City of Tigard Budget - FY 2019-2020 City of Tigard
Adopted Budget
FISCAL YEAR 2019 -2020
4 4,-: , •
.•,_ 3 .J ..
--",ti'-.44.:
- MM
,; ��' da
�r
v1.
it � ��,,./
1 " , 1
" 1..', Air } • , i�j� imiI�.y•. -. -
114
r,
IV, ...." 1.1•1111K
w
•
11119• r
ilk .iii ' 7 1 ‘
,., .:„.„...4. _.7._ 44 .,.., \ \
;r.- ....... •
POLICE �} , --.......,‘,� ' - --1 j
- ,
. .a. ,
.t.
,, ,
. _-
:,i iii ..,"1110. . \
t1
I1q-.
T I GARD
13125 SW Hall Boulevard 1 Tigard, OR 97223 1 www.tigard-or.gov
On the cover:
The Tigard Police Department's mission is "To protect and serve all who live,play and work in Tigard." As
the guardians of the community, the department works diligently to make Tigard safer and more
livable for everyone.The department recently released a strategic plan to help guide its focus over the
next several years. Toward that end, the department has earned accreditation with the Oregon
Accreditation Alliance, ensuring that their policies and practices comply with industry standards. The
department is actively working on several initiatives to improve upon its high level of professionalism.
The department is challenged by the gap between current resources and the expectations and future
needs of the Tigard community.The demand for police services has continued to grow along with the
City's population while department staffing levels have remained flat. Officers are also responding to
more calls related to mental health crisis, drug and alcohol issues and homelessness. In order to meet
these needs,the City is considering referring a public safety local option property tax levy on the ballot
in May 2020.The new levy would fund 10 additional officers with the goals of:improving emergency
response times to under five minutes,increasing police visibility and improving service quality within
neighborhoods, strengthening partnerships with businesses and residents and addressing quality of
life issues.
CITY OF TIGARD, OREGON
FY 2019-20
ADOPTED BUDGET
BUDGET COMMITTEE
Chris Bence Mayor Jason Snider
Tim Cadman Councilor Tom Anderson
Chelsea Nance Councilor John Goodhouse
Clifford Rone Councilor Heidi Lueb
Stephanie Veal Councilor Liz Newton
Leah Voit,Alternate
CITY LEADERSHIP TEAM
City Manager Marty Wine
Assistant City Manager Kathy Nyland
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 Halsted Bernard
Public Works Director Brian Rager
City Attorney Shelby Rihala
Communications Manager Kent Wyatt
4i
•
TIGARD
Prepared by the following City of Tigard Staff:
Marty Wine,City Manager
Kathy Nyland,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
Table of Contents-Page 1
GOVERNMENT FINANCE QFFICERS ASSOCIATPQN
istiguised
Budget Presentation
Award
PRESENTED TO
City of Tigard
Oregon
Fix dm'Fiscal Year rie nrrigy
July 1 2018
0.14=‘&714A.. P. Ar.0a
Exccubvc DLrix5c
The Government Finance Officers Association of the United States and Canada (GFOA) presented
an award of Distinguished Budget Presentation to the City of Tigard for its annual budget for the
fiscal year beginning July 1,2018.
In order to receive the award, a governmental unit must publish a budget document that meets pro-
gram criteria as a policy document, as an operations guide, as a financial plan, and as a communica-
tion device. Tigard has met this standard for budget document since fiscal year beginning July 1,
1987.
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.
Table of Contents-Page 2
TABLE OF CONTENTS
INTRODUCTION
2019-2020 Budget Transmittal 9
Council Goals 13
Citywide Performance Measures 17
City Information 21
Citywide Organization Chart- By Program 23
City of Tigard Map 24
READER'S GUIDE
User's Guide to the Budget Document 25
Budget Process 29
Basis of Budgeting 32
Fund Structure 33
Program Budget Structure 34
BUDGET SUMMARY
Where the money comes from 37
Where the money goes 38
Fund Balance 42
Ending Fund Reserves Summary by Fund 44
Summary of All Funds 45
Summary of Contingency 51
Comprehensive Long Term Financial Forecast 52
REVENUEANALYSIS
Current Revenue Summary by Fund 63
General Fund 64
Assessed Value 65
Property Tax Summary 66
State Revenue Sharing 68
Franchise Fees 70
User Fees 72
Connection Fees 73
Permit Fees 74
County Shared Revenue 75
Fine and Forfeiture 76
Interest Earnings 77
Interfund Transfers 78
Table of Contents-Page 3
PROGRAM SUMMARIES
Expenditure Summary by Program 87
Operating Budget History Summary 88
Operating Budget History Detail 89
Staffing Levels 92
COMMUNITY SERVICES PROGRAM
Community Services Organization Chart 97
Expenditure/FTE Summary 99
Police
Organization Chart/Expenditure/FTE Summary 100
Department Description and Performance Measures 101
Police Administration 103
Police Operations 107
Police Support Services 112
Library
Organization Chart/Expenditure/FTE Summary 116
Department Description and Performance Measures 117
Library Administration 118
Library Reader Services 122
Library Technical Services 125
Library Circulation 127
Social Services and Community Events 130
PUBLIC WORKS PROGRAM
Organization Chart 133
Expenditure/FTE Summary 135
Department Description and Performance Measures 136
Public Works
Public Works Administration 138
Public Works Administration-Historical 142
Parks Maintenance 144
Parks and Grounds-Historical 147
Recreation 148
Street Maintenance 151
PW Engineering 154
PW Engineering-Historical 158
Water 160
Sanitary Sewer 164
Stormwater 167
Green Team 170
Street Lights and Signals 172
Table of Contents-Page 4
COMMUNITY DEVELOPMENT PROGRAM
Organization Chart 173
Expenditure/FTE Summary 173
Department Description and Performance Measures 174
Community Development
Community Development Planning 177
Building 181
Economic Development 184
POLICYAND ADMINISTRATION PROGRAM
Organization Chart 187
Expenditure/FTE Summary 188
Mayor & Council
Organization Chart 189
Department Description and Performance Measures 190
Mayor and Council 191
City Attorney
City Attorney 193
City Management
Organization Chart/Expenditure/FTE Summary 195
Department Description and Performance Measures 196
City Manager's Office 197
Human Resources 199
Risk Management 201
Central Services
Organization Chart/Expenditure/FTE Summary 204
Department Description and Performance Measures 205
Communications 207
Municipal Court 209
City Recorder/Records 212
Fleet Maintenance 214
Property Management 216
Table of Contents-Page 5
Finance and Information Services
Organization Chart/Expenditure/FTE Summary 218
Department Description and Performance Measures 219
Finance and Information Services Administration 220
Financial Operations 222
Utility Billing 224
Information Technology 226
Contracts and Purchasing 228
CAPITAL IMPROVEMENT PLAN
Capital Improvement Plan Summary 231
Impact of the Capital Improvement Plan on Operating Costs 234
Prioritization and Development of the CIP 237
Streets 245
Parks 269
Water 291
Sanitary Sewer 306
Stormwater 312
Facilities 323
DEBT SERVICE
Debt Service Summary 327
Outstanding Debt Issues 329
Debt Service Schedules
General Obligation Bond-Library 330
General Obligation Bond-Parks 331
General Obligation Bonds Summary 332
Tigard Transportation Build America Bond 333
Tigard Transportation Build America Bond Summary 334
Assessment-69th Avenue Local Improvement District 335
Assessment-Bancroft Improvement Bonds Summary 336
Water Revenue Debt-Water Revenue Bond 2012 337
Water Revenue Debt-Water Revenue Bond 2015 338
Water Revenue Debt-ARRA Water Loan 339
Water Revenue Debt Summary 340
FUND SUMMARIES
Fund Summaries Introduction 341
General Fund
General Fund 342
Enterprise Funds
Sanitary Sewer Fund 347
Stormwater Fund 349
Water Fund 350
Table of Contents-Page 6
Water CIP Fund 353
Water Debt Service Fund 355
Water Quality/Quantity Fund 356
Water SDC Fund 357
Special Revenue Fund
Building Fund 358
City Gas Tax Fund 360
Criminal Forfeiture Fund 362
Electrical Inspection Fund 363
Gas Tax Fund 364
Library Donations &Bequests Fund 366
Parks Bond 367
Parks SDC Fund 368
Parks Utility Fund 369
Street Maintenance Fund 371
Transient Lodging Tax 373
Transportation Development Tax 374
Transportation SDC Fund 375
Urban Forestry Fund 376
Underground Utility Fund 377
Debt Service Fund
Bancroft Debt Services Fund 378
General Obligation Debt Service Fund 379
Capital Projects Fund
Facilities Capital Projects Fund 380
Parks Capital Fund 381
Transportation CIP Fund 382
Internal Services Funds
Central Services Fund 383
Public Works Admin 385
Public Works Engineering 386
Fleet/Property Management Fund 387
Insurance Fund 388
APPENDIX
Schedule of Appropriations 389
Financial Policies 401
Glossary of Budget Related Terms 408
Advisory Committees 412
Staffing Summary 416
Management/Professional Group Salary Schedule 418
Tigard Police Officers Assn. Salary Schedule 423
Oregon Public Employees Union Salary Schedule 424
Table of Contents-Page 7
•
•
4
y.•
r
•
J
e- a. ' 1-01.0-.-.- 11. it I
•
: �
L
oh
,
__
r �ti
I . .
�11 .. '
_ ..._. _
Tigard Skate Park, located near Tigard City Hall.
Photo by SkateOregon
City ofTigard I ADOPTED BUDGET I FY 2019-2020
Table of Contents-Page 8
FY 2019-2020 BUDGET TRANSMITTAL
To the City of Tigard's Budget Committee and community:
The message of this 2019-20 adopted budget is stability. In the last year's budget, we made reductions
to General Fund services to ensure the city is financially stable and sustainable. As a result, of a history
of sound financial decisions,we have healthy financial reserves,we have a strong bond rating (which is
similar to having a healthy personal credit score), we have received clean audits, and we have a strong,
long-term view for the future.
The problem is, we remain resource constrained largely due to our low property tax rate, and the
growth in our revenues lagging behind the cost of city service. We will continue to provide quality ser-
vices but we may not be able to deliver the level of service desired by the community.
Living Paycheck-to-Paycheck
After essentially living paycheck-to-paycheck for the last six years, the Budget Committee directed us
to do something different in the FY 18-19 budget, acknowledging the city should be proactive in ad-
dressing the challenges.
We started by adopting a budget with $5 million dollars of sustainable reductions that would be made
over the next two years. We reduced the General Fund by $2.5 million, in the first year, by reductions
such as four fewer police staff, fewer materials and programs at the library, and reduced community
grants for social services.
We also asked the community for more resources. In May 2018, voters rejected a proposed local op-
tion levy, so the city has adjusted by making difficult budget reductions.
General Fund Budget Reductions for FY 18/19
Public Library Police Department •Fewer School
•Longer Waits Resource Officers
■Aging Collection •Fewer sworn
•Fewer programs, a I' Fly.
police positions
events & classes Yearl ReductiINIs: •One less Lieutenant
Years Reductions $390,000 $540,0001
Community Development Public Works General City Services
■Reduced Economic Dev. •Engineering & 0 r^r
•Longer Waits Administration �-►
•Less Service costs reallocated. 1
.----- ; I�II�II
?earl Reductions: o Year]Reductions: Year Reductions:ir
$340,000 • $830,000 + $650,000
INTRODUCTION-PAGE 9
FY 2019-2020 BUDGET TRANSMITTAL
This savings creates a reserve for the first five years, and to support those services, we'll use the re-
serves for the following five years (through 2029). The goal is to remain financially stable while ad-
dressing Tigard's growth.
We haven't solved the underlying problem, and service levels remain at less than desirable levels. Only
a major revenue source such as a local option levy can meet additional needs for the future.
Budget Outlook for FY19-20
Tigard will implement the planned second year of reductions. The reductions will be less than expected
because of savings created by the city and decisions made by the City Council and budget committee.
The adjustment to services in the second year is only$400K instead of the $2.5M we estimated.
Here's why the outlook for 2019-2020 has improved for the coming year.
Why Has Tigard's FY 2020 Budget Outlook Improved?
Increases in Revenue $1.5 MIL Budget Reductions
Land Use $173,008 Marijuana 4e, $50UK+ II 1! l t I
8285,000
Savings from FY 2018
{mostly tmlaingpositions vacant)
Interest Income
-'17-71) Liquor 5650,000 FY 2020 cuts 5400 K+
$20,000
•
. Elimination
Hotel * Motel
' of Peer Court
►� w
$35,000 -AND-
Interest rates exceeded r \-
Forecasting Revisions$340,000 the projected one percent. Changes to ■
111 lisallocation of
Combined with FY19 reductions,current services are sustainable.This does not address adequacy of service levet utility billing I
We are spending less. In 2017-18, the city held many positions vacant and general fund departments
are holding to a 93%under-expenditure target in the current year.
We have adjusted our financial forecast. We analyzed our financial forecast and made revisions
where estimates didn't match actuals. We revised forecasted county WCCLS (county library) levy reve-
nues, refined our actual land use and development activity planning fees and liquor sales. This resulted
in $1.5M in increased revenues.
PAGE 10- CITY OF TIGARD
FY 2019-2020 BUDGET TRANSMITTAL
We are benefiting from thoughtful financial planning.With growing city reserves, interest income
is also growing, and these changes make our revenue picture healthier.
We have made permanent changes to two programs. The Peer Court program, which has had a
vacant staff position for a year, has been eliminated. Although the program is valuable, the Police De-
partment has to focus on core priorities.
Based on the recommendation by our advisory board and staff,we have changed how we allocate utili-
ty billing costs to Parks and Recreation. The elimination of the Recreation program was planned in
2019-20; however, this additional savings and revenue will allow the recreation program to continue at
its 2016 level, funded by the Park and Recreation Fee.
Moving Forward
We will continue to improve our financial stability by implementing the recommendations of a perfor-
mance audit, decision making informed by data, and taking care of what we have.
The 2019-20 adopted budget will
• Meet the newly-set City Council goals focused on development in our city centers,growing
in a responsible manner, and engaging with the community.
• Update enterprise systems to help maintain our public assets
• Invest in data and business process improvement
• Maintain the city's investment in community engagement
• Ensure non-General Fund departments are constrained by their long-term revenue outlook
Tigard is made up of much more than its ($35M) general fund and we have a strong underlying value
of our community, including property tax base of $7B in assessed valuation. Also, Tigard will make
$22M of investments in 2020 across all capital funds in all of our systems and facilities to serve the
community, and $137M in total in our six-year capital plan.
Although much of our recent focus is on our General Fund, it is important to remember the capital
investments that Tigard makes to public infrastructure. The city allocates funding from dedicated rates
and fees to build projects in six defined capital improvement systems: Streets, Parks, Water, Sanitary
Sewer, Stormwater and General Capital Facilities. We use adopted Master Plans, Area Plans, and the
Strategic Plan, along with established prioritization lists and match available funding to priority pro-
jects.
INTRODUCTION-PAGE 11
FY 2019-2020 BUDGET TRANSMITTAL
Tigard will be investing in major capital projects in 2019-2025 in all systems. Highlights include:
• Streets (Transportation System Plan Update, Main Street Green Street Phase II, Wall
Street/Tech Center Drive Connection and 121st Avenue Sidewalks and bike lanes)
• Parks (Universal Plaza, Dirksen Nature Park Boardwalk, Fanno Creek Trail and Tigard
Street Heritage Trail)
• Water (Aquifer Storage and Recovery Well #2 and Well #3, Cach Reservoir and Pump Sta-
tion, and Water Master Plan and rate study)
• Sanitary Sewer and Stormwater (Downtown Sanitary Sewer Line Project, Fanno Creek San-
itary Siphon, and slope stabilization and culvert replacement projects)
The budget committee's discussions focused more broadly on the quality of city services, upcoming
major capital projects, and the challenges we face providing these services given our resource con-
straints.
Council goals are directing work towards another local option levy proposal in 2020, focused on public
safety needs. We will pursue a levy and bond proposal with Tigard voters that is scoped early, support-
ed by data, and gives us time to what the community gains from this request.
Combined, general fund reductions last year and refinements for this year's proposal will achieve the
city's aims: to live within our means and have a stable financial position for Tigard's future. This
budget allows us to focus on using our resources more responsibly, to focus on the services that we
can provide, and improve what we can through upcoming performance audit recommendations.
Respectfully submitted,
4
•
Marty Wine
City Manager
PAGE 12- CITY OF TIGARD
COUNCIL GOALS
Priorities for Council Attention and Action
On February 12,the Tigard City Council discussed the city's goals for the next two years. Criteria for
the goals included a policy-level focus;two-year timeframe;limited impacts on core service delivery;
implementing the strategic plan;be achievable;and benefit the whole.
Goal 1: Ensure the City's continued financial stability and sustainability while providing
mandated services. Seek ways to fund and increase services valued by the community.
Cor erponds to Strategic Plan Goal 4
Develop and implement a communications plan, for city staff and elected
Strategy 1.1 officials,to engage the public about the cost and value of city services and
explain funding challenges.
Increase trust with the community by regularly publishing a city report card,
Strategy 1.2 detailing our progress and challenges, and comparing our work to peer cities.
Strategy 1.3 Pursue a local option levy and/or bond in May 2020.
By May 2019, determine specific services and/or facilities the voter will get by
Strategy 13.1 approving a local option levy and/or bond proposal and begin
communicating it to the voters.
Strategy 9.3.2 Council will actively participate in the city's communications regarding the
community benefits of the local option levy and/or bond.
By mid January,2020 refer a local option levy and/or bond for voters to
Strategy 9.3.3 consider at the May, 2020 election.
INTRODUCTION-PAGE 13
COUNCIL GOALS
Goal 2: Invest and connect key areas of the city to promote economic growth and
community vitality.
Carre.ponds to Strategic Plan Goal 2
Ensure that Tigard Triangle urban renewal investments promote equitable
Strategy 2.1
development and create a vibrant,walkable, and connected district.
Continue to make Downtown Tigard a place people want to be by
making substantial progress on projects that attract new residential and
business investment:
• Design and engineering of the Universal Plaza
• Construction of the Tigard Street Heritage Trail/Rotary Plaza
• Redevelopment of the Main St. at Fanno Creek property
• Main Street Green Street Phase 2
• Fanno Creek Overlook
• Cultivate more relationships with future developers that share our
multigenerational transit-oriented development vision.
• Create an inventory of sites with high potential for transit-
oriented housing redevelopment.
Strategy 2.2
• Support and participate in a branding effort for the Downtown
and Tigard Triangle.
• Evaluate the size and scope of the City Center Urban Renewal
Plan to determine whether tax increment resources in the
downtown are sufficient to meet council objectives. Prepare
recommendations regarding the City Center urban renewal area's
possible continuation.
• Pursue the Ash Street Crossing to improve multi-modal
circulation in the downtown.
• Update the 2007 Leland report to accelerate downtown
redevelopment, focusing on leverage possibilities from SW
Corridor and other active transportation investments.
Ensure the Southwest Corridor project maximizes benefits to the Tigard
community and minimizes negative impacts by implementing the
Strategy 2.3 memorandum of understanding with Tri-Met. Ensure urban design and
pedestrian connections to Tigard light rail stations is prioritized in station
area access plans.
Complete an initial assessment of Washington Square Regional Center
Plan District and related development code. Identify barriers to
Strategy 2.4 redevelopment and develop a project of planning and code updates to
attract investment in commercial, office,and high-density residential
development with a range of price points.
PAGE 14- CITY OF TIGARD
COUNCIL GOALS
Goal 3: Ensure Tigard grows and develops in a smart and inclusive manner.
Corre.ponds to Strategic Plan Goal 2
Secure external resources to:
• Accomplish all planning and outreach activities necessary to expand
the City's urban growth boundary to include the South River
Terrace Area. Complete Title 11 compliance, apply to Metro for
UGB expansion, and annex South River Terrace.
• Prepare a concept plan for West River Terrace.
The city will direct all work under this goal,which is contingent on:
Strategy 3.1 • All direct,indirect and overhead costs necessary to make South
River Terrace "development-ready" funded by private sector
partners and/or through grants prepared at the expense of the
private sector partner.
• The continuation of existing city plans and projects such that they
are neither slowed nor disrupted by River Terrace planning.
• The inclusion of equitable development principles in River Terrace
plairning.
Complete an Affordable Housing Plan and adopt recommended strategies
to
romote
e development and retention of
Strategy 3.2
Increase advocacy at the regional level for housing affordableTigard.
thatis affordable,
funding strategies, and consider an excise tax.
Study the viability for any future expansions of the city's urban growth
Strategy 3.3 boundary to include employment land so that new growth and ongoing
service costs to Tigard residents and businesses are balanced.
INTRODUCTION-PAGE 15
COUNCIL GOALS
Goal 4: Enhance two-way communication to understand community priorities and
involve the community in the decision-making process.
Corresponds to Strategic Plan Coal 3 (update underway)
Develop and implement strategies for city staff and Council to engage
Strategy 4.1 with and hear directly from a wide variety of residents and businesses on
important issues.
Initiate listening sessions with residents of unincorporated areas,within
Strategy 4.2 the urban growth boundary, about the opportunity for annexation.
Increase community understanding and knowledge of the city,its services
Strategy 4.3
and fiscal situation.
Promote an inclusive, open-minded, and progressive community.
Strategy 4.4 Implement initiatives to improve city services and participation that
captures the diversity of the community and improves equity and inclusion.
Goal 5: Enhance walkability and pedestrian connectivity.
Corresponds to Strategic Plan Goal 1
Develop an implementation strategy related to the ADA Transition Plan to
Strategy 5.1 identify the priorities for curb ramps and public sidewalks that must be
repaired or replaced to meet current ADA guidelines.
Invest in walking connections by reviewing the Tigard sidewalk infill study
and recommendations and continuing to dedicate specific funding for
Strategy 5.2 pedestrian and bike facility projects in the city's Capital Improvement Plan
equaling at least ten percent of the transportation CIP planned
expenditures.
Continue to advance and develop Safe Routes to School (SRTS) plans for
Strategy 5.3 Tigard schools and implement an improvement for at least one school per
year including funding priorities.
Integrate the Complete Streets Policy to update the Transportation System
Plan. Consider implementation of a Neighborhood Traffic Management
Strategy 5.4
Program. Implement a Citywide Transportation Safety Action Plan and
develop a scope and budget for a pedestrian crossing improvement plan.
Seek Regional Transportation Options funding to develop a regional trail
Strategy 5.5
wayfinding plan, and improve signage along the Fanno Creek Trail.
Strategy 5.6 Advocate for local control of speed limits in residential neighborhoods.
PAGE 16- CITY OF TIGARD
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:
.Vision
"The most walkable community in the Pacific Northwest where people of all ages and abilities
enjoy healthy and interconnected lives."
►Goal
The strategic plan will provide guidance and direction for the city's priorities over the next 20
years.Proactiveplanning 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 began measuring against the four goals of the strategic
plan. These performance measures were selected from the department measures found in the pro-
gram sections of the budget document and are still a work in progress as citywide performance
measures.
INTRODUCTION-PAGE 17
CITYWIDE PERFORMANCE MEASURES
GOAL 1: WALKING AND CONNECTING
Facilitate walking connections to develop an identity
Objective Measure FY 16-17 FY 17-18 FY 18-19 FY 19-20
Actual Actual Revised Target
Measure the progress Rating of the City's Walk Honora-
of Strategic Plan im- Friendly Assessment ble Men- N/A N/A N/A
plementation tion
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 &Pedes- 349 350 NA NA
motorized vehicles trian Patrol (in hours)
GOAL 2: GROWING AND PLANNING
Ensure development advances the vision
Objective Measure FY 16-17 FY 17-18 FY 18-19 FY 19-20
Actual Actual Revised Target
Monitor the work- $13'604 73 $19,230,76
load of building Valuation of construc- 0 $73,436 70,000
inspectors tion per building FTE (13 FTE) (13 FTE) (5 FTE) (5 FTE)
Ensure streets are Overall Pavement
in fairly good con Condition Index 70.3 79.0 79.0
dition
PAGE 18- CITY OF TIGARD
CITYWIDE PERFORMANCE MEASURES
GOAL 3: Engaging and Communicating
Engage the community through dynamic communication
Objective Measure FY 16-17 FY 17- FY 18-19 FY 19-20
Actual 18 Actu- Revised Target
al
Support Strategic Plan
by engaging and con- Total program/school 29,000 29,500 29,500 35,000
necting with the corn- visit attendance
munity
Engage the communi-
ty and advance the Number of attendees at
vision; support and 240 260 260 260
the State of the City
enhance community
gatherings
Engage the communi- Total number of follow-
ty and advance the ers to city's main Face 5,625 7,315 9,300 11,450
vision; support and book and Twitter ac-
enhance community counts
gatherings
Engage the communi-
ty and advance the
vision; support and Number of Cityscape
2,264 2,500 2,600 13 500
subscribers '
enhance community
gatherings
INTRODUCTION-PAGE 19
CITYWIDE PERFORMANCE MEASURES
GOAL 4: Financing and Sustaining
Fund the vision while maintaining core services
Objective Measure FY 16-17 FY 17-18 FY 18-19 FY 19-20
Actual Actual Revised Target
Continue being good
stewards of city re- Total Library Volun- 18,800/9. 19,750/9. 19,750/9. 20,000/10.0
sources by leveraging teer Hours/FTE 0 5 5
community partner- equivalent
ships
Continue being a % of Library collec-
good stewards of city tion that was bor
rowed at least once by 82% 83% 83%
resources a person during the
year
Maintain a positive
bond rating to keep Bond rating from
the cost of borrowing Moody's and Standard Aa2/AA Aal/AA+ Aal/AA+ Aal/AA+
low and Poor's
PAGE 20-CITY OF TIGARD
CITY INFORMATION
TI GARD AT A GLANCE
T3=C7F cier.i • so ocganidss.]=1='r 6 io c
Fran of{aa+rrn„afnt and cu:=.c oc}i=a Trra for gam is don=and.OS x d_ic ."21703
Tic Ted sra ¢ss {=np1a r—c}ir Circ of Turd cons qualisr c.7m through d krr
L:mgcralcia t4 L_ rJcp--=r1s13
}moi o o=o3 lisp and four c=crh—
.. visa -'- --■
Tscalix.
gar= ccF Ted nahi ,Fsc4
Ts dux 1•1-mr crala•=• R�Hc grorlo 1aidpa Coags C.
ty
a Mayor.iCo.s fcm=o fmay_ M `
�4ada ar as.r-
e=aaa
1:173Jfr•rr.'-.tr 0� strxri8 .I•T_Yk
i-+SI wu' �� M
f•r=is z—¢ i 1xV19ms__
=flR= __Etuuar-Excd
a}sga for a aoaaao off
Fisoa cc.
Esau-Tss
=rm. T�,. lofo.r o iipa City tmamaF Cormrcro.a4r
Mayor axd .5=A*cm Scrolcc•
cry r,-.=c.=T rtuu'Mag. Pc1k r n rarF
JR4 � = h�oaatfao Sodom u. R•• -r�
Tochs.olc ualm-
r.
lamaian
xor—a�_� 1
�1 , Dburr_!aixrnct
r,-.-.r..•:T and
sus 13=1 au= o,LE LDE.
and Lnroi:ro� rwoa mic
a
Ts 1T IZo.s apps
Z �TIfoonFr.T_ >Q
a of Ti al Trr3111rs
7:13= T Zn 201L, lat7 C Ni i. Eckfrmi 1 Etsrtegx Pim mac •ISL-]d miEa tie
CT Masi=S rcva=Clic rl SLS the
co.euzecztly CI r'Yc- i _r iEtrir- of-mailer
fforr-.., r,.�.�a
�'hcz `'' !ha mols 1 b- community La d .. 2i{tli
1 fi't
zrz�— wthtrc r, crarr of all yrs ��d Pref i mbr bez hi.- _Etrd
agar==appropiso3 ET�c r,
.. =T..� zmctrCL}.rcdLrr.L
3=1-Li= rco =
• T In adnib a tLs.rii the city mins it.tam rJj s iii sm t=
me rest and tecta .1 a r•eli.
Y.asFee:mi.Care
t tit Fe-4.:e mz{1
Dc flat Right Thing
ot� themm7e bertzz4aes
C-et it Dane
• [-Do=D] sdco t—t-t yes
7
INTRODUCTION-PAGE 21
CITY INFORMATION
TI GAS AT A GL2'LiCE
Lccsix d ir-he E000.sl Rsrafc Nedra-cacti curd Parc of - d•
Jr= T?b�isnd, 0trca =am Grlirm atu Trgacd acYxcc 1 I, I '
,. aix of gsalia ahmi
dac arc LSE aurCIE E — .5 1 -
--•rrna enc s_ro=aa= •fin= o ac:sal aubl=1:x o
Fccr d, Tga.ad u mon aid LE 3.3Ec, _riic, sad af3acdabs.c 11
Tem
d is Lc in 1izri3.an Cr_F. u and ch=chin Li=c: • 1 17l• 'ill
•.-1.313,=.1riC: -r
in 0mgan. I- iail}•Isamd_ a^^r••t�^� tac ' 'j - -
'
_ • A _ +
a ��
Pcccsd, 1314.c O3ga .spa
, 2ca. , acc TLlasin. It ax �� - e bi is ,
•sr:. • nd•. : carcd, cc 11...: c Ei IX d-c ]-E. aid ]L•gF7•u
ZL-. 0 ac CIE ascc'a LUC:: 3hcc..7 E r=llc. Wa3hingtcm ,
csrc,a 31:K 3.r.:1:1 ir. Tracd.
Fci MoD F3ry
]rcra•',»n =rim1-=i!.201.9:': ttg
_,1= 3n i'71.]i75: 37.7. •I" 3 ; i .� .
J= Sao d •1c1i 13chiE.13.= 17I: 3?{ * ti+
•
P_:Er1ac'3.Licgnm••c= Eighc 1!.201.7k .1.S.511.4_ i
�' - '
. •
est alLii.inE Pacts •..r # :• .
:•Jraun Hrr_cchad]rracnc�]_7i: -{..-- • •
L'ctmG:c=na- E}s-c' 01.3;: 3L4o-= 1' •
Eadrumc fcdisr-Hcssc Taha=ri�}t~: $245.200 r - • �-
Ho m c Oaxc ahii Eawc i ,:•1 : 64 - •
Tc. Hrr_rm3_rte �]_7•F �- . •- #s
*
EJ=:az is --- • -
A.•.sag=E'ai1s High 7=p=3.ur:-LLL - r
A.•:sag=.nrsai Lc 1.•Tap=is= 34 F NUM:3tC of Buss s s (2.019)2379
A.•:sag=knr-u...F..LIE 3'4.X'
Tay Ea_!I x pan)
Land Use N ood:t*+ona
Com rc. lel(A=or,5k;: 6 % Cmir.i mt Commrc=al Eokices LIC 4 'L
laclaroial =, %): G Sc CMS'llr re[ C,. ,Iati 4E.5.
it L c t,Ycrick%;{ 1331f C 05.--1,3'S-AoLeWt Casa:r.]co 404
R•- = i.(Acca,%;: &I.El%• 1f1L9 s Eitina r nir ±Stoic atf2
I'irkadc'it_co: ...,..(A=4%): 6. Sc Cmonist ci Clezm Inc a14
Fn53.3_Eerer Inn. 26,5.
-7=d nota 31C1 rgsaJ 1111151 Eoa•_rc of 5r sallc Furr II.cia. T UP=Se a Fad= 230
ac3i aid 13 Waahargma'snr: :c 3. WakaZit "wr,
inizet Stcrt. 24a
3•meow..1:.1.r..... •.....• r., r . ... =B ela}:afi=a.v.Mkr
Oa,.•ma r.,--•a...-
4006 21139 2010 MI 2012 2013 Z114 Z:115 2016 2017 201E 201
44715 47 e170 47,x' 4805 43,#1} 43 cES 4,374 SI},4-44 5.1. 53 51.,i SZ7E3 53,145
PAGE 22-CITY OF TIGARD
CITYWIDE ORGANIZATION CHART - BY PROGRAM
City of Tigard
Citizens of Tigard
* 4 k
Mayor& City
City Council Attorney
e i
r
City Manager
S
i I , ,- , - II , e . . '.1e , e I ,
Central City Community Finance&
Services Management Development Information Svcs. Library Police Public Works
t ♦ . I \ i S i S \ / .
Design& Human Community Administration Administration Administration Administration
Communications Resources Planning
Green Team
Financial Circulation Support
City Recorder Risk Building Operations Services
Public Works
Management
Reader Engineering
Municipal Economic Information Services Police
Court City Manager's Development Services Operations
Parks
Office
Technical Maintenance
Fleet Utility Billing Services
Maintenance
Recreation
Contracts
Property &Purchasing I Storm Water
Management
Sanitary Sewer
Street
Maintenance
Street Lights
&Signals
i::.x
y Lii
1
iiv yli. ir!
711-H131 Strategic Plan
YI . y -vlt`.''I`F
it . ',k ' - ,regi
-.. {
INTRODUCTION-PAGE 23
CITY OF TIGARD MAP
4
-rj T_siI,1
Oregon
_ :
HILLSBOR0441
IIili`k-M
,j��,
ie,,
►<<< : ,iIlpM
8 PO3pQAND,-\
Q, .
IBEAVNRTON ill11. _- '3 r
4r4r_A it
pi,
6:41
-,, 4r_
wiliwow
L' FYu(6acio 'pi m
1 i I ' LAKO
EJ SWEGO
N Ir 01-11, jrLifik, 4
\_ ___.„ t '' .l T gar Qpm ,._.......,&VI
-zIsr-j ci,, SHL G3 O o D
-J 11111
T
City ofTigard I ADOPTED BUDGET I FY 2019-2020
PAGE 24- CITY OF TIGARD
USER'S GUIDE TO THE BUDGET DOCUMENT
The budget document describes how the City of Tigard plans to meet the needs of the community.
It is also a resource for citizens interested in learning more about the operation of their city govern-
ment.
The city budget fulfills several functions:
• The budget is a communication tool. It explains the various demands, needs, constraints,
resources and opportunities it faces. It communicates the choices made and the direction
in which the city is headed.
• The budget is an important policy document. Through the annual budget process, city
operations and processes are reviewed in a comprehensive manner. The city reviews the
needs of the community, priorities and goals, and then matches resources against those
needs, priorities, and goals. Resources are limited, so choices must be made. The annual
budget reflects those choices.
• The budget also serves as an operational guide. It identifies work programs and goals to
be achieved for each city department or division in the coming fiscal year.
• The budget is an accounting document. It establishes guidelines that the city uses to
measure and control expenditures and to track its revenues.
The budget document has been organized to assist the reader in understanding how and why the city
budgets and to provide summary level information at the beginning of the budget document with
more detailed information at the end. The document provides high level summary in further detail,
each section of the document is also arranged in this manner.
The City of Tigard's budget document is divided into the following sections:
Introduction
The Introduction contains the Budget Transmittal from the City Manager. This letter summarizes
the major provisions that have been included in the FY 2019-20 Adopted Budget. It includes a dis-
cussion of the major policy issues that were considered and major changes from last year. This sec-
tion also contains what the council plans to focus on through 2021, providing the foundation and
direction for many of the choices made in constructing this budget. Also included is general city in-
formation about Tigard,including a map that shows the city's boundaries.
READER'S GUIDE-PAGE 25
USER'S GUIDE TO THE BUDGET DOCUMENT
Reader's Guide
Reader's Guide provides an overview of the budget process, the basis of budgeting, and the budget
structure. This section is designed to help familiarize the reader with the city and the budget.
Budget Summary
The Budget Summary is designed to give the reader an overall view of the entire city budget.
This section contains summary charts and information to provide a one-stop picture of the budget.
These high-level summaries provide an easy reference for overall city trends and conditions.
This section also presents the Comprehensive Long Term Financial Forecast. The Financial Fore-
cast projects city revenues and expenses for major operational areas of the city over the next six
years, based on current conditions. The city uses the forecast to identify future trends, needed cor-
rective action, and to forecast the success of current financial efforts.
Revenue Analysis
The Revenue Analysis section contains information about the city's primary sources of revenue
across all funds. This section explains Oregon's property tax system and summarizes the City of
Tigard's property tax revenues and assessed valuation. This section also provides historical trend
information for each of the city's major revenue categories.
Program Summaries
The city's operating budget is organized by major functional program areas: Community Services,
Public Works, Community Development and Policy and Administration. Each functional area con-
tains one or more operating departments or budget units. The Program Summaries section provides
detailed information for each program area by department and budget unit. The information in this
section includes a program-level narrative and summary expenditures and authorized position
counts.
The Program sections include a narrative for each budget division presenting the long term results
the unit is working to achieve, a description of the unit's services and activities, FY 2019-20 goals,
and major highlights of the unit's budget.
PAGE 26-CITY OF TIGARD
USER'S GUIDE TO THE BUDGET DOCUMENT
Community Services Program
Community Services includes budget appropriations and explanatory material for the Community
Services Program. The Community Services Program includes Police, Library and Social Services
and Community Events.
Public Works Program
Public Works section includes budget appropriations and explanatory material for the Public Works
Program. The Public Works Program includes Public Works Administration, Engineering, Parks
Maintenance,Recreation, Sanitary Sewer, Stormwater, Green Team, Street Maintenance, Street Lights
and Signals, and Water.
Community Development Program
Community Development section includes budget appropriations and explanatory material for the
Community Development Program which includes Community Development Planning,Building and
Economic Development.
Policy and Administration Program
Policy and Administration section includes budget appropriations and explanatory material for the
Mayor and Council, City Attorney, City Management, Central Services and Finance and Information
Services.
Capital Improvement Plan
This section provides information about the city's six-year capital improvement program. It includes
information about major construction and capital acquisition projects that are planned during FY
2019-20 as well as projections of capital needs over the following five years.
Debt Service
The Debt Service section presents information on the City of Tigard's outstanding long term debt.
This section shows current and future debt service requirements, calculations of debt ratios, the com-
parison to statutory debt limitations, and debt service schedules.
READER'S GUIDE-PAGE 27
USER'S GUIDE TO THE BUDGET DOCUMENT
Fund Summaries
The Fund Summaries section shows the city's fund structure and detailed fund reconciliations for
each fund managed by the city. A fund is a self-balancing set of accounts and is used to track reve-
nues and expenditures for specific operations. Under Oregon law and "accounting principles gener-
ally accepted in the United States of America," revenues and expenditures of individual funds may
not be co-mingled. This section shows current and historical information on the resources and re-
quirements of each of the city's funds.
Appendix
The Appendix section contains a variety of other budget-related information to assist the reader,
such as salary schedules, staffing summary, the city's financial policies, and a glossary of terms used
in the budget. This section also includes a listing of advisory board and committee members.
', ' -
ti
or
AL:' '4'
_ 'I&._,-'•';'.: - w rY : 6', ate.
��F, ti qtr "
i:� n €� - ',fit,' ..-1,-i,_ .-.
.ik
h- fa .. yd z --,. •-., r_ -- .
i '.
C.14}x M.
Y � !* 1iilCffsJR■
PAGE 28—CITY OF TIGARD
BUDGET PROCESS
The annual budget begins several months prior to adoption. In November staff completes a six year
forecast of all revenues, expenditures and fund balances. The forecast takes the budget and known
future changes in fees, technology, laws and impact of capital construction on operating costs. The
forecast does not assume future decisions in staffing levels or proposed programs. By producing a
forecast on known items, it allows the city to see the size of decisions that need to be made. As the
city works through the budget process in the following months, the forecast is continually updated.
The City Manager reviews the forecasts for all funds and directs which future expenditures must be
postponed or eliminated to ensure a stable financial future, but still provide the necessary resources to
continue to provide current services at the same level of service in the future and accomplish city
goals that are set by council in December.
Budget parameters and guidelines for the coming fiscal year are set in relation to the finalized six year
forecast. Guidelines can include the number of additional or reduced staffing allowed in the budget
requests, changes in programs, equipment replacement, etc. In January, department staff prepares
their requested budgets to fulfill City Council goals set for the coming year. These goals and the nec-
essary resources to accomplish them are included in the budget requests and may require adjustments
to the forecast and budget guidelines.
After departments submit their requested budgets, Finance staff, and the City Manager reviews the
requests and meets with the departments to discuss the requests and obtain additional information to
assist with their analysis. In March and April, Finance staff finalizes their budget analyses and meets
with the City Manager and department directors to review the requests. The City Manager makes de-
cisions on the requested budgets,which are then incorporated into the proposed budget.
In May, the City Manager presents the proposed budget to the Budget Committee. The Budget
Committee, in accordance with Oregon Budget Law, is made up of the City Council and an equal
number of citizen members. In Tigard's case, the Budget Committee is comprised of the Mayor, four
council members, and five citizens. All budget meetings are open to the public and are required to be
advertised. At each budget meeting, time for public comment and input is provided. After all input
has been received, the Budget Committee approves the budget with any changes and forwards it to
the City Council for adoption.
In June, the City Council holds another public hearing to allow for additional public comment. After
the public hearing, the approved budget is adopted by City Council resolution. The adopted budget
takes effect on July 1. According to Oregon Budget Law, a budget must be adopted prior to July 1.
READER'S GUIDE-PAGE 29
BUDGET PROCESS
I:udget Timelin
• Finance staff updates the six year revenue and expenditure forecasts and
sets growth trends and baselines.
November • City Manager reviews forecasts and sets guidelines and policy.
• City Council establishes goals for the year.
• Finance staff prepares budget instructions, provides training as required,
and distributes budget guidelines to department staff.
• Departments prepare budget requests for review by Finance staff.
December- • Finance staff reviews requests and prepares budget analysis.
January • Departments and Finance staff review budget requests
1 • The six year forecast is updated based on requested budget amounts and
projections for the current fiscal year.
February
• Requested budgets and budget analyses are submitted to the City
Manager. Budget discussions between the City Manager, department
directors, and Finance staff take place.
• Finance staff updates six year forecast based on proposed budget.
• The proposed budget document is produced by Finance staff.
March-April
• Budget Committee meetings are advertised.
• The City Manager's proposed budget is submitted to the Budget
Committee. Public meetings are held to present the proposed budget to
the Budget Committee to discuss and to allow citizen comment. The
Budget Committee makes changes and then approves the budget before
April-May forwarding it to the City Council for adoption.
• Finance staff updates six year forecast based on approved budget and
revised projections for current fiscal year revenues and expenditures.
• Public Hearing Notice for Budget Adoption is advertised.
■
• A public hearing before City Council is held to allow citizens to comment
on the approved budget. After the public hearing, the Approved Budget
June is adopted by City Council resolution.
• Finance staff updates six year forecast based on adopted budget.
• The adopted budget document is produced by Finance staff.
July • The adopted budget takes effect.
PAGE 30-CITY OF TIGARD
BUDGET PROCESS
Budget Revision Procedures
Oregon Local Budget Law establishes procedures to revise the budget as events occur after budget
adoption. The type of event determines the procedures to be followed.
Budget Amendment
The adopted budget appropriates contingencies in several funds. As allowed by Oregon Local Budg-
et Law, contingencies cannot be used unless transferred to a specific appropriation by Council Reso-
lution amending the budget.
Budget amendments during a fiscal year cannot exceed 10% of fund appropriations without approval
of a supplemental budget. However, the City of Tigard elects to have a council hearing for all chang-
es in fund appropriations, regardless of size.
Supplemental Budgets
In accordance with Oregon Local Budget Law, a supplemental budget is required to appropriate in-
creased resources within a fund (except for gifts, grants, and donations), or if total budget amend-
ments in a fund exceed 10% of the original adopted appropriations. If at least ten taxpayers make a
written request within ten days of the notice, the council must refer the supplemental budget to the
Budget Committee prior to consideration and action.
READER'S GUIDE-PAGE 31
BASIS OF BUDGETING
The basis of budgeting is largely the same as the basis of accounting with a few exceptions. Budgets
are prepared in accordance with the modified accrual basis of accounting for Governmental Fund
Types. Proprietary Fund Type budgets follow the accrual basis of accounting, with the exception that
depreciation is not shown as a budgetary expense. Proprietary funds also accrue compensated absenc-
es when incurred and become a fund liability. In the governmental funds, compensated absences are
paid from current resources and are reported as an expenditure in the year they are paid. And finally,
both governmental and proprietary funds show debt service proceeds as a resource and debt service
payments as an expense under the budgetary basis of accounting.
Activities of the general fund, special revenue funds, debt service funds, capital project funds, enter-
prise funds, and internal service funds are included in the annual appropriated budget. Annual appro-
priations lapse at the end of each fiscal year (June 30). The level of budgetary control (that is, the level
at which expenditures cannot legally exceed the appropriated amount), is established at the program
level within each individual fund. The city maintains an encumbrance accounting system as one tech-
nique of accomplishing budgetary control.
r R ' u . .�� :.1217 \:�l.l��
1oaays walk
begins here.
Tigard City Council adopted a Strategic Plan to make Tigard the most walkable city in the Pacific NW where people of
all ages and abilities enjoy healthy and interconnected lives. In honor and celebration of this goal, the city hosts walking
events that feature different parts of the city and share new and interesting places to walk that residents might not know
about.
PAGE 32-CITY OF TIGARD
FUND STRUCTURE
The City of Tigard uses various funds to account for its revenues and expenditures. A fund is de-
fined as a fiscal and accounting entity with a self-balancing set of accounts. Also, funds are catego-
rized by fund type as defined by generally accepted accounting principles (GAAP) and Oregon Budg-
et Law.
The revenues in each fund may be spent only for the purpose specified by the fund. For example,
the revenues in the Water Fund may be used only for purposes related to water operations. Howev-
er, the General Fund is the primary exception to this rule. The General Fund is used to account for
general-purpose revenues and operations of the city. City operations budgeted in the General Fund
include, Police, Library, Parks,Planning and Mayor and Council. In FY 2019-20, the city will use the
following fund types:
• General: account for resources not accounted for in other funds. These resources sup-
port most central business services, public safety services, cultural/leisure services and
some public development services.
• Enterprise: account for goods or services which are provided on a continuing basis to
the general public and are financed primarily through user charges. Enterprise funds in
Tigard include: Sanitary Sewer, Stormwater, Water, Water CIP, Water Debt Service, Wa-
ter Quality/ Quantity, and Water SDC.
• Special Revenue: account for restricted resources designated for specific uses. In
Tigard, these funds are Building, City Gas Tax, Criminal Forfeiture, Electrical Inspection,
Gas Tax, Library Donation and Bequests, Parks Bond, Parks SDC, Park Utility, Street
Maintenance, Transient Lodging Tax, Transportation Development Tax, Transportation
SDC,Underground Utility and Urban Forestry.
• Debt Service: account for the accumulation of resources for the payment of debt prin-
cipal and interest. Bancroft Debt Service and General Obligation Debt Service fall into
this category.
• Capital Funds: account for financial resources for the acquisition, construction and
maintenance of capital facilities. These funds include Facilities Capital Projects, Parks
Capital and Transportation CIP.
• Internal Service: Account for goods or services provided internally from one depart-
ment to another. The Central Services Fund, Fleet and Property Management Fund, In-
surance Fund, Public Works Admin Fund and Public Works Engineering Fund, are the
five internal service funds in Tigard.
A Summary of All Funds is provided in the Budget Summary section to show a summary of each of
the funds resources and requirements as budgeted and more detailed breakdown is shown in the
Fund Summaries section. Resources include beginning fund balances, current revenues and transfers
in from other funds. Requirements include operating expenditures, debt service, loans, capital im-
provements, transfers out to other funds contingencies and ending fund balances or reserves. The
FY 2019-20 budget is a balanced budget where total resources equal total requirements in each fund.
READER'S GUIDE-PAGE 33
PROGRAM BUDGET STRUCTURE
Pro•ram e e.artment Divisi
- a
Administration
Police Operations
_ Support Services
Administration
Community
Readers' Services
Services Library Technical Services
Circulation
Social Services/Community Social Services
Events Community Events
Administration
Engineering
Park Maintenance
Recreation
Public Works Public Works Sanitary Sewer
Streets
Stormwater
Water
Street Lights & Signals
Green Team
Community Planning
Community Community Development Building
Development
Economic Development
City Attorney City Attorney
City Manager's Office
City Management Human Resources
Risk Management
Policy and Mayor and Council Mayor and Council
Administration Design/Communications
City Recorder/Records
Central Services Municipal Court
Property Management
Fleet Maintenance
Administration
Finance and Information Financial Operations
Services Utility Billing
Information Technology
Contracts and Purchasing
PAGE 34-CITY OF TIGARD
PROGRAM BUDGET STRUCTURE
The city adopts and manages its budget by program. Each program is an aggregation of departments
and their divisions that are similar in nature or function
A breakdown of each of these programs, departments, and budget units' expenditures can be found
in the individual program sections.
In addition to the operating programs, the budget includes the following functions:
• Debt Service includes appropriations for interest and principal on all types for debt, i.e.
general obligation, local improvement districts, loans and both short term and long-term
debt for construction projects.
• Loans to the Town Center Development Agency (ICDA), the city's urban renewal dis-
trict, are for catalyst projects in the downtown and Tigard Triangle plans. As the Urban
Renewal District generates more tax increment financing revenues in the future, it will be
able to finance its own projects. Until then, the city may loan monies to the TCDA,
which will be repaid as outlined in the intergovernmental agreement between the two en-
tities.
• Capital Improvement includes appropriations for all major construction project expendi-
tures. Capital improvement projects are included in the long range plan for city facilities
and infrastructure.
• Transfers will be made between funds when the revenue received in one fund for an ex-
pense that occurs in another fund or when city functions have more than one funding
source. Another primary reason for transfers is for a fund to pay for services provided by
another fund.
• Contingency includes allowance for unforeseen needs that have not been planned for in
the current budget and some reserves. Contingency can only be accessed by City Council
resolution.
READER'S GUIDE-PAGE 35
•
+ '4 - F.
r rs' tir+ �'• "
'+so-,•
•
yy 71� * 1• • i w
w: .r •.r .5 +.{. •
+ :.
•
-.-, '- _ •"--4.71‘.:1.�- r'- .1_ :,I..•,1•-'.-::- - . '• • - -• -fir .1 R-
• __ v '
•
.'`,' .}., *' 4?�Ck .t' -. .: ;art' r _ F` •Y� '
. + � r.
1' '. 'T4r7 i 4 '••-
-
-
a --tit,r.
f
— a
•
_ - 1
Summejeld Golf Course in Tigard, Oregon
City of"Tigard I ADOPTED BUDGETI FY 2019-2020
PAGE 36-CITY OF TIGARD
WHERE THE MONEY COMES FROM...
Resources to meet the City of Tigard's obligations and service needs are derived from three primary
sources: beginning fund balance, annual revenues and fund transfers. Beginning fund balance consists
of revenues carried forward from previous fiscal years,including reserves for specific purposes (e.g.,
debt reserves and capital improvements) and monies used for cash flow. Annual revenues are those
earned from city operations or taxes collected during the fiscal year. The principal sources of annual
revenues are property taxes,utility fees and charges,and building and development fees and charges.
The third source is a transfer between funds to pay for direct or indirect costs.
-ransfess
Beginning
Current Fund
Revenues Balance
39°/0 52%
Total Resources$273,687,472
Current Revenues$107,052,581
Resources
■ Fines and
Interest
Forfeitures Beginning Fund Balance $ 140,945,996
2% Earnings
3% Current Revenues
Property Taxes 19,507,041
/ . Miscellaneous Franchise Fees 6,254,627
0 ° Special Assessments 50,000
Licenses and Permits 13,319,103
❑ Property Intergovernmental 15,475,617
0 Charges Ear Taxes Charges for Services 47,840,386
Suenices
15%
45% Fines and Forfeitures 1,655,957
Interest Earnings 2,634,000
Miscellaneous 315,850
0 Fran
Fees Other Financing Sources -
`G°/o Subtotal Current Revenues 107,052,581
0 Licenses an.N Fund Transfers 25,688,895
. Pesnnits Special
Intecgovemmental 12% Total Resources $ 273,687,472
14% Assessments
BUDGET SUMMARY-PAGE 37
WHERE THE MONEY GOES...
City budgetary requirements fall into three primary categories: requirements, appropriations, and pro-
gram expenditures (or operating expenditures). Requirements consist of all funds appropriated for use
during the fiscal year plus reserve for future expenditures (ending fund balances),which are not appro-
priated and are not intended to be used. Reserve for future expenditures are available, but are intended
for use in future fiscal years. Appropriations consist of funds available for use during the fiscal year
and include program expenditures, debt service, capital improvements, transfers and contingencies.
Program expenditures reflect the ongoing operating budget for the delivery of services. The following
charts provide information about each of these major categories.
Reserve for
Future
Expenditures
49°/0
Total
Appiopvatioiis
51°,
Total Requirements$273,687,472
Operating Budget $ 75,155,111
Debt Service 11,659,000
Loan to TCDA 1,000
Capital Improvements 21,813,009
Contingency 4,703,450
Subtotal Current Expenditures 113,331,570
Fund Transfers 26,068,895
Subtotal Total Appropriations 139,400,465
Reserve for Future Expenditure 134,287,007
Total Requirements $ 273,687,472
The total requirements of the FY 2019-20 city budget are $273,687,472. Of that amount, 51% is ap-
propriated for use during the fiscal year,including$4.7 million in contingency. The remaining 49%is
reserved for future expenditures. The reserves are available but not intended to be used during the
fiscal year.
PAGE 38-CITY OF TIGARD
WHERE THE MONEY GOES...
Total Appropriations
$139,400,465
Fund Transfers
19%
Contingence
3%
411111 .._
Capital
Improvements Program
16% Ex--penditures
54%
Debt Service
8°/0
Fiscal Year 2019-2020 total appropriations are $139,400,465 and consist of several subcategories of
use. Of this amount, Program Expenditures, the city's operating budget, account for 54% of the to-
tal. Appropriations are also established for debt service, capital improvements, transfers between
funds, and contingencies. Debt service accounts for 8% of total city appropriations and pays princi-
pal and interest on outstanding assessment bonds, loans, voter-approved General Obligation bonds
and revenue bonds.
Capital improvements account for 16% of total appropriations and consist of major construction or
acquisition projects that add to or extend the life of major city facilities and assets. Transfers be-
tween funds total roughly 19% of appropriations. Money is transferred between funds to share re-
sources or to pay expenses incurred in one fund that also benefit the program in one or more addi-
tional funds. Contingencies account for 3% of total appropriations and are used to pay for unex-
pected expenses. No money may be spent directly out of a contingency account; if needed, money
must be transferred from contingency to another expense category by resolution of the City Council.
BUDGET SUMMARY-PAGE 39
WHERE THE MONEY GOES...
Program expenditures are the operating budget of the city and the heart of the city's budget. Program
expenditures pay for the day-to-day costs of running the city and providing services to its citizens.
Program expenditures may be looked at from several different perspectives. Each perspective pro-
vides a different view of the use of these dollars. The following charts and descriptions provide three
different analytical views of the city's program expenditures.
Program Expenditures
$75,155,111
Policy&
Administration
18%
Community
Services
Community 35%
Development
8%
Public Works
39%
Program Expenditures by program shows the major functional areas that make up the city's total op-
erating budget. The largest functional areas within the operating budget are the Community Services
(35%) and Public Works (39%) programs. The Community Services program consists of Police ser-
vices, Library services, and city grants to social service agencies and community events. The Public
Works program consists of services that operate and maintain the city's infrastructure (streets,water,
parks, sanitary sewer, and storm water). The Policy and Administration program accounts for 18%
of the total operating budget and includes the central city management, administrative functions, fleet
maintenance, city facilities maintenance, finance, and computer services. The Community Develop-
ment program accounts for 8% of the total operating budget. This program area includes building
permits and inspections, and land use planning.
PAGE 40-CITY OF TIGARD
WHERE THE MONEY GOES...
Another way of looking at the city's program expenditures is by department. This view reflects the
administrative structure of the city. The largest city department is Public Works with 39% of the
budget. Public Works is followed by Police with 26%, Library with 9%, Community Development
with 8%, Financial and Information Services 8%, Central Services with 6%, City Management with
3%, the Mayor and City Council along with City Attorney, Social Services and Community Events at
less than 1% each.
Program Expenditures
Total Operating Budget by Department
$75,155,111
Community
Public Works,39° Development,8°Io
Financial&Info
Social Svcs&Corn
Events,0% Sres,8%
Central Services,
Library,9%
City Management,
Police;26° Mayor&Council,
City Attorney,0°Io
Finally, the third way to view the Program Expenditures is by major object category. Roughly, 50% of
the operating budget is for Personal Services,which are the salaries and benefits for staff who are oper-
ating the programs and providing services to the public. Materials and Services, supplies, professional
services, small equipment, etc., account for 26% of the operating budget. Capital Outlay, (purchases of
equipment or vehicles),is necessary to running programs and providing services, accounts for about 2%
of the operating budget. Finally, Interdepartmental expenses pay for services provided within the city
and make up 22% of operating expenses.
Program Expenditures
Total Operating Budget by Category
$75,155,111
materials&
Services
26°io
Interdep arimental
22/O III
Personal Services
50%
Capital Outlay
2%
BUDGET SUMMARY-PAGE 41
FUND BALANCE
Beginning Fund Balances
$140,945,996
Internal Services Funds
3%
General Fund
16%
Special Revere
Enterprise Funds Fmids
45%
33%
Debt Funds Capital Project Funds
1% 2%
For the 2019-2020 Fiscal Year, the total beginning fund balance of all city funds is projected to be
$140,945,996. The above chart breaks this total out into the following funds:
General Fund,
Enterprise Funds,
Capital Project Funds,
Special Revenue Funds,
Debt Funds, and
Internal Service Funds.
The General Fund beginning fund balance is projected to be $21.8 million for fiscal year 2019-2020.
A beginning fund balance is maintained to provide cash flow for specific operations until current year
revenues are received. In the General Fund, enough beginning fund balance needs to be held in or-
der to make payroll and pay bills until property tax collections arrive in November. The amount
needed is roughly 25% of the operating budget. In addition, the fund balance provides funding sta-
bility to meet the city's needs projected in the Six Year Financial Forecast.
The largest portion of the beginning fund balances is made up of $63.9 million in the Enterprise
Funds. These funds are dedicated to the operation, maintenance, and capital investment of the city's
sanitary sewer, storm water, and drinking water systems. The overall fund balance of the Enterprise
Funds will decrease for next few years as the city starts working on the Bull Mountain Road Water
Pipeline Project and Cach Reservoir and Pump Station Design as well as the Kruger Creek Stabiliza-
tion Project. The fund balance will continue to decline as those projects near completion and pay-
ments are made.
PAGE 42-CITY OF TIGARD
FUND BALANCE
The Capital Project Funds have a budget FY 2019-2020 combined beginning fund balance of $2.6
million for parks development, transportation capital improvement projects, and facilities projects.
The purpose of the capital project funds is to provide a single fund in effort to better track the ex-
penditures related to the projects. The Capital Funds receive transfers from various funds to cover
the cost of projects, and, as such, the fund balance of these capital project funds should stay low.
Special Revenue Funds combine for a beginning fund balance of$46.8 million in 2019-2020. Special
Revenue Funds include the Gas Tax Funds, Parks Utility Fund,Urban Forestry Fund, Building Fund,
Electrical Inspection Fund, and Criminal Forfeiture Fund. We are projecting overall combined fund
balance of the Special Revenue Funds to be steady. While expansions in Tigard, such as River Ter-
race, will continue to occur, the funds projected to be expended to build needed infrastructures for
the next few years will be significantly similar to the funds developers will be contributing toward the
Special Revenue Fund.
The city has two debt funds, General Obligation Debt Service Fund and the Bancroft Bond Debt
Service Fund. With a combined beginning fund balance of$1.4 million, these funds are specifically
dedicated to the retirement of both General Obligation and Bancroft debt outstanding.
The city's Internal Service Funds provide services to other city departments on a reimbursable basis.
They have a combined beginning fund balance of$4.3 million for fiscal year 2019-2020. A signifi-
cant portion of this fund balance is in the Insurance Fund. This fund provides coverage for losses
unfunded by traditional insurance policies, management of insurance/claim activity, and reduction of
significant liability exposures.
BUDGET SUMMARY-PAGE 43
ENDING FUND RESERVES SUMMARY BY FUND
Where the prior page described the beginning fund balances, the schedule below outlines the budg-
eted reserves of the city anticipated at the end of FY 2019-2020, as well as information on the prior
three years of history. General Fund Reserves are steady.
Change
FY 2017 FY 2018 FY 2019 FY 2020 FY 2020 FY 2020 from
Funds Actual Actual Revised Proposed Approved Adopted Revised
General Fund 14,936,012 19,312,642 13,390,375 21,862,148 21,642,148 21,642,148 61.62%
Total General Fund $14,936,012 $19,312,642 513,390,375 $21,862,148 521,642,148 $21,642,148 61.62%
Sanitary Sewer Fund 4,994,449 5,374,275 3,955,479 4,139,622 4,139,622 4,065,622 2.77%
Stormwater Fund 6,103,081 7,126,782 3,077,884 5,445,814 5,445,814 5,272,814 71_31%
Water Quality/Quantity Fund 1,253,835 1,254,609 1,157,668 1,164,527 1,164,527 1,214,527 491%
Water Fund 20,245,740 25,963,968 20,236,132 32,628,391 32,628,391 32,511,891 60.66%
Water SDC Fund 8,551,308 11,856,589 8,688,870 11,316,938 11,316,938 11,416,938 3140%
Water CIP Fund 1,650,136 1,413,195 1,937,546 1,530,000 1,530,000 1,530,000 -21.03%
Water Debt Service Fund 6,836,562 6,955,3380 6,909,562 6,861,000 6,861,000 6,861,000 -0.70%
Total Enterprise Funds $49,635,111 $59,944,797 $45,963,541 563,086,292 563,086,292 $62,872,792 36.79%
Gas Tax Fund 2,679,224 3,199,694 401,063 1,096,720 1,096,720 1,019,293 154.15%
City Gas Tax Fund 1,083,367 1,674,381 1,016,824 1,509,668 1,509,668 1,809,668 77.97%
Transient Lodging Tax Fund 0 0 286,930 396,418 346,418 796,418 17757%
Electrical Inspection Fund 310,976 310,545 315,780 238,870 238,870 288,870 -8.52%
Building Fund 4,224,922 6,069,259 6,540,770 8,342,725 8,342,725 8,342,725 27.55%
Criminal Forfeiture Fund 216,517 266,093 11,831 145,843 145,843 145,843 1132.72%
Urban Forestry-Fund 1,216,337 1,129,453 901,769 866,503 866,503 916,503 1.63%
Parks Utility Fund 708,311 824,256 842,189 1,546,720 1,546,720 1,546,720 83.65%
Transportation Development Tax 7,528,398 11,571,498 8,238,513 10,508,870 10,508,870 10,758,870 30.59%
Underground Utility Fund 110,143 362,586 228,916 547,425 547,425 597,425 160.98%
Street Maintenance Fund 2,042,134 2,178,277 1,865,651 1,935,814 1,935,814 1,703,041 -8.72%
Transportation SDC Fund 3,876,775 6,781,902 5,792,842 7,584,496 7,584,496 7,634,496 31.79%
Parks Bond Fund 1,647,805 1,597,531 114,805 59,000 59,000 59,000 -48.61%
Parks SDC Fund 8,136,659 10,130,569 6,785,773 6,319,953 6,319,953 6,399,953 -5.69%
Library Donations and Bequests Fund 477,966 574,699 284,966 402,200 402,200 402,200 41.14%
Total Special Revenue Funds 534,259,534 $46,670,744 $33,628,622 $41,501,225 $41,451,225 $42,421,025 26.15%
Central Services Fund 1,027,508 1,785,3342 1,086,958 1,519,653 1,490,337 1,490,337 37.11%
Public Works Admin Fund 0 0 205,451 203,363 218,759 218,759 6.48%
Public Works Engineering Fund 0 0 371,139 670,179 679,826 679,826 83.17%
Fleet/Property Management Fund 227,282 346,703 272,648 591,808 596,488 596,488 118.78%
Insurance Fund 1,083,551 1,284,611 1,111,903 1,093,354 1,093,354 1,093,354 -1.67%
Total Internal Services Funds $2,338,342 $3,416,657 $3,048,099 $4,078,357 $4,078,764 $4,078,764 33.81%
Bancroft Debt Service Fund 97,768 81,861 22,130 53,761 53,761 53,761 142.93%
General Obligation Debt Service Fund 1,117,556 1,263,130 1,090,790 1,527,755 1,527,755 1,527,755 40.06%
Total Debt Service Funds $1,215,325 $1,344,992 $1,112,920 $1,581,516 $1,581,516 $1,581,516 42.11%
Facilities Capital Projects Fund 1,016,775 913,962 958,199 226,262 226,262 226,262 -76.39%
Parks Capital Fund 624,717 619,273 562,051 744,500 744,500 744,500 32.46%
Transportation CIP Fund 757,625 691,439 1,058,100 720,000 720,000 720,000 -31 95%
Total Capital Project Funds $2,399,118 $2,224,674 $2,578,350 $1,690,762 $1,690,762 $1,690,762 -3442%
Total Revenue $104,783,441 5132,914,506 599,721,907 $133,800,300 51333,530,707 $134,287,007 334.66%
PAGE 44-CITY OF TIGARD
SUMMARY OF ALL FUNDS
General Fund Gas Tax Fund City Gas Tax Transient Electrical Building Fund
Fund Lodging Tax Inspection
Fund Fund
RESOURCES
Beginning Fund Balance 21,824,486 2,960,484 2,020,751 452,598 344,692 8,021,235
Taxes 17,121,416 0 0 0 0 0
Franchise fees 6,254,627 0 0 0 0 0
Special Assessments 0 0 0 0 0 0
Licenses and Permits 1,186,521 65,965 0 0 185,778 2,322,956
Intergovernmental 7,347,865 4,381,236 933,987 683,920 0 8,281
Charges for Services 253,702 0 0 0 0 7,000
Fines&Forfeitures 1,654,498 0 0 0 0 0
Interest Earnings 500,900 82,400 38,700 4,800 8,400 150,500
Miscellaneous 56,432 62,818 10,000 0 0 500
Other Financing Sources 0 0 0 0 0 0
Total Revenues 34,375,961 4,592,419 982,687 688,720 194,178 2,489,237
Transfers In 292,900 158,000 0 0 0 250,000
TOTAL RESOURCES 56,493,347 7,710,903 3,003,438 1,141,318 538,870 10,760,472
REQUIREMENTS
Program Expenditures 30,587,663 3,760,480 0 0 0 2,122,747
Debt Service 0 577,230 298,770 0 0 0
Loan to CCDA 0 0 0 0 0 0
Loan to TCDA 1,000 0 0 0 0 0
Capital Improvement 12,609 0 0 0 0 0
Transfers Out 2,611,477 2,131,900 893,000 344,900 250,000 0
Contingency 1,638,450 222,000 0 0 0 295,000
Total Budget 34,851,199 6,691,610 1,193,770 344,900 250,000 2,417,747
Reserve for Future Exp 21,642,148 1,019,293 1,809,668 796,418 288,870 8,342,725
TOTAL REQUIREMENTS 56,493,347 7,710,903 3,003,438 1,141,318 538,870 10,760,472
BUDGET SUMMARY-PAGE 45
SUMMARY OF ALL FUNDS
Criminal Urban Forestry Parks Utility Bancroft Debt General Facilities
Forfeiture Fund Fund Fund Service Fund Obligation Capital
Debt Service Projects Fund
RESOURCES
Beginning Fund Balance 240,449 1,015,203 1,452,584 54,861 1,328,130 917,362
Taxes 0 0 0 0 2,385,625 0
Franchise fees 0 0 0 0 0 0
Special Assessments 0 0 0 50,000 0 0
Licenses and Permits 0 0 1,790,593 0 0 0
Intergovernmental 55,000 0 0 0 0 0
Charges for Services 0 0 90,750 0 0 0
Fines&Forfeitures 1,459 0 0 0 0 0
Interest Earnings 0 35,200 3,300 31,900 37,000 18,900
Miscellaneous 0 15,000 0 0 0 0
Other Financing Sources 0 0 0 0 0 0
Total Revenues 56,459 50,200 1,884,643 81,900 2,422,625 18,900
Transfers In 0 0 2,213,770 0 0 390,000
TOTAL RESOURCES 296,908 1,065,403 5,550,997 136,761 3,750,755 1,326,262
REQUIREMENTS
Program Expenditures 151,065 0 3,807,739 0 0 0
Debt Service 0 0 0 83,000 2,223,000 0
Loan to CCDA 0 0 0 0 0 0
Loan to TCDA 0 0 0 0 0 0
Capital Improvement 0 0 0 0 0 1,050,000
Transfers Out 0 148,900 61,538 0 0 0
Contingency 0 0 135,000 0 0 50,000
Total Budget 151,065 148,900 4,004,277 83,000 2,223,000 1,100,000
Reserve for Future Exp 145,843 916,503 1,546,720 53,761 1,527,755 226,262
TOTAL REQUIREMENTS 296,908 1,065,403 5,550,997 136,761 3,750,755 1,326,262
PAGE 46-CITY OF TIGARD
SUMMARY OF ALL FUNDS
Transportation Underground Street Transportation Parks Capital Parks Bond
Development Utility Fund Maintenance SDC Fund Fund Fund
Tax Fund
RESOURCES
Beginning Fund Balance 10,529,970 474,925 2,077,371 7,289,996 880,000 948,000
Taxes 0 0 0 0 0 0
Franchise fees 0 0 0 0 0 0
Special Assessments 0 0 0 0 0 0
Licenses and Permits 1,400,000 124,000 2,990,000 409,500 0 0
Intergovernmental 0 0 0 0 867,000 0
Charges for Services 0 0 0 0 0 0
Fines&Forfeitures 0 0 0 0 0 0
Interest Earnings 253,900 8,500 30,100 144,000 0 0
Miscellaneous 0 0 0 0 0 0
Other Financing Sources 0 0 0 0 0 0
Total Revenues 1,653,900 132,500 3,020,100 553,500 867,000 0
Transfers In 0 0 0 0 3,707,000 0
TOTAL RESOURCES 12,183,870 607,425 5,097,471 7,843,496 5,454,000 948,000
REQUIREMENTS
Program Expenditures 0 0 0 0 0 0
Debt Service 0 0 0 0 0 0
Loan to CCDA 0 0 0 0 0 0
Loan to TCDA 0 0 0 0 0 0
Capital Improvement 0 0 2,888,000 0 4,709,500 0
Transfers Out 1,425,000 10,000 306,430 209,000 0 889,000
Contingency 0 0 200,000 0 0 0
Total Budget 1,425,000 10,000 3,394,430 209,000 4,709,500 889,000
Reserve for Future Exp 10,758,870 597,425 1,703,041 7,634,496 744,500 59,000
TOTAL REQUIREMENTS 12,183,870 607,425 5,097,471 7,843,496 5,454,000 948,000
BUDGET SUMMARY-PAGE 47
SUMMARY OF ALL FUNDS
Parks SDC Transportation Sanitary Sewer Stormwater Water Water Fund
Fund CIP Fund Fund Fund Quality/Quantity
Fund
RESOURCES
Beginning Fund Balance 8,532,863 820,000 4,903,060 6,456,618 1,232,727 30,807,424
Taxes 0 0 0 0 0 0
Franchise fees 0 0 0 0 0 0
Special Assessments 0 0 0 0 0 0
Licenses and Permits 503,390 0 92,200 0 2,000 170,000
Intergovernmental 0 1,038,200 0 0 0 15,000
Charges for Services 0 0 3,255,811 3,892,188 0 22,405,446
Fines&Forfeitures 0 0 0 0 0 0
Interest Earnings 211,100 0 110,300 139,900 25,800 500,700
Miscellaneous 0 0 42,100 5,000 0 50,000
Other Financing Sources 0 0 0 0 0 0
Total Revenues 714,490 1,038,200 3,500,411 4,037,088 27,800 23,141,146
Transfers In 0 4,093,200 243,750 704,000 0 0
TOTAL RESOURCES 9,247,353 5,951,400 8,647,221 11,197,706 1,260,527 53,948,570
REQUIREMENTS
Program Expenditures 0 0 2,301,899 2,977,842 0 10,246,079
Debt Service 0 0 0 0 0 0
Loan to CCDA 0 0 0 0 0 0
Loan to ICDA 0 0 0 0 0 0
Capital Improvement 0 5,231,400 1,206,500 2,410,500 0 0
Transfers Out 2,847,400 0 659,200 311,550 46,000 10,651,600
Contingency 0 0 414,000 225,000 0 539,000
Total Budget 2,847,400 5,231,400 4,581,599 5,924,892 46,000 21,436,679
Reserve for Future Exp 6,399,953 720,000 4,065,622 5,272,814 1,214,527 32,511,891
TOTAL REQUIREMENTS 9,247,353 5,951,400 8,647,221 11,197,706 1,260,527 53,948,570
PAGE 48-CITY OF TIGARD
SUMMARY OF ALL FUNDS
Water SDC Water CIP Water Debt Central Public Works Public Works
Fund Fund Service Fund Services Fund Admin Fund Engineering
Fund
RESOURCES
Beginning Fund Balance 12,052,538 1,530,000 6,930,000 1,773,564 316,216 541,296
Taxes 0 0 0 0 0 0
Franchise fees 0 0 0 0 0 0
Special Assessments 0 0 0 0 0 0
Licenses and Permits 1,276,200 0 0 0 0 800,000
Intergovernmental 0 0 0 0 0 145,128
Charges for Services 0 0 0 10,032,008 2,262,895 2,920,852
Fines&Forfeitures 0 0 0 0 0 0
Interest Earnings 258,200 0 0 0 0 0
Miscellaneous 0 0 0 30,000 0 0
Other Financing Sources 0 0 0 0 0 0
Total Revenues 1,534,400 0 0 10,062,008 2,262,895 3,865,980
Transfers In 0 4,304,500 8,408,000 234,721 48,336 640,718
TOTAL RESOURCES 13,586,938 5,834,500 15,338,000 12,070,293 2,627,447 5,047,994
REQUIREMENTS
Program Expenditures 0 0 0 10,150,956 2,273,688 4,198,168
Debt Service 0 0 8,477,000 0 0 0
Loan to CCDA 0 0 0 0 0 0
Loan to TCDA 0 0 0 0 0 0
Capital Improvement 0 4,304,500 0 0 0 0
Transfers Out 2,170,000 0 0 0 0 0
Contingency 0 0 0 429,000 135,000 170,000
Total Budget 2,170,000 4,304,500 8,477,000 10,579,956 2,408,688 4,368,168
Reserve for Future Exp 11,416,938 1,530,000 6,861,000 1,490,337 218,759 679,826
TOTAL REQUIREMENTS 13,586,938 5,834,500 15,338,000 12,070,293 2,627,447 .5,047,994
BUDGET SUMMARY-PAGE 49
SUMMARY OF ALL FUNDS
Fleet/Property Insurance Fund Library Total All Funds
Management Donations and
Fund Bequests Fund
RESOURCES
Beginning Fund Balance 610,063 1,117,330 489,200 140,945,996
Taxes 0 0 0 19,507,041
Franchise fees 0 0 0 6,254,627
Special Assessments 0 0 0 50,000
Licenses and Permits 0 0 0 13,319,103
Intergovernmental 0 0 0 15,475,617
Charges for Services 2,719,734 0 0 47,840,386
Fines&Forfeitures 0 0 0 1,655,957
Interest Earnings 0 26,500 13,000 2,634,000
Miscellaneous 5,000 39,000 0 315,850
Other Financing Sources 0 0 0 0
Total Revenues 2,724,734 65,500 13,000 107,052,581
Transfers In 0 0 0 25,688,895
TOTAL RESOURCES 3,334,797 1,182,830 502,200 273,687,472
REQUIREMENTS
Program Expenditures 2,512,309 64,476 0 75,155,111
Debt Service 0 0 0 11,659,000
Loan to CCDA 0 0 0 0
Loan to TCDA 0 0 0 1,000
Capital Improvement 0 0 0 21,813,009
Transfers Out 0 0 100,000 26,068,895
Contingency 226,000 25,000 0 4,703,450
Total Budget 2,738,309 89,476 100,000 139,400,465
Reserve for Future Exp 596,488 1,093,354 402,200 134,287,007
TOTAL REQUIREMENTS 3,334,797 1,182,830 502,200 273,687,472
PAGE 50-CITY OF TIGARD
SUMMARY OF CONTINGENCY
The FY 2019-20 budget includes contingency appropriations for most operating funds. Contingencies
are built into the budget to ensure that funds are available for unforeseen events and to build a cushion
into revenue estimates.
Contingencies may not be spent directly; if needed, they must be transferred to a program expenditure
by resolution of the City Council. If not transferred to a program expenditure during the fiscal year, the
contingency amount becomes part of the ending fund balance.
Contingency
FY 2020 FY 2020 Fund as % of
Fund Fund Budget Contingency Budget
100-General Fund $ 34,851,199 $ 1,638,450 4.7%
200-Gas Tax Fund $ 6,691,610 $ 222,000 3.3%
205-City Gas Tax Fund $ 1,193,770 $ - 0.0%
210-Transient Lodging Tax $ 344,900 $ - 0.0%
220-Electrical Inspection Fund $ 250,000 $ - 0.0%
230-Building Fund $ 2,417,747 $ 295,000 12.2%
240-Criminal Forfeiture Fund $ 151,065 $ - 0.0%
260-Urban Forestry Fund $ 148,900 $ - 0.0%
270-Parks Utility Fund $ 4,004,277 $ 135,000 3A%
300-Bancroft Debt Service Fund $ 83,000 $ - 0.0%
350-General Obligation Debt Service Fund $ 2,223,000 $ - 0.0%
400-Facilities Capital Fund $ 1,100,000 $ 50,000 4.5%
405-Transportation Development Tax $ 1,425,000 $ - 0.0%
411-Underground Utility Fund $ 10,000 $ - 0.0%
412-Street Maintenance Fund $ 3,394,430 $ 200,000 5.9%
415-Transportation SDC $ 209,000 $ - 0.0%
420-Parks Capital Fund $ 4,709,500 $ - 0.0%
421-Parks Bond Fund $ 889,000 $ - 0.0%
425-Parks SDC Fund $ 2,847,400 $ - 0.0%
460-Transportation CIP $ 5,231,400 $ - 0.0%
500-Sanitary Sewer Fund $ 4,581,599 $ 414,000 9.0%
510-Stormwater Fund $ 5,924,892 $ 225,000 3.8%
511-Water Quality/Quantity Fund $ 46,000 $ - 0.0%
530-Water Fund $ 21,436,679 $ 539,000 2.5%
531-Water SDC Fund $ 2,170,000 $ - 0.0%
532-Water CIP Fund $ 4,304,500 $ - 0.0%
533-Water Debt Service Fund $ 8,477,000 $ - 0.0%
600-Central Services Fund $ 10,579,956 $ 429,000 4.1%
630-Public Works Admin Fund $ 2,408,688 $ 135,000 5.6%
640-Public Works Engineering Fund $ 4,368,168 $ 170,000 19%
650-Fleet/Property Management Fund $ 2,738,309 $ 226,000 8.3%
660-Insurance Fund $ 89,476 $ 25,000 27.9%
980-Library Donation&Bequests $ 100,000 $ - 0.0%
Total $ 139,400,465 $ 4,703,450 3.4%
BUDGET SUMMARY-PAGE 51
COMPREHENSIVE LONG TERM FINANCIAL FORECAST
Introduction
The City of Tigard has developed a comprehensive long term financial forecast every year since the
1980's. This forecast allows the city to project expected revenues and expenditures for each of its
funds to help anticipate financial requirements. This tool continues to be central to Tigard's financial
management strategy. By forecasting and anticipating financial trends,Tigard can develop strategies to
respond to emerging issues.
The city forecasts operating and capital fund revenues and expenditures over a six-year period. The
forecast is adjusted as each year's final results are known and as new years are budgeted. There are
some key assumptions in the design of Tigard's standard forecasts:
1) The forecasts only assume known decisions and do not presume future decisions of coun-
cil. This means that the operating budgets only include those staff and related materials
and services that are currently approved, or are adopted in this document.
2) Revenues are forecast based on best information available for future annual rate of change
and assumed growth with development and population growth.
3) Budgeted expenditures and forecasted expenditures are different. Budgeted expenditures
represent the maximum expense allowed by council. Actual expenses are always less than
budget because the budget cannot be legally exceeded. The forecast is based on an esti-
mate of actual expenditures. Recent history shows that the city spends approximately 95
percent of operating budget (e.g. payroll, supplies, services, and equipment). This is the
basis for forecasting operating expenditures.
The intent of the forecast is to show the relative size and impact of current decisions and what deci-
sions will be required in the future. It is not uncommon for a forecast to show a declining fund bal-
ance. That does not mean that the fund balance will be where we have forecasted it to be in six years;
it means that the city will need to take actions of a proportionate size to ensure that the fund balance
stays above minimum requirements.
There are some significant financial issues facing the city over the next six years. One key issue is the
inability to grow our day-to-day services to meet the growth of the city due to constraints on how our
revenues grow. A second key issue relates to the city's capital improvement needs. The city has identi-
fied capital project needs, but does not have the resources to implement all of them. The following
charts include only projects that have a funding source. The reason for this is because almost all the
funds would show large negative fund balances if all needed projects were included,which is not realis-
tic or practical. The city will continue to prioritize the needed services and capital projects, seek alter-
native revenue sources, and develop financing strategies to provide the best possible services and con-
struct as many of the needed capital projects as the city can afford.
General Fund Recent History
The general fund is unique in that, unlike the city's other funds, it is unrestricted in nature and can
therefore be used for any valid purpose to provide government services. Because these funds
are unrestricted there are also great demands for these resources to fund projects and programs
for which other, restricted monies are insufficient or unavailable. It is therefore critical that
these funds be used judiciously and a sufficient reserve balance be maintained for unforeseen
expenditures.
PAGE 52-CITY OF TIGARD
COMPREHENSIVE LONG TERM FINANCIAL FORECAST
General Fund needs a minimum of 25 percent of the annual budget in fund balance in a cash require-
ment reserve. Nearly half of the general fund's revenue comes from property tax which is mostly re-
ceived in late November and December. From the beginning of the fiscal year in July until the proper-
ty tax collection in late November, the general fund expends more than it receives. The fund balance
is used in order to make payroll and other regular expenses. This reserve is more a matter of timing.
If the fiscal year began in December when the property tax was being received, there would be no need
for this reserve.
General Fund has two portions of its reserve designated. The first is the Emergency Reserve that the
Budget Committee has set at $1.0 million Emergency Reserve. The purpose of the Emergency Re-
serve is to have funds set aside in the event of a recession or other unforeseen event that negatively
impacts revenues. The second reserve designation was created with the FY 2019 budget, the Service
Level Reserve. The adopted budget implements the second of the two year of budget cuts and chang-
es made with the goal of resetting service delivery to a new level that can be maintained over the next
decade. The cuts and changes will result in expenditures being lower than revenues through FY 2024.
These savings will be placed in the Service Level Reserve. Starting FY 2025, when expenses exceed
revenues, the Service Level Reserve will fund the gap between expenses and revenues and allow the
city to maintain service levels for our growing city.
The graph on the following page shows the fund balance broken into its components. The dashed
blue line at the bottom is the required cash reserve and this needs to meet or exceed the 25 percent
requirement. The thin green bar is the $1 million Emergency Reserve. The light blue bar is the Service
Level Reserve. Finally, the dark blue bar represents remaining reserve that is not designated for any
specific purpose. While the undesignated reserve does not fill a specific purpose, it is important that
this reserve exceed zero. A positive Undesignated Reserve only exists when the requirements for the
various designated reserves are met and the total General Fund reserve exceeds the policy require-
ments. This is a sign of a healthy reserve.
By performing the forecast,Tigard has been able to navigate through some important decisions. Some
of the key financial decisions that Tigard has implemented include:
• Toward the end of Fiscal Year 2010, the city implemented significant cuts in services, re-
ducing the General Fund budget by$2.6 million and 17.20 FTE citywide.
• Entering FY 2013,it was apparent that the recession would not have a robust recovery and
revenue growth would remain muted. The adopted budget for FY 2013 instituted the sec-
ond round of financial and service level cuts including:
a. Significant reductions of$1.9 million in General Fund and central service funds and
18.0 FTE citywide.
b. One of the key components to making the forecast sustainable is changing the
growth in medical / dental benefits for the non-represented employees paid by the
city from ten to five percent annually. Non-represented employees now pick up
the difference by contributing more toward these benefits.
c. The Electrical Franchise Fee is increased from 3.5% to 5.0%. In addition, the
Budget Committee recommended increasing the Solid Waste Franchise Fee to 5%.
BUDGET SUMMARY-PAGE 53
COMPREHENSIVE LONG TERM FINANCIAL FORECAST
• During FY 2014, the city and the SEIU Union agreed to a medical/dental benefit cost
sharing structure similar to the one implemented with non-represented employees the year
before.
• In FY 2016, Tigard implemented the Park and Recreation Fee (PARF). The PARF funds
a portion of existing parks maintenance and recreation. This service had been funded en-
tirely by General Fund. With the implementation of the PARF, $1.0 million of General
Fund became available for reallocation. This, along with approval of a countywide library
operating levy, allowed the city to reopen the Library on Thursdays and left $900K that
was reallocated in the FY 2017 &FY 2018 budget processes.
• During the FY 2017 process, the Budget Committee chose to invest the $900K of availa-
ble appropriations from the PARF in a combination of Police staff and some one-time
maintenance expenditures.
• The FY2018 budget included investments that maintain existing services and advanced a
proposed local option levy that was scheduled for May 2018.
• The FY2019 budget had significant service reductions with the loss of 13.4 FTE and
budget cuts of over $2.5 million.
• As part of the FY2019 reductions, Public Works Administration and Engineering divi-
sions were financially restructured and placed in their own central service funds. With the
removal of these divisions, some of the existing General Fund revenues also went to the
new funds. This is seen in the declining revenue from FY2018 to FY2019 in the follow-
ing table and graph. This financial restructuring resulted in a net savings to the General
Fund.
General Fund based on FY 2020 Adopted Budget ($Millions)
Xan MR 2019 2021 2021 2122. 2123 2124 2125 2126 2027 2125 2124 2030
Annual Expenditures 32.2 32.4 32.6 32.3 33.2 34.9 36.8 388 40.9 43.3 45.8 485 51.3 54.3
Expenditure Change 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Annual Revenues 34.1 36.8 323 34.4 35.5 36.6 37.8 390 40.3 41.7 43.1 44.6 461 47.7
tindesignated Reserve 72 11.5 10.4 15.0 9.8 9.3 8.8 83 7.8 7.2 6.5 5.8 1.0 0.0
Service Level Reserve 0.0 0.0 0.0 4.8 7.0 8.7 9.7 9.9 9.3 7.6 4.9 1.0 0.0 0.0
Emergency Reserve 0.0 0.0 10 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 10 1.0 0.0
Cash Requirement Reserve 7.8 7.8 73 80 84 88 9.3 9.8 10.4 11.0 11.6 12_3 13.0 84
Total Ending Fund Balance 149 19.3 19.1 23.9 26.1 27.8 288 29.0 284 26.7 240 20.1 150 84
General Fund Forecast Based on FY20 Adopted Budget w/Projected Annual Population Growth
of 1.7%($Millions)
690
50.0
00.0
390
290
70.E -- - - -I- � AI
0.0
2017 3175 2079 3131 2071 2022 2023 2024 2025 2026 2027 202E 21129 2030
PmegencyResan Senice Level Reseire Llidesigaaud Reserre-AvuiulEspeudnues-Animal Revenues- -Cash Regnuemeui Reserce
PAGE 54-CITY OF TIGARD
COMPREHENSIVE LONG TERM FINANCIAL FORECAST
This forecast deviates from Tigard's standard forecast. As stated in the Introduction, standard fore-
casts do not presume future decisions of council. Since the FY 2020 Adopted Budget is centered
around creating service levels that can grow with Tigard, this forecast assumes services growth with the
population. The current forecast for population growth in Washington County from 2016-2025 is
1.7%. Prior forecast only considered the growing costs of existing set of staff and supplies/services
when forecasting expenditures. On top of those inflationary increases, this forecast allows the number
of staff and the supplies and services they use to provide public services to grow with Tigard's popula-
tion.
The result of the forecast show that the service reductions and other budgetary changes that have been
made in FY 2019 and adopted for FY 2020 are appropriately sized to meet the financial goals set forth
in the Budget Message. The reductions permit the remaining services to grow as the community con-
tinues to grow. By FY 2029, all undesignated, service level, and emergency reserves are exhausted.
Over the next several years, Tigard will need to closely monitor its reserves and be judicious with ser-
vices expansion to meet community growth.
The Need for a Local Option Levy
While the above forecast will financially meet the goal of providing consistent service levels over the
next decade, it does not meet the need to provide a wide variety of public services or services of high
quality. As addressed in the Budget Message in the beginning of this budget document, the service re-
ductions required have be felt throughout the city in a variety of ways, including: police response time,
library programs and hours, and park maintenance.
The Tigard City Council has set a goal to go back out for a local option levy in May 2020. This levy will
focus on public safety, will provide time to communicate what the voter will get for their vote, and be
more modestly sized in cost.
BUDGET SUMMARY-PAGE 55
COMPREHENSIVE LONG TERM FINANCIAL FORECAST
Development Funds
Development Funds
Financial Forecast Based on FY 2020 Adopted Budget
$12,000,000
$10,000,000
58.000,000
$6000000 11111111
$4,000,000
$2,000,000
2017 2018 2019 2020 2021 2022 2023 2024 2025
■Electrical inspection Fund •Building Fund
The projections for the city's development funds (building and electrical inspection funds) show these
funds are growing. In 2008-09, building ended the year with a fund balance near zero even after laying
off seven staff and reducing hours for the remaining staff in this fund. In FY 2009-10, the building
fund was further stabilized by a one-time $300,000 resource transfer from general fund and a fee in-
crease designed to generate an additional $250,000 annually.
Activity in the Building Division has had some steady increases. On top of the more robust infill ac-
tivity already occurring, River Terrace development is in full swing. Tigard anticipates that River Ter-
race will add approximately 150-200 homes per year during the forecast period.
Expenses of all the building inspection services are charged to the building fund. The electrical inspec-
tion fund transfers money into the building fund to pay for those costs associated with electrical in-
spection services. The transfer is evaluated and updated each year based upon the actual activity.
PAGE 56-CITY OF TIGARD
COMPREHENSIVE LONG TERM FINANCIAL FORECAST
Park Funds
Parks Funds
Financial Forecast Based on FY 2020 Adopted Budget
$12,000,000
$10,000,000
$2,000,000
$6,000,000
$4,000,000
$2 JLJLJL
so • � .
2017 2012 2019 2020 2021 2022 2023 2024 2025
•parks Capita[ •Parks SOC ■Parks Gond ■Park utility •urban Forestry
The revenues in the parks funds include the system development charge (SDC), the Park and Recrea-
tion Fee in the Parks Utility Fund, urban forestry revenues, grants, and the Parks Bond that was ap-
proved by voters in November 2010. Resources from the Park SDC Fund are transferred to the
Parks Capital Fund to pay the SDC portion of the capital projects. These projects have been identified
in the city's Parks Master Plan.
In FY 2015-16, the city established the Park Utility Fund. The fund collects the revenue from the Park
and Recreation Fee that generates approximately $1,800,000 annually and was established in April
2016. For FY 2020, the fee was increased to support recreation services that were cut in FY 2019 and
fund maintenance of park land that has been added and developed since issuing park bonds in 2011.
The remaining resources for parks maintenance and recreation comes from a transfer of approximately
$2.2 million from the General Fund.
In FY 2008-09 the Urban Forestry Fund (formerly known as the Tree Replacement Fund) was estab-
lished to account for revenue collected from developers in lieu of planting trees. The fund is then
used to plant trees in Tigard. In FY 2010-11, a significant number of commitments from developers
who failed to plant were called, increasing the fund balance over $1 million. Since then, the resource
has been used in various urban forestry projects.
In November 2010 Tigard voters approved a $17 million Parks Bond to help the city acquire and de-
velop additional parks,with at least 80 percent to be used to acquire land and the remaining amount to
develop parks. Of the total, ten percent can be used in downtown. By the end of FY 2020, most of
the parks bond will be spent on development and land acquisition.
BUDGET SUMMARY-PAGE 57
COMPREHENSIVE LONG TERM FINANCIAL FORECAST
Transportation Funds
Transportation Funds
Financial Forecast Based on FY 2020 Adopted Budget
$15W000.000
$14.000.000
$12.000.000
$10.000.000
58,000,000
56,000,000
$4 ,009
92,000,003
$0
2017 2018 2019 2020 2021 2022 2023 2024 2025
■Gas Tax ■CIty Gas Tax ■TOT ■TSOC ■utility under grounding ■Street Malnt Fee ■Transportation CIP
The city's transportation funds include the Gas Tax, Transportation Development Tax (TDT), Tigard
Transportation System Development Charge (TSDC), Street Maintenance Fee, City Gas Tax, and the
Transportation CIP Fund.
There are some funding challenges. First, Gas Tax resources are in demand. Tax revenues are flatten-
ing with more fuel efficient vehicles. The fund was helped with a new Washington County vehicle reg-
istration fee that went into effect in FY 2019 that added $800K to fund resources. With steadily in-
creasing maintenance operations, street light and signal energy bills, and debt service payments that end
in FY 2020, the ability to pay for key capital projects such as the Tigard Street Bridge and 79th Avenue
Completes Street are difficult and fund balance drops below reserve policy levels at the end of the
forecast period. Second,while there is significant development in Tigard,it is difficult to know exactly
how much revenue will be received in the TDT and Tigard TSDC due to credits that will be earned by
developers who build needed transportation infrastructure.
The city gas tax was established to account for revenues generated from Tigard's local gas tax. The 3-
cent tax was developed by a citizen task force who recommended it as a way to fund improvements to
the Greenburg Rd./Pacific Hwy./Main St. intersection. Repaying the debt service for this project will
end in FY 2020. This fund has also helped to pay for improvements at the 72nd/Dartmouth intersec-
tion and Pacific Hwy/McDonald/Gaarde intersection. The Adopted Budget seeks funding from the
City Gas Tax for a number of projects including Commercial Street Sidewalk,Phase 2 of the Main
Street/ Green Street
PAGE 58-CITY OF TIGARD
COMPREHENSIVE LONG TERM FINANCIAL FORECAST
The fees collected from the TDT and Tigard TSDC may only be used for roadway and transit capital
improvements that provide additional capacity to major transportation systems, and to pay the costs of
administering the program. The forecast includes only those street projects that the fund can afford.
Much of the transportation infrastructure in the River Terrace area will be built by developers. The
developers will receive credits for this work instead of paying the fee. Since it is difficult to project the
amount of credits that will be awarded versus revenue received, these funds are not being fully utilized
and a high fund balance is forecasted. As development occurs, the forecast will be revised. At the
same time, Tigard is partnering with Washington County to expand Roy Rogers Road at a cost of
$900,000 annually for ten years. For each dollar that a developer adds to the Roy Rogers project,
Tigard's cost will go down accordingly. TSDC revenues have not been fully programmed at this time.
One possible use may be to help pay an allowable share of the Roy Rogers project.
The city took steps to address existing local street conditions by adopting a Street Maintenance Fee in
November 2003 with updates approved in January 2010 and March 2016. This fee provides a stable
source of revenue designated for use in the maintenance of existing streets. The Tigard Municipal
Code requires that the fee be evaluated every five years. In January 2017, the fee was increased to ad-
dress the backlog of streets that are in poor condition and increase the city's pavement condition from
a measurement of about 70 to 80+ where it is most cost effective to maintain streets. The fund bal-
ance is needed, since most of the program's expenditures happen in the beginning of the fiscal year
when the weather is good for construction.
BUDGET SUMMARY-PAGE 59
COMPREHENSIVE LONG TERM FINANCIAL FORECAST
Sanitary and Stormwater Funds
Sanitary Sewer& Stormwater Funds
Financial Forecast Based on Fy 2020 Adopted Budget
$8,090,000
$7. . +
$6,000,000 I
$5
$3.000,000
$3.000,000
$2.003,000
sumo.
$0
7017 2018 2019 2020 2021 2022 2023 2024 2025
•Sanitary Sewer •Stormwater •Water Quality Quantity
These funds support all of the sanitary sewer and stormwater collection and detention systems in the
city. The city provides these services based upon an Intergovernmental Agreement (IGA) with Clean
Water Services (CWS), which is a local service district in Washington County that provides both sani-
tary sewer treatment and stormwater management services. The Board of Directors of CWS sets all
service charges and system development charges for both sanitary sewer and stormwater services
throughout the service district.
Tigard is responsible for maintaining local sewer lines; however, sewer revenues have not kept up with
increasing costs of maintaining this vital infrastructure. During FY 2017, Tigard implemented a Sewer
Surcharge. Tigard was the last city in the CWS service area to implement an additional revenue. In
addition, CWS and the cities revised their IGA so that sewer franchise fees will be proportionately
shared; this will lead to more sewer revenue staying in the sewer fund. With an updated sewer master
plan scheduled to be completed this year, the additional revenues will be programmed for capital
needs.
The stormwater fund shows a shrinking fund balance in the coming years. In an effort to offset little
or no increases from CWS over the past few years, the city has implemented a $2.00 per month charge
to stormwater fees. This surcharge has been sufficient in the past to allow the city to maintain a sus-
tainable cash flow position and to construct needed capital projects in future years. However, Tigard
undertook a Stormwater Master Plan that updated our infrastructure needs. The proposed budget can
afford only one of the needed projects and demonstrates the need for a review of the stormwater fees
that fund the operations and capital infrastructure of the system.
PAGE 60-CITY OF TIGARD
COMPREHENSIVE LONG TERM FINANCIAL FORECAST
Water Funds
Water Funds
Financial Forecast Based on FY 2020 Adopted Budget
540,000,900
535,000,000
530,000,000
$25,000,000
520,000,900
515.006,0M
510.000,000
$5,000,000
50 •
2017 2018 2019 2020 2021 2022 2023 2024 2035
■Water •Water 50t ■Water CIP ■Water Debt5erece
The water funds include the water, the water system development charge (SDC), the water Capital Im-
provement Plan (CIP), and water debt service funds. The water CIP Fund is reserved for a long-term
water source and other water distribution system capital projects. The costs of the Water Division are
funded solely by the revenues in the water fund.
The financial condition of the water funds is driven by both the needs in the capital program as well as
the cost of the day-to-day operation and maintenance of the water system in the city. Over the last
several years,Tigard has been implementing capital projects that secured its own water source. In Au-
gust 2008 the city entered into an agreement with the city of Lake Oswego for a long-term water
source. The project to upgrade Lake Oswego's water treatment plant was complete in FY17, giving
Tigard 18 mgd of water capacity from the treatment plant.
Overall, Tigard's water funds are healthy and able to fund an aggressive next set of infrastructure pro-
jects needed to supply water to a growing community. If the cost of these projects grow, Tigard may
need to issue additional debt since resources are lower in the middle years of the forecast.
Synopsis
The city's Six Year Financial Forecast shows that the city has many service level and capital challenges.
The General Fund is able to support service level growth to meet the needs of a growing city through
FY 2028; however, without a significant increase in revenue through a local option levy, the service
levels Tigard can afford will not be adequate to meet the demands of the community. Without major
long-term change, the services that General Fund supports will significantly decline due to the inability
of revenue to keep up with the cost of meeting the demand for services. The Building Fund is stable
and will support staffing that will be needed to serve growth in the River Terrace area. The Gas Tax
Fund is stretched to afford the current program for operations and capital. A major transportation
need is to find regular funding for sidewalks. Current funding sources for the city's stormwater sys-
tem are inadequate for maintaining the infrastructure. Funding a long-term water source for Tigard is
a necessary and expensive process that required significant borrowing coupled with significant rate in-
creases to repay the debt. The city will continue to monitor its revenues and expenditures and will de-
velop plans and options to manage its resources to continue to provide quality services to its citizens.
BUDGET SUMMARY-PAGE 61
6
1 1•
• 11
1 .• • 11 •• • 1
-- I ��. Lz_!
•
1•
1
..4,w-
Bridge crossing at Summerlake Park
Tigard, Oregon
City ofTigard I ADOPTED BUDGET I FY 2019-2020
PAGE 62-CITY OF TIGARD
CURRENT REVENUE SUMMARY BY FUND
FY 2017 FY 2018 FY 2019 FY 2020 FY 2020 FY 2020
Funds Actual Actual Revised Proposed Approved Adopted
General Fund 534,141,251 $36,770,004 S31,423,930 534,367,261 534,3367,261 534,375,961
Total General Fund 5334,141,251 $36,770,004 S31,423,930 $34,3367,261 534,367,261 534,375,961
Sanitary Sewer Fund $3,461,660 $4,970,852 $4,218,594 53,500,411 S3,500,411 53,500,411
Stormwater Fund 3,371,701 3,635,608 2,859,491 4,037,088 4,037,088 4,037,088
Water Quality/Quantity Fund 4,470 774 15,102 27,800 27,800 27,800
Water Fund 21,092,476 23,201,772 21,580,006 23,126,146 23,126,146 23,141,146
Water SDC Fund 6,538,699 4,249,018 1,466,238 1,534,400 1,534,400 1,534,400
Water CIP Fund 32,332 3,991 13,096 0 0 0
Water Debt Service Fund 74,263 118,818 45,000 0 0 0
Total Enterprise Funds $34,575,601 $36,180,833 $30,197,527 $32,225,845 $32,225,845 $32,240,845
Gas Tax Fund $3,528,772 $4,268,941 $3,557,572 $4,592,419 $4,592,419 54,592,419
City Gas Tax Fund 924,370 1,020,448 686,147 982,687 982,687 982,687
Transient Lodging Tax Fund 0 0 644,000 688,720 688,720 688,720
Electrical Inspection Fund 344,627 303,482 244,604 194,178 194,178 194,178
Building Fund 3,325,402 3,721,722 2,445,514 2,489,237 2,489,237 2,489,237
Criminal Forfeiture Fund 24,333 103,634 45,351 56,459 56,459 56,459
Urban Forestry Fund 20,333 9,135 31,951 50,200 50,200 50,200
Parks Utility Fund 1,144,304 1,271,285 1,068,400 1,599,643 1,884,643 1,884,643
Transportation Development Tax 4,184,709 4,090,096 1,201,979 1,653,900 1,653,900 1,653,900
Underground Utility Fund 12,764 264,846 131,977 132,500 132,500 132,500
Street Maintenance Fund 2,463,523 2,789,695 2,996,953 3,020,100 3,020,100 3,020,100
Transportation SDC Fund 2,893,642 2,918,482 856,040 553,500 553,500 553,500
Parks Bond Fund 527,801 19,841 2,000 0 0 0
Parks SDC Fund 4,667,213 2,863,181 748,133 714,490 714,490 714,490
Library Donations and Bequests Fund 1,073 96,733 1,000 13,000 13,000 13,000
Total Special Revenue Funds 524,062,866 $23,741,521 $14,661,621 $16,741,033 $17,026,033 $17,026,033
Central Services Fund $7,475,162 $8,433,627 $8,753,206 510,201,706 $10,219,390 $10,062,008
Public Works Admin Fund 0 0 2,032,875 2,247,499 2,262,895 2,262,895
Public Works Engineering Fund 0 0 3,248,604 3,856,333 3,865,980 3,865,980
Fleet/Property Management Fund 1,929,625 1,948,251 2,440,797 2,720,054 2,724,734 2,724,734
Insurance Fund 219,864 205,289 122,620 65,500 65,500 65,500
Total Internal Services Funds S9,624,652 $10,587,167 $16,598,102 519,091,092 $19,138,499 $18,981,117
Bancroft Debt Service Fund $88,824 $87,313 $70,000 581,900 $81,900 $81,900
General Obligation Debt Service Fund 2,339,077 2,340,999 2,216,617 2,422,625 2,422,625 2,422,625
Total Debt Service Funds S2,427,901 $2,428,312 $2,286,617 $2,504,525 52,504,525 $2,504,525
Facilities Capital Projects Fund $1,120 $367 $3,212 518,900 518,900 $18,900
Parks Capital Fund 249,570 388,492 2,178,413 867,000 867,000 867,000
Transportation CIP Fund 349,902 979,474 3,060,230 963,400 963,400 1,038,200
Total Capital Project Funds $600,592 $1,368,333 $5,241,855 51,849,300 51,849,300 S1,924,100
Total Revenue $105,432,863 $111,076,169 5100,409,652 $106,779,056 $107,111,463 $107,052,581
REVENUE ANALYSIS-PAGE 63
GENERAL FUND REVENUE
With no sales or income tax revenues, city general funds in Oregon are funded primarily by property
taxes, franchise fees, state-shared revenues (e.g., cigarette tax and liquor tax revenues), and some
charges/fees for services.
Our property tax system has changed significantly over the past 20 years. Limitations on property taxes
were put in place twice during the 90's. These two major changes were:
Ballot Measure 5 - Taxes from fiscal year 1991-92 to 1995-96 were increasingly limited
until the limit of$5 per $1,000 Real Market Value for school taxes and $10 per $1,000 Real
Market Value for general government taxes was reached.
Ballot Measure 50 - This is a property tax limitation measure which was approved by Or-
egon's voters in May 1997. The provisions in this measure rolled 1997 assessed values back
to 90 percent of the 1995 value, established permanent rate limits for each tax district, al-
lowed voters to approve local option levies outside these rates, established a method for
taxing new property at a ratio of market value to the Maximum Assessed Value (giving
similar tax savings to the new property), and limited the growth of Maximum Assessed
Value for existing property to a maximum of 3% each year.
These limitations have reduced the city's main source of revenue for core services such as police, li-
brary and parks.
General Fund - Revenue Sources
1% 5% o ■Property Tax
3%
3%
21%
•Franchise Fees
•Licenses and Permits
■Intergovernmental
49%
■Fee for Service
■Fines&Forfeitures
•Interest&Misc
The purpose of this section is to describe the city's major revenue sources, explain the underlying as-
sumptions for the revenue estimates, and discuss significant revenue trends. Throughout this budget
document there are revenue trend graphs for the city in total as well as for each of the major fund
types. The revenue sources and assumptions used in the budget are summarized on the following pag-
es.
PAGE 64-CITY OF TIGARD
ASSESSED VALUE REVENUE
Property taxes are assessed by Washington County and are based on a property's assessed value not
the property's real market value. Assessed values were established under Measure 50 and are based on
the 1995-96 tax roll value less 10%. These values generally can't increase more than 3%per year unless
major improvements are made to the property or voters have authorized a new levy.
The City of Tigard's total assessed value is roughly 63% of its real market value based on the Washing-
ton County Department of Assessment & Taxation's Summary of Assessment and Tax Roll publica-
tion for FY 2018-19. For the average home in Tigard, the assessed value of the home is roughly
$268,200 and the real market value is $426,315.
In FY 2019-20, the average assessed home value is projected to be $276,200 with the real market value
projection of $439,031. However, the median assessed home value projection is slightly less at
$257,800 with the real market value projection of $401,400. The median home value represents the
middle of home values where half of the homes in Tigard will have a value below this value and the
other half will be above. City of Tigard's median home value is lower when compared to the average
home value due in part by high home values in certain parts of the city driving up the average home
values for the whole city.
Assessed Value
$7 -V
. .
c $5 . . . . . . II
Ci $4 . . . . . . .
$3 . . . . . . .
$2 . . . . . . .
$1 . . . . . . .
$0 ,
FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20
The city's permanent operating tax rate is $2.5131 per $1,000 of assessed value. For FY 2019-20, it is
assumed that the city's overall assessed property values will increase by just over 4%. This is possible
through new construction in the River Terrace development bringing in new values to Tigard and infill
development.
REVENUE ANALYSIS-PAGE 65
PROPERTY TAX SUMMARY
The property tax system in Oregon has been heavily influenced by Measures 5 and 50, passed in 1990
and 1997 respectively. Because both rates and growth in assessed value are constrained, the economy
has a limited effect on property tax revenue. However, there has been recent interest by local govern-
ments in developing a more flexible tax system within the State of Oregon.
The property tax levy continues to be the General Fund's single largest revenue source, estimated at
$17.1 million for FY 2019-20. Property taxes, including prior years' taxes, account for 50% of all reve-
nue for the General Fund estimated for FY 2019-20. Property taxes pay for police,parks,library,plan-
ning, municipal court, and several other services.
Actual Actual Revised Proposed
Tax Information 2016-2017 2017-2018 2018-2019 2019-2020
Property Taxes
General Fund $ 14,795,455 $ 15,610,757 $ 16,132,030 $ 17,121,416
GO Debt Service 2,317,805 2,300,422 2,212,005 2,385,600
Total Tax Levied $ 17,113,260 $ 17,911,179 $ 18,344,035 $ 19,507,016
Assessed Values
Prior Year Assessed Value $ 5,902,590,736 $ 6,124,925,250 $ 6,411,339,246 $6,766,067,829
Increase(up to 3%) 177,077,722 183,747,758 192,340,177 202,982,035
Est.Annexations Sc.New Const. 45,256,792 102,666,239 162,388,406 134,638,124
Total Assessed Value Estimate $ 6,124,925,250 $ 6,411,339,246 $ 6,766,067,829 $7,103,687,988
Tax Rates/$1,000 AV
General Fund Permanent Rate $ 2.51310 $ 2.51310 $ 2.51310 $ 2.51310
GO Debt Service 0.40691 0.38171 0.34779 0.35726
Tax Rate $ 2.92001 $ 2.89481 $ 2.86089 $ 2.87036
Assessed Value of Average Home $ 249,907 $ 260,403 $ 268,200 $ 276,200
General Fund 628.04 654.42 674.01 694.12
GO Debt Service 101.69 99.40 93.28 98.68
Total Estimated Tax per Household $ 729.73 $ 753.82 $ 767.29 $ 792.79
The city has two voter approved GO Bond property tax levies. In May 2002,Tigard voters approved
a $13 million General Obligation Bond to construct a new library. In November 2010, Tigard voters
approved a parks bond measure allowing the city to issue up to $17 million in General Obligation
Bonds for parks land acquisition. To date, the city has spent approximately $16 million of the parks
bond. The remaining money will be used to fund additional acquisitions in the city; most likely for
land for a future park west of River Terrace.
PAGE 66-CITY OF TIGARD
PROPERTY TAX SUMMARY
Property Tax Revenue
H 20
'
0 18
16 Z
14
12
18
7:,_ • • • • • • •0 Z.
FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20
•GO Debt Service •General Fund
The City of Tigard has a permanent tax rate of$2.5131 per thousand. Compared to other municipali-
ties in the state, Tigard has one of the lowest rates, making it difficult to pay for day-to-day services.
The average tax rate for comparable cities in Washington County is $3.6369 and statewide is $4.6263.
This is a difference between Tigard's tax rate and county average of$1.1238 and the state's average of
$2.1132 per thousand.
Another way to look at this is that the City of Tigard receives $694 from each household in Tigard
from property taxes. Households with a same assessed value home will pay roughly$1,005 annually in
property tax for city services in Washington County or$1,278 annually for city services statewide.
REVENUE ANALYSIS-PAGE 67
STATE REVENUE SHARING REVENUE
State revenue sharing monies,which include gas, liquor and cigarette taxes, are allocated to cities based
on population with an adjustment for local taxing efforts. Using state projections, the League of Ore-
gon Cities has produced the per capita estimates of State Shared Revenues for cities for the coming
years.
State Revenue Sharing by Type
N $7.0 Fr
o '
$6.0
$5.0
$4.0 '
$3.0$2.0
■ ■ ■ ■ ■ ■ ■
$1.0 ■ ■ ■ ■ ■ ■ ■
$0.0
FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20
•Gas Tax •State Revenue Sharing •Liquor&Marijuana Tax •Ciga rette Tax
•
Cigarette tax is generated by two cents of the state-imposed $1.33 per pack cigarette tax.
Revenue from the tax is allocated as follows: $0.19 to the state's general fund; $0.89 to the Or-
egon Health Plan; $0.15 is dedicated to mental health services; $0.02 to cities; $0.02 to coun-
ties; $0.02 to the Oregon Department of Transportation for transportation services to the el-
derly and disabled; and $0.04 to the state's tobacco use reduction account. Cities may use their
share for general government purposes without program restrictions on their use.
Liquor& Marijuana tax revenues may be used by cities for general government purposes.
Liquor tax revenue is distributed by the Oregon Liquor Control Commission in two different
manners:
• 20% of the state's liquor receipts are allocated as revenues to cities on a per capita
basis and distributed monthly; and
• 14% of state liquor receipts are allocated to cities on a formula basis, as outlined in
ORS 221.770.
PAGE 68-CITY OF TIGARD
STATE REVENUE SHARING REVENUE
These estimates for FY 2019-2020 assume no increase in the tax rates for beer,wine or distilled spirits,
and no changes in the proportional allocation of revenues. Revenue will closely track the upward and
downward trends in Tigard's 20%per capita liquor tax distribution.
The marijuana tax was approved by voters in November 2016. Ten percent of the state tax rate of sev-
enteen percent is allocated to its cities based on population and number of licensees within the city's
jurisdiction. Tigard received marijuana tax distribution for the first time in FY 2017-2018 and will start
to include the distribution in the forecast based on the trend.
Tigard, also,imposes additional three percent marijuana tax to its licensed operators within the city lim-
it. The city's marijuana tax is not accounted for separately from the state distribution. This results in a
slight overstatement of the state revenue sharing figure when it comes to marijuana.
Gas tax is allocated to cities from vehicle title and registration fee and the gas tax. In 2009, the Oregon
legislature approved the Jobs and Transportation Act which raised driver license and vehicle registra-
tion fees, sets date for raising fuels taxes and created stable funding base of$300 million/year for city,
county and state transportation infrastructure projects. The legislation generated an additional $54.6
million annually to be allocated to cities from vehicle title and registration fee increases and an increase
in the gas tax. The change in funding was phased in,reaching 100%in 2013.
Since the bulk of the gas taxes in Oregon are based on a per-gallon fee, the amount of money raised by
gas taxes was declining due to people driving fewer miles and more fuel-efficient cars, including electric
cars. However, the state's projection for Highway Trust Fund, (i.e., Gas Tax), distributions to the cities
will be increasingly driven by the adoption of House Bill 2017. Based on this, the Gas Tax revenue
projection forecast trend is reversed.
State Revenue Sharing is allocated to cities based on population with an adjustment for local taxing
effort. It is anticipated that receipts from state revenue sharing will be up slightly from the FY 2018-19.
1111
yDRu G
raoo roxc CAFE -
DEPOT o] a - r�ti.�
r Li •.e.
•
Historical Tigard Tigard Today
Picture courtesy of the Tigard Historical Association
REVENUE ANALYSIS-PAGE 69
FRANCHISE FEE REVENUE
Franchise fees are charged as part of an agreement between local governments and utilities that use
public rights-of-way. These agreements ensure that companies receiving special use of rights-of-way
are paying fees to reimburse local governments for use of public services, and to prevent general tax-
payers from subsidizing extraordinary use. Franchise agreements outline the terms under which utility
companies use city right-of-ways, including compensation requirements. Franchise fees are typically
calculated on a percentage of the revenues derived from sales of the utility company to customers in
that service areas or territories.
Current franchisees and franchise rates are:
Servics Provider Rate
Cable Television Comcast 5%
Electric Portland General Electric 5%
Garbage All Haulers 5%
Natural Gas Northwest Natural Gas 5%
Sanitary Sewer City of Tigard with Clean 5%
Water Services
Telecommunications All providers 5%
Water City of Tigard & Tualatin 5%
Valley Water District
Franchise Fee Revenue by Type
$7.0 7
$6.0 '
$5.0
$4.0 F1 r
$3.0 � r ■ r
$2.0 ■ ■ ■ . ■
$1.0 ■ ■ ■ ■ ■ ■
6-
FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20
•Sanitary Sewer Water •Cable TV •Garbage Telecomm •Gas •Electric
PAGE 70-CITY OF TIGARD
FRANCHISE FEE REVENUE
• Cable TV—The Metropolitan Area Communications Commission (MACC), a consortium
of cities in the metro area, administers the cable television franchise. While revenues from
telecom franchise fees have been decreasing in recent years, cable franchises have increased.
• Electricity - Portland General Electric (PGE) pays a franchise fee representing 5 percent
of their gross revenues to Tigard.
• Garbage — Pride Disposal and Waste Management are responsible for solid waste and re-
cycling in Tigard. Each pays a 5% franchise fee. During FY 14 the City Council increased
the solid waste franchise from 4% to 5%.
• Natural Gas - Northwest Natural Gas pays 5% of gross revenues as a franchise fee to
Tigard. Revenue projections remain steady for the coming fiscal year.
• Sanitary Sewer—Billed sewer revenues are shared between the City of Tigard for local ser-
vices and Clean Water Services for regional services. Of the resulting revenues, 5% of
gross revenues become a franchise fee to the General Fund. As the fee is based on gross
revenue, the fee will grow in relation to sewer rate increases.
• Telecommunications — The shift from land line telephones to wireless technologies con-
tinues to erode telecommunications franchise revenues in Tigard and throughout Oregon
cities. Over the last few years, Tigard has seen a decrease in telecommunications franchise
revenues.
• Water—Tigard Water customers in the City of Tigard pay a 5% franchise fee through the
water rates on the water portion of their utility bill. Tualatin Valley Water District (TVWD)
customers in the City of Tigard pay a 5% franchise fee as an additional charge on their wa-
ter bill from TVWD. As water rates increase or decrease franchise fee revenue proportion-
ately does the same. After a number of years with significant water rate increase, the city's
rate has somewhat stabilized as the LO/Tigard Partnership work concludes.
REVENUE ANALYSIS-PAGE 71
USER FEES REVENUE
User fees include water, sanitary sewer, and storm drainage fees charged to all users of such services.
The sanitary and storm fees are established by the Clean Water Services Agency (CWS) and updated by
the agency each year. The City Council, through an intergovernmental agreement with other system
participants, sets the water rates.
Utility User Fees
$30 Aim
$25
$20 7-
$15 7-
$10
55 _.1111101111
$0 7-
FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20
Sanitary Stormwater Water
Per the intergovernmental agreement with CWS, the city retains only a portion of the sanitary and
storm fees it collects. The FY 2018-2019 forecast is understated, thus FY 2019-2020 forecast was
adjusted up to show minimal increase compared to FY 2017-2018 actuals.
In 2008,Tigard entered into a water partnership with the City of Lake Oswego for a long-term water
source. In order to pay for the debt that is necessary to complete the project, water rates in the
Tigard Water Service Area increased approximately 34% in FY 2010-2011 and then increased 14%
per year each January through 2014. During FY 2013-2014, the City of Tigard negotiated with the
City of Lake Oswego to take an additional 4 million gallons per day of the capacity generated by this
partnership project resulting in increased project costs for the city. Analysis determined that the city
would need additional rate increases of 10.5% in January 2015 with annual increases of 3.25% start-
ing in 2016 to alleviate the need to add more debt to the project and cover all project costs.
Sanitary Sewer saw an increase in user fees beginning in FY 2016-2017 as a surcharge of $2.11/
dwelling unit went into effect in late 2016 and FY 2017-2018 was the first full year of collection. In
addition, during FY 2017-2018, CWS revised their IGA with the cities to allow the sewer franchise
fee to be evenly distributed between the city and CWS. This results in a larger amount of the city's
share staying in the sewer fund. These changes will help the city fund the growing infrastructure
needs of the system.
PAGE 72-CITY OF TIGARD
CONNECTION FEES REVENUE
Connection fees include transportation development tax (TDT), Tigard Transportation System Devel-
opment Charge (TSDC), storm and sanitary sewer connection charges, water connection and system
development charges, and parks system development charges. The TDT and TSDC is assessed on
new development to help provide funds for the increased capacity transportation improvements need-
ed to accommodate the additional vehicle traffic and demand for transit facilities generated by that de-
velopment.
Connection Fees
$20
o $18
g $16
$14 '
$12 '
$10 '
$8
$6 '
$4 '
$2
$0
FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20
•Water •Sanitary Sewer •Roads •Parks
This revenue category is showing major increases primarily due to the development of an estimated
200 homes annually in the River Terrace Subdivision. This development will yield over 2,000 homes
for the city when complete. During FY 2016-2017 and FY 2017-2018, development exceeded planned
expectations, leading to a large influx of Connection Fees. The city is projecting that River Terrace
development activity will level off starting in FY 2019-2020. The forecast was adjusted accordingly.
The TDT provides funds for capacity improvements to county and city arterials, certain collectors, and
certain state and transit facilities as listed in the County's Capital Improvements Project List. The TDT
is categorized as an Improvement Fee. Revenue must be dedicated to capital improvements that ex-
pand capacity and may not be used for maintenance, repair, or other non-capital improvements. The
Transportation SDC was added in FY 2016 in Tigard. It has a similar purpose as the TDT and will add
to Tigard's ability to fund roads.
As part of the funding of the water project with Lake Oswego, water system development charges
(SDC) increased. The increase fully implemented the reimbursement portion of the water SDC.
REVENUE ANALYSIS-PAGE 73
PERMIT FEE REVENUE
Permit fee revenues are recorded in the Building Fund, the Electrical Inspection Fund and the General
Fund. The primary fees that are represented in the chart include: Engineering Public Improvement
Fee, Sign Permits,Land Use Planning Application Fees and all related Building Permit Fees. Nearly all
fees are related to development activity and, therefore, reflect the level of that activity.
Permit Fees
$7 7
$6
$5
$4 7
$3 7
//-
$1
$0 J
FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20
•Building Fund •Electrical Inspection Fund General Fund •PW Engineering Fund
In October 2010, building fees increased to bring them in line with area communities. The River Ter-
race Subdivision is anticipating more than 150 homes to be built in FY 2019-2020. This accounts for
the dramatic increase in overall development related fees. However, this revenue is not sustainable over
the long term due to the nature of building related fees in which the expenditures occur in later years.
In FY 2018-2019, the PW Engineering Fund was created, which historically was a part of the General
Fund. Consequently, the Engineering Public Improvement Permit Fees moved from the General
Fund to PW Engineering fund. The historical records of engineering permit fees will remain in the
General Fund.
PAGE 74-CITY OF TIGARD
COUNTY SHARED REVENUE
County Shared Revenues include the Washington County gas tax, the Washington County Cooperative
Library System (WCCLS) levy, and a countywide hotel/motel tax.
County Shared Revenues
$5.0
0
g $5.0
$3.0
$1.0
$0.0
FY 12-13 FY 13-14 FY 14-15 FY 15-15 FY 15-17 FY 17-18 FY 18-19 FY 19-20
•County Gas Tax •Hotel-Motel Tax •WCCLS
Washington County collects a one-cent per gallon tax on gasoline and distributes it to cities in the
county to use for road maintenance activities. This revenue source has seen minor growth over the
past few years because, under the current state law, the tax per gallon cannot be increased, and as
aforementioned in the gas tax section, higher mileage vehicles and reduced driving are leading to less
overall gas tax revenue.
The hotel/motel tax is collected by Washington County at a 7% rate and is distributed to all participat-
ing jurisdictions. Tigard receives about one-third of the amount collected in the city limits. Tax col-
lections are directly related to room rental rates, the number of hotel and motel rooms within the city,
and the economy. While FY 2016-2017 and FY 2017-2018 showed moderate growth, the city projects
that this revenue source may exhibit slight decline or slow growth over the next few years. In addition
to the county hotel/motel tax, the city has its own hotel/motel tax of 2.5%. The city tax is not ad-
dressed in this discussion.
WCCLS funds come from the county property taxes generated from the county's permanent property
tax rate. On November 3, 2015, voters approved the renewal of the local option levy that maintained
and expanded countywide operating support of the libraries at a rate of$0.22 per $1,000 of assessed
value for the next five years. This is an increase of$0.05 per $1,000 from the previous rate.
REVENUE ANALYSIS-PAGE 75
FINE AND FORFEITURE REVENUE
This source of revenue includes traffic and civil infraction citations,which are processed by the Munic-
ipal Court, and fines for late and lost materials at the Library. Fine collections are directly related to
the number of citations issued. The bail schedule is updated annually by the Municipal Court Judge.
Fines and Forfeiture
$1,800
$1,500
0 $1,400
~ $1,200
$1,000
$800 Z
$600 " • U • •
$400 7-r •
$200 / ■ ■ ■ ■ ■ ■ ■
$0
FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20
•Library Fines ■Traffic-Civil Infractions
In FY 2018-2019, the city started implementing the Photo Red Light Enforcement program with the
first citations anticipated in FY 2019-2020, which is aimed to reduce the traffic accidents and injuries.
Based on independent traffic surveys and ODOT crash data, the city has identified three intersections
along 99W. Revenues related to Photo Red Light Enforcement Program is forecasted based on the
data from other jurisdictions with similar program and will fund increase in expenditures in Police De-
partment, Municipal Court and other program related expenditures. The revenues for FY 2019-2020
include anticipated revenues from the Photo Red Light Enforcement program.
PAGE 76-CITY OF TIGARD
INTEREST EARNINGS REVENUE
Interest earnings are generated from the investment of cash on hand in various funds of the city. In-
terest earnings are directly attributable to the amount of cash available for investment and current in-
terest rates.
Interest Earnings
$3,000
I $2,500
$2,000
$1,500 '
$1,000 V.
$500
$0
FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20
■Interest Earned
The city has been experiencing a higher level of interest earnings primarily driven by increasing fund
balances. The fund balances are growing through a combination of sound financial decisions made by
the city to live within its means in operating funds and revenues originating from prepaid fees and
charges related to the River Terrace Development and funds available for future CIP activities. Addi-
tionally, the interest market is rebounding from a historically low interest environment and, conse-
quently, the city is realizing a sizable increase in interest earnings. As the fund balances are normalized
and interest market becomes less volatile,we should see more modest and steady level of interest earn-
ings. The forecast is assuming an interest rate of 2.25% for the city's investments.
REVENUE ANALYSIS-PAGE 77
INTERFUND TRANSFERS
Interfund transfers are the transfer of revenues between funds when the revenue is received in one
fund for an expense that occurs in another fund or when city functions have more than one funding
source. Another primary reason for transfers is for a fund to pay for services provided by another
fund (for example, Financial Operations Division providing utility billing services for the Water, Sani-
tary Sewer, Stormwater, and Street Maintenance Funds).
A transfer-out is an expense to the fund that is transferring the money out or buying services. A trans-
fer-in is a resource to the fund that is receiving the money or selling the service. For every expense
transfer-out, there is a corresponding resource transfer-in. The corresponding transfers must show the
same dollar amount. The various types of interfund transfers are defined below:
General Resource Transfer
Transfer of resources from one fund to another which are not based upon a cost allocation plan, actual
expenditure, or any expectation of a payment for services provided. This type of transfer is simply a
transfer of resources from one fund to another.
Direct Resource Transfer/Capital Improvement Plan (CIP) Transfer
Transfer of resources from one fund to another which are based upon a cost allocation plan and actual
expenditures or an expectation of a payment for services provided. This type of transfer is typically
based upon actual expenditure needs by a certain fund and are "trued up" from the budget figure based
upon actual expenditures.
Debt/Loan Repayment Transfer
Transfer of resources from one fund to another to pay either all or a portion of an interfund loan.
This type of transfer is typically based upon a five-year repayment schedule for capital loans.
Indirect Cost Transfer
The Indirect Cost Transfers Out is typically budgeted along with a division's operating budget to show
the true cost for that division to the city. In turn, transfers received for services provided, are allocated
based upon a cost allocation plan.
PAGE 78-CITY OF TIGARD
INTERFUND TRANSFERS
Division Indirect Cost Pool Allocation Factors
City Management Mayor& Council, City Man- # of Positions,Actual Expenditures
agement
Finance Administration Budget/CIP Total Budget by Division,Business
License (Commercial Crime Unit)
Financial Operations Reporting,Accounting/ # of Invoices, # of Paychecks
General Ledger,Accounts
Payable,Payroll
Human Resources Human Resources # of Positions, Recruitments
Risk Management Insurance Premiums, Claims # of Positions, Insured Property Value,
&Misc. 3 Yr Insurance Incidents, #Autos
Information Technology IT-Support, IT-Geographic # of Servers, # of Help Desk Re-
Information Systems (GIS) quests, # of Devices (weighted),IT
Database Service Request, Software,
GIS Data Layers
Communications Mail, Graphics, Copiers, # of Positions, Copier Department
Web Services Allocation,Mail Service Work Orders
City Recorder/Records Records Management, Coun- # of Agenda Items, # of Positions
cil Support, Records Re-
quests
Property Management Property Management Square Footage
Fleet Maintenance Fleet Maintenance # of Autos
Contracts &Purchasing Contracts & Purchasing # of Contracts (weighted)
Utility Billing Utility Billing,Meter Reading Utility Revenues
Since the internal transfers are complex and can be difficult to follow and trace through the budget
document, the following explanation is provided for each transfer, by fund. The budget document re-
flects a decrease in the number of transfers that are related to the Capital Improvement Plan (CIP) due
to the implementation of the federally approved indirect cost plan.
REVENUE ANALYSIS-PAGE 79
INTERFUND TRANSFERS
From To Amount Type Description
City Gas Tax Fund Transportation CIP 380,000 CIP CIP-95056:North Dakota Street
Fund (Fanno Creek)Bridge Replacement
City Gas Tax Fund Transportation CIP 480,000 CIP CIP-97017:Main Street Green Street
Fund Retrofit(Phase 2)
City Gas Tax Fund Transportation CIP 35,000 CIP CIP-95042:Commercial Street
Fund Sidewalk(Main to Lincoln)-TriMet
Total 'ty Gas Tax Fun• rans er Out
Electrical Inspection Building Fund 250,000 Direct Transfer of funds to support electical
Fund inspections by Building Division
Total Electrical Inspection Fund Transfer Out
Gas Tax Fund Transportation CIP 11,700 CIP CIP-95062:City of Tigard
Fund Transportation Safety Plan-TSAP
Grant
Gas Tax Fund Transportation CIP 115,000 CIP CIP-18CIP-30:Transportation System
Fund Plan Update
Gas Tax Fund Public Works 369,700 General System Infrastructure Projection based
Engineering Fund on Eng Time YTD FY19. Sys Inf.=
17%of billable time. Trans is 61%of
total.
Gas Tax Fund Transportation CIP 1,055,000 CIP CIP-97017:Main Street Green Street
Fund Retrofit(Phase 2)
Gas Tax Fund Transportation CIP 390,000 CIP CIP-95027:Pedestrian and Cyclist
Fund Connections Program
Gas Tax Fund Transportation CIP 123,000 CIP CIP-95051 :72nd Avenue/Tigard
Fund Triangle Transportation Study
Gas Tax Fund Stormwater Fund 30,000 CIP CIP-94038:124th Avenue/Ann
Court Culvert Replacement
Gas Tax Fund Transportation CIP 37,500 CIP CIP-20CIP-02:Frewing Street
Fund Sidewalk Infill-CDBG
Total Gas Tax Fund Transfer OutWI— 2,131,900
PAGE 80-CITY OF TIGARD
INTERFUND TRANSFERS
From To Amount Type Description
General Fund Public Works Admin 25,461 In-Direct Fund Level Indirect Transfer to PW
Fund Admin Fund
General Fund Public Works Admin 22,875 Fund Level Indirect Transfer to PW
Fund Admin Fund
General Fund Public Works 22,584 Fund Level Indirect Transfer to PW
Engineering Fund Engineering Fund
General Fund Central Services Fund 12,609 Budget Entry Correction_
General Fund Central Services Fund 12,144 In-Direct Fund Level Indirect Transfer to Central
Service Fund
General Fund Public Works 12,034 In-Direct Fund Level Indirect Transfer to PW
Engineering Fund Engineering Fund
General Fund Parks Utility Fund 270 Carry Over from Born Learning Trail
Signs
General Fund Parks Utility Fund 37,500 Direct Deferred Maintenance-Vehicles:Year
3 of 4
General Fund Parks Utility Fund 2,120,000 Direct General Fund Support of Parks
Maintenance and Recreation
General Fund Facilities Capital 290,000 CIP CIP-20CIP-06:City Hall Remodel
Projects Fund
General Fund Parks Utility Fund 56,000 Direct Deferred Maintenance-Equipment:
Yeas 3 of 4
Library Donations Facilities Capital 100,000 General Transfer of funds for needed misc.
and Bequests Fund Projects Fund Library Improvements
Tot 'braxy Donations ariTirliFund 1
Transfer Out
Parks Bond Fund Parks Capital Fund 889,000 CIP CIP-92026:Park Land Acquisition
Total Parks Bond Fund Transfer Out 889,000 mil
REVENUE ANALYSIS-PAGE 81
INTERFUND TRANSFERS
From To Amount Type Description
Parks SDC Fund Parks Capital Fund 1,111,000 CIP CIP-92026:Park Land Acquisition
Parks SDC Fund Parks Capital Fund 25,000 CIP CIP-20CIP-01:City of Tigard/
Tigard-Tualatin School District Park
Development Program
Parks SDC Fund Public Works 36,400 General System Infrastructure Projection based
Engineering Fund on Eng Time YTD FY19. Sys Inf=
17%of billable time. Parks is 6%of
total.
Parks SDC Fund Parks Capital Fund 220,000 CIP CIP-92056:Park System Master Plan
Update
Parks SDC Fund Parks Capital Fund 80,000 CIP CIP-92057:Farina Creek Trail
Amenities
Parks SDC Fund Urban Renewal Capital 380,000 CIP CIP-20CIP-05:Universal Plaza
Improvements
Parks SDC Fund Parks Capital Fund 405,000 CIP CIP-92016-13:NEW FY20 Dirksen
Nature Park-Wetland Boardwalk and
Walkway
Parks SDC Fund Parks Capital Fund 250,000 CIP CIP-92053:Parks Major Maintenance
Program
Parks SDC Fund Parks Capital Fund 150,000 CIP CIP-92046:Fanno Creek Trail
Connection(RFFA Grant)
Parks SDC Fund Parks Capital Fund 100,000 CIP CIP-92035:City of Tigard/Metzger
School Park Development-Phase 1
Parks SDC Fund Parks Capital Fund 60,000 CIP CIP-92034:Tigard Street Heritage
Trail&Public Space(Tigard St./Main
to Tiedeman)
Parks SDC Fund Parks Capital Fund 30,000 CIP CIP-92016:Dirksen Nature Park-
Overall Project
Total Par=1C Fund Transfer Out 2,847,400
MI
Parks Utility Fund Central Services Fund 59,457 Fund Level Indirect Transfer to Central
Service Fund
Parks Utility Fund Central Services Fund 2,081 Fund Level Indirect Transfer to Central
Service Fund-3.5%Increase to Balance
Central Service Fund
Total Parks Utility Fund Transf 61,538
m.
Sanitary Sewer Fund Public Works 24,200 General System Infrastructure Projection based
Engineering Fund on Eng Time YTD FY19. Sys Inf=
17%of billable time. Sewer is 4%of
total.
Sanitary Sewer Fund Transportation CIP 7,000 CIP CIP-95050:121st Avenue(Whistlers
Fund Lane to Tippitt)Sidewalks and Bike
Lanes
Sanitary Sewer Fund Stormwater Fund 628,000 CIP CIP-93009:Fanno Creek Slope
Stabilization(Arthur Court)
659,200
PAGE 82-CITY OF TIGARD
INTERFUND TRANSFERS
From To Amount Type Description
Stormwater Fund Parks Capital Fund 1,100 CIP CIP-92016-02:Dirksen Nature Park-
Oak Savanna Restoration
Stormwater Fund Public Works 66,700 General System Infrastructure Projection based
Engineering Fund on Eng Time YTD FY19. Sys Inf=
17%of billable time. Stormwater is
11%of total.
Stormwater Fund Sanitary Sewer Fund -74,000 Tech Adju to reverse the transfer to Sani
Stormwater Fund Sanitary Sewer Fund 317,750 CIP CIP-93057:East Fork of Derry.Dell
Creek(Gaarde to Fairhaven Street)
Street Maintenance Gas Tax Fund 158,000 Direct Support right-of-way maintenance costs
Fund totaling$150k
Street Maintenance Central Services Fund 3,533 Fund Level Indirect Transfer to Central
Fund Service Fund
Street Maintenance Central Services Fund 124 Fund Level Indirect Transfer to Central
Fund Service Fund-3.5%Increase to Balance
Central Service Fund
Street Maintenance Central Services Fund 144,773 Budget Entry Correction.
Fund
Total Street 306,430
Transient Lodging General Fund 44,000 General Support of Community Events
Tax Fund
Transient Lodging Parks Capital Fund 52,000 CIP CIP-92034-02:Heritage Trail Plaza
Tax Fund Art Work
Transient Lodging General Fund 50,000 Support/Grant for Broadway Rose
Tax Fund Building Year 1 of 2 @$50,000 per year.
Transient Lodging General Fund 198,900 General Allowable 30%use of TLT for general
Tax Fund governmental services
Total Transient Lodging Tax Fund Transfer Out 344,900
Transportation Transportation CIP 20,000 CIP CIP-95041 :Upper Boones Ferry Road
Development Tax Fund /Durham Road Adaptive Signal
Coordination
Transportation Transportation CIP 405,000 CIP CIP-95038:Tiedeman Avenue-
Development Tax Fund Partial Street Improvement(RR Tracks
to Greenburg)
Transportation Transportation CIP 85,000 CIP CIP-95050:121st Avenue(Whistlers
Development Tax Fund Lane to Tippitt)Sidewalks and Bike
Lanes
Transportation Transportation CIP 915,000 CIP CIP-95048:Roy Rogers Road
Development Tax Fund
Total Transportation Developmen
Out
REVENUE ANALYSIS-PAGE 83
INTERFUND TRANSFERS
From To Amount Type Description
Transportation SDC Parks Capital Fund 185,000 CIP CIP-92046:Fanno Creek Trail
Fund Connection(R-FA Grant)
Transportation SDC Transportation CIP 24,000 CIP CIP-95057:Fanno Creek Trail
Fund Fund Alignment Study(Bonita Road to
Tualatin River)
Underground Utility Transportation CIP 10,000 CIP CIP-95050:121st Avenue(Whistlers
Fund Fund Lane to Tippitt)Sidewalks and Bike
Lanes
Urban Forestry Fund Parks Capital Fund 8,900 CIP CIP-92016-02:Dirksen Nature Park-
Oak Savanna Restoration
Urban Forestry Fund Parks Capital Fund 140,000 CIP CIP-92017:Tree Canopy Replacement
Program
an Forestry Fund Tr
Water Fund Water CIP Fund 82,500 CIP CIP-96051 :Water Rate and System
Development Charge(SDC)Study
Water Fund Water CIP Fund 206,500 CIP CIP-96048:Water Master Plan
Water Fund Water CIP Fund 140,000 CIP CIP-96024:Waterline Replacement
Program
Water Fund Water CIP Fund 90,000 CIP CIP-96031 :Fire Flow Improvement
Program
Water Fund Water CIP Fund 260,000 CIP CIP-20CIP-04:Aquifer Storage and
Recovery Well#2 and Well#3
Water Fund Public Works 109,100 General System Infrastructure Projection based
Engineering Fund on Eng Time YTD FY19. Sys Inf=
17%of billable time. Water is 18%of
total.
Water Fund Water CIP Fund 304,000 CIP CIP-96047:Canterbury Pump Station
Water Fund Water CIP Fund 300,000 CIP CIP-96040:Cach Reservoir and Pump
Station Design
Water Fund Water Debt Service 163,000 Debt/Loan ARRA Water Loand Debt Service
Fund Repayments Payment
Water Fund Water Debt Service 1,670,000 Debt/Loan Water Revenue Bond 2015 Debt Service
Fund Repayments Payment
Water Fund Water Debt Service 6,575,000 Debt/Loan Water Revenue Bond 2012 Debt Service
Fund Repayments Payment
Water Fund Water CIP Fund 108,000 CIP CIP-96050:Former Street/121st
Avenue Valve and Piping Improvements
Water Fund Water CIP Fund 643,500 CIP CIP-96046:Red Rock Creek Waterline
Relocation
Total Water Fund Transfer t 10,6570
PAGE 84-CITY OF TIGARD
INTERFUND TRANSFERS
From To Amount Type Description
Water Stormwater Fund 46,000 CIP CIP-18CIP-04:Commercial Street
Quality/Quantity Stormwater Facility
Fund
Total Water Quality/Quantity Fund Transfer Ou
Water SDC Fund Water CIP Fund 605,000 CIP CIP-20CIP-04:Aquifer Storage and
Recovery Well#2 and Well#3
Water SDC Fund Water CIP Fund 51,500 CIP CIP-96048:Water Master Plan
Water SDC Fund Water CIP Fund 250,000 CIP CIP-20CIP-03:Fifth Pump at the
River Intake Pump Station(RIPS)
Water SDC Fund Water CIP Fund 42,500 CIP CIP-96051 :Water Rate and System
Development Charge(SDC)Study
Water SDC Fund Water CIP Fund 950,000 CIP CIP-96008:Water Main Line
Oversizing Program
Water SDC Fund Water CIP Fund 80,000 CIP CIP-96040:Cach Reservoir and Pump
Station Design
Water SDC Fund Water CIP Fund 72,000 CIP CIP-96050:Former Street/121st
Avenue Valve and Piping Improvements
Water SDC Fund Water CIP Fund 119,000 CIP CIP-96049:Willamette Intake Facility
Expansion
Total Water SDC Fund Transfer Out 2,17.
26,068,895
REVENUE ANALYSIS-PAGE 85
L
1.
r :4 kt
t7F.Y d ,'
d
v
- .4
POLICE ' �` '''
City of Tigard Police parking lot at sunset
City ofTigard I ADOPTED BUDGET I FY 2019-2020
PAGE 86-CITY OF TIGARD
EXPENDITURE SUMMARY BY PROGRAM
The city adopts and manages its operating expenditures by program. The city has four operating pro-
grams: Policy&Administration, Community Development, Community Services, and Public Works.
Within each of these programs are one or more departments and budgets units, or divisions. A more
detailed explanation of the city's program structure can be found in the Reader's Guide section.
The following charts give a summary of the expenditures for the programs,budget classifications, and
staffing levels.
FY 2017 FY 2018 FY 2019 FY 2020 FY 2020 FY 2020
Actual Actual Revised Proposed Approved Adopted
Description
Expenditure by Program
Policy and Administration $10,704,506 $11,010,729 $12,601,148 $13,688,181 $13,795,181 $13,782,572
Community Development 5,774,755 5,301,356 5,369,819 5,496,119 5,716,119 5,736,099
Community Services 21,926,403 22,633,610 24,506,714 26,020,545 26,070,545 26,070,545
Public Works 18,047,929 19,689,026 26,908,788 28,974,408 29,259,408 29,565,895
Total Expenditures by Progam $56,453,592 $58,634,721 $69,386,469 $74,179,253 $74,841,253 $75,155,111
Number of F 1'E by Program
Policy and Administration 54.35 61.60 63.55 65.55 65.55 65.55
Community Development 31.50 33.25 3175 31.75 32.75 32.75
Community Services 12720 129.40 12430 124.20 12420 12420
Public Works 73.00 75.45 78.35 80.35 82.35 8235
Number of FTE by Program 286.05 299.70 297.95 301.85 304.85 304.85
Expenditure per F 1'L
Policy and Administration $196,955 $178,746 $198,275 $208,820 $210,453 $210,260
Community Development 183,326 159,439 169,128 173,106 174,538 175,148
Community Services 172,377 174,912 197,158 209,505 209,908 209,908
Public Works 247,232 260,955 343,443 360,602 355,306 359,027
Debt Service 1 1 1 1 1 1
Total Expenditure per NTE $237,846 $234,264 $271,936 $284,374 $283,747 $284,776
PROGRAM SUMMARIES-PAGE 87
OPERATING BUDGET HISTORY-SUMMARY
FY 2017 FY 2018 FY 2019 Proposed Approved Adopted
Description Actual Actual Revised 2020 2020 2020
'Fiber of FTEM 286.05 29970 297.95 301.85 304.85 304.85
Budget by Category
Personnel Services $30,389,644 $31,459,095 $34,961,959 $37,006,068 $37,357,661 $37,357,661
Materials&Supplies 14,039,024 14,129,818 17,908,361 18,935,123 19,198,123 19,313,373
Interdepartmental Services 10,473,282 11,403,522 14,247,919 16,564,352 16,611,759 16,454,377
Capital Outlay 1,551,643 1,642,286 2,268,230 1,673,710 1,673,710 2,029,700
Total by Category $56,453,592 $58,634,721 $69,386,469 $74,179,253 $74,841,253 $75,155,111
Budget by Program
Policy and Administration $10,704,506 $11,010,729 $12,601,148 $13,688,181 $13,795,181 $13,782,572
Community Development 5,774,755 5,301,356 5,369,819 5,496,119 5,716,119 5,736,099
Community Services 21,926,403 22,633,610 24,506,714 26,020,545 26,070,545 26,070,545
Public Works 18,047,929 19,689,026 26,908,788 28,974,408 29,259,408 29,565,895
otal by Program $56,453,5 $69,386,46911111
Budget by Department
Mayor and Council $322,455 $325,188 $297,512 $288,724 $288,724 $288,724
City Management 2,113,961 2,334,705 2,405,143 2,412,513 2,412,513 2,412,513
Finance&Information Services 4,816,111 4,588,538 5,403,004 5,959,538 5,959,538 5,959,538
Community Development 5,774,755 5,301,356 5,369,819 5,496,119 5,716,119 5,736,099
Police 15,835,333 16,434,225 18,029,164 19,358,113 19,358,113 19,358,113
Library 5,650,367 5,750,548 6,261,620 6,421,078 6,421,078 6,421,078
Social Service/Community Events 440,703 448,837 215,930 241,354 291,354 291,354
Public Works 18,047,929 19,689,026 26,908,788 28,974,408 29,259,408 29,565,895
Central Services 3,451,978 3,499,907 4,188,454 4,668,806 4,775,806 4,763,197
City Attorney 0 262,392 307,035 358,600 358,600 358,600
MilliTotal by Departure 4,179,253 74,841,253 5,155,111
PAGE 88-CITY OF TIGARD
OPERATING BUDGET HISTORY
FY 2017 FY 2018 FY 2019 Proposed Approved Adopted
Description Actual Actual Revised 2020 2020 2020
Number of NTE 286.05 299.70 297.95 301.85 304.85 304.85
51001-Salaries-Management $9,320,260 $9,788,227 $10,238,805 $11,187,845 $11,282,211 $11,282,211
51002-Salaries-General 4,552,310 4,790,715 5,619,494 5,803,867 5,925,403 5,925,403
51003-Salaries-Police 4,251,586 4,367,870 4,522,098 4,662,936 4,662,936 4,662,936
51004-Part Time-Regular 1,079,600 1,005,734 1,086,787 1,178,947 1,178,947 1,178,947
51005-Part Time-Temporary 407,066 366,217 525,716 527,845 553,845 553,845
51006-Overtime 934,778 733,336 1,040,525 1,072,798 1,072,798 1,072,798
51007-Incentive Pay 433,520 521,476 480,406 517,057 517,057 517,057
52001-Unemployment 21,015 21,600 23,819 24,736 24,978 24,978
52002-Worker's Compensation 335,944 387,619 416,767 483,780 488,833 488,833
52003-Social Security/Medicare 1,571,406 1,628,037 1,823,519 1,887,987 1,906,468 1,906,468
52004-Tri-Met Tax 155,352 161,715 177,508 187,232 189,055 189,055
52005-Retirement 2,840,653 3,216,796 3,867,136 4,053,203 4,080,100 4,080,100
52007-VESA-ER 229,723 232,581 235,925 255,870 258,270 258,270
52008-Life Ins/ADD/LTD 16,787 20,137 91,806 83,601 84,396 84,396
52009-Long Term Disability 44,523 46,062 0 0 0 0
52010-Medical/Dental/Vision 3,777,372 3,702,774 4,633,736 5,066,303 5,120,303 5,120,303
52011-Dental Benefits 422,401 434,274 0 0 0 0
52012-Accrued Vacation -4,651 33,926 177,912 12,062 12,062 12,062
Total Personnel Services $30,389,644 $31,459,095 $34,961,959 $37,006,068 $37,357,661 $37,357,661
53001-Office Supplies 189,694 190,407 265,703 242,295 242,295 242,295
53002-Small Tools&Equipment 520,356 251,729 399,682 350,362 350,362 350,362
53003-Fuel 197,287 233,469 322,271 331,284 331,284 331,284
53004-Books&Circulation Materials 453,566 448,842 364,500 364,500 364,500 364,500
53005-Ammunition and Range Supplies 39,647 45,572 43,200 43,200 43,200 43,200
53006-Technology Equipment under$5,000 175,580 208,445 220,139 136,135 136,135 136,135
53007-Grant Expenditures 7,410 8,131 8,301 8,366 8,366 8,366
53008-Library Contribution Materials 8,620 9,730 0 0 0 0
53308-Dog Park Trust Account Expense 0 125 0 0 0 0
53316-CCIS-Worksite Wellness Funds 2,136 646 2,500 2,500 2,500 2,500
53530-Water Costs:L.O.&Ptld 1,339,637 1,869,824 2,200,000 2,200,000 2,200,000 2,200,000
54001-Professional/Contractual Services 3,609,827 3,405,320 4,900,308 4,973,572 5,165,572 5,280,552
54002-Water Costs:Sampling 8,332 22,845 75,000 75,000 75,000 75,000
54003-Legal Fees 288,020 235,455 232,390 244,348 244,348 244,348
54004-Printing Services 2,781 11,351 15,500 8,700 8,700 8,700
54006-Software License and Maintenance 717,918 591,555 1,040,054 1,076,216 1,076,216 1,076,216
54007-Parks and Recreation 75,468 80,228 102,352 79,592 79,592 79,592
54101-R&M-Facilities 338,387 451,392 336,376 342,586 342,586 342,586
54102-R&M-Water Lines 14,071 26,432 37,000 40,000 40,000 40,000
54103-R&M-Control Valves 24,924 9,903 28,000 30,000 30,000 30,000
54104-R&M-Reservoir 10,696 784 8,000 10,000 10,000 10,000
54105-R&M-Grounds 130,928 133,938 131,670 132,300 153,300 153,570
54106-R&M-Pump Station 3,138 5,815 10,000 15,000 15,000 15,000
PROGRAM SUMMARIES-PAGE 89
OPERATING BUDGET HISTORY
Description FY 2017 FY 2018 FY 2019 Proposed Approved Adopted
P Actual Actual Revised 2020 2020 2020
54107-R&M-SCADA 18,943 10,247 18,000 18,000 18,000 18,000
54108-R&M-Wells 767 3,157 11,500 15,000 15,000 15,000
54109-R&M-Meters 35,352 29,549 225,000 225,000 225,000 225,000
54110-R&M-Service Lines 12,127 28,203 25,000 30,000 30,000 30,000
54112-R&M-Fire Hydrant 17,402 21,250 120,000 120,000 120,000 120,000
54113-R&M-Vehicles 354,577 341,486 388,270 389,650 389,650 389,650
54114-R&M-Office Equipment 89,020 62,967 74,198 100,708 100,708 100,708
54115-Vehicle Usage 82 99 150 50 50 50
54201-Utilities-Electric 1,057,736 944,305 1,349,095 1,352,095 1,352,095 1,352,095
54202-Utilities-Water/Sewer/SWM 334,746 332,085 427,500 464,400 464,400 464,400
54203-Utilities-Natural Gas 70,847 55,715 72,261 72,000 72,000 72,000
54204-Utilities-Garbage 0 0 1,000 1,000 1,000 1,000
54205-Utilites-Phone/Pager/Cells 217,012 194,152 262,120 266,906 266,906 266,906
54300-Advertising&Publicity 68,347 69,710 85,200 126,995 126,995 126,995
54301-Fees and Charges 53,149 58,081 99,726 104,181 104,181 104,181
54302-Dues&Subscriptions 120,569 124,924 183,255 182,254 182,254 182,254
54303-Professional Development 253,391 308,237 427,424 537,889 537,889 537,889
54305-Conservation Expenses 15,462 18,368 18,700 19,000 19,000 19,000
54306-Credit Card Fees 433,101 408,688 484,400 547,800 547,800 547,800
54307-Insurance 464,360 494,683 529,989 627,346 627,346 627,346
54308-Property Damage 0 9,167 24,750 31,750 31,750 31,750
54309-Rents and Leases 160,327 152,840 164,505 453,651 453,651 453,651
54310-Bad Debt Expense 506 937 11,492 11,500 11,500 11,500
54311-Special Department Expenses 1,740,154 1,787,235 1,818,706 2,156,691 2,156,691 2,156,691
54312-Bank Fees 54,906 118,795 112,100 121,900 121,900 121,900
54402-Contributions to Community Org 307,720 313,000 231,074 253,400 303,400 303,400
Total Materials&Supplies $14,039,024 $14,129,818 $17,908,361 $18,935,123 $19,198,123 $19,313,373
56002-Buildings&Improvements 131,690 124,358 127,000 176,000 176,000 176,000
56003-Vehicles 408,677 873,271 1,566,500 652,500 652,500 1,008,490
56004-Computer Hardware and Software 817,937 293,297 293,450 653,930 653,930 653,930
56006-Equipment 187,329 297,307 230,000 140,000 140,000 140,000
56007-GIS Hardware and Software 6,010 54,053 51,280 51,280 51,280 51,280
otal Capital Outlay All8,230 $1,673,
58000-Interdepartmental Costs 1,217,829 1,192,001 0 0 0 0
58100-Indirect Charges-City Management 1,138,987 1,313,844 619,727 825,856 827,487 827,487
58110-Indirect Charges-Human Resources 708,146 738,396 1,078,287 1,076,037 1,079,763 1,079,763
58120-Indirect Charges-Risk Management 713,481 792,613 373,904 511,870 513,381 513,381
58130-Indirect Charges-Office Services 560,034 478,833 624,194 848,583 850,106 850,106
58150-Indirect Charges-Records 361,537 365,521 552,262 494,588 496,465 496,465
58160-Indirect Charges-City Attorney 0 238,151 269,154 325,784 326,369 326,369
58200-Indirect Charges-Finance Administra 61,855 110,014 464,881 550,453 551,504 551,504
58210-Indirect Charges-Financial Operation 632,660 777,536 834,784 764,376 767,788 755,179
PAGE 90-CITY OF TIGARD
OPERATING BUDGET HISTORY
FY 2017 FY 2018 FY 2019 Proposed Approved Adopted
Description Actual Actual Revised 2020 2020 2020
58220-Indirect Charges-Utility Billing 1,282,930 1,320,602 1,327,694 1,706,882 1,706,882 1,562,109
58230-Indirect Charges-Technology 1,711,185 1,997,052 2,136,511 2,741,001 2,742,868 2,742,868
58250-Indirect Charges-Contracts and Pure 156,849 136,374 215,750 278,665 279,166 279,166
58600-Indirect Charges-PW Admin 0 0 2,017,775 2,247,499 2,262,895 2,262,895
58625-Indirect Charges-PW Engineering 0 0 1,380,304 1,477,705 1,487,352 1,487,352
58630-Indirect Charges-Fleet Maintenance 341,228 346,229 663,474 796,249 800,656 800,656
58640-Indirect Charges-Property Manageme 1,586,560 1,596,356 1,689,218 1,918,804 1,919,077 1,919,077
artrnental Services $10,473,2811,403,522 $14,247,919 $16,564,352 $16,611,759 $16,454,377
Total Operating Budget $56,453,592 ,
11111�
2...,,,,,,J:*L, �/ 1
7 •�...: 1 i'`,rt
friii/ ,
C
::
IN ' '
ilk
City staff gather for several events throughout the year-the Wellness Fair and the Opening Day staff-.sponsored
picnic are a couple of examples.
PROGRAM SUMMARIES-PAGE 91
STAFFING LEVELS
The City of Tigard made reductions to its budget in 2010, 2012, and 2019 that reduced the level of
core services that were available to the public. Since FY 2009, Tigard's population has grown from
47,150 to 52,789 in FY 2018, representing a growth of 12 percent. The FY 2020 Adopted Budget rep-
resents a staffing level of 304.85; an increase of 3 percent compared to FY 2009's staffing level of
296.05 over a decade ago. The FTE per 1,000 population will be 0.66 lower than pre-recession levels
(5.58 in FY 2020 vs 6.24 in FY 2009.)
City FTE Per 1,000 Population
7
6
4321
1
`,0 &tea &tea �N. LN. GN. &tea `N. LN. GN,�a N.
e.
ao�`.
�P OP yP ,yP ,�P �P GP �P ,\P q,P sk,�
00 O'y Oy oy Oy O� O,. Oti O� Oti ,yo} OP
1.
The adopted 2019 budget included a total FTE count of 286.80. This figure was increased by 6.5 FTE
in a 1st Quarter Supplemental Budget in early FY 2019. This revised the FTE citywide to 293.30.
Three of the increased FTE came from Municipal Court to support the newly implemented Photo Red
Light Enforcement Program. Another 3.00 FTE increase came from Public Works to assist the Water,
Stormwater, and Sanitary Sewer Divisions. These six positions all came with revenue to support their
work. The remainder of 0.50 FTE increase came from Community Development to support increased
activities in Code Enforcement.
A 2nd Quarter Supplemental Budget further revised the FY 2019 budget, increasing the overall FTE
count by 3.30 FTE. The implementation of the Photo Red Light Enforcement Program needed one
additional Police Sergeant to oversee the program. In Finance, 1.00 FTE was added to help with in-
creased activities in Utility Billing and Contracting. In Public Works, 1.00 FTE was added to enhance
the efficiency of the Pavement Management Program. Lastly, 0.50 FTE was added to the Risk Divi-
sion to assume OSHA required citywide safety functions from Public Work Emergency. This budget
supplement increased FY 2019 Revised Budget FTE count to 296.60 and had only a nominal impact
on Tigard's General Fund.
PAGE 92-CITY OF TIGARD
STAFFING LEVELS
A 3rd Quarter Supplemental Budget again revised FY 2019 budget by a total of 1.35 FTE, bringing the
total FTE count to 297.95. With the recommendation from the Parks and Recreation Advisory Board
and the City Council, Public Works Recreation Division added 1.35 FTE to bring the program back to
the pre budget-cut service level with 2.35 FTE to allow the division to revitalize eliminated programs
and add new ones that will improve the livability in Tigard. The funding came from the increase in
Parks and Recreation Fee by$0.52,which was effective May 1,2019.
The Adopted Budget for FY 2020 FTE count of 304.85 reflects an increase of 6.90 FTE or 2.3%
from the FY 2019 Revised Budget count of 297.95 FTE. These additions are primarily to address the
outdated enterprise systems issues the city has been encountering over the last few years. The FTE
count for FY 2020,including the reductions, are detailed in the following chart and paragraphs.
Full-Time Equivalent Positions
350 - -
300 • 1
250 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■
200 ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■
15
150 . . .
100 . . . . . . . . . . .
50
0
� a \ � �aia \m \ a
a
, � � � � gy � ee
c � - � e6°(2'`''¢- PPCPPP. PlPP
O 'b � � � e
pi 4 4yyyN ti5 Py
The FTE increases or decreases in the Adopted Budget for FY 2020, and impacted services,include:
Community Development
Community Development Department will be adding 1.00 FTE to their Economic Development Divi-
sion. The Economic Development Manager position was eliminated in FY 18-19 as part of the broad-
er city-wide budget cut. The loss of the Economic Development Manager position meant that the divi-
sion's ability to implement economic development goals were put on hold, including the food entre-
preneur project and `Internships with Industry' program. The Brownfields program was also put on
hold. The addition of the Economic Development Manager will enable the city's ability to:
• implement the City Council goal to "invest and connect key areas of the city to promote
economic growth and community vitality",
• administer two urban renewal districts,
• better manage urban renewal projects,
• lead Tigard's Vertical Housing Development Zone and Enterprise Zones,
• act as a liaison to the urban renewal board and advisory commission, and
• serve a key role on affordable housing and SW Corridor projects.
PROGRAM SUMMARIES-PAGE 93
STAFFING LEVELS
Police
The Police Department has eliminated the Peer Court program,reducing the department's staff by 0.50
FTE. This Program Specialist functioned as the department's liaison to the Youth Advisory Council
and other area youth-focused programs as directed. This position was slated to be eliminated as part of
the citywide reductions in FY 2018-2019. After discussing this topic, the budget committee added the
program back in and council confirmed this by including funding for the Peer Court program in the
FY 2018-2019 Adopted Budget. Shortly after the start of the fiscal year, the program specialist who
oversaw the Peer Court program, resigned. The duties were reassigned to the Police Services Adminis-
trative Specialist who had previously assisted the program coordinator and provided backup coverage
on an intermittent basis. This new approach soon proved unsustainable, as the Admin Specialist's
workload was at capacity with her existing duties supporting investigators' day to day administrative
needs. There were no other non-sworn staff available to temporarily fill this need or to identify, select,
train or supervise a new peer court coordinator. As a result, the PD decided not to take in new peer
court cases, but to remain committed to completing the cases already in progress. The program ramped
down and all associated Peer Court processes were completed by December, 2018. New cases have
been redirected to Washington County Juvenile Court for disposition and assessment.
Library
Library will be adding 0.40 FTE to the Reader Services Division. This division has a limited assign-
ment position with 16 hours per week on an on-call basis that will end on June 30, 2019 and, in addi-
tion, the division has an existing 0.60 FTE Librarian position. The limited assignment position only
allows the librarian to work on the desk but no off-desk time available to devote to collection develop-
ment or programming. The request from the Reader Services Division is to increase 0.40 FTE for an
existing 0.60 FTE Librarian position, which would allow the position to cover the Adult Reference
Desk and, also be able to work on developing collections and programs off the desk.
Public Works
The Public Works (PW) Department will see an overall increase of 4.00 FTE; 1.00 FTE in PW Admin-
istration, 1.00 FTE in PW Engineering, and 2.00 FTE in Parks Maintenance.
PW is tasked with operating and maintaining the city's water, sanitary sewer, storm drainage, streets,
open spaces, and park assets. These assets are the largest investment the city has at an estimated value
of$1.5 billion. Tigard has reached a critical turning point under the pressure of aging infrastructure,
delayed maintenance routines, and financial pressures, particularly in park maintenance. Consequently,
PW is looking to replace our current asset management system, which has not performed well overall
and has not integrated with our GIS system as we had hoped. Along with the new Asset Management
System, Public Works will add an Asset Manager position who will oversee the citywide Public Works
asset systems. This position will enable the department to use asset systems and data more efficiently
and effectively to make better business decisions.
PAGE 94-CITY OF TIGARD
Another 1.00 FTE request is in Public Works Engineering. PW Engineering will be adding a Principal
Engineer to support the proposed Southwest Corridor light rail project. Tigard staff are spending an
increasing and substantial amount of time working to ensure the City of Tigard achieves substantive
benefit from this project in accordance with council direction. As the project moves through the final
environmental impact statement stage, and into full project development, engineering, permitting and
construction phases, the workload is expected to substantially increase. Through these phases, staff
expect that the city will need a primary staff person with an engineering background to act as the key
point of day to day contact.
The Principal Engineer position would be limited duration for 18 months from July 2019 through De-
cember 2020. If the planned region-wide transportation funding measure occurs and passes in Novem-
ber 2020, the position could be extended through the full duration of the light rail construction- cur-
rently planned for completion in 2027.
In addition, PW Department will add 2.00 FTE to Parks Maintenance Division. Over the past few
budget cycles, the Parks Maintenance Division had to reduce services including, delaying maintenance
and replacement of certain assets as the division was not able to add personnel at the same rate as acres
of land or development. The division is now spreading resources over a much larger area, and as new
parks are added, the personnel will be spread even thinner. The result was a rapidly growing number of
parks and open spaces getting less and less attention. To alleviate growing pressure to address the de-
ferred maintenance of existing parks and to oversee the maintenance of the new parks coming on
board, the Parks Maintenance Division will be adding two utility workers. These positions are funded
through an increase in the Parks and Recreation Fee.
Finance & Information Services
Finance and Information has an additional 2.00 FTE in the Adopted Budget for FY 2020. Both posi-
tions will reside in the Information Technology Division. The positions, Business Systems Analyst and
Project Manager, will be tasked to identify, replace and/or modify the city's aging enterprise systems,
including the Public Work's Asset Management Systems. This project is expected to be a multi-year
process and these positions will also be involved in all other IT projects.
PROGRAM SUMMARIES-PAGE 95
- r-141 1T'T' 3iM 1 nt� 1.j ' ' - -
I
r •-
..d.: 1, 1pLIC
1
,� 111
`4i• es TIGARD
OR
':-.14 - Iv
G A
, \
�:„.....,
-
,„
,. . .,.
_,. ,.....
,..Ter, 3,..„
/ r .r.g. .''' A .- -1---,EpA r)pi,.
City of Tigard helps to coordinate ayearly Emergency Preparedness Day for the community, which involves the Tigard
Police and other agencies.
i; ,P '4, — - 6 . rk} , r ir,% 1_ Villa, ' .. P-1- ` ,k
% i 4; I y, : :
L . r
•4
:•.-i 1',1,1 N„Am' 16:§A,' .
v r` ri , E tk, .''''''N,,,,:
� 'A..,
,‘).4,4,*,,
L' 9, .c°�y°}� "., X11
i b,,4.4„:.t '",, g*Fs �$�'f �tk
. tirMix•tr.4.44,,V."4, k., I ,F/P44,',"*.',./ l'."
i).
,,., , 1 il, ,„' ' ."P,'Per)0,,,if.'la,f,i*,,,, 10''f„441,10,50. it , tv
City ofTigard I ADOPTED BUDGET I FY 2019-2020
PAGE 96-CITY OF TIGARD
COMMUNITY SERVICES
Community Services
Social
Police Library Services/Community
Grants
COMMUNITY SERVICES-PAGE 97
COMMUNITY SERVICES
The Community Services Program consists of programs provided by the Police Department and the Li-
brary,and several Social Services and Community Event grants made by the city.
Police programs include traditional public safety efforts (patrol, enforcement, traffic safety,etc.),but also
include work with community groups to increase public safety awareness.
Library programs include circulation of a wide variety of print and other media materials and the offering of
a few programs designed to increase reading, computer skills,and lifelong learning.
Social Service and Community Event grants provide funding to a variety of community organizations and
groups that provide services to those in need in the community or which offer events that promote a greater
sense of community.
The primary source of funding for this program area is the General Fund.
lir
IE
s �--
.
4..4 IRM
•}r
le met -1
YJ
r
f lee -
= 4 -y _11 ; ti• -:r + . --
r
., r
Tigard Public Library
4
ii ,
Motorcycle traffic enforcement officer
:. AP ,,
PAGE 98-CITY OF TIGARD
COMMUNITY SERVICES
FY 2017 FY 2018 FI 2019 FY 2020 FY 2020 FY 2020 2020 Adopted
Actual Actual Revised Proposed Approved Adopted vs 2019 Revised
Description
Number of Positions 12720 129.40 124.30 12420 12420 124.20 -0.1°/0
Budget By Category
Personnel Services 14,417,803 14,916,784 15,948,184 16,737,921 16,737,921 16,737,921 5.0%
Materials&Services 2,880,826 2,651,585 3,236,691 3,416,532 3,466,532 3,466,532 7.1%
Interdepartmental Costs 4,175,339 4,667,982 5,063,539 5,585,391 5,585,391 5,585,391 103%
Capital Outlay 452,435 397,259 258,300 280,700 280,700 280,700 8.7%
Total All Category 21,926,403 22,633,610 24,506,714 26,020,545 26,070,545 26,070,545 6.4%
Budget By Division
Police Administration 1,160,416 1,057,666 1,685,203 1,690,678 1,690,678 1,690,678 0.3%
Forfeiture-Justice 0 0 50,000 105,741 105,741 105,741 111.5°/s
Forfeiture-Treasury 0 0 0 35,247 35,247 35,247 100.0%
Forfeiture-Local 0 0 100,893 10,077 10,077 10,077 -90.0%
Police Operations 9,343,870 9,422,433 10,733,295 11,582,456 11,582,456 11,582,456 7.9%
Support Services 5,331,047 5,954,126 5,459,773 5,933,914 5,933,914 5,933,914 8.7%
Library Administration 716,066 717,405 815,827 837,042 837,042 837,042 2.6%
Reader Services 2,693,060 2,728,379 2,771,680 2,916,903 2,916,903 2,916,903 5.2%
Technical Services 727,343 698,762 752,249 788,204 788,204 788,204 4.8%
Circulation 1,473,899 1,606,002 1,921,864 1,878,929 1,878,929 1,878,929 -2.2%
Social Services 351,383 376,422 130,260 153,754 153,754 153,754 18.0%
Community Events 89,320 72,415 85,670 87,600 137,600 137,600 60.6%
Total All Division 21,926,403 22,633,610 24,506,714 26,020,545 26,070,545 26,070,545 6.4%
Budget by Fund
General Fund-100 21,735,957 22,582,816 24,355,821 25,869,480 25,919,480 21,919,480 6.4%
Criminal Forfeiture Fund-240 190,446 50,794 150,893 151,065 151,065 151,065 0.1%
Library Donations and Bequests F 0 0 0 0 0 0 0.0%
Total All Fund 21,926,403 22,633,610 24,506,714 26,020,545 26,070,545 26,070,545 6.4%
COMMUNITY SERVICES-PAGE 99
POLICE ORGANIZATION
Police
Administration Operations Support Services
FY 2017 FY 2018 FY 2019 FY 2020 FY 2020 FY 2020 2020 Adopted
Actual Actual Revised Proposed Approved Adopted vs2019 Revised
Description
Number of Positions 87.50 88.50 85.50 85.00 85.00 85.00 -0.6%
Budget By Category
Personnel Services 11,375,706 11,680,800 12,525,024 13,280,733 13,280,733 13,280,733 6.0%
Materials&Services 1,946,574 1,754,708 2,434,380 2,561,083 2,561,083 2,561,083 5.2%
Interdepartmental Costs 2,125,686 2,607,419 2,823,760 3,246,297 3,246,297 3,246,297 15.0%
Capital Outlay 387,367 391,298 246,000 270,000 270,000 270,000 9.8%
Total All Category 15,835,333 16,434,225 18,029,164 19,358,113 19,358,113 19,358,113 T4%
Budget By Division
Police Administration 1,160,416 1,057,666 1,685,203 1,690,678 1,690,678 1,690,678 0.3%
Forfeiture-Justice 0 0 50,000 105,741 105,741 105,741 111.5°/0
Forfeiture-Treasury 0 0 0 35,247 35,247 35,247 100.0°/°
Forfeiture-Local 0 0 100,893 10,077 10,077 10,077 -90.0°/0
Police Operations 9,343,870 9,422,433 10,733,295 11,582,456 11,582,456 11,582,456 7.9%
Support Services 5,331,047 5,954,126 5,459,773 5,933,914 5,933,914 5,933,914 8.7%
Total All Division 15,835,333 16,434,225 18,029,164 19,358,113 19,358,113 19,358,113 T4%
Budget by Fund
General Fund-100 15,644,886 16,383,431 17,878,271 19,207,048 19,207,048 19,207,048 7.4%
Criminal Forfeiture Fund-240 190,446 50,794 150,893 151,065 151,065 151,065 0.1%
Total All Fund 15,835,333 16,434,225 18,029,164 19,358,113 19,358,113 19,358,113 7.4%
PAGE 100-CITY OF TIGARD
DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES
The Tigard Police Department is a progressive and professional police organization. The department is
committed to a community policing philosophy and works very closely with the public providing a
wide range of programs and information.We are dedicated police professionals committed to the com-
munity, sensitive to the needs of our citizens while holding ourselves accountable to the highest stand-
ards of excellence and achievement. Our mission is to "Protect and serve all who live,play and work in
Tigard."
There are three divisions within the Police Department,including Administration, Operations,
and Services.
• Administration includes the Chief's office, public information, crime prevention and busi-
ness functions.
• Operations is the uniform patrol and traffic branch. Patrols are divided into three contigu-
ous shifts (Days, Swings and Graveyard) and cover five police districts across the City.
• Services consists of investigations (of both person and property crimes), school resource
officers,records management,property control, and training.
In 2018 the Police Department developed a strategic plan as a blueprint for the next three to five years,
focusing on six strategic priorities:
1. Focus on effective use of data and technology
2. Strengthen community and City relations and partnerships
3. Enhance the professionalism of the department
4. Strengthen our leadership system
5. Build a high engagement culture
6. 6. Build a responsive organization structure that assures efficient and effective deployment
of resources
Each priority includes key objectives and performance indications that will move the Department clos-
er to our vision:
Tigard Police are the guardians of the community. We are an engaged, resilient and progressive department working to
make Tigard safer and more livable.
COMMUNITY SERVICES-PAGE 101
DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES
OBJECTIVE MEASURE FY 16-17 FY 17-18 FY 18-19 FY 19-20
ACTUAL ACTUAL ACTUALS TARGET
Department Dispatched (911) calls
for service 21,352 21,106 22,454 23,000
Department Self-initiated calls
20,522 19,710 20,028 20,000
Department Total calls for service
41,874 40,816 42,482 43,000
Strategic Plan Number of Community
Engagement Event Oc- 80 69 86 85
currences
Stewards of Average Response
public trust Times in minutes: 6.23 6.3 6.23 6.00
Emergency Response
calls
Stewards of Average Response
public trust Times in minutes: Non 10.43 10.45 9.97 10.0
emergency calls / cold
crimes
4: 0 L )
I • -
'T"I ARD
OR
PAGE 102-CITY OF TIGARD
POLICE ADMINISTRATION BUDGET UNIT: 4000
PROGRAM DESCRIPTION:
The Administration Division carries out the mission and vision of the Police Department through
strategic management.The division is dedicated to continuously evaluating the structure,strategies,
and programs of the Police Department in light of crime trends and resource levels as well as,
maintaining,and furthering strategic relationships with other government agencies.Roles and duties
include:
•Police Chief
•Business management
•Administrative support
•Public information and community engagement
The Chief is accountable for the overall success of the department by providing strategic direction
and overseeing all departmental functions and activities. The Chief officially represents the
department internally with the City Manager and Council and externally with partner jurisdictions
and outside agencies. Specifically,the Chief manages two sworn division commanders for the
operational and investigations/services aspects of the department, the nonsworn Confidential
Executive Assistant and the Business Manager. The Chief fosters cooperative working relationships
among city departments as well as external private and public agencies within the region.
The Executive Assistant to the Chief of Police provides executive level administrative support as well
as administers and manages several department-wide processes and programs.These efforts include
assisting the department's coordination with Human Resources on the sworn and non-sworn hiring
processes,the Tigard High School Area parking permit program,Special Event Permits,Social
Gaming and OLCC licenses and the City of Tigard Municipal intrusion alarm permit program.
The Public Information Officer(PIO)and the Community Engagement Program Coordinator work
closely with both traditional and social media daily to disseminate timely and accurate information
regarding the actions and plans of the Tigard Police. They also coordinate citizen involvement events
including the Neighborhood Watch,the Safety Academy,National Night Out,children's safety
classes,Coffee-with-a-Cop,Landlord Training forums as well as the new,"Chat with the Chief",
community outreach events.
The Business Manager provides financial and specialized administrative support to the Chief and
division commanders.The Business Manager coordinates the preparation of the department's annual
budget,facilitates the acquisition of equipment and professional services,applies for and manages
grant funds and monitors the department's overall financial health.
COMMUNITY SERVICES-PAGE 103
POLICE ADMINISTRATION BUDGET UNIT: 4000
PROGRAM RESULTS:
All members of the department are stewards of the public's trust.We demonstrate this in our daily
actions as we are guided by the common principles of our mission,vision,priorities and values:
MISSION
To protect and serve all who live,play and work in Tigard.
VISION
Tigard Police are the guardians of the community.We are an engaged,resilient and progressive
department working to make Tigard safer and more livable.
Strategic Priorities
• Focus on effective use of data and technology
• Strengthen community and city relations and partnerships
• Enhance the professionalism of the department
• Strengthen our leadership system
• Build a high engagement culture
• Build a responsive organization structure that assures efficient and effective deployment of
resources
CORE VALUES
Attitude-Leadership-Integrity-Service-Teamwork
We are committed to building upon these successes as we work to support the city's overall vision
toward becoming"The most walkable community in the Pacific Northwest where people of all ages and abilities
enjoy healthy and interconnected lives."
FULL-TIME EQUIVALENT POSITIONS
2016-2017 2017-2018 2018-2019 2019-2020
Police Chief 1.00 1.00 1.00 1.00
Assistant Police Chief 1.00 0.00 0.00 0.00
Police Captain 1.00 0.00 0.00 0.00
Confidential Executive Assistant 1.00 1.00 1.00 1.00
Crime Analyst 1.00 0.00 0.00 0.00
Public Information Officer 1.00 1.00 1.00 1.00
Business Manager 1.00 1.00 1.00 1.00
Community Engagement Coordinator 0.00 1.00 1.00 1.00
Total FIE 7.00 5.00 5.00 5.00
PAGE 104-CITY OF TIGARD
POLICE ADMINISTRATION BUDGET UNIT: 4000
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
7.00 5.00 5-00 Total FTE 5.00 5.00 i00
444,087 385,340 453,259 51001-Salaries-Management 490,023 490,023 490,023 8.1%
20,226 16,906 31,500 51006-Overtime 25,875 25,875 25,875 -17.9%
464,313 402,246 484,759 Total Personnel Services-Salaries 511898 513,898 51505 6.4%
466 404 501 52001-Unemployment 517 517 517 3.2%
6,944 8,219 9,874 52002-Worker's Compensation 10,532 10,532 10,532 6.7%
33,985 31,045 38,241 52003-Social Security/Medicare 39,466 39,466 39,466 3.2%
3,439 3,024 3,721 52004-Tri-Met Tax 3,888 3,888 3,888 4.5%
77,454 56,122 71,4-6 52005-Retirement 87,025 8-,025 87,025 21.8%
2,861 2,439 3,000 52007-VESA-ER 3,300 3,300 3,300 10.0%
473 281 2,695 52008-Life Ins/ADD/LTD 2,319 2,319 2,319 -14D%
1,350 1,I10 0 52009-Long Term Disability 0 0 0 0.0%
55,924 42,206 54,673 52010-Medical/Dental/Vision 66,137 68,137 68,137 24.6%
7,035 4,648 0 52011-Dental Benefits 0 0 0 0.0'fe
0 0 15,500 52012-Accred Vacation 0 0 0 -1004
189,931 149,498 199,681 Total Personnel Services-Benefits 215,184 215,184 215,184 7.8%
4,095 4,324 7,600 53001-Office Supplies 5,000 5,000 5,000 -342%
16,743 4,714 0 53002-Small Tools&Equipment 0 0 0 0.0%
2,331 3,352 5,000 53003-Fuel 5,000 5,000 5,000 0.0%
6,971 1,922 1,000 53006-Technology Equipment under 55,000 1,000 1,000 1,000 0.0%
30,140 14,312 13,600 Total Supplies 11,000 11,000 11,000 -19.1%
35,955 19,186 37,350 54001-Professional/Contractual Services 30,850 30,850 30,850 -17.4%
1,671 D 0 54003-Legal Fees 0 0 0 0.Dv.
23,588 13,450 11,160 54006-Software License and Maintenance 10,929 10,929 10,929 -2.1%
0 76 2,000 54101-R&hi-Facilities 2,000 2,000 2,000 0.0%
9,691 3,140 10,000 54113-R&hi-Vehicles 10,000 10,000 10,000 0.D%
4,8.54 D 1,000 54114-R&hi-Office Equipment 1,000 1,000 1,000 0.0%
.3,967 4,471 5,000 54205-Utilites-Phone/Pager/Cells 5,000 5,000 5,000 0.0%
1,856 224 3,500 54300-Advertising&Publicity 3,500 3,500 3,500 0.0%
3,969 1,483 1,500 54301-Fees and Charges 1,250 1,250 1,250 -16.7%
1,437 2,022 2,020 54302-Dues&Subscriptions 1,945 1,945 1,945 -3.7%
13,006 10,978 21,000 54303-Professional Development 21,000 21,000 21,000 0.0°/
442 D 1,7.00 54309-Rents and Leases 1,700 1,700 1,700 0.0%
42,022 9,917 17,700 54311-Special Department Expenses 17,700 17?00 17,700 0.0%
142,438 64,942 113,930 Total Services 106,874 106,874 106,874 -6.2%
0 34,445 0 56003-Vehicles 0 0 0 0.0%
675 766 0 56004-Computer Hardware and Software 0 0 0 0.0%
675 35,211 0 Total Capital Improvement 0 0 0 0.0%
COMMUNITY SERVICES-PAGE 105
POLICE ADMINISTRATION BUDGET UNIT: 4000
Police Administration BUDGET UNIT: 4000
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
34,625 39,842 6,119 58100-Indirect Charges-City Management 16,947 16,947 16,947 177.0%
21,504 22,813 17,155 58110-Indirect Charges-Human Resources 19,086 19,086 19,086 11.3%
12,546 14,300 4,487 58120-Indirect Charges-Risk Management 8,473 8,473 8,473 88.8%
35,783 32,447 8,026 58130-Indirect Charges-Office Services 16,127 16,127 16,127 100.9%
16,072 16,716 19,599 58150-Indirect Charges-Records 5,102 5,102 5,102 -74.0%
0 15,000 3,482 58160-Indirect Charges-City Attorney 6,191 6,191 6,191 77.8%
1,795 2,676 4,312 58200-Indirect Charges-Finance 12,159 12,159 12,159 182.0%
Administration
26,638 32,923 20,929 58210-Indirect Charges-Financial Operations 20,810 20,810 20,810 -0.6%
107,573 136,453 682,626 58230-Indirect Charges-Technology 618,736 618,736 618,736 -9.4%
2,339 1,709 1,488 58250-Indirect Charges-Contracts and 1,097 1,097 1,097 -26.3%
Purchasing
2,871 2,914 15,550 58630-Indirect Charges-Fleet Maintenance 18,662 18,662 18,662 20.0%
71,174 71,614 89,460 58640-Indirect Charges-Property Managemet 98,332 98,332 98,332 9.9°/i
332,920 389,407 873,233 Total Internal Services 841,722 841,722 841,722 -3.6%
,160,417 1,055,616 1,6s Total Police Administration ,678 0.3%
t I
Crash&Red light Violation Data. il , _
81334'::.';. _ _.0.,
u ' G 42I‘/
A® 239 i
Tigard •
lil
V I .R
r
9 1448 "�
- .c-
. . . .. .... .....J till •�
__....- ..., t to
Tigard Police Department puts on several community information events annually. They also have fireside chats with the
Chief several times throughout the year.
PAGE 106-CITY OF TIGARD
POLICE OPERATIONS BUDGET UNIT: 4100
PROGRAM DESCRIPTION:
The Operations Division Commander designs and implements plans for proactive anticrime,traffic
safety patrols,public service,and administrative support activities for all day-to-day operations and
emergency responses. The Commander formulates policies,goals and objectives and administers
the department's budget.The primary duties of the Commander include day-to-day management of
the Operations Division,including the coordination of activities with other city departments and law
enforcement agencies.The Commander fosters cooperative working relationships among city
departments as well as external agencies and provides professional assistance to the Chief,sewing as
second in command when designated.
The Operations Division is responsible for follow-up investigation of misdemeanor,traffic crimes,
and certain felony crimes. This division is comprised of uniformed Patrol,Traffic Safety Officers
and Canine Unit.
Patrol is the backbone of any police department,deploying first responders to calls for service and
emergencies.The Patrol division consists of 34 officers and six patrol sergeants working in three
shifts providing coverage 24 hours a day,365 days a year. When not responding to calls for service,
officers proactively patrol the city to enforce traffic safety laws,deter and apprehend those
committing crimes,and to connect with citizens and business owners in community-based policing
efforts that work toward the District Officer concept. The practice of assigning officers to districts
over a long period of time enhances their knowledge of geographic specific problems related to
safety and security of Tigard's neighborhoods.Current staffing levels have greatly constrained the
department's ability to deploy this approach consistently.
The department has one sergeant and up to five outsourced officers assigned to TriMet as part of the
interagency Transit Police Division under the direction of the Portland Police Bureau. Transit
officers patrol bus,MAX and WES lines throughout the Portland metropolitan TriMet region.The
salaries and benefits of these positions are fully reimbursed by TriMet.
Patrol also includes the Reserve Officer program,which is comprised of volunteer officers who are
trained and certified to supplement patrol officer efforts as directed.The department recently
expanded the Reserve program to focus on a bridge for volunteers who have aged out of the Cadet
program.The revamped program provides continuity with the department while participants gain
additional life experience and ensuring that their law enforcement skills do not diminish.Two current
patrol officers are former Cadets and several officers and supervisors are former Reserve Officers.
Traffic Safety Unit is comprised of three motorcycle officers who focus almost exclusively on
making Tigard's roadways safe for residents and visitors alike by enforcing state and local traffic laws
and providing a visible deterrence to poor driving habits. The Traffic officers are all trained to
investigate and determine causal factors for crashes that occur on the roadway,with specialized skills
including reconstruction and analysis of roadway and driving conditions. Officers conduct focused
enforcement campaigns throughout the year,including school zone and crosswalks,safety belt and
distracted driving,impaired driving and speeding,in addition to regularly patrolling the city's arterials,
corridors and highways.The unit is supported by two non-sworn Community Service Officers who
assist with traffic control,abandoned vehicles,equipment procurement and special events logistics.
Tigard's photo enforcement program is managed within the Traffic Unit.
COMMUNITY SERVICES-PAGE 107
POLICE OPERATIONS BUDGET UNIT: 4100
Canine Unit Tigard has two canine teams consisting of specially trained officers and two police
dogs.Together,they track,locate and apprehend suspects throughout Tigard and in support of other
jurisdictions across Washington County.In 2018,one K9 team was duel certified in narcotics
detection.The unit is in operation seven days a week.
PROGRAM RESULTS:
The Operations Division carries out the mission,vision and goals of the Police Department by:
• Providing rapid response to Priority 1 and 2 calls for service as well as non-emergency
responses to routine calls for service
• Problem solving and addressing community concerns and working in partnership with
citizens,businesses and neighboring agencies
Responding to emergency calls and engaging in community policing(self-initiated calls) are the most
direct ways that we interact with and are evaluated by the public.As the City of Tigard continues to
grow,our ability to deliver these services has become constrained.
Due to the remoteness of River Terrace,the department continues to be concerned about providing
adequate patrols to this area during the construction period as well as after development is complete.
In addition to this projected growth, there are other developments in progress increasing the density
and traffic volume across the city.Response times for calls for service are expected to continue
increasing as a result.
Over the past two years,the department has seen a significant increase in calls regarding societal and
quality of life issues. Calls related to issues surrounding homelessness,mental illness and drug
addiction all fall under the banner of"behavior health incidents"and make up approximately 57%of
a patrol officer's call loads.When an officer responds an incident and believes that the person is a
potential threat to themselves or the community,the individual may need to be transported to a
mental health facility for emergency evaluation and intervention.An officer may be off the road for
up to three hours for each of these instances.
Officers'time available to conduct self-initiated calls and implement`community policing projects'
continues to diminish. Self-initiated calls,the cornerstone of Problem Oriented Policing,include any
proactive action an officer takes in order to evaluate and address community concerns in a timely
manner before they develop into more serious problems.Examples include traffic stops,trail and
pathway patrols,security checks and other livability issues.Problem Oriented Policing projects are
often created in order to help a neighborhood address livability issues such as chronic nuisance
locations which can negatively impact neighborhood safety as well as place a drain on city resources.
FULL-TIME EQUIVALENT POSITIONS
2016-2017 2017-2018 2018-2019 2019-2020
Police Commander 0.00 1.00 1.00 1.00
Police Lieutenant 2.00 2.00 2.00 2.00
Police Sergeant 7.00 6.00 7.00 8.00
Police Officer 42.00 43.00 42.00 42.00
Community Service Officer 2.00 2.00 2.00 2.00
Total NTE 53.00 54.00 54.00 55.00
PAGE 108-CITY OF TIGARD
POLICE OPERATIONS BUDGET UNIT: 4100
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
53.00 54.00 55.00 Total F 1}. 55.00 55.00 55.00
981,789 999,008 1,082,876 51001-Salaries-Management 1,276,001 1,276,001 1,276,001 17.8%
2,856,123 2,933,651 3,215,116 51003-Salaries-Police 3,334,295 3,334,295 3,334,295 3.7%
585,877 380,008 556,854 51006-Overtime 558,900 558,900 558,900 0.4%
231,689 276,520 256,467 51007-Incentive Pay 305,175 305,175 305,175 19.0%
4,655,478 4,589,186 5,111,313 Total Personnel Services-Salaries 5,474,371 5,474,371 5,474,371 7.1%
4,661 4,592 5,181 52001-Unemployment 5,480 5,480 5,480 5.8%
117,505 146,779 140,055 52002-Worker's Compensation 185,578 185,578 185,578 32.5%
347,566 345,847 396,146 52003-Social Security/Medicare 416,532 416,532 416,532 5.1%
34,437 34,389 38,611 52004-Tri-Met Tax 41,249 41,249 41,249 6.8%
840,843 1,009,847 1,270,082 52005-Retirement 1,429,611 1,429,611 1,429,611 12.6%
44,539 44,304 47,775 52007-VEBA-ER 49,200 49,200 49,200 3.0%
2,747 2,564 10,894 52008-Life Ins/ADD/LTD 7,191 7,191 7,191 -34.0%
6,019 6,179 0 52009-Long Tenn Disability 0 0 D 0.0%
893,400 805,097 942,853 52010-Medical/Dental/Vision 976,400 976,400 976,400 3.6%
93,702 90,185 0 52011-Dental Benefits 0 0 0 0.0%
0 0 86,325 52012-Accrued Vacation 0 0 0 -100.0%
2,385,419 2,489,781 2,937,922 Total Personnel Services-Benefits 3,111,241 3,111,241 3,111,241 5.9%
18,415 16,646 14,125 53001-Office Supplies 14,125 14,125 14,125 0.0%
174,919 32,554 126,518 53002-Small Tools&Equipment 106,350 106,350 106,350 -15.9%
63,019 85,860 100,000 53003-Fuel 100,000 100,000 100,000 0.0%
39,647 45,572 43,200 53005-Ammunition and Range Supplies 43,200 43,200 43,200 0.0%
132,590 157,754 162,670 53006-Technology Equipment under$5,000 68,545 68,545 68,545 -57.9%
428,590 338,386 446,513 Total Supplies 332,220 332,220 332,220 -25.6%
10,440 35,321 289,485 54001-Professional/Contractual Services 468,3(X) 468,300 468,300 61.8%
795 0 5,000 54003-Legal Fees 5,000 5,000 5,000 0.0%
30,367 23,975 49,825 54006-Software License and Maintenance 53,050 53,050 53,050 6.5%
2,110 3,023 1,000 54101-R&M-Facilities 1,000 1,000 1,000 0.0%
84,313 79,655 85,000 54113-R&M-Vehicles 85,000 85,000 85,000 0.0%
2,989 0 1,000 54114-R&M-Office Equipment 1,000 1,000 1,000 0.0%
47,745 43,172 58,000 54205-Utilites-Phone/Pager/Cells 58,000 58,000 58,000 0.0%
0 106 0 54300-Advertising&Publicity 0 0 0 0.0°/s
14,523 8,379 14,600 54301-Fees and Charges 16,100 16,100 16,100 10.3%
1,011 718 2,390 54302-Dues&Subscriptions 2,400 2,400 2,400 0.4%
28,941 30,660 46,890 54303-Professional Development 49,500 49,500 49,500 5.6%
1,228 1,276 2,000 54306-Credit Card Fees 2,000 2,000 2,000 0.0%
88,732 69,527 73,965 54311-Special Department Expenses 72,500 72,500 72,500 -2.0%
313,194 295,812 629,155 Total Services 813,850 813,850 813,850 29.4%
261,940 323,732 246,000 56003-Vehicles 270,000 270,000 270,000 9.8%
19,052 0 0 56004-Computer Hardware and Software 0 0 0 0.0%
280,992 323,732 246,000 Total Capital Improvement 270,000 270,000 270,000 9.8%
COMMUNITY SERVICES-PAGE 109
POLICE OPERATIONS BUDGET UNIT: 4100
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
172,160 209,742 81,082 58100-Indirect Charges-City Management 166,128 166,128 166,128 104.9%
150,531 159,690 171,820 58110-Indirect Charges-Human Resources 197,368 197,368 197,368 14.9%
189,141 215,182 91,998 58120-Indirect Charges-Risk Management 121,484 121,484 121,484 32.1%
29,364 24,484 106,342 58130-Indirect Charges-Office Services 174,177 174,177 174,177 63.8%
O 0 7,280 58150-Indirect Charges-Records 55,099 55,099 55,099 656.9%
O 0 46,139 58160-Indirect Charges-City Attorney 66,868 66,868 66,868 44.9%
11,270 16,800 183,982 58200-Indirect Charges-Finance 80,233 80,233 80,233 -56.4%
Administration
87,775 113,598 102,500 58210-Indirect Charges-Financial Operations 101,895 101,895 101,895 -0.6%
159,378 257,066 99,801 58230-Indirect Charges-Technology 79,315 79,315 79,315 -20.5%
20,202 11,683 5,456 58250-Indirect Charges-Contracts and 4,023 4,023 4,023 -26.3%
Purchasing
106,731 108,295 217,702 58630-Indirect Charges-Fleet Maintenance 261,269 261,269 261,269 20.0%
247,123 248,648 248,290 58640-Indirect Charges-Property Managemet 272,915 272,915 272,915 9.9%
1,173,675 1,365,188 1,362,392 Total Internal Services 1,580,774 1,580,774 1,580,774 16.0%
9,237,348 9,402,085 10,733,29 otal Police Operations 11,582,456 11,582,456 11,582,456
A small portion of the three Police divisions (Administration, Operations and Support Services) are
funded from asset forfeiture proceeds,which are primarily derived from the seizure of property used in
criminal activity. Resources received from the federal government are part of a cost-sharing formula
governed by the U.S. Department of Justice. Each separate revenue source (Federal Justice, Federal
Treasury and Local) must be accounted for separately and have strict spending guidelines. The fund is
subject to federal audit standards. The following schedules comprise the Police use of the Forfeiture
Fund.
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
Total FTE
O 2,050 0 54001-Professional/Contractual Services 0 0 0 0.0%
O 2,050 0 Total Services 0 0 0 0.0'0
2,050 Total Police Administration 0 MI
0 0.0%
iMMI M
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
Total FTE
15,686 27,281 0 53002-Small Tools 8c Equipment 0 0 0 0.0%
15,686 27,281 0 Total Supplies 0 0 0 0.0%
0 250 0 54303-Professional Development 0 0 0 0.0%
1,900 866 0 54311-Special Department Expenses 0 0 0 0.0%
1,900 1,116 0 Total Services 0 0 0 0.0%
66,338 0 0 56003-Vehicles 0 0 0 0.0%
66,338 0 0 Total Capital Improvement 0 0 0 0.0%
83,924 28,396 Total Support Services 0 0
PAGE 110-CITY OF TIGARD
POLICE OPERATIONS BUDGET UNIT: 4100
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
Total FTE
106,523 20,348 0 53002-Small Tools&Equipment 0 0 0 0.0°°
106,523 20,345 0 Total Supplies 0 0 0 0.0'0
106,523 20,348 0 Total Police Operations 0 0.0%
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
Total FTE
0 0 0 53002-Small Tools&Equipment 35,000 35,000 35,000 100.0%
0 0 0 Total Supplies 35,000 35,000 35,000 100.0%
0 0 0 58200-Indirect Charges-Finance 247 247 247 100.0%
Administration
0 0 0 Total Internal Services 24- 247 247 100.0%
Total Forfeiture-Treasury 35,247 35,247
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
TotalF1E
0 0 50,000 53002-Small Tools&Equipment 55,000 55,000 55,000 10.0%
0 0 50,000 Total Supplies 55,000 55,000 55,000 10.0%
0 0 0 54311-Special Department Expenses 50,000 50,000 50,000 100.0%
0 0 0 Total Services 50,000 50,000 50,000 100.0%
O 0 0 58200-Indirect Charges-Finance 741 741 741 100.0%
Administration
O 0 0 Total Internal Services -41 741 741 100.0%
Total Forfeiture-Justice 105,741 105,741 105,741 111.5%
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
Total Fiji
O 0 100,000 53002-Small Tools&Equipment 10,000 10,000 10,000 -90.0%
O 0 0 53006-Technology Equipment ruder$5,000 0 0 0 0.0%
O 0 100,000 Total Supplies 10,000 10,000 10,000 -90.0%
O 0 0 54001-Professional/Contractual Services 0 0 0 0.0%
O 0 0 Total Services 0 0 0 0.0°/a
O 0 893 58200-Indirect Charges-Finance - 7, 77 -91.4%
Administration
0 0 893 Total Internal Services -- -- 77 -91.4%
O 0 100,893 Total Forfeiture-Local 10,077 10,077 10,
COMMUNITY SERVICES-PAGE 111
POLICE SUPPORT SERVICES BUDGET UNIT: 4200
PROGRAM DESCRIPTION:
The Services Division Commander directs the planning,organizing,management and oversight for
the investigative and strategic objectives of the division and the department as assigned by the Chief
of Police.Supported by a mid-level manager in the administration of the Services division and
providing oversight of professional standards,policy review and development,hiring,promotions
and positional selections,all facets of training,audit and inspection functions,and emergency
management for the department.The Commander fosters cooperative working relationships among
city departments as well as external partner agencies and provides professional assistance to the
Chief,serving as second in command when designated.
This division is comprised of sworn and non-sworn professional staff as detailed below.
Criminal Investigations Unit (CIU).The five detectives and sergeant in the CIU primarily
investigate serious crimes against persons including investigations of all manners of death,assault,
arson in collaboration with fire investigators,sex abuse,child abuse,hate crime,elder abuse,rape,
pattern burglary,major theft,fraud and computer crimes,as well as cases that require specialized
training and experience. The CIU detectives are assigned other criminal investigations that are
beyond the abilities of the patrol officers do to their scope,duration and/or complexity.
Commercial Crimes Unit(CCU).The three detectives and sergeant in CCU use a team-oriented
policing partnership specifically addressing commercial and business crimes,particularly in the
expanding occurrences of organized retail crime. CCU meets this objective by conducting focused,
proactive investigations;providing training and educational opportunities to local businesses,and
working directly with business owners to reduce their security risks.
In addition to the full time detectives assigned to CCU,the department has an out-sourced detective
working as a federally commissioned Task Force Officer with a regional interagency team:
Drug Enforcement Administration's regional task force.
School Resource Officers (SROs).The two SROs serve the Tigard-Tualatin School District 1.0
FIE dedicated to Tigard High School and 1.0 VIE assigned to the middle schools and elementary
schools -by visibly interacting with staff and students in the high school,and the middle schools
taking the lead on any criminal matters,also providing a visible presence at certain after-school
events.The SROs provide investigative assistance to the Operations Division on matters involving
schools,investigate reports of child abuse and neglect,and conduct follow-up investigations relating
to school-age missing persons. SROs teach child safety and informational classes as requested,
participate in behavioral and conduct early intervention meetings led by the school staff,and guide
post incident reunification.The SROs also manage the department's Cadet Program which provides
young people between the ages of 16 and 20 the opportunity to volunteer and explore a potential
career in law enforcement.
Crime Analysis.The Crime Analyst researches,collects and analyzes timely information to assist
officers and detectives detecting crime patterns and solving crimes within the city and throughout the
region. The Crime Analyst supports management's efforts to allocate resources appropriately and
effectively by providing tactical and strategic analysis. The analyst collaborates with law enforcement
partners to ensure regional anti-crime efforts are coordinated through information sharing.
PAGE 112-CITY OF TIGARD
POLICE SUPPORT SERVICES BUDGET UNIT: 4200
Records Management Unit (RMU).The unit supervisor ensures the five specialists support sworn
personnel by providing timely information used in the apprehension and prosecution of criminals.
Records specialists process internal and external records requests as well as manage data with various
law enforcement records management systems,processing traffic citations, field interrogations cards,
false alarm notifications,incident cards and liquor license applications.The records management unit
also conducts records retention reviews,release of records,and destruction of public records in
compliance with applicable laws and policies. The unit supervisor ensures the departments'members
meet all required training and credential changes for the various criminal and motor vehicle access
points, and compliance with Criminal Justice Information System standards. The RMU is the store
front of the police department,and endeavors to serve the citizens in a professional and informative
manner whether by phone,electronically or in person at the counter.
Property and Evidence section.The two specialists record and maintain the chain of custody for
evidence and found property, ensuring the proper release of items to owners,and manage the
destruction of evidence per statute of limitations and court orders. The unit supports all sworn
personnel with the release of evidence for court presentations.
PROGRAM RESULTS:
The Services Division's goal is to fully support the enforcement operations of the department.
Support is provided directly by investigating complex or pattern crimes, storing,retaining and
processing evidence and departmental records,providing focused analytical support,other
administrative and specialized support.
During the FY 2018-19 budget year, the Services Division eliminated a lieutenant position to meet
budget reduction goals while still successfully spearheading several major department-wide initiatives:
• Implementation of a new Police Records Management System
• Deployment and integration of several new pieces of technology,to include new in-car laptops
for patrol
• Obtaining accreditation through the Oregon Accreditation Alliance
• Implementation of an on-line police reporting for citizens
The department has transitioned toward a focus on leveraging data and technology to increase
efficiency and effectiveness. Toward that end, Services staff has recommended key performance
indicators that are being evaluated to allow the Chief an assessment of resource allocation to meet
the needs of the growing community and changes in crime patterns regionally.
COMMUNITY SERVICES-PAGE 113
POLICE SUPPORT SERVICES BUDGET UNIT: 4200
FULL-TIME EQUIVALENT POSITIONS
2016-2017 2017-2018 2018-2019 2019-2020
Police Commander 0.00 1.00 1.00 1.00
Police Lieutenant /00 100 1.00 1.00
Crime Analyst 0.00 LOO 1.00 1.00
Police Services Administrative Specialist (100 0.00 0.00 1.00
Police Sergeant 100 100 100 2.00
Police Officer 14.00 13.00 11.00 11.00
Police Records Supervisor 1.00 1.00 1.00 1.00
Police Records Specialist 5.00 5M0 5.00 5.00
Property Evidence Specialist 100 100 100 2.00
Youth Services Program Specialist 0.50 0.50 0.50 0.00
Detective Secretary 1.00 1.00 1.00 0.00
Total FTE 27.50 29.50 25.50 25.00
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
27.50 29.50 25.50 Total FTE 25.00 25.00 25.00
629,527 790,455 615,516 51001-Salaries-Management 687,185 687,185 687,185 11.6%
1,395,462 1,434,219 1,306,982 51003-Salaries-Police 1,328,641 1,328,641 1,328,641 1.7%
19,283 8,811 25,000 51005-Part Time-Temporary 25,875 25,875 25,875 3.5%
222,864 227,029 306,632 51006-Overtime 326,682 326,682 326,682 6.5%
183,102 211,770 204,839 51007-Incentive Pay 190,791 190,791 190,791 -6.9%
2,450,238 2,672,284 2,458,969 Total Personnel Services-Salaries 2,559,174 2,559,174 2,559,174 4.1%
2,460 2,684 2,535 52001-Unemployment 2,565 2,565 2,565 1.2%
51,654 64,674 48,774 52002-Worker's Compensation 69,995 69,995 69,995 43.5%
185,107 202,465 193,571 52003-Social Security/Medicare 195,815 195,815 195,815 12%
18,179 20,101 18,879 52004-Tri-Met Tax 19,320 19,320 19,320 2.3%
433,893 562,621 553,440 52005-Retirement 596,509 596,509 596,509 7.8%
24,029 24,556 23,100 52007-VEBA-ER 21,900 21,900 21,900 -5.25'o
1,230 1,443 5,714 52008-Life Ins/ADD/LTD 3,927 3,927 3,927 -31.3%
3,597 3,895 0 52009-Long Term Disability 0 0 0 0.0%
461,595 443,942 431,281 52010-Medical/Dental/Vision 494,834 494,834 494,834 14.7%
48,584 51,425 0 52011-Dental Benefits 0 0 0 0.0%
0 0 55,086 52012-Accrued Vacation 0 0 0 -100.0%
1,230,328 1,377,805 1,332,380 Total Personnel Services-Benefits 1,404,865 1,404,865 1,404,865 5.4%
PAGE 114-CITY OF TIGARD
POLICE SUPPORT SERVICES BUDGET UNIT: 4200
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY19
21,144 14,380 36,250 53001-Office Supplies 23,100 23,100 23,100 -36.3%
31,789 35,313 22,140 53002-Small Tools&Equipment 35,500 35,500 35,500 60.3%
21,091 21,864 35,000 53003-Fuel 35,000 35,000 35,000 0.0%
1,833 2,200 0 53006-Technology Equipment under$5,000 15,004 15,000 15,000 100.0%
75,857 73,757 93,390 Total Supplies 108,600 108,600 108,600 16.3%
645,056 736,509 758,757 54001-Professional/Contractual Services 804,914 804,914 804,914 6.1%
42 0 0 54003-Legal Fees 0 0 0 0.0%
27,700 59,457 60,720 54006-Software License and Maintenance 59,220 59,220 59,220 -2.5%
168 0 0 54101-R&M-Facilities 0 0 0 0.0%
32,668 23,476 35,000 54113-R&M-Vehicles 35,000 35,000 35,000 0.0%
10,470 0 1,000 54114-R&M-Office Equipment 1,000 1,000 1,000 0.0%
18,944 16,241 30,000 54205-Utilites-Phone/Pager/Cells 30,000 30,000 30,000 0.0%
1,323 248 1,500 54300-Advertising&Publicity 1,000 1,000 1,000 -33.3%
7,130 2,486 1,000 54301-Fees and Charges 1,100 1,100 1,100 10.0%
5,760 964 2,975 54302-Dues&Subscriptions 2,255 2,255 2,255 -24.2%
31,608 34,710 42,240 54303-Professional Development 44,000 44,000 44,000 4.2%
36,089 29,145 33,000 54309-Rents and Leases 38,400 38,400 38,400 16.4%
15,290 13,468 21,600 54311-Special Department Expenses 21,650 21,650 21,650 0.2%
832,248 916,705 987,792 Total Services 1,038,539 1,038,539 1,038,539 5.1%
32,968 31,737 0 56003-Vehicles 0 0 0 0.0%
6,394 618 0 56004-Computer Hardware and Software 0 0 0 0.0%
39,362 32,355 0 Total Capital Improvement 0 0 0 0.0%
103,271 125,834 53,545 58100-Indirect Charges-City Management 93,810 93,810 93,810 75.2%
87,554 92,881 97,623 58110-Indirect Charges-Human Resources 90,553 90,853 90,853 -6.9%
48,350 55,162 31,285 58120-Indirect Charges-Risk Management 40,226 40,226 40,226 28.6%
24,490 20,081 70,226 58130-Indirect Charges-Office Services 87,088 87,088 87,088 24.0%
0 0 4,807 58150-Indirect Charges-Records 27,550 27,550 27,550 473.1%
0 0 30,470 58160-Indirect Charges-City Attorney 33,435 33,435 33,435 9.7%
7,079 10,552 29,775 58200-Indirect Charges-Finance 175,820 175,820 175,820 490.5%
Administration
68,879 87,397 55,473 58210-Indirect Charges-Financial Operations 56,611 56,611 56,611 2.1%
245,783 429,640 94,820 58230-Indirect Charges-Technology 74,267 74,267 74,267 -21.7%
7,700 4,911 0 58250-Indirect Charges-Contracts and 0 0 0 0.0%
Purchasing
25,985 26,366 119,218 58630-Indirect Charges-Fleet Maintenance 143,076 143,076 143,076 20.0%
619,091 552,824 587,242 Total Internal Services 822,736 822,736 822,736 40.1%
5,247,124 5,925,730 5,459,773 Total Support Services 5,933,914 5,933, ,933,
COMMUNITY SERVICES-PAGE 115
LIBRARY ORGANIZATION
Library
I
I I I I
Administration Circulation Reader Services Technical Services
FY 2017 FY 2018 FY 2019 FY 2020 FY 2020 FY 2020 2020 Adopted
Actual Actual Revised Proposed Approved Adopted vs.2019 Revised
Description
Number of Positions 39.70 40.90 38.80 39.20 3910 39.20 1.0%
Budget By Category
Personnel Services 3,042,097 3,235,984 3,423,160 3,457,188 3,457,188 3,457,188 1.0%
Materials&Services 636,532 593,877 591,237 622,049 622,049 622,049 5.2%
Interdepartmental Costs 1,906,670 1,914,726 2,234,923 2,331,140 2,331,140 2,331,140 4.3%
Capital Outlay 65,068 5,961 12,300 10,700 10,700 10,700 -13.0%
Total All Category 5,650,367 5,750,548 6,261,620 6,421,078 6,421,078 6,421,078 2.5%
Budget By Division
Library Administration 756,066 717,405 815,827 837,042 837,042 837,042 2.6%
Reader Services 2,693,060 2,728,379 2,771,680 2,916,903 2,916,903 2,916,903 5.2%
Technical Services 727,343 698,762 752,249 788,204 788,204 788,204 4.8%
Circulation 1,473,899 1,606,002 1,921,864 1,878,929 1,878,929 1,878,929 -2.2%
Total All Division 5,650,367 5,750,548 6,261,620 6,421,078 6,421,078 6,421,078 2.5%
Budget by Fund
General Fund-100 5,650,367 5,750,548 6,261,620 6,421,078 6,421,078 6,421,078 2.5%
Criminal Forfeiture Fund-240 0 0 0 0 0 0 110%
Library Donations and Bequests 0 0 0 0 0 0 110%
Total All Fund 5,650,367 5,750,548 6,261,620 6,421,078 6,421,078 6,421,078 2.5%
PAGE 116-CITY OF TIGARD
DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES
The mission of the Tigard Public Library is to serve the Tigard community by promoting reading,
providing access to information, fostering lifelong learning, and encouraging the development of well-
rounded
ellrounded and engaged citizens.
We are dedicated library professionals who assist patrons in finding the information they seek through
access to a diverse and vibrant selection of materials in both physical and digital formats.We offer pro-
grams for all ages on a broad array of topics and interests, and we provide free access to computers, the
Internet, and quiet study spaces for all visitors.
The four divisions within the Library Department are:
• Administration,which includes the Director's office, communications, and volunteer coor-
dination.
• Readers Services,which provides professional assistance in using the Library's resources,
selects and maintains library materials, and plans programming to meet the community's
needs.
• Technical Services,which orders and processes all physical items in the library collections,
creates and maintains accurate catalog records for each item, and ensures that all materials
are findable and usable by our patrons.
• Circulation,which manages the movement of library materials within the building and
throughout the cooperative, helps new patrons learn how to use our services, and provides
the first face of excellent customer service when patrons enter the building.
OBJECTIVE MEASURE FY 16-17 FY 17-18 FY 18-19 FY 19-20
ACTUAL ACTUAL REVISED TARGET
Support Strategic Active Cardholders 31,815 30,961 32,000 34,000
Plan _
Good stewards Physical Collections 238,340 236,587 231,000 235,000
of city resources Size _
Good stewards Turnover Rate: number 4.96 5.18 5.30 5.53
of city resources of materials checked 1,182,851/ 1,226,191/ 1,225,000/ 1,300,000/
out relative to the size 238,340 236,587 231,000 235,000
of the collection
Good stewards Total Circulation 1,230,085 1,227,561 1,225,000 1,300,000
of city resources (Physical&E-Content)
Support Strategic Total Patron Visits 349,333 343,056 350,000 375,000
Plan
Good stewards Wi-Fi Sessions 223,375 54,050 55,000 56,000
of city resources
Good stewards Volunteer Hours / 18,800/9.0 19,750/9.5 19,750/9.5 20,000/10
of city resources FTE Equivalent
Support Strategic Program/School Visit 29,000 29,500 30,000 31,000
Plan Attendance
COMMUNITY SERVICES-PAGE 117
LIBRARY ADMINISTRATION BUDGET UNIT: 5000
PROGRAM DESCRIPTION:
The Tigard Library acquires,organizes and provides customer assistance in accessing materials,data
and services to meet the informational,educational and recreational needs of the community. The
library fosters life-long learning with an array of programs and services to encourage development of
well-rounded citizens.
Library Administration oversees the operations of the library. It manages volunteer and public
information activities. Both volunteer and public information efforts were essential in managing the
impacts of dosing on Thursdays. The public information arm of the division spearheaded the
successful library levy information campaign for Tigard voters.Volunteers are instrumental in
providing timely shelving after the automated check-in system was installed. The public information
function informs the public and the media about changes in operations,programs and services,such
as re-opening on Thursdays.
Library publications have informed patrons about library services. With emerging technologies
altering the ways people get information,the library has incorporated online resources into its
promotional efforts,including Facebook,Twitter and a monthly online newsletter sent to 28,000
library cardholders.
The volunteer program relied on 425 people to provide services to the library. The volunteer corps
is as diverse as our community,ranging in ages from pre-teens to seniors. New volunteers are
sometimes unemployed or looking for new jobs. Volunteering helps them learn new skills,feel
productive and improve their resumes.
Library Administration is the liaison between the Friends of the Tigard Library, the Tigard Library
Foundation and library staff. The Friends continued their generous contributions to enable the
library to provide a robust variety of programs,as well as provide books and other materials for
children's and teens'book discussion groups.The Library Foundation has been reinvigorated and has
engaged in long-term planning efforts for the library.
PROGRAM RESULTS:
•The library serves the Tigard community by promoting reading and providing materials in all
formats to meet residents'informational,cultural,educational and recreational needs.
•The library provides both traditional print resources and e-books and other digital resources.
•The Tigard community supports and participates in library programs and services.
• Internal and external customers receive efficient and timely service.
•The library plays an important role in helping people become knowledgeable and keep current
in a fast-paced,information-driven society.
•The community can become closely involved in the library through its volunteer program.
•The library offered several programs to support the City's Strategic Plan's goals related to
walkability and helping people connect to the city and each other.
PAGE 118-CITY OF TIGARD
LIBRARY ADMINISTRATION BUDGET UNIT: 5000
FULL-TIME EQUIVALENT POSITIONS
2016-2017 2017-2018 2018-2019 2019-2020
Library Volunteer Coordinator 0.80 0.80 0.80 0.80
Library Communications Coordinator 0.80 0.80 (180 0.80
Library Director LOU 1.00 L00 1.00
Confidential Executive Assistant LOU LOU L00 LOU
Total F 1'h 3.60 3.60 3.60 3.60
The Tigard Library is the largest lender of materials to other Washington County libraries, which includes books, CDs
and DVDs. They have been the highest net lender for six years in a row, which is a testament as to how robust is their
collection
COMMUNITY SERVICES-PAGE 119
LIBRARY ADMINISTRATION BUDGET UNIT: 5000
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
3.60 3.60 3.60 Total}1E 3.60 3.60 3.60
263,481 302,507 316,707 51001-Salaries-Management 326,606 326,606 326,606 3.1%
263,481 302,507 316,707 Total Personnel Services-Salaries 326,606 326,606 326,606 3.1%
264 303 314 52001-Unemployment 326 326 326 3.8%
736 -197 774 52002-Worker's Compensation 583 583 583 -24.7%
19,868 23,267 24,222 52003-Social Security/Medicare 24,985 24,985 24,985 32%
1,952 2,272 2,355 52004-Td-Met Tax 2,462 2,462 2,462 4.5%
32,648 41,658 46,536 52005-Retirement 45,725 45,725 45,725 -1.7%
2,236 2,414 2,400 52007-VEBA-ER 2,400 2,400 2,400 0.0%
865 1,020 2,156 52008-Life Ins/ADD/LTD 2,196 2,196 2,196 1.9%
702 965 0 52009-Long Term Disability 0 0 0 0.0%
24,097 26,727 31,308 52010-Medical/Dental/Vision 33,734 33,734 33,734 7.7%
2,797 3,024 0 52011-Dental Benefits 0 0 0 0.0%
86,165 101,455 110,065 Total Personnel Services-Benefits 112,411 112,411 112,411 2.1%
8,263 2,863 10,000 53001-Office Supplies 10,000 10,000 10,000 0.0%
1,072 0 1,000 53002-Small Tools&Equipment 1,500 1,500 1,500 50.0%
92 201 200 53003-Fuel 300 300 300 50.0%
8,620 9,730 0 53008-Library Contribution Materials 0 0 0 0.0%
18,047 12,794 11,200 Total Supplies 11,800 11,800 11,800 5.4%
1,214 0 50,025 54001-Professional/Contractual Services 6,000 6,000 6,000 -88.0%
5,357 0 0 54003-Legal Fees 0 0 0 0.0%
422 0 0 54101-R&M-Facilities 0 0 0 0.0%
154 13 1,500 54113-R&M-Vehicles 1,500 1,500 1,500 0.0%
190 137 1,000 54114-R&M-Office Equipment 1,000 1,000 1,000 0.0%
1,888 1,814 2,500 54205-Utilites-Phone/Pager/Cells 2,500 2,500 2,500 0.0%
0 3,075 1,500 54300-Advertising&Publicity 1,500 1,500 1,500 0.0%
12 0 2,500 54301-Fees and Charges 2,500 2,500 2,500 0.0%
1,718 1,133 2,000 54302-Dues&Subscriptions 2,000 2,000 2,000 0.0%
1,833 300 6,000 54303-Professional Development 8,200 8,200 8,200 36.7%
2,620 1,281 3,500 54306-Credit Card Fees 3,500 3,500 3,500 0.0%
3,094 2,803 3,500 54309-Rents and Leases 3,500 3,500 3,500 0.0%
38,736 6,183 37,200 54311-Special Department Expenses 71,000 71,000 71,000 90.9%
57,238 16,738 111,225 Total Services 103,200 103,200 103,200 -7.2%
62,450 5,312 10,000 56004-Computer Hardware and Software 5,000 5,000 5,000 -50.0%
62,450 5,312 10,000 Total Capital Improvement 5,000 5,000 5,000 -50.0%
PAGE 120-CITY OF TIGARD
LIBRARY ADMINISTRATION BUDGET UNIT: 5000
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
18,211 21,747 6,119 58100-Indirect Charges-City Management 12,474 12,474 12,474 103.9%
10,752 11,406 11,157 58110-Indirect Charges-Human Resources 15,896 15,896 15,896 42.5
9,315 10,666 4,670 58120-Indirect Charges-Risk Management 31,274 31,274 31,274 569.7%
55,301 48,620 8,026 58130-Indirect Charges-Office Services 12,902 12,902 12,902 60.8%
2,036 2,121 3,124 58150-Indirect Charges-Records 4,081 4,081 4,081 30.6%
0 4,000 3,482 58160-Indirect Charges-City Attorney 4,954 4,954 4,954 42.3%
1,147 1,709 2,920 58200-Indirect Charges-Finance 5,759 5,759 5,759 97.2%
Administration
17,393 21,514 15,389 58210-Indirect Charges-Financial Operations 15,869 15,869 15,869 3.1%
105,821 109,236 147,344 58230-Indirect Charges-Technology 114,499 114,499 114,499 -22.3%
9,438 8,067 0 58250-Indirect Charges-Contracts and 0 0 0 0.0%
Purchasing
113 115 5,183 58630-Indirect Charges-Fleet Maintenance 6,220 6,220 6,220 20.0%
39,156 39,398 49,216 58640-Indirect Charges-Property Managemes 54,097 54,097 54,097 9.9%
268,683 278,599 256,630 Total Internal Services 2'8,025 2?8,025 278,025 8.3%
756,064 717,405 815,827 Total Library Administration 837,042 837,042 837,042 2.6%
•
•
• is ,
� cxr',^;.:y' 'r`...tb,. '4- --
•• I
r
a. i
i 7 r
v_
City of Tigard Library
COMMUNITY SERVICES-PAGE 121
LIBRARY READER SERVICES BUDGET UNIT: 5100
PROGRAM DESCRIPTION:
Readers Services is responsible for selecting and managing all library materials,providing professional
assistance using the library's collections and electronic resources and accessing additional resources
through Interlibrary Loans.The division also provides children's,young adult,adult and
intergenerational programming to enhance lifelong learning and recreational experiences.
PROGRAM RESULTS:
•Patrons receive accurate,timely and courteous reference service
•Reference staff assist patrons in using library materials in all formats,including electronic
resources
•Sufficient staffing is present at all reference desks,including adult,children's and young adult
•Patrons have access to materials that reflect their needs and interests
•Division staff plans and provides a rich variety of classes,workshops and programs for all ages.
Feedback from programs evaluations,the annual library survey and informal patron comments
help guide program planning,as well as attendance statistics
• Division staff assists job seekers and provides outreach to underserved populations
•Division staff are trained and supported in professional development opportunities to maintain
and expand knowledge and skills in the ever-changing world of information and library services
FULL-TIME EQUIVALENT POSITIONS
2016-2017 2017-2018 2018-2019 2019-2020
Senior Library Assistant 1.60 1.30 1.30 1_50
Librarian 8.80 8.80 8.50 8.70
Senior Librarian 1.00 1.00 1.00 1.00
Library Services Supervisor 2.00 2.00 2.00 2.00
Iibrary Division Manager 1.00 1.00 1.00 1.00
Total FTE 14.40 14.10 13.80 1420
PAGE 122-CITY OF TIGARD
LIBRARY READER SERVICES BUDGET UNIT: 5100
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
14.40 14.10 13.80 Total FIE 14.20 14.20 1420
222,304 242,130 257,754 51001-Salaries-Management 159,644 159,644 159,644 -38.1%
262,703 268,082 232,314 51002-Salaries-General 334,668 334,668 334,668 44.1%
361,045 387,902 426,440 51004-Part Time-Regular 451,100 451,100 451,100 5.8%
37,273 36,611 15,227 51005-Part Time-Temporary 15,620 15,620 15,620 2.6%
14 0 0 51006-Overtime 0 0 0 0.0%
1,233 2,464 2,678 51007-Incentive Pay 2,916 2,916 2,916 8.9%
884,572 937,188 934,413 Total Personnel Services-Salaries 963,948 963,948 963,948 3.2%
885 938 962 52001-Unemployment 946 946 946 -1.7%
2,230 228 2,361 52002-Worker's Compensation 780 780 780 -67.0%
65,674 69,574 73,563 52003-Social Security/Medicare 72,324 72,324 72,324 -1.7%
6,540 7,019 7,152 52004-Tv-Met Tax 7,12.5 7,12.5 7,825 -0.4%
91,298 98,437 116,481 52005-Retirement 110,482 110,482 110,482 -5.2%
13,773 14,123 14,400 52007-VESA-ER 13,500 13,500 13,500 -6.3%
817 1,017 3,353 52008-Life Ins/ADD/LTD 3,246 3,246 3,246 -3.2%
2,137 2,199 0 52009-Long Term Disability 0 0 0 0.0%
141,777 148,013 170,147 52010-Medical/Dental/Vision 170,430 170,430 170,430 0.2%
15,597 15,724 0 52011-Dental Benefits 0 0 0 0.0%
340,728 357,272 388,419 Total Personnel Services-Benefits 378,833 378,833 378,833 -2.5%
1,254 1,111 1,000 53001-Office Supplies 1,000 1,000 1,000 0.0%
3,100 1,520 1,000 53002-Small Tools&Equipment 2,000 2,000 2,000 100.0%
35 0 100 53003-Fuel 100 100 100 0.0%
453,566 448,842 364,500 53004-Books&Circulation Materials 364,500 364,500 364,500 0.0%
632 0 1,500 53006-Technology Equipment under$5,000 120 120 120 -92.0%
7,410 8,131 8,301 53007-Grant Expenditures 8,366 8,366 8,366 0.8%
465,997 459,603 376,401 Total Supplies 376,086 376,086 376,086 -0.1%
6,989 7,697 2,164 54001-Professional/Contractual Services 2,895 2,895 2,895 33.8%
O 0 190 54114-R&M-Office Equipment 0 0 0 -100.0%
480 1,207 250 54300-Advertising&Publicity 250 250 250 0.0%
1,447 1,319 1,775 54302-Dues&Subscriptions 1,775 1,775 1,775 0.0%
1,370 3,608 4,200 54303-Professional Development 15,600 15,600 15,600 271.4%
7,071 7,151 2,400 54311-Special Department Expenses 6,400 6,400 6,400 166.7%
17,357 20,981 10,979 Total Services 26,920 26,920 26,920 145.2%
O 0 1,600 56004-Computer Hardware and Software 1,600 1,600 1,600 0.0%
O 0 1,600 Total Capital Improvement 1,600 1,600 1,600 0.0%
COMMUNITY SERVICES-PAGE 123
LIBRARY READER SERVICES BUDGET UNIT: 5100
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
54,821 66,320 45,895 58100-Indirect Charges-City Management 54,946 54,946 54,946 19.7%
41,780 44,322 89,674 58110-Indirect Charges-Human Resources 79,480 79,480 79,480 -11.4%
32,544 37,246 23,381 58120-Indirect Charges-Risk Management 14,998 14,998 14,998 -35.9%
77,891 66,252 60,194 58130-Indirect Charges-Office Services 64,509 64,509 64,509 7.2%
0 0 4,121 58150-Indirect Charges-Records 20,407 20,407 20,407 395.2%
0 0 26,116 58160-Indirect Charges-City Attorney 24,767 24,767 24,767 -5.2%
2,623 3,910 10,193 58200-Indirect Charges-Finance 19,820 19,820 19,820 94.4%
Administration
37,156 46,331 101,435 58210-Indirect Charges-Financial Operations 104,625 104,625 104,625 3.1%
201,509 150,501 31,758 58230-Indirect Charges-Technology 52,700 52,700 52,700 65.95'
5,334 4,430 0 58250-Indirect Charges-Contracts and 0 0 0 0.0%
Purchasing
530,747 534,023 667,101 58640-Indirect Charges-Property Managemet 733,264 733,264 733,264 9.9%
984,405 953,335 1,059,868 Total Internal Services 1,169,516 1,169,516 1,169,516 10.3%
2,693,059 2,728,379 2,771,680 Total Reader Services I 2,916,903 2,916,903 2,916,903 5.2%
•
„.4._
...... . •4...,,,...4,....,. ...,...›...„,,,,„..: • ,..,.. -A.101.-Hpilez.e",.: z.•..%IF" Z.152.:.
{1'.-•' ''#moi _ ..L.. •••¢ • '1
• N.
• ti*
ir
PAGE 124-CITY OF TIGARD
LIBRARY TECHNICAL SERVICES BUDGET UNIT: 5200
PROGRAM DESCRIPTION:
The Technical Services Division orders and tracks receipt and payment for all physical items in the
library collection. It creates accurate catalog records for each item and maintains Tigard Public
Library holdings in the countywide catalog.It performs the physical processing of items,including
structural reinforcement,labeling,and RFID programming for security and item movement.
The division preserves the digital and physical integrity of items in the library collection. This
includes mending items,as well as catalog maintenance and the updating of digital records as
necessary. It keeps the catalog current and makes items findable and usable for patrons in both the
catalog and the physical collection,as well as findable and manageable for library staff.It is on target
to order and add 33,000 items to the collection in Fiscal Year 2018.
The division stays up-to-date on cutting-edge library practices,technologies and technical aspects of
cataloging including Resource Description and Access (RDA),Functional Requirements for
Bibliographic Records (FRBR),Faceted Application of Subject Terminology (FAST),Library of
Congress Subject Headings (LCSH),and Bibliographic Framework(BTBFRAME). It seeks out new
efficiencies and improvements that will assist patrons in finding items that meet their informational,
cultural, educational and recreational needs.
PROGRAM RESULTS:
• Provide new materials to the public on average of 21 days from receipt.
• Bibliographic and item records accurately identify the materials so that the public can easily find
them in the catalog.
• Materials are processed consistently and accurately so that the public can easily find them on
the shelf.
• Processing enhances the item's durability so that it will withstand substantial public use.
FULL-TIME EQUIVALENT POSITIONS
2016-2017 2017-2018 2018-2019 2019-2020
Library Division Manager 1.00 1.00 1.00 1.00
Acquisitions Supervisor 0.80 1.00 1.00 1.00
Senior Librarian 0.00 1.00 1.00 1.00
Librarian 0.80 1.60 1.00 1.00
Senior Library Assistant 1.60 0.80 0.50 0.50
Library Assistant 1.00 1.00 1.00 1.00
Library Aide 0.50 0.50 0.50 0.50
Total N I'B 5.70 6.90 6.00 6.00
COMMUNITY SERVICES-PAGE 125
LIBRARY TECHNICAL SERVICES BUDGET UNIT: 5200
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
5.70 6.90 6.00 Total F1E 6.00 6.60 6.00
144,127 158,793 167,736 51001-Salaries-Management 168,938 168,938 168,938 0.7%
1,580 103,303 115,923 51002-Salaries-General 123,919 123,919 123,919 6.9%
188,991 78,927 60,803 51004-Part Time-Regular 89,439 89,439 89,439 47.1%
703 729 747 51007-Incentive Pay 747 747 747 0.0%
335,401 341,751 345,209 Total Personnel Services-Salaries 383,043 383,043 383,043 11.0%
335 342 417 52001-Unemployment 384 384 384 -7.9%
841 -155 1,025 52002-Worker's Compensation 324 324 324 -68.4%
25,319 25,785 33,985 52003-Social Security/Medicare 29,302 29,302 29,302 -8.4%
2,479 2,561 3,110 52004-Tri-Met Tax 2,889 2,889 2,889 -7.1%
61,380 39,740 51,355 52005-Retirement 45,561 45,561 45,561 -11.3%
6,607 6,395 7,500 52007-VEBA-ER 6,600 6,600 6,600 -12.0%
409 443 1,946 52008-Life Ins/ADD/LTD 1,836 1,836 1,836 -5.7%
935 812 0 52009-Long Tenn Disability 0 0 0 0.0%
37,418 33,756 62,234 52010-Medical/Dental/Vision 39,232 39,232 39,232 -37.0%
4,006 3,597 0 52011-Dental Benefits 0 0 0 0.0%
139,729 113,276 159,572 Total Personnel Services-Benefits 126,128 126,128 126,128 -21.0%
9,761 6,245 9,500 53001-Office Supplies 9,500 9,500 9,500 0.0%
605 0 500 53002-Small Tools&Equipment 500 500 500 0.0%
O 0 384 53003-Fuel 384 384 384 0.0%
10,366 6,245 10,384 Total Supplies 10,384 10,384 10,384 0.0%
33,445 33,049 32,108 54001-Professional/Contractual Services 30,708 30,708 30,708 -4.4%
125 125 125 54302-Dues&Subscriptions 125 125 125 0.0%
2,694 826 4,000 54303-Professional Development 9,400 9,400 9,400 135.0%
846 475 1,590 54311-Special Department Expenses 1,590 1,590 1,590 0.0%
37,110 34,475 37,823 Total Services 41,823 41,823 41,823 10.6%
364 199 250 56004-Computer Hardware and Software 250 250 250 0.0%
364 199 250 Total Capital Improvement 250 250 250 0.0%
23,163 25,575 13,769 58100-Indirect Charges-City Management 18,584 18,584 18,584 35.0%
17,511 18,576 31,101 58110-Indirect Charges-Human Resources 28,660 28,660 28,660 -7.8%
14,881 17,025 8,645 58120-Indirect Charges-Risk Management 6,929 6,929 6,929 -19.8%
2,689 2,159 18,058 58130-Indirect Charges-Office Services 25,804 25,804 25,804 42.9%
O 0 1,236 58150-Indirect Charges-Records 8,163 8,163 8,163 560.4%
O 0 7,834 58160-Indirect Charges-City Attorney 9,906 9,906 9,906 26.4%
797 1,188 3,295 58200-Indirect Charges-Finance 5,371 5,371 5,371 63.0%
Administration
14,932 18,101 8,403 58210-Indirect Charges-Financial Operations 8,479 8,479 8,479 0.9%
53,584 39,121 8,238 58230-Indirect Charges-Technology 6,485 6,485 6,485 -21.3%
2,503 2,275 0 58250-Indirect Charges-Contracts and 0 0 0 0.0%
Purchasing
78,313 78,796 98,432 58640-Indirect Charges-Property Managemei 108,195 108,195 108,195 9.9%
204,373 202,816 199,011 Total Internal Services 226,576 226,576 226,576 13.9%
il
698,762 752,249 Total Technical Services 788,204 788,204 788,204
PAGE 126-CITY OF TIGARD
LIBRARY CIRCULATION BUDGET UNIT: 5300
PROGRAM DESCRIPTION:
The Circulation Division of the library is responsible for checking materials out at the Circulation
Desk;checking materials in manually and using the Automated Materials Handling(AMH) system;
answering users'questions about library facilities and programs;shelving all library materials;
renewing materials;collecting fines;issuing new library cards;reconciling patron records;answering
the phone at the entry point and routing calls to their appropriate destination;answering directional
and general questions.
The Circulation service desks are often the patron's first and last contact with library staff.Excellent
customer service is a vital aspect of Circulation operations. Circulation staff promotes programs
verbally and by distributing printed materials.
Circulation staff helps patrons search for items and place hold requests on the public catalog
computers.The staff also shows patrons how to use the self-checkout machines and where to pick
up their reserved books.
Circulation staff searches for and retrieves lost and missing items and maintains accurate patron
records on Polaris,the countywide shared library database.The Circulation Division is also
responsible for processing patrons'hold requests and handling all materials donated to the library.
Circulation staff train and work with volunteers on a daily basis,including Community Service and
Peer Court volunteers.
In addition to their regular responsibilities,Circulation staff actively participates in the Annual Patron
Survey,which is conducted during the first two weeks of February.
The Circulation Division also participates in activities related to,and helps to promote,the City's
Strategic Plan,a vision to be"the most walkable community in the Pacific Northwest where people
of all ages and abilities enjoy healthy and interconnected lives."
PROGRAM RESULTS:
•Patrons receive library materials in a timely and accurate manner.
•Patrons receive courteous,respectful and helpful service from Circulation staff.
•Patrons are able to easily access library materials through accurate and timely check-in and
shelving.
•Patrons have the option for self-sufficiency in checking out and checking in their own
materials,accessing their account online to renew and reserve items and picking up their own
book holds.
•Patrons know how to find,evaluate and use all types of information.
•Patrons receive accurate and helpful information about using the library.
COMMUNITY SERVICES-PAGE 127
LIBRARY CIRCULATION BUDGET UNIT: 5300
• Patrons are kept well-informed about library programs and activities.
• Patrons are kept up to date on new technologies and services offered.
• Patrons will have a satisfying experience every time they visit the library.
FULL-TIME EQUIVALENT POSITIONS
2016-2017 2017-2018 2018-2019 2019-2020
Circulation Supervisor 2.00 2.00 2.00 2.00
Library Aide 2.50 2.50 2.00 2.00
Library Assistant 9.20 9.20 8.80 8.60
Library Division Manager 1.00 1.00 1.00 1.00
Senior Library Assistant 1.30 1.60 1.60 t80
Total FIE 16.00 16.30 15.40 15.40
7.
1 7,;
.;
�, �, = #4 _
-:::-4,1 :-4-=-.'"• _____.— f .k. , ... .
'Ifti 25;doo°*:-.0P—*it 'lb"' )i lr .* , _. , '.
't... ° api,\ - ' • Oh - ' , ) r 4 - ' ...-!, '
0101 .
,r,
.0 ..jr- __, ,,,1 It,?( ' 14
nor N
-,,e,,-,---,?, ' 'r
Story time at the Tigard Library is a popular program
PAGE 128-CITY OF TIGARD
LIBRARY CIRCULATION BUDGET UNIT: 5300
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
16.00 16.30 1540 Total r IE 15.40 15.40 1540
191,893 215,685 229,503 51001-Salaries-Management 237,358 237,358 237,358 3.4%
80,486 81,800 83,853 51002-Salaries-General 0 0 0 -100.0%
404,525 436,957 463,722 51004-Part Time-Regular 564,026 564,026 564,026 21.6%
30,668 35,267 13,515 51005-Part Time-Temporary 13,581 13,581 13,581 0.5%
1,073 1,055 560 51006-Overtime 575 575 575 2.7%
704 730 747 51007-Incentive Pay 747 747 747 0.0%
709,349 771,493 791,900 Total Personnel Services-Salaries 816,287 816,287 816,287 3.1%
709 772 818 52001-Unemployment 801 801 801 -2.1%
2,103 -4,275 2,020 52002-Worker's Compensation 681 681 681 -66.3%
52,584 57,529 62,737 52003-Social Security/Medicare 61,305 61,305 61,305 -2.3%
5,244 5,780 6,098 52004-Tri-Met Tax 6,042 6,042 6,042 -0.9%
69,621 80,128 99,487 52005-Retirement 92,722 92,722 92,722 -6.8%
19,698 19,805 21,600 52007-VEBA-ER 19,800 19,800 19,800 -8.3%
802 1,100 4,345 52008-Life Ins/ADD/LTD 4,107 4,107 4,107 -5.5%
1,680 1,954 0 52009-Long Term Disability 0 0 0 0.0%
117,675 133,937 179,770 52010-Medical/Dental/Vision 164,474 164,474 164,474 -8.5%
12,554 14,311 0 52011-Dental Benefits 0 0 0 0.0%
282,670 311,042 376,875 Total Personnel Services-Benefits 349,932 349,932 349,932 -7.1%
4,023 5,959 4,433 53001-Office Supplies 6,445 6,445 6,445 45.4%
1,000 0 1,800 53002-Small Tools&Equipment 1,800 1,800 1,800 0.0%
O 0 100 53003-Fuel 100 100 100 0.0%
5,023 5,959 6,333 Total Supplies 8,345 8,345 8,345 31.8%
21,954 23,110 23,232 54001-Professional/Contractual Services 23,801 23,801 23,801 2.5%
O 10 0 54300-Advertising&Publicity 0 0 0 0.0%
O 0 0 54302-Dues&Subscriptions 130 130 130 100.0%
455 3,431 1,660 54303-Professional Development 16,560 16,560 16,560 897.6%
2,894 10,509 2,000 54311-Special Department Expenses 3,000 3,000 3,000 50.0%
89 22 0 54312-Bank Fees 0 0 0 0.0%
25,392 37,082 26,892 Total Services 43,491 43,491 43,491 61.7%
2,253 450 450 56004-Computer Hardware and Software 3,850 3,850 3,850 755.6%
2,253 450 450 Total Capital Improvement 3,850 3,850 3,850 755.6%
56,098 67,727 74,962 58100-Indirect Charges-City Management 56,217 56,217 56,217 -25.0%
49,768 52,796 160,663 58110-Indirect Charges-Human Resources 101,816 101,816 101,816 -36.6%
37,454 42,834 33,335 58120-Indirect Charges-Risk Management 21,177 21,177 21,177 -36.5%
7,403 6,013 98,316 58130-Indirect Charges-Office Services 87,088 87,088 87,088 -11.4%
0 0 6,730 58150-Indirect Charges-Records 27,550 27,550 27,550 309.4%
0 0 42,657 58160-Indirect Charges-City Attorney 33,435 33,435 33,435 -21.6%
1,589 2,368 7,160 58200-Indirect Charges-Finance 13,707 13,707 13,707 91.4%
Administration
22,667 27,660 29,874 58210-Indirect Charges-Financial Operations 30,121 30,121 30,121 0.8%
78,391 83,537 19,659 58230-Indirect Charges-Technology 15,450 15,450 15,450 -21.4%
75 68 0 58250-Indirect Charges-Contracts and 0 0 0 0.0%
Purchasing
195,764 196,973 246,058 58640-Indirect Charges-Property Managemet 270,462 270,462 270,462 9.9%
449,209 479,976 719,414 Total Internal Services 657,023 657,023 657,023 -8.7%
1,473,896 1,606,002 1,921,864 Total Circulation 1,878,929 1,878,929 1,878,929 -2.2°/
COMMUNITY SERVICES-PAGE 129
SOCIAL SERVICES AND COMMUNITY EVENTS BUDGET UNIT: 5900/5910
Program Description:
Each year the city appropriates funds to support Social Service and Community Event activities that
assist or benefit Tigard citizens. Community organizations are invited to submit requests in January of
each year. A subcommittee of the Budget Committee meets to review Social Service requests and to
recommend funding in the Proposed Budget. Community Event requests are reviewed informally by
the Council. The Proposed Budget presents the results of both reviews.
The budget committee guideline is to set total events and social service appropriations at approximately
one-half of 1% of the prior year's operating budget. Also,the city budgets three set asides within this
appropriation in addition to the target amount for grants: the Housing Program "emergency fund" to
assist occupants of housing declared to be unsafe; the Affordable Housing Set-Aside to assist providers
of low-income housing; and the Residential Services Agency Emergency Set-Aside to assist agencies
that provide emergency food and housing to those in need.
The city received $378,780 in grant requests for community events and social services for FY 2015-16.
In addition to direct grants, some of the grant recipients also receive in-kind services from the city.
These services range from provision of a building and its operating costs for the Loaves and Fishes/
Tigard Senior Center to Tigard Public Works and Police time to support community events.
f-
•
.r +moi
3 iii.ii
Tigard's Middle of Millen Drive parade is a favorite
)110,
;I:•;11T �`400 •• 4th of July activity
r r1;;
owl i j.f .4... ... :-..:i . •,
4
r
r „,
r+
Tigard's 4th of July celebration culminates with a fire- '#
works display at Tigard High School ,,�# v.
' f '-
tet. :Ir•q` � ..r. 14•. #�
PAGE 130-CITY OF TIGARD
SOCIAL SERVICES AND COMMUNITY EVENTS BUDGET UNIT: 5900/5910
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
Total"IF
208,400 230,585 125,404 54402-Contributions to Community Org 145,800 145,800 145,800 16.3%
208,400 230,585 125,404 Total Services 145,800 145,800 145,800 16.3%
Z610 3,197 0 58100-Indirect Charges-City Management 3,254 3,254 3,254 100.0%
10 8 0 58130-Indirect Charges-Office Services 0 0 0 0.0%
436 649 363 58200-Indirect Charges-Finance 34 34 34 -90.6%
Administration
4,225 5,443 4,493 58210-Indirect Charges-Financial Operations 4,666 4,666 4,666 3.9%
135,702 136,540 0 58640-Indirect Charges-Property Managemei 0 0 0 0.0%
142,983 145,837 4,856 Total Internal Services 7,954 ',954 ',954 63.8%
351,383 376,422 130,260 Total Social Services 153,754 153,754 153,754 18.0%
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
Total F7 F,
89,320 72,415 85,670 54402-Contributions to Community Org 87,600 137,600 137,600 60.6%
89,320 72,415 85,670 Total Services 87,600 137,600 137,600 60.6%
89,320 72,415 Total Community Events 137,600 60.6%
8'
$
$�-- :: -
. ,
. I
I ' 4414
a
■unl 09
- - _ 4071848 ROASTED COFF
5 1 -_II,
TAST nctgo- 3605823 -9411 ,�
IMI 1
?:+ h
Tigard c. 'Er
•
The annual Taste of Tigard is held every year in downtown Tigard. This event is partially sponsored by the City of
Tigard's Community Events grant given to the Downtown Tigard Alliance.
COMMUNITY SERVICES-PAGE 131
SOCIAL SERVICES AND COMMUNITY EVENTS BUDGET UNIT: 5900/5910
City of Tigard City of Tigard
FY 2019-20 FY 2019-20
Community Events Grant Requests Social Services Grant Requests
By Resolution Agency Recommended Set Aside Agency Recommended
Broadway Rose* Direct $ 5,000 Affordable Housing Set-Aside Direct $ -
Festival of the Balloons** Direct $ 10,000 Housing Frog Emergency Fund Direct $ -
In-Kind $ 65,000
Tigard 4th ofJuly*** Direct $ 10,000 Residential Services Agency Direct $ -
7/1-12,000 issued In-Kind $ 1,600
Undesignated Set-Aside $ - Undesignated Direct $ -
Set Aside Total Set Aside Total
Direct $ 25,000 Direct $ -
In-Kind $ 66,600 In-Kind $ -
CTY SPONSORED GRANT RECOMMENDATIONS
Downtown Tigard Events Direct $ 8,100 Boys&Girls Aid Diem $ 300
John Tigard House(Tigard Hisoric Direct $ 1,100 Calvin Prestbyerian Chorda Backpack Sdsool Program Direct $ 4,500
Mask&Mirror Direct $ 2,000 Catalyst Partnership Direct $ 800
Nature Recreation(Tualatin Riverke Direct $ 1,100 Community Action Organization Diem $ 2,800
In-Kind $ 2,000
Community Partners for Affordable Housing Direct $ 1,500
Tigard Area Farmer's Market Direct $ 2,500 Compassion Connect Direct $ 2,000
Tigard High Grad Night Party Direct $ 2,100 Family Promise Tualatin Valley Direct $ 1,300
Tigard Safety Town Direct $ 1,100 Good Neighbor Center Direct $ 4,000
Tualatin Valley Community Band Direct $ 600 Just Compassion of East Washington Co Direct $ 3,300
In-Kind $ 1,600
LifeWoarks-Zenith Place Direct $ 1,100
LifeWorks-Healthy Families Direct $ 700
Love Inc Direct 5 2,000
Luke Dorf Behavioral Health LLC Direct 5 300
Luke Dorf Inc Direct $ 7,200
Meals on Wheels Direct $ 29,000
In-Kind $ 105,000
Oregon Human Development Corporation Direct 5 23,000
Sexual Assault Resource Center Direct $ 4,000
St.Vincent de Paul-St Anthony Tigard Direct $ 1,800
Sr.Anthony Severe Weather Shelter Direct $ 2,100
Templeton Elementary Backpack Program Diem $ 2,500
Tigard Arm Chamber of Commerce Direct $ 1,000
Tigard-Tualatin Family Resource Center Direct $ 5,000
Tigard Turns the Tide Coalition Direct $ 3,200
Tualatin Riverkeepers Direct $ 3,000
In-Kind $ 3,000
Sub-total Direct $ 18,600 Sub-total Direct $ 106,400
In-Kind $ 2,000 In-Kind $ 109,600
Total(Combined) Total(Set asides and others)
Direct $ 43,600 Direct $ 106,400
In-Kind $ 68,600 In-Kind $ 109,600
TRANSIENT LODGING TAX MARLAND HENDERSON GRANT PROGRAM RECOMMENDATION
Broadway Rose-Operations Direct $ 55,000 ASSIST Direct $ 1,200
Broadway Rose-1st yr bldg Direct $ 50,000 Boys&Girls Aid Direct $ 1,700
Festival of Balloons Direct $ 10,000 Catalyst Partnership Direct $ 1,700
Tigard 4th ofJuly Direct $ 9,500 Community Action Organization Direct $ 1,200
Downtown Tigard Events Direct $ 9,000 Community Partners for Affordable Housing Direct $ 1,700
Tigard Chamber of Commerce Direct $ 3,000 Family Promise Tualatin Valley Direct $ 1,200
Tigard Area Farriers Market Direct $ 5,000 Good Neighbor Center Direct $ 2,900
Tigard Bull Mtn Farmers Market Direct $ 2,500 Just Compassion of East Washington Co Direct $ 1,700
LifeWoarks-Zenith Place Direct $ 2,900
LifeWorks-Healthy Families Direct $ 2,300
Luke Dorf Behavioral Health LLC Direct $ 1,700
Luke Dorf Inc Direct $ 2,900
Oregon Community Warehouse Direct $ 1,200
Rebuilding Together Washington County Direct $ 1,700
Sexual Assault Rmource Center Direct $ 2,900
St.Anthony Severe Weather Shelter Direct $ 2,900
St Vincent De Paul-St.Anthony Tigard Direct $ 1,700
Templeton Elementary Backpack Program Direct $ 1,200
Tigard Tualatin Family Resource Center Direct $ 1,700
Tigard Turns the Tide Coalition Direct $ 3,000
TRANSIENT LODGING TAX $ 144,000 MARLAND HENDERSON TOTAL $ 39,400
City of Tigard I ADOPTED BUDGET I FY 2019-2020
PAGE 132-CITY OF TIGARD
PUBLIC WORKS
Works
Adm iiisttation
Riigiteern�g 7laiuteniure Str nater SinitarcSen-er Witei 3�iuntenmre Rerreition GreenTeim
jtreet Tight Se
sig„315
PUBLIC WORKS-PAGE 133
PUBLIC WORKS
Day in and day out, the number one goal for the Public Works Department is to provide excep-
tional customer service. Department staff stand ready 24/7 to provide essential services in
Tigard.
Public Works Department employees proudly provide stewardship over the city's parks,water,
sanitary sewer, stormwater and streets systems. In addition to physical assets like pipes,parks
and roads, the department also plans for strong programs important to city residents like Parks
&Recreation,master planning, development review and emergency management. Capital im-
provement projects are a big part of Public Works'role in building for the future. Engineering
is the city's lead division in planning, design, and construction management.
For more information visit www.tigard-or.gov/pw.
i IN
ti � .-.11W `
- •• i. 4 .1s
Public Works employees cleaning out a manhole on a
p• . .316' Tigard street
T:44.:It'af..
Illiiimiimiiii
4 Y
cli
1,G'S.
Bishop Scheckla Pavilion at Cook Park & _
-4,,,,
'4� :!: a r
PAGE 134-CITY OF TIGARD
PUBLIC WORKS
FY 2017 FY 2018 FY 2019 FY 2020 FY 2020 FY 2020 2020 Adopted
Actual Actual Revised Proposed Approved Adopted vs.2019 Revised
Description
Number of Positions 73.00 75.45 7835 80.35 82.35 8235 5.1%
Budget By Category
Personnel Services 7,027,072 7,035,969 8,418,399 8,931,459 9,148,052 9,148,052 8.7%
Materials&Services 6,261,495 7,022,420 8,906,464 9,289,626 9,310,626 9,405,896 5.6%
Interdepartmental Costs 4,542,877 4,823,788 7,997,975 9,822,623 9,870,030 9,725,257 2L6%
Capital Outlay 216,485 806,848 1,585,950 930,700 930,700 1,286,690 -18.9%
Other 0 0 0 0 0 0 0.0%
Total All Category 18,047,929 19,689,026 26,908,788 28,974,408 29,259,408 29,565,895 9.9%
Budget By Division
Public Works Administration 1,691,921 1,779,934 2,151,548 2,273,688 2,273,688 2,273,688 57%
Parks and Grounds 0 6,023 0 0 0 0 0.0%
Parks Maintenance 2,254,148 2,180,769 3,075,745 3,017,115 3,302,115 3,302,385 7A%
Recreation 0 306,767 454,363 505,354 505,354 505,354 11.2%
Street Maintenance 1,331,580 1,553,377 2,368,087 2,860,373 2,860,373 2,840,600 20.0%
PW Engineering 2,427,329 2,480,187 3,728,563 4,198,168 4,198,168 4,198,168 12.6%
Healthy Streams 0 0 0 0 0 0 0.0%
Fleet Maintenance-PW 0 0 0 0 0 0 0.0%
Property Management-PW 0 0 0 0 0 0 0.0%
Water 6,251,065 6,630,253 8,420,594 10,104,025 10,104,025 10,246,079 21.7%
Sanitary Sewer 1,840,401 2,202,144 2,728,072 2,249,931 2,249,931 2,301,899 -15.6%
Stormwater 1,665,257 1,957,455 3,064,435 2,128,686 2,128,686 2,260,654 -26.2%
Green Team 0 0 0 717,188 717,188 717,188 100.0%
Street Lights and Signals 586,227 592,117 917,381 919,880 919,880 919,880 03%
Total All Division 18,047,929 19,689,026 26,908,788 28,974,408 29,259,408 29,565,895 9.9%
Budget by Fund
General Fund-100 4,119,250 4,266,144 0 0 0 0 0.0%
Gas Tax Fund-200 1,917,807 2,145,494 3,285,468 3,780,253 3,780,253 3,760,480 14.5%
Parks Utility Fund-270 2,254,148 2,487,536 3,530,108 3,522,469 3,807,469 3,807,739 7.9%
Parks Capital Fund-420 0 0 0 0 0 0 0.0%
Parks SDC Fund-425 0 0 0 0 0 0 0.0%
Sanitary Sewer Fund-500 1,840,401 2,202,144 2,728,072 2,249,931 2,249,931 2,301,899 -15.6%
Stormwater Fund-510 1,665,257 1,957,455 3,064,435 2,845,874 2,845,874 2,977,842 -2.8%
Water Quality/Quantity Fund-51 0 0 0 0 0 0 0.0%
Water Fund-530 6,251,065 6,630,253 8,420,594 10,104,025 10,104,025 10,246,079 217°/
Public Works Admin Fund-630 0 0 2,151,548 2,273,688 2,273,688 2,273,688 5_7%
Public Works Engineering Fund- 0 0 3,728,563 4,198,168 4,198,168 4,198,168 12.6%
Fleet/Property Management Fund 0 0 0 0 0 0 0.0%
Total All Fund 18,047,929 19,689,026 26,908,788 28,974,408 29,259,408 29,565,895 9.9%
PUBLIC WORKS-PAGE 135
DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES
The Public Works Department stands ready around the clock to provide essential core services and
ensure that our public infrastructure is designed, built, maintained and repaired to support a high quali-
ty of life in Tigard for residents and businesses. Our employees proudly provide stewardship over the
city's parks,water, sanitary sewer, stormwater and streets systems. This includes providing excellent
drinking water, efficient conveyance systems for sewage and stormwater, street maintenance, signage
and signals for traffic safety,maintenance of our beautiful parks and trails, and much more. Our ser-
vices to the community go beyond normal daily maintenance. Our department is responsible for com-
pletion of the capital improvement program, a recreation program which provides many exciting op-
portunities for Tigard families, and a strong emergency management program that provides annual
training for city staff and the public.
From a broad perspective, the department is made up of three groups: 1) operational staff who handle
the day to day operation,maintenance and repair of the infrastructure; 2) engineering staff who man-
age the city's capital improvement program, as well as traffic/transportation management,long-term
infrastructure master planning, and private development review; and 3) program staff who implement
the city's recreation and emergency management efforts.
The Public Works department has a reputation of exceptional customer service and operating in a lean
and efficient manner. As the city grows,it is important for the department to manage performance
and know when it is prudent to add resources. The following metrics capture the more prominent
parts of our mission.
"
IIIIII 11���� ,k-
.,�I� 111 Illllll��iiu�C
Th Intiiillkii HI ! ► I j
.
-r1;;;417;-
� r r 4'
PAGE 136-CITY OF TIGARD
DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES
OBJECTIVE MEASURE FY 16-17 FY 17-18 FY 18-19 FY 19-20
ACTUAL ACTUAL REVISED TAR-
GET
Tigard's streets will Meet or exceed an 70.3 79.0 81.0 81.0
be well-maintained overall Pavement
and safe for Tigard Condition Index
residents. The (PCI) of 81.0 for
Pavement Condition the street system.
Index (PCI) repre-
sents the health of
this network and is
measured annually
as a part of the city's
Pavement Manage-
ment Program
(PMP).
All playgrounds in Playgrounds that 100% 100% 100% 100%
Tigard parks are in- meet ASTM stand-
spected weekly and ards (Goal is 100%)
are safe for use.
Tigard's water will Water samples tak- 100% 100% 100% 100%
be clean,reliable en that meet or ex-
and safe for the resi- ceed water quality
dents in the Tigard standards as set by
Water Service Area. US EPA (Goal is
100%)
Tigard's sewer sys- Percentage of sewer 31% 31% 25% 25%
tern will be well- system cleaned each
maintained,meeting year (Goal is 25%)
or exceeding CWS
performance stand-
ards for cleaning.
Tigard's storm water Percentage of storm 21% 14% 15% 17%
system will be well- line system cleaned
maintained,meeting each year (Goal is
or exceeding CWS 16.7%)
performance stand-
ards for cleaning.
PUBLIC WORKS-PAGE 137
PUBLIC WORKS ADMINISTRATION BUDGET UNIT: 6000
PROGRAM DESCRIPTION:
The Public Works Administration division provides oversight and support for the entire department,
including.
•Policy and procedure development
• Customer service
•Infrastructure asset management
•Budget and fiscal management
•Parks shelter and sport fields reservations
•Public outreach and engagement
•Emergency management
PROGRAM RESULTS:
Every member of the department strives to earn the public's trust by way of our vision,mission and
core values:
VISION
Infrastructure Management—Creating and Maintaining Tigard's Quality of Life
MISSION
To proudly provide stewardship over the city's water,sanitary sewer,storm water,parks and street
systems,as well as the recreation and emergency management programs in a safe,efficient,
courteous,and professional manner.
CORE VALUES
Professionalism
• Safe environment for the public and coworkers
•Positive attitude—"a CAN DO attitude"
•Provide excellent customer service
•Friendly and helpful
•Knowledgeable
Respect
•Team players
•Fair to all
•Able to compromise
• Strive for excellent communications
PAGE 138-CITY OF TIGARD
PUBLIC WORKS ADMINISTRATION BUDGET UNIT: 6000
Integrity
• Honest with self and others
•Trustworthy
• Reliable-"I do what I say I'm going to do-you can count on me"
• Ethical in our actions
Dedication
• Dedicated to the Public Works Department's Mission and Core Values
• Dedicated to each other-"I will support you"
• Involved-"I am part of the solution,not part of the problem"
•Willing to go the extra mile
•Willing to work across divisional boundaries
Enthusiasm
• Sense of humor-vital for any environment
• Celebrate our successes
• Strive to set the example-"to be a model for others to follow"
FULL-TIME EQUIVALENT POSITIONS
2016-2017 2017-2018 2018-2019 2019-2020
Management Analyst 0.00 0.00 0.00 0.95
Public Works Director 1.00 1.00 1.00 1.00
Asst.Public Works Director 1.00 1.00 1.00 1.00
Business Manager 1.00 1.00 1.00 1.00
Confidential Executive Assistant 1.00 1.00 1.00 1.00
CAMS Software Specialist 1.00 1.00 1.00 1.00
Emergency Services Coordinator 1.00 1.00 1.00 1.00
Sr.Administrative Specialist 1.00 1.00 1.00 1.00
GIS Technician 1.00 1.00 0.00 0.00
Administrative Specialist II 1.50 1.75 1.00 1.00
Asset Manager 0.00 0.00 0.00 1.00
Total FTE 9.50 9.75 8.00 9.95
PUBLIC WORKS-PAGE 139
PUBLIC WORKS ADMINISTRATION BUDGET UNIT: 6000
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
8.00 Total FTE 9.95 9.95 9.95
0 0 495,150 51001-Salaries-Management 650,650 650,650 650,650 31.4%
0 0 230,767 51002-Salaries-General 167,508 167,508 167,508 -27.4%
0 0 30,979 51005-Part Time-Temporary 10,979 10,979 10,979 -64.6%
0 0 3,265 51006-Overtime 3,265 3,265 3,265 0 0%
0 0 2,722 51007-Incentive Pay 2,722 2,722 2,722 00°/
0 0 762,883 Total Personnel Services-Salaries 835,124 835,124 835,124 9.5%
0 0 739 52001-Unemployment 831 831 831 124%
O 0 7,580 52002-Worker's Compensation 6,488 6,486 6,488 -144%
0 0 36,380 52003-Social Security/Medicare 63,514 63,514 63,514 12.7%
0 0 5,481 52004-Tri-Met Tax 7,242 7,242 7,242 32.1%
0 0 104,105 52005-Retirement 108,505 108,505 108,505 4.2%
0 0 0 52007-VEBA-ER 6,870 6,870 6,870 100.0%
0 0 4,791 52008-Life Ins/ADD/LTD 4,165 4,185 4,185 -12.6%
0 0 0 52009-Long Term Disability 0 0 0 0.0%
0 0 168,423 52010-Medical/Dental/Vision 185,498 185,498 185,498 10.1%
0 0 0 52011-Dental Benefits 0 0 0 0 0%
0 0 3,084 52012-Accrued Vacation 3,084 3,084 3,084 0.0%
0 0 350,583 Total Personnel Services-Benefits 386,217 386,217 386,217 10.2%
0 0 14,620 53001-Office Supplies 14,720 14,720 14,720 0.7%
0 0 500 53002-Small Tools&Equipment 500 500 500 0 0%
O 0 2,500 53003-Fuel 2,500 2,500 2,500 0 0%
0 0 17,620 Total Supplies 17,720 17,720 17,720 06%
0 0 87,126 54001-Professional/Contractual Services 57,026 57,026 57,026 -34.5%
0 0 5,417 54006-Software License and Maintenance 5,417 5,417 5,417 0.0%
0 0 2,500 54113-R&M-Vehicles 2,500 2,500 2,500 0 0%
0 0 1,500 54114-R&M-Office Equipment 1,500 1,500 1,500 0 0%
0 0 16,192 54205-Utilites-Phone/Pager/Cells 16,192 16,192 16,192 00°/
0 0 1,400 54300-Advertising&Publicity 1,400 1,400 1,400 0.0%
0 0 725 54301-Fees and Charges 725 725 725 0.0%
0 0 40,945 54302-Dues&Subscriptions 40,945 40,945 40,945 0.0%
O 0 9,175 54303-Professional Development 9,675 9,675 9,675 5 4%
0 0 46,331 54311-Special Department Expenses 46,331 46,331 46,331 0.0%
0 0 211,311 Total Services 181,711 181,711 181,711 -14.0%
0 0 72,000 56004-Computer Hardware and Software 78,500 78,500 78,500 9.0%
0 0 72,000 Total Capital Improvement 78,500 78,500 78,500 9.0%
PAGE 140-CITY OF TIGARD
PUBLIC WORKS ADMINISTRATION BUDGET UNIT: 6000
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary proposed Approved Adopted FY 19
0 0 13,769 58100-Indirect Charges-City Management 27,932 27,932 27,932 102 9%
0 0 37,099 58110-Indirect Charges-Human Resources 28,660 28,660 28,660 -22.7%
0 0 6,551 58120-Indirect Charges-Risk Management 9,607 9,607 9,607 46.6%
0 0 18,058 58130-Indirect Charges-Office Services 25,804 25,804 25,804 42.9%
O 0 77,267 58150-Indirect Charges-Records 23,798 23,798 23,798 -69 2%
O 0 7,834 58160-Indirect Charges-City Attorney 9,906 9,906 9,906 26 4%
0 0 8,035 58200-Indirect Charges-Finance 15,790 15,790 15,790 96.5%
Administration
0 0 28,615 58210-Indirect Charges-Financial Operations 30,189 30,189 30,189 5.5%
0 0 394,556 58230-Indirect Charges-Technology 430,543 430,543 430,543 9.1%
O 0 2,976 58250-Indirect Charges-Contracts and 14,628 14,628 14,628 391.5%
Purchasing
0 0 10,367 58630-Indirect Charges-Fleet Maintenance 12,442 12,442 12,442 20 0°/
0 0 132,024 58640-Indirect Charges-Property Managemei 145,117 145,117 145,117 9.9%
0 0 737,151 Total Internal Services 774,416 774,416 774,416 5.1°'0
O 0 2,151, Total Public Works Administration 2,273,688 2,273,688 2,273,688 5.7%
r '
7 Ir�r.� • .r . •. •• ._ r
1 ..
�1 r _
..-1. .
` ■
'
' i "I 1
mos i -
. j.. r •
..
enr-
5 •-
. 4111:000
ROAD .
CONSTRUCTION1
PUBLIC WORKS-PAGE 141
PUBLIC WORKS ADMINISTRATION-HISTORICAL BUDGET UNIT: 6000
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
9.50 9.75 TotalF l it
460,853 531,070 0 51001-Salaries-Management 0 0 0 0.0%
230,865 187,818 0 51002-Salaries-General 0 0 0 0.0%
395 8,586 0 51006-Overtime 0 0 0 0.0%
692,113 727,474 0 Total Personnel Services-Salaries 0 0 0 0.0%
692 728 0 52001-Unemployment 0 0 0 0.0%
5,969 7,250 0 52002-Worker's Compensation 0 0 0 0.0%
51,387 54,544 0 52003-Social Security/Medicare 0 0 0 0.0%
5,116 5,451 0 52004-Tri-Met Tax 0 0 0 0.0%
79,729 90,487 0 52005-Retirement 0 0 0 0.0%
6,737 6,373 0 52007-VEBA-ER 0 0 0 0.0%
545 1,030 0 52008-Life Ins/ADD/LTD 0 0 0 0.0%
1,833 2,010 0 52009-Long Term Disability 0 0 0 0.0%
132,216 136,524 0 52010-Medical/Dental/Vision 0 0 0 0.0%
16,379 17,505 0 52011-Dental Benefits 0 0 0 0.0%
300,603 321,901 0 Total Personnel Services-Benefits 0 0 0 0.0%
8,264 5,026 0 53001-Office Supplies 0 0 0 0.0%
851 104 0 53002-Small Tools&Equipment 0 0 0 0.0%
766 959 0 53003-Fuel 0 0 0 0.0%
9,881 6,089 0 Total Supplies 0 0 0 0.0%
71,656 66,245 0 54001-Professional/Contractual Services 0 0 0 0.0°%
6,696 0 0 54003-Legal Fees 0 0 0 0.0%
12,306 6,287 0 54006-Software License and Maintenance 0 0 0 0.0%
77 0 0 54101-R&M-Facilities 0 0 0 0.0%
13 474 0 54113-R&M-Vehicles 0 0 0 0.0%
9,177 6,042 0 54205-Utilites-Phone/Pager/Cells 0 0 0 0.0%
963 1,355 0 54300-Advertising&Publicity 0 0 0 0.0%
405 344 0 54301-Fees and Charges 0 0 0 0.0%
21,113 18,047 0 54302-Dues&Subscriptions 0 0 0 0.0%
5,307 8,144 0 54303-Professional Development 0 0 0 0.0%
43,302 56,025 0 54311-Special Department Expenses 0 0 0 0.0%
171,015 162,962 0 Total Services 0 0 0 0.0°%
21,760 22,076 0 56004-Computer Hardware and Software 0 0 0 0.0%
400 0 0 56006-Equipment 0 0 0 0.0%
22,160 22,076 0 Total Capital Improvement 0 0 0 0.0%
PAGE 142-CITY OF TIGARD
PUBLIC WORKS ADMINISTRATION-HISTORICAL BUDGET UNIT: 6000
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
94,664 99,335 0 58100-Indirect Charges-City Management 0 0 0 0.0%
27,648 29,331 0 58110-Indirect Charges-Human Resources 0 0 0 0.0%
15,368 17,520 0 58120-Indirect Charges-Risk Management 0 0 0 0.0%
16,008 14,927 0 58130-Indirect Charges-Office Services 0 0 0 0.0%
64,687 68,048 0 58150-Indirect Charges-Records 0 0 0 0.0%
0 26,000 0 58160-Indirect Charges-City Attorney 0 0 0 0.0%
1,794 Z675 0 58200-Indirect Charges-Finance 0 0 0 0.0%
Administration
24,818 30,747 0 58210-Indirect Charges-Financial Operations 0 0 0 0.0%
134,801 134,585 0 58230-Indirect Charges-Technology 0 0 0 0.0%
11,244 10,496 0 58250-Indirect Charges-Contracts and 0 0 0 0.0%
Purchasing
79 80 0 58630-Indirect Charges-Fleet Maintenance 0 0 0 0.0%
105,038 105,687 0 58640-Indirect Charges-Property Managemet 0 0 0 0.0%
496,149 539,431 0 Total Internal Services 0 0 0 0.0%
1,691,921 1,779,934 Total Public Works Administration 0.0%
i
The Public Works Administration division moved from the General Fund to a newly created fund within Central Ser-
vices, beginning in fiscal year 2019. This results in two reports-one to reflect the FY 2020 budget and one to report his-
torical actual budget numbers.
Ilk• .
_ .
h .al'Sf ' --, --
I- .P
i .
T• TFre % —I f
- • , -'r
Allil
PUBLIC WORKS-PAGE 143
PARKS MAINTENANCE BUDGET UNIT: 6150
PROGRAM DESCRIPTION:
The Parks Maintenance Program is focused on providing safe and attractive parks and open spaces
for residents and visitors to enjoy.The program provides accessible parks,outdoor activities and well
maintained trails that support the city's vision for a walkable community.Staff in this program are
responsible for the following:
• Day to day maintenance, operation and inspection of trees within parks and open spaces
• Turf and sports fields
• Ornamental beds
• Community gardens
• Sport courts
• Picnic shelters
• Park restroom facilities
• Paved Trails within parks and open spaces
• Soft surface paths and trails within parks and open spaces
•Playgrounds
PROGRAM RESULTS:
Through the efforts of a well-planned maintenance program,Tigard parks and open spaces are
maintained in a lean and efficient manner. Our goal is to maintain these areas in accordance with
best management practices at the state and national level. However,Tigard has a backlog of parks
in need of maintenance.Parks and open spaces are maintained at the highest level achievable
with the resources we can afford.
•Hazard trees are discovered and removed as soon as practicable.
•Sport fields are in excellent condition and support the variety of youth sports activities in
Tigard.
•Sport courts and playgrounds are inspected and repaired in accordance with state and
national best management practices.
•Trails and pathways are inspected and repaired to ensure safety for pedestrians and
bicyclists.
FULL-TIME EQUIVALENT POSITIONS
2016-2017 2017-2018 2018-2019 2019-2020
Administrative Specialist II 0.50 0.00 0.00 0.00
Environmental Program Coordinator 1.00 1.00 1.00 1.00
Parks&Streets Manager 0.67 0.40 0.50 0.50
Parks/Grounds Supervisor 1.00 1.00 1.00 1.00
Recreation Coordinator 1.00 0.00 0.00 0.00
Sr Utility Worker 2.00 2.00 2.00 3.00
Utility Worker II 6.00 6.00 6.00 7.00
Total FTE 12.17 10.40 10.50 12.50
PAGE 144- CITY OF TIGARD
PARKS MAINTENANCE BUDGET UNIT: 6150
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
12.17 10.40 10.50 Total FTE 10.50 12.50 12.50
208,034 128,997 131,862 51001-Salaries-Management 106,203 106,203 106,203 -19.5%
525,620 520,760 541,812 51002-Salaries-General 536,815 658,351 658,351 21.5%
192,344 178,586 198,190 51005-Part Time-Temporary 198,190 224,190 224,190 13.1%
23,713 20,899 13,057 51006-Overtime 13,057 13,057 13,057 0.0%
O 551 0 51007-Incentive Pay 0 0 0 0.0%
949,711 849,794 884,921 Total Personnel Services-Salaries 854,265 1,001,801 1,001,801 13.2%
950 850 863 52001-Unemployment 856 1,004 1,004 13.7%
27,292 30,885 25,442 52002-Worker's Compensation 25,334 30,137 30,137 16.5%
71,746 64,320 68,869 52003-Social Security/Medicare 65,323 76,584 76,584 11 2%
7,020 6,363 6,719 52004-Tri-Met Tax 6,435 7,547 7,547 12.3%
84,392 75,421 81,440 52005-Retirement 74,760 88,467 88,467 66%
10,351 9,074 9,000 52007-VESA-ER 8,850 10,650 10,650 18.3%
694 712 1,925 52008-Life Ins/ADD/LTD 1,793 2,039 2,039 5.9%
1,928 1,647 0 52009-Long Term Disability 0 0 0 0 0%
160,542 145,641 161,434 52010-Medical/Dental/Vision 175,306 211,306 211,306 30.9%
18,311 17,285 0 52011-Dental Benefits 0 0 0 0.0%
383,226 352,197 355,712 Total Personnel Services-Benefits 358,677 427,734 427,734 20.2%
7,353 477 700 53001-Office Supplies 700 700 700 0.0%
10,062 6,326 6,350 53002-Small Tools&Equipment 6,350 6,350 6,350 0.0%
25,083 27,931 34,000 53003-Fuel 34,000 34,000 34,000 0 0%
42,518 34,734 41,050 Total Supplies 41,050 41,050 41,050 0 0%
111,915 201,267 64,585 54001-Professional/Contractual Services 84,565 84,585 84,585 31.0°/
3,504 0 0 54003-Legal Fees 0 0 0 0 0%
75,468 981 0 54007-Parks and Recreation 0 0 0 0 0%
407 3,458 5,600 54101-R&M-Facilities 5,600 5,600 5,600 0.0%
111,799 133,938 111,070 54105-R&M-Grounds 110,800 131,800 132,070 18.9%
51,732 34,372 51,000 54113-R&M-Vehicles 51,000 51,000 51,000 0.0%
O 47 0 54115-Vehicle Usage 0 0 0 0 0%
12,554 13,226 25,185 54201-Utilities-Electric 25,665 25,685 25,685 2 0%
141,271 130,765 237,500 54202-Utilities-Water/Sewer/SWM 254,700 254,700 254,700 7.2%
11,344 15,160 9,120 54205-Utilites-Phone/Pager/Cells 9,120 9,120 9,120 0.0%
139 140 1,000 54300-Advertising&Publicity 1,000 1,000 1,000 0.0°/
1,602 620 1,046 54301-Fees and Charges 1,046 1,046 1,046 0 0%
3,633 1,650 1,700 54302-Dues&Subscriptions 1,700 1,700 1,700 0.0%
4,965 6,047 3,200 54303-Professional Development 3,900 3,900 3,900 21.9%
3,996 3,760 4,000 54309-Rents and Leases 6,250 6,250 6,250 56.3%
11 3 0 54310-Bad Debt Expense 0 0 0 0 0%
12,673 18,471 6,000 54311-Special Department Expenses 6,000 6,000 6,000 0 0%
547,433 563,906 521,006 Total Services 561,386 582,386 582,656 11.8%
O 30,726 37,500 56003-Vehicles 77,500 77,500 77,500 106.7%
O 1,979 0 56004-Computer Hardware and Software 500 500 500 100.0%
45,301 99,646 120,000 56006-Equipment 120,000 120,000 120,000 0.0%
45,301 132,351 157,500 Total Capital Improvement 198,000 198,000 198,000 25.7%
PUBLIC WORKS-PAGE 145
PARKS MAINTENANCE BUDGET UNIT: 6150
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
48,353 46,568 28,593 58100-Indirect Charges-City Management 34,533 36,164 36,164 26.5
38,344 32,327 57,469 58110-Indirect Charges-Human Resources 78,891 82,617 82,617 43.8%
45,218 41,012 23,156 58120-Indirect Charges-Risk Management 31,987 33,498 33,498 44.7%
11,090 0 37,501 58130-Indirect Charges-Office Services 32,255 33,778 33,778 -9.9%
O 0 31,714 58150-Indirect Charges-Records 39,737 41,614 41,614 31 2%
O 6,000 16,272 58160-Indirect Charges-City Attorney 12,383 12,968 12,968 -20 3
2,508 2,972 11,859 58200-Indirect Charges-Finance 22,262 23,313 23,313 96.6%
Administration
37,637 37,040 61,028 58210-Indirect Charges-Financial Operations 72,246 75,658 75,658 24 0°%
O 0 248,741 58220-Indirect Charges-Utility Billing 0 0 0 -100 0°%
51,549 39,354 40,553 58230-Indirect Charges-Technology 39,533 41,400 41,400 2.1%
11,303 13,085 442 58250-Indirect Charges-Contracts and 10,606 11,107 11,107 2412 9
Purchasing
O 0 303,513 58600-Indirect Charges-PW Admin 325,965 341,361 341,361 12.5
O 0 180,834 58625-Indirect Charges-PW Engineering 204,247 213,894 213,894 18.3%
35,753 30,835 69,199 58630-Indirect Charges-Fleet Maintenance 93,310 97,717 97,717 41 2
4,202 3,594 4,682 58640-Indirect Charges-Property Managemei 5,782 6,055 6,055 29 3
285,957 247,787 1,115,556Totalllnternal Services 1,003,737 1,051,144 1,051,144 -5.8%
2,254,146 x,180,769 075,745 Total Parks Maintenance 3,017,115 02,115 ,302,385
. 1 l
I i. _
• 'r
•• L 1 •
I
If Mr 1 �I
'r F
1
Tsiii 1r1 _ _ _ - -_ li
• 1 1L - 7 1
Frill,ri •~•. r ■
• ).. - .. .•
1
•
rr� II Ir
Ia. ' •
ilt
.. .1..
• l
_ _.
_ .
• 1
i: 1 __I
r~ l - •
•- _
1,. ,
..
..
Dirksen Nature Park-Tigard, Oregon
PAGE 146-CITY OF TIGARD
PARKS AND GROUNDS HISTORICAL BUDGET UNIT: 6100
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
0.00 0.00 0.00 Total 11.k. 0.00 0.00 0.00
0 760 0 54001-Professional/Contractual Services 0 0 0 0.0%
0 5,189 0 54101-R&M-Facilities 0 0 0 0.0%
0 35 0 54201-Utilities-Electric 0 0 0 0.0%
0 39 0 54205-Utilites-Phone/Pager/Cells 0 0 0 0.0%
0 6,023 0 Total Services 0 0 0 0.0%
6,023 Total Parks and Grounds
In 2016, the budget committee approved the creation of the Parks Utility Fund which moved Parks and
Grounds out of the General Fund. In FY 2018, some actual expenditures were coded to the old account in the
General Fund and are included above.
mmirilliplpF
I: :4...t. Or
- r�
ti 1.
II
I. .',
1 •F i .P` L.
• •
• 1 r .
Whi
r� •�__ •
__ 1
,.
PP
• _
i Il y
• ITi
I .
d A
ti= • .
alE ir. .
-s * 1. I 3
' I ,
*ill _ f . r—
p r 1
mismairimimidimirom
Dirksen Nature Park-Tigard, Oregon
PUBLIC WORKS-PAGE 147
RECREATION BUDGET UNIT: 6160
PROGRAM DESCRIPTION:
The Recreation program is focused on providing recreation opportunities throughout the city. The
mission is to provide healthy and diverse recreational opportunities through programing,community
events,and the use of city facilities,parks,and natural areas for all ages and abilities,ensuring that the
City of Tigard is a desirable place to work and play.The recreation program provides opportunities
for the community to engage and connect to the city's vision.
PROGRAM RESULTS:
Continued the implementation of recommendations approved by city council for the initial five years
of program growth. This includes:
• Community event opportunities-the program served over 14,000 residents at 18 events
throughout the year
•Creation of summer camps,community programs and recreation classes-the program
anticipates providing over 60 classes to residents and visitors throughout the year
•Publication of a quarterly activity guide-the program will complete 3 activity guides providing 2
online publications and 1 online and mailed publication
FULL-TIME EQUIVALENT POSITIONS
2016-2017 2017-2018 2018-2019 2019-2020
Administrative Specialist II 0.00 1.35 0.35 0.35
Program Specialist 0.00 1.00 2.00 2.00
Total FTE 0.00 2.35 2.35 2.35
PAGE 148-CITY OF TIGARD
RECREATION BUDGET UNIT: 6160
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
2.35 2.35 Totall,IL 2.35 2.35 2.35
O 70,689 73,007 51001-Salaries-Management 136,080 136,080 136,080 86.4%
O 25,057 14,065 51002-Salaries-General 16,735 16,735 16,735 19.0%
O 0 5,712 51004-Part Time-Regular 179 179 179 -96.9%
O 12,251 30,840 51005-Part Time-Temporary 30,840 30,840 30,840 0.00/0
O 2,054 0 51006-Overtime 0 0 0 0.0%
0 110,050 123,624 Total Personnel Services-Salaries 183,834 183,834 183,834 48.7%
0 110 124 52001-Unemployment 182 182 182 46.8%
0 374 3,109 52002-Worker's Compensation 2,931 2,931 2,931 -5.7%
0 8,500 9,430 52003-Social Security/Medicare 13,952 13,952 13,952 48.0%
0 822 917 52004-Tri-Met Tax 1,374 1,374 1,374 49.8%
0 12,694 10,965 52005-Retirement 20,597 20,597 20,597 87.8%
0 1,075 3,525 52007-VEBA-ER 2,100 2,100 2,100 -40.4%
0 104 706 52008-Life Ins/ADD/LTD 1,221 1,221 1,221 72.9%
0 286 0 52009-Long Term Disability 0 0 0 0.0%
0 10,895 11,597 52010-Medical/Dental/Vision 36,000 36,000 36,000 210.4%
0 1,094 0 52011-Dental Benefits 0 0 0 0.0%
O 35,954 40,373 Total Personnel Services-Benefits 78,357 78,357 78,357 94.1%
0 0 100 53001-Office Supplies 100 100 100 0.0%
0 120 1,000 53003-Fuel 1,000 1,000 1,000 0.0%
0 125 0 53308-Dog Park Trust Account Expense 0 0 0 0.0%
0 245 1,100 Total Supplies 1,100 1,100 1,100 0.0%
0 21,350 20,500 54001-Professional/Contractual Services 20,500 20,500 20,500 0.0%
0 79,248 102,352 54007-Parks and Recreation 79,592 79,592 79,592 -22.2%
0 0 1,500 54113-R&M-Vehicles 1,500 1,500 1,500 0.0%
0 0 0 54205-Utilites-Phone/Pager/Cells 2,500 2,500 2,500 100.0%
0 1,564 0 54300-Advertising&Publicity 20,000 20,000 20,000 100.0%
0 0 0 54301-Fees and Charges 260 260 260 100.0%
0 0 500 54302-Dues&Subscriptions 500 500 500 0.0%
0 1,059 700 54303-Professional Development 700 700 700 0.0%
0 0 2,250 54309-Rents and Leases 2,250 2,250 2,250 0.0%
0 3,765 10,150 54311-Special Department Expenses 10,150 10,150 10,150 0.0/n
0 106,986 137,952 Total Services 137,952 137,952 137,952 0.0%
0 2,337 0 56004-Computer Hardware and Software 0 0 0 0.0%
0 2,337 0 Total Capital Improvement 0 0 0 0.0%
PUBLIC WORKS-PAGE 149
RECREATION BUDGET UNIT: 6160
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
0 8,218 3,535 58100-Indirect Charges-City Management 5,788 5,788 5,788 63.7%
0 5,705 7,104 58110-Indirect Charges-Human Resources 25,174 25,174 25,174 254.4%
0 7,237 2,862 58120-Indirect Charges-Risk Management 1,500 1,500 1,500 -47.6%
0 8,527 4,635 58130-Indirect Charges-Office Services 6,451 6,451 6,451 39.2%
0 0 3,920 58150-Indirect Charges-Records 2,041 2,041 2,041 -47.9%
0 0 2,011 58160-Indirect Charges-City Attorney 2,477 2,477 2,477 23.2%
0 524 1,467 58200-Indirect Charges-Finance 3,932 3,932 3,932 168.0%
Administration
0 6,536 7,543 58210-Indirect Charges-Financial Operations 69 69 69 -99.1%
0 0 30,744 58220-Indirect Charges-Utility Billing 0 0 0 -100.0%
0 6,945 5,012 58230-Indirect Charges-Technology 560 560 560 -88.8%
0 1,427 55 58250-Indirect Charges-Contracts and 365 365 365 563.6%
Purchasing
0 0 54,922 58600-Indirect Charges-PW Admin 40,494 40,494 40,494 -26.3%
0 0 18,372 58625-Indirect Charges-PW Engineering 15,260 15,260 15,260 -16.9%
0 5,442 8,553 58630-Indirect Charges-Fleet Maintenance 0 0 0 -100.0%
0 634 579 58640-Indirect Charges-Property Managemen 0 0 0 -100.0%
0 51,195 151,314 Total Internal Services 104,111 104,111 104,111 -31.2%
•
otal Recreation 505,354 5,354 505,354 11.2%
I) a'EATEI
SI 2019
Oiliiiitli
CAMP
,.
li.
, ...„
zr.
•
... .
f4 , ,ted' ' Jr f a
i
PAGE 150-CITY OF TIGARD
STREET MAINTENANCE BUDGET UNIT: 6200
PROGRAM DESCRIPTION:
The Street Maintenance Division provides maintenance and repair services for the city's street
network and its various components,including:
• Street and traffic signs
• Pavement markings
• Snow and ice management
• Right of way landscape on arterials and collectors
• Pothole repair and paving
• Pavement Management Program
This division also plays a critical role in the city's Pavement Management Program(PMP)by
performing pavement restoration work ahead of annual contracted work and managing the program.
Division activities include: 24/7 emergency response,dig out and replace asphalt,pothole patching,
sidewalk repair,sign maintenance and installation,tree removal;street tree program,right of way
maintenance, and oversee street light and signal maintenance.
PROGRAM RESULTS:
The city's transportation system is safe and aesthetically pleasing for pedestrians,bicyclists and the
motoring public.
FULL-TIME EQUIVALENT POSITIONS
2016-2017 2017-2018 2018-2019 2019-2020
Project Manager 0.00 0.00 1.00 1.00
Division Manager(Streets,Green Team, 0.33 0.30 0.50 0.25
Parks)
Street Supervisor 1.00 1.00 1.00 1.00
Senior Utility Worker 1.00 1.00 1.00 1.00
Utility Worker II 5.00 5.00 5.00 5.00
Wastewater Operations Supervisor 0.00 0.15 0.00 0.00
Total FIE 7.33 7.45 8.50 8.25
PUBLIC WORKS-PAGE 151
STREET MAINTENANCE BUDGET UNIT: 6200
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
7.33 7.45 8.50 Total FTE 8.25 5.25 825
108,817 120,273 158,527 51001-Salaries-Management 183,117 183,117 183,117 15.5%
274,412 309,154 337,307 51002-Salaries-General 330,118 330,118 330,118 -2.1%
O 0 34,023 51005-Part Time-Temporary 50,000 50,000 50,000 47.0%
11,072 4,851 10,000 51006-Overtime 15,000 15,000 15,000 50.0%
394,301 434,277 539,857 Total Personnel Services-Salaries 578,235 578,235 578,235 7.1%
395 435 530 52001-Unemployment 579 579 579 9.2%
21,672 28,433 32,013 52002-Worker's Compensation 32,060 32,060 32,060 0.1%
29,511 32,739 40,596 52003-Social Security/Medicare 44,234 44,234 44,234 9.0%
2,916 3,257 3,954 52004-Tri-Met Tax 4,357 4,357 4,357 10.2%
43,238 46,489 60,157 52005-Retirement 62,518 62,518 62,518 3.9%
5,495 6,131 6,550 52007-VEBA-ER 6,750 6,750 6,750 3.1%
362 481 1,778 52008-Life Ins/ADD/LTD 1,973 1,973 1,973 11.0%
1,009 1,073 0 52009-Long Term Disability 0 0 0 0.0%
108,219 108,473 135,932 52010-Medical/Dental/Vision 156,157 156,157 156,157 14.9%
12,482 12,327 0 52011-Dental Benefits 0 0 0 0.0%
225,299 239,838 281,510 Total Personnel Services-Benefits 308,628 308,628 308,628 9.6%
27 90 250 53001-Office Supplies 250 250 250 0.0%
5,955 4,535 5,960 53002-Small Tools&Equipment 5,960 5,960 5,960 0.0%
9,611 12,955 30,000 53003-Fuel 30,000 30,000 30,000 0.0%
15,593 17,580 36,210 Total Supplies 36,210 36,210 36,210 0.0%
201,271 188,991 310,818 54001-Professional/Contractual Services 310,518 310,818 310,818 0.0%
55,940 97,176 116,136 54101-R&M-Facilities 116,136 116,136 116,136 0.0%
30,841 22,420 26,000 54113-R&M-Vehicles 26,000 26,000 26,000 0.0%
100 60 0 54114-R&M-Office Equipment 0 0 0 0.0%
5,711 3,862 7,000 54202-Utilities-Water/Sewer/SWM 7,000 7,000 7,000 0.0%
3,615 3,099 5,280 54205-Utilites-Phone/Pager/Cells 5,280 5,280 5,280 0.0%
429 690 1,000 54300-Advertising&Publicity 1,000 1,000 1,000 0.0%
26 0 0 54301-Fees and Charges 0 0 0 0.0%
4,093 0 300 54302-Dues&Subscriptions 300 300 300 0.0%
1,488 2,604 2,470 54303-Professional Development 2,470 2,470 2,470 0.0%
O 0 2,800 54306-Credit Card Fees 2,800 2,800 2,800 0.0%
O 0 1,000 54308-Property Damage 1,000 1,000 1,000 0.0%
16,156 16,156 0 54309-Rents and Leases 0 0 0 0.0%
4,024 2,981 4,950 54311-Special Department Expenses 4,950 4,950 4,950 0.0%
323,694 338,037 477,754 Total Services 477,754 477,754 477,754 0.0%
O 149,632 150,000 56003-Vehicles 150,000 150,000 275,000 83.3%
200 0 0 56004-Computer Hardware and Software 40,000 40,000 40,000 100.0%
23,000 0 0 56006-Equipment 0 0 0 0.0%
23,200 149,632 150,000 Total Capital Improvement 190,000 190,000 315,000 110.0%
PAGE 152-CITY OF TIGARD
STREET MAINTENANCE BUDGET UNIT: 6200
FY 2017 FI 2018 FI 2019 Budget Resource Summary 2020 2020 2020 Adopted vs.
Actual Actual Revised Proposed Approved Adopted FY 19
176,231 175,358 0 58000-Interdepartmental Costs 0 0 0 0.0%
31,180 35,338 10,709 58100-Indirect Charges-City Management 27,540 27,540 27,540 157.2%
24,084 23,888 31,520 58110-Indirect Charges-Human Resources 33,417 33,417 33,417 6.0%
40,948 43,558 18,508 58120-Indirect Charges-Risk Management 54,326 54,326 54,326 193.5%
3,788 2,948 14,046 58130-Indirect Charges-Office Services 29,030 29,030 29,030 106.7%
O 0 12,520 58150-Indirect Charges-Records 19,607 19,607 19,607 56.6%
O 1,000 6,093 58160-Indirect Charges-City Attorney 11,145 11,145 11,145 82.9%
2,729 3,803 8,326 58200-Indirect Charges-Finance 17,722 17,722 17,722 112.9%
Administration
26,450 30,485 23,508 58210-Indirect Charges-Financial Operations 25,370 25,370 25,370 7.9%
O 0 0 58220-Indirect Charges-Utility Billing 146,773 146,773 2,000 100.0%
25,578 39,314 26,349 58230-Indirect Charges-Technology 109,106 109,106 109,106 314.1%
9,500 9,185 0 58250-Indirect Charges-Contracts and 5,851 5,851 5,851 100.0%
Purchasing
O 0 184,714 58600-Indirect Charges-PW Admin 218,324 218,324 218,324 18.2%
O 0 494,629 58625-Indirect Charges-PW Engineering 509,128 509,128 509,128 2.9%
9,004 9,136 51,834 58630-Indirect Charges-Fleet Maintenance 62,207 62,207 62,207 20.0%
349,492 374,013 882,756 Total Internal Services 1,269,546 1,269,546 1,124.773 27.4%
1,331,579 1,553,377 2,368,087 Total Street Maintenance 2,860,373 2,860,373 2,840,600 20.
w •
‘ )1i.
Iii,1/4,',,,,. "of a.m.-, • ,,, ._
...t
a S
W IICK04.111
City workers install a crosswalk
on a street with high foot traffic
PUBLIC WORKS-PAGE 153
PW ENGINEERING BUDGET UNIT: 6250
PROGRAM DESCRIPTION:
The Engineering Division provides key support to the organization by providing professional
services in the following areas:
•Public capital project delivery
•Transportation system management
•Master planning for infrastructure systems;and review
•Approval and inspection of privately-funded development projects that add to our
infrastructure systems
Specific services provided include:
•Project management
•Design
•Plan review
• Construction oversight
•Inspection
•Environmental permit coordination
•Public infrastructure standards development
PROGRAM RESULTS:
• Capital Improvement Plan(CIP)projects are delivered in an efficient and cost-effective
manner.
•Management of the transportation system is respectful of all modes of travel and strives to
address public safety issues,reduce traffic congestion through Tigard,and to continuously
improve the experience for pedestrians and bicyclists.
• System master plans are updated at intervals recommended by best management practices and
critical projects are prioritized in the CIP and completed.
•Private development projects are constructed such that new public infrastructure meets or
exceeds city standards.
PAGE 154-CITY OF TIGARD
PW ENGINEERING BUDGET UNIT: 6250
FULL-TIME EQUIVALENT POSITIONS
2016-2017 2017-2018 2018-2019 2019-2020
City Engineer 1.00 1.00 1.00 1.00
Assistant City Engineer 1.00 1.00 1.00 1.00
Principal Engineer 1.00 1.00 1.00 2.00
Senior Project Engineer 3.00 4.00 4.00 4.00
Project Manager 1.00 1.00 1.00 1.00
Project Coordinator 2.00 2.00 2.00 3.00
Senior Engineering Technician 4.00 4.00 4.00 4.00
Engineering Technician II 1.00 2.00 2.00 2.00
Engineering Technician I 1.00 0.00 0.00 0.00
Management Analyst 1.00 1.00 1.00 1.00
Administrative Specialist II 1.00 1.00 1.00 1.00
Water Project Coordinator 0.00 1.00 1.00 0.00
Total NTE 17.00 19.00 19.00 20.00
imelipr.
_ , • . •
.. .
. -
- . t,.
--4. _ , , COLUMBIA PACIFIC ,
_...
r . • - a �� A
.. ir . •••••Ati• . "
.i ` •
I - ;�•-mo i ,� 1 •,
,' .,.4 e. - s
•f 4-4).-' I
-.
_.y \ • AliA
�+ _.r
Hunr<ileer Industrial Core Project groundbreaking-this project extended a main street in Tigard for development and rede-
velopment of adjacent industrial lands to achieve higher levels of industrial business. It was funded by an economic develop-
ment administration federal grant.
PUBLIC WORKS-PAGE 155
PW ENGINEERING BUDGET UNIT: 6250
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
19.00 Total FTE 20.00 20.00 2000
0 0 877,034 51001-Salaries-Management 981,665 981,665 961,665 11.9%
0 0 657,327 51002-Salaries-General 685,344 685,344 695,344 4.3%
0 0 21,382 51005-Part Time-Temporary 25,000 25,000 25,000 16.9%
0 0 7,617 51006-Overtime 7,617 7,617 7,617 0.0%
0 0 1,563,360 Total Personnel Services-Salaries 1,699,626 1,699,626 1,699,626 8.7%
0 0 1,564 52001-Unemployment 1,703 1,703 1,703 8.9%
0 0 24,843 52002-Worker's Compensation 26,244 26,244 26,244 5.6%
0 0 119,600 52003-Social Security/Medicare 129,967 129,967 129,967 8.7%
O 0 11,629 52004-Tri-Met Tax 12,803 12,803 12,803 101%
0 0 213,787 52005-Retirement 210,753 210,753 210,753 -1.4%
0 0 0 52007-VESA-ER 15,300 15,300 15,300 100 0"/
0 0 7,691 52008-Life Ins/ADD/LTD 6,720 6,720 6,720 -12.6%
0 0 0 52009-Long Term Disability 0 0 0 00"/
0 0 284,454 52010-Medical/Dental/Vision 373,647 373,647 373,647 31.4%
0 0 0 52011-Dental Benefits 0 0 0 0.0°%
0 0 663,568 Total Personnel Services-Benefits 777,137 777,137 777,137 17.1%
0 0 5,000 53001-Office Supplies 5,300 5,300 5,300 6 0"/
0 0 6,000 53002-Small Tools&Equipment 6,500 6,500 6,500 8.3%
0 0 5,000 53003-Fuel 5,500 5,500 5,500 100°/
0 0 16,000 Total Supplies 17,300 17,300 17,300 8.1%
0 0 206,260 54001-Professional/Contractual Services 200,000 200,000 200,000 -3.0°/
O 0 0 54003-Legal Fees 3,000 3,000 3,000 100.0°/
0 0 28,000 54006-Software License and Maintenance 37,330 37,330 37,330 33.3%
0 0 8,000 54113-R&M-Vehicles 8,000 8,000 8,000 0 0%
0 0 1,000 54114-R&M-Office Equipment 1,000 1,000 1,000 0.0%
0 0 9,000 54205-Utilites-Phone/Pager/Cells 10,500 10,500 10,500 16.7%
0 0 1,000 54300-Advertising&Publicity 1,000 1,000 1,000 0.0%
0 0 7,000 54302-Dues&Subscriptions 7,000 7,000 7,000 0.0%
0 0 19,000 54303-Professional Development 23,000 23,000 23,000 21.1%
0 0 4,000 54311-Special Department Expenses 4,500 4,500 4,500 12.5%
0 0 283,260 Total Services 295,330 295,330 295,330 43%
0 0 0 56003-Vehicles 70,000 70,000 70,000 100.0%
0 0 8,550 56004-Computer Hardware and Software 6,500 6,500 6,500 -24.0%
O 0 8,550 Total Capital Improvement 76,500 76,500 76,500 7947%
PAGE 156-CITY OF TIGARD
PW ENGINEERING BUDGET UNIT: 6250
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
O 0 30,597 58100-Indirect Charges-City Management 51,233 51,233 51,233 67 4°/
O 0 79,776 58110-Indirect Charges-Human Resources 79,421 79,421 79,421 -0 4%
O 0 19,531 58120-Indirect Charges-Risk Management 22,204 22,204 22,204 13.7%
O 0 40,129 58130-Indirect Charges-Office Services 61,284 61,284 61,284 52.7%
O 0 70,008 58150-Indirect Charges-Records 41,971 41,971 41,971 -400°/
O 0 17,411 58160-Indirect Charges-City Attorney 23,528 23,528 23,528 35.1%
O 0 15,035 58200-Indirect Charges-Finance 28,804 28,804 28,804 91.6%
Administration
O 0 150,936 58210-Indirect Charges-Financial Operations 59,638 59,638 59,638 -60.5%
O 0 179,072 58230-Indirect Charges-Technology 196,287 196,287 196,287 9.6%
O 0 194,422 58250-Indirect Charges-Contracts and 191,262 191,262 191,262 -1.6%
Purchasing
O 0 321,366 58600-Indirect Charges-PW Admin 490,469 490,469 490,469 52.6%
O 0 31,100 58630-Indirect Charges-Fleet Maintenance 37,324 37,324 37,324 20.0%
O 0 44,442 58640-Indirect Charges-Property Managemet 48,850 48,850 48,850 9.9%
O 0 1,193,825 Total Internal Services 1,332,275 1,332,275 1,332,275 11.6%
3,728,563 Total PW Engineering 4,198,168 4,198,168 4,198,1
. .0... a•Y 5V .� ;r r-r'r.
V �y
+y.c,.,. �.s�9 3r.r*.:,.,.,..,,,,...„,.,-,.
i-
.......
fi' 1 x r �+. .
s ` a
: .
t._ e
ac - -- ft-N.P,
With nearly 550 acres of parks,greenways and natural areas, the City of Tigard provides a variety of options for rec-
reation, while protecting the area's natural beauty and providing valuable wildlife habitat.
PUBLIC WORKS-PAGE 157
PW ENGINEERING-HISTORICAL BUDGET UNIT: 6250
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY19
17.00 19.00 Total FIE
664,910 765,420 0 51001-Salaries-Management 0 0 0 0.0%
566,736 517,567 0 51002-Salaries-General 0 0 0 0.0%
555 18,630 0 51005-Part Time-Temporary 0 0 0 0.0%
1,164 1,743 0 51006-Overtime 0 0 0 0.0%
1,233,365 1,303,361 0 Total Personnel Services-Salaries 0 0 0 0.0%
1,234 1,304 0 52001-Unemployment 0 0 0 0.0%
14,956 18,093 0 52002-Worker's Compensation 0 0 0 0.0%
93,348 99,387 0 52003-Social Security/Medicare 0 0 0 0.0%
9,119 9,764 0 52004-Tri-Met Tax 0 0 0 0.0%
145,264 158,728 0 52005-Retirement 0 0 0 0.0%
12,154 12,225 0 52007-VERA-ER 0 0 0 0.0%
946 1,073 0 52008-Life Ins/ADD/LTD 0 0 0 0.0%
3,065 3,446 0 52009-Long Term Disability 0 0 0 0.0%
221,880 216,907 0 52010-Medical/Dental/Vision 0 0 0 0.0%
27,085 26,822 0 52011-Dental Benefits 0 0 0 0.0%
529,051 547,748 0 Total Personnel Services-Benefits 0 0 0 0.0%
2,784 1,688 0 53001-Office Supplies 0 0 0 0.0%
31,522 11,798 0 53002-Small Tools&Equipment 0 0 0 0.0%
3,120 3,834 0 53003-Fuel 0 0 0 0.0%
37,426 17,320 0 Total Supplies 0 0 0 0.0%
158,420 140,859 0 54001-Professional/Contractual Services 0 0 0 0.0%
6,711 0 0 54003-Legal Fees 0 0 0 0.0%
8,717 3,932 0 54006-Software License and Maintenance 0 0 0 0.0%
6,526 5,373 0 54113-R&M-Vehicles 0 0 0 0.0%
4,966 3,378 0 54205-Utilites-Phone/Pager/Cells 0 0 0 0.0%
1,211 1,335 0 54300-Advertising&Publicity 0 0 0 0.0%
1,470 3,835 0 54302-Dues&Subscriptions 0 0 0 0.0%
11,634 8,214 0 54303-Professional Development 0 0 0 0.0%
6,680 3,283 0 54311-Special Department Expenses 0 0 0 0.0%
206,335 170,208 0 Total Services 0 0 0 0.0%
1,617 6,545 0 56004-Computer Hardware and Software 0 0 0 0.0%
1,617 6,545 0 Total Capital Improvement 0 0 0 0.0%
PAGE 158-CITY OF TIGARD
PW ENGINEERING-HISTORICAL BUDGET UNIT: 6250
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
58,767 71,176 0 58100-Indirect Charges-City Management 0 0 0 0.0%
49,153 52,144 0 58110-Indirect Charges-Human Resources 0 0 0 0.0%
37,601 42,811 0 58120-Indirect Charges-Risk Management 0 0 0 0.0%
39,163 34,123 0 58130-Indirect Charges-Office Services 0 0 0 0.0%
9,744 9,952 0 58150-Indirect Charges-Records 0 0 0 0.0%
0 6,000 0 58160-Indirect Charges-City Attorney 0 0 0 0.0%
2,679 3,994 0 58200-Indirect Charges-Finance 0 0 0 0.0%
Administration
27,450 34,491 0 58210-Indirect Charges-Financial Operations 0 0 0 0.0%
144,257 129,914 0 58230-Indirect Charges-Technology 0 0 0 0.0%
13,337 12,770 0 58250-Indirect Charges-Contracts and 0 0 0 0.0%
Purchasing
2,025 2,054 0 58630-Indirect Charges-Fleet Maintenance 0 0 0 0.0%
35,359 35,577 0 58640-Indirect Charges-Property Managemeo 0 0 0 0.0%
419,535 435,006 0 Total Internal Services 0 0 0 0.0%
2,427,329 2,480,18 Total PW Engineering
The Public Works Engineering division moved from the General Fund to a newly created fund within Central Services,
beginning in fiscalyear 2019. This results in two reports-one to reflect the FY 2020 budget and one to report historical
actual budget numbers.
PUBLIC WORKS-PAGE 159
WATER BUDGET UNIT: 6500
PROGRAM DESCRIPTION:
The Public Works Water Division has the primary responsibility to operate,maintain,repair,and
expand the water system while at the same time providing a high-quality,dependable water supply to
its customers. The Tigard Water Service Area is comprised of the cities of Durham,King City,two
thirds of Tigard,and unincorporated areas to the south and west of Tigard.
The service area has 19,515 service connections supplying approximately 62,500 customers.Division
activities include: 24/7 emergency response;water line,hydrant,meter maintenance and installation;
water treatment;water quality;backflow;and water conservation.
PROGRAM RESULTS:
The city provides safe and reliable water that meets or exceeds all Environmental Protection Agency
(EPA) and State of Oregon standards for water quality. The Water Division holds to these standards
under normal,peak and emergency situations.
FULL-TIME EQUIVALENT POSITIONS
2016-2017 2017-2018 2018-2019 2019-2020
LOT WP Project Director 1.00 0.00 0.00 0.00
Public Works Manager 0.50 0.00 0.00 0.00
Water Operations Supervisor 2.00 1.25 2.00 2.00
Backflow Cross Connections Specialist 1.00 1.00 1.00 1.00
Environmental Program Coordinator 1.00 1.00 1.00 1.00
Senior Utility Worker 1.00 1.00 1.00 1.00
Utility Worker II 4.50 5.50 6.00 5.00
Senior Water Utility Technician 1.00 1.00 1.00 1.00
Water Utility Technician 1.00 0.00 0.00 0.00
Utility Worker I 0.00 0.25 0.00 1.00
Utility Division Manager 0.00 0.25 0.50 1.00
Management Analyst 0.00 (LOU 0.50 0.05
PW Apprentice 0.00 0.00 0.50 1.00
Total FTE 13.00 11.25 13.50 14.05
PAGE 160-CITY OF TIGARD
WATER BUDGET UNIT: 6500
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY19
13.00 11.25 13.50 Total FTE 14.05 14.05 14.05
0 0 0 45105-Fire Hydrant Flow Testing Srvc 3,500 3,500 3,500 100.0%
0 0 0 Total Charges for Services 3,500 3,500 3,500 100.0%
308,884 125,642 252,246 51001-Salaries-Management 274,488 274,488 274,488 8.8%
478,266 465,359 575,268 51002-Salaries-General 620,151 620,151 620,151 7.8%
27,593 24,718 35,980 51006-Overtime 40,000 40,000 40,000 11.2%
814,743 615,718 863,494 Total Personnel Services-Salaries 934,639 934,639 934,639 8.2°/3
839 616 827 52001-Unemployment 896 896 896 83%
21,787 22,040 29,481 52002-Worker's Compensation 34,595 34,595 34,595 17.3%
62,554 46,327 63,305 52003-Social Security/Medicare 68,441 68,441 68,441 8.1%
6,204 4,614 6,157 52004-Tri-Met Tax 6,743 6,743 6,743 9.5%
89,936 67,794 98,359 52005-Retirement 103,309 103,309 103,309 5.0%
9,985 8,246 11,000 52007-VEBA-ER 11,730 11,730 11,730 6.6%
995 651 2,670 52008-Life Ins/ADD/LTD 3,027 3,027 3,027 13.4%
2,016 1,516 0 52009-Long Term Disability 0 0 0 0.0°/3
157,117 102,363 185,913 52010-Medical/Dental/Vision 196,280 196,280 196,280 5.6°/3
15,038 11,583 0 52011-Dental Benefits 0 0 0 0.0%
366,471 265,751 397,712 Total Personnel Services-Benefits 425,021 425,021 425,021 6.9%
198 10,044 2,000 53001-Office Supplies 2,500 2,500 2,500 25.0%
17,154 24,347 21,150 53002-Small Tools&Equipment 25,000 25,000 25,000 18.2%
17,648 2.3,276 35,000 53003-Fuel 35,000 35,000 35,000 0.0%
1,339,637 1,869,824 2,200,000 53530-Water Costs:L.O.&Ptld 2,200,000 2,200,000 2,200,000 0.0%
1,374,637 1,927,490 2,253,150 Total Supplies 2,262,500 2,262,500 2,262,500 0.2%
PUBLIC WORKS-PAGE 161
WATER BUDGET UNIT: 6500
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
381,437 331,318 542,900 54001-Professional/Contractual Services 521,000 521,000 536,000 -1.3%
8,332 22,845 75,000 54002-Water Costs:Sampling 75,000 75,000 75,000 0.0%
56,071 53,287 13,000 54003-Legal Fees 30,000 30,000 30,000 130.8%
O 8,400 8,000 54006-Software License and Maintenance 8,000 8,000 8,000 0.0%
O 4,545 9,000 54101-R&M-Facilities 9,000 9,000 9,000 0.0%
14,071 26,432 37,000 54102-R&M-Water Lines 40,000 40,000 40,000 8.1%
24,924 9,903 28,000 54103-R&M-Control Valves 30,000 30,000 30,000 7.1%
10,696 784 8,000 54104-R&M-Reservoir 10,000 10,000 10,000 25.0%
126 0 13,100 54105-R&M-Grounds 14,000 14,000 14,000 6.9%
3,138 5,815 10,000 54106-R&M-Pump Station 15,000 15,000 15,000 50.0%
18,943 10,247 18,000 54107-R&M-SCADA 18,000 18,000 18,000 0.0%
767 3,157 11,500 54108-R&M-Wells 15,000 15,000 15,000 30.4%
35,352 29,549 225,000 54109-R&M-Meters 225,000 225,000 225,000 0.0%
12,127 28,203 25,000 54110-R&M-Service Lines 30,000 30,000 30,000 20.0%
17,402 21,250 120,000 54112-R&M-Fire Hydrant 120,000 120,000 120,000 0.0%
67,437 64,273 70,000 54113-R&M-Vehicles 70,000 70,000 70,000 0.0%
304 1,134 0 54114-R&M-Office Equipment 0 0 0 0.0%
303,410 247,288 380,600 54201-Utilities-Electric 383,100 383,100 383,100 0.7%
18,734 20,266 22,000 54202-Utilities-Water/Sewer/SWM 27,700 27,700 27,700 25.9%
9,578 8,520 12,300 54205-Utilites-Phone/Pager/Cells 13,660 13,660 13,660 11.1%
25,097 25,003 39,000 54300-Advertising&Publicity 55,000 55,000 55,000 41.0%
830 355 9,000 54301-Fees and Charges 12,000 12,000 12,000 33.3%
78 3,820 16,000 54302-Dues&Subscriptions 18,000 18,000 18,000 12.5%
5,686 7,352 9,500 54303-Professional Development 20,000 20,000 20,000 110.5%
15,462 18,368 18,700 54305-Conservation Expenses 19,000 19,000 19,000 1.6%
O 0 600 54306-Credit Card Fees 1,000 1,000 1,000 66.7%
O 4,167 8,000 54308-Property Damage 15,000 15,000 15,000 87.5%
922 5,985 10,000 54309-Rents and Leases 10,000 10,000 10,000 0.0%
302 638 10,000 54310-Bad Debt Expense 10,000 10,000 10,000 0.0%
753,252 831,795 937,000 54311-Special Department Expenses 1,155,700 1,155,700 1,155,700 23.3%
10,000 10,000 20,000 54402-Contributions to Community Org 20,000 20,000 20,000 0.0%
1,794,478 1,804,701 2,706,200 Total Services 2,990,160 2,990,160 3,005,160 11.0%
O 32,992 168,000 56003-Vehicles 60,000 60,000 187,054 11.3%
1,308 15,284 13,300 56004-Computer Hardware and Software 173,000 173,000 173,000 1200.8%
95,602 59,209 110,000 56006-Equipment 20,000 20,000 20,000 -81.8%
96,910 107,485 291,300 Total Capital Improvement 253,000 253,000 380,054 30.5%
PAGE 162-CITY OF TIGARD
WATER BUDGET UNIT: 6500
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
391,635 388,967 0 58000-Interdepartmental Costs 0 0 0 0.0%
94,934 108,057 19,888 58100-Indirect Charges-City Management 80,842 80,842 80,842 306.5%
42,714 42,367 48,255 58110-Indirect Charges-Human Resources 52,562 52,562 52,562 8.9%
109,571 117,190 51,436 58120-Indirect Charges-Risk Management 66,636 66,636 66,636 29.6%
31,174 24,492 26,084 58130-Indirect Charges-Office Services 48,382 48,382 48,382 85.5%
O 0 21,050 58150-Indirect Charges-Records 32,678 32,678 32,678 55.2%
O 30,000 11,318 58160-Indirect Charges-City Attorney 18,574 18,574 18,574 64.1%
9,666 13,445 76,136 58200-Indirect Charges-Finance 61,490 61,490 61,490 -19.2%
Administration
68,701 85,170 125,697 58210-Indirect Charges-Financial Operations 128,394 128,394 128,394 2.1%
907,129 931,665 464,959 58220-Indirect Charges-Utility Billing 1,193,275 1,193,275 1,193,275 156.6%
46,746 66,133 65,736 58230-Indirect Charges-Technology 405,995 405,995 405,995 517.6%
6,012 5,062 7,935 58250-Indirect Charges-Contracts and 19,382 19,382 19,382 144.3%
Purchasing
O 0 620,730 58600-Indirect Charges-PW Admin 651,893 651,193 651,193 4.9%
O 0 307,497 58625-Indirect Charges-PW Engineering 348,858 348,858 348,858 13.5%
50,652 51,394 57,017 58630-Indirect Charges-Fleet Maintenance 68,428 68,428 68,428 20.0%
44,888 45,165 0 58640-Indirect Charges-Property Managemeu 62,016 62,016 62,016 100.0%
1,803,822 1,909,107 1,903,738 Total Internal Services 3,238,705 3,238,705 3,238,705 70.1%
6,251,061 6,630,
•
r
•
r # 'ay +)111
,,,,,,
PUBLIC WORKS-PAGE 163
SANITARY SEWER BUDGET UNIT: 6600
PROGRAM DESCRIPTION:
The Sanitary Sewer Division manages and operates 169 miles of pipe in the wastewater collection
system within the city limits of Tigard. The city operates and maintains the public sanitary sewer
system in accordance with an intergovernmental agreement with Clean Water Services (CWS). CWS
acts as the overall permit holder with the Department of Environmental Quality(DEQ) and sets the
performance standards for operation and maintenance best management practices.
Cities within CWS's boundaries are expected to meet or exceed those performance standards and
provide CWS with periodic reports to keep them updated and to fulfill our obligation as a co-
implementer of the permit.Division activities include: 24/7 emergency response,service line repairs
or replacements,TV inspection of sewer main lines,cleaning of main lines,and utility locating
services.
PROGRAM RESULTS:
•Ensure a safe and reliable wastewater system that protects public health and the environment
by preventing backups or overflows within Tigard's sanitary sewer collection system.
• Continue to meet or exceed Clean Water Services (CWS)performance standards.
•Maintain an accurate mapping and database management system.
• Continue to improve asset data information and track work performance through the
Computerized Maintenance Management System(CMMS).
FULL-TIME EQUIVALENT POSITIONS
2016-2017 2017-2018 2018-2019 2019-2020
Environmental Program Coordinator 0.50 050 0.50 0.50
Management Analyst 0.00 0.00 0.25 0.00
PW Apprentice 0.00 0.00 0.25 0.00
Utility Division Manager 0.25 0.25 0.25 0.00
Wastewater and Stormwater Operations 1.00 0.75 0.75 0.50
Supervisor
Senior Utility Worker 1.00 1.00 1.00 1.00
Utility Worker II 3.75 3.75 3.75 3.50
Utility Worker I 0.00 0.00 0.00 0.00
Total FIE 6.50 6.25 6.75 5.50
PAGE 164-CITY OF TIGARD
SANITARY SEWER BUDGET UNIT: 6600
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY19
6.50 6.25 6.75 Total FTE 5.50 5.50 5.50
100,508 84,240 86,031 51001-Salaries-Management 40,092 40,092 40,092 -53.4%
207,651 229,529 297,118 51002-Salaries-General 279,797 279,797 279,797 -5.8°/i
127 8,994 0 51005-Part Time-Temporary 0 0 0 0.0%
3,676 4,842 10,000 51006-Overtime 10,000 10,000 10,000 0.0%
O 303 0 51007-Incentive Pay 0 0 0 0.0%
311,962 327,909 393,149 Total Personnel Services-Salaries 329,889 329,889 329,889 -16.1%
312 329 391 52001-Unemployment 320 320 320 -18.2%
7,959 10,227 12,338 52002-Worker's Compensation 11,254 11,254 11,254 -8.8%
23,623 24,611 30,098 52003-Social Security/Medicare 24,471 24,471 24,471 -18.7%
2,309 2,460 2,929 52004-Tri-Met Tax 2,411 2,411 2,411 -17.7%
32,069 32,769 45,976 52005-Retirement 35,422 35,422 35,422 -23.0%
4,577 4,601 5,650 52007-VEBA-ER 4,800 4,800 4,800 -15.0%
294 344 1,936 52008-Life Ins/ADD/LTD 894 894 894 -53.8%
807 744 0 52009-Long Term Disability 0 0 0 0.0%
80,111 80,930 129,247 52010-Medical/Dental/Vision 110,580 110,580 110,580 -14.4%
9,147 10,430 0 52011-Dental Benefits 0 0 0 0.0/s
161,208 167,445 228,565 Total Personnel Services-Benefits 190,152 190,852 190,152 -16.8%
180 19 400 53001-Office Supplies 400 400 400 0.0%
31,247 31,596 13,400 53002-Srnall Tools&Equipment 13,400 13,400 13,400 0.0%
22,797 25,082 27,997 53003-Fuel 31,000 31,000 31,000 10.7%
54,224 56,697 41,797 Total Supplies 44,800 44,800 44,800 7.2%
7,533 25,093 160,420 54001-Professional/Contractual Services 160,500 160,500 160,500 0.0%
42 0 42 54003-Legal Fees 0 0 0 -100.0%
O 0 1,500 54006-Software License and Maintenance 1,500 1,500 1,500 0.0%
20,747 6,583 20,000 54101-R&M-Facilities 20,000 20,000 20,000 0.0/s
40,236 49,886 40,000 54113-R&M-Vehicles 40,000 40,000 40,000 0.0%
O 11 0 54114-R&M-Office Equipment 0 0 0 0.0%
261 254 261 54203-Utilities-Natural Gas 0 0 0 -100.0%
3,836 3,540 4,186 54205-Utilites-Phone/Pager/Cells 5,000 5,000 5,000 19.4%
795 464 3,600 54300-Advertising&Publicity 6,600 6,600 6,600 83.3%
454 390 1,000 54301-Fees and Charges 1,000 1,000 1,000 0.0°/s
160 498 200 54302-Dues&Subscriptions 200 200 200 0.0°/s
2,771 4,064 5,000 54303-Professional Development 5,000 5,000 5,000 0.0%
20,692 17,959 20,000 54306-Credit Card Fees 20,000 20,000 20,000 0.0%
O 5,000 14,500 54308-Property Damage 14,500 14,500 14,500 0.0%
264 0 1,500 54309-Rents and Leases 1,50) 1,500 1,500 0.0°/s
146 244 1,200 54310-Bad Debt Expense 1,20) 1,200 1,200 0.0°/s
548,892 643,384 503,300 54311-Special Department Expenses 516,500 516,500 516,500 2.6%
646,829 757,371 776,709 Total Services 793,500 793,500 793,500 2.2%
O 110,535 415,000 56003-Vehicles 0 0 51,968 -87.5%
86 4,896 0 56004-Computer Hardware and Software 57,500 57,500 57,500 100.0%
1,475 67,484 0 56006-Equipment 0 0 0 0.0°/s
1,561 182,915 415,000 Total Capital Improvement 57,500 57,500 109,468 -73.6%
PUBLIC WORKS-PAGE 165
SANITARY SEWER BUDGET UNIT: 6600
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
151,477 150,659 0 58000-Interdepartmental Costs 0 0 0 0.0%
29,884 33,921 9,179 58100-Indirect Charges-City Management 26,879 26,879 26,879 192.8%
19,714 19,554 34,729 58110-Indirect Charges-Human Resources 23,785 23,785 23,785 -31.5%
39,311 41,827 17,097 58120-Indirect Charges-Risk Management 14,661 14,661 14,661 -14.2%
2,554 1,857 12,039 58130-Indirect Charges-Office Services 16,127 16,127 16,127 34.0%
O 0 12,383 58150-Indirect Charges-Records 15,525 15,525 15,525 25.4%
O 0 5,223 58160-Indirect Charges-City Attorney 6,191 6,191 6,191 18.5%
2,128 14,331 23,635 58200-Indirect Charges-Finance 16,058 16,058 16,058 -32.1%
Administration
26,105 30,574 20,880 58210-Indirect Charges-Financial Operations 23,333 23,333 23,333 11.7%
238,244 250,318 294,192 58220-Indirect Charges-Utility Billing 174,091 174,091 174,091 -40.8%
27,298 38,465 25,601 58230-Indirect Charges-Technology 87,819 87,819 87,819 243.0%
13,521 12,555 0 58250-Indirect Charges-Contracts and 9,509 9,509 9,509 100.0%
Purchasing
O 0 200,346 58600-Indirect Charges-PW Admin 185,202 185,202 185,202 -7.6%
O 0 130,092 58625-Indirect Charges-PW Engineering 134,594 134,594 134,594 3.5%
77,792 78,932 41,467 58630-Indirect Charges-Fleet Maintenance 49,766 49,766 49,766 20.0%
36,589 36,815 45,989 58640-Indirect Charges-Property Managemet 50,550 50,550 50,550 9.9%
664,617 709,808 872,852 Total Internal Services 834,090 634,090 834,090 -4.4%
1,840,401 2202144 2,728,072 Total Sanitary Sewer J 2,249,931 2,249,931 2,301,899 -15.6%
PAGE 166-CITY OF TIGARD
STORMWATER BUDGET UNIT: 6700
PROGRAM DESCRIPTION:
The Stormwater Division is responsible for operating and maintaining the city's stormwater
management collection system. The program has two primary objectives:
1)convey stormwater effectively to prevent localised flooding;and
2)provide adequate water quality treatment of stormwater runoff to meet regulatory
requirements.
Division activities include: 24/7 emergency response;TV inspection of stormwater main lines,
cleaning of main lines,catch basin cleaning,and operation and maintenance of stormwater detention
and treatment facilities.
PROGRAM RESULTS:
• Ensure a safe and reliable stormwater collection system that prevents property damage and
supports a healthy environment for fish,wildlife and the community.
• Implement watershed protection and restoration actions that consistently promote surface
water quality and stream health.
• Continue to meet or exceed Clean Water Services (CWS) performance standards.
• Maintain an accurate mapping and database management system.
• Continue to improve asset data information and track work performance through the
Computerized Maintenance Management System(CMMS).
FULL-TIME EQUIVALENT POSITIONS
2016-2017 2017-2018 2018-2019 2019-2020
Management Analyst 0.00 0.00 0.25 0.00
PW Apprentice 0.00 0.00 0.25 0.00
Utility Division Manager 0.25 0.25 0.25 0.25
Wastewater and Stormwater Operations 1.00 1.20 1.00 0.50
Supervisor
Environmental Program Coordinator 1.00 0.50 0.50 0.50
Senior Utility Worker 1.00 1.00 1.00 1.00
Utility Worker II 4.25 4.75 4.50 3.50
Utility Worker I 0.00 0.75 1.50 0.00
Water Operations Supervisor 0.00 0.25 0.50 0.00
Parks&Streets Manager 0.00 0.30 0.00 0.00
Total FIE 7.50 9.00 9.75 5.75
PUBLIC WORKS-PAGE 167
STORMWATER BUDGET UNIT: 6700
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
7.50 9.00 9.75 Total N 1E 5.75 3.75 5.75
101,889 169,014 166,215 51001-Salaries-Management 65,751 65,751 65,751 -60.4%
331,572 285,023 373,517 51002-Salaries-General 279,796 279,796 279,796 -25.1%
524 44,752 97,156 51005-Part Time-Temporary 0 0 0 -100.0%
4,808 7,336 15,000 51006-Overtime 15,000 15,000 15,000 0.0%
158 799 0 51007-Incentive Pay 0 0 0 0.0%
438,951 506,924 651,888 Total Personnel Services-Salaries 360,547 360,547 360,547 -44.7%
440 507 647 52001-Unemployment 346 346 346 -46.5%
11,329 15,589 16,377 52002-Worker's Compensation 12,266 12,266 12,266 -25.1%
33,148 38,768 49,707 52003-Social Security/Medicare 26,434 26,434 26,434 -46.8%
3,248 3,774 4,848 52004-Tri-Met Tax 2,605 2,605 2,605 -46.3%
45,917 48,405 66,045 52005-Retirement 39,014 39,014 39,014 -40.9%
6,270 6,467 7,750 52007-VESA-ER 4,950 4,950 4,950 -36.1%
397 466 3,006 52008-Life Ins/ADD/LTD 1,031 1,031 1,031 -65.7%
1,043 1,136 0 52009-Long Term Disability 0 0 0 0.0%
110,777 101,740 168,820 52010-Medical/Dental/Vision 114,929 114,929 114,929 -31.9%
13,500 12,777 0 52011-Dental Benefits 0 0 0 0.0%
226,069 229,627 317,200 Total Personnel Services-Benefits 201,575 201,575 201,575 -36.5%
286 46 400 53001-Office Supplies 400 400 400 0.0%
50,093 34,987 16,350 53002-Small Tools&Equipment 16,600 16,600 16,600 1.5%
5,263 10,803 25,090 53003-Fuel 2800 28,000 28,000 11.6%
55,642 45,836 41,840 Total Supplies 45,000 45,000 45,000 7.6%
302,794 313,469 366,800 54001-Professional/Contractual Services 337,300 337,300 417,800 13.9%
42 0 0 54003-Legal Fees 0 0 0 0.0%
0 0 I,458 54006-Software License and Maintenance 1,45S 1,458 1,458 0.0%
72,740 82,296 84,640 54101-R&M-Facilities 70,850 70,350 70,850 -16.3%
14,474 28,816 24,620 54113-R&M-Vehicles 25,000 25,000 25,000 1.5°%
0 42 0 54114-R&M-Office Equipment 0 0 0 0.0%
17,272 12,136 10,000 54202-Utilities-Waxer/Sewer/SWM 0 0 0 -100.0%
261 254 0 54203-Utilities-Natural Gas 0 0 0 0.0%
5,019 5,727 5,000 54205-Utilites-Phone/Pager/Cells 5,000 5,000 5,000 0.0%
3,819 S64 6,400 54300-Advertising&Publicity 9,400 9,400 9,400 46.9°/
261 316 625 54301-Fees and Charges 750 750 750 20.0%
0 58 210 54302-Dues&Subscriptions 210 210 210 0.0%
1,452 3,320 6,500 54303-Professional Development 6,500 6,500 6,500 0.0%
0 0 2,000 54306-Credit Card Fees 0 0 0 -100.0%
0 0 1,250 54308-Property Damage 1,250 1,250 1,250 0.0%
1,885 271 4,500 54309-Rents and Leases 4,500 4,500 4,500 0.0%
47 52 292 54310-Bad Debt Expense 300 300 300 2.7%
2,905 4,532 4,600 54311-Special Department Expenses 4,600 4,600 4,600 0.0%
422,971 452,151 518,895 Total Services 467,618 467,613 547,618 5.5%
0 128,616 490,000 56003-Vehicles 0 0 51,968 -89.4%
4,260 7,408 1,600 56004-Computer Hardware and Software 76,600 76,600 76,600 4637.5%
21,475 67,484 0 56006-Equipment 0 0 0 0.0%
2.5,735 203,508 491,600 Total Capital Improvement 76,600 76,600 128,568 -73.8%
PAGE 168-CITY OF TIGARD
STORMWATER BUDGET UNIT: 6700
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
171,176 170,301 0 58000-Interdepartmental Costs 0 0 0 0.0%
34,284 38,908 9,179 58100-Indirect Charges-City Management 33,251 33,251 33,2.51 262.3
23,000 22,813 28,731 58110-Indirect Charges-Human Resources 36,372 36,372 36,372 26.6°4
25,563 27,220 12,076 58120-Indirect Charges-Risk Management 22,645 22,645 22,645 87.5%
5,103 3,864 12,039 58130-Indirect Charges-Office Services 19,353 19,353 19,353 60.8%
O 0 6,603 58150-Indirect Charges-Records 11,334 11,334 11,334 71.6%
O 500 5,223 58160-Indirect Charges-City Attorney 7,430 7,430 7,430 42.3%
6,550 11,972 47,138 58200-Indirect Charges-Finance 15,552 15,552 15,552 -67.0%
Administration
28,277 32,725 21,866 58210-Indirect Charges-Financial Operations 24,674 24,674 24,674 12.8%
137,557 138,619 289,058 58220-Indirect Charges-Utility Billing 192,743 192,743 192,743 -33.3%
26,736 34,748 60,410 58230-Indirect Charges-Technology 162,982 162,982 162,982 169.8%
9,513 9,196 0 58250-Indirect Charges-Contracts and 11,336 11,336 11,336 100.0%
Purchasing
O 0 261,986 58600-Indirect Charges-PW Admin 166,014 166,014 166,014 -36.6%
O 0 226,187 58625-Indirect Charges-PW Engineering 201,281 201,281 201,281 -11.0%
28,131 28,543 36,284 58630-Indirect Charges-Fleet Maintenance 43,545 43,545 43,545 20.0%
O 0 26,232 58640-Indirect Charges-Property Managemer 28,834 28,834 28,834 9.9%
495,890 519,409 1,043,012 Total Internal Services 977,346 977,346 977,346 -6.3%
1,665,258 1,957,455 3,064,435 Total Stornwater 2,128,686 2,260,654 -26.2%
r _
...,v, • ,,,,iii..i
Aig
I
s.... _
A City of Tigard Public Works employee is
•,` levyVI L measuring stream erosion as part of the citysL ,
-- Alp Stormwater Master Plan.
i .• - ,073 .101'S el'
All, '
. \., - i
•
y 1 , t
r ti
t it� e
'..'
•
lr
PUBLIC WORKS-PAGE 169
GREEN TEAM BUDGET UNIT: 6750
PROGRAM DESCRIPTION:
The Green Team is charged with maintaining Green Stormwater Infrastructure. The Green
Stormwater Infrastructure,or GSI,is defined as: A set of distributed stormwater best management
practices that use or mimic natural processes to slow runoff,increase infiltration and
evapotranspiration, and/or harvest and reuse stormwater runoff from impervious surfaces,on or
near the site where it is generated.
The Green Team was originally tasked to maintain the public water quality treatment sites and the
grounds of the Tigard Water Division reservoirs and pump sites,because the past maintenance on
many sites was not sufficient to maintain the facilities in good condition. Because of this,the team
has been doing a lot of deferred maintenance to restore sites to a"fair"or"good"rating that
adequately treats runoff before it is released into area streams. As the sites with deferred
maintenance are repaired,those sites are added to the team's regular maintenance schedule that keeps
the facilities functioning properly. As suggested in their"Team"name, the Green Team will also
help maintain other related green city infrastructure and reduce redundancies within Public Works,
using the same best practices applied to the stormwater facilities.
PROGRAM RESULTS:
The Green Stormwater Infrastructure,or GSI,for Tigard includes the following work:
Current Tasks:
• Stormwater and water quality facility maintenance
• Stormwater and water quality facility deferred maintenance
• City Water Sites Maintenance
Future Tasks:
•Tree planting programs
•Wetlands maintenance and restoration
• Greenways/stream corridors
• Greenway trails
•Beaver management
•Wetland and Vegetated Corridor Mitigation Sites
•Roadside Bio-retention
•Pervious Pavement maintenance (in open spaces and trails)
•Biofiltration
• "Green"Boulevards
•Partnership Coordination (e.g. many efforts to cooperate with citizens,non-profits, and other
agencies and thereby leverage resources as we work on managing our interconnected green
systems...)
Green infrastructure incorporates both the natural environment and engineered systems to provide
clean water,conserve ecosystem values and functions,and provide a wide array of benefits to people
and wildlife.
PAGE 170-CITY OF TIGARD
GREEN TEAM BUDGET UNIT: 6750
FULL-TIME EQUIVALENT POSITIONS
2016-2017 2017-2018 2018-2019 2019-2020
Green Infrastructure Supervisor 0.00 0.00 0.00 1.00
Utility Worker I 0.00 0.00 0.00 1.00
Utility Worker II 0.00 0.00 0.00 2.00
Total FTE 0.00 0.00 0.00 4.00
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
0.00 0.00 0.00 Total FIE 4.00 4.00 4.00
O 0 0 51001-Salaries-Management 80,184 80,184 80,184 100.0%
O 0 0 51002-Salaries-General 142,437 142,437 142,437 100.0%
O 0 0 51005-Pan Time-Temporary 97,156 97,156 97,156 100.0%
O 0 0 51007-Incentive Pay 600 600 600 100.0%
O 0 0 Total Personnel Services-Salaries 320,377 320,377 320,377 100.0%
O 0 0 52001-Unemployment 320 320 320 100.0%
O 0 0 52002-Worker's Compensation 7,762 7,762 7,762 100.0%
O 0 0 52003-Social Security/Medicare 24,462 24,462 24,462 100.0%
O 0 0 52004-Tri-Met Tax 2,409 2,409 2,409 100.0%
O 0 0 52005-Retirement 25,470 25,470 25,470 100.0%
O 0 0 52007-VERA-ER 3,300 3,300 3,300 100.0%
O 0 0 52008-Life Ins/ADD/LTD 918 918 918 100.0%
O 0 0 52010-Medical/Dental/Vision 44,518 44,518 44,518 100.0%
O 0 0 Total Personnel Services-Benefits 109,159 109,159 109,159 100.0%
O 0 0 53001-Office Supplies 100 100 100 100.0%
O 0 0 53002-Small Tools&Equipment 2,000 2,000 2,000 100.0%
O 0 0 53003-Fuel 2,500 2,500 2,500 100.0%
O 0 0 Total Supplies 4,600 4,600 4,600 100.0%
O 0 0 54001-Professional/Contractual Services 40,000 40,000 40,000 100.0%
O 0 0 54101-R&M-Facilities 20,000 20,000 20,000 100.0%
O 0 0 54113-R&M-Vehicles 2,000 2,000 2,000 100.0%
O 0 0 54202-Utilities-Water/Sewer/SWM 24,000 24,000 24,000 100.0%
O 0 0 54205-Utilites-Phone/Pager/Cells 4,200 4,200 4,200 100.0%
O 0 0 54300-Advertising&Publicity 1,000 1,000 1,000 100.0%
O 0 0 54302-Dues&Subscriptions 75 75 75 100.0%
O 0 0 54303-Professional Development 1,500 1,500 1,500 100.0%
O 0 0 54.309-Rents and Leases 500 500 500 100.0%
O 0 0 54311-Special Department Expenses 1,050 1,050 1,050 100.0%
O 0 0 Total Services 94,325 94,325 94,325 100.0%
O 0 0 56004-Computer Hardware and Software 600 600 600 100.0%
O 0 0 Total Capital Improvement 600 600 600 100.0%
O 0 0 58100-Indirect Charges-City Management 6,271 6,271 6,271 100.0%
O 0 0 58110-Indirect Charges-Human Resources 12,764 12,764 12,764 100.0%
O 0 0 58120-Indirect Charges-Risk Management 2,999 2,999 2,999 100.0%
O 0 0 58130-Indirect Charges-Office Services 12,902 12,902 12,902 100.0%
O 0 0 58150-Indirect Charges-Records 4,081 4,081 4,081 100.0%
O 0 0 58160-Indirect Charges-City Attorney 4,954 4,954 4,954 100.0%
O 0 0 58200-Indirect Charges-Finance 3,735 3,735 3,735 100.0%
.1.1
O 0 Total Green Team717,188 717,158 717,188 100.0%
PUBLIC WORKS-PAGE 171
STREET LIGHTS & SIGNALS BUDGET UNIT: 6800
PROGRAM DESCRIPTION:
In addition to its core responsibilities,the Street Maintenance Division is also responsible for street
lights and signals. This budget item provides for the maintenance,repair,and energy costs for street
lighting and traffic signals on public streets. Street lights and signals are entirely funded by the city's
share of state and county gas taxes. The city contracts with Washington County signal technicians to
perform signal maintenance.
PROGRAM RESULTS:
•Public streets are adequately lit for vehicular and pedestrian safety.
•Major intersections have traffic signal systems that provide for safe and efficient movement of
all modes of transportation.
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
Total F I.E.
59,575 69,037 105,000 54001-Professional/Contractual Services 105,000 105,000 105,000 0.0%
499,101 485,048 714,610 54201-Utilities-Electric 714,610 714,610 714,610 0.0%
136 0 0 54311-Special Department Expenses 0 0 0 0.0%
558,812 554,085 919,610 Total Services 819,610 819,610 819,610 0.0%
5,212 5,968 0 58100-Indirect Charges-City Management 0 0 0 0.0%
21 15 0 58130-Indirect Charges-Office Services 0 0 0 0.0%
870 7,325 4,880 58200-Indirect Charges-Finance 6,516 6,516 6,516 33.5%
Administration
21,312 24,724 0 58210-Indrect Charges-Financial Operations 0 0 0 0.0%
O 0 70,199 58600-Indirect Charges-PW Admin 68,300 68,300 68,300 -2.7%
O 0 22,693 58625-Indirect Charges-PW Engineering 25,454 25,454 25,454 12.25'0
27,415 38,032 97,771 Total Internal Services 100,270 100,270 100,270 2.6%
586,227 592,117 Total Street Lights and Signals 919,880 919,880 919,8
City ofTigard I ADOPTED BUDGET FY 2019-2020
PAGE 172-CITY OF TIGARD
COMMUNITY DEVELOPMENT
Community
Development
I-
Economic
Plannin Building
Planning Development
FY 2017 FY 2018 FY 2019 FY 2020 FY 2020 FY 2020 2020 Adopted
Actual Actual Revised Proposed Approved Adopted vs.2019 Revised
Description
Number of Positions 31.50 33.25 31.75 31.75 32.75 3275 3.1%
Budget By Category
Personnel Services 3,160,945 3,143,669 3,462,262 3,611,583 3,746,583 3,746,583 8.2%
Materials&Services 882,562 370,687 813,098 779,172 864,172 884,152 8.7°%
Interdepartmental Costs 1,644,729 1,768,031 1,015,109 1,056,564 1,056,564 1,056,564 4.1%
Capital Outlay 86,519 18,970 79,350 48,800 48,800 48,800 -38.5%
Other 0 0 0 0 0 0 0.0°%
Total All Category 5,774,755 5,301,356 5,369,819 5,496,119 5,716,119 5,736,099 6.8%
Budget By Division
Community Development Plannin 2,931,455 2,708,878 3,092,564 2,863,300 2,863,300 2,883,280 -6.8%
Building 2,161,660 2,177,385 1,785,567 2,122,747 2,122,747 2,122,747 18.9%
Development Services 0 35 0 0 0 0 0.0%
Community Planning 0 0 0 0 0 0 0.0%
Capital Construction&Transporta 0 0 0 0 0 0 0.0%
Development Services-Engineerin 0 0 0 0 0 0 0.0%
Street Lights&Signals 0 0 0 0 0 0 0.0%
Economic Development 681,640 415,059 491,688 510,072 730,072 730,072 48.5%
Code Compliance 0 0 0 0 0 0 0.0%
Total All Division 5,774,755 5,301,356 5,369,819 5,496,119 5,716,119 5,736,099 6.8%
Budget by Fund
General Fund-100 3,613,095 3,123,971 3,584,252 3,373,372 3,593,372 3,613,352 0.8%
Gas Tax Fund-200 0 0 0 0 0 0 0.0%
Electrical Inspection Fund-220 0 0 0 0 0 0 0.0%
Building Fund-230 2,161,660 2,177,385 1,785,567 2,122,747 2,122,747 2,122,747 18.9%
Total All Fund 5,774,755 5,301,356 5,369,819 5,496,119 5,716,119 5,736,099 6.8"%
COMMUNITY DEVELOPMENT-PAGE 173
DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES
This section includes budget appropriations and explanatory materials for the Community Develop-
ment Program. The Community Development Department budget includes three divisions: Communi-
ty Development Planning, Building, and Economic Development. These divisions are responsible for
the following functions:
• Development review and permit services
• Long range land use and transportation planning
• City code enforcement
• Building inspection and permit services
• Economic development and downtown urban renewal
• Department administration
The Community Development Department is a full service department with emphasis on developing
partnerships and operations that more effectively engage citizens and actively stimulate new investment
in key places. The city's Economic Development program continues to implement the City Center Ur-
ban Renewal Plan,including the development of new market rate housing in downtown Tigard and the
expansion of urban renewal into the Tigard Triangle. The Community Development Planning Division
successfully completed an update of a majority of the Development Code. The update added regula-
tions that allow for missing middle housing and expanded options for accessory dwelling units in resi-
dential zones,improved connectivity standards in support of Goal 2 of the Strategic Plan, and modern-
ized the land use review types and criteria. The Planning Division is currently launching a major project
that will result in a complete overhaul and update of the Washington Square Regional Center Plan and
Plan District. The Safe Routes program continues to build on past success with nearly all schools in
Tigard participating. The department also continues to update and improve its permitting, inspections,
development review and customer service operations.
40,
". r .. •
4111
City of Tigard City Hall
PAGE 174-CITY OF TIGARD
DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES
OBJECTIVE MEASURE FY 16-17 FY 17-18 FY 18-19 FY 19-20
ACTUAL ACTUAL REVISED TARGET
The valuation of Track the valuation $13,604,730 $19,230,769 $19,230,769 24,000,000
projects being of construction per (13 FTE) (13 FTE) (13 FTE) (14 FTE)
constructed in building FTE
the City is a
benchmark in
which to meas-
ure the workload
being completed
by the valuation
of construction
per building FTE
This measure is Track the permit $246,734 $284,615 $316,250 $302,000
intended to track fees collected per (13 FTE) (13 FTE) (13 FTE) (14 FTE)
and monitor the permit per Building
building activity FTE
level based on
the fees collected
per building
FTE.
'T 7
S
r.
14.\\k(7\1::: .4, 1 ' • i
t.%.,
iAr
• .
•
_ ,. it
I
- \ i 7
A
e
Safe Routes to Schools Program is located in the Community Development Department
COMMUNITY DEVELOPMENT-PAGE 175
DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES
OBJECTIVE MEASURE FY 16-17 FY 17-18 FY 18-19 FY 19-20
ACTUAL ACTUAL REVISED TARGET
Public hearings Tracking the num- 31 18 12 10
are necessary for bers and types of
nearly all of the all legislative and
major land use quasi-judicial public
cases and pro- hearings for each
jects that are calendar year
completed by the (Hearings Officer,
department. Planning Commis-
Tracking the sion, and City
number of such Council).
hearings is a
good measure of
the productivity
of the depart-
ment
Code Compli- Tracking the re- N/A 48 hrs 48 hrs 48 hrs
ance is a focus sponse times to citi-
for the depart- zen initiated code
ment as it is an compliance re-
area where there quests. We can easi-
needs to be ly track when a re-
quick and direct quest first comes in
response to citi- and when city staff
zen issues. It is a first act on it,when
key indicator of the respondent is
responsiveness first notified, and
to the public. each step of the way
beyond that to
compliance/
resolution.
PAGE 176-CITY OF TIGARD
COMMUNITY DEVELOPMENT—PLANNING BUDGET UNIT: 3000
PROGRAM DESCRIPTION:
This section includes budget appropriations and explanatory materials for the Community
Development Program.The Community Development Department budget includes three divisions:
Community Development Planning,Building,and Economic Development.These divisions are
responsible for the following functions:
• Development review and permit services
• Long range land use and transportation planning
• City code enforcement
• Building inspection and permit services
• Economic development and downtown urban renewal
• Department administration
The Community Development Department is a full service department with emphasis on developing
partnerships and operations that more effectively engage citizens and actively stimulate new
investment in key places.The city's Economic Development program continues to implement the
City Center Urban Renewal Plan,including the development of new market rate housing in
downtown Tigard and the expansion of urban renewal into the Tigard Triangle.The Community
Development Planning Division successfully completed an update of a majority of the Development
Code.The update added regulations that allow for missing middle housing and expanded options for
accessory dwelling units in residential zones,improved connectivity standards in support of Goal 2 of
the Strategic Plan, and modernized the land use review types and criteria.The Safe Routes program
continues to build on past success with nearly all schools in Tigard participating.The department also
continues to update and improve its permitting,inspections,development review and customer
service operations.
PROGRAM RESULTS:
Community Development employees are highly motivated,well trained, and service oriented.The
current responsibilities of the department include:
• Effective and innovative long range land use and transportation planning services
• Relevant and effective Community Development Code standards and Comprehensive Plan
policies
•Timely and effective development review and code compliance services
• Public improvements associated with development approvals that are consistent with city codes
and standards
• Protection of natural resources and implementation of the city's Urban Forestry Master Plan,
consistent with local, state, and federal laws
• Community information and public involvement related to program and project activities
• Effective representation at intergovernmental venues
• Coordination on affordable housing opportunities through advocacy and cooperation with
housing agencies and providers
• Efficient and fair enforcement of the land use,nuisance,housing,and building codes
COMMUNITY DEVELOPMENT-PAGE 177
COMMUNITY DEVELOPMENT-PLANNING BUDGET UNIT: 3000
•Appropriate public outreach/involvement and public information efforts for all Community
Development related projects and programs to assure community awareness and understanding
of activities and to provide ample opportunity for community input and influence on outcomes
• Continued maintenance and updates of the city's Comprehensive Plan to 1) meet regional and
state requirements and 2) provide guidance for public and private investments in infrastructure,
land development,and economic development activities
• Preparation of legislative actions for Planning Commission and City Council consideration,
such as Development Code amendments,specific area plans,and Plan and Zoning Map
amendments that meet regional, state, and federal requirements,and satisfy the stated purpose of
the effort
•An active transportation planning function that addresses the multi-modal transportation needs
of the community and integrates land use,economic development and infrastructure needs
FULL-TIME EOUIVALENT POSITIONS
2016-2017 2017-2018 2018-2019 2019-2020
Community Development Director 1.00 1.00 1.00 1.00
Assistant Community Development 1.00 1.00 1.00 1.00
Director
Confidential Executive Assistant 1.00 1.00 1.00 1.00
Sr Admin Specialist 1.00 1.00 1.00 1.00
Program Development Specialist 1.00 1.00 1.00 1.00
Livability Compliance Specialist 1.00 0.00 0.00 0.00
Associate Planner 5.00 4.00 3.00 3.00
Assistant Planner 1.00 L75 1.75 t75
Project Planner 0.00 0.00 1.00 1.00
Senior Planner 1.00 1.00 1.00 1.00
Sr Transportation Planner 1.00 1 AD 1.00 1.00
Permit Technician Assistant 0.80 0.20 0.20 0.20
Building Division Services Supervisor 0.20 0.20 0.20 0.20
Program Coordinator 1.00 1.00 1.00 1.00
Sr Program Coordinator 0.00 1.00 1.00 1.00
Administrative Assistant II 0.50 1.00 0.00 0.00
Code Compliance Officer 0.00 0.50 0.50 0.50
Total 141E 16.50 16.65 15.65 15.65
PAGE 178-CITY OF TIGARD
COMMUNITY DEVELOPMENT-PLANNING BUDGET UNIT: 3000
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
16.50 16.65 1165 Total 1 1E 15.65 15.65 1165
1,013,871 1,003,182 1,031,918 51001-Salaries-Management 1,129,600 1,129,600 1,129,600 9.5%
94,935 78,729 110,107 51002-Salaries-General 98,353 98,353 98,353 -10.7%
18,550 25,857 27,171 51004-Part Time-Regular 0 0 0 -100.0%
20,434 0 0 51005-Part Time-Temporary 0 0 0 0.0%
8,729 5,409 0 51006-Overtime 8,000 8,000 8,000 100.0%
1,407 587 295 51007-Incentive Pay 0 0 0 -100.0%
1,157,926 1,113,764 1,169,491 Total Personnel Services-Salaries 1,235,953 1,235,953 1,235,953 5.7%
1,158 1,114 1,237 52001-Unemployment 1,229 1,229 1,229 -0.6%
8,475 5,673 10,808 52002-Worker's Compensation 10,562 10,562 10,562 -2.3%
87,045 83,724 94,513 52003-Social Security/Medicare 93,940 93,940 93,940 -0.6%
8,558 8,343 9,187 52004-Tu-Met Tax 9,255 9,255 9,255 0.7%
132,491 132,494 175,902 52005-Retirement 159,293 159,293 159,293 -9.4%
10,355 10,467 11,400 52007-VEBA-ER 10,470 10,470 10,470 -8.2%
1,093 1,003 8,051 52008-Life Ins/ADD/LTD 7,690 7,690 7,690 -4.5%
3,116 3,072 0 52009-Long Term Disability 0 0 0 0.0%
190,576 204,706 282,743 52010-Medical/Dental/Vision 283,390 283,390 283,390 0.2%
22,428 25,297 0 52011-Dental Benefits 0 0 0 0.0%
0 0 2,570 52012-Accred Vacation 0 0 0 -100.0%
465,295 475,893 596,411 Total Personnel Services-Benefits 575,829 575,829 575,829 -3.5%
7,855 5,980 27,465 53001-Office Supplies 27,465 27,465 27,465 0.0%
60 0 0 53002-Small Tools&Equipment 0 0 0 0.0%
7,915 5,980 27,465 Total Supplies 27,465 27,465 27,465 0.0%
287,921 72,442 201,751 54001-Professional/Contractual Services 175,291 175,291 195,271 -3.2%
67,500 0 0 54003-Legal Fees 0 0 0 0.0%
0 3,000 11,988 54006-Software License and Maintenance 4,672 4,672 4,672 -61.0%
187 0 0 54113-R&M-Vehicles 0 0 0 0.0%
0 0 250 54114-R&M-Office Equipment 250 250 250 0.0%
468 491 500 54205-Utilites-Phone/Pager/Cells 500 500 500 0.0%
11,992 13,140 8,100 54300-Advertising&Publicity 8,100 8,100 8,100 0.0%
0 4,867 3,200 54301-Fees and Charges 3,200 3,200 3,200 0.0%
4,202 5,698 9,785 54302-Dues&Subscriptions 9,785 9,785 9,785 0.0%
12,967 15,008 30,989 54303-Professional Development 33,489 33,489 33,489 8.1%
12,932 11,225 13,500 54306-Credit Card Fees 13,500 13,500 13,500 0.0%
66,601 43,833 48,935 54311-Special Department Expenses 68,935 68,935 68,935 40.9%
464,770 169,704 328,998 Total Services 317,722 317,722 337,702 2.6%
16,092 3,989 12,700 56004-Computer Hardware and Software 14,400 14,400 14,400 13.4%
16,092 3,989 12,700 Total Capital Improvement 14,400 14,400 14,400 13.4%
COMMUNITY DEVELOPMENT-PAGE 179
COMMUNITY DEVELOPMENT-PLANNING BUDGET UNIT: 3000
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
187,139 201,361 61,193 58100-Indirect Charges-City Management 46,938 46,938 46,938 -23.3%
49,153 52,144 159,551 58110-Indirect Charges-Human Resources 69,789 69,789 69,789 -56.3%
27,161 30,930 23,341 58120-Indirect Charges-Risk Management 15,672 15,672 15,672 -32.9%
170,219 147,461 80,257 58130-Indirect Charges-Office Services 48,382 48,382 48,382 -39.7%
125,203 131,050 253,940 58150-Indirect Charges-Records 129,964 129,964 129,964 -48.8%
0 90,000 34,823 58160-Indirect Charges-City Attorney 18,574 18,574 18,574 -46.7%
3,135 4,673 12,623 58200-Indirect Charges-Finance 22,091 22,091 22,091 75.0%
Administration
33,026 41,577 42,586 58210-Indirect Charges-Financial Operations 43,057 43,057 43,057 1.1%
170,967 186,217 250,307 58230-Indirect Charges-Technology 251,970 251,970 251,970 0.7%
26,375 26,891 2,480 58250-Indirect Charges-Contracts and 5,486 5,486 5,486 121.2%
Purchasing
27,077 27,244 36,398 58640-Indirect Charges-Property Managemei 40,008 40,008 40,008 9.9%
819,455 939,548 957,499 Total Internal Services 691,931 691,931 691,931 -27.7%
IMP -II il
2,931,453 2,708,878 3,092,564 Total Community Development Planning 2,863,3 2,863,300 2,883,280
4www
_ ....... .. e•/21.,'i-......,........_ -.. . 1
V' _
Tiat
l` . i - .
r
.IP_II mg mu d ''ci r` \ -}�1
_ _
AL, ''Pip\` _ _ %�K •}, ' _ - _ ..
e3"" 7R'11N`�f�•
1114 -
Aiir. �7 f� ISA �,i4 !
AIA h W t r a\�t1`�' sit - �t �I _ _
. ••---..... p
-"'"'"Alt-f" N -1-y i I I lift
a e-
A Walk Through Time Mural art in downtown Tigard
PAGE 180-CITY OF TIGARD
BUILDING BUDGET UNIT: 3100
PROGRAM DESCRIPTION:
The Building Division is responsible for reviewing plans,issuing permits,and inspecting construction
to determine compliance with the state of Oregon specialty codes.The specialty codes include
building, fire,plumbing,mechanical,electrical codes and other State of Oregon rules and statutes.
The division further enforces requirements of the Tigard Municipal Code, Community Development
Codes,and ordinances.The Building Division is managed by the Building Official and is comprised
of plans examiners,inspectors and support staff.
PROGRAM RESULTS:
The Building Division provides services that assure development outside of the public right-of-way is
designed and constructed in accordance with applicable building standards and requirements and are
properly documented. The Building Inspection Division is accounted for in a dedicated fund
supported by permit revenues pursuant to state requirements. Specifically,the Building Division
ensures that:
•The public receives timely and responsive Building Permit and Code services
•There is coordination with Planning,Engineering, Public Works and other departments so that
the full range of city and state codes and standards are complied with
•Buildings are constructed and built to the State of Oregon specialty codes and are safe for all
occupants and users
FULL-TIME EQUIVALENT POSITIONS
2016-2017 2017-2018 2018-2019 2019-2020
Administrative Specialist I(Limited 0.00 0.00 0.00 0.00
Duration)
Building Division Services Supervisor 0.80 0.80 0.80 0.80
Building Inspector 1.00 1.00 1.00 1.00
Building Inspector I 1.00 1.00 1.00 1.00
Building Inspector II 0.00 0.00 0.00 0.00
Building Official 1.00 1.00 1.00 1.00
Code Compliance Officer 0.00 0.00 0.50 0.50
Inspecton Supervisor 1.00 1.00 1.00 1.00
Permit Technician 1.00 1.00 1.00 1.00
Permit Technician Assistant 1.20 1.80 1.80 1.80
Plans Examiner 2.00 2.00 2.00 2.00
Senior Building Inspector 2.00 2.00 2.00 2.00
Senior Permit Technician 1.00 1.00 1.00 1.00
Senior Plans Examiner 1.00 1.00 1.00 1.00
Total FIE 13.00 13.60 14.10 14.10
COMMUNITY DEVELOPMENT-PAGE 181
BUILDING BUDGET UNIT: 3100
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
13.00 13.60 14.10 Total Nl L 14.10 14.10 14.10
257,556 263,993 269,961 51001-Salaries-Management 269,959 269,959 269,959 0.0%
585,849 622,925 728,811 51002-Salaries-General 743,730 743,730 743,730 2.0%
11,070 164 0 51004-Part Time-Regular 0 0 0 0.0%
2869 0 17,000 51005-Part Time-Temporary 10,000 10,000 10,000 -41.2%
12,853 20,193 15,000 51006-Overtime 22,000 22,000 22,000 46.7%
9,099 11,236 11,911 51007-Incentive Pay 12,000 12,000 12,000 0.7%
879,296 918,510 1,042,690 Total Personnel Services-Salaries 1,057,689 1,057,689 1,057,689 1.4%
869 919 997 52001-Unemployment 1,013 1,013 1,013 1.6%
8,253 9,185 11,468 52002-Worker's Compensation 11,829 11,829 11,829 3.1%
66,242 69,214 76,409 52003-Social Security/Medicare 77,546 77,546 77,546 1.5°/a
6,501 6,881 7,430 52004-Tri-Met Tax 7,639 7,639 7,639 2.8%
87,917 116,158 115,677 52005-Retirement 114,02.5 114,02.5 114,025 -1.4/a
10,316 10,461 11,700 52007-VESA-ER 11,850 11,850 11,850 1.3%
704 827 2,905 52008-Life Ins/ADD/LTD 2,927 2,927 2,927 0.8%
1,955 2,082 0 52009-Long Term Disability 0 0 0 0.0%
155,636 159,452 191,526 52010-Medical/Dental/Vision 262,043 262,043 262,043 36.8%
15,754 17,669 0 52011-Dental Benefits 0 0 0 0.0%
354,147 392,847 418,112 Total Personnel Services-Benefits 488,872 488,872 488,872 16.9%
5,198 23,259 7,500 53001-Office Supplies 7,500 7,500 7,500 0.0%
2004 356 3,000 53002-Small Tools&Equipment 2,500 2,500 2,500 -16.7%
3,540 3,972 4,500 53003-Fuel 4,500 4,500 4,500 0.0%
10,742 27,587 15,000 Total Supplies 14,500 14,500 14,500 -3.3°%
11,574 33,688 92,480 54001-Professional/Contractual Services 73,200 73,200 73,200 -20.8%
168 0 0 54003-Legal Fees 0 0 0 0.0%
0 0 35,500 54006-Software License and Maintenance 32,030 32,030 32,030 -9.8%
4,786 1,643 7,500 54113-R&M-Vehicles 7,500 7,500 7,500 0.0%
0 0 1,000 54114-R&M-Office Equipment 1,000 1,000 1,000 0.0%
9,082 4,938 10,000 54205-Utilites-Phone/Pager/Cells 6,000 6,000 6,000 -40.0%
150 185 2,500 54300-Advertising&Publicity 1,500 1,500 1,500 -40.0%
0 280 1,000 54301-Fees and Charges 1,000 1,000 1,000 0.0%
1,070 1,110 2,500 54302-Dues&Subscriptions 2,500 2,500 2,500 0.0%
10,330 10,811 12,800 54303-Professional Development 12,900 12,900 12,900 0.8%
46,557 40,408 50,000 54306-Credit Card Fees 50,000 50,000 50,000 0.0%
3,539 4,445 6,950 54311-Special Department Expenses 12,450 12,450 12,450 79.1%
87,256 97,508 222,230 Total Services 200,080 200,080 200,080 -10.0%
47,432 0 25,000 56003-Vehicles 25,000 25,000 25,000 0.0%
22,693 14,783 41,650 56004-Computer Hardware and Software 9,400 9,400 9,400 -77.4%
70,125 14,783 66,650 Total Capital Improvement 34,400 34,400 34,400 -48.4%
PAGE 182-CITY OF TIGARD
BUILDING BUDGET UNIT: 3100
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
327,310 306,716 0 58000-Interdepartmental Costs 0 0 0 0.0%67,468 75,532 0 58100- ndirect Charges-City Management 43,911 43,911 43,911 100.0%
37,786 37,47$ 0 58110-IIndirect Charges-Human Resources 65,149 65,149 65,149 100.0%
21,531 22,953 0 58120-Indirect Charges-Risk Management 17,576 17,576 17,576 100.0%
7,924 6,435 0 58130-Indirect Charges-Office Services 51,608 51,608 57,608 100.0%
143,275 137,103 0 58150-Indirect Charges-Records 16,326 16,326 16,326 100.0%
0 2,000 0 58160-Indirect Charges-City Attorney 19,513 19,813 19,813 100.0%
1,757 2,449 10,083 58200-Indirect Charges-Finance 12,825 12,825 12,825 27.2%
Administration
25,506 29,364 10,802 58210-Indirect Charges-Financial Operations 10,971 10,971 10,971 1.6%
101,495 79,966 0 58230-Indirect Charges-Technology 88,295 88,295 88,295 100.0%
424 360 0 58250-Indirect Charges-Contracts and 732 732 732 100.0%
Purchasing
2,092 2,123 0 58630-Indirect Charges-Fleet Maintenance 0 0 0 0.0%
23,525 23,671 0 58640-Indirect Charges-Property Managemex 0 0 0 0.0%
760,093 726,150 20,885 Total Internal Services 327,206 327,206 327,206 1466.7%
2,161,659 2,177, 1,785,567 atal Building 2,722,747 2,122,74 2,122,747 15.9/a
i ' rte' ��`r 'l 'a�. 4 . ;44-2'tkti ,f {� ,, -,
. -....Arg... { �'lllr {E
I ,,,,:1-', ".......," f, , T.'4,<.,r-*,. 3►.8 it
/ F... f fK�....- '- Z 0.
w j., �' _. tg,,'*„.51 -;!:0:'d`'rrs t ri t a ♦ A'r.:. r'. ,''k - ft-k, ,� ;
-� �, :� 'yr` s tt; .�.:f�... .1E$, ,.n'! t' 7 t ��-_- '` r„.
rar
i' r 1 - VF/' 0) ioj1- }°."'r R.; ,+f'z"F"'t /:",x S"r4', .fit'e`'"ti , ''."-.,;01n1,-..,"'
rG r -'y y�
L � j #.M -..::_;,„•,..41,43:44,'
Y� id :� fG�� gA��.t3'3S � �,.51T� 'f �'' �.
r F R`
•
. h f s• -,1:,,,,,p,•,:,,,,,,,•,( '',,, 4
-�` \ _ , @ :,
:-..,4_07,-..,',-„, r
fi ✓ � ti i�
t Jaz o i7✓ tp,{ e� ,t,..-.12..,-44,,,4„,,,,,.„ ". '. e
'""^�c ' ,¢ ,, .--...\-A 9 s. rs9R 'itrt td •,,„•_,4,..„r ate- • `.
c •
Illy ��v--,10,o,
, e-)Py�- A, • A=1/N £ s , ...rJ' q * : r'''t 1 i 't� - ,- :' A, , l n
u a:i�•,,�-Y-.� q:% - 1c i fir ',( `,41-z,, d ),.;' a nu.",
,-,•--::.,<",„� ,
K� ,'( , "' yr :� a, '1. 1��, a',•
1J;: + -y'Y r
, ' � 0, ..( T i 4v-, .1 9 -' _
n
�*!' r� t-mac ''� l-
-rf
�r� '� ,fw K fr { • FA,.A.;_ � t.r � Cry.
4`,Y ..'� 7'.i4,`+"'zt�n y4wt`' r%�s r ' ~ • Ir -4I
y ti
Mfr`s "Mv�";r , 11. 4 1'�
'',""-4? F'. +,� _ y �
rte " r
City of Tigard Community Gardens
COMMUNITY DEVELOPMENT-PAGE 183
ECONOMIC DEVELOPMENT BUDGET UNIT: 3700
PROGRAM DESCRIPTION:
The Economic Development Division is responsible for creating and sustaining economic
development tools and techniques to elevate the city's commitment to business development and a
healthy business environment. These activities range from engaging individual businesses with issues
that concern city services or codes,to creating new programs to support more economic activity in
the city,be it through the provision of land,labor,infrastructure or capital. Working within the
Community Development Department,the division will coordinate closely with community
stakeholders,partner agencies and city staff in a broad range of planning and development activities
that implement adopted plans and policies. The efforts undertaken by the division will either directly
or indirectly raise the levels of employment,commerce,investment and satisfaction among firms
doing business in the city.
The division works closely with staff and members of the Town Center Development Agency Board
(TCDA),the Town Center Advisory Commission(ICAC),the Planning Commission(PC),and the
Transportation Advisory Committee (I-IAC) as well as other ad-hoc committees,and interacts
closely with community groups such as the Tigard Chamber of Commerce and the Tigard
Downtown Alliance.
PROGRAM RESULTS:
The Economic Development Division is responsible for securing and strengthening Tigard's
economic future.It does so by partnering with local businesses,recruiting new companies,
supporting the improvement of land,infrastructure systems and existing buildings to enable higher
levels of economic activity,and contributing an economic development focus to community
development projects,interpretations of the Community Development Code,and policy discussions
related to land use and capital investments in the city.Currently,the City's primary economic
development tool is to implement Tigard's City Center Urban Renewal Plan and new Tigard Triangle
Urban Renewal Plan.Specific results include:
• Completed EPA grant-funded cleanup and of Main Street at Fanno Creek property and
receiving the Certificate of Completion form Oregon DEQ.Managed the signing of a
development agreement to construct a mixed use project.
• Managed concept planning for the Universal Plaza and managed relocation of business to
facilitate its construction
• Started New Tigard Triangle:Planning for Equitable Development Project to develop action
plan for Triangle urban renewal district
• Completed Equitable Housing Southwest Corridor Affordable Housing Predevelopment
Analysis that identified a viable site to construct affordable senior housing
• Presented SW Corridor Equitable Housing Strategy recommendations to Council
• Managed urban renewal improvement program matching grants to complete three facade
improvement projects and one interior improvement project for downtown businesses.
• Managed negotiations for acquisition of two properties for the Fanno Creek Overlook project.
• Created an expanded Urban Renewal Financial Impact report to provide information on urban
renewal program activities and successes.
• Completed EPA grant-funded Brownfields Assessment Program,which assisted twelve Tigard
property owners
PAGE 184-CITY OF TIGARD
ECONOMIC DEVELOPMENT BUDGET UNIT: 3700
• Engaged with developers,including tours of opportunity sites in Downtown and Triangle
• Increased property and business owner participation in.Southwest Corridor Light Rail Plan.
• Responded to relevant GPI and Business Oregon site selection requests.
• Managed Tigard/Lake Oswego Enterprise Zone program with eight participating firms.
• Managed Vertical Housing Development Zone program. Supported developer participation in
the program.
• Facilitated the nomination and approval of federal Opportunity Zones to encourage private
investment in Tigard businesses and development projects.
• Supported Tigard Downtown Alliance capacity building and assisted them in obtaining$30,000
in grant funding for Tigard Street Heritage Trail lighting elements.
•Assisted in the organization of the second Taste ofTigard food festival,an event that showcased
local food entrepreneurs and drew over 3,000 attendees to downtown Tigard.
• Developed and marketed the Inside Tigard indoor entertainment guide, to market local
businesses and enhance Tigard's share of the regional tourism market.
• Developed and implemented the City's first Green SproutAvard,honoring local health food
companies and non-profits.
• Developed business plan outlining potential funding sources to partially support maintenance
requirements of the proposed Universal Plaza public space.
• Expanded program equity through translation of business permitting documents into Spanish.
•Worked with local brokerage community to fill vacant commercial properties.
• Continued data analysis for economic trends.
FULL-TIME EQUIVALENT POSITIONS
2016-2017 2017-2018 2018-2019 2019-2020
Economic Development Manager 1.00 1.00 0.00 1.00
Program Coordinator 0.00 LOU 1.00 1.00
Redevelopment Project Manager 1.00 LOU 1.00 1.00
Total FTE 2.00 3.00 2.00 3.00
COMMUNITY DEVELOPMENT-PAGE 185
ECONOMIC DEVELOPMENT BUDGET UNIT: 3700
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY19
2.00 3.00 2.00 Total FIE 2.00 3.00 3.00
194,448 173,726 117,456 51001-Salaries-Management 168,360 262,726 262,726 123.794
30,889 0 0 51005-Part Time-Temporary 0 0 0 0.0%
22.5,337 173,726 117,456 Total Personnel Services-Salaries 168,360 262,726 262,726 123.7°4
225 174 252 52001-Unemployment 169 263 263 4.4%
1,419 635 1,858 52002-Worker's Compensation 1,674 1,924 1,924 3.6%
17,322 13,294 19,283 52003-Social Security/Medicare 12,880 20,100 20,100 4.2°4
1,665 1,300 1,875 52004-Tv-Met Tax 1,269 1,980 1,980 5.6%
27,156 20,447 36,951 52005-Retirement 23,570 36,780 36,780 -0.5%
1,207 1,257 1,800 52007-VESA-ER 1,200 1,800 1,800 0.0%
134 132 1,617 52008-Life Ins/ADD/LTD 1,098 1,647 1,647 1.9%
599 414 0 52009-Long Term Disability 0 0 0 0.0%
25,647 27,262 54,466 52010-Medical/Dental/Vision 43,020 61,020 61,020 12.0%
3,568 4,012 0 52011-Dental Benefits 0 0 0 0.0%
78,942 68,928 118,102 Total Personnel Services-Benefits 84,880 125,514 125,514 6.3%
1,657 243 3,000 53001-Office Supplies 3,000 3,000 3,000 0.0%
1,657 243 3,000 Total Supplies 3,000 3,000 3,000 0.0%
259,814 57,809 190,000 54001-Professional/Contractual Services 190,000 275,000 275,000 44.7%
34,510 0 0 54003-Legal Fees 0 0 0 0.0%
O 0 720 54205-Utilites-Phone/Pager/Cells 720 720 720 0.0%
3,004 2,806 2,000 54300-Advertising&Publicity 2,000 2,000 2,000 0.0%
985 361 0 54301-Fees and Charges 0 0 0 0.0%
3,418 4,000 10,000 54302-Dues&Subscriptions 10,000 10,000 10,000 0.0%
5,240 2,620 5,000 54303-Professional Development 5,000 5,000 5,000 0.0%
3,250 2,034 8,685 54311-Special Department Expenses 8,685 8,685 8,685 0.0%
310,221 69,631 216,405 Total Services 216,405 301,405 301,405 39.3%
301 198 0 56004-Computer Hardware and Software 0 0 0 0.0%
301 198 0 Total Capital Improvement 0 0 0 0.0%
12,979 15,596 4,590 58100-Indirect Charges-City Management 3,136 3,136 3,136 -31.7%
6,144 6,518 14,365 58110-Indirect Charges-Human Resources 9,514 9,514 9,514 -33.8%
2,420 2,757 1,436 58120-Indirect Charges-Risk Management 1,500 1,500 1,500 4.5%
18,084 15,386 6,019 58130-Indirect Charges-Office Services 6,451 6,451 6,451 7.2%
O 0 412 58150-Indirect Charges-Records 2,041 2,041 2,041 395.4%
O 30,000 2,611 58160-Indirect Charges-City Attorney 2,477 2,477 2,477 -5.1%
621 925 2,709 58200-Indrect Charges-Finance 3,597 3,597 3,597 32.8%
Administration
11,793 14,415 2,687 58210-Indirect Charges-Financial Operations 3,202 3,202 3,202 19.2%
5,670 9,022 1,400 58230-Indirect Charges-Technology 1,121 1,121 1,121 -19.9%
5,589 5,821 496 58250-Indrect Charges-Contracts and 4,388 4,388 4,388 784.7%
Purchasing
1,881 1,893 0 58640-Indirect Charges-Property Managemer 0 0 0 0.0%
65,181 102,333 36,725 Total Internal Services 37,427 37,427 37,427 1.9°°
III
681,639 415,059 491,688 Economic Development 510,072 730,072 730,07 48.5%
City ofT'igard I ADOPTED BUDGETI FY 2019-2020
PAGE 186-CITY OF TIGARD
POLICY & ADMINISTRATION
Mayor and
Council
I
I I
City City Attorney
Management
Central Services
Finance and
— Information
Services
POLICY AND ADMINISTRATION-PAGE 187
POLICY AND ADMINISTRATION
The Policy and Administration Program consists of the Mayor and Council, City Management, Central
Services and the Finance and Information Service Departments. This program includes a wide variety
of functions that encompass the areas of administrative support, fleet and property management, stra-
tegic planning, city management, computer and information services, financial management, account-
ing, utility billing, municipal court, human resource management, records management, risk manage-
ment and contracts and purchasing.
The Mayor and Council and the Municipal Court budgets are funded completely out of the General
Fund. The other budget units are funded by charge backs to other city programs that use these com-
mon services.
FY 2017 FY 2018 FY 2019 FY 2020 FY 2020 FY 2020 2020 Adopted
Actual Actual Revised Proposed Approved Adopted vs.2019 Revised
Description
Number of Positions 54.35 61.60 63.55 65.55 65.55 6535 3.1%
Budget By Category
Personnel Services 5,783,825 6,362,674 7,133,114 7,725,105 7,725,105 7,725,105 8.3%
Materials 8c Services 4,014,141 4,085,125 4,952,108 5,449,792 5,556,792 5,556,792 122%
Interdepartmental Costs 110,336 143,721 171,296 99,774 99,774 87,165 -49.1%
Capital Outlay 796,204 419,209 344,630 413,510 413,510 413,510 20.0%
Total All Category 10,704,506 11,010,729 12,601,148 13,688,181 13,795,181 13,782,572 9.4%
Budget By Division
Mayor and Council 322,455 325,188 297,512 288,724 288,724 288,724 -3.0%
City Manager's Office 800,079 1,021,895 891,474 778,372 778,372 778,372 -12.7%
Human Resources 614,513 590,778 683,573 685,888 685,888 685,888 0.3%
Risk Management 699,369 722,031 830,096 948,253 948,253 948,253 142%
Communications 563,930 618,612 590,187 873,765 980,765 980,765 662%
Municipal Court 463,992 467,934 856,645 778,716 778,716 766,107 -1(16%
City Recorder/Records 464,811 454,531 533,494 504,016 504,016 504,016 -5.5%
City Attorney 0 262,392 307,035 358,600 358,600 358,600 16.8%
Finance Sc Info.Services Admin. 398,079 485,028 494,493 510,326 510,326 510,326 3.2%
Financial Operations 603,711 694,047 772,116 764,079 764,079 764,079 -1.0%
Utility Billing 1,094,993 1,154,952 1,385,261 1,480,646 1,480,646 1,480,646 6.9%
Information Technology 2,505,621 2,033,043 2,510,103 2,919,968 2,919,968 2,919,968 163%
FIS Interim Plan 0 0 0 0 0 0 0.0%
Contracts and Purchasing 213,707 221,468 241,031 284,519 284,519 284,519 18.0%
Fleet Maintenance 222,732 245,481 307,589 595,181 595,181 595,181 93.5%
Property Management 1,736,512 1,713,349 1,900,539 1,917,128 1,917,128 1,917,128 0.9%
Total All Division 10,704,506 11,010,729 12,601,148 13,688,181 13,795,181 13,782,572 9.4%
Budget by Fund
General Fund-100 786,448 793,122 1,154,157 1,067,440 1,067,440 1,054,831 -8.6%
Water Debt Service Fund-533 0 0 0 0 0 0 0.0%
Central Services Fund-600 7,922,204 8,254,843 9,174,455 10,043,956 10,150,956 10,150,956 10.6%
Fleet/Property Management Fund 1,959,244 1,958,830 2,208,128 2,512,309 2,512,309 2,512,309 13.8%
Insurance Fund-660 36,610 3,934 64,408 64,476 64,476 64,476 0.1%
Total All Fund 10,704,506 11,010,729 12,601,148 13,688,181 13,795,181 13,782,572 9.4%
PAGE 188- CITY OF TIGARD
MAYOR AND CITY COUNCIL
Mayor and
Council
FY 2017 FY 2018 FY 2019 FY 2020 FY 2020 FY 2020 2020 Adopted
Actual Actual Revised Proposed Approved Adopted vs2019 Revised
Description
Number of Positions 0.00 0.00 0.00 0.00 0.00 0.00 0.0%
Budget By Category
Personnel Services 168,850 185,371 171,265 160,902 160,902 160,902 -6.1%
Materials&Services 153,605 112,166 126,247 127,822 127,822 127,822 1.2%
Interdepartmental Costs 0 27,651 0 0 0 0 0.0%
Capital Outlay 0 0 0 0 0 0 0.0%
Total All Category 322,455 325,188 297,512 288,724 288,724 288,724 -3.0%
Budget By Division
Mayor and Council 322,455 325,188 297,512 288,724 288,724 288,724 -3.0%
Total All Division 322,455 325,188 297,512 288,724 288,724 288,724 -3.0%
Budget by Fund
General Fund-100 322,455 325,188 297,512 288,724 288,724 288,724 -3.0%
Total All Fund 322,455 325,188 297,512 288,724 288,724 288,724 -3.0%
POLICY AND ADMINISTRATION-PAGE 189
DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES
In order to advance the goals of the Mayor and City Council, the city must proactively engage the
community. These performance measures will help the city gauge how residents feel about services
and whether the council's outreach events are meaningful for attendees. Feedback from Council out-
reach events prior to 2017 was not collected.
FY 16-17 FY 17-18 118-19 FY 19-20
OBJECTIVE MEASURE ACTUAL A AL REVISED
GET
Maximize citizen satis- % of citizens rating
faction with the quality overall city services as 95% 95% 98%
of city services good or better
Engage the community % of citizens whose
in meaningful conver- expectations were met o �,
sations with elected or exceeded at council 30/0 35% 35% 40/o
officials outreach events
Fireside t
LISTENING SESSION
ayor Jason Snider City of Tigard Mayor conducts fireside chats with
citizens in the community
•
kr
PAGE 190-CITY OF TIGARD
MAYOR & CITY COUNCIL BUDGET UNIT: 0500
PROGRAM DESCRIPTION:
The City Council is elected to serve Tigard residents according to the Tigard City Charter.
Mayor and four City Councilors provide legislative and policy leadership for city government.
The Mayor and Councilors are elected by citizens to serve four-year terms on a non-partisan basis.
The council hires the City Manager to run day-to-day operations and the City Attorney for city legal
services.The City Council reviews, revises and adopts city laws and policies,provides oversight on
city operations and sets the overall direction of the city.
PROGRAM RESULTS:
• Basic city services provided to citizens are cost-effective and are delivered without
interruption.
• Tigard's interest in regional and statewide activities is coordinated with appropriate agencies
and jurisdictions.
• Tigard citizens are involved in the community and participate effectively.
• Programs and activities are available in the community to meet the needs of a diverse
population.
• External and internal city assets are well managed and utilized.
• Master plans,management and fiscal policies are adopted;resources are allocated to position
Tigard for the future.
• The community is engaged and connected to the city's strategic vision.
POLICY AND ADMINISTRATION-PAGE 191
MAYOR & CITY COUNCIL BUDGET UNIT: 0500
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
0.00 0.00 0.00 Total}11. 0.00 0.00 0.00
87,905 89,105 93,729 51001-Salaries-Management 92,709 92,709 92,709 -1.1%
87,905 89,105 93,729 Total Personnel Services-Salaries 92,709 92,709 92,709 -1.1°/i
88 89 100 52001-Unemployment 89 89 89 -11.0%
509 124 254 52002-Worker's Compensation 259 259 259 2.0%
6,175 6,493 7,570 52003-Social Security/Medicare 6,840 6,840 6,840 -9.6%
649 667 737 52004-Td-Met Tax 672 672 672 -8.8%
64,809 77,124 68,875 52010-Medical/Dental/Vision 60,333 60,333 60,333 -12.4%
8,715 11,768 0 52011-Dental Benefits 0 0 0 0.0%
80,945 96,266 77,536 Total Personnel Services-Benefits 68,193 68,193 68,193 -12.0%
68 139 800 53001-Office Supplies 800 800 800 0.0%
68 139 800 Total Supplies 800 800 800 0.0%
14,649 1,894 10,950 54001-Professional/Contractual Services 10,950 10,950 10,950 0.0%
19,564 0 0 54003-Legal Fees 0 0 0 0.0°/s
82 35 100 54115-Vehicle Usage 25 25 25 -75.0%
2,061 1,746 0 54205-Utilites-Phone/Pager/Cells 0 0 0 0.0°/s
441 0 0 54300-Advertising&Publicity 0 0 0 0.0%
57,134 54,365 48,197 54302-Dues&Subscriptions 49,847 49,847 49,847 3.4%
48,392 48,219 59,600 54303-Professional Development 59,600 59,600 59,600 0.0%
11,216 5,769 6,600 54311-Special Department Expenses 6,600 6,600 6,600 0.0°/s
153,539 112,027 125,447 Total Services 127,022 127,022 127,022 1.3%
0 27,651 0 58160-Indirect Charges-City Attorney 0 0 0 0.0%
0 27,651 0 Total Internal Services 0 0 0 0.0/s
322,457 325,188 297,512 Total Mayor and Council 288,724
PAGE 192-CITY OF TIGARD
CITY ATTORNEY BUDGET UNIT: 1600
The City Attorney provides general legal advice to the members of City Council and all of the city's
departments. Having an in-house City Attorney improves risk management oversight, potentially low-
ers our overall costs for legal counsel and gives the city more convenience for getting advice about is-
sues like development and land use code interpretations, contract and intergovernmental agreement
reviews.
In-house legal services were established in 2018 therefore no data was collected on this performance
measurement prior to that date.
FY 16-17 FY 17-18 FY 18-19 FY 19-20
OBJECTIVE MEASURE A LU ACTUAL REVISED TARGET
Provide timely and ade-
quate legal support and %
responses to city staff and of interactions
City Council as measured that are rated as n/a n/a 100% 100%
by feedback from all city satisfactory or
departments and Council better.
members.
PROGRAM DESCRIPTION:
The City Attorney provides general counsel advice to the members of City Council and all of the
city's departments. The City Attorney also oversees administrative cases and civil litigation to which
the city is a party and that are not covered by the city's insurance carrier.
PROGRAM RESULTS:
Having an in-house city attorney improves risk management oversight,potentially lowers our overall
costs for legal counsel,and gives the city more convenience for getting advice about things like
development and land use code interpretations,contract and intergovermental agreement reviews,
and reduces conflicts of interest.
POLICY AND ADMINISTRATION-PAGE 193
CITY ATTORNEY BUDGET UNIT: 1600
FULL-TIME EQUIVALENT POSITIONS
2016-2017 2017-2018 2018-2019 2019-2020
City Attorney 0.00 1.00 1.00 1.00
Exec.Assistant to the City Manager 0.00 0.10 0.10 0.10
Total FIE 0.00 1.10 1.10 1.10
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
1.10 1.10 Total 1,lE 1.10 1.10 1.10
O 83,665 137,460 51001-Salaries-Management 137,647 137,647 137,647 0.1%
O 83,665 137,460 Total Personnel Services-Salaries 137,647 137,647 137,647 0.1%
0 84 138 52001-Unemployment 138 138 138 0.0%
0 515 338 52002-Worker's Compensation 343 343 343 1.5%
0 6,579 10,515 52003-Social Security/Medicare 10,530 10,530 10,530 0.1%
0 632 1,022 52004-Tri-Met Tax 1,037 1,037 1,037 1.5%
0 5,159 19,853 52005-Retirement 19,271 19,271 19,271 -2.9%
0 443 660 52007-VESA-ER 660 660 660 0.0%
0 42 593 52008-Life Ins/ADD/LTD 604 604 604 1.9%
0 91 0 52009-Long Term Disability 0 0 0 0.0%
0 4,487 17,267 52010-Medical/Dental/Vision 9,178 9,178 9,178 -46.8%
O 463 0 52011-Dental Benefits 0 0 0 0.0%
O 10,531 0 52012-Accrued Vacation 0 0 0 0.0%
O 29,028 50,386 Total Personnel Services-Benefits 41,761 41,761 41,761 -17.1%
O 134 150 53001-Office Supplies 150 150 150 0.0%
O 134 150 Total Supplies 150 150 150 0.0%
O 142,204 115,000 54003-Legal Fees 175,000 175,000 175,000 52.2%
O 0 0 54115-Vehicle Usage 0 0 0 0.0%
O 661 600 54205-Utilites-Phone/Pager/Cells 600 600 600 0.0%
O 1,012 1,439 54302-Dues&Subscriptions 1,442 1,442 1,442 0.2%
O 802 2,000 54303-Professional Development 2,000 2,000 2,000 0.0%
O 144,679 119,039 Total Services 179,042 179,042 179,042 50.4%
O 4,885 0 56004-Computer Hardware and Software 0 0 0 0.0%
0 4,885 0 Total Capital Improvement 0 0 0 0.0%
O 262,392 307,0 Total City Attorney
PAGE 194-CITY OF TIGARD
CITY MANAGEMENT
City Management
Human
Resources
Risk
Management
FY 2017 FY 2018 FY 2019 FY 2020 FY 2020 FY 2020 2020 Adopted
Actual Actual Revised Proposed Approved Adopted vs.2019 Revised
Description
Number of Positions 10.90 12.00 10.10 10.10 10.10 10.10 0.0%
Budget By Category
Personnel Services 1,304,835 1,337,598 1,410,744 1,406,815 1,406,815 1,406,815 -0.3%
Materials&Services 802,820 988,125 978,799 991,918 991,918 991,918 L3%
Capital Outlay 6,306 8,981 15,600 13,780 13,780 13,780 -1t7%
Total All Category 2,113,961 2,334,705 2,405,143 2,412,513 2,412,513 2,412,513 (13%
Budget By Division
City Manager's Office 800,079 1,021,895 891,474 778,372 778,372 778,372 -12.7%
Human Resources 614,513 590,778 683,573 685,888 685,888 685,888 03%
Risk Management 699,369 722,031 830,096 948,253 948,253 948,253 14.2%
Total All Division 2,113,961 2,334,705 2,405,143 2,412,513 2,412,513 2,412,513 0.3%
Budget by Fund
Central Services Fund-600 2,077,352 2,330,771 2,340,735 2,348,037 2,348,037 2,348,037 03%
Insurance Fund-660 36,610 3,934 64,408 64,476 64,476 64,476 0.1%
Total All Fund 2,113,961 2,334,705 2,405,143 2,412,513 2,412,513 2,412,513 03%
POLICY AND ADMINISTRATION-PAGE 195
DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES
The City of Tigard's strategic plan is to become the most walkable community in the Pacific Northwest
where people of all ages and abilities enjoy healthy and interconnected lives. The city relies on feedback
from the Walk Friendly Assessment and community survey to measure progress in implementing the
strategic plan.
Next fiscal year, the city will centrally track all received grant funding (public and private). This will al-
low the city to better communicate our commitment to pursue funding outside the main revenue
sources—property tax, franchises fees, etc.
The city is committed to attracting and retaining a talented workforce. The Human Resources division
tracks employee retention as part of an effort to determine whether the city is meeting employee ex-
pectations.
OBJECTIVE MEASURE FY 16-17 FY 17-18 FY 18-19 FY 19-20
ACTUAL ACTUAL REVISED TARGET
Measure the progress Rating of the city's Honorable To be
of implementing the Walk Friendly As- Mention --- --- measured
Strategic Plan sessment Scored 33/100 in 2020
Increase community's % of residents who
awareness of the city's think the city has Baseline to
be set in
effort to become more become more walka- 2019
walkable. ble.
Determine the success Of the Regional,
of attracting grant State, and Federal
funding grant dollars request- --- 80% 80%
ed, total% the city
received
Improving overall effi % retention of new
ciency and perfor- employees
mance through in- After one year 70% _ 87% 100% 95%
creased retention After three years 61% 84% 65% 85%
After five years 55% _ - -- 75%
Identify actions that
will decrease the per- % of preventable
cent of preventable accidents 36% 30% 30% 30%
accidents.
PAGE 196- CITY OF TIGARD
CITY MANAGER'S OFFICE BUDGET UNIT: 1000
PROGRAM DESCRIPTION:
The City Management Office consists of the City Manager and staff supporting the activities of the
City Council and assisting in the overall management of city programs.The City Manager is hired by
the City Council to run the daily affairs of the city and to implement policies adopted by the council.
A major focus of this division is on communications among the city, citizens,and employees.
Specific activities of this division include:
• Communicate City Council's direction on policies,laws and directives to the executive staff
and employees.
• Review and refine the information presented to the City Council.
• Coordinate the city's legislative agenda including monitoring bills,facilitating written and
oral testimony and schedule regular meetings with state and federal legislators for the
Mayor and Council members.
• Oversee the implementation of Tigard's Strategic Plan: To make Tigard the most walkable
community in the Pacific Northwest where people of all ages and abilities en.joy healthy and interconnected lives.
PROGRAM RESULTS:
• Tigard citizens have access to accurate information on current issues in a variety of formats.
• Plans and programs are in place for coordinated management of the city's assets.
• Tigard citizens participate in programs and activities that connect them with decision-makers
and community members.
• City departments proactively manage issues and achieve stated goals.
• Messaging engages the community and advances the vision.
FULL-TIME EQUIVALENT POSITIONS
2016-2017 2017-2018 2018-2019 2019-2020
City Manager 1.00 1.00 1.00 1.00
Assistant City Manager 1.00 1.00 1.00 1.00
Assistant to the City Manager 1.00 1.00 0.00 0.00
Exec.Asst. to City Manager 0.90 0.90 0.90 0.90
Sr. Management Analyst 1.00 1.00 1.00 1.00
Local Government Fellow 0.00 1.00 0.00 0.00
Total FIE 4.90 5.90 3.90 3.90
POLICY AND ADMINISTRATION-PAGE 197
CITY MANAGER'S OFFICE BUDGET UNIT: 1000
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY19
4.90 5.90 3.90 Total HE 3.90 3.90 3.90
492,430 498,489 477,750 51001-Salaries-Management 462,272 462,272 462,272 -32%
492,430 498,489 477,750 Total Personnel Services-Salaries 462,272 462,272 462,272 -3.2%
492 499 475 52001-Unemployment 463 463 463 -2.5%
977 430 1,148 52002-Worker's Compensation 906 906 906 -21.1%
33,242 35,770 36,487 52003-Social Security/Medicare 35,364 35,364 35,364 -3.1%
3,639 3,740 3,548 52004-Tri-Met Tax 3,485 3,485 3,485 -1.8%
72,207 63,850 69,077 52005-Retirement 64,718 64,718 64,718 -6.3%
2,441 2,997 3,840 52007-VEBA-ER 2,640 2,640 2,640 -31.3%
271 1,073 2,102 52008-Life Ins/ADD/LTD 1,715 1,715 1,715 -18.4%
1,412 1,276 0 52009-Long Term Disability 0 0 0 0.0%
46,270 53,635 53,565 52010-Medical/Dental/Vision 61,029 61,029 61,029 13.9%
4,988 5,654 0 52011-Dental Benefits 0 0 0 0.0%
-31,110 16,256 10,588 52012-Accred Vacation 0 0 0 -100.0%
134,829 185,181 180,830 Total Personnel Services-Benefits 170,320 170,320 170,320 -5.8%
532 453 750 53001-Office Supplies 500 500 500 -33.3%
198 0 0 53002-Small Tools&Equipment 0 0 0 0.0°/s
730 453 750 Total Supplies 500 500 500 -33.3%
125,653 260,176 185,245 54001-Professional/Contractual Services 103,145 103,145 103,145 -44.3%
3,321 0 0 54003-Legal Fees 0 0 0 0.0%
1,241 880 0 54114-R&M-Office Equipment 0 0 0 0.0%
0 17 50 54115-Vehicle Usage 25 25 25 -50.0%
996 1,063 600 54205-Utilites-Phone/Pager/Cells 300 300 300 -50.0%
4,644 12,816 5,000 54300-Advertising&Publicity 5,000 5,000 5,000 0.0%
452 0 0 54301-Fees and Charges 0 0 0 0.0°/s
4,779 13,134 15,549 54302-Dues&Subscriptions 12,110 12,110 12,110 -22.1%
20,960 34,283 22,500 54303-Professional Development 23,500 23,500 23,500 4.4%
0 0 0 54304-Election Expenses 0 0 0 0.0%
8,938 15,254 3,200 54311-Special Department Expenses 1,200 1,200 1,200 -62.5%
170,984 337,622 232,144 Total Services 145,280 145,280 145,280 -37.4%
1,106 149 0 56004-Computer Hardware and Software 0 0 0 0.0°/s
1,106 149 0 Total Capital Improvement 0 0 0 0.0%
1,021,895 891,474 Total City Manager's Office 778,372 778,37
PAGE 198-CITY OF TIGARD
HUMAN RESOURCES BUDGET UNIT: 1100
PROGRAM DESCRIPTION:
The Human Resources Division provides human resource leadership and support to city
departments and employees by providing quality policies,programs, systems,services and
consultation that contribute to ethical,lawful,equitable,consistent and efficient human resources
management practices and advance the vision of the city.
Human Resources also helps support the future of the organization through employee and
supervisory training;organization development and performance management;workforce planning;
equal opportunity employment;and wellness and work-life balance efforts. Program services include
strategic planning,recruitment,selection and testing,benefits administration,labor negotiations and
contract administration,personnel policy administration,employee relations, succession planning,job
classification and salary administration,personnel records management,coordination of grievances,
discipline,investigations and complaint processes, and employee recognition programs.
PROGRAM RESULTS:
• The city attracts,develops,motivates and retains quality employees who share the city values of
getting the job done,doing the right thing,and treating all people with respect and care.
•The city complies with local,state and federal employment laws and continues to strive toward
best practices.
•The Human Resources Division provides human resources management support and assistance
to departments and employees that advance the strategic vision of the organization and support
an effective,dynamic and diverse workforce.
FULL-TIME EQUIVALENT POSITIONS
2016-2017 2017-2018 2018-2019 2019-2020
HA Assistant 050 0.54 0.54 0.54
HR Business Partner 0.00 1.00 0.80 0.80
HR Senior Business Partner 0.00 1.00 1.00 1.00
HA Specialist 0.00 0.80 0.80 0.80
HA Technician 1.00 0.00 0.00 0.00
Human Resources Director 1.00 1.00 1.00 1.00
Senior HR Analyst 2.00 0.00 0.00 0.00
Total VIE 4.50 4.34 4.14 4.14
POLICY AND ADMINISTRATION-PAGE 199
HUMAN RESOURCES BUDGET UNIT: 1100
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
4.50 4.34 4.14 Total FTE 4.14 4.14 4.14
379,859 355,173 374,469 51001-Salaries-Management 382,462 382,462 382,462 2.1%
1,365 17,843 5,000 51005-Part Time-Temporary 5,000 5,000 5,000 0.0%
0 0 1,000 51006-Overtime 1,000 1,000 1,000 0.0%
381,224 373,016 380,469 Total Personnel Services-Salaries 388,462 388,462 388,462 2.1%
381 373 376 52001-Unemployment 382 382 382 1.6%
856 273 963 52002-Worker's Compensation 545 545 545 -43.4%
28,240 28,176 28,647 52003-Social Security/Medicare 29,258 29,258 29,258 2.1%
2,817 2,794 2,783 52004-Tri-Met Tax 2,883 2,883 2,883 3.6%
51,651 45,824 55,020 52005-Retirement 53,545 53,545 53,545 -2.7%
3,020 2,514 2,808 52007-VESA-ER 2,805 2,805 2,805 -0.1%
343 445 2,523 52008-Life Ins/ADD/LTD 2,567 2,567 2,567 1.7%
1,350 1,018 0 52009-Long Term Disability 0 0 0 0.0%
43,314 45,788 74,836 52010-Medical/Dental/Vision 63,793 63,793 63,793 -14.8%
7,735 6,804 0 52011-Dental Benefits 0 0 0 0.0%
3,507 -22,146 2,500 52012-Accrued Vacation 2,500 2,500 2,500 0.0%
143,214 111,862 170,456 Total Personnel Services-Benefits 158,278 158,278 158,278 -7.1%
1,047 2,606 2,000 53001-Office Supplies 2,000 2,000 2,000 0.0%
4,242 0 0 53003-Fuel 0 0 0 0.0%
2,136 646 2,500 53316-CCIS-Worksite Wellness Funds 2,500 2,500 2,500 0.0%
7,425 3,252 4,500 Total Supplies 4,500 4,500 4,500 0.0%
22,179 30,230 34,000 54001-Professional/Contractual Services 34,000 34,000 34,000 0.0%
31,809 22,047 31,348 54003-Legal Fees 31,348 31,348 31,348 0.0%
0 1,453 0 54101-R&M-Facilities 0 0 0 0.0%
44 0 0 54114-R&M-Office Equipment 0 0 0 0.0%
1,065 1,423 1,500 54300-Advertising&Publicity 1,500 1,500 1,500 0.0%
1,415 2,563 2,500 54302-Dues&Subscriptions 2,500 2,500 2,500 0.0%
10,001 21,958 35,000 54303-Professional Development 41,500 41,500 41,500 18.6%
10,937 15,716 12,000 54311-Special Department Expenses 10,700 10,700 10,700 -10.8%
77,450 95,390 116,348 Total Services 121,548 121,548 121,548 4.5%
5,200 7,258 11,800 56004-Computer Hardware and Software 13,300 13,100 13,100 11.0%
5,200 7,258 11,800 Total Capital Improvement 13,100 13,100 13,100 11.0%
14,513 590,778 683,573 Total Human Resources 685,888 685,888 685,888 0.3%
PAGE 200 - CITY OF TIGARD
RISK MANAGEMENT BUDGET UNIT: 1200
PROGRAM DESCRIPTION:
The City of Tigard Risk Management Division is tasked with proactively identifying and managing
the inherent risks of providing municipal services. Potential losses are mitigated through loss
prevention programs and training,an employee safety committee,insurance and self-insurance
funded programs.
The division provides risk management services to the City Council and all city departments.The
Risk Manager reports directly to the Director of Human Resources. Risk Management provides a
comprehensive program that strives to achieve the following citywide results:
• Establish,to the extent possible,a work and service environment in which the public and city
staff can enjoy safety and security in the course of their daily pursuits.
• Preserve assets and service capabilities by minimizing the total long-term cost of unplanned
losses and their physical and financial consequences.
• Advise and otherwise assist the City Manager,other city staff and the public on liability
reduction and safety enhancement.
In order to achieve these results Risk Management strives to:
• Reduce harm and adverse financial impact to the city by providing legally-mandated health and
safety services,insurance programs,and other services.
• Ensure the city's ability to quickly recover from accidental loss by cost-effectively balancing risk
retention and risk transfer.
• Investigate,evaluate and resolve liability,property damage and workers compensation claims
including the pursuit of third party loss recovery.
PROGRAM RESULTS:
During FY 17-18 Risk Management fully implemented the new structure put in place during FY
16-17,with a refreshed focus on core risk management functions and employee safety. Following are
some key results for the year:
•Preserved city's ability to purchase property/casualty and worker's compensation insurance
with adequate coverage and reasonable rates recognizing the continued hard insurance market for
flood,quake,cyber,and pollution coverage.
• Completed the first year with a change to a workers'compensation retrospective rating plan.
Over time the city expects a 25%or greater savings in premium,approximately$85,000 annually.
For FY 16/17 the city is on track to realize $125,000 in savings on this new plan.Although to
early to predict final results for FY 17/18,similar results are expected.
•Property Insurance cost saw a one-time decrease in FY 17/18 as a result of an appraisal and
reset of city property values.Due to aging facilities,the value of our insured properties saw a
sharp decrease,resulting in a decrease in actual premium paid during FY 17/18 after publication
of the budget. Subsequently FY 18/19 premiums,while predicted to increase by 6.5%over actual
cost,will appear flat compared to last year's budgeted premium for property insurance.
•Revitalized the citywide safety committee to maintain and improve employee safety and health
awareness.Have brought new training,better tracking procedures, and greater awareness of
safety to both the committee and employees.
POLICY AND ADMINISTRATION-PAGE 201
RISK MANAGEMENT BUDGET UNIT: 1200
•Transitioned Global Harmonization Program (monitoring of chemicals in the workplace) to a
new vendor, and retrained all employees on how to access to necessary information in the event
of an exposure.
• Risk Manager acted as project lead on the transition of the employee retirement program to a
new recordkeeper,with lower participant fees, and better fund lineup. This transition will
improve retirement participant outcomes over time.
FULL-TIME EQUIVALENT POSITIONS
2016-2017 2017-2018 2018-2019 2019-2020
Risk Manager 1.00 1.00 1.00 1.00
Management Analyst 0.50 0.50 0.80 0.80
HR Assistant 0.00 0.26 (126 0.26
Total FTE 1.50 1.76 2.06 2.06
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
0.26 Total FTE 0.26 0.26 0.26
0 0 15,644 51001-Salaries-Management 15,823 15,823 15,823 1.1%
0 0 15,644 Total Personnel Services-Salaries 15,823 15,823 15,823 1.1%
0 0 15 52001-Unemployment 16 16 16 6.7%
0 0 38 52002-Worker's Compensation 13 13 13 -65.8%
0 0 1,197 52003-Social Security/Medicare 1,210 1,210 1,210 1.1%
0 0 116 52004-Tu-Met Tax 119 119 119 2.695
0 0 2,540 52005-Retirement 2,215 2,215 2,215 -12.8%
0 0 192 52007-VEBA-ER 195 195 195 1.6%
0 0 172 52008-Life Ins/ADD/LTD 178 178 178 3.5%
0 0 0 52009-Long Term Disability 0 0 0 0.0%
0 0 2,494 52010-Medical/Dental/Vision 2,707 2,707 2,707 8.5%
0 0 0 52011-Dental Benefits 0 0 0 0.0%
0 0 6,764 Total Personnel Services-Benefits 6,653 6,653 6,653 -1.6%
186 0 0 54003-Legal Fees 0 0 0 0.0%
36,424 3,934 42,000 54311-Special Department Expenses 42,000 42,000 42,000 0.0%
36,610 3,934 42,000 Total Services 42,000 42,000 42,000 0.0%
Total Risk Management
Occasionally the Insurance Fund is used to pay for some expenses directly related to Risk Management.
PAGE 202- CITY OF TIGARD
RISK MANAGEMENT BUDGET UNIT: 1200
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
1.50 1.76 1.80 Total FTE 1.80 1.80 1.80
120,793 129,426 122,572 51001-Salaries-Management 157,806 157,806 157,806 28.7%
O 0 10,891 51002-Salaries-General 0 0 0 -100.0°4
120,793 129,426 133,463 Total Personnel Services-Salaries 157,806 157,806 157,806 18.2%
121 130 133 52001-Unemployment 158 158 158 18.8%
301 -435 310 52002-Worker's Compensation 133 133 133 -57.1°4
9,004 9,844 10,203 52003-Social Security/Medicare 12,073 12,073 12,073 18.3%
893 969 993 52004-Tri-Met Tax 1,190 1,190 1,190 19.8%
10,137 18,481 19,783 52005-Retirement 22,093 22,093 22,093 11.7%
1,503 1,368 1,200 52007-VESA-ER 1,200 1,200 1,200 0.0%
115 133 1,078 52008-Life Ins/ADD/LTD 1,098 1,098 1,098 1.9%
237 307 0 52009-Long Term Disability 0 0 0 0.0°/s
.5,089 4,246 11,668 52010-Medical/Dental/Vision 9,256 9,256 9,256 -20.7°4
1,015 923 0 52011-Dental Benefits 0 0 0 0.0°4
3,932 3,658 0 52012-Accrued Vacation 0 0 0 0.0%
32,347 39,624 45,368 Total Personnel Services-Benefits 47,201 47,20I 47,201 4.0%
295 135 300 53001-Office Supplies 200 200 200 -33.3%
O 669 614 53002-Small Tools&Equipment 152 152 152 -75.2%
295 804 914 Total Supplies 352 352 352 -61.5%
39,427 41,216 41,818 54001-Professional/Contractual Services 42,300 42,300 42,300 1.2%
2,344 0 0 54003-Legal Fees 0 0 0 0.0°/s
O 6,249 6,200 54006-Software License and Maintenance 4,400 4,400 4,400 -29.0%
O 7 396 54205-Utilites-Phone/Pager/Cells 192 192 192 -51.5%
522 0 0 54300-Advertising&Publicity 195 195 195 100.0%
O 170 560 54302-Dues&Subscriptions 550 550 550 -1.8%
2,618 2,758 2,550 54303-Professional Development 2,125 2,125 2,125 -16.7%
464,360 494,683 529,989 54307-Insurance 627,346 627,346 627,346 18.4%
54 1,587 630 54311-Special Department Expenses 630 630 630 0.0%
509,325 546,670 582,143 Total Services 677,738 677,738 677,738 16.4%
0 1,574 3,800 56004-Computer Hardware and Software 680 680 680 -82.1%
0 1,574 3,800 Total Capital Improvement 680 680 680 -82.1%
ir
662,760 Total Risk Management 883,777 883,777 883,777 15.4%
POLICY AND ADMINISTRATION-PAGE 203
CENTRAL SERVICES
Central Services
I
I I I I I
Communications Municip al C ourt City Recorder/
Fleet Property Management
Records
FY 2017 FY 2018 FY 2019 FY 2020 FY 2020 FY 2020 2020 Adopted
Actual Actual Revised Proposed Approved Adopted vs.2019 Revised
Description
Number of Positions 18.85 21.50 24.35 24.35 24.35 2435 0.0°/n
Budget By Category
Personnel Services 1,730,817 1,943,956 2,275,832 2,435,009 2,435,009 2,435,009 7.0%
Materials&Services 1,476,191 1,312,537 1,558,726 1,898,723 2,005,723 2,005,723 28.7%
Interdepartmental Costs 110,336 116,070 171,296 99,774 99,774 87,165 -49.1%
Capital Outlay 134,635 127,344 182,600 235,300 235,300 235,300 28.9%
Total All Category 3,451,978 3,499,907 4,188,454 4,668,806 4,775,806 4,763,197 13.7%
Budget By Division
Communications 563,930 618,612 590,187 873,765 980,765 980,765 66.2%
Municipal Court 463,992 467,934 856,645 778,716 778,716 766,107 -10.6%
City Recorder/Records 464,811 454,531 533,494 504,016 504,016 504,016 -5.5%
Fleet Maintenance 222,732 245,481 307,589 595,181 595,181 595,181 93.5%
Property Management 1,736,512 1,713,349 1,900,539 1,917,128 1,917,128 1,917,128 0.9%
Total All Division 3,451,978 3,499,907 4,188,454 4,668,806 4,775,806 4,763,197 13.7%
Budget by Fund
General Fund-100 463,992 467,934 856,645 778,716 778,716 766,107 -10.6%
Water Debt Service Fund-533 0 0 0 0 0 0 0.0%
Central Services Fund-600 1,028,742 1,073,143 1,123,681 1,377,781 1,484,781 1,484,781 32.1%
Fleet/Property Management Fun 1,959,244 1,958,830 2,208,128 2,512,309 2,512,309 2,512,309 13.8%
Total All Fund 3,451,978 3,499,907 4,188,454 4,668,806 4,775,806 4,763,197 13.7%
PAGE 204- CITY OF TIGARD
DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES
The Central Services Department provides a variety of services to external and internal customers.
The property management division provides contractual oversight and in-house assistance for the envi-
ronmental health, safety and security of city facilities. This includes building security, fire safety, janito-
rial services, maintenance and repair. In 2016, the city contracted to have a Facilities Condition Assess-
ment completed. The study determined the current condition of the main city buildings and identified
maintenance and repairs. While most buildings are in fair condition the assessment identified a need
for maintenance that is beyond the division's ability to remedy with current staffing and funding. Fail-
ure to complete the identified maintenance will result in the buildings' overall condition to continue to
decline.
The Communications division is an in-house team that provides centralized resources in support of the
city's branding and communications efforts and City Council's desire for effective communication with
the public. The team provides services to city staff in the following areas: communications planning/
strategy,graphic design,website design, copywriting, editing,news releases and video production.
Tigard's municipal court is a limited jurisdiction court. The typical caseload is traffic and parking relat-
ed, however, code violations and limited types of crimes that occur in the city can be cited into the
court. The court strives to promote safety through the use of the court's traffic safety diversion pro-
gram and monthly articles in the city's newsletter.
The City Recorder & City Records division provides legislative, electoral and record-keeping services
to the City Council, the public and staff. Citizens may interact with the team when requesting public
records, attending a council meeting or inquiring into upcoming elections.
In-house reprographic services and mail processing are also completed within the division. Additionally
the city's public portal that allows citizens access to public documents is maintained by this team.
The division provides contractual oversight and in-house assistance for routine vehicle maintenance
and repair of all city vehicles and equipment. Staff also work with departments to determine replace-
ment schedules for vehicles and coordinate the surplus process for decommissioned vehicles.
POLICY AND ADMINISTRATION-PAGE 205
DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES
FY 16-17 FY 17-18 FY 18-19 FY 19-20
OBJECTIVE MEASURE ACTUAL ACTUAL REVISED TARGET
The city's buildings Complete Work Or-
and fleet are main- ders within 72 hours 10 days 8 days 8 days 5 days
tamed and customer's of the requested tar-
expectations are met. get date of the work. _ _ _
The community will Number of Tigard
be involved with and residents applying for
connected to the vi- positions on city
sion. boards and commis- Events Events Events Events
sions;number of vol 1,957 2,300 2,300 2,350
unteers participating
in city-wide events.
City communications Increase in the num- State of the State of the State of the State of the
engage the community ber of individuals: City-240 City-260 City-260 City-260
Council Council out- Council out- Council out-
and advance the vi- 1)Accessing city in-
outreach-20 reach-22 reach-22 reach-300
sion, support and en- formation via web- City meet- City meet- City meetings- City meetings
hance community site, social media, ings-192 ings-212 212 -212
gatherings. Cityscape,print me- Web Hits- Web Hits- Web Hits- Web Hits-
d1a, etc. 1,082,689 1,136,823 1,136,823 1,250,000
Cityscape- Cityscape- Cityscape- Cityscape-
2)Attending city 2,264 2,500 2,500 14,100
sponsored meetings Social media Social media Social media- Social media-
and events -5,625 -7,315 7,315 10,245
Roadway and pedes- % of defendants suc-
trian safety is promot- cessfully completing
ed through education. the court orders prior 86% 86% 86% 90%
to suspension sanc-
tions.
Promote government # of public records
transparency by in- available on-line.
creasing the number 165,000 205,000 205,000 153,000
of public records
available to citizens
online.
PAGE 206 - CITY OF TIGARD
COMMUNICATIONS BUDGET UNIT: 1300
PROGRAM DESCRIPTION:
Good communication with the community is essential to ensuring the success of every city
endeavor. The Communications Division's role is to provide information that is understandable,
interactive and engaging to the residents,visitors and businesses in Tigard. Our responsibilities
include managing the content of the city's website and intranet,cultivating a strong social media
presence,using of multi-media tools to support key messages,and building a timely,responsive
relationship with the media and community leaders.
As the City of Tigard grows and changes,we are committed to improving our communication efforts
to meet the needs of our community.
PROGRAM RESULTS:
• Support is provided to departmental staff to develop communication plans,messaging and
timelines that encourage public interest and participation in key initiatives within the city.
• Presentation and marketing materials are developed for all departments to effectively inform
citizens,and promote city programs,projects and events.This work includes conceptualization,
brand development,graphic design,photography, copywriting and editing.
• Development and editing of the city's newsletter,Cityscape,is provided.
•The city's website and intranet pages are updated and accurate timely information is provided.
• Incoming/outgoing U.S.mail and interoffice mail is provided to all departments daily.
•Assistance with UPS, FedEx and other shipping services is provided.
• In-house reprographics services are provided.
FULL-TIME EQUIVALENT POSITIONS
2016-2017 2017-2018 2018-2019 2019-2020
Central Services Director 0.25 0.25 0.25 0.25
Communications Manager 1.00 1.00 1.00 1.00
Communications Strategist 1.00 1.00 1.00 0.75
Graphic Designer 1.00 1.50 1.50 1.75
Reprographics Specialist 0.00 0.00 0.00 0.60
Web Services Coordinator 1.00 1.00 1.00 1.00
Total FIE 4.25 4.75 4.75 5.35
POLICY AND ADMINISTRATION-PAGE 207
COMMUNICATIONS BUDGET UNIT: 1300
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
4.25 4.75 4.75 Total FTE 5.35 5.35 5.35
264,423 290,450 208,317 51001-Salaries-Management 267,470 267,470 267,470 28.4%
50,654 56,402 118,577 51002-Salaries-General 63,882 63,882 63,882 -46.1%
259 27,457 28,979 51004-Part Time-Regular 74,203 74,203 74,203 156.1%
315,336 374,308 355,873 Total Personnel Services-Salaries 405,555 405,555 405,555 14.0%
315 375 356 52001-Unemployment 406 406 406 14.0%
734 482 905 52002-Worker's Compensation 353 353 353 -61.0%
24,126 28,626 27,224 52003-Social Security/Medicare 30,966 30,966 30,966 13.7%
2,330 2,806 2,644 52004-Td-Met Tax 3,051 3,051 3,051 15.4%
33,519 47,718 46,373 52005-Retirement 51,144 51,144 51,144 10.3%
2,906 3,789 3,750 52007-VERA-ER 4,650 4,650 4,650 24.0%
261 320 1,632 52008-Life Ins/ADD/LTD 2,153 2,153 2,153 31.9%
790 1,051 0 52009-Long Term Disability 0 0 0 0.0%
33,228 39,270 32,918 52010-Medical/Dental/Vision 82,434 82,434 82,434 150.4°4
3,351 4,508 0 52011-Dental Benefits 0 0 0 0.0%
9,481 2,487 0 52012-Accrued Vacation 0 0 0 0.0%
111,041 131,431 115,802 Total Personnel Services-Benefits 175,157 175,157 175,157 51.3%
39,148 30,038 18,200 53001-Office Supplies 77,800 77,800 77,800 327.5°4
795 350 1,400 53002-Small Tools&Equipment 1,000 1,000 1,000 -28.6%
0 27 0 53003-Fuel 0 0 0 0.0%
39,943 30,415 19,600 Total Supplies 78,800 78,800 78,800 302.0%
30,584 3,829 2,720 54001-Professional/Contractual Services 50,460 157,460 157,460 5689.0%
712 7,305 12,500 54004-Printing Services 5,000 5,000 5,000 -60.0%
354 106 0 54113-R&M-Vehicles 0 0 0 0.0%
36,352 40,927 38,950 54114-R&M-Office Equipment 44,958 44,958 44,958 15.4%
0 0 720 54205-Utilites-Phone/Pager/Cells 0 0 0 -100.0%
247 14 400 54300-Advertising&Publicity 400 400 400 0.0°/s
644 553 0 54301-Fees and Charges 0 0 0 0.0%
436 371 500 54302-Dues&Subscriptions 500 500 500 0.0%
1,802 2,032 4,000 54303-Professional Development 24,000 24,000 24,000 500.0%
22,673 22,878 26,322 54309-Rents and Leases 31,635 31,635 31,635 20.2%
863 1,457 5,500 54311-Special Department Expenses 0 0 0 -100.0%
94,667 79,472 91,612 Total Services 156,953 263,953 263,953 188.1%
2,945 2,986 7,300 56004-Computer Hardware and Software 57,300 57,300 57,300 684.9%
2,945 2,986 7,300 Total Capital Improvement 57,300 57,300 57,300 684.9%
563,932 618,612 Total Communications 873,765 980,765 66.2%
PAGE 208 - CITY OF TIGARD
MUNICIPAL COURT BUDGET UNIT: 1400
PROGRAM DESCRIPTION:
The Tigard Municipal Court is the judicial branch of city government. The court has the authority to
hear a wide range of cases arising under Oregon law and the Tigard Municipal Code. As the judicial
branch of local government,the court is committed to:
•Resolve cases in a manner that is fair and impartial.
•Treat all defendants,police officers and witnesses with respect as we provide services that are
efficient,timely and accurate.
•Listen carefully so members of the public will feel that their unique situations have been
addressed.
•Provide education about Oregon law and traffic safety concerns within Tigard with the goal of
helping to make our community safer.
The majority of cases filed in our municipal court are traffic and parking citations that arose within
the city limits and were issued by officers of the Tigard Police Department. However, there are
occasions when more serious cases,or citations issued by an officer from a different law enforcement
agency,are filed in our court.
The Municipal Court Judge determines the judicial philosophy for the court and creates court rules to
ensure consistent service to the citizens involved in Tigard's judicial system.The judge presides over
arraignments,special hearings and trials.Judgments often include fines and may include other
sentences such as traffic school or unsupervised probation.Additionally,the judge creates written
materials that provide information about laws and promote safety within the city.
Many of the daily responsibilities of the court staff are guided by the court rules established by the
judge. The rules allow staff to reduce presumptive fine amounts for many citizens, set cases for new
hearing dates,refer citizens to driver safety programs, establish payment plans and enforce judgments
through collection actions.
PROGRAM RESULTS:
•Judicial decisions are fair and impartial.
• Court services are efficient,timely and accurate.
•Public education is provided about Oregon law and traffic safety concerns in Tigard.
FULL-TIME EQUIVALENT POSITIONS
2016-2017 2017-2018 2018-2019 2019-2020
Central Services Director 0.25 0.25 0.25 0.25
Court Clerk II 2.00 2.00 4.00 4.00
Court Operations Supervisor 1.00 1.00 1.00 1.00
Municipal Judge 0.25 0.25 0.25 0.25
Senior Court Clerk 0.00 0.00 1.00 1.00
Total FTE 3.50 3.50 6.50 6.50
POLICY AND ADMINISTRATION-PAGE 209
MUNICIPAL COURT BUDGET UNIT: 1400
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
3.50 3.50 6.50 Total 1 1 E 6.50 6.50 6.50
119,466 138,133 150,648 51001-Salaries-Management 155,301 155,301 155,301 3.1%
91,883 49,967 137,502 51002-Salaries-General 230,180 230,180 230,180 67.4%
O 23,198 46,749 51004-Part Time-Regular 0 0 0 -100.0%
O 0 257 51006-Overtime 0 0 0 -100.0%
211,349 211,298 335,156 Total Personnel Services-Salaries 385,481 385,481 385,481 15.0%
211 211 334 52001-Unemployment 385 385 385 15.3%
287 -389 1,228 52002-Worker's Compensation 414 414 414 -66.3%
15,750 15,964 25,560 52003-Social Security/Medicare 29,489 29,489 29,489 15.4%
1,561 I,583 2,494 52004-Tri-Met Tax 2,907 2,907 2,907 16.6%
17,485 17,415 41,005 52005-Retirement 37,133 37,133 37,133 -9.4%
2,566 2,372 4,950 52007-VESA-ER 6,150 6,150 6,150 24.2%
188 197 2,048 52008-Life Ins/ADD/LTD 1,424 1,424 1,424 -30.5%
489 495 0 52009-Long Term Disability 0 0 0 0.0%
42,584 37,839 75,463 52010-Medical/Dental/Vision 102,475 102,475 102,475 35.8%
5,621 4,550 0 52011-Dental Benefits 0 0 0 0.0%
86,742 80,237 153,082 Total Personnel Services-Benefits 180,377 180,377 180,377 17.8%
1,957 3,835 3,700 53001-Office Supplies 3,500 3,500 3,500 -5.4%
O 0 2,250 53002-Small Tools&Equipment 0 0 0 -100.0%
O 13 0 53003-Fuel 0 0 0 0.0%
O 0 4,999 53006-Technology Equipment under$5,000 0 0 0 -100.0%
1,957 3,848 10,949 Total Supplies 3,500 3,500 3,500 -68.0%
20,926 22,981 54,750 54001-Professional/Contractual Services 83,920 83,920 83,920 53.3%
23,200 17,825 60,000 54003-Legal Fees 0 0 0 -100.0%
2,960 8,615 45,840 54006-Software License and Maintenance 14,028 14,028 14,028 -69.4%
72 181 400 54300-Advertising&Publicity 400 400 400 0.0%
657 877 902 54302-Dues&Subscriptions 1,210 1,210 1,210 34.1%
5,706 3,308 4,650 54303-Professional Development 8,630 8,630 8,630 85.6%
O 2,638 5,000 54306-Credit Card Fees 5,000 5,000 5,000 0.0%
91 56 1,320 54311-Special Department Expenses 770 770 770 -41.7%
53,612 56,481 172,862 Total Services 113,958 113,958 113,958 -34.1%
0 0 13,300 56004-Computer Hardware and Software 0 0 0 -100.0%
0 0 13,300 Total Capital Improvement 0 0 0 -100.0%
PAGE 210-CITY OF TIGARD
MUNICIPAL COURT BUDGET UNIT: 1400
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
11,164 13,882 147,004 58100-Indirect Charges-City Management 15,021 15,021 15,021 -89.8%
11,006 11,643 495 58110-Indirect Charges-Human Resources 27,035 27,035 27,035 5361.6%
4,558 5,183 109 58120-Indirect Charges-Risk Management 5,931 5,931 5,931 5341.3%
21,975 18,734 4,199 58130-Indirect Charges-Office Services 22,579 22,579 22,579 437.7%
520 531 15,548 58150-Indirect Charges-Records 7,143 7,143 7,143 -54.1%
0 0 155 58160-Indirect Charges-City Attorney 8,668 8,668 8,668 5492.3%
682 1,074 62 58200-Indirect Charges-Finance 6,034 6,034 6,034 9632.3%
Administration
21,920 26,721 140 58210-Indirect Charges-Financial Operations 0 0 -12,609 -9106.4%
26,049 26,835 3,269 58230-Indirect Charges-Technology 2,989 2,989 2,989 -8.6%
2,4-40 1,383 0 58250-Indirect Charges-Contracts and 0 0 0 0.0%
Purchasing
10,022 10,084 315 58640-Indirect Charges-Property Managemet 0 0 0 -100.0%
110,336 116,070 171,296 Total Internal Services 95,400 95,400 82,791 -51.7%
■
467,934 856,645 Total Municipal Court 778,716 778,716 -10.6%
► .
F
•
I I -
i
•
'
•
Tigard Skate Park is located adjacent to Tigard City Hall
POLICY AND ADMINISTRATION-PAGE 211
CITY RECORDER/RECORDS BUDGET UNIT: 1500
PROGRAM DESCRIPTION:
The City Recorder/Records section is supervised by the City Recorder and managed by the Central
Services Manager. The Central Services Manager reports to the Assistant City Manager.
The City Recorder section provides legislative,electoral and record-keeping services to the City
Council,the public and staff. This section also manages public access to the legislative process to
ensure compliance with legislative requirements and openness of the decision-making process.
City-wide support includes file management,records retrieval,coordination of litigation records and
training on records management issues. The section develops and updates policies supporting the
retention and disposition of city records in accordance with schedules developed by the State of
Oregon Division of Archives and adopted by the City Council. This section creates the destruction
lists for departmental approval and coordinates the destruction of the approved records.
Additionally,staff provides assistance to the public by responding to their requests for public records
and Notary Public services.
PROGRAM RESULTS:
• Centralized and efficient customer service is provided to internal and external customers
• City Recorder support is provided to City Council
• Records are provided to the public as required under Oregon's public records law
•The number of records available online at no cost is continually increased
• Management of inactive departmental records is provided
• City records (including social media) are protected through use of current records management
practices and technology
FULL—TIME EQUIVALENT POSITIONS
2016-2017 2017-2018 2018-2019 2019-2020
Central Services Director 025 025 0.25 0.25
City Recorder 1 MO 1.00 1.00 1.00
Deputy City Recorder 1 MO 1.00 1.00 1.00
Records Management Specialist 1.00 1.00 1.00 1.00
Reprographics Specialist 0.60 0.60 0.60 0.00
Total VIE 3.85 3.85 3.85 3.25
PAGE 212-CITY OF TIGARD
CITY RECORDER/RECORDS BUDGET UNIT: 1500
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY19
3.85 3.85 185 Total F31t 3.25 3.25 125
157,422 170,112 180,406 51001-Salaries-Management 179,851 179,851 179,851 -0.3%
47,057 50,507 54,356 51002-Salaries-General 57,057 57,057 57,057 5.0%
23,579 25,273 27,211 51004-Part Time-Regular 0 0 0 -100.0%
228,058 245,892 261,973 Total Personnel Services-Salaries 236,908 236,908 236,908 -9.6%
228 246 261 52001-Unemployment 237 237 237 -9.2%
545 182 592 52002-Worker's Compensation 463 463 463 -21.8%
16,682 18,186 20,041 52003-Social Security/Medicare 18,124 18,124 18,124 -9.6%
1,685 1,842 1,949 52004-Tri-Met Tax 1,785 1,785 1,785 -8.4%
24,999 31,394 35,013 52005-Retirement 30,885 30,885 30,885 -11.8°/
3,201 3,169 3,150 52007-VESA-ER 2,250 2,250 2,250 -28.6%
231 253 1,461 52008-Life Ins/ADD/LTD 1,358 1,358 1,358 -7.0%
545 659 0 52009-Long Term Disability 0 0 0 0.0%
65,397 66,034 76,531 52010-Medical/Dental/Vision 71,936 71,936 71,936 -6.0%
7,585 7,773 0 52011-Dental Benefits 0 0 0 0.0%
5,245 -429 0 52012-Accrued Vacation 0 0 0 0.0%
126,343 129,309 138,998 Total Personnel Services-Benefits 127,038 127,038 127,038 -8.6%
26,849 38,268 69,930 53001-Office Supplies 1,510 1,510 1,510 -97.8%
101 80 200 53003-Fuel 200 200 200 0.0%
3,134 1,391 0 53006-Technology Equipment under$5,000 1,500 1,500 1,500 100.0%
30,084 39,739 70,130 Total Supplies 3,210 3,210 3,210 -95.4%
22,904 16,779 8,600 54001-Professional/Contractual Services 91,800 91,800 91,800 967.4%
8,753 0 0 54003-Legal Fees 0 0 0 0.0%
24,135 7,368 34,220 54006-Software License and Maintenance 32,250 32,250 32,250 -5.8%
0 0 650 54113-R&M-Vehicles 650 650 650 0.0%
5,357 5,299 5,208 54114-R&M-Office Equipment 600 600 600 -88.5%
169 237 396 54205-Utilites-Phone/Pager/Cells 396 396 396 0.0°/a
3,572 467 1,000 54300-Advertising&Publicity 1,000 1,000 1,000 0.0%
99 40 380 54301-Fees and Charges 100 100 100 -73.7%
575 703 592 54302-Dues&Subscriptions 590 590 590 -0.3%
3,460 4,838 6,130 54303-Professional Development 4,900 4,900 4,900 -20.1%
1,079 3,238 4,317 54309-Rents and Leases 0 0 0 -100.0%
10,220 623 900 54311-Special Department Expenses 200 200 200 -77.8%
80,323 39,591 62,393 Total Services 132,486 132,486 132,486 112.3%
0 0 0 58100-Indirect Charges-City Management 221 221 221 100.0%
0 0 0 58110-Indirect Charges-Human Resources 345 345 345 100.0%
0 0 0 58120-Indirect Charges-Risk Management 65 65 65 100.0%
0 0 0 58130-Indirect Charges-Office Services 280 280 280 100.0%
0 0 0 58150-Indirect Charges-Records 390 390 390 100.0%
0 0 0 58160-Indirect Charges-City Attorney 108 108 108 100.0%
0 0 0 58200-Indirect Charges-Finance 77 77 77 100.0%
Administration
0 0 0 58210-Indirect Charges-Financial Operations 157 157 157 100.0%
0 0 0 58230-Indirect Charges-Technology 2,349 2,349 2,349 100.0%
0 0 0 58640-Indirect Charges-Property Managemel 382 382 382 100.0%
0 0 0 Total Internal Services 4,374 4,374 4,374 100.0%
464,808 454,531 533,494 Total City Recorder/Records 504,016 504,016 504,016 �5%
POLICY AND ADMINISTRATION-PAGE 213
FLEET MAINTENANCE BUDGET UNIT: 6350
PROGRAM DESCRIPTION:
The Fleet Maintenance Division provides services to achieve sustainability in the maintenance,
operation and timely replacement of all city vehicles and equipment. The division provides both
contractual oversight and in-house assistance for the routine maintenance and repair of all city
vehicles and equipment.
PROGRAM RESULTS:
The Fleet Maintenance Division maintains and repairs city vehicles and equipment with an emphasis
on safety,cost effectiveness and dependability.
FULL-TIME EQUIVALENT POSITIONS
2016-2017 2017-2018 2018-2019 2019-2020
Administrative Specialist II 0.75 0/5 0.75 0.80
Central Services Director 0.10 0.10 0.10 0.10
Facilities Services Supervisor 0.50 0.50 0.00 0.00
Fleet and Facilities Manager 0.00 0.50 0.75 0.70
Fleet Maintenance Technician 1.00 1.00 1.00 1.00
Total 141E 2.35 2.85 2.60 2.60
-
IfkiItt.2, lik
7. = - Z-,
lioir- -7PGAR17
a POLICET
4 _ -
PAGE 214-CITY OF TIGARD
FLEET MAINTENANCE BUDGET UNIT: 6350
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY19
2.35 2.85 2.60 Total b i L 2.60 2.60 2.60
53,306 58,206 83,618 51001-Salaries-Management 83,817 83,817 83,817 0.2%
73,676 94,377 98,003 51002-Salaries-General 100,709 100,709 100,709 2.8%
O 273 2,300 51006-Overtime 0 0 0 -100.0%
126,982 152,855 183,921 Total Personnel Services-Salaries 184,526 184,526 184,526 0.3%
127 153 181 52001-Unemployment 185 185 185 2.2%
1,861 2,946 3,792 52002-Worker's Compensation 4,007 4,007 4,007 5.7%
9,480 11,464 13,894 52003-Social Security/Medicare 14,116 14,116 14,116 1.6%
938 1,145 1,351 52004-Tri-Met Tax 1,391 1,391 1,391 3.0%
11,338 17,630 23,264 52005-Retirement 22,812 22,812 22,812 -1.9%/a
1,892 1,910 2,085 52007-VERA-ER 2,100 2,100 2,100 0.7%
129 157 675 52008-Life Ins/ADD/LTD 660 660 660 -2.2%
377 378 0 52009-Long Term Disability 0 0 0 0.0%
35,909 38,850 47,326 52010-Medical/Dental/Vision 53,180 53,180 53,180 12.4%
4,312 4,141 0 52011-Dental Benefits 0 0 0 0.0%
66,363 78,774 92,568 Total Personnel Services-Benefits 98,451 98,451 98,4.51 6.4%
7,098 3,335 5,200 53001-Office Supplies 4,200 4,200 4,200 -19.2%
4,406 2,784 3,000 53002-Small Tools&Equipment 6,000 6,000 6,000 100.0%
722 1,058 2,500 53003-Fuel 2,500 2,500 2,500 0.0%
12,226 7,178 10,700 Total Supplies 12,700 12,700 12,700 18.7%
34 0 2,000 54001-Professional/Contractual Services 1,000 1,000 1,000 -50.0%
3,893 516 5,000 54101-R&M-Facilities 5,000 5,000 5,000 0.0%
8,307 2,978 5,000 54113-R&M-Vehicles 5,000 5,000 5,000 0.0%
O 0 1,000 54114-R&M-Office Equipment 1,000 1,000 1,000 0.0%
O 0 1,000 54204-Utilities-Garbage 1,000 1,000 1,000 0.0%
200 528 1,000 54205-Utilites-Phone/Pager/Cells 1,104 1,104 1,104 10.4%
35 1,098 0 54300-Advertising&Publicity 0 0 0 0.0%
310 310 500 54301-Fees and Charges 500 500 500 0.0%
O 0 2,000 54302-Dues&Subscriptions 1,000 1,000 1,000 -50.0%
O 944 1,800 54303-Professional Development 1,800 1,800 1,800 0.0%
O 0 0 54309-Rents and Leases 280,000 280,000 280,000 100.0%
4,381 299 1,100 54311-Special Department Expenses 1,100 1,100 1,100 0.0%
17,160 6,673 20,400 Total Services 298,504 298,504 298,504 1363.3%
O 0 0 56004-Computer Hardware and Software 1,000 1,000 1,000 100.0%
0 0 0 Total Capital Improvement 1,000 1,000 1,000 100.0%
222,731 245,481 307,589 Total Fleet Maintenance 595,181 595,181 595,181
POLICY AND ADMINISTRATION-PAGE 215
PROPERTY MANAGEMENT BUDGET UNIT: 6450
PROGRAM DESCRIPTION:
The Property Management Division provides services to achieve sustainability in the maintenance
and operation of all city facilities. Property Management provides both contractual oversight and in-
house assistance for the environmental health,safety and security of all city facilities. In addition,the
department provides building security,fire safety,janitorial services,maintenance and repair,
structural repairs,painting,HVAC maintenance,plumbing,electrical work and setup/cleanup for
meetings.
PROGRAM RESULTS:
To effectively and efficiently maintain the City of Tigard's facilities and provide a safe and clean
environment for staff and our customers.
FULL-TIME EQUIVALENT POSITIONS
2016-2017 2017-2018 2018-2019 2019-2020
Cental Services Director 0.15 0.15 0.15 0.15
Fleet&Facilities Manager 0.00 0.50 0.25 0.30
Facilities Services Supervisor 0.50 0.50 1.00 1.00
Environmental Program Coordinator 0.00 0.15 0.00 0.00
Senior Building Maintenance Tech 1.00 1.00 1.00 1.00
Building Maintenance Tech II 3.00 3.00 3.00 3.00
Utility Worker I 0.00 1.00 1.00 1.00
Administrative Specialist II 025 025 0.25 020
Total NTL, 4.90 6.55 6.65 6.65
PAGE 216-CITY OF TIGARD
PROPERTY MANAGEMENT BUDGET UNIT: 6450
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
4.90 6.55 6.65 Total VIE 6.65 6.65 6.65
59,348 82,362 113,290 51001-Salaries-Management 125,925 125,925 125,925 11.2%
235,993 287,353 298,902 51002-Salaries-General 302,875 302,875 302,875 1.3%
5,845 0 0 51005-Part Time-Temporary 0 0 0 0.0%
4,281 3,116 5,186 51006-Overtime 0 0 0 -100.0%
305,467 372,830 417,378 Total Personnel Services-Salaries 428,800 428,800 428,800 2.7%
304 373 413 52001-Unemployment 429 429 429 3.9%
6,844 10,005 11,606 52002-Worker's Compensation 12,720 12,720 12,720 9.6%
22,595 27,784 31,531 52003-Social Security/Medicare 32,800 32,800 32,800 4.0%
2,249 2,794 3,064 52004-Tv-Met Tax 3,231 3,231 3,231 5.5%
33,042 36,990 49,360 52005-Retirement 49,800 49,800 49,800 0.9%
4,249 5,337 5,565 52007-VESA-ER 5,550 5,550 5,550 -0.3%
272 389 1,406 52008-Life Ins/ADD/LTD 1,436 1,436 1,436 2.1%
743 802 0 52009-Long Term Disability 0 0 0 0.0%
74,191 74,728 117,622 52010-Medical/Dental/Vision 106,750 106,750 106,750 -9.2%
9,346 9,850 0 52011-Dental Benefits 0 0 0 0.0%
-699 -2,032 514 52012-Accrued Vacation 0 0 0 -100.0%
153,136 167,020 221,081 Total Personnel Services-Benefits 212,716 212,716 212,716 -3.8%
211 441 1,800 53001-Office Supplies 1,800 1,800 1,800 0.0%
3,174 743 2,500 53002-Small Tools&Equipment 2,500 2,500 2,500 0.0%
1,855 2,749 3,000 53003-Fuel 3,000 3,000 3,000 0.0%
5,240 3,933 7,300 Total Supplies 7,300 7,300 7,300 0.0%
392,572 290,643 445,914 54001-Professional/Contractual Services 445,914 445,914 445,914 0.0%
1,594 92 2,000 54003-Legal Fees 0 0 0 -100.0%
181,883 247,084 93,000 54101-R&M-Facilities 93,000 93,000 93,000 0.0%
19,003 0 7,500 54105-R&M-Grounds 7,500 7,500 7,500 0.0%
-1,403 11,273 5,000 54113-R&M-Vehicles 4,000 4,000 4,000 -20.0%
O 0 0 54114-R&M-Office Equipment 300 300 300 100.0%
242,671 198,708 228,700 54201-Utilities-Electric 228,700 228,700 228,700 0.0%
151,758 165,055 151,000 54202-Utilities-Water/Sewer/SWM 151,000 151,000 151,000 0.0%
70,325 55,206 72,000 54203-Utilities-Natural Gas 72,000 72,000 72,000 0.0%
3,556 4,069 4,500 54205-Utilites-Phone/Pager/Cells 4,032 4,032 4,032 -10.4%
625 566 500 54300-Advertising&Publicity 500 500 500 0.0%
141 100 3,500 54301-Fees and Charges 3,500 3,500 3,500 0.0%
-10 130 450 54302-Dues&Subscriptions 450 450 450 0.0%
214 746 2,500 54303-Professional Development 2,500 2,500 2,500 0.0%
73,725 68,604 73,416 54309-Rents and Leases 73,416 73,416 73,416 0.0%
4,323 2,931 2,800 54311-Special Department Expenses 4,500 4,500 4,500 60.7%
1,140,977 1,045,208 1,092,780 Total Services 1,091,312 1,091,312 1,091,312 -0.1%
131,690 124,358 127,000 56002-Buildings&Improvements 176,000 176,000 176,000 38.6%
O 0 35,000 56003-Vehicles 0 0 0 -100.0%
O 0 0 56004-Computer Hardware and Software 1,000 1,000 1,000 100.0%
131,690 124,358 162,000 Total Capital Improvement 177,000 177,000 177,000 9.3%
1,736,510 1,713,349 1,900,539 Total Property Management 1,917,128 1,917,128
POLICY AND ADMINISTRATION-PAGE 217
FINANCE AND INFORMATION SERVICES
Finance& Information
Services
I
1 1 1 1 1
Contracts/ Financial Information
Administration Purchasing Operations Technology LT ,Billing
FY 2017 FY 2018 FY 2019 FY 2020 FY 2020 FY 2020 2020 Adopted
Actual Actual Revised Proposed Approved Adopted vs2019 Revised
Description
Number of Positions 24.60 27.00 28.00 30.00 30.00 30.00 7.1%
Budget By Category
Personnel Services 2,579,323 2,783,055 3,087,427 3,542,971 3,542,971 3,542,971 14.8%
Materials&Services 1,581,524 1,527,484 2,169,147 2,252,137 2,252,137 2,252,137 3.8%
Interdepartmental Costs 0 0 0 0 0 0 0.0%
Capital Outlay 655,264 277,998 146,430 164,430 164,430 164,430 12.3%
Total All Category 4,816,111 4,588,538 5,403,004 5,959,538 5,959,538 5,959,538 10.3%
Budget By Division
Finance&Info.Services Admin. 398,079 485,028 494,493 510,326 510,326 510,326 3.2%
Financial Operations 603,711 694,047 772,116 764,079 764,079 764,079 -1.0%
Utility Billing 1,094,993 1,154,952 1,385,261 1,480,646 1,480,646 1,480,646 6.9%
Information Technology 2,505,621 2,033,043 2,510,103 2,919,968 2,919,968 2,919,968 16.3%
FIS Interim Plan 0 0 0 0 0 0 0.0%
Contracts and Purchasing 213,707 221,468 241,031 284,519 284,519 284,519 18.0%
Total All Division 4,816,111 4,588,538 5,403,004 5,959,538 5,959,538 5,959,538 10.3%
Budget by Fund
General Fund-100 0 0 0 0 0 0 0.0%
Central Services Fund-600 4,816,111 4,588,538 5,403,004 5,959,538 5,959,538 5,959,538 10.3%
Total All Fund 4,816,111 4,588,538 5,403,004 5,959,538 5,959,538 5,959,538 10.3%
PAGE 218-CITY OF TIGARD
DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES
Activities of staff in Finance and Information Services Administration include the annual budget pro-
cess, annual 6-year Capital Improvement Plan (CIP) process, long range financial planning, financial
analysis,project management, issuance of Business Licenses for Tigard business owners, and advice to
the City Council, departments, and various boards and committees. The division manages the city's
investments and the issuance of debt as required for general and enterprise activities and manages the
city's investment portfolio. This program is responsible for the oversight of the Financial Operations,
Utility Billing,Purchasing and Contracts, and Information Technology divisions.
Finance and Information Services Administration continues to actively work to anticipate issues and to
develop policies and procedures to allow the city to deal with financial issues as they occur. The Direc-
tor of Finance and Information Services reports directly to the City Manager and is responsible for all
financial transactions and information technology of the city.
OBJECTIVE MEASURE FY 16-17 FY 17-18 FY 18-19 FY 19-20
ACTUAL ACTUAL REVISED TARGET
Maintain a positive
bond rating to keep the Bond rating from
cost of borrowing low Moody's and Standard Aa2/AA Aal/AA+ Aal/AA+ Aal/AA+
and Poor's
Finance is providing Overall satisfaction
exceptional service to Level from Annual Cus- NA Over 90% Over 90% NA
our internal customers tomer Survey positive positive
Provide excellent tech- Amount of Network
nology service to our System Capacity utilized
customers during Peak Data Use NA 60% 60% 65%
Enable city staff to be as Level of GIS integration 78%Level 78%Level
efficient as possible with other business sys- 1 Integra- 78/o Level 1 Integra-
within the scope of terns (%) tion 1 Integra- tion
computer and technolo- NA 21%Level otlon 21%Level
21/o Level
gy 2 2
Integra- 2 Integra-
Integration
tion tion
Help staff with their Number of Days Be-
contract needs by tween Solicitation Issue
streamlining the solicita- Date and Contract Exe- 98 90 80 80
tion and Contracting cution
process
POLICY AND ADMINISTRATION-PAGE 219
FINANCE & INFORMATION SERVICES ADMIN BUDGET UNIT: 2000
PROGRAM DESCRIPTION:
Activities of staff in Finance and Information Services Administration include the annual budget
process,annual 6-year Capital Improvement Plan (CIP) process,long range financial planning,
financial analysis, project management, issuance of Business Licenses for Tigard business owners,
and advice to the City Council,departments,and various boards and committees. The division
manages the city's investments and the issuance of debt as required for general and enterprise
activities and manages the city's investment portfolio.This program is responsible for the oversight
of the Financial Operations,Utility Billing,Purchasing and Contracts,and Information Technology
divisions.
Finance and Information Services Administration continues to actively work to anticipate issues and
to develop policies and procedures to allow the city to deal with financial issues as they occur. The
Director of Finance and Information Services reports directly to the City Manager and is responsible
for all financial transactions and information technology of the city.
PROGRAM RESULTS:
• The city builds and maintains a strong financial position.
• Contributes to the attainment of the Tigard Council Goals and Strategic Plan.
•Enhances Tigard's Strategic Vision,particularly Goal#4,which is to Fund the Vision while
maintaining Core Services.
• Supports departmental,operational,and programmatic goals.
•Provides expert financial advice and assistance and policy analysis to city departments.
•Provides expert technical leadership and support of the city's information technology
infrastructure.
•Provides excellent customer service to our city department staff as well as to the citizens of
Tigard.
FULL-TIME EQUIVALENT POSITIONS
2016-2017 2017-2018 2018-2019 2019-2020
Confidential Executive Assistant 1.00 1.00 1.00 1.00
Finance&Information Services Director 1.00 1.00 1.00 1.00
Management Analyst 0.00 0.50 0.00 0.00
Senior Management Analyst 1.00 1.00 1.00 1.00
Total f l'E 3.00 3.50 3.00 3.00
PAGE 220 - CITY OF TIGARD
FINANCE & INFORMATION SERVICES ADMIN BUDGET UNIT: 2000
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
3.00 3.50 3.00 Total FTE 3.00 3.00 3.00
234,786 277,532 260,692 51001-Salaries-Management 295,741 295,741 295,741 13.4°
234,786 277,532 260,692 Total Personnel Services-Salaries 295,741 295,741 295,741 13.4%
235 278 260 52001-Unemployment 296 296 296 13.8%
506 386 624 52002-Worker's Compensation 477 477 477 -23.6%
17,081 20,649 19,883 52003-Social Security/Medicare 22,563 22,563 22,563 13.5%
1,734 2,084 1,933 52004-Tri-Met Tax 2,223 2,223 2,223 15.0%
31,963 35,294 37,188 52005-Retirement 41,293 41,293 41,293 11.0%
1,482 1,839 2,100 52007-VEBA-ER 1,800 1,800 1,800 -14.3%
164 955 1,348 52008-Life Ins/ADD/LTD 2,397 2,397 2,397 77.8%
693 761 0 52009-Long Term Disability 0 0 0 0.0%
34,657 50,273 52,845 52010-Medical/Dental/Vision 65,316 65,316 65,316 23.6%
3,864 5,914 0 52011-Dental Benefits 0 0 0 0.0%
-2,152 13,139 0 52012-Accrued Vacation 0 0 0 0.0%
90,227 131,573 116,181 Total Personnel Services-Benefits 136,365 136,365 136,365 17.4%
1,956 1,983 1,930 53001-Office Supplies 1,980 1,980 1,980 2.6%
0 72 0 53002-Small Tools&Equipment 0 0 0 0.0%
4,124 0 0 53003-Fuel 0 0 0 0.0%
6,080 2,055 1,930 Total Supplies 1,980 1,980 1,980 2.6%
29,902 54,904 73,220 54001-Professional/Contractual Services 58,220 58,220 58,220 -20.5%
13,330 0 6,000 54003-Legal Fees 0 0 0 -100.09A
2,069 4,046 3,000 54004-Printing Services 3,700 3,700 3,700 23.3%
6,500 0 4,000 54006-Software License and Maintenance 0 0 0 -100.0%
2,201 804 2,150 54300-Advertising&Publicity 2,250 2,250 2,250 4.7%
0 0 0 54301-Fees and Charges 0 0 0 0.0%
590 770 1,150 54302-Dues&Subscriptions 1,250 1,250 1,250 8.7%
4,861 6,483 5,770 54303-Professional Development 6,320 6,320 6,320 9.5%
4,985 4,270 1,500 54311-Special Department Expenses 1,500 1,500 1,500 0.0%
2,550 2,592 16,900 54312-Bank Fees 3,000 3,000 3,000 -82.2%
66,988 73,868 113,690 Total Services 76,240 76,240 76,240 -32.9°4
0 0 2,000 56004-Computer Hardware and Software 0 0 0 -100.0%
0 0 2,000 Total Capital Improvement 0 0 0 -100.0%
398,081 485,028 494,493 Total Finance&Info.Services Admin. 510,326 510,326 510,326
POLICY AND ADMINISTRATION-PAGE 221
FINANCIAL OPERATIONS BUDGET UNIT: 2100
PROGRAM DESCRIPTION:
This division includes the following:
•Accounts payable
•Accounts receivable
• Payroll
• Capital assets
• Inventory recording and reporting
• General ledger
• Project cost tracking
• Preparation of the annual Comprehensive Annual Financial Report(CAFR)
• Cost accounting(citywide cost allocation plan)
• Grant accounting
•Preparation of financial and special reports,as requested
This division is also responsible for overseeing the annual external financial statement audit.
PROGRAM RESULTS:
•The division contributes to the Finance and Information Services Department's overall desired
result of building and maintaining a strong financial position for the city,
•Financial and management reporting being provided to city departments meets local budget law
and generally accepted governmental accounting standards,as well as meeting the informational
needs of city programs.
•Support of city programs and departments in managing the cost of doing business through
timely and effective financial reporting,
FULL-TIME EQUIVALENT POSITIONS
2016-2017 2017-2018 2018-2019 2019-2020
Accountant 1.00 1.00 1.00 1.00
Accounting Supervisor 1.00 1.00 1.00 1.00
Assistant Finance Director 0.80 0.80 0.80 0.80
Management Analyst 0.00 0.50 0.00 0.00
Payroll Administrator 1.00 1.00 1.00 1.00
Senior Accounting Assistant 1.00 1.00 1.00 1.00
Total PIE 4.80 5.30 4.80 4.80
PAGE 222- CITY OF TIGARD
FINANCIAL OPERATIONS BUDGET UNIT: 2100
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY19
4.80 5.30 4.80 Total F11, 4.80 4.80 4.80
287,837 302,990 351,380 51001-Salaries-Management 318,779 318,779 318,779 -9.3%
48,283 50,682 55,726 51002-Salaries-General 59,961 59,961 59,961 7.6%
336,120 353,673 407,106 Total Personnel Services-Salaries 378,740 378,740 378,740 -7.0°/a
336 354 406 52001-Unemployment 379 379 379 -6.7%
775 -88 989 52002-Worker's Compensation 322 322 322 -67.4%
25,894 27,159 31,143 52003-Social Security/Medicare 28,974 28,974 28,974 -7.0%
2,483 2,649 3,030 52004-Tri-Met Tax 2,855 2,855 2,855 -5.8%
41,435 45,777 57,326 52005-Retirement 52,337 52,337 52,337 -8.7%
2,970 3,199 3,480 52007-VEBA-ER 3,180 3,130 3,180 -8.6%
353 325 2,442 52008-Life Ins/ADD/LTD 2,209 2,209 2,209 -9.5%
888 1,041 0 52009-Long Term Disability 0 0 0 0.0%
36,489 52,814 67,794 52010-Medical/Dental/Vision 64,505 64,505 64,505 -4.9%
4,105 6,670 0 52011-Dental Benefits 0 0 0 0.0%
-12,643 6,989 0 52012-Accred Vacation 6,478 6,478 6,478 100.0%
103,085 146,887 166,610 Total Personnel Services-Benefits 161,239 161,239 161,239 -3.2°%
2,976 2,172 4,300 53001-Office Supplies 4,300 4,300 4,300 0.0%
180 42 0 53002-Small Tools&Equipment 0 0 0 0.0%
3,156 2,214 4,300 Total Supplies 4,300 4,300 4,300 0.0%
62,062 70,939 71,900 54001-Professional/Contractual Services 73,900 73,900 73,900 2.8%
0 150 11,500 54006-Software License and Maintenance 11,500 11,500 11,500 0.0%
722 0 0 54300-Advertising&Publicity 0 0 0 0.0%
0 532 2,000 54301-Fees and Charges 2,000 2,000 2,000 0.0%
645 780 2,500 54302-Dues&Subscriptions 2,500 2,500 2,500 0.0%
1,303 2,357 10,700 54303-Professional Development 10,700 10,700 10,700 0.0%
42,880 0 0 54306-Credit Card Fees 0 0 0 0.0%
148 318 300 54311-Special Department Expenses 300 300 300 0.0%
52,267 116,181 95,200 54312-Bank Fees 118,900 118,900 118,900 24.9%
160,027 191,257 194,100 Total Services 219,800 219,800 219,800 13.2°4
1,325 16 0 56004-Computer Hardware and Software 0 0 0 0.0°'0
1,325 16 0 Total Capital Improvement 0 0 0 0.0°o
603,713 694,047 772,116 Total Financial Operations 764,079 764,079 764,079 -1.0%
POLICY AND ADMINISTRATION-PAGE 223
UTILITY BILLING BUDGET UNIT: 2200
PROGRAM DESCRIPTION:
The Utility Billing Team is committed to maintaining an accurate and efficient utilities and billing
collection system which includes the following:
• Conducting meter reads,meter maintenance
• Service requests
• Collections
• Bill generation
• Account maintenance
• Customer service requests for all residential and commercial accounts
The Utility Bilking team provides customer service through handling transactions for utility accounts
&bills,water meter sales as well as perform duties as the city's central point of contact for external
phone calls from citizens and providing assistance in answering general questions about city
resources and events.
PROGRAM RESULTS:
•The division contributes to the Finance and Information Services Department's overall desired
result of building and maintaining a strong financial position for the city.
•Provides support to various city departments to maximize enterprise revenues.
•Provides accurate utility billing information to customers through knowledgeable and friendly
service staff.
FULL-TIME EQUIVALENT POSITIONS
2016-2017 2017-2018 2018-2019 2019-2020
Accounting Assistant II 1.80 2.00 2.60 2.50
Assistant Finance Director 0.20 0.20 0.20 0.20
Customer Service Field Worker 1.80 2.00 2.00 2.00
Revenue Manager 0.00 0.00 0.00 1.00
Senior Accounting Assistant 1.00 1.00 1.00 1.00
Senior Customer Service Field Worker 1.00 1.00 1.00 1.00
Utility Billing Supervisor 1.00 1.00 1.00 0.00
Total F 1'E 6.80 7.20 7.80 7.70
PAGE 224- CITY OF TIGARD
UTILITY BILLING BUDGET UNIT: 2200
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
6.80 7.20 7.80 Total1ElE 7.70 7.70 7.70
93,166 50,779 101,261 51001-Salaries-Management 108,110 108,110 108,110 6.8%
277 778 317,022 341,134 51002-Salaries-General 349,749 349,749 349,749 2.5%
71,580 0 0 51004-Part Time-Regular 0 0 0 0.0%
0 2,810 0 51005-Part Time-Temporary 8,200 8,200 8,200 100.0%
1,914 2,759 9,869 51006-Overtime 9,869 9,869 9,869 0.0%
0 0 0 51007-Incentive Pay 1,358 1,358 1,358 100.0%
389,438 373,369 452,264 Total Personnel Services-Salaries 477,285 477,285 477,285 5.5%
390 373 443 52001-Unemployment 457 457 457 3.2%
5,094 5,281 7,026 52002-Worker's Compensation 6,908 6,908 6,908 -1.7%
29,743 28,473 33,843 52003-Social Security/Medicare 35,026 35,026 35,026 3.5%
2,877 2,795 3,290 52004-Tri-Met Tax 3,451 3,451 3,451 4.9%
43,711 38,585 53,465 52005-Retirement 54,413 54,413 54,413 1.8%
5,847 5,707 6,345 52007-VEBA-ER 6,570 6,570 6,570 3.5%
385 424 1,434 52008-Life Ins/ADD/LTD 1,459 1,459 1,459 1.7%
1,040 853 0 52009-Long Term Disability 0 0 0 0.0%
94,822 99,081 138,931 52010-Medical/Dental/Vision 150,007 150,007 150,007 8.0%
10,913 11,748 0 52011-Dental Benefits 0 0 0 0.0%
-1,374 442 0 52012-Accrued Vacation 0 0 0 0.0%
193,448 193,763 244,777 Total Personnel Services-Benefits 258,291 258,291 258,291 5.5%
2,685 4,456 2,800 53001-Office Supplies 2,800 2,800 2,800 0.0%
2,041 4,517 1,250 53002-Small Tools&Equipment 1,250 1,250 1,250 0.0%
7,528 9,037 10,000 53003-Fuel 10,000 10,000 10,000 0.0%
12,254 18,010 14,050 Total Supplies 14,050 14,050 14,050 0.0%
130,187 134,822 160,000 54001-Professional/Contractual Services 160,000 160,000 160,000 0.0%
810 0 0 54003-Legal Fees 0 0 0 0.0%
47,011 47,694 95,120 54006-Software License and Maintenance 86,850 86,850 86,850 -8.7%
4,072 9,809 15,000 54113-R&M-Vehicles 15,000 15,000 15,000 0.0%
742 3,907 200 54114-R&M-Office Equipment 200 200 200 0.0%
2,687 3,043 3,000 54205-Utilites-Phone/Pager/Cells 3,000 3,000 3,000 0.0%
2,676 -77 0 54300-Advertising&Publicity 0 0 0 0.0%
0 0 320 54302-Dues&Subscriptions 320 320 320 0.0%
2,311 762 3,380 54303-Professional Development 3,500 3,500 3,500 3.6%
306,192 333,901 385,000 54306-Credit Card Fees 450,000 450,000 450,000 16.9%
3,089 1,610 2,000 54311-Special Department Expenses 2,000 2,000 2,000 0.0%
499,777 535,471 664,020 Total Services 720,870 720,870 720,870 8.6%
0 30,856 0 56003-Vehicles 0 0 0 0.0%
0 0 10,150 56004-Computer Hardware and Software 10,150 10,150 10,150 0.0%
76 3,484 0 56006-Equipment 0 0 0 0.0%
76 34,340 10,150 Total Capital Improvement 10,150 10,150 10,150 0.0%
El
Total Utility Billing 1,480,646 6.9%
POLICY AND ADMINISTRATION-PAGE 225
INFORMATION TECHNOLOGY BUDGET UNIT: 2300
PROGRAM DESCRIPTION:
The Information Technology(IT)Division is responsible for all computing,networking and
telecommunications technology used within the city organization. IT performs the traditional
helpdesk functions of PC management,troubleshooting and installation as well as maintaining the
city's network infrastructure (switches,cables and servers)and software that city departments require
that run on both servers and staff PC's.Telecommunications responsibilities include maintaining the
city's phone system and voice mail system,automated attendant,cellular phones,pagers and PDA's.
IT is also responsible for the city's enterprise GIS system which integrates data from different
departments for use internally and by the public.
PROGRAM RESULTS:
•Information Technology(IT) fully supports and properly maintains the citywide technology
infrastructure that is both highly reliable and secure
•IT maintains a user-friendly computing environment at the Tigard Public Library for citizens
•IT provides information technology support and assistance to all city departments and staff
•IT maintains and plans the city's GIS system,both internally and for citizen access
FULL-TIME EQUIVALENT POSITIONS
2016-2017 2017-2018 2018-2019 2019-2020
Database Administrator 1.00 1.00 1.00 1.00
GIS Program Administrator 1.00 1.00 1.00 1.00
GIS Technician 0.00 1.00 1.00 1.00
GIS Technician II 0.00 0.00 1.00 1.00
Information Technology Manager 1.00 1.00 1.00 1.00
IT Business Analyst 0.00 0.00 0.00 1.00
IT Project Manager 0.00 0.00 0.00 1.00
Microcomputer Support Technician 1.00 1.00 1.00 1.00
Network Administrator 2.00 2.00 2.00 2.00
Senior GIS Program Analyst 1.00 1.00 1.00 1.00
Sr Network Administrator 1.00 1.00 1.00 1.00
Total FTE 8.00 9.00 10.00 12.00
PAGE 226 - CITY OF TIGARD
INFORMATION TECHNOLOGY BUDGET UNIT: 2300
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
8.00 9.00 10.00 Total'LE 12.00 12.00 12.00
584,231 641,066 694,104 51001-Salaries-Management 875,116 875,116 875,116 26.1%
81,897 128,614 136,809 51002-Salaries-General 195,261 195,261 195,261 42.7%
64,890 1,662 37,404 51005-Part Time-Temporary 37,404 37,404 37,404 0.0%
4,527 1,560 15,420 51006-Overtime 15,000 15,000 15,000 -2.7%
5,423 15,787 0 51007-Incentive Pay 0 0 0 0.0%
740,968 788,689 883,737 Total Personnel Services-Salaries 1,122,781 1,122,781 8,122,781 27.0%
741 789 847 52001-Unemployment 1,072 1,072 1,072 26.6%
5,192 4,093 6,378 52002-Worker's Compensation 4,293 4,293 4,293 -32.7%
.56,495 60,629 64,744 52003-Social Security/Medicare 81,843 81,843 81,843 26.4%
5,479 5,908 6,298 52004-Tri-Met Tax 8,064 8,064 8,064 28.0%
74,914 102,580 118,102 52005-Retirement 143,643 143,643 143,643 21.6%
4,947 6,014 6,000 52007-VEBA-ER 9,300 9,300 9,300 55.0%
448 600 4,021 52008-Life Ins/ADD/LTD 5,310 5,310 5,310 32.1%
1,740 2,360 0 52009-Long Term Disability 0 0 0 0.0%
99,735 104,913 117,990 52010-Medical/Dental/Vision 183,835 183,835 183,835 55.8%
9,899 10,781 0 52011-Dental Benefits 0 0 0 0.0%
21,884 3,307 0 52012-Accrued Vacation 0 0 0 0.0%
288,474 301,973 324,380 Total Personnel Services-Benefits 437,360 437,360 437,360 34.8%
3,743 3,405 7,500 53001-Office Supplies 7,500 7,500 7,500 0.0%
9,156 6,774 13,000 53002-Small Tools&Equipment 13,000 13,000 13,000 0.0%
4,317 262 700 53003-Fuel 700 700 700 0.0%
30,420 45,178 49,970 53006-Technology Equipment under$5,000 49,970 49,970 49,970 0.0%
47,636 55,618 78,170 Total Supplies 71,170 71,170 71,170 0.0%
109,782 97,658 267,430 54001-Professional/Contractual Services 174,775 174,775 174,775 -34.6%
534,633 402,978 629,606 54006-Software License and Maintenance 713,582 713,582 713,582 13.3%
188 3,778 0 54113-II&M-Vehicles 0 0 0 0.0%
26,399 10,569 20,900 54114-R&M-Office Equipment 45,900 45,900 45,900 119.6%
77,713 66,167 83,110 54205-Utilites-Phone/Pager/Cells 83,110 83,110 83,110 0.0%
266 0 1,000 54300-Advertising&Publicity 1,0(X) 1,000 1,000 0.0%
21,306 36,666 57,150 54301-Fees and Charges 57,150 57,8.50 57,150 0.0%
932 217 1,320 54302-Dues&Subscriptions 1,440 1,440 1,440 9.1%
9,000 24,733 34,520 54303-Professional Development 55,920 55,920 55,920 62.0%
1,461 353 1,500 54311-Special Department Expenses 1,500 1,500 1,500 0.0%
781,680 643,120 1,096,536 Total Services 1,134,377 1,134,377 8,134,377 3.5%
647,853 189,590 83,000 56004-Computer Hardware and Software 103,000 103,000 103,000 24.1%
6,010 54,053 51,280 56007-GIS Hardware and Software 51,280 51,280 51,280 0.0%
653,863 243,643 134,280 Total Capital Improvement 154,250 154,280 154,280 14.9%
2,505,621 2,033,043 2,510,10Total Information Technology 2,919,968 2,919,968 2,919,968 16.3%
POLICY AND ADMINISTRATION-PAGE 227
CONTRACTS & PURCHASING BUDGET UNIT: 2500
PROGRAM DESCRIPTION:
The Contracts and Purchasing Division reports to the Director of Finance and Information Services.
The staff in the Contracts and Purchasing Division support the overall contracts and purchasing
activities of the director and the department. Activities of staff in the Contracts and Purchasing
Division include:
• Development and oversight of contracting and procurement policy
• Contract management
• Project management
• Solicitation development and execution
• Contracting and other procurement process development
• Advising City Council,Local Contract Review Board,and city departments on general
contracting and procurement related topics
• Disposal of surplus property and equipment
• Serving as city liaisons to general public on contracting and purchasing related topics
The Contracts and Purchasing Division continues to actively work to anticipate issues and to develop
policies and procedures that allow the city to stay in compliance with applicable Federal and State
laws,statues, and regulations as well as any other issues as they occur.
PROGRAM RESULTS:
• Builds and maintains a strong financial position for the city
•Provides policy development and analysis
•Develops efficient procedures for contracts and other forms of procurement
•Provides expert advice,assistance and guidance to city departments on contracting and
purchasing
FULL—TIME EQUIVALENT POSITIONS
2016-2017 2017-2018 2018-2019 2019-2020
Accounting Assistant II 0.00 0.00 0.40 0.50
Purchasing Assistant 1.00 1.00 1.00 1.00
Senior Management Analyst 1.00 1.00 1.00 1.00
Total NTE 2.00 2.00 2.40 2.50
PAGE 228 - CITY OF TIGARD
CONTRACTS & PURCHASING BUDGET UNIT: 2500
FY 2017 FY 2018 FY 2019 2020 2020 2020 Adopted vs.
Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 19
2.00 2.00 2A0 Total 1,1E 2.50 2.50 2.50
88,312 90,576 90,707 51001-Salaries-Management 97,1I2 97,112 97,1/2 7.1%
59,417 60,685 69,398 51002-Salaries-General 84,822 84,822 84,822 22.2%
0 0 1,028 51006-Overtime 958 958 958 -6.8%
147,729 151,262 161,133 Total Personnel Services-Salaries 182,893 182,893 182,893 13.5%
148 151 162 52001-Unemployment 181 181 181 11.7%
341 155 376 52002-Worker's Compensation 152 152 152 -59.6%
10,870 11,303 12,382 52003-Social Security/Medicare 13,9I3 13,918 13,918 12.4%
1,092 1,133 1,204 52004-Tri-Met Tax 1,371 1,371 1,371 13.95'o
19,005 19,659 21,546 52005-Retirement 23,010 23,010 23,010 6.8%
1,509 1,509 1,650 52007-VEBA-ER 1,950 1,950 1,950 18.2%
122 135 692 52008-Life Ins/ADD/LTD 734 734 734 6.1%
430 430 0 52009-Long Term Disability 0 0 0 0.0%
26,272 25,124 30,790 52010-Medical/Dental/Vision 50,960 50,960 50,960 65.5%
2,985 3,012 0 52011-Dental Benefits 0 0 0 0.0%
-722 1,723 1,745 52012-Accred Vacation 0 0 0 -100.0%
62,052 64,335 70,547 Total Personnel Services-Benefits 92,276 92,276 92,276 30.8%
373 606 2,000 53001-Office Supplies 1,650 1,650 1,650 -17.5%
373 606 2,000 Total Supplies 1,650 1,650 1,650 -17.5%
0 0 500 54300-Advertising&Publicity 500 500 .500 0.0%
2,480 4,838 4,851 54302-Dues&Subscriptions 4,700 4,700 4,700 -3.1%
995 10 2,000 54303-Professional Development 2,500 2,500 2,500 25.0°%
80 417 0 54311-Special Department Expenses 0 0 0 0.0%
3,555 5,265 7,351 Total Services 7,700 7,700 7,700 4.7%
213,709 221,468 241,031 Total Contracts and Purchasing 284,519 284,519 18.0%
TIGARD'S
OUTDOOR _ _ 1
MUSEUM ' 5tf$
mo w- r.A minim ,g ., s, .�, �L
p;, P
.:....-,44,,,,
•
1.
f
t _. J♦ �:
a✓.
i 1 ,\, tillto
off:
Tigard Street Heritage Trail
POLICY AND ADMINISTRATION-PAGE 229
k 4i 41 1 teffrAP' il'000446, ill A '
ir) Iff A.*', ,I Or, 1.1
sntft ,,I, ,, et 4p..., .1 4
A, \ 4;. ,.,0 , ttyipt,::44
kiv4,141,rt A tf4, ,,,
14./ ititio ',:*;
tAft14 . ...,
VP444.0ti, 400 g..,
tk
- 4,VotiV 1r 0?Of '''
fik
6, iillikkd'h/4/4 -14 !,4411,,'
AltiwirgikkyteV, othol , 4,
Nilk-,004: '4 V,,1 ",fre;40
10
' iet,e„.
f.V4
V * A sox*
iv,..
IN ."kil5"
. . . -,,
) A
tr.140.;•.44.....°1!:VIO:•" rAteitertil4
t i ,
. .t, c.::• , r A ,?,40,-f „„,....„19
ltkoto.,. ..,.5.„ ii
T ' ‘ir rodo.4 ,f4s,v TIGARD ,::,..'.tts,74 0 V '17.1r007741
74,- 4,...7' .74-,',. ; . 9,40T ov f."
, 16.-Al+AN.,,,. , r ik ik lie'
'• .10.1A. . -
G • I t ' Ve** . 4: _ itek)4•5
,
siF . ,4 ,
S:
IANGLK %-.-2:"04. .
".,..J. "5". 1 ,
nra'f * ..):4004 ,414,1 1
• ''Y ' ; 11 4
, .1 •i b,
L'a:J' I NOW *iir
..A1,,,,,,,,:, ,"•' i ei.
• —
• -ft", 1,if"
.`A ..*•4011;$/'W''', ''''' /,1' %, 'if i 1.1.'''
_......,pol
14 0-. 43raf('. ' '' "' ''a' S o: ,.,.•2 .,1,1311,We' '
'l'it0,e,i „. ,„
-,..,..' ;—' '34
rfi 00‘411.'-
, N ,
, 4.1' - , , ,„ - ._,‘• -,,-,- ,., ,
...: " -
- . ..
, ..
,..
•
City ofrigard I
. ADOPTED BUDGET I FY 2019-2020
PAGE 230 - CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - EXECUTIVE SUMMARY
The Capital Improvement Plan (CIP) presents Tigard's budget and planned schedule for improvements
to city owned and operated public infrastructure over a 6-year period. The city allocates funding for
construction activities in six defined capital improvement categories: Streets, Parks, Water, Sanitary
Sewer, Stormwater and General Capital Facilities.
A CIP project is any project that improves or adds value to the city's infrastructure, costs $50,000 or
more, and has a useful life or extends the useful life of infrastructure for five years or more. Adopted
Master Plans, Area Plans, and the Strategic Plan along with established prioritization lists are matched
to available funding to identify projects to be budgeted in the current and later years. In addition, staff
capacity is considered when building the CIP.
Total cost for the FY 2020-25 CIP is estimated to be $ 137 million over the next six years. Spending
for the city's CIP in fiscal year 2020 is projected at$ 23 million across all capital funds.
Below are some key projects with work budgeted for fiscal year 2020:
Streets
• Wall Street/Tech Center Drive Connection: Design.
• 121st Avenue Sidewalks and Bike Lanes: Design.
• Tiedeman Avenue — Partial Street Improvements: Design and start construction of side-
walk and bike lane.
• Frewing Street Sidewalk Infill (Community Development Block Grant): Design and start
construction.
• Transportation System Plan Update.
• North Dakota Street bridge over Fanno Creek: Design.
• Main Street Green Street Phase II: Design and start construction.
• Pavement Management Program.
• Roy Rogers Road widening project (Washington County): Financial contribution of city
share.
• Pedestrian and Cyclist Connections Program: Continue small city-wide improvements.
• Transportation Safety Plan—TSAP Grant: Conduct study.
Parks
• Universal Plaza: Design and start construction of downtown plaza.
• Parks Major Maintenance Program: Continue addressing backlog work needs including
replacement or improvement of trails, playground equipment, irrigation systems and sign-
age.
• Dirksen Nature Park Wetland Boardwalk and Walkway: Construction.
• Fanno Creek Trail Connection (Regional Flexible Funds grant): Complete design and per-
mitting for four trail segments.
• Tigard Street Heritage Trail,Rotary Plaza and Restroom: Construction.
• Metzger School Park Development: Soccer field construction.
CAPITAL IMPROVEMENT PLAN-PAGE 231
CAPITAL IMPROVEMENT PLAN - EXECUTIVE SUMMARY
Water
• Fifth Pump at the River Intake Pump Station: Installation via the Lake Oswego/Tigard
Water Partnership.
• Aquifer Storage and Recovery Well #2 and Well #3: Design and construct rehabilitation
and upgrades.
• Cach Reservoir and Pump Station: Design.
• Fonner Street/121st Avenue Valve and Piping Improvements: Design.
• Willamette Intake Facility Expansion: Funding participation in project to maintain access to
water rights for future water needs.
• Water Master Plan and Water Rate and System Development Study: Complete studies.
Sanitary Sewer and Stormwater
• Downtown Sanitary Sewer Line Project: Design.
• East Fork of Derry Dell Creek: Construct stream restoration/sanitary sewer protection
project.
• Fanno Creek Sanitary Siphon: Construction.
• Sanitary Sewer Master Plan Update: Prepare plan.
• Tigard Triangle Stormwater Implementation Plan: Prepare plan.
• Fanno Creek Slope Stabilization at Arthur Court: Construction.
• 124th Avenue/Ann Court Culvert Replacement: Construction.
• Frewing Street Stormline Replacement: Construction.
Below is a table summarizing the fiscal year 2020 Capital Improvement Plan (CIP). The table breaks
down the CIP by system. The second column provides the capital project budgets for each system. The
third column includes the system infrastructure budget. The system infrastructure budget accounts for
engineering staff time related to new/unidentified capital projects and support to Public Works opera-
tions. The last column shows the total fiscal year 2020 budget for the Capital Improvement Program
which is $23,443,900.
Capital Improvement System
System Budget Infrastructure Total
Streets $8,049,400 $423,100 $8,472,500
Parks $5,729,500 $41,600 $5,771,100
Water $4,304,500 $124,800 $4,429,300
Sanitary Sewer $1,280,500 $27,700 $1,308,200
Stormwater $2,336,500 $76,300 $2,412,800
General Capital Facilities $1,050,000 - $1,050,000
Total $22,750,400 $693,500 $23,443,900
PAGE 232- CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - EXECUTIVE SUMMARY
Completion of capital projects impacts future operating and maintenance costs. In some instances,
such as the construction of new infrastructure, operating costs will increase. In other instances, such as
repair or replacement of existing infrastructure, operating costs may decrease. As the city makes deci-
sions about which capital projects to implement, it should also evaluate the impact these projects will
have on future operating and maintenance costs, and determine if the city will be able to afford those
costs. By approving the Capital Improvement Plan (CIP) projects, the city is making a commitment to
fund future operating costs associated with completion of these projects.
The FY 2020-2025 CIP includes information in individual project descriptions about the expected level
of operations and maintenance impact from project implementation.
Building sidewalks and trails is within the scope of the Capital 4.
,gam
Improvement Plan ,� ,< ` byc. ,
•
• • r.y • 1. N
t i+
W.• 9 S
1 t • • ff`
I lir
CAPITAL IMPROVEMENT PLAN-PAGE 233
IMPACT OF CAPITAL IMPROVEMENT PLAN ON OPERATING COSTS
Impact of Capital Improvement Program on Operating Costs
Completion of capital projects impact future operating and maintenance costs. In some instances, such
as the construction of a new facility, operating costs will increase. In other instances, such as replace-
ment of old and defective water meters, operating costs may decrease. As the city makes decisions
about which capital projects to implement, it must also evaluate the impact these projects will have on
future operating and maintenance costs, and determine if the city will be able to afford those costs in
future years. By approving the Capital Improvement Plan (CIP) projects, the city is making a commit-
ment to fund future operating costs associated with completion of these projects. The following dis-
cussion summarizes the anticipated major operating costs within each capital improvement system.
Parks System
Overall, parks system projects in the CIP are expected to increase operations and maintenance needs.
During the FY 2019-2020 budget, staff was added to address maintenance increases caused by past
CIP projects.
Impact of Past Park Development
The city's park land acreage has increased 62 percent (not including River Terrace) in the last 15 years,
while staff has grown by 12 percent (one person). The result is a growing number of parks and open
spaces that are receiving less maintenance.
Park maintenance has been impacted by the increase in park land acreage from the 2010 Park Bond,
and the recent downturn in the economy which made it necessary to reduce service and delay mainte-
nance and equipment replacement. In addition, staff which is currently spread across a much larger
area than before,will continue to be challenged with the upcoming addition of parks in River Terrace.
The Park division has been proactive in addressing the growing demand for park maintenance by in-
creasing volunteerism, cleaning less frequently, deferring preventative maintenance, and deferring re-
placements.
While these actions have been helpful from an economic standpoint, it is not enough to meet the in-
creasing demand for park maintenance. The combination of aging assets and deferred maintenance in
the park system will eventually lead to a lower quality of service. This problem will be exacerbated if
additional personnel are not added to address the growing workload, and will be even more evident as
the city becomes responsible for new assets in River Terrace and downtown.
To address these impacts, the FY 2020 Adopted Budget added two staff and related maintenance ex-
penses to the Park Maintenance division. This increase was funded by an increase in the park and rec-
reation fee.
CIP Impact
The development of Dirksen Nature Park, Rotary Plaza, Metzger School Field, Universal Plaza,
maintenance of the Lasich property, and new River Terrace parks (which will be turned over to the
city at the end of FY 2020) are increasing the demand for park maintenance.
PAGE 234- CITY OF TIGARD
IMPACT OF CAPITAL IMPROVEMENT PLAN ON OPERATING COSTS
Staff anticipates that there will be a proposed increase in personnel to cover future park development
starting in FY2021. The city's park properties are facing a combination of growing infrastructure, aging
assets and deferred maintenance. The problem will worsen without additional personnel to address the
increasing workload from River Terrace and downtown.
General Capital Facilities
There is one general facilities project included in fiscal year 2019: Conceptual design and land acquisi-
tion for a new public works facility.
Streets System
The Streets section of the Capital Improvement Plan (CIP) includes projects that address needed re-
pairs to city streets and bridges, a pavement management program, and new streets throughout the city.
The Streets Program also completes projects relating to sidewalks,bike lanes and transportation studies.
For fiscal year 2019, the increased cost impacts on the streets maintenance division are projected to be
minimal and no additional positions are requested at this time. Completion of projects generally allows
the Streets Program to incur only minimal additional maintenance burdens in most years. As with all
divisions, the cost of supplies and equipment impact the maintenance division and are reflected on an
as needed basis in each year's budget.
This year, the streets CIP projects include: design of 121st Avenue (Whisters Lane to Tippitt) Sidewalks
and Bike Lanes, design of Main Street Green Street Phase 2 (which will complete construction from the
railroad tracks north to Scoffins Street), pedestrian and cyclist improvements throughout the city, and
traffic signal replacement and maintenance at various locations. The Pavement Management Program
(PMP) will provide corrective and preventative maintenance on existing city streets.
Sanitary Sewer
The Sanity Sewer Program is responsible for maintaining the city's sewer lines in compliance with
Clean Water Services and federally mandated guidelines. The projects in the Sanity Sewer CIP primarily
address major maintenance needs. For example, the Downtown Sanitary Sewer Line Project (scheduled
to begin in fiscal year 2020) rehabilitates a sanitary sewer line that was installed in the 1960s. After years
of use and mandated regular cleaning, the wall of the pipe is becoming thin.
As most of the projects in this program address the replacement or upgrading of existing infrastructure,
the ongoing maintenance costs remain relatively stable year over year. Increases occur when additional
piping is donated to the city through the completion of a private project, a city project adds an addi-
tional line or when materials and labor costs increase. If these infrastructure upgrades and maintenance
improvements did not occur, the program would see a sharp increase in operations-type maintenance.
CAPITAL IMPROVEMENT PLAN-PAGE 235
IMPACT OF CAPITAL IMPROVEMENT PLAN ON OPERATING COSTS
Stormwater Program
The projects within the Stormwater Program are designed to address erosion, water quality, flooding
and pipe system problems. Like Sanitary Sewer projects, the Stormwater Program is responsible for
meeting Clean Water Services and federally mandated guidelines for cleaning,upgrading and maintain-
ing the stormwater and public stream system infrastructure. Projects include 124th Avenue / Ann
Court Culvert Replacement and projects that have been prioritized from the Stormwater Master Plan
including Kruger Creek Stabilization (currently scheduled to begin in fiscal year 2020). Because most
of the projects in this program include replacement or upgrades to existing infrastructure and natural
stream conveyance systems, the ongoing maintenance costs remain relatively stable year over year, in-
creasing when additional infrastructure is donated to the city through the completion of a private pro-
ject, a city project adds new infrastructure or when materials and labor costs increase.
Water System Program
The Water System Program Capital Improvement Plan (CIP) includes a variety of projects that con-
tribute to the overall safety, security and consistency of the city's water system. These projects also
include major maintenance and the repair or replacement of water lines that are aging in the city. As
the city's population grows, and new construction projects are built, some existing water lines are too
small to meet increased demand. In these cases, the city has created the Water Main Line Oversizing
Program. This program includes projects that will replace old lines with larger lines, ensuring that con-
nectivity and water supply are provided consistently to all water system users.
Now that the Lake Oswego Tigard Water Project is substantially complete, the city will transition to
maintenance of new lines and facilities. While the city no longer pays approximately $3.1 million each
year to purchase water from Portland, the city will incur approximately $2 million in annual costs to
maintain the new water system.
In fiscal year 2019, the city will complete an updated Water Master Plan. This Master Plan will include
a comprehensive study of the city's water source, storage and delivery systems. It will be used to guide
future water utility decisions.
Construction of new water system infrastructure including pipelines, reservoirs and pump stations will
place additional maintenance needs on city staff. For the water division, these costs are tracked and
reviewed regularly. In the current budget, the costs of maintenance have not increased significantly
over projections.
PAGE 236 - CITY OF TIGARD
PRIORITIZATION AND DEVELOPMENT OF THE CIP
Development of the Capital Improvement Plan (CIP) started almost as soon as the prior CIP was
adopted. The sources for potential projects include lists of funded and unfunded projects in the prior
CIP,master plans, staff-identified needs, citizen and City Council suggestions, and other sources.
Projects in the prior CIP that are currently underway but not yet complete are assumed to continue to
move forward and do not need to be prioritized.
Potential projects are identified and vetted through internal staff meetings, citizen advisory committees,
City Council and the Budget Committee. Citizen input is also taken at Budget Committee hearings pri-
or to the committee making its recommendations to City Council for final budget adoption. Priority
projects are those that best match Strategic Plan goal(s), solve existing system operations and mainte-
nance issues, create needed infrastructure to serve new or existing customer demand, and provide dura-
ble, sustainable systems. All projects shown in the 6-year CIP represent high priorities; an expectation
that funding is or likely will be available; and staff project management and delivery capability exists.
Funding sources include city fees, taxes and charges as well as grants and other partner organization
contributions. Funding availability assumptions are based on projected revenues and rates, and the
known or projected likelihood of acquiring outside grants and contributions. Projects listed for fiscal
year 2020 have the most secure funding, with outer years having a somewhat lesser level of funding
assurance.
Grants and partnership efforts are important. When combining the available resources of Tigard and
our partners, the city is able to address high-priority infrastructure needs that it cannot fund on its own.
The city maintains lists of unfunded and prioritized projects that can be selected as opportunities arise
for new types or new rounds of grants in the future. Additionally, a few high-priority transportation
projects are listed in outer years of the CIP that assume applying for and acquiring identified grants if
the projects are to proceed.
The following paragraphs describe, by project category, the project identification and prioritization
process used to develop this CIP.
Streets Projects: Potential street improvement projects and some larger trail development projects are
first culled from existing adopted plans including the Transportation System Plan (TSP) and Trail Sys-
tem Master Plan. A "qualified list" of such transportation related projects was created and is updated
generally every other year using city Strategic Vision goals, likelihood of funding availability and safety
issues as filtering criteria. Safety projects were automatically given a high priority, as were projects and
programs already underway. The Tigard Transportation Advisory Committee (TTAC) provides input
on remaining filtered projects when the qualified list is updated. This stakeholder input, together with
staff priorities, was the basis for the transportation projects listed. The TTAC input on trails projects
was used as input to overall Parks projects prioritization as described below.
Parks Projects: Potential parks and trails projects were compiled by staff from the current CIP, Parks
Master Plan,Trail System Master Plan, and newly identified needs from staff. Projects and programs
already underway or with committed funding such as grants were automatically given a high priority.
The Parks and Recreation Advisory Board (PRAB) and an interdepartmental team of city staff both
rank remaining compiled projects at least every other year. A few of the trails projects also had been
scored by TTAC as noted above.
CAPITAL IMPROVEMENT PLAN-PAGE 237
PRIORITIZATION AND DEVELOPMENT OF THE CIP
The input and scoring from PRAB, TTAC and staff, along with funding availability and staff project
delivery capability provide the basis for the selection and scheduling of projects for the CIP.
Water Projects: The funded projects represent staff and master plan priorities. Most projects are those
already listed in the previous CIP with funding and schedule updates. Early action work related to the
Water Master Plan update project identified some project needs added to this year's CIP. The master
plan, upon completion in FY2020 will inform further needs and project cost and schedule adjustments
in the fiscal year 2021 CIP budgeting processes.
Sanitary Sewer Projects: Public Works staff is maintaining and updating a list of needed system repair
projects based on ongoing system condition reviews and maintenance records. Priorities for budgeted
projects were based upon staff recommendations as well as those from the Sanitary Sewer Master Plan
and the new Stormwater Master Plan (the latter identified some projects such as sanitary sewer lines
exposed in eroding creek beds). Additionally, an update to the 2010 Sanitary Sewer Master Plan was
included in the 2020 CIP work plan.
Stormwater Projects: The newly completed and adopted Stormwater Master Plan includes lists of pri-
oritized capital projects and programs and this was the primary source for new projects in this CIP.
The funded list also includes current ongoing projects and a few previously identified and scheduled
high-priority projects.
PAGE 238 - CITY OF TIGARD
PRIORITIZATION AND DEVELOPMENT OF THE CIP
Total
Status Project# Project Name Funding Status Funding Source Project Cost
Street Projects i
Fully funded,awarded
Current 17CIP-12 Bonita/Sequoia Intersection-Traffic Signal MSTIP funding Gas Tax $ 670,000
North Dakota Street(Fanno to Tiedeman)Sidewalk
Current 17CIP-22 and Bike Lane Fully funded City Gas Tax $ 1,425,000
Greenburg Road(Tiedeman Avenue to Highway Will request MSTIP Transportation Dev Tax&
Current 18CIP-07 217) funding Other $ 14,900,000
McDonald Street(Hall Boulevard to Pacific Will request MSTIP Transportation SDC&
Current 18CIP-08 Highway) funding Other $ 10,148,000
Murdock St.Sidewalk(103rd Ave.to James
Current 18CIP-09 Templeton Elementary School) Fully funded City Gas Tax $ 2,145,000
Current 18CIP-10 79th Avenue(Bonita Road to Durham Road) I Fully funded Gas Tax $ 2,900,000
Current 95001 Pavement Management Program(PMP) Fully funded Street Maintenance Fee Program
Current 95027 Pedestrian and Cyclist Connections Program Fully funded Gas Tax Program
Tiedeman Avenue-Partial Street Improvement(RR
Current 95038 Tracks to Greenburg Road) Fully funded Transportation Dev Tax $ 935,000
Upper Boones Ferry Road/Durham Road Adaptive Fully funded,includes Transportation Dev Tax&
Current 95041 Signal Coordination grant funding Other $ 1,000,000
Commercial Street Sidewalk(Main to Lincoln)- Fully funded,includes Gas Tax,City Gas Tax&
Current 95042 TriMet grant funding Other $ 2,000,000
Fully funded,city funding Transportation Dev Tax&
Current 95048 Roy Rogers Road 1/3 of county project Other $ 27,000,000
Transportation Dev Tax,
121st Avenue(Whistlers Lane to Tippitt)Sidewalks Fully funded,includes Underground Utility&
Current 95050 and Bike Lanes grant funding Other $ 4,500,000
72nd Avenue/Tigard Triangle Transportation
Current 95051 Study Fully funded Gas Tax $ 295,500
Current 95054 Hall Boulevard/Pfaffle Street New Traffic Signal Fully funded Transportation SDC $ 1,260,000
North Dakota Street(Fanno Creek)Bridge Fully funded,includes
Current 95056 Replacement grant funding City Gas Tax&Other $ 5,490,000
Current 95060 Tigard Street(Fanno Creek)Bridge Replacement Fully funded Gas Tax $ 5,105,000
Fully funded,includes
Current 95061 Wall Street/Tech Center Drive Connection grant funding Outside Funding Sources $ Z250,000
Current 95063 Transportation System Plan Update Fully funded Gas Tax $ 230,000
Fully funded,includes Gas Tax,City Gas Tax,
Current 97017 Main Street Green Street Retrofit(Phase 2) grant funding Urban Renewal&Other $ 2,659,000
City of Tigard Transportation Safety Plan-TSAP Fully funded,includes
New 95062 Grant grant funding Gas Tax&Other $ 58,000
Fully funded,includes
New 95064 Frewing Street Sidewalk Infill-CDBG grant funding Gas Tax&Grant $ 484,500
Complete Fully funded,includes Underground Utility,
FY 2017-18 95023 Walnut Street Improvements grant funding Water,Gas Tax&Other $ 7,000,000
Complete Commercial Street Sidewalk(Lincoln Avenue to Fully funded,includes
FY 2017-18 95049 95th Avenue)-CDBG grant funding Gas Tax&Grant $ 256,000
Complete
FY 2017-18 95053 Durham Road School 20 When Flashing Fully funded Gas Tax $ 96,000
Complete Tigard Street Bridge over Fanno Creek-Temporary
FY 2017-18 95058 Repair Fully funded Gas Tax $ 86,500
Complete Fully funded by grant
FY 2018-19 95047 Hunziker Industrial Core/Wall Street funding Outside Funding Sources I$ 4,010,000
CAPITAL IMPROVEMENT PLAN-PAGE 239
PRIORITIZATION AND DEVELOPMENT OF THE CIP
Total
Status Project# Project Name Funding Status Funding Source Project Cost
Street Projects(Continued)
Project to be incorporated
Unfunded 95043 Hall Boulevard/McDonald Street Improvements into another project Unknown $ -
Project will be completed
Unfunded 95055 Hall Boulevard Study in 18CIP-30 TSP Update Unknown $ -
Unfunded 17CIP-19 Hall Boulevard Improvements Unfunded Unknown $ -
Unfunded n/a 72nd Avenue Improvements Unfunded Unknown $ -
Unfundedn/a Walnut Street(Tiedeman to Hwy 99W) Unfunded Unknown $ -
Unfunded n/a 121st Street(Walnut to North Dakota) Unfunded Unknown $ -
Unfunded n/a North Dakota Sidewalk-Gallo to 121st Unfunded Unknown $ -
Unfunded n/a Hunziker Street(72nd to 77th)Sidewalk Unfunded Unknown $ -
Unfunded n/a Hall/Hunziker/Scoffins Intersection Realignment Unfunded Unknown $ -
Unfunded n/a Atlanta Street Extension Unfunded Unknown $ -
Unfunded n/a Bull Mountain Road(Sidewalks) Unfunded Unknown $ -
Unfunded n/a Bull Mountain Road at Price Park and School Unfunded Unknown $ -
Pacific Highway Bridge over Highway 217
Unfunded n/a (pedestrian improvements) Unfunded Unknown $ -
Unfunded n/a 121st Avenue over Summer Creek Unfunded Unknown $ -
Unfunded n/a Scoffins(Hall to Ash) Unfunded Unknown $ -
Unfunded n/a 78th Avenue(Pfaffle to Spruce) Unfunded Unknown $ -
Unfunded n/a 100th Avenue(Pathway) Unfunded Unknown $ -
Unfunded n/a Bike/Ped Bridge over I-5 @ Beveland Unfunded Unknown $ -
Unfunded n/a Bike/Ped Bridge over I-5 @ Red Rock Creek Unfunded Unknown $ -
Unfunded n/a 68th/Atlanta/Haines(Install Traffic Signal) Unfunded Unknown $ -
Unfunded n/a 103rd Avenue(McDonald to View Terrace) _ Unfunded Unknown $ -
Unfunded n/a 'Sattler Sidewalk(complete gaps) Unfunded Unknown $ - J
Parks Projects _
Current 18CIP-12 Steve Street Park and Trail Fully funded 'Parks SDC _ _ $ 872,000
Parks Bond,Parks SDC,
Stormwater&Urban
Current 92016 Dirksen Nature Park-Overall Project Fully funded Forestry $ 4,641,500
Urban Forestry,
Current 92016-02 Dirksen Nature Park-Oak Savanna Restoration Fully funded Stormwater&Water $ 241,000
Current 92016-08 Dirksen Nature Park-Off-Street Parking Lot Fully funded Parks SDC $ 430,000
Dirksen Nature Park-Small Nature Play Area
Current 92016-09 (Parking Area on Tigard St.) Fully funded Parks SDC $ 207,000
Current 92017 Tree Canopy Replacement Program Fully funded Urban Forestry Program
Current 92026 Park Land Acquisition Fully funded Parks Bond&Parks SDC $ 5,536,000_
Tigard Street Heritage Trail&Public Space(Tigard Fully funded,includes Parks Bond,Parks SDC,
Current 92034 St./Main St.to Tiedeman Ave.) grant funding Urban Renewal&Grant $ 1,475,000_
City of Tigard/Metzger School Park Development- Fully funded,includes
Current 92035 Phase 1 grant funding Parks SDC $ 800,000
Transportation SDC,
Fully funded,includes Parks SDC,Stormwater&
Current 92046 Fanno Creek Trail Connection(RFFA Grant) grant funding Grant $ 6,000,000
Current 92053 Parks Major Maintenance Program Fully funded Parks SDC Program
Current 92056 Park System Master Plan Update Fully funded Parks SDC $ 270,000_
Current 92057 Fanno Creek Trail Amenities Fully funded Parks SDC $ 730,000
Fanno Creek Trail Alignment Study(Bonita Rd.to Transportation SDC&
Current 95057 Tualatin River) Fully funded Grant $ 208,000
PAGE 240 - CITY OF TIGARD
PRIORITIZATION AND DEVELOPMENT OF THE CIP
Total
Status Project# Project Name Funding Status Funding Source Project Cost
Parks Projects(Continued)
New 92016-07 Dirksen Nature Park-Community Trail Fully funded Parks SDC $ 605,000
Dirksen Nature Park-Wetland Boardwalk and
New 92016-13 Walkway Fully funded Parks SDC $ 405,000
New 92034-01 Heritage Trail/Rotary Plaza Restroom Fully funded Urban Renewal $ 166,000
Fully funded,includes Transient Lodging Tax&
New 92034-02 Heritage Trail Outdoor Museum grant funding Grants $ 197,000
City of Tigard/Tigard-Tualatin School District Park
New 92058 Development Program Fully funded Parks SDC Program
Parks SDC&Urban
New 92059 Universal Plaza Fully funded Renewal $ 4,050,000
Complete Fully funded,includes
FY 2017-18 92016-03 Dirksen Nature Park-Oak Savanna Overlook grant funding Stormwater&Grant $ 89,500
Complete Dirksen nature Park-Forested Wetland Restoration Fully funded,includes Parks SDC,Stormwater&
FY 2017-18 92016-05 and Boardwalk grant funding Grant $ 271,000
[Complete
FY 2017-18 92054 Jack Park Addition Playground 'Fully funded Parks Bond 1 $ 45,000
Complete Fully funded,includes Parks SDC,Stormwater&
FY 2018-19 92016-04 Dirksen Nature Park-Nature Play Areas grant funding Grant $ 336,000
Complete Dirksen Nature Park-Interpretive Shelter and Fully funded,includes Parks Bond,Parks SDC&
FY 2018-19 92016-06 Restroom grant funding Grant $ 858,000
Complete
FY 2018-19 92028 Downtown Land Acquisition Fully funded Parks Bond&Parks SDC $ 51,000
Complete Fully funded,includes
FY 2018-19 92051 Tiedeman Crossing/Fanno Creek Trail grant funding Parks SDC&Grant $ 967,000
Complete General Fund,Gas Tax& —� —
FY 2018-19 92055 Americans with Disabilities Act Transition Plan Fully funded Parks SDC $ 260,000
Complete Fully funded,includes
FY 2018-19 97013-01 Saxony Demolition and Remediation-Property 1 grant funding Urban Renewal&Grant $ 261,000
Complete Fully funded,includes
FY 2018-19 97013-02 Saxony Demolition and Remediation-Property 2 grant funding Urban Renewal&Grant $ 215,000
CAPITAL IMPROVEMENT PLAN-PAGE 241
PRIORITIZATION AND DEVELOPMENT OF THE CIP
Total
Status Project# Project Name Funding Status Funding Source Project Cost
Parks Pro'ects Continued
Unfunded 17CIP-02 River Terrace Community Parks Development Unfunded Unknown $ -
Fanno Creek Trail Design and Construction(Bonita
Unfunded 17CIP-17 to Tualatin River) Unfunded Unknown $
Unfunded 92016-101 Dirksen Nature Park-Multi Use Sports Field Unfunded Unknown $
Unfunded 92016-11 Dirksen Nature Park-Site Interpretive Elements Unfunded Unknown $ -
Unfunded 92016-12 Dirksen Nature Park-Bridge Unfunded Unknown $
Unfunded n/a Pathfinder Genesis Trail Unfunded Unknown $ -
Bonneville Power/Westside Trail-(Barrows to Bull
Unfunded n/a Mountain Road) Unfunded Unknown $
Unfunded n/a Fanno Creek Trail at Scholls Unfunded Unknown $ -
Unfunded n/a Fanno Creek Trail at Hiteon Creek Unfunded Unknown $ -
Unfunded n/a Bagan Park Development Unfunded Unknown $
Tualatin River Trail-Handicap assist launch dock at
Unfunded n/a Cook Park(grant possible) Unfunded Unknown $
Colony Creek Trail renovation —Arthur Ct.to Fanno
Unfunded n/a Creek Dr. Unfunded Unknown $ -
Unfunded n/a Fields at Summerlake Park Unfunded Unknown $ -
Unfunded n/a Krueger Creek&Summer Creek Unfunded Unknown $
Unfunded n/a 116th(Tigard-Katherine) Unfunded Unknown $ -
Tualatin River Trail-Kayak/Canoe launch at Lasich
Unfunded n/a property Unfunded Unknown $
Unfunded n/a Tualatin River Ped/Bike Bridge-108th/Jurgens Unfunded Unknown $ -
Unfunded n/a Tigard Triangle Park/Greenway Acquisition Unfunded Unknown $ -
Water Projects
Current 96008 Water Main Line Oversizing Program Fully funded Water&Water SDC Program
Current 96024 Waterline Replacement Program Fully funded Water Program_
Current 96030 Bull Mountain Road Water Pipeline Fully funded Water&Water SDC $ 14,175,000
Current 96031 Fire Flow Improvement Program Fully funded Water Program_
Current 96040 Cach Reservoir and Pump Station Design Fully funded Water&Water SDC $ 22,972,500_
Current 96046 Red Rock Creek Waterline Relocation Fully funded Water $ 841,500
Current 96047 Canterbury Pump Station Fully funded Water $ 403,500
Current 96048 Water Master Plan Fully funded Water&Water SDC $ 488,000 1 1
Current 96049 Willamette Intake Facility Expansion Fully funded Water SIX $ 3,300,000_
Current 96050 Fanner Street!121st Avenue Valve and Piping Imp. Fully funded Water $ 1,255,000
Water Rate&System Development Charge(SDC)
Current 96051 Study Fully funded Water&Water SDC $ 165,000
New 96052 Fifth Pump at the River Intake Pump Station(RIPS) Fully funded Water SDC $ 500,000_
New 96053 ,Aquifer Storage&Recovery Well#2 and Well#3 Fully funded Water&Water SDC $ 6,425,000
unfunded n/a 550 Zone Price Reservoi
PAGE 242- CITY OF TIGARD
PRIORITIZATION AND DEVELOPMENT OF THE CIP
Total
Status Project# Project Name Funding Status Funding Source Project Cost
Sanita Sewer Pro'ect a
Current 93003 Sanitary Sewer Major Maintenance Program Fully funded Sanitary Sewer Program
East Fork of Derry Dell Creek(Gaarde to Fairhaven Sanitary Sewer&
Current 93057 Street) Fully funded Storm water $ 751,500_
Sanitary Sewer&
Current 93058 Fanno Creek Sanitary Siphon Repair Fully funded Storm water $ 422,500
Current 93059 Downtown Sanitary Sewer Line Project Fully funded Sanitary Sewer $ 355,000
Current 93060 Sanitary Sewer Master Plan Update Fully funded Sanitary Sewer $ 130,000
Complete Mr Fully funded,partially by illir
FY 2017-18 93013 East Tigard Sewer Replacement Clean Water Services Sanitary Sewer&Other $ 2,111,000
Complete
FY 2017-18 93055 Pacific Highway Sanitary Sewer Line Fully funded Sanitary Sewer $ 186,000
Unfunded n/a Sewer Rehabilitation Program Unfunded Unknown $ -
Unfunded n/a Citywide Sanitary Sewer Extension Program Unfunded Unknown $ -
Unfunded n/a Bonita Trunkline Unfunded Unknown $ -
Unfunded n/a Shore Drive Trunk D-530 Unfunded Unknown $ -
Unfunded n/a Varns St.Sewer Reimbursement District Unfunded Unknown $ -
Unfunded n/a Commercial Unfunded Unknown $ -
Unfunded n/a 72nd Ave Lateral Diversion D-130 Unfunded Unknown $ -
Unfunded n/a Katherine Street Lateral Unfunded Unknown $ -
Unfunded n/a Summerfield Unfunded Unknown $ -
CAPITAL IMPROVEMENT PLAN-PAGE 243
PRIORITIZATION AND DEVELOPMENT OF THE CIP
Total
Status Project# Project Name Funding Status Funding Source Project Cost
Stormwater Pro'ects 11= 11. IMF
Storm water&Sanitary
Current 19CIP-05 Kruger Creek Stabilization(SMP 304 and 308) Fully funded Sewer $ 6,560,000
Storm water Quality/
Gaarde Street Greenway Detention and Sewer Quantity&Sanitary
Current 19CIP-06 Project(SMP 310) Fully funded Sewer $ 262,000
Storm water&Sanitary
Current 93009 Fanno Creek Slope Stabilization(Arthur Court) Fully funded Sewer $ 1,492,500
Current 94001 Storm Drainage Major Maintenance Program Fully funded Storm water Program
Current 94038 124th Avenue/Ann Court Culvert Replacement Fully funded Storm water&Gas Tax $ 331,000
Current 94041 Fre wing Street Stormline Replacement Fully funded Storm water $ 257,000
Current 94042 Water Quality Facility Rehabilitation Program Fully funded Storm water Program
Tigard Triangle Storm water Implementation Plan/
Current 94044 Predesign Fully funded Storm water $ 165,000
Storm water Quality/
Current 94045 Commercial Street Storm water Facility Fully funded Quantity $ 376,000
Complete Stormwater&Sanitary
FY 2017-18 94016 Slope Stabilization(Derry Dell/118th Courth Fully funded Sewer $ 837,000
Complete
FY 2017-18 94037 Stormwater Master Plan Fully funded Stormwater $ 391,000
Complete
FY 2018-19 94040 Bridgeport Distribution Stormline Replacement Fully funded Stormwater $ 105,000
Complete Stormwater&Sanitary
FY 2018-19 94043 Kruger Creek Predesign Fully funded Sewer $ 146,500
Unfunded SMP305 Derry Dell West Stream Protection Unfunded Unknown $ -
Unfunded SMP306 Derry Dell East Stream and Culvert Improvements Unfunded Unknown _$ -
SW 116th Avenue Property Acquisition and
Unfunded SMP702 Floodplain Storage Unfunded Unknown $ -
Unfunded SMP501 SW Dartmouth Regional Wetland Detention Pond Unfunded Unknown $ -
Kruger Creek Ann Court Bank Stabilization and
Unfunded SMP302 Wetland Enhancement Unfunded Unknown $ -
Bagan Park Stream Restoration and Water Quality
Unfunded SMP101 Enhancement Unfunded Unknown $ -
Unfunded SMP303 Hunter's Glen Pond Rehabilitation Unfunded Unknown [$ -
Red Rock Creek Channel Stabilization and Sanitary
Unfunded SMP506 Sewer Protection Unfunded Unknown $ -
North Dakota Street Stream Restoration and
Unfunded SMP403 Detention Unfunded Unknown $ -
Oak Street Property Acquisition and Floodplain
Unfunded SMP106 Restoration Unfunded Unknown $ -
Unfunded SMP505 Knez Wetland and Riparian Enhancement Unfunded Unknown $ -
Unfunded SMP503 Red Rock Floodplain Reconnection Unfunded Unknown $ -
Unfunded SMP504 Red Rock Grade Control and Culvert Improvement Unfunded Unknown $ -
Red Rock Creek Daylighting and Riparian
Unfunded SMP502 Restoration Unfunded Unknown $
Unfunded 94028 Main Street Storm Rehabilitation(Fanno Creek) Unfunded Unknown $
Tigard Triangle Regional Storm Facilities Land
Unfunded n/a Acquisition Unfunded Unknown $
General Facilities Projects i
Facilities Capital Projects
Current 91021 Public Works Facility and Yard Partially funded &TBD $ 2,145,000
Current 91022 City Hall Remodel Funded General Fund $ 635,000
Com pl etElEnr— - — —
FY 2017-18 91020 Civic Center Visioning Plan Fully funded Facilities Capital Projects $ 449,000
PAGE 244- CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - STREETS
HART RD1
GARDEN HOME RD
Projects 95001,95027,95062 and 95063 are city wide.
/ 0
2 .: OVA _ - •,
ibbhlp
i
D BROCKMAN ST c,,2-' `f,�l, ,-' I -_
m 71 1,,,.
1� I' .%mova
> WEAR RD04
n Greem ayl},rk =ET= rar4:27
N
---..___S s:RRY�D � 95054�1
111.1 41
} _�� LS 95056 10.1r•W
:::T
r , ...)001,__r,-,,
.ret0=1111117IT in _. �a
co
J _M I vtP, 95042 g ;�� 6,'.4.- rr 1 St 40(AH_5-a 11 ■
95048 t� i ,WALNUT ST 97017 . H
II �i� Q _ 5
17
���1 ' i r vtirii%
� � w no R AT) 95051
- p-eek
L ` ,.� 95064 Pork
.►f 95050 /f `
■ Ilp .�' f, L+ , . 18CIP-08
, 4
1'-' _ D'E'S1• 1 DONALD S7- _
iiIj :all ~ )r r —` 95061 1� ,
r �a� -7" At = B.NITA R•
Lig,/ rFIPM -I , r r_ 'N,441
MIA
;psi , 7 -II
w Ale �; ■ 0 131 • ]BLIP-10 �p0
c7 i' ■
114 0 .0.,. fir / Alliipmns -.0. tz
loe
w� , • 18CIP-09 A
o '
�� E BEND RD1. _. .. .1l1b.......pli ,-lihI21111es
� 1
ttI ipf II
0k - r�s'' IIF-=� .; 95041
w I = i 1 - Park
. 7'- I j
1
I TDA LATIN RU —+ 5/ I
9 'I
f'-^•. ate-
- 'bNES E
0
/ m NYBERG ST
BEAVER J r '1 MSPS
:11114cjg,
PO' _ '!'•'ZRro LAFE 4
r The City of Tigard N
ii - h •1.81 � Project Locations li
,_11.0A im
. _
Ddn.� III oriovir, L Tigard City Limits T I GARD
f- 0 0.5 I
Miles
City of Tigard Recommended Capital Improvement Plan FY 2020-25
CAPITAL IMPROVEMENT PLAN-PAGE 245
CAPITAL IMPROVEMENT PLAN - STREETS
YTD Projected
Projct No. Project Nam 2018 2019 2020 ' 2021 2022 2023 ' 2024 Total
17CIP-12 Bonita/Sequoia Intersection- 0 0 0 10,000 60,000 70,000 30,000 170,000
Traffic Signal
17CIP-22 North Dakota Street(Fanno to 0 0 0 0 335,000 590,000 499,300 1,424,300
Tiedeman)Sidewalk and Bike
Lane
18CIP-07 Greenburg Road(Tiedeman 0 0 40,000 260,000 600,000 600,000 685,000 2,185,000
Avenue to Highway 217)
18CIP-08 McDonald Street(Hall Boulevard 0 0 0 50,000 300,000 800,000 1,550,000 2,700,000
to Pacific Highway)
18CIP-09 Murdock St.Sidewalk(103rd Ave. 0 0 0 20,000 245,000 1,140 000 740,000 2,145 000
to James Templeton Elementary
School)
18CIP-10 79th Avenue(Bonita Road to 0 0 0 0 0 20,000 380,000 400,000
Durham Road)
18CIP-30 Transportation System Plan 0 0 105,000 105,000 0 0 0 210,000
Update
95001 Pavement Management Program 2,350,000 2,800,000 2,800,000 2,800,000 2,900,000 3,000 000 3,100,000 19,750,000
(PMP)
95027 Pedestrian and Cyclist 300,000 300,000 300,000 300,000 300,000 300,000 300,000 2,100 000
Connections Program
95038 Tiedeman Avenue Complete 0 20,000 130,000 450,000 450,000 500,000 650,000 2,200,000
Street(Fanno Creek to
Greenburg Road)
95041 Upper Boones Ferry Road/ 30,000 40,000 0 0 0 0 0 70,000
Durham Road Adaptive Signal
Coordination
95042 Commercial Street Sidewalk 160,000 15,000 5,000 0 0 0 0 180,000
(Main to Lincoln)-TriMet
95047 Hunziker Industrial Core/Wall 3,357,098 938,230 0 0 0 0 0 4,295,328
Street
95048 Roy Rogers Road 915,000 915,000 915,000 900,000 900,000 900,000 900,000 6,345,000
95050 121st Avenue(Whistlers Lane to 0 65,000 250,000 340,000 300,000 80,000 0 1,035,000
Tippitt)Sidewalks and Bike Lanes
95051 72nd Avenue/Tigard Triangle 0 290,000 0 0 0 0 0 290,000
Transportation Study
95054 Hall Boulevard/Pfaffle Street 0 0 10,000 140,000 370,000 740,000 0 1,260,000
New Traffic Signal
95056 North Dakota Street(Fanno 35,000 180,000 330,000 480,000 267,500 0 0 1,292,500
Creek)Bridge Replacement
95060 Tigard Street(Fanno Creek) 10,000 0 0 25,000 315,000 750,000 537,800 1,637 800
Bridge Replacement
95061 Wall Street/Tech Center Drive 0 390,000 1,860,000 0 0 0 0 2,250 000
Connection
97017 Main Street Green Street Retrofit 0 320,000 1,745,000 479,424 0 0 0 2,544,424
(Phase 2)
Total Funded 7,157,098 6,273,230 8,490,000 6,359,424 7,342,500 9,490000 9,372,100 54,484,352
PAGE 246 - CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - STREETS
17CIP-12-Bonita/Sequoia Intersection-Traffic Signal
Project Need:This is a high-priority safety project.There are traffic issues and a high crash rate at this intersection.
Project Description:Construct a traffic signal at the intersection of Bonita Road and Sequoia Parkway and add a bike lane along Bonita
Road.
Project Funding:Washington County selected this project for Major Streets Transportation Improvement Program(MSTIP)and will
provide most of the funding and project implementation.
Operations and Maintenance Impact:Will require increased payments to Washington County to maintain an additional signal and a
slight cost increase for restriping.
Total Project Cost: $670,000
City of Tigard Project Cost: $170,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 0 0 0 45,000 40,000 0 0 85,000
Total Internal 0 0 0 0 45,000 40,000 0 0 85,000
External Expenses
Project Estimate 0 0 0 0 25,000 60,000 0 0 85,000
Total External 0 0 0 0 25,000 60,000 0 0 85,000
Total Project Expense 0 0 0 0 70,000 100,000 0 0 170,000
REVENUES
Revenue Funding Source
200-Gas Tax Fund 0 0 0 0 70,000 100,000 0 0 170,000
Total Revenue Funding 0 0 0 0 70,000 100,000 0 0 170,000
Total Revenues 0 0 0 0 70,000 100,000 0 0 170,000
CAPITAL IMPROVEMENT PLAN-PAGE 247
CAPITAL IMPROVEMENT PLAN - STREETS
17CIP-22-North Dakota Street(Fanno to Tiedeman)Sidewalk and Bike Lane
Project Need:There is a lack of sidewalks and bike lanes along North Dakota Street between Tiedeman Avenue and the Fanno Creek
Trail.
Project Description:Construct a sidewalk and bike lane along one side of North Dakota Street from Tiedeman Avenue to the Fanno
Creek Trail.The project includes modification of a railroad crossing and connects to a sidewalk to be built on the North Dakota bridge
replacement over Fanno Creek allowing for increased safety for pedestrians and bicyclists.This supports the vision statement in the City
of Tigard's Strategic Plan:"The most walkable community in the Pacific Northwest..."
Operations and Maintenance Impact:Small increase in costs for street sweeping and maintenance of new pavement and striping.
Total Project Cost: $1,425,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 0 0 0 35,000 40,000 43,000 0 118,000
Total Internal 0 0 0 0 35,000 40,000 43,000 0 118,000
External Expenses
Project Estimate 0 0 0 0 250,000 400,000 400,000 0 1,050,000
Environmental Permit 0 0 0 0 0 32,000 0 0 32,000
Compliance
Contingency 0 0 0 0 25,000 150,000 50,000 0 225,000
Total External 0 0 0 0 275,000 582,000 450,000 0 1,307,000
Total Project Expense 0 0 0 0 310,000 622,000 493,000 0 1,425,000
REVENUES
Revenue Funding Source
205-City Gas Tax Fund 0 0 0 0 310,000 622,000 493,000 0 1,425,000
Total Revenue Funding 0 0 0 0 310,000 622,000 493,000 0 1,425,000
Total Revenues 0 0 0 0 310,000 622,000 493,000 0 1,425,000
PAGE 248 - CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - STREETS
18CIP-07-Greenburg Road&Tiedeman Avenue Improvements Up To Highway 217
Project Need:There is a high crash rate along Greenburg Road from Tiedeman Avenue up to Highway 217.Significant traffic
congestion occurs,particularly during the morning rush hour.Other known issues include the lack of a southbound bike lane on
Greenburg Road,narrow curb-tight sidewalk along Greenburg Road and the lack of walking space,bike lanes and storm drainage along
Tiedeman Avenue and North Dakota Street approaching Greenburg Road.
Project Description:Widen Greenburg Road to include a second northbound lane and bike lanes.The project will build better
sidewalks from Tiedeman Avenue to Highway 217 and add a second left turn lane from Tiedeman Avenue onto Greenburg Road.The
project will add or complete gaps for bike lanes,storm drainage and sidewalks along Tiedeman Avenue from Farina Creek to Greenburg
Road.A reconfiguration of the Tiedeman/North Dakota intersection may occur with the improvements.The project will provide
increased safety for people walking and biking in the area and additional vehicular capacity will be realized.This supports the vision
statement in the City of Tigard's Strategic Plan:"The most walkable community in the Pacific Northwest..."
Project Funding:The project as shown is contingent upon outside funding support.
Operations and Maintenance Impact:Increased cost for maintenance of additional pavement,sidewalks and stuping,and additional
curbed street to sweep.
Total Project Cost: $14,900,000
City of Tigard Project Cost: $4,800,000(includes costs beyond FY 2024-25)
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 0 0 0 40,000 100,000 120,000 150,000 410,000
Total Internal 0 0 0 0 40,000 100,000 120,000 150,000 410,000
External Expenses
Design and Engineering 0 0 0 0 0 330,000 280,000 300,000 910,000
Construction 0 0 0 0 0 0 5 1,380,000 1,380,005
Environmental Permit 0 0 0 0 0 0 8,000 0 8,000
Compliance
Contingency 0 0 0 0 0 100,000 90,000 310,000 500,000
Total External 0 0 0 0 0 430,000 378,005 1,990,000 2,798,005
Total Project Expense 0 0 0 0 40,000 530,000 498,005 2,140,000 3,208,005
REVENUES
Revenue Funding Source
405-Transportation 0 0 0 0 40,000 530,000 498,005 2,140,000 3,208,005
Development Tax
Total Revenue Funding 0 0 0 0 40,000 530,000 498,005 2,140,000 3,208,005
Total Revenues 0 0 0 0 40,000 530,000 498,005 2,140,000 3,208,005
CAPITAL IMPROVEMENT PLAN-PAGE 249
CAPITAL IMPROVEMENT PLAN - STREETS
18CIP-08-McDonald Street(Hall Boulevard to Pacific Highway)
Project Need:There is a lack of space to walk along this busy arterial that is a key link in the transportation network.Drivers must wait
in busy travel lanes to find gaps to make left turns off of McDonald Street.
Project Description:Build a"complete street"with sidewalks,bike lanes and center turn lane where appropriate for safety along
McDonald Street from Hall Boulevard to Pacific Highway.The project may include enhancements for pedestrians at crosswalks and will
allow for increased safety for people walking and biking in the area along with the potential for reducing crashes involving vehicles
turning or waiting to turn.This supports the vision statement in the City of Tigard's Strategic Plan:"The most walkable community in the
Pacific Northwest..."
Project Funding:The project as shown is contingent upon outside funding support.
Operations and Maintenance Impact:Increased cost for maintenance of additional pavement,sidewalks and stuping,and additional
curbed street to sweep.
Total Project Cost: $10,148,000
City of Tigard Project Cost: $3,773,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 0 0 0 45,000 55,000 200,000 0 300,000
Total Internal 0 0 0 0 45,000 55,000 200,000 0 300,000
External Expenses
Project Estimate 0 0 0 0 255,000 545,000 2,000,000 0 2,800,000
Environmental Permit 0 0 0 0 0 23,000 0 0 23,000
Compliance
Contingency 0 0 0 0 50,000 200,000 400,000 0 650,000
Total External 0 0 0 0 305,000 768,000 2,400,000 0 3,473,000
Total Project Expense 0 0 0 0 350,000 823,000 2,600,000 0 3,773,000
REVENUES
Revenue Funding Source
415-Transportation SDC 0 0 0 0 350,000 823,000 2,600,000 0 3,773,000
Fund
Total Revenue Funding 0 0 0 0 350,000 823,000 2,600,000 0 3,773,000
Total Revenues 0 0 0 0 350,000 823,000 2,600,000 0 3,773,000
PAGE 250 - CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - STREETS
18CIP-09-Murdock St.Sidewalk(103rd Ave.to James Templeton Elementary School)
Project Need:Murdock Street is currently about 22-feet wide.Pedestrians,including school children,typically have to walk in the travel
lane.
Project Description:This project will construct a six-foot sidewalk and minor roadway widening where required along one side of the
street from 103rd Avenue to Templeton Elementary School.Some additional right-of-way will be necessary and topographic and drainage
issues will add complexity to the project.Upon completion,the project will provide a safer route to and from the school for this
neighborhood.This supports the vision statement in the City of Tigard's Strategic Plan:"The most walkable community in the Pacific
Northwest..."
Operations and Maintenance Impact: Minor increased maintenance cost for stormwater facilities and additional curbed street to
sweep.
Total Project Cost: $2,145,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 0 0 0 40,000 160,000 0 0 200,000
Total Internal 0 0 0 0 40,000 160,000 0 0 200,000
External Expenses
Project Estimate 0 0 0 0 185,000 1,420,000 0 0 1,605,000
Contingency 0 0 0 0 40,000 300,000 0 0 340,000
Total External 0 0 0 0 225,000 1,720,000 0 0 1,945,000
Total Project Expense 0 0 0 0 265,000 1,880,000 0 0 2,145,000
REVENUES
Revenue Funding Source
205-City Gas Tax Fund 0 0 0 0 265,000 1,880,000 0 0 2,145,000
Total Revenue Funding 0 0 0 0 265,000 1,880,000 0 0 2,145,000
Total Revenues 0 0 0 0 265,000 1,880,000 0 0 2,145,000
CAPITAL IMPROVEMENT PLAN-PAGE 251
CAPITAL IMPROVEMENT PLAN - STREETS
18CIP-10-79th Avenue(Bonita Road to Durham Road)
Project Need:Portions of pavement are about 20-feet wide.Pedestrians,including school children,typically have to walk in the travel
lane in these sections.This street connects to Durham Elementary School.
Project Description:Context-sensitive design to fill in sidewalk gaps and facilitate bicycling along 79th Avenue from Bonita Road to
Durham Road so pedestrians will no longer be forced to share the roadway in the vehicle travel lane.This supports the vision statement
in the City of Tigard's Strategic Plan:"The most walkable community in the Pacific Northwest..."
Operations and Maintenance Impact: Small impact for additional curbed street to sweep.
Total Project Cost: $2,900,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
External Expenses
Project Estimate 0 0 0 0 0 20,000 280,000 2,000,000 2,300,000
Contingency 0 0 0 0 0 0 100,000 500,000 600,000
Total External 0 0 0 0 0 20,000 380,000 2,500,000 2,900,000
Total Project Expense 0 0 0 0 0 20,000 380,000 2,500,000 2,900,000
REVENUES
Revenue Funding Source
200-Gas Tax Fund 0 0 0 0 0 20,000 350,000 1,500,000 1,870,000
205-City Gas Tax Fund 0 0 0 0 0 0 30,000 1,000,000 1,030,000
Total Revenue Funding 0 0 0 0 0 20,000 380,000 2,500,000 2,900,000
Total Revenues 0 0 0 0 0 20,000 380,000 2,500,000 2,900,000
PAGE 252- CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - STREETS
95001-Pavement Management Program(PMP)
Project Need:This project is a continuation of the annual program to preserve or replace portions of one of the city's most valuable
resources-its streets and roadways.
Project Description:This project,funded by the Street Maintenance Fee,provides for the preservation or replacement of the asphaltic
concrete by overlays,crack sealing or slurry sealing.Streets and treatments are determined based on traffic volume,pavement condition
and opportunities to combine with other projects and other factors in order to maximize the utilization of the funding available.This
project results in the paving of a few miles of streets and preventive maintenance on about 15 miles of streets each year to extend the
usable service life of the pavement.
Operations and Maintenance Impact: This program ultimately will reduce needed maintenance and repairs of streets by keeping them
at an optimal condition.
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 100,000 100,000 100,000 100,000 100,000 100,000 100,000 700,000
Total Internal 0 100,000 100,000 100,000 100,000 100,000 100,000 100,000 700,000
External Expenses
Design and Engineering 0 0 0 0 0 0 0 0 0
Construction 0 2,700,000 2,788,000 2,700,000 2,800,000 2,900,000 3,000,000 3,100,000 19,988,000
Total External 0 2,700,000 2,788,000 2,700,000 2,800,000 2,900,000 3,000,000 3,100,000 19,988,000
Total Project Expense 0 2,800,000 2,888,000 2,800,000 2,900,000 3,000,000 3,100,000 3,200,000 20,688,000
REVENUES
Revenue Funding Source
412-Street Maintenance 0 2,800,000 2,888,000 2,800,000 2,900,000 3,000,000 3,100,000 3,200,000 20,688,000
Fund
Total Revenue Funding 0 2,800,000 2,888,000 2,800,000 2,900,000 3,000,000 3,100,000 3,200,000 20,688,000
Total Revenues 0 2,800,000 2,888,000 2,800,000 2,900,000 3,000,000 3,100,000 3,200,000 20,688,000
CAPITAL IMPROVEMENT PLAN-PAGE 253
CAPITAL IMPROVEMENT PLAN - STREETS
95027-Pedestrian and Cyclist Connections Program
Project Need:Missing sections of sidewalks and bike lanes and difficult crossings are located citywide.
Project Description:Projects may include sidewalk/bike lane/pathway construction,crosswalk treatments and minor intersection
modifications.Projects will typically cost less than$50,000.Funds from this program can also be used to cover matching funds for
eligible grant projects benefitting pedestrians and cyclists.This supports the vision statement in the City of Tigard's Strategic Plan:"The
most walkable community in the Pacific Northwest..."
Operations and Maintenance Impact: Minor increased maintenance for small increases in pavement,pedestrian crossings and
sidewalks.
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 40,000 40,000 40,000 40,000 40,000 40,000 40,000 280,000
Total Internal 0 40,000 40,000 40,000 40,000 40,000 40,000 40,000 280,000
External Expenses
Design and Engineering 0 50,000 50,000 50,000 50,000 50,000 50,000 50,000 350,000
Construction 0 210,000 210,000 210,000 210,000 210,000 210,000 210,000 1,470,000
Total External 0 260,000 260,000 260,000 260,000 260,000 260,000 260,000 1,820,000
Total Project Expense 0 300,000 300,000 300,000 300,000 300,000 300,000 300,000 2,100,000
REVENUES
Revenue Funding Source
200-Gas Tax Fund 0 300,000 300,000 300,000 300,000 300,000 300,000 300,000 2,100,000
Total Revenue Funding 0 300,000 300,000 300,000 300,000 300,000 300,000 300,000 2,100,000
Total Revenues 0 300,000 300,000 300,000 300,000 300,000 300,000 300,000 2,100,000
PAGE 254- CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - STREETS
95038-Tiedeman Avenue-Partial Street Improvement(RR Tracks to Greenburg)
Project Need:There is currently a lack of sidewalks,bike lanes,and storm drainage facilities along Tiedeman Avenue from the railroad
tracks north of Tigard Street to Greenburg Road.
Project Description:Build a sidewalk,bike lane and associated stormwater infrastructure to treat stormwater runoff.The project will
connect to the Tigard Street Heritage multi-use pathway and complete pedestrian and bicycle improvements to Greenburg Road north of
the rail crossing.Pedestrians and cyclists will no longer be forced to share the roadway in the vehicle travel lane.This supports the vision
statement in the City of Tigard's Strategic Plan:"The most walkable community in the Pacific Northwest..."
Operations and Maintenance Impact:Increased cost for maintenance of additional pavement,stormwater facility,sidewalks and
striping,and additional curbed street to sweep.
Total Project Cost: $935,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 20,000 50,000 25,000 0 0 0 0 95,000
Total Internal 0 20,000 50,000 25,000 0 0 0 0 95,000
External Expenses
Land/Right of Way 0 0 220,000 0 0 0 0 0 220,000
Acquisition
Design and Engineering 0 0 120,000 25,000 0 0 0 0 145,000
Construction 0 0 0 360,000 0 0 0 0 360,000
Contingency 0 0 15,000 100,000 0 0 0 0 115,000
Total External 0 0 355,000 485,000 0 0 0 0 840,000
Total Project Expense 0 20,000 405,000 510,000 0 0 0 0 935,000
REVENUES
Revenue Funding Source
405-Transportation 0 20,000 405,000 510,000 0 0 0 0 935,000
Development Tax
Total Revenue Funding 0 20,000 405,000 510,000 0 0 0 0 935,000
Total Revenues 0 20,000 405,000 510,000 0 0 0 0 935,000
CAPITAL IMPROVEMENT PLAN-PAGE 255
CAPITAL IMPROVEMENT PLAN - STREETS
95041-Upper Boones Ferry Road/Durham Road Adaptive Signal Coordination
Project Need:Address morning,evening and weekend traffic congestion.
Project Description:With thirteen traffic signals and two rail crossings,signal coordination could significantly increase vehicular flow
and could possibly reduce crash rates.The various types of traffic users(residential,school,major city park,office and retail)make this
corridor a particularly good candidate for adaptive signal coordination.This project will install traffic signal coordination that extends
along Durham Road,from Boones Ferry Road to 92nd Avenue and connects the Durham/Summerfield signal to the Durham/Pacific
Highway signal.Signals will operate based on specific vehicular demands rather than on fixed timing programs.If successful,other
heavily congested corridors could be similarly equipped.
Project Funding:The project is primarily funded by a Federal Surface Transportation Program Grant administered by the Oregon
Department of Transportation and managed by Washington County.
Operations and Maintenance Impact: Minimal to none.
Total Project Cost: $1,000,000
City of Tigard Project Cost:$213,500(Tigard's match for construction was advanced to ODOT in FY 2015-16)
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 22,000 17,000 10,000 0 0 0 0 0 49,000
Total Internal 22,000 17,000 10,000 0 0 0 0 0 49,000
External Expenses
Construction 124,500 30,000 10,000 0 0 0 0 0 164,500
Total External 124,500 30,000 10,000 0 0 0 0 0 164,500
Total Project Expense 146,500 47,000 20,000 0 0 0 0 0 213,500
REVENUES
Revenue Funding Source
405-Transportation 146,500 47,000 20,000 0 0 0 0 0 213,500
Development Tax
Total Revenue Funding 146,500 47,000 20,000 0 0 0 0 0 213,500
Total Revenues 146,500 47,000 20,000 0 0 0 0 0 213,500
PAGE 256 - CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - STREETS
95042-Commercial Street Sidewalk(Main to Lincoln)-TriMet
Project Need:Commercial Street currently lacks sidewalks west of Main Street.This project will connect a large residential
neighborhood to downtown Tigard and the Tigard Transit Center.Rather high pedestrian volumes are observed despite the lack of
adequate pedestrian facilities.Commercial Street is particularly narrow under this reach of the Pacific highway overcrossing.There is also
a lack of sidewalk along Pacific Highway between Naeve Street and Beef Bend Road.
Project Description:This project will construct a sidewalk along one side of Commercial Street from Main Street under the Pacific
Highway overcrossing to Lincoln Avenue.The railroad and ODOT may dictate the location of the sidewalk,which could result in the
roadway being slightly shifted to the southwest so that the sidewalk can be added on the northeast side of the roadway.A pedestrian path
connecting Commercial Street to Center Street and sidewalk along the east side of Pacific Highway from Naeve Street to Beef Bend Road
will also be constructed.This is part of a larger TriMet-managed project to improve access to transit along the Pacific Highway corridor.
This supports the vision statement in the City of Tigard's Strategic Plan:"The most walkable community in the Pacific Northwest..."
Project Funding:This project is managed by TriMet and largely funded by the Statewide Transportation Improvement Program(S l'1P)
Enhance Project funds.
Operations and Maintenance Impact: Minor amount of new curbed street section to sweep and porous concrete sidewalk to maintain
on Commercial Street.
Total Project Cost: $2,000,000
City of Tigard Project Cost: $203,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 19,000 15,000 5,000 0 0 0 0 0 39,000
Total Internal 19,000 15,000 5,000 0 0 0 0 0 39,000
External Expenses
Design and Engineering 20,000 0 0 0 0 0 0 0 20,000
Construction 114,000 0 10,000 0 0 0 0 0 124,000
Contingency 0 0 20,000 0 0 0 0 0 20,000
Total External 134,000 0 30,000 0 0 0 0 0 164,000
Total Project Expense 153,000 15,000 35,000 0 0 0 0 0 203,000
REVENUES
Revenue Funding Source
200-Gas Tax Fund 4,000 0 0 0 0 0 0 0 4,000
205-City Gas Tax Fund 51,000 15,000 35,000 0 0 0 0 0 101,000
510-Stormwater Fund 98,000 0 0 0 0 0 0 0 98,000
Total Revenue Funding 153,000 15,000 35,000 0 0 0 0 0 203,000
Total Revenues 153,000 15,000 35,000 0 0 0 0 0 203,000
CAPITAL IMPROVEMENT PLAN-PAGE 257
CAPITAL IMPROVEMENT PLAN - STREETS
95048-Roy Rogers Road
Project Need:Increased traffic due to River Terrace,South Cooper Mountain and other area development is driving the need for
increased capacity on Roy Rogers Road.
Project Description:The Roy Rogers Road improvement project includes four vehicle travel lanes from Bull Mountain Road to Scholls
Ferry Road,turn lanes as appropriate,pedestrian and bicycle facilities,intersection improvements at the Bull Mountain Road and Scholls
Ferry Road intersections and improvements to address connectivity at two additional intersections on Roy Rogers Road between Scholls
Ferry Road and Bull Mountain Road,including the Lorenzo Lane/Jean Louise Road intersection.
Project Funding:Washington County is managing the project and providing two-thirds of the total costs through Major Streets
Transportation Improvement Program(MSTIP)funding.The city will provide funding share over ten years.
Operations and Maintenance Impact: Significant increase in right-of-way landscaping and stormwater facilities to maintain(county
will maintain pavement).
Total Project Cost: $27,000,000
City of Tigard Project Cost: $9,050,500(includes costs beyond FY 2024-25)
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 32,000 15,000 15,000 5,000 0 0 0 0 67,000
Total Internal 32,000 15,000 15,000 5,000 0 0 0 0 67,000
External Expenses
Construction 2,000 0 900,000 900,000 900,000 900,000 900,000 900,000 5,402,000
Total External 2,000 0 900,000 900,000 900,000 900,000 900,000 900,000 5,402,000
Total Project Expense 34,000 15,000 915,000 905,000 900,000 900,000 900,000 900,000 5,469,000
REVENUES
Revenue Funding Source
405-Transportation 34,000 15,000 915,000 905,000 900,000 900,000 900,000 900,000 5,469,000
Development Tax
Total Revenue Funding 34,000 15,000 915,000 905,000 900,000 900,000 900,000 900,000 5,469,000
Total Revenues 34,000 15,000 915,000 905,000 900,000 900,000 900,000 900,000 5,469,000
PAGE 258 - CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - STREETS
95050-121st Avenue(Whistlers Lane to Tippitt)Sidewalks and Bike Lanes
Project Need:121st Avenue is a busy,narrow roadway with no place to walk or bike outside the travel lane.This route would otherwise
be used by many people to get to and from their neighborhoods.This project is the top priority project for the Tigard Transportation
Advisory Committee(ITAC).
Project Description:Construct sidewalks,bike lanes and landscaped planter strips along 121st Avenue from Whistlers Lane to Tippitt
Street.This will complete the sidewalks and bike lanes from Walnut Street to Gaarde Street.Anticipated to be a context-sensitive design
to minimize community impact,with two lanes(no center turn lane)and the planter strip narrowing in constrained areas.This supports
the vision statement in the City of Tigard's Strategic Plan:"The most walkable community in the Pacific Northwest..."
Project Funding:Washington County is managing and providing the majority of the funding for this project under the County Major
Streets Transportation Improvement Program(MS 11P).
Operations and Maintenance Impact: Increased cost for maintenance of additional pavement,stormwater facilities,sidewalks and
striping,and additional curbed street to sweep.
Total Project Cost: $4,500,000
City of Tigard Project Cost: $464,500
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 500 45,000 90,000 90,000 90,000 90,000 0 0 405,500
Total Internal 500 45,000 90,000 90,000 90,000 90,000 0 0 405,500
External Expenses
Design and Engineering 0 0 7,000 7,000 5,000 5,000 0 0 24,000
Construction 0 0 0 0 10,000 5,000 0 0 15,000
Contingency 0 0 5,000 5,000 5,000 5,000 0 0 20,000
Total External 0 0 12,000 12,000 20,000 15,000 0 0 59,000
Total Project Expense 500 45,000 102,000 102,000 110,000 105,000 0 0 464,500
REVENUES
Revenue Funding Source
405-Transportation 500 45,000 85,000 85,000 76,000 83,000 0 0 374,500
Development Tax
411-Underground Utility 0 0 10,000 10,000 20,000 20,000 0 0 60,000
Fund
500-Sanitary Sewer Fund 0 0 7,000 7,000 14,000 2,000 0 0 30,000
Total Revenue Funding 500 45,000 102,000 102,000 110,000 105,000 0 0 464,500
Total Revenues 500 45,000 102,000 102,000 110,000 105,000 0 0 464,500
CAPITAL IMPROVEMENT PLAN-PAGE 259
CAPITAL IMPROVEMENT PLAN - STREETS
95051-72nd Avenue/Tigard Triangle Transportation Study
Project Need:There are many transportation needs along 72nd Avenue in the Tigard'Triangle area and many ideas on how these needs
should be addressed.
Project Description:This study will determine the ultimate desired configuration of 72nd Avenue from Pacific Highway south to Bonita
Road.Existing issues in this area include poor walking and cycling conditions along 72nd Avenue,particularly in the Highway 217
interchange area and near Pacific Highway.Significant traffic congestion exists,primarily on southbound 72nd Avenue through the
Highway 217 interchange.The study will take into account desires and products from the Tigard Triangle planning and code process,
current and future traffic data,Southwest Corridor/transit study input,as well as ODOT and other stakeholder input.The goal is to
create a walkable,bikeable,transit-oriented,livable,human-scale street cross section and intersection treatment that aligns with our
strategic vision,the Triangle Strategic Plan,and the Metro High Capacity Transit Southwest Corridor Land Use Plan.The product will
identify and provide conceptual level cost estimates for proposed improvements.
Operations and Maintenance Impact: None for plan.Ultimate improvements built will have significant increased pavement,striping,
stormwater facilities,landscaping to maintain.
Total Project Cost: $295,500
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 5,500 32,000 18,000 0 0 0 0 0 55,500
Total Internal 5,500 32,000 18,000 0 0 0 0 0 55,500
External Expenses
Design and Engineering 0 135,000 85,000 0 0 0 0 0 220,000
Contingency 0 0 20,000 0 0 0 0 0 20,000
Total External 0 135,000 105,000 0 0 0 0 0 240,000
'Total Project Expense 5,500 167,000 123,000 0 0 0 0 0 295,500
REVENUES
Revenue Funding Source
200-Gras Tax Fund 5,500 167,000 123,000 0 0 0 0 0 295,500
Total Revenue Funding 5,500 167,000 123,000 0 0 0 0 0 295,500
Total Revenues 5,500 167,000 123,000 0 0 0 0 0 295,500
PAGE 260 - CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - STREETS
95054-Hall Boulevard/Pfaffie Street New Traffic Signal
Project Need:Currently drivers can experience difficulty pulling out from Pfaffie Street onto Hall Boulevard especially during the
morning and evening commute hours.Congestion has increased with recent development in the area and Hall Boulevard is difficult for
pedestrians to cross.
Project Description:This project will construct a new traffic control signal with appropriate illumination,crosswalks and lengthening
and separation of the turn lanes on Pfaffle Street.The project will be complicated by the proximity to the Hall Boulevard/Highway 217
Bridge and the fact that Hall Boulevard is an ODOT-controlled facility necessitating agency approval and permits.Completion of these
improvements will increase safety for vehicles,pedestrians and cyclists using the intersection or traveling to and from the new school,
Pacific Highway and Washington Square Regional Center.
Operations and Maintenance Impact: Minor increase in funding to county for signal maintenance.
Total Project Cost: $1,260,000 (includes costs beyond FY 2024-25)
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 0 0 0 0 0 30,000 20,000 50,000
Total Internal 0 0 0 0 0 0 30,000 20,000 50,000
External Expenses
Design and Engineering 0 0 0 0 0 0 100,000 0 100,000
Construction 0 0 0 0 0 0 5 290,000 290,005
Contingency 0 0 0 0 0 0 20,000 60,000 80,000
Total External 0 0 0 0 0 0 120,005 350,000 470,005
Total Project Expense 0 0 0 0 0 0 150,005 370,000 520,005
REVENUES
Revenue Funding Source
415-Transportation SDC 0 0 0 0 0 0 150,005 370,000 520,005
Fund
Total Revenue Funding 0 0 0 0 0 0 150,005 370,000 520,005
Total Revenues 0 0 0 0 0 0 150,005 370,000 520,005
CAPITAL IMPROVEMENT PLAN-PAGE 261
CAPITAL IMPROVEMENT PLAN - STREETS
95056-North Dakota Street(Fanno Creek)Bridge Replacement
Project Need:The bridge structure has deteriorated and needs to be replaced.There is a lack of bike lanes on the bridge and sidewalk
on only one side.
Project Description:This project will replace the existing bridge with a new bridge wide enough to accommodate pedestrians and
cyclists(on both sides)along with vehicles.Environmental regulations will require a new bridge to be significantly higher and longer than
the current bridge.The project may also reduce flooding over the roadway.
Project Funding:The project was selected for a Statewide Transportation Improvement Program(STIP)Grant to be administered by
the Oregon Department of Transportation.
Operations and Maintenance Impact: Increased pavement area and striping maintenance,reduced bridge maintenance.
Total Project Cost: $5,490,000
City of Tigard Project Cost: $1,978,500
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 2,500 20,000 80,000 70,000 35,000 0 0 0 207,500
Total Internal 2,500 20,000 80,000 70,000 35,000 0 0 0 207,500
External Expenses
Land/Right of Way 0 0 0 130,000 0 0 0 0 130,000
Acquisition
Design and Engineering 0 125,000 250,000 100,000 30,000 0 0 0 505,000
Construction 0 0 0 510,000 365,000 0 0 0 875,000
Environmental Permit 0 0 0 36,000 0 0 0 0 36,000
Compliance
Contingency 0 0 50,000 75,000 100,000 0 0 0 225,000
Total External 0 125,000 300,000 851,000 495,000 0 0 0 1,771,000
Total Project Expense 2,500 145,000 380,000 921,000 530,000 0 0 0 1,978,500
REVENUES
Revenue Funding Source
205-City Gas Tax Fund 2,500 145,000 380,000 921,000 530,000 0 0 0 1,978,500
Total Revenue Funding 2,500 145,000 380,000 921,000 530,000 0 0 0 1,978,500
Total Revenues 2,500 145,000 380,000 921,000 530,000 0 0 0 1,978,500
PAGE 262- CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - STREETS
95060-Tigard Street(Fanno Creek)Bridge Replacement
Project Need:The structure has deteriorated and needs to be replaced.There is a lack of bike lanes on the bridge and sidewalk only on
one side.
Project Description:Replace existing Tigard Street Bridge over Fanno Creek with a new structurally-sound bridge wide enough to
accommodate pedestrians and cyclists(on both sides)along with motor vehicles.Environmental regulations will requite the new bridge to
be significantly higher and longer than the current bridge,which may necessitate some rework of the existing Fanno Creek Trail just west
of the bridge_
Operations and Maintenance Impact: Increased pavement area and striping maintenance,reduced bridge maintenance.
Total Project Cost: $5,105,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 3,700 0 0 0 70,000 50,000 30,000 0 153,700
Total Internal 3,700 0 0 0 70,000 50,000 30,000 0 153,700
External Expenses
Land/Right of Way 0 0 0 0 0 480,000 0 0 480,000
Acquisition
Design and Engineering 0 0 0 0 600,000 460,000 75,000 0 1,135,000
Construction 0 0 0 0 0 1,450,000 1,350,000 0 2,800,000
Environmental Permit 0 0 0 0 0 36,000 0 0 36,000
Compliance
Contingency 0 0 0 0 50,000 250,000 200,000 0 500,000
Total External 0 0 0 0 650,000 2,676,000 1,625,000 0 4,951,000
Total Project Expense 3,700 0 0 0 720,000 2,726,000 1,655,000 0 5,104,700
REVENUES
Revenue Funding Source
200-Gas Tax Fund 3,700 0 0 0 720,000 2,226,000 655,000 0 3,604,700
205-City Gas Tax Fund 0 0 0 0 0 0 500,000 0 500,000
415-Transportation SDC 0 0 0 0 0 500,000 500,000 0 1,000,000
Fund
Total Revenue Funding 3,700 0 0 0 720,000 2,726,000 1,655,000 0 5,104,700
Total Revenues 3,700 0 0 0 720,000 2,726,000 1,655,000 0 5,104,700
CAPITAL IMPROVEMENT PLAN-PAGE 263
CAPITAL IMPROVEMENT PLAN - STREETS
95061-Wall Street/Tech Center Drive Connection
Project Need:There is insufficient public infrastructure and access that limits the value and economic capacity of the area.
Project Description:This project includes the completion of a street system from Tech Center Drive to SW Wall Street.The project
supports development of adjacent undeveloped lands to achieve higher levels of employment.This street segment was divided off from
the Hunziker Industrial Core/Wall Street project#95047 to allow for project phasing and different funding sources.
Project Funding:This project is funded by State Appropriation and a Regional Flexible Funds(RFFA)Freight Grant.
Operations and Maintenance Impact: Significant maintenance needs for new street pavement,striping,lighting,signal and
stormwater facilities.
Total Project Costs: $2,250,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 25,000 35,000 40,000 0 0 0 0 100,000
Total Internal 0 25,000 35,000 40,000 0 0 0 0 100,000
External Expenses
Design and Engineering 0 1,000 209,000 90,000 0 0 0 0 300,000
Construction 0 0 0 1,490,000 0 0 0 0 1,490,000
Environmental Permit 0 0 5,000 0 0 0 0 0 5,000
Compliance
Contingency 0 0 75,000 280,000 0 0 0 0 355,000
Total External 0 1,000 289,000 1,860,000 0 0 0 0 2,150,000
'Total Project Expense 0 26,000 324,000 1,900,000 0 0 0 0 2,250,000
REVENUES
Other Revenue Source
Other-State 0 0 97,000 410,000 0 0 0 0 507,000
Appropriation
Regional flexible Funds 0 26,000 227,000 1,490,000 0 0 0 0 1,743,000
(RFFA)
Total Other Revenue 0 26,000 324,000 1,900,000 0 0 0 0 2,250,000
Total Revenues 0 26,000 324,000 1,900,000 0 0 0 0 2,250,000
PAGE 264- CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - STREETS
95062-City of Tigard Transportation Safety Plan-TSAP Grant
Project Need:The Tigard Transportation Safety Action Plan(TSAP)will identify ways to reduce serious injury and fatal crashes in the
City of Tigard.
Project Description:The project will hire a consultant to review previous years of crash data in the City of Tigard.This data will identify
trends,locations,etc.related to serious injury and fatal crashes.This information will then be used to identify strategies to reduce crashes,
locations to focus on and future projects to apply for grant funding.
Project Funding:This project is partially funded with dollars from a Federal Highway Administration(FHWA)Grant.
Operations and Maintenance Impact: None.
Total Project Cost: $58,000
City of Tigard Project Cost:$7,500
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 5,000 4,500 0 0 0 0 0 9,500
Total Internal 0 5,000 4,500 0 0 0 0 0 9,500
External Expenses
Design and Engineering 0 20,000 47,400 0 0 0 0 0 67,400
Total External 0 20,000 47,400 0 0 0 0 0 67,400
Total Project Expense 0 25,000 51,900 0 0 0 0 0 76,900
REVENUES
Revenue Funding Source
200-Gas Tax Fund 0 5,000 11,700 0 0 0 0 0 16,700
Total Revenue Funding 0 5,000 11,700 0 0 0 0 0 16,700
Other Revenue Source
FHWA Grant 0 20,000 40,200 0 0 0 0 0 60,200
Total Other Revenue 0 20,000 40,200 0 0 0 0 0 60,200
Total Revenues 0 25,000 51,900 0 0 0 0 0 76,900
CAPITAL IMPROVEMENT PLAN-PAGE 265
CAPITAL IMPROVEMENT PLAN - STREETS
95063-Transportation System Plan Update
Project Need:Tigard is required by state administrative rule to have a current transportation plan,which is typically updated every five
years.The most recent transportation plan update was prepared in 2008-09.
Project Description:Conduct appropriate community,traffic and multi-modal transportation analysis.Prepare a draft plan,hold public
meetings and hearings and obtain city council adoption of the final plan.
Operations and Maintenance Impact: None_
Total Project Cost: $230,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 0 25,000 25,000 0 0 0 0 50,000
Total Internal 0 0 25,000 25,000 0 0 0 0 50,000
External Expenses
Design and Engineering 0 0 90,000 90,000 0 0 0 0 180,000
Total External 0 0 90,000 90,000 0 0 0 0 180,000
Total Project Expense 0 0 115,000 115,000 0 0 0 0 230,000
REVENUES
Revenue Funding Source
200-Gas Tax Fund 0 0 115,000 115,000 0 0 0 0 230,000
Total Revenue Funding 0 0 115,000 115,000 0 0 0 0 230,000
Total Revenues 0 0 115,000 115,000 0 0 0 0 230,000
PAGE 266 - CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - STREETS
95064-Frewing Street Sidewalk Infill-CDBG
Project Need:Currently,pedestrians living adjacent to Frewing Street are forced to walk in the roadway.
Project Description:Construct sidewalks,curbs,ADA curb ramps and drainage improvements on Frewing Street between Pacific
Highway and Ash Avenue.Storm drainage work includes repairing an existing outfall and providing inlets to collect street runoff.The
project will result in improved northbound pedestrian access to shopping areas and bus stops on Pacific Highway and southbound access
to the Tigard Civic Center and the Public Library.
Project Funding:This project is contingent upon receipt of a Community Development Block Grant.
Operations and Maintenance Impact: None(or minor)for new sidewalk and additional curbed street to sweep.
Total Project Cost: $484,500
City of Tigard Project Cost: $58,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 0 32,000 11,000 0 0 0 0 43,000
Total Internal 0 0 32,000 11,000 0 0 0 0 43,000
External Expenses
Design and Engineering 0 0 70,000 21,000 0 0 0 0 91,000
Construction 0 0 213,500 72,000 0 0 0 0 285,500
Environmental Permit 0 0 5,000 0 0 0 0 0 5,000
Compliance
Contingency 0 0 45,000 15,000 0 0 0 0 60,000
Total External 0 0 333,500 108,000 0 0 0 0 441,500
Total Project Expense 0 0 365,500 119,000 0 0 0 0 484,500
REVENUES
Revenue Funding Source
200-Gas Tax Fund 0 0 37,500 20,500 0 0 0 0 58,000
Total Revenue Funding 0 0 37,500 20,500 0 0 0 0 58,000
Other Revenue Source
Community Development 0 0 328,000 98,500 0 0 0 0 426,500
Block Grant
Total Other Revenue 0 0 328,000 98,500 0 0 0 0 426,500
Total Revenues 0 0 365,500 119,000 0 0 0 0 484,500
CAPITAL IMPROVEMENT PLAN-PAGE 267
CAPITAL IMPROVEMENT PLAN - STREETS
97017-Main Street Green Street Retrofit(Phase 2)
Project Need:Complete the last phase of Main Street Green Street improvements.This phase is from the railroad tracks north to
Scoffins Street.
Project Description:The project will extend the improvements completed during Phase 1 to the improvements completed with the
Pacific Highway/Main Street/Greenburg Road project.Improvements include new sidewalks,new asphaltic concrete and the
collection and treatment of stormwater runoff using low impact development approaches(LIDA).The project will result in the entire
length of Main Street constructed with green street features.
Project Funding:This project is partially funded by TriMet and Urban Renewal Funds.
Operations and Maintenance Impact: Significant impact for maintenance of new green street stormwater facilities.Pavement upgrade
may reduce pavement maintenance costs.
Total Project Cost: $2,659,000
City of Tigard Project Cost: $1,923,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 14,500 40,000 100,000 50,000 0 0 0 0 204,500
Total Internal 14,500 40,000 100,000 50,000 0 0 0 0 204,500
External Expenses
Design and Engineering 500 40,000 530,000 100,000 0 0 0 0 670,500
Construction 0 0 1,030,000 479,000 0 0 0 0 1,509,000
Contingency 0 0 275,000 0 0 0 0 0 275,000
Total External 500 40,000 1,835,000 579,000 0 0 0 0 2,454,500
Total Project Expense 15,000 80,000 1,935,000 629,000 0 0 0 0 2,659,000
REVENUES
Revenue Funding Source
200-Gas Tax Fund 11,000 43,000 1,055,000 201,000 0 0 0 0 1,310,000
205-City Gas Tax Fund 1,000 37,000 480,000 95,000 0 0 0 0 613,000
Total Revenue Funding 12,000 80,000 1,535,000 296,000 0 0 0 0 1,923,000
Other Revenue Source
TriMet 0 0 300,000 233,000 0 0 0 0 533,000
Urban Renewal Capital 3,000 0 100,000 100,000 0 0 0 0 203,000
Improvement
Total Other Revenue 3,000 0 400,000 333,000 0 0 0 0 736,000
'Total Revenues 15,000 80,000 1,935,000 629,000 0 0 0 0 2,659,000
PAGE 268 - CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - PARKS
HART on
Projects 92017,92026,92053,92056 and 92058 are city wide. I GARDEN HOME HD
Projects 92046 and 92057 cover 4 segments of the Fanno Creek Trail. t
I �O
"1,.. P o` ,.__.--------CT--
, __�5 t
r W ]
�� BROCKMAN ST i^4- i} ~ 1- --
1 r�,� l
m 92035 1��
• ■■
WEIR RD- cc
12 Greemn,yt�rk } Grove i `.
_ / - 2 r deme. �
® �:
.-. L. ER Y
HD
I 014111 ' 9• �...
r'Z S y is ti, z° ,,,_ ow r '
f�� ; ...� ��] 9201mm R t m L 1 °
E — At M: .• "UmPa 92034 o F , m
„.,-" ' ‘nik,.._110211/k 11U,1 / : "41140711k ' 540u• . IN pP
' ill t 1: eptINIPIA •21.1.qFN.AaS- 4ir
ill-
II S Lit 5 ill l� i t p M . y0i (,L � �( � H �1.14 ` i +YC� a � i RD • �
92054 ' � ryi
waits' 11 l
RE ST 6i. l i r MCD NA_
O .7)a. ._7:41411111 _,Jt J � �El•NIT RD
i ' T4
3 = i R
o- - IL Wit011141101001111 Mini
alp
-Es %SOL '-
left.- . --- -'
°r �� iii ` �_ 11%. 95057
1 all
}I EE .t�� l r D •
1 f A
0 le
/ :1111111-mow
) , . """���;;;��, 4
CD 0i,.! Amoi,
r, 4 rAoJ
- - TUALATIN RD �� v
i
q.
i'M\
ONES FE}L 07 N :ERGST 1.
IIMITIPCIPPAMIV
traitkry
Ird r I G*DIPIA,P5
E - ���AF i The City of Tigard N - ��
*,� ! ,L� • Project Locations . .
j_E-'
__,-- - n
7 o � IIII aI El Tigard City Limits TIGARD
TllA A /.� 0 0.5 1
-z
Miles
City of Tigard Recommended Capital Improvement Plan FY 2020-25
CAPITAL IMPROVEMENT PLAN -PAGE 269
CAPITAL IMPROVEMENT PLAN - PARKS
YTD Projected
Projct No. Project Name ' 2019 2020 2021 '2022 2023 2024 2025 Total
18CIP-12 Steve Street Park and Trail 0 0 0 72,000 800,000 0 0 872,000
92016 Dirksen Nature Park-Overall 25,000 30,000 30,000 30,000 30,000 30,000 30,000 205,000
Project
92016-02 Dirksen Nature Park-Oak 80,000 10,000 0 0 0 0 0 90,000
Savanna Restoration
92016-07 Dirksen Nature Park- 0 0 0 20,000 585,000 0 0 605,000
Community Trail
92016-08 Dirksen Nature Park-Off-Street 0 0 125,000 305,000 0 0 0 430,000
Parking Lot
92016-09 Dirksen Nature Park-Small 0 0 0 0 0 207,000 0 207,000
Nature Play Area(Parking Area
on Tigard St.)
92016-13 Dirksen Nature Park-Wetland 0 405,000 0 0 0 0 0 405,000
Boardwalk and Walkway
92017 Tree Canopy Replacement 80,000 140,000 150,000 150,000 150,000 150,000 150,000 970,000
Program
92026 Park Land Acquisition 645,000 2,000 000 2,000,000 0 0 0 0 4,645,000
92034 Tigard Street Heritage Trail& 284,500 875,000 0 0 0 0 0 1,159,500
Public Space(Tigard St./Main
to Tiedeman)
92034-01 Heritage Trail/Rotary Plaza 30,500 135,500 0 0 0 0 0 166,000
Restroom
92034-02 Heritage Trail Outdoor Museum 92,666 104,000 0 0 0 0 0 196,666
92035 City of Tigard/Metzger School 82,500 100,000 0 0 0 0 0 182,500
Park Development-Phase 1
92046 Fanno Creek Trail Connection 244,000 335,000 375,000 315,000 0 0 0 1,269,000
(RFFA Grant)
92053 Parks Major Maintenance 250,000 250,000 250,000 250,000 250,000 250,000 250,000 1,750,000
92056 Park System Master Plan Update 50,000 220,000 0 0 0 0 0 270,000
92057 Fanno Creek Trail Amenities 40,000 80,000 250,000 360,000 0 0 0 730,000
92058 City of Tigard/Tigard-Tualatin 0 25,000 25,000 25,000 25,000 25,000 25,000 150,000
School District Park
Development Program
92059 Universal Plaza 0 950,000 2,660,000 440,000 0 0 0 4,050,000
95057 Fanno Creek Trail Alignment 135,000 70,000 0 0 0 0 0 205,000
Study(Bonita Road to Tualatin
River)
Total Funded 2,039,166 5,729,500 5,865,000 1,967,000 1,840 000 662,000 455,000 18,557,666
PAGE 270 - CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - PARKS
18CIP-12-Steve Street Park and Trail
Project Need:This project involves the design,construction and installation of a neighborhood park in an area lacking in parks.The
park property was purchased with funding from the 2010 park bond,but no funding was identified to develop the park.The trail through
the park will connect small neighborhoods and allow better pedestrian access through the area.
Project Descriptions:Preliminary planning was done in 2014 and a concept plan was developed for a future park.This project will
construct a trail through the park connecting Steve Street and SW 84th Avenue allowing better pedestrian access.The park development
also includes a community garden,a play structure and an open grass lawn area for play.Some of the work will involve improving the
turnaround at the end of 84th Avenue,allowing for better visibility into the area.The city will pursue grant opportunities.
Operations and Maintenance Impact: Will add a new park and require additional staff and equipment resources.
Total Project Cost: $872,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 0 0 0 22,000 75,000 0 0 97,000
Total Internal 0 0 0 0 22,000 75,000 0 0 97,000
External Expenses
Project Estimate 0 0 0 0 50,000 625,000 0 0 675,000
Contingency 0 0 0 0 0 100,000 0 0 100,000
Total External 0 0 0 0 50,000 725,000 0 0 775,000
Total Project Expense 0 0 0 0 72,000 800,000 0 0 872,000
REVENUES
Revenue Funding Source
425-Parks SDC Fund 0 0 0 0 72,000 800,000 0 0 872,000
Total Revenue Funding 0 0 0 0 72,000 800,000 0 0 872,000
Total Revenues 0 0 0 0 72,000 800,000 0 0 872,000
CAPITAL IMPROVEMENT PLAN-PAGE 271
CAPITAL IMPROVEMENT PLAN - PARKS
92016-Dirksen Nature Park-Overall Project
Project Need:Dirksen Nature Park is a 48-acre community park that is being developed over several years with an emphasis on
environmental education and community social activities.
Project Description:The majority of the property will remain a natural area,with approximately 35 acres protected under a conservation
easement.This part of the project provides budget to apply for grants,oversee coordination between all site construction projects and
create interpretive and wayfinding elements for the park.The priority will be balancing the expanded use of the park for public benefit
while restoring and maintaining the unique historic natural features of the site.This project supports the vision statement in Tigard's
Strategic Plan:"The most walkable community in the Pacific Northwest..."
Operations and Maintenance Impact: Overall,the park will have substantial cost impact and will require additional staff and
equipment resources.See details in specific project descriptions.
Total Project Cost: $4,641,500(Actual costs through FY 2017-18 include the purchase of the park)
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 194,500 10,000 15,000 15,000 15,000 15,000 15,000 15,000 294,500
Total Internal 194,500 10,000 15,000 15,000 15,000 15,000 15,000 15,000 294,500
External Expenses
Land/Right of Way 3,638,000 0 0 0 0 0 0 0 3,638,000
Acquisition
Design and Engineering 604,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 709,000
Total External 4,242,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 4,347,000
Total Project Expense 4,436,500 25,000 30,000 30,000 30,000 30,000 30,000 30,000 4,641,500
REVENUES
Revenue Funding Source
260-Urban Forestry Fund 43,000 0 0 0 0 0 0 0 43,000
421-Parks Bond Fund 3,955,000 0 0 0 0 0 0 0 3,955,000
425-Parks SDC Fund 394,500 25,000 30,000 30,000 30,000 30,000 30,000 30,000 599,500
510-Stormwater Fund 44,000 0 0 0 0 0 0 0 44,000
Total Revenue Funding 4,436,500 25,000 30,000 30,000 30,000 30,000 30,000 30,000 4,641,500
Total Revenues 4,436,500 25,000 30,000 30,000 30,000 30,000 30,000 30,000 4,641,500
PAGE 272- CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - PARKS
92016-02-Dirksen Nature Park-Oak Savanna Restoration
Project Need:Nine acres of Dirksen Nature Park houses remnant Oregon white oak populations.This area is being restored to an oak
savanna to be used for education and enjoyment by the public.
Project Description:Restoration includes removal of non-native plant species;planting and establishing native grasses,wildflowers,
shrubs and oak trees.A walking trail through the savanna is lined with rustic buck and pole fencing made from trees taken down as part
of the restoration process.This will continue through FY 2018-19 with transition to Operations occurring in FY 2019-20.Approximately
85%of the oak savanna is a large wetland that receives water from the surrounding neighborhood.Restoration of this savanna will
improve stormwater quality in the area.
Project Funding:This project provides some of the required match for the Metro Nature in Neighborhood Grant.
Operations and Maintenance Impact: The oak savanna will require long-term maintenance to be managed by Parks. It will likely be
most effective to utilize outside contractors for oak savanna maintenance work.
Total Project Cost: $241,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 14,500 10,000 10,000 0 0 0 0 0 34,500
Total Internal 14,500 10,000 10,000 0 0 0 0 0 34,500
External Expenses
Design and Engineering 136,500 70,000 0 0 0 0 0 0 206,500
Total External 136,500 70,000 0 0 0 0 0 0 206,500
Total Project Expense 151,000 80,000 10,000 0 0 0 0 0 241,000
REVENUES
Revenue Funding Source
260-Urban Forestry Fund 133,000 70,000 8,900 0 0 0 0 0 211,900
510-Stormwater Fund 13,500 10,000 1,100 0 0 0 0 0 24,600
530-Water Fund 4,500 0 0 0 0 0 0 0 4,500
Total Revenue Funding 151,000 80,000 10,000 0 0 0 0 0 241,000
Total Revenues 151,000 80,000 10,000 0 0 0 0 0 241,000
CAPITAL IMPROVEMENT PLAN-PAGE 273
CAPITAL IMPROVEMENT PLAN - PARKS
92016-07-Dirksen Nature Park-Community Trail
Project Need:The meandering sidewalk will serve a dual purpose,providing a pedestrian sidewalk adjacent to Tigard Street and
providing a portion of the planned Summer Creek Trail,a community recreation trail noted in the 2011 Tigard Greenway Trail System
Master Plan that connects to the existing Fanno Greenway Trail network.
Project Description:This project will construct a 10-foot-wide,multi-use pathway that is part of the Summer Creek trail identified in
the city's Trails Master Plan.Improvements will extend from the western end of the property and terminate just before the Tigard Street
Bridge.
Operations and Maintenance Impact: Additional cost for pavement maintenance and vegetation control.
Total Project Cost: $605,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 0 0 0 20,000 40,000 0 0 60,000
Total Internal 0 0 0 0 20,000 40,000 0 0 60,000
External Expenses
Design and Engineering 0 0 0 0 0 22,000 0 0 22,000
Construction 0 0 0 0 0 436,000 0 0 436,000
Contingency 0 0 0 0 0 87,000 0 0 87,000
Total External 0 0 0 0 0 545,000 0 0 545,000
Total Project Expense 0 0 0 0 20,000 585,000 0 0 605,000
REVENUES
Revenue Funding Source
425-Parks SDC Fund 0 0 0 0 20,000 585,000 0 0 605,000
Total Revenue Funding 0 0 0 0 20,000 585,000 0 0 605,000
Total Revenues 0 0 0 0 20,000 585,000 0 0 605,000
PAGE 274- CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - PARKS
92016-08-Dirksen Nature Park-Off-Street Parking Lot
Project Need:Dirksen Nature Park is expected to rise in popularity and attract increasing numbers of users. This project will provide
parking for visitors and those driving to enjoy the Fanno Greenway Trail.
Project Description:Construction of a parking lot adjacent to Tigard Street.Amenities include a 5-foot wide perimeter sidewalk,
landscaping,irrigation and lighting.This project will complete design of the Tigard Street edge of the park and prepare bid documents for
the Parking Lot,the Community Trail and the Small Nature Play area.
Operations and Maintenance Impact: Additional cost for maintenance of parking lot and amenities.
Total Project Cost: $430,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 0 0 30,000 30,000 0 0 0 60,000
Total Internal 0 0 0 30,000 30,000 0 0 0 60,000
External Expenses
Design and Engineering 0 0 0 75,000 0 0 0 0 75,000
Construction 0 0 0 0 250,000 0 0 0 250,000
Contingency 0 0 0 20,000 25,000 0 0 0 45,000
Total External 0 0 0 95,000 275,000 0 0 0 370,000
Total Project Expense 0 0 0 125,000 305,000 0 0 0 430,000
REVENUES
Revenue Funding Source
425-Parks SDC Fund 0 0 0 125,000 305,000 0 0 0 430,000
Total Revenue Funding 0 0 0 125,000 305,000 0 0 0 430,000
Total Revenues 0 0 0 125,000 305,000 0 0 0 430,000
CAPITAL IMPROVEMENT PLAN-PAGE 275
CAPITAL IMPROVEMENT PLAN - PARKS
92016-09-Dirksen Nature Park-Small Nature Play Area(Parking Area on Tigard St.)
Project Need:This project will protect Dirksen Nature Park's more sensitive lands by providing one of two active play areas that will
allow intensive outdoor play outside of natural resource areas.
Project Description:Construct a nature play area adjacent to the future off-street parking area on Tigard Street.This small play area is
intended to provide an area for younger children to freely play without disturbing the natural features of the park.Located near parking,it
will not require a long walk.
Operations and Maintenance Impact: Additional cost for maintenance of play features and surfacing.
Total Project Cost: $207,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 0 0 0 0 0 35,000 0 35,000
Total Internal 0 0 0 0 0 0 35,000 0 35,000
External Expenses
Project Estimate 0 0 0 0 0 0 172,000 0 172,000
Total External 0 0 0 0 0 0 172,000 0 172,000
Total Project Expense 0 0 0 0 0 0 207,000 0 207,000
REVENUES
Revenue Funding Source
425-Parks SDC Fund 0 0 0 0 0 0 207,000 0 207,000
Total Revenue Funding 0 0 0 0 0 0 207,000 0 207,000
Total Revenues 0 0 0 0 0 0 207,000 0 207,000
PAGE 276 - CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - PARKS
92016-13-NEW FY20 Dirksen Nature Park-Wetland Boardwalk and Walkway
Project Need:As an educational resource,the elevated boardwalk will allow park users an up-close and personal look at the Fanno
Greenway floodplain.A paved pedestrian walkway is needed to connect the school to the park and the Fanno Greenway Trail.Both the
wetland boardwalk and walkway were previously removed from CIP#92016-01 and#92016-05 due to budget constraints.
Project Description: The elevated wetland boardwalk will be centrally-located in the park extending from the Fanno Greenway Trail
into the Fanno Greenway floodplain.The boardwalk surface will consist of galvanized steel grating.The walkway will be an 8-foot-wide
hard surface pathway from Summer Creek Bridge at Fowler Middle School to the Fanno Greenway Trail.
Operations and Maintenance Impact: Additional costs for boardwalk and trail surfaces maintenance.
Total Project Cost: $405,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 0 34,000 0 0 0 0 0 34,000
Total Internal 0 0 34,000 0 0 0 0 0 34,000
External Expenses
Design and Engineering 0 0 14,000 0 0 0 0 0 14,000
Construction 0 0 322,000 0 0 0 0 0 322,000
Contingency 0 0 35,000 0 0 0 0 0 35,000
Total External 0 0 371,000 0 0 0 0 0 371,000
Total Project Expense 0 0 405,000 0 0 0 0 0 405,000
REVENUES
Revenue Funding Source
425-Parks SDC Fund 0 0 405,000 0 0 0 0 0 405,000
Total Revenue Funding 0 0 405,000 0 0 0 0 0 405,000
Total Revenues 0 0 405,000 0 0 0 0 0 405,000
CAPITAL IMPROVEMENT PLAN-PAGE 277
CAPITAL IMPROVEMENT PLAN - PARKS
92017-Tree Canopy Replacement Program
Project Need:Replaces and adds tree canopy along stream corridors,school grounds,streets or other locations.
Project Description:The Tree Canopy Replacement Program is funded by developers who remove trees and pay a fee m lieu of
planting required trees.This project plants replacement trees for large trees lost due to damage,disease and other circumstances.Trees
are planted citywide where additional tree canopy is needed.This also funds the Free Street Tree Program in which Tigard residents may
request free tree(s).Throughout the fall and winter,the city will deliver and plant these trees.Funds can be used to maintain plantings
during the establishment period when additional care is needed.
Operations and Maintenance Impact: Little or no impact.
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
External Expenses
Construction 0 80,000 140,000 150,000 150,000 150,000 150,000 150,000 970,000
Total External 0 80,000 140,000 150,000 150,000 150,000 150,000 150,000 970,000
Total Project Expense 0 80,000 140,000 150,000 150,000 150,000 150,000 150,000 970,000
REVENUES
Revenue Funding Source
260-Urban Forestry Fund 0 80,000 140,000 150,000 150,000 150,000 150,000 150,000 970,000
Total Revenue Funding 0 80,000 140,000 150,000 150,000 150,000 150,000 150,000 970,000
Total Revenues 0 80,000 140,000 150,000 150,000 150,000 150,000 150,000 970,000
PAGE 278 - CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - PARKS
92026-Park Land Acquisition
Project Need:This funding is needed to identify,investigate,purchase and develop park land.
Project Description:Identify,acquire and develop park land.Funding is to purchase new park land including two community parks in
River Terrace.Additional park land furthers the city's goal of providing a wide variety of recreational opportunities for new and existing
residents through a diverse system of parks,trails and open spaces.Parks and properties that have been purchased as a result of the bond
include:Summer Creek#1 and#2(Dirksen Nature Park),Potso,Sunrise,Bull Mountain,Fields,Eiswerth,Sagan,Steve Street and
Lasich.Once the Park Bond Funds are expended,funding will come from Parks Systems Development Charges(SDCs)and other
funding sources.
Operations and Maintenance Impact:Minor impact for low level maintenance of purchased,undeveloped lands.
Total Project Cost:$5,536,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
External Expenses
Land/Right of Way 891,000 645,000 2,000,000 2,000,000 0 0 0 0 5,536,000
Acquisition
Total External 891,000 645,000 2,000,000 2,000,000 0 0 0 0 5,536,000
Total Project Expense 891,000 645,000 2,000,000 2,000,000 0 0 0 0 5,536,000
REVENUES
Revenue Funding Source
421-Parks Bond Fund 569,000 645,000 889,000 0 0 0 0 0 2,103,000
425-Parks SDC Fund 322,000 0 1,111,000 2,000,000 0 0 0 0 3,433,000
Total Revenue Funding 891,000 645,000 2,000,000 2,000,000 0 0 0 0 5,536,000
Total Revenues 891,000 645,000 2,000,000 2,000,000 0 0 0 0 5,536,000
CAPITAL IMPROVEMENT PLAN-PAGE 279
CAPITAL IMPROVEMENT PLAN - PARKS
92034-Tigard Street Heritage Trail&Public Space(Tigard St./Main to Tiedeman)
Project Need:A safe,off-street biking and walking commuter route along Tigard Street from Main Street to Tiedeman Avenue.
Project Description:The Tigard Street Heritage Trail uses a three-quarter-mile inactive rail corridor parallel to Tigard Street.The city
signed a lease for use of the corridor to design and construct a bike/pedestrian path and amenities.This project is related to a FY 2015-16
Lighter Quicker Cheaper project which used porous paving material to create a pathway in advance of the full project.The temporary
porous asphalt will be replaced with a finished surface treatment,lighting,landscaping,fencing and cultural amenities as budget allows.
The trail makes a connection to downtown Tigard and supports an emerging small plaza between the Tigard Chamber of Commerce
building and the rail line in downtown Tigard.At Grant Avenue,the trail will provide for a connection leading to the Farina Creek
regional trail and Woodard Park.The trail is being designed to celebrate local heritage and act as a"pedestrian boulevard"with historic
and cultural landmarks.This supports the vision statement in the City of Tigard's Strategic Plan:"The most walkable community in the
Pacific Northwest..."
Project Funding:The city was awarded a Connect Oregon VI Grant,which will fund a portion of the project.The grant will be
supplemented by a match from Washington County,Urban Renewal Funds and city match from Parks System Development Charges
(SDCs).
Operations and Maintenance Impact: Significant impacts for trail and plaza operations/maintenance and future artwork maintenance.
Total Project Cost: $1,475,000
City of Tigard Project Cost: $295,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 93,500 50,000 40,000 0 0 0 0 0 183,500
Total Internal 93,500 50,000 40,000 0 0 0 0 0 183,500
External Expenses
Public Involvement 3,000 0 0 0 0 0 0 0 3,000
Design and Engineering 219,000 54,500 10,000 0 0 0 0 0 283,500
Construction 0 180,000 710,000 0 0 0 0 0 890,000
Contingency 0 0 115,000 0 0 0 0 0 115,000
Total External 222,000 234,500 835,000 0 0 0 0 0 1,291,500
Total Project Expense 315,500 284,500 875,000 0 0 0 0 0 1,475,000
REVENUES
Revenue Funding Source
421-Parks Bond Fund 42,500 0 0 0 0 0 0 0 42,500
425-Parks SDC Fund 112,000 80,500 60,000 0 0 0 0 0 252,500
Total Revenue Funding 154,500 80,500 60,000 0 0 0 0 0 295,000
Other Revenue Source
Connect Oregon VI Grant 0 140,000 560,000 0 0 0 0 0 700,000
Urban Renewal Capital 45,000 39,000 156,000 0 0 0 0 0 240,000
Improvement
Washington County 116,000 25,000 99,000 0 0 0 0 0 240,000
MSTIP
Total Other Revenue 161,000 204,000 815,000 0 0 0 0 0 1,180,000
Total Revenues 315,500 284,500 875,000 0 0 0 0 0 1,475,000
PAGE 280 - CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - PARKS
92034-01-Heritage Trail/Rotary Plaza Restroom
Project Need:This project will construct a public restroom as part of the Tigard Street Heritage Trail/Rotary Plaza.Public restrooms in
public gathering spaces are an identified Public Facility Project in the City Center Urban Renewal Plan.
Project Description:Construction of a public restroom which will be an amenity for the plaza/trail and for visitors to downtown
Tigard.
Project Funding:Urban Renewal funding will pay for the purchase and construction of the restroom.
Operations and Maintenance Impact: Increased staffing and materials needs for restroom maintenance.
Total Project Cost: $166,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 5,500 5,000 0 0 0 0 0 10,500
Total Internal 0 5,500 5,000 0 0 0 0 0 10,500
External Expenses
Construction 0 20,000 113,500 0 0 0 0 0 133,500
Contingency 0 5,000 17,000 0 0 0 0 0 22,000
Total External 0 25,000 130,500 0 0 0 0 0 155,500
Total Project Expense 0 30,500 135,500 0 0 0 0 0 166,000
REVENUES
Other Revenue Source
Urban Renewal Capital 0 30,500 135,500 0 0 0 0 0 166,000
Improvement
Total Other Revenue 0 30,500 135,500 0 0 0 0 0 166,000
Total Revenues 0 30,500 135,500 0 0 0 0 0 166,000
CAPITAL IMPROVEMENT PLAN-PAGE 281
CAPITAL IMPROVEMENT PLAN - PARKS
92034-02-Heritage Trail Outdoor Museum
Project Need:The council has set a goal to make downtown Tigard a place people want to be.To that end,key place-making elements
are needed.This project meets that need by adding artwork along the Tigard Street Heritage Trail.
Project Description:Historic interpretive elements and three major artworks will be designed,constructed and installed along the
Tigard Street Heritage Trail.
Project Funding:This project is funded by a National Endowment for the Arts(NEA)Our Town Grant,the Tigard Downtown
Alliance with a Washington County Visitors Association(VCVA)Grant and Transient Lodging Tax Fund.
Operations and Maintenance Impact: Expect maintenance needs for artwork.
Total Project Cost: $197,000
City of Tigard Project Cost: $87,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 1,000 500 0 0 0 0 0 1,500
Total Internal 0 1,000 500 0 0 0 0 0 1,500
External Expenses
Design and Engineering 0 91,666 103,500 0 0 0 0 0 195,166
Total External 0 91,666 103,500 0 0 0 0 0 195,166
Total Project Expense 0 92,666 104,000 0 0 0 0 0 196,666
REVENUES
Revenue Funding Source
210-Transient Lodging 0 34,666 52,000 0 0 0 0 0 86,666
Tax Fund
Total Revenue Funding 0 34,666 52,000 0 0 0 0 0 86,666
Other Revenue Source
National Endowment for 0 23,000 52,000 0 0 0 0 0 75,000
the Arts
Washington County 0 35,000 0 0 0 0 0 0 35,000
Visitors Assoc.
Total Other Revenue 0 58,000 52,000 0 0 0 0 0 110,000
Total Revenues 0 92,666 104,000 0 0 0 0 0 196,666
PAGE 282- CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - PARKS
92035-City of Tigard/Metzger School Park Development-Phase 1
Project Need:The Metzger area of Tigard is a parks-deficient neighborhood lacking infrastructure including sidewalks and recreational
facilities.An agreement with the Tigard-Tualatin School District(i TSD)and a lengthy community planning process led to the Metzger
School Park Master Plan,which,when built,will help address these inequities. Metzger School is the first school district facility
scheduled for improvements under the 2014 agreement with TTSD.
Project Description:Phase 1 of the Master Plan implementation is construction of an artificial soccer field and will include the first
phase of an art project to beautify the chain link fence around the park and provide gateway entrances.
Project Funding:This phase will be financed through a public-private partnership with a non-profit artificial turf field developer.This
partnership will assign field usage time allocations for the school district,the community and local sports clubs.
Operations and Maintenance Impact:Significant impacts for maintenance of fields and park land.
Total Project Cost: $800,000
City of Tigard Project Cost:$226,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
External Expenses
Design and Engineering 43,500 82,500 100,000 0 0 0 0 0 226,000
Total External 43,500 82,500 100,000 0 0 0 0 0 226,000
Total Proj.ect Expense 43,500 82,500 100,000 0 0 0 0 0 226,000
REVENUES
Revenue Funding Source
425-Parks SDC Fund 43,500 82,500 100,000 0 0 0 0 0 226,000
Total Revenue Funding 43,500 82,500 100,000 0 0 0 0 0 226,000
Total Revenues 43,500 82,500 100,000 0 0 0 0 0 226,000
CAPITAL IMPROVEMENT PLAN-PAGE 283
CAPITAL IMPROVEMENT PLAN - PARKS
92046-Fanno Creek Trail Connection(RFFA Grant)
Project Need:Construct segments of the Fanno Creek Regional Trail.
Project Description:This project constructs or improves four segments of the Fanno Creek Trail.Segment 1 -Grant Avenue to
Woodard Park;Segment 2-Ash Avenue to Hall Boulevard;Segment 3-City Library to Bonita Road;Segment 4-85th Avenue(south of
Durham Road)to the Tualatin River.All segments of the Fanno Creek Trail within Tigard will be complete except for the segment from
Bonita Road to the City of Durham.This supports the vision statement in the City of Tigard's Strategic Plan:"The most walkable
community in the Pacific Northwest..."
Project Funding:Project delivery is being managed through the Oregon Department of Transportation,who is administering the
$4,350,000 Regional Flexible Funds(RFFA)Grant
Operations and Maintenance Impact: Increased costs for new pavement,bridges,boardwalks and trail-side vegetation maintenance.
Total Project Cost: $6,000,000
City of Tigard Project Cost: $1,535,500
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 121,000 70,000 75,000 75,000 40,000 0 0 0 381,000
Total Internal 121,000 70,000 75,000 75,000 40,000 0 0 0 381,000
External Expenses
Land/Right of Way 0 100,000 0 0 0 0 0 0 100,000
Acquisition
Design and Engineering 145,500 34,000 0 0 0 0 0 0 179,500
Construction 0 0 150,000 150,000 100,000 0 0 0 400,000
Environmental Permit 0 0 0 0 25,000 0 0 0 25,000
Compliance
Contingency 0 40,000 110,000 150,000 150,000 0 0 0 450,000
Total External 145,500 174,000 260,000 300,000 275,000 0 0 0 1,154,500
Total Project Expense 266,500 244,000 335,000 375,000 315,000 0 0 0 1,535,500
REVENUES
Revenue Funding Source
415-Transportation SDC 0 100,000 185,000 150,000 65,000 0 0 0 500,000
Fund
425-Parks SDC Fund 250,500 144,000 150,000 225,000 250,000 0 0 0 1,019,500
510-Stormwater Fund 16,000 0 0 0 0 0 0 0 16,000
Total Revenue Funding 266,500 244,000 335,000 375,000 315,000 0 0 0 1,535,500
Total Revenues 266,500 244,000 335,000 375,000 315,000 0 0 0 1,535,500
PAGE 284- CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - PARKS
92053-Parks Major Maintenance Program
Project Need:Tigard has more acres of park land per capita than the national average;yet we spend significantly less per acre than
average for maintenance.This means Tigard has a backlog of park facilities in need of improvement or replacement.Major items like
trail,bridge or playground replacements and improvements cannot be completed with existing fonds.
Project Description:This program funds limited parks major maintenance and improvement projects including large-scale technical
work and repair.These include replacement or improvement of amenities like trails,bridges,irrigation systems and buildings.Priority is
on urgent repairs and life-safety concerns.
Operations and Maintenance Impact: None.May slightly reduce some ongoing maintenance costs by repairing and replacing older
park features.
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 40,000 40,000 40,000 40,000 40,000 40,000 40,000 280,000
Total Internal 0 40,000 40,000 40,000 40,000 40,000 40,000 40,000 280,000
External Expenses
Project Estimate 0 210,000 210,000 210,000 210,000 210,000 210,000 210,000 1,470,000
Total External 0 210,000 210,000 210,000 210,000 210,000 210,000 210,000 1,470,000
Total Project Expense 0 250,000 250,000 250,000 250,000 250,000 250,000 250,000 1,750,000
REVENUES
Revenue Funding Source
425-Parks SDC Fund 0 250,000 250,000 250,000 250,000 250,000 250,000 250,000 1,750,000
Total Revenue Funding 0 250,000 250,000 250,000 250,000 250,000 250,000 250,000 1,750,000
Total Revenues 0 250,000 250,000 250,000 250,000 250,000 250,000 250,000 1,750,000
CAPITAL IMPROVEMENT PLAN-PAGE 285
CAPITAL IMPROVEMENT PLAN - PARKS
92056-Park System Master Plan Update
Project Need:The city's Park System Master Plan will be due for an update.The current Park System Master Plan was completed in
2009 with an Addendum adopted in 2014 to include River Terrace.The plan is critical to identify,prioritize and guide parks and trails
development across the city through 2030.The plan will respond to the recreational needs of an expanding urban growth boundary.
Project Description:The Park System Master Plan Update will examine existing parks system facilities,programs and services.
Community involvement and public input will be a critical component of the process that will help determine the current and future
parks and recreation service levels.The updated plan will include a conditions assessment and prioritize the needs and desires for
upgrading and creating new facilities and services.
Operations and Maintenance Impact: None from the plan.Future park improvements will have impacts.
Total Project Cost: $270,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 20,000 20,000 0 0 0 0 0 40,000
Total Internal 0 20,000 20,000 0 0 0 0 0 40,000
External Expenses
Design and Engineering 0 30,000 180,000 0 0 0 0 0 210,000
Contingency 0 0 20,000 0 0 0 0 0 20,000
Total External 0 30,000 200,000 0 0 0 0 0 230,000
Total Project Expense 0 50,000 220,000 0 0 0 0 0 270,000
REVENUES
Revenue Funding Source
425-Parks SDC Fund 0 50,000 220,000 0 0 0 0 0 270,000
Total Revenue Funding 0 50,000 220,000 0 0 0 0 0 270,000
Total Revenues 0 50,000 220,000 0 0 0 0 0 270,000
PAGE 286 - CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - PARKS
92057-Fanno Creek Trail Amenities
Project Need:The federally-funded Fanno Creek Trail project CIP#92046 is being managed through ODOT and has a strict project
scope that can include only trail transportation related elements.Supporting aesthetic,interpretive and site furnishing elements are desired
amenities to the project.
Project Description:This locally-funded project will add amenities along the new trail sections such as interpretive signage,overlooks,
benches and artwork to enhance the experience of trail users.
Operations and Maintenance Impact: Increased costs for maintenance of benches,signage and other features.
Total Project Cost: $730,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 20,000 20,000 20,000 20,000 0 0 0 80,000
Total Internal 0 20,000 20,000 20,000 20,000 0 0 0 80,000
External Expenses
Design and Engineering 0 20,000 40,000 40,000 30,000 0 0 0 130,000
Construction 0 0 0 150,000 250,000 0 0 0 400,000
Contingency 0 0 20,000 40,000 60,000 0 0 0 120,000
Total External 0 20,000 60,000 230,000 340,000 0 0 0 650,000
Total Project Expense 0 40,000 80,000 250,000 360,000 0 0 0 730,000
REVENUES
Revenue Funding Source
425-Parks SDC Fund 0 40,000 80,000 250,000 360,000 0 0 0 730,000
Total Revenue Funding 0 40,000 80,000 250,000 360,000 0 0 0 730,000
Total Revenues 0 40,000 80,000 250,000 360,000 0 0 0 730,000
CAPITAL IMPROVEMENT PLAN-PAGE 287
CAPITAL IMPROVEMENT PLAN - PARKS
92058-City of Tigard/Tigard-Tualatin School District Park Development Program
Project Need:The project provides funding for a partnership between the City of Tigard and the Tigard-Tualatin School District
(TTSD)in support of an Intergovernmental Agreement for public use of school property. The partnership allows development of school
property with park-like facilities that benefit Tigard citizens.
Project Description:The Tigard-Tualatin School District has land that could be developed for shared park uses and the Tigard Park
System Master Plan recommends the city fund needed improvements on TTSD sites.The developments would benefit Tigard citizens
and could include projects such as community gardens,improved playing fields or accessible pathways connecting neighborhoods.
Operations and Maintenance Impact: Increased park maintenance needs for field improvements,community gardens,play/exercise
equipment,etc.,varying by site.
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
External Expenses
Design and Engineering 0 0 25,000 25,000 25,000 25,000 25,000 25,000 150,000
Total External 0 0 25,000 25,000 25,000 25,000 25,000 25,000 150,000
Total Project Expense 0 0 25,000 25,000 25,000 25,000 25,000 25,000 150,000
REVENUES
Revenue Funding Source
425-Parks SDC Fund 0 0 25,000 25,000 25,000 25,000 25,000 25,000 150,000
Total Revenue Funding 0 0 25,000 25,000 25,000 25,000 25,000 25,000 150,000
Total Revenues 0 0 25,000 25,000 25,000 25,000 25,000 25,000 150,000
PAGE 288 - CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - PARKS
92059-Universal Plaza
Project Need:A Tigard City Council 2017-19 goal and a City Center Urban Renewal Plan goal is to provide more downtown public
gathering places.
Project Description:The Universal Plaza will provide an important public space amenity in downtown Tigard.It will be constructed on
Town Center Development Agency-owned land and will provide a venue for large events like the Tigard Farmer's Market,Concerts in
the Park and Movies in the Park.The plaza may also feature a splash pad,interpretive artwork and installations,and a connection to the
Fanno Creek Park.
Project Funding:This project is partially funded by the Urban Renewal Fund.
Operations and Maintenance Impact:The plaza will add significant cost increases for maintenance,staffing and programming.
Total Project Cost:$4,050,000
City of Tigard Project Cost:$1,250,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 0 150,000 200,000 50,000 0 0 0 400,000
Total Internal 0 0 150,000 200,000 50,000 0 0 0 400,000
External Expenses
Design and Engineering 0 0 200,000 110,000 20,000 0 0 0 330,000
Construction 0 0 500,000 2,000,000 170,000 0 0 0 2,670,000
Contingency 0 0 100,000 350,000 200,000 0 0 0 650,000
Total External 0 0 800,000 2,460,000 390,000 0 0 0 3,650,000
Total Project Expense 0 0 950,000 2,660,000 440,000 0 0 0 4,050,000
REVENUES
Revenue Funding Source
425-Parks SDC Fund 0 0 380,000 650,000 220,000 0 0 0 1,250,000
Total Revenue Funding 0 0 380,000 650,000 220,000 0 0 0 1,250,000
Other Revenue Source
Urban Renewal Capital 0 0 570,000 2,010,000 220,000 0 0 0 2,800,000
Improvement
Total Other Revenue 0 0 570,000 2,010,000 220,000 0 0 0 2,800,000
Total Revenues 0 0 950,000 2,660,000 440,000 0 0 0 4,050,000
CAPITAL IMPROVEMENT PLAN-PAGE 289
CAPITAL IMPROVEMENT PLAN - PARKS
95057-Farina Creek Trail Alignment Study(Bonita Road to Tualatin River)
Project Need:Complete the Fanno Creek Regional Trail.
Project Description:This final section of the Fanno Creek Trail was originally envisioned as an on-street alignment on SW 74th
Avenue.This study will involve local stakeholders and other partners in evaluating alignment options along Fanno Creek and result in a
recommended trail alignment and supply the information necessary to apply for grant funding for design and construction.This supports
the vision statement in the City of Tigard's Strategic Plan:"The most walkable community in the Pacific Northwest..."
Project Funding:This project is primarily funded by Metro.
Operations and Maintenance Impact: None from the study. Ultimate trail facilities would have significant additional maintenance
funding needs for new trail,bridges and boardwalks.
Total Project Cost: $208,000
City of Tigard Project Cost:$47,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 3,000 25,000 15,000 0 0 0 0 0 43,000
Total Internal 3,000 25,000 15,000 0 0 0 0 0 43,000
External Expenses
Design and Engineering 0 100,000 45,000 0 0 0 0 0 145,000
Contingency 0 10,000 10,000 0 0 0 0 0 20,000
Total External 0 110,000 55,000 0 0 0 0 0 165,000
Total Project Expense 3,000 135,000 70,000 0 0 0 0 0 208,000
REVENUES
Revenue Funding Source
415-Transportation SDC 3,000 20,000 24,000 0 0 0 0 0 47,000
Fund
Total Revenue Funding 3,000 20,000 24,000 0 0 0 0 0 47,000
Other Revenue Source
Metro 0 115,000 46,000 0 0 0 0 0 161,000
Total Other Revenue 0 115,000 46,000 0 0 0 0 0 161,000
Total Revenues 3,000 135,000 70,000 0 0 0 0 0 208,000
PAGE 290 - CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - WATER
+
Projects 96008,96024,96031,96048 and 96051 are city wide. 1i GARDEN ROME RD
Project 96049 is the Willamette Intake Facility Expansion project. {!
Project 96052 is part of the Lake Oswego/Tigard Water Partnership Project. / R9
1
Shyo - �
m os
BROCKMAN ST V 1lIie r _
OJ 11
' C gyres e R
} WEIR RD K Greemwyk ' Grove ,11ii -
Q L` 2 f Mme. y
N ® ri •ti
y RRA RD .q-_ J wi o .—
F ` ,
SOHO`�_____
5 :- r- epi,
Illi � � T� f� ��:
w j� 1 Iii `.l �O
t ,. ., Ifs' .o
rc
Niffillkili 1, iii
t' p �y,_ ‘111_96046
•
I A_
,.,. { , Altilat FirrE imi1 0 6,,
f, f1, r I. a + 1 96050 t �r 0 \:GN
ril
giralitui:i.aveinne )111 . wi ;_dit --PPTAV • A, itd,,,,,,. =I (
kr goir* ilitie.i= ' . le ! ,z____...
PIN �w
y� 96040 ;..\_it} 4 ■MGDONq 'f
ii g
_ ob
..ULLL-IMOIL,-'.�' jIi.ui
_ miagt re 4i N IT RD
grall 1 - will!
, `' 41
96047 Oct
�R- r f 4I ;�T ° 96030 - oft
` , . v�°�
' i m if" f „,„.. , ......„.._.,
., .....
,, ,
0 .
1 L. 4,-E• -Ftu rt. art --Allar 44,6,1=fflisati h
1 IIIX lir' ,.....,
M ' lam41411 wa—itipi
- el y ,_,.....
1 It , -eh* 1P. ''
1.M111 ii 11 ' : . 11140
TUALATIN RD U
4
I r .•
NESS
1- _ ��v / ® N 'ERG ST
Maltriplivrid
TIGAR MAps
=piTri 4� ISA , , The City of Tigard N ��
ivi _., O - Project Locations A 1111 km v-Aiii -
[7 ,. 0s, 1rmi Tigard City Limits TIGARD
H7--
jj1A I
0 0.5 1
Miles
City of Tigard Recommended Capital Improvement Plan FY 2019-24
CAPITAL IMPROVEMENT PLAN-PAGE 291
CAPITAL IMPROVEMENT PLAN - WATER
YTD Projected
Projct No. Project Name
2019 2020 2021 2022 t023 2024 2025 Total
96008 Water Main Line Oversizing 150,000 930,000 550,000 150,000 150,000 150,000 130,000 2,250,000
Program
96024 Waterline Replacement Program 140,000 140,000 140,000 140,000 140,000 140,000 140,000 980,000
96030 Bull Mountain Road Water 0 0 2,215 000 11,960,000 0 0 0 14,175,000
Pipeline
96031 Fire Plow Improvement Program 90,000 90,000 90,000 90,000 90,000 90,000 90,000 630,000
96040 Cach Reservoir and Pump Station 0 380,000 8,900,000 9,000,000 4,674,500 0 0 22,954,500
Design
96046 Red Rock Creek Waterline 84,000 643,500 0 0 0 0 0 727,500
Relocation
96047 Canterbury Pump Station 135,000 304,000 0 0 0 0 0 439,000
96048 Water Master Plan 130,000 258,000 0 0 0 0 0 388,000
96049 Willamette Intake Facility 485,000 119,000 1,190,000 755,500 0 0 0 2,549,500
Expansion
96050 Former Street/121st Avenue 50,000 180,000 1,025,000 0 0 0 0 1,253,000
Valve and Piping Improvements
96051 Water Rate and System 40,000 123,000 0 0 0 0 0 163,000
Development Charge(SDC)Study
96052 Fifth Pump at the River Intake 0 250,000 0 0 0 0 0 250,000
Pump Station(RIPS)
96053 Aquifer Storage and Recovery 0 865,000 5,560,000 0 0 0 0 6,425,000
Well#2 and Well#3
Total Funded 1,304,000 4,304,500 19,670,000 22,095,500 5,054,500 380,000 380,000 53,188,500
PAGE 292- CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - WATER
96008-Water Main Line Oversizing Program
Project Need:Upsize water distribution waterlines.
Project Description:Waterlines that are in need of upsizing are identified in the city's Water System Master Plan or identified during
private development review.The city may elect to upsize water transmission lines that are greater than 12 inches in diameter in
conjunction with ongoing development.Increased transmission lines can result in more efficient water flow,increased fireflow and
provide for potential future growth.
Operations and Maintenance Impact:Minor impact for adding new water lines to inventory.
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 5,000 5,000 5,000 5,000 5,000 5,000 5,000 35,000
Total Internal 0 5,000 5,000 5,000 5,000 5,000 5,000 5,000 35,000
External Expenses
Construction 0 145,000 945,000 545,000 145,000 145,000 145,000 145,000 2,215,000
Total External 0 145,000 945,000 545,000 145,000 145,000 145,000 145,000 2,215,000
Total Project Expense 0 150,000 950,000 550,000 150,000 150,000 150,000 150,000 2,250,000
REVENUES
Revenue Funding Source
530-Water Fund 0 150,000 0 0 0 0 0 0 150,000
531-Water SDC Fund 0 0 950,000 550,000 150,000 150,000 150,000 150,000 2,100,000
Total Revenue Funding 0 150,000 950,000 550,000 150,000 150,000 150,000 150,000 2,250,000
Total Revenues 0 150,000 950,000 550,000 150,000 150,000 150,000 150,000 2,250,000
CAPITAL IMPROVEMENT PLAN-PAGE 293
CAPITAL IMPROVEMENT PLAN - WATER
96024-Waterline Replacement Program
Project Need:Waterlines that are defective or at the end of their service life need to be replaced.Also,at times waterlines need to be
removed and replaced because of roadway improvement projects.
Project Description:As required,waterlines are replaced by Public Works crews or private contractors.Newer waterlines are less prone
to failure and require less maintenance.In addition,fewer leaking pipes will result in reduced"unaccounted for"water loss.
Operations and Maintenance Impact: None.Reduces risk of future water line breaks.
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 20,000 20,000 20,000 20,000 20,000 20,000 20,000 140,000
Total Internal 0 20,000 20,000 20,000 20,000 20,000 20,000 20,000 140,000
External Expenses
Project Estimate 0 120,000 120,000 120,000 120,000 120,000 120,000 120,000 840,000
Total External 0 120,000 120,000 120,000 120,000 120,000 120,000 120,000 840,000
Total Project Expense 0 140,000 140,000 140,000 140,000 140,000 140,000 140,000 980,000
REVENUES
Revenue Funding Source
530-Water Fund 0 140,000 140,000 140,000 140,000 140,000 140,000 140,000 980,000
Total Revenue Funding 0 140,000 140,000 140,000 140,000 140,000 140,000 140,000 980,000
Total Revenues 0 140,000 140,000 140,000 140,000 140,000 140,000 140,000 980,000
PAGE 294- CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - WATER
96030-Bull Mountain Road Water Pipeline
Project Need:Alleviate a firefighting water deficiency in the city's distribution system.This project has been postponed and in the
interim,project#96047 Canterbury Pump Station will be constructed to provide the necessary fireflow.
Project Description:The project,as identified in the Water Master Plan,connects the 530-foot and the 550-foot pressure zones.
Operations and Maintenance Impact:Minor increase in operations costs for new water line.
Total Project Cost: $14,175,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 0 0 135,000 390,000 0 0 0 525,000
Total Internal 0 0 0 135,000 390,000 0 0 0 525,000
External Expenses
Design and Engineering 0 0 0 700,000 1,500,000 0 0 0 2,200,000
Construction 0 0 0 900,000 7,400,000 0 0 0 8,300,000
Contingency 0 0 0 480,000 2,670,000 0 0 0 3,150,000
Total External 0 0 0 2,080,000 11,570,000 0 0 0 13,650,000
Total Project Expense 0 0 0 2,215,000 11,960,000 0 0 0 14,175,000
REVENUES
Revenue Funding Source
530-Water Fund 0 0 0 1,450,000 8,000,000 0 0 0 9,450,000
531-Water SDC Fund 0 0 0 765,000 3,960,000 0 0 0 4,725,000
Total Revenue Funding 0 0 0 2,215,000 11,960,000 0 0 0 14,175,000
Total Revenues 0 0 0 2,215,000 11,960,000 0 0 0 14,175,000
CAPITAL IMPROVEMENT PLAN-PAGE 295
CAPITAL IMPROVEMENT PLAN - WATER
96031-Fire Flow Improvement Program
Project Need:Improve firefighting flow capacity.
Project Description:The project works within identified areas of the city and provides the necessary piping,etc.to improve the water
distribution system.Most of this work is undertaken by Public Works crews as resources can be allocated.
Operations and Maintenance Impact: Minimal to none.
Actual
through Projected Project
2015 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
External Expenses
Design and Engineering 0 15,000 15,000 15,000 15,000 15,000 15,000 15,000 105,000
Construction 0 75,000 75,000 75,000 75,000 75,000 75,000 75,000 525,000
Total External 0 90,000 90,000 90,000 90,000 90,000 90,000 90,000 630,000
Total Project Expense 0 90,000 90,000 90,000 90,000 90,000 90,000 90,000 630,000
REVENUES
Revenue Funding Source
530-Water Fund 0 90,000 90,000 90,000 90,000 90,000 90,000 90,000 630,000
Total Revenue Funding 0 90,000 90,000 90,000 90,000 90,000 90,000 90,000 630,000
Total Revenues 0 90,000 90,000 90,000 90,000 90,000 90,000 90,000 630,000
PAGE 296 - CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - WATER
96040-Cach Reservoir and Pump Station Design
Project Need:In conjunction with the development of the River Terrace Planning Area and to address storage and pumping deficiencies
identified in the River Terrace Updated Water Master Plan,system improvements are required.
Project Description:The project is for the design of a new water reservoir,associated new water lines and replacement of a temporary
pump station for the city's 550-foot service area.The reservoir will be constructed on city property located on the west side of Bull
Mountain in the Sun Rise Lane vicinity.A new permanent pump station will replace an existing temporary pump station on the Mentor
Reservoir site to move water from the 410-foot to the 550-foot service areas.This project is proposed to be moved forward to meet
demand from new development in River Terrace.
Project Results:The project will provide additional storage and pumping facilities to address system deficiencies and development
demands.
Operations and Maintenance Impact:Significant increase in operation and maintenance for new reservoir and pump station.
Total Project Cost: $22,972,500
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 18,000 0 30,000 400,000 400,000 200,000 0 0 1,048,000
Total Internal 18,000 0 30,000 400,000 400,000 200,000 0 0 1,048,000
External Expenses
Design and Engineering 0 0 300,000 1,500,000 1,300,000 570,000 0 0 3,670,000
Construction 0 0 0 5,500,000 5,800,000 3,000,000 0 0 14,300,000
Environmental Permit 0 0 0 0 0 4,500 0 0 4,500
Compliance
Contingency 0 0 50,000 1,500,000 1,500,000 900,000 0 0 3,950,000
Total External 0 0 350,000 8,500,000 8,600,000 4,474,500 0 0 21,924,500
Total Project Expense 18,000 0 380,000 8,900,000 9,000,000 4,674,500 0 0 22,972,500
REVENUES
Revenue Funding Source
530-Water Fund 16,000 0 300,000 7,150,000 7,200,000 3,800,000 0 0 18,466,000
531-Water SDC Fund 2,000 0 80,000 1,750,000 1,800,000 874,500 0 0 4,506,500
Total Revenue Funding 18,000 0 380,000 8,900,000 9,000,000 4,674,500 0 0 22,972,500
Total Revenues 18,000 0 380,000 8,900,000 9,000,000 4,674,500 0 0 22,972,500
CAPITAL IMPROVEMENT PLAN-PAGE 297
CAPITAL IMPROVEMENT PLAN - WATER
96046-Red Rock Creek Waterline Relocation
Project Need:This project will be constructed with the Wall Street Improvement project and will provide domestic and fire services to
properties served by the existing waterline currently located in Red Rock Creek.
Project Description:Abandon the existing 12-inch waterline running parallel to Red Rock Creek in place and reconnect fire and
domestic water service lines to the newly constructed waterline as part of the Wall Street Project.In doing so,this will delete a waterline
railroad crossing.Connect the existing 12-inch waterline to Milton Court and to the existing 12-inch waterline in Tech Center Drive.This
work is to be coordinated with the Fanno Creek Trail CIP#92046.
Operations and Maintenance Impact:None.
Total Project Cost: $841,500
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 61,000 34,000 54,500 0 0 0 0 0 149,500
Total Internal 61,000 34,000 54,500 0 0 0 0 0 149,500
External Expenses
Land/Right of Way 0 0 32,000 0 0 0 0 0 32,000
Acquisition
Design and Engineering 66,500 50,000 104,000 0 0 0 0 0 220,500
Construction 0 0 325,000 0 0 0 0 0 325,000
Contingency 0 0 128,000 0 0 0 0 0 128,000
Total External 66,500 50,000 589,000 0 0 0 0 0 705,500
Total Project Expense 127,500 84,000 643,500 0 0 0 0 0 855,000
REVENUES
Revenue Funding Source
530-Water Fund 127,500 84,000 643,500 0 0 0 0 0 855,000
Total Revenue Funding 127,500 84,000 643,500 0 0 0 0 0 855,000
Total Revenues 127,500 84,000 643,500 0 0 0 0 0 855,000
PAGE 298 - CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - WATER
96047-Canterbury Pump Station
Project Need:The existing booster pump station is at the end of its service life and in need of repair.This project will enhance the
pumping capacity for firefighting needs in the local distribution zone.Long-term,the Bull Mountain Road Water Pipeline project CIP#
96030 will permanently resolve the firefighting capacity deficiencies.
Project Description:Preliminary design has recommended the purchase of a fourth stand-by pump,and the removal and rehabilitation
of existing pumps.This will extend the life of the existing pump station until the Bull Mountain Road Water Pipeline is constructed.
Operations and Maintenance Impact: Minimal to none.
Total Project Costs: $403,500
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 27,000 35,000 26,000 0 0 0 0 0 88,000
Total Internal 27,000 35,000 26,000 0 0 0 0 0 88,000
External Expenses
Design and Engineering 40,500 100,000 120,000 0 0 0 0 0 260,500
Construction 0 0 133,000 0 0 0 0 0 133,000
Contingency 0 0 25,000 0 0 0 0 0 25,000
Total External 40,500 100,000 278,000 0 0 0 0 0 418,500
Total Project Expense 67,500 135,000 304,000 0 0 0 0 0 506,500
REVENUES
Revenue Funding Source
530-Water Fund 67,500 135,000 304,000 0 0 0 0 0 506,500
Total Revenue Funding 67,500 135,000 304,000 0 0 0 0 0 506,500
Total Revenues 67,500 135,000 304,000 0 0 0 0 0 506,500
CAPITAL IMPROVEMENT PLAN-PAGE 299
CAPITAL IMPROVEMENT PLAN - WATER
96048-Water Master Plan
Project Need:The city conducts water master planning every five to ten years.The current Water Master Plan was adopted in May 2010,
with a minor addendum in 2014 to include River Terrace development.
Project Description:The Water System Master Plan is a comprehensive study of the city's water source,storage and delivery systems
and will be used to guide future water utility decisions.The master plan has a 20-year planning horizon and is predicated on the city's
anticipated population growth during that time.
Operations and Maintenance Impact: None for plan development
Total Project Cost: $488,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 50,000 35,000 5,000 0 0 0 0 0 90,000
Total Internal 50,000 35,000 5,000 0 0 0 0 0 90,000
External Expenses
Design and Engineering 50,000 75,000 222,000 0 0 0 0 0 347,000
Contingency 0 20,000 31,000 0 0 0 0 0 51,000
Total External 50,000 95,000 253,000 0 0 0 0 0 398,000
Total Project Expense 100,000 130,000 258,000 0 0 0 0 0 488,000
REVENUES
Revenue Funding Source
530-Water Fund 80,000 104,000 206,500 0 0 0 0 0 390,500
531-Water SDC Fund 20,000 26,000 51,500 0 0 0 0 0 97,500
Total Revenue Funding 100,000 130,000 258,000 0 0 0 0 0 488,000
Total Revenues 100,000 130,000 258,000 0 0 0 0 0 488,000
PAGE 300 - CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - WATER
96049-Willamette Intake Facility Expansion
Project Need:Future access to a regional water supply source water,the Willamette River,using water rights granted to the City of
Tigard.This water source may be needed to serve the Tigard Water Service Area due to an increase in water demand by future customers
or supplemental or emergency water supply for resiliency over a 50-year planning horizon.
Project Description:Tigard's share of design,permitting and construction of a regional raw water intake structure is a critical
component for future conveyance and treatment of Willamette River source water.Tigard is partnering with Tualatin Valley Water
District,City of Hillsboro,City of Beaverton,City of Sherwood and City of Wilsonville in this project package identified as the
Willamette Intake Facility Project.The managing authority for this project is Tualatin Valley Water District.
Operations and Maintenance Impact: May require future funds contribution to partners for maintenance.
Total Project Cost: $3,300,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
internal Expenses
Project Management 500 4,000 0 0 0 0 0 0 4,500
Total Internal 500 4,000 0 0 0 0 0 0 4,500
External Expenses
Design and Engineering 750,000 425,000 104,000 1,060,000 670,500 0 0 0 3,009,500
Contingency 0 56,000 15,000 130,000 85,000 0 0 0 286,000
Total External 750,000 481,000 119,000 1,190,000 755,500 0 0 0 3,295,500
Total Project Expense 750,500 485,000 119,000 1,190,000 755,500 0 0 0 3,300,000
REVENUES
Revenue Funding Source
531-Water SDC Fund 750,500 485,000 119,000 1,190,000 755,500 0 0 0 3,300,000
Total Revenue Funding 750,500 485,000 119,000 1,190,000 755,500 0 0 0 3,300,000
Total Revenues 750,500 485,000 119,000 1,190,000 755,500 0 0 0 3,300,000
CAPITAL IMPROVEMENT PLAN-PAGE 301
CAPITAL IMPROVEMENT PLAN - WATER
96050-Former Street/121st Avenue Valve and Piping Improvements
Project Need:Based on current and future population growth on the western edge of the Tigard Water Service Area(River Terrace),the
existing water distribution system will not be able to efficiently supply water to this area.This project was identified during the planning
stage of the Lake Oswego/Tigard Water Partnership.
Project Description:The project includes the design and construction of a pressure-reducing valve,approximately 900 feet of pipe and
associated appurtenances. This project will be constructed as part of the 121st Avenue Improvement project CIP#95050.
Operations and Maintenance Impact: Minimal impact.
Total Project Cost: $1,255,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 30,000 20,000 30,000 0 0 0 0 80,000
Total Internal 0 30,000 20,000 30,000 0 0 0 0 80,000
External Expenses
Design and Engineering 0 20,000 160,000 0 0 0 0 0 180,000
Construction 0 0 0 800,000 0 0 0 0 800,000
Contingency 0 0 0 195,000 0 0 0 0 195,000
Total External 0 20,000 160,000 995,000 0 0 0 0 1,175,000
Total Project Expense 0 50,000 180,000 1,025,000 0 0 0 0 1,255,000
REVENUES
Revenue Funding Source
530-Water Fund 0 50,000 108,000 615,000 0 0 0 0 773,000
531-Water SDC Fund 0 0 72,000 410,000 0 0 0 0 482,000
Total Revenue Funding 0 50,000 180,000 1,025,000 0 0 0 0 1,255,000
Total Revenues 0 50,000 180,000 1,025,000 0 0 0 0 1,255,000
PAGE 302- CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - WATER
96051-Water Rate and System Development Charge(SDC)Study
Project Need:The Water System Development Charges(SDCs)and water rates study was last updated in 2010.The SDC methodology
and the water cost of services study needs to be updated to include water master planning information provided in 2014 and 2018.
Project Description:The study will review the capital improvement requirements to meet current and future growth development
needs,review the current water SDC and master fees and charges schedule and provide recommendations for any methodology updates
or policies as required by the Oregon Revised Statutes(ORS).
Operations and Maintenance Impact: None.
Total Project Cost: $165,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 25,000 5,000 0 0 0 0 0 30,000
Total Internal 0 25,000 5,000 0 0 0 0 0 30,000
External Expenses
Design and Engineering 0 15,000 120,000 0 0 0 0 0 135,000
Total External 0 15,000 120,000 0 0 0 0 0 135,000
Total Project Expense 0 40,000 125,000 0 0 0 0 0 165,000
REVENUES
Revenue Funding Source
530-Water Fund 0 26,500 82,500 0 0 0 0 0 109,000
531-Water SDC Fund 0 13,500 42,500 0 0 0 0 0 56,000
Total Revenue Funding 0 40,000 125,000 0 0 0 0 0 165,000
Total Revenues 0 40,000 125,000 0 0 0 0 0 165,000
CAPITAL IMPROVEMENT PLAN-PAGE 303
CAPITAL IMPROVEMENT PLAN - WATER
96052-Fifth Pump at the River Intake Pump Station(RIPS)
Project Need:Increase River Intake Pump Station efficiency pumping capacity.
Project Description:Add a fifth 400-horsepower pump at the River Intake Pump Station.
Project Funding:The City of Lake Oswego is managing the project The City of Tigard will reimburse the City of Lake Oswego per the
Lake Oswego/Tigard Intergovernmental Agreement.
Operations and Maintenance Impact: Minor impact to operations cost of the water intake system which will be handled through the
existing intergovernmental agreement with Lake Oswego.
Total Project Cost: $500,000
City of Tigard Project Cost: $250,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 0 5,000 0 0 0 0 0 5,000
Total Internal 0 0 5,000 0 0 0 0 0 5,000
External Expenses
Design and Engineering 0 0 25,000 0 0 0 0 0 25,000
Construction 0 0 200,000 0 0 0 0 0 200,000
Contingency 0 0 20,000 0 0 0 0 0 20,000
Total External 0 0 245,000 0 0 0 0 0 245,000
Total Project Expense 0 0 250,000 0 0 0 0 0 250,000
REVENUES
Revenue Funding Source
531-Water SDC Fund 0 0 250,000 0 0 0 0 0 250,000
Total Revenue Funding 0 0 250,000 0 0 0 0 0 250,000
Total Revenues 0 0 250,000 0 0 0 0 0 250,000
PAGE 304- CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - WATER
96053-Aquifer Storage and Recovery Well#2 and Well#3
Project Need:The Water System Master Plan has identified the need to expand the city's Aquifer Storage and Recovery program to
meet its long-term water demands.
Project Description:The city's Aquifer Storage and Recovery(ASR)program began in 2001 with the drilling of ASR 1.In 2006,the city
completed the construction of the ASR 2 facility and in 2007 the city drilled and tested ASR 3.This project has three phases:
1. Construction of new facilities to make ASR Well 3 operational
2. Replacement of electrical devices with easier-to-maintain components to existing ASR 2 facilities
3. Connection of two pressure zones to improve storage and distribution from ASR 3
Operations and Maintenance Impact: Operations staff will be able to manage summer peak demands more efficiently in the future.
Total Project Cost: $6,425,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 0 40,000 60,000 0 0 0 0 100,000
Total Internal 0 0 40,000 60,000 0 0 0 0 100,000
External Expenses
Design and Engineering 0 0 750,000 0 0 0 0 0 750,000
Construction 0 0 0 5,000,000 0 0 0 0 5,000,000
Contingency 0 0 75,000 500,000 0 0 0 0 575,000
Total External 0 0 825,000 5,500,000 0 0 0 0 6,325,000
Total Project Expense 0 0 865,000 5,560,000 0 0 0 0 6,425,000
REVENUES
Revenue Funding Source
530-Water Fund 0 0 260,000 3,670,000 0 0 0 0 3,930,000
531-Water SDC Fund 0 0 605,000 1,890,000 0 0 0 0 2,495,000
Total Revenue Funding 0 0 865,000 5,560,000 0 0 0 0 6,425,000
Total Revenues 0 0 865,000 5,560,000 0 0 0 0 6,425,000
CAPITAL IMPROVEMENT PLAN-PAGE 305
CAPITAL IMPROVEMENT PLAN - SANITARY SEWER
Herr RD i 1
Projects 93003 and 93060 are city wide. ! GARDEN HOME RD
O
E
in m Td '
SROCKMAN ST Gf� ' )_' -.
6h '- Wainill!
Y •¢
cc
¢ ��
WEIR RD n Gieemvey P�uk 11111
111{ -_-- T - ® >� ilkJ EN `M -
_—yam 5,.4 r `b' f
' 1111L
f'-'-------.'--
�.1�--- - 50,,,L'` III.
LJirPF-IF S� 1 'Atil.!T ,1 , .''. ' '
._ / / Qom. =r-0-15 Be - , Nii 1117\ 1 �O
r 67:41
1,3•O
o��P v. yah'
41.. ,ialsi +.L F MOUTH-ST '.
II Ir L .- .41� 1.'¢ WALNUT sr 1.11-15:410"#.0, .....
Aortalw J Lr .(t-_-_-_ : 00,-.- mani ...:. ''�hRN . 93059 Q
1649:44"PVIEnoI
L. ,
mi. i, .,
iia JJ �'.. r.�' 93057 — SP 7
— `-,.1 I �( jT
MCDONALb S7 ,!-Y
era e
musirialli
J �� 3latlar ■� 93058 R 1 B.NITA t
1mi s
. ,
1 '
et IIII - mi 110;1 si - \!' 7— #
L IQ I -I , 4,s.
-
o 1 a r r 1 } o
riii...:: _gmillyre iii• L, BEEF gENO-RDo.!,1 A ,N .w
Cr p
_ ., q
) w I il :
'' r gmlml
- - TUALATIN RD i I-
_____
_S�1-_.1 i - f \ NES F,I A-- !' ^�F m N =ERG3T
'E Rs`" i T�GARD��Pg
0414'471 Mai tu
11011,4 �- �r The City of Tigard N
��- ,r I Al il
. Project Locations n -
Ne—ITAIIII[7 --- ,� DR�f ' , I 0 Tigard City Limits TIGARD
T
0 0.5 1
Miles
City of Tigard Recommended Capital Improvement Plan FY 2020-25
PAGE 306 - CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - SANITARY SEWER
YTD Projected
Projct No. Project Name 2019 2020 2021 2022 2023 2024 2025 Total
93003 Sanitary Sewer Alajor 100,000 100,000 100,000 100,000 100,000 100,000 100,000 700,000
Maintenance Program
93057 East Fork of Derry Dell Creek 218,500 635,500 0 0 0 0 0 854,000
(Gaarde to Fairhaven Street)
93058 Fanno Creek Sanitary Siphon 14,000 340,000 0 0 0 0 0 354,000
Repair
93059 Downtown Sanitary Sewer Line 0 75,000 280,000 0 0 0 0 355,000
Project
93060 Sanitary Sewer Master Plan 0 130,000 0 0 0 0 0 130,000
Update
Total Funded 332,500 1,280,500 380,000 100,000 100,000 100,000 100,000 2,393,000
93003-Sanitary Sewer Major Maintenance Program
Project Need:Provide major maintenance of the sanitary sewer system.
Project Description:This program is used for urgent projects to renew,repair or replace sections of the sanitary sewer system that have
failed or are near failure.Normal operations and maintenance includes work on the system to keep it functioning;however,this does not
result in renewing or replacing the pipe or other appurtenances.Projects included in the Major Maintenance Program exceed normal
maintenance and operations and typically replace pipe and add a renewed service life.
Operations and Maintenance Impact: None.
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project management 0 10,000 10,000 10,000 10,000 10,000 10,000 10,000 70,000
Total Internal 0 10,000 10,000 10,000 10,000 10,000 10,000 10,000 70,000
External Expenses
Project Estimate 0 90,000 90,000 90,000 90,000 90,000 90,000 90,000 630,000
Total External 0 90,000 90,000 90,000 90,000 90,000 90,000 90,000 630,000
Total Project Expense 0 100,000 100,000 100,000 100,000 100,000 100,000 100,000 700,000
REVENUES
Revenue Funding Source
500-Sanitary Sewer Fund 0 100,000 100,000 100,000 100,000 100,000 100,000 100,000 700,000
Total Revenue Funding 0 100,000 100,000 100,000 100,000 100,000 100,000 100,000 700,000
Total Revenues 0 100,000 100,000 100,000 100,000 100,000 100,000 100,000 700,000
CAPITAL IMPROVEMENT PLAN-PAGE 307
CAPITAL IMPROVEMENT PLAN - SANITARY SEWER
93057-East Fork of Derry Dell Creek(Gaarde to Fairhaven Street)
Project Need:Erosion is threatening a sanitary sewer line on the East Fork of Derry Dell Creek adjacent to 110th Avenue,between
Gaarde and Fairhaven Street.
Project Description:The most severely incised stream segment located just downstream of Gaarde Street will be restored using
streambed rock and wood.In areas with less incision,light touch grade control structures will be used to capture silt naturally and to
rebuild the stream channel bottom providing better cover over sewer pipes.There will be public outreach to private property owners to
assist with revegetation of the creek banks increasing streambank stability in this problem area.
Operations and Maintenance Impact: Minor impact for monitoring and adjusting stream structures. Significantly reduces future risk
of sewer breaks.
Total Project Cost: $751,500
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 10,000 30,000 39,000 0 0 0 0 0 79,000
Total Internal 10,000 30,000 39,000 0 0 0 0 0 79,000
External Expenses
Land/Right of Way 0 64,000 126,500 0 0 0 0 0 190,500
Acquisition
Design and Engineering 35,500 74,500 55,000 0 0 0 0 0 165,000
Construction 0 50,000 350,000 0 0 0 0 0 400,000
Environmental Permit 0 0 5,000 0 0 0 0 0 5,000
Compliance
Contingency 0 0 60,000 0 0 0 0 0 60,000
Total External 35,500 188,500 596,500 0 0 0 0 0 820,500
Total Project Expense 45,500 218,500 635,500 0 0 0 0 0 899,500
REVENUES
Revenue Funding Source
500-Sanitary Sewer Fund 22,750 109,250 317,750 0 0 0 0 0 449,750
510-Stormwater Fund 22,750 109,250 317,750 0 0 0 0 0 449,750
Total Revenue Funding 45,500 218,500 635,500 0 0 0 0 0 899,500
Total Revenues 45,500 218,500 635,500 0 0 0 0 0 899,500
PAGE 308 - CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - SANITARY SEWER
93058-Fanno Creek Sanitary Siphon Repair
Project Need:An existing sanitary sewer line and manhole are exposed due to bank erosion along Fanno Creek.
Project Description:This project will use engineered structures to stabilize the bank and protect the exposed sewer line.
Operations and Maintenance Impact: None.Significantly reduces risk of future sewer break.
Total Project Cost: $422,500
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 9,000 10,000 12,000 0 0 0 0 0 31,000
Total Internal 9,000 10,000 12,000 0 0 0 0 0 31,000
External Expenses
Design and Engineering 59,500 4,000 17,000 0 0 0 0 0 80,500
Construction 0 0 241,000 0 0 0 0 0 241,000
Contingency 0 0 70,000 0 0 0 0 0 70,000
Total External 59,500 4,000 328,000 0 0 0 0 0 391,500
Total Project Expense 68,500 14,000 340,000 0 0 0 0 0 422,500
REVENUES
Revenue Funding Source
500-Sanitary Sewer Fund 52,500 14,000 340,000 0 0 0 0 0 406,500
510-Stormwater Fund 16,000 0 0 0 0 0 0 0 16,000
Total Revenue Funding 68,500 14,000 340,000 0 0 0 0 0 422,500
Total Revenues 68,500 14,000 340,000 0 0 0 0 0 422,500
CAPITAL IMPROVEMENT PLAN-PAGE 309
CAPITAL IMPROVEMENT PLAN - SANITARY SEWER
93059-Downtown Sanitary Sewer Line Project
Project Need:TV inspection shows rehabilitation is needed to protect sanitary sewer lines in sections of Downtown Tigard.The sanitary
sewer in this area was constructed in the 1960s and after years of monthly and quarterly cleaning,the pipe walls have become thin.
Project Description:This project will rehabilitate approximately 2,360 linear feet of sanitary sewer line in Pacific Highway from Hall
Boulevard to Main Street and in Main Street from Pacific Highway to Commercial Street.A cured-in-place-pipe(CIPP)trenchless
method will be used to minimize traffic disruption.
Operations and Maintenance Impact:No impact to regular operations,reduces risk of pipe failure.
Total Project Cost: $355,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 0 20,000 15,000 0 0 0 0 35,000
Total Internal 0 0 20,000 15,000 0 0 0 0 35,000
External Expenses
Design and Engineering 0 0 45,000 10,000 0 0 0 0 55,000
Construction 0 0 0 225,000 0 0 0 0 225,000
Contingency 0 0 10,000 30,000 0 0 0 0 40,000
Total External 0 0 55,000 265,000 0 0 0 0 320,000
Total Project Expense 0 0 75,000 280,000 0 0 0 0 355,000
REVENUES
Revenue Funding Source
500-Sanitary Sewer Fund 0 0 75,000 280,000 0 0 0 0 355,000
Total Revenue Funding 0 0 75,000 280,000 0 0 0 0 355,000
Total Revenues 0 0 75,000 280,000 0 0 0 0 355,000
PAGE 310-CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - SANITARY SEWER
93060-Sanitary Sewer Master Plan Update
Project Need:The most recent Sanitary Sewer Master Plan was completed in 2010.The highest-priority capacity projects have been
completed or are scheduled.The existing master plan did not address the structural deficiencies and replacement/upgrade needs of an
aging system.
Project Description:A Sanitary Sewer Master Plan Update will be prepared with a primary focus on existing system conditions.The
plan will assess,prioritize and provide budget level cost estimates for existing and projected future pipe system capital repair and
replacement needs.
Operations and Maintenance Impact: None.
Total Project Cost: $130,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 0 20,000 0 0 0 0 0 20,000
Total Internal 0 0 20,000 0 0 0 0 0 20,000
External Expenses
Design and Engineering 0 0 100,000 0 0 0 0 0 100,000
Contingency 0 0 10,000 0 0 0 0 0 10,000
Total External 0 0 110,000 0 0 0 0 0 110,000
Total Project Expense 0 0 130,000 0 0 0 0 0 130,000
REVENUES
Revenue Funding Source
500-Sanitary Sewer Fund 0 0 130,000 0 0 0 0 0 130,000
Total Revenue Funding 0 0 130,000 0 0 0 0 0 130,000
Total Revenues 0 0 130,000 0 0 0 0 0 130,000
CAPITAL IMPROVEMENT PLAN-PAGE 311
CAPITAL IMPROVEMENT PLAN - STORMWATER
i_r u OIRT RD ,
GARDEN;OMERD
Projects 94001 and 94042 are city wide.
I
iv
a r
BROCRMAN ST U1 I, -
f 11
Da u.4 t jkarn=Ira NEEa
WEIR RD 7 cc
G7eenxay k
, pri471. 110 _, .--
is
n ti
• .i ii' ME Misewn'spirrl_
ILM:Ai
----J0`45 FERRY RD �0 /� � mmnmEl�
,---------',6--
SOH MAL 0 %. `l fir. q�
I f/, tt-
\ 94038 P 94045mipI_'v ww
~ � � aril
I ®•' 94044 r N,>
70,0.-doro sir , itr ,-, MI F '
�r AL!*U 3 •fi
w_.
l a s'
OD
li
MN z...prARNIAletire
l: 19CIP-05 /.` 19CIP-06 93009 �.
J__LIL 1014
� 94041 �■ Y 'Ie.,-
-
Mil
,I GAARDE ST-il
• 1laws ,
, a AC '- r it ic• I
- - BULL MOUNTAIN RD - B.NITA RU
ammo,
ca
ce / C rr 1211= -..- •Fp 4M. III Nat V:1--
, arm , =Bo , 1 .
0 ,.. ,.._...
,,
SEF BEND R4-�� DURHAM RD
1'1- 111MrAll.' J
e il ::. _Int
� � r
Vir
ro .0—T-- r I
t-r, if
fL,.t
.r ]- '
SI
. ® LKm
r 4 tom
TUALATIN RD -'a 5J
I •
---6 �Z . 1
dr-
..iif1+ - rf N :ERG S7 .t.'! # l TIGAR Maps
B EA V E N
PORT
1
,. ,
- `:41111111k. ,. The City of Tigard N
H _ �,�°S Project Locations
VAlet0 A . .
J, : Tigard City Limits TIGARD
--astall Ali 0 2.5 5
Miles
City of Tigard Recommended Capital Improvement Plan FY 2020-25
PAGE 312- CITY OF TIGAI D
CAPITAL IMPROVEMENT PLAN - STORMWATER
YTD Projected
ProjctNo. Project Name 2019 2020 2021 2022 2023 2024 2025 Total
19CIP-03 Kruger Creek Stabilization 0 0 1,780,000 2,855,000 1,925,000 0 0 6,560,000
19CIP-06 Gaarde Street Greenway 0 0 0 131,000 131,000 0 0 262,000
Detention and Sewer Project
93009 Fanno Creek Slope Stabilization 47,000 1,115,000 0 0 0 0 0 1,162,000
(Arthur Court)
94001 Storm Drainage.Major 250,000 300,000 300,000 300,000 300,000 300,000 300,000 2,050,000
Maintenance Program
94038 124th Avenue/Ann Court 50,000 424,000 0 0 0 0 0 474,000
Culvert Replacement
94041 Frewing Street Storrnline 85,000 199,000 0 0 0 0 0 284,000
Replacement
94042 Water Quality Facility 57,500 87,500 62,500 62,500 68,000 68,000 68,000 474,000
Rehabilitation Program
94044 Tigard Triangle Stormwater 0 165,000 0 0 0 0 0 165,000
Implementation Plan/Predesign
94045 Commercial Street Stormwater 0 46,000 330,000 0 0 0 0 376,000
Facility
Total Funded 489,500 2,336,500 2,472,500 3,348,500 2,424,000 368,000 368,000 11,807,000
h
6
011/1111i ---- 1,"[(' ' ''.
z
.rte I
Ns
....
_ ............,,...... . ._,......,...._ _
CAPITAL IMPROVEMENT PLAN-PAGE 313
CAPITAL IMPROVEMENT PLAN - STORMWATER
19CIP-05-Kruger Creek Stabilization
Project Need:Kruger Creek is experiencing severe erosion in the Bull Mountain area.This erosion is threatening slope stability and the
safety of sanitary,storm,park and private infrastructure located near the creek.The extreme quantities of silt and mud from erosion are
also causing problems downstream,depositing in lower creek areas,covering trails and impacting important infrastructure.
Project Description:Based on recommendations from the Stormwater Master Plan and results of the Kruger Creek Predesign project,
this will provide for design,permitting and construction of needed stream improvements.This project implements two high-priority
projects in the Stormwater Master Plan(projects 304 and 308),addressing eroding stretches of Kruger Creek from the headwaters near
Bull Mountain Park to Gaarde Street.
Operations and Maintenance Impact: Will add large,long new pipe system requiring inspection and maintenance. Will significantly
reduce risk of erosion and landslides and impacts to culverts and sanitary sewer line.
Total Project Cost: $6,560,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 0 0 180,000 200,000 100,000 0 0 480,000
Total Internal 0 0 0 180,000 200,000 100,000 0 0 480,000
External Expenses
Design and Engineering 0 0 0 650,000 70,000 0 0 0 720,000
Construction 0 0 0 600,000 1,300,000 1,000,000 0 0 2,900,000
Environmental Permit 0 0 0 0 460,000 0 0 0 460,000
Compliance
Contingency 0 0 0 350,000 825,000 825,000 0 0 2,000,000
Total External 0 0 0 1,600,000 2,655,000 1,825,000 0 0 6,080,000
Total Project Expense 0 0 0 1,780,000 2,855,000 1,925,000 0 0 6,560,000
REVENUES
Revenue Funding Source
500-Sanitary Sewer Fund 0 0 0 585,000 940,000 635,000 0 0 2,160,000
510-Stormwater Fund 0 0 0 1,195,000 1,915,000 1,290,000 0 0 4,400,000
Total Revenue Funding 0 0 0 1,780,000 2,855,000 1,925,000 0 0 6,560,000
Total Revenues 0 0 0 1,780,000 2,855,000 1,925,000 0 0 6,560,000
PAGE 314-CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - STORMWATER
19CIP-06-Gaarde Street Greenway Detention and Sewer Project
Project Need:Eroded soils,undetained and untreated storm flows in the headwaters of the west fork of Kruger Creek on Bull Mountain
are impacting a culvert,causing flooding of a trail and threatening a sewer line.
Project Description:The project adds a flow control manhole,larger culvert,retaining walls and outfall scour protection resulting in
protection of the trail and sanitary sewer line during peak flows.This is project 310 from the Stormwater Master Plan.
Operations and Maintenance Impact: Minor increase in maintenance for new flow control manhole.
Total Project Cost: $262,000
Actual
though Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 0 0 0 16,000 16,000 0 0 32,000
Total Internal 0 0 0 0 16,000 16,000 0 0 32,000
External Expenses
Project Estimate 0 0 0 0 115,000 115,000 0 0 230,000
Total External 0 0 0 0 115,000 115,000 0 0 230,000
Total Project Expense 0 0 0 0 131,000 131,000 0 0 262,000
REVENUES
Revenue Funding Source
500-Sanitary Sewer Fund 0 0 0 0 65,500 65,500 0 0 131,000
511-Water 0 0 0 0 65,500 65,500 0 0 131,000
Quality/Quantity Fund
Total Revenue Funding 0 0 0 0 131,000 131,000 0 0 262,000
Total Revenues 0 0 0 0 131,000 131,000 0 0 262,000
CAPITAL IMPROVEMENT PLAN-PAGE 315
CAPITAL IMPROVEMENT PLAN - STORMWATER
93009-Fanno Creek Slope Stabilization(Arthur Court)
Project Need:Sanitary sewer piping and a section of the Colony Creek Trail along Fanno Creek are being threatened by erosion on the
outside bend of Fanno Creek.
Project Description: This project will rehabilitate and strengthen the section of eroding bank and divert high flows from the impacted
area.
Operations and Maintenance Impact: None. Reduces risk of erosion to existing trail and sanitary sewer line.
Total Project Cost: $1,492,500
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 51,000 12,000 25,000 0 0 0 0 0 88,000
Total Internal 51,000 12,000 25,000 0 0 0 0 0 88,000
External Expenses
Design and Engineering 138,500 35,000 15,000 0 0 0 0 0 188,500
Construction 0 0 900,000 0 0 0 0 0 900,000
Environmental Permit 0 0 5,000 0 0 0 0 0 5,000
Compliance
Contingency 0 0 170,000 0 0 0 0 0 170,000
Total External 138,500 35,000 1,090,000 0 0 0 0 0 1,263,500
Total Project Expense 189,500 47,000 1,115,000 0 0 0 0 0 1,351,500
REVENUES
Revenue Funding Source
500-Sanitary Sewer Fund 188,000 23,500 628,000 0 0 0 0 0 839,500
510-Stormwater Fund 1,500 23,500 487,000 0 0 0 0 0 512,000
Total Revenue Funding 189,500 47,000 1,115,000 0 0 0 0 0 1,351,500
Total Revenues 189,500 47,000 1,115,000 0 0 0 0 0 1,351,500
PAGE 316-CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - STORMWATER
94001-Storm Drainage Major Maintenance Program
Project Need:Provide major maintenance and rehabilitation of stormwater system elements that are aging and in need of significant
repair.
Project Description:This program is used for urgent projects to renew,repair or replace sections of the stormwater system that have
failed or are near failure,including pipes,culverts and stream sections.Normal operations and maintenance includes work on the system
to keep it functioning;however,this does not result in renewing or replacing the pipe or other appurtenances.Projects included in the
Storm Drainage Major Maintenance Program exceed normal maintenance and operations because they typically replace facilities and add
a renewed service life.This program budget was increased starting in FY 2018-19 to provide for implementation of a culvert condition
assessment and ongoing major maintenance culvert repairs as recommended in the Stormwater Master Plan.
Operations and Maintenance Impact: None,or may slightly reduce current maintenance costs of storm/stream system problem
areas.
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 70,000 30,000 30,000 30,000 30,000 30,000 30,000 250,000
Total Internal 0 70,000 30,000 30,000 30,000 30,000 30,000 30,000 250,000
External Expenses
Construction 0 180,000 270,000 270,000 270,000 270,000 270,000 270,000 1,800,000
Total External 0 180,000 270,000 270,000 270,000 270,000 270,000 270,000 1,800,000
Total Project Expense 0 250,000 300,000 300,000 300,000 300,000 300,000 300,000 2,050,000
REVENUES
Revenue Funding Source
510-Stormwater Fund 0 250,000 300,000 300,000 300,000 300,000 300,000 300,000 2,050,000
Total Revenue Funding 0 250,000 300,000 300,000 300,000 300,000 300,000 300,000 2,050,000
Total Revenues 0 250,000 300,000 300,000 300,000 300,000 300,000 300,000 2,050,000
CAPITAL IMPROVEMENT PLAN-PAGE 317
CAPITAL IMPROVEMENT PLAN - STORMWATER
94038-124th Avenue/Ann Court Culvert Replacement
Project Need: An existing 30-inch storm culvert is failing and undersized and related erosion is threatening the structural integrity of the
road crossing.During heavy rain events,stormwater will flow onto 124th Avenue.
Project Description:This project will replace approximately 85 lineal feet of 30-inch stormline with a 60-inch wide box culvert.The
project is also providing an opportunity to add sidewalk where a gap exists on 124th Avenue at the creek crossing.
Operations and Maintenance Impact: None. Significantly reduces risk of future culvert and road crossing failure.
Total Project Cost: $331,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 5,000 10,000 12,000 0 0 0 0 0 27,000
Total Internal 5,000 10,000 12,000 0 0 0 0 0 27,000
External Expenses
Design and Engineering 35,000 30,000 15,000 0 0 0 0 0 80,000
Construction 0 0 382,000 0 0 0 0 0 382,000
Environmental Permit 0 0 5,000 0 0 0 0 0 5,000
Compliance
Contingency 0 10,000 10,000 0 0 0 0 0 20,000
Total External 35,000 40,000 412,000 0 0 0 0 0 487,000
Total Project Expense 40,000 50,000 424,000 0 0 0 0 0 514,000
REVENUES
Revenue Funding Source
200-Gas Tax Fund 0 0 30,000 0 0 0 0 0 30,000
510-Stormwater Fund 40,000 50,000 394,000 0 0 0 0 0 484,000
Total Revenue Funding 40,000 50,000 424,000 0 0 0 0 0 514,000
Total Revenues 40,000 50,000 424,000 0 0 0 0 0 514,000
PAGE 318-CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - STORMWATER
94041-Frewing Street Stormline Replacement
Project Need:Existing 12-inch and 24-inch stonnlines in Frewing Street east of Pacific Highway are in poor condition and include pipe
bends that require replacement.
Project Description:This project will replace 235 lineal feet of damaged storrnlure,eliminate the bend and replace two catch basins with
manholes.
Operations and Maintenance Impact: None.Will make maintenance easier.
Total Project Cost: $257,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 27,000 27,000 0 0 0 0 0 54,000
Total Internal 0 27,000 27,000 0 0 0 0 0 54,000
External Expenses
Design and Engineering 0 48,000 20,000 0 0 0 0 0 68,000
Construction 0 0 127,000 0 0 0 0 0 127,000
Contingency 0 10,000 25,000 0 0 0 0 0 35,000
Total External 0 58,000 172,000 0 0 0 0 0 230,000
Total Project Expense 0 85,000 199,000 0 0 0 0 0 284,000
REVENUES
Revenue Funding Source
510-Stormwater Fund 0 85,000 199,000 0 0 0 0 0 284,000
Total Revenue Funding 0 85,000 199,000 0 0 0 0 0 284,000
Total Revenues 0 85,000 199,000 0 0 0 0 0 284,000
CAPITAL IMPROVEMENT PLAN-PAGE 319
CAPITAL IMPROVEMENT PLAN - STORMWATER
94042-Water Quality Facility Rehabilitation Program
Project Need:The City of Tigard currently maintains 167 public water quality treatment facilities.Approximately 35%to 50%of them
have reached an age where significant work is needed to re-establish effective stormwater treatment.Problems vary by facility but include:
(1)significant silt build up;(2)overgrown vegetation;(3)facilities that need replanting;and,(4)facilities that have lost function from
erosion,burrowing rodents,structural damage and other factors.
Project Description: Develop and implement a rehabilitation plan for aging City of Tigard stormwater quality facilities.In FY 2018-19,
professional services will produce a plan assessing the current state of public water quality facilities,identify needed repairs and prioritize
the list of repairs.Facilities requiring more than$100,000 for construction or repair will be transferred to the Capital Improvement Plan
(CIP)for rating and ranking.Smaller repairs will be completed in future years under this program.
Operations and Maintenance Impact: Ultimately this work will reduce the regular,ongoing maintenance needs at many water quality
facilities;however,there is much work to do to get facilities in optimal condition.
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 7,500 7,500 7,500 7,500 8,000 8,000 8,000 54,000
Total Internal 0 7,500 7,500 7,500 7,500 8,000 8,000 8,000 54,000
External Expenses
Design and Engineering 0 50,000 30,000 0 0 0 0 0 80,000
Construction 0 0 50,000 55,000 55,000 60,000 60,000 60,000 340,000
Total External 0 50,000 80,000 55,000 55,000 60,000 60,000 60,000 420,000
Total Project Expense 0 57,500 87,500 62,500 62,500 68,000 68,000 68,000 474,000
REVENUES
Revenue Funding Source
510-Stormwater Fund 0 57,500 87,500 62,500 62,500 68,000 68,000 68,000 474,000
Total Revenue Funding 0 57,500 87,500 62,500 62,500 68,000 68,000 68,000 474,000
Total Revenues 0 57,500 87,500 62,500 62,500 68,000 68,000 68,000 474,000
PAGE 320 - CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - STORMWATER
94044-Tigard Triangle Stormwater Implementation Plan/Predesign
Project Need:As identified in the Tigard Stormwater Master Plan,a regional plan for stormwater management in the Tigard Triangle is
needed to support redevelopment plans for the area and to address stream erosion problems.The new lean development code for the
Tigard Triangle is anticipated to work best using a regional stormwater management approach in which most of the volume of runoff
generated by new and re-development would be handled in a series of floodplain restoration areas along Red Rock Creek.
Project Description:Using stormwater data and general storm facility location/sizing information generated in the citywide Stormwater
Master Plan project,an implementation plan for regional stormwater management in the Tigard Triangle will be completed.Site-specific
preliminary design for regional facilities,floodplain restoration,trail alignment,right-of-way/easement acquisition needs and storm
conveyance infrastructure will be included in the plan.
Operations and Maintenance Impact:None.
Total Project Cost: $165,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 0 20,000 0 0 0 0 0 20,000
Total Internal 0 0 20,000 0 0 0 0 0 20,000
External Expenses
Design and Engineering 0 0 130,000 0 0 0 0 0 130,000
Contingency 0 0 15,000 0 0 0 0 0 15,000
Total External 0 0 145,000 0 0 0 0 0 145,000
Total Project Expense 0 0 165,000 0 0 0 0 0 165,000
REVENUES
Revenue Funding Source
510-Storrnwater Fund 0 0 165,000 0 0 0 0 0 165,000
Total Revenue Funding 0 0 165,000 0 0 0 0 0 165,000
Total Revenues 0 0 165,000 0 0 0 0 0 165,000
CAPITAL IMPROVEMENT PLAN-PAGE 321
CAPITAL IMPROVEMENT PLAN - STORMWATER
94045-Commercial Street Stormwater Facility
Project Need:Stormwater treatment for a large existing untreated area to meet regional stormwater regulatory permit requirements,
Healthy Streams Plan goals and provide mitigation for Main Street and other future projects.
Project Description:Construct a stormwater facility,or facilities,to treat stormwater runoff from up to 47 acres that discharge into
Fanno Creek meeting outfall-retrofitting goals identified in the regional Healthy Streams Plan.This project will be coordinated with the
Main Street Green Street Phase 2 Project.
Operations and Maintenance Impact:Increased cost for maintenance of additional stormwater facilities.
Total Project Cost: $376,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 0 15,000 40,000 0 0 0 0 55,000
Total Internal 0 0 15,000 40,000 0 0 0 0 55,000
External Expenses
Design and Engineering 0 0 31,000 0 0 0 0 0 31,000
Construction 0 0 0 250,000 0 0 0 0 250,000
Contingency 0 0 0 40,000 0 0 0 0 40,000
Total External 0 0 31,000 290,000 0 0 0 0 321,000
Total Project Expense 0 0 46,000 330,000 0 0 0 0 376,000
REVENUES
Revenue Funding Source
511 Water 0 0 46,000 330,000 0 0 0 0 376,000
Quality/Quantity Fund
Total Revenue Funding 0 0 46,000 330,000 0 0 0 0 376,000
Total Revenues 0 0 46,000 330,000 0 0 0 0 376,000
PAGE 322- CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - FACILITIES
- t HART`RD
GARDEN HOME RD
Project 91021 is city wide. I, 1,
T
0
W ililigi
BROCKMAN ST Cry
I . , I-r __
J --- '-V ''-i,..,„„e
ci, ... .,„k „,,,,,..,... .„..
,1,. ,_
l
a _..,
WEIR RD- - �� I I- Gree y�grR ."Mllirroilift
er
\ --.-"P' --- ---, ; ,- 1... Irl-'"W----.
Nu Inimm
i - —
g.oy.RD - -\ -. M"
1-'-1-'-'-'-' 11 —' 'i.-._-, ‘1-7.1j WI Inn ' ' ;xtr-li 11111 1 . . ':',-. r .cr.QS,
gi-' 111lNrr-w- -
J .. .JL.. P � t� •Jiff 1 JI
• r •44=miner.
�. � aii,
1p �I $. I� ,1 s
tfi
r ■ g _T_-',ib'"?
'ZJ1 __
ilill iiir NG DONA ._ail, • `
�� -� e�. )il i rifii .B.N4T RD
r rl ��
.rK' -
7LILL-
J1 . �_ 1
• ita 04 1111 Fairi
Q ibe ,.rat � R — f d P�
o ��gt, ,,. . r ■ j PRS
- aD D R a r .�"ti.1
,.. rk . efa. . . ',-2-f e,' ). Ir...
` TUALATIN RD ) t 5�
l a° r.
•
•-•c::, /,_,,,\, i' (
i,J,_7_7-- .--A''''' ot)TaS F''5.
-• r N =FRG ST -
.11WITIlliCraiiirli
IlligiV / P O'
113J'I. ' Irk
Ti
M , t ,Sy, The City of Tigard N ��
�J �I� a`. . Project Locations -
A
' a. R.0eiliFfi 0 Tigard City Limits TIGARD
L TI0 0.5 1
Miles
City of Tigard Recommended Capital Improvement Plan FY 2020-25
CAPITAL IMPROVEMENT PLAN -PAGE 323
CAPITAL IMPROVEMENT PLAN - FACILITIES
YTDProjected
Projct No. Project Name 2019 2020 2021 202211= 2024 2025 Total
91021 Public Works Facility and Yard 120,000 760,000 1,265,000 0 0 0 0 2,145,000
91022 City Hall Remodel 345,000 290,000 0 0 0 0 0 635,000
Total Funded 465,000 1,050,000 1,265,000 0 0 0 0 2,780,000
91021-Public Works Facility and Yard
Project Need:The City of Tigard Public Works building and yard is almost 30 years old.A new facility is needed to better meet the
needs of our growing city functions.The Emergency Operation Center(EOC)is housed in a building that will not stand in a major
seismic event.The current offices are poorly ventilated and inadequately sized for the number of staff,resulting in the need to house
some staff in leased space off-site.More meeting space is needed so that operations and maintenance staff do not have to conduct
meetings outside.The yards do not provide enough storage for parts inventory,bulk storage or parking of both city and employee
vehicles.Additional covered storage for equipment,heated bays and an updated fuel system island are also needed.
Project Description:This project is Phase 1,which includes concept planning/space needs assessment and property search/acquisition.
Operations and Maintenance Impact: None at this project phase.
Total Project Cost: $2,145,000(Conceptual Design and Land Acquisition Only)
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
Internal Expenses
Project Management 0 20,000 25,000 0 0 0 0 0 45,000
Total Internal 0 20,000 25,000 0 0 0 0 0 45,000
External Expenses
Land/Right of Way 0 0 735,000 1,265,000 0 0 0 0 2,000,000
Acquisition
Design and Engineering 0 100,000 0 0 0 0 0 0 100,000
Total External 0 100,000 735,000 1,265,000 0 0 0 0 2,100,000
Total Project Expense 0 120,000 760,000 1,265,000 0 0 0 0 2,145,000
REVENUES
Revenue Funding Source
400-Facilities Capital 0 120,000 760,000 0 0 0 0 0 880,000
Projects Fund
Total Revenue Funding 0 120,000 760,000 0 0 0 0 0 880,000
Other Revenue Source
TBD 0 0 0 1,265,000 0 0 0 0 1,265,000
Total Other Revenue 0 0 0 1,265,000 0 0 0 0 1,265,000
Total Revenues 0 120,000 760,000 1,265,000 0 0 0 0 2,145,000
PAGE 324- CITY OF TIGARD
CAPITAL IMPROVEMENT PLAN - FACILITIES
91022-City Hall Remodel
Project Need:With the approval of the photo red light program and the additional staff required to process the work,City Council
authorized funds to remodel office space to accommodate an expanded Municipal Court.To achieve this,the Utility Billing division was
relocated and new office space configured to accommodate their staff.While the remodel for these two divisions has been completed,
additional remodeling is needed in order to accommodate more staff in City Hall and to allow better adjacency of work units and a more
efficient overall space plan.In addition to providing for current and future staffing,the remodel plan includes moving the Commercials
Crimes Unit into City Hall.The unit will be closer to the Police Department where they frequently have to be for meetings and other
administrative tasks.Moving the Commercial Crimes Unit into City Hall will open up office space in the Permit Center and allow for
expected growth in Community Development and Engineering.
Project Description:City Hall Remodel to accommodate additional staff related to photo red light program and situate work stations
within work groups for better workflow and efficiency.
Total Project Cost:$635,000
Actual
through Projected Project
2018 2019 2020 2021 2022 2023 2024 2025 Total
EXPENSES
External Expenses
Construction 0 345,000 290,000 0 0 0 0 0 635,000
Total External 0 345,000 290,000 0 0 0 0 0 635,000
Total Project Expense 0 345,000 290,000 0 0 0 0 0 635,000
REVENUES
Revenue Funding Source
100-General Fund 0 345,000 290,000 0 0 0 0 0 635,000
Total Revenue Funding 0 345,000 290,000 0 0 0 0 0 635,000
Total Revenues 0 345,000 290,000 0 0 0 0 0 635,000
CAPITAL IMPROVEMENT PLAN-PAGE 325
Y , d to :i' .,, t , y3^ ",RSO'Y '`, X` T,`. `a..Att...�,+c4 ,.'.
.T.-4',..1,.',.4,- .-'11.'' ,00 ..'if.',..' ...—,•,!'..-—,,vs.,t7,>.'.,.-. irak:10. . 'pi.
t3.� / oi: i e
zL y �. ~ r d
' �t r ait
.t_, ', _,., , _,
. ,
y
_...„„,.„
.„,, , , _,,,,:./..,„ .:.:‘,$_ „.,:,,... . .,. ..,
.4.!..,....,it, .......,,_,„, ._ , ., _ _ ..,....,...„..„ .s.,..„..:„,__, 1.1.,_...,. ,..,„ ._„ ,....,: ,.. --
N
r I I 'hE
1 T .per; ! � LI.
} •..'rk.r P to rt T
i,
L.
, e .:4".,.hs , R "�: l a e
(.�
_ - lti. � '3y� n L �. @8l�i E
J b, L*- a q:5
dR w 'x
=te 1 r .
a e: Q
ay -0 �' K2fjyr sa`� e,,, ice -
.• . ::,:,'!'illi'l.t4,44.,, ,... .y .c,/ g .- _'--,:g-21,..,t-,4, '..r,,..)of.A„I' .01.
. . .,, ,,t
4 III
'd i s o 1 i1''tom .-. \
i
Fn Ha Creek House, located adjacent to City
Hall, along Fanno Creek, will soon be avail-
able for use by the public.
City ofTigard I ADOPTED BUDGET I FY 2019-2020
PAGE 326 — CITY OF TIGARD
DEBT SERVICE SUMMARY
The city has four types of debt currently outstanding.
• Two general obligation bonds secured by the city's authority to levy property taxes;
• A Build America Bond (BAB) for transportation projects that will be repaid with gas tax, city
gas tax, transportation impact fees, and transportation development tax;
• An assessment bond secured by installment payment contracts with property owners; and
• Water revenue debt used to pay for the city's water agreement with the City of Lake Oswego.
The water revenue debt is in three pieces: a$97.7 million water revenue bond,a $30.8 million
water revenue bond and $2.4 million ARRA loan.
• Also, the city has the authority to issue short term bond anticipation notes secured by the city's
full faith and credit and the ability to assess property owners when the related project is com-
plete.
The city's current outstanding debt payments (principal plus interest) are as follows:
Build Water
General
America Revenue
Fiscal Year Obligation Bonds Assessments Debt Total
FY 19-20 2,196,825 860,888 80,663 8,390,934 11,529,310
FY 20-21 2,193,625 - - 8,393,034 10,586,659
FY 21-22 2,197,925 - - 8,391,334 10,589,259
FY 22-23 2,194,425 - - 8,390,734 10,585,159
FY 23-24 1,291,725 - - 8,393,359 9,685,084
FY 24-25 1,295,325 - - 8,392,859 9,688,184
FY 26-46 7,760,875 - - 173,922,536 181,683,411
Total $ 19,130,725 $ 860,888 $ 80,663 $224,274,790 $ 244,347,066
The portion of the Build America Bonds that are repaid with Gas Tax revenues will compete with op-
erational needs for road maintenance. Otherwise, existing debt levels have no direct impact on current
or future city operations.
The most recent general obligation bond rating occurred in May 2017 when Moody's upgraded the
city's general obligation unlimited tax (GOULT) bond rating to Aal. This rating from Moody's was
reaffirmed in April 2019. The city's rating from Standard and Poor's was raised to AA+ in March
2014. Both of these ratings are the second highest rating a city can receive.
In 2012, the city received its first revenue bond ratings for its water revenue bond. The city received
ratings of Al by Moody's and AA- by Standard and Poor's. For the 2015 Water Revenue Bond, the
city's AA-rating from Standard& Poor's was affirmed and in April 2017 Moody's upgraded Tigard to a
Aa3 rating.
Legal Debt Limit
Oregon statutes ORS 287A.050 limits general obligation debt to a maximum of 3% of the city's total
real market property value. The limit for FY 2019-20 will be $309,084,710 based upon the estimated
market value of$10,302,823,660. The current general obligation debt of$19,130,725 represents 6.2%
of the city's legal maximum.
DEBT SERVICE-PAGE 327
DEBT SERVICE SUMMARY
FY 2019-20
Debt Service
GENERAL OBLIGATION BONDS-
Paid from property taxes Parks Bond $ 1,294,125
Library Bond 902,700
Total General Obligation Bonds $ 2,196,825
BUILD AMERICA BOND
Paid primarily from Gas Tax and City Gas Tax
2010 Transportation Bond $ 860,888
Total Build America Bond $ 860,888
ASSESSMENTS - BANCROFT IMPROVEMENT BONDS
Paid primarily from special assessments 2002 69th Avenue LID $ 80,663
Additional Bond Calls -
Total Assessments / Bancroft Bonds $ 80,663
WATER REVENUE BONDS
Paid primarily from Water Rates& SDCs 2012 Water Revenue Bond $ 6,563,750
Paid primarily from Water Rates& SDCs 2015 Water Revenue Bond 1,666,000
ARRA Loan 161,184
Total Water Revenue Bonds $ 8,390,934
TOTAL FY 2019-20 DEBT SERVICE $ 11,529,310
Debt Service by Type
Water Revenue
Debt General
730/ Obligation
061 lir 19%
Build America Bancroft
Bond Improvement
10/0
0
$250.00
$200.00
$150.00
Per Capita Debt Service
$100.00
$50.00
$-
FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20
Actual Actual Actual Actual Actual Actual Adopted Adopted
PAGE 328 - CITY OF TIGARD
OUTSTANDING DEBT ISSUES
Outstanding Debt Issues
Original Interest Original Principal Final Source of
Issue Amount Rate Issue Date Outstanding Maturity Payment
GENERAL OBLIGATION BONDS
Library Bond $8,655,000 2.92% 02/03/11 $ 3,335,000 12/01/22 Property Taxes
Parks Bond $17,000,000 4.15% 02/03/11 $ 11,805,000 06/01/31 Property Taxes
TOTAL GENERAL OBLIGATION
BONDS OUTSTANDING $ 15,140,000
SPECIAL ASSESSMENT BONDS
69th Avenue
Local Improvement District Special
Series 2002 $1,307,969 7.25% 06/27/02 $ 76,856 01/01/20 Assessments
TOTAL SPECIAL ASSESSMENT
BONDS $ 76,856
BUILD AMERICA BOND
Gas Tax,City Gas
2010 Transportation Bonds $7,250,000 4.35% 06/21/10 $ 825,000 06/01/20 Tax,TIF,&TDT
TOTAL BUILD AMERICA BONDS $ 825,000
WATER REVENUE DEBT
Water User Fees&
2012 Water Revenue Bond $97,720,000 4.04% 05/01/12 $ 91,900,000 08/01/42 Water SDCs
Water User Fees&
2015 Water Revenue Bond $30,810,000 4.09% 03/03/15 $ 30,315,000 08/01/45 Water SDCs
Water User Fees&
ARRA Loan $2,398,000 3.00% 03/06/12 $ 1,695,950 12/01/31 Water SDCs
TOTAL WATER REVENUE DEBT
OUTSTANDING $ 123,910,950
GRAND TOTAL-CITY OF TIGARD
DEBT OUTSTANDING $139,952,806
DEBT SERVICE-PAGE 329
DEBT SERVICE SCHEDULE
GENERAL OBLIGATION BOND—LIBRARY
The Tigard Public Library general obligation bond was authorized by voters on May 21, 2002. The
initial bond was purchased in whole by the State of Oregon through the Oregon Economic and Com-
munity Development Department. In 2011, the initial bond was refunded at the same time that Tigard
sold the Parks bond. The new issue saved Tigard property tax payers $863,289 over the remaining life
of the bond. Bond proceeds were used to purchase a 14.7 acre parcel and construct a two-story 47,500
square foot library. The new library opened in August 2004.
Amount Issued: $8,655,000
Issue Date: 2/3/2011
Original Issue True Interest Rate (TIC): 2.923%
Principal Outstanding as of July 1,2019: $3,335,000
Interest Total Debt
Fiscal Year Payment Due Rate Principal Due Interest Due Service
FY 19-20 12/01/19 4.00% 785,000 66,700 851,700
06/01/20 51,000 51,000
FY 20-21 12/01/20 4.00% 815,000 51,000 866,000
06/01/21 34,700 34,700
FY 21-22 12/01/21 4.00% 850,000 34,700 884,700
06/01/22 17,700 17,700
FY 22-23 12/01/22 4.00% 885,000 17,700 902,700
Total $3,335,000 $273,500 $3,608,500
PAGE 330 - CITY OF TIGARD
DEBT SERVICE SCHEDULE
GENERAL OBLIGATION BOND-PARKS
The Tigard Parks general obligation bond was authorized by voters on November 2,2010. Bond pro-
ceeds are being used to purchase and develop parks in Tigard. At least 80 percent of the proceeds will
be used to purchase land and the remainder can be used to develop parks. In addition, 10 percent can
be used in Downtown Tigard in the same 80/20 split.
Amount Issued: $17,000,000
Issue Date: 2/3/2011
Original Issue True Interest Rate (TIC): 4.148%
Principal Outstanding as of July 1,2019: $11,805,000
Interest Total Debt
Fiscal Year Payment Due Rate Principal Due Interest Due Service
FY 19-20 12/01/19 257,063 257,063
06/01/20 4.00% 780,000 257,063 1,037,063
FY 20-21 12/01/20 241,463 241,463
06/01/21 4.00% 810,000 241,463 1,051,463
FY 21-22 12/01/21 225,263 225,263
06/01/22 4.00% 845,000 225,263 1,070,263
FY 22-23 12/01/22 208,363 208,363
06/01/23 4.00% 875,000 208,363 1,083,363
FY 23-24 12/01/23 190,863 190,863
06/01/24 4.00% 910,000 190,863 1,100,863
FY 24-25 12/01/24 172,663 172,663
06/01/25 4.00% 950,000 172,663 1,122,663
FY 25-26 12/01/25 152,475 152,475
06/01/26 4.25% 990,000 152,475 1,142,475
FY 26-27 12/01/26 131,438 131,438
06/01/27 4.25% 1,030,000 131,438 1,161,438
FY 27-28 12/01/27 108,263 108,263
06/01/28 4.50% 1,075,000 108,263 1,183,263
FY 28-29 12/01/28 84,075 84,075
06/01/29 4.50% 1,125,000 84,075 1,209,075
FY 29-30 12/01/29 57,356 57,356
06/01/30 4.75% 1,180,000 57,356 1,237,356
FY 30-31 12/01/30 29,331 29,331
06/01/31 4.75% 1,235,000 29,331 1,264,331
Total $11,805,000 $3,717,225 $15,522,225
DEBT SERVICE-PAGE 331
GENERAL OBLIGATION BOND-SUMMARY
Projected Annual Debt Service
$1,000,000 -
$9W,000 -
$8WA00 -
$700,000 -
u $6W,000 -
i
8)
$500,000 -
GJ
I $4W,000 -
C
Q
$300,000 -
$200,000 -
$100,000 -
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031
Fiscal Year
0 Principal •Interest
FY 2019-20 debt service on the outstanding General Obligation Bonds is as follows:
General Obligation Bonds Date Interest Principal Total
2011A Issue - Parks Bond 12/01/19 $ 257,063 $ - $ 257,063
06/01/20 $ 257,063 $ 780,000 $ 1,037,063
2011B Issue - Library Building 12/01/19 $ 66,700 $ 785,000 $ 851,700
06/01/20 $ 51,000 $ - $ 51,000
Total General Obligation Bond Debt Service $ 631,825 $ 1,565,000 $ 2,196,825
PAGE 332- CITY OF TIGARD
DEBT SERVICE SCHEDULE
TIGARD TRANSPORTATION BUILD AMERICA BOND
The Tigard Transportation Bond is a full faith and credit obligation authorized by Tigard City Council
in Resolution #10-26 and issued on June 21, 2010. The bond has a ten year repayment with an oppor-
tunity to call the bond after seven years. The bond is a Build America Bond (BAB) which is part of
the American Recovery and Reinvestment Act (ARRA). A BAB is a taxable bond for the bond hold-
er. To make the bond attractive to the bond holder,the interest rate is higher than a tax-exempt bond;
however, the Federal Government initially agreed to reimburse the City of Tigard 35% of the interest
paid by the City (the BAB Subsidy). Due to sequestering, the Federal Government has reduced that
subsidy to about 31.95%. The result for this Transportation Bond is that Tigard pays interest at 4.35%
to the Bond Holder, but after the BAB Subsidy, the net debt service is lowered and the net interest
cost to Tigard is about 2.96%.
The bond was issued to pay for two projects-Burnham Street Reconstruction and the Greenburg
Rd. / Main Street / Pacific Highway (Hwy 99) Intersection. Of the $7.25 million in proceeds, $4.75
million (65.5%) is for the Burnham Street Reconstruction and will be repaid with Gas Tax Fund reve-
nues. The remaining$2.5 million (34.5%) in bond proceeds is for the Greenburg Road / Main
Street / Pacific Highway Intersection and will be repaid with City Gas Tax Fund revenues. Payments
will be made proportionally from each fund. The projects are also eligible for Transportation Impact
Fee Fund (TIF) and Transportation Development Tax Fund (TDT) revenues which may also be used
for repayment. From a budgetary basis,Tigard will adopt the Total Debt Service payment,the BAB
Subsidy will be proportionally returned to the contributing funds and the proceeds can be used within
the limitations of those funds. One potential use will be to contribute to the following year's pay-
ments.
Amount Issued: $7,250,000
Issue Date: 6/21/2010
Original Issue True Interest Rate(TIC): 4.350%
Principal Outstanding as of July 1,2019: $825,000
Resulting
Interest Total Debt Net Debt Net Interest
Fiscal Year Payment Due Rate Principal Due Interest Due Service BAB Subsidy Service Rate
FY 19-20 12/01/19 4.35% 17,944.00 17,944.00 5,733.11 12,210.89 2.83%
06/01/20 4.35% 825,000.00 17,944.00 842,944.00 5,733.11 837,210.89 2.83%
Total $825,000 $35,888 $860,888 $11,466 $849,422
DEBT SERVICE-PAGE 333
TIGARD TRANSPORTATION BUILD AMERICA BOND SUMMARY
Projected Annual Net Debt Service
$900,000
$800,000
$700,000
w
$600,000
U
$500,000
a
To
c $400,000
c
C
Q
$300,000
$200,000
$100,000
1.11
$-
2020
Fiscal Year
Principal • Net Interest
FY 2019-20 debt service on the outstanding 2010 Transportation Build America Bond is as follows:
Net Net
2011 Transportation BAB Date Interest Principal Total Interest Total
12/01/19 $ 17,944 $ - $ 17,944 $ 12,211 $ 12,211
06/01/20 $ 17,944 $ 825,000 $ 842,944 $ 12,211 $ 837,211
Total Transportation BAB Debt Service $ 35,888 $ 825,000 $ 860,888 $ 24,422 $ 849,422
PAGE 334- CITY OF TIGARD
DEBT SERVICE SCHEDULE
ASSESSMENT-69TH AVENUE LOCAL IMPROVEMENT DISTRICT
The 69th Avenue Local Improvement District (LID) was finalized in 2002. This Bancroft Bond was
issued to retire the interim financing used for construction of the LID. The source of revenue for re-
payment of the bonds are payments on installment contracts executed by benefited property owners.
LID assessments are secured by liens on the benefited property.
Amount Issued: $1,307,969
Issue Date: 6/27/2002
Original Issue True Interest Rate(TIC): 7.250%
Principal Outstanding as of July 1,2019: $76,856
Interest Total Debt
Fiscal Year Payment Due Rate Principal Due Interest Due Service
FY 19-20 07/01/19 7.25% 48,700 2,786 51,486
01/01/20 7.25% 28,156 1,021 29,177
Total $76,856 $3,807 $80,663
DEBT SERVICE-PAGE 335
ASSESSMENT-BANCROFT IMPROVEMENT BONDS SUMMARY
Projected Annual Debt Service
$80,000
Al_
$70,000
u $60,000
'E
i rr- 1
G1
N $50,000 1pi
U
G1
0
3 $40,000
C
C
<
$30,000
$20,000
$10,000
$ 4It 01
-
2020
Fiscal Year
0 Bancroft Bonds
FY 2019-20 debt service on outstanding Bancroft Bonds is scheduled as follows:
Bancroft Bonds Date Interest Principal Total
2002 - 69th Ave LID 07/01/19 $ 2,786 $ 48,700 $ 51,486
01/01/20 $ 1,021 $ 28,156 $ 29,177
Additional Bond Calls as Needed $ - $ - $
Total Bancroft Debt Service $ 3,807 $ 76,856 $ 80,663
PAGE 336 - CITY OF TIGARD
WATER REVENUE DEBT-WATER REVENUE BOND 2012
The Water Revenue Bond was issued in May 2012. This is the first revenue bond issue that will pay for
Tigard's water infrastructure and securing a water source for Tigard through the Lake Oswego / Tigard
Water Partnership. The Partnership will expand the capacity of the Lake Oswego Water Treatment
Plant,providing Tigard with 18 million gallons of water per day. The bonds will be repaid by water
usage rates and is eligible to be repaid using Water SDCs as well. Tigard is scheduled to receive water
from the plant in 2016,when water purchases from Portland will end. The debt service is set up to
make interest only payments through 2015 with higher annual debt service payments that include prin-
cipal starting in 2016 when Portland water is no longer being purchased.
Amount Issued: $97,720,000
Issue Date: 5/1/2012
Original Issue True Interest Rate (TIC): 4.042%
Principal Outstanding as of July 1,2019: $91,900,000
Fiscal Year Payment Due Interest Principal Due Interest Due Total Debt
FY 19-20 08/01/19 4.00% 2,100,000 2,252,875 4,352,875
02/01/20 2,210,875 2,210,875
FY 20-21 08/01/20 4.00% 2,185,000 2,210,875 4,395,875
02/01/21 2,167,175 2,167,175
FY 21-22 08/01/21 4.00% 2,275,000 2,167,175 4,442,175
02/01/22 2,121,675 2,121,675
FY 22-23 08/01/22 4.00% 2,365,000 2,121,675 4,486,675
02/01/23 2,074,375 2,074,375
FY 23-24 08/01/23 5.00% 2,475,000 2,074,375 4,549,375
02/01/24 2,012,500 2,012,500
FY 24-25 08/01/24 5.00% 2,605,000 2,012,500 4,617,500
02/01/25 1,947,375 1,947,375
FY 25-26 08/01/25 5.00% 2,735,000 1,947,375 4,682,375
02/01/26 1,879,000 1,879,000
FY 26-27 08/01/26 5.00% 2,875,000 1,879,000 4,754,000
02/01/27 1,807,125 1,807,125
FY 27-28 08/01/27 5.00% 3,025,000 1,807,125 4,832,125
02/01/28 1,731,500 1,731,500
FY 28-29 08/01/28 5.00% 3,180,000 1,731,500 4,911,500
02/01/29 1,652,000 1,652,000
FY 29-30 08/01/29 5.00% 3,340,000 1,652,000 4,992,000
02/01/30 1,568,500 1,568,500
FY 30-31 08/01/30 5.00% 3,515,000 1,568,500 5,083,500
02/01/31 1,480,625 1,480,625
FY 31-32 08/01/31 5.00% 3,695,000 1,480,625 5,175,625
02/01/32 1,388,250 1,388,250
FY 32-33 08/01/32 5.00% 3,885,000 1,388,250 5,273,250
02/01/33 1,291,125 1,291,125
FY 33-34 08/01/33 5.00% 4,080,000 1,291,125 5,371,125
02/01/34 1,189,125 1,189,125
FY 34-35 08/01/34 5.00% 4,290,000 1,189,125 5,479,125
02/01/35 1,081,875 1,081,875
FY 35-36 08/01/35 5.00% 4,510,000 1,081,875 5,591,875
02/01/36 969,125 969,125
FY 36-37 08/01/36 5.00% 4,745,000 969,125 5,714,125
02/01/37 850,500 850,500
FY 37-38 08/01/37 5.00% 4,985,000 850,500 5,835,500
02/01/38 725,875 725,875
FY 38-39 08/01/38 5.00% 5,240,000 725,875 5,965,875
02/01/39 594,875 594,875
FY 39-40 08/01/39 5.00% 5,510,000 594,875 6,104,875
02/01/40 457,125 457,125
FY 40-41 08/01/40 5.00% 5,795,000 457,125 6,252,125
02/01/41 312,250 312,250
FY 41-42 08/01/41 5.00% 6,090,000 312,250 6,402,250
02/01/42 160,000 160,000
FY 42-43 08/01/42 5.00% 6,400,000 160,000 6,560,000
Total $91,900,000 $65,598,575 $157,498,575
DEBT SERVICE-PAGE 337
WATER REVENUE DEBT-WATER REVENUE BOND 2015
The second Water Revenue Bond was issued in March 2015 to pay for Tigard's continuing water infrastructure needs and
securing a water source for Tigard through the Lake Oswego/Tigard Water Partnership. The first Water Revenue Bond
was issued in May 2012.The Partnership will expand the capacity of the Lake Oswego Water Treatment Plant,providing
Tigard with 18 million gallons of water per day. The bonds will be repaid by water usage rates and is eligible to be repaid
using Water SDCs as well.
Tigard is scheduled to receive water from the plant in summer of 2016,when water purchases from Portland will end. The
debt service is set up to make interest only payments through fiscal year 2016 with higher annual debt service payments that
include principal starting in fiscal year 2017.
Amount Issued: $30,810,000
Issue Date: 3/3/2015
Original Issue True Interest Rate (TIC): 4.090%
Principal Outstanding as of July 1,2019: $30,315,000
Interest Total Debt
Fiscal Year Payment Due Rate Principal Due Interest Due Service
FY 19-20 08/01/19 4.00% 175,000 747,250 922,250
02/01/20 743,750 743,750
FY 20-21 08/01/20 4.00% 185,000 743,750 928,750
02/01/21 740,050 740,050
FY 21-22 08/01/21 4.00% 190,000 740,050 930,050
02/01/22 736,250 736,250
FY 22-23 08/01/22 4.00% 200,000 736,250 936,250
02/01/23 732,250 732,250
FY 23-24 08/01/23 4.00% 210,000 732,250 942,250
02/01/24 728,050 728,050
FY 24-25 08/01/24 4.00% 215,000 728,050 943,050
02/01/25 723,750 723,750
FY 25-26 08/01/25 4.00% 225,000 723,750 948,750
02/01/26 719,250 719,250
FY 26-27 08/01/26 4.00% 235,000 719,250 954,250
02/01/27 714,550 714,550
FY 27-28 08/01/27 5.00% 245,000 714,550 959,550
02/01/28 708,425 708,425
FY 28-29 08/01/28 5.00% 255,000 708,425 963,425
02/01/29 702,050 702,050
FY 29-30 08/01/29 5.00% 270,000 702,050 972,050
02/01/30 695,300 695,300
FY 30-31 08/01/30 3.25% 280,000 695,300 975,300
02/01/31 690,750 690,750
FY 31-32 08/01/31 5.00% 290,000 690,750 980,750
02/01/32 683,500 683,500
FY 32-33 08/01/32 5.00% 305,000 683,500 988,500
02/01/33 675,875 675,875
FY 33-34 08/01/33 5.00% 325,000 675,875 1,000,875
02/01/34 667,750 667,750
FY 34-35 08/01/34 5.00% 340,000 667,750 1,007,750
02/01/35 659,250 659,250
FY 35-36 08/01/35 5.00% 360,000 659,250 1,019,250
02/01/36 650,250 650,250
FY 36-37 08/01/36 5.00% 375,000 650,250 1,025,250
02/01/37 640,875 640,875
FY 37-38 08/01/37 5.00% 395,000 640,875 1,035,875
02/01/38 631,000 631,000
FY 38-39 08/01/38 5.00% 420,000 631,000 1,051,000
02/01/39 620,500 620,500
FY 39-40 08/01/39 5.00% 440,000 620,500 1,060,500
02/01/40 609,500 609,500
FY 40-41 08/01/40 5.00% 455,000 609,500 1,064,500
02/01/41 598,125 598,125
FY 41-42 08/01/41 5.00% 485,000 598,125 1,083,125
02/01/42 586,000 586,000
FY 42-43 08/01/42 5.00% 510,000 586,000 1,096,000
02/01/43 573,250 573,250
FY 43-44 08/01/43 5.00% 7,265,000 573,250 7,838,250
02/01/44 391,625 391,625
FY 44-45 08/01/44 5.00% 7,635,000 391,625 8,026,625
02/01/45 200,750 200,750
FY 45-46 08/01/45 5.00% 8,030,000 200,750 8,230,750
Total $30,315,000 $34,392,600 $64,707,600
PAGE 338 - CITY OF TIGARD
WATER REVENUE DEBT-ARRA WATER LOAN
As part of the American Recovery and Reinvestment Act of 2009,Tigard received a grant and a loan to
rehabilitate the water pump and seismic upgrades at our 10 mil water reservoir. The loan became set
with the completion of the project in March 2012. The debt is being repaid with water user fees.
Amount Issued: $2,398,000
Issue Date: 3/6/2012
Original Issue True Interest Rate(TIC): 3.000%
Principal Outstanding as of July 1,2019: $1,695,950
Interest Total Debt
Fiscal Year Payment Due Rate Principal Due Interest Due Service
FY 19-20 12/01/19 3.00% 110,305 50,879 161,184
FY 20-21 12/01/20 3.00% 113,615 47,569 161,184
FY 21-22 12/01/21 3.00% 117,023 44,161 161,184
FY 22-23 12/01/22 3.00% 120,534 40,650 161,184
FY 23-24 12/01/23 3.00% 124,150 37,034 161,184
FY 24-25 12/01/24 3.00% 127,874 33,310 161,184
FY 25-26 12/01/25 3.00% 131,710 29,474 161,184
FY 26-27 12/01/26 3.00% 135,663 25,521 161,184
FY 27-28 12/01/27 3.00% 139,732 21,452 161,184
FY 28-29 12/01/28 3.00% 143,923 17,261 161,184
FY 29-30 12/01/29 3.00% 148,241 12,943 161,184
FY 30-31 12/01/30 3.00% 152,688 8,496 161,184
FY 31-32 12/01/31 3.00% 130,492 3,915 134,407
Total ' $1,695,950 ' $372,665 $2,068,615
DEBT SERVICE-PAGE 339
WATER REVENUE DEBT SUMMARY
Projected Annual Debt Service
$7,000,000 -
1
$6,500,000 -
.00 _ _
$5,500,000 - I —
$5,000,000 -
$4,500,000 -
u
.L $4,000,000 -
w
v)
l $3,500,000 -
a, —
G
To $3,000,000 -
c
c
Q $2,500,000 -
$2,000,000 -
$1,500,000 -
$1,000,000 -
$500,000 - g �
lit..
$-
2020 2025 2030 2035 2040 2045
Fiscal Year
❑Principal ■Interest
FY 2019-20 debt service on the outstanding Water Revenue Debt is as follows:
Water Revenue Debt Date Interest Principal Total
Water Revenue Bond 2012 08/01/19 $ 2,252,875 $2,100,000 $ 4,352,875
02/01/20 $ 2,210,875 $ - $ 2,210,875
Water Revenue Bond 2015 08/01/19 $ 747,250 $ 175,000 $ 922,250
02/01/20 $ 743,750 $ - $ 743,750
ARRA Loan 12/01/19 $ 50,879 $ 110,305 $ 161,184
Total Water Revenue Debt Service $ 6,005,629 $2,385,305 $ 8,390,934
City ofTigard I ADOPTED BUDGET I FY 2019-2020
PAGE 340 - CITY OF TIGARD
FUND SUMMARIES INTRODUCTION
The following section shows a detailed listing of the resources and requirements for each fund used by
the city. Explanatory narratives are provided for each of the funds.
In FY 2019-20, the city will use the following funds:
Fund Type Fund Name
General General Fund
Sanitary Sewer, Stormwater,Water,Water CIP,Water Debt Service,Water
Enterprise
Quality/Quantity,Water SDC
Building, City Gas, Criminal Forfeiture, Electrical Inspection, Gas Tax,Library
Donation and Bequests,Parks Bond, Parks SDC, Parks Utility, Street Mainte-
Special Revenue
nance,Transient Lodging Tax,Transportation Development Tax,Transporta-
tion SDC,Urban Forestry, Underground Utility
Debt Service Bancroft, General Obligation
Capital Projects Facilities,Parks,Transportation CIP
Central Services, Fleet/Property Maintenance,Insurance,Public Works Admin,
Internal Service
Public Works Engineering
FUND SUMMARIES-PAGE 341
GENERAL FUND
The General Fund is used to account for the city's revenues and expenditures that are of a general na-
ture and therefore not required to be recorded in another fund. General Fund revenues include prop-
erty taxes, fees and charges for services, franchise fees, fines, interests, revenues from other agencies,
and transfers from other funds. Expenditures out of the General Fund include programmatic expenses
such as Police, Library, and Community Development, as well as transfers for Parks and capital im-
provements.
Some revenue streams in the General Fund experience modest growth, such as property taxes, while
others are expected to remain significantly flat, such as franchise fees. Property taxes constitute the
largest single source of revenue for the General Fund. Revenues received from other agencies include
Hotel/Motel Tax, Washington County Cooperative Library Services (WCCLS) distribution share, Liq-
uor Tax, Cigarette Tax, State Revenue Sharing distribution, and miscellaneous other Intergovernmental
Revenue. Franchise Fees are paid by utility entities for their use of public right-of-ways and are based
on a percentage of their gross revenues collected within the city. Property Tax,Intergovernmental, and
Franchise Fees make up the three largest revenue categories.
One revenue stream in the General Fund experiencing significant decline is the city's license and per-
mit fees, due to the anticipated steadying of planning related development activity in River Terrace af-
ter the initial push was complete in FY 2017. The city's Property Tax revenue will likely experience a
slight increase as these homes come online. In addition, the Engineering Public Improvement revenue
was moved to the PW Engineering fund in FY 2019 with the creation of this fund.
The General Fund started to see revenues from the marijuana tax in FY 2018. The city forecasted rev-
enue from the marijuana tax based on actual revenues in FY 2018 and FY 2019. Lastly, Interdepart-
mental Services Revenue declined with the creation of the two new Central Services funds in FY 2019,
Public Works Administration and Public Works Engineering. This revenue, which reimburses for ser-
vices provided by these divisions is now accounted for within the two new funds.
PAGE 342- CITY OF TIGARD
GENERAL FUND
The General Fund reserves are growing in an intentional manner. The Budget Committee and Council
have designated portions of the reserves for specific purposes. They are as follows:
• Cash Requirement Reserve: This is the last reserve that could be depleted. This reserve is
25% of expenditures, or about $9M in FY 2020. In December, Tigard receives most of its
property tax revenues. The intent of this reserve is to bridge from July through November
when expenditures exceed revenues. This reserve ensures that Tigard does not need to
borrow to pay for regular expenses such as payroll while await property taxes.
• Emergency Reserve: This reserve is currently set at $1.0M and is intended to help the city
bridge a revenue slowdown caused by a recession or other unforeseen event.
• Service Level Reserve: In FY 2019 and FY 2020, Tigard made significant service cuts and
other budgetary changes to create a positive gap between expenditures and revenues. The
annual savings created by spending less than our revenues is placed in the reserve. It is
forecasted that this reserve will be approximately$6M by the end of FY 2020 and will grow
to $12M by FY 2024. At that point, the growth in the cost of expenditures will have out-
paced the growth in revenues and the city will need to start utilizing this reserve to keep up
with service level demands. It is forecasted that this reserve will be depleted by the end of
FY 2029.
• Undesignated Reserve: This is the remaining reserve left over after accounting for the three
previous reserves. While this reserve does not have a specific purpose, a healthy level of
undesignated reserve is the sign of a financially healthy fund and provides the city with
flexibility when making decisions that impact General Fund finances.
FUND SUMMARIES-PAGE 343
GENERAL FUND
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY 19
Resources
40000-Beginner Fund Balance 12,979,741 14,936,012 14,983,911 21,824,486 21,824,486 21,824,486 45.7%
Total Beginning Fund Balance 12,979,741 14,936,012 14,983,911 21,824,486 21,824,486 21,824,486 45.7%
40100-Current Property Taxes 14,601,900 15,442,256 15,920,842 16,910,228 16,910,228 16,910,228 6.2%
40101-Prior Year Property Taxes 193,545 168,501 211,185 211,188 211,185 211,188 0.0%
Total Taxes 14,795,445 15,610,757 16,132,030 17,121,416 17,121,416 17,121,416 6.1%
41000-Franchise Application Fees 30,710 0 2,000 2,000 2,000 2,000 0.0%
41001-Franchise Fees-Electric 2,296,551 2,391,161 2,492,944 2,415,072 2,415,072 2,415,072 -3.1%
41002-Franchise Fees-Gas 788,675 683,696 856,485 659,044 659,044 659,044 -23.1%
41003-Franchise-Telecomm 266,383 259,747 250,400 235,376 235,376 235,376 -6.0%
41004-Franchise Fees-Garbage 590,102 616,094 613,706 690,254 690,254 690,254 12.5%
41005-Franchise Fees-Cable TV 641,578 546,940 526,925 505,848 505,848 505,848 -4.0%
41006-Franchise Fees-Water 727,793 975,184 896,088 1,093,862 1,093,162 1,093,162 22.0%
41007-Franchise Fees-Sanitary Swr 544,999 629,622 616,759 653,871 653,871 653,871 6.0%
Total Franchise Fees 5,886,791 6,102,443 6,255,307 6,254,627 6,254,627 6,254,627 0.0%
43001-Business License 802,556 792,525 887,975 808,376 808,376 808,376 -9.0%
43112-CDC Review Fees 74,196 65,390 13,910 43,910 43,910 43,910 215.7%
43113-Address Fee 62,050 26,775 1,323 1,323 1,323 1,323 0.0%
43114-Engineering Public Improvement 1,113,151 1,914,986 0 0 0 0 0.0%
43115-Sign Permit Fees 22,987 18,813 9,171 9,171 9,171 9,171 0.0%
43116-Land Use Application Fee 656,635 509,794 113,657 253,657 253,657 253,657 123.2%
43117-Long Range Planning Surcharge 132 0 0 0 0 0 0.0%
43130-Miscellaneous Fees/Charges 0 0 62,868 0 0 0 -100.0%
43134-Street Maintenance Fee 168,538 166,142 0 0 0 0 0.0%
43401-Alarm Permit Fees 63,601 74,995 64,873 66,170 66,170 66,170 2.0%
43402-Liquor Permit Fees 3,800 3,825 3,837 3,914 3,914 3,914 2.0%
43403-Candidate Filing Fees 200 200 0 0 0 0 0.0%
Total Licenses and Permits 2,967,845 3,573,445 1,157,614 1,186,521 1,186,521 1,186,521 2.5%
40201-Hotel/Motel Tax 704,730 1,255,811 725,872 701,298 701,298 708,298 -3.4%
44100-Cigarette Tax 62,904 62,079 53,590 53,590 53,590 53,590 0.0%
44101-Liquor/Marijuana Tax 759,868 1,147,532 799,191 1,191,711 1,191,711 1,191,711 49.1%
44102-State Revenue Sharing 530,043 556,629 571,485 593,773 593,773 593,773 3.9%
44104-Marijuana Tax 16,883 0 0 0 0 0 0.0%
44501-Intergovernmental Revenue 935,366 849,816 999,186 1,027,163 1,027,163 1,027,163 2.8%
44800-Federal Grants 362,031 137,611 14,391 4 4 4 -100.0%
44801-State Grants 7,901 8,555 1,090 109 109 109 -90.0%
44802-Grants-Other 108,263 54,400 8,701 0 0 8,700 0.0%
44803-WCCLS Grants 3,497,936 3,618,384 3,181,766 3,771,517 3,771,517 3,771,517 18.5%
Total Intergovernmental 6,985,926 7,690,818 6,355,272 7,339,165 7,339,165 7,347,865 15.6%
45301-Lien Search Fees 62,195 82,740 50,990 51,500 51,500 51,500 1.0%
45303-Vehicle Release Fee 14,100 20,200 13,610 13,610 13,610 13,610 0.0%
PAGE 344- CITY OF TIGARD
GENERAL FUND
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY19
45304-Passport Processing Fees 57,165 35,430 0 0 0 0 0.0%
45305-Park Revenue 0 -105 73,325 0 0 0 -100.0%
45306-Passport Photos 12,720 7,750 0 0 0 0 0.0%
45310-Library Copier Receipts 2,646 2,207 836 836 836 836 0.0%
45311-Library Miscellaneous Income 12,366 12,013 11,416 11,256 11,256 11,256 -1.4%
45319-Miscellaneous Fees&Charges 24,101 14,642 0 10,000 10,000 10,000 100.0%
45320-Rental Income 5,581 0 3,500 0 0 0 -100.0%
45321-Community Garden Rental Income 0 0 478 0 0 0 -100.0%
45322-Police Copies 18,012 15,965 0 10,000 10,000 10,000 100.0%
45323-PD Distracted Driver 2,662 460 0 500 500 500 100.0%
45330-Donations/Gifts 40,100 5,431 0 0 0 0 0.0%
45580-Interdepartmental Services Revenue 2,069,951 2,013,197 139,900 156,000 156,000 156,000 11.5%
Total Charges for Services 2,321,601 2,209,930 294,055 253,702 253,702 253,702 -13.7%
46001-Traffic Fines 602,612 535,725 977,237 1,562,237 1,562,237 1,562,237 59.9%
46002-Civil Infractions D -39 1,000 1,000 1,000 1,000 0.0%
46010-Library Fines 86,155 59,087 91,261 91,261 91,261 91,261 0.0%
Total Fines&Forfeitures 688,767 594,773 1,069,498 1,654,498 1,654,498 1,654,498 54.7%
47000-Interest Earnings 393,196 881,008 103,722 500,900 500,900 500,900 382.9%
Total Interest Earnings 393,196 881,008 103,722 500,900 500,900 500,900 382.9%
48000-Other Revenue D 14 0 0 0 0 0.0%
48001-Recovered Expenditures 101,681 106,816 56,432 56,432 56,432 56,432 0.0%
Total Miscellaneous 101,681 106,830 56,432 56,432 56,432 56,432 0.0%
49002-Proceeds from Loan Repayment 3,492 0 0 0 0 0 0.0%
Total Other Financing Sources 3,492 0 0 0 0 0 0.0%
49210-Transfer In from ILT Fund 0 0 237,070 242,900 292,900 292,900 23.6%
Total Transfers In 0 0 237,070 242,900 292,900 292,900 23.6%
Total Resources 47,124,484 51,706,016 46,644,911 56,434,647 56,484,647 56,493,347 2L1%
FUND SUMMARIES-PAGE 345
GENERAL FUND
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY 19
Requirements
Program Expenditures
Co 0 0 0 12,609 12,609 0 0.0%
Community Development 3,613,095 3,123,971 3,584,252 3,373,372 3,593,372 3,613,352 0.8%
Community Services 21,735,957 22,582,816 24,355,821 25,869,480 25,919,480 25,919,480 6.4%
Policy and Administration 786,448 793,122 1,154,157 1,067,440 1,067,440 1,054,831 -8.6%
Public Works 4,119,250 4,266,144 0 0 0 0 0.0%
Total Program Expenditures 30,254,749 30,766,053 29,094,230 30,322,901 30,592,901 30,587,663 5.1%
Total Loan to TCDA 0 0 341,000 1,000 1,000 1,000 -99.7%
Total Transfers Out 1,933,722 1,627,321 3,360,186 2,598,598 2,598,598 2,611,477 -22.3%
Total Work in Progress 0 0 0 0 0 12,609 100.0%
Total Contingency 0 0 459,120 1,650,000 1,650,000 1,638,450 256.9%
TatalB
Reserve for Future Expense 14,936,012 19,312,642 13,390,375 21,862,148 21,642,148 21,642,148 61.6%
Total Requirements
PAGE 346 - CITY OF TIGARD
ENTERPRISE FUND-SANITARY SEWER
Funds collected in the Sanitary Sewer Fund are applied to the operation, maintenance, repair, and up-
grade of the city's sanitary sewer infrastructure. Within Washington County, a special district, Clean
Water Services (CWS), provides stormwater and sanitary sewer treatment and sets all fees related to
these services. CWS contracts with the City of Tigard for billing and collection of sanitary sewer charg-
es within the city limits and for providing the stormwater system maintenance within the city.
Sanitary Sewer Connection Fees are charged to developers and property owners upon connection to
the city's sewer system. The amount of this fee is determined by CWS each year. CWS also sets the
base monthly sewer service charges. A customer's monthly sewer charge is comprised of the base
charge plus a consumption charge which is based on the customer's average water consumption during
previous winter months. The city retains approximately 16% of these revenues and sends the remain-
ing 84% to CWS each month.
Additionally, the city imposes a sewer surcharge of $2.37/dwelling unit/month for sewer accounts.
This additional charge will help the city fund the growing infrastructure needs of the system.
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY 19
Resources
40000-Beginning g Fund Balance 4,229,917 4,994,449 4,270,120 4,851,092 4,851,092 4,903,060 14.8%
Total Beginning Fund Balance 4,229,917 4,994,449 4,270,120 4,851,092 4,851,092 4,903,060 14.8%
43120-Sewer Connection Fees 163,276 94,200 42,200 92,200 92,200 92,200 118.5%
Total Licenses and Permits 163,276 94,200 42,200 92,200 92,200 92,200 118.5%
44501-Intergovernmental Revenue 198,519 1,612,614 1,285,835 0 0 0 -100.0%
Total Intergovernmental 198,519 1,612,614 1,285,835 0 0 0 -100.0%
45100-Utility Sales 2,526,487 2,518,637 2,501,635 2,579,811 2,579,811 2,579,811 3.1%
45101-Other Utility Sales 498,060 688,023 416,000 676,000 676,000 676,000 62.5%
45199-Bad Debt -11,233 2,122 -50,500 0 0 0 -100.0%
Total Charges for Services 3,013,314 3,208,783 2,867,135 3,255,811 3,255,811 3,255,811 13.6%
47000-Interest Earnings 4,693 3,399 10,333 110,300 110,300 110,300 967.5%
Total Interest Earnings 4,693 3,399 10,333 110,300 110,300 110,300 967.5%
48001-Recovered Expenditures 81,858 51,855 13,091 42,100 42,100 42,100 221.6%
Total Miscellaneous 81,858 51,855 13,091 42,100 42,100 42,100 221.6%
49002-Proceeds from Loan Repayment 687 0 0 0 0 0 0.0%
Total Other Financing Sources 687 0 0 0 0 0 0.0%
49421-Transfer In from Parks Bond Fund 8 0 0 0 0 0 0.0%
49500-Transfer In from Sanitary Sewer Fund 0 0 0 0 0 0 0.0%
49510-Transfer In from Stormwater Fund 32 63,424 218,100 243,750 243,750 243,750 11.8%
Total Transfers In 39 63,424 218,100 243,750 243,750 243,750 11.8%
■ Total Resources 7,692,304 10,028,724 8,706,814 8,595,253 8,595,253 8,647,221 -0.7%
FUND SUMMARIES-PAGE 347
ENTERPRISE FUND-SANITARY SEWER
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY19
Requirements
Program Expenditures
CIP 29,583 32,154 0 0 0 0 0.0%
Public Works 1,840,401 2,202,144 2,728,072 2,249,931 2,249,931 2,301,899 -15.6%
Total Program Expenditures 1,869,984 2,234,298 2,728,072 2,249,931 2,249,931 2,301,899 -15.6%
Total Transfers Out 141,577 360,290 826,350 659,200 659,200 659,200 -20.2%
Total Work in Progress 686,294 2,059,862 859,200 1,132,500 1,132,500 1,206,500 40.4%
Total Contingency 0 0 337,313 414,000 414,000 414,000 22.7%
Total Budget
Reserve for Future Expense 4,994,449 5,374,275 3,955,879 4,139,622 4,139,622 4,065,622 2.8%
Total Requirements 7,692, 8,595,253 8,595,253 8,647.
ti +
i..�. r-f• y' .r.�-
-!""orlIFIPEOPOSI , • :7 _6,--' -.•I , . 441"111 ., — „
r
-......-. 1., .40,1w ' ".... A 1 • if, -6.'. .1:r le° '. — 21.7 "Ili. t
rn +'� - ,"w•W '�. �� • ,:(1� /• t.1 • 7F' µ
'� Fr?f1 rr2 yr :".'• f" 1 I
s-
- 1—al. .9-:-,. 'is"' ••
/111/11111111
- tiliwill.lir.- • ' , ..,
rfli 4 t L.--
fj fir,[r.i� , ,.r.,,:., f r t.�
i
Aerial view of Durham Water Resource Recovery Facility in Tigard
PAGE 348 - CITY OF TIGARD
ENTERPRISE FUND-STORMWATER
Funds collected in the Stormwater Fund are applied to the operation, maintenance, repair, and upgrade
of the city's stormwater facilities. Within Washington County, a special district, Clean Water Services
(CWS), provides stormwater and sanitary sewer treatment and sets all fees related to these services.
CWS contracts with the City of Tigard for billing and collection of stormwater charges within the city's
limits and to provide stormwater system maintenance within the city. The city currently retains 75% of
the stormwater fees collected by the city. The city also assesses a $2.00 per month surcharge for
stormwater system maintenance.
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY 19
Resources
40000-Beginning Fund Balance 5,770,171 6,103,081 5,433,806 6,324,650 6,324,650 6,456,618 18.8%
Total Beginning Fund Balance 5,770,171 6,103,081 5,433,806 6,324,650 6,324,650 6,456,618 18.8%
43123-Fee in Lieu Water Quality 0 4,973 0 0 0 0 0.0%
Total Licenses and Permits 0 4,973 0 0 0 0 0.0%
44800-Federal Grants 87,005 0 0 0 0 0 0.0%
Total Intergovernmental 87,005 0 0 0 0 0 0.0%
45100-Utility Sales 2,423,855 2,787,584 2,041,299 3,042,185 3,042,1 88 3,042,188 49.0%
45103-Tigard SWM Surcharge 855,089 832,277 807,156 850,000 850,000 850,000 5.3%
45199-Bad Debt -4,606 570 0 0 0 0 0.0%
45319-Miscellaneous Fees&Charges 746 0 0 0 0 0 0.0%
Total Charges for Services 3,275,084 3,620,431 2,848,455 3,892,18S 3,892,188 3,892,188 36.6%
47000-Interest Earnings 5,630 2,740 7,936 139,900 139,900 139,900 1662.9%
Total Interest Earnings 5,630 2,740 7,936 139,900 139,900 139,900 1662.9%
48001-Recovered Expenditures 3,982 7,464 3,100 5,000 5,000 5,000 61.3%
Total Miscellaneous 3,982 7,464 3,100 5,000 5,000 5,000 61.3%
49200-Transfer In from Gas Tax Fund 0 0 0 30,000 30,000 30,000 100.0%
49500-Transfer In from Sanitary Sewer Fund 85,597 324,424 681,250 628,000 628,000 628,000 -7.8%
49511-Transfer In from Water Quality/Quantity Fund 0 0 0 46,000 46,000 46,000 100.0%
Total Transfers In 85,597 324,424 681,250 704,000 704,000 704,000 3.3%
A Total Resources 9,227,469 10,063,113 8,974,547 11,065,738 11,065,738 11,197,706 24.8%
Requirements
Program Expenditures
CIF. 53,197 44,362 0 0 0 0 0.0%
Public Works 1,665,257 1,957,455 3,064,435 2,845,874 2,845,874 2,977,842 -2.8%
Total Program Expenditures 1,718,455 2,001,817 3,064,435 2,845,874 2,845,874 2,977,842 -2.8%
Total Transfers.Chat 128,668 134,082 436,468 311,550 311,550 311,550 -28.6%
Total Work in Progress 1,277,265 800,433 2,293,600 2,237,500 2,237,500 2,410,500 5.1%
'Thud Contingency 0 0 102,160 225,000 225,000 225,000 120.2%
Total Budget 3,124,388 -1 5,W 5,0W 5,619,924 W892 0.5%
Reserve for Fiume Expense 6,103,081 7,126,782 3,077,884 5045,814 5,445,814 5,272,814 71.3%
at Require...®ta 9,227,469 10,063,113 8,974,547 11,065,738 11,065,738 11,197,706 24.8%
FUND SUMMARIES-PAGE 349
ENTERPRISE FUND-WATER
The City of Tigard manages the operation of the water system through intergovernmental agreements
with the cities of King City and Durham and with the Tigard Water District. The Water Fund is the
primary operating fund for the water system and accounts for all costs associated to the water opera-
tion, including ongoing maintenance. The Water Fund also transfers to the Water CIP Fund for vari-
ous capital improvement projects and to the Water Debt Service Fund to pay debt service on water
revenue bonds. The Water Fund maintains a Rate Stabilization Account of$2.0 million.
In 2008 Tigard entered into a water partnership with the City of Lake Oswego (The Lake Oswego/
Tigard Water Partnership) on a long-term water source. The two cities agreed to jointly:
• Expand Lake Oswego's water treatment facility
• Replace the existing river intake
• Construct a reservoir
• Upsize transmission lines
• Develop existing water rights and permits on the Clackamas River
The improvements would allow Tigard and Lake Oswego to produce up to 38 million gallons of water
(mgd) per day. In December 2013, the two cities agreed to transfer 4 million gallons of water per day
from Lake Oswego to Tigard,bringing Tigard up to 18 mgd. Water began to flow from the new facili-
ty by 2016.
During FY 2018-2019, the IGA with the City of Durham, King City and the Tigard Water District was
extended, ensuring Tigard will supply water to the customers in those cities and Tigard Water District
for years to come.
PAGE 350 - CITY OF TIGARD
ENTERPRISE FUND-WATER
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY 19
Resources
40000-Beginning Fund Balance 16,312,465 20,245,740 17,877,719 30,680,370 30,680,370 30,807,424 72.3%
Total Beginning Fund Balance 16,312,465 20,245,740 17,877,719 30,680,370 30,680,370 30,807,424 72.3%
43126-Developer Overhead 186,999 363,404 58,923 160,000 160,000 160,000 171.5%
43128-Fire Service Reimbursement 5,980 9,003 12,317 10,000 10,000 10,000 -18.8%
43130-Miscellaneous Fees/Charges 0 D 3,933 0 0 0 -100.0%
Total Licenses and Permits 192,979 372,407 75,173 170,000 170,000 170,000 126.1%
44800-Federal Grants 0 0 0 0 0 15,000 100.0%
Total Intergovernmental 0 0 0 0 0 15,000 100.0%
45100-Utility Sales 20,312,655 22,397,966 21,310,528 22,197,656 22,197,656 22,197,656 4.2%
45101-Other Utility Sales 45,125 55,532 4,456 50,000 50,000 50,000 1022.1%
45102-Leaks/Misreads Credits -61,807 -61,638 -22,984 -50,000 -50,000 -50,000 117.5%
45104-Meter Sales 231,223 153,772 27,762 50,000 50,000 50,000 80.1%
45105-Fire Hydrant Flow Testing Srvc 2,900 3,000 8,006 11,500 11,500 11,500 43.6%
45150-Late Penalties/Charges 155,495 88,335 121,136 100,000 100,000 100,000 -17.4%
45151-Returned Check Fees 1,820 1,760 1,290 1,290 1,290 1,290 D.0%
45199-Bad Debt -13,108 2,303 -20,544 0 0 0 -100.0%
45319-Miscellaneous Fees Sc Charges 6,550 8,050 372 5,000 5,000 5,000 1244.1%
45320-Rental Income 52,491 56,527 33,234 40,000 40,000 40,000 20.4%
Total Charges for Services 20,733,343 22,705,606 21,463,256 22,405,446 22,405,446 22,405,446 4.4%
47000-Interest Earnings 13,698 9,793 30,644 500,700 500,700 500,700 1533.9%
Total Interest Earnings 13,698 9,793 30,644 500,700 500,700 500,700 1533.9%
48000-Other Revenue 5,034 83,263 0 0 0 0 0.0%
48001-Recovered Expenditures 147,421 30,702 10,933 50,000 50,000 50,000 357.3%
Total Miscellaneous 152,456 113,966 10,933 50,000 50,000 50,000 357.3%
49100-Transfer In from General Fund 27,460 27,460 27,460 0 0 0 -100.0%
49500-Transfer In from Sanitary Sewer Fund 13,413 13,413 13,413 0 0 0 -100.0%
49510-Transfer In from Stormwater Fund 17,878 17,878 17,878 0 0 0 -100.0%
49531-Transfer In from Water SDC Fund 0 0 0 0 0 0 0.0%
Total Transfers In 58,751 58,751 58,751 0 0 0 -100.0%
Total Resources 37,463,692 43,506,263 39,516,476 53,806,516 53,806,516 53,948,570 36.5%
FUND SUMMARIES-PAGE 351
ENTERPRISE FUND-WATER
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY 19
Requirements
Program Expenditures
0 0 0 0 0 0 0.0%
Public Works 6,251,065 6,630,253 8,420,594 10,104,025 10,104,025 10,246,079 21.7%
Total Program Expenditures 6,251,065 6,630,253 8,420,594 10,104,025 10,104,025 10,246,079 21.7%
Total Transfers Out 10,966,886 10,912,042 10,684,238 10,535,100 10,535,100 10,651,600 -0.3%
Total Work in Progress 0 0 0 0 0 0 0.0%
Total Contingency 0 0 175,512 539,000 539,000 539,000 207.1%
Total Budget 19,280,344 21,17:
Reserve for Future Expense 20,245,740 25,963,968 20,236,132 32,628,391 32,628,391 32,511,891 60.7%
Total Requirements F,506,263 39,516,476 53,806,516 53,806,
i . ._ •
461
Ito
/ ,4
e--4., ,"-
9'IIp�tQ�
lit
0
•
Ci Jr
PAGE 352- CITY OF TIGARD
ENTERPRISE FUND-WATER CIP
The Water CIP Fund accounts for major capital improvement projects for the water system. Re-
sources in this fund consist largely of transfers from the Water Fund and borrowing proceeds. The
dollars in this fund also continue to fund the city's long-term water project.
In 2008 Tigard entered into a water partnership with the City of Lake Oswego on a long-term water
source... The Lake Oswego/Tigard Water Partnership. The two cities agreed to jointly:
• Expand Lake Oswego's water treatment facility
• Replace the existing river intake
• Construct a reservoir
• Upsize transmission lines
• Develop existing water rights and permits on the Clackamas River
The improvements would allow Tigard and Lake Oswego to produce up to 38 million gallons of water
per day. Of this amount, Tigard will receive between 18 million gallons per day. Water began flowing
from the new facility in 2016.
The city will ramp up the work on the Cach Reservoir and Pump Station project in the coming fiscal
years. This is a large project, currently anticipated at $23 million. Additionally, another large project,
Bull Mountain Road Water Pipeline project is set to begin in FY 2020-2021. Total cost for this project
will be over $14 million. In addition, the Water System Master Plan has identified the need to expand
the city's Aquifer Storage and Recovery program to meet its long-term water demands. This project's
total projected cost is over $6.4 million. All of these projects will run through the Water CIP Fund
with appropriate transfers in to fund the projects.
FUND SUMMARIES-PAGE 353
ENTERPRISE FUND-WATER CIP
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY 19 Revised
Resources
40000-Beginning Pond Balance 4,403,089 1,650,136 1,924,450 1,530,000 1,530,000 1,530,000 -20.5%
Total Beginning Fund Balance 4,403,089 1,650,136 1,924,450 1,530,000 1,530,000 1,530,000 -20.5%
47000-Interest Earnings 0 0 13,096 0 0 0 -100.0%
Total Interest Earnings 0 0 13,096 0 0 0 -100_0%
48001-Recovered Expenditures 32,332 3,991 0 0 0 0 0 0%
Total Miscellaneous 32,332 3,991 0 0 0 0 0.0%
49530-Transfer In from Water Fund 2,476,042 2,367,488 1,987,500 2,018,000 2,018,000 2,134,500 7.4%
49531-Transfer In from Water SDC Fund 3,488,760 924,839 1,556,721 2,170,000 2,170,000 2,170,000 39.4%
Total Transfers In 5,964,802 3,292,327 3,544,221 4,188,000 4,188,000 4,304,500 21.5%
Total Resources 10,400,224 4,946,453 5,481,767 5,718,000 5,718,000 5,834,500 6.4%
Requirements
Program Expenditures
Program Expenditures 0 0 0 0 0 0 0.0%
Total Debt Service 0 0 0 0 0 0 0.0%
Total Work in Progress 8,698,153 3,439,446 3,544,221 4,188,000 4,188,000 4,304,500 215%
Total Transfers Out 51,935 0 0 0 0 0 0.0%
Total Contingency 0 0 0 0 0 0 0.0%
Total Budget 4,188,000 4,188,000 4,304,500 21.5%
Reserve for Future Exp 1,650,136 1,507,007 1,937,546 1,330,000 1,530,000 1,530,000 -21.0°,
Total Requirements 4,946,453 5,481,767 5,718,000 5,718,000 5,834,500 ' 6.4%
PAGE 354- CITY OF TIGARD
ENTERPRISE FUND-WATER DEBT SERVICE
The Water Debt Service Fund accounts for revenues and debt service payments related to the issuance
of water revenue bonds. The fund also maintains a fund balance to provide an estimated Debt Service
Reserve Fund of$6.4 million.
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY19Revised
Resources
40000-Beginning Fund Balance 6,762,299 6,836,562 6,881,562 6,930,000 6,930,000 6,930,000 0.7%
Total Beginning Fund Balance 6,762,299 6,836,562 6,881,562 6,930,000 6,930,000 6,930,000 0.7%
47000-Interest Earnings 74,263 118,818 45,000 0 0 0 -100.0%
Total Interest Earnings 74,263 118,818 45,000 0 0 0 -100.0%
49530-Transfer In from Water Fund 8,393,283 8,390,833 8,408,000 8,408,000 8,408,000 8,408,000 0.0%
Total Transfers In 8,393,283 8,390,833 8,408,000 8,408,000 8,408,000 8,408,000 0.0%
Total Resources 15,229,845 15,346,213 15,334,562 15,338,000 15,338,000 15,338,000 0.0°/
Requirements
Program Expenditures
Program Expenditures 0 0 0 0 0 0 0.0%
Total Debt Service 8,393,283 8,390,833 8,425,000 8,477,000 8,477,000 8,477,000 0.6%
Total Work in Progress 0 0 0 0 0 0 0.0%
Total Transfers Out 0 0 0 0 0 0 0.0%
Total Contingency 0 0 0 0 0 0 0.0%
Total Budget r Ali 8,393,253 8,390,833 8,425,000 8,477,000 8,477,000
Reserve for Future Exp 6,836,562 6,955,380 6,909,562 6,861,000 6,861,000 6,861,000 -0.7%
Total Requirements ' 15,229,845 15,346,213 15,334,562 15,338,000 15,338,000 13,338,000 0.0%
FUND SUMMARIES-PAGE 355
ENTERPRISE FUND-WATER QUALITY/QUANTITY
The Water Quality/Quantity Fund is a subsidiary fund of the Stormwater Fund. The city charges Wa-
ter Quality/Quantity fees, which are established by Clean Water Services, on certain development ac-
tivities in the city. Revenues collected are used to fund offsite stormwater system improvements and
capacity improvements to the system. Revenues, as they are tied directly to development activities,
fluctuate to a degree and as such have been down over the past few years. In addition to a slowdown
in development activity, some developers are choosing to build their own on-site stormwater deten-
tion facilities rather than pay the fee.
Beginning in FY 2019-20, the fund will be used to support the Commercial Street Stormwater Facility.
Total estimated cost of the project is $0.4 million.
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY19 Revised
Resources
40000-Beginning Fund Balance 1,249,365 1,253,835 1,248,987 1,23Z727 1,232,727 1,232,727 -1.3%
Total Beginning Fund Balance 1,249,365 1,253,835 1,248,987 1,232,727 1,232,727 1,232,727 -1.35'S
43122-Fee In-Lieu 1120 Quantity 3,300 292 3,241 1,000 1,000 1,000 -69.1%
43123-Fee in Lieu Water Quality 0 0 -3,241 1,000 1,000 1,000 -130.9%
Total Licenses and Permits 3,300 292 0 2,000 2,000 2,000 100.0%
47000-Interest Earnings 1,170 482 15,102 25,800 25,800 25,100 70.8%
Total Interest Earnings 1,170 482 15,102 25,800 25,800 25,800 70.8%
Total Resources 1,253,835 1,254,609 1,264,089 1,260,527 1,260,527 1,260,527 -0.3%
Requirements
Program Expenditures
Program Expenditures 0 0 0 0 0 0 0.0°/s
Total Work in Progress 0 0 0 0 0 0 0.0%
Total Transfers Out 0 0 56,421 46,000 46,000 46,000 -18.5%
Total Contingency 0 0 50,000 50,000 50,000 0 -100.0%
1._TotalBudget 46,000
Reserve for Future Exp 1,253,835 1,254,609 1,157,668 1,164,527 1,164,527 1,214,527 4.9%
Total Requirements 1,264,089 1,260,527 1,260,527 1,260,527 -
PAGE 356 - CITY OF TIGARD
ENTERPRISE FUND-WATER SDC
The Water System Development Charge (SDC) Fund is a subsidiary of the Water Fund. Water SDCs
are charged when new water meters are sold and installed. The total purpose of the Water SDC is to
fund future capacity-increasing projects and pay a reimbursement fee for existing assets.
As SDCs are tied to development activities, they tend to fluctuate. The city experienced an upward
trend in these revenues related to the development of the River Terrace subdivision, but the trend is
starting to plateau. A couple of the significant capital projects impacting Water SDC funds are set to
begin in FY 2019-20,which will draw down a large part of the fund balance. As mentioned in the Wa-
ter CIP fund, the projects are Cach Reservoir and Pump Station Design and Bull Mountain Road Wa-
ter Pipeline.
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY 19 Revised
Resources
40000-Beginning Fund Balance 5,517,329 8,551,308 8,879,353 12,052,538 12,052,538 12,052,538 35.7%
Total Beginning Fund Balance 5,517,329 8,551,308 8,879,353 12,052,538 12,052,538 12,052,538 35.7%
43300-System Development Charges 3,521,776 2,319,737 779,857 696,000 696,000 696,000 -10.8%
43301-SDC Reimbursement 3,010,263 1,924,587 686,148 580,200 580,200 580,200 -15.4%
Total Licenses and Permits 6,532,039 4,244,324 1,466,005 1,276,200 1,276,200 1,276,200 -12.9%
47000-Interest Earnings 6,660 4,694 233 258,200 258,200 258,200 110715.5%
Total Interest Earnings 6,660 4,694 233 258,200 258,200 258,200 110715.5%
Total Resources 12,056,028 12,800,326 10,345,591 13,586,938 13,586,938 13,586,938 31.3%
Requirements
Program Expenditures
Program Expenditures 0 0 0 0 0 0 0.0%
Total Work in Progress 0 0 0 0 0 0 0.0%
Total Transfers Out 3,504,720 943,737 1,556,721 2,170,000 2,170,000 2,170,000 39.4%
Total Contingency 0 0 100,000 100,000 100,000 0 -100.0%
Total Budget
Reserve for Future Exp 8,551,308 11,856,589 8,688,870 11,316,938 11,316,938 11,416,938 31.4%
Total Requirement 12,056,028 12,800,326 10,34
FUND SUMMARIES-PAGE 357
SPECIAL REVENUE FUND-BUILDING
The Building Fund is used to track building permit revenues and expenditures. All activities of the
city's Building Division are appropriated in this fund. The Building Division, an operating unit of the
Community Development Department,is responsible for reviewing plans,issuing permits, and inspect-
ing constructions to ascertain compliance with the State of Oregon specialty codes. The specialty
codes include building, fire, plumbing, mechanical, electrical codes and other State of Oregon rules and
statutes. The division enforces requirements of the Tigard Municipal Code and Community Develop-
ment codes and ordinances.
Revenues collected in the Building Fund are dedicated to supporting the divisional activities and related
administrative expenses. The amount of the charge for a building-related fee is detailed in ORS
455.210 and OAR 918-020-0220.
The city has been experiencing a significant jump in Building Fund revenue primarily driven by the
new home development in the River Terrace subdivisions. This increase in revenue is expected to con-
tinue for the next few years. While Building fees are paid up front, the work required expending those
fees may continue for an extended period of time. This may lead to an initial increase in Fund Balance
but expenditures may need to increase in future fiscal years to meet the workload demand.
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY 19
Resources
40000-Beginning Fund Balance 2,761,180 4,224,922 5,809,493 8,021,235 8,021,235 8,021,235 38.1%
Total Beginning Fund Balance 2,761,180 4,224,922 5,809,493 8,021,235 8,021,235 8,028,235 38.1%
43101-Plumbing Permits 395,820 315,573 190,095 199,500 199,500 199,500 4.9%
43102-Mechanical Permits 320,923 377,618 437,676 308,000 308,000 308,000 -29.6%
43104-Building Permits 1,307,540 1,401,485 933,039 980,000 980,000 980,000 5.0%
43105-Metro Construction Excise 5% 11,540 11,123 7,020 7,000 7,000 7,000 -0.3%
43106-Building Plan Check Fee 814,496 1,219,421 407,632 560,000 560,000 560,000 37.4%
43107-Erosion Control Plan Check Fee 15,967 0 1420 0 0 -100.0%
43108-Fire Life Safety Plan Ck Fee 123,645 204,117 150,830 154,000 154,000 154,000 2.1%
43109-Plumbing Plan Check Fee 5,304 11,076 4,509 3,156 3,156 3,156 -30.0%
43111-Mechanical Plan Check Fee 26,405 44,666 79,290 72,800 72,800 72,800 -8.2%
43112-CDC Review Fees 2,645 5,395 521 1,000 1,000 1,000 91.9%
43118-Sewer Inspection Fee 164,147 12,485 175,314 3,500 3,500 3,500 -98.0%
43135-Info Processing 8r Archiving 44,448 44,755 23,416 34,000 34,000 34,000 45.2%
Total Licenses and Permits 3,232,880 3,647,713 2,409,484 2,322,956 2,322,956 2,322,956 -3.6%
44502-Beaverton School CET 4% 33,661 33,274 1,813 1,813 1,813 1,813 0.0%
44503-Tigard-Tualatin School CET 4% 30,138 32,030 6,468 6,468 6,468 6,468 0.0%
Total Intergovernmental 63,799 65,304 8,281 8,281 8,281 8,281 0.0%
45151-Returned Check Fees 0 60 00 0 0 0.0%
45319-Miscellaneous Fees ik Charges 24,821 5,667 7,035 7,000 7,000 7,000 -D.5%
Total Charges for Services 24,821 5,727 7,035 7,000 7,000 7,000 -0.5%
47000-Interest Earnings 3,453 2,452 19,782 150,300 150,500 150,500 660.8%
Total Interest Earnings 3,453 2,452 19,782 150,500 150,500 150,500 660.8%
48001-Recovered Expenditures 450 527 932 500 500 500 -46.4%
Total Miscellaneous 450 527 932 500 500 500 -46.4%
49220-Transfer In from Electrical Inspection Fund 300,000 300,000 250,000 250,000 250,000 250,000 0.0%
Total Transfers In 300,000 300,000 250,000 250,000 250,000 250,000 0.0%
Total Resources 6,386,582 8,246,644 8,505,007 10,760,472 10,760,472 10,760,472 265%
PAGE 358 - CITY OF TIGARD
SPECIAL REVENUE FUND-BUILDING
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY 19
Requirements
Program Expenditures
Community Development 2,161,660 2,177,385 1,785,567 2,122,747 2,122,747 2,122,747 18.9%
Total Program Expenditures 2,161,660 2,177,385 1,785,567 2,122,747 2,122,747 2,122,747 18.9%
Total Contingency 0 0 178,670 295,000 295,000 295,000 65.1%
ii.Total Budget
Reserve for Future Expense 4,224,922 6,069,259 6,540,770 8,342,725 8,342,725 8,342,725 27.5%
''otal Requirements 86, • 265%
. '' :4
Ti
swCANTER ('
BURY�N
i t _ � _ _ ;•
y�
1 11P7\
."' 1 in ito -#,e- •0..8_.1, p.
' r ! m i •-VOA , ,'
r
t e&•.14.•'.." . : 'f..• i 4„ '.
MUSEUM
I
,- ,� " ''V! ' i I'll!',iiih IJiIr11ilI1 IIIIIIIIIIUJI I_ IIII.IIlIllitil
i 603-797-9856 I I IFNI aiii
�t.
John Tigard House Museum
FUND SUMMARIES-PAGE 359
SPECIAL REVENUE FUND-CITY GAS TAX
The City Gas Tax Fund is used to account for revenues generated from and projects funded by
Tigard's local gas tax. The tax was developed by a citizen task force in 2006 as a means to fund im-
provements to the Greenburg Road/Pacific Highway/Main Street intersection. The plan was to sunset
the tax after paying for the project.
In 2009, a change in state law forbade cities from changing their local gas tax,resulting in an inability to
sunset the tax. The decision was made by the Tigard City Council to have the tax remain in effect per-
manently as a source to fund other future transportation project needs as recommended by a citizen
task force. The Greenburg Road/Pacific Highway/Main Street intersection project was completed in
December 2010. Revenue coming into the fund is currently being used to pay debt service on that
project.
The Tigard Transportation Advisory Committee (FI AC) advises council of potential transportation
projects that can be funded by the City Gas Tax. This fund is also helping cover the costs with the
North Dakota Street Bridge Replacement, North Dakota Street Sidewalk and Bike Lane, Commercial
Street Sidewalk,Main Street Green Street Retrofit-Phase 2,Tigard Street Bridge Replacement, 79th Av-
enue, and Murdock St. Sidewalk.
PAGE 360 - CITY OF TIGARD
SPECIAL REVENUE FUND-CITY GAS TAX
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY 19 Revised
Resou rces
40000-Beginning Fund Balance 354,950 1,083,367 1,231,677 2,020,751 2,020,751 2,020,751 64.1%
Total Beginning Fund Balance 354,950 1,083,367 1,231,677 2,020,751 2,020,751 2,020,751 64.155
44200-Gas Tax 844,865 887,038 619,511 933,987 933,987 933,987 50.8%
Total Intergovernmental 844,865 887,038 619,511 933,987 933,987 933,987 50.8%
47000-Interest Earnings 64,061 133,410 34,584 38,700 38,700 38,700 11.9%
Total Interest Earnings 64,061 133,410 34,584 38,700 38,700 38,700 11.9%
48001-Recovered Expenditures 15,444 0 32,052 10,000 10,000 10,000 -68.8%
Total Miscellaneous 15,444 0 32,052 10,000 10,000 10,000 -68.8%
49460-Transfer In from Transportation CIP Fund 127,714 0 0 0 0 0 0.0%
Total Transfers In 127,714 0 0 0 0 0 0.0%
Total Resources 1,407,035 2,103,815 1,917,824 3,003,438 3,003,438 3,003,438 56.6%
Requirements
Program Expenditures
Program Expenditures 0 0 0 0 0 0 0.0%
Total Debt Service 307,899 305,041 306,000 298,770 298,770 298,770 -2.4/a
Total Work in Progress 0 0 0 0 0 0 0.0%
Total Transfers Out 15,769 124,393 295,000 895,000 895,000 895,000 203.4%
Total Contingency 0 0 300,000 300,000 300,000 0 -100.0%
Budg- 323,667 429,434 901,000 1,493,770 1,193,770
Reserve for Future Exp 1,083,367 1,674,381 1,016,824 1,509,668 1,509,668 1,809,668 78.0%
Total Requirem ,815 1,917,824 003,438
FUND SUMMARIES-PAGE 361
SPECIAL REVENUE FUND- CRIMINAL FORFEITURE
The Criminal Forfeiture Fund records revenues received from the seizure of assets used in criminal
activities. Prior to FY 2013-14, a transfer out to the General Fund was established each fiscal year in
order for the Tigard Police Department to have as-needed access to fund-allowable police and drug
enforcement activities. Beginning with FY 2013-14, the police related expenditures have been made
directly out of the fund.
In FY 2018-19, three new divisions were created based on the mandate from the Federal Department
of Justice Equitable Sharing Program training on Asset Forfeiture Bookkeeping Procedures and Inter-
nal Controls. The procedure and internal control stated that the jurisdictions are not allowed to com-
bine Department of Justice asset forfeiture funds with funds from any other source. Other forfeiture
funds, including Treasury, state and local, must be maintained separately. The three new forfeiture
fund divisions are Federal Justice, Federal-Treasury, and Local.
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY 19
Resources
40000-Beginning Fund Balance 385,374 216,517 117,373 240,449 240,449 240,449 104.9%
Total Beginning Fund Balance 385,374 216,517 117,373 240,449 240,449 240,449 104.9%
44800-Federal Grants 20,200 96,793 0 0 0 0 0.0%
44830-Federal Justice 0 0 35,000 50,000 50,000 50,000 42.9%
44840-Federal Treasury 0 0 0 0 0 0 0.0%
44850-Local 0 0 7,000 5,000 5,000 5,000 -28.6%
Total Intergovernmental 20,200 96,793 42,000 55,000 55,000 55,000 31.0%
46000-Forfeitures 0 403 0 0 0 0 0.0%
46001-Traffic Fines 1,563 1,090 1,459 1,459 1,459 1,459 0.0%
46003-Property Evidence Forfeitures 2,529 5,450 00 0 0 031%
Total Fines&Forfeitures 4,092 6,942 1,459 1,459 1,459 1,459 0.0%
47000-Interest Earnings 13 -102 1,892 0 0 0 -100.0%
Total Interest Earnings 13 -102 1,892 0 0 0 -100.0%
48001-Recovered Expenditures 27 0 0 0 0 0 0.0%
Total Miscellaneous 27 0 0 0 0 0 0.0%
Total Resources 409,707 320,150 162,724 296,908 296,908 296,908 82.5%
Requirements
Program Expenditures
Community Services 190,446 50,794 150,893 151,065 151,065 151,065 0.1%
Total Program Expenditures 190,446 50,794 150,893 151,065 151,065 151,065 0.1%
Total Transfers Out 2,744 3,263 0 0 0 0 0.0%
Total Budget
Reserve for Future Expense 216,517 266,093 11,531 145,843 145,843 145,843 1132.7%
Total Requirements
PAGE 362- CITY OF TIGARD
SPECIAL REVENUE FUND- ELECTRICAL INSPECTION
The Electrical Inspection Fund records revenues related to electrical permits and plan check fees in the
city. The fees are established by single or multi-family dwelling units or by type of service, and are es-
tablished following the guidelines detailed in ORS 455.210 and OAR 918-020-0220. These guidelines
specify that the fees charged are necessary and are to be set at a level that reasonably recovers costs.
The revenues are then transferred to the Building Fund to support the costs associated with these fees.
As with the Building Fund, revenues in the Electrical Inspection Fund are anticipated to increase dur-
ing the next five to six years with homes being built in the River Terrace Subdivision.
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY19 Revised
Resources
40000-Beginning Fund Balance 269,470 310,976 371,176 344,692 344,692 344,692 -7.1%
Total Beginning Fund Balance 269,470 310,976 371,176 344,692 344,692 344,692 -7.1%
43103-Electrical Permit Fees 332,069 292,778 237,561 174,693 174,693 174,693 -26.5%
43110-Electrical Plan Check Fee 12,231 7,351 5,836 11,085 11,085 11,085 89.9%
Total Licenses and Permits 344,300 300,129 243,397 185,778 185,778 185,778 -23.7%
47000-Interest Earnings 326 128 1,207 8,400 8,400 8,400 595.9%
Total Interest Earnings 326 128 1,207 8,400 8,400 8,400 595.9%
48001-Recovered Expenditures 0 3,225 0 0 0 0 0.0%
Total Miscellaneous 0 3,225 0 0 0 0 0.0%
Total Resources 614,097 614,458 615,780 538,870 538,870 538,870 -12.5%
Requirements
Program Expenditures
Program Expenditures 0 0 0 0 0 0 0.0%
Total Transfers Out 303,121 303,913 250,000 250,000 250,000 250,000 0.0%
Total Contingency 0 0 50,000 50,000 50,000 0 -100.0%
Total Burig13 300,000 300,000 300,000 250,000 -16.7%
Reserve for Future Exp 310,976 310,545 315,780 238,870 238,870 288,870 -3.5%
Total Requirements 614,097 614,458 538,870 538,870 538,870 -175"/
FUND SUMMARIES-PAGE 363
SPECIAL REVENUE FUND- GAS TAX
The Gas Tax Fund records shared revenues from the State of Oregon and Washington County taxes
on the sale of motor vehicle fuel. The city utilizes these revenues to fund various construction, recon-
struction, improvements, repairs, maintenance, and operation of public highways, roads, and streets.
These monies may also be used for street lighting and cleaning, storm drainage, traffic control devices,
administrative costs and debt service. The city's Street Maintenance Division is largely funded by Gas
Tax revenues.
State of Oregon gas tax and vehicle registration fees are shared with cities and counties throughout the
State using a formula set by the legislature. The expenditure of state gas tax revenue is restricted to the
uses outlined in Article IX, section 3a of the Oregon Constitution.
Washington County collects one cent per gallon for all motor vehicle fuel sold within the county. Por-
tions of this collection are distributed to cities within the county according to a formula set by the
county. In addition, starting in FY 2019, the county started assessing a vehicle registration fee. A por-
tion of this fee is shared with the city and adds about$800K to revenues.
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY 19
Resources
40000-Beginning Fund Balance 2,349,779 2,679,224 2,074,059 2,835,484 2,835,484 2,960,484 42.7%
Total Beginning Fund Balance 2,349,779 2,679,224 2,074,059 2,835,484 2,835,484 2,960,484 42.7%
43119-Street Lighting Fees 93,663 112,306 65,965 65,965 65,965 65,965 0.0%
43125-Fee In-Lieu Bicycle Striping 0 0 3,009 0 0 0 -100.0%
Total Licenses and Permits 93,663 112,306 68,974 65,965 65,965 65,965 -4.4%
44200-Gas Tax 2,964,086 3,256,428 3,134,705 4,183,940 4,183,940 4,183,940 33.5%
44201-Other Gas Tax 186,222 185,369 215,343 197,296 197,296 197,296 -8.4°/
44202-Vehicle Registration Tax 0 0 0 0 0 0 0.0%
44501-Intergovernmental Revenue 0 0 20,000 0 0 0 -100.0%
Total Intergovernmental 3,150,308 3,441,797 3,370,048 4,381,236 4,381,236 4,381,236 30.0%
45319-Miscellaneous Fees&Charges 0 15,418 0 0 0 0 0.0%
Total Charges for Services 0 15,418 0 0 0 0 0.0%
47000-Interest Earnings 243,690 522,811 55,732 82,400 82,400 82,400 47.9%
Total Interest Earnings 243,690 522,811 55,732 82,400 82,400 82,400 47.9°
48001-Recovered Expenditures 41,111 176,610 62,818 62,818 62,818 62,818 0.0%
Total Miscellaneous 41,111 176,610 62,818 62,818 62,818 62,818 0.0%
49412-Transfer In from Street Maintenance Fund 150,000 150,000 150,000 158,000 158,000 158,000 5.3%
Total Transfers In 150,000 150,000 150,000 158,000 158,000 158,000 5.3%
Total Resources 6,028,551 7,098,165 5,781,631 7,585,903 7,710,903 33.4%
PAGE 364- CITY OF TIGARD
SPECIAL REVENUE FUND— GAS TAX
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY 19
Requirements
Program Expenditures
Public Works 1,917,807 2,145,494 3,285,468 3,780,253 3,780,253 3,760,480 145%
Total Program Expenditures 1,917,807 2,145,494 3,285,468 3,780,253 3,780,253 3,760,480 14.5%
Total Debt Service 584,561 579,577 575,000 577,230 577,230 577,230 0.4%
Total Transfers Out 846,958 1,173,401 1,372,100 1,909,700 1,909,700 Z131,900 55.4%
Total Contingency 0 0 148,000 222,000 222,000 222,000 50.0%
- 3,349,327 3,898,472 5,380,568 6,4 ,
Reserve for Future Expense 2,679,224 3,199,694 401,063 1,096,720 1,096,720 1,019,293 154.1%
Requirement. 6,1
43: 71
--. I A, 'Iii/ fL.
API
AW .I 1 Pi II 4 ie ! fir; s.°9 � J
- .,4t/4111141I _ -
1 7C _M. 1 10' r _ Awl.
ile7
.r ,11. ++ t : ._ a
.4 . .
is • " _ - - - '.
\` ! w'- 7k, :!_ ,
I I�' - t
.‘ :,..„,,,,...ri- _ ---_.
r ....,., -.air / -- -t
S
1 Ea
i -...a........... .
A_
.
NI
ilt
It-
FUND SUMMARIES-PAGE 365
SPECIAL REVENUE FUND- LIBRARY DONATIONS & BEQUESTS
The Library Donations and Bequest Fund accounts for the amounts received from several donations
and bequests for various special projects and artwork. A transfer to the Facilities Capital Projects Fund
of$100,000 is appropriated in FY 2019-2020 for miscellaneous Library improvements.
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY19Revised
Resources
40000-Beginning Fund Balance 476,892 477,966 383,966 489,200 489,200 489,200 27.4%
Total Beginning Fund Balance 476,892 477,966 383,966 489,200 489,200 489,200 27.4%
45330-Donations/Gifts 562 96,527 0 0 0 0 0.0%
Total Charges for Services 562 96,527 0 0 0 0 0.0%
47000-Interest Earnings 511 207 1,000 13,000 13,000 13,000 1200.0%
Total Interest Earnings 511 207 1,000 13,000 13,000 13,000 1200.0%
Total Resources 477,966 574,699 384,966 502,200 502,200 502,200 30.5%
Requirements
Program Expenditures
Program Expenditures 0 0 0 0 0 0 0.0%
Total Transfers Out 0 0 100,000 100,000 100,000 100,000 0.0%
Total Budget (.711_1=1 100,000 100,000
Reserve for Future Exp 477,966 574,699 284,966 402,200 402,200 402,200 41.1%
11. Total Require 574,699 384,966 1 502,200 1 502,200
PAGE 366 - CITY OF TIGARD
SPECIAL REVENUE FUND— PARKS BOND
In November 2010,voters approved a $17 million parks bond for purchase of land and greenspaces to
be used for parks. A minimum of 80% of the proceeds can be used for land acquisitions with the re-
maining 20% to be utilized for park improvements. Funding for land acquisitions and improvements
will come from the Parks Bond Fund,with expenditures recorded in the Parks Capital Fund.
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY 19 Revised
Resources
40000-Beginning Fund Balance 1,122,349 1,647,805 1,545,805 948,000 945,000 948,000 -38.7°/0
Total Beginning Fund Balance 1,122,349 1,647,805 1,545,805 948,000 948,000 945,000 -38.7%
44501-Intergovernmental Revenue 515,500 0 0 0 0 0 0.0%
Total Intergovernmental 515,500 0 0 0 0 0 0.00/0
47000-Interest Earnings 12,301 19.841 2,000 0 0 0 -100.0%
Total Interest Earnings 12,301 19,841 2,000 0 0 0 -100.0%
Total Resources 1,650,150 1,667,646 1,547,805 948,000 948,000 948,000 -38.8%
Requirements
Program Expenditures
Program Expenditures 0 0 0 0 0 0 0.0%
Total Debt Service 0 0 0 0 0 0 0.0%
Total Work in Progress 0 0 0 0 0 0 0.0%
Total Transfers Out 2,345 70,115 1,433,000 889,000 889,000 889,000 -38.0%
Total Contingency 0 0 0 0 0 0 0.0%
Total Budget 1,433,000 889,000 889,000 889,0
Reserve for Future Exp 1,647,805 1,597,531 114,805 59,000 59,000 59,000 -48.6%
Total Requirements 50,150 1,667,646 1,547,805 948,000 945,000 948,0
FUND SUMMARIES-PAGE 367
SPECIAL REVENUE FUND- PARKS SDC
The Parks System Development Charge (SDC) Fund was established to track the revenues and expend-
itures associated with the collection of the Parks SDCs. Parks SDCs are charged when a building per-
mit is issued for any new residential, multi-family, or commercial construction. Funds collected are
used for the acquisition, development, and expansion of additional recreation spaces and facilities that
are included in the city's Parks Master Plan.
During FY 2015-16, the city implemented a new Parks SDC that incorporates the River Terrace subdi-
vision. These rates are to be adjusted annually using an average of two indices, one reflecting changes
in development/construction costs and one reflecting changes in land acquisition costs.
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY 19 Revised
Resources
40000-Beginning g Fund Balance 3,929,233 8,136,659 9,679,941 8,532,863 8,532,863 8,532,863 -11.9%
Total Beginning Fund Balance 3,929,233 8,136,659 9,679,941 8,532,863 8,532,863 8,532,863 -11.9%
43300-System Development Charges 3,353,568 2,974,882 603,845 422,692 422,692 422,692 -30.0%
43301-SDC Reimbursement 710,793 662,156 115,283 80,698 80,698 80,698 -30.0%
43302-SDC Improvement-RT 597,403 -778,165 0 0 0 0 0.0%
43320-TDT Fees 0 0 9,223 0 0 0 -100.0%
Total Licenses and Permits 4,661,764 2,858,873 728,351 503,390 503,390 503,390 -30.9%
47000-Interest Earnings 5,449 4,308 19,782 211,100 211,100 211,100 967.1%
Total Interest Earnings 5,449 4,308 19,782 211,100 211,100 211,100 967.1%
Total Resources 8,596,446 10,999,840 10,428,074 9,247,353 9,247,353 9,247,353 -11.3%
Requirements
Program Expenditures
Program Expenditures 0 0 0 0 0 0 0.0%
Total Debt Service 0 0 0 0 0 0 0.0%
Total Work in Progress 0 0 0 0 0 0 0.0%
Total Transfers Out 459,786 869,271 3,562,301 2,847,400 2,847,400 2,847,400 -20.1%
Total Contingency 0 0 80,000 80,000 80,000 0 -100.0%
Total Budget 2,927,400 2,847,400
iiiiilla
Reserve for Future Exp 8,136,659 10,130,569 6,785,773 6,319,953 6,319,953 6,399,953 -5.7%
Total Requirements Mlin8,596,446 10,9MSIS 9,247,353
PAGE 368 - CITY OF TIGARD
SPECIAL REVENUE FUND— PARKS UTILITY
The Parks Utility Fund is a special revenue fund that is used for maintenance and operation of city
parks, trails, and green-spaces. The Tigard City Council recognized during the 2015-2016 fiscal year
that the city's General Fund could not be sustained at current levels, given the growth of expenses and
the city's population. The General Fund covers core services like police, library, community building
and parks. City expenses are growing at about 4 percent annually compared to revenues of 3.5 percent.
To address the gap, the council approved a Parks Utility Fee that would take a portion of parks funding
out of the General Fund and treat it more like a utility.
As a part of the 3rd quarter Supplemental Budget in FY2019, the council approved another increase of
$0.52/EDU to fund the Recreation Division. With this additional funding, the Recreation Division,
which was part of the budget cut in FY 2019, will be back to pre budget-cut level. In addition, the
Council adopted $1.02 per EDU increase,which was recommended at the Budget Committee Meeting,
to address deferred parks maintenance. A typical single or multi-family residential customer who re-
ceives a utility statement from the City of Tigard will see a monthly charge of$5.91 as of July 1, 2019.
Typical commercial customers will see a monthly charge of approximately $14.77 at the same time. All
told, the fees are expected to generate just over one-third of the cost of the operations and mainte-
nance of city parks, trails, green-spaces, as well as right-of-ways thereafter. The remaining cost is cov-
ered by a transfer from the General Fund.
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY 19
Resources
40000-Beginning Fund Balance 468,155 708,311 825,127 1,452,584 1,452,584 1,452,584 76.0%
Total Beginning Fund Balance 468,155 708,311 825,127 1,452,584 1,452,584 1,452,584 76.0%
43136-Park and Recreation Fee 1,039,163 1,163,462 1,067,900 1,505,593 1,790,593 1,790,593 67.7%
Total Licenses and Permits 1,039,163 1,163,462 1,067,900 1,505,593 1,790,593 1,790,593 67.7%
44501-Intergovernmental Revenue 5,000 0 0 0 0 0 0.0%
Total Intergovernmental 5,000 D 0 0 0 0 0.0%
45199-Bad Debt -570 80 0 0 0 0 0.0%
45305-Park Revenue 95,409 101,030 0 89,250 89,250 89,250 100.0%
45319-Miscellaneous Fees&Charges 3,965 5,717 0 0 0 0 0.0%
45321-Community Garden Rental Income 850 93D 0 1,500 1,500 1,500 100.0%
45330-Donations/Gifts 0 D 0 0 0 0 0.0%
Total Charges for Services 99,654- 107,757 0 90,750 90,750 90,750 100.0%
47000-Interest Earnings 487 31 500 3,300 3,300 3,300 560.0%
Total Interest Earnings 487 31 500 3,300 3,300 3,300 560.0%
48001-Recovered Expenditures 0 34 0 0 0 0 0.0%
Total Miscellaneous 0 34 0 0 0 0 0.0%
49100-Transfer In from General Fund 1,350,000 1,332,195 2,682,370 2,213,500 2,213,500 2,213,770 -17.5%
Total Transfers In 1,350,000 1,332,195 2,682,370 2,213,500 2,213,500 2,213,770 -17.5%
Total Resources 2,962,459 3,311,791 4,575,897 5,265,727 . 5,550,727 5,550,997 mlilli
FUND SUMMARIES-PAGE 369
SPECIAL REVENUE FUND— PARKS UTILITY
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY 19
Requirements
Program Expenditures
Public Works 2,254,148 2,487,536 3,530,108 3,522,469 3,807,469 3,807,739 7.9%
Total Program Expenditures 2,254,148 2,487,536 3,530,108 3,522,469 3,807,469 3,807,739 7.9%
Total Transfers Out 0 0 106,858 61,538 61,538 61,538 -42.4%
Total Contingency 0 0 96,742 135,000 135,000 135,000 39.5%
Total Budget
Reserve for Future Expense 708,311 824,256 842,189 1,546,720 1,546,720 1,546,720 83.7%
Total Requirements
_ — ,..4
—tkjk
a, t�7�C,;.•y.:.• ,
e,
'r> � �„ t ,. s$ - •
. 1 lei:.
1 Ir�, S ' b �it5
`!� J 04-47-4,4 1r\� ii �,.
IL iii i 0 - , ----- tTi,i1P-• 0 tltkili A; / \
wry
I --
---
; ..
- 4.
-
{
coca _-1'-LL
-: `s :. ,* L - ,tiy :-Y-‘ '
'-e'er2 .7,k- 47.40' .***„„ 'ray.' ` _i'
sur� '1"-" x ,.. az,µ z- ' �. .,1 x rE ' � x ,-
PAGE 370 - CITY OF TIGARD
SPECIAL REVENUE FUND— STREET MAINTENANCE FEE
The Street Maintenance Fee Fund was established to track the revenues and expenditures associated
with the Street Maintenance Fee that was approved through Ordinance No. 03-10 by the City Council
in November 2003 and updated with revised fees in both January 2010 and March 2016.
The Street Maintenance Fee is a monthly fee designed specifically for the maintenance of existing
roads in Tigard. Monthly fees are billed to and collected from both residential and non-residential
customers through the city's utility billing system.
The fee provides a stable source of revenue designated for the use in the maintenance of existing
streets and right-of-way maintenance within the city. This includes applying new street surfaces such
as slurry seals,pavement overlays, and repairing deteriorating streets.
During the 2015-2016 fiscal year, the Tigard City Council approved revised fees that reflect upcoming
projects scheduled in the pavement plan that emphasize road use in commercial areas. The changes
are meant to continue funding needed roadwork that supports one of the city's key pieces of infra-
structure.
An additional increase in the Street Maintenance Fee rates to both residents and businesses went into
effect in January 2017. This increase generates an additional $500,000 annually for the program in or-
der to address the backlog of streets over a roughly 20 year timeframe.
FUND SUMMARIES-PAGE 371
SPECIAL REVENUE FUND— STREET MAINTENANCE FEE
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY 19 Revised
Resources
40000-Beginning Fund Balance 1,605,746 2,042,134 2,357,605 2,077,371 2,077,371 2,077,371 -11.9%
Total Beginning Fund Balance 1,605,746 2,042,134 2,357,605 2,077,371 2,077,371 2,077,371 -11.9
43129-Line Extension Rebate 2,464,776 2,788,660 0 2,990,000 2,990,000 2,990,000 100.0°/
43130-Miscellaneous Fees/Charges 0 0 2,993,611 0 0 0 -100.0%
Total Licenses and Permits 2,464,776 2,788,660 2,993,611 2,990,000 2,990,000 2,990,000 -0.1%
45199-Bad Debt -2,134 324 0 0 0 0 0.0%
Total Charges for Services -2,134 324 0 0 0 0 0.0%
47000-Interest Earnings 826 585 2,043 30,100 30,100 30,100 1373.3
Total Interest Earnings 826 585 2,043 30,100 30,100 30,100 1373.3%
48001-Recovered Expenditures 55 126 1,299 0 0 0 -100.0%
Total Miscellaneous .5 126 1,299 0 0 0 -100.0%
Total Resources 4,069,269 4,831,829 5,354,558 5,097,471 5,097,471 5,097,471 -4.80/1
Requirements
Program Expenditures
Program Expenditures 0 0 0 0 0 0 0.0%
Total Work in Progress 1,713,235 2,330,961 2,800,000 2,800,000 2,800,000 2,888,000 3.1%
Total Transfers Out 313,900 322,557 492,154 161,657 161,657 306,430 -37.7%
Total Contingency 0 0 196,753 200,000 200,000 200,000 1.7%
Total Budget .Mi2,027,135 2,653,518 3,488,907
Reserve for Future Exp 2,042,134 2,178,311 1,865,651 1,935,814 1,935,814 1,703,041 -8.7%
Total Requirements 4,069,269 4,831,829
PAGE 372- CITY OF TIGARD
SPECIAL REVENUE FUND-TRANSIENT LODGING TAX
The Transient Lodging Tax Fund is used to account for revenues generated from and projects funded
by Tigard's Transient Lodging Tax (TLT). The tax adopted by council in August 2017 by Ordinance #
17-18. The tax is a 2.5% tax on overnight stays in lodging properties such as hotel., motels, bed &
breakfasts, and online vacation rentals such as Airbnb. Tigard's TLT is in addition to similar state and
county taxes, bringing the total tax in the City of Tigard to 13.3%.
In September 2017, council provided direction to implement a plan for the use of Tigard's 2.5% TLT.
Under state law, Tigard can spend up to 30% of revenue on city services. The current plan is that
Tigard will maximize its use of the 30 percent. The revenue eligible for city services will go to existing
services. These existing city services include the Tigard Downtown Association, local events currently
funded through the event grant program, overhead, and other existing city services that support tour-
ism. City services that support tourism include public safety,parks and trails, and transportation.
Under state law, Tigard must spend at least 70% of the 2.5% city TLT on tourism and tourism related
activities. The primary emphasis in this category of the fiscal plan is two-fold. First is to support exist-
ing regional tourism events such as the Balloon Festival and Tigard's existing support of the Visitor's
Center run by the Tigard Area Chamber of Commerce. Second is bonding the revenue for a facility
that generates tourism. The plan has $400,000 annually for growing fund balance, and later debt ser-
vice. This is enough to pay $3,000,000 in bonds over a 10 year period. As revenue grows, there is a
small amount that will become available for other tourism activities in the later years of this fiscal plan.
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY 19 Revised
Resources
40000-Beginning Fund Balance 0 0 330,000 452,598 452,598 452,598 37.2%
Total Beginning Fund Balance 0 0 330,000 452,598 452,598 452,598 37.2°/
40201-Hotel/Motel Tax 0 0 644,000 693,920 683,920 683,920 6.2%
Total Intergovernmental 0 0 644,000 683,920 683,920 683,920 6.2%
47000-Interest Earnings 0 0 0 4,800 4,800 4,800 100.0%
Total Interest Earnings 0 0 0 4,800 4,800 4,800 100.0%
Total Resources 0 0 974,000 1,141,318 1,141,318 1,141,318 172%
Requirements
Program Expenditures
Program Expenditures 0 0 0 0 0 0 0.0°%
Total Transfers Out 0 0 272,070 294,900 344,900 344,900 26.8%
Total Contingency 0 0 415,000 450,000 450,000 0 -100.0%
T 0 0 687,070 744,900 794,900
Reserve for Future Exp 0 0 256,930 396,418 346,418 796,418 177.6%
Total Requirements 0 0 974,000 1,141,318 1,141,318 1,141
FUND SUMMARIES-PAGE 373
SPECIAL REVENUE FUND— TRANSPORTATION DEVELOPMENT TAX
The Transportation Development Tax (TDT) Fund accounts for a Washington County Tax approved
by the voters in November 2008 that is administered and collected by the City of Tigard. The tax has
been in effect since July 1,2009,replacing the Traffic Impact Fee (TIF) program.
Like TIF,TDT is assessed on new development to help provide funds for the increased capacity trans-
portation improvements need to accommodate the additional vehicle traffic and demand for transit
facilities generated by that development. It provides funds for these capacity improvements to county
and city arterials, certain collectors, and certain state and transit facilities as listed in the County's Capi-
tal Improvements Project List. The TDT is categorized as an Improvement Fee. Revenue must be
dedicated to capital improvements that expand capacity and may not be used for maintenance, repair,
or other non-capital improvements.
Since the TDT was approved by Washington County voters, the Washington County Board of Com-
missioners has granted a discount to developers and slowed the phase-in of the TDT. However, the
tax has been fully phased-in as of October 2014.
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY19Revised
Resources
40000-Beginning g Fund Balance 3,392,307 7,528,398 10,600,905 10,529,970 10,529,970 10,529,970 -0.7%
Total Beginning Fund Balance 3,392,307 7,528,398 10,600,905 10,529,970 10,529,970 10,529,970 -0.7%
43320-TDT Fees 4,179,562 4,085,773 1,190,700 1,400,000 1,400,000 1,400,000 17.6%
Total licenses and Permits 4,179,562 4,085,773 1,190,700 1,400,000 1,400,000 1,400,000 17.6%
47000-Interest Earnings 5,147 4,323 11,279 253,900 253,900 253,900 2151.1%
Total Interest Earnings 5,147 4,323 11,279 253,900 253,900 253,900 2151.1%
49200-Transfer In from Gas Tax Fund 0 0 0 0 0 0 0.0%
Total Transfers In 0 0 0 0 0 0 0.0%
Total Resources 7,577,016 11,618,494 11,802,884 12,183,870 12,183,870 12,183,870 3.27V
Requirements
Program Expenditures
Program Expenditures 0 0 0 0 0 0 0 o%
Total Work in Progress 0 0 0 0 0 0 0.0%
Total Transfers Out 48,618 46,995 3,314,371 1,425,000 1,425,000 1,425,000 -57.0%
Total Contingency 0 0 250,000 250,000 250,000 0 -100.0%
Total Bu,:.
Reserve for Future Exp 7,528,398 11,571,498 8,238,513 10,508,870 10,508,870 10,758,870 30.6%
Total Requiremeng lh7494 11,802,884 1
PAGE 374- CITY OF TIGARD
SPECIAL REVENUE FUND- TRANSPORTATION SDC
The Transportation System Development Charge (SDC) Fund was established to track the revenues
and expenditures associated with the collection of transportation SDCs. The charges are collected up-
on issue of a building permit for any new residential, multi-family, or commercial construction. The
fees supporting the fund were adopted during the 2015-2016 fiscal year. To assist with infrastructure
capacity needs in River Terrace, an additional SDC charge for that area was implemented.
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY 19 Revised
Resources
40000-Beginning Fund Balance 988,629 3,876,775 5,168,208 7,289,996 7,289,996 7,289,996 41.1%
Total Beginning Fund Balance 988,629 3,876,775 5,168,208 7,289,996 7,289,996 7,289,996 41.1%
43300-System Development Charges 2,080204 2,051,078 808,500 350,000 350,000 350,000 -563%
43301-SDC Reimbursement 126,149 118,413 47,040 18,900 18,900 18,900 -59.8%
43302-SDC Improvement-RT 686,222 746,174 0 40,600 40,600 40,600 100.0%
Total Licenses and Permits 2,892,575 2,915,665 855,540 409,500 409,500 409,500 -52.1%
47000-Interest Earnings 1,067 2,817 500 144,000 144,000 144,000 28700.0%
Total Interest Earnings 1,067 2,817 500 144,000 144,000 144,000 28700.0%
Total Resources 3,882,271 6,795,257 6,024,248 7,843,496 7,843,496 7,843,496 30.2%
Requirements
Program Expenditures
Program Expenditures 0 0 0 0 0 0 0.0%
Total Work in Progress 0 0 0 0 0 0 0.0%
Total Transfers Out 5,496 13,355 201,406 209,000 209,000 209,000 3.8%
Total Contingency 0 0 30,000 50,000 50,000 0 -100.0%
Total Budget
Reserve for Future Exp 3,876,775 6,781,902 5,792,842 7,584,496 7,584,496 7,634,496 31.8%
Total Requirements
FUND SUMMARIES-PAGE 375
SPECIAL REVENUE FUND- URBAN FORESTRY
The Urban Forestry Fund was established to account for funds collected from developers in lieu of
preserving trees. Monies collected in this fund can be used by the city to plant trees in public rights-of-
way and other public properties. These resources can also be used to provide care and maintenance to
the trees planted by the city for three years after the planting.
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY 19 Revised
Resources
40000-Beginning Fund Balance 1,299,540 1,216,337 1,094,818 1,015,203 1,015,203 1,015,203 -7.3
Total Beginning Fund Balance 1,299,540 1,216,337 1,094,818 1,015,203 1,015,203 1,015,203 -7.3%
47000-Interest Earnings 1,627 663 4,060 35,200 35,200 35,200 767.0%
Total Interest Earnings 1,627 663 4,060 35,200 35,200 35,200 767.0%
48101-Tree Replacement Revenue 18,706 8,472 27,891 15,000 15,000 15,000 -46.2%
Total Miscellaneous 18,706 8,472 27,891 15,000 15,000 15,000 -46.2%
Total Resources 1,319,874 1,225,471 1,126,769 1,065,403 1,065,403 1,065,403 -5.4%1
Requirements
Program Expenditures
Program Expenditures 0 0 0 0 0 0 0.0°/s
Total Work in Progress 0 0 0 0 0 0 0.0%
Total Transfers Out 103,537 96,018 175,000 148,900 148,900 148,900 -14.9%
Total Contingency 0 0 50,000 50,000 50,000 0 -100.0°/a
Total Budget
Reserve for Future Exp 1,216,337 1,129,453 901,769 866,503 866,503 916,503 1.6%
Total Requirements 9,874 1,225,471 1,126,769 1,065,403 1,065,4
PAGE 376 - CITY OF TIGARD
SPECIAL REVENUE FUND- UNDERGROUND UTILITY
The Underground Utility Fund was established to record funds that are received in lieu of under-
grounding utilities. The resources in this fund are used primarily to support various capital improve-
ment projects that require underground utility components. This fund saw a large draw down on re-
sources during the 2017 fiscal year for underground work on the Walnut Street project. Additionally,
a part of the 121st Avenue Sidewalks and Bike Lanes project will be funded by the Underground Utili-
ty Fund.
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY19Revised
Resources
40000-Beginning Fund Balance 450,921 110,143 168,574 474,925 474,925 474,925 181.7%
Total Beginning Fund Balance 450,921 110,143 168,574 474,925 474,925 474,925 151.7/0
43124-Fee In-Lieu Undergrounding 12,320 264,816 124,817 124,000 124,000 124,000 -0.7%
Total Licenses and Permits 12,320 264,816 124,817 124,000 124,000 124,000 -0.7%
47000-Interest Earnings 444 31 7,160 8,500 8,500 8,300 18.7%
Total Interest Earnings 444 31 7,160 8,500 8,500 8,500 18.7%
Total Resources 463,635 ilMh 300,551 607,425 607,425 607,425 1021%
Requirements
Program Expenditures
Program Expenditures 0 0 0 0 0 0 0.0%
Total Work in Progress 0 0 0 0 0 0 OM%
Total Transfers Out 353,542 12,403 21,635 10,000 10,000 10,000 -53.8%
Total Contingency 0 0 50,000 50,000 50,000 0 -100.0%
Total Budget 353,542 12,403 60,000 10,000 -86.0
Reserve for Future Exp 110,143 362,586 228,916 547,425 547,425 597,425 161.0%
Total Requirements 463,685 374,989 300,551 607,425 607,425 607,425 102.1%
FUND SUMMARIES-PAGE 377
DEBT SERVICE FUND- BANCROFT DEBT SERVICES
The Bancroft Debt Service Fund accounts for revenues and debt service payments related to two local
improvement districts (LID) within the city. In July of 2002, the city sold bonds for the 69th Avenue
LID project. In December of 2003, the city sold bonds to finance the remaining portion of the Dart-
mouth LID project, which has since been paid off. Fund revenues are derived from assessments on
properties that participate within these districts. The reserve for future expense is to be used to protect
against fluctuations and non-payment of assessments by property owners and to provide cash flow for
debt service payments as scheduled.
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY19 Revised
Resources
40000-Beginning g Fund Balance 112,269 97,768 59,130 54,861 54,861 54,861 -7.2%
Total Beginning Fund Balance 112,269 97,768 59,130 54,861 54,861 54,861 -7.2%
42000-Spec Assmt Principal 0 0 60,000 0 0 0 -100.0%
42002-Spec Assmt Principal 52,146 50,036 0 50,000 50,000 50,000 100.0%
Total Special Assessments 52,146 50,036 60,000 50,000 50,000 50,000 -16.7%
47000-Interest Earnings 0 0 10,000 1,900 1,900 1,900 -81.(2
47002-Interest-Assmts 69th Ave 36,6-8 3 ,2 - 0 30,000 30,000 30,000 100.0%
Total Interest Earnings 36,678 37,2" 10,000 31,900 31,900 31,900 219.0%
Total Resources 201,094 185,081 129,130 136,761 136,761 136,761 5.91
Requirements
Program Expenditures
Program Expenditures 0 0 0 0 0 0 0.0%
Total Debt Service 103,325 103,220 107,000 83,000 83,000 83,000 -22.4%
Total Transfers Out 0 0 0 0 0 0 0.0%
Total Contingency 0 0 0 0 0 0 0.0%
Reserve for Future Exp 97,768 81,861 22,130 53,761 53,761 53,761 142.9%
Total '., 136,761
PAGE 378 - CITY OF TIGARD
DEBT SERVICE FUND— GENERAL OBLIGATION DEBT SERVICE
The General Obligation Debt Service Fund accounts for revenues and debt service payments related
to the 2002 voter-approved bond measure for a new library and the 2011 voter-approved bond meas-
ure for the purchase and development of parks. Property taxes collected through the debt levies will
be used to repay these bonds and ending fund balance is used to protect against fluctuations in prop-
erty tax payments and provide cash flow to match collections and payments.
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY19Revised
Resources
40000-Beginning Fund Balance 971,579 1,117,556 1,099,173 1,328,130 1,328,130 1,328,130 20.8%
Total Beginning Fund Balance 971,579 1,117,556 1,099,173 1,328,130 1,328,130 1,328,130 20.8%
40100-Current Property Taxes 2,284,818 2,273,278 2,200,490 2,345,625 2,345,625 2,345,625 6.6°4
40101-Prior Year Property Taxes 32,987 27,144 11,515 40,000 40,000 40,000 247.4%
Total Taxes 2,317,805 2,300,422 2,212,005 2,385,625 2,385,625 2,385,625 7.8°4
47000-Interest Earnings 21,272 40,577 4,612 37,000 37,000 37,000 702.3%
Total Interest Earnings 21,272 40,577 4,612 37,000 37,000 37,000 702.3%
Total Resources 3,310,656 3,458,555 3,315,790 -6 3,750,755 13.1%
Requirements
Program Expenditures
Program Expenditures 0 0 0 0 0 0 0.0%
Total Debt Service 2,193,100 2,195,425 2,225,000 2,223,000 2,223,000 2,223,000 -0.1%
Total Transfers Out 0 0 0 0 0 0 0.0%
Total Contingency 0 0 0 0 0 0 0.0%
Total Budget 2,193,100 2,195,425 2,225,000 2,223,000 2,223,001 ,93,000—'I
Reserve for Future Exp 1,117,556 1,263,130 1,090,790 1,527,755 1,527,755 1,527,755 40.1%
-
Total Requirements 3,310,656 3,458,555 3,315,790 3,750,755 3,750,755 3,750,755
FUND SUMMARIES-PAGE 379
CAPITAL PROJECTS FUND- FACILITIES CAPITAL PROJECTS
The Facilities Capital Projects Fund is used largely for general construction, reconstruction, replace-
ment, and expansion related to the city's facilities. Transfers into this fund come from the various
other funds that will benefit directly from these projects. The fund is currently building a reserve to
explore the construction of a new city facility. Some of this reserve began to be used in FY 2016-17
for the Civic Center Facilities Visioning Study. Beginning in FY 2018-19, the fund was used to sup-
port the Public Works Yard project,which is currently in the design phase.
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY19Revised
Resources
40000-Beginning Fund Balance 1,129,618 1,016,775 1,024,987 917,362 917,362 917,362 -10.5%
Total Beginning Fund Balance 1,129,618 1,016,775 1,024,987 917,362 917,362 917,362 -10.5%
47000-Interest Earnings 1,081 367 3,212 18,900 18,900 18,900 488.4%
Total Interest Earnings 1,081 367 3,212 18,900 18,900 18,900 488.4%
48001-Recovered Expenditures 39 0 0 0 0 0 0.0%
Total Miscellaneous 39 0 0 0 0 0 0.0%
49100-Transfer In from General Fund 133,755 0 350,000 290,000 290,000 290,000 -17.1%
49200-Transfer In from Gas Tax Fund 27,345 0 0 0 0 0 0.0%
49500-Transfer In from Sanitary Sewer Fund 18,736 0 0 0 0 0 0.0°/a
49510-Transfer In from Stormwater Fund 35,478 0 0 0 0 0 0.0%
49980-Transfer In from Library Don.&Req. 0 0 100,000 100,000 100,000 100,000 0.0%
Fund
Total Transfers In 215,314 0 450,000 390,000 390,000 390,000 -13.3%
IIIIIM Total Resources 1,346,052 1,017,143 1,478,199 1,326,262 1,326,262 1,326,262 -10.3°/g
Requirements
Program Expenditures
Program Expenditures 0 0 0 0 0 0 0.0°/a
Total Work in Progress 312,482 103,180 470,000 1,050,000 1,050,000 1,030,000 123.4%
Total Transfers Out 16,794 0 0 0 0 0 0.0%
Total Contingency 0 0 50,000 50,000 50,000 50,000 0.0%
Total Budget
Reserve for Future Exp 1,016,775 913,962 958,199 226,262 226,262 226,262 -76.4%
Total Requirements ,143 1,478,199 1,326,111
PAGE 380 - CITY OF TIGARD
CAPITAL PROJECTS FUND- PARKS CAPITAL
The Parks Capital Fund tracks various parks and greenspaces projects. Revenues accounted for in the
Parks Capital Fund include various federal and state grants,intergovernmental revenues, and transfers-
in.
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY19 Revised
Resou rces
40000-Beginning g Fund Balance 392,117 624,717 559,036 880,000 880,000 880,000 57A%
Total Beginning Fund Balance 392,117 624,717 559,036 880,000 880,000 880,000 57A%
44501-Intergovernmental Revenue 249,494 387,979 195,000 156,000 156,000 156,000 -20.0%
44800-Federal Grants 0 0 580,273 52,000 52,000 52,000 -9L05/5
44801-Slate Grants 0 0 1,110,125 560,000 560,000 560,000 -49.6%
44802-Grants-Other 0 0 290,000 99,000 99,000 99,000 -659%
Total Intergovernmental 249,494 387,979 2,175,398 867,000 867,000 867,000 -60.1%
47000-Interest Earnings 0 0 3,015 0 0 0 -100.0%
Total Interest Earnings 0 0 3,015 0 0 0 -100.0%
48001-Recovered Expenditures 76 512 0 0 0 0 0.0%
Total Miscellaneous 76 512 0 0 0 0 0.0%
49100-Transfer In from General Fund 272,136 12,209 23,000 0 0 0 -100.0%
49200-Transfer In from Gas Tax Fund 0 48,744 66,000 0 0 0 -100.0°7
49210-Transfer In from TLT Fund 0 0 35,000 52,000 52,000 52,000 48.6%
49260-Transfer In from Tree Replacement Fund 100,155 91,973 175,000 148,900 148,900 148,900 -14.9%
49415-Transfer In from Transportation SDC 0 0 120,000 185,000 185,000 185,000 542%
Fund
49421-Transfer In from Parks Bond Fund 2,337 70,115 1,433,000 889,000 889,000 889,000 -38.0%
49425-Transfer In from Parks SDC Fund 443,624 852,882 3,406,802 2,431,000 2,431,000 2,431,000 -28.6%
49500-Transfer In from Sanitary Sewer Fund 4 0 0 0 0 0 0.0%
49510-Transfer In from Stormwater Fund 25,196 41,251 10,000 1,100 1,100 1,100 -89.0%
49530-Transfer In from Water Fund 2,490 1,408 0 0 0 0 0 o%
Total Transfers In 845,941 1,118,582 5,268,802 3,707,000 3,707,000 3,707,000 -29.6%
M. Total Resources 1,487,628 2,131,791 8,006,251 5,454,000 5,454,000 5,454,000 IM
Requirements
Program Expenditures
Program Expenditures 0 0 0 0 0 0 0 0^/
Total Debt Service 0 0 0 0 0 0 0.0%
Total Work in Progress 862,911 1,512,518 7,444,200 4,709,500 4,709,500 4,709,500 -367%
Total Transfers Out 0 0 0 0 0 0 O.O
Total Contingency 0 0 0 0 0 0 0.0%
Total Budget
Reserve for Future Exp 624,717 619,273 562,051 744,500 744,500 744,500 32.5%
Total Requirements 1. 5431.11
FUND SUMMARIES-PAGE 381
CAPITAL PROJECTS FUND- TRANSPORTATION CIP
The Transportation CIP Fund tracks all capital improvement projects that are funded with transporta-
tion revenues including Gas Tax and the Transportation Development Tax (TDT). Resources to the
fund include state and federal grants and transfers-in.
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY 19 Revised
Resources
40000-Beginning Fund Balance 286,628 757,625 1,053,100 820,000 820,000 820,000 -22.5%
Total Beginning Fund Balance 286,628 757,625 1,058,100 820,000 820,000 820,000 -22.5%
44501-Intergovernmental Revenue -867 133,569 0 0 0 0 0.0%
44800-Federal Grants 37,180 149,956 1,392,325 19,400 19,400 40,200 -97.1%
44801-State Grants 232,316 0 460,580 70,000 70,000 97,000 -78.9%
44802-Grants-Other 0 0 280,000 828,000 828,000 855,000 205A%
44850-Local 0 0 0 46,000 46,000 46,000 1000%
Total Intergovernmental 268,629 283,525 2,132,905 963,400 963,400 1,038,200 -51.3%
45107-Transportatn Utility Surcharge 4,268 19,307 0 0 0 0 0o%
Total Charges for Services 4,268 19,307 0 0 0 0 0.0%
48000-Other Revenue 77,000 676,551 927,325 0 0 0 -100.0%
48001-Recovered Expenditures 4 91 0 0 0 0 0o%
Total Miscellaneous 77,004 676,642 927,325 0 0 0 -100.0%
49200-Transfer In from Gas Tax Fund 814,906 1,119,165 815,000 1,510,000 1,510,000 1,732,200 112.5%
49205-Transfer In from City Gas Tax Fund 11,101 119,564 295,000 895,000 895,000 895,000 2014%
49405-Transfer In from Trans.Dev.Tax Fund 25,425 20,733 3,293,426 1,425,000 1,425,000 1,425,000 -56.7%
49411-Transfer In from Underground Utility 349,003 7,986 20,000 10,000 10,000 10,000 -50.0%
Fund
49415-Transfer In from Transportation SDC 2,896 15 81,406 24,000 24,000 24,000 -705%
Fund
49500-Transfer In from Sanitary Sewer Fund 0 0 0 7,000 7,000 7,000 100.0%
49510-Transfer In from Stormwater Fund 45,685 6,399 0 0 0 0 0.0%
49530-Transfer In from Water Fund 1,485 0 0 0 0 0 0o%
Total Transfers In 1,250,500 1,273,862 4,504,832 3,871,000 3,871,000 4,093,200 -9.1%
dEIM Total Resources 1,887,030 3,010,961 5,654,400 5,654,400 5,951,400 -31.0%
Requirements
Program Expenditures
Program Expenditures 0 0 0 0 0 0 0.0%
Total Work in Progress 1,001,691 2,319,522 7,565,062 4,934,400 4,934,400 5,231,400 -30.8%
Total Transfers Out 127,714 0 0 0 0 0 0.09'a
Total Contingency 0 0 0 0 0 0 0.0%
Total Budget
Reserve for Future Exp 757,62.5 691,439 1,058,100 720,000 720,000 720,000 -32.0%
Total Requirements
PAGE 382- CITY OF TIGARD
INTERNAL SERVICE FUND- CENTRAL SERVICES
The Central Service Fund has been established to track the revenues and expenditures of the central
administrative functions in the city, including city administration, finance, communication records,
property management, utility billing, and information services. The resources for this fund come
largely from interdepartmental charges to other city funds. These charges are allocated to departments
through a federally approved indirect cost allocation plan. The basis for these allocations is reviewed
each year based on anticipated uses or benefits that are provided to other city departments or divi-
sions.
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY 19
Resources
40000-Beginning Fund Balance 1,018,389 1,027,508 1,036,677 1,713,564 1,773,564 1,773,564 71.1%
Total Beginning Fund Balance 1,018,389 1,027,508 1,036,677 1,713,564 1,773,564 1,773,564 71.1%
43130-Miscellaneous Fees/Charges 0 0 39,211 0 0 0 100.0%
Total Licenses and Permits 0 0 39,211 0 0 0 -100.0%
44501-Intergovernmental Revenue 0 35,302 0 0 0 0 0.0%
44802-Grants-Other 0 35,894 74,900 0 0 0 -100.0%
Total Intergovernmental 0 71,196 74,900 0 0 0 -100.0%
45319-Miscellaneous Fees St.Charges 47,022 37,394 0 35,000 35,000 35,000 100.0%
45580-Interdepartmental Services Revenue 7,327,664 8,268,936 8,509,402 10,136,706 10,154,390 9,997,008 17.5%
Total Charges for Services 7,374,686 8,306,330 8,509,402 10,171,706 10,189,390 10,032,008 17.9%
47000-Interest Earnings 23,932 23,792 22,593 0 0 0 -100.0%
Total Interest Earnings 23,932 23,792 22,593 0 0 0 -100.0%
48000-Other Revenue 70,597 0 93,700 0 0 0 -100.0%
48001-Recovered Expenditures 5,948 32,310 13,400 30,000 30,000 30,000 123.9%
Total Miscellaneous 76,545 32,310 107,100 30,000 30,000 30,000 -72.0%
49100-Transfer In from General Fund 20,372 125,466 159,644 12,144 12,144 24,753 -84.5%
49200-Transfer In from Gas Tax Fund 4,707 5,487 0 0 0 0 0.0%
49205-Transfer In from City Gas Tax Fund 4,668 4,829 0 0 0 0 0.0%
49220-Transfer In from Electrical Inspection Fund 3,121 3,913 0 0 0 0 0.0%
49240-Transfer In from Criminal Forfeiture Fund 2,744 3,263 0 0 0 0 0.0%
49260-Transfer In from Tree Replacement Fund 3,382 4,045 0 0 0 0 0.0%
49270-Transfer In from Parks Utility Fund 0 0 3,258 61,538 61,538 61,538 1788.8%
49400-Transfer In from Capital Projects Fund 16,794 0 0 0 0 0 0.0%
49405-Transfer In from Trans.Dev.Tax Fund 23,193 26,262 20,945 0 0 0 -100.0%
49411-Transfer In from Underground Utility Fund 4,539 4,417 1,635 0 0 0 -100.0%
49412-Transfer In from Street Maintenance Fund 163,900 172,557 342,154 3,657 3,657 148,430 -56.6%
49415-Transfer In from Transportation SDC Fund 2,600 13,340 0 0 0 0 0.0%
49425-Transfer In from Parks SDC Fund 16,163 16,383 96,999 0 0 0 -100.0%
49500-Transfer In from Sanitary Sewer Fund 23,827 22,453 3,087 0 0 0 -100.0%
49510-Transfer In from Stormwater Fund 4,400 5,129 3,190 0 0 0 -100.0%
49530-Transfer In from Water Fund 93,586 152,313 10,138 0 0 0 -100.0%
49531-Transfer In from Water SDC Fund 15,960 18,898 0 0 0 0 0.0%
49532-Transfer In from Water CEP Fund 51,935 0 0 0 0 0 0.0%
49660-Transfer In from Insurance Fund 270 295 0 0 0 0 0.0%
Total Transfers In 456,161 579,050 641,050 77,339 77,339 234,721 -63.4%
FUND SUMMARIES-PAGE 383
INTERNAL SERVICE FUND— CENTRAL SERVICES
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY 19
Total Resources 8,949,712 10,040,186 10,430,933 11,992,609 12,070,29
Requirements
Program Expenditures
Policy and Administration 7,922,204 8,254,843 9,174,455 10,043,956 10,150,956 10,150,956 10.6%
Total Program Expenditures 7,922,204 8,254,843 9,174,455 10,043,956 10,150,956 10,150,956 10.6%
Total Contingency 0 0 169,520 429,000 429,000 429,000 153.1%
Total Budget
Reserve for Future Expense 1,027,508 1,785,342 1,086,958 1,519,653 1,490,337 1,490,337 37.1%
Total Requirements 10,040,186 10,430,933 11,992,
PAGE 384- CITY OF TIGARD
INTERNAL SERVICE FUND— PUBLIC WORKS ADMIN
The Public Works Administration Fund was established in the FY 2018-19 budget to track the reve-
nues and expenditures of the central administrative functions of the Public Works Department. The
resources for this fund come from interdepartmental charges to other city funds such as Gas Tax, Park
Utility, Water, Sewer, and Stormwater. These charges are allocated to departments through a federally
approved indirect cost plan. The basis for these allocations is reviewed each year based on anticipated
uses or benefits that are provided to other Public Works divisions.
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY 19
Resources
40000-Beginning Fund Balance 0 0 0 316,216 316,216 316,216 100.0%
Total Beginning Fund Balance 0 0 0 316,216 316,216 316,216 100.0%
44801-State Grants 0 0 15,100 0 0 0 -100.0%
Total Intergovernmental 0 0 15,100 0 0 0 -100.0%
45580-Interdepartmental Services Revenue 0 0 2,017,775 2,247,499 2,262,895 2,262,895 12.1%
Total Charges for Services 0 0 2,017,775 2,247,499 2,262,895 2,262,895 12.1%
49100-Transfer In from General Fund 0 0 85,924 48,336 48,336 48,336 -43.7%
49200-Transfer In from Gas Tax Fund 0 0 85,300 0 0 0 -100.0%
49270-Transfer In from Parks Utility Fund 0 0 61,200 0 0 0 -100.0%
49500-Transfer In from Sanitary Sewer Fund 0 0 36,100 0 0 0 -100.0%
49510-Transfer In from Stormwater Fund 0 0 53,500 0 0 0 -100.0%
49530-Transfer In from Water Fund 0 0 102,100 0 0 0 -100.0%
Total Transfers In 0 0 424,124 48,336 48,336 48,336 -88.6%
Total Resources 0 2,456,999 2,612,051 2,627,947 2,627,447 6.9%
Requirements
Program Expenditures
Public Works 0 0 2,151,548 2,273,688 2,273,688 2,273,688 5.7%
Total Program Expenditures 0 0 2,151,548 2,273,688 2,273,688 2,273,688 5.7%
Total Contingency 0 0 100,000 135,000 135,000 135,000 35.0%
Total Budget 0 0 2,251,548 2,408,688 2,408,688 2,408,6
Reserve for Future Expense 0 0 205,451 203,363 218,759 218,759 6.5%
Total Requirements 0 0 2,456,999 2,612
FUND SUMMARIES-PAGE 385
INTERNAL SERVICE FUND- PUBLIC WORKS ENGINEERING
The Public Works Engineering Fund was established in the FY 2018-19 budget to track the revenues
and expenditures of the Engineering Division of the Public Works Department. The resources for
this fund come from three main sources: reimbursements from funds used for capital projects con-
tained in the city's Capital Improvement Plan (CIP); reimbursements from the funds used for capital
for system infrastructure work; and fees paid by developers to review development plans. These re-
sources fund the work of the Engineering Division.
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY 19
Resources
40000-Beginning Fund Balance 0 0 0 541,296 541,296 541,296 100.0%
Total Beginning Fund Balance 0 0 0 541,296 541,296 541,296 100.0%
43113-Address Fee 0 0 0 0 0 0 0.0%
43114-Engineering Public Improvement 0 0 800,000 800,000 800000 800,000 0.0%
43134-Street Maintenance Fee 0 0 0 0 0 0 0.0%
Total Licenses and Permits 0 0 800,000 800,000 800,000 800,000 0.0%
44501-Intergovernmental Revenue 0 0 0 145,128 145,128 145,128 100.0%
Total Intergovernmental 0 0 0 145,128 145,128 145,128 100.0%
45580-Interdepartmental Services Revenue 0 0 2,448,604 2,911,205 2,920,852 2,920,852 19.3%
Total Charges for Services 0 0 2,448,604 2,911,205 2,920,852 2,920,852 19.3%
49100-Transfer In from General Fund 0 0 31,788 34,618 34,618 34,618 8.9%
49200-Transfer In from Gas Tax Fund 0 0 405,800 369,700 369,700 369,700 -8.9%
49270-Transfer In from Parks Utility Fund 0 0 42,400 0 0 0 -100.0%
49425-Transfer In from Parks SDC Fund 0 0 58,500 36,400 36,400 36,400 -37.8%
49500-Transfer In from Sanitary Sewer Fund 0 0 92,500 24,200 24,200 24,200 -73.8%
49510-Transfer In from Stom.water Fund 0 0 133,800 66,700 66,700 66,700 -50.1%
49530-Transfer In from Water Fund 0 0 176,500 109,100 109,100 109,100 -38.2%
Total Transfers In 0 0 941,288 640,718 640,718 640,718 -31.9%
Total Resources 0 0 4,189,892 5,038,347 5,047,994 5,047,994 20.51
Requirements
Program Expenditures
Public Works 0 0 3,728,563 4,198,168 4,198,168 4,198,168 12.6%
Total Program Expenditures 0 0 3,728,563 4,198,168 4,198,168 4,198,168 12.6%
Total Contingency 0 0 90,190 170,000 170,000 170,000 88.5%
Total Budget 18,753 4,368,168 4,368,168 =4,368,1(
Reserve for Future Expense 0 0 371,139 670,179 679,826 679,826 83.2%
Total Requirements 0
PAGE 386 - CITY OF TIGARD
INTERNAL SERVICE FUND- FLEET/PROPERTY MANAGEMENT
The Fleet/Property Management Fund tracks the revenues and expenditures of the Fleet Maintenance
Division and Property Management Division as part of the Central Services Department. The re-
sources for this fund are largely interdepartmental charges to other city funds that are based on a feder-
ally approved cost allocation plan that is revised each year. The cost allocation plan is based on antici-
pated use of benefits that are provided to other city departments or divisions.
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY 19
Resources
40000-Bee rmi g Fund Balance 126,902 227,282 183,558 610,063 610,063 610,063 232.4%
Total Beginning Fund Balance 126,902 227,282 183,558 610,063 610,063 610,063 232.4%
45580-Interdepartmental Services Revenue 1,927,788 1,942,585 2,409,111 2,715,054 2,719,734 2,719,734 12.9%
Total Charges for Services 1,927,788 1,942,585 2,409,111 2,715,054 2,719,734 2,719,734 12.9%
47000-Interest Earnings 0 0 2,000 0 0 0 -100.0%
Total Interest Earnings 0 0 2,000 0 0 0 -100.0%
48001-Recovered Expenditures 1,837 5,666 29,686 5,000 5,000 5,000 -83.2%
Total Miscellaneous 1,837 5,666 29,686 5,000 5,000 5,000 -83.2%
49100-Transfer In from General Fund 130,000 130,000 0 0 0 0 0.0%
49511-Transfer In from Water Quality/Quantity Fund 0 0 56,421 0 0 0 -100.0%
Total Transfers In 130,000 130,000 56,421 0 0 0 -100.0%
• Total Resources 2,186,527 2,305,533 2,680,776 3,330,117 3,334,797 3,334,797 '24.4%
Requirements
Program Expenditures
Policy and Administration 1,959,244 1,958,830 2,208,128 2,512,309 2,512,309 2,512,309 13.8%
Public Works 0 0 0 0 0 0 0.0%
Total Program Expenditures 1,959,244 1,958,830 2,208,128 2,512,309 2,512,309 2,512,309 13.8%
Total Contingency 0 0 200,000 226,000 226,000 226,000 13.0%
Total Budget 59,258,130 2,408,128 2,738,309 2,738,309 2,738,309'
Reserve for Future Expense 227,282 346,703 2'2,648 591,808 596,488 596,488 118.8%
Total Requirements 2,680,776 3,330,117 13,334,797 3,334,797_24.4%
FUND SUMMARIES-PAGE 387
INTERNAL SERVICE FUND- INSURANCE
The Insurance Fund is an internal service fund established to track worker's compensation and other
insurance related revenues as well as limited expenditures. Expenditures in this fund are for self-
insured retentions on losses unfunded by traditional insurance policies, management of insurance/
claim activity and reduction of significant liability exposures.
FY 2017 FY 2018 2019 2020 2020 2020 Adopted vs
Description Actual Actual Revised Proposed Approved Adopted FY 19
Resources
40000-Beginning Fund Balance 900,567 1,083,551 1,078,691 1,117,330 1,117,330 1,117,330 3.6%
Total Beginning Fund Balance 900,567 1,083,551 1,078,691 1,117,330 1,117,330 1,117,330 3.6%
45660-Risk WC Retro Plan 187,055 169,771 80,000 0 0 0 -100.0%
Total Charges for Services 187,055 169,771 80,000 0 0 0 -100.0%
47000-Interest Earnings 843 484 3,620 26,500 26,500 26,500 632.0%
Total Interest Earnings 843 484 3,620 26,500 26,500 26,500 632.0%
48001-Recovered Expenditures 31,965 35,033 39,000 39,000 39,000 39,000 0.0%
Total Miscellaneous 31,965 35,033 39,000 39,000 39,000 39,000 0.0%
Total Resources 1,120,431 1,288,840 1,201,311 illi ill=h -1.5%
Requirements
Program Expenditures
Policy and Administration 36,610 3,934 64,408 64,476 64,476 64,476 0.1%
Total Program Expenditures 36,610 3,934 64,408 64,476 64,476 64,476 0.1%
Total Transfers Out 270 295 0 0 0 0 0.0%
Total Contingency 0 0 25,000 25,000 25,000 25,000 0.0%
Total Budget
Reserve for Future Expense 1,083,551 1,284,611 1,111,903 1,093,354 1,093,354 1,093,354 -1.7%
Total Requirements 1,120,431 I,288 ,830 1,182,830 1
City ofTigard I ADOPTED BUDGET I FY 2019-2020
PAGE 388 - CITY OF TIGARD
SCHEDULE OF APPROPRIATIONS
Budget
Committee Council
Fund Program Proposed Changes Approved Changes Adopted
General Fund
Policy and Administration 1,067,440 0 1,067,440 -12,609 1,054,831
Community Development 3,373,372 220,000 3,593,372 19,980 3,613,352
Community Services 25,869,480 50,000 25,919,480 0 25,919,480
Public Works 0 0 0 0 0
Debt Service 0 0 0 0 0
Loan to TCDA 1,000 0 1,000 0 1,000
Loan to CCDA 0 0 0 0 0
Transfer 2,598,598 0 2,598,598 12,879 2,611,477
Capital Improvements 12,609 0 12,609 0 12,609
Contingency 1,650,000 0 1,650,000 -11,550 1,638,450
34,572,499 270,000 34,842,499 8,700 34,851,199
Gas Tax Fund
Policy and Administration 0 0 0 0 0
Community Development 0 0 0 0 0
Community Services 0 0 0 0 0
Public Works 3,780,253 0 3,780,253 -19,773 3,760,480
Debt Service 577,230 0 577,230 0 577,230
Loan to CCDA 0 0 0 0 0
Loan to TCDA 0 0 0 0 0
Transfer 1,909,700 0 1,909,700 222,200 2,131,900
Capital Improvements 0 0 0 0 0
Contingency 727,000 0 777,000 0 222,000
6,489,183 0 6,489,183 202,427 6,691,610
City Oras Tax Fund
Policy and Administration 0 0 0 0 0
Community Development 0 0 0 0 0
Community Services 0 0 0 0 0
Public Works 0 0 0 0 0
Debt Service 298,770 0 298,770 0 298,770
Loan to CCDA 0 0 0 0 0
Transfer 895,000 0 895,000 0 895,000
Capital Improvements 0 0 0 0 0
Contingency 300,000 0 300,000 -300,000 0
1,493,770 0 1,493,770 -300,000 1,193,770
APPENDIX-PAGE 389
SCHEDULE OF APPROPRIATIONS
Budget
Committee Council
Fund Program Proposed Changes Approved Changes Adopted
Transient Lodging Tax Fund
Policy and Administration 0 0 0 0 0
Community Development 0 0 0 0 0
Community Services 0 0 0 0 0
Public Works 0 0 0 0 0
Debt Service 0 0 0 0 0
Loan to CCDA 0 0 0 0 0
Transfer 294,900 50,000 344,900 0 344,900
Capital Improvements 0 0 0 0 0
Contingency 450,000 0 450,000 -450,000 0
744,900 50,000 794,900 -450,000 344,900
Electrical Inspection Fund
Policy and Administration 0 0 0 0 0
Community Development 0 0 0 0 0
Community Services 0 0 0 0 0
Public Works 0 0 0 0 0
Debt Service 0 0 0 0 0
Loan to CCDA 0 0 0 0 0
Transfer 250,000 0 250,000 0 250,000
Capital Improvements 0 0 0 0 0
Contingency 50,000 0 50,000 -50,000 0
300,000 0 300,000 -50,000 250,000
Building Fund
Policy and Administration 0 0 0 0 0
Community Development 2,122,747 0 2,122,747 0 2,122,747
Community Services 0 0 0 0 0
Public Works 0 0 0 0 0
Debt Service 0 0 0 0 0
Loan to CCDA 0 0 0 0 0
Transfer 0 0 0 0 0
Capital Improvements 0 0 0 0 0
Contingency 295,000 0 295,000 0 295,000
2,417,747 0 2,417,747 0 2,417,747
PAGE 390 - CITY OF TIGARD
SCHEDULE OF APPROPRIATIONS
Budget
Committee Council
Fund Program Proposed Changes Approved Changes Adopted
Criminal Forfeiture Fund
Policy and Administration 0 0 0 0 0
Community Development 0 0 0 0 0
Community Services 151,065 0 151,065 0 151,065
Public Works 0 0 0 0 0
Debt Service 0 0 0 0 0
Loan to CCDA 0 0 0 0 0
Transfer 0 0 0 0 0
Capital Improvements 0 0 0 0 0
Contingency 0 0 0 0 0
151,065 0 151,065 0 151,065
Urban Forestry Fund
Policy and Administration 0 0 0 0 0
Community Development 0 0 0 0 0
Community Services 0 0 0 0 0
Public Works 0 0 0 0 0
Debt Service 0 0 0 0 0
Loan to CCDA 0 0 0 0 0
Transfer 148,900 0 148,900 0 148,900
Capital Improvements 0 0 0 0 0
Contingency 50,000 0 50,000 -50,000 0
198,900 0 198,900 -50,000 148,900
Parks Utility Fund
Policy and Administration 0 0 0 0 0
Community Development 0 0 0 0 0
Community Services 0 0 0 0 0
Public Works 3,522,469 285,000 3,807,469 270 3,807,739
Debt Service 0 0 0 0 0
Loan to CCDA 0 0 0 0 0
Transfer 61,538 0 61,538 0 61,538
Capital Improvements 0 0 0 0 0
Contingency 135,000 0 135,000 0 135,000
3,719,007 285,000 4,004,007 270 4,004,277
APPENDIX-PAGE 391
SCHEDULE OF APPROPRIATIONS
Budget
Committee Council
Fund Program Proposed Changes Approved Changes Adopted
Bancroft Debt Service Fund
Policy and Administration 0 0 0 0 0
Community Development 0 0 0 0 0
Community Services 0 0 0 0 0
Public Works 0 0 0 0 0
Debt Service 83,000 0 83,000 0 83,000
Loan to CCDA 0 0 0 0 0
Transfer 0 0 0 0 0
Capital Improvements 0 0 0 0 0
Contingency 0 0 0 0 0
83,000 0 83,000 0 83,000
General Obligation Debt Service Fund
Policy and Administration 0 0 0 0 0
Community Development 0 0 0 0 0
Community Services 0 0 0 0 0
Public Works 0 0 0 0 0
Debt Service 2,223,000 0 2,223,000 0 2,223,000
Loan to CCDA 0 0 0 0 0
Transfer 0 0 0 0 0
Capital Improvements 0 0 0 0 0
Contingency 0 0 0 0 0
2,223,000 0 2,223,000 0 2,223,000
Facilities Capital Projects Fund
Policy and Administration 0 0 0 0 0
Community Development 0 0 0 0 0
Community Services 0 0 0 0 0
Public Works 0 0 0 0 0
Debt Service 0 0 0 0 0
Loan to CCDA 0 0 0 0 0
Transfer 0 0 0 0 0
Capital Improvements 1,050,000 0 1,050,000 0 1,050,000
Contingency 50,000 0 50,000 0 50,000
1,100,000 0 1,100,000 0 1,100,000
PAGE 392- CITY OF TIGARD
SCHEDULE OF APPROPRIATIONS
Budget
Committee Council
Fund Program Proposed Changes Approved Changes Adopted
Transportation Development Tax
Policy and Administration 0 0 0 0 0
Community Development 0 0 0 0 0
Community Services 0 0 0 0 0
Public Works 0 0 0 0 0
Debt Service 0 0 0 0 0
Loan to CCDA 0 0 0 0 0
Transfer 1,425,000 0 1,425,000 0 1,425,000
Capital Improvements 0 0 0 0 0
Contingency 250,000 0 250,000 -250,000 0
1,675,000 0 1,675,000 -250,000 1,425,000
Underground Utility Fund
Policy and Administration 0 0 0 0 0
Community Development 0 0 0 0 0
Community Services 0 0 0 0 0
Public Works 0 0 0 0 0
Debt Service 0 0 0 0 0
Loan to CCDA 0 0 0 0 0
Transfer 10,000 0 10,000 0 10,000
Capital Improvements 0 0 0 0 0
Contingency 50,000 0 50,000 -50,000 0
60,000 0 60,000 -50,000 10,000
Street Maintenance Fund
Policy and Administration 0 0 0 0 0
Community Development 0 0 0 0 0
Community Services 0 0 0 0 0
Public Works 0 0 0 0 0
Debt Service 0 0 0 0 0
Loan to CCDA 0 0 0 0 0
Transfer 161,657 0 161,657 144,773 306,430
Capital Improvements 2,800,000 0 2,800,000 88,000 2,888,000
Contingency 200,000 0 200,000 0 200,000
3,161,657 0 3,161,657 232,773 3,394,430
APPENDIX-PAGE 393
SCHEDULE OF APPROPRIATIONS
Budget
Committee Council
Fund Program Proposed Changes Approved Changes Adopted
Transportation SDC Fund
Policy and Administration 0 0 0 0 0
Community Development 0 0 0 0 0
Community Services 0 0 0 0 0
Public Works 0 0 0 0 0
Debt Service 0 0 0 0 0
Loan to CCDA 0 0 0 0 0
Transfer 209,000 0 209,000 0 209,000
Capital Improvements 0 0 0 0 0
Contingency 50,000 0 50,000 -50,000 0
259,000 0 259,000 -50,000 209,000
Parks Capital Fund
Policy and Administration 0 0 0 0 0
Community Development 0 0 0 0 0
Community Services 0 0 0 0 0
Public Works 0 0 0 0 0
Debt Service 0 0 0 0 0
Loan to CCDA 0 0 0 0 0
Transfer 0 0 0 0 0
Capital Improvements 4,709,500 0 4,709,500 0 4,709,500
Contingency 0 0 0 0 0
4,709,500 0 4,709,500 0 4,709,500
Parks Bond Fund
Policy and Administration 0 0 0 0 0
Community Development 0 0 0 0 0
Community Services 0 0 0 0 0
Public Works 0 0 0 0 0
Debt Service 0 0 0 0 0
Loan to CCDA 0 0 0 0 0
Transfer 889,000 0 889,000 0 889,000
Capital Improvements 0 0 0 0 0
Contingency 0 0 0 0 0
889,000 0 889,000 0 889,000
PAGE 394- CITY OF TIGARD
SCHEDULE OF APPROPRIATIONS
Budget
Committee Council
Fund Program Proposed Changes Approved Changes Adopted
Parks SDC Fund
Policy and Administration 0 0 0 0 0
Community Development 0 0 0 0 0
Community Services 0 0 0 0 0
Public Works 0 0 0 0 0
Debt Service 0 0 0 0 0
Loan to CCDA 0 0 0 0 0
Transfer 2,847,400 0 2,847,400 0 2,847,400
Capital Improvements 0 0 0 0 0
Contingency 80,000 0 80,000 -80,000 0
2,927,400 0 2,927,400 -80,000 2,847,400
Transportation CIP Fund
Policy and Administration 0 0 0 0 0
Community Development 0 0 0 0 0
Community Services 0 0 0 0 0
Public Works 0 0 0 0 0
Debt Service 0 0 0 0 0
Loan to CCDA 0 0 0 0 0
Transfer 0 0 0 0 0
Capital Improvements 4,934,400 0 4,934,400 297,000 5,231,400
Contingency 0 0 0 0 0
4,934,400 0 4,934,400 297,000 5,231,400
Sanitary Sewer Fund
Policy and Administration 0 0 0 0 0
Community Development 0 0 0 0 0
Community Services 0 0 0 0 0
Public Works 2,249,931 0 2,249,931 51,968 2,301,899
Debt Service 0 0 0 0 0
Loan to CCDA 0 0 0 0 0
Loan to TCDA 0 0 0 0 0
Transfer 659,200 0 659,200 0 659,200
Capital Improvements 1,132,500 0 1,132,500 74,000 1,206,500
Contingency 414,000 0 414,000 0 414,000
4,455,631 0 4,455,631 125,968 4,581,599
APPENDIX-PAGE 395
SCHEDULE OF APPROPRIATIONS
Budget
Committee Council
Fund Program Proposed Changes Approved Changes Adopted
Stormwater Fund
Policy and Administration 0 0 0 0 0
Community Development 0 0 0 0 0
Community Services 0 0 0 0 0
Public Works 2,845,874 0 2,845,874 131,968 2,977,842
Debt Service 0 0 0 0 0
Loan to CCDA 0 0 0 0 0
Loan to TCDA 0 0 0 0 0
Transfer 311,550 0 311,550 0 311,550
Capital Improvements 2,237,500 0 2,237,500 173,000 2,410,500
Contingency 225,000 0 225,000 0 225,000
5,619,924 0 5,619,924 304,968 5,924,892
Water Quality/Quantity Fund
Policy and Administration 0 0 0 0 0
Community Development 0 0 0 0 0
Community Services 0 0 0 0 0
Public Works 0 0 0 0 0
Debt Service 0 0 0 0 0
Loan to CCDA 0 0 0 0 0
Transfer 46,000 0 46,000 0 46,000
Capital Improvements 0 0 0 0 0
Contingency 50,000 0 50,000 -50,000 0
96,000 0 96,000 -50,000 46,000
Water Fund
Policy and Administration 0 0 0 0 0
Community Development 0 0 0 0 0
Community Services 0 0 0 0 0
Public Works 10,104,025 0 10,104,025 142,054 10,246,079
Debt Service 0 0 0 0 0
Loan to CCDA 0 0 0 0 0
Transfer 10,535,100 0 10,535,100 116,500 10,651,600
Capital Improvements 0 0 0 0 0
Contingency 539,000 0 539,000 0 539,000
21,178,125 0 21,178,125 258,554 21,436,679
PAGE 396 - CITY OF TIGARD
SCHEDULE OF APPROPRIATIONS
Budget
Committee Council
Fund Program Proposed Changes Approved Changes Adopted
Water SDC Fund
Policy and Administration 0 0 0 0 0
Community Development 0 0 0 0 0
Community Services 0 0 0 0 0
Public Works 0 0 0 0 0
Debt Service 0 0 0 0 0
Loan to CCDA 0 0 0 0 0
Transfer 2,170,000 0 2,170,000 0 2,170,000
Capital Improvements 0 0 0 0 0
Contingency 100,000 0 100,000 -100,000 0
2,270,000 0 2,270,000 -100,000 2,170,000
Water CIP Fund
Policy and Administration 0 0 0 0 0
Community Development 0 0 0 0 0
Community Services 0 0 0 0 0
Public Works 0 0 0 0 0
Debt Service 0 0 0 0 0
Loan to CCDA 0 0 0 0 0
Transfer 0 0 0 0 0
Capital Improvements 4,188,000 0 4,188,000 116,500 4,304,500
Contingency 0 0 0 0 0
4,188,000 0 4,188,000 116,500 4,304,500
Water Debt Service Fund
Policy and Administration 0 0 0 0 0
Community Development 0 0 0 0 0
Community Services 0 0 0 0 0
Public Works 0 0 0 0 0
Debt Service 8,477,000 0 8,477,000 0 8,477,000
Loan to CCDA 0 0 0 0 0
Transfer 0 0 0 0 0
Capital Improvements 0 0 0 0 0
Contingency 0 0 0 0 0
8,477,000 0 8,477,000 0 8,477,000
APPENDIX-PAGE 397
SCHEDULE OF APPROPRIATIONS
Budget
Committee Council
Fund Program Proposed Changes Approved Changes Adopted
Central Services Fund
Policy and Administration 10,043,956 107,000 10,150,956 0 10,150,956
Community Development 0 0 0 0 0
Community Services 0 0 0 0 0
Public Works 0 0 0 0 0
Debt Service 0 0 0 0 0
Loan to ICDA 0 0 0 0 0
Transfer 0 0 0 0 0
Capital Improvements 0 0 0 0 0
Contingency 429,000 0 429,000 0 429,000
10,472,956 107,000 10,579,956 0 10,579,956
Public Works Admin Fund
Policy and Administration 0 0 0 0 0
Community Development 0 0 0 0 0
Community Services 0 0 0 0 0
Public Works 2,273,688 0 2,273,688 0 2,273,688
Debt Service 0 0 0 0 0
Loan to CCDA 0 0 0 0 0
Transfer 0 0 0 0 0
Capital Improvements 0 0 0 0 0
Contingency 135,000 0 135,000 0 135,000
2,408,688 0 2,408,688 0 2,408,688
Public Works Engineering Fund
Policy and Administration 0 0 0 0 0
Community Development 0 0 0 0 0
Community Services 0 0 0 0 0
Public Works 4,198,168 0 4,198,168 0 4,198,168
Debt Service 0 0 0 0 0
Loan to CCDA 0 0 0 0 0
Transfer 0 0 0 0 0
Capital Improvements 0 0 0 0 0
Contingency 170,000 0 170,000 0 170,000
4,368,168 0 4,368,168 0 4,368,168
PAGE 398 - CITY OF TIGARD
SCHEDULE OF APPROPRIATIONS
Budget
Committee Council
Fund Program Proposed Changes Approved Changes Adopted
Fleet/Property Management Fund
Policy and Administration 2,512,309 0 2,512,309 0 2,512,309
Community Development 0 0 0 0 0
Community Services 0 0 0 0 0
Public Works 0 0 0 0 0
Debt Service 0 0 0 0 0
Loan to CCDA 0 0 0 0 0
Transfer 0 0 0 0 0
Capital Improvements 0 0 0 0 0
Contingency 226,000 0 226,000 0 226,000
2,738,309 0 2,738,309 0 2,738,309
Insurance Fund
Policy and Administration 64,476 0 64,476 0 64,476
Community Development 0 0 0 0 0
Community Services 0 0 0 0 0
Public Works 0 0 0 0 0
Debt Service 0 0 0 0 0
Loan to CCDA 0 0 0 0 0
Transfer 0 0 0 0 0
Capital Improvements 0 0 0 0 0
Contingency 25,000 0 25,000 0 25,000
89,476 0 89,476 0 89,476
Library Donations and Bequests Fund
Policy and Administration 0 0 0 0 0
Community Development 0 0 0 0 0
Community Services 0 0 0 0 0
Public Works 0 0 0 0 0
Debt Service 0 0 0 0 0
Loan to CCDA 0 0 0 0 0
Transfer 100,000 0 100,000 0 100,000
Capital Improvements 0 0 0 0 0
Contingency 0 0 0 0 0
100,000 0 100,000 0 100,000
APPENDIX-PAGE 399
SCHEDULE OF APPROPRIATIONS
Budget
Committee Council
Fund Program Proposed Changes Approved Changes Adopted
All Funds
Policy and Administration 13,688,181 107,000 13,795,181 -12,609 13,782,572
Community Development 5,496,119 220,000 5,716,119 19,980 5,736,099
Community Services 26,020,545 50,000 26,070,545 0 26,070,545
Public Works 28,974,408 285,000 29,259,408 306,487 29,565,895
Debt Service 11,659,000 0 11,659,000 0 11,659,000
Loan to TCDA 1,000 0 1,000 0 1,000
Loan to CCDA 0 0 0 0 0
Transfer 25,522,543 50,000 25,572,543 496,352 26,068,895
Capital Improvements 21,064,509 0 21,064,509 748,500 21,813,009
Contingency 6,145,000 0 6,145,000 -1,441,550 4,703,450
138,571,305 712,000 139,283,305 117,160 139,400,465
F . . _ it
} I"
4.; Itk.40iirti .
5
•1
ill
!Irkr Welcome to
1TIGARD .......
IP-4711-.. 4:
• i A Vlacc Co CII I kpmc
ellUipritil
rilligiRtrilA l '—'—'-'‘-- -.
1"` i ' ,r.. . {
:•
.;'..... .- V.. ' *'. • ' .'-- ... ,'''Yjiiillt4..- -•..
Ly y •• ',-
?A.., .-r*,- .• } . , . ,
PAGE 400 - CITY OF TIGARD
FINANCIAL POLICIES
The City of Tigard has an important responsibility to its citizens to carefully account for public funds,
manage municipal finances wisely and plan adequate funding for services and facilities desired and
needed by the public. The city has established a formal set of financial policies to ensure that the pub-
lic's trust is upheld. With these financial policies, the city has established the framework under which
it conducts its financial affairs, ensuring that it is, and will continue to be, capable of funding and
providing outstanding local government services.
The goals of Tigard's financial policies are as follows:
• Enhance City Council's policy-making ability by providing accurate information on program and
operating costs.
• Assist sound management of the city government by providing accurate and timely information
on current and anticipated financial conditions.
• Provide sound principles to guide important decisions of the council and management that have
significant financial impact.
• Set forth operational principles which minimize the cost and financial risk of local government
consistent with services desired by the public.
• Employ revenue policies that prevent undue or unbalanced reliance on any one source, distribute
the cost of municipal services fairly and provide adequate funds to operate desired programs.
• Provide and maintain essential public facilities,utilities,infrastructure and capital equipment.
• Protect and enhance the city's credit rating.
• Ensure that all surplus cash is prudently invested in accordance with the investment policy adopt-
ed by the council to protect city funds and realize a reasonable rate of return.
The city uses the following financial policies to guide its financial affairs:
Revenue Policy
• Maintain a diversified and stable revenue system to shelter the government from short-term fluc-
tuations in any one-revenue source.
• One-time revenues will be used only for one-time expenditures. The city will avoid using tempo-
rary revenues to fund mainstream services.
• All revenue forecasts shall be conservative.
• Reports comparing actual to budgeted revenues will be prepared by the Finance Department and
presented to the City Manager.
• All city funds shall be safely invested to provide a sufficient level of liquidity to meet cash flow
needs and to provide the maximum yield possible in that order. All idle cash will be continuously
invested
• The city will maintain an unallocated fund balance or retained earnings equal to or greater than
two months of general operating expenditures or expenses. This reserve will be calculated based
on the adopted annual operating budget of the city. These funds will be used to avoid cash-flow
interruptions,generate interest income,reduce need for short-term borrowing and assist in main-
taining an investment grade bond rating capacity.
APPENDIX-PAGE 401
FINANCIAL POLICIES
The city will also end each fiscal year with an adequate fund balance in the General Fund to pro-
vide resources necessary for cash flow from July 1 until property taxes are received in November.
Operating Budget Policy
• Reports comparing actual to budgeted expenditures will be prepared by the Finance Department
and distributed to the City Manager.
• Departmental objectives will be integrated into the city's annual budget and monthly departmental
reports.
• Before the city undertakes any fixed costs agreements,both operating and capital, the implications
of such agreements will be fully determined for current and future years.
• All non-salary benefits, such as social security,pension and insurance will be estimated and their
impact on future budgets assessed annually.
• Cost analysis of salary increases will include the effect of such increases on the city's share of relat-
ed fringe benefits.
• The city will annually submit documentation to obtain the Award for Distinguished Budget
Presentation from the Government Finance Officers Association (GFOA).
Capital Improvement Policy
• The city will sustain Systems development charges (SDCs) for the cost of demand-created facili-
ties,improvements or infrastructure,including in-house engineering and design for the following
systems:
• Transportation—transportation systems
• Parks—park and recreation systems
• Water—water supply, treatment and distribution systems
• Future operating costs associated with new capital improvements will be projected and included in
the operating budget forecast.
• The city will determine and use the most effective and efficient method for financing all new capi-
tal projects.
• Capital Project funds dedicated for capital improvements will be segregated in the accounting sys-
tem and used only for the intended capital purposes.
Capital Asset Policy
• The city will control capital assets by assigning accountability and responsibility to specific depart-
ments.
• The city will provide documentation of equipment loss to the insurance companies in the event of
losses due to fire or theft.
• The city will maintain and provide information such as depreciation and obsolescence needed for
city's enterprise funds (Water, Sanitary Sewer and Stormwater).
• The city will provide budget information for capital replacements and additions.
• The city will maintain inventories of all city equipment to avoid duplication of equipment.
• The city will maintain a list of all assets and their values to ensure the capital assets are properly
insured.
PAGE 402- CITY OF TIGARD
FINANCIAL POLICIES
Accounting Policy
• The city will maintain high standards of accounting. Accounting principles generally accepted in
the United States of America (GAAP) will be used in accordance with the standards developed by
the Governmental Accounting Standards Board (GASB) and endorsed by the Government Fi-
nance Officers'Association (GFOA).
• An independent annual audit will be performed by a public accounting firm,which will issue an
official opinion on the annual financial statements and management letter detailing areas to consid-
er for improvement.
• Full disclosure will be provided in the financial statements and bond representations.
• Financial systems that conform to GAAP and Local Budget Law will be maintained to monitor
expenditures and revenues on a monthly basis.
• The accounting system will provide monthly information about cash position and investment per-
formance.
• The city will annually submit documentation to obtain the Certificate of Achievement for Excel-
lence in Financial Reporting from GFOA.
Debt Policy
• Capital projects financed through bond proceeds shall be financed for a period not to exceed the
useful life of the project.
• Long term borrowing will be confined to capital improvements too large to be financed from cur-
rent revenues.
• Issuance of assessment bonds will be pursued to finance local improvement districts approved by
City Council.
• Bond anticipation notes will be used as needed to finance construction of local improvements.
Single Owner Local Improvement District Policy
Local improvement districts (LIDs) are usually initiated either by the City Council or by written re-
quest of the property owners owning at least fifty percent of the property benefited by the local im-
provement. On occasion,the city receives requests to form a LID in which there would be only one
property owner involved. City Council has established a formal policy for single owner LIDs. Follow-
ing conditions must be met before council will consider allowing the LID to be formed.
• The property is zoned and proposed to be used for industrial, commercial or office development.
• The applicant demonstrates the "Public Purpose"involved,which may include the creation of jobs
in the community.
• The applicant demonstrates that the risk to the city government or the general taxpayer is mini-
mized. As a guideline, the City Council will request the following:
APPENDIX-PAGE 403
FINANCIAL POLICIES
a. That the applicant provide an appraisal of the property affected, such appraisal being done
by an appraiser acceptable to the City Manager.
b. That the amount to be assessed against the property not exceed 25% of the appraised value
of the land only, excluding any improvements to the property.
c. That financial documents be provided as required to the City Manager which can demon-
strate that the property owner has the financial ability to pay the assessments levied on the
property.
INVESTMENT POLICY
The following Investment Policies are intended to meet the requirements of ORS 294.035 and to pro-
vide the framework within which City of Tigard funds may be invested.
Authority
The Finance and Information Services Director shall serve as the investment officer of the city. The
investment officer is responsible for ensuring that funds are invested so as to make necessary cash
available to meet current obligations and to invest excess cash in accordance with ORS 294.035
through ORS 294.047 and these Investment Policies.
The Finance and Information Services Director may assign the delegation of authority to persons re-
sponsible for investment transactions. This person would then act as investment officer with prior
approval of the City Manager.
Scope
These Investment Policies apply to all excess cash related to all activities and funds under the direction
of the Tigard City Council. Cash accumulations related to bond proceeds or short-term borrowing is
included unless more restrictive state or federal regulations are applicable.
Excess cash shall be defined as all liquid assets not necessary to meet current obligations.
Deferred Compensation
Deferred compensation funds are placed with a third party for investment and are therefore excluded
from the restrictions set forth in these guidelines.
Objectives
The objectives of these policies are to provide for the preservation of city assets, the availability of
such assets to meet obligations as they come due, and to provide for a reasonable rate of return on
those assets,in that order.
PAGE 404- CITY OF TIGARD
FINANCIAL POLICIES
Prudent Investor
Investments shall be made under the prudent investor's rule,which states, "Investments shall be made
with judgment and care, under circumstances then prevailing,which persons of prudence, discretion
and intelligence exercise in the management of their own affairs, not for speculation but for invest-
ment, considering the probable safety of their capital as well as the probable income to be derived."
Internal Controls
The investment officer shall maintain a system of written internal controls,which will be reviewed an-
nually by the independent auditor.
Cash Flow Analysis
The investment officer shall maintain a historical cash flow record and a cash flow projection,which
extends twelve months into the future. The projection shall be reviewed and updated on a regular ba-
sis. No fixed maturity securities shall be purchased unless the cash flow projection indicates that the
funds invested will not be required until the maturity date of the investment.
Bond Proceeds
Surplus funds resulting from debt issuance shall be considered as a separate portfolio and shall not be
restricted by the maturity and instrument diversification section of these policies. Such funds may be
invested for periods exceeding 18 months and up to 60 months. Such maturities shall coincide with
the projected cash flow needs resulting from the projected construction schedule.
Diversification
The investment officer will diversify the general portfolio to avoid unreasonable risks within the fol-
lowing parameters:
• Maturity Diversification
Investment maturities shall be scheduled to coincide with projected cash flow needs. Thirty percent
of the portfolio will mature in less than 90 days. No investments will be made for a period to ex-
ceed 18 months unless:
This investment policy has been submitted to the Oregon Short Term Fund Board (OSTF) for
comment prior to being approved by council and complies with the requirements of ORS 294.135.
In this case, the maximum maturity shall be defined in policy.
If the funds are being accumulated for a specific purpose,including future construction projects,
and upon approval of the council, the maximum maturity date matches the anticipated use of the
funds (ORS 294.135(1)(b)).
APPENDIX-PAGE 405
FINANCIAL POLICIES
If this investment policy has been submitted for review by the OSTF Board as specified above and in
accordance with ORS 294.135(1)(a), debt service reserves may be invested to mature not longer than
five years. Otherwise, debt service reserves shall not be invested to a maturity date exceeding one year
as specified under ORS 294.135(3).
The investment officer may make investments having maturity longer than 18 months,but not more
than 36 months,with the exception of bond proceeds. The city's investment portfolio shall not contain
more than 20% of the total dollar value of its investments with maturities between 18 months and 36
months.
• Instrument Diversification
Certificates of Deposit 25% maximum
Corporate Indebtedness 35% maximum
Bankers Acceptance 50% maximum
Treasury/Agency Securities 90% maximum
Local Government
Investment Pool 100%maximum
Demand Deposits 10% maximum
Lawfully issued Debt
Obligations of the
States of Oregon,
Washington,Idaho
and California and political
subdivisions of those states 25%maximum
• Institution Diversification
Bank liabilities with any one qualified financial institution shall not exceed 20 percent of the portfo-
lio. Bank liabilities of any one qualified financial institution shall not exceed one percent of the in-
stitution's total assets. Investment in Corporate Indebtedness shall not exceed 5 percent of the
portfolio in any one Oregon corporate entity meeting the rating requirements of P-2/A-2 or better,
or 5 percent of the portfolio in any one corporate entity outside the State of Oregon (ORS 294.035
section C).
For purposes of these guidelines, the state local government investment pool (LGIP) shall be
considered to have a one-day liquidity.
Selection of Investment Instruments
Investments shall be made by the investment officer through the exercise of his/her judgment after
requesting quotes from financial institutions. Selections will be made so as to provide the highest rate
of return within the parameters of these policies.
PAGE 406 - CITY OF TIGARD
FINANCIAL POLICIES
Qualified Institutions
The investment officer shall maintain a list of all authorized institutions that are approved for invest-
ment purposes. The investment officer will request, analyze and keep on file periodic financial state-
ments and related information to satisfy himself/herself as to the creditworthiness of each institution
on the approved list.
Reporting
The investment officer shall prepare an investment activity report at the end of each month for review
by the City Manager.
Amendments
These investment policies may be amended at the request of the investment officer, the City Manager,
or members of City Council. Such amendments shall be approved by the City Council in the same
manner as the investment policies.
Authorized Investment Instruments
The investment officer shall invest the money of the city only in qualifying investments according to
guidelines in ORS 294.035. These investments include:
• Demand deposits with approved institutions.
• Deposits in the Oregon Local Government Investment Pool.
• Certificates of Deposit with Oregon banks.
• Banker's acceptances.
• Qualifying corporate indebtedness not to exceed 5% of the portfolio on any one corporation.
• Lawfully issued debt obligations of the United States and obligation guaranteed by the United
States, the agencies of the United States or enterprises sponsored by the United States government,
not to exceed 40% of the portfolio on any one government sponsored enterprise.
• Lawfully issued debt obligations of the States of Oregon,Washington, Idaho and California and
political subdivisions of those states.
Safekeeping
A third-party custodian, as evidenced by safekeeping receipts,will hold securities (excluding funds in-
vested in the state local government investment pool (LGIP), bank deposits, and Certificates of De-
posits).
Other Policy Considerations
Any investment currently held that does not meet the guidelines of this policy shall be exempted from
the requirements of this policy. At maturity or liquidation, such monies shall be reinvested only as pro-
vided by this policy.
APPENDIX-PAGE 407
GLOSSARY OF BUDGET RELATED TERMS
Accrual: Accumulation of something is, in Bond: A written promise to pay a specified
finance, the adding together of interest or sum of money, called the face value or
different investments ovr a period of time. principal amount, at a specified date or dates
in the future, called the maturity date(s),
Adopted Budget: The budget amended and together with periodic interest at a specified
approved by the Budget Committee becomes rate.
the adopted budget after City Council takes
action on it. The adopted budget becomes Bond Anticipation Note (BAN):
effective July 1. BANs are a form of short-term borrowing in
anticipation of a future sale of long-term
Ad Valorem Tax: A tax based on value, such bonds. BANs are used frequently to finance
as a property tax. construction of local improvement district
improvements and are retired by eventual sale
Appropriations: Legal authorization granted of Bancroft bonds or collection of special
by the City Council to spend public funds. assessments from benefited property owners.
Appropriations within each program may not
be exceeded. Budget: A plan of financial operation
embodying an estimate of adopted resources
Approved Budget: The proposed budget as and expenditures for a given year. The budget
amended and approved by the Budget is the legal spending limit for city activities.
Committee and recommended to the City
Council for adoption is referred to as the Budget Message: Opening section of the
Approved Budget. budget which provides the City Council and
public with a general summary of the most
Assets: Property owned by the city, which important aspects of the budget, changes
has monetary value. from current and previous fiscal years and
views and recommendations of the City
Balanced Budget: A budget is "balanced" Manager.
when total resources (beginning fund balance
plus current revenues plus transfers-in) equals Capital Improvement Plan (CIP):
total requirements (expenditures plus Expenditures which result in the acquisition
contingency plus transfers-out plus ending of land, improvements to existing facilities
fund balance) for each fund. and construction of streets, sewers, storm
drains, park facilities and other public
Bancroft: Section of Oregon Law that allows facilities.
benefited property owners within an LID to
pay their assessments in installments. This is Capital Outlays: Expenditures equal to or
made possible by the sale of long term greater than $5,000, for equipment, vehicles
"Bancroft"bonds, proceeds of which are used or machinery that results in the acquisition or
to pay LID costs. Principal and interest on addition to fixed assets.
Bancroft bonds are paid by assessments
received from property owners within an
LID, though these bonds also carry the full
faith and credit guarantee of the city.
PAGE 408 - CITY OF TIGARD
GLOSSARY OF BUDGET RELATED TERMS
Clean Water Services (CWS): Clean Water Fiscal Year: Period used for accounting year.
Services owns and operates all major sewage The City of Tigard has a fiscal year of July 1
treatment plants within Washington County. through the following June 30.
CWS establishes sewer rates and contracts
with most cities to collect monthly charges Franchise: A special privilege granted by a
from residents and perform most sewer government, permitting the continued use of
maintenance and repair within city limits. public property, such as city streets, and
usually involving the elements of monopoly
Contingency: Appropriation established in and regulation.
certain funds for the funding of unforeseen
events. Contingency may be appropriated for FTE: Abbreviation for Full Time Equivalent.
a specific purpose by the City Council by Staffing levels are measured in FTE's to give a
approval of a resolution. consistent comparison from year to year. In
most cases, an FTE is one full time position
Debt Service: Interest and principal on filled for the entire year. However, in some
outstanding bonds due and payable during the instances an FTE may consist of several part
fiscal year. time positions.
Employee Benefits: Benefits include social Fund: A fiscal and accounting unit with a
security, retirement, group health, dental and self-balancing set of accounts in which cash
life insurance, workers' compensation and and other financial resources, liabilities,
disability insurance. equities and changes therein are recorded to
carry on specific activities and/or objectives.
Enterprise Funds: Governmental activities
that can be operated most like a commercial Fund Balance: Amount left over after
business are referred to as enterprise activities expenditures are subtracted from resources.
and are accounted for in enterprise funds. Each fund begins and ends each fiscal year
Tigard's enterprise activities include sewer, with a positive or negative fund balance.
stormwater and water utilities. Expenditures
are matched with revenue from service General Fund: The primary discretionary
charges to ensure the program is self- fund of the city, which accounts for general-
supporting. purpose revenues (such as property tax) and
general-purpose operations.
Expenditure: Actual payment made by city
check or wire transfer for services or goods Generally Accepted Accounting Principles
received or obligations extinguished. (GAAP): Uniform minimum standards and
guidelines for financial accounting and
Fees: General term used for any charge levied reporting. They govern the form and content
by local government in connection with of the financial statements of an entity.
providing a service, permitting an activity or
imposing a fine or penalty. Major types of Intergovernmental Revenues: Revenue
fees include building permits, business and from other governments, primarily Federal
non-business taxes, fines and user charges. and State grants and State shared revenues,
also payments from other local governments.
APPENDIX-PAGE 409
GLOSSARY OF BUDGET RELATED TERMS
Local Improvement District (LID): An Operating Budget: The portion of the
LID is an entity formed by a group of budget that includes appropriations for direct
property owners or the city to construct services to the public including wages and
public improvements (such as streets, sewers, benefits, materials and services and capital
storm drains, streetlights, etc.) to benefit outlay. Excluded from the operating budget
properties. Costs of such improvements are are capital improvement projects, debt service
then assessed among benefited properties. requirements, transfers, contingency and
reserves.
Measure 5: A constitutional limit on property
tax rates passed by voters in the State of ODOT: the Oregon Department of
Oregon in November 1990. Transportation.
Measure 47: A Constitutional limit on Permanent Tax Rate: The dollar-per-
individual property tax collections approved thousand figure used to calculate property tax
by voters in November 1996. revenues. Under Measure 50, all tax bases in
Oregon were converted to a permanent tax
Measure 50: Passed by voters in May 1997, rate. This rate,when applied to assessed value
this legislatively referred measure repealed of property within a jurisdiction, produces the
Measure 47, and significantly reduced future property tax revenues used to support general
property taxes. city operations. Tigard's Permanent Tax Rate
is $2.5131 per $1,000.
Metro: Metro is responsible for regional
transportation and land use planning. It also Personal Services: Compensation to city
manages the Oregon Zoo, the Oregon employees in the form of salaries, wages and
Convention Center, the Portland Center for employee benefits.
the Performing Arts, and the Exposition
Center. Metro is also responsible for regional Program Budget: A budget wherein
solid waste disposal. expenditures are based primarily on programs
of work and secondarily on character,
Modified Accrual Basis: The accrual basis classification, and performance. Programs
of accounting adapted to the governmental within the City of Tigard's adopted budget
fund-type measurement focus. Under it, include Community Services, Public Works,
revenues and other financial resource Community Development, and Policy &
increments (e.g., bond issue proceeds, Administration.
property taxes and/or special assessments) are
recognized when they become both Proposed Budget: City budget developed by
measurable and available to finance the City Manager and submitted to the Budget
expenditures of the current period. Committee for their deliberation.
Object Classification: Indicates type of Proprietary Fund: In governmental
expenditure being made, i.e., personal accounting, is a business-like fund of a state
services, materials and services, capital outlay, or local government.
etc.
PAGE 410-CITY OF TIGARD
GLOSSARY OF BUDGET RELATED TERMS
Reserved Fund Balance: Those portions of transportation systems and recovery of costs
fund balance that are not appropriable for of administering the program. The city
expenditure or that are legally segregated for a collects this fee inside its boundaries.
specific future use.
SDC: Abbreviation for systems development Town Center Development Agency: The
charges. SDCs are paid by developers and Urban Renewal Agency approved by the
builders to fund expansion of infrastructure voters in May, 2006. The TCDA is comprised
necessary due to increased usage. Such of members of the City Council as its
charges are collected for sewers, storm drains, governing body.
streets,parks and schools.
Urban Renewal District: In May of 2006,
Special Assessment: A charge made against Tigard voters approved the formation of an
certain properties to defray all or part of the Urban Renewal District encompassing the
cost of a specific capital improvement or downtown and surrounding areas. With the
service deemed to benefit primarily those formation of this district, future increases in
properties. property tax revenues from property within
the district, called tax increment, will provide
Special Revenue Fund: A fund used to an important source of funding for a number
account for the proceeds of specific revenue of needed capital projects.
sources that are legally restricted to
expenditure for specified purposes. Urban Service Area: The area of
unincorporated Washington County within
Tax Base: Oregon law used to allow cities the City of Tigard's area of interest, but
within the State, with voter approval, to outside Tigard city limits. The city and the
establish a dollar amount of property tax that county entered into an agreement in which
may be levied on property within the city. the city provided development services to the
Once established, a tax base was allowed to area.. Tigard collected all fees and charges
increase by 6% each year without further from such development and used the funds to
voter approval. All tax bases in the State were pay for the related costs of that service. In
eliminated by Measure 50 and replaced with FY 2006-07, the city and county terminated
permanent tax rates. the contract and the city no longer provides
services to this area.
Tax Increment Financing: Financing
secured by the anticipated incremental WCCLS: Abbreviation for Washington
increase in tax revenues, resulting from the County Cooperative Library Services. All
redevelopment of an area. libraries within Washington County are
partially funded through a county-wide serial
TIF: Abbreviation for Traffic Impact Fee. levy. Funds are distributed twice each fiscal
These are revenues from a County-instituted year in accordance with a formula that takes
fee on development. It was approved by into account circulation, open hours, and
voters in 1989. Funds are used for highway collection development.
and transit capital improvements, which
provide additional capacity to major
APPENDIX-PAGE 411
ADVISORY COMMITTEES
Audit Committee
The committee is established by Oregon Local Budget Law. The committee consists of the four elect-
ed council members, the Mayor and five members from the community appointed by the City Council
for three year terms. The committee is responsible for deliberating on the proposed budget submitted
by the City Manager and for sending the approved budget to the City Council for adoption. The com-
mittee must also approve tax levies. They meet approximately six times throughout the year, with the
majority of those in late April/May to review and approve the proposed budget.
Members
Heidi Lueb, Councilor Jeremy Nichols
Ann Elligot Stephanie Veal
Larry Acheson Elizabeth Gils Carbo
Budget Committee
The committee is established by Oregon Local Budget Law. The committee consists of the four elect-
ed council members, the Mayor and five members from the community appointed by the City Council
for three year terms. The committee is responsible for deliberating on the proposed budget submitted
by the City Manager and for sending the approved budget to the City Council for adoption. The com-
mittee must also approve tax levies. They meet approximately six times throughout the year, with the
majority of those in late April/May to review and approve the proposed budget.
Members
John Anderson, Councilor Chelsea Nance
Chris Bence Liz Newton, Councilor
Timothy Cadman Clifford Rone
John Goodhouse, Councilor Jason Snider,Mayor
Heidi Lueb, Councilor Stephanie Veal
Leah Voit,Alternate
Committee for Community Engagement
The committee is charged with oversight of the program design for citywide community engagement
activities..This committee meets the 3rd Wednesday of every other month.
Members
Tamera Boring Christine Rehse
Basil Christopher Lauren Rowles
Bhushan Gupta Taylor Sarman
David Hanna Dolly Specht
Joseph Lyons Norma Trujillo
Connie Ramaekers Miranda Wood
PAGE 412-CITY OF TIGARD
ADVISORY COMMITTEES
Water Advisory Board
This committee is being formed with no members selected as of publication of this document.
Library Board
The board consists of seven citizen members appointed by the City Council to serve four year terms.
The board advises the City Manager and City Council on matters related to library operations. They
meet the 2nd Thursday of the month.
Members
Mary Bogert Lonn Hoklin
Joseph Callahan Kate Ristau
Becky Gauthier Chung-huey Nina King,Alternate
Katie Harris Shirley Edwards,Alternate
Park and Recreation Advisory Board
The board consists of seven voting members, two ex-officio members, and one Youth Advisory Coun-
cil representative. One ex-officio member represents the Tigard Planning Commission and one repre-
sents the Tigard-Tualatin School District 23-J. The board advises the City Council on matters pertain-
ing to the creation, operation, and maintenance of recreation facilities under the jurisdiction of the city.
The committee meets the 2nd Monday of the month.
Members
David Brown Ellen Seminara
Claudia Ciobanu Scott Winkels
Wayne Gross Darlene Dick,Alternate
Ben Holmes Sean Ernes,Alternate
Tristan Irvin Heidi Lueb, Councilor
APPENDIX-PAGE 413
ADVISORY COMMITTEES
Planning Commission
The commission consists of nine citizen members, appointed by the City Council to serve four year
terms. The commission's responsibilities include assisting the City Council to develop, maintain, up-
date and implement the City Comprehensive Plan; to formulate the City Community Investment Pro-
gram; and to review and take action on development projects and Development Code provisions dele-
gated to the commission. They meet the 1st and 3rd Monday of the month.
Members
Melanie Brook Don Schmidt
Brian Feeney Keshavan (K7) Tiruvallur
Yi-Kang Hu Jamie Watson
Nathan Jackson Cole Whitehurst
John Roberts Alexandria Quinones,Alternate
Taylor Sarman,Alternate
Tigard Transportation Advisory Committee (TTAC)
Created in 2009, the TTAC is advisory to City Council and staff on transportation matters. The com-
mittee provides a venue for citizen involvement in transportation decisions. This committee meets the
1st Wednesday of the month.
Members
Carine Arendes Elise Shearer
George Brandt Joseph Vasicek
Candi Cornils Kevin Watkins
Carl Fisher Lindsey Wise
Benjamin Gooley Richard Keast,Alternate
Ruth Harshfield Holly Koontz,Alternate
Lonnie Martinez
Bike&Pedestrian Subcommittee (of TTAC)
Provide input in identifying and prioritizing projects to address gaps and key connections in the city's
pedestrian and bicycle transportation system.This subcommittee meets the 3rd Thursday of the month.
Members
Steve Boughton Serge Killingsworth
Basil Christopher Jonny Polivka
Alan Eckert Jennifer Anthony Vasicek
Benjamin Gooley
PAGE 414-CITY OF TIGARD
ADVISORY COMMITTEES
Tigard Youth Advisory Council
This is a student volunteer group whose mission is to empower, improve and connect the Ivies of
Tigard youth. They meet every other Monday of the month.
Members
Emillio Calderon Madeline Hoveland
Marquesa Calderon Natalia Jacquez
Scout Congdon Quindlan Kelleher
London Gambill Dmitriy Shepelev
Skyler Gambill Caitlin Smith
Gabriel Taylor
Tigard Development Advisory Committee (new)
This is an all-volunteer committee of development-related professionals gathered to advise Tigard staff
about policies,regulations, and procedures that impact development in Tigard. Our intention is to fur-
ther foster our constructive relationship with the commercial,industrial, and institutional real estate
development community.The TDAC will work with the Community Development Department and
Engineering Division of Public Works.
No members have been selected as of this publication.
APPENDIX-PAGE 415
STAFFING SUMMARY
2017 2018 2019 2020
Actual Actual Revised Proposed Approved Adopted
Community Development
Community Development
Building 13.00 13.60 14.10 14.10 14.10 14.10
Community Development Planning 16.50 16.65 15.65 15.65 15.65 15.65
Economic Development 2.00 3.00 2.00 2.00 3.00 3.00
Dept Total-Community Development 31.50 33.2.5 31.75 31.75 32.75 32.75
Program Total-Community Development 31.50 33.2.5 31.75 31.75 32.75 32.75
Community Services
Librag
Circulation 16.00 16.30 15.40 15.40 15.40 15.40
Library Administration 3.60 3.60 3.60 3.60 3.60 3.60
Reader Services 14.40 14.10 13.80 14.20 14.20 14.20
Technical Services 5.70 6.90 6.00 6.00 6.00 6.00
Dept Total-Library 39.70 40.90 38.80 39.20 39.20 39.20
Police
Police Administration 7.00 5.00 5.00 5.00 5.00 5.00
Police Operations 53.00 54.00 55.00 55.00 55.00 55.00
Support Services 27.50 29.50 25.50 25.00 25.00 25.00
Dept Total-Police 87.50 88.50 85.50 85.00 85.00 85.00
Program Total-Community Services 127.20 129.40 124.30 124.20 124.20 124.20
Policy and Administration
Central Services
City Recorder/Records 3.85 3.85 3.85 3.2.5 3.25 3.25
Communications 4.25 4.75 4.75 5.35 5.35 5.35
Fleet Maintenance 2.35 2.85 2.60 2.60 2.60 2.60
Municipal Court 3.50 3.50 6.50 6.50 6.50 6.50
Property Management 4.90 6.55 6.65 6.65 6.65 6.65
Dept Total-Central Services 18.85 21.50 24.35 24.35 24.35 24.35
CO.,Attomey
City Attorney 0.00 1.10 1.10 1.10 1.10 1.10
Dept Total-City Attorney 0.00 1.10 1.10 1.10 1.10 1.10
City Management
City Manager's Office 4.90 5.90 3.90 3.90 3.90 3.90
Human Resources 4.50 4.34 4.14 4.14 4.14 4.14
Risk Management 1.50 1.76 2.06 2.06 2.06 2.06
Dept Total-City Management 10.90 12.00 10.10 10.10 10.10 10.10
PAGE 416-CITY OF TIGARD
STAFFING SUMMARY
2017 2018 2019 - --2020
Actual Actual Revised Proposed Approved Adopted
Finance c'r Information Servicer
Contracts and Purchasing 2.00 2.00 2.40 2.50 2.50 2.50
Finance&Info.Services Admin. 3.00 3.50 3.00 3.00 3.00 3.00
Financial Operations 4.80 5.30 4.80 4.80 4.80 4.80
Information Technology 8.00 9.00 10.00 12.00 12.00 12.00
Utility Billing 6.80 7.20 7.80 7.70 7.70 7.70
Dept Total-Finance&Information Services 24.60 27.00 28.00 30.00 30.00 30.00
lllayor and Council
Mayor and Council 0.00 0.00 0.00 0.00 0.00 0.00
Dept Total-Mayor and Council 0.00 0.00 0.00 0.00 0.00 0.00
Program Total-Policy and Administration 54.35 61.60 63.55 65.55 65.55 65.55
Public Works
Public Works
Green Team 0.00 0.00 0.00 4.00 4.00 4.00
Parks and Grounds 0.00 0.00 0.00 0.00 0.00 0.00
Parks and Recreation 12.17 0.00 0.00 0.00 0.00 0.00
Parks Maintenance 0.00 10.40 10.50 10.50 12.50 12.50
Public Works Administration 9.50 9.75 8.00 9.95 9.95 9.95
PW Engineering 17.00 19.00 19.00 20.00 20.00 20.00
Recreation 0.00 2.35 2.35 2.35 2.35 2.35
Sanitary Sewer 6.50 6.25 6.75 5.50 5.50 5.50
Stornrwater 7.50 9.00 9.75 5.75 5.75 5.75
Street Maintenance 7.33 7.45 8.50 8.25 8.25 8.25
Water 13.00 11.2.5 13.50 14.05 14.05 14.05
Dept Total-Public Works 73.00 75.45 78.35 80.35 82.35 82.35
Program Total-Public Works 73.00 75.45 78.35 80.35 82.35 82.35
Total All Programs 286.05 299.70 297.95 301.85 304.85 304.85
APPENDIX-PAGE 417
MANAGEMENT/PROFESSIONAL
GROUP SALARY SCHEDULE (FY 2019-2020)
Range# Minimum Maximum
M4 Monthly $2,269 $2,899
M3 Recreation Aide Hourly $13.09 $16.73
Annually $27,229 $34,788
Pay Period $1,047.25 $1,338.00
M6 Monthly $2,384 $3,046
M3 Senior Recreation Aide Hourly 513.75 $17.57
Annually $28,608 $36,552
Pay Period $1,100.31 $1,405.85
M14 Monthly $3,206 $3,434
M3 Seasonal Utility Worker Hourly $18.50 $19.81
Annually $38,472 $41,208
Pay Period $1,479.69 $1,584.92
M18 Monthly $3,935 $5,271
M3 Human Resources Assistant Hourly $22.711 $30.41
Annually $47,22(1, 563,252
Pay Period $1,816.15 $2,432.77
M19 Monthly $4,030 $5,403
M3 Confidential Executive Assistant Hourly $23.25_ $31.17
Annually $48,360 $64,836
Pay Period $1,860.00 $2,493.69
M20 Monthly $4,133. $5,538
M3 Deputy City Recorder Hourly $23.84 $31.95
M3 Payroll Specialist* Annually $49,596 $66,456
Pay Period , $1,907.54 $2,556.00
M21 Monthly 54,235 $5,676
M3 Acquisitions Coordinator* Hourly S24.43' $32.75
M3 Assistant Planner Annually $50,820 $68,112
M3 Library Volunteer Coordinator Pay Period $1,954.62 $2,619.69
M22 Monthly $4,343 $5,818
M3 Human Resources Specialist Hourly $25.06_ $33.57
M3 Risk Management Technician* Annually $52,116 $69,816
Pay Period $2,004.46 $2,685.23
PAGE 418-CITY OF TIGARD
MANAGEMENT/PROFESSIONAL
GROUP SALARY SCHEDULE (FY 2019-2020)
Range# Minimum Maximum
M23 Monthly $4,449 $5,963
M3 Acquisitions Supervisor Hourly $25.67 $34.40
M3 Program Coordinator Annually $53,388 $71,556
M3 Confidential Office Manager Pay Period $2,053.38 $2,752.15
M3 Executive Assistant to the City Manager
M3 Payroll Administrator
M3 Digital Communications Coordinator
M25 Monthly $4,676 $6,266
M3 Accountant Hourly $26.98 $36.15
M3 Emergency Services Coordinator Annually $56,112 $75,192
M3 Computer Support Technician Pay Period $2,158.15 $2,892.00
M3 Program Development Specialist
M3 Recreation Coordinator
M3 Web Services Coordinator
M27 Monthly S4,911 $6,582
M3 Associate Planner Hourly $28.33 $37.97
M2 Circulation Supervisor Annually $58,932 $78,984
Pay Period $2,266.62 $3,037.85
M29 Monthly $5,161 $6,916
M3 Building Division Services Supervisor Hourly $29.78 $39.90
M3 Court Operations Supervisor Annually $61,932 $82,992
M3 Facilities Services Supervisor Pay Period $2,382.00 $3,192.00
M3 Graphic Services Supervisor*
M3 Library Services Supervisor
M3 Parks Supervisor
M3 Police Records Supervisor
M3 Project Planner*
M3 Public Information Officer-Police
M3 Senior Accountant
M3 Street Supervisor
M2 Utility Billing Supervisor
M3 Wastewater Operations Supervisor
M3 Water Operations Supervisor
M30 Monthly $5,289 $7,089
M2 City Recorder Hourly $30.51 $40.9{)
APPENDIX-PAGE 419
MANAGEMENT/PROFESSIONAL
GROUP SALARY SCHEDULE (FY 2019-2020)
Range# Minimum Maximum
M3 Crime Analyst Annually $63,468 $85,068
M3 Engineering Inspection Supervisor* Pay Period $2,441.08 $3,271.85
M3 Human Resources Analyst*
M3 Management Analyst
M31 Monthly $5,421' $7,265
M3 City Surveyor* Hourly $31.28 $41.91
M3 Senior Planner Annually $65,052 $87,180
Pay Period $2,502.00 $3,353.08
M33 Monthly $5,696_ $7,634
M3 Development Engineer* Hourly $32.86 $44.04
M2 GIS Coordinator* Annually $68,352 $91,608
M2 Project Manager Pay Period , $2,628.92 $3,523.38
M34 Monthly $5,838 $7,824
M2 Human Resources Business Partner Hourly $33.68 $45.14
M2 Senior Management Analyst Annually $70,056 $93,888
Pay Period $2,694.46 $3,611.08
M35 Monthly $5,985 $8,019
M3 Accounting Supervisor Hourly $34.53 $46.26
M3 Database Administrator Annually $71,820 $96,228
M3 GIS Program Administrator Pay Period $2,762.31 $3,701.08
M2 Library Communications Coordinator
M3 Network Administrator
M2 Plans Examination Supervisor*
M3 Police Technology Specialist*
M3 Senior Transportation Planner
M36 Monthly $6,133_ $8,218
M2 Inspection Supervisor Hourly 535.38 $47.41
M2 Principal Management Analyst Annually $73,596 $98,616
M2 Senior Human Resources Business Partner Pay Period $2,830.62 $3,792.92
M37 ' Monthly 1 $6,287 $8,426
M2 Principal Planner* Hourly $36.27_ $48.61
PAGE 420 - CITY OF TIGARD
MANAGEMENT/PROFESSIONAL
GROUP SALARY SCHEDULE (FY 2019-2020
Range# Minimum Maximum
M2 Senior Project Engineer Annually $75,444 $101,112
Pay Period $2,901.69 $3,888.92
M38 Monthly $6,446 $8,641
M2 Business Manager Hourly 837.19 $49.85
M3 Police Sergeant Annually $77,352 $103,692
M2 Risk Manager Pay Period $2,975.08 $3,988.15
M39 Monthly $6,606 $8,852
M2 Administrative Services Manager* Hourly $38.11 $51.07
M2 Assistant to the City Manager Annually $79,272 $106,224
M2 Communications Manager Pay Period $3,048.92 $4,085.54
M2 Fleet Facilities Operations Manager
M2 Library Division Manager
M2 Public Works Division Manager
M2 Redevelopment Project Manager
M2 Senior Network Administrator
M40 Monthly $6,773 $9,074
M2 Economic Development Manager Hourly $39.t l8 $52.35
M2 Planning Manager Annually $81,276 $108,888
M2 Principal Engineer Pay Period $3,126.00 $4,188.00
M42 Monthly $7,114 $9,533
M2 Assistant City Engineer Hourly $41.04 $55.00
M2 Building Official Annually $85,368 $114,396
M2 PW Utility Operations Manager Pay Period $3,283.38 $4,399.85
M44 Monthly $7,474 $10,017
M2 Police Lieutenant Hourly $43.12 $57.79
Annually $89,688 $120,204
Pay Period $3,449.54 $4,623.23
M46 Monthly $7,854 510,523
M2 Assistant Community Development Director Hourly 845.31_ $60.71
M2 Assistant Finance Director Annually $94,248 $126,276
M2 Assistant Public Works Director Pay Period $3,624.92 $4,856.77
M2 City Engineer
M2 Information Technology Manager
APPENDIX-PAGE 421
MANAGEMENT/PROFESSIONAL
GROUP SALARY SCHEDULE (FY 2019-2020)
Range# Minimum Maximum
M48 Monthly $8,249 $11,056
M2 Police Commander Hourly $47.59 $63.78
Annually $98,988 $132,672
Pay Period $3,807.23 $5,102.77
M50 Monthly 58,668 $11,616
Ml Central Services Director Hourly $50.01 $67.02
Ml Director of Community Development Annually $104,016 $139,392
M1 Director of Library Services Pay Period $4,000.62 $5,361.23
Ml Financial and Information Services Director
Ml Human Resources Director
M1 Lake Oswego Tigard Water Project Director
Ml Public Works Director
M52 Monthly 59,106 $12,202
Ml Assistant City Manager Hourly 552.53 $70.40
Ml City Attorney Annually $109,272 $146,424
Pay Period $4,202.77 $5,631.69
M54 Monthly $9,567 $12,820
M1 Police Chief Hourly S55.19 $73.96
Annually $114,804 $153,840
Pay Period $4,415.54 $5,916.92
PAGE 422- CITY OF TIGARD
TIGARD POLICE OFFICERS ASSOC.
SALARY SCHEDULE (FY 2019-2020)
Range# Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7
PG Monthly $3,632 $3,814 54,003 $4,203 $4,414 $4,635
Police Records Specialist Hourly 320.95 522.01 $23.10 $24.25 $25.46 $26.74
Annually $43,586 $45,773 348,041 $50,441 $52,962 _ $55,616
Pay Period $1,676.39 $1,76(1.51 $1,847.72 $$1,940.05 52,037.0(1 52,139.08
P8 Monthly S3,814 $4,005 $4,204 $4,414 $4,634 $4,866 55,110
Police Services Admin Spec Hourh $22.)If $23.11 $24.25 $25.46 $26.74 $28.08 $29.48
Annually 545,765 $48,062 550,443 $52,963 555,610 I $58,397 $61,317
Pay Period $1,7602) 51,848.54 51,9401.10 52,037.116 52,138.85 $2,246.04 $2,358.34
P10 Monthly $4,009 $4,208 $4,418 $4,641 $4,873 $5,117
Property Evidence Specialist Hourly S23.13 $24.28 $25.49 526.78 528.11 $29.52
Youth Services Program Spec Annually $48,1(17 550,495 553,015 555,696 _ 558,470 $61,405
Pay Period $1,850.28 51,942.10 $2,039.06 $2,142.16 $2,248.86 $2,361.71
P11 Monthly $4,108 $4,313 $4,529 $4,756 $4,994 $5,244
Community Service Officer Hourly $23.70 $24.89 $26.13 $27.44 $28.81 $30.25
Annually $49,294 $51,762 354,349 557,070 _ 559,924 $62,925
Pay Period 51,89 94 $1,990.84 $2,090.35 52,195181 52,3(14.77 $2,420.19
P19 Monthly $5,128 $5,256 $5,519 $5,795 56,085 $6,390 $6,709
Police Officer Hourly $29.59 $30.32 $31.84 533.43 $35.11 $36.86 $38.71
Annually $61,538 $63,072 366,233 569,540 S-3,021 $76,676 $80,50)9
Pay Period $2,366.84 $2,425.84 $2,547.41 S2,674.63 52,80851 52,949.06 53,1196.52
APPENDIX-PAGE 423
OREGON PUBLIC EMPLOYEES
UNION SALARY SCHEDULE (FY 2019-2020)
Range# Step 1 Step 2 Step 3 Step 4 Step S Step 6 Step 7
S9 Monthly $2,269.00 $2,382.50 $2,501.00 $2,626.181 52,757.101 $2,895.00
Library Aide Hou ay 513111 513.74 $14.43 $15_15 $1591 $1670
Annually $27,228.01 528,584.101 530,1112401 531,512.00 533,084181 534,740101
Par Pedrxl 51,847.23 51,1199.311 $1,154.31 51,21200 $1,272.46 $1,336.15
522 Monthly $2,977.00 $3,126.00 53,282.00 53,446.00 $3,618.01 $3,799.00 53,989.00
Accounting Assistant) Houle _ 517.18 41 R.03 $18.93 519.88 $211.117 $2192 321.1)1
Administrative Specialist 1 Annually $35,724-01) $37,512101 539,384111 541 352.41 S43,410_00. $45,5881101 $47,06811)
Court Clerk I Pay Pen.; 51,374.00 $1,442.77 51,514.77 $1,590.46 51,669.85 51,75338 51,841.08
524 A7unrhl, $3,128.00 53,2114.00 53,448.00 53,620.00 53,801.00 53,991.181 54,1910)
Repro(rap hies Specialist Hourly 510.115 518.95 519.09 5211,88 $21.93 $23.13 524.18
Annually 517536.1111 539_408.111 541_37610 543,4411.101 545,612.1111 547,892.00 5311.292.101
Pay Period $1,44.3.69 51,515.09 51,591.38 $1,6711.77 51,754.31 51,842110 $1,934.31
S25 Monthly 53,206.011 $3,366.00 53,534.101 $3,711.10) 53,697.101 $4,092.181 $4,297.00
Library Assistant Hook $10.511 $19.42 $211.39 $21.41 $22.48 $23.61 $24.79
Annually 6.38,472.111) $411,392.101 542,408.10 544,532.101 546,764.110 $49,104.110 551,564.101
Pay Period 51,479.69 $1,553.54 $1,631.08 $1,712.77 51,790.62 51,808.62 51,983.23
526 Monthly $3,286.00 $3,450.00 53,623.0(1 $3,804.00 $3,994.110 $4,194.00 $4,404.00
Records Technician Hourly 518.96 519.90 $211.90 521.95 523.114 $24.211 525.41
Utility Worker 1 Annually $39,432-011 541,4111000 $43,476101 $45,648.00 547,928-00 550328.101 552,84810)
PayPeuad 51,516.62 $1,592.31 SI,672.15 51,755.69 51,643.38 $1,935.69 52,032.62
528 Monthly $3,455.011 53,628.011 S3,8119.100 $3,999.00 54,199.1111 $4,409.101 $4,629.00
Administrative Specialist 11 Hourly — 51993 52093 $21.98 $23,07 524.23 525.44 526.71
Court Clerk Il Annually 541,4031110 543,536.01 545,7118.01 $47,988.101 5511308.1111 552,9118.1111 555,540.101
Customer Service Specialists Pay Period $1,594.62 $1,674.46 $1,758.01 $1,845.69 $1,938.101 52,1134.92 52,136.46
529 Monthly 53_5411.011 53,717.(00 53,90300 54,1198101 54,90348) $4,518.00 54,74415)
Accounting Assistant II Houdy $211.42 $21.44 $22.52 $23.04 $24.83 $20,117 $27.37
Customer Service Field Worker Annually 542,480011 544,6114.101 546,8361() 549,176.101 551,636181 554,216.101 $56,928101
Permit Technician Assistant Pay Period $1,639.85 $1,715.54 51,8111.38 $1,891.38 $1,906.10) 52,1185.23 52,18954
Senior Library Assistant
1530 Monthly 53,62910 53,81)1.101 $41011.101 54,201.00) 54,411.101 $4,632.101 54,864.151
Senior Court Clerk Hourly 521194 521_98 521418 $24.24 $25_45 $2672 528116
Annually 541,548.00 545,7211.181 $40,012.1.1 $50,412.00 552,532011_ 555,584.1111 558,360.111
Pay Period 51,674.92 51,758.46 51 846.62 51,938.92 52,035.85 52,137.85 92,244.92
531 Month) 53,718.00 53,904.00 54,099.00 54304.00 34,519.00 $4,745.00 54,982.00
Engineering Technician l Houric 321.45 322.52 523.65 524.83 $2611' $27.38 520.74
Fleet Maintenance Technician Annually 544,616_00 $46,848.101 549,188191 $51,648.10) 554.228110 556,9411181 $59,784151
Utility Worker 11 Pay Period 51,716.00 51,801.95 51,891.05 $1,986.46 52,085.67 52,1911.101 52,299.38
532 Month& 53,811.081 $4,1102.101 $4,2112.1111 $4,412.00 54,633.101 54,865.101 $5,108.00
Building Maintenance Technician 11 Hourly 52197 5'_ n'9 524.24 $25.45 520.7.3 $28.117 529.47
Program Specialist Annually 545,732.1111 544,024_10 $511,424.01 552,944.101 955,596.101 550,180.110 561,296.191
Senior Administrative Specialist Pay Period 51,790,92 $1,041110 $1,939.30 52,036.31 $2,139.31 $2,245.38 52,357.54
533 Monthly 53,906.161 54,101.101 $4,306.00 54,521.00 54,747.00 $4,984.011 55,233.00
Senior Accounting Assistant Hourly $22-53 $23-06 524.04 526.09 527_39 520.75 $3019
Senior Customer Service Field Worker Annually 546,872.110 $49,212.10 551,672.01 $54,252.10) $56,964.1111 $59,808.110 $62,796.101
Pay Period $1,8112.77 $1,892.77 $1,987.38 52,1186.62 52,191192 52,3(0).31 $2,415.23
S34 _ Monthly 54,003.00 94,203.00 54,113.1111 54,634.00 54,866.00 $5,10900 55,304.00
Engineering Assistant* Hourly 523.0 0
9 $24.2 525.46 520.73 528.117 $29.48 $351.95
Annually 548,113600 550,430.101 552,956.101 555,608.101 $58392.011 $61,308.00 504,360.101
Pay Period 51,847.54 51,939.85 52,036.7' 52,138.77 $2,245.85 $2,358.00 52,475.69
S35 Monthly 54,104.00 54,309.01 $4,524.0(0 $4,750,00 54,988.011 55337.00 55,499.00
[MMS Specialist Hourly $21.68 524.66 526.1)1 327.4(1 $28.78 $311.21 531.73
Mechanics Annually 549,240.1111 $51,7118.101 $54,288.01 $57,001610) 959.856.1111 562,844.1111 505,908.101
Permit Technician Pay Period $1,894.15 $1,988.77 $2,1188.101 $2,192.31 $2,302.15 $2,417.08 $2,530.101
Records Management Specialist
Senior Utility Worker
Water Utility Tech I
Purchasing Specialist
PAGE 424- CITY OF TIGARD
OREGON PUBLIC EMPLOYEES
UNION SALARY SCHEDULE (FY 2019-2020)
Range tt Step 1 Step 2 Step 3 Step 4 Srep S Step 6 Step 7
S36 Monthly 54,2118.00 54,415.110 54,639.01 54,571.00 95,115.181 $5,37111)) 55,641.110
GIS Technician II Hn 1 $24-28 525-49 $26.76 $28-111 $29.51 $3059 $3254
Annually _ 5511496.110 953,1116.(31 555,668101 958,452.110_ 561,380.08 564,452.1111 567,68).151
Pay Period 51,942.15 52,1139.08 52,141.08 52,248.15 $2,36(1.77 52,47892 52,0/5.1114
537 Monthly $4,311.00 $4,527.00 $4,753.00 94,991.00 55,241.00 $5,503.00 55,778.00
Building Inspector I Hoar $24.87 S26.12 $27.42 528.79 530.24 $31.75 5.3.3.33
Code Compliant Officer Annu8.91-• 551,73200 954,324189 557,0363111 5578920) 562,892.1)11 566,0361.11 569,336)31
Engineering Technician II Pay Period $1,989.69 $2,089.38 52,193.69 52,303.54 $2,418.92 $2,539.85 52,66677
Librarian
Sr Building Maintenance Technician
Water Utility Tech II
539 Monthly 94,528,111 54,75430 54,992410 $5,242.181 55,514.041 55,779,00 560611-041
Senior Permit Technician Hourly $26.12 527.43 $28.80 530.24 531.75 $33.34 535.1J1
Senior Water Utility Technician Annually 554,336.(1(1 957,1148.181 559,9114.51 $62,9114.151 966,048.481 $69,34810 572,816.1)1
Pay.Period 52,0%9x5 $2,19415 52,304381 52,419,36 $2,544431 92,667,23 52,8150.62
540 Monthly 54,64301 94,875.(31 55,119.51 53,375.00 95,644.00 95,926.00 964222.081
Graphic Designer Hot Lay $26 79 $21513 529.53 $31,111 $33.56 $34.19 $35 90
Information Technology Specialist Annually $55,716.00 $58,500.00 $61,428.00 $64,500.00 567,728.410 $71,112.00 974,664.151
Pay Period $2,142.92 $2,250.181 $2,362.62 52,48077 52,(4)4.92 92,735.08 92,871.69
547 Monthly $4,759.00 94,997.00 55247.00 55,509.00 95,784.00 96,073.0056,377.00
Livability Compliance Specialist+ Houde $27.46 528.83 5.3x1.27 531.78 533.37 535.04^ 536.79
Senior Engineering Technician Annually 557,1081111 559,964041 562,964384 566,1118.(81 $69,408410 572,87610) 570,524151
Senior Librarian Pay Period $2,196.46 52,3116.11 $2,421.69 52,342.62 52,669.54 $2 8(, 12.92 52,943.23
542 Monthly 94,877.11 95,121.10/ $5,37745) 55,646.04 $5,925011 56,224.00 $6,535.081
Plans Examiner Hourly $28.14 $29.54 $31112 532.57 934.2)) 9359E 537.711
Annually 55%,524.1111 561,452.151 564,524.51 567,752.01 971,136.110 574,688.(81 57.8,4211.1)1
Pay Period 52,254192 92,363-54 52,481669 52605.05 52,776)¢ 52,072,02 53,11615
$43 Monthly 55,4812.1)11 95,252.00 55,515.00 55,791.00 56,051011 $6,385.00 56,704.110
Building Inspector II Hourly 528.86 $311.31) 531.82 $33.41 575.115 $36.84 535.6%
Annually 560,024.00 563,024.161 566,181.81 569,492.(5) 572,972.00 576,62011 $80,448.131
Pay Period 52,3018.62 $2,424.154 52,545.38 52,672.77 52,006.62 82,94692 53,1194.15
544 Monthly 55,125.1)11 55,351544 55,6511.(0 55,931.151 56,23113111 $6,342.00 56,86900
Environmental Program Coordinator Hourly 529.57 531.444 532.60 634.21 535.94 $37'4 539.63
GIS Programmer Analyst Annxrally , 561,51111.00 $64,572.111 $67%111151 571,196141 574,7611.111 576,5041111 562,428131
Project Coordinator Pay Period 52-165.35 52,483.54 52617.0 57,718.31 52,87538 91,1119.38 53,170 31
54$ Monthly 55,255.00 95,518.00 55,794194 56,084.00 911388.111 $6,707.00 $7,042.00
Engineering Construction inspector' Hourly- 5.30.32 531.83 533.43 535.11) 536.85 538.69 54(1.6.3
Annually 563216,14911 566,216(31 569,528351 571,108 5(1� 5-6,656 411 580,484.111 584,5(14111
Par Period 52,425.38 52,546.77 $2,674.15 52,9110.111 62,94051 $1,195.54 532541.15
546 Monthly 55,385.431 55,654.181 55,937.051 $6,234.161 56,546.110 96,873.481 57,217.00
Hourly $31147 532.62 534.25 $35.97 537.77 $39.65 541.64
Annually 564,6211)11 567,8401)1 571,244.001 574,808.181 578,592.411 582,476.1111 586,6114.181
Pay Period 52,485-3% 52,6119,54 52,7411.15 S2.8--.23 $31421.2 4 $5,172.15 53,3341.92
S47 Monthly 55,519.111 55,795.00 56,085.451 56,389.10) 96,708(64 57,043.00 57,395.00
Senior Building Inspector Hnudy 531x4 533-43 $35.11 530.86 530,711 $411.63 54266
Senior Plana Examiner Arrnuaul 566,228110 569,54{1(81 973,11211151 $76,668151 580,496.110 584,516110 588?4)1131
Senior 018 Programmer Analyst Par Period $2,547.23 52,674.62 $2,0118.46 52,940.77 53,1196.111 993,250.62 53,413.08
S48 Monthly $5,656.00 $5,939.117_ 56_36.(0 $6,548.30 56,875.()0 $7,219.00 57,580.00
Sr Etm on ectal Program Coordinator Hourly 5.32.63 534.26 535.90 537.-0 539.66 941.65 543.73
Annually 567,0721111 571.268031 574832354 578,5-610 582.5131.110 586,,6281111 59149(+13)1
Pay Period 52,610.46 53741.08 52,878.15 511122.15 5.3,173118 53,3.31.85 53,498.46
APPENDIX-PAGE 425
w.
n.,y,4r,i c Itile
as :5 r",. il.; a V• • *;
..• .510 '4.%. ...„. 14, y.,,\\kit,,aiii I
I
#...,,,„.4,t 3 J 4,
i moi, ` �._ •..
, dalit
•
4
µ �- I�
,S1
r
o ' ,;,,,s-,.
i
nr k,4.v I . i { r '
yF
yxI ki
i._, � Uri e ,;rah4s
..�:
Cook Park-Tigard, Oregon
City ofTigard I ADOPTED BUDGET I FY 2019-2020
PAGE 426 - CITY OF TIGARD