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City Council Packet - 10/01/2019 IN1" City of Tigard TIGARD Tigard Business Meeting—Agenda TIGARD CITY COUNCIL MEETING DATE AND TIME: October 1,2019 - 6:30 p.m. Business Meeting MEETING LOCATION: City of Tigard -Town Hall- 13125 SW Hall Blvd.,Tigard,OR 97223 PUBLIC NOTICE: Anyone wishing to speak on an agenda item should sign on the appropriate sign-up sheet(s). If no sheet is available,ask to be recognized by the Mayor at the beginning of that agenda item. Citizen Communication items are asked to be two minutes or less. Longer matters can be set for a future Agenda by contacting either the Mayor or the City Manager. Times noted are estimated;it is recommended that persons interested in testifying be present by 6:15 p.m. to sign in on the testimony sign-in sheet. Business agenda items can be heard in any order after 6:30 p.m. Assistive Listening Devices are available for persons with impaired hearing and should be scheduled for Council meetings by noon on the Monday prior to the Council meeting. Please call 503-718-2419, (voice) or 503-684-2772 (TDD -Telecommunications Devices for the Deaf). Upon request,the City will also endeavor to arrange for the following services: • Qualified sign language interpreters for persons with speech or hearing impairments;and • Qualified bilingual interpreters. Since these services must be scheduled with outside service providers,it is important to allow as much lead time as possible. Please notify the City of your need by 5:00 p.m. on the Thursday preceding the meeting by calling: 503-718-2410 (voice) or 503-684-2772 (TDD -Telecommunications Devices for the Deaf). SEE ATTACHED AGENDA VIEW LIVE VIDEO STREAMING ONLINE: htto://www.tigard-or.gov/citv hall/council meeting.oho CABLE VIEWERS:The first City Council meeting of the month may be shown live on Channel 28 at 6:30 p.m. The meeting will be rebroadcast at the following times on Channel 28: Thursday 6:00 p.m. Sunday 11:00 a.m. Friday 10:00 p.m. Monday 6:00 a.m. UPI • City of I'igxrd Tigard Business Meeting—Agenda TIGARD TIGARD CITY COUNCIL MEETING DATE AND TIME: October 1,2019 - 6:30 p.m. Business Meeting MEETING LOCATION: City of Tigard -Town Hall- 13125 SW Hall Blvd.,Tigard,OR 97223 6:30 PM 1. BUSINESS MEETING A. Call to Order B. Roll Call C. Pledge of Allegiance D. Call to Council and Staff for Non-Agenda Items 2. CITIZEN COMMUNICATION (Two Minutes or Less,Please) A. Follow-up to Previous Citizen Communication B. Citizen Communication—Sign Up Sheet 3. RECEIVE PRESENTATION ON PERFORMANCE AUDIT REVIEW 6:40 p.m. estimated time 4. NON AGENDA ITEMS 5. EXECUTIVE SESSION: The Tigard City Council may go into Executive Session. If an Executive Session is called to order,the appropriate ORS citation will be announced identifying the applicable statute.All discussions are confidential and those present may disclose nothing from the Session. Representatives of the news media are allowed to attend Executive Sessions,as provided by ORS 192.660(4),but must not disclose any information discussed. No Executive Session may be held for the purpose of taking any final action or making any final decision. Executive Sessions are closed to the public. 6. ADJOURNMENT 8:10 p.m. estimated time AGENDA ITEM NO. 2B - CITIZEN COMMUNICATION DATE: October 1, 2019 (Limited to 2 minutes or less,please) The Council wishes to hear from you on other issues not on the agenda, but asks that you first try to resolve your concerns through staff. This is a Cite of Tigard public meeting, subject to the State of Oregon's public meeting and records laws. _Jl written and oral testimony becomes part of the public record. The names and addresses of persons who attend or participate in Cite of Tigard public meetings will be included in the meeting minutes, which is a public record. NAME,ADDRESS & PHONE TOPIC STAFF Please Print CONTACTED Name: Also,please spell your name as it sounds,if it will help the presiding officer pronounce: Address City State Zip Phone No. Name: Also,please spell your name as it sounds,if it will help the presiding officer pronounce: Address City State Zip Phone No. Name: Also,please spell your name as it sounds,if it will help the presiding officer pronounce: Address City State Zip Phone No. CITIZEN COMMUNICATION 1:\ADM\CITY RECORDERS\000 City Recorder-Records Resources and Policies\CCSignup\Citizen Communication.doc AIS-3995 3. Business Meeting One Meeting Date: 10/01/2019 Length (in minutes):90 Minutes Agenda Title: RECEIVE PRESENTATION ON PERFORMANCE AUDIT REVIEW Prepared For: Marty Wine, City Management Submitted By: Marty Wine, City Management Item Type: Receive and File Meeting Type: Council Business Meeting Update,Discussion,Direct Staff -Main Public Hearing: No Publication Date: Information ISSUE Receive and discuss Performance Audit Review findings,recommendations, and performance measures. STAFF RECOMMENDATION / ACTION REQUEST City Council is asked to receive and discuss the Performance Audit Review report from Matrix Consulting. Direct staff to develop an implementation plan and communications plan for Performance Audit recommendations. City Management and departments are reviewing the final Performance Audit to determine the highest-priority recommendations for implementation over the next two years. The recommendations have resource (staffing and funding) implications, and Tigard will need to determine the highest-priority investments and recommendations that will be most impactful to implement. KEY FACTS AND INFORMATION SUMMARY Background. Tigard received some feedback in 2017 and 2018 from some community members that the public does not know or does not trust that the city is spending and operating city services effectively and efficiently. To provide objective data about these questions,in mid-2018,a majority of the City Council requested that city administration begin to do performance audits for services in the city's general fund. The purpose of the audits were to be able to illustrate how efficiently and effectively the city is providing services, what improvements can be made,and to be able to communicate that information to the community. Tigard issued a request for proposals for performance audits in August 2018.Audits were requested to be an independent review of what the city does by department or program, how well the service is provided,and what improvements could be made using accepted benchmarks or standards appropriate to the program or discipline. Process. Tigard contracted with Matrix Consulting Group in early 2019 to conduct performance audit reviews of services in the general fund. The scope of work also requested that Matrix provide Tigard with recommended performance metrics for each department. Over the course of the project,Matrix did interviews with city departments to understand the functions and structure of operations,and documented workload data,cos;s, service levels,and organization. The final report provides 69 recommendations with an assessment of each operation's strengths and opportunities to improve,measured against best management practices used by Matrix Consulting. Matrix also conducted a community survey and a survey of employees. These analyses are provided in the final report as technical appendices. Alan Pennington of Matrix Consulting will be providing an overview of the Final Report's findings, recommendations,and performance measure recommendations. The final report and technical appendices are attached to this agenda item summary. Findings and Recommendations. At a high level, some key findings from the Matrix report include: •Tigard has limits to how it generates and uses data,alhough this varies by department. Relevant data about city operations and services is not collected or measured, not available,or not used to inform decision making. •It's recommended that Tigard have performance measures developed that link to Council goals or annual workplans. Measures and outcomes are not tracked in all cases. •Annual workplans for each department should be developed and guiding documents for performance evaluations aligned with City Strategic Plan. •City should expand/develop performance and workload measures to enlighten the public and internal stakeholder about department performance and accomplishments. •Tigard has the following major technology systems that need to be replaced,developed and integrated, including HR, Finance,Asset Management, GIS, and CIP Project Management. Primary report findings provide detailed operational recommendations for improvements by department. At a summary level, those findings include: •Tigard departments operate effectively within the resources available to them. •There are limits the city's efficiency because of(staffing) resource constraints, technology integration limits, and the city's lack of use of data. •Specific performance improvements, staffing and training additions have been recommended within each department to align with best practices. •Additional staffing resources are identified as needed in: Human Resources, Information Services,Fleet & Facilities,Police (less in Detectives,maintain in records and K9,more in patrol, Community Service Officer, crime analyst,and School Resource Officer);Engineering(for span of control and CIP); and Parks (for span of control). •Additional training resources are identified as needed in Facilities (project management);GIS (enterprise wide);and Community Development (Accela). Surveys. In the community survey,our customers sampled in the Matrix survey appear satisfied with city services and view the city favorably. The public would like to see more services from our city, and still see services staying the same or improving. The employee survey shows that City staff are busy;they think we are doing a good job providing services but see understaffing;interdepartmental communication could be improved. Performance Measures. City Management is prepared to begin implementing the primary recommendation of the report to develop and expand on existing perfomrance measures through implementation of a performance measures program. Following the failure of the local option levy in May 2018, and as a result of the decision to conduct performance audit reviews, the City Council amended the charge of the City's Audit Committee to include performance audit oversight and approval of the resulting performance measures. The Audit Committee's membership was expanded from three to five members to allow for this oversight. The Audit Committee met on September 12,2019 and approved the performance measures that were recommended in the Matrix final report. The Audit Committee noted that the measures were a first start and they could be changed over time once departments had begun to collect data,work with and use performance measures. OTHER ALTERNATIVES COUNCIL GOALS, POLICIES,APPROVED MASTER PLANS Goal 1. Ensure the city's continued financial stability and sustainability while providing mandated services. See ways to fund and increase services valued by the community. Performance audit recommendations will contribute to: Strategy 1.1. Develop and implement a communications plan for city staff and elected officials to engage the public about the cost and value of city services and explain funding challenges Strategy 1.2. Increase trust with the community by regularly publishing a city report card, detailing our progress and challenges,and comparing our work to peer cities. DATES OF PREVIOUS COUNCIL CONSIDERATION A majority of City Council suggested that the city should undertake a performance audit of services provided using General Funds on June 18,2018. City Council awarded the Performance Audit Review contract on January 19,2019. Attachments Performance Audit Review Final Report Performance Audit Review Technical Appendices PowerPoint • AgendaQuick©2005-2019 Destiny Software Inc.,All Rights Reserved PERFORMANCE AUDIT REVIEW TIGARD , OREGON matrix . consulting group September 20, 2019 Performance Audit Draft Report TIGARD, OREGON Table of Contents 1. Introduction and Executive Summary 1 2. City Management 9 3. Central Services 15 4. Community Development 38 5. Finance and Information Services 48 6. Library 65 7. Police 78 8. Public Works 107 9. Performance Measures 122 Final Report of the Performance Audit Assessment TIGARD, OREGON 1 Introduction and Executive Summary The Matrix Consulting Group was retained by the City of Tigard to conduct a Performance Audit of general fund operations. Additionally, the scope of work included development of recommended performance metrics for each department. The following report presents the results and findings of the study. The project team has assembled this draft final report which summarizes our findings, conclusions and recommendations. 1. Study Methodology In this Performance Review of the City of Tigard General Funded functions, the Matrix Consulting Group project team utilized a wide variety of data collection and analytical techniques. The project team conducted the following data collection and analytical activities: • At the outset of the project, the study team interviewed key staff members from each department to develop an initial understanding of the issues and background for the departments. • The project team worked with city staff to collect a wide variety of data designed to document workloads, costs, service levels and operating practices. • The project team developed descriptive summaries, or profiles, of each department summarizing organizational structure, staffing, technology and other key aspects of each department. • In order to make the assessments of operational strengths and performance opportunities, the project team developed a set of performance measures, called "best management practices" against which to evaluate current services, workloads and service levels in Tigard. These service and performance measures were reviewed with staff in draft format. • Both an employee and community survey were conducted to gather input from these key stakeholders. This information was considered, in conjunction with the issues identified during the best management practices phase, as part of the analytical effort that led to the development of recommendations. From these efforts, key issues were developed for analysis and development of specific recommendations for each department. Matrix Consulting Group Page 1 Final Report of the Performance Audit Assessment TIGARD, OREGON 2. Key Themes Several key themes arose from the assessment that are worth noting to put the following recommendations into context. Overall, the City of Tigard is providing high levels of customer service to the public and generally providing services at a level higher than might be expected with current resource allocations. The notable themes that emerged included: • Strong focus on customer service and responsiveness to the public. • Many services provided at levels matching or exceeding relevant industry standards. • Strong inter-departmental cooperation and coordination in provision of services. • Generally lean staffing levels throughout the organizational structure. However, Tigard makes more extensive use of part-time and reduced hour full-time employees than typically seen in other organizations. • Limited ability to access existing data within the organization and software systems impacting ability to analyze available data for use in evaluating current operations, thus limiting the ability to plan, manage, and understand emerging service trends. • Lack of integration of existing technologies — limiting the ability to automate some processes or data requirements. Many of the limitations noted above have been recognized by staff prior to or during the conduct of this evaluation and efforts are underway to mitigate or eliminate these potential impediments for greater efficiency and effectiveness in the organization. 3. Listing of Recommendations. The following table summarizes the key recommendations contained in the report — grouped by department. For each recommendation, there is a priority, timeframe and cost impact of the recommendation listed to provide guidance during implementation. Recommendation Priority Timeframe CITY MANAGEMENT 1 The Annual Workplans for each department should be guiding High 2020 documents that are considered a part of performance evaluations and developed in alignment with the overall City Strategic Plan. Matrix Consulting Group Page, 2 Final Report of the Performance Audit Assessment TIGARD, OREGON Recommendation Priority Timeframe 2 The Senior Management Analyst position should be charged High 2020 with overseeing the development and implementation of the City's performance management program. 3 The City should expand on their existing performance measures High 2020 (with by identifying and adopting additional performance and budget) workload measures to enlighten the public regarding the Department's performance and accomplishments. 4 The Department should develop a methodology for predicting Medium 2020 upcoming retirements based on age and years of service of employees and update it at least annually to anticipate which employees and skills will need to be replaced. 5 The Department should prioritize efforts to expand the diversity Medium 2021 of applicant pools to enable it to work toward a City workforce that is reflective of the community. 6 The City should update the performance evaluation tool and Medium 2021 implement a compensation approach that more closely ties pay increases to individual performance. 7 Additional staffing resources, in the range of .5 to .75 FTE, Medium Next budget should be allocated to the Human Resources Department. cycle CENTRAL SERVICES 8 The City should utilize internal and external customer surveys to Low 2020 determine satisfaction and effectiveness of web content. 9 The City should utilize a work order system for all requests for Low 2021 web content modification. 10 The City should develop a written communication strategic plan. High 2020 11 The Graphics Design division staff should meet with Medium 2020 stakeholders before beginning work on large project design requests. 12 The Court should adopt a written strategic plan to guide future Medium 2020 decision making for operations and employee performance expectations. 13 The court should maintain staffing levels, so workload demands Medium Ongoing are within 10%of annual productive hours per employee. 14 Fleet maintenance should perform analytics and random Medium Ongoing verification of fuel purchases Matrix Consulting Group Page 3 Final Report of the Performance Audit Assessment TIGARD, OREGON Recommendation Priority Timeframe 15 The City should ensure that its asset management system is High 2020 meeting the needs of fleet and facilities maintenance staff. 16 Property Management should regularly assess amounts spent Medium 2021 on vendors for specialty services to determine if in-house staff should perform those functions. 17 Property Management should implement a proactive building High 2020 preventive maintenance program to prevent reactive maintenance issues as much as is reasonably possible. 18 Fleet& Facilities should conduct spot inventory checks to Medium 2021 mitigate the inherent risk of asset misappropriation. 19 Fleet& Facilities should maintain staffing levels in the general High 2020 range of one (1) employee for every 35,000—45,000 square feet of facilities under management. 20 Project managers should receive project management Medium 2021 certification. COMMUNITY DEVELOPMENT 21 The Department should ensure that in-house staff have the High 2020 ability to produce workload and performance reports from Accela. 22 The Department should generate routine reports on workload High 2020 and level of service performance measures in order to gauge effectiveness in meeting established benchmarks. 23 The Department should distribute an electronic customer Low 2020 satisfaction survey to all customers at the conclusion of their application and compile responses as a performance measurement tool. 24 The Department should implement expedited permit application reviews as a fee-based option for customers. 25 The Department should designate a second position as an High 2020 Accela power user and require that the management responsibilities of that system be shared. 26 The Department should ensure that the system which replaces High Immediate Springbrook can be integrated with Accela to eliminate the need for duplicate entries. 27 The Department should monitor inspector staffing levels to High Ongoing ensure that they remain appropriate for the required workload. Matrix Consulting Group Page 4 Final Report of the Performance Audit Assessment TIGARD, OREGON Recommendation Priority Timeframe 28 The Department should maintain an online library of standard Medium 2020 conditions of approval for land use permits, which is shared with staff and the public. FINANCE& INFORMATION SYSTEMS 29 With appropriate staffing, the Finance Department should Medium Ongoing perform regular data analysis on its data to help detect any financial irregularity or non-compliance with financial policies. 30 Provide cross training so that critical functions for each finance High 2020 position have at least two people who can complete them and require the employee performing the critical task as a backup to complete the function at least twice annually. 31 Complete an annual fraud risk assessment. Low 2021 32 Management should conduct regular audits of purchases to Medium 2020 detect and deter asset misappropriation. 33 Determine if automatic notification of payroll changes is Medium 2020 possible within the City's payroll/financial software system. 34 The City should assign a second employee to provide High 2020 verification checks of garnishment data entered into the payroll system. 35 The City should ensure that its asset management system fully High 2020 integrates with its financial software system and has the capabilities necessary to foster an efficient,transparent, and data-centric approach to fixed asset management. 36 With available time, the City should proactively research and Medium 2020 seek buying discounts in addition to State bid discounts. 37 The City should install and operate adequate software to Low 2021 monitor IT logs and detect any attempt at system intrusion. 38 The City should ensure GIS staff spend at least 10%of their Medium 2020 time working to proactively introduce GIS technology into every department in the City. 39 The City should create an information technology committee High 2020 that meets at least quarterly. 40 The City should reduce its internal phishing campaign employee Medium 2021 clickthrough rate to no more than 5%. 41 The City should hire one (1) additional FTE into an IT support High 2020 position. Matrix Consulting Group Page Final Report of the Performance Audit Assessment TIGARD, OREGON Recommendation Priority Timeframe LIBRARY 42 The Library should reduce service hours to between 62—64 High 2020 hours per week, either through elimination of some evening hours or an earlier closing for all evenings. Closing at 8pm each night should be implemented, the hour after which visits decline markedly. 43 Develop a comprehensive marketing plan encompassing High 2020 traditional print and advertising and social media components. Use this opportunity to brand the Library as consistently as possible to the community. Finally, make one person responsible for the coordination, development and posting of social media while continuing to seek the input of other staff. The lead person should be the Communications Coordinator. Then management team should set direction and develop a review process. 44 The new Director needs to continue the recent focus on High 2020 furthering team building and open communication among Library staff. 45 Create an internal team to research, develop and present to the High 2020 City a Library Information Technology Needs Assessment and Long-Range Plan. POLICE 46 Maintain current Administration staffing levels. n/a n/a 47 Add 8 additional Officers to maintain higher minimum staffing to High 2020 achieve stated goal of 5 minute response to priority 1 and 2 calls for service. Staffing should be 4 Officers on Day Shift, 5 Officers on Afternoon Shift and 4 Officers on Night Shift. 48 Maintain current staffing of two K9. n/a n/a 49 Minimum Staffing should be Sergeant on duty at all times. n/a n/a 50 Fill 2nd CSO position for a total of two CSOs. Medium 2021 51 Maintain current staffing for traffic unit. n/a n/a 52 Review case screening process. Medium 2020 53 If all workable cases are currently assigned, the department Medium 2021 should eliminate two detective positions. Matrix Consulting Group PaciF 6 Final Report of the Performance Audit Assessment TIGARD, OREGON Recommendation Priority Timeframe 54 Maintain current staffing but use the recommended benchmarks High Ongoing to re-evaluate staffing on an annual basis to determine when more property/evidence staff is needed. 55 Maintain current staffing for records management. n/a n/a 56 Add an additional analyst in the next 1 to 3 years. Medium 2022 57 Maintain current Administrative Specialist staffing levels. n/a n/a 58 Maintain current SRO staffing but add one additional SRO in Medium 2022—2023 the next 1 to 3 years. PUBLIC WORKS 59 The Department should establish a routine cycle of High Ongoing measurement, review, and action based on their selected performance metrics. 60 Performance measures and their results should be published High Ongoing each year in the annual budget. 61 The City should ensure that the selected asset management Medium 2021 system replacing the existing work order system has the capabilities necessary to foster an efficient, transparent, and data-centric approach to infrastructure maintenance and workload management. 62 The Department should track all field work—proactive and Medium 2021 reactive—using work orders within the asset management system. 63 The Department should develop a preventive and routine Medium 2021 maintenance calendar for the Parks Maintenance Division in the asset management system and use this tool as the basis for calculating staffing needs. 64 The City should ensure that the system which replaces High 2020 Springbrook has a robust project management module or invest in a separate software specifically designed for capital project management. 65 The Department should seek to update each system master High Ongoing plan once per six years on a rotating basis. Matrix Consulting Group Pa:a ` 7 Final Report of the Performance Audit Assessment l IGARD, OREGON Recommendation Priority Timeframe 66 The Department should include some strategic discussion in the High Ongoing master plans of the systems'purpose for the community and how the plan supports the goals of the Department and the City. 67 The Department should provide development review backup for Medium 2020 the Principal Engineer, including the use of other P.E.'s in the Engineering Division. 68 The Department should adjust the organizational structure to Medium 2021 narrow the Parks Supervisor's span of control and allow more effective oversight of seasonal staff. 69 The Department should adjust the organizational structure to Medium 2021 narrow the City Engineer's span of control and provide oversight assistance to project management staff. The following chapters provide narrative detailing with the rationale and basis for each recommendation. Matrix Consulting Group Page 8 Final Report of the Performance Audit Assessment TIGARD, OREGON 2 City Management This chapter covers the recommendations related to the City Manager's Office and the Human Resources Department. The analysis focused on key recommendations to improve the operational effectiveness of each department and the staffing required to provide those services. The Policy and Administration Program in the budget also consists of the Mayor and Council and Office of the City Attorney functions; however, these services were not reviewed or assessed as part of this report. 1. City Manager's Office. The City Manager's Office is responsible for overall management of the City of Tigard including Council support, organizational leadership, operational support, general policy and procedure development and administration governing all City operations. This office is responsible for implementation of the City's Strategic Plan, coordination of the City's legislative agenda, and communicates City Council's direction to the executive staff and employees. The City Manager's Office has an annual operating budget of approximately $740,000 and a staff of four positions: City Manager, Assistant City Manager, Executive Assistant to the City Manager, and Senior Management Analyst. (1) Departmental Annual Workplans and the City's Strategic Plan should be in Alignment. The effectiveness of the City's adopted strategic plan can be enhanced by ensuring that the key goals and objectives in future strategic plans are well delineated and that these are used as the basis for on-going policy and management decisions. In particular, the performance metrics and annual departmental workplans should align, where practical, with the strategic plan elements. Tigard has a refreshment of the city's strategic plan underway that is scheduled for completion in early 2020. Annually, departments should develop their annual workplan and notate the key efforts that will further or support the achievement of the strategic goals — or position the City operations to move closer to the achievement of the goals. Annual workplans should be a guiding effort for each department's focus during the year, and a portion of the performance evaluation for staff in that department should be linked to accomplishing the workplan. Progress on the workplans should be reviewed at least quarterly between the City Manager, Assistant City Manager and the respective department head. A semi-annual update on progress should be provided to the City Council. Recommendation 1 : The Annual Workplans for each department should be guiding Matrix Consulting Group Page 9 Final Report of the Performance Audit Assessment TIGARD, OREGON documents that are considered a part of performance evaluations and developed in alignment with the overall City Strategic Plan. (2) The Senior Management Analyst Positions should be Tasked with the Development and Oversight of the Performance Management Program. The City Manager's Office has operated for much of this year with half of the positions vacant. The Assistant City Manager and Senior Management Analyst positions were vacant for nearly one year. The Assistant City Manager position has recently been filled and this will provide significant assistance in the effective operation of this critical office and provide support to the City Manager by taking direct oversight of a number of the operating departments and provide support by handling special projects and initiatives. The Senior Management Analyst position is in the process of being filled and various considerations have been given to the duties to be assigned to this position. Given the position's location in the City Manager's Office and the high priority that is being placed on data analysis, data-informed decision-making and the need to fully implement the performance measurement program under development, it is recommended that the principal duty of this position be allocated to development, implementation and coordination of the performance measurement and report card efforts underway. This will take close cooperation and interaction with all departments. This position will also provide analytical support as departments work to enhance their internal data analytical abilities. In addition, this position should be tasked with conducting special studies, analysis, and analytical activities to support projects and duties performed by the City Manager and Assistant City Manager, and in support of the city's strategic plan and City Council goals. Currently, these positions have limited analytical support requiring them to be intricately involved in the development of projects and initiatives which limits their time to spend on more strategic and longer-term efforts important to the City. Recommendation 2: The Senior Management Analyst position should be charged with overseeing the development and implementation of the City's performance management program. Recommendation 3: The City should expand on their existing performance measures by identifying and adopting additional performance and workload measures to enlighten the public regarding the Department's performance and accomplishments. 2. Human Resources Department. The Human Resources function is responsible for the administration and oversight of all City human resources programs to the City organization. Programs and services Matrix Consulting Group Pane 10 Final Report of the Performance Audit Assessment TIGARD, OREGON provided include: recruitment, selection and testing, benefits administration, labor negotiations, personnel policy administration, employee relations, job classification and salary administration, employee recognition, investigations, training, organization development and performance management, workforce planning, equal opportunity, and wellness and risk management with oversight and coordination of the city's worker's compensation and liability claims management, insuring city assets, the city's retirement programs and safety programs. The Human Resources Department has an annual operating budget of approximately $680,000 for Human Resources functions and $823,000 for Risk Management ($567,000 of that is the cost of citywide insurance of assets.) The staffing is shown in the following chart: Human Resources Director I � I Sr. HR HR Business Business Partner Risk Manager Partner Risk/ — HR Specialist Magement Analyst HR - Risk — Assistant (1) Additional Workforce Planning Should be Undertaken. Information about upcoming retirements can be used in an organization to determine when vacancies are likely to open up in various departments, which allows HR staff to get a head start on developing a qualified pool of applicants. Anticipating openings due to retirement can help the department begin to make decisions about succession planning tactics sooner rather than later. However, the department does not currently have a formal methodology for projecting the likely retirement of employees over time. While staff within a customer department may know when retirements are upcoming, the HR Department is not always informed about these transitions. In order to optimize the effectiveness of the recruitment staff in this effort, the Department should adopt a more formal workforce and retirement planning model. Matrix Consulting Group Page 11 Final Report of the Performance Audit Assessment TIGARD, OREGON One model for projecting employee retirement involves totaling employees' ages and their years of service, and indexing those totals at the current time, as well as for future dates, to determine likely retirements. Both of those figures could easily be obtained from data readily available. An example of this method is depicted in the table below, showing retirement risk at the current time, as well as in 2 years and 5 years: Employee Age Years Current Total 2 Year Total 5 Year Total Employee 1 23 1 24 28 34 Employee 2 48 15 63 67 73 Employee 3 45 19 64 68 74 Employee 4 50 19 69 73 79 Employee 5 48 23 71 75 81 Employee 6 48 24 72 76 82 Employee 7 49 27 76 80 86 Employee 8 52 25 77 81 87 Employee 9 54 32 86 90 96 Employee 10 57 35 92 96 102 While a model like this one can be constructed manually, this represents an area where technology can be used to improve the Department's operations. Existing data should be sufficient to generate reports such as the one above (or at least data that can be presented as a report). These projections should be updated on at least an annual basis in order to account for employee turnover and refresh the Department's strategy for replacing lost employees and skills. Employee skills and certifications could also be included in these projections. This would help the HR department anticipate when skills will be lost and begin strategizing to replace them, either by hiring new employees with the desired skills or by incentivizing existing employees to acquire those skills and certifications. Recommendation 4: The Department should develop a methodology for predicting upcoming retirements based on age and years of service of employees and update it at least annually to anticipate which employees and skills will need to be replaced. (2) Continued and Enhanced Efforts Should be Undertaken to Ensure the Workforce Reflects the Community Demographics. The Department's recruitment staff currently use multiple avenues for recruiting candidates for open positions, all of which funnel applicants to a single recruiting module. NeoGov is used to collect, filter, and assess applicants in order to develop a pool of highly qualified candidates. While staff in the Department learn on an informal basis which recruitment sources are the most effective, the Department should focus analytical efforts Matrix Consulting Group Page 12 Final Report of the Performance Audit Assessment TIGARD, OREGON at determining which recruitment sources have proven reliable in the past in providing both qualified and diverse candidates for consideration. The Department should work toward a long-term goal of achieving a workforce that is reflective of the Tigard community and the market demographics from their typical recruitment area (which is larger than the City of Tigard). Doing this would allow the Department to make an assessment about which recruitment sources produce the greatest numbers and/or diversity of interview-worthy candidates. Recommendation 5: The Department should prioritize efforts to expand the diversity of applicant pools to enable it to work toward a City workforce that is reflective of the community. (3) A More Robust Compensation Practice Should be Implemented that Ties Pay Increases to Individual Performance. Currently, typical salary adjustments for employees (not represented by collective bargaining agreements) are loosely tied to performance. While the City utilizes performance evaluations, the delineation between staff performance is not sufficient to result in pay adjustments that vary by much — most employees are getting a similar pay increase annually. There are a number of municipalities that use an evaluation system to provide additional benefits to their employees via a pay-for-performance or merit program. Such a program rewards employees for their individual contribution to the department or the municipality as a whole. These programs are separate from standard cost of living adjustments or step increases and are solely designed to recognize outstanding workmanship. However, most pay-for-performance plans tend to be set up for non-union employees due to limitations posed by bargaining contracts. It is not impossible to implement pay for performance within unionized environments, it is just harder. In a survey performed by the International City/County Management Association (ICMA), they found that in Olathe, Kansas, their pay-for-performance provides the basis for promotions, pay increases, transfers and performance bonuses. The City has a formal performance review that begins with supervisors and employees identifying job specific goals and how their individual work performance contributes to those goals. The City uses a rating scale to determine how, or if, employees met the expectations set forth at the beginning of the rating period which then determines the amount of additional benefits, if any. The goal of their program is to recognize employees who have done outstanding work above and beyond expectations, thereby providing them with more than the "routine" cost of living adjustment normally received by all employees regardless of productivity. The implementation of compensated related performance incentives has shown that more satisfied employees are motivated to perform at a higher level and be more productive Matrix Consulting Group Paae 13 Final Report of the Performance Audit Assessment TIGARD, OREGON for the organization. Reward based recognition can certainly be a motivating factor for employees to perform at maximum levels benefiting both themselves and the City. The City will likely need to develop a new, or refine the existing, performance evaluation tool to implement this suggestion and provide the definitive scoring approaches that will distinguish solid from outstanding performance. Recommendation 6: The City should update the performance evaluation tool and implement a compensation approach that more closely ties pay increases to individual performance. (5) Additional Staffing Resources are Needed to Provide the Services Required. To accomplish the additional duties outlined above for Human Resources, additional staffing resources are needed. It is estimated that at least .5 to .75 FTE should be allocated to Human Resources to support existing programs and provide the additional services outlined above. Many of the positions in Human Resources are at the reduced level "full-time"equivalency. They are eligible for benefits but do not work a full workweek. The easiest, and least costly approach would be to convert all of these reduced hour positions to true full-time positions. Alternatively, the City can implement a new .5 to .75 FTE position to supplement the current staffing allocation. Recommendation 7: Additional staffing resources, in the range of .5 to .75 FTE, should be allocated to the Human Resources Department Matrix Consulting Group Pane 14 Final Report of the Performance Audit Assessment TIGARD, OREGON 3 Central Services The following chapter focuses on the City's Central Services Department, addressing opportunities for improvement in the Design and Communications, Municipal Court, Property Management, and Fleet Maintenance divisions. In addition to each specific division within the Central Services Department, the Department Director also functions as the City's ADA coordinator. The Central Services Department consists of four primary divisions: Communications, City Recorder/Records, Municipal Court, and Fleet & Facilities Operations. Within Fleet & Facilities, there are both property management and fleet maintenance divisions. The Recorder & Records Division is not assessed as part of this study. DEPARTMENT STRENGTHS While this chapter focuses on changes that the Department can make to improve the way it operates, the following points should be noted as particular strengths of the Department in the functions reviewed as part of this study: • The City's website is user-friendly and easy to navigate. • While several departments have their own staff to coordinate their communication efforts, the City uses centralized communications for several communication's functions, including graphic design for written communication. • The City's communication's team is available to serve all departments. • Courts are adequately staffed to handle anticipated workload. • The Court has written policies and procedures to assist staff with completing their responsibilities. • Maintenance, replacement, and management of fleet and equipment are centralized. • The City maintains a fleet fund reserve to ensure timely replacement of fleet assets. Matrix Consulting Group Page 15 Final Report of the Performance Audit Assessment 1 IGARD, OREGON • Charge back rates for fleet services are in place and evaluated at least annually. • The Department uses electronic work orders for all maintenance activities. • The Department is adequately staffed for Capital Construction Project Management. The Central Services Department budget data summary show a very modest overall increase of 0.58% from FY18 revised numbers to FY19 adopted numbers. While there is no indication that workload levels are decreasing, the budget reveals decreasing expenditures in, both, Design & Communications and Fleet Maintenance. The Design & Communication's budget shows a reduction between FY18 revised and FY19 adopted of just over 4%, while the Fleet Maintenance budget shows a decrease of 4.62% for that same period. Division FY 17 FY 18 FY 19 Actual Revised Adopted Design & Communications $563,930 $614,925 $590,187 Municipal Court $463,992 $560,880 $603,845 City Recorder/Records $464,811 $526,129 $533,494 Fleet Maintenance $222,732 $322,503 $307,589 Property Management $1,736,512 $1,888,409 $1,900,539 Total $3,451,977 $3,912,846 $3,935,654 The following organizational chart shows an overview of the organizational chart of the Central Services Department. Matrix Consulting Group F cP 16 Final Report of the Performance Audit Assessment TIGARD, OREGON Central Services Director I I I I I Design& CityRecorder/ Fleet&Facilities Communications Records Municipal Court Operations Mgr (1.0) I I I I Communications Municipal Court Manager City Recorder Judgge Property Fleet (1 0) (1'0) (10) Management Maintenance I I Digital Deputy City Court Operations Facility Services Communications — Recorder Supervisor Supervisor — Admin S ec II '— Coordinator (1.0) (1,0) (1.0) (1.0 ) (0.75-Vacant) Records Senior Building Fleet Web Services — Management Court Clerk II — Maintenance — Maintenance Tech (1.0) (1.0) (1.0) (1.0) Building _Graphic Designer — Maintenance Tech II (2.0) (3.0) Grounds Reprographics — Maintenance Specialist (1,0) (1.0) The following sections address changes to technology, organizational structure, and operational practices which the Department should make in order to become more efficient, responsive, and data-driven. 1 Communications The Communications Division provides support for the City's branding and communications efforts to achieve effective communication with the public. The Division provides internal services support with communications planning, website design and updating, editing, creating annual reports, graphic design, copywriting, printing, video production, and news releases. Examples of final products the division helps create include brochures, posters, human resources recruiting fliers, business cards, letterhead, stationary, and a variety of electronic media design. Matrix Consulting Group Page 17 Final Report of the Performance Audit Assessment TIGARD, OREGON The assessment revealed several very positive strengths of the Communication's division. These strong points are indicative of a competent, well-led organization which thus far is successful in achieving its goals and standards. Examples include: • The City uses a webmaster to maintain the website with up-to-date information across all departments. • The City's website is user friendly and easy to navigate. • The City uses centralized communications for several communication functions, including graphic design for written communications. • The City's communication's team is available to serve all city departments. • The City's communication's team provides numerous services to city departments to assist with the creation of effective written documents (fliers, brochures, posters, etc.). The sections below discuss areas where the department has opportunities to improve its level of service even further. (1) The City Should Utilize Internal and External Customer Surveys to Determine Satisfaction and Effectiveness of Web Content The City utilizes internal and external customer surveys for certain departments; however, the City is not currently utilizing customer surveys to gather data on user satisfaction and effectiveness of web services. As the City already knows, by better understanding what internal and external stakeholders want in relation to website content and design, the City can be in a better position to ensure effective overall external communications while delivering results internal and external customers want to see. With regard to web services, the City might be doing a fantastic job for internal and external customers; however, from the customer's perspective, there might also be areas in which there could be improvement. An annual survey would be beneficial as an opportunity to learn about customer satisfaction with web-related services (content, design, ensuring what the public wants to see on the website is available and on the site, Matrix Consulting Group Page 18 Final Report of the Performance Audit Assessment TIGARD, OREGON satisfaction with timeliness of providing data to the public in relation to timing of matters that involve public input, etc.). Recommendation 8: The City should utilize internal and external customer surveys to determine satisfaction and effectiveness of web content. (2) The City Should Utilize a Work Order System for all Requests for Web Content Modification Currently, each person wanting changes to web content will email or otherwise contact the Web Services Coordinator, who will make any modifications on the website as appropriate. Web Services Coordination then prioritizes each request and regularly reviews the status of requests to ensure timely delivery of results to internal customers. This process does not involve the use of work orders, but rather a spreadsheet to document and manage workload. With graphic design using a work order ticketing system and several other divisions/ departments in the city using them, the City should implement a work order system for all web services-related work requests. The use of such a system will provide the city with a better opportunity to track projects by priority, ensure timely delivery of requests, and to run reports on workload performance data. Recommendation 9: The City should utilize a work order system for all requests for web content modification. (3) The City Should Develop a Written Communication's Strategic Plan The City does not currently have a written communication's strategic plan to guide communications' integration with programs across multiple departments and to guide all communications efforts (including public education and advocacy) over the next several years. While the City's Communication's leadership is knowledgeable and skilled with municipal government communication's objectives and overall strategies, the following information is worth mentioning as it relates to overall guidance. There are six steps in designing an effective communication's strategic plan. The diagram below highlights these six steps: Matrix Consulting Group Pane 19 Final Report of the Performance Audit Assessment TIGARD, OREGON Assess Establish Establish your Communication's b Communication Audience Infrastructure Goals Defining the Frame Each Establish Targets Problem, Solution, within Each and Call to Action Message Audience The first step of assessing the City's communication's infrastructure might be one of the most important steps as it allows you to self-assess where you are now and to draw on any lessons learned from past experiences. The assessment begins with understanding what communication's efforts have worked well for the City in the past and what did not work well. This process also involves determining how many staff are available to commit to communications efforts, what each of those people will specifically do in each communication's project, and how much budget is available to promote effective communication's efforts. The next steps in the plan include framing the City's communication's strategy by ensuring every project has established communication's goals, the general audience is defined as well as any specific targets (i.e. a specific TV station reporter who might be able to get the message on the evening news), each message is clearly framed, and the message identifies the "problem, solution, and a call to action". Even though this is not a specific step in the process, an important effort is to ensure there is a plan to select and train those people who will be spokesperson's for the City, whether through a centralized department, individual departments, or some combination of the two dependent upon the message being delivered. All efforts to ensure adequate spokesperson training for decentralized communication's efforts should be managed by the city's Design & Communication's division. Matrix Consulting Group Page 20 Final Report of the Performance Audit Assessment TIGARD, OREGON Having these efforts memorialized in writing will provide guidance to city staff and ultimately provide additional focus for the city as it seeks to achieve effective communications with both internal and external stakeholders. Recommendation 10: The City should develop a written communication's strategic plan. (4) The Graphics Design Division Should Be Involved in Projects from Inception and Should Meet with Stakeholders Before Beginning Work on Design Requests. The City's graphic design team, excluding the Communication's Manager, consists of 1.75 FTE staff. At present, the team gets involved in projects when someone submits a workorder; however, by the time the workorder is submitted, it is probable that the project planning process is well underway. In order to better serve their customers, it is beneficial for the graphic design team to become involved with a project as early as possible, often at the inception of the planning process. If there is a probability that design will be involved at some point of a project, then graphic designers should be involved as early as possible. For larger design-work projects, such as annual reports or those that will take design staff more than two full days of work, departments should be encouraged to create a work order at the very beginning of a project's planning phase, thus allowing the graphic design team the opportunity to sit in on meetings or otherwise become knowledgeable about a project's goals, target audience, messaging requirements, as early as possible. The sooner the graphic design team is involved, the more likely they are to create a design with limited revisions that meets the needs of their internal customers. At present, customers submit design requests and for larger projects, the graphic design team spends what can be a considerable amount of time on an initial design. While design staff routinely reach out to the staff member who submitted a work order before much effort is put into the design, it is probable that this does not always occur. The project team recognizes that with current staffing levels and current workload, it is not always feasible for design staff to attend meetings prior to a workorder being submitted for design work; however, the earlier design staff are involved in the visioning process for a project, the less likely there will be any differences in vision for what the final product should look like. Matrix Consulting Group Page 21 Final Report of the Performance Audit Assessment TIGARD, OREGON For larger projects, the design team member assigned the project should meet with the requester prior to beginning any design work to help ensure everyone is on a similar page with regard to what the final product should look like. By bringing in the graphic design team early in the project's planning stage and requiring the graphic design team to verbally consult with project stakeholders prior to beginning actual design work, there will be more clarity for design staff and the results are much less likely that any time will be wasted designing something that was not what the customer wanted to see. Recommendation 11: The Graphics Design staff should meet with stakeholders before beginning work on large-project design requests. 2 Municipal Court The Municipal Court handles primarily traffic, parking, and limited ordinance infractions in the City of Tigard. The assessment revealed several positive strengths of the Municipal Court division. These strong points are indicative of a competent, well-led organization which thus far is successful in achieving its goals and standards. Examples include: • The Court is adequately staffed to handle existing and anticipated workload demand (especially considering the proposed traffic camera enforcement program about to begin). • The Court has numerous department operating instructions (DOls) to provide guidance to staff for various work processes. • The City uses centralized communications including graphic design for written communications. • The majority of citations are electronic and do not require hand entry into the Court's record keeping system. The sections below discuss areas where the department has opportunities to improve its level of service even further. Matrix Consulting Group Page 22 Final Report of the Performance Audit Assessment TIGARD, OREGON (1) The Court Should Adopt a Written Strategic Plan to Guide Future Decision Making for Operations and Employee Performance Expectations The National Center for State Courts (NCSC) recognizes the importance of strategic planning for court operations and they published a Strategic Planning Resource Guide to assist with court strategic planning efforts.' According to the NCSC, it is a prerequisite to enhancing court performance and administration that a strategic plan be developed and include the following: Effective Court Strategic Planning Seek Ways to Adapt Management Practices in Consider Future Court a Changing Environment Circumstances Consider Future Court Consider Future Court Goals Responsibilities Court strategic planning is similar to other strategic planning initiatives and yet with often changing technologies utilized within courtroom-related tasks/functions, there is a distinct need to remain flexible within this changing environment. The Municipal Court does not currently have a strategic plan; however, development of one can help guide the Court's future efforts to best serve citizen and court needs. Additionally, employees will have an even better understanding of performance expectations both, now and in the future, with a well-developed strategic plan. Recommendation 12: The Court should adopt a written strategic plan to guide future decision making for operations and employee performance expectations. 1 NCSC Strategic Planning Resource Guide httos://www.ncsc.org/Tooics/Court-Management/Strategic-Planning/Resource- Guide.asox Matrix Consulting Group Page 23 Final Report of the Performance Audit Assessment 1 IGARD, OREGON (2) The Court Should Maintain Staffing Levels so Workload Demands are Within 10% of Annual Productive Hours per Employee. A sampling of the division's workload is provided in the table below: Court FY17 FY18 Court Caseload 4,927 6,015 Total Violations Processed 3,015 4,141 Traffic Safety Diversions Processed 1,156 1,094 Traffic Safety Diversion Compliance Rate 91.5% 90.3% Annual productive hours are an important calculation for determining available time per employee for handling essential functions of the job. This calculation is determined with both objective and subjective criteria. To calculate annual productive hours, you start with an assumption of 2,080 hours in a work year (this can change depending on the year, but 2,080 hours is a reasonable assumption). Next, we deduct time for allotted holidays, vacation, and sick leave. Finally, time for breaks, meetings, and training is deducted. The resulting number is the total number of hours an employee is anticipated to be at work performing their core job-related functions. The following table shows annual productive hours for Tigard Municipal Court employees: Category Amount(Hrs) Base Full Time Hours 2,080 Holidays (12 days a year) (96) Vacation (15 days a year)2 (120) Sick(12 days a year) (96) Breaks/Meetings/Training3 (391) Subtotal of Hours to Be Excluded (703) Annual Productive Hours 1,377 The majority of workload is the result of citations —traffic, parking, and limited ordinance infractions in the City of Tigard. Arraignments occur weekly and total staff time in the courtroom is approximately 90 minutes. Trials occur every other Thursday for three hours each (assumption of six hours monthly). There are currently about 500 citations processed monthly (this can vary widely, but 500 is a reasonable assumption for this workload metric). The City just received approval to implement a traffic camera enforcement program. In anticipation of a significant increase in citations due to the 2 The City has multiple ranges for employee vacation time.A middle estimate of"15 days"is used for this calculation. 3 The Breaks/Meetings/Training hours assumes 30 minutes daily for phone calls,30 minutes daily for breaks,30 minutes daily for meetings,and two(2)days of training per year. Matrix Consulting Group Page 24 Final Report of the Performance Audit Assessment IGARD, OREGON implementation of this automated traffic enforcement program, the Court recently hired two additional staff members to keep up with workload. To process a citation, staff must enter information into the computer (verify e-citation data and hand enter about 5% of total citations, which are hand written), file required paperwork, process driving record data, process no show paperwork if that occurs, issue letters to defendants as required, set up payment plans, process diversion program paperwork, make payments, and close case files. Total processing time likely averages 45 minutes per citation for an efficient operation. Answering phone calls and handling walk in traffic not specifically related to a case take up another eight (8) hours weekly of total staff time. If staff are new or otherwise not completely efficient at each function, this time estimate will increase. Time estimates for workload data are as follows: Total annual Workload hours 24 trial days per year at three (3) hours each 72 Arraignments occurring 52 times annually at 90 minutes each 78 Citation processing from inception to completion 4,500 Phone calls and other public assistance at eight(8) hours weekly 416 Total hours 5,066 A recommendation is that court staff are utilized between 90 and 110% of annual productive hours, which in Tigard results in 1,240 to 1514 hours per employee. Some overtime can be good for employees and can save the city money when compared with deciding to hire additional staff simply to avoid paying overtime. For this reason, up to a 110% staff utilization rate is appropriate. The approximate total workload in hours for five (5) employees handling court-related functions (one supervisor and four clerks), is 1,013.2 hours per employee (based on 5,066 total hours). With 1,377 available hours, the current staff utilization rate is 73.58%. This utilization rate is acceptable due to the pending implementation of an automated traffic camera enforcement program. The City recently hired additional court clerks in anticipation of the implementation of an upcoming traffic camera enforcement program. This is good business practice in that it takes time to get court staff trained in all functions of court operations. Had the city not made these hires, the staff utilization rate for three (3) employees would be 1,688.67, which represents a utilization rate of 122.63%. This rate is higher than the recommended Matrix Consulting Group Page 25 Final Report of the Performance Audit Assessment TIGARD, OREGON utilization range and supports the prior justification for hiring additional court staff considering the anticipated increase in workload from traffic camera citations. The Court Operations Supervisor should determine the staff utilization rate on an annual basis and use the updated data to determine whether staffing levels should be modified for the upcoming fiscal year. Recommendation 13: The court should maintain staffing levels so workload demands are within 10% of annual productive hours per employee. 3 Fleet Operations Fleet services provides oversight of vehicle maintenance and repair of city vehicles and equipment. Staff works to help determine appropriate vehicle and equipment replacement schedules, as well as ensure proper preventative maintenance occurs on vehicles and equipment. The assessment revealed several strengths of the Fleet Operations division. These strengths are indicative of a competent, well-led organization which thus far is successful in achieving its goals and standards. Examples include: • Maintenance, replacement, and management of fleet and equipment are centralized. • A replacement reserve has been established to help ensure timely replacement of fleet assets. • Charge back rates are in place and evaluated annually. • A preventive maintenance schedule has been adopted. • Customers receive prior notification of upcoming preventive maintenance services. • Work orders are electronic and maintained for all maintenance activities. During FY17 and FY18, the Fleet Maintenance division completed an average of 224 preventive maintenance work orders and an average of 836 scheduled maintenance work orders. Through February 2019, the division completed 141 preventive maintenance and 466 scheduled maintenance work orders. Matrix Consulting Group H �' Final Report of the Performance Audit Assessment TIGARD, OREGON Fleet Maintenance FY17 FY18 FY19 Fleet Preventative Maintenance Work Orders 191 257 141 Fleet Scheduled Maintenance Work Orders 866 805 466 Work orders are delivered electronically and prioritized by department (public safety first, public works second, then other departments). In-house staff complete many repairs in- house and only contract out work that is either too time consuming to perform or preventive maintenance work on vehicles. In-house staff take care of preventive maintenance for all equipment. The total amount outsourced in combined labor and supplies is approximately $75,000 annually. This shows in-house staff are efficient and effective in determining what work should be outsourced versus completing the work in- house. The sections below discuss areas where the department has opportunities to improve its level of service even further. (1) Fleet Maintenance Should Perform Analytics and Random Verification of Fuel Purchases The City of Tigard has its own fuel tanks/pumps. Invoices for fuel purchases are decentralized so they are delivered directly to individual departments.There is an inherent risk related to internal controls and both the detection and deterrence of fuel theft when a centralized department does not regularly perform analytics and random expense verification of fuel purchases. Other local government organizations have experienced incidents of theft of fuel, when an employee will fuel up a personal vehicle and claim that it was a city vehicle. If required to input data about the vehicle being fueled, the employee can input false data in an attempt to mislead anyone who might want to verify the fuel purchase. The City requires employees to enter certain data at the pump when fueling a City vehicle. That data is then routed to individual departments, which in turn keeps records on fuel usage. An example of a fuel verification check is having a staff member sample a certain number of fuel purchases each quarter. The vehicle is located and its current mileage verified. The fuel report for the prior ten (10) fuel purchases are reviewed for each vehicle sampled Matrix Consulting Group Page 27 Final Report of the Performance Audit Assessment TIGARD, OREGON to determine if the actual mileage is consistent with what one would expect to find based on prior mileage entries. The fuel usage data and current mileage are entered into an Excel spreadsheet and a miles per gallon over a period of time is determined. The review includes pulling data for average miles per gallon from the National Highway Traffic Safety Association (NHTSA) for the vehicle year, make, and model being fueled. If the review finds actual miles per gallon are significantly lower than NHTSA estimates, that could be an indication of fuel theft and reason for additional investigation. Random sampling fuel usage verification checks provide a useful tool to both detect theft should it have occurred and to deter any future consideration of committing such an act. The following is a sample report of miles per gallon actual versus NHTSA estimated based on a sampling of a city's vehicles (after verification of actual mileage). The data in the sample report show mileage per gallon are consistently lower across all sampled vehicles than NHTSA estimates. Since this is consistent across several departments, it is less concerning that there is an incident of theft (unless it is widespread theft) but more indicative of something else (i.e. those city vehicles are weighted down with equipment and/or drivers could have a heavy foot). Since the fleet maintenance division maintains the fuel tanks and pumps, it should be responsible for ensuring appropriate fuel usage. The division's administrative specialist could run analytics on fuel usage while coordinating with department directors to verify mileage on sampled vehicles. Any discrepancies or areas needing further inquiry would be referred to the appropriate department director for further investigation. Matrix Consulting Group Page 28 Final Report of the Performance Audit Assessment TIGARD, OREGON City Vehicle MPG Actual v. NHTSA Estimates 18.00 16.00 14.00 12.00 10.00 8.00 6.00 4.00 2.00 , I 0.00 Electric-217 Electric-227 Water-268 Water-269 Parks-516 Animal Control Animal Control -744 -748 ■Actual MPG ■Estimated MPG Recommendation 14: Fleet maintenance should perform analytics and random verification of fuel purchases. (2) The City Should Ensure that its Asset Management System is Meeting the Needs of Fleet and Facilities Maintenance Staff. An effective asset management system allows an organization to optimize efficiency and effectiveness by budgeting accurately for the likely cost of maintenance and repairs, staffing appropriately for the projected workload, and using a preventive maintenance program to ensure assets do not deteriorate due to an unacceptable level. Some organizations use as a primary tool for this work, a computerized maintenance management system (CMMS) or dedicated asset management software with an integrated work order system. A CMMS is not always recommended, but what is recommended is any program that has an asset management system that seamlessly integrates with both a work order system and financial reporting software. The City currently uses an asset management and work order system; however, staff indicate a desire for that system to perform additional functions. The City should ensure its asset management program includes an effective work order system which is integrated with the asset inventory. The Department should adopt a formal asset management strategy which involves three components: a Department-wide asset inventory, a lifecycle costing system, and a work order system. Matrix Consulting Group I " ; Final Report of the Performance Audit Assessment TIGARD, OREGON The following table shows common components of an effective asset management/work order integrated system. Essential Function Description/Explanation Asset Management The software should allow the City to upload a complete and classify a completed listing of infrastructure assets that would be maintained by Fleet and Facilities. It should allow each asset to be classified by its category and type and assigned to an "owner"division. Lifecycle Costing The software should allow each asset to be assigned a construction or full replacement cost, as well as an anticipated lifecycle and depreciation schedule.This information is vital for capital budgeting. GIS Integration Most systems available are compatible with ESRI ArcGIS, which means that each stationary infrastructure asset can be assigned a specific location in one of the public works GIS layers. The City's software should allow this capability so that the geographical location of any asset can be quickly searched, and GIS layers can display information about, and link to, the assets populating them. While most fleet assets will not need this level of service, other areas in the city do need them. Work Order Management The software should be able to manage a work order system which provides the basis for a Department-wide preventive maintenance program, detailed reporting, and staffing allocations. Field Access The software should include access to a mobile application which can be used by staff in the field to look up work orders, identify their geographic location, read prior status updates for them, record labor hours and vehicle/equipment use against work orders,and update work orders'status or mark them complete. Each crew in the field should be able to access this application on tablets to update the system in real time. Reporting The software should be able to produce detailed reports from the work order system, as well as the program's asset management module. Examples of reports may include a)the total depreciation of the asset over a selected time period, b) the total maintenance and replacement cost of the asset in any given fiscal year, c) the total labor hours spent on non- routine maintenance of the asset, and d) the total number of work orders related to each asset(to know if there is need to re-do work,or simply there are high maintenance costs associated with the asset). While the City's systems might perform many or all of these functions, staff using them must be comfortable with the particular system and all that it has available to them so they can best do their job. Recommendation 15: The City should ensure that its asset management system is meeting the needs of fleet and facilities maintenance staff. Matrix Consulting Group Page 30 Final Report of the Performance Audit Assessment TIGARD, OREGON 4 Property Management The Property Management (Facilities Services) Division is responsible for environmental health, safety, and security of city facilities. These services include providing security, janitorial services, fire safety, maintenance, and repair of city buildings. Additionally, they assist the other city staff with limited physical work (moving filing cabinets, etc.). Staff handle all minor repairs, maintenance, minor remodels, painting, floor repairs, door maintenance, and many preventative maintenance functions. Employees are not licensed to perform specialty work and as such they do not complete HVAC, plumbing, or electrical repairs. However, they are on-site for those issues and handle contracting with outside vendors as necessary. Grounds maintenance is staffed with one employee and this employee is responsible to complete mowing, blowing, weeding, and landscaping for all city administrative buildings (senior center, PW, city hall, and library). There are three (3) authorized FTE positions as building maintenance technician II, one (1) authorized FTE as a senior building maintenance technician, one (1) authorized FTE for grounds maintenance, and one (1) FTE supervisor position. In addition to the responsibilities of maintaining city buildings, the supervisor is also responsible for being the city's single capital construction project manager. The assessment revealed strengths of the Property Management division. Example of these strengths include: • There is an effective Project Management staffing ratio for capital construction projects. • The division utilizes a work order system to ensure projects are completed in time and efficiently. • Given the size of buildings under management and the challenges associated with aging buildings that are not always co-located, staffing levels are appropriate. One of the strengths mentioned was project management staffing. The project team recognizes that the City of Tigard does not have a "project manager" by title but rather those services are a small portion of the job for another position. Capital projects vary in how much time they require from a project manager to manage a project to completion Matrix Consulting Group Page 31 Final Report of the Performance Audit Assessment TIGARD, OREGON (skill of the project manager, complexity of the project, whether more time needs to be allocated to the planning phase or the construction phase, etc.). In recognition that there is a level of subjectivity to adequate staffing for capital construction project management, the project team developed a model for determining the number of project management staff needed in an upcoming year using a weighted metric which accounts for both the dollar value per manager and the number of projects per manager. The theory behind this is that the more a project costs, the greater its complexity, and thus the more time necessary for a project manager to spend on it. A brand-new project manager might not be assigned more than four (4) or five (5) non- complex projects in a year, while an experienced project manager can handle more complex projects at double that amount. A 2014 study4 examined project management companies and determined whether they were high performing or low performing companies.They determined that high performing companies had their project management staff handling an average of 8.4 projects while low performing companies had their project managers handling an average of 11.3 projects. Based on best industry practices and appropriate studies, the project team uses a weighted metric ratio of 70% cost and 30% number of projects with eight (8) projects valued at a total of $25M under management per project manager as best practice numbers. There are currently 12 projects under management with a total cumulative value of approximately $1M. Using a weighted metric of 70% cost and 30% number of projects, the City has a weighted average of 0.48. The weighted metric of 0.48 represents the estimated workload demand on the employee performing project management functions. In this case, an estimated 0.48% of the Facility Services Supervisor's time is spent managing projects. This means that while the city is appropriately staffed in this function at present, future workload demands on the Facility Services Supervisor will necessitate the need to hire additional staff. Metric FY19 Dollar Value of Projects $1,000,000 Recommended PM (Based on dollar value) 0.04 Weighted at 70% 4 https://www.pmsolutions.com/reports/State_of_the_PMO_2014_Research_Report_FINAL.pdf Matrix Consulting Group Pace 32 Final Report of the Performance Audit Assessment TIGARD, OREGON Metric FY19 Number of Capital Projects 12 Recommended PM (Based on number of projects) 1.5 Weighted at 30% Combined Weighted PM Staffing 0.48 The sections below discuss areas where the department has opportunities to improve its level of service even further. (1) Property Management Should Regularly Assess Amounts Spent on Vendors for Specialty Services to Determine if In-House Staff Should Perform Those Functions The City's building maintenance staff perform significant maintenance work on all of the city's buildings; however, none of them hold specialty certifications (HVAC, plumbing, electrical, etc.). This is not unusual for a City the size of Tigard; however, whether city staff should hold specialty certifications should be the result of ongoing analysis on the amount of money the City spends for HVAC, plumbing, electrical, or other specialty-type repairs/maintenance. If the cost of outsourcing specialty maintenance/repair functions exceeds the cost to hire a city employee into a newly created position with appropriate classification/ compensation, and the City believes there will be a continued need for those specialty services, the City should require at least one employee to hold an appropriate certification so those functions can be performed using in-house staff. Recommendation 16: Property Management should regularly assess amounts spent on vendors for specialty services to determine if in-house staff should perform those functions. (2) Property Management Should Implement a Proactive Building Preventive Maintenance Program to Prevent Reactive Maintenance Issues as Much as is Reasonably Possible. While building maintenance staff perform preventive maintenance, there currently does not exist a written formal preventive maintenance program in place. Within the City's asset management program, there should exist a method to enter data into the system that will automatically schedule work orders for a multitude of preventive maintenance tasks. Matrix Consulting Group Page 33 Final Report of the Performance Audit Assessment TIGARD, OREGON In order to build a preventive maintenance plan for building maintenance functions, the City will want to decide which of its building assets will be included in the plan. Next, all information about the asset is gathered (original equipment manufacturer (OEM) recommendations, prior repair history, knowledge from existing maintenance staff about what repairs/maintenance might be needed in the future, etc. Next is to create an initial preventive maintenance plan and enter that data into the city's asset management/work order system. Once the plan is complete, employees perform the required preventive maintenance services, track results, and adjust the plan in subsequent years as needed. Recommendation 17:Property Management should implement a proactive building preventive maintenance program to prevent reactive maintenance issues as much as is reasonably possible. (3) Fleet & Facilities Should Conduct Spot Inventory Checks to Mitigate the Inherent Risk of Asset Misappropriation. There will always be an inherent risk of asset misappropriation associated with local government operations. This is regardless of who any specific employees are in various positions — the risk itself is inherent and it is real. There are numerous examples from local governments across the country where asset misappropriation has occurred. Even though small tools or smaller pieces of equipment are generally not too expensive, the risk of their misappropriation is greater than for other assets a city might own. There are several ways in which management can mitigate the risk of inventory theft or misuse. These include limiting who has access to where these items are stored, installing cameras showing who enters the room and coverage for the entire inside of the room, requiring employees sign in/out all equipment, and to conduct spot inventory checks of tools and small equipment. According to the Association of Certified Fraud Examiners (ACFE) 2018 Global Report to the Nations, asset misappropriation is by far the most commonly discovered type of occupational fraud, having occurred in 89% of all known frauds analyzed in their latest report. The average cost of an asset misappropriation scheme is $114,000 USD per incident.5 5 2018 ACFE Global Report to the Nations:httos://s3-us-west-2.amazonaws.com/acfepublic/2018-report-to-the-nations.pdf Matrix Consulting Group Page 34 Final Report of the Performance Audit Assessment TIGARD, OREGON The following graphic shows additional data from the 2018 AFCE report. While it might be more appropriate for this chart to be associated with a finance department, the important takeaway is that while there are other more costly types of occupational frauds that occur, a significant majority of frauds that occur involve asset misappropriation. The discrepancy with reconciliation of fraud incidents by percent is that several types of fraud schemes overlap categories and thus the total will always be more than 100%. OCCUPATIONAL FRAUD CASES BY TYPE ■%of Incidents Average Loss per Incident 0 o co 0 0 0 0 0 aN/ 0 0 -4 a o rn m 0 ASSET MISAPPROPRIATION CORRUPTION FINANCIAL STATEMENT FRAUD Recommendation 18: Fleet & Facilities should conduct spot inventory checks to mitigate the inherent risk of asset misappropriation. (4) Fleet & Facilities Should Maintain Staffing Levels in the General Range of 1 Employee for every 35,000 — 45,000 Square Feet of Facilities Under Management. As a general best practice, the ratio of facilities to maintenance staff is around 45,000 — 50,000 square feet of buildings to maintain per one (1) maintenance employee. This ratio however, is flexible for several reasons: the number of contracted repairs necessary for technical expertise, the proximity of building locations to one another, and the age/ condition of the buildings being maintained. Matrix Consulting Group Pape 35 Final Report of the Performance Audit Assessment TIGARD, OREGON As an example, if a city had 20 buildings totaling 300,000 square feet, spread out over 40 square miles and the majority of buildings were very old and in general disrepair, it will take more maintenance staff to adequately take care of those buildings than if there were five buildings with the same 300,000 total square feet all co-located next to one another. The same square footage exists under this scenario; however, the former scenario will require more maintenance personnel. Excluding the supervisor, there are four staff to maintain 12 buildings, with a cumulative 129,184 square feet of building space (including common areas). Additional maintenance occurs at other buildings (Fanno Creek House, Summer Lake Shop, skate park, etc.) This comes to 32,296 per maintenance employee plus those other facilities. This ratio is slightly lower than the ratio normally recommended; however, some of the city's facilities are older and thus require more time and effort to maintain them. Additionally, facilities are not reasonably co-located which creates the justification for the City's existing ratio. As a general rule,the City of Tigard should strive to achieve a ratio of one (1) maintenance employee for every 35,000 — 45,000 square feet of buildings under management. Property Management Square Footage of Maintenance City Hall 8,400 Permit Center 11,840 Police Department 12,804 Library 48,001 City Hall Modular 1,980 Niche 3,240 Police Department Annex 2,652 Police Storage 2,820 Senior Center 7,718 Ash/Burnham Street 7,440 Public Works 17,968 Canterbury 4,321 Total (including common areas) 129,184 As the City adds buildings or buildings continue to age, the City should continuously re- evaluate the appropriate number of personnel necessary to adequately maintain city facilities. Recommendation 19: Fleet & Facilities should maintain staffing levels in the general range of one (1)employee for every 35,000—45,000 square feet of facilities under management. Matrix Consulting Grcup Page 36 Final Report of the Performance Audit Assessment TIGARD, OREGON (5) Project Managers Should Receive Project Management Certification Construction project management is a combination of multiple important roles in the life of a capital project. From planning, budgeting, and supervising projects from start to finish, project managers are responsible for the entire project. A partial list of responsibilities includes developing a budget, creating work timetables, determining the best overall strategy for construction, coordinating with city leaders and contractors to ensure timetables are met, understanding technical and contractual details to ensure they are met, ensuring a safe construction site, making sure the project is completed on-time and on-budget, and meeting all of the necessary reporting requirements for each project. Effective project management starts before design work on a capital project begins. It starts at the time the project is initially thought about at the department head level, with a project manager being assigned at that early point to ensure there is cohesiveness with not only that project, but in how that one project might affect other projects under consideration. Project manager certification helps ensure projects are managed according to best industry standards and practices. While any project might turn out okay, the project team recognizes the inherent risks of not having a certified project manager on staff and recommends that all project managers receive appropriate certifications. Project manager certification can be obtained from the Project Management Institute (https://www.pmi.org/certifications/types). There are several possible certifications available with a recommended certification being the "Project Management Professional" or "PMP". Recommendation 20: Project managers should receive project management certification. Matrix Consulting Group Pare 37 Final Report of the Performance Audit Assessment TIGARD, OREGON • 4 Community Development The following chapter focuses on the City's Community Development Department, addressing opportunities for improvement in performance measurement, technology utilization, cost recovery, staffing, and customer service. DEPARTMENT STRENGTHS The Community Development Department in Tigard has a number of strengths which should be noted before delving into the improvement opportunities. These strong points are indicative of a competent, well-led organization which thus far is successful in achieving its goals and standards. Examples include: • All plan review functions are co-located in the same building so that application submittal is a "one-stop shop" for applicants. The filing system is easy to use for employees and records are easy to retrieve. • Customer service is emphasized at the Department. The City's website includes application forms, information about submittal requirements, citizen access to Accela, fee schedules, and the development code. Building permit application guides are readily available for customers. The counter is open four days per week, and over-the-counter plan checking is offered every day that the Department is open. • The Department has embraced technology. All divisions of the Department are GIS-enabled; GeoCortex is available to all plan review staff, Accela is used to track application reviews and make information available to the public, staff have access to the system via tablets in the field, and the Department is in the process of implementing electronic plan review. • The Building Division has a comprehensive operating plan which covers administrative, plan review, inspections, permitting, and compliance standards. This division also operates as an enterprise fund, and revenues are more than sufficient to offset expenditures. • A clear system is in place for land use applications; they are classified by their type, meetings with the applicant are conducted at the outset, and workload is Matrix Consulting Group Page 38 Final Report of the Performance Audit Assessment TIGARD, OREGON carefully tracked to ensure that staff meet the cycle times required by the State of Oregon. • There is a strong focus on training and maintaining the required certifications for each position, and this is included in annual performance evaluations. The sections below discuss areas where the Department can change its operating practices, assignment of roles, and use of technology in order to improve its level of service further. (1) The Department Should Adopt a Measurement and Reporting Cycle to Quantify Performance. In order to gauge the effectiveness and efficiency of the services provided by the Department to the public, the Community Development Department should institute a regular practice of performance reporting. High-performing organizations define the outcomes of success and track the measures that will inform them of whether or not they are reaching those outcomes. Typically, these measures can be derived from data recorded in the course of providing services, and benchmarks are established to define the goals which the organization aspires to reach. These benchmarks, or performance measures, provide a number of benefits to an organization: • They help the organization align its efforts with its wider strategic goals and its mission, vision, and values. • They allow the organization to identify strengths and weaknesses, and to track its progress toward established goals over time. • They frame discussions of success based on desired outcomes rather than personalities or behaviors of staff. • They cultivate a growth mindset of long-term, continuous improvement and open discussion. The Department has a head start on implementing a performance measurement system. In the City's budget, a number of quantitative metrics are listed under the Community Development section. These include the total construction valuation per Building Department FTE, the total permit fee value collected, and the total number of hearings Matrix Consulting Group Page 39 Final Report of the Performance Audit Assessment TIGARD, OREGON conducted. While dubbed "performance measures", these metrics are better suited for gauging workload than assessing the quality of work or level of service provided by staff. The Department also has cycle time objectives established for some functions (the Building Division aims for a maximum of 2-3 weeks for conducting initial plan checks and the Planning Division has a memo of internally established cycle time objectives), but no systematic approach of reporting and review is followed in order to attain the four benefits listed above. To address this, the Department should establish service level metrics that will be used as performance measures and begin tracking and reporting on them quarterly or annually. The following key steps should be taken: 1. Determine the level of service that the Department is committed to providing in building, planning, and inspections. 2. Select metrics that specifically measure the Department's success in meeting established levels of service. 3. Establish target benchmarks against which the Department's performance can be measured. These will serve to inform decision-makers of whether performance levels are acceptable or not. With these steps in place, the Department should begin tracking the selected measures. Because Accela is already used to process applications, the reporting functions of this tool should be used to their fullest extent. Performance measures should focus on Department work outcomes, particularly those that are within the control of staff. A list of recommended performance measures for each function within the Community Development Department can be found in a dedicated chapter of this report. Gathering the data necessary to report on the selected metrics will require that the Department is able to produce Accela reports. The software has a built-in reporting tool and the ability to produce a variety of workload and performance reports, but staff have not yet been trained to generate them from the system. The Department should be able to independently produce the reports used for routine quarterly performance measurement. This training may be obtained from a consultant or from an Accela trainer, and the City's IT Department should provide as much support as they are able. Obtaining this training for the appropriate staff should be among the highest priorities for the Matrix Consulting Group Page 40 Final Report of the Performance Audit Assessment TIGARD, OREGON Department; a permitting system is losing half its usefulness when staff cannot access reports from it. Each quarter, the Department's performance against the selected metrics should be reviewed by management, and a determination made whether the level of service provided meets the established targets. Areas of high performance should be recognized and celebrated. Areas of poor performance should be identified, and a discussion held among management (and staff, as necessary) to establish a plan for improvement. Recommendation 21: The Department should ensure that in-house staff have the ability to produce workload and performance reports from Accela. Recommendation 22: The Department should generate routine reports on workload and level of service performance measures in order to gauge effectiveness in meeting established benchmarks. (2) The Department Can Benefit from an Electronic Customer Satisfaction Survey. As outlined earlier this this chapter, the Department does a number of things to promote a high level of customer service. Because customer service is a focus of the Department, the Department should implement a means of evaluating their performance in this area through the eyes of their customers. Customer feedback is a valuable tool for performance measurement and organizational self-evaluation. The Department has a comment box currently which allows customers to provide opinions. This can be improved upon by using an electronic survey which is sent to each customer by email address following the conclusion of their application. • By reaching out to customers rather than requiring them to take initiative to submit an opinion, the Department can reduce some of the selection bias inherent in a self-initiated survey of the type currently being used. • Electronic surveys can be tracked to make sure only one response is submitted per email address. • The results of a digital survey are easier to compile and analyze than hand-written survey responses. Matrix Consulting Group Page 41 Final Report of the Performance Audit Assessment TIGARD, OREGON The survey should ask customers to rate their level of satisfaction with elements such as how well the process was explained to them by staff, how well they were kept informed of the status of their application, the timeliness of review, and the courtesy of employees. Instituting a routine invitation to take a customer survey at the conclusion of each application will provide the Department with a rich source of data directly from their customers and valuable insights into their perceived strengths and weaknesses. It can be used as the basis for one or more performance measures, as outlined in a dedicated section of this report. Recommendation 23: The Department should distribute an electronic customer satisfaction survey to all customers at the conclusion of their application and compile responses as a performance measurement tooL (3) The Department Should Offer Expedited Plan Review. Many cities, in addition to the normal plan review timeframes established for permit applications, offer an expedited plan review option. This allows applicants, for a fee, to receive an accelerated turnaround time on their application. The Department does not currently offer expedited plan review, but should do so, when allowed by state law, as a way to enhance the level of service offered to customers and maintain an economic development advantage. The following points should be considered in implementing this: • Expedited plan reviews should not involve prioritizing one application over another or "jumping the line". Rather, additional staffing resources should be contracted to accommodate the additional workload imposed by shorter cycle times while ensuring that other, non-expedited applications can still be completed on time. The Department already uses contracted plan reviewers for some applications, and thus is well-positioned to expand their use to expedited reviews. • Contracted plan reviews, in this context, should not be used as a means of handling periods of peak permit activity, but as a way to provide an exceptional level of service to applicants. • The additional fee charged for expedited review should be sufficient to recover the cost of the contracted plan reviewers' time. Expedited reviews should be cost- neutral to the Department. Matrix Consulting Group Page 42 Final Report of the Performance Audit Assessment TIGARD, OREGON • The Department should begin offering expedited reviews incrementally, beginning with just a few common application types which can be consistently handled by contracted staff. Accelerated plan review should be offered for more application types once the process is running smoothly. Providing customers with the option to expedite their permit application's review is an enhancement of service and will allow portions of the Department's workflow to move more quickly toward approval. It may also be used by the Department to expedite projects which are important to the City from an economic development standpoint. The Department should establish the parameters of this service and the circumstances under which it is offered over the coming year. Recommendation 24: The Department should implement expedited permit application reviews as a fee-based option for customers. (4) The Department Should Address Staffing and Financial Data Issues Related to Accela. In many respects, the Department utilizes technology well. Several software systems are in use to help staff manage their core functions. • The Department has a dedicated permitting software, Accela, which is used to create and update records of building and land use permit applications, record the work done by staff, coordinate plans examination, and receive and review certain types of applications (those not requiring plan submittal) electronically. • The Department uses auxiliary tools such as Selectron, Laserfiche, and the City's GeoCortex GIS system to schedule inspections, digitally archive documents, and determine the location and appropriate land use requirements for applications. In addition, the Department is in the process of implementing an electronic permitting and plan review system which will allow for the digital submittal and routing of plans, significantly improving the Department's workflow and eco-friendliness. For these strengths, the Department also has two primary technology issues which limit the use of one of its core systems. The Accela permitting system is not integrated with the City's financial management information system, Springbrook. This creates a number of issues, because financial Matrix Consulting Group Page 43 Final Report of the Performance Audit Assessment TIGARD, OREGON processes are integral to community development work. Ideally, actions with financial consequences (such as receiving a payment) would be automatically reflected in Springbrook, but this is not the case. As a result, all financial transactions must be entered in both systems. For example: • The Building Services Supervisor must generate periodic reports on all payments received and balance the cash drawer accordingly, then provide the report to the Finance Department for entry into Springbrook. • The refund process requires a monthly report to be provided to the Finance Department, which writes refund checks for Community Development to distribute to the correct recipient and enter the amounts into Accela accordingly. This work is mostly done on weekends and overtime. The duplication of effort that results from the lack of integration between these two systems costs the Department employees' time and increases the likelihood of making an error. To address this, there are two key steps that the Department should take: 1. While most staff in the Department use Accela in the course of their daily activities, the Building Services Supervisor functions as the system administrator. In addition to supervising the front desk permitting technicians, this position oversees user setup and security, serves as the liaison with the vendor, manages the implementation of system updates, and handles the additional accounting functions necessitated by the lack of integration with Springbrook as described. Nobody else plays this integral role, and there is no backup for this position. The City should require each department and division which uses Accela for case management to designate one employee as an Accela power user. This employee should receive training and support the Building Services Supervisor with the duties of managing the software, running reports, and assisting other users with the system in order to ensure sufficient backup and prevent burnout. 2. The City's intent is to replace Springbrook with another FMIS within the coming two to three years. When this occurs, the Department should petition the Finance Department to ensure that the selected system is compatible with Accela and can be integrated to eliminate the need for duplicate data entry. Providing the Building Services Supervisor with a knowledgeable Accela management backup position will lighten that position's workload, help to prevent burnout, and ensure that system knowledge remains within the organization. Planning ahead to eliminate the Matrix Consulting Group Page 44 Final Report of the Performance Audit Assessment TIGARD, OREGON need for workarounds entirely when Springbrook is replaced will position the Department to become more accurate and streamlined as the technology used for community development and financial management evolves over the coming years. Recommendation 25: The Department should designate a second position as an Accela power user and require that the management responsibilities of that system be shared. Recommendation 26: The Department should ensure that the system which replaces Springbrook can be integrated with Accela to eliminate the need for duplicate entries. (5) The Department Should Monitor Inspectors' Workload and Aim to Limit Inspection Stops to Fifteen Per Day. To ensure that inspections staffing is commensurate with the workload required and that the Department can continue to provide a timely level of service, the number of stops made by building inspectors each day should be monitored. Typically, inspectors' workload should require no more than 12-15 stops per day. Multiple inspections may be completed at each stop, but the number of individual addresses inspected should not exceed this level in order to ensure work quality and prevent burnout. In Tigard, most inspectors average 10-15 address stops per day, but staff commonly exceed 15 stops per day. The busiest inspector averages 16 per day, and 23% of all days have more than 15 stops. The following chart shows how many inspection days over the course of a year days entailed a reasonable number of stops and how many exceeded the recommended limit. An inspection day is defined as a count of the unique addresses visited by a single inspector on a given date. Matrix Consulting Group Page 45 Final Report of the Performance Audit Assessment TIGARD, OREGON 80 as D = 60 I :: liIIiIIIIII I II II II 0 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25+ Number of Address Stops As the graph shows, most days involve 15 or fewer stops, and the number of inspection days trails off for heavier workloads of more than that. The most common number of inspection stops per day is 14. However, inspectors made 16 or more stops in 2018 on 282 occasions, and 95 of those occasions involved 20 or more stops for a single inspector. While these figures may suggest that staffing should be adjusted upward to meet workload demand, it is important to consider the following points: • Many of the building inspections performed by inspectors are for subdivision homes, where the elements to be inspected are fairly uniform and the addresses are very close to each other (walking distance, in many cases). • Despite apparent heavy workload, the Department's inspectors successfully conducted 99.5% of inspections within 48 hours of receiving the request. With these points in mind, the Department should monitor inspector staffing levels and make future adjustments if the level of service suffers (inspection response time is a recommended performance measure) or staff overtime levels become burdensome. Recommendation 27: The Department should monitor inspector staffing levels to ensure that they remain appropriate for the required workload. Matrix Consulting Group Final Report of the Performance Audit Assessment TIGARD, OREGON (6) The City's Standard Conditions of Approval for Land Use Permits Should be Maintained in an Online Library. The conditions of approval used by a city are crucial components for issuing land use permits, and planning staff must be familiar with the standard conditions used in their jurisdiction. It is important that the standard conditions of any city remain consistent from application to application, in order to ensure a uniform quality of plan review and development. The best way to promote consistent and standardized conditions of approval for land use applications is to maintain an online library or database which can be updated when necessary and used as a common point of reference for staff. Currently, the City of Tigard does not have its standard conditions in a digital library; instead they are included as part of a template which staff use to develop written opinion/decision documents. While useful in the context of developing these documents, the City's standard conditions should be maintained in an online library. Using a shared digital format for standard conditions of approval allows them to be updated as necessary, and all planning staff can be assured that they have instant access to the most recently updated version of the document. It also allows them to be shared with the public through the City's website. In this format, the standard conditions become a living document, useful to staff and stakeholders. Recommendation 28: The Department should maintain an online library of standard conditions of approval for land use permits, which is shared with staff and the public. Matrix Consulting Group Page 47 Final Report of the Performance Audit Assessment TIGARD, OREGON 5 Finance and Information Services The following chapter focuses on the City's Finance and Information Services Department, addressing opportunities for improvement in the Information Services, Finance Administration, Finance Operations, and Contracts and Purchasing Divisions. Utility Billing is a part of the Department; however, it was not reviewed or assessed as part of this report. The following table shows a summary of the Department's operating budget for FY17 actual, FY18 revised, and FY19 adopted. Division FY 17 FY 18 FY 19 Actual Revised Adopted Finance Administration $398,079 $561,441 $488,493 Financial Operations $603,711 $757,014 $772,116 Utility Billing 1,094,993 1,258,484 1,205,191 Information Technology $2,505,621 $2,173,801 $2,286,373 Contracts and Purchasing $213,707 $221,778 $229,751 Total $4,816,111 $4,972,518 $4,981,924 The overall budget for the Department remained relatively flat from FY18 revised to FY19 adopted, with total expenses of $4,972,518 in FY18 and increasing only 0.19% to FY19 at $4,981,924. During that same time the budget for Finance Administration dropped by 13%. DEPARTMENT STRENGTHS While this chapter focuses on potential improvements that the Department can make, the following points should be noted as particular strengths of the Department in the functions reviewed as part of this study. The City's finance department is staffed at a level that otherwise might be found in a smaller sized city. With limited available staffing resources, Finance staff are doing an excellent job. There are many more positive attributes to the Finance and Information Services Department, but some of the noteworthy strengths include: • The City utilizes a GIS steering committee to assist with entity-wide implementation of GIS-related services and technology. • City employees receive ongoing training in online security procedures. Matrix Consulting Group Page 48 Final Report of the Performance Audit Assessment TIGARD, OREGON • The City has a multi-year Capital Improvement Plan (CIP) that includes enough comprehensive data so that elected officials can make informed decisions. • The City uses a P-card/credit card program that provides financial incentives to the city and there is a policy in place for the cards' use. • Written policies and procedures are in place for critical financial processes and finance staff are cross trained to perform critical processes. • The City uses long-term financial forecasting models including annual contingency funding. • The City has been able to maintain at least a 16.67% General Fund reserve. • The City has a centralized contract monitoring system in place to allow for better oversight of City contracts to help ensure compliance with legal requirements. The following sections address changes to technology, organizational structure, and operational practices which the Department should make in order to become more efficient, responsive, and data driven. 1 Finance Administration Finance Administration is responsible for preparing/coordinating the City's annual budget process, long range financial planning, financial analysis, completing an annual 6-year Capital Improvement Plan (CIP), issuance of business licenses, managing the city's investments, management of the issuance of debt, and development of financial policies. This study did not involve a thorough assessment of internal controls; however, an initial review revealed that if finance staffing levels were increased, more could be done to strengthen controls. Staffing levels in the Department have remained static for the past nine (9) years, with the same number of FTEs authorized since 2010. With existing workload statistics and a need to ensure strong, modern internal controls, there is an inherent risk for the potential of fraud, waste, or abuse. The City should not drop staffing levels in finance and if they were increased, residual risk related to internal controls could be improved. The ability to implement additional internal Matrix Consulting Group Page 49 Final Report of the Performance Audit Assessment TIGARD, OREGON controls, as mentioned later in this chapter, and the ability to provide timely reviews of financial documents, are affected by an organization's finance staffing levels. Analysis of the Finance Administration Division operations revealed several strengths. These include, but are not limited to: • The division publishes a budget calendar with clear deadlines and this calendar is communicated with employees responsible for completing budget documents. • The City's capital improvement plan (CIP) includes six-years'worth of projects and within the plan for each project there is a project name, project description, project location, funding source, and budgeted amounts for each year of the project. • The Finance Department has adequate policies in place that provide staff with guidance on City financial operations. • The City employs long-term financial forecasting (10-years) and this data includes estimates for various reserves (emergency, cash, and service level), revenues, and expenditures. This data is provided in numeric format with appropriate visual displays, including trendlines. The City averages 4.2% contingency funding across general fund departments. As mentioned previously, City Finance staff are doing a great job with their limited staffing resources. Any discussions in this report related to internal controls are for the purposes of "risk" only and they do not in any way imply or suggest any actual wrongdoing. Increasing staffing levels in finance can help reduce inherent internal control risks (those found in any local government organization of similar size and with similar finance staffing levels). The sections below discuss areas where the finance administration division has opportunities to improve its level of service even further. (1) The Finance Department Can Benefit from the Ability to Perform Regular Financial Analytics to Ensure Compliance with Policies and for Internal Control Purposes With adequate time to perform analyses, there are several financial calculations that can be performed with basic spreadsheets to detect financial policy violations or potential issues related to expenditures. The use of data analytics to detect fraud can be an Matrix Consulting Group Page 50 Final Report of the Performance Audit Assessment TIGARD, OREGON effective measure to protect an organization. The use of horizontal analysis, vertical analysis, Benford's analysis, and duplicate testing are all viable means to detect possible inappropriate items within the thousands of financial data fields seen in most municipal government operations. With adequate time, finance staff could proactively and regularly run analytics to look for missing data fields in vendor files, missing data fields in accounting entry fields, verify even dollar amounts, check for duplicate voucher payments, and even perform data set matching analysis with vendor to vendor files or vendor to employee files. At least quarterly and if time permits, staff could run a Benford's analysis on entire data sets to uncover predictable patterns often associated with fraudulent invoices. The ability to perform these functions is often limited only by staffing levels and time to perform them.The project team noted that the City of Tigard's finance staff do an excellent job in their efforts; however, they are limited in their ability to do more proactive work by existing workload and current staffing levels. Type of Analysis Method Benefits This method compares Can detect items with a financial statement items significant percentage Horizontal ratios or line items over any change between periods of a number of accounting that could warrant periods. additional investigation. This method compares relationships between Can detect increases in financial components of the spending that warrant Vertical same time period. Items further investigation that are expressed as might not otherwise be percentages of a whole and visible to the naked eye. compared between periods. This method compares large data sets by assigning expected values to each number(0-9) in an Can detect fraudulent Benford's invoice amount and invoices when someone comparing the expected makes up billing numbers. number to the actual number found in the data set. This method searches for Can detect if a payment to Duplicate duplicate payments of a vendor was made more than once for the same invoices. service. Matrix Consulting Group Page 51 Final Report of the Performance Audit Assessment TIGARD, OREGON Recommendation 29: With appropriate staffing, the Finance Department should perform regular data analysis on its data to help detect any financial irregularity or non-compliance with financial policies. (2) The City Should Ensure Adequate Employee Cross Training for all Finance and Information Services Critical Functions Conflicting information came from employee interviews as to how often they were required to perform cross-trained work for other employee critical functions. It was clear to the project team that financial management staff value the importance of cross training employees to perform critical functions of other staff members; however, limited finance staffing levels make it challenging to ensure there are adequate back up staff to perform the essential functions of other positions. Adequate staffing levels and cross training are important since if the only person who regularly does payroll is out and the one person who infrequently performs as that person's back up is also unavailable, the vital function of paying employees on-time could be disrupted. Even if the backup is available, it is important that this person perform the backup task with some degree of regularity to ensure they can properly complete the tasks. They almost certainly will not perform the tasks as efficiently as the person who regularly does it, but with required training and having to complete the work at least twice annually, they should be able to handle the function when called upon. Multiple positions within finance divisions have critical functions that must be performed. When employees are trained in how to perform work for other areas not specifically within their normal realm of responsibilities, it allows employees a better opportunity to collaborate together when issues arise. Employees can feel better motivated if they believe they are contributing to the overall good of the organization and when they know that their work is valued (they are the back up for a critical function in another area), positive benefits for employee morale can occur. The overall benefits of cross training revolve around it being a good return on investment for the organization. This includes increased employee efficiency when someone is out of the office (rather than grinding to a halt, things continue on — even if not as thoroughly as with the person who normally performs the work). Additionally, the organization has a greater ability to build important succession planning skills into several employees. One of the important factors with cross training, especially with finance-related functions, is the person who acts as someone's backup should be required to perform the function Matrix Consulting Group Page 52 Final Report of the Performance Audit Assessment TIGARD, OREGON at least twice annually. By requiring a backup employee to handle payroll, or pay invoices, it allows that employee to learn the process by actually doing it on a somewhat regular basis (with the person who regularly handles the function nearby to answer questions). There is a greater chance the job will be done correctly by the backup employee when the person who regularly handles it is out and unavailable, if the backup employee performs the function with some degree of regularity (at least twice annually) with the trainer nearby. Additionally, if each critical task someone does, has two different backup employees who can perform them, that is even better. Recommendation 30: Provide cross training so that critical functions for each finance position have at least two people who can complete them and require the employee performing the critical task as a backup to complete the function at least twice annually. 2 Finance Operations Finance Operations is responsible for all day-to-day financial and budgetary requirements for the city. This includes preparation of monthly financial reports, pension fund assets, debt management, recording of cash receipts, accounts payable and accounts receivable functions, capital assets, inventory recording and reporting, project cost tracking, preparing the City's Comprehensive Annual Financial Report (CAFR), grant accounting, payroll services, maintaining the General Ledger, and monitoring all city funds. This division also oversees the annual external financial statement audit. Some of the many strengths observed in the Finance Operations division include: • Finance staff receive annual training and professional development. • Monthly budget-to-actual reports are prepared and sent to Departments. • All disbursements are supported by adequate documentation. • Invoices are reviewed and approved prior to payment. • Accounts payable are processed in sufficient time to take advantage of discounts and to not pay penalties. Matrix Consulting Group Page 53 Final Report of the Performance Audit Assessment TIGARD, OREGON • Changes to payroll require written authorization and can only be completed by limited personnel. • Deposits are made daily and bank reconciliations occur monthly. • The City accepts online payments for services. The sections below discuss areas where the finance operations division has opportunities to improve its level of service even further. (1) Completing an annual fraud risk assessment As mentioned previously, there is no indication of any actual incident occurring or having occurred in the City. This recommendation addresses a best practice from the National Association of Certified Fraud Examiners. An annual fraud risk assessment is not associated with any particular known fraudulent scheme but rather a means for the city to use its own senior staff to assess its occupational fraud risks, to discuss ways in which misconduct can occur, to determine the likelihood it could occur based on existing controls, to determine how significant it could be to the organization, if something happens (in terms of both financial and reputational harm), and to identify areas in which additional controls might be appropriate (or conversely, existing controls are no longer necessary). At the completion of the assessment, staff are left with more knowledge on how they can better protect organizational assets and what can be done to improve preventive or detective controls. Areas of high probability or high significance should be addressed by the city's senior management team to determine if any additional controls can further mitigate risk of occurrence or increase the likelihood of detection. It's important to communicate with the assessment team that these risks are generalities and not specific to any particular employee. They are known areas of risk that have occurred elsewhere, and the City is simply trying to mitigate their own inherent risks that something could occur locally. Fraud risk assessments should be conducted with as many senior staff as possible in the room at the same time. With someone facilitating the discussion, senior staff members are updated on known incidents in other municipalities with information on how those incidents occurred. Senior staff members then discuss risks specific to the City of Tigard. Matrix Consulting Group Page 54 Final Report of the Performance Audit Assessment TIGARD, OREGON The facilitator then ranks each general risk from 1-5 (probability of occurring with 5 being most likely, and significance if it occurs with 5 being very significant). Significance should include both financial loss and the risk to reputational harm. Those two numbers are multiplied together to get the fraud risk rating for that particular risk. The higher the number, the greater the risk to the City and the more attention that should be paid to mitigate that risk. Recommendation 31: Complete an annual fraud risk assessment. (2) The City Should Regularly Conduct Management Audits of Purchases for Internal Control Purposes There are numerous other municipal organizations that have experienced purchasing schemes. By conducting random and unannounced verification checks of purchases, it serves to not only detect something that might be amiss, but even more so it provides for an excellent deterrent against misconduct. The City currently checks anything that appears suspicious and there are regular quarterly audits of purchasing cards; however, management audits of purchases offer even more protection. To perform this function, finance staff would sample a certain number of invoices each quarter (ideally each month) and then track down the item to ensure that it is used, or was used, for official city business. Once the item is confirmed, finance staff call the vendor's accounts receivable department to verify the amount on the invoice the city has is the same amount the vendor shows. The latter is verified because one particular fraud scheme involves ordering supplies, receiving them, having the finance office pay the entire invoice, and then shipping back a portion (or all) of the goods while having the refund check sent to another location (so the involved employee can intercept it). Unless someone calls a vendor to verify there weren't any returns and verifies the correct "final" amount to be paid, this type of scheme can occur. If there are any discrepancies between the amount the City actually paid and the amount the vendor says should be owed, then an investigation is warranted. Performing regular management audits of purchases not only assists with identifying any irregularities, but more importantly it serves as an excellent deterrent for asset misappropriation. Existing staffing levels will make it difficult to implement this recommendation. Matrix Consulting Group Page 55 Final Report of the Performance Audit Assessment TIGARD, OREGON Recommendation 32: Management should conduct regular audits of purchases to detect and deter asset misappropriation. (3) Payroll Services The City of Tigard pays employees every two weeks, or 26 times annually. As discussed in a prior recommendation, there should be more than one backup employee trained to handle this critical function. Two issues identified during the project team's review of payroll services were a lack of verification of payroll changes in the system and nobody assigned to verify wage garnishment data prior to payroll being issued. Wage garnishments are entered by a single person without subsequent verification. The only way to know whether something was entered incorrectly is if the person whose pay was garnished, knows the exact amount that was supposed to be withheld and confirms that it was correctly entered. Because of the importance of handling garnishments correctly, there should be a second employee to verify all wage garnishment entries into the payroll system. The employee who currently performs payroll backup is recommended. Payroll fraud has been identified in many other local governments. If the person entering payroll ever wanted to change a pay rate, they can create a fraudulent payroll authorization form (PAF), make the change, and then if the annual auditor (or anyone else) checked, they would see the "approved" PAF and think everything is legitimate. The current practice for adjustments to the payroll system includes a supervisor approving a salary adjustment, human resources approving the change, and then the city manager has the final approval. Once fully approved, the paperwork is delivered to payroll who makes the changes. There is nobody to confirm the amount authorized in the change was entered correctly by the payroll employee. Without a verification process, there is risk that there could be fraudulent entries or honest mistakes made. If the City's payroll system allows for automatic notification to others anytime a change is made, the project team recommends the Accounting Supervisor be automatically notified anytime a change is made to someone's payroll data (salary, withholdings, benefits changes, etc.). An additional reason for this recommendation is that the person entering payroll can change rates back and forth throughout the year if they believe nobody will check and if an audit happens, hopefully the check with the fraudulent amounts isn't Matrix Consulting Group Page 56 Final Report of the Performance Audit Assessment TIGARD, OREGON audited. Automatic notifications allow the Accounting Supervisor to question anything unexpected. It is important to reiterate that all discussions related to internal control risk are inherent risks to local government operations and in no way are indicative of anything related to any particular employee. Recommendation 33: Determine if automatic notification of payroll changes is possible within the City's payroll/financial software system. Recommendation 34: The City should assign a second employee to provide verification checks of garnishment data entered into the payroll system. (4) Capital Asset Management Software Should Fully Integrate with the City's Financial Software System Finance employees track capital projects, capital project funds, and fixed assets. According to interviews, the system(s) currently used might not integrate well and thus there could be challenges with finance staff's ability to do their work as effectively as possible. The inventory for capital assets is through Springbrook and MaintStar is not regularly reconciled with Springbrook. Many cities use software programs that allow them to maintain records of all infrastructure components, integrate this inventory with their GIS systems, create preventive maintenance calendars, assign work orders to assets and update/track their status, and generate reports, all while integrating with the City's financial software in a seamless manner. Tigard's financial software should seamlessly integrate with its asset management software. The table below identifies essential functions that are important in an integrated fixed asset/asset management/financial system: Essential Function Description/Explanation Asset Management The software should allow the City to upload a completed listing of infrastructure assets and integrate with fixed asset financial software. Lifecycle Costing The software should allow each asset to be assigned a construction or full replacement cost, as well as an anticipated lifecycle and depreciation schedule. This information is vital for capital budgeting. Matrix Consulting Group Page 57 Final Report of the Performance Audit Assessment TIGARD, OREGON Essential Function Description/Explanation GIS Integration Most systems available are compatible with Esri ArcGIS,which means that each stationary infrastructure asset can be assigned a specific location in one of the public works GIS layers. The City's software should allow this capability so that the geographical location of any asset can be quickly searched, and GIS layers can display information about, and link to, the assets populating them. Work Order Management The software should be able to manage a work order system which provides the basis for a Department-wide preventive maintenance program, detailed reporting, and staffing allocations. This information should integrate with financial software. Reporting The software should be able to produce detailed reports from the work order system, as well as the program's asset management and financial software modules. Examples of reports may include a) the total depreciation of sidewalks over a selected time period, b) the total maintenance and replacement cost of signs in FY 2017,or c)the total labor hours spent on non-routine maintenance of vehicles over the past 18 months. Recommendation 35: The City should ensure that its asset management system fully integrates with its financial software system and has the capabilities necessary to foster an efficient, transparent, and data-centric approach to fixed asset management. 3 Contracts & Purchasing Contracts & Purchasing is responsible for processing purchase orders; creating, processing, and compliance with bids and requests for proposals (RFP), informal requests for proposals (IRFP), invitation to bid (ITB), requests for qualifications (RFQ); and for writing the associated bid or RFP contracts. There are currently one and a half (1.5) FTEs in purchasing with one employee also performing back up functions for utility billing, payroll, business licensing, and cash receipting. There is a vacant position for this workgroup and if filled, it will bring staffing levels up to a more effective 2.5 FTEs. Some of the strengths observed by the project team within the Contracts and Purchasing division include: • Purchasing thresholds and policies have been established. Matrix Consulting Group Page 58 Final Report of the Performance Audit Assessment TIGARD, OREGON • The City uses electronic purchase requisitions and purchase orders to streamline the procurement process and to help mitigate risk of noncompliance to purchasing policies. • The City uses a P-card/credit card program with a rebate or other financial incentive. The section below identifies an area where the contracts and purchasing division has opportunities to improve its level of service even further. (1) The City Should Proactively Research and Seek Buying Discounts in Addition to State Bid Discounts The following table shows workload statistics for FY18 for the number of purchase orders processed, the dollar value of those purchase orders, and the number of requests for proposals, requests for qualifications, invitations to bid, or informal requests for proposals: Contracts& Purchasing FY18 #of Purchase Orders Processed 144 Dollar Value of Purchase Orders $7,690,725 # RFP/IRFP/ITB/RFQ's issued 37 Additional responsibilities of this function include issuing purchase cards to city employees, processing requisitions, writing and monitoring certain city contracts, auditing travel expenses quarterly, and auditing purchase cards quarterly. This position also serves as the backup for utility billing, business licensing, cash receipts, and payroll. With only limited employees to handle contracts and purchasing workload, there may be inadequate time to regularly and proactively seek out buying discounts that might be available for upcoming city purchases. The City is able to take advantage of state discounts already pre-negotiated; however, if workload and time permit, more proactive efforts toward seeking other buying discounts could prove beneficial. Recommendation 36: With available time, the City should proactively research and seek buying discounts in addition to State bid discounts. Matrix Consulting Group Page 59 Final Report of the Performance Audit Assessment TIGARD, OREGON 4 Information Services Information Technology is responsible for all central computer operations for city departments, helpdesk functions of PC management, planning and developing new systems, troubleshooting, installation, and maintenance of the city's network infrastructure — including switches, cables, and servers, supporting system design and programming services, maintaining the city's phone and voicemail systems, managing the City's GIS system including data integration from various city departments for use by employees and the public, and supplying necessary employee training for software applications. Throughout the analysis of the Information Services Division, the project team noted numerous strengths. Some of those strengths include: • Information Services not only completes an annual customer survey to identify service levels and technology satisfaction, they complete these surveys daily. • Information Services enforces password security including periodic changes to employee passwords with character restrictions. • Information Services expenditures as a percentage of the city budget are between 2% and 3% (2.78%). • Information Services uses helpdesk tracking software to ensure timely responses to needs and to identify areas in which overall improvements can be made. The sections below discuss areas where the information services division has opportunities to improve its level of service even further. (1) The City Should Install and Operate Adequate Software to Monitor IT Logs and Detect any Attempt at System Intrusion There have been many recent incidents of someone attempting to hijack a municipal organization's server system and then demand a "ransom" in order to release the system controls back to the local government. One of many recent examples is a Florida City that was forced to pay almost a half a million dollars because someone gained complete Matrix Consulting Group Page 60 Final Report of the Performance Audit Assessment TIGARD, OREGON control over their server system. Lake City, Florida recently paid $460,000 as a ransom to regain control over their computer systems6. The City of Tigard does not currently have in place a system to monitor and identify any attempts of unauthorized server access — a system that would automatically notify the City's Information Technology personnel if an attempt were made. Without such security systems in place, the City is at increased risk of losing access to its computer systems. Recommendation 37: The City should install and operate adequate software to monitor IT logs and detect any attempt at system intrusion. (2) GIS Operations Analysis The City of Tigard clearly places a high value on GIS services as several staff perform GIS-related functions and a GIS Steering Committee in place. GIS employees are responsible for managing the GIS program, GIS data analysis for mapping requests, GIS system maintenance, programming GIS software applications, managing GIS system automation, GIS data maintenance, data editing and data configuration, processing all GIS mapping requests, and ensuring proper application of the city's entire GIS architecture. A city's ability to utilize GIS-related services in each of its departments is dependent on both GIS staffing levels and the desire of individual department directors to explore the potential of what GIS can offer them. Departments that implement GIS services often find they have a better ability to use spatial analysis of their existing data to improve their decision-making abilities. At present, the City of Tigard GIS staff track their work within a workorder system. The GIS staff currently maintain approximately 200 different GIS data layers for multiple departments and GIS staff proactively show departments ways in which GIS can help them make better decisions once a year or once every two years. More staff time dedicated to proactively working with different departments on implementing new GIS-related projects could help those other departments better understand the value GIS mapping can offer. A proactive and positive way to introduce 6 https://www.nytimes.Com/2019/06/27/us/lake-city-florida-ransom-cyberattack.html Matrix Consulting Group Page 61 Final Report of the Performance Audit Assessment TIGARD, OREGON new GIS technology abilities is for GIS staff to meet with department managers at least semi-annually in an effort to design at least one GIS program for that department. While several departments (public works included) utilize extensive GIS services, not all departments utilize GIS services as thoroughly. GIS staff allocating at least 10% of their annual available time to making presentations and working on new projects for departments that do not extensively use GIS services, should prove beneficial. The City's GIS Steering Committee should be responsible for monitoring progress toward achieving this recommendation. Recommendation 38: The City should ensure GIS staff spend at least 10% of their time working to proactively introduce GIS technology into every department in the City. (3) The City Should Create an Information Technology Steering Committee The City currently has a GIS steering committee in place to help guide GIS services, goals, and objectives for the City; however, no such steering committee exists for information technology services. A best management practice seen in many cities is when they have an information technology steering committee in place. This committee is tasked with assisting with IT strategic planning efforts, providing input on major IT projects, and assisting with recommending the allocation of IT resources. The Finance and Information Services Director still maintains full control and authority over IT personnel and activities; however, the steering committee allows senior staff from multiple departments to provide valuable input into the direction of the city's IT resources. Recommendation 39: The City should create an information technology committee that meets at least quarterly. (4) The City Should Implement Necessary Policies and Procedures to Ensure its Internal Phishing Campaign has a Clickthrough Rate of no more than 5%. Discussed in a prior recommendation was the need to increase IT security. As part of that overall effort, reducing the City's internal phishing campaign clickthrough rate to no more than 5% is important. Matrix Consulting Group Page 62 Final Report of the Performance Audit Assessment TIGARD, OREGON The City uses an internal phishing campaign, which is excellent; however, statistics on the clickthrough rate shows it to be at 50%. Scammers will often introduce computer viruses or other threats to a city's IT systems through links created in emails or attachments to emails. An employee who clicks a link in an email or opens an attachment might inadvertently introduce a virus into the city's computer system —which could cause incredible financial, operational, and reputational harm to the city. With a city-sponsored phishing campaign, the city proactively sends emails to employees to record whether that employee clicks on a link or opens an attachment. One example is the City sending an email that says something like "Congratulations, you won a free pizza. Click here for your free coupon". The email shows up in the format of a coupon and in the name and color scheme of a known pizza company. Regardless of the type of email sent, the City's tracking of how many people "click" (the clickthrough rate) on a link or open an attachment compared with the total number of people who could possibly click shows a 50% clickthrough rate. Best management practices strive for no greater than a 5% clickthrough rate. Cybersecurity awareness in general is vitally important for the City. At present, there is no policy restricting when someone can click a link they receive via email. With a 50% clickthrough rate, that is indicative of employees who either do not take seriously the threat of cybersecurity or they do not fully understand the risks that exist. With such a high clickthrough rate and the knowledge that city employees are professionals who care about their work, it is more likely that cybersecurity is not on their minds. The City should implement more cybersecurity awareness training as it strives to achieve an internal phishing campaign clickthrough rate of no more than 5%. This can be accomplished through policies, employee disciplinary action for repeated incidents of clicking on links, and through more cybersecurity awareness training. Recommendation 40: The City should reduce its internal phishing campaign employee clickthrough rate to no more than 5%. (5) The City Should Increase Information Systems staffing by one (1) FTE. One of the best management practices seen by the project team in high performing public sector IT departments/divisions across the country is that the ratio of IT staff to total city staff is between 2% and 3%. Excluding GIS staff members, the City of Tigard's IT staffing levels of five (5) employees represents 1.74% of total City FTE's (286.3). This is below what the project team expects to see in a high performing IT division. Matrix Consulting Group Page 63 Final Report of the Performance Audit Assessment TIGARD, OREGON Workload statistics for IT personnel show they respond to approximately 4,500 IT service tickets annually. Depending on the time requirements to service and complete a ticket, the City's current IT staffing levels are questionable as to their adequacy. Current time frames for responses to tickets are four (4) hours for urgent matters, eight (8) hours for priority matters, and four (4) days for regular matters. Staff burnout is a concern. There were approximately 261 working days in 2018 and with 4,477 IT service tickets, that equates to an average of 17.15 IT service tickets each day the City is open throughout the entire year. Some tickets likely take only a few minutes to resolve; however, others likely take considerable time and effort for one or more IT employees. The following chart displays 2018 workorder ticket data, the number of working days in the year, and the average number of tickets per working day: 2018 IT WORKORDER / TICKET WORKLOAD 261 44.77 17.15 WORKING DAYS WORK ORDER TICKETS (IN TICKETS PER DAY HUNDREDS) With IT services and solutions being an integral part of municipal government operations, to reduce the risk of IT employee burnout, and to achieve the best management practices ratio of 2% to 3% of IT employees to total city employees, the City should hire one (1) additional FTE in an IT support position. Hiring one additional employee into an IT support position will mean there are six (6) IT employees out of what will now be 287.3 FTEs, representing 2.08% IT FTE's to total City FTE's. Recommendation 41: The City should hire one (1)additional FTE into an IT support position. Matrix Consulting Group Page 64 Final Report of the Performance Audit Assessment TIGARD, OREGON 6 Library This chapter of the report provides the project team's evaluation and analysis of the organization and operations of the Tigard Public Library. Our analyses focused on Library service and staffing issues. The section, that follows, provides a brief descriptive summary of the Library. 1. Summary of the Tigard Public Library The Tigard Public Library provides a wide variety of patron services including, the various collections in the Library; reader advisory services for adults and youth; various programs for adults and youth; references services; as well as all of the internal services associated with keeping a public library open and serving patrons and visitors. Service Area Service Indicators Service Area Service Indicators Overall • Total holdings—229,774 Collection and • Circulation of books, audio Indicators and digital collections. Circulation visual and other materials. • There are 30,961 Total circulated in 2017-18 registered borrowers. was 1.22m. • 69 service hours per week • An estimated 343,056 Library and 7 days per week with visits in 2018. 9pm closings on • An estimated 19,750 weeknights. volunteer hours—9.5 FTE equivalent. Children's • Children's programs and Young Adults • Extensive programs and collections. collections for young adults. • In 2018 there were 561 • In 2018 there were 51 children's programs with children's programs with 698 18,255 attendees. attendees. Technical • Responsible for Reference • Responsible for developing Services acquisitions and and maintaining the processing of library Reference collection. materials. • In 2018 answered an • Responsible for cataloging estimated 29,967reference and classification of library questions from patrons. materials. • Oversees the delivery of • Responsible for care and services, both print and repair of library materials. electronic data. • 79 computer workstations (avg. 596 hours of use). Outreach • Extensive outreach to pre- schools, schools and for memory care seniors. Matrix Consulting Group Page 65 Final Report of the Performance Audit Assessment TIGARD, OREGON The Tigard Public Library's $6.2m budget is funded through a combination of sources — but mostly City (41% of the total budget) and the Washington County Cooperative Library Services (almost 59% of the total budget) funds. The Tigard Public Library is served by a staff of 50 full and part time personnel for 39.7 FTEs in total. In addition, as noted earlier, paid staff resources are supported by an extensive cadre of volunteers who last year provided about 19,750 hours to the Public Library, equivalent to 9.5 FTEs in effort. The organization of the Library is shown on the following page. 2. Assessment of the Tigard Public Library The project team has developed an assessment of the Tigard Public Library against 'best management practices' in library services. This assessment and the performance targets underlying it are based on the firm and project team's experience evaluating library services across the country. As a result of this assessment, there many positive features regarding Tigard's Public Library which are summarized below. Additional details on this assessment are provided in the technical appendices to the report. (1) Positive Features of the Tigard Public Library • The Library developed a 5-year plan in 2015—`Tomorrowland: The Future Belongs to Dreamers and Doers'. There are 3 goals and 9 objectives, all of which are specific and measurable. • The Library extensively monitors performance consistent with the measures tracked by the Oregon State Library. • In spite of the fact that the percent of the service population who are cardholders is below target (48% for Tigard versus 65% for the target), at over 36 items per cardholder, Tigard patrons actively use library resources (not counting electronically circulated items). Matrix Consulting Group Page 66 Final Report of the Performance Audit Assessment TIGARD, OREGON Library Director Executive Volunteer Assistant —Coordinator(0.8) Communications Coordinator(0.8)— I Readers'Service Technical Circulation Division Manager ServMaes nagersion Division Manager I I I I I I I I I Library Services Library Services AcquisitionsSr Librarian(1) Circulation Circulation Supervisor(1) Supervisor(1) Supervisor(1) Supervisor(1) Supervisor(1) Librarian)(4 @ — Sr Librarian(1) —LibrarytAOs,t(2 @ — Librarian(1) —Sr Library Asst(1) — Sr Li(r0ar Asst —Sr Library Asst(1) — Librariar)(5 @ —Library Aide(0.5) — Sr Libr0ay Asst — Library44 C 4 A)st(7 — Library 2�st(7 �b)) CQ? —Sr Library Asst(1) —Library Aide(2 @ _Library Aide(2 @ 1.0 • New physical items were 12% of the collection last year, compared to the target of 5%. Again, this does not include e-resources. • The Tigard Library is a member of the Washington County Cooperative Library Services (WCCLS) which shares collections. • At 69 hours per week, the Tigard Library is accessible to patrons. Moreover, the Library is open seven (7) days each week and until 9 PM on weeknights. • Reference questions can be asked via the phone, email or chat online (Answerland). • Reference collections are located in adult and in youth services sections; reference questions are answered in both areas (in fact, in the latter, in both, the Children's Desk and the Teen Scene Desk). • The Library conducts annual surveys. In addition, the Library develops quarterly program evaluations which survey patrons on specific topics (e.g., summer reading interests). • The Library is effective at outreach and marketing as well as the use of social Matrix Consulting Group Page 67 Final Report of the Performance Audit Assessment TIGARD, OREGON media to inform the public about Library programs, services and special events. • Volunteer contributions are critical to the Library. Approximately 170 volunteers support the Library each month, totaling over 19,000 hours in the last fiscal year (equal to 9 FTEs). The roles are varied in circulation, readers' and technical services. A volunteer coordinator recruits, trains and provides oversight to volunteer support in the Library. These are major positive features for public library today. Many comparably-sized libraries struggle to field the service hours, programs and services that Tigard has as its foundation. The contributions of volunteers are one key—their contributions free up staff for critical tasks like program and collection development. Staff, too, are highly experienced and dedicated to the service commitments of the Library. The following points underscore this from the employee survey: • Almost 45% of staff have worked with the Library for over 11 years. • About 72% of Library staff point to the teamwork involved to make the Library a success for the community. • Almost 95% of Library staff feel empowered to use their judgment to improve programs and services. • A similar percentage of employees felt that they do an excellent job planning services. Moreover, about 97% of employees believe that management have a clear strategic direction. • About 87% of employees want to make a career of working at the Library. These attributes have supported the delivery of high levels of service to the community. The following points underscore this from the employee survey: • Over 90% of employees believe that they provide a high level of service to the community. • A similar percentage of employees believe that work quality is important. The project team's analysis of the programs and services offered by the Tigard Public Library supports current staffing allocation at the service hours or operation and programs offered. The community survey clearly underscored the value of library services to people who responded — it was consistently among the highest rated services. Matrix Consulting Group Page 68 Final Report of the Performance Audit Assessment TIGARD, OREGON 2. Analysis of the Staffing and Operations of Tigard's Public Library. This section provides an analysis of the staffing, operations, programs and workloads of the Tigard Public Library. (1) The Project Team Conducted a Survey to Compare Library Services in the City of Tigard with Other Libraries in Oregon. The following subsections show survey results for comparably sized libraries in Oregon. It should be noted that there is no attempt to make general comparisons of the cities, only to examine practices in communities in the State which are roughly the same size as Tigard.The communities chosen have been consistently utilized in this study.The Oregon State Library publishes an annual summary of comparative statistical data for all libraries in the State which facilitates the consistent comparison of libraries. The most recent report for FY 2017-18 was used in this assessment. (1.1) Service Cost Characteristics Show Tigard in the Middle of the Range in Comparably Sized Libraries in the State. The table, below, compares the Tigard Public Library to other libraries compared to in Oregon in terms of financial resources and expenditures. Key characteristics of this information include: • In terms of total per capita expenditures, Tigard's Library is the among the highest of the comparison cities — it is the highest in dollar total and the seconds highest on a per capita basis. • In terms of the ability of each library to 'keep itself current' in terms of acquisitions of books and other materials, Tigard is also in the upper end of the range. At$6.96 per capita, Tigard's collection renewal budget is only exceeded by Lake Oswego. Lake Oregon Albany Oswego City Tigard Tualatin Population 52,710 42,386 59,585 64,089 31,875 Total Funds $2,676,622 $5,112,604 $2,348,861 $5,742,222 $2,163,366 Total Per Capita Exp. $50.78 $120.62 $39.42 $89.60 $67.87 Collection Expenditures $240,907 $416,490 $190,160 $445,933 $242,909 Per Capita Collection Expend. $4.57 $9.83 $3.19 $6.96 $7.62 Matrix Consulting Group Page 69 Final Report of the Performance Audit Assessment TIGARD, OREGON (1.2) Holdings Show Tigard in a Narrow Range in Comparably Sized Libraries in Oregon, Though It Is the Highest in Number of Holdings. The table, below, compares the Tigard Public Library to other libraries compared to in the State in terms of library `holdings' (or total collection size). Key characteristics of this information include: • In terms of the number of library holdings, a general indicator of public support, the Tigard Public Library is the highest of the comparison group. • Expressing holdings on a per capita basis, all of the libraries reporting are comparable (within about 10% high to low). Lake Oregon Albany Oswego City Tigard Tualatin Population 52,710 42,386 59,585 64,089 31,875 Total Holdings 177,769 159,088 49.395 229,774 110,318 Holdings/Capita 3.37 3.75 NR 3.59 3.46 (1.3) Staffing Levels Show Tigard in the High End of the Range in Comparable Libraries in Oregon and Having the Greatest Contribution of Volunteers. The table, below, compares the Tigard Public Library to other libraries compared to in the State in terms of the staff and volunteer resources dedicated to library services. Key characteristics of this information include: • In terms of the number of total staff, the Tigard Library has the highest number in the comparison group at almost 41. • Tigard has the highest number of service hours of the group, too. When expressed on the basis of service hours, Tigard remains at the top of the comparison group. • Tigard's use of volunteers also significantly adds to these resources — its 15,000+ hours in 2017-18 is almost 50% above the next highest total. Volunteer hours converted to 8.4 FTEs in 2017-18, 17% of total hours. Matrix Consulting Group Page 70 Final Report of the Performance Audit Assessment l IGARG, OREGON Lake Oregon Albany Oswego City Tigard Tualatin Population 52,710 42,386 59,585 64,089 31,875 Total Library Staff 21.2 33.7 14.9 40.9 24.15 Total Weekly Hours 54 65 56 69 65 Staff FTE Per Hour 0.39 0.52 0.27 0.59 0.37 Volunteer Hours 7,538 10,648 4,376 15,156* 7,515 Volunteer FTEs 4.2 5.9 2.4 8.4 4.2 Volunteer FTEs/Total FTEs(%) 16% 15% 14% 17% 15% • Previous year to that reported above. (1.4) Service Characteristics Show Tigard at the Highest End of the Range Based on a Number of Indicators. The table, below, compares the Tigard Public Library to other libraries compared to in the State in terms of various service characteristics. Key characteristics of this information include: • In terms of programming, the Tigard Library is at or near the top of the comparison group for children's, young adults and adults — both in terms of the number of programs and the number of participants. • Circulation is also among the highest in absolute terms as well as expressed on a per capita basis. Lake Oregon Albany Oswego City Tigard Tualatin Children's Programs 425 266 391 561 364 Children's Participants 16,058 9,970 15,294 18,255 15,274 Young Adult Programs 92 33 22 51 230 Young Adult Participants 501 345 166 698 2,488 Adult Programs 58 155 165 244 4,153 Adult Participants 1,436 17,983 2,910 4,153 1,736 Circulation 580,726 949,817 535,237 1,227,561 596,694 Circulation/Capita 11.02 22.41 8.98 19.15 18.72 Matrix Consulting Group Page 71 Final Report of the Performance Audit Assessment TIGARD, OREGON While there are many comparisons that can be made, it is clear that the Tigard Public Library has the support and the participation of the community and in turn the Library provides very high levels of service. (2) The Tigard Library to Provide Very High Service Levels to the Community Compared to Library "Best Practices". The project team as part of this study of the City developed an analysis of the how library (and other services) compared to 'best practices'. Unlike the comparative analysis provided in the previous subsections, a best practices analysis identifies the strengths and improvement opportunities to standards developed by the Matrix Consulting Group in its work with hundreds of communities in the Pacific Northwest and throughout the United States. In this diagnostic assessment, the Tigard Public Library compared very favorably to these standards as summarized by the table, below: Meets Does Not Best Practice/Operational Target Target Meet Target Comment Overall Indicators Cardholders as a percent of V At 48%Tigard falls moderately population exceed 65%. below the target. Annual circulation per cardholder V At over 36 items per exceeds 12 per year cardholder, Tigard patrons actively use library resources. These counts do not include electronically circulated items. Proportion of collection replaced per V New physical items were 12% year exceeds 5%. of the collection last year. Again, this does not include e- resources. Services coordinated with other V Some coordination with service providers in the City (e.g., recreation and with local non- recreation services). profits with opportunities to increase these efforts. Collections of non-book materials, V Extensive non-book physical including archival/cultural materials, and virtual collections. audio-visual materials, games (computer and board games), Braille materials, etc. The Library leverages community V The Library is supported by a resources (private, not-for-profit, Foundation and Friends Friends of the Library, etc.)to organization. There are, supplement City funds? however, opportunities to increase this support. Matrix Consulting Group Page 72 Final Report of the Performance Audit Assessment TIGARD, OREGON Meets Does Not Best Practice/Operational Target Target Meet Target Comment Service Delivery The Library is open at least 60 hours V At 69 hours per week,the per week. Tigard Library is accessible to patrons. The Library is open and available to V The Library is open 7 days the public during non-business hours each week and until 9pm on and days. weeknights. However,the Library should evaluate how useful some later evening hours are for patrons (visits drop off significantly after about 8pm). Reference questions are offered V Reference questions can be online or on the phone. asked via the phone, email or chat online (Answerland). Programs designed to reach V The Library offers programs numerous target audiences (children, for children, young adults and adults, seniors, etc.). Program adults on a near daily basis. performance, quality and community feedback is tracked. Outreach efforts exist to get to V Outreach efforts are targeted audiences who cannot get to the toward schools as well as the library (e.g., homebound services)? homebound. However, there may be opportunities to support specific segments of the community (e.g., seniors). Technology The Library has extensive V The Library is substantially investments in electronic media. invested in electronic media (e.g., e-books and e- databases). Three (3) automated circulation checkouts are also available for patron use. Public workstations have wait times V Two hours of continuous use, managed. per policy. Matrix Consulting Group Page 73 Final Report of the Performance Audit Assessment l IGARD, OREGON Meets Does Not Best Practice/Operational Target Target Meet Target Comment The library has a long-term V V While the Library is part of the technology plan. City's overall technology planning, the Library should have a more robust plan covering its specific needs. A central webmaster is designated to V The Library shares social manage the content of the Library's media content among several website staff with risks to consistency and quality. Marketing The Library has developed a V Marketing materials (both print consistent brand for its and online—web and social communications and marketing media) are not a branded with efforts, including internet. a consistent look. Multiple people are involved in social media and web presence. The Library utilizes social media V V Yes, but content management extensively for outreach. is decentralized. This is an extensive list of positives for the Tigard Public Library. 3. Issues for Analysis There can be management, staffing and service/programmatic issues even for the most positive municipal functions and the Tigard Public Library is no exception. The project team focused on the following: • Until recently, there has been a leadership vacuum at the Library with the Library Director on a leave of absence. The Library was without a dedicated Director for over six (6) months. In the interim a collective leadership of Division Managers ran the Library. While this approach allowed the Library to operate effectively during the Director's absence the lack of a permanent Director was an impediment to service planning and organizational development. Indeed, this was the highest rated `improvement need' identified by Library staff in the employee survey. In the past two months, however, a new Director was named from among the Division Managers and this issue has been eliminated. However, there is much to be done in the Library. In spite of the extremely high marks that employees gave to the Library, interviews conducted during the intervening period showed that there was much uncertainty about the future of the Library and its continued success. Since `openness' is new to the Library, the new Director's focus has been Matrix Consulting Group Pape 74 Final Report of the Performance Audit Assessment TIGARD, OREGON and will be to build upon this new management style. • While the Library's Commitment to a High Number of Service Hours to the Public Is Exemplary, Many Evening Hours Have Few Patrons. As noted previously, the Tigard Public Library and the City have made the delivery of library services a priority. This commitment can be seen in its collection size, staffing levels and programs. It can also be seen in the number of hours it is open each week. At 69 hours per week, including every weekday evening until 9pm, this is an extraordinary commitment. However, this commitment has returns which diminish significantly as the evening progresses. This can be seen in the following table which displays average patron visits in the evening for 2018. Weekday Visitation Averages for 2018 c O 120 its ° 80 m 60 z Z 40 20 d > 0 3pm-4pm 4pm-5pm 5pm-6pm 6pm-7pm 7pm-8pm 8pm-9pm -Monday 106 87 71 71 56 32 -Tuesday 103 88 77 73 61 27 Wednesday 96 91 86 87 59 30 -Thursday 93 81 68 68 54 26 Friday 99 85 71 68 54 30 It is clear that patron visits are much reduced in the evening: Drop off between 7-8 pm Drop off between 6-8 -42% -55% -55% -63% -50% -66% -52% -62% -45% -56% Moreover, evening visits are diminishing over time — compared to 2017, patron visits after 8pm are between 5% and 15% lower on Wednesdays, Thursdays and Fridays. While the comparative statistics show Tigard's Public Library staffing levels to be relatively high (though not the highest), operating a two-story library with multiple Matrix Consulting Group Page 75 Final Report of the Performance Audit Assessment TIGARD, OREGON service desks makes meeting service commitments difficult. Moreover, while volunteer commitments are high their utilization is high for the roles which are appropriate for them. The Tigard Public Library should consider a service hour reduction and redistribute staff hours to better serve core hours when patron visits peak. Reducing the number of late evenings is one approach; reducing late evenings overall is another. Closing at 8pm each night should be implemented, the hour after which visits decline markedly. • In spite of the depth and breadth of the Library's marketing and outreach program, in some respects it is not a coordinated effort. - Marketing materials (both print and online — web and social media) are not branded with a consistent look. - Multiple staff positions are involved in social media and web presence. Several staff can contribute to social media without review. This is not to deny the experience and professionalism of staff in the Library, but new media functions like old media for purposes of branding and needs consistency in messaging. • As a large department with specialized information technology needs, the Tigard Public Library needs to plan for its long-range needs in better support of the City's technology plan. Any large organization with its own special resource needs requires a dedicated plan for the support and renewal of those resources. A Library, like selected other municipal services for example police, have a great need not only for highly trained and dedicated personnel, but also equipment such as information technology. A library has great and growing needs for: - Up to date and highly functioning cataloging and circulation systems and equipment which are provided through the WCCLS. - A relatively large number of public access computers that meet expectation for speed and effective user interfaces. - Data which today and in the future, increasingly mean fee supported access to dedicated databases. - Accessibility for the sight impaired. While the City has an overall technology plan which is based on and reflective of municipality-wide needs and priorities, the Library would better feed into that process with Matrix Consulting Group Page 76 Final Report of the Performance Audit Assessment TIGARD, OREGON a comprehensive needs assessment of its technology requirements. Recommendation 42: The Library should reduce service hours to between 62 — 64 hours per week, either through elimination of some evening hours or an earlier closing for all evenings. Closing at 8pm each night should be implemented, the hour after which visits decline markedly. Recommendation 43: Develop a comprehensive marketing plan encompassing traditional print and advertising and social media components. Use this opportunity to brand the Library as consistently as possible to the community. Finally, make one person responsible for the coordination, development and posting of social media while continuing to seek the input of other staff. The lead person should be the Communications Coordinator. Then management team should set direction and develop a review process. Recommendation 44: The new Director needs to continue the recent focus on furthering team building and open communication among Library staff. Recommendation 45: Create an internal team under Technical Services to research, develop and present to the City a Library Information Technology Needs Assessment and Long-Range Plan. Matrix Consulting Group Page 77 Final Report of the Performance Audit Assessment TIGARD, OREGON 7 Police This chapter provides an assessment of the Police Department staffing and operations requirements. A. ADMINISTRATION DIVISION. The Chief's Administration consists of the Chief, two Commanders, a Business Manager, a Public Information Officer, a Community Engagement Program Coordinator and Confidential Executive Assistant. Each of these roles will be briefly discussed in the following section, though there are no specific performance measures that captures all aspects of the roles, e.g. the Confidential Executive Assistant handles many tasks for the Chief and some tasks are one time while others may be handled as needed, yet the role is essential for the coordination of operations within the Chief's administration and as a point of contact for the chief. The Chief is in-charge of day to day operations and is supported by two commanders and four administrative personnel. The Chief assigns tasks and is involved in all major decision making. The Command staff has a clear separation of tasks, though they assist each other when needed. The Commanders oversee Patrol, Investigations and other units. The Commanders serve as part of the overall leadership team and are assigned tasks in support of overall operations. The Commanders serve as the second in command and oversee policy development, grants and sergeants. As noted above the Confidential Executive Assistant handles many tasks for the Chief and some tasks are one time while others may be handled as needed. The Executive Assistant coordinates the Chief's schedule, files confidential department correspondence and serves as point of contact for the Chief. The Public Information Officer (PIO) responds to significant events, coordinates the department media response to incidents or information that is disseminated to the public. They also handle media enquiries. The PIO also manages the department's social media activity. The department has the following major social media accounts: Matrix Consulting Group Page 78 Final Report of the Performance Audit Assessment TIGARD, OREGON Percentage Estimated of Number of Population population Report Type Followers of Tigard Following* Facebook 6,967 54,758 12.7% Twitter 9,617 54,758 17.5% *Not all followers are necessarily Tigard residents The above table indicates the department is active on social media and is successfully reaching online population. The department is also on "Nextdoor" which is a specialized targeted social media application for residents of the city. The department reaches approximately 8,000 residents on the platform. Social media is an important aspect of public outreach as the number of people who get their information online is increasing. The Community Engagement Program Coordinator is responsible for department's outreach to the community. The coordinator organizes several annual events such as National Night Out, the Department Open House and the National Prescription Drug Take back. The Coordinator also arranges officer attendance at many community and neighborhood events. The department has attendance at the Tigard Festival of Balloons, Trick or Treat on Main Street as well as conducts safety classes for kids and self-defense for young women. An important aspect of this position is that it helps build community trust of the police which is a pillar in 21st Century policing. The Business Manager has overall responsibility for developing the budget, completes financial reports, handles accounts payable and receivable, grants, and asset forfeiture. The Business manager coordinates with City Budget office on daily, weekly basis to manage the department budget and reporting. The Chief's Administration and Command Staff are able to handle the daily tasks of the department administration. Recommendation 46: Maintain current Administration staffing levels. B. OPERATIONS DIVISION. This initial section of the chapter focused on data and analysis associated with the workload associated with the Operations Division and subsequent staffing requirements. Patrol Operations consists Patrol, Tri-Met, Traffic Enforcement and Community Safety Officers. Patrol Operations is led by a Commander who is supported by two Lieutenants. This section of the report will focus on data and analysis associated with the workload Matrix Consulting Group Page 79 Final Report of the Performance Audit Assessment TIGARD, OREGON associated with Patrol and subsequent staffing requirements. 1. Analysis of the Police Patrol Unit Workload There are many factors that impact the workload associated with any law enforcement agency. The nature of work for most law enforcement agencies, especially for officers responsible for responding to community generated calls for service, fluctuates greatly. This section of the report will analyze the community generated workload. (1) Calls for Services Analysis Our project team has calculated the community-generated workload of the City of Tigard Police Department by analyzing incident records in the computer aided dispatch (CAD) database, for 2018. For incidents to be identified as community-generated calls for service and included in our analysis of patrol, each of the following conditions needed to be met: • The incident must have been unique. • The incident must have involved at least one Officer assigned to patrol, as identified by the individual unit codes of each response to the call. • The incident must have been originally initiated by the community. After filtering through the data using the methodology outlined above, the remaining incidents represent the community-generated calls for service (CFS) handled by Tigard patrol officers. (2) Call Distribution by Time of Day As to be expected, the CFS volume fluctuates by the time of day. The following graph presents the CFS volume throughout the day. Matrix Consulting Group Page 80 Final Report of the Performance Audit Assessment TIGARD, OREGON Calls for Service by Hour 12a 3a 6a 9a 12p 3p 6p 9p CFS is the lowest during the early morning hours, then steadily increase throughout the day, peaking at 3pm. After 10pm CFS steadily decline. Additionally, the project team analyzed the CFS workload by hour and day of week. The following table presents the CFS by hour and day. Matrix Consulting Group Page 81 Final Report of the Performance Audit Assessment TIGARD, OREGON Calls for Service by Hour and Weekday Hour Sun Mon Tue Wed Thu Fri Sat Total 12am 105 50 58 59 61 52 76 461 1am 68 44 46 43 61 50 62 374 2am 61 46 30 34 33 47 65 316 3am 45 34 39 28 18 27 44 235 4am 21 29 21 22 24 23 311i 171 5am 26 27 43 33 26 23 26 204 6am !> 34 53 61 46 55 54 21 331 s 7am 41 76 96 73 80 72 65 503 8am 63 135 143 108 124 97 99 769 9am 86 144 125 119 134 129 119 856 10am 130 165 148 140 120 126 125 954 11am 123 175 158 164 130 119 129 998 12pm 154 153 159 128 168 148 142 1,052 1pm 141 182 194 147 166 179 149 1,158 2pm 186 226 174 190 193 209 166 1,344 3pm 178 231 199 206 229 205 179 1,427 4pm 150 237 204 204 202 224 169 1,390 5pm 175 218 203 198 189 209 163 1,355 6pm 125 181 168 176 165 182 165 1,162 7pm 133 159 145 151 143 145 162 1,038 8pm 128 144 122 146 135 140 150 965 9pm 117 129 119 107 133 136 155 896 10pm 106 98 100 109 126 130 156 825 11pm 74 80 77 71 81 88 109 580 Total 2,470 3,016 2,832 2,702 2,796 2,814 2,734 19,364 Note: Green indicates fewer calls per hour while red indicates higher calls per hour. Matrix Consulting Group Page 82 Final Report of the Performance Audit Assessment TIGARD, OREGON The CFS workload by day of week is fairly stable throughout the week but peaks on Friday. Furthermore, the most CFS peaked around mid to late afternoon each day. However, noting that the largest single time for CFS was on Monday between 4pm and 5pm. In total, Tigard Patrol Officers responded to a total of 19,364 community generated CFS during a one-year period, with workloads varying significantly by time of day. The total number of calls for service for a community the size of Tigard is within the expected range based on current demographics in a suburban area. (3) Calls for Service by Month The following table displays CFS totals by month, showing seasonal variation as a percentage difference from the quarterly average: Calls for Service by Month Month #of CFS Seasonal +/- Jan 1,542 Feb 1,285 -7.9% Mar 1,630 Apr 1,619 May 1,780 +4.9% Jun 1,677 Jul 1,747 Aug 1,663 +2.4% Sep 1,545 Oct 1,629 Nov 1,580 +0.7% Dec 1,667 Total 19,364 Matrix Consulting Group Page 83 Final Report of the Performance Audit Assessment TIGARD, OREGON As expected, the CFS workload varies throughout the year. The CFS by month begins to increase in March and peaks in May; though the summer months are the busiest. The following graph provides a graphic illustration of CFS by month: CFS by Month 2,000 1,800 ii Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec (4) Most Common Types of Calls for Service The following table provides the ten most common incident categories of CFS handled by patrol officers over the last year, as well as the average call handling time (HT)7 for each. Please note the darker the shade of blue indicates the more frequent the timeframe. 7 Handling time (HT) is defined as the total time in which a patrol unit was assigned to an incident, as identified by its dispatch and clear time stamps recorded in the CAD data. Matrix Consulting Group Page 84 Final Report of the Performance Audit Assessment TIGARD, OREGON Most Common CFS Incident Types and Distribution by Time of Day Incident Type #CFS HT 12a 4a 8a 12p 4p 8p ASSIST PERSON 1,886 22.6 WELFARE CHECK 1,379 31.6 THEFT COLD 1,120 38.9 nY_ SUSPICIOUS PERSON 922 27.0 AtT maw' SUSPICIOUS CIRCUM 814 26.1 FOLLOW UP 761 25.3 MESSAGE 744 23.0 ALARM AUDIBLE 689 18.2 I I , SUSPICIOUS VEHICLE 688 24.5 UNWANTED 686 32.8 111 All Other Types 9,675 37.3 Total 19,364 32.3 The ten most common CFS represent 50% of the call types received by the Department. These types of call types represent a wide variety of workload with Assist Person representing the most frequent call type (9%) followed by Welfare Check (7%). The majority of the CFS peaked during the late afternoon/early evening hours. 2. Analysis of Net Availability and Proactivity The following sections build upon the initial analysis of patrol CFS to determine patrol service levels based on current workloads and net availability of patrol officers. Matrix Consulting Group Page 85 Final Report of the Performance Audit Assessment TIGARD, OREGON (1) Purpose of Calculating Patrol Proactivity Analysis of the community generated calls for service workload handled by patrol units provides the basis for patrol staffing needs. Developing an understanding of where, when, and what types of calls are received provides a detailed account of the service needs. Additionally, measuring the time used in responding and handling these calls, the staffing requirements for meeting the community's service needs can then be determined. In addition to responding to CFS, patrol officers provide other services that impact the community as a whole. Providing a high-level of service, patrol officers work proactively to address community issues, conduct problem-oriented policing, and perform other self- directed engagement activities within the community. As a result, patrol staffing needs are calculated not only from a standpoint of current resources to handle CFS workload, but also their ability to provide a certain level of service beyond responding to CFS. In Tigard, officers spend significant time on self-initiated activity such as vehicle stops, business checks and pedestrian stops. These needs are determined by measuring the proactivity of patrol, or the uncommitted time that patrol units have outside of handling call for service workloads and administrative duties, which is expressed as a percentage of the total time that they are on-duty and available to handle workloads. With this focus in mind, the following sections examine the process used by the project team to determine patrol resource needs based on current workloads, staff availability, and service level objectives. (2) Patrol Officer Net Availability Schedules provide a roster of assigned staff; the number of personnel that are actually on-duty and available to work at any given time varies greatly. For example, an officer is assigned to work a total of 2,080 hours annually. However, a significant percentage of scheduled time, is not actually spent on-duty and available in the field, for a variety of reasons. As a result, it is important to understand the amount of time officers are available to staff their post and analyze the data associated with time away. This analysis and calculation is referred to as net availability - the amount of time that an officer is available to actively patrol and respond to calls for service. As a result, it is critical to understand the amount of time that officers are on leave — including vacation, sick, injury, personal, military, comp time, or any other type of leave — as well as any hours dedicated to on-duty court or training time, and all time spent on administrative tasks such as attending shift briefing. The impact of each of these factors Matrix Consulting Group Page 86 Final Report of the Performance Audit Assessment TIGARD, OREGON is determined through a combination of calculations made from the Tigard Police Department data and estimates based on the experience of the project team, which are then subtracted from the base number of annual work hours per position. The result represents the total net available hours of patrol officers, or the time in which they are both on-duty and available to respond to calls for service and other activities in the field. The following table summarizes this calculation process, displaying how each individual net factor contributes to the overall net availability of patrol officers. Factors that have been estimated by the project team are shown with an asterisk: Breakdown of Officer Availability Base Annual Work Hours 2,080 Total Leave Hours — 279 On-Duty Training Hours — 60 On-Duty Court Time Hours — 20 Administrative Hours — 270 Net Available Hours Per Officer = 1,450 Number of Officer Positions x 31 Total Net Available Hours = 44,955 Overall, officers are available for a combined 44,955 net available hours per year, representing the total time in which they are on duty and able to respond to community- generated incidents, and be proactive. The net hours above show the total hours per year that officers are available to respond to calls for service or conduct self-initiated activity. These hours are calculated irrespective of actual calls for service hours that are detailed later in this report. (3) Overview of Call for Service Workload Factors Previous sections of this chapter examined various trends in patrol workloads, including fluctuations by time of day and of week, common incident types, and other various analytics. The following section builds on this preliminary analysis, detailing the full extent of resource demands that these incidents create for responding patrol officers. Each call for service represents a certain amount of workload, much of which is not Matrix Consulting Group Page 87 Final Report of the Performance Audit Assessment TIGARD, OREGON captured in the handling time of the primary responding unit. Some of these factors can be calculated directly from the data provided by the Department, while others must be estimated due to limitations in their availability or measurability. The following table details factors that must be considered in order to capture the true workload associated with community-generated workload: Factors Used to Calculate Total Patrol Workload ' Number of Community-Generated Calls for Service Data obtained from an export of CAD data covering a period of an entire year that has been analyzed and filtered in order to determine the number and characteristics of all community-generated activity handled by patrol officers. The calculation process used to develop this number has been summarized in previous sections. Calculated from TPD data:19,364 community-generated calls for service Primary Unit Handling Time (multiplied by the rate) The time used by the primary unit to handle a community-generated call for service, including time spent traveling to the scene of the incident and the duration of on-scene time. For each incident, this number is calculated as the difference between 'call cleared' time stamp and the 'unit dispatched' time stamp. At 32.3 minutes, the average handling time for TPD units is in the typical range for most agencies. Calculated from TPD data:32.3 minutes of handling time per call for service Number of Backup Unit Responses The total number of backup unit responses to community-generated calls for service. This number often varies based on the severity of the call, as well as the geographical density of the area being served. This number can also be expressed as the rate of backup unit responses to calls for service and is inclusive of any additional backup units beyond the first.This information was calculated based on secondary units responding to calls for service from the CAD data. Calculated from TPD data:0.75 backup units per call for service Backup Unit Handling Time (multiplied by the rate) The handling time for backup units responding to calls for service is calculated using the same process that was used for primary units, representing the time from the unit being dispatched to the Matrix Consulting Group Page 88 Final Report of the Performance Audit Assessment TIGARD, OREGON unit clearing the call. Estimated:24.2 minutes of handling time per backup unit I Number of Reports Written The total number of reports and other assignments relating to calls for service that have been completed by patrol units, estimated at one report written for every three calls for service. This includes any supporting work completed by backup units. In the absence of report data, the project team estimated one in three calls for service requires an incident report. Estimated:0.33 reports written per call for service I Report Writing Time (multiplied by the report writing rate) The average amount of time it takes to complete a report or other assignment in relation to a call for service. Without any data detailing this specifically, report writing time was estimated based on the responses provided in the employee survey. Results of the survey analysis result in an estimated 45 minutes are spent per written report, including the time spent by backup units on supporting work assignments. Estimated:45 minutes per written report ' Total Workload Per Call for Service The total time involved in handling a community-generated call for service, including the factors calculated for primary and backup unit handling time, including jail transport/booking time, and report writing time. This number represents the addition of the previous factors, relative to their rates (e.g., 45 min. of report writing time is added to approximately 0.33 of all calls for service). The total number of workload hours for the year is then divided by the number of calls, producing an average per incident. Calculated from previously listed factors:65.5 total minutes of workload per call for service Each of these factors contributes to the overall picture of patrol workload —the total time required for patrol units to handle community-generated calls for service, including primary and backup unit handling times, report writing time, and jail transport time. These factors are summarized in the following table: Summary of Patrol Workload Factors The total number of committed hours for patrol officers responding to the community- generated workload for 2018, the last complete year of data provided was approximately Matrix Consulting Group Page 89 Final Report of the Performance Audit Assessment TIGARD, OREGON 21,131 hours. The total committed hours can be altered depending on whether officers clear from calls prior to writing reports or whether officers indicate they are out of service to write reports. Due to this, the project team subtracts an average of 45 minutes per written report to more accurately reflect actual available time which is based on numerous previous studies. The table below shows the report writing time included in the calculation of call workload. It should be noted that officers often write reports while indicating they are clear and available for a call. This is due to prevailing police culture of"being available for the next call" even when they are not completely clear from a previous call. Value 0/0 Total Number of Calls for Service 19,364 49% Avg. Primary Unit Handling Time (min.) 32.3 Backup Units Per CFS 0.75 28% Avg. Backup Unit Handling Time (min.) 24.2 Reports Written Per CFS 0.33 23% Time Per Report (min.) 45.0 Avg. Workload Per Call (min.) 65.5 Total Workload Hours 21,131 (4) Calculation of Patrol Proactivity Equally important to understanding the time associated with responding to the community-generated workload, is the amount of proactive or unassigned time of patrol officers. Proactive time is important in any community, especially for communities such as Tigard which emphasis strong public relations and interactions between the Police Department and citizens. Patrol proactivity is calculated by comparing the total call-driven workload handled by patrol against the resources available to handle it. This is done by subtracting the total net available hours that patrol officers spend on duty against total workload hours: Total Net Available Hours—Total CFS Workload Hours =% Proactivity Total Net Available Hours With net availability and call-driven workloads having been calculated previously in the analysis, overall proactivity for patrol officers can be calculated as follows: Matrix Consulting Group Page 90 Final Report of the Performance Audit Assessment TIGARD, OREGON Overall Patrol Proactivity Total Patrol Net Available Hours 46,406 Total Patrol Workload Hours - 21,131 Resulting # of Uncommitted Hours = 25,275 Divided by total net available hours ± 46,406 Overall Proactivity Level = 54.5% An overall proactivity level of 54.5 indicates some proactive capabilities of patrol officers; however, most of the proactive time for Tigard occurs after 11 pm and before 7am when there are less community engagement opportunities and fewer community contacts possible. For a community the size of Tigard and its engaged citizenry, a proactive goal of 60% or greater would be considered an effective target. It should be noted that available proactive time does not mean the officers are not active when they are not on community generated calls for service. Tigard officers are engaged in self-initiated activity when not on calls for service, as noted previously. (5) Proactivity and Deployment Effectiveness As discussed previously, the community-generated workload fluctuates throughout the day. Based on the current deployment of minimum staffing of 3 patrol officers on day shift (7am to 5pm), minimum staffing of 4 patrol officers on afternoon shift (2pm to Midnight) and minimum staffing of 3 patrol officers on night shift (10pm to 8am) the following table presents proactivity by weekday in four-hour time blocks: Percentage of Proactivity Time Available by Hour and Weekday Time S M T W Th F Sa Overall 2am-6am 81% 83% 84% 89% 90% 85% 76% 84% 6am-10am 72% 47% 47% 54% 45% 51% 58% 60% 10am-2pm 22% -5% -3% 14% 8% 13% 28% 11% 2pm-bpm 50% 32% 42% 42% 43% 35% 53% 46% 6pm-10pm 42% 34% 39% 40% 40% 35% 35% 38% 10pm-2am _._ 69% 77% 78% 76% 76% 78% 70% 76% Overall 59% 50% 52% 56% 54% 53% 57% 54% Matrix Consulting Group Page 91 Final Report of the Performance Audit Assessment TIGARD, OREGON As seen in the table, patrol proactivity is very robust and well above benchmark targeted ranges of over 54%. However, the table indicates that there is a net negative proactive time available between 10am and 2pm on Mondays and Tuesdays. This means there are generally more calls for service than dedicated patrol staffing can effectively handle. (6) Use of Proactive Time The effective use of proactive time relies on the front line supervisor's ability to direct the time so that it used to best serve the community. With 54%overall proactive time available to the department, there is the ability to be proactive; however, it is limited since most of the proactive time occurs during overnight time hours when there are fewer opportunities to be proactive (Traffic and Pedestrian activity decreases). Sergeants need to be actively involved in identifying problems in the community that would benefit from more proactive emphasis, the deployment of field patrol staff to address those problems and making them accountable for resolution. In Tigard, officers are engaged in more proactive enforcement and community engagement activities between 11 pm and 1 am. The table bellows shows self-initiated activities by hour and weekday. Matrix Consulting Group Page 92 Final Report of the Performance Audit Assessment TIGARD, OREGON Self-Initiated Incidents by Hour and Weekday Hour Sun Mon Tue Wed Thu Fri Sat Total 12am 195 156 120 137 171 190 224 1,193 1am 208 117 119 95 140 161 211 1,051 2am 133 113 101 87 150 102 132 818 3am 77 53 69 48 117 60 103 527 4am 32 40 25 23 50 64 41 275 5am 54 40 40 28 70 53 57 342 6am 86 61 60 57 53 80 90 487 7am 39 37 44 23 31 25 31 230 8am 29 26 23 111111 26 29 35 183 9am 51 30 44 34 30 48 38 275 10am 40 22 39 29 33 45 38 246 11 am 39 36 ,,, 31 35 43 39 243 12pm 38 27 MEW 21 33 33 194 1pm 2328 48 32 34 34 216 2pm 54 46 60 55 40 54 68 377 3pm 88 87 76 66 58 105 119 599 4pm 78 92 62 47 67 88 115 549 5pm 81 81 44 46 52 74 82 460 6pm 90 72 61 37 44 72 89 465 7pm 41 56 44 42 35 62 61 341 8pm 50 44 54 47 65 62 341 9pm 72 58 38 80 54 80 90 472 10pm 91 83 54 67 101 123 136 655 11pm 121 151 123 173 188 ' 1,267 Total 1,810 1,545 1,335 1,342 1,645 1,943 2,186 11,806 Note: Green indicates low self-initiated activity while red indicates more self-initiated activity. The most common type of self-initiated activity in Tigard is traffic stops followed by Extra Patrol and then Subject Stops. The following table shows the top 10 self-initiated activity by type: Matrix Consulting Group Pear-e :-, Final Report of the Performance Audit Assessment TIGARD, OREGON Self-Initiated Incident Types Incident Type #CFS HT 12a 4a 8a 12p 4p 8p TRAFFIC STOP 4,451 12.3 - EXTRA PATROL 1,719 14.9 111 SUBJECT STOP 1,654 14.6 FOLLOW UP 737 35.7 -. OUT W/SUSP 707 9.7MI VEH PREMISE CHECK 522 11.0 SUSPICIOUS 356 11.5 VEHICLE DETAIL 259 154.3 . FOLLOW 227 33.8 -- MOTORIST 153 7.8 I ASSIST All Other Types 1,021 33.6 Total 11,806 19.5 The table indicates that Tigard patrol officers spend significant time on self-initiated activity when not on a call for service. 3. Analysis of Patrol Staffing Needs Staffing needs can be calculated for certain targeted levels of proactivity, with each officer position representing 1,450 net available hours per year. The typical proactivity ranges utilized to calculate staffing needs for larger agencies are between 35% to 45%. However, in small to mid-sized departments there tends to be a much higher level of proactive time as is the case in Tigard at 54%. The above proactive time levels are achieved by a minimum staffing of 3 officers and a supervisor on day shift, 4 officers and a supervisor on afternoon shift and 3 officers and a supervisor on night shift. Tigard's current proactive range of 54% is achieved by lower calls for service levels after 11 pm until about 7am the next day. Matrix Consulting Group Pace P'i Final Report of the Performance Audit Assessment TIGARD, OREGON Staffing of police operations must consider the normal operating environment and then allow for proactive time. In Tigard, drive time, road networks, geography and time for back up must also be considered to provide for effective call response times and officer safety. Tigard covers approximately 11 square miles. In calculating the patrol officer needs for Tigard, we note that the busiest time for calls is between 4pm and 5pm on a Monday at 237 calls for the year occurring on that day and time. Since there are 52 weeks in a year we know that approximately 4.5 calls on average will occur on any given Monday between 4pm and 5pm. Though this is shift overlap time, 3 of the 7 officers on shift will be ending their shift at 5pm which means there is a high likelihood that all officers will be assigned to a call at some point during that hour. Additionally, this is a heavy vehicle commute time which will slow patrol response times. While available proactive time is an important factor in determining appropriate staffing in a department the size of Tigard, it is critical to consider call response time as well. In Tigard the call response time increased 20% between 2012 and 2017 (latest data available) from an average of 5.18 minutes to 6.23 minutes. The following tables show the breakdown of call response by priority, call handling time and response time in 2018: Response Time Distribution by Priority Level Priority # CFS % Avg. HT Response Time (min.) 0 10 20 30 40 50 60 1 113 1% 75.9 2 3,987 21% 43.2 3 5,579 29% 31.2 4 5,645 29% 31.4 5 4,038 21% 22.4 Matrix Consulting Group Pane 95 Final Report of the Performance Audit Assessment TIGARD, OREGON As the table indicates, priority 1 calls represent approximately 1% of all calls and call response time averages above 5 minutes. Priority 2 calls represented approximately 21% of calls for service and average response was above 7 minutes. The department has a goal of responding to Priority 1 and 2 calls in 5 minutes or less. Many larger agencies have a call for service response time goal for priority 1 and 2 calls at between 5 and 7 minutes. However, many departments similar to Tigard, have a goal of a 5 minute response to these calls. The size of a city, road networks and geography can greatly impact call response time. Priority 1 and 2 calls are the most serious calls for service and typically mean a crime is in progress or there a life-threatening incident occurring. In order to achieve an approximately 5-minute response time, additional officers would be needed. The current average response time of 6.23 minutes would need to be lowered by approximately 20% (5 - 6.23/6.23 x 100% = -19.74%). Current minimum staffing requires 10 officers per day (3 —Day Shift, 4 Afternoons and 3 Night Shift). Adding 1 officer to each shift would require 13 officers per day to be assigned to work, however, with vacation and other absences, each officer works approximately 1,450 hours per year. To add 1 additional officer per shift to cover 365 actually requires approximately 2.5 officers per shift as the table below indicates. Current average Hours work hours needed per officer divided by per year average Personnel Shift hours Shifts per Total hours work hours needed (3 per day. year needed per year shifts X 2.5) 10 365 3,650 1,450 2.51 7.55 (8) This increase would represent a net 25% to 33% increase in minimum staffing. This would increase the likelihood that an officer is available for a call and also increase the likelihood that an officer is closer to the call for service using current zone and deployment structure. Patrol also consists of two K9 officers who work routine patrol with a K9 partner. This arrangement adds additional resources to patrol without creating a dedicated unit. K9 reported the following statistics for 2017: Matrix Consulting Group Page 96 Final Report of the Performance Audit Assessment TIGARD, OREGON Personnel Hours needed divided by needed (3 Average per average work hours per year shifts X 2.5) month 2.51 7.55 (8) 12 .4 1 — _ - 1.9 1.7 Assists 8 .6 Though the activity levels are low for a two-person K9 unit, their primary duty is to respond to calls for service. The addition of tracking and searching provided by the K9 units, offer patrol and the City of Tigard a safer, more efficient approach to apprehending suspects. Many of the captures may not have taken place without the added ability K9 units provide. Staffing of patrol with current resources is matched to the workload with more officers assigned during the busier portions of the day. Recommendation 47: Add 8 additional Officers to achieve higher minimum staffing to achieve stated goal of 5 minute response to priority 1 and 2 calls for service. Staffing should be 4 Officers on Day Shift, 5 Officers on Afternoon Shift and 4 Officers on Night Shift. Recommendation 48: Maintain current staffing of two K9. 4. Patrol Supervisory Staffing Patrol supervision is a critical component to effective policing for a community. Patrol supervision sets the tone for what type of policing will be delivered and what patrol expectations are for officers in the field. Patrol supervisors should support the direction of the command staff and work to implement their policing priorities. The lack of effective patrol supervision can lead to morale issues, failure to adequately serve the community, poor investigative follow up and increased liability for the department and the City. The following is a list of some of the basic requirements that encompass effective field supervision: • Supervisors should monitor priority calls and respond quickly. • Supervisors should help resolve critical incidents. • Supervisors should instill the department vision on subordinates. • Sergeant should mentor officers. • Supervisors should properly assess officers for performance evaluations. Matrix Consulting Group Page 97 Final Report of the Performance Audit Assessment TIGARD, OREGON • Supervisors should help officers work within policy and address problems. • Supervisors should direct patrol activities during proactive times. • Supervisors should help officers address community related problems. Having well trained and professional patrol supervisors in the field can help reduce liability for the department by providing frontline supervision and addressing performance issues as they arise. The Tigard Police Department has 1 sergeant minimum staffing assigned to each patrol shift (2 sergeants assigned per shift with opposite days off). During our interviews the project team was informed that patrol supervision is effective. Sergeants respond to all critical incidents are available to take calls for service when needed. The current ratio of sergeants to officers is 5.5 officers to 1 sergeant. This is an appropriate ratio for the City of Tigard. The ratio allows close supervision and assistance for officers. Recommendation 49: Minimum Staffing should be Sergeant on duty at all times. 5. Tri-Met The Tri-met unit consists of 1 Sergeant and 2 officers who are assigned full time to a multi-agency transit enforcement function. Though the officers and sergeant are supplied by Tigard, the unit is fully funded by the transit agency. This unit was not analyzed as part of this study as performance measures for this unit are not directly tied into operations of the police department. 6. Community Safety Officer (CSO) The community safety officer is a uniformed non-armed/non-sworn position that assists with low level calls for service where suspect contact is highly unlikely. These include, theft, vandalism, parking and assisting on traffic crashes. The CSO assists with many tasks that are administrative in nature such as phone and radio inventory. The CSO also performs delivery of evidence and paperwork to the District Attorney. There were 2 CSOs. The CSO performs many tasks that would have to be done by sworn personnel if the CSO position did not exist. The CSO is a less expensive option for delivery of non- emergency police services. Many agencies around the United States are employing CSOs to perform tasks that do not require full sworn training to conduct. This frees up Matrix Consulting Group Page 98 Final Report of the Performance Audit Assessment I IGARU, OREGON officer time for investigations and follow up. Adding a CSO could reduce overall costs for functions that do not require law enforcement training. Recommendation 50: Fill 2nd CSO position for a total of two CSOs. 7. Traffic The Traffic Unit consists of 1 sergeant and two officers who provide enhanced traffic safety enforcement to the City of Tigard. They also respond to vehicle crashes and perform investigations. In 2017, there were 1,700 crash calls with 2 fatalities and 112 with a reported injury. This represents almost 5 crashes per pay. Patrol does respond to crashes as well, but if there is serious injury, the traffic unit will respond. In 2018, the traffic unit issued 296 traffic infraction warnings and 2,925 traffic citations for a total of 3,221 traffic related contacts. The following tables indicates workload per hour for just traffic enforcement. Work hours Approximate per year for Traffic Traffic unit(includes Contacts contacts per Sgt.) per year work hour 4,350 3,221 .75 As the table indicates the traffic unit makes nearly 1 traffic contact per hour even though they also respond to crash investigations and perform other duties. Though specific hours for traffic investigations and other duties are not tracked, we know from previous studies that when time from those investigations and other duties are subtracted, the traffic unit is likely making more than one traffic related contact per hour when dedicated to that activity. This is within a general target range for traffic enforcement. Recommendation 51 : Maintain current staffing. C. SUPPORT SERVICES DIVISION. This section of the report will focus on data and analysis associated with the workload of the Support Operations Division and subsequent staffing requirements. Investigations consists of Investigations, Records, Property and Evidence, Crime Analysis, and School Resource Officers. Support Services is led by a Commander who is supported by a Crime Analyst, an Administrative Specialist, two Sergeants and a Records Supervisor. Matrix Consulting Group Page 99 Final Report of the Performance Audit Assessment TIGARD, OREGON 1. Investigative Analysis The evaluation of staffing levels in investigations requires a different approach because, unlike field services, qualitative determinants of workload and work practices are more important. Patrol services have the benefit of several quantitative measures, such as calls for service, response time and proactive time, to assist in the evaluation of staffing requirements. Investigative services, given the nature of this work, have fewer such reliable measures. Investigative staffing requirements need to be examined from a variety of perspectives in order to obtain an overall portrait of staffing issues, case handling issues and operational philosophies. Investigative workload can employ a series of indicators to determine the extent to which core investigative staffing is adequate and general workload is appropriate. Performance against these metrics can ultimately influence staffing requirements for detectives. The Matrix Consulting Group has devised an approach where staffing is based on how investigative resources are used and how the caseloads are managed now and could be managed in the future. The approach used is unique for each law enforcement agency under study. 2. Detective Staffing The Tigard Police Department Investigations consists of two distinct units: Criminal investigations Unit (CIU) and the Commercial Crimes Unit (CCU). CIU investigates all serious crime follow up with a focus on person crimes while CCU focuses on property related crimes (Organized Retail Theft). CIU is staffed with 1 sergeant and 5 Detectives (3 full time and 2 on rotation) and CCU is staffed with 1 sergeant and 4 detectives (1 is assigned full time to the DEA). 3. CIU Caseload Information The project team was provided partial year's stats since the department has transitioned to a new RMS system and older caseload information was not available. The project team reviewed partial year caseload and compared it to the 2017 caseload (last full year available). CIU reported average of 6 new cases assigned per month for the first three months of 2019. This is equals just over one new case per investigator per month. The table below shows the case load for 2017: Matrix Consulting Group Page 100 Final Report of the Performance Audit Assessment TIGARD, OREGON 2017 CIU Caseload Average number per Average per Number of Total cases detective Detective detectives for the year per year Month 5 140 28 2.3 As the table above indicates CIU detectives averaged 2.3 new cases per month. 4. CCU Caseload Information The project team was provided partial year's stats since the department has transitioned to a new RMS system and older caseload information was not available. The project team reviewed partial year caseload and compared it to the 2017 caseload (last full year available). CCU reported average of 4 new cases assigned per month for the first three months of 2019. This is equals just over one new case per investigator per month. The table below shows the case load for 2017: 2017 CCU Caseload Average number per Average per Number of Total cases detective Detective det tives for the year per year Month 3 99 33 2.75 As the table above indicates CCU detectives averaged 2.75 new cases per month. 5. Analysis of Investigative Staffing When reviewing caseloads for police departments the project team uses benchmarks from other departments and available research as summarized below. These benchmarks include investigative tasks such as writing search warrants, conducting interviews, submitting evidence to the property room or lab, conducting surveillance, writing reports and other common investigative tasks. Investigations are complex and require resources and time to complete. Matrix Consulting Group Page 101 Final Report of the Performance Audit Assessment TIGARD, OREGON Comparative Measures Detective Workload Expectations Active cases assigned to "generalists" 12 to 15 active cases per month based on a survey of Detectives. dozens of law enforcement agencies performed by the Matrix Consulting Group over many years. Recent research by our firm suggests this range has been reduced to 8-12 cases as the complexity of evidence collection and testing has increased the overall time required to investigate a case. As shown by the data above, average caseloads that could be assigned to a detective would be within the recommended caseload for a generalist investigator. In reviewing the caseloads for CIU and CCU the project team found the investigative caseloads were well below workload expectations. In 2017 there were a total of 2,620 Part 1 person or property crimes reported, but detectives were only assigned 239 total cases or just 9% of cases were assigned. This appears to be a low level of case follow up. It is common for cases to receive little to no follow up based on the lack of workable leads or victim cooperation, however, this study did not review actual case files to determine why the low case issuance occurs. In order to increase detective caseloads, the department should review its case screening process to ensure all cases that have leads are assigned. If all workable cases are currently assigned there are more detectives than needed. Recommendation 52: Review case screening process. Recommendation 53: If all workable cases are currently assigned, the department should eliminate two detective positions. 6. ANALYSIS OF PROPERTY AND EVIDENCE. Property and Evidence consists of personnel. The unit is overseen by the Records Supervisor. The property room reported the following work metrics for 2018: Activity Number Property In 6,358 Items Destroyed 3,745 Returned to Owner 721 Items Incinerated 764 Auctioned 456 Purged 4,998 Matrix Consulting Group Page 102 Final Report of the Performance Audit Assessment TIGARD, OREGON The property room is located within the police department with an additional storage area for larger items. Evidence is stored appropriately and to best practice. Some large items are stored in secondary storage, this is due to facilities issues and limited size of the property room(s). All items are documented, barcoded and entered into the property management software. The property room took in 6,358 items in 2018. This is an average of 530 items per month. At 10 minutes per item this represents approximately 1,060 hours of work per year just to process items taken in. It takes approximately 20 minutes per item to return, destroy or sell unneeded items. There were a total of 4,998 items purged, sold or returned to the owner in 2018. 7. Analysis of Property Room/Evidence Staffing When reviewing workloads for property /evidence, the project team uses benchmarks from other departments and the International Association For Property & Evidence Inc. (IAPE) standards and available research as summarized below. These benchmarks include tasks such as data entry, barcoding, storing in appropriate areas, releasing to officer/ owner/court, paperwork processing to destroy or sell. Not included in these workload measures are annual and quarterly audits, transfer and return of items to lab, answering phones or correspondence with other agencies. Property room and evidence management is complex and requires exact documentation and accountability for all items. Also, not included in the workload analysis is the need to have operational hours for staff and community member contact. The table shows the workload hours associated with property and evidence activities: Average time to Total time to Time to process one process in process in Activity Number item (Mins) minutes Hours Property In 6,358 10 63,580 1,059 Items Destroyed 3,745 20 - - Returned to Owner 721 20 - - Items Incinerated 764 20 - - Auctioned 456 20 - - Purged 4,998 20 99,960 1,666 Total Work hours for all Processes 2,725 There is minimum of 2,725 work hours associated with property room activities. With two personnel assigned to this function, the property and evidence unit is at or near capacity. Matrix Consulting Group Page 103 Final Report of the Performance Audit Assessment TIGARD, OREGON Recommendation 54: Maintain current staffing, but use the recommended benchmarks to re-evaluate staffing on an annual basis to determine when more property/evidence staff is needed. 8. Analysis of Records Records serves as the depository for all departmental records. Subsequently, records staff are responsible for the filing, storage, distribution, and disposal of departmental records and reports. Additional tasks include responding to public records requests and producing reports. Each police report must be checked for errors and when errors are found the report must be sent back to officers for corrections. The records unit is comprised of a Records Supervisor and five Records Specialists Records reported the following processing statistics for 2018: Avg. per Av• t s to Tot.I t - T• .It - eport Type Number processed month process' (mins/yr) hrs/yr Incidents 7,091 590 15 106,365 1,772 Arrests 1,408 117 20 28,160 469 Total 8,499 708 N/A 134,525 2,242 *Average processing times are estimates based on our interviews, observations or the work process and the result of our work with other clients. These estimates fluctuate on the software used or actual process. Actual processing time is typically not captured as a performance measure. The above data indicates it takes approximately 2,242 hours to process all incident reports and arrests. The unit also answered 10,828 phone calls in 2018. This is only a portion of the work performed by records as they process other documents, and customer walk-ins, process public records requests including video, but these performance metrics are not tracked. Not included in the above workload measures is that records is staffed 24 hours a day to serve patrol officers. Every report that is written by officers are first reviewed and approved by supervisors as mentioned above before they are forwarded to the records unit. Each report is then reviewed by records staff to make sure there are no NBIRS coding errors. Many of the reports must be sent back for corrections. The records unit is under tight time requirements to file cases where a suspect has been charged. Staff must process all felony cases with the DA's office. Matrix Consulting Group Page 104 Final Report of the Performance Audit Assessment TIGARD, OREGON The Tigard Police Department recently switched to a new RMS which has required training and time to learn the new system. The records unit is able to keep current on report processing. Recommendation 55: Maintain current staffing. 9. Analysis of Crime Analyst The Crime Analyst produces all statistical reports, assists with investigative cases and helps put case folders together. The Crime Analysts produces daily, weekly and monthly reports and responds to statistical requests for information. The analyst also uses investigative databases in support of detectives. Day to day performance measures are not tracked for this function, however, through the course of project team interviews it was learned that at times the analysts has more requests for assistance and support than they are able to accomplish which requires prioritization of tasks. The Tigard police department is using data driven decision making to utilize limited resources in the most efficient manner possible. Additionally, the department spends significant effort to track data in order to address crime and livability issues. To accomplish these goals takes a well-trained analyst and time to organize and analyses data. It also requires the development of reports so that the information can be shared. There is only one analyst to perform these additional tasks in support of the department, in addition to the tasks assigned to support detectives. Recommendation 56: Add an additional analyst in the next 1 to 3 years. 10. Analysis of the Police Services Administrative Specialist The Police Services Administrative Specialists- maintains records and performs assigned tasks. There are no performance metrics for this position, however, the position has numerous daily and weekly tasks. In addition, the position supports the division by providing a constant point of contact for the division. Recommendation 57: Maintain current staffing. Matrix Consulting Group Page 105 Final Report of the Performance Audit Assessment TIGARD, OREGON 11. Analysis of School Resource Officers (SRO) The School Resource Unit consists of 2 SROs. The unit responds to calls for service at local schools, conducts meetings, teaches classes and assists with providing school security. Members of the unit work with staff, students and parents with the goal of assisting to provide a safe learning environment. SROs also attend after school events for safety and security. There are no performance metrics for the SRO unit, though it is typical to have one SRO assigned to high schools with a student population over 1 ,000 and 2 for schools with a population over 2,000. The Tigard High School has an approximate student population of 1,954. There are two public middle schools also located within the City of Tigard with student populations of approximately 805 and 1,061. The Tigard Police Department had four SROs, but two of the positions were eliminated due to staffing reductions. There is a need to fill one of the positions to maintain proper staffing based on typical call loads for large suburban high schools and middle schools. Recommendation 58: Maintain current staffing; but add one additional SRO in the next 1 to 3 years. Matrix Consulting Group Page 106 Final Report of the Performance Audit Assessment TIGARD, OREGON 8 Public Works The following chapter explores the engineering, administrative, and parks maintenance divisions of the Tigard Public Works Department. The following sections provide analysis and recommendations regarding issues which the Department faces on its way to best meeting the needs of the community, including technology utilization, workload tracking and performance measures, and capital project planning, While this chapter focuses on changes that the Department can make to improve the way it operates, the following points should be noted as particular strengths of the department in the functions reviewed as part of this study. • The department has five detailed system master plans, one for each of the major infrastructure systems in Tigard. These plans project the anticipated future capacity needed in each system, outline the City's planned investment in each system, and provide a basis for capital planning. • The department takes a strategic approach to parks maintenance. Even without an asset management system, the Parks Maintenance Division has a detailed report on parks including the type and classification of each park and its acreage. Maintenance standards and frequencies are established for each classification of park. The Division also uses a master spreadsheet tool to project the hours needed for routine and preventive maintenance tasks at each park, by month. • The department has a strong capital planning approach: The CIP extends six years, and it is developed based on existing system master plans, as well as a quantitative scoring system from staff and citizen advisory committees. Goals, priorities, and expected impacts are established for each of the systems included in the CIP. The following sections address changes to technology, organizational structure, and operational practices which the Department should make in order to become more efficient, responsive, and data driven. Matrix Consulting Group Page 107 Final Report of the Performance Audit Assessment TIGARD, OREGON (1) The Department Should Adopt a Routine Cycle of Performance Measurement and Reporting. The City's FY 2018-19 budget contains three performance measures on pg. 127-128 for the Department of Public Works. These are shown here: Achieve ongoing required level of service for infrastructure while accommodating growth of those various systems. Ensure city infrastructure is resilient against natural disaster, security breaches and degradation due to aging. Ensure Tigard's streets are in fairly good condition. The city's annual Pavement Condition Index (PCI) meets or exceeds an overall value of 67.0 for the streets system. The PCI measure is an excellent example of a useful metric which can be used to determine levels of service and make decisions about resource allocation. The other two measures lack a level of detail or relevance that is sufficient to drive decision-making based on strategic goals. The importance and benefits of performance measurement is addressed elsewhere in this report. It is worth reiterating, however, the steps which the Department should take in order to institute a consistent performance measurement cycle. 1. Determine the level of service that the Department is committed to providing in each of its divisions and functional areas. 2. Select metrics that specifically measure the Department's success in meeting established levels of service. 3. Establish target benchmarks against which the Department's performance can be measured, and which can serve to inform decision-makers of whether performance levels are acceptable or not. The chapter of this report focusing specifically on performance measures endeavors to complete Steps 1 and 2 of this process by identifying metrics which distill the core elements—or at least accurate indicators—of departmental performance into quantifiable data. Specific performance measure recommendations for the Public Works Department can be found in that chapter. In the Public Works Department, the ability to collect and report on some of the data needed for performance measurement will depend on implementation of new technology Matrix Consulting Group Page 108 Final Report of the Performance Audit Assessment TIGARD, OREGON systems or upgrades to existing systems. For example, the development engineering group should measure plan review volume and turnaround times, but this will require the ability to generate workload reports from Accela, the permitting software used by the Community Development Department. Similarly, other software capabilities will be necessary to produce useful performance metric reports for other divisions of the Public Works Department.Those needs are discussed in dedicated sections later in this chapter. As the Department begins to implement a performance measurement cycle, the selected performance measures and their results should be published annually in the budget in clear language for the public to understand. This should include a brief definition of the metric and the established benchmark, an explanation of why it is important or how it indicates the effectiveness of Department operations, and finally the result of that measure for the most recent year. Recommendation 59: The Department should establish a routine cycle of measurement, review, and action based on their selected performance metrics. Recommendation 60: Performance measures and their results should be published each year in the annual budget. (2) The Department Should Implement an Asset Management System Which Will Enable Efficient, Transparent, and Data-Driven Asset Management. Highly effective public works departments take a holistic, lifecycle-centered approach to the maintenance, repair, and capital replacement of the infrastructure and assets for which they are responsible. At its core, this approach involves the use of three components: • A complete asset inventory, which includes all of the City's infrastructure. Each catch basin, sign, mile of pavement, bridge, city-owned tree, etc. should be given an asset number and entered into a database. • A lifecycle costing system, which projects the estimated lifecycle of each asset, the cost to replace it, and the typical maintenance costs involved in upkeep. Lifecycle costing is used to help develop capital and operating budgets for public works. • A work order system which is integrated with the asset inventory and allows preventive maintenance tasks, proactive repairs, and citizen requests to be translated into work orders, assigned to the appropriate asset, and recorded in Matrix Consulting Group Page 109 Final Report of the Performance Audit Assessment TIGARD, OREGON order to gather information about the labor, vehicle usage, and costs associated with maintaining each asset. Asset management allows an organization to optimize efficiency and effectiveness by budgeting accurately for the likely cost of maintenance and repairs, staffing appropriately for the projected workload, and using a preventive maintenance program to ensure assets do not deteriorate to an unacceptable level. The primary tool for asset management is a computerized maintenance management system (CMMS) or dedicated asset management software with an integrated work order system. Tigard currently uses MaintStar as its CMMS and work order system. This software has a number of shortcomings for the Department's needs. • It integrates poorly with the City's GIS system. The Department is not able to tie individual assets within the system or work orders to geographical locations in GeoCortex map layers. • It integrates poorly with the City's financial management system, Springbrook. This eliminates the possibility of effectively tracking costs associated with work orders. • It does not easily produce reports on workload or efficiency, so while work orders can be tracked and completed, data on past work orders cannot be efficiently obtained. This eliminates the possibility of using the system for performance measurement or decision-making about resource allocation. • It does not have mobile capabilities, which means that staff are not able to receive, view, and update work orders in real time as they work in the field. As a result of these issues, MaintStar does not provide the City with the platform necessary to geographically locate assets and work orders, pull useful data for performance measurement and resource planning, or adopt a data-driven, lifecycle cost approach to asset management. The Department has recognized these needs and intends to replace this software with a new system in the coming year. The following table provides a listing of useful features and capabilities that the Department should seek to obtain in its new system. Matrix Consulting Group Page 110 Final Report of the Performance Audit Assessment TIGARD, OREGON Essential Function Description/Explanation Asset Management The software should allow the City to upload a complete and classify a completed listing of infrastructure assets.This would include each block or segment of road,drainage structure,traffic light,sign,catch basin,turf field, and drinking fountain. It should allow each asset to be classified by its category and type and assigned to an"owner"department and/or division. Lifecycle Costing The software should allow each asset to be assigned a construction or full replacement cost, as well as an anticipated lifecycle and depreciation schedule.This information is vital for capital budgeting. GIS Integration The software should be compatible with the City's GIS system, which means that each stationary infrastructure asset can be assigned a specific location in one of the public works GIS layers. The City's software should allow this capability so that the geographical location of any asset or work order can be quickly searched, and GIS layers can display information about, and link to, the assets populating them. Work Order Management The software should be able to manage a work order system which provides the basis for a Department-wide preventive maintenance program, detailed reporting, and staffing allocations. Work orders should be comprehensive enough to project labor needs based on historical workload volume. Public Portal The software should provide one of the following two functionalities: It should a) offer a public portal feature which integrates with the software's work order system, or b) be compatible with the City's existing service request portal and be able to convert these requests into work orders. In either scenario, the system should allow citizen requesters to log in and view(and receive updates on)the status of their request as it is scheduled, updated, and completed. Field Access The software should include access to a mobile application which can be used by staff in the field to look up work orders, identify their geographic location, read prior status updates for them, record labor hours and vehicle/equipment use against work orders,and update work orders'status or mark them complete. Staff in the field should be able to access this application on mobile devices to update the system in real time. Reporting The software should be able to produce detailed reports from the work order system, as well as the program's asset management module. Examples of reports may include a)the total depreciation of sidewalks over a selected time period, b) the total maintenance and replacement cost of signs in FY 2017,c)the total labor hours spent on non-routine maintenance of drainage culverts over the past 18 months, e) the total number of work orders requested for the pavement of a particular block or road segment. A software system with these capabilities will allow the Department to become more strategic, transparent, and efficient in the way it manages its workload, maintains the City's infrastructure and public assets, and measures performance. Recommendation 61: The City should ensure that the selected asset management system replacing the existing work order system has the capabilities necessary to Matrix Consulting Group Page 111 Final Report of the Performance Audit Assessment TIGARD, OREGON foster an efficient, transparent, and data-centric approach to infrastructure maintenance and workload management. (3) The Department Should Seek to Maximize the Use of Work Orders In Its Asset Management System. One of the primary components in a functional asset management program is a work order system which is integrated with the asset inventory. The Department's current system allows work orders to be assigned to a parks or infrastructure asset, which is an important feature, but it also has several crucial shortcomings as outlined earlier in this chapter. When a new asset management and work order system is implemented, the Department should focus on capturing as much of their staff's activities as possible. Citizen-requested service requests, preventive maintenance work, and regularly scheduled tasks such as mowing should all be tracked using work orders in the system. Each work order should capture the source (preventive maintenance, citizen request, etc.), the type of work, the corresponding asset, and the dates received, scheduled, and completed. When work is completed, the labor and vehicle time used to execute the work order should be recorded. For example, a work order composed of completing a scheduled day of mowing fields would consist of 7-8 hours of staff time. A work order for pothole repairs would include the time spent by each laborer, as well as any time for the hot mix trailer or other equipment used. With intensive data collection in the work order system, the Department will be able to begin reporting on data such as the timeliness of completing work orders of different priority levels, hours of staff time spent working on different assets, and the percent of proactive vs. reactive activity. These are important metrics for measuring performance, identifying infrastructure which may need replacement, and assessing Department workload. Recommendation 62: The Department should track all field work — proactive and reactive — using work orders within the asset management system. Matrix Consulting Group Page 112 Final Report of the Performance Audit Assessment TIGARD, OREGON (4) Parks Staffing Should Be Based on Labor Projections from a Preventive and Routine Maintenance Calendar. To determine the number of staff needed, the Parks Maintenance Division uses a "master spreadsheet" which shows all of the parks and acreage within the City of Tigard. The spreadsheet shows the number of hours per month required for each park element, and it totals the number of hours needed across all parks to produce a month-by-month labor needs assessment. The Division's use of this master spreadsheet to project labor needs is a good practice and forms the basis of a preventive maintenance calendar. With the establishment of a work order system that enables reporting on past workload and scheduling of maintenance tasks, the content of the master spreadsheet should be imported into the asset management system. With this, the Division will have the information resources needed to adopt a more long-range staff planning approach. 1. The Division should estimate the labor required for the preventive and routine maintenance and upkeep tasks on its calendar in order to project the number of days needed for that work and the dates when it should occur. The existence of the parks master spreadsheet will make this exercise fairly straightforward. 2. To this baseline schedule, the Division should add additional time for responding to citizen requests or management directives, based on historical workload volume for the season in question. It will only be possible to anticipate reactive workload volume (part 2) when a year's worth of work order data is available, so initially the only scheduled work may be preventive maintenance. The Division should use the resulting labor requirements from this exercise to determine the number of full-time and seasonal staff required to accomplish the preventive and routine maintenance calendar. The routine maintenance calendar should form the basis of the Division's staffing plan, with reactive workload volume factored in as the data collected makes that workload more apparent. Recommendation 63: The Department should develop a preventive and routine maintenance calendar for the Parks Maintenance Division in the asset management system and use this tool as the basis for calculating staffing needs. Matrix Consulting Group Page 113 Final Report of the Performance Audit Assessment TIGARD, OREGON (5) The Department Should Seek to Implement a Fully Functional Capital Project Management System. One of the most important functions of the Public Works Department is the oversight of capital project construction. The management of construction projects involves a significant amount of documentation and paperwork, including bid documents, contracts, plans, permits, specifications, invoicing, accounting, and grant management. To streamline this work, many municipalities utilize dedicated project management software. In Tigard, the City's organization-wide financial management system, Springbrook, is used for capital project management. This system is not suited for project management, and leaves the Department looking for workarounds in a number of areas: • The system does not allow changes to project budgets to be made easily and cannot allocate revenues associated with a specific project (such as grant funding) to that project. • The software is not able to track funding encumbrances beyond one fiscal year, which presents significant difficulty because most construction contracts extend beyond one year. • The system has a timekeeping module in which staff enter their time, but hours cannot be allocated to specific projects in the system. This prevents it from being effective as a project cost accounting tool. In order to manage the necessary functions involved in project management without the help of an effective software system, the Department's staff use a myriad of excel sheets as workaround solutions. The image below shows an in-progress project report generated by engineering staff using Excel in order to accurately account for project revenues and expenditures. Matrix Consulting Group Page 114 Final Report of the Performance Audit Assessment TIGARD, OREGON 95047 Huntiker Industrial Core/Wall Street Total Project Cost: 4,713,000 Remaining Total Project 2018 Actual 2018 Revised Estimated Actuals Budget through Adopted Supplemental 2018 Actuals 2018 (Estimated- 2018 Budget or Other Budget 2018 as re 2/17/19 Actual) EXPENSES Internal Expenses Construction Inspection 18,664 18.664 (18,664) Project Management 272,464 60.000 60,000 75.000 75.880 (880) Total Internal 291,128 60,000 - 60,000 75,000 94,544 (19.544) External Expenses Land/Right of Way Acquisition 373,961 - 400,000 373,961 26,039 Design and Engineering 647,314 550000 550,000 445,000 331,681 113,319 Construction 1,021,965 2.300 000 2,300,000 1,900,000 1,021,965 878,035 Contingency - 514,000 514,000 537,098 537,098 Total External 2,043,240 3.364,000 - 3,364,000 3,282,098 1,727,607 1554,491 Total Project Expense 2,334,368 3,424,000 - 3,424,000 3,357,098 1,822,151 1,534,947 REVENUES Revenue Funding Source 200-Gas Tax Fund 92,554 Total Revenue Funding 92,554 - - - - - - Other Revenue Source Other-Developer Contrib. 722,685 1,378,000 1,378,000 1,378,000 676,551 701,449 Other-Federal EDA Grant 722,684 1,860,000 1,860,000 1,770,000 676,551 1,093,449 Other-State Earmark 651,520 186,000 186,000 186,000 398,411 (212,411) Total Revenue Funding 2,096,889 3,424,000 - 3,424,000 3,334,000 1,751,513 1,582,487 Total Revenues 2,189,443 3,424,000 - 3,424,000 3,334,000 1.751,513 1,582,487 Likewise, the image below shows allocations of engineering time developed by staff using excel due to Springbrook's difficulty with this function. Matrix Consulting Group Page 115 Final Report of the Performance Audit Assessment TIGARD, OREGON ENGINEERING DIVISION TIME BY HOUR(CUMULATIVE 6/24/18 TO 3/30/19) FOUR ADMIN POSITIONS 100%OVERHEAD ALL ENGINEERING STAFF INCLUDING FOUR ADMIN •CIP .CIP 1 •Sys.Infrastructure •Sys.Infrastructure © ■Private Development •Private Development 1, •Light Rad •light Rail ■Engineering Standards ® •EninStandards V 2% gineerg •Overhead 1% 30% •Overhead 2% 1% •Out of Office •Out of Office ENGINEERING DIVISION TIME BY HOUR(LATEST PAY PERIOD ENDING 3/30/19) FOUR ADMIN POSITIONS 100%OVERHEAD ALL ENGINEERING STAFF INCLUDING FOUR ADMIN •CIP ■CIP • :Sys.Infrastructure •Sys.Infrastructure Private Development ■Private Development •Lighl Rail .light Rail •Engineering Standards ® •Engineering Standards 30to •Overhead 1%/ ■Overhead i 1% •Out of Office •Out of Office Producing updates on project budget and status, and accounting for staff time spent on projects, should be straightforward tasks for a strong capital project management software. While the Department currently has no option but Springbrook, the system is nearing the end of its useful life and is slated for replacement in the next two to three years. When this occurs, the Department should work with the Finance Department to ensure that the selected system has the ability to facilitate capital project management. If this cannot be arranged, the Department should implement its own project management software in order to eliminate the need for multiple workaround tools and improve the efficiency of project management staff. Recommendation 64: The City should ensure that the system which replaces Springbrook has a robust project management module or invest in a separate software specifically designed for capital project management. Matrix Consulting Group Page 116 Final Report of the Performance Audit Assessment TIGARD, OREGON (6) The Department Should Adjust Its Approach to Making System Master Plan Updates. The Public Works Department maintains a series of system master plans for the five major infrastructure systems in Tigard. These are the water, wastewater, stormwater, streets, and parks systems. These master plans outline the Department's planned investment in each system over a ten-year period; they are used as part of the capital planning process and provide technical background for planned or considered projects, ensuring that each system is able to meet the needs of the community. These plans take the place of a Department strategic plan, which would be a 5+ year document outlining the vision and mission of the department and the steps planned toward realizing them. The system master plans are able replacements, and have the ability to focus in more detail on the specific nature of each infrastructure system; this is a benefit since streets, parks, and utilities each have different public perceptions, capacity needs, funding mechanisms, stakeholder groups, etc. The master planning system can be improved in two ways: 1. Currently, the system master plans are updated every 10 years. The Department should shift to a staggered 6-year update cycle instead. This will provide more continuity between master plan updates, prevent the plans from becoming outdated, and allow the Department to focus on one master plan update per year. 2. The system master plans should include some discussion about the purpose of the infrastructure system and how the master plan supports the vision and goals of the Department and the City of Tigard. While these documents will remain primarily technical, the addition of some strategic context will help these documents become more relevant to the City as a whole and more accessible to the public. Recommendation 65: The Department should seek to update each system master plan once per six years on a rotating basis. Recommendation 66: The Department should include some strategic discussion in the master plans of the systems' purpose for the community and how the plan supports the goals of the Department and the City. Matrix Consulting Group Page 117 Final Report of the Performance Audit Assessment TIGARD, OREGON (7) The Department Should Provide Additional Engineering Help in the Development Engineering Group. The development engineering group is led by a Principal Engineer who oversees 4 Senior Engineering Technicians and one Engineering Tech II. All six of these staff conduct design review of plans submitted with permit applications, but only one of them — the Principal Engineer — is a professional engineer. Without the credentials or experience that come with P.E. certification, Engineering Technicians are limited in the types of determinations they can make, and they cannot develop conditions of approval. These technical engineering responsibilities fall exclusively to the Principal Engineer. When the Principal Engineer is unavailable - on vacation or other types of leave, the responsibility for leading the more complex engineering functions of the group falls to the Assistant City Engineer, who oversees the Principal Engineer. To better support the development engineering function, the Department should ensure that a backup protocol is in place to address the need for P.E. oversight and involvement in instances when the Principal Engineer is not available or when workload requiring the attention of that position exceeds capacity. This should include the use of other P.E.'s in the Engineering division as necessary in order to avoid potential bottlenecks. Recommendation 67: The Department should provide development review backup for the Principal Engineer, including the use of other P.E.'s in the Engineering Division. (8) The Seasonal Influx of Parks Maintenance Staff is Excessive for the Existing Organizational Structure. The Parks Maintenance Division uses many seasonal staff during the spring, summer, and fall months. These staff all report to the Parks Supervisor during their time with the City. The organizational chart below depicts this structure. Matrix Consulting Group Page 118 Final Report of the Performance Audit Assessment TIGARD, OREGON Division Manager (1) I I I I Environmental Recreation Parks Prog Coordinator (1) Supervisor (1) Streets Recreation — Staff r.Utility Worke Utility W (4,2 Vacant)orker II Seasonal Staff (10+) An appropriate span of control for the Parks Supervisor would be no more than 8-10 staff. During the winter months, the Division's staffing falls well under that threshold. When seasonal staff arrive, however, the Parks Supervisor is often tasked with directly overseeing 18 or more staff. This span is excessive and prevents the supervisor from giving sufficient attention and oversight to staff. To address this, the Department should structure the seasonal workforce so that many of the workers report to another employee other than the Parks Supervisor. This may be an Assistant Supervisor position which replaces one of the Senior Utilities Worker positions, or one of the Senior Utilities Workers acting as a supervisor during the seasonal months. The following chart shows how this revised structure would look. Matrix Consulting Group Page 119 Final Report of the Performance Audit Assessment TIGARD, OREGON Division Manager (1) I I I I I Environmental Recreation Parks Prog Coordinator Supervisor Streets (1) (1) Recreation Staff Sr.Utility)Worke UtilityWorker II (2.5) (1Vacant)W Seasonal Staff Assistant (4+) — Supervisor (1) LSeasonal Staff (6+) Adding this level of stratification will reduce the management burden on the Parks Supervisor and allow more effective oversight of seasonal staff. Recommendation 68: The Department should adjust the organizational structure to narrow the Parks Supervisor's span of control and allow more effective oversight of seasonal staff. (9) The City Engineer's Span of Control Should Be Narrowed. The City Engineer's position requires management of many staff in disparate roles. The position is responsible for managing the development and coordination of Tigard's CIP, overseeing the funding, design, and construction of capital projects, coordinating grants for the construction of capital projects, working around the functional shortcomings of the Department's available software, and supervising the Assistant City Engineer. As the following chart shows, this involves management of 8 employees in varying functions. Matrix Consulting Group Page 120 Final Report of the Performance Audit Assessment TIGARD, OREGON City Engineer 1 I I I I I Capital Management Admin. Assistant City Improvement Analyst Specialist II EnVer Program (1) (1) (1) I I I I I Senior Project Senior Project Project Senior Project Project Project Manager j En$Ineer Engineer Coordinator Engineer Coordinator 1) (1) (2) (1) (1) (1) I I I Project Intern Principal Engineering Coordinator (1) Engineer Tech Development Engineeringroup G For positions with high-stakes responsibilities such as delivering an $18,000,000 capital improvement plan, and those charged with supervising a wide range of responsibilities, a narrower span of control with no more than 6-7 staff is appropriate. The Department plans to work with another consultant to specifically assist them with an analysis of their department structure. In this effort, the Engineering Division will be evaluated with one intended outcome being a reduction in the span of control for the City Engineer. Recommendation 69: The Department should adjust the organizational structure to narrow the City Engineer's span of control and provide oversight assistance to project management staff. Matrix Consulting Group Page 121 Final Report of the Performance Audit Assessment TIGARD, OREGON 9 Performance Measures The City of Tigard is preparing for the implementation of a more data-informed decision- making framework, as discussed in the chapter on City Management. By collecting, analyzing and utilizing data regarding service provision, the City can improve decision- making and education of the public regarding City performance. This will work well with the current Mayor and Council's goal of ensuring "sound, transparent decision-making". Ideally, the City will identify a small number of critical performance metrics for each department with the City's performance in meeting these measures widely reported — both to the City Council and the public — and published in a dashboard approach on the City's website. Where ever practical, the City should attempt to identify performance metrics that report on outcomes achieved from the services provided and which are linked to the overall adopted strategic goals of the City as adopted by the City Council in the City's strategic plan. The following sections provide sample recommended performance measures for each operational area of the City's organization. It is important to note that in many cases, the City does not currently have data available necessary to report on preferred measures and staff will need to start capturing this data before the measures can be reported on. It is likely to take several years to fully implement a robust performance measurement program and embed into the organizational culture a data-informed approach to management and policy decisions. Notwithstanding this data limitation, there are many measures that can be implemented immediately, or as interim measures, until the data becomes available to implement the desired measures. An effective and robust performance measurement program is designed to meet many organizational needs. Some common aspects include: • Serving as a tool to assist in the evaluation of the quality and effectiveness of operations. It is accomplished by collecting, analyzing, and reporting performance- related data. • Measures can be based on inputs (resources used), outputs (activities performed), efficiency measures (ratio between inputs and outputs), or outcomes (results achieved). Efficiency and outcome measures are often the most difficult to effectively measure or quantify but provide more useful data than simple input/ output counts. Matrix Consulting Group Page 122 Final Report of the Performance Audit Assessment TIGARD, OREGON • Government accountability is often a driving factor in local government use of performance measurement. Effective use of performance measures can enhance transparency and public trust. • Measures should ideally be aligned with adopted strategic goals. Is progress being made toward the highest-level goals? What has the greatest effect on the people served? • The performance measure should be easily understood by the general public. Overly complicated or obscure measures, even if providing great data on performance, will not be effective if the public cannot understand what it is showing? Some measures are more important for use by managers to make decisions, but aren't appropriate for public reporting. • A department may monitor more performance measures than those reported as part of the City's dashboard. Public facing measures should be ones that inform on overall service outcomes, when possible, and that provide insight to the public and policy makers regarding City performance. Additional measures may be utilized internally, only by the City Manager and Department Heads, as indicators of staff or process efficiency and/or effectiveness. Ideally, the performance measures would be provided on the City's website with frequent updating (to maintain relevancy) at least quarterly or monthly. The following sections provide recommended measures for each operational department. 1. CITY MANAGEMENT Data Suggested Measure Intent Requirements Benchmark City Manager's Office of respondents Indicator or public perception of Requires annual 80% feeling City is well- overall city operations. survey to be managed conducted to provide data. Annual work plans Ensures annual workplan n/a 100%of developed for each developed by each department to departments. department with guide work efforts. A quarterly quarterly review review should be conducted by the conducted. City Manager with one semi-annual update to Council. Human Resources Annual turnover rating Measures staff turn-over. Over Data currently exists <10% time, this could be established as to measure this. annually two separate measures: (1) involuntary; and (2) voluntary. Matrix Consulting Group Page 123 Final Report of the Performance Audit Assessment TIGARD, OREGON Data Suggested Measure Intent Requirements Benchmark of recruitments To maintain fast moving Data is/or can easily <45 days for completed within recruitment processes to attract be captured in entry level established targets and acquire best quality NeoGov. positions; candidates. <60 days for professional positions; <90 days for executive positions. %of recruitments with Data currently >95%of qualified applicants available to measure. positions from underrepresented filled. groups. %of employees still Measure of effectiveness of the Data is currently >95% employed 1 year after recruitment process to represent available to measure hire. both qualified candidates and this though not those that fit the organizational complied. culture. %of Staff rating Measure to evaluate quality of the Surveys will need to >90% training courses as training provided to employees. be conducted after providing valuable each training session. content. Workers' Measure of effectiveness of Date currently <1 Compensation workers'compensation program. available. Modification Factor Industry standard is 1 —any factor below one represents city program is more cost effective than industry standard. 2. CENTRAL SERVICES Measure Intent Date Suggested Requirements Benchmark Design &Communications Percent of social media The City's goals include diversity, The City will collect Z 3% followers who identify equity, and inclusion. This metric data from Facebook, their primary language shows if the City is connecting to a Twitter, and Instagram as other than English. more diverse population group with on how many of the its social media outreach efforts. followers on those platforms identify their primary language as other than English. Matrix Consulting Group Page 124 Final Report of the Performance Audit Assessment TIGARD, OREGON Measure Intent Date Suggested Requirements Benchmark Communication's This is an output measure related The City will need to a 98%are published written to effective communication of record any errors error free material written material provided or discovered post- reviewed by Central Service's publication. communication's team. Error free messages are highly important. Social Media w/tracking This is an efficiency measure.The Data of"likes"or a 5%annual ability (Facebook, etc.) goal is to encourage staff to be people following the increase shows an increase in innovative in ensuring a specific city's posts will need from the people liking or growth measures are achieved with to be obtained from prior year otherwise following the the outcome measure of each social media site city's posts. transparency. utilized by the City. Number of articles The City is in the process of The City will record a 12 published about the updating its Strategic Plan. Getting the number of publications City's Strategic Plan. information to the public about publications it puts out annually those updates and about the regarding its Strategic overall Plan is important. Plan Percentage of design This is an efficiency measure Before starting a >_80%of projects completed by designed to assist with the design project, design projects are the agreed upon evaluation of project staff staff will communicate completed deadline. efficiency. with the requestor of by the the work and come up agreed upon with an agreed upon deadline. deadline. Municipal Court Defendants The outcome is theoretical in that The City will continue a 85% successfully comply you are"connecting"with offenders to compare the with court orders prior in a way that is successful enough number of compliance to a suspension being to get them to comply with court matters compared issued. orders. with those that require additional court action. Case clearance rate Clearance rates measures a court's Total incoming cases a 97% ability to dispose of incoming and total cleared cases. The goal is to dispose of as cases must be many cases as are received, or as recorded. close to this amount as is reasonable. This is a measure of court operations efficiency and could indicate staffing deficiencies. Case load aging The goal is to clear cases in a The date when a case a 60%of timely manner. enters the court and cases are the date when the cleared case is resolved within 90 (excluding cases that days. go to warrant) are recorded. Matrix Consulting Group Page 125 Final Report of the Performance Audit Assessment l IGARD, OREGON Measure Intent Date Suggested Requirements Benchmark Property Management Workorder completed Measures whether staff are being Work order data is a 80%or as scheduled. scheduled effectively. maintained that shows greater start scheduled versus when actual start date scheduled. The number of re-work When maintenance staff do a job Work order data is s 5%of total workorders required but have to come back to do it maintained that shows work orders again because something was not whether the work is is"re-work" completed correctly or as "re-work". expected, that can be a measure of the quality of work they are providing their customers. The percentage of Measures whether the City is Total work orders s 10%of outsourced excessively contracting out repairs. completed with city work is maintenance work to This could be an indication of staff compared with outsourced in-house work on a maintenance issues that need to total work orders project basis be addressed or a matter of having outsourced to a staff trained/certified to perform vendor. repairs in-house. Fleet Maintenance The number of This measures the efficiency of the Total work orders with a 95%of preventative City's fleet preventive maintenance preventive preventive maintenance tasks program. maintenance work maintenance performed on schedule showing a scheduled tasks are start date are performed compared with the on schedule actual start date. Fleet workorder"re- This is an indication of service Total work orders are <_5%of total work" rate quality. compared to the work orders number of re-work are re-work workorders. orders 2. COMMUNITY DEVELOPMENT Measure Intent Data Suggested Requirements Benchmark Building Percent of residential Measures the Department's Accela can produce 95% building plan reviews efficiency in quickly routing and these reports, but the completed within 15 reviewing residential plans in order Department currently business days to provide timely customer service. needs consultant help to generate them. Matrix Consulting Group Page 126 Final Report of the Performance Audit Assessment TIGARD, OREGON Measure Intent Data Suggested Requirements Benchmark Percent of commercial Measures the Department's Accela can produce 95% building plan reviews efficiency in quickly routing and these reports, but the completed within 20 reviewing commercial plans in order Department currently business days to provide timely customer service. needs consultant help to generate them. Percent of submittals Measures the City's rate of Tracking this measure 50% received electronically utilization for more efficient and will require full technology-driven methods, as well implementation of as the Department's effectiveness electronic document in publicizing their availability. review, including digital plans submittals. Land Use8 Percent of Type I Measures the Department's Accela can produce 90% applications closed efficiency in quickly reviewing these reports, but the within 30 days straightforward land use Department currently applications and bringing them to a needs consultant help resolution in a timely manner. to generate them. Project tracking spreadsheets are being used in the interim. Percent of Type II and Measures the Department's Accela can produce 90% III applications closed efficiency in reviewing more these reports, but the within 90 days (date of complex land use applications and Department currently complete application bringing them to a resolution before needs consultant help received to date of the State-mandated deadline. to generate them. decision, excluding Project tracking appeals) spreadsheets are being used in the interim. Inspections and Code Compliance Percent of inspections Measures the Department's This measure can be 98% completed within 1 efficiency in providing timely reported upon already business day of request customer service and ensuring that using Accela. building and code compliance inspections occur without delay. Average number of Measures the Department's This measure can 15 address stops per workload per inspector and ability to already be reported inspector workday spread inspections effectively upon with Accela; among inspectors. inspections data was provided to the project team. e Land use application cycle times are largely governed by State laws which dictate when an application may be deemed incomplete and when it must be acted upon once submitted. Matrix Consulting Group Page 127 Final Report of the Performance Audit Assessment TIGARD, OREGON Measure Intent Data Suggested Requirements Benchmark General Percent of"satisfied" Measures the Department's overall This measure requires 80% and "very satisfied" ability to meet customer implementation of a responses to customer expectations customer survey tool. survey 3. FINANCE Measure Intent Data Suggested Requirements Benchmark Finance Administration Credit rating The City is fiscally responsible and Earned credit rating Target AA1 impacts future borrowing costs from at least Moody's /AA+ or Standard & Poor's rating services General Fund Reserve The City is fiscally responsible and Financial statements a 16.67% ensures sufficient reserves to showing the percent of General weather economic downturn or unassigned general Fund unexpected financial need of the fund reserves as a reserve organization. percentage of the balance City's total general fund operating budget Finance Operations Fund balance budget This measure shows how accurate The City already s 5% versus actual city staff are at budgeting in maintains budget-to- comparison to actual financial actual data. Analysis performance will be completed on the percentage difference between mid-year budget projections and ending actual numbers Contracts & Purchasing Purchase orders under With the City using a rebate The City will need to a 80% $1,000 are made with a program for P-card purchases, the have its financial rebate p-card or credit more department staff use those software record the card. cards, the greater the city's rebate total number of (considering payment on the cards invoices under$1,000 are made timely). and then identify the total number of those purchases made with a P-card. Matrix Consulting Group Page 128 Final Report of the Performance Audit Assessment l IGARD, OREGON Measure Intent Data Suggested Requirements Benchmark Information Services Server intrusion Identifying any attempt to penetrate Appropriate software Within 24 identification the City's computer network that monitors for hours of system intrusion and occurrence immediately reports any suspected attempts Internal Phishing Reducing the risk of system The City will continue s 5% campaigns clickthrough intrusion caused from employees to employ an active rates clicking on email links or opening phishing campaign email attachments and keep records of the total emails sent and total emails that were"clicked"or otherwise had an attachment opened Helpdesk ticket This is measure of IT workorder IT will monitor total Within 4 response times ticket effectiveness and efficiency. workorder/tickets and hours for record in the priority or • workorder system emergency times of ticket creation incidents and initial arrival time and within in response to the 3 business workorder/ticket. days for all other incidents. Average cycle time for This measures the time it takes for IT will monitor and s 3 days open IT workorder IT staff to complete a workorder record workorder tickets ticket. Cycle times will vary creation date with depending on the difficulty of the workorder closure repair, but if the average per ticket date. is high, that could be indicative of a need to determine the cause. 4. LIBRARY Data Suggested Measure Intent Requirements Benchmark Collection turnover To ensure that the library is making Tracking circulation >5 times above x%. the best use of space available and overall and by meeting patron needs. program area. Proportion of collection To keep the library current and Tracking circulation >5%of the replaced per year. meeting patron needs for new overall and by collection. materials. program area. Matrix Consulting Group Page 129 Final Report of the Performance Audit Assessment TIGARD, OREGON Data Suggested Measure Intent Requirements Benchmark Getting new materials To keep the library current and Technical services 3 days into circulation. meeting patron needs for new tracking incoming materials. orders and turnaround time to shelves, Programs attended do To keep programs current and fresh Patron surveys Depends on not decline in in meeting patron needs;to ensure the program attendance that staff are constantly using Monitoring attendance patron feedback and monitoring trends attendance to improve programs. %of programs Ensure that full needs of the entire Tracking of the >10%of provided to community are met by focusing number of programs programs underserved patrons some efforts on underserved conducted by target (initially). populations. audience category. Overtime, program %ages should be reflective of population served. %of participants To measure participant perception Will need to conduct >80%per indicating satisfaction of program value. post program survey program. with the program. to collect data. 5. POLICE Date Suggested Measure Intent Requirements Benchmark Average response time To measure response time to calls Data available from Must be in to calls for service (by based on priority (faster response to CAD system. alignment priority) higher priority timeframes). with staffing levels adopted. Matrix Consulting Group Page 130 Final Report of the Performance Audit Assessment TIGARD, OREGON Date Suggested Measure Intent Requirements Benchmark Annual Proactive Time To measure amount of time Data readily available 60%or available for officers on street to from CAD data but will greater interact and engage with the public need to be proactive (excludes all training, coordinated with other target. administrative, and call datasets regarding response/handling time). Higher administrative time Must be proactive time provides greater (training, report adopted in opportunities for public writing, etc.) to get net alignment engagement. available proactive with the time. staffing allocations adopted. Case clearance rate To measure percentage of cases Data readily available cleared/closed over time. but will need to be tracked consistently. 6. PUBLIC WORKS Data Suggested Measure Intent Requirements Benchmark Development Review Percent of engineering Measures the Department's Accela can produce 95% plan reviews meeting consistency in providing timely these reports, but the established cycle times service to facilitate sound Department currently development. needs consultant help to generate them. Percent of engineering Measures the Department's This measure should 98% inspections completed efficiency in providing timely be reported upon within 2 business days customer service and ensuring that using Accela, but a of request engineering inspections occur consultant may be without delay. needed currently to obtain this data. Parks Maintenance Percentage of parks Measures the division's ability to This will require an 90% receiving a score of keep parks in a condition that is annual parks condition "good"or"excellent"in appealing to residents. assessment. an annual parks condition assessment Percentage of Measures the accessibility of This will require GIS 85% households living within parkland and open space to City analysis to determine 1 mile of a park. residents. the distance of housing units from parks and open spaces. Matrix Consulting Group Page 131 Final Report of the Performance Audit Assessment TIGARD, OREGON Data Suggested Measure Intent Requirements Benchmark Park acres per 1,000 Measures the overall availability of This calculation can 10 (national residents equals or parks and open space to residents already be conducted average) exceeds national of Tigard. with available park average. acreage and population data. Proportion of total work Measures the degree to which the This will require a 70% orders (or labor hours) Department's focus is on routine functional asset spent on routine tasks and preventive maintenance rather management and and preventive than "putting out fires". Indicates the work order system maintenance rather quality of park conditions. with reporting than service requests capabilities. Recreation Percentage of residents Measures the recreation program's This will require an 75% who consider the City's effectiveness in meeting the needs annual community recreation programs to and expectations of Tigard's survey. be"good"or"very residents. good" Percent of recreation Measures the cost efficiency and This metric can be TBD programming costs value generated by recreation measured currently recovered through user programming—a target cost using budget and fees recovery level should be a policy recreation revenue decision made by City leadership figures. Percent of recreation Measures the City's effectiveness in This metric will require 80% programs meeting reaching residents with appealing attendance counts at minimum enrollment recreation offerings and limiting recreation programs to those in which programming and the residents have interest. establishment of minimum enrollment benchmarks. Capital Planning Percent of CIP projects Measures the City's ability to None, this data is 80% which are completed accurately predict and effectively already readily within 90 days of their manage the timing of capital project available. initially planned progression. completion date Percent of CIP projects Measures the City's ability to None, this data is 85% which are completed accurately scope and cost capital already readily within the initially projects and manage project-related available. planned budget expenses during the progression of the project. Percent of CIP projects Measures the City's ability to None, this data is 85% with change orders manage change orders and their already readily totaling less than 15% impact on costs over the life of the available. of the initially planned project. budget Matrix Consulting Group Page 1 Final Report of the Performance Audit Assessment TIGARD, OREGON Recommendation: The Departments should expand on their existing performance measures by identifying and adopting additional performance and workload measures to enlighten the public and internal stakeholders regarding the Department's performance and accomplishments. Matrix Consulting Group Page 133 PERFORMANCE AUDIT REVIEW — TECHNICAL APPENDICES TIGARD, OREGON matrix consulting group Table of Contents 1. Profile 1 2. Best Management Practices Assessment 49 3. Employee Survey Summary 96 4. Community Survey Summary 106 Performance Audit—Technical Appendices TIGARD, OREGON 1 Profile This document provides a summary profile of the City of Tigard. The purpose of this profile is to document the project team's understanding of the current organization, staffing allocation, technology, a workload (where data is available) within the organization. The data contained in this profile was developed based on the work conducted by the project team, including: • Interviews conducted with department staff. • Collection and review of documentation regarding the organization including budgets, job descriptions, and workload data. The document is not intended to include every organizational and operational facet of the department, but rather to provide an overview and to serve as the "base line" or "status quo". This will serve as a starting point for the master planning against which any recommendations made at the conclusion of the study can be compared to demonstrate the change in roles, staffing, technology, or operational practice. The document includes a summary of the department's operating budget and capital improvement plan, organizational structure, staff roles and responsibilities, technology utilization, workload, and operational processes. The following organizational chart shows the reporting structure for the City of Tigard overall. Maor&City Council City Manager I I I I I I I Cit Central Community Finance& Management Services Development Information Library Police Public Works Services The following chapters provide greater detail on each department. Matrix Consulting Group Page 1 Performance Audit—Technical Appendices TIGARD, OREGON I 1 CITY MANAGEMENT 1. INTRODUCTION The City Management function consists of three major functions: City Manager's Office, Human Resources and Central Services. Central Services is covered in the next chapter. The City Manager's Office is responsible for overall management of the City of Tigard including Council support, organizational leadership and operational support and general policy and procedure development and administration governing all City operations. This office is responsible for implementation of the City's Strategic Plan, coordination of the City's legislative agenda, and communicates City Council's direction to the executive staff and employees. The Human Resources function is responsible for the administration and oversight of all City human resources programs to the City organization. Programs and services provided include: recruitment, selection and testing, benefits administration, risk management, safety programs, labor negotiations, personnel policy administration, employee relations, job classification and salary administration, employee recognition, investigations, training, organization development and performance management, workforce planning, equal opportunity, and wellness, 2. OPERATING BUDGET The table below summarizes the operating budget for each unit of City Management for the past three years: Division FY 17 Actual FY 18 Revised FY 19 Adopted City Manager's Office $800,079 $1,139,382 $743,974 Human Resources $614,513 $677,408 $683,573 Risk Management $699,369 $818,961 $812,896 Total $2,113,961 $2,635,751 $2,240,443 Matrix Consulting Group Fare 2 Performance Audit–Technical Appendices TIGARD, OREGON 3. ORGANIZATIONAL STRUCTURE The following organizational chart shows an overview of the organizational chart for the City Management function: City Manager Human I � I City Manager's Resources Office Director I I I Assistant City Sr. Business Sr. Business Risk Manager — Manager Analyst Partner Executive Asst to — Risk/ City Manager HR Specialist M AnalY stent Sr Management HR - Risk Analyst — Assistant 4. STAFF ROLES AND RESPONSIBILITIES The following table shows the number of authorized and filled positions within each job title, as well as a summary of their key roles and responsibilities, for each division/ functional area of the Department. This table is not intended to provide a "job description" level of detail, but to outline the core functions for which each unit is responsible for performing. Matrix Consulting Group Fane Performance Audit—Technical Appendices TIGARD, OREGON Authorized Filled Position Title Positions Positions Roles and Responsibilities City Manager's Office City Manager 1.0 1.0 • Responsible for overall City Assistant City Manager 1.0 1.0 leadership and operations. Executive Assistant 1.0 1.0 • Communicate City Council Sr. Management Analyst 1.0 0.0 direction on policies, laws and directives to executive staff. • Represents City to the public. • Coordinates the City's legislative agenda. • Oversees implementation of Tigard's strategic plan. Human Resources HR Director 1.0 1.0 • Responsible for handling all Sr. HR Analyst 2.0 2.0 recruitment and selection functions HR Technician 1.0 1.0 for the City. • Oversees all employee relations functions including performance evaluation program, discipline, grievances, and investigations. • Participates in labor negotiations and contract administration. • Interprets and applies relevant rules, statutes, ordinances, and case law when presiding over a court action • Responsible for imposing a sentence commensurate to an offense Risk/Benefits Manager 1.0 1.0 • Oversee all risk management and Management Analyst 1.0 1.0 safety programs for the City. • Develops and administers program designed to minimize liability losses for the City. • Oversees workers'compensation program. • Manages City's overall safety programs. 5. TECHNOLOGY UTILIZATION The following table presents a summary of the key software and technology tools in use by the Central Services Department.The name of each tool is listed along with a summary description of its functionality and utilization by staff. Matrix Consulting Group Page 4 Performance Audit—Technical Appendices TIGARD, OREGON Name Description NeoGov Software system for processing recruitment applications/process. Springbrook City Enterprise Resource Planning (ERP) system—used for basic HRIS functions as well as all City financial functions. 6. CURRENT PERFORMANCE METRICS The following table summarizes the current performance metrics reported in the budget by the Human Resources Department with details of the last three years performance. FY16-17 FY17-18 FY18-19 Metric Actual Revised Target Retain employees to improve efficiency and performance. Percent of retention of new employees: After one year 85% 86% 90% After three years 74% 57% 60% After five years 37% 53% 55% Matrix Consulting Group Page 5 Performance Audit-Technical Appendices TIGARD, OREGON I 2 CENTRAL SERVICES DEPARTMENT 1. INTRODUCTION The Central Services Department consists of four primary divisions: Communications, City Recorder/Records, Municipal Court, and Fleet & Facilities Operations. Within Fleet & Facilities, there are both property management and fleet maintenance divisions. The Communications Division provides support for the City's branding and communications efforts to achieve effective communication with the public. The Division provides support with communications planning, website design, editing, graphic design, copywriting, video production, and news releases. The Municipal Court handles primarily traffic, parking, and limited ordinance infractions. The Recorder & Records Division is not being assessed. The Property Management Division is responsible for environmental health, safety, and security of city facilities. These services include providing security, janitorial services, fire safety, maintenance, and repair of city buildings. Fleet services provides oversight of vehicle maintenance and repair of city vehicles and equipment. Staff works to help determine appropriate vehicle and equipment replacement schedules as well as ensure proper preventative maintenance occurs on vehicles and equipment. 2. OPERATING BUDGET The table below summarizes the operating budget for each Division of the Central Services for the past three years: Division FY 17 FY 18 FY 19 Actual Revised Adopted Design& Communications $563,930 $614,925 $590,187 Municipal Court $463,992 $560,880 $603,845 City Recorder/Records $464,811 $526,129 $533,494 Fleet Maintenance $222,732 $322,503 $307,589 Property Management $1,736,512 $1,888,409 $1,900,539 Total $3,451,977 $3,912,846 $3,935,654 Matrix Consulting Group Fop; 6 Performance Audit-Technical Appendices TIGARD, OREGON The table below summarizes the operating budget for Communications: Division FY 17 FY 18 FY 19 Actual Revised Approved Personnel - Salaries $315,336 $368,234 $355,873 Personnel - Benefits $111,042 $135,507 $115,802 Supplies $39,943 $19,950 $19,600 Services $94,666 $82,609 $91,612 Capital Improvements $2,945 $8,625 $7,300 Total $563,930 $614,925 $590,187 The table below summarizes the operating budget for Court Services: Division FY 17 FY 18 FY 19 Actual Revised Approved Personnel - Salaries $211,348 $243,181 $242,971 Personnel - Benefits $86,741 $109,377 $101,736 Supplies $1,957 $1,500 $2,700 Services $53,611 $90,752 $85,142 Internal Services $110,336 $116,070 $171,296 Total $463,992 $560,880 $603,845 The table below summarizes the operating budget for Fleet Maintenance: Division FY 17 FY 18 FY 19 Actual Revised Approved Personnel - Salaries $126,982 $197,175 $183,921 Personnel- Benefits $66,363 $94,228 $92,568 Supplies $12,227 $10,700 $10,700 Services $17,161 $20,400 $20,400 Total $222,732 $322,503 $307,589 The table below summarizes the operating budget for Property Management: Division FY 17 FY 18 FY 19 Actual Revised Approved Personnel - Salaries $305,466 $390,650 $417,378 Personnel- Benefits $153,138 $206,679 $221,081 Supplies $5,240 $7,300 $7,300 Services $1,140,978 $1,126,780 $1,092,780 Matrix Consulting Group P`"'F' 7 Performance Audit—Technical Appendices 7IGARD, OREGON Capital Improvements $131,690 $157,000 $162,000 Total $1,736,512 $1,888,409 $1,900,539 3. ORGANIZATIONAL STRUCTURE The following organizational chart shows an overview of the organizational chart of the Central Services Department. Central Serv(. Director 1 I I I I Design& City Recorder/ Fleet&Facilities CommunicationsgRecords Municipal Court Operations Mgr (1.0) I I I I 1 CommunicationsL City Recorder Municipal Court Fleet Manager JuProperty (1 0) (1.0) (1 d)dge Management Maintenance I I Digital Deputy City Court Operations Facility Services iSp Communications — Recorder Supervisor Supervisor — Admn 10ec II — Coordinator (1.0) (1.0) (1.0) (0.75-Vacant) RecordsL Senior Building Fleet Web Services — Management Court Clerk II — Maintenance — Maintenance — Coordinator Specialist (4.0) Tech Tech (1.0) (1.0) (1.0) (1.0) Building Maintenance Graphic Designer — Tech II (2.0) (3.0) Grounds Reproppegrapphstics — Maintenance ciali (1.0) (1.0) 4. STAFF ROLES AND RESPONSIBILITIES The following table shows the number of authorized and filled positions within each job title, as well as a summary of their key roles and responsibilities, for each division/ functional area of the Department. This table is not intended to provide a "job description" level of detail, but to outline the core functions for which each unit is responsible for performing. Matrix Consulting Group r Performance Audit—Technical Appendices TIGARD, OREGON Authorized Filled Position Title Positions Positions Roles and Responsibilities Administration Central Services Director 1.0 1.0 • Responsible for department budget development and management • Responsible for supervision of department personnel • City's liaison for the city's Senior Center • City's American's with Disabilities Act (ADA) coordinator Communications Communications Manager 1.0 1.0 • City public information officer (PIO) • Leads the city's communications team • Prepares city monthly newsletters • Prepares all city press releases (including Twitter, Facebook, and other platforms) • Assists elected and appointed officials with public information releases • Writes articles for publication • Responsible for the day-to-day operations of the Division including marketing and communication purposes to employees and the general public Digital Communications 0.75 0.0 • Manages the city's social Coordinator media platforms • Develops messages and themes to promote city programs • Writes, edits, and produces communications for internal and external audiences and platforms • Provides analytics for website and social media network sites • Creates content for and produces the city's monthly e- newsletter, Cityscape • Assists with maintaining and growing the city's website • Develops and edits digital content Matrix Consulting Group Pace 9 Performance Audit—Technical Appendices TIGARD, OREGON Communications Web Services Coordinator 1.0 1.0 • Member of the city's communication's team • Responsible for internal and external website content development and maintenance • Writing and designing web pages to keep it up-to-date, interesting, and interactive • Regularly attends meetings to develop an understanding of their web services needs Graphic Designer 1.75 1.75 • Creates brochures, posters, flyers, and other marketing- related material for city departments • Responsible for digital design work (online, business cards, letterhead, stationary, etc.) • Plans, develops, and implements a variety of information for programs or materials for use by employees and the general public • Develops the overall layout and design for various city documents • Regularly meets with internal customers to understand their graphic design needs Municipal Court Municipal Court Judge 1.0 1.0 • Responsible for presiding over court cases within the jurisdiction of the Municipal Court • Interprets and applies relevant rules, statutes, ordinances, and case law when presiding over a court action • Responsible for imposing a sentence commensurate to an offense Matrix Consulting Group Page 10 Performance Audit—Technical Appendices I IGARD, OREGON Municipal Court Court Operations Supervisor 1.0 1.0 • Assists customers on the phone and in the office • Schedules court proceedings • Accepts customer payments • Notifies Motor Vehicle Division as necessary for court client MVD action • Prepares reports for internal and external customers • Supervises Court Clerk employees • Assists with budget development for the Municipal Court Court Clerk II 4.0 4.0 • Assists at the court front counter • Answers phones • Performs clerical and paraprofessional tasks to support court operations • Sets up diversion programs • Processes paperwork for pleas • Schedules court proceedings • Accepts customer payments • Notifies Motor Vehicle Division as necessary for court client MVD action • Handles/processes failure to appears (FTAs) guilty by default • Responsible for court collections processing Fleet& Facilities Fleet& Facilities Operations 1.0 1.0 • Supervises division Manager personnel • Prepares and manages the division's budget • Plans and directs the effective and efficient maintenance, repair, purchase, and disposal of city vehicles, equipment, and buildings Matrix Consulting Group Page 11 Performance Audit—Technical Appendices TIGARD, OREGON Fleet & Facilities Property Management Facility 1.0 1.0 • Responsible for city Services Supervisor building space planning • Building floor plan management • CIP project manager • Directs the operations of the property management division • Supervises assigned personnel • Prepares a recommended division budget and manages the approved budget for the division Senior Building Maintenance 1.0 1.0 • Lead worker position for Tech Building Maintenance Technicians • Coordinates with the facility services supervisor • Performs repairs, maintenance, remodels, painting, and other first level preventative maintenance on City buildings. Building Maintenance Tech II 3.0 3.0 • Performs repairs, maintenance, remodels, painting, and other first level preventative maintenance on City buildings Grounds Maintenance 1.0 0.0 • Maintains the exterior of I/Green Team all administration buildings including the senior center, public works building, city hall, and library • Performs mowing, snow blowing, weeding, and landscaping Fleet Admin Specialist II 1.0 1.0 • Office manager • Creates fleet work orders • Schedules fleet-related preventative maintenance • Answers phones • Performs clerical and paraprofessional tasks to support fleet operations Matrix Consulting Group Page 12 Performance Audit—Technical Appendices TIGARD, ORLGON Fleet& Facilities Fleet Maintenance Tech 1.0 1.0 • Oversees and performs preventative maintenance on all assigned equipment • Performs routine maintenance and minor repairs on City vehicles • Responsible for the efficient and effective maintenance of City vehicles and equipment 5. TECHNOLOGY UTILIZATION The following table presents a summary of the key software and technology tools in use by the Central Services Department. The name of each tool is listed, along with a summary description of its functionality and utilization by staff. Name Description Q Alert Software system for processing of resident service requests. FullCourt Case management system for the court for scheduling,fee management, document creation, etc. MaintStar Fleet and facilities maintenance system to track hours, costs, builds, and reporting. Work orders are created and managed with this system. Springbrook Financial management system, utility billing, and payroll processing LEDS Law Enforcement Data Systems—provides access to State driving records Adobe Creative Graphic designers use InDesign, PhotoShop, Illustrator, and Acrobat to Suite design various documents (both online and hardcopy) AgendaQuick Meeting agenda and minutes management software Springbrook City Enterprise Resource Planning (ERP) system—not used for budgeting or CIP development Laserfiche Used to manage documents, videos, photos, and other content—reduces reliance on paper copies by providing electronic records storage 6. CURRENT PERFORMANCE METRICS The following table summarizes the current performance metrics utilized by the Central Services Department with details of the last three years performance. Matrix Consulting Group Page 13 Performance Audit—Technical Appendices TIGARD, OREGON FY16-17 FY17-18 FY18-19 Metric Actual Revised Target All building and fleet work orders are completed within 72 hours of the target 10 days 8 days 8 days date of the work. The number of people attending City 192 212 212 meetings is increasing The number of people is increasing for 200 220 220 Council outreach The number of people is increasing for 1,082,689 1,136,823 1,136,823 accessing the City website The number of people is increasing for 2,264 2,500 2,500 accessing information on Cityscape The number of people is increasing for 5,625 7,315 7,315 accessing the City's social media accounts The number of people applying for positions on city boards, commissions, 1,957 2,300 2,300 and volunteers participating in city sponsored events %of defendants who successfully comply 86.8% 87.5% 87.5% with court orders prior to suspension sanctions 7. DEPARTMENT WORKLOAD The following table provides additional metric information for Central Services: Fleet Preventative Maintenance Work Orders 191 257 141 Fleet Scheduled Maintenance Work Orders 866 805 466 Court Caseload 4,927 6.015 Total Violations Processed 3,015 4,141 Traffic Safety Diversions Processed 1,156 1,094 Traffic Safety Diversion Compliance Rate 91.5% 90.3% Matrix Consulting Group Page 14 Performance Audit-Technical Appendices TIGARD, OREGON City Hall 4,634 Permit Center 5,513 Police Department 11,811 Library 48,001 City Hall Modular 1,980 Niche 3,240 Police Department Annex 2,652 Police Storage 2,820 Senior Center 7,718 Ash/Burnham Street 6,887 Public Works 10.064 Canterbury 4,321 13 COMMUNITY DEVELOPMENT 1. INTRODUCTION The Department consists of three divisions: Planning, Building, and Economic Development. These divisions are responsible for conducting the development review process for proposed projects within City limits, land use and building permitting, building inspections, code enforcement, long range land use, transportation planning, and planning for economic development and downtown urban renewal. The department's goals related to permitting and current planning include efficient processing of plans and applications, thorough communication with customers, and a focus on customer service. Long range planning and development goals include walkability, affordability, and investment in key places such as Downtown and the Tigard Triangle. 2. OPERATING BUDGET. The table below summarizes the operating budget for the Community Development Department over the last three years. Matrix Consulting Group Page 15 Performance Audit—Technical Appendices TIGARD, OREGON Actual Revised Budget Line Item FY 16-17 FY 17-18 FY 18-19 Personnel Services $3,160,945 $3,568,681 $3,435,962 Materials & Services $882,562 $829,156 $788,858 Interdepartmental Costs $1,644,729 $1,768,031 $1,050,109 Capital Outlay $86,519 $43,550 $43,550 Other $0 $0 $0 TOTAL $5,774,755 $6,209,418 $5,283,479 3. ORGANIZATIONAL STRUCTURE The following organizational chart shows the departmental organizational chart of the Community Development Department. Community Development Director (1) Confidential Executive Assistant — (1) I Sr.Administrative Specialist (1) I I Redevelo ment Asst.Community BuildingOfficial p Development ) Project(Manager Dir Director t' (1) I Sr.Plans Plans Examiner/ Examiner Inspector I CooPrordignatramor --Sr.Planner Project Planner -- (1) (1) (1) (1) (1) Inspections Building Services Associate Planner Assistant Planner Supervisor Supervisor (g) — (2) (f) (1) I Permit Program Permit Tech Inspectors Technicians Development — Assistant (4.5) (3) Specialist(1) (1) Code Compliance Code Compliance — Officer Officer — (0.5) (0.5) Matrix Consulting Group Page 16 Performance Audit-Technical Appendices TIGARD, OREGON 4. STAFF ROLES AND RESPONSIBILITIES The following table shows the number of authorized and filled positions within each job title, as well as a summary of their key roles and responsibilities, for each division/ functional area of the Department. This table is not intended to provide a "job description" level of detail, but to outline the core functions for which each unit is responsible for performing. Authorized Filled Position Title Positions Positions Roles and Responsibilities ADMINISTRATION Director 1.0 1.0 • Oversee staff in each of the Confidential Executive 1.0 1.0 Department's three divisions and handle Assistant personnel issues. Sr. Administrative Specialist 1.0 1.0 • Develop Department's annual budget and represent the department to the City Manager/Council. • Establish strategic direction and priorities for the Department. • Liaison to engineering and other City departments. BUILDING Building Official 1.0 1.0 • Provide service to customers at the Building Services Supervisor 1.0 1.0 counter. Sr. Permit Tech. 1.0 1.0 • Intake plans, check for completeness, Permit Tech. 1.0 1.0 and route them for examination. Permit Tech. Assistant 1.0 1.0 • Review building plans and make Sr. Plans Examiner 1.0 1.0 determination on compliance with Plans Examiner/Inspector I 1.0 1.0 applicable codes. Inspections Supervisor 1.0 1.0 • Conduct commercial and residential Sr. Electrical Inspector 1.0 1.0 building inspections. Sr. Plumbing Inspector 1.0 1.0 • Respond to complaints regarding Building Inspector I 2.0 2.0 property code violations and make Code Enforcement Officer 0.5 0.5 determinations on compliance. Matrix Consulting Group Pape 17 Performance Audit—Technical Appendices TIGARD, OREGON Authorized Filled Position Title Positions Positions Roles and Responsibilities PLANNING Asst. Community 1.0 1.0 • Provide service to customers at the Development Director counter. Sr. Planner 1.0 1.0 • Review land use applications for Project Planner 1.0 1.0 compliance with zoning code. Associate Planner 3.0 3.0 • Partner with developers to ensure Assistant Planner 2.0 2.0 compliance of projects throughout their Program Development 1.0 1.0 lifecycle. Specialist • Suggest updates to the City's zoning Permit Tech Assistant 1.0 1.0 code and general plan. Code Enforcement Officer 0.5 0.5 • Liaison to the City's planning commission. REDEVELOPMENT Redevelopment Project 1.0 1.0 • Manage the Downtown and Tigard Manager Triangle urban renewal districts:work Program Coordinator 1.0 1.0 with advisory committees, update the specific plan, and ensure proper budget expenditures and implementation of provisions. • Manage the City's property acquisition and affordable housing programs. • Write program grants, represent programs to City Council, and otherwise serve as point of contact for these programs. 5. TECHNOLOGY UTILIZATION The following table presents a summary of the key software and technology tools in use by the Community Development Department. The name of each tool is listed, along with a summary description of its functionality and utilization by staff. Name Description Accela Permitting software used by Community Development staff to create records of building and land use permit applications, record actions, reviews, and notes, coordinate plans examination, and update status. Also used to receive and review certain types of applications electronically, Springbook City-wide financial management system. Used by Community Development staff to record cash balances, enter building and planning application payments, and develop the department budget. Selectron IVR system used by community development staff to schedule building inspections. Matrix Consulting Group PapP 18 Performance Audit—Technical Appendices TIGARD, OREGON Laserfiche Document management system used by community development staff to scan and organize planning and building case documents for records retention purposes. GeoCortex GIS system used throughout the City. Utilized by community development staff to determine location of building and land use applications and the applicable codes for each. 6. CURRENT PERFORMANCE METRICS The following table summarizes the current performance metrics utilized by the Community Development Department, with details of the last three years performance. Metric FY 15-16 FY 16-17 FY 17-18 Performance Metrics Construction valuation per Building FTE $9,020,503 $13,604,730 $19,230,769 (9 FTE) (13 FTE) (19 FTE) Permit fees collected per Building FTE $186,747 $246,734 $284,615 (9 FTE) (13 FTE) (13 FTE) Count of public land use hearings 25 31 NA Matrix Consulting Group Page 19 Performance Audit—Technical Appendices TIGARD, OREGON I 4 FINANCE DEPARTMENT 1. INTRODUCTION The Finance Department contains five divisions: Information Services, Finance Administration, Financial Operations, Utility Billing, and Contracts & Purchasing. Information Technology is responsible for all central computer operations for city departments, helpdesk functions of PC management, planning and developing new systems, troubleshooting, installation, and maintenance of the city's network infrastructure — including switches, cables, and servers, supporting system design and programming services, maintaining the city's phone and voicemail systems, managing the City's GIS system including data integration from various city departments for use by employees and the public, and supplying necessary employee training for software applications. Finance Administration is responsible for preparing/coordinating the City's annual budget process, long range financial planning, financial analysis, completing an annual 6-year Capital Improvement Plan (CIP), issuance of business licenses, managing the city's investments, management of the issuance of debt, and development of financial policies. Financial Operations is responsible for all day-to-day financial and budgetary requirements for the city. This includes preparation of monthly financial reports, pension fund assets, debt management, recording of cash receipts, accounts payable and accounts receivable functions, capital assets, inventory recording and reporting, project cost tracking, preparing the City's Comprehensive Annual Financial Report (CAFR), grant accounting, payroll services, maintaining the General Ledger, and monitoring all city funds. This division also oversees the annual external financial statement audit. Utility Billing conducts meter reads and meter maintenance, handles customer service requests, bill generation and payment collection, and customer account maintenance. This division also is the central answering point for general questions from the public about city resources and city events. Contracts & Purchasing is responsible for processing purchase orders, creating, processing, and compliance with bids and requests for proposals (RFP), informal requests for proposals (IRFP), invitation to bid (ITB), requests for qualifications (RFQ), and for writing the associated bid or RFP contracts. Matrix Consulting Group Page 20 Performance Audit-Technical Appendices TIGARD, OREGON 2. OPERATING BUDGET The table below summarizes the operating budget for each Division of the Finance Department for the past three years: Division FY 17 FY 18 FY 19 Actual Revised Adopted Finance Administration $398,079 $561,441 $488,493 Financial Operations $603,711 $757,014 $772,116 Utility Billing 1,094,993 1,258,484 1,205,191 Information Technology $2,505,621 $2,173,801 $2,286,373 Contracts and Purchasing $213,707 $221,778 $229,751 Total $4,816,111 $4,972,518 $4,981,924 The table below summarizes the operating budget for Finance Administration: Division FY 17 FY 18 FY 19 Actual Revised Adopted Personnel- Salaries $234,786 $320,615 $260,692 Personnel- Benefits $90,225 $128,141 $116,181 Supplies $6,081 $1,930 $1,930 Services $66,987 $105,755 $107,690 Capital Improvements $0 $5,000 $2,000 Total $398,079 $561,444 $488,493 The table below summarizes the operating budget for Financial Operations: Division FY 17 FY 18 FY 19 Actual Revised Adopted Personnel - Salaries $336,120 $404,567 $407,106 Personnel - Benefits $103,084 $146,747 $166,610 Supplies $3,156 $4,300 $4,300 Services $160,026 $201,400 $194,100 Capital Improvements $1,325 $0 $0 Total $603,711 $757,014 $772,116 Matrix Consulting Group Page 21 Performance Audit—Technical Appendices TIGARD, OREGON The table below summarizes the operating budget for Information Services: FY17 FY18 FY19 Division Actual Revised Adopted Personnel - Salaries $740,968 $825,634 $883,737 Personnel - Benefits $281,475 $322,911 $324,380 Supplies $47,636 $71,170 $71,170 Services $781,679 $813,806 $872,806 Capital Improvements $653,863 $140,280 $134,280 Total $2,505,621 $2,173,801 $2,286,373 The table below summarizes the operating budget for Contracting & Purchasing: Division FY 17 FY 18 FY 19 Actual Revised Adopted Personnel - Salaries $147,728 $149,880 $153,945 Personnel- Benefits $62,050 $64,998 $66,455 Supplies $373 $2,000 $2,000 Services $3,555 $4,900 $7,351 Total $213,707 $221,778 $229,751 3. ORGANIZATIONAL STRUCTURE The following organizational chart shows an overview of the Finance and Information Services Department: Matrix Consulting Group Pete 22 Performance Audit—Technical Appendices TIGARD, OREGON Confidential Executive Assistant — (1.0) n ormation I Financeial ServicesFinance Operations Administration Assistant Finance IT Manager Director (1.0) (1.0) I I I Senior Network Contracts& Accounting Administrator — Budget/CIP Supervisor Utility Billing 9 Purchasing ( (1.0) 1 0) I I I I Network Sr Management Principal Administrator — Analyst Management Analys— Accounting Payroll (2.0) (1.0) (1.0) Database Purchasing Assistant Accountant Payroll Administrator Administrator — (1.0) — (1.0) — (1.0) (1.0-vacant) GIS Program Sr Accounting Administrator — Assistant — (1.0) (1.0) SR GIS Pgrommer Analyst — (1.0) GIS Tech II (2.0) — Microcomputer Support Tech — (1.0) Matrix Consulting Group Page 23 Performance Audit—Technical Appendices TIGARD, OREGON 4. STAFF ROLES AND RESPONSIBILITIES The following table shows the number of authorized and filled positions within each job title, as well as a summary of their key roles and responsibilities, for each division/ functional area of the Department. This table is not intended to provide a "job description" level of detail, but to outline the core functions for which each unit is responsible for performing. Finance Administration Authorized Filled Position Title Positions Positions Roles and Responsibilities Finance & Information 1.0 1.0 • Personnel and financial Services Director management of the Finance Department • Communicates with the public, employees, auditors,vendors, and customers to ensure accurate City financial data and reports • Responsible for preparation of the Comprehensive Annual Financial Report(CAFR) • Responsible for implementation of all new Governmental Accounting Standards Board (GASB) reporting requirements • Responsible for managing debt service and investments Confidential Executive 1.0 1.0 • Performs complex administrative Assistant work in support of the Finance & Information Services Director • Conducts research and analysis • Prepares reports and correspondence • Assists the Director with various department initiatives • Communicates with the public and other employees to explain and interpret department rules, practices, and policies • Attends meetings, prepares schedules, and operates a variety of common office equipment Matrix Consulting Group Page 24 Performance Audit—Technical Appendices TIGARD, OREGON Finance Administration Authorized Filled Position Title Positions Positions Roles and Responsibilities Senior Management Analyst 1.0 1.0 • Coordinates the Capital Improvement Plan process • Works with department heads and coordinates the completion of the city budget • Assists with various grant application processes • Assists with budget information for collective bargaining negotiations • Submits the city's budget to appropriate agencies (state, county, GFOA) Information Services Authorized Filled Position Title Positions Positions Roles and Responsibilities IT Manager 1.0 1.0 • Management, strategy, and execution of information technology and information systems for the City • Personnel and budget management for the division • Coordinates with vendors to troubleshoot software issues • Manages all phases of IT projects • Prioritizes short-and long-term IT needs • Ensures IT issues are resolved in a timely manner • Ensures all certificates and computer-related service agreements remain up-to-date • Develops computer standardization across departments • Guides continuous service efforts for IT and meets with staff to discuss the impact of new technologies and the architecture roadmap. Matrix Consulting Group Page 25 Performance Audit—Technical Appendices TIGARD, OREGON Finance Administration Authorized Filled Position Title Positions Positions Roles and Responsibilities Senior Network Administrator 1.0 1.0 • Responsible for city information technology security • IT project management • Supervises personnel • Assists with IT helpdesk tickets (troubleshooting, resolving issues, etc.) • Responsible for troubleshooting and maintaining major city hardware systems • Manages the city's virtual desktop system Network Administrator 2.0 2.0 • Responsible for city information technology security • IT project management • Assists with IT helpdesk tickets (troubleshooting, resolving issues, etc.) • Responsible for troubleshooting and maintaining major city hardware systems • Manages the city's virtual desktop system Database Administrator 1.0 0.0 • Creates reports • Responsible for data maintenance on multiple software systems (financial and asset management) GIS Program Administrator 1.0 1.0 • Manages the GIS program • Selects GIS projects for completion • Supervises GIS personnel and responsible for day-to-day administration of GIS operations • Responsible for GIS data analysis for mapping requests Senior GIS Programmer 1.0 1.0 • Responsible for GIS system Analyst maintenance • Programs GIS software • Responsible for GIS automation • Manages GIS staff • Represents GIS at executive committee meetings GIS Tech II 2.0 2.0 • Responsible for GIS data changes, data maintenance, data editing, data configuration, etc. • Processes GIS mapping requests • Handles the technical side of the city's GIS architecture Matrix Consulting Group Page 26 Performance Audit—Technical Appendices TIGARD, OREGON Finance Administration Authorized Filled Position Title Positions Positions Roles and Responsibilities Microcomputer Support Tech 1.0 1.0 • Troubleshoots reported issues with hardware and software • Coordinates with vendors to resolve computer-related issues • Installs computer hardware and software for all Town departments Contracts & Purchasing Authorized Filled Position Title Positions Positions Roles and Responsibilities Purchasing Assistant 1.0 1.0 • Processes purchase orders • Creates and issues bids/Requests for Proposals (RFPs) • Assists with city contract management • Issues P-Cards • Processes requisitions • Audits travel to ensure compliance with city policy Principal Management 1.0 0.0 • Open position- in the process of Analyst moving to another division Accounting Assistant II 1.0 0.0 • Responsible for financial analytics to improve overall financial performance • Backup to payroll Financial Operations Authorized Filled Position Title Positions Positions Roles and Responsibilities Assistant Finance Director 1.0 1.0 • Acts on behalf of the Director in that person's absence • Personnel and financial management of the Finance Department • Communicates with the public, employees, auditors, vendors, and customers to ensure accurate financial data and reports • Responsible for payroll, accounts payable, and accounts receivable. • Assists with preparation of the City's annual budget • Maintains the City's General Ledger Matrix Consulting Group Page 27 Performance Audit—Technical Appendices TIGARD, OREGON Financial Operations Authorized Filled Position Title Positions Positions Roles and Responsibilities Accounting Supervisor 1.0 1.0 • Assists with the preparation of financial statements • Generates invoices • Backup for all financial operations except payroll • Reviews bank reconciliations • Completes General Ledger/Journal entries • Manages investments • Tracks capital projects/responsible for capital asset inventory • Fixed assets management • Assists with grants management • Audit prep, audit, and CAFR development Accountant 1.0 1.0 • Enters and processes accounts receivables • Prepares daily bank reconciliations • Completes journal entries • Books year end capital assets including amortization and depreciation • Reviews, audits, approves, and maintains customer AR accounts • Posts data to the City's financial system • Enters, validates, and approves invoicing data Senior Accounting Assistant 1.0 1.0 • Enters and processes accounts payable data • Maintains vendor files and completes regulatory income reports. • Ensures compliance with city expenditure policies. Payroll Administrator 1.0 1.0 • Processes City payroll • Processes employee garnishments and merit increases • Prepares quarterly tax reports • Handles W2 production, Affordable Care Act (ACA) reporting, and payroll reconciliation • Performs benefits invoicing • Produces payroll for police department special assignments Matrix Consulting Group Page 28 Performance Audit—Technical Appendices TIGARD, OREGON 5. TECHNOLOGY UTILIZATION The following table presents a summary of the key software and technology tools in use by the Finance & Information Technology Department. The name of each tool is listed, along with a summary description of its functionality and utilization by staff. Name Description Springbrook Financial management system, utility billing, and payroll processing Laserfiche Used to manage documents, videos, photos, and other content—reduces reliance on paper copies by providing electronic records storage InTime Public safety scheduling software used for City police operations Office 365 Suite Used for budget preparation, contract database, and other daily functions Bank of System to manage P-card transactions America Works MS Publisher Used to publish the city's annual budget book Accela Permit processing software Enterprise GIS Architecture used to integrate geospatial data and services to share them across the organization. ARC GIS Mapping software for GIS operations CVS Used to make software changes and check them in/out in order to revert to an older version if necessary GEO Cortex Used as a web mapping application framework to display and visualize GIS data 6. CURRENT PERFORMANCE METRICS The following table summarizes the current performance metrics utilized by the Finance Department with details of the last three years performance. FY16-17 FY17-18 FY18-19 Metric Actual Revised Target The bond rating from Moody's and Standard and Poor's is a positive rating Aa2/AA Aa1/AA+ Aa1/AA+ Overall customer satisfaction from annual NA 90% Positive 90% Positive survey Network system capacity utilized during NA 60% 60% peak data use Level of GIS integration with otherNA 78%level 1 and 78%level 1 and business systems as a percentage 21% level 2 21%level 2 Number of days between solicitation issue 98 90 80 date and contract execution Matrix Consulting Group Page 2.9 Performance Audit—Technical Appendices TIGARD, OREGON 7. DEPARTMENT WORKLOAD The following table provides additional metric information for limited divisions within Finance & Information Services: IT Help Desk Tickets Closed 4,490 4,092 4,477 #of Purchase Orders Processed 144 - Dollar Value of Purchase Orders $7,690,725 - # RFP/RFP/ITB/RFQ's issued 37 31 Calendar 201: # Unique Invoices Processed 6,614 - # Unique A/R Transactions - 1,322 Franchise Fees-#of Entities 49 - Payroll Payments Issued (Checks & 8 234 ACH combined) Matrix Consulting Group Page 30 Performance Audit—Technical Appendices TIGARD, OREGON 15 LIBRARY 1. INTRODUCTION The Tigard Public Library provides a wide variety of patron services including, the various collections in the Library; reader advisory services for adults and youth; various programs for adults and youth; references services; as well as all of the internal services associated with keeping a public library open and serving patrons and visitors. 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 and engaged citizens. 2. OPERATING BUDGET The table below summarizes operating budget trends for the Public Library over the last three years. Actual Budget Budget Line Item FY 16-17 FY 17-18 FY 18-19 Personnel Services $3,042,097 $3,474,162 $3,423,160 Materials and Services $636,532 $696,029 $567,037 Interdepartmental Costs $1,906,670 $1,914,726 $2,234,923 Capital Outlay $65,068 $12,300 $12,300 TOTAL $5,650,367 $6,097,217 $6,237,420 3. ORGANIZATIONAL STRUCTURE The following organizational chart shows the departmental organizational chart of the Tigard Public Library. Matrix Consulting Group Page 31 Performance Audit— Technical Appendices TIGARD, OREGON 13in!ii„ 1)1409(- Executive Volunteer Assistant —Coordinator(0.8) Communications Coordinator(0.8)— I I Readers' Technical Circulation Services Division Services Division Manager Manager Division Manager I t I I I I I I I Library Services Library Services Acquisitions Circulation Circulation Supervisor(1) Supervisor(1) Supervisor(1) Sr Librarian(1) Supervisor(1) Supervisor(1) — Librarian(4 @ Library Asst(2 @ Sr Library Asst Sr Library Asst 3.6) — Sr Librarian(1) — 1 0) — Librarian(1) --- (1) — (0 8 Sr Library Asst — Librarian(5 @ Sr Library Asst Libraryry Asst(7 Library Asst(7 (1) 4 1) —Library Aide(0.5) — om — Rt4A4) — ry4.2) Sr Library Asst Library Aide(2 @ Library Aide(2 @ — (1) — 1.0) — 1.0) 4. STAFF ROLES AND RESPONSIBILITIES The following table shows the number of authorized and filled positions within each job title, as well as a summary of their key roles and responsibilities, for each division/ functional area of the Department. This table is not intended to provide a "job description" level of detail, but to outline the core functions for which each unit is responsible for performing. Matrix Consulting Group Page 32 Performance Audit—Technical Appendices TIGARD, OREGON Authorized Filled Position Title Positions Positions Roles and Responsibilities ADMINISTRATION Director 1.0 0.0 • Position currently on leave with Division managers acting in a collective management capacity. • Directs and manages the Tigard Public Library system. • Works with the Library Board. • Supervises staff Library managers. • Plans future library programs, services and collections. • Works with community groups to monitor community needs as they relate to library services. • Coordinates programs and services with other City departments. • Coordinates programs and planning with other libraries in the WCCLS. • Overall responsibility for the Library operating and capital budgets (development, monitoring, etc.). Executive Assistant 1.0 1.0 • Supports the Director and managers in the administrative functioning of the Library. • Generates Library reports. • Assists with processing the payroll. Communications 0.8 0.8 • Promotes the Library through print and Coordinator other media. • Develops media guide and policies. • Leads development for the monthly newsletter. • Coordinates marketing needs with Division managers as well as with other Departments in the City. • Has recently implemented promotion of the law library. • Note that this position is not responsible for social media which is handled by a library staff team. Matrix Consulting Group Page 33 Performance Audit—Technical Appendices TIGARD, OREGON Authorized Filled Position Title Positions Positions Roles and Responsibilities Volunteer Coordinator 0.8 0.8 • Recruits, backgrounds/selects, orients and trains, and provides oversight and supervision. • Promotes volunteer program; recognizes superior performance. • There are to up to 300 Library volunteers (approx. 235 active), contributing about 9 FTEs of service. • Assists in scheduling of volunteers. • Coordinates the volunteer program with other City departments. • Tracks library service trends. • Fills some time in circulation and readers'services. READERS' SERVICES DIVISION Readers' Services Division 1.0 0.0 • In the absence of the Director, is part Manager of the collective leadership in managing Library operations. • Mentors staff. • Handles personnel issues in the Division. • Coordinates programs at Tigard Library and planning with other libraries in the WCCLS. Library Services Supervisor 2.0 2.0 • Working supervisor. • Schedule staff for coverage. • Handle personnel issues in the section and conduct performance evaluations. • Mentor staff. Matrix Consulting Group Page 34 Performance Audit-Technical Appendices TIGARD, OREGON Authorized Filled Position Title Positions Positions Roles and Responsibilities Sr Librarian 1.0 1.0 • Provide a wide range of programs and Librarian 9 @ 7.7 4 @ 7.1 services to patrons-story times for Sr Library Assistant 2.0 2.0 various age groups, movies also directed to various age groups, performances. • All staff are responsible for reference. • All senior staff are responsible for collection development of materials, including researching, weeding, etc. • Staff work with parent and school groups to publicize and improve the collection, programs and services. • Staff also are involved in outreach to promote and improve the services. • Volunteers assist with materials and administrative support. TECHNICAL SERVICES DIVISION Technical Services Division 1.0 1.0 • In the absence of the Director, is part Manager of the collective leadership in managing Library operations. • Handles personnel issues in the Division and conducts performance evaluations. • Mentors and manages staff. • Coordinates programs and planning with other libraries in the WCCLS. Acquisitions Supervisor 1.0 1.0 • This unit is responsible for bringing and processing new materials into the Library. • Handles personnel issues in the Division, conducts performance evaluations and supervises staff. • Also responsible for collection development. • Mentors staff. Library Assistant 2 @ 1.0 2 @ 1.0 • Order new materials into the Library. Library Aide 0.5 0.5 • Pre and post processing of new materials in the Library, including covers, labeling, RFIDs. Matrix Consulting Group Page 35 Performance Audit—Technical Appendices TIGARD, OREGON Authorized Filled Position Title Positions Positions Roles and Responsibilities Sr Librarian 1.0 1.0 • Catalogs and provides technical guidance about cataloging to other staff. • PIC during assigned shifts twice a week. Librarian 1.0 1.0 • Staff responsible for cataloging of new Sr Library Assistant 0.5 0.5 materials, newspapers and magazines. • Volunteers assist with some processing (e.g., DVDs), materials withdrawn from circulation, replacing or mending book covers, etc. CIRCULATION DIVISION Circulation Division Manager 1.0 1.0 • In the absence of the Director, is part of the collective leadership in managing Library operations. • Supervises staff assigned to circulation. • Handles personnel issues in the Division. • Schedules staff for coverage. • Division lead staff are also responsible for collection development. • Coordinates programs and planning with other libraries in the WCCLS. Circulation Supervisor 2.0 2.0 • Provide lead oversight for Library operations—one covers Sunday- Tuesday, the other Tuesday- Saturday. • Also work the circulation desk. • Schedules and work with volunteers and the Volunteer Coordinator. • Handle personnel issues in the Division, conducts performance evaluations and supervises staff. • Mentors staff. Matrix Consulting Group Page 36 Performance Audit—Technical Appendices TIGARD, OREGON Authorized Filled Position Title Positions Positions Roles and Responsibilities Sr Library Assistant 2 @ 1.8 2 @ 1.8 • Provides library/patron service Library Assistant 14@ 8.6 14 @ 8.0 coverage a total of 69 hours per week, Library Aide 4 @ 2.0 4 @ 2.0 including 5 evenings and both weekend days. • Check in/out materials borrowed by patrons. • Assist patron with questions about location of materials as well as with use of the online catalog. • Assist patrons in securing materials from regional services. • Shelve materials and ensure the effective upkeep of the collections. 5. TECHNOLOGY UTILIZATION The following table presents a summary of the key software and technology tools in use by the Public Library. The name of each tool is listed, along with a summary description of its functionality and utilization by staff. Name Description Library System Polaris Integrated Library system for cataloging and circulation of materials. Subscriptions The Public Library maintains a number of reference and data subscriptions (e.g., genealogical). 6. CURRENT PERFORMANCE METRICS The following table summarizes the current performance metrics utilized by the Public Library with details of the last three years performance. Metric Year 1 Year 2 Year 3 Performance Metrics %of collection borrowed at least once per 83% 82% 83% year. Volunteer hours/FTE equivalent 18,800/9.0 19,750/9.5 19,750/9.5 Total program/school visit attendance 29,000 29,500 29,500 Matrix Consulting Group Page 37 Performance Audit—Technical Appendices TIGARD, OREGON 7. DEPARTMENT WORKLOAD The following table provides selected performance and workload statistics for services in the Tigard Public Library. These measures are maintained for and by the Oregon State Library Performance/Workload Measure 2017-18 Value Registered Borrowers 30,961 Versus Population 58% Total Authorized FTE Staff 40.9 %staff with MLS/ALA 43% Total Revenue $5.75m Revenue/Capita $108 Total Items in the Catalog 229,774 Print Items/Capita 4.32 Total Circulation 1.22m Circulation/Patron 23.1 Matrix Consulting Group Page 38 Performance Audit—Technical Appendices TIGARD, OREGON I 6 POLICE DEPARTMENT 1. INTRODUCTION The Police Department is responsible for providing Police Services for the City. The Police Department consists of three divisions: Administration, Operations, and Support Services. 2. OPERATING BUDGET The table below summarizes the operating budget for the Police Department over the last three years. Line Item FY 2016 FY 2017 FY 2018 Administration $ 1,522,254 $ 1,160,416 $ 1,057,666 Police Operations $ 8,479,182 $ 9,343,870 $ 9,422,433 Support Services $ 4,940,136 $ 5,331,047 $ 5,954,126 Total $ 14,941,572 $ 15,835,333 $ 16,434,225 3. ORGANIZATIONAL STRUCTURE The following organizational chart shows the departmental organizational chart of the Police Department. Matrix Consulting Group Page 39 Performance Audit—Technical Appendices TIGARD, OREGON TIGARD POLICE DEPARTMENT as of 5/28/2019 Kathy McAlpine Chief of Police 1.Shaw J.Jewett 'tuns Manpt• Confidential Fsetuhsr Ail ].Wolf Public Information Officer S.Koortmells Coro Engage Prog Cooed Robert Rogers James McDonald Commander Commander G.(Nestopher Prune Analyst • B.Sitton M.Eskew N.Charlton Lieutenant Lieutenant Lieutenant S.Wert Police Svcs Adm Spee I.Prater M.Pot A.Farrar 1.Doughty C.Odam t irradiator I.tin M.(lanai T.Dolman Sgt.Philips l Tedium CCU Sgt Det Sergeant Records Sup. Day Sergeant Day Sergeant Grave Sergeant Gore Sergeant Swing Ser;eant Swing Sergeant TriMet Sergeant Craft Sergeant T.nahn K.Dresser L.Geerteen el Duels E.Fnarnberp« I *damsel A.tele, M.Iron, I Tarnson M.line N.Nasser CCU Drtettne Detective Records Specie. Pollee Officer Poke Office Ponce Meer Peke OMker Poke(ricer Poke Onkel 1nMet Ofr¢r Traffic Officer G.Stone 1.Hicks s.Neegrl, T.Greaston N.Johnson 0,Shinn S.Petersen c.Foulirs 5.Ncrtkcole G.Maldonado R.Norse- CCU orseCCU Detective Detactise RKaree Sp.r ia.. poll,.OMMr. Pali.Office. Police Officer Polies OMu lir Police Ware, Paste ORlr.r T,,Mrt ONkr. traffic Officer D.Swam D.Plotkin T.O'Rourke S.Nunley S Sanders J,Dower M.Powers K.Mace S Rivera K.Speer CCU Detetty* Datactive Records Speua.. Poke Officer Ptkce MTHer Police Office K9 Officer Policy Once, K9 OR•cer Traffic Officer C.Haynes Y.est C'pert N.Mann 7.1,Ilolson F.Foam 1 Santad I.Piastre, S.Suyama M.Hellebore DEA Ortect•ve Detective Records Sproa.., Hoot OHkar wda•DNke, HoiKe Olhcer Police Ohrcer Police 011me. Police Of leer CSO K.Rinall S.Ralston N.Waken. L.Sec 2.welch 5 Swims S Ode N.Will Detectrre Records Spetla.,. Posh Omer Ro'cl Orlrce Puke Officer Polkr 011(e, Polo.(Mer Police Wert N,kosma. A.Cern' L Long O W,10r J.Yamas.11:a Dewe S.Garin* Police Officer Reserve macer Pol to OMcer Police Office. Prop/Frill Spec O.Imus K Penh SRO K.Paris Reserve Mike, I.Moehrinp Prop/Feld Spec 510 M.Rupee K.Keel» Chapin PT/SG Irnesn... D rottingvm D Srow� CMPIa�n PI/NI.tern*. 69 Sworn la natant) 16 5 Non-sworn!1.5 vaa-t) Vuunteers(II Cadets.1 Reserve Officers,2 Chaplains) FTE 85.5 Page 40 Matrix Consulting Group Performance Audit—Technical Appendices TIGARD, OREGON 4. STAFF ROLES AND RESPONSIBILITIES The following table shows the number of authorized and filled positions within each job title, as well as a summary of their key roles and responsibilities, for each division/functional area of the Department. This table is not intended to provide a "job description" level of detail, but to outline the core functions for which each unit is responsible for performing. Authorized Filled Position Title Positions Positions Roles and Responsibilities Police Administration Chief 1.0 1.0 • Chief- Provides the overall leadership, Executive Assistant 1.0 1.0 management, and administration of the Business Manager 1.0 1.0 Department. Public Information Officer 1.0 1.0 • Chief-Approves policies and procedures. (PIO) • Chief-Sets budget priorities, department goals Community Engagement 1.0 1.0 and maintains budget. Program Coordinator • Chief-Responds to major incidents. • Executive Assistant—Manages paper flow for Chief and maintains files. • Executive Assistant—Manages Chief's schedule and performs various assigned tasks. • PIO- Responds to major incidents to provide public information. • PIO—Coordinates department social media and responds to media requests for information. • Business Manager— Develops budget, advises Chief and completes financial reporting. • Business Manager—Completes reports, overall responsibility for Accounts payable and receivable, Grants, Asset Forfeiture. Coordinates with City Budget office. • Community Engagement Program Coordinator- Manages department community engagement activities and conducts outreach. • Community Engagement Program Coordinator— Attends community meetings and assists with coordinating department representation at community events. Matrix Consulting Group Page 41 Performance Audit—Technical Appendices TIGARD, OREGON Operations Division Commander 1.0 1.0 • Commander- provides the overall leadership, Lieutenant 2.0 2.0 management, and administration of the division. Sergeants 8.0 8.0 • Lieutenants—provide day to day supervision of Patrol Officers 42.0 38.0 patrol related functions. CSO 2.0 2.0 • Lieutenants—are assigned individual Reserve Ofcs (Vol.) n/a 1.0 responsibilities, supervise sergeants and are assigned collateral duties. • Sergeants- provide field supervision, review officer reports, perform officer evaluation, and perform administrative tasks. Sergeants also have ancillary duties. • Sergeants—are assigned to each shift (2 per shift), Sergeants work a 4-10 schedule with overlap. • Officers-respond to calls for service and working proactively in the community as workload levels permit. • Officers- have ancillary duties such as SWAT, CIT or skills instructors. • Officers-work 4-10s. • Traffic Officers- respond to accidents, provide proactive traffic enforcement and address traffic complaints. • Traffic Officers—work 4-10s, one (6am—4pm), one (7am—5pm) and one (8am—6pm). • Community Service Officer- (CSO) - Responds to non-suspect, cold calls for service and parking issues. • Community Service Officer- (CSO) - Delivers evidence and paperwork to court and performs other assigned tasks. • Reserve Officers (Non-paid Volunteers)- Assist patrol and help with community events. Matrix Consulting Group Page 42 Performance Audit—Technical Appendices TIGARD, OREGON Support Services Division Commander 1.0 1.0 • The Commander provides the overall leadership, Lieutenant 1.0 1.0 management, and administration of the division. Sergeants 2.0 2.0 • The Lieutenant provides day to day operational Records Supervisor 1.0 1.0 leadership. Detectives 9.0 9.0 • The Lieutenant has ancillary duties and performs School Resource Officer 2.0 2.0 additional assigned tasks. Records Specialist 5.0 5.0 • The sergeants are in charge of their respective Property/Evidence 2.0 1.0 units. Specialist • Detectives area assigned cases, conduct follow Crime Analyst 1.0 1.0 up, write warrants/subpoenas. Police Services Admin. 1.0 1.0 • The School Resource Officers conduct school Specialist related investigations and conducts school Chaplains (Non-paid— N/A N/A related community outreach. Volunteer) • The Crime Analyst produces statistical reports, Peer Court Coord. 0.5 .05 assists with investigative cases and helps put case folders together. • The Police Services Administrative Specialists- maintains records and performs assigned tasks. • The Records Supervisor—Supervises records specialists, schedules and assigns work, processes BWC requests. • The Records Specialists—Transcribe reports, take incoming phone calls and walk-ins, release reports, process subpoenas, process tow releases, enter LEDS information and produce reports. • The Property/Evidence Specialists—Enter property and evidence into database and properly store and manage property and evidence inventory. • The Chaplains (Volunteer—Non- paid)—Provide support to staff and community. 5. TECHNOLOGY UTILIZATION The following table presents a summary of the key software and technology tools in use by the Police Department. The name of each tool is listed, along with a summary description of its functionality and utilization by staff. Name Description Mark 43 Mark 43 is an RMS for police report writing, report storage and retrieval. The department also uses the Detective Case Management Module. Evidence on Q Commercial off-the-shelf(COTS) software system designed specifically for property and evidence management. Matrix Consulting Group Page 43 Performance Audit—Technical Appendices TIGARD, OREGON 6. CURRENT PERFORMANCE METRICS The following table summarizes the current performance metrics reported by the Police Department with details of the last three years performance. Metric FY15-16 Actual FY 16-17 Actual FY 17-18 Actual Performance Metrics Dispatches (911) Calls for Service 19,948 21,352 21.106 Self-Initiated Calls for Service 23,351 20,522 19.710 Community Engagement Event n/a 80 69 Average Response Time in Minutes: Emergency Response Calls 10.12 10.43 10.72 Matrix Consulting Group Page 44 Performance Audit—Technical Appendices TIGARD, OREGON 7 PUBLIC WORKS 1. INTRODUCTION The Public Works Department is led by a Director who reports to the City Manager. Several positions with administrative and specialized roles report to the Director, as well as two Assistant Director positions. One of these oversees parks and recreation and the maintenance of infrastructure, and the other is the City Engineer who oversees the City's engineering staff. The functions under review in the course of this audit include administration, engineering, and parks and recreation. These functions are responsible for budgeting and asset management, capital improvement program (CIP) planning and implementation, emergency preparedness, maintenance of the City's parks and trails, recreation programs, construction project management, engineering development review, and public relations and community engagement around the Department's activities.The Department's goals include designing, building and maintaining high quality infrastructure, preparing for future growth and financial sustainability, and prioritizing resources to optimize the quality of life in Tigard. 2. OPERATING BUDGET The table below summarizes the operating budget (excluding capital improvement program) for the Public Works Department over the last three years. Actual Revised Budget Line Item FY 16-17 FY 17-18 FY 18-19 Personnel Services $7,027,072 $8,009,609 $8,116,499 Materials& Services $6,261,495 $7,369,617 $8,725,834 Interdepartmental Costs $4,542,877 $4,823,788 $7,842,975 Capital Outlay $216,485 $1,482,974 $1,582,400 Other $0 $0 $0 TOTAL $18,047,929 $21,685,988 $26,267,708 3. ORGANIZATIONAL STRUCTURE The following organizational chart shows the departmental organizational chart of the Public Works Department functions under review by the project team as part of this engagement. Matrix Consulting Group Page 45 Performance Audit—Technical Appendices 1 IGARD, OREGON Public Works Director (1) I I I I I Assistant Emergency Business Community Director Services Coord Manager Engagement City En ineer (1) (1) (1) Program Coord. (1) (1) Administrative Sr. CMMS Software Management Admin. Specialist II Administrative — Specialist Analyst Specialist II (1) Specialist(1) (1) (1) (1) Division Division GIS Tech Sr.Project Project Manager Manager Manager — En(3)ineer (1) (1) (1) (1) Environmental Assistant City Project) — Water Prog — Streets Engi1 3 leer Coordinator Recreation Parks Sr.Project — Sewer Coordinator Supervisor — Engineer (1) (1) (1) Recreation Staff Sr.Utility Engineering — Stormwater (2.5) — Worker — Tech II/GIS (2) (1) Utility WPrincipal — (4,2 Vacant)orker II — Engi1leer ( I Development Engineering Staff (5,1 Vacant) 4. STAFF ROLES AND RESPONSIBILITIES The following table shows the number of authorized and filled positions within each job title, as well as a summary of their key roles and responsibilities, for each division/ functional area of the Department. This table is not intended to provide a "job description" level of detail, but to outline the core functions for which each unit is responsible for performing. Matrix Consulting Group Page 46 Performance Audit-Technical Appendices 1 IGARD, OREGON Authorized Filled Position Title Positions Positions Roles and Responsibilities ADMINISTRATION Director 1.0 1.0 • Overall department administration and Assistant Director 1.0 1.0 coordination efforts. Sr. Administrative Specialist 1.0 1.0 • Establish strategic direction and Administrative Specialist II 1.0 1.0 priorities for the Department. Emergency Services 1.0 1.0 • Conduct department budget Coordinator development and resource needs Community Engagement 1.0 1.0 forecasting. Program Coordinator • Ensure that the City's assets are Business Manger 1.0 1.0 properly accounted for and tracked. CMMS Software Specialist 1.0 1.0 • Prepare for emergency scenarios and GIS Tech 1.0 1.0 conduct earthquake and fire drills. ENGINEERING City Engineer 1.0 1.0 • Manage the development and Management Analyst 1.0 1.0 coordination of the City's CIP. Admin. Specialist II 1.0 1.0 • Oversee the funding, design, and Sr. Project Engineer 4.0 4.0 construction of capital projects. Project Manager 1.0 1.0 • Manages grants for capital project Project Coordinator 3.0 2.0 construction. Assistant City Engineer 1.0 1.0 • Conduct engineering review and Principal Engineer 1.0 1.0 permitting of development projects Sr. Engineering Tech 4.0 3.0 within the City's right-of-way. Engineering Tech II 2.0 2.0 • Develop and update standard engineering conditions of approval. PARKS AND RECREATION Division Manager 1.0 1.0 • Maintain the City's parks in accordance Parks Supervisor 1.0 1.0 with the established parks plan. Sr. Utility Worker 2.0 2.0 • Oversee hiring and assignment of Utility Worker II 6.0 4.0 seasonal parks staff. Recreation Coordinator 1.0 1.0 • Liaison to local athletics leagues for use Admin Specialist II 1.35 0.0 of parks fields and facilities. • Develop and manage recreation programming for City residents. 5. TECHNOLOGY UTILIZATION The following table presents a summary of the key software and technology tools in use by the Public Works Department. The name of each tool is listed, along with a summary description of its functionality and utilization by staff. Matrix Consulting Group Page 47 Performance Audit—Technical Appendices TIGARD, OREGON Name Description Accela Permitting software used to create and update records of building and land use permit applications. Used by engineering staff to intake engineering permit applications, record payments, make updates, issue permits, and record inspections. Springbrook City-wide financial management system. Used by Public Works Department to create and track the expenditures of capital improvement projects, track the department's budget, and record the time spent by staff. Maintstar Work order management system used by the Public Works Department to generate work orders, assign them to specific public assets and staff, and record the time and expense of completing them. GeoCortex GIS system used throughout the City. Utilized by Public Works Department to track the location of assets for system planning, creating system maps, and permitting. 6. CURRENT PERFORMANCE METRICS The following table summarizes the current performance metrics utilized by the Public Works Department with details of the last three years performance. Metric FY 15-16 FY 16-17 FY 17-18 Performance Metrics Overall pavement condition index to meet 70.3 70.3 79.0 or exceed 67.0 Matrix Consulting Group Page 48 Performance Audit—Technical Appendices TIGARD, OREGON 2 Best Management Practices Assessment As part of the performance audit of the City of Tigard, the Matrix Consulting Group conducted a wide variety of data collection and analytical techniques to compare the City's current operations with measures of effective municipal organizations. This best management practices assessment provides an overview assessment for all major departments and services within the City of Tigard. The best-practices are representative of the following ways to identify improvement opportunities: • Statements of "effective practices" based on the study team's experience in evaluating operations in other utilities or"standards"of the services from other peer organizations. • Other statements of "effective practices" or "performance targets" based upon consensus standards or performance goals derived from national or international professional service organizations. • Identification of whether and how the City meets these performance targets. The purpose of this assessment is to develop an initial overall assessment of the City's operation and to identify any opportunities for efficiency and cost savings. The assessment is presented in a matrix format with the performance target in the left-hand column, whether the department meets the target in the second column (thus representing a`strength'), and potential improvement opportunities in the far-right column. Based on review of this document the project team will analyze the issues identified leading to the development of the draft report. Matrix Consulting Group Page 49 Performance Audit—Technical Appendices TIGARD, OREGON 1 CITY MANAGEMENT Meets Does Not Best Practice/Operational Target Target Meet Target Comment City Manager's Office The City has an adopted strategic ✓ The City regularly updates the plan to identify Council priorities and strategic plan in conjunction organizational alignment and this plan with the City Council. in regularly updated. The City's Strategic Plan is used to ✓ assist policy makers and management in guiding decisions. The strategic plan is utilized The City's Strategic Plan is used as ✓ ✓ and considered during budget the basis of an Annual Work Plan. development. The goals and strategic priorities are not always easily convertible to finite action steps in the annual work plan, but guide them whenever possible. The City uses appropriate ✓ The City is in the process of performance measures and development of a more interpretive benchmarks to evaluate formalized and enhanced its major programs and uses these in performance measurement management decision-making program. Current data limitations (data collected and ability to analyze the data) limit the ability of the City to fully implement this effort. The City Manager's Office conducts ✓ regular group meetings with all department heads to discuss major issues and areas which may require cooperation among departments. Annual in-depth review of each ✓ department by the City Manager conducted as part of performance evaluations. There is an annual review of the City ✓ Manager by the City Council. Matrix Consulting Group Page 50 Performance Audit—Technical Appendices TIGARD, OREGON Meets Does Not Best Practice/Operational Target Target Meet Target Comment Customer service satisfaction ✓ The City conducts periodic (internally and externally)is routinely employee surveys to monitor monitored. issues related to employee satisfaction and identify potential workplace issues. The City just recently completed an employee survey and is reviewing results. An annual report summarizing major ✓ ✓ The City has developed and activities of the City is developed and distributed an annual report in distributed to all citizens. past years. The City is currently working to develop a performance report (scorecard) to be issued to all residents as an insert in the utility bill for distribution this Fall. The City effectively monitors ✓ This is a primary role of the legislation and governmental activities City Manager to perform. that may affect its interests. The City's interests are effectively ✓ promoted at the County and State level. Human Resources/Risk Management The number of organizational layers ✓ does not exceed three (the number of layers that one employee would have to report to reach the Human Resources Director). This is conducted as part of Customer satisfaction with Human ✓ periodic employee surveys. Resources is routinely monitored and satisfaction with those services is high. Staff within the Human Resources ✓ Critical functions have more Department are cross-trained to than one individual trained to enable sharing of resources based perform the duty to ensure upon changing work activities and back-up resources exist. needs of the organization. Matrix Consulting Group Page 51 Performance Audit—Technical Appendices TIGARD, OREGON Meets Does Not Best Practice/Operational Target Target Meet Target Comment A long-term information technology ✓ ✓ The Department has plan has been prepared for Human implemented new technologies Resources. as needed to improve efficiency of service delivery (i.e.-online application process). With the development of the new city- wide IT plan, more focus is being placed on addressing individual department needs. Human Resource policies and ✓ The City's personnel policies procedures are well documented. are well documented. Human Resources maintains ✓ No issues have been raised personnel records in an efficient and regarding the maintenance of readily accessible manner utilizing an employee records. integrated human resource information system (HRIS). Personnel records are updated in a ✓ timely manner. The City utilizes an electronic system ✓ to track training needs and utilization by employees. Human Resources uses a workforce ✓ Limited workforce planning is planning system to project retirement conducted though recent rates by division and/or by"critical efforts have included a focus skills" positions and has prepared for on evaluating retention based replacement of lost competencies and upon concerns raised. A skills. This system has been formal workforce planning automated. The plan is updated document has not been annually. developed. The Human Resources Department ✓ Implementation of NeoGov has efficient and effective processes has enabled the streamlining for recruiting and hiring qualified of the recruitment process personnel. The process is both internally and with standardized among all employees applicants. and clearly documented. Human Resources has standard city- ✓ wide procedures to announce vacancies and to receive and process applications. Matrix Consulting Group Page 52 Performance Audit—Technical Appendices TIGARD, OREGON Meets Does Not Best Practice/Operational Target Target Meet Target Comment The Department, by policy, conducts V employment procedures in a manner that assures equal opportunity regardless of age, race, color, religion, sex, sexual orientation and national origin Human Resources job vacancy ✓ announcements provide information on positions to be filled, education, experience, knowledge, skills, and abilities required, and compensation range. Human Resources utilizes technology ✓ As previously noted, the to make the recruitment process more implementation of NeoGov has efficient and timely. enabled the City to increase efficiency in this area. City website is used to highlight the ✓ Additionally, the City has benefit and retirement packages and information on the website other benefits of working for the city. regarding the benefits of working for the City of Tigard. Human Resources can demonstrate ✓ ✓ The department evaluates that the employees hired within recent data regarding applicants and years generally reflect the population hires and continues to work to of the City's service area, and, if attract, recruit and select certain races or ethnicities are qualified individuals that match underrepresented,the City has the community's developed and implemented a plan to demographics. remedy that situation. To the extent possible given factors ✓ ✓ Given the smaller size of the outside the City's control, Human organization, turnover rates Resources works to maintain a can vary greatly from year to reasonably stable work force and a year and is generally due to satisfying work environment by factors beyond the direct addressing factors that contribute to control of HR. Many increased turnover or low employee employees leave due to morale. The annual rate of turnover is promotional opportunities and less than 10%overall. career development. The City conducts climate surveys ✓ A recent employee survey was that measure employee satisfaction just completed and included on such factors as work questions addressing many of environment, quality of supervision, these issues. safety, City-wide support, and opportunities for professional development Matrix Consulting Group Page 53 Performance Audit—Technical Appendices TIGARD, OREGON Meets Does Not Best Practice/Operational Target Target Meet Target Comment The City conducts exit interviews with employees who terminate employment and compile the results of these interviews. The department provides copies of ✓ the employee handbook, information on City personnel policies, and benefit packages to all employees upon hire. Human Resources provides a comprehensive staff development program to achieve and maintain high levels of productivity and employee performance. Human Resources conducts orientation programs for all new employees, and includes information on City procedures, performance expectations and evaluations, training and career opportunities, and personnel policies regarding such issues as absences, leave approval and tardiness; Human Resources has a City-wide training program and maintains training records on each staff member. Human Resources provides ongoing City-wide training to the City's employees regarding the City's policies and procedures that prohibit discrimination, sexual harassment, and workplace violence. Human Resources has established a ✓ progressive discipline system. Human Resources has established ✓ and implemented policies regarding the drug testing of employees who are impaired by alcohol or drug abuse. Matrix Consulting Group Page 54 Performance Audit—Technical Appendices TIGARD, OREGON Meets Does Not Best Practice/Operational Target Target Meet Target Comment Human Resources provides an ✓ employee assistance program for staff to receive assistance with any admitted substance abuse issues or any impairment resulting from alcohol or drug abuse. Human Resources reviews its ✓ In conjunction with third-party Workers' Compensation Program to administrators. evaluate workers' compensation claims and expenses. Human Resources uses the results of ✓ these evaluations to be proactive in attempts to cost effectively reduce frequency and cost of Workers' Compensation claims. Human Resources has procedures ✓ that are distributed to all employees concerning prompt reporting of all on- the-job injuries. Human Resources has a safety ✓ inspection program that determines the corrective actions necessary based upon past workers' compensation claims and proactive inspection of high-risk areas and professions. Human Resources does routine, cost- ✓ efficient monitoring and follow-up of claims(by a third-party administrator) to ensure that workers are returned to work as soon as possible. Human Resources has a claims ✓ review function to identify and address situations, unsafe conditions, or training deficiencies that may have contributed to worker injuries or accidents. The Department has a written policy ✓ and procedure outlining FMLA Leave guidelines and documentation. Matrix Consulting Group Page 55 Performance Audit—Technical Appendices TIGARD, OREGON Meets Does Not Best Practice/Operational Target Target Meet Target Comment Progressive discipline is applied ✓ All attempts are made to consistently across departments. ensure discipline imposed is consistent across departments based upon the unique factors associated with each case. Human Resources has developed a ✓ formal written compensation policy. This policy has been clearly communicated to the City's employees. Human Resources periodically ✓ compares its salaries for"benchmark" classifications with other public and private agencies and adjusts salaries as necessary to enable the City to compete for qualified applicants. Human Resources has developed ✓ ✓ The City has an adopted and implemented a variable compensation system, compensation system, such as pay however, some concerns have for performance, to establish linkages been expressed regarding how between performance and well it establishes a direct tie compensation. to individual performance. Human Resources maintains up-to- ✓ All job descriptions are date, clear, concise, and readily available on the City's website accessible position descriptions that and provide the detailed accurately identify the duties of each information listed including position and the background and compensation. Classifications competency levels required. The are reviewed on an as-needed position descriptions are proactively basis to ensure they remain reviewed for currency and accuracy current and up to date. every three to four years. Classification decisions made by ✓ Human Resources are based upon objective and documented data (job descriptions, questionnaires, interview notes, and organization charts). Internal equity is addressed at Human Resources reviews the ✓ time of each new hire with internal equity of classifications every adjustments made as needed. three to four years. Matrix Consulting Group Page 56 Performance Audit—Technical Appendices T IGARD, OREGON I 2 CENTRAL SERVICES Meets Does Not Best Practice/Operational Target Target Meet Target Comment Communications The city has a webmaster to maintain The City employs a web the website with up-to-date services coordinator to handle information across all departments all departments The city uses customer surveys to The City does not utilize determine effectiveness of web internal customer surveys for content, including satisfaction with web services. An annual timeliness of adding information to the survey would be beneficial for site learning about customer satisfaction with service levels and web content/design (do this internal—but nothing external). The city's website is user friendly and ✓ The City's website is user easy to navigate friendly and it is simple to navigate The city uses centralized The City has centralized communications including a graphic communications including two design for written communication. employees working in graphic design to assist with internal and external written communications The City has a written The City does not currently communication's strategic plan have a written communication's strategic plan to guide communications' integration with programs across multiple departments and to guide all communications efforts (including public education and advocacy)over the next several years Matrix Consulting Group Page 57 Performance Audit—Technical Appendices TIGARD, OREGON Meets Does Not Best Practice/Operational Target Target Meet Target Comment The Communications team is involved While this might happen on in projects from the start to reduce occasion, this does not occur risk of misunderstanding of project regularly. By involving scope/design/effectiveness communications/design on initial project planning,they are better situated to provide effective services/results to the client (department head) The city's communications team is All departments receive available to serve all city departments services from the City's communications team (with some using their services more than others) The city's communication team For web services functions, prioritizes requests and regularly this is currently done manually reviews the status of requests to without an official means to ensure timely delivery to customers track work orders (which don't exist—services are done on a first come-first served basis from emailed requests). For graphic design there is a work ticketing system to prioritize and monitor service response. Recommend workload metrics/performance indicators that are reviewed annually to determine if service delivery of web services is meeting expectations Municipal Court The court has a written strategic plan ✓ This does not currently exist. with measurable goals and metrics to evaluate performance Matrix Consulting Group Page 58 Performance Audit—Technical Appendices TIGARD, OREGON Meets Does Not Best Practice/Operational Target Target Meet Target Comment Courts are adequately staffed to ./ Staffing is adequate for the handle anticipated workload demand time; however, there is to be implementation of red light and speed cameras which could significantly increase workload. The Court recently increased staffing in anticipation of the added workload and once a full year of citations are processed, a workload/time analysis should be completed to determine future staffing needs. Currently one Court Clerk II is in the courtroom during all arraignments and trials. Time and workload analysis reveals very little time available after handling all tasks related to citation processing (1,125 hours annually for each of the four court employees, leaving only 25%of non-citation related time to handle all other court functions). Court staff are cross-trained to While there is some cross perform multiple functions if training, a couple of necessary employees are new and have not received full training to be able to independently handle every function within court operations (juvenile, civil traffic, ordinance violations, misdemeanor cases, etc.). This is currently being implemented The court has written policies and The Court has Department workflow mapping to assist staff in Operating Instructions (DOI) completing their responsibilities that assist staff with knowing what to do and how to complete various work tasks Fleet& Facilities Matrix Consulting Group Page 59 Performance Audit-Technical Appendices TIGARD, OREGON Meets Does Not Best Practice/Operational Target Target Meet Target Comment Maintenance, replacement, and The City has a centralized fleet management of fleet and equipment and equipment maintenance are centralized division. An internal system tracks projects by work order. The City is averaging 1,064 fleet services (repairs, preventative maintenance, and scheduled maintenance) annually for each of the past two years A replacement reserve or other The City maintains a fleet fund funding mechanism is utilized to reserve.This reserve is ensure timely replacement of fleet currently at$272,648, which assets represents 88.6%of annual expenditures. Charge back rates are in place and The City uses its own evaluated annually internally developed system A preventative maintenance schedule This system is monitored by has been adopted fleet services to ensure compliance. There were 191 PMs completed in FY17 and 257 in FY18 Customers receive prior notification of Fleet services provides upcoming preventative maintenance notification to each department services of upcoming PM requirements so they can coordinate scheduling of those services Work orders are electronic and The city's work order system maintained for all maintenance tracks all fleet services work activities Matrix Consulting Group Page 60 Performance Audit -Technical Appendices TIGARD, OREGON Meets Does Not Best Practice/Operational Target Target Meet Target Comment The fleet division is adequately While there is only one FTE staffed with an appropriate level of handling fleet and equipment services handled in-house v. maintenance services (PM, outsourced repairs, and SM), that employee is performing at a high level-allowing the City to minimize contracted services and thus save money. In- house staff currently perform oil changes only on equipment due to staffing limitations; however, the rate received from an outside vendor for vehicle oil changes is cost effective Using a weighted metric of 70%cost The weighted metric result at and 30% number of projects, CIP $1M total project cost, 12 project management generally does projects, and 1 PM is 0.48. not exceed 8 projects per PM or $25M per PM. Facilities maintenance has policies in Currently this is based on the place to guide decision making on skill/experience level of when to utilize outside vendors and to existing employees. Without a guide employees on proper means to hold employees performance accountable for not being adequately trained, it could lead to excessive contracted expenses in the future if employees do not hold the minimum skill set to perform expected workload. This division does not currently have written division-specific policies in place Facilities maintenance has There aren't any current established performance measures in performance metrics or an place and conducts an annual annual survey to gauge customer survey to help determine performance results or achievement of those measures workload activity Matrix Consulting Group Page 61 Performance Audit—l echnical Appendices TIGARD, OREGON Meets Does Not Best Practice/Operational Target Target Meet Target Comment Fleet and facilities While all departments should inventory/equipment is regularly complete an annual inventory inventoried by someone not with the inventory completed responsible for the by someone outside of the inventory/equipment department (not responsible for the items being inventoried), both fleet and facilities have numerous tools and other easily misplaced items. For that reason, it is important that someone not responsible for the items being inventoried regularly account for all equipment and items in inventory The ratio of facilities to maintenance Excluding the supervisor, there staff is generally around 45,000— are four staff to maintain 13 50,000 building square footage to 1 buildings, with a cumulative maintenance employee (does not square footage of 129,184. account for contracted repairs for Additional maintenance occurs technical expertise) at other buildings (Fanno Creek House, Summer Lake Shop, skate park, etc.)This comes to 32,296 per maintenance employee plus those other facilities. This ratio is slightly lower than the ratio normally recommended; however, some of the city's facilities are older and thus require more time and effort to maintain them. Additionally, facilities that are not reasonably co-located are justification for a lower ratio. Matrix Consulting Group Page 62 Performance Audit—Technical Appendices TIGARD, OREGON I 3 COMMUNITY DEVELOPMENT Meets Does Not Best Practice/Operational Target Target Meet Target Comment Administration & Customer Service The Building Division utilizes the most ✓ The state building code in current version of the State Building Oregon is uniform, and all Code. local municipalities follow this code. A monthly report is generated for the ✓ No regular reports are City Manager reporting actual vs. generated to gauge planned performance against cycle compliance or performance time objectives. relative to cycle time goals. A formal cost recovery policy has ✓ The Division operates as an been developed and adopted by the enterprise fund, and revenues City for the Building Division. are sufficient to cover expenditures. The fees associated with building ✓ ✓ Fees are not directly evaluated permits are evaluated annually and for cost recovery levels, but all adjusted as necessary to maintain fees are based on the ICC compliance with the adopted cost building valuation table, which recovery policy. gets updated annually. The City has conducted a formal ✓ ✓ The City has not conducted a building permit fee study within the formal fee study, but all fees last 5 years to ensure individual fees are based on the ICC building charged are(1)appropriate and in valuation table, which gets proportion to the staff time required updated annually. for review and processing; and (2)at a level sufficient to cover full cost of services provided (or level of cost recovery adopted by policy). A Policy and Procedures Guide has ✓ The Building Division has a been developed for employees comprehensive operating plan covering major processes and which covers administrative, procedures relative to building permit plan review, inspections, plan review and inspection processes. permitting, and compliance standards. Matrix Consulting Group Page 63 Performance Audit—Technical Appendices TIGARD, OREGON Meets Does Not Best Practice/Operational Target Target Meet Target Comment Customer service is a priority for the ✓ ✓ Building permit application Division. guides are readily available for • Easy-to-understand application customers. Online permit guides for the building permit and applications are accepted, but inspection process are available to only for permit types which do customers in the lobby. not require plan submittal • Customer satisfaction surveys are (further digital automation is used periodically. being implemented). Customer • On-line applications are used for surveys are not used. building permits. A"one-stop"shop is utilized for ✓ All community development building permit plan checking and all functions are co-located and of the key departments/divisions are there is a single plan intake co-located. location;customers have only one stop to make. The filing system is easy to use for ✓ Staff can review documents in employees and records are easy to Accela, and they also make retrieve. use of Laserfiche. The Department also has a physical filing room for hard copies. Building code interpretations are ✓ The State of Oregon issues memorialized in an up-to-date, easy- interpretations and gives to-use document. informal rulings on cases if a Building Official asks for them. Records of these rulings are available to staff. The departments and divisions that ✓ The City's GIS system, participate in the building permit GeoCortex, is available to all process have access to GIS including plan review staff and includes the assessor parcels, general plan the necessary layers for categories, zoning districts, aerials, making determinations. flood and drainage data, utilities, etc. A formal ongoing employee training ✓ ✓ Ongoing training is a major program is provided based upon an part of employees'work. This employee needs assessment. training is primarily focused on maintaining certifications rather than enrichment and addressing identified needs. Matrix Consulting Group Page 64 Performance Audit—Technical Appendices TIGARD, OREGON Meets Does Not Best Practice/Operational Target Target Meet Target Comment A formal appeal process is in place ✓ A process is in place which that a contractor/builder or takes appeals through the architect/design professional may Oregon Building Codes utilize when disagreements occur Division. regarding the building official's interpretation of the adopted building code/zoning regulations. The Building, Permitting and ✓ The City's website includes Inspections Division makes effective application forms, information utilization of the internet and the City's about submittal requirements, website to disseminate information to citizen access to Accela, fee applicants regarding submittal schedules, and the requirements, provide applications development code. and application guides, and enable on-line submittal of selected documents. The City has adopted a formal ✓ The City does not have an "expedited" permitting process that established process for fast-tracks the review process for expediting plan review. those projects meeting established criteria (such as economic development potential,job creation, etc.). Building Permit/Plan Review Accela is utilized to(1)accept and ✓ ✓ 1,2,4,5,6: Yes. Accela is used issue building permits; (2)assure the for application intake, issuing status of each plan submittal is visible of permits, viewing the status during the plan check process; (3) of each application and manage the processing time for making it available to building permit plan checking; (4) customers, recording provide a database of inspection and applications, comments, and plan checking service; (5)enable all review activities in an of the departments/divisions involved accessible database, and in the building permit plan check accepting some online process to enter and retrieve data and comments regarding permit applications. applications; and (6)facilitate customer service through access to 3: No. Accela is not currently the internet to enable customers to used to manage processing submit building permit and inspection times. requests. Over-the-counter plan check service ✓ The counter is open four days is provided every business day for per week, and over-the- minor permits and those that do not counter plan check is offered require structural calculations. four days per week. Matrix Consulting Group Page 65 Performance Audit—Technical Appendices TIGARD, OREGON Meets Does Not Best Practice/Operational Target Target Meet Target Comment ICC certified Permit Technicians are ✓ ✓ Permit technicians perform the utilized to provide customer service at majority of counter duties. the counter and over-the-counter plan checking. One technician is ICC certified, but the others are not. Building permit plan checking is ✓ Building permit plan review is accomplished concurrently by all of accomplished concurrently. the departments/divisions involved in Building permit technicians the process, rather than sequentially. route plans to all involved divisions at once. The Building, Permitting and ✓ ✓ 1: Yes. Cycle times are Inspections Division utilizes a case established in the planning management system to manage the division and in the Building length of calendar time required for Division operating plan. building permit plan checks. The system includes(1)cycle time 2,3: No. Processing times are objectives have been set for the not tracked and reported upon, length of time for completion of plan and delays are only addressed checking; (2)collection of actual on an informal, as-needed processing time using the automated basis. permitting system to enable a comparison to these targets, and (3) the exercise of authority by someone in the Department with the other departments/divisions to resolve delays in completion of plan checks. The City makes use of ✓ ✓ The City does not have this digital/electronic plan review for capability yet, but is in the accepting electronic plans and routing process of soliciting a vendor them without physical copies. to help implement a system. Building permit plan applications are ✓ Counter staff check all checked at the counter upon submittal submittals for completeness, for initial completeness and rejected if with the exception of those missing basic items. that are submitted in mass numbers as part of a large development. A periodic quality assurance review of ✓ Plan reviewer's work is plan reviewers'work efforts, checked when inspectors do comments, and listed conditions of their work in the field, but not approval is conducted by a supervisor through an established OA at least annually and incorporated into program. the employee's performance review. Matrix Consulting Group Page 66 Performance Audit—Technical Appendices TIGARD, OREGON Meets Does Not Best Practice/Operational Target Target Meet Target Comment Cycle time objectives for completion ✓ The City aims for 2-3 weeks at of the first plan check meet the maximum but does not established targets. have a formally established target or policy. External/contracted plan reviewers ✓ Consultants are used for are utilized, as necessary,to ensure engineering review when the department meets adopted plan particular complexity is review targets. involved. Plan reviewers receive at least 40 ✓ Plan reviewers have state hours of training annually that cover a required continuing education variety of topics including: credits, as well as ICC courses administrative and legal aspects of required to maintain their code enforcement, and the technical certifications. requirements of the code. Staff have the state required Plan checking staff holds appropriate ✓ certifications, which are ICC certification. required for work in Oregon and include significant overlap with the ICC requirements. Building Inspections Inspection requests are accepted until ✓ Anything before 7am on the 6:00 a.m. on the day inspections are same day is accepted. to be completed. • Inspection requests are handled ✓ An IVR system is used to through an automated voice-activated schedule inspections. inspection request system (IVR)or online inspection request system that is linked to the permit information system. Inspection requests are responded to ✓ The goal is to conduct by a Building Inspector within one inspections within one day, workday of the request for inspection. and fewer than 1%of inspections take longer than the next day. Evening and weekend inspections are ✓ Early morning or after-hours available (in emergency situations)to inspections are offered by customers for an additional fee. request, for an additional fee. Inspectors allocate 85%to 90% of ✓ Inspectors spend about 75- their available work hours to field 80%of their working time in work conducting building inspections. the field. Matrix Consulting Group Price 67 Performance Audit—Technical Appendices TIGARD, OREGON Meets Does Not Best Practice/Operational Target Target Meet Target Comment The inspection workload is ✓ ✓ Most inspectors average 10-15 reasonable;the workload on average address stops per day. The is not excessive compromising busiest inspector averages 16 inspection quality, nor too little per day. Three inspectors resulting in unproductive use of have more than 15 stops on at inspectors. On average, building least 30%of their days, and inspectors approximate 12 to 15 23%of all days have more inspection stops per inspector per than 15 stops. day. Building Inspectors use automated ✓ Inspectors use tablets in the input devices to record inspection field with Accela access. results and to access/display inspection history while in the field. Building Inspectors receive at least 40 ✓ Inspectors get the continuing hours of training annually that cover a education hours required to variety of topics including: maintain certification with the administrative and legal aspects of Oregon Building Code code enforcement, and the technical Division. requirements of the code. The Building, Permitting and ✓ The quality control program Inspections Division has implemented includes some ride-along an inspection quality control program observations and that includes such aspects as conversations with contractors supervisory"ride-along"with who are the Division's inspectors to observe their inspection customers. procedures, periodic supervisory visits to major jobs to review the results of inspections and visit with contractors to discuss inspectors' customer service demeanor, etc. The Building, Permitting and ✓ The City uses"investigation Inspections Division has adopted and fees" rather than re-inspection utilizes re-inspection fees for fees, and these are based on "inspection not ready" including a fee an hourly rate. for each time obvious corrections previously noticed in writing have not been corrected upon re-inspection. Entitlement Applications The Building &Safety Division ✓ All zoning applications are provides zoning clearance for simple processed through the building building permit plan checks. division. Matrix Consulting Group Page t 8 Performance Audit—Technical Appendices TIGARD, OREGON Meets Does Not Best Practice/Operational Target Target Meet Target Comment Planning staff has written procedures ✓ ✓ The Division has some SOP's or procedures manual for application in their shared drive, but no acceptance, processing, report formally compiled manual writing, conditions, resolutions, which comprehensively minutes and filing. outlines the process. Authority for staff approval of minor ✓ Applications are classified into land entitlement permits is delegated Type 1, Type 2, and Type 3, in the Zoning Ordinance to a clearly and these each have their own identified authority, such as a Zoning decision-making authority Administrator. levels. An up-to-date zoning ordinance is ✓ The zoning ordinance is available that is easy for staff to available online, and it is a interpret and understand, includes an useful tool for planners.They index to make sections of the are able to use it consistently ordinance easy to locate, and is and search for what they need. consistent with the general plan. Zoning ordinance interpretations are ✓ Zoning ordinance memorialized in an up-to-date, easy interpretations are saved and to use document. searchable in Laserfiche. The Department notifies the applicant ✓ Applicants are introduced to of the name of the case manager their case manager either at assigned to the processing of their the counter when they submit land entitlement permit application their application (Type 1), or at including the telephone number,fax the pre-application conference number, and e-mail address of the (Type 2/3). project planner within five (5) workdays after the application has been assigned to the case manager. The cycle time for the processing of ✓ Processing cycle times are not current planning permits meets routinely measured or reported metrics. upon. The Department has a formal written ✓ ✓ The division will prioritize process in place to close cases when cases which are nearing the no activity has occurred with the case State's 120-day deadline but for 90 calendar days. does not have a formal process in place to close old cases. The current planning costs of the ✓ ✓ The Department does collect Planning Department are recovered application fees, but do not through fees. charge their time to specific projects and do not attempt full cost recovery. Matrix Consulting Group Page 69 Performance Audit—Technical Appendices TIGARD, ORLGCN Meets Does Not Best Practice/Operational Target Target Meet Target Comment Permit applications are processed ✓ ✓ Land use applications are using a concurrent process. Permit processed concurrently but applications are distributed building permit applications simultaneously to all of the follow a more sequential departments/divisions for plan review. process. Applicants for permit applications, or ✓ The Division maintains contact their representatives, are invited to with applicants. If an meet with the case manager and application remains other necessary staff to discuss their incomplete, the applicant application if it will be deemed receives a letter outlining incomplete at 30-days. The case reasons for incompleteness. manager informs the applicant face- Staff may also call them, if to-face about basic problems, if any, they are an inexperienced with the application, preliminary applicant. environmental findings, basic conditions that might be imposed, and timing for processing of the application. Design review guidelines are ✓ Design review guidelines are maintained to assure the quality of the in place, and they are development product and to provide maintained and kept up-to- guidance to the applicant and to staff. date. These include design guidelines for single family homes, multi-family homes, and commercial. The standard conditions of approval ✓ ✓ The standard conditions are used in the review of planning permits included in a template that are documented in an online library of staff use to develop written conditions. opinion/decision documents. They are not contained in an online library, however. Staff reports are clear and concise ✓ Staff reports are clear and and recommendations are based focused, and they discuss upon goals of the General Plan, findings under each of the requirements and guidelines in the applicable review criteria, Zoning Ordinance, and/or adopted which include relevant policies City policy. and code sections. Matrix Consulting Group Pare 70 Performance Audit—Technical Appendices TIGARD, OREGON I 4 FINANCE & INFORMATION SERVICES Meets Does Not Best Practice/Operational Target Target Meet Target Comment Information Services The City uses a firewall and antivirus The City employs a firewall software to protect servers from and antivirus software to malicious intrusion protect its servers Security standards are in place to Interviews reveal that there monitor the system for unauthorized isn't appropriate software intrusion monitoring IT logs and thus a hacker could penetrate the system and the City might not know about it. GIS staff provide proactive assistance GIS staff perform this function, to all departments to help them but there could be a more benefit from spatial analysis of GIS proactive system in place to data ensure department heads are knowledgeable about, and take advantage of, GIS technology for spatial analysis of data. This ensures better decision-making abilities within department operations. An information technology steering The City has a GIS steering committee is in place to provide input committee, but not an IT on IT policies, standards, application steering committee in place. development priorities, etc. There is sufficient on-site support staff Staff respond to approximately to support the City's IT needs 4,700 IT service tickets annually. Depending on the time requirements to service and complete a ticket,the City's current IT staffing levels are questionable as to their adequacy. Current time frames for responses to tickets are 4 hours for urgent matters, 8 hours for priority matters, and 4 days for regular matters. Staff burnout is a concern. Matrix Consulting Group Page 71 Performance Audit—Technical Appendices TIGARD, OREGON The IT department conducts annual IT does not have a steering assessments to identify technology committee directly, but rather needs there is an informal process with staff to discuss IT needs. The IT division uses appropriate Some performance measures performance measures and are in place and the Steering benchmarks to evaluate major Committee regularly meets to programs and service delivery discuss IT goals; however, more specific measures could be implemented to better gauge and monitor success The IT division conducts annual These surveys are sent out customer surveys to identify service daily, which is excellent as it level and technology satisfaction of provides for timely feedback. users The ratio of IT division staff as a FY19 staffing in IT is 5, which percentage of citywide staff is 2%to is 1.74%of total FTE levels 3% (286.3 FTEs). These numbers exclude GIS staff. IT division expenditures as a FY19 IT operating budget percentage of the overall city budget (excluding GIS expenses) is is 2%to 3% $1,856,888, which is 2.78%of total operating budget of $66,757,897. IT actively employs an internal The city uses an internal phishing campaign with clickthrough phishing campaign (excellent), rates of less than 5% but the clickthrough rate is reported to be at 50%. A clickthrough rate at this high percentage indicates that employees either do not take seriously the threat of malicious software infecting the city's servers or they are unaware of those dangers/risks. Cybersecurity awareness in general is a vital area for municipal governments considering the many recent threats of server hijacking against local governments. Matrix Consulting Group Page 72 Performance Audit—Technical Appendices TIGARD, OREGON There is an IT master plan, including The City just completed their disaster recovery, in place first IT strategic plan; however, specific steps for IT disaster recovery are not included in the plan. City employees receive ongoing Interviews reveal regular training in online security procedures training for City employees with online security The IT division uses IT helpdesk IT utilizes a helpdesk tracking tracking software to ensure timely system to help them manage response to needs and to identify service requests and ensure areas in which overall improvements timely response to calls for can be made service The City has an integrated ERP The city has an integrated system to reduce risk that separate system for finance and HR; computer systems won't effectively however, asset management communicate with each other and work order tracking are separate IT staff training costs are IT training expenses of approximately 2%of total IT payroll $20,712 represent 2.6%of total IT salaries& benefits IT enforces password security IT has a password security including periodic changes to policy and requires periodic password changes to passwords Budget/CIP A budget calendar is established and The 2020 budget calendar is communicated with all necessary thorough and includes employees information on lead person to handle certain functions, start dates, due dates, and appropriate notes There are detailed procedures in Detailed procedures are in place for preparing, adopting, place for all phases of budget monitoring, and amending the budget development The City has a multi-year capital The CIP includes six years of improvement plan that includes data including project name, annual capital expenses by year project description, project through estimated construction location, funding source, and completion and includes projected budgeted amounts for each operating costs for future budgets year of a project Matrix Consulting Group Page 73 Performance Audit—Technical Appendices TIGARD, OREGON Contracting & Purchasing Purchasing thresholds and policies Purchasing policies and are established thresholds are established, identifying specific processes to follow if a purchase ranges from $1 -$10,000; $10,001 to $100,000;or is more than $100,000. Ranges up to $20,000, $20,001 -$100,000 and $100,000 and up are in place for personal and professional services. The City uses electronic purchase The city's practices include requisitions and purchase orders to electronic purchase streamline the procurement process requisitions and electronic and ensure compliance with policies purchase orders enabling effective determination of policy compliance The City uses a P-card/credit card ✓ The City has a P-card program program that provides financial and policy. P-cards are incentives to the city and there is a audited quarterly as time policy in place for the cards' use. permits. The organization proactively Time does not permit this researches and seeks buying function to be done thoroughly. discounts The City is able to take advantage of State buying discounts and will research buying discounts when time permits. Additional staffing to perform this function could save the city money. Financial Operations Finance staff are cross trained for ✓ While staff are cross trained, critical processes there aren't any mandated job rotations that occur(internal control) and with limited staffing, there is added risk that a backup won't be available in an emergency. Finance Department funding cuts could be critical to the effectiveness of operations Financial staff receive annual training Money is budgeted for annual and professional development training and professional development Matrix Consulting Group Page 74 Performance Audit—Technical Appendices TIGARD, OREGON Written policies and procedures, ./ Policies and procedures are including workflow mapping, are in generally adequate. place for critical financial processes The budget receives the GFOA The city regularly receives this Distinguished Budget Presentation award award. Monthly budget-to-actual reports are The City provides monthly prepared and provided to budget-to-actual reports on the departments and elected officials City's drive for everyone to access The City uses long-term financial The City averages 4.2% forecasting including annual contingency funding across contingency funding general fund departments. The City employs long-term financial forecasting (10 years) that includes estimates for various reserves (emergency, cash, and service level), revenues, and expenditures. The City provides this data in numeric format and with visual displays with trendlines. The City has general fund reserves ✓ The City's financial policies that are at least 16.67%of annual require a 2 month reserve—or expenditures 16.67%of annual expenditures. Current GF reserves are at$13,390,375, or 20%of total operating budgeted expenditures. All disbursements are supported by Risk factor of further budget adequate documentation reductions since only one employee performs this function Invoices are reviewed and approved All invoices are reviewed and prior to payment approved prior to payment; however, the City only has one person performing the AP function so any funding cuts to finance could be critical toward their ability to safeguard public funds Accounts payables are processed in Risk factor of further budget sufficient time to take advantage of reductions since only one discounts/not pay penalties employee performs this function Matrix Consulting Group Page 75 Performance Audit—Technical Appendices TIGARD, OREGON All changes to payroll require prior ✓ This process exists; however, written authorization, can only be there is only one employee completed by limited personnel handling payroll functions so (software restrictions), and all for internal control purposes, changes are reviewed by someone any cuts to funding would be else to ensure accuracy critical and put the city at significant risk for fraud, waste, or abuse The Finance Department performs The City has been unable to regular analytics on spending to perform regular analytics due ensure compliance with policies and to manpower shortages for internal control purposes The City's finance department The City does not currently handles centralized grant centralize its grant management management system, relying on individual departments to manage their own grants without external review or monitoring to ensure compliance. Additional staffing resources could help the City establish centralized grants management. Deposits are made daily ✓ The organization makes daily bank deposits The organization conducts annual The City does not currently fraud risk assessments and at least conduct an annual once every three years conducts a occupational fraud risk complete internal control assessment assessment, which could from an independent expert leave the City vulnerable to outdated or possibly ineffective internal controls (which could cost the City significant money if fraud, waste, or abuse were to occur in the future) The City centralizes its contract While ultimately the City has management processes decentralized management of contracts, the City has a centralized contract monitoring system in place allowing for better oversight of City contracts to help ensure compliance with legal requirements. Matrix Consulting Group Page 76 Performance Audit—Technical Appendices TIGARD, OREGON Budgets and CAFR reports are ✓ Several years of CAFR and provided online for public review budget documents are available on the City's website for public review and inspection The City has an established fund ✓ The City's fund reserves reserve policy identifying minimum practices are thorough and the GF reserve levels and steps to take if City uses long-range financial those reserves are not met planning to estimate fund reserves and fund reserve percentages for up to 10 years in the future Bank reconciliations occur monthly ✓ Bank reconciliations occur monthly. Reductions in staffing could hinder the city's ability to accomplish this task timely, which would affect the city's ability to comply with UCC §4- 406 The City accepts online payments for ✓ The City accepts online services payments including utility billing, court, permitting, and others. Business licensing cannot currently be renewed online due to software restrictions (should ensure all payments can be made online). On-line payments reduce the risk of cash/check mishandling and provide an easy way for customers to complete transactions The City regularly conducts ✓ Regular management audits or management audits of purchases to purchases provides a verify the item purchased is/was used significant deterrent toward only for official city purposes fraud, waste, or abuse. This is an important internal control that the City does not currently have the staffing capacity to complete Matrix Consulting Group Page 77 Performance Audit—Technical Appendices TIGARD, OREGON 15 LIBRARY Meets Does Not Best Practice/Operational Target Target Meet Target Comment Administration The Library has a multi-year strategic V The Library developed a 5 plan. year plan in 2015— 'Tomorrowland:The Future Belongs to Dreamers and Doers'. The Library has developed V There are 3 goals and 9 measurable goals and objectives to objectives, only some of which track their performance against the are measurable. strategic plan. The Library has a set of performance V The Library extensively measures to track their progress monitors performance toward established goals. consistent with the measures tracked by the Oregon State Library. Cardholders as a percent of V At 48%Tigard falls moderately population exceed 65%. below the target. Annual circulation per cardholder V At over 36 items per exceeds 12 per year cardholder, Tigard patrons actively use library resources. These counts do not include electronically circulated items. Proportion of collection replaced per V New physical items were 12% year exceeds 5%. of the collection last year. Again, this does not include e- resources. There are no more than 3 V While there are various titles organizational levels under the reflecting experience and director of the library. compensation at the line level, Senior/Librarian/Assistant/ Library Assistant have many common roles. Services coordinated with other V Some coordination with service providers in the City (e.g., recreation and with local non- recreation services). profits with opportunities to increase these efforts. Matrix Consulting Group Fage 78 Performance Audit—Technical Appendices TIGARD, OREGON Meets Does Not Best Practice/Operational Target Target Meet Target Comment Historical resources are coordinated V The Library has a`historical with local groups. room'. The Library participates in regional V The Tigard Library is a consortia for materials and programs. member of the Washington County Cooperative Library Services (WCCLS) which shares collections and program successes. Collections of non-book materials, V Extensive non-book physical including archival/cultural materials, and virtual collections. audio-visual materials, games (computer and board games), Braille materials, etc. Grants are sought and secured for V No major grants at this time. new technology and programs or to assist with the delivery of existing programs and services. The Library leverages community V The Library is supported by a resources (private, not-for-profit, Foundation and Friends Friends of the Library, etc.)to organization. There are, supplement City funds? however, opportunities to increase this support. Staff receive annual training on new developments in library services Service Delivery The Library is open at least 60 hours V At 69 hours per week, the per week. Tigard Library is accessible to patrons. The Library is open and available to V The Library is open 7 days the public during non-business hours each week and until 9pm on and days. weeknights. However, the Library should evaluate how useful some later evening hours are for patrons (visits drop off significantly after about 8pm). Matrix Consulting Group Page 79 Performance Audit—Technical Appendices TIGARD, OREGON Meets Does Not Best Practice/Operational Target Target Meet Target Comment Reference questions are offered V Reference questions can be online or on the phone. asked via the phone, email or chat online (Answerland). The Library conducts a regular V The Library develops quarterly survey of users' satisfaction with the surveys of patrons which focus services provided. on specific topics (e.g., summer reading interests). The library tracks the usage of V All professional Library staff materials (including renewals and have collection development wait lists) by volume, time, content responsibilities and measure type, and media type. interest and patron usage, The Library processes and catalogs V Target generally met;for new materials within 3 days of receipt. materials having a master contract with Ingram's facilitates for this. Periodic inspections of materials are V Daily shelf reading by most made to ensure that shelving is staff, including more senior accurate. staff. Programs designed to reach V The Library offers programs numerous target audiences (children, for children, young adults and adults, seniors, etc.). Program adults on a near daily basis. performance, quality and community feedback is tracked. New programs are developed V Staff meetings on a weekly annually to prevent declines in and other frequency basis to interest and/or quality. evaluate the success of programs, how to modify or eliminate other programs. Outreach efforts exist to get to V Outreach efforts are targeted audiences who cannot get to the toward schools as well as the library (e.g., homebound services)? homebound. However, there may be opportunities to support specific segments of the community(e.g., seniors). A centralized volunteer program is in V A volunteer coordinator place to augment and support staff recruits, trains and provides efforts. oversight to volunteer support in the Library. She works with the City's general volunteer efforts. Matrix Consulting Group Page 80 Performance Audit—l echnical Appendices TIGARD, OREGON Meets Does Not Best Practice/Operational Target Target Meet Target Comment Volunteers are utilized widely in the V Approximately 170 volunteers Library including readers'and support the Library each technical services. month, totaling over 15,000 hours in the last fiscal year). The roles are varied in circulation, readers'and technical services. Technology The Library has extensive V The Library is substantially investments in electronic media. invested in electronic media (e.g., e-books and e- databases). Three (3) automated circulation checkouts are also available for patron use. Patron computer workstations exist V The State Library Report for for internet use and for other uses 2017-18 lists 79. (e.g., word processing). Computer workstations have wait V Two hours of continuous use, times managed. per policy. The library has a long-term V The Library is part of the City's technology plan. technology planning. A refreshment program is in place to V No formal replacement plan. replace computer systems. Information system support is V Support to staff; patron provided to users and staff. classes. A central webmaster is designated to V The Library shares social manage the content of the Library's media content among several website staff with risks to consistency and quality. The Library's information systems are V The Library is part of the City's coordinated within the City's IT technology planning with planning efforts. impacts on workstation refreshing targets. Marketing Matrix Consulting Group Page 81 Performance Audit—Technical Appendices TIGARD, OREGON Meets Does Not Best Practice/Operational Target Target Meet Target Comment The Library has developed a V Marketing materials (both print consistent brand for its and online—web and social communications and marketing media) are not branded with a efforts. consistent look. Multiple people are involved in social media and web presence, The Library utilizes social media V Yes, but issues relating to extensively for outreach. content contributions. The Library's web page and use of V But limited to the web style social media is coordinated with the and social media policies on City's efforts. content. Web and social media content is V Loosely coordinated among developed with a consistent look and several staff. feel throughout the Library's website Matrix Consulting Group Page 82 Performance Audit—Technical Appendices 1 IGARD, OREGON I 6 POLICE Meets Does Not Best Practice/Operational Target Target Meet Target Improvement Opportunity Administration The Department's command structure ✓ The department has an has a clear chain of command for effective command structure. effective decision making and There is a clear separation of separation of roles. roles. Major tasks are assigned to different command staff members. There is no overlap of tasks. An administrative Lieutenant position was not replaced and those tasks were absorbed by other command staff. The department uses cost reduction N/A This is still under review. The strategies. department hires minimum overtime needed to maintain appropriate staffing. Training is planned to avoid the need for overtime. Minimum staffing is lower during periods of normally low call loads. All expenses are approved by more than one level of authority. There is appropriate span of control ✓ There are no one over one for command supervision. spans of control. Where there are limited spans of control there are other tasks assigned. Sworn members are not assigned to There are no major tasks that complete major tasks that could be are being completed by sworn done less expensively with non-sworn members that should be done personnel. by non-sworn. The department appropriately N/A This is still under review. manages its overtime budget. Police departments typically expend 5%to 10%of their total employee budget on overtime. Matrix Consulting Group Page 83 Performance Audit—Technical Appendices TIGARD, OREGON Meets Does Not Best Practice/Operational Target Target Meet Target Improvement Opportunity Patrol Patrol Staffing Levels ✓ CAD data has been reviewed and though overall proactive time is 54%, between 10am and 2pm the department appears to be understaffed to meet community generated calls for service. There were 19,364 community generated calls for service in 2018. There is an appropriate level of ✓ There is a patrol supervision supervision. ratio of approximately 1 Sergeant to every 5 officers. A sergeant responds to every use of Sergeants respond to every force or arrest. use of force incidents and all events are reviewed. Patrol zones/beats are designed to N/A This still under review. Patrol provide quick response and zones (districts) are designed incorporate call load and geographic along geographic boundaries boundaries. and historic call load. The department uses electronic field ✓ Allowing officers to complete reporting software. routine reports in the field and avoid returning to the department decreases call response times and increases officer time in the field. The department is involved in ✓ The department is involved in community engagement/community several community policing policing activities. activities such as Coffee with a Cop, Open Houses, Community Events and School events. Officers are involved in collateral ✓ Officers have collateral duties duties that are not covered by full time such as the Washington positions. County Tac team and training. Matrix Consulting Group Page 84 Performance Audit—Technical Appendices TIGARD, OREGON Meets Does Not Best Practice/Operational Target Target Meet Target Improvement Opportunity Detectives The caseload for detectives is ✓ Detective caseloads are low, appropriate. there were 99 cases assigned in the Commercial Crimes Unit 2017 between 3 detectives (There are 4 detectives, but one is assigned full time to the DEA). This represents about 33 cases per detective per year or 3 a month. It should be noted that detectives have other duties as well. This is low case load. The Criminal Investigations Unit detectives were assigned 140 cases in 2017 between 5 detectives. This represents about 28 cases per detective per year or 2 a month. It should be noted that detectives have other duties as well. This is low case load. The detective unit uses case ✓ This is the current practice of solvability factors to assign or the detective unit. suspend cases. The detectives use case management ✓ Case statuses are updated software to update case status. verbally and the supervisor is made aware of updates and they are tracked in case management software. There is restricted and limited access ✓ Only a limited number of to the property room. personnel should have access to the property room and evidence. Matrix Consulting Group Page 85 Performance Audit—Technical Appendices -I IGARD, OREGON Meets Does Not Best Practice/Operational Target Target Meet Target Improvement Opportunity The property room is organized and ✓ Evidence is stored high value items(drugs, cash and appropriately and to best guns) are stored in separate double practice. Some large items are secured area within the property stored in secondary storage, room. this is due to facilities issues and limited size of the property room(s). All items are documented, barcoded and entered into the property management software. Administrative Staff Administrative staff is cross trained so ✓ Some of the administrative that critical functions can be covered assistant's tasks could be during vacations and unexpected handled on a limited basis by absences. other staff. Account Payable functions are ✓ These functions are handled effective. centrally, but the department supplies appropriate documentation. Tasks assigned to administrative staff ✓ The staff is able to meet all are completed within required required deadlines, record deadlines. requests, permits, and case discovery. Dispatch/RMS The dispatch center is staffed ✓ The Tigard Police Department appropriately for call volume. is part of County Regional dispatch system. There are no reported concerns. RMS ✓ The department was part of a region wide RMS that was hosted by the Portland Police Bureau. That system had several issues and Tigard PD switched to a new RMS (Mark43). The system has improved functionality. Matrix Consulting Group Page 86 Performance Audit—Technical Appendices TIGARD, OREGON Meets Does Not Best Practice/Operational Target Target Meet Target Improvement Opportunity Equipment The department uses body worn The department uses cameras and/or in car cameras. Panasonic in car camera systems in about 75%of their vehicles. Traffic, SROs and K9 utilize body worn cameras. The department has researched using body worn cameras but has not moved to purchase or use them. Body worn cameras are quickly becoming best practice as they help in prosecution of cases and exoneration of officers. They can also reduce police liability. Patrol officers are issued patrol riffles Officers are currently carrying patrol riffles. Though shotguns were the standard years ago, they have three limitations that patrol rifles don't have- Limited accuracy at distance, buckshot rounds are effective at close range but spread over distance increasing chances of stray pellets hitting something other than the intended target. Slug rounds are more accurate but can over penetrate. Riffles are more accurate and specific police rounds can eliminate over penetration issues. The department patrol fleet is sized N/A This is still under review. appropriate for the normal operations. Recommended average age of 2 to 4 years. When a fleet is aged it lacks updated safety equipment and maintenance costs increase. Vehicle warranties generally end at 5 years and 120,000 miles. Matrix Consulting Group Page 87 Performance Audit—Technical Appendices TIGARD, OREGON Meets Does Not Best Practice/Operational Target Target Meet Target Improvement Opportunity The detective fleet is appropriate for N/A This is still under review. normal operations. Detective and administrative vehicles are normally kept for longer periods of time because they are not driven significant miles per year. Recommended average age of 3 to 4 years. When a fleet is aged it lacks updated safety equipment and maintenance costs increase. Administrative fleet is appropriate for N/A This is still under review. normal operations. Administrative vehicles are normally kept for longer periods of time because they are not driven significant miles per year. Recommended average age of 3 to 4 years. When a fleet is aged it lacks updated safety equipment and maintenance costs increase. Matrix Consulting Group Page 88 Performance Audit—Technical Appendices TIGARD, OREGON I 7 PUBLIC WORKS Meets Does Not Best Practice/Operational Target Target Meet Target Comment Administration The department maintains and ✓ ✓ Individual master plans for publishes a clearly written, multi-year each of the infrastructure (five years at a minimum) strategic systems streets, water, sewer, plan to provide vision and direction for wastewater, and parks—are in the department's effort. The plan place. These plans should be clearly delineates the department's updated every 5 years. Their goals, and objectives and strategies purpose is primarily technical for achieving them. rather than strategic, and their focus is at the system level, rather than the department level. The Public Works Department ✓ The budget contains some generates goals, objectives, and metrics, but not with a level of performance measures monitoring detail or relevance that is reports on a quarterly basis to convey sufficient to drive decision- the department's performance to the making based on strategic City Manager. goals. There is room for improvement in the availability of data and the use of performance standards. An effective asset management ✓ ✓ Maintstar has been installed system has been installed that as the City's work order includes an inventory of the assets to system, but its asset be maintained and details on management capabilities are components and maintenance. limited. Geographic based information on the ✓ The GIS system has not yet infrastructure is accessible and linked been effectively linked to to the asset management system. MaintStar. Matrix Consulting Group Page 89 Performance Audit—Technical Appendices TIGARD, OREGON Meets Does Not Best Practice/Operational Target Target Meet Target Comment The organizational structure is ✓ ✓ The organization is"flat" efficient. enough to be efficient— excessive hierarchy is not an issue and spans of control are mostly reasonable. The City Engineer's span of control is wide;the position oversees a wide range of administrative, project management, and development review engineering functions. A comprehensive multi-hazard ✓ The City meets FEMA and ICS emergency plan has been adopted, standards for emergency tested, and maintained. management, maintains inter- governmental agreements, and performs regular safety drills. Park Maintenance Managerial responsibility for the ✓ A designated division is maintenance of parks and landscaped responsible for parks and areas has been clearly designated. landscaping maintenance. Park Maintenance has an asset ✓ The parks group is able to inventory of the parks that it maintains provide a detailed report on such as square footage of turf by park parks including the type and type, etc. classification of park and the acreage. Park Maintenance maintains and ✓ The City is developing a parks updates a system-wide park master master plan which will be plan that is supported by asset based on condition condition assessments and assessments and quantitative quantitative and measurable criteria. performance measures or criteria. Park Maintenance tracks progress in ✓ The master plan is not achieving the system-wide master currently used as a progress plan and communicates this progress. measure, and the parks division does not report on progress or performance against the plan. A capital improvement program is in ✓ The parks system is included place for the park system. in the City's CIP. Matrix Consulting Group Page 90 Performance Audit—l echnical Appendices TIGARD, OREGON Meets Does Not Best Practice/Operational Target Target Meet Target Comment Levels of service have been ✓ Maintenance standards and developed that defines the frequency frequencies are established for with which maintenance tasks are to each classification of parks. be performed that vary by the demands placed on the park. An annual maintenance calendar has ✓ ✓ The Division's master been developed that identifies when spreadsheet is designed to seasonal tasks will be performed show the hours to be spent on (e.g., turf will be fertilized in March each task for each park, by and September, month. It is not completed yet. A work reporting system is utilized to ✓ ✓ Work orders for parks report actual time by task, by day, by maintenance activities are park, and by employee on a weekly tracked and show the park basis. asset and employee, but do not capture data needed for activity costing such as time/materials/equipment. The CMMS is utilized to track ✓ ✓ Most requests are tracked in customer service requests and Maintstar, but some are not document response time. recorded because they come in via email. Seasonal staff are used effectively to ✓ Seasonal staff work a limited supplement personnel needs. season rather than the full busy season (April-Nov). They also all report directly to the Parks Supervisor. ENGINEERING (CAPITAL IMPROVEMENT PROGRAM) A five-year capital improvement ✓ A six-year capital plan has program has been developed and been developed. adopted by the City Council. The capital improvement program ✓ Goals, priorities, and expected clearly identifies the goals, priorities, impacts are established for and expected outcomes of the each of the systems included program. in the CIP. Capital project proposal packages are ✓ The CIP is developed based developed according to established on existing system master criteria. plans, as well as a quantitative scoring system from staff and citizen advisory committees. Matrix Consulting Group Page 91 Performance Audit—Technical Appendices TIGARD, OREGON Meets Does Not Best Practice/Operational Target Target Meet Target Comment Staffing requirements for at least the ✓ ✓ The CIP includes a system first year of the five-year capital infrastructure budget which improvement program have been accounts for staff related to identified based upon the use of cost new capital projects. Specific of construction guidelines. personnel figures are not shown, however, and it is unclear what basis is used to determine these costs. Capital projects are scoped and cost ✓ Project background and estimates developed before the descriptions, as well as cost commencement of design. estimates, have been developed even for projects which are not yet funded. A project manager is assigned and ✓ Project managers oversee the given authority over the budget and full life cycle of capital projects. schedule of the project from design, construction, inspection, and completion. An automated project management ✓ No project management system has been acquired, and all of system is in place. The the engineering staff have been Springbrook FMIS is used to trained in and utilize the system. manage projects along with several spreadsheets and custom report templates. The hours that engineering staff ✓ ✓ Engineer bill hours to capital charge to design and inspection of improvement projects, but the capital improvement projects are City is still in the process of tracked. developing an empirical basis for the rates charged. When engineering design is provided ✓ Hours are tracked for each for special revenue funds, internal project and charged to the service funds, or enterprise funds, the appropriate project budget or costs of design are charged to those fund. funds. The customers receive quarterly ✓ Regular updates are project updates that contain status, generated for each capital schedule, budget update, and any project including updates on potential issues. their budget, schedule, scope, and any issues or holdups. Matrix Consulting Group Page 92 Performance Audit—Technical Appendices TIGARD, OREGON Meets Does Not Best Practice/Operational Target Target Meet Target Comment A project cost accounting system is ✓ Staff enter their time in utilized to enable comparisons of Springbrook but reporting and planned versus actual staff hours for updating by project cannot be the design and inspection of capital done through the system, so projects. separate spreadsheets are used to generate reports and updates on project budgets. No PCA system is in place. Project managers have access to the ✓ ✓ Springbrook is used as the automated financial management primary management tool for system to monitor the actual versus capital projects and project planned design, inspection, and managers have access. construction costs for capital projects. Springbrook is limited for project management functions, however, and project managers rely on separate reports created by the Management Analyst for project budget updates. Quality control and evaluation ✓ The Division does not formally mechanisms (e.g., final report) have conduct lessons-learned been developed at the completion of assessments or rate capital improvement projects to contractors/vendors after enhance learning and correction of projects. problems. The Division has developed ✓ The division does not currently measures or benchmarks to establish track or report on formal goals for project quality, time, costs, performance measures for the and customer satisfaction. Specific execution of capital projects. metrics have been developed to measure performance against project goals such as percent of projects on budget and schedule, size and number of change orders, and other key industry metrics. A change order contingency is set ✓ The CIP document shows aside at the start of each capital contingencies set aside before project. construction. A formal written change order process ✓ The City's contracts follow a is in place that defines all forms and standard format with language methods necessary to finalize change outlining the change order orders. process and appropriate levels of authority. Matrix Consulting Group Page 93 Performance Audit—Technical Appendices TIGARD, OREGON Meets Does Not Best Practice/Operational Target Target Meet Target Comment Change order authority has been ✓ This authority is delegated to appropriately delegated for change project managers, subject to orders up to the change order established limits on dollar contingency. amounts. A pre-construction conference is ✓ Each capital project conducted at the beginning of each construction begins with a pre- capital project construction contract. construction conference The prime contractor, pertinent including the contractor, subcontractors, the project manager, project manager and and inspector attend this conference. inspector. ENGINEERING (DEVELOPMENT REVIEW) An automated permit information ✓ The engineering development system is utilized for engineering review group uses Accela to development review. record intake, actions, comments, and decisions on engineering permit applications. Engineering permit processing ✓ Design standards have been checklists have been developed for developed and posted on the the various types of submittals. These website. Permit processing checklists are available on the checklists are not. Section's web site. Engineering development review ✓ Counter staff check applications are checked at the applications upon submittal counter upon submittal for initial and reject those deemed completeness and rejected if missing incomplete. basic items. Cycle time objectives for the ✓ While most staff and processing of the development review customers believe engineering applications by the Division have permit processing turnaround been established for the various types times are good, cycle time of permits processed by the Section. objectives are not tracked and reported upon. A monthly report is generated ✓ The City does not formally reporting actual vs. planned track or generate routine performance against these cycle time reports on cycle time objectives objectives. Matrix Consulting Group Page 94 Performance Audit—Technical Appendices TIGARD, OREGON Meets Does Not Best Practice/Operational Target Target Meet Target Comment Decision-making authority has been ✓ The principal engineer is the appropriately delegated to the staff of only P.E. in this section—all the Division for the approval of low other staff are Engineering exposure/low impact engineering Technicians, so very little applications and permits. authority can be delegated. The Division fully recovers the costs ✓ ✓ Engineering time spent in of its development review including permitting review is tracked direct and indirect costs. and charged to projects, but a full analysis of cost recovery has not been conducted. GIS is readily available to engineering ✓ The City's GIS system is development review staff to facilitate accessible to engineering staff the analysis permit applications. in their development review functions. An inter-departmental development ✓ Lead staff from planning and review committee is utilized to engineering meet regularly to coordinate the review and discuss land use applications consideration by staff of the and the permitting process. development review permits applications. Matrix Consulting Group Pare 95 Performance Audit—Technical Appendices TIGARD, OREGON 3 Employee Survey Summary As part of the Matrix Consulting Group's study for the City of Tigard, the project team distributed an anonymous survey to employees of the City in order to gauge their opinions on a variety of topics relevant to the study. The employee survey was publicized by the City in May of 2019. The analysis focuses on presenting key findings that assess employee impressions, thoughts, and opinions of the City of Tigard. This survey generally asked three types of questions: • Respondent Demographic Questions: Respondents were asked to respond to general demographic questions related to the current Department and duration of their employment with the City. • Multiple Choice Questions: Respondents were presented with a number of multiple-choice questions, or statements where respondents indicated their level of agreement or disagreement with the statement, or provided an answer based on the choices provided. • Open-Ended Response Questions: At the end of the survey, respondents were given space to provide additional thoughts and opinions about any of the topics covered within the survey relating to the City. There was a total of 195 responses from City employees. Given the size of Tigard, the project team considers this to be a good rate of return. 1. Summary of Key Findings While a more detailed analysis can be found in the sections below, the following points summarize the key findings from the responses received to this survey: • There is a general satisfaction with teamwork and empowerment to make decisions using professional judgement, and respondents feel they are contributing to a common goal. • Departments provide a high-level cost-effective service with satisfactory supervision and distribution of responsibilities. • Departmental organizational structure promotes efficiency; however, staffing levels are not adequate. Matrix Consulting Group Pane 96 Performance Audit-Technical Appendices TIGARD, OREGON • There are high performance expectations; however, performance issues may not be being dealt with sufficiently. • Additional staffing, technology and communications are identified as areas of potential improvement by staff. • Respondents identified staff, the community, and law enforcement as the City of Tigard's greatest strengths. City employees are generally satisfied with their employment with the City of Tigard and feel they offer cost-effective and high-quality services because of efficient Department structures. However, responses indicated staffing levels, lack of attention to performance issues, technology and communications as areas in need of improvement. 2. Survey Respondent Demographics Respondents were asked to indicate the department of their current position within the City. There was a total of 186 respondents from 8 different departments. Department of Current Position Department Count Percent Central Services 19 10% City Management 10 5% Community Development 18 9% Finance and Information Services 13 7% Human Resources 1 1% Library 39 21% Police 60 32% Public Works 26 14% Total 186 100.0% The Police Department had the most (32%) responses to the survey. The Library (21%) and Public Works Department (14%) provided the second and third most responses to the survey. The table below shows the number of years respondents have worked for the Tigard. Number of Years Working for Tigard Respondent Answer Count Percent 0 to 4 Years 63 34% 5 to 10 Years 34 18% Matrix Consulting Group Page 97 Performance Audit-Technical Appendices TIGARD, OREGON Respondent Answer Count Percent 11 to 20 Years 66 36% More than 20 Years 22 12% Total 185 100.0% Most respondents (36%) have worked for the City of Tigard between 10 to 20 years, with many (34%) having only worked for the city between 0 to 4 years. Some respondents (18%) have worked for between 5 to 10 years, while the remaining respondents (12%) have worked for 20 or more years. The table below shows the number of Full-Time (FT), Part-Time (PT), and Seasonal/On Call (SO) employees. There was a total of 182 responses with 13 choosing to not provide an answer. Employment Category Respondent Answer Count Percent Full-Time 161 89% Part-Time 17 9% Seasonal/On - Call 4 2% Total 185 100.0% An overwhelming majority (89%) of respondents to the survey are Full-Time Employees with the City. Only some (11%) of the respondents are either Part-Time, Seasonal, or On- Call. 3. Multiple Choice Questions The survey consisted of sections where respondents were asked to indicate their level of agreement or disagreement with statements about the Department's services. The response options were "Strongly Agree" (SA), "Somewhat Agree" (A), "Somewhat Disagree" (D), and "Strongly Disagree" (SD), and "No Answer" (N/A). Respondents were also given the option to select "N/A" indicating that they wish to not provide a response to the statement. The table below summarizes employee responses to statements on their experience with the organization: 3.1 There is A General Satisfaction with Teamwork and Empowerment to Make Decisions Using Professional Judgement, and Respondents Feel and Understand They are Contributing to A Common Goal. The first section of multiple-choice questions asked respondents to indicate their level of satisfaction with several statements pertaining to satisfaction with the organization and their employment. The table below shows the number of respondents who selected each level of agreement or disagreement: Matrix Consulting Group Parc 98 Performance Audit—Technical Appendices TIGARD, OREGON Employee Organizational Rating # Statement SA A D SD N/A Count 1 There is good teamwork among the various 11% 52% 21% 15% 5% 185 Departments within the overall City organization. 2 I have the technology I need to do my job efficiently and 34% 42% 16% 7% 5% 184 effectively. 3 I am empowered to make decisions within my 45% 43% 8% 4% 0% 185 professional judgment. 4 I am kept informed of what is happening in the City. 36% 48% 10% 5% 0% 182 5 My Department and the other City departments work 13% 45% 25% 13% 5% 183 towards the same strategic goal(s). 6 I understand how my job aligns with the City of Tigard's 28% 46% 11% 3% 3% 184 overall goals. 7 The City of Tigard is a good place to work. 42% 40% 14% 3% 1% 183 8 I feel that I can make a career with 80 the City of Tigard. 43% 36% 11% 5% 4% 184 • Respondents Are Generally Satisfied With the Organization's Teamwork and Feel They Have the Means to Perform Their Duties and Feel Empowered to Make Decisions Using Professional Judgement: A majority (63%) agreed with Statement #1, that there is good teamwork among the various Departments within the City, with some (36%) having some level of disagreement. A large majority (76%) also agreed with Statement#2, that respondents have access to technology to do their job efficiently. A strong majority (88%) had some level of agreement with Statement#3, that respondents feel empowered to make decisions within their professional judgement. • Respondents Indicate an Understanding of their Contribution to the City's Goals and Feel They Are Well Informed: A strong majority (84%) agree with Statement#4 and feel that they are kept informed of what is happening in the City. A majority (58%) also agree with Statement #5, that City departments work towards the same strategic goals, however some (38%) disagree and feel that Departments do not work towards the same strategic goal. A majority (74%) agree with Statement#6, that respondents understand how their job aligns with the City's overall goals. • Tigard is A Good Place to Work and Make A Career: A strong majority (82%) agree with Statement#7, that Tigard is a good place to work and a majority (79%) of respondent's feel they can make a career with the City. Matrix Consulting Group Page 99 Performance Audit-Technical Appendices TIGARD, OREGON Respondents agree that the City of Tigard is a good place to work and make a career and are generally satisfied with the Organization's teamwork, generally feeling they understand that they are contributing to the City's overall goals. 3.2 A Large Majority of Respondents Feel They Are Busy, While Some Can Keep Up and Others Feel They Can Never Catch Up. The second section of multiple-choice questions asked respondents to select the best answer that most accurately reflect their workload. The options presented were "I am always busy and can never catch up," "I am often busy but can usually keep up," "I have about the right balance of work and available time," "I could take on more work given my available time." The table below shows respondents answer to the statement: Employee Workload Response Option Count Percentage I am always busy and can never catch up 69 37% I am often busy but can usually keep up 93 51% I have about the right balance of work and available time 17 9% I could take on more work given my available time 5 3% Total 184 100% A majority (51%) of respondents indicated that they are often busy and can usually keep up, while many (37%) feel they are always busy and can never keep up. Some (9%) respondents have the right balance of work and available time, while few (3%) feel they can take on more work given their available time. 3.3 Respondents Indicate Their Departments Provide A High-Level Cost- Effective Service with Satisfactory Supervision and Distribution of Responsibilities. The third section of multiple-choice questions asked respondents to indicate their level of satisfaction with several statements pertaining to satisfaction with the organization and their employment. The table below shows the number of respondents who selected each level of agreement or disagreement: Employee Organizational Rating # Statement SA A D SD WA Count 1 My Department provides a high level of service to the 71% 23% 4% 1% 1% 190 residents of Tigard. Matrix Consulting Group Page 100 Performance Audit—Technical Appendices TIGARD, OREGON # Statement SA A D SD N/A Count 2 My Department places a high priority on high-quality 60% 33% 4% 2% 0% 177 work. 3 My Department places a high priority on cost-effective 48% 40% 8% 2% 2% 180 methods of providing services. 4 My immediate supervisor does an effective job of 48% 32% 8% 7% 4% 179 coaching and mentoring me. 5 We do a good job in my Department of coordinating the 38% 46% 10% 4% 2% 179 work to be done between employees. 6 In my Department, we do a good job of planning ahead 33% 45% 15% 5% 2% 177 and scheduling our work. • Respondents Feel Their Department Provides A High Level of Service and Places Priority on Quality: An overwhelming majority (94%) of respondents indicated they agree with Statement#1, that their Department provides a high level of service to the residents of Tigard. A strong majority (93%) of respondents agreed with Statement #2, that their Department places a high priority on high- quality work. • Respondents Place A High Priority on Cost-Effectiveness and Their Supervisor Does an Effective Job of Coaching and Mentoring: A strong majority (88%) of respondents agree with Statement #3, that their Department places a high priority on cost-effective methods of providing services. A majority (80%) agree with Statement #4, that their immediate supervisor does an effective job of coaching and mentoring. • Departments Do A Good Job Coordinating Work and Distributing It Ahead of Time: A strong majority (84%) have some level of agreement with Statement #5, that their Department does a good job of coordinating work to be done between employees. Most (78%) have some level of agreement with Statement #6, that their Department does a good job of planning ahead and scheduling work, however some (20%) have some level of disagreement, indicating they feel their Department does not do a good job of planning ahead. 3.4 Departmental Structure, Policies, Procedures and Strategic Goals Are Clear, Efficient and Effective, However, Staffing Levels Need Improvement. Employee Organizational Rating # Statement SA A D SD N/A Count 7 The organizational structure of my Department 36% 46% 15% 3% 1% 177 promotes the efficient delivery of services. 8 Staffing levels in my Department are adequate for the 12% 28% 31% 27% 2% 178 work to be performed. Matrix Consulting Group f ac:;e 101 Performance Audit—Technical Appendices TIGARD, OREGON # Statement SA A D SD WA Count 9 Our internal policies and procedures are effective at 24% 56% 12% 5% 3% 178 helping me perform my job. 10 I am encouraged by my managers and supervisors to 42% 38% 12% 5% 2% 178 identify better ways to provide services. 11 Managers and supervisors in my Department have a 34% 44% 12% 6% 4% 177 clearly-defined strategic direction. • Departmental Organizational Structure Promotes Efficiency, However, Staffing Levels Are Not Adequate: A strong majority (82%) have some level of agreement with Statement#7, that the organizational structure of their Department promotes the efficient delivery of services, while a few (18%) have some level of disagreement. Most (58%) respondents indicated having some level of disagreement with Statement#8, indicating that staffing levels in their Department are not adequate for the work to be performed, however, some (40%) feel staffing levels are adequate. • Internal Policies, Procedures and Strategic Direction Are Clear and Help Respondents Perform Their Job: A strong majority (80%) have some level of agreement with Statement #9, that internal policies and procedures are effective at helping respondents perform their job. A strong majority also have some level of agreement with Statement #10, that they feel encouraged by management to identify better ways to provide service. Most (78%) respondents agree with Statement #11, that management in their Department has a clearly defined strategic direction, with few (18%) disagreeing. 3.5 There Are High Performance Expectations and Staff Does A Good Job of Communicating, However, Performance Issues Are Not Dealt with Appropriately. Employee Organizational Rating # Statement SA A D SD N/A Count 12 We have high performance expectations in my area. 54% 33% 8% 4% 1% 178 13 Performance issues in my Department are dealt with 28% 30% 24% 10% 8% 175 appropriately. 14 Managers and supervisors in my Department do a 38% 44% 13% 3% 1% 178 good job of communicating important information to me in a timely manner. 15 My Department effectively manages workload so that 23% 50% 18% 7% 2% 175 all individuals are highly utilized. 16 My Department explores new and innovative ways to 29% 51% 14% 2% 4% 178 reduce costs. Matrix Consulting Group Page 102 Performance Audit—Technical Appendices TIGARD, ORFCON • There Is High Performance Expectations, However, Performance Issues Are Not Dealt with Appropriately: An overwhelming majority (87%) have some level of agreement with Statement #12, that respondents have high performance expectations in their area. Most respondents showed some level of agreement with Statement #13, while some (34%) disagreed, indicating performance issues are not dealt with appropriately. • Departments Do A Good Job of Communicating Important Information and Workloads Are Distributed So That Staff Are Highly Supervised: A strong majority (82%) had some level of agreement with Statement #14, that management does a good job of communicating important information in a timely manner. A majority (73%) of respondents agreed with Statement #15, that their Department effectively manages workloads so that all individuals are highly supervised, however, a quarter (25%) of respondents disagree, indicating they feel workloads are not distributed and individuals are not highly utilized. • Departments Do A Good Job of Exploring New and Innovative Ways to Reduce Costs: A strong majority (80%) have some level of agreement with Statement#16, that their Department explores new and innovative ways to reduce cost, with very few (16%) disagreeing, feeling Departments do not explore innovative ways to reduce costs. 4. Open Response Questions The final section of the survey asked respondents to identify strengths and possible areas of improvements in a written open-ended response format. The following points outline the most common responses and themes identified and an analysis of the responses provided by participants. 4.1 Additional Staffing, Technology and Communications Are Identified As Areas of Operation Where Improvements May Increase Efficiency. The first portion asked respondents what they felt are the are operational improvements that would increase efficiency or effectiveness of service delivery. A total of 113 responses were received. Responses were categorized based on topic categories; those which were brought up multiple times are shown below: Matrix Consulting Group Page 103 Performance Audit-Technical Appendices TIGARD, OREGON Number of Survey Responses by Category (sorted from most to fewest responses) Operational Improvement Areas Count Percent Additional Staffing 21 25% Technology 18 21% Communications 16 19% Training 14 17% Policies and Procedures 8 10% Facilities& Infrastructure 7 8% The most common response themes among these answers indicate an increase in staff (21 responses), Technology (18 responses), and Communications (16 responses) as the areas of operations where respondents identified improvements may lead to increased efficiency. This aligns with the earlier answers where respondents indicated a need for more staffing. 4.2 Respondents Identified Staff, the Community, and Law Enforcement as the City of Tigard's Greatest Strengths. The second portion asked respondents what they felt are the are the greatest strengths of the City of Tigard. A total of 125 responses were received. Responses were categorized based on topic categories; those which were brought up multiple times are shown below: Number of Survey Responses by Category (sorted from most to fewest responses) Areas of Strength Count Percent Staff 46 41% Community 38 34% Law Enforcement 12 11% Diversity 8 7% Culture 5 4% The most common response themes among these answers indicate that respondents believe City Staff (46 responses), Community (38 responses), and Law Enforcement (12 responses) are the greatest strength of the City of Tigard. 4.3 Respondents Identified Communication, Staffing and Budgeting as Areas of Improvement. The third portion asked respondents what they felt are the are the greatest opportunities for improvement in the City of Tigard. A total of 113 responses were received. Responses Matrix Consulting Group Page 104 Performance Audit—Technical Appendices TIGARD, OREGON were categorized based on topic categories; those which were brought up multiple times are shown below: Number of Survey Responses by Category (sorted from most to fewest responses) Areas of Improvement Count Percent Communication 24 23% Staffing 19 18% Budgeting 18 17% Facilities 17 17% Training 16 16% Technology 9 9% The most common response themes among these answers indicate that respondents believe Communication (24 responses), Staffing (19 responses), and Budgeting (18 responses) are areas of improvement for the City of Tigard. This aligns with earlier answers indicating a need for staffing and better communication. 4.4 Additional Comments Respondents were given the opportunity to provide additional comments at the end of the survey in the form of free responses. A total of 36 responses were received in the additional comments section. Some of the additional comments provided indicate a general satisfaction with employment by the City of Tigard. Some concerns raised are consistent with the survey where respondents indicated a need for better interdepartmental communication and a need for increased staffing. Matrix Consulting Group Page 105 Performance Audit—Technical Appendices TIGARD, OREGON 4 Community Survey Summary As part of the Matrix Consulting Group's study for the City of Tigard, the project team distributed an anonymous survey to members of the community in order to gauge their opinions on a variety of topics relevant to the study. The community survey was publicized by the City in May of 2019. The analysis focuses on presenting key findings that assess community impressions, thoughts, and opinions of the City of Tigard's services. This survey generally asked three types of questions: • Respondent Demographic Questions: Respondents were asked to respond to general demographic questions including length of residency and age. • Multiple Choice Questions: Respondents were presented with a number of multiple-choice questions, or statements where respondents indicated their level of agreement or disagreement with the statement, or provided an answer based on the choices provided. • Open-Ended Response Questions: At the end of the survey, respondents were given space to provide additional thoughts and opinions about any of the topics covered within the survey relating to the City of Tigard. There was a total of 124 responses from members of the community. 1. Summary of Key Findings While a more detailed analysis can be found in the sections below, the following points summarize the key findings from the responses received to this survey: • Respondents are generally satisfied with Tigard's services, identifying Library and Parks as the areas they are most satisfied with. • Services provided by the City are a good value. • Service levels for the City are generally appropriate with some areas identified for expanded services. • Geography, quality of life and community are the three greatest strengths of the City from the respondent's perspective. These survey results indicate that respondents are generally satisfied with the services that are provided by the City of Tigard, however, there are some areas that are in need Matrix Consulting Group Page 106 Performance Audit—Technical Appendices TIGARD, OREGON of improvement. Survey respondents generally find their interactions with the City to be satisfactory and feel that the services being provided are at a good or excellent level and are good value for tax dollars. 2. Survey Respondent Demographics This section of the analysis provides information regarding survey demographics, such as; number of respondents living in Tigard, number of years lived in Tigard, and the age group of the respondents. There was a total of 124 respondents. Table 1: Respondents Living in Tigard Respondent Answer Count Percent Yes 117 94% No 7 6% Total 124 100.0% Table 2: Number of Years Lived in Tigard Respondent Answer Count Percent Less than 5 Years 24 20% 5 Years to 10 Years 17 14% More than 10 Years 77 66% Total 118 100.0% Table 3:Age Groups Respondent Age Range Count Percent Under 21 Years 1 1% 21 to 35 Years 21 17% 36 to 50 Years 44 36% 51 to 65 Years 32 26% 66 to 75 Years 23 19% 76+Years 2 2% Total 123 100.0% An overwhelming majority (94%) of respondents to the survey indicated that they live in Tigard, with most (66%) of those respondents having lived in the City for over 10 years. The average age of survey respondents is between the ages of 36 and 65 with less than 3% of respondents under 21 or over 76 years of age. Matrix Consulting Group Page 107 Performance Audit—Technical Appendices TIGARD, OREGON 3. Multiple Choice Questions The bulk of the survey consisted of sections where respondents were asked to indicate their opinions on City services. Each question provided the respondents with a number of answer options. Respondents were also given the option to select "N/A," indicating either No Opinion, Not Applicable, or No Answer. 3.1 Most Respondents Have Reported Interactions with Library, Parks and Police in the Past Two Years. The first section of multiple-choice questions asked respondents to indicate the City services with which they have had contact with or utilized in the last two years. Respondents were allowed to select multiple responses as they may have had interactions with several departments in the last two years. The table below shows the number of respondents which interacted with or utilized each service type within the last two years: Table 4: City Services Utilized Services Count Percent Building (Permits and Inspections) 25 22% City Manager's Office 24 21% Design & Communications 15 13% Engineering 12 10% Finance 10 9% Fleet Management 1 1% Human Resources 9 8% Information Technology 3 3% Library 88 76% Municipal Court 2 2% Planning and Zoning 17 15% Parks and Grounds 69 59% Police 42 36% Property Management 2 2% Public Works 44 39% Recreation 49 42% Other(Passport) 1 1% Other(Schools) 5 4% Other (Tax Collector) 3 3% Matrix Consulting Group Page 108 Performance Audit—Technical Appendices TIGARD, OREGON Approximately 76% of respondents reported having some interaction with the Library in the past 2 years. The next highest department with greatest amount of interaction was Parks and Grounds at 59%. 3.2 Respondents are Generally Satisfied with Tigard's Services, Identifying Library and Parks as the Most Satisfactory. The second section of multiple-choice questions asked respondents to indicate their level of satisfaction with the overall quality of services. The response options included "Excellent" (E), "Good" (G), "Fair" (F), "Poor" (P), and "No Answer" (N/A). The following table shows the results by service type and level of satisfaction with service: Table 5:Satisfaction of Service Provided Services E GF P N/A Count Building (Permitting and Inspections) 5% 14% 9% 8% 64% 93 City Manager's Office 8% 9% 7% 9% 67% 87 Design & Communications 5% 8% 6% 6% 75% 88 Engineering 2% 6% 8% 7% 77% 88 Finance 5% 6% 5% 10% 74% 88 Human Resources 3% 3% 3% 6% 84% 86 Library 50% 28% 3% 6% 12% 94 Municipal Court 3% 1% 2% 6% 87% 87 Planning &Zoning 10% 8% 3% 7% 71% 87 Parks and Grounds 25% 38% 6% 12% 18% 94 Police 26% 16% 8% 13% 37% 92 Public Works 12% 23% 8% 11% 46% 91 Recreation 21% 27% 4% 10% 38% 92 As a majority of responses in this table were "No Answer," the project team excluded the "No Answer" responses and recalculated the percentages to show a more accurate distribution of service ratings. The following table shows the updated calculation: Table 6:Satisfaction of Service Provided Excluding No Answer Services _E G F P Count Building (Permitting and Inspections) _ 15% 39% 24% 21% 33 City Manager's Office 24% 28% 21% 28% 29 Design& Communications 18% 36% 23% 23% 22 Engineering 10% 25% 35% 30% 20 Finance 18% 23% 18% 41% 22 Human Resources 21% 21% 21% 36% 14 Matrix Consulting Group Page 109 Performance Audit—Technical Appendices TIGARD, OREGON Services EGF P Count Library 57% 33% 4% 7% 83 Municipal Court 27% 9% 18% 45% 11 Planning &Zoning 36% 28% 12% 24% 25 Parks and Grounds 31% 47% 8% 14% 77 Police 41% 26% 12% 21% 58 Public Works 22% 43% 14% 20% 49 Recreation 33% 44% 7% 16% 57 • Library, Recreation, and Parks and Grounds Services Have the Highest Level of Satisfaction: A strong majority feel the overall quality of services for the Library (89%), Parks and Grounds (78%) and Recreation (77%) are Good or Excellent. • Municipal Court and Finance Have the Lowest Level of Satisfaction: Most respondents feel the Municipal Court (45%) and Finance (41%) provides poor overall quality of services. • Opinion on the Satisfaction of Services for Building, City Manager and Design & Communications are Split: A majority (52%) feel services provided by City Manager are Excellent or Good, while many (48%) feel the services are Fair or Poor. Most feel services by Building (55%) and Design & Communications (55%) are Excellent or Good, while many (45%) feel the services are Fair or Poor. Respondents generally feel the services provided by the City are satisfactory with many respondents indicating services are "Excellent" or "Good," while opinions on few services differ. 3.3 Respondents Generally Feel That Services Are Good Value For Tax Dollars. The third section of multiple-choice questions asked respondents to rate the value of services representing good value for tax dollars. The response options included "Good Value" (GV), "Poor Value" (PV), and "No Opinion" (N/O). The table below shows the responses to the value for tax dollars of City service: Table 7: Value of Services Services GV PV N/O Count Building 31% 13% 56% 94 City Manager's Office 23% 18% 59% 93 Design & Communications 19% 23% 56% 92 Matrix Consulting Group Page 110 Performance Audit—Technical Appendices TIGARD, OREGON Services GV PV N/O Count Engineering 19% 14% 67% 94 Finance 17% 18% 65% 94 Human Resources 14% 13% 73% 93 Library 72% 18% 10% 98 Municipal Court 21% 10% 69% 93 Planning &Zoning 22% 16% 62% 93 Parks and Grounds 62% 26% 12% 95 Police 57% 20% 23% 96 Public Works 44% 21% 35% 94 Recreation 41% 26% 33% 96 As a majority of responses in this table were "No Opinion," the project team excluded the "No Opinion" responses and recalculated the percentages to show a more accurate distribution of service ratings. The following table shows the updated calculation: Table 8: Value of Services Excluding No Opinion Services GV PV Count Building 71% 29% 41 City Manager's Office 55% 45% 38 Design & Communications 46% 54% 39 Engineering 58% 42% 31 Finance 48% 52% 33 Human Resources 52% 48% 25 Library 81% 19% 88 Municipal Court 68% 32% 28 Planning &Zoning 57% 43% 35 Parks and Grounds 70% 30% 84 Police 74% 26% 74 Public Works 67% 33% 61 Recreation 61% 39% 64 • Library, Police and Building Represent the Best Value for Tax Dollars: A majority of respondents feel the Library (81%), Police (74%) and Building (71%) represent good value for money. • Parks and Grounds, Municipal Court and Public Works are Good Value for Tax Dollar: A majority of respondents indicated Parks and Grounds (70%), Municipal Court (68%) and Public Works (67%) represent good value for tax dollar. Matrix Consulting Group Page 111 Performance Audit—Technical Appendices TIGARD, OREGON • Opinion on the Value for Tax Dollar for City Manager and Human Resources is Split: Most (55%) respondents feel services by the City Manager represent good value for tax dollar, however 45% feel it is poor value. Opinion on Human Resources is split with 52% feeling the services represent good value while 48% feel services are poor value for tax dollar. • Finance and Design & Communication Represent Poor Value for Money: Most (52%) of respondents feel services provided by Finance represents poor value for tax dollar. Most (54%) of respondents feel Design & Communications represents poor value for money, however, 46% disagree. Respondents generally feel that the services provided by the City of Tigard are a good value for tax dollars, such as Library and Parks and Grounds; whereas, other services such as Finance and Design & Communication ranked much lower in terms of value. 3.4 Service Levels For The City Are Generally Appropriate. The fourth section of multiple-choice questions asked respondents to determine whether the amount of services being provided by the City is at an appropriate level. The Response options included "Too Many Services Are Provided — Services Should Be Reduced" (TM), "Too Few Services —Additional Services Should Be Provided" (TF), and "Current Services Are Appropriate" (CSA). The following table shows the survey responses to the amount of services being provided: Table 9: Level of Services Provided Services TM TF CSA Count Building 4% 21% 75% 76 City Manager's Office 4% 17% 79% 69 Design& Communications 9% 20% 71% 69 Engineering 1% 23% 76% 69 Finance 9% 16% 75% 67 Human Resources 6% 14% 80% 67 Library 16% 21% 63% 86 Municipal Court 0% 15% 85% 68 Planning and Zoning 3% 21% 76% 68 Parks and Grounds 20% 38% 42% 80 Police 7% 44% 49% 83 Property Management 2% 15% 83% 65 Public Works 6% 29% 65% 72 Recreation 23% 26% 51% 78 Matrix Consulting Group Page 112 Performance Audit—Technical Appendices TIGARD, OREGON • A Majority of Services Provided are at an Appropriate Level of Service: Twelve out of the fourteen services (86% of all services) receive a 50% or higher under the category of current service levels being appropriate. • Opinion on Police Services Are Split: 49% of respondents feel that the current service levels for police are appropriate. To obtain a deeper understanding of this percentage, the project team evaluated the satisfaction with service level based only on the subset of respondents whom actually interacted with Police in the last 2 years. Of the 42 respondents, whom interacted with Police, the majority (55%) indicated that too few services were provided. • Opinion On Parks and Grounds Service Levels Are Split: The plurality of respondents at 42% indicated that current service levels are appropriate. Similar to Police services, the project team evaluated these results in the context of those respondents who have had interactions with Parks and Grounds services. Of the 69 respondents whom interacted with Parks and Grounds, only 39% indicated that current service levels are appropriate. Respondents identified several service areas they feel could provide additional services; including, Police and Parks; however, the overall consensus shows that service levels for the majority of City service areas are appropriate at the current service levels. 3.5 Respondent Are Generally Satisfied With The City's Transparency and Responsiveness, However, Feel Improvements Can Be Made in Infrastructure. The fifth section of multiple-choice questions asked respondents to indicate their level of agreement with a number of statements about City services. The responses included "Strongly Agree" (SA), "Agree" (A), "Disagree" (D), and "Strongly Disagree" (SD), and "No Opinion" (N/O). The following table shows the percentage of responses for each statement: Table 10: Community Ratings # Statement SA A D SD N/O Count 1 In general, I think the City effectively spends the revenues allocated to the City to provide municipal 13% 40% 12% 27% 7% 89 services. 2 I believe that the municipal services I receive are a 13% 40% 18% 19% 10% 89 good value. 3 The City is responsive in addressing concerns about 16% 35% 23% 9% 14% 87 municipal services. Matrix Consulting Group Page 113 Performance Audit—Technical Appendices TIGARD, OREGON # Statement SA A D SD N/O Count 4 The City does a good job in welcoming resident 19% 28% 17% 12% 14% 88 involvement. 5 The City does a good job maintaining public 16% 35% 23% 9% 14% 88 infrastructure. 6 I am satisfied with the level of transparency regarding 16% 35% 23% 9% 14% 89 how the City spends funds. 7 I am satisfied with the City's compliance with public 19% 28% 17% 12% 14% 88 records accessibility requirements. 8 I believe that there is a good overall quality of life in 15% 31% 15% 12% 27% 89 Tigard. 9 The City does a good job planning for the future. 19% 28% 17% 12% 14% 88 10 The City does a good job keeping residents informed 15% 31% 15% 12% 27% 88 of what is happening with local government. 11 The City has developed a strong mission for the future 15% 31% 15% 12% 27% 88 of Tigard. • Respondents Feel the City Effectively Spends Revenue to Provide Services and Service Received are of A Good Value: Most respondents agree (53%) with Statement #1 and #2 and feel that the City effectively spends its revenues to provide services and that services received are a good value. • Respondents Generally Agree that the City is Responsive in Addressing Concerns and Maintaining Public Infrastructure: The same majority of respondents (51%) agree with Statement #3 and Statement #5, in feeling that the City is able to respond to any concerns regarding municipal services including updating and maintaining public infrastructure. • Opinion is Split on the City Doing A Good Job Welcoming Residents with Involvement: Some (47%) respondents agree with Statement#4, and feel the City does a good job in welcoming resident involvement, however, 29% disagree. • The City is Transparent and Residents Feel Informed: Most (51%) respondents agree with Statement #6 and feel the level of transparency regarding how the City spends funds is satisfactory. Many (46%) agree with Statement #10 and feel informed with what is happening in local government. Many (47%) agree with Statement #7, and are satisfied with the City's public records accessibility, but some (29%) disagree and feel improvements can be made. Matrix Consulting Group Page 11,1 Performance Audit—Technical Appendices 1 IGARD, OREGON • The Overall Quality of Life in Tigard is Good: Respondents agree (46%) with Statement #8, indicating they feel the quality of life in Tigard is good, while few (27%) disagree and (27%) have no opinion. • Opinion on Whether the City Does A Good Job Planning and Developing A Strong Mission for the Future is Split: Some (47%) agree with Statement #9, and feel the City does a good job planning for the future. Similarly, some (46%) agree with Statement #11, and feel the City has developed a strong mission for the future. Respondents indicated a level of general satisfaction with transparency and responsiveness of the City of Tigard. The survey responses indicated that the City can improve by maintaining infrastructure and welcoming resident involvement in the public process. Respondents were then asked to provide any additional thoughts on the statements in the previous sections. Some of the additional comments provided by respondents are in line with previous answers received throughout the survey. Respondents indicated a need for more infrastructure improvements because of increases in traffic, including sidewalks and roads. Some respondents indicated satisfaction from services provided by the Police and a need for more clarity in communicating the City's financial position. 3.6 Opinion On The Perception Of Service Levels Provided Is Split. This section of multiple-choice questions asked respondents to indicate their perception of the levels of service provided by the City. The table below shows the number of responses: Table 11: Levels of Services Response Count Percent Getting Much Better 5 6% Getting Somewhat Better 18 20% Staying About the Same 34 38% Getting Somewhat Worse 11 12% Getting Much Worse 16 18% No Opinion 5 6% Total 89 100.0% The most common response (38%) indicates respondents feel the service levels of the City are staying about the same. Some (26%) respondents indicated that services are Matrix Consulting Group Page 115 Performance Audit—Technical Appendices IGARD, OREGON getting somewhat or much better, while 30% of respondents feel that services are getting worse or somewhat worse. 4. Open Response Questions The final section of the survey asked respondents about their opinion on City services in a written open-ended response format. The following points outline the most common responses and themes identified and an analysis of the responses provided by participants. 4.1 Respondents Identify Infrastructure and Housing Subsides as Services or Service Levels That Should be Reduced. The first open ended response portion asked respondents if they feel any services or service levels should be reduced. A total of 27 responses were received. Responses were categorized based on topic categories; those which were brought up multiple times are shown below: Table 12: Number of Survey Responses by Category (sorted from most to fewest responses) Service/Service Levels Count Percent Infrastructure 8 30% Housing Subsidies 6 22% Employee Benefits 5 19% Sanctuary City 4 15% Programs 2 7% Staffing 1 4% Police 1 4% Total 27 100.0% The most common response themes among these answers indicate respondents feel areas involving Infrastructure (8 responses), including, urban renewal and public art pieces, have services or service levels that should be reduced. The second most common answer indicates respondents feel that Housing Subsidies (6 responses) should be reduced. 4.2 Respondents Indicated Public Works and Parks and Recreation as Areas of Existing Services That Should be Provided or Improved. The second portion asked respondents what services they feel should be provided, and if the service is already provided, should it be at a higher level. A total of 49 responses Matrix Consulting Group Page 116 Performance Audit—Technical Appendices TIGARD, OREGON were received. Responses were categorized based on topic categories;those which were brought up multiple times are shown below: Table 13: Number of Survey Responses by Category (sorted from most to fewest responses) Areas of Improvement Count Percent Public Works 12 24% Parks and Recreation 10 20% Transportation 9 18% Police 8 16% Homeless 6 12% Education 3 6% Development 1 2% Total 49 100.0% The most common response themes among these answers indicate that respondents believe that Public Works (12 responses) services, including street and road improvements, is the service area in need of the most improvement. The second most common response shows that respondents believe Parks and Recreation (10 responses) services can be improved upon. 4.3 Geography, Quality of Life and Community are the Three Greatest Strengths of the City. The third portion asked respondents what they felt are the City of Tigard's three greatest strengths. A total of 55 responses were received. Responses were categorized based on topic categories; those which were brought up multiple times are shown below: Table 14: Number of Survey Responses by Category (sorted from most to fewest responses) Areas of Strength Count Percent Geography 17 31% Quality of Life 14 25% Community 12 22% Public Safety 5 9% Transparency 4 7% Main Street 3 5% Total 55 100.0% Respondents indicated Geography (17 responses) as the greatest strength of the City of Tigard, including the natural landscape, parks and freeway accessibility. Quality of Life Matrix Consulting Group Page 117 Performance Audit—Technical Appendices TIGARD, OREGON (14 responses), including affordability and educated, was indicated to be the second greatest strength of the City. The Community (12 responses) as it relates to residents and interactions with other residents is ranked as the third greatest strength of Tigard. 4.4 Respondents Identified Parks, Traffic and Taxes as the Three Greatest Areas of Improvement. The fourth portion of the open response section asked respondents to identify the three greatest improvement opportunities for the City of Tigard. A total of 57 responses were received. Responses were categorized based on topic categories: Table 15: Number of Survey Responses by Category (sorted from most to fewest responses) Improvement Opportunities Count Percent Parks 13 23% Traffic 11 19% Tax Cuts 10 18% Development 7 12% Sanctuary 6 11% Public Safety 6 11% Transportation 4 7% Total 57 100.0% Community survey respondents indicated Parks (13 responses) as the largest area of improvement. Respondents pointed to a need for additional programming services and maintenance of park facilities. Respondents indicated Traffic (11 responses) as another area of improvement, including infrastructure improvements and reduction of light rail usage. Survey respondents identified Tax Cuts (10 responses) as another area of improvement for the City, such as a reduction of taxes. 4.5 Additional Comments Respondents were given the opportunity to provide additional comments at the end of the survey in the form of free responses to provide any additional information or context to survey responses. A total of 33 responses were received in the additional comments section. The additional comments provided by respondents included discussion regarding the sanctuary city status of Tigard and the desire for lower taxes. Matrix Consulting Group Page 118 . lie-- ,44, . 7 '..: . !A'' g it..°?''...•.4.' 0‘li I ' �A. ..ti . I , if / ;t `� ` r 1, r , ! 4 'Pt ` • t ...14� . en AliksierWelcome to -._ �k".44\ 5 ' I TIGARIT .. �►' • ; , .i.` 1 II� A Place to Call Home 1 Alli 11.11■ --- * 7iVki\ _ _ , e;;N:,.. ‘" • , yi. -- . _ ,. ,.. t . .; :_-., - -k•%.,z, Performance Audit Presentation City Council Meeting - October 1, 2019 matrix consulting group Tigard, Oregon Performance Audit Task Plan Task 1 — Organizational Profile Task 2 — Employee Survey Task 3 — Public Survey and Community Meeting Task 4— Best Practices Task 5 — Organizational, Operational and Staffing Analysis Task 6 — Draft/ Final Report 'Pi ._" matrix TIGARD consulting group Performance Audit Key Themes Strong customer service focus Generally high service levels Strong inter-departmental cooperation Lean staffing in many departments and greater reliance on part-time / reduced hour full-time positions Limited ability to fully access all available existing data Limited resources to analyze existing data Some integration issues between existing software matrix ►ia consulting group Performance Audit Key Findings Departmental chapters focus on operational, process and staffing recommendations to increase efficiency, effectiveness or implement best practices. Overall, minor changes in staffing recommendations in most departments. Greatest number of recommendations address operational practices. Implementation will require multi-year timeframe to accomplish with existing workloads and resources allocated. yr matrix consulting group City Manager's Office Recommendation Priority Timeframe 1 The Annual Workplans for each department should be guiding High 2020 documents that are considered a part of performance evaluations and developed in alignment with the overall City Strategic Plan. 2 The Senior Management Analyst position should be charged High 2020 with overseeing the development and implementation of the City's performance management program. 3 The City should expand on their existing performance measures High 2020(with by identifying and adopting additional performance and budget) workload measures to enlighten the public regarding the Department's performance and accomplishments. yr matrix ;=;v, consulting group Human Resources Recommendation Priority Timeframe 4 The Department should develop a methodology for predicting Medium 2020 upcoming retirements based on age and years of service of employees and update it at least annually to anticipate which employees and skills will need to be replaced. 5 The Department should prioritize efforts to expand the diversity Medium 2021 of applicant pools to enable it to work toward a City workforce that is reflective of the community. 6 The City should update the performance evaluation tool and Medium 2021 implement a compensation approach that more closely ties pay increases to individual performance. 7 Additional staffing resources,in the range of.5 to.75 FTE, Medium Next budget should be allocated to the Human Resources Department. cycle Er matrix consulting group Central Services Recommendation Priority Timeframe 8 The City should utilize internal and external customer surveys to Low 2020 determine satisfaction and effectiveness of web content. 9 The City should utilize a work order system for all requests for Low 2021 web content modification. 10 The City should develop a written communication strategic plan. High 2020 11 The Graphics Design division staff should meet with Medium 2020 stakeholders before beginning work on large project design requests. 12 The Court should adopt a written strategic plan to guide future Medium 2020 decision making for operations and employee performance expectations. 13 The court should maintain staffing levels,so workload demands Medium Ongoing are within 10%of annual productive hours per employee. pirmatrix consulting group Central Services Recommendation Priority Timeframe 14 Fleet maintenance should perform analytics and random Medium Ongoing verification of fuel purchases 15 The City should ensure that its asset management system is High 2020 meeting the needs of fleet and facilities maintenance staff. 16 Property Management should regularly assess amounts spent Medium 2021 on vendors for specialty services to determine if in-house staff should perform those functions. 17 Property Management should implement a proactive building High 2020 preventive maintenance program to prevent reactive maintenance issues as much as is reasonably possible. Ermatrix consulting group Central Services Recommendation Priority Timeframe 18 Fleet&Facilities should conduct spot inventory checks to Medium 2021 mitigate the inherent risk of asset misappropriation. 19 Fleet&Facilities should maintain staffing levels in the general High 2020 range of one(1)employee for every 35,000—45,000 square feet of facilities under management. 20 Project managers should receive project management Medium 2021 certification. matrix FaGARD consulting group Community Development Recommendation Priority Timeframe 21 The Department should ensure that in-house staff have the High 2020 ability to produce workload and performance reports from Accela. 22 The Department should generate routine reports on workload High 2020 and level of service performance measures in order to gauge effectiveness in meeting established benchmarks. 23 The Department should distribute an electronic customer Low 2020 satisfaction survey to all customers at the conclusion of their application and compile responses as a performance measurement tool. 24 The Department should implement expedited permit application Medium 2021 reviews as a fee-based option for customers. matrix consulting group Community Development Recommendation Priority Timeframe 25 The Department should designate a second position as an High 2020 Accela power user and require that the management responsibilities of that system be shared. 26 The Department should ensure that the system which replaces High Immediate Springbrook can be integrated with Accela to eliminate the need for duplicate entries. 27 The Department should monitor inspector staffing levels to High Ongoing ensure that they remain appropriate for the required workload. 28 The Department should maintain an online library of standard Medium 2020 conditions of approval for land use permits,which is shared with staff and the public. 1111 • matrix TIGARD consulting group • Finance & Information Systems Recommendation Priority Timeframe 29 With appropriate staffing,the Finance Department should Medium Ongoing perform regular data analysis on its data to help detect any financial irregularity or non-compliance with financial policies. 30 Provide cross training so that critical functions for each finance High 2020 position have at least two people who can complete them and require the employee performing the critical task as a backup to complete the function at least twice annually. 31 Complete an annual fraud risk assessment. Low 2021 32 Management should conduct regular audits of purchases to Medium 2020 detect and deter asset misappropriation. 33 Determine if automatic notification of payroll changes is Medium 2020 possible within the City's payroll/financial software system. matrix consulting group Finance & Information Systems Recommendation Priority Timeframe 34 The City should assign a second employee to provide High 2020 verification checks of garnishment data entered into the payroll system. 35 The City should ensure that its asset management system fully High 2020 integrates with its financial software system and has the capabilities necessary to foster an efficient,transparent,and data-centric approach to fixed asset management. 36 With available time,the City should proactively research and Medium 2020 seek buying discounts in addition to State bid discounts. 37 The City should install and operate adequate software to Low 2021 monitor IT logs and detect any attempt at system intrusion. 38 The City should ensure GIS staff spend at least 10%of their Medium 2020 time working to proactively introduce GIS technology into every department in the City. , . ! matrix aza consulting group Finance & Information Systems Recommendation Priority Timeframe 39 The City should create an information technology committee High 2020 that meets at least quarterly. 40 The City should reduce its internal phishing campaign Medium 2021 employee clickthrough rate to no more than 5%. 41 The City should hire one(1)additional FTE into an IT support High 2020 position. matrix consulting group Library Recommendation Priority Timeframe 42 The Library should reduce service hours to between 62—64 High 2020 hours per week,either through elimination of some evening hours or an earlier closing for all evenings.Closing at 8pm each night should be implemented,the hour after which visits decline markedly. 43 Develop a comprehensive marketing plan encompassing High 2020 traditional print and advertising and social media components. Use this opportunity to brand the Library as consistently as possible to the community.Finally,make one person responsible for the coordination,development and posting of social media while continuing to seek the input of other staff. The lead person should be the Communications Coordinator. Then management team should set direction and develop a review process. 44 The new Director needs to continue the recent focus on High 2020 furthering team building and open communication among Library staff. 45 Create an internal team to research,develop and present to the High 2020 City a Library Information Technology Needs Assessment and Long-Range Plan. • matrix TIGARD consulting group Police Recommendation Priority Timeframe 46 Maintain current Administration staffing levels. n/a n/a 47 Add 8 additional Officers to maintain higher minimum staffing to High 2020 achieve stated goal of 5 minute response to priority 1 and 2 calls for service.Staffing should be 4 Officers on Day Shift,5 Officers on Afternoon Shift and 4 Officers on Night Shift. 48 Maintain current staffing of two K9. n/a n/a 49 Minimum Staffing should be Sergeant on duty at all times. n/a n/a 50 Fill 2^d CSO position for a total of two CSOs. Medium 2021 51 Maintain current staffing for traffic unit. n/a n/a 11 • matrix TIGARD consulting group Police Recommendation Priority Timeframe 52 Review case screening process. Medium 2020 53 If all workable cases are currently assigned,the department Medium 2021 should eliminate two detective positions. 54 Maintain current staffing but use the recommended benchmarks High Ongoing to re-evaluate staffing on an annual basis to determine when more property/evidence staff is needed. 55 Maintain current staffing for records management. n/a n/a 56 Add an additional analyst in the next 1 to 3 years. Medium 2022 57 Maintain current Administrative Specialist staffing levels. n/a n/a 58 Maintain current SRO staffing but add one additional SRO in Medium 2022—2023 the next 1 to 3 years. ,* matrix consulting group Public Works Recommendation Priority Timeframe 59 The Department should establish a routine cycle of High Ongoing measurement,review,and action based on their selected performance metrics. 60 Performance measures and their results should be published High Ongoing each year in the annual budget. 61 The City should ensure that the selected asset management Medium 2021 system replacing the existing work order system has the capabilities necessary to foster an efficient,transparent,and data-centric approach to infrastructure maintenance and workload management. 62 The Department should track all field work—proactive and Medium 2021 reactive—using work orders within the asset management system. matrix consulting group Public Works Recommendation Priority Timeframe 63 The Department should develop a preventive and routine Medium 2021 maintenance calendar for the Parks Maintenance Division in the asset management system and use this tool as the basis for calculating staffing needs. 64 The City should ensure that the system which replaces High 2020 Springbrook has a robust project management module or invest in a separate software specifically designed for capital project management. 65 The Department should seek to update each system master High Ongoing plan once per six years on a rotating basis. 66 The Department should include some strategic discussion in High Ongoing the master plans of the systems'purpose for the community and how the plan supports the goals of the Department and the City. 1111 . • matrix TIGARD consulting group Public Works Recommendation Priority Timeframe 67 The Department should provide development review backup for Medium 2020 the Principal Engineer,including the use of other P.E.'s in the Engineering Division. 68 The Department should adjust the organizational structure to Medium 2021 narrow the Parks Supervisor's span of control and allow more effective oversight of seasonal staff. 69 The Department should adjust the organizational structure to Medium 2021 narrow the City Engineer's span of control and provide oversight assistance to project management staff. :� . • matrix TIGARD consulting group Performance Standards The development of performance measures, using national and locally defined measures helps an agency achieve both efficiency and effectiveness targets and understand current performance. Performance standards need to balance the information needs of the community with the most effective use of resources to collect, analyze and report the data. Performance measures may change over time as data becomes available and the City can refine and enhance measures utilized. Full implementation of the performance measurement program will span several years to enable data collection for measures where data is not currently available. rip matrix consulting group Performance Metrics (1 ) Limited use of"workload measures" and greater focus on "outcomes" of service delivery. Some data limitations that need to be considered and addressed: Availability of relevant data, 4 Accuracy of available data, 4 Access to and analysis of data (currently an impediment) Ease of calculation of performance measures, and 4 Method for presenting data. ill . " matrix consulting group Performance Metrics (2) Key considerations: Linkage to Council Goals (ideally a primary focus) Performance metrics should flow from or tie to overall goals where feasible. Willingness of the organization to adopt"performance standards", Number of performance measures per department/functional area should be limited, Some service areas do have have easily defined "outcomes", Robust performance measurement program will need to be phased in over time: As data becomes available, To minimize workload/staff effort,and To provide early insights and develop more robust measuring as data becomes available. matrix -' ,, consulting group Performance Metrics — Proposed City Management: %of respondents feeling City is well-managed 80% Annual work plans developed for each department with quarterly 100% reviews conducted matrix consulting group Performance Metrics — Proposed Human Resources 11=1.11111111r- Annual 1= 1Annual turnover rating <10% %of recruitments completed within established targets <45 days—entry; <60 days professional; <90 days executive %of recruitments with recruitments with qualified applicants from >95%positions filled underrepresented groups. %of employees still employed 1 year after hire. >95% %of Staff rating training courses as providing valuable content. >90% Workers'Compensation Modification Factor <1 matrix r�w►tn consulting group Performance Metrics — Proposed Central Services — Design and Communications Percent of social media followers who identify their primary language >3% as other than English. Communication's published written material without error. >98% Social Media with tracking ability(Facebook,etc.)shows an increase >5%annual increase in people liking or otherwise following the city's posts. Number of articles published about the City's Strategic Plan. >12 publications Percentage of design projects completed by the agreed upon deadline. >80% Central Services — Municipal Court :._ Targ Defendants'successfully comply with court orders prior to a >85% suspension being issued. Case clearance rate >97% Case load aging >60%cases cleared within 90 days matrix consulting group Performance Metrics - Proposed Central Services — Property Management t 1 Workorder completed as scheduled >80% Number of re-work workorders required. <5% Percentage of outsources maintenance work to in-house work <10%outsourced Central Services — Fleet Maintenance 1111111Pr. mom Target Number of preventative maintenance tasks performed on schedule >95% Fleet workorder"rework"percentage rate <5% matrix r>< consulting group Performance Metrics - Proposed Community Development 0/0 residential building plan reviews completed within 15 business days >95% commercial building plan reviews completed within 20 business >95% days Percent of submittals received electronically 50% Percent of Type I applications closed within 30 days >90% Percent of Type II and Ill applications closed within 90 days(date of >90% complete application received to date of decision,excluding appeals) Percent of inspections completed within 1 business day of request >98% Average number of address stops per inspector workday 15 Percent of"satisfied"and"very satisfied"responses to customer >80% survey matrix consulting group Performance Metrics - Proposed Finance Credit rating AA1 /AA+ General Fund Reserve >16.67% Fund balance-budget versus actual <5% Purchase orders under$1,000 are made with a rebate p-card or credit >80% card. Server intrusion identification <24 hours(priority) <3 days(all others) Internal Phishing campaigns clickthrough rates <5% Helpdesk ticket response times <4 hours Average cycle time for open IT workorder tickets <3 days matrix 'MAID consulting group Performance Metrics - Proposed Library Target Collection turnover >5 times Proportion of collection replaced per year. >5% Getting new materials into circulation. 3 days Programs attended do not decline in attendance Varies %of programs provided to underserved patrons >10%of programs (initially) of participants indicating satisfaction with the program. >80% matrix consulting group Performance Metrics — Proposed Police Average response time to calls for service(by priority) Will depend on staffing adopted Annual Proactive Time 60% Case Clearance Rate Adopt standard for measurement Er. matrix GARD consulting group Performance Metrics — Proposed Public Works Target Development Review: Percent of engineering plan reviews meeting established cycle times >95% Percent of engineering inspections completed within 2 business days >98% of request Parks: Percentage of parks receiving a score of"good"or"excellent"in an 90% annual parks condition assessment Percentage of households living within%mile of a park. 85% Park acres per 1,000 residents equals or exceeds national average. 10 Proportion of total work orders(or labor hours)spent on routine tasks 70% and preventive maintenance rather than service requests Er matrix consulting group Performance Metrics — Proposed Public Works Recreation Percentage of residents who consider the City's recreation programs to >75% be"good"or"very good" Percent of recreation programming costs recovered through user fees TBD Percent of recreation programs meeting minimum enrollment >80% Capital Program: Percent of CIP projects which are completed within 90 days of their >80% initially planned completion date Percent of CIP projects which are completed within the initially planned >85% budget Percent of CIP projects with change orders totaling less than 15%of >85% the initially planned budget Ilm . , matrix TIC; Rr, consulting group Questions / Discussion? Er matrix ,,,,,,44 consulting group