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City of Tigard Budget - FY 2020-2021 T I ' i Jul. .... ,./ 110 ! Alli."'.. Ci • ty of Tigard pie .,_._,,,to , ,N,-, . T. A 11 r. ' ADOPTED 1 ......... 11 1 1 ,,..41 k 1: ° b iiv t41 V BUDGET • '= :� > FISCAL YEAR 2020 - 2021 0111-7711,- Jk. R Y • n•r 1 • yq - ,vc+IN A • ' • , „,, 0 . Ir - - Alk.F -*I" ilitilkiS- _ 'I' ,.01)610, ( it: f-'' '` ' a - -4 , BACK DYES 1 . , 4.,1,. , ..„ .1 '� 1 • Or% Oir - TIGARD _ 13125 SW Hall Boulevard VlitTigard, OR 97223 Ia . ; www.tigard-or.gov i f.x; ON THE COVER The pictures on the cover depict this unprecedented time in the Tigard community. In the span of a few months,the community rallied to limit the impacts of COVID-19 by supporting local businesses, donating to the Essential Needs Hub, and wearing face coverings.Voters approved a Police Services Levy in May to provide additional police officers and advanced crisis intervention and conflict de-escalation training for officers. In the aftermath of the killing of George Floyd, community members, including Tigard High School student leaders, raised awareness about Black Lives Matter and the institutional racism present throughout our community. The City Council and staff are here to serve you and make the community a better place. In this fiscal year,we will continue to support local businesses and community members impacted by COVID-19. Our attention to racial justice will only grow stronger as the Mayor launches a Transformation Commission and city staff implement an Anti-Racism Plan. CITY OF TIGARD, OREGON FY 2020-21 ADOPTED BUDGET BUDGET COMMITTEE Chris Bence Mayor Jason Snider Tim Cadman Councilor Tom Anderson Siobhan Chandler Councilor John Goodhouse Clifford Rone Councilor Heidi Lueb Leah Voit Councilor Liz Newton CITY-LEADERSHIP TEAM City Manager Marty Wine Assistant City Manager Kathy Nyland Central Services Director Nadine Robinson Chief of Police Kathy McAlpine Community Development Director Kenny Asher Finance and Information Services Director Toby LaFrance Human Resources Director Dana Bennett Library Director Halsted Bernard Public Works Director Brian Rager City Attorney Shelby Rihala Communications Manager Kent Wyatt • TIGARD Prepared by the following City of Tigard Staff: Marty Wine,City Manager Kathy Nyland,Assistant City Manager Toby LaFrance,Finance&Information Services Director Steve Kang,Senior Management Analyst Liz Lutz,Confidential Executive Assistant A special thank you to departments and staff for their contributions to the Budget Document www.tigard-or.gov Table of Contents - Page 1 GD GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO City of Tigard Oregon For the Fiscal Year Beginning July 1, 2019 P Executive Director The Government Finance Officers Association of the United States and Canada (GFOA) presented an award of Distinguished Budget Presentation to the City of Tigard for its annual budget for the fiscal year beginning July 1, 2018. In order to receive the award, a governmental unit must publish a budget document that meets pro- gram criteria as a policy document, as an operations guide, as a financial plan, and as a communica- tion device. Tigard has met this standard for budget document since fiscal year beginning July 1, 1987. The award is valid for a period of one year only. We believe our current budget continues to con- form to program requirements, and we are submitting it to GFOA to determine its eligibility for Table of Contents - Page 2 TABLE OF CONTENTS INTRODUCTION 2020-2021 Budget Transmittal 9 Council Goals 13 Citywide Performance Measures 17 City Information 20 Citywide Organization Chart -By Program 22 City of Tigard Map 23 READER'S GUIDE User's Guide to the Budget Document 25 Budget Process 29 Basis of Budgeting 32 Fund Structure 33 Program Budget Structure 34 BUDGET SUMMARY Where the money comes from 37 Where the money goes 38 Ending Fund Reserves Summary by Fund 42 Summary of All Funds 43 Summary of Contingency 49 Comprehensive Long Term Financial Forecast 50 REVENUE ANALYSIS Current Revenue Summary by Fund 65 General Fund 66 Assessed Value 67 Property Tax Summary 68 State Revenue Sharing 70 Franchise Fees 72 User Fees 74 Connection Fees 75 Permit Fees 76 County Shared Revenue 77 Fine and Forfeiture 78 Interest Earnings 79 Interfund Transfers 80 Table of Contents - Page 3 PROGRAM SUMMARIES Expenditure Summary by Program 89 Operating Budget History Summary 90 Operating Budget History Detail 91 Staffing Levels 94 COMMUNITY SERVICES PROGRAM Community Services Organization Chart 99 Expenditure/FTE Summary 101 Police Organization Chart/Expenditure/FTE Summary 102 Department Description and Performance Measures 103 Police Administration 105 Police Operations 110 Police Support Services 117 Library Organization Chart/Expenditure/FTE Summary 121 Department Description and Performance Measures 122 Library Administration 123 Library Reader Services 126 Library Technical Services 129 Library Circulation 131 Social Services and Community Events 135 PUBLIC WORKS PROGRAM Organization Chart 139 Expenditure/FTE Summary 141 Department Description and Performance Measures 142 Public Works Public Works Administration 144 Public Works Administration-Historical 148 Parks Maintenance 150 Parks and Grounds-Historical 153 Recreation 154 Street Maintenance 157 PW Engineering 160 PW Engineering-Historical 164 Water 166 Sanitary Sewer 170 Stormwater 173 Green Team 176 Street Lights and Signals 179 Table of Contents - Page 4 COMMUNITY DEVELOPMENT PROGRAM Organization Chart 181 Expenditure/FTE Summary 182 Department Description and Performance Measures 183 Community Development Community Development Planning 186 Building 190 Economic Development 193 POLICY AND ADMINISTRATION PROGRAM Organization Chart 197 Expenditure/FTE Summary 198 Mayor & Council Organization Chart/Expenditure 199 Department Description and Performance Measures 200 Mayor and Council 201 City Attorney Organization/Expenditure/FTE Summary 203 Department Description and Performance Measures 204 City Management Organization Chart/Expenditure/FTE Summary 206 Department Description and Performance Measures 207 City Manager's Office 209 Human Resources 211 Risk Management 213 Central Services Organization Chart/Expenditure/FTE Summary 217 Department Description and Performance Measures 218 Communications 220 Municipal Court 222 City Recorder/Records 225 Fleet Maintenance 227 Property Management 229 Table of Contents - Page 5 Finance and Information Services Organization Chart/Expenditure/FTE Summary 231 Department Description and Performance Measures 232 Finance and Information Services Administration 233 Financial Operations 235 Utility Billing 237 Information Technology 239 Contracts and Purchasing 241 CAPITAL IMPROVEMENT PLAN Capital Improvement Plan Summary 243 Impact of the Capital Improvement Plan on Operating Costs 245 Prioritization and Development of the CIP 248 Streets 256 Parks 282 Water 307 Sanitary Sewer 322 Stormwater 328 Facilities 343 DEBT SERVICE Debt Service Summary 347 Outstanding Debt Issues 349 Debt Service Schedules General Obligation Bond-Library and 2020 GO Restructure Bond 350 General Obligation Bond-Parks 351 General Obligation Bonds Summary 352 Water Revenue Debt-Water Revenue Bond 2012 353 Water Revenue Debt-Water Revenue Bond 2015 354 Water Revenue Debt-ARRA Water Loan 355 Water Revenue Debt Summary 356 FUND SUMMARIES Fund Summaries Introduction 357 General Fund General Fund 358 Enterprise Funds Sanitary Sewer Fund 362 Stormwater Fund 364 Water Fund 366 Water CIP Fund 369 Water Debt Service Fund 371 Water Quality/Quantity Fund 372 Water SDC Fund 373 Table of Contents - Page 6 Special Revenue Fund Building Fund 374 City Gas Tax Fund 377 Construction Excise Tax fund 379 Criminal Forfeiture Fund 381 Electrical Inspection Fund 382 Gas Tax Fund 383 Library Donations &Bequests Fund 385 Parks Bond 386 Parks SDC Fund 387 Parks Utility Fund 388 Police Levy Fund 390 Street Maintenance Fund 392 Transient Lodging Tax 394 Transportation Development Tax 396 Transportation SDC Fund 397 Urban Forestry Fund 398 Underground Utility Fund 399 Debt Service Fund Bancroft Debt Services Fund 400 General Obligation Debt Service Fund 401 Capital Projects Fund Facilities Capital Projects Fund 402 Parks Capital Fund 403 Transportation CIP Fund 404 Internal Services Funds Central Services Fund 405 Fleet/Property Management Fund 407 Insurance Fund 408 Public Works Administration 409 Public Works Engineering Fund 410 APPENDIX Schedule of Appropriations 413 Financial Policies 425 Glossary of Budget Related Terms 433 Advisory Committees 437 Staffing Summary 441 Management/Professional Group Salary Schedule 443 Tigard Police Officers Assn. Salary Schedule 448 Oregon Public Employees Union Salary Schedule 449 Table of Contents - Page 7 FIN . # • . I- • ''AMP IN +' 1 • . '111'11.0. 1. y. 4ii1 ` F ike 111 i. • ' 10t7 * Jr. .. - f w.s.ti Tigard Skate Park,located near Tigard City Hall. Photo by SkateOregon City of Tigard I ADOPTED BUDGET I FY 2020-2021 Table of Contents - Page 8 FY 2020-2021 BUDGET TRANSMITTAL To the Tigard Community, The adopted budget for Fiscal Year 2020-21 is presented in an acutely uncertain moment in the world. The year ahead is very difficult to plan. With that in mind, this budget communicates what we think is the most fiscally responsible approach to funding operations and capital investments to best serve the Tigard community. Tigard's Financial Status Tigard is financially stable, resource constrained, and is challenged to maintain its current service level. In the last two years, the city has made reductions to create a service-level reserve that would sustain lower service levels for a longer period of time. These difficult choices were made in response to our constrained resources and a failed local option levy in 2018 that would have allowed services to be con- tinued and enhanced. Tigard faces the same underlying problem as all local governments: maintaining city services with lim- ited resources, leaving city service levels lower than the community desires and deserves. For the FY 2020-21 budget, departments prepared budgets with little change from last year. The FY 2020-2021 Adopted Budget totals $189.9 million. This is a $46.4 million, or 32.4 percent in- crease over FY 2019-2020 and is almost entirely due to a number of capital projects moving from de- sign to construction phases. Of the 32.4 percent increase in the budget, 27.2 percent comes from capi- tal projects that use funds designated for that purpose. There are no General Fund resources going to capital projects in the budget. Of the remaining 5.2 percent, 2.0 percent is for the expanded police ser- vices and photo enforcement, both of which come with additional revenues. The remaining 3.2 per- cent portion of the increase is in operations to pay for inflationary increases and a small number of new services and projects that are funded by dedicated reserves or revenues. Before the pandemic, the budget was set to make modest investments along four themes: • Refreshing the Strategic Plan. A new look is coming to the city's vision that will set the course for our future decisions. The draft vision is Tigard:an equitable community that is walkable, healthy, and accessible for everyone. https://www.engage.tigard-or.gov/ strategic-plan We are seeking community input and feedback on this vision in 2020. Alt- hough it is challenging now to envision Tigard's future, setting the city's strategic direction is important work that is underway. The concepts in this refreshed vision will shape our future decisions and investments, and this budget makes initial investments in updating en- gineering standards and a bilingual phone system to begin to meet an updated vision. We are working to create an inclusive organizational culture that seeks to bring new ideas and innovation to our work for the community. • Planning for Future Facility Needs. For the past decade, the City of Tigard has been planning for updates, upgrades or replacement of its aging city facilities. Tigard is in the conceptual design stage for the future use of city-owned property. Replacement facilities for Police and Public Works services are needed; the proposed budget includes funding to move into an initial design phase, communicate with the community about the plans, and continue to test the feasibility of consolidating most city functions into one site (called the All-in-One-Plus concept). INTRODUCTION-PAGE 9 FY 2020-2021 BUDGET TRANSMITTAL • Implementing Performance Audit Recommendations. A 2019 independent review of general fund services examined general fund operations, workload data, costs, service lev- els, and organizational structure. httas://www.tiRard-or.gov/performance The performance audit produced 69 recommendations and 58 measures which the city has immediately be- gan to implement. A host of 2020-21 general fund investments in the adopted budget serve to follow through on audit recommendations and lower risk by ensuring that our vehicle fleet, equipment, and technology is kept up to date. In addition, the budget propos- es funding two major service investments recommended in the audit: Police Services. The audit called for Tigard Police to add eight additional officers to achieve a five-minute response time for high priority calls. Based on this and other data indicating that police services are not keeping up with demand, the City Council re- ferred a local option levy to the May ballot. With its passage, the levy will fund eight new officers for patrol to reduce response times, add one school resource officer, pro- vide advanced crisis de-escalation training for all officers, and fund the support ser- vices needed to ensure that these new officers receive the same level of support that existing staff receives today. Integrating Technology: Replacing our Asset Management and Financial Sys- tem. The audit pointed out that our stand-alone technology systems were not func- tioning well, not integrated, and need to be replaced. Tigard is on a path to implement a technology solution to replace and integrate our enterprise systems and bring togeth- er as many individual departmental systems as possible under one platform. This aligns with the city's need for integrating information, strategic priorities, council goals, and performance audit measures. A citywide, unified system would improve our system integration, consistency, efficiency, and data-informed decision-making. This budget makes the first investment in the largest technological undertaking for the city to date. • Aligning with Council Goals. The City Council's 2019-21 goals are aligned with many themes in the current strategic plan. This budget also addresses Council Goals with: 1. Startup funding for an Innovation Program to incentivize employees to bring in- novative ideas and solutions forward. 2. A Permanently Affordable Home Ownership Down Payment Assistance Program is proposed using the newly-created Construction Excise Tax. 3. If voters approve the local option levy on the May 19, 2020 ballot, this budget can meet a Council priority by adding nine Police Officer positions plus training and equipment for Police Services, as noted above in performance audit recommenda- tions. https://www.tigard-or.gov/document center/Council/Council Goals.pdf PAGE 10 - CITY OF TIGARD FY 2020-2021 BUDGET TRANSMITTAL Impacts and Response to COVID-19 and becoming an Anti-Racist Organization The city and the nation have been irrevocably changed in the last several months. In March 2020, the nation's health and economy was rocked by the COVID-19 pandemic. On May 25, 2020 the nation has launched into a reckoning of racial equity after George Floyd was killed by police in Minneapolis. In mid-March 2020, the city started to feel the impacts of the COVID-19 pandemic. City buildings were closed. Community events like Movies in the Park and Concerts in the Park were canceled. Coun- cil meeting were moved from City Hall to Microsoft Teams. Many staff began telecommuting in order to keep the city running. Instead of launching new library and recreation programs, a virtual Emergen- cy Operations Center was launched. Nothing was business as usual. Although our facilities were closed, services remained open. We were still operating but in a different way. As a result, the City re- examined the initial themes and investments for this budget. Tigard has responded to the local effects of pandemic in several ways, including the creation of the Commercial Assistance and Relief for Economic Stability (CARES) and Resident Aid Fund of Tigard (RAFT) programs. Council funded the two programs in a $400,000 budget supplement aimed at sup- porting small business and houselessness as our community weathers this crisis. The adopted budget allows for additional investment to respond to COVID-19 effects through the use of General Fund reserves, if needed. Additional help could be further focused on the community, housing, and businesses. Although it is not business as usual, the city needs to maintain the city ser- vices that the community expects and maintain stability in people's lives when the community is expe- riencing so much change. Tigard is also incurring some costs of responding to the pandemic beyond the community response to business and housing assistance. We are tracking our costs in coordination with the county, state and federal response to seek reimbursement from FEMA and the various federal relief legislation. The city may further face the potential delay of capital projects and will require careful management of city re- serves. The death of George Floyd caused the city to look at institutional racism and our own practices citywide. Tigard has been active in promoting community discussion on institutional racism and white privilege. With wide input from many in the community, the city will pursue a Transformation Com- mission and an Anti-Racism Action Plan to help the community and the city become anti-racist. At the Budget Committee hearing in May, the committee committed to meeting in October to make any necessary changes to the budget. INTRODUCTION-PAGE 11 FY 2020-2021 BUDGET TRANSMITTAL Moving Forward Adjustments to the General Fund since 2018 set Tigard in a stable financial position that allows the city to make modest investments in the future strategic plan, council goals, carry out some performance audit recommendations, and explore future facility planning. Importantly, Tigard is also positioned to weather the effects of the public health crisis the world is facing through targeted investments in com- munity assistance and careful management of the city's reserves. I look forward to working with the budget committee to manage the city's resources most responsibly in this difficult moment. Respectfully, 4 ,..„--,--/--),,,I,„.. • Marty Wine City Manager T , ' � si �� r ii , I Mil lit.... ni's'kli -4111-1-c w '' ril ,, , ,, ,1 i.L , 7 . -:§14. . ." ...,..,,...,,..:..., , ... ,„,,.*_.._ , 1 , _ , .,0. or --1/44:4# - ii. -_L--_----------- _ o __ 1. 4 �, it t` P Pk ' r t, ,. 1 4 . Tigard's annual State of the City evening PAGE 12- CITY OF TIGARD COUNCIL GOALS Priorities for Council Attention and Action On February 12, 2019 the Tigard City Council discussed the city's goals for the next two years. Criteria for the goals included a policy-level focus;two-year timeframe;limited impacts on core service delivery;implementing the strategic plan;be achievable;and benefit the whole. Goal 1: Ensure the city's continued financial stability and sustainability while providing mandated services. Seek ways to fund and increase services valued by the community. Corre ponds to Strategic Plan Goal 4 Develop and implement a communications plan, for city staff and Strategy 1.1 elected officials, to engage the public about the cost and value of city services and explain funding challenges. Increase trust with the community by regularly publishing a City report Strategy 1.2 card, detailing our progress and challenges, and comparing our work to peer cities. Strategy 1.3 Pursue a local option levy and/or bond in May 2020. By May 2019, determine specific services and/or facilities the voter will Strategy 13.1 get by approving a local option levy and/or bond proposal and begin communicating it to the voters. Council will actively participate in the city's communications regarding the Strategy 1.3.2 community benefits of the local option levy and/or bond. Strategy 1.3.3 By mid January, 2020 refer a local option levy and/or bond for voters to consider at the May, 2020 election. INTRODUCTION-PAGE 13 COUNCIL GOALS Goal 2: Invest and connect key areas of the city to promote economic growth and community vitality. Corresponds to Strategic Plan Goal 2 Ensure that Tigard Triangle urban renewal investments promote equitable Strategy 2.1 development and create a vibrant,walkable, and connected district. Continue to make Downtown Tigard a place people want to be by making substantial progress on projects that attract new residential and business investment: • Design and engineering of the Universal Plaza • Construction of the Tigard Street Heritage Trail/Rotary Plaza • Redevelopment of the Main St. at Fanno Creek property • Main Street Green Street Phase 2 • Fanno Creek Overlook • Cultivate more relationships with future developers that share our multigenerational transit-oriented development vision. • Create an inventory of sites with high potential for transit- oriented housing redevelopment. Strategy 2.2 • Support and participate in a branding effort for the Downtown and Tigard Triangle. • Evaluate the size and scope of the City Center Urban Renewal Plan to determine whether tax increment resources in the downtown are sufficient to meet council objectives. Prepare recommendations regarding the City Center urban renewal area's possible continuation. • Pursue the Ash Street Crossing to improve multi-modal circulation in the downtown. • Update the 2007 Leland report to accelerate downtown redevelopment, focusing on leverage possibilities from SW Corridor and other active transportation investments. Ensure the Southwest Corridor project maximizes benefits to the Tigard community and minimizes negative impacts by implementing the Strategy 2.3 memorandum of understanding with Tri-Met. Ensure urban design and pedestrian connections to Tigard light rail stations is prioritized in station area access plans. Complete an initial assessment of Washington Square Regional Center Plan District and related development code. Identify barriers to Strategy 2.4 redevelopment and develop a project of planning and code updates to attract investment in commercial, office,and high-density residential development with a range of price points. PAGE 14- CITY OF TIGARD COUNCIL GOALS Goal 3: Ensure Tigard grows and develops in a smart and inclusive manner. Carmponds to Strategic Plan Goal 2 Secure external resources to: • Accomplish all planning and outreach activities necessary to expand the City's urban growth boundary to include the South River Terrace Area. Complete Title 11 compliance, apply to Metro for UGB expansion, and annex South River Terrace. • Prepare a concept plan for West River Terrace. The city will direct all work under this goal,which is contingent on: Strategy 3.7 • All direct,indirect and overhead costs necessary to make South River Terrace "development-ready" funded by private sector partners and/or through grants prepared at the expense of the private sector partner. • The continuation of existing city plans and projects such that they are neither slowed nor disrupted by River Terrace planning. • The inclusion of equitable development principles in River Terrace planning. Complete an Affordable Housing Plan and adopt recommended strategies to promote e development and retention of Increase advocacy at the regional level for housiaffordable gthatis affordable Tigard. Strategy 3.2 In funding strategies, and consider an excise tax. Study the viability for any future expansions of the city's urban growth Strategy 3.3 boundary to include employment land so that new growth and ongoing service costs to Tigard residents and businesses are balanced. INTRODUCTION-PAGE 15 COUNCIL GOALS Goal 4: Enhance two-way communication to understand community priorities and involve the community in the decision-making process. Corresponds to Strategic Plan Goal3 (update underway) Develop and implement strategies for city staff and Council to engage Strategy 4.1 with and hear directly from a wide variety of residents and businesses on important issues. Initiate listening sessions with residents of unincorporated areas,within Strategy 4.2 the urban growth boundary, about the opportunity for annexation. Increase community understanding and knowledge of the city,its services Strategy 4.3 and fiscal situation. Promote an inclusive, open-minded, and progressive community. Strategy 4.4 Implement initiatives to improve city services and participation that captures the diversity of the community and improves equity and inclusion. Goal 5: Enhance walkability and pedestrian connectivity. Corresponds to Strategic Plan Goal 1 Develop an implementation strategy related to the ADA Transition Plan to Strategy 5.1 identify the priorities for curb ramps and public sidewalks that must be repaired or replaced to meet current ADA guidelines. Invest in walking connections by reviewing the Tigard sidewalk infill study and recommendations and continuing to dedicate specific funding for Strategy 5.2 pedestrian and bike facility projects in the city's Capital Improvement Plan equaling at least ten percent of the transportation CIP planned expenditures. Continue to advance and develop Safe Routes to School (SRTS) plans for Strategy 5.3 Tigard schools and implement an improvement for at least one school per year including funding priorities. Integrate the Complete Streets Policy to update the Transportation System Strategy 5.4 Plan. Consider implementation of a Neighborhood Traffic Management Program. Implement a Citywide Transportation Safety Action Plan and develop a scope and budget for a pedestrian crossing improvement plan. Seek Regional Transportation Options funding to develop a regional trail Strategy 5.5 wayfinding plan, and improve signage along the Fanno Creek Trail. Strategy 5.6 Advocate for local control of speed limits in residential neighborhoods. PAGE 16 - CITY OF TIGARD CITYWIDE PERFORMANCE MEASURES Between 2012 and 2014, the City of Tigard began a journey to define its sense of place and the strate- gic direction it wanted to take over the next 20 years. One of the recommendations of the 2012 Mayor's Blue Ribbon Task Force called for developing "a strategic plan that articulates a clear vision for the city." Ideas ultimately coalesced around a vision for Tigard to become a healthy, walka- ble and interconnected community for all. In 2014, city staff met and talked with more than 1,200 residents and community groups about this proposed direction. We met with citizen boards, at school meetings, in neighborhoods, with service groups and at events like the Downtown Tigard Street Fair. We engaged more than 1,200 residents to gauge whether we had captured their vision for Tigard. A detailed account of our outreach can be found in this presentation and memo. In 2014, the City Council adopted the vision the Strategic Plan with a strong vision and roadmap for the future: VISION "The most walkable community in the Pacific Northwest where people of all ages and abilities enjoy healthy and interconnected lives." GOAL The strategic plan will provide guidance and direction for the city's priories over the next 20 years. Proactive planning for the future will provide an opportunity to grow the city in a way that is thoughtful and unique by leveraging and building on Tigard's exist- ing strengths. Starting with the FY 2017-18 budget, Tigard began measuring against the four goals of the strategic plan. These performance measures were selected from the department measures found in the program sections of the budget document and are still a work in progress as citywide performance measures. The city is currently doing work to improve the vision and goal standards. INTRODUCTION-PAGE 17 CITYWIDE PERFORMANCE MEASURES GOAL 1:WALKING AND CONNECTING Facilitate walking connections to develop an identity Objective Measure FY 17-18 FY 18-19 FY 19-20 FY 20-21 Actual Actual Revised Target Ensure adequate park Amount spent per acre maintenance funding to maintain park land $3,724 $3,563 $4,507 $4,706 GOAL 2: GROWING AND PLANNING Ensure development advances the vision Objective Measure FY 17-18 FY 18-19 FY 19-20 FY 20-21 Actual Actual Revised Target Monitor the work- $19,230,76 load of buildin Valuation of construc- $73,436 70,000 75,000 g 9 tion per building FTE (5 FTE) (5 FTE) (5 FTE) inspectors (13 FTE) Ensure streets are Overall Pavement in fairly good con Condition Index 79.0 78.0 81.0 81.0 dition PAGE 18 - CITY OF TIGARD CITYWIDE PERFORMANCE MWASURES GOAL 3: Engaging and Communicating Engage the community through dynamic communication Objective Measure FY 17-18 FY 18- FY 19-20 FY 20-21 Actual 19 Actu- Revised Target al Support Strategic Plan by engaging and con- Total program/school necting with the corn- visit attendance 31 844 24 814 18 799 15,000 munity Engage the communi- ty and advance the vision; support and Number of attendees at 260 260 250 260 enhance community the State of the City gatherings Engage the communi Total number of follow- ty and advance the ers to city's main Face- vision; support and book and Twitter ac- 7,315 9,300 13,000 16,000 enhance community gatherings counts Engage the communi- ty and advance the Number of Cityscape vision; support and subscribers 2,500 2,600 22,000 30,000 enhance community gatherings INTRODUCTION-PAGE 19 CITY INFORMATION TIGARD AT A GLANCE The City of Tigard strives to be an organization that is known for its respect Form of Government and care for others as well for getting it done and doing the right thing.With The City of Tigard was over 300 employees,the City of Tigard ensures quality services through 6 key incorporated in 1961. departments. An elected Mayor and four Central Council members who Services comprise the CityCouncil City Recorder, Communication, govern the City of Tigard. Facilities,Fleet, The city's charter establishes Public Works Municipal Court City a Mayor/Council form of Engineering, Management government. Parks&Rec, City Manager's Streets,Storm Office,Human Members of the City Council Water,Water, Resources,Risk Sanitary Sewer Management are elected at large to serve City Council four-year terms. The Mayor represents the interest presides at council meetings of the Tigard and is elected at-large for a community Finance& City Attorney four-year term. Together, Information Community the Mayor and council Services Services provide community Utility Billing, Police,Library, Information Social Services& leadership,develop policies Technology, Community, to guide the city in delivering Contracts, Events services and achieving Purchasing Community community goals,and Development ening, anuung, encourage citizen awareness Building, and involvement. Economic Development The City Council appoints the City Manager,who acts as the administrative head of Tigard Vision and Values the city government. The City Manager is responsible In 2014, City Council adopted a Strategic Plan for Tigard with the emphasis on connecting people and places-with a goal of making Tigard the for ensuring council policies most walkable community in the Pacific Northwest where people of all are implemented using ages and abilities enjoy healthy and interconnected lives. In 2020, the resources appropriated by the city has been working on a new vision and focus-an equitable community, Council to achieve desired that is walkable,healthy,and accessible to everyone. service results in the community. In addition to this vision, the city maintains its three values for staff to reflect and embody.These values are: ➢ Respect and Care * We will treat people well ` ➢ Do the Right Thing We will go the extra mile to exceed expectations OP ➢ Get it Done We will focus on solutions-not excuses PAGE 20 - CITY OF TIGARD CITY INFORMATION TI GA RIAT GLANCE , CPTH'INFORI4 ATIOI�i I i � '4.- El : ti .111 •'�1 le Located in the bea rfiil PidfiC Northwest,Tigard.is part of . _ utiroznrm r: the PCr+.land Ca or,n-,Eopc iau area_Tigard ofe a TI R . unique ma of finalities t1aac attract a growing number of l residenrt and briuses_One of several suburbs of I Portland, -igard i roxttidr�safe,livable,and affordable. ~{ ;- } h. Tigard is located in Fa ine...o Comity.and is the thirteenth - ` • Y largest Qts in Oregon_Itis aentrafs located. sss TM'ded b5 . Partl rui,LAE Oswego,Reanart:a3,and Tualatin_ ft is t cons-eaienely located,directly off of the I-5 and Hig3 as - 0 4" 217_One of area's largest shopper malls,Washington liir Square,is located in'Tigaid_ .,h ' Y f r# i1 • '. Populatifln Fs ' 1 P0, ;-t: i rli . . - - Population Estimate(US): 55,51' ' ; - I •• • .. ',.‘r Median Age(2020): 3?.5 - • ' ,f 1 II�� r IVEIage}Household Size (2020): 2.43 . .. I k i ! High 5oham1 Edneatiom Cr near(2013): 92.6%, + Bachelors Degree ox> eF(2013): 44.4% ' . -. .- . rio.11101Pw7 1i. _` '! Cost DI-Living Facts Medan EousetnldEnoome(2020): $95,435 -,-:- , *y t•i `. Ua afinent ate(May.2020): 12.4% - 'l ' ,. Estimated Ifedian House Value:(2020): $3 75,100 . Home C lip Rate ?2013 026% Total Ido„ Units ?1 : 21,165 / Climate ElevitiCn= 300 ft Number of Businesses (2020) 2451 Ares age D ail t High Temp es abu E-;ul: 74 F Aretage A.•inual Low Tempera urs: 34 F Top Employer(2020) Ave.tagE Annual Rainfall- 39-0' Marys Departtuenc Stole 505 Nordsac a 4?4 Land u e Consumer Cetilar 453 crnnmwr.:i3l(...alci ,Si.): 6.4% Costco Wholesale Corporation 419 Indo l(Acres,°/b): 9.r°A Cnnduent Cnnimarr•iNI Sohitions LIC 367 Mixed-Use ;Acres,°A): 12.4-% Comcast of Q,, min,c. 302 Re..irlar1Iia1 (Aces,'A): G4.8% Luke-Dorf Inc 256 Par} &Remotion(Acres,%: 6.7°A Targe:Store 252 The Cheesecake Faotarc 250 Gerber Legendary Blades 232 Po. :. . . 'year 2010 2011 2012 2013 2014- 2015 2016 2017 2018 2Y9 0 2021 4-„70 43,695 45,415 45,695 49774 50,444 51,253 51,902 52135 53,1443 53,450 55514 INTRODUCTION-PAGE 21 CITYWIDE ORGANIZATION CHART - BY PROGRAM 3113 ..4H II I �,ra aracComa Sir!.,zeamar, faer3rae.yirr Hb inn m. Icier 3iA:iv-mod ' 1= 1 L6sr 'hol irr %Hie Wank IYm e Re" Time leg .tidmemama I1_Abell usare 1 glimmmeem II 11 Faip erre {e.faradrr I LIF:11.1c2pfmagrmexlH B.Id�o� H cna H On►amm 14wlirr c .ol 11 11 II 11 Nb 34m1npJC fJF.�amr H i iemnnae Madrr Feme r 1 ,aft,,� re 12tiT — 11 4 e I f4.�aaao — Rrre l:elie.WIN _fIrrheiral 4md ..-lam Fran. icomna arrr .5faoapve ion Sart Knee Warr Sa-re —I,�o4JS�Jn — %Lee. PAGE 22- CITY OF TIGARD CITY OF TIGARD MAP 1 4 7 1 1r1 Oregon amoDoao 1ii►- ititiinimillim imeio,1110LballIFW z.. '44* -411111-.W014,7,1 ,q ollail 01, ac 771 N D. AI AVERTO, jai°t �F _� it ali 1....Prat l I AB 11111W"L\D WI aL 111P miro,": vaeacaD) -•_l_. ..„*".911,wc) %go. ' MIM' LAKE )N rry kip0 _JrO�SW,gGIQ Viiwird 4D Al owr--- TUA'LA_TLN k, r , J SHER-WOOD ., r ......`, Z ill INTRODUCTION- PAGE 23 ___ .„,,,,,,,,..,, , . ..,_ immi„,,,, _ „tr .,:„,...,. .. ir ,,, ,,,, „ ..... „....6, . .., (4,tp, al i 16., _ .. .. A : . id d... , . ... .._ tit ihip.„ it.ilivli dit i: - - 010.611 ' . .., , : k • • ,. .iiiii,, - .., {. . i I If/ _ r gipi A,, ' # ,,_ 15 The City of Tigard has two farmers markets, Tigard Farmers Market and Bull Mountain Farmers Market. Both offer loca fruit, vegetables, flowers and handmade products from local vendors and artists. City ofTigard I ADOPTED BUDGET I FY 2020-2021 PAGE 24 - CITY OF TIGARD USER'S GUIDE TO THE BUDGET DOCUMENT The budget document describes how the City of Tigard plans to meet the needs of the community. It is also a resource for citizens interested in learning more about the operation of their city govern- ment. The city budget fulfills several functions: • The budget is a communication tool. It explains the various demands, needs, constraints, resources and opportunities it faces. It communicates the choices made and the direction in which the city is headed. • The budget is an important policy document. Through the annual budget process, city operations and processes are reviewed in a comprehensive manner. The city reviews the needs of the community, priorities and goals, and then matches resources against those needs, priorities, and goals. Resources are limited, so choices must be made. The annual budget reflects those choices. • The budget also serves as an operational guide. It identifies work programs and goals to be achieved for each city department or division in the coming fiscal year. • The budget is an accounting document. It establishes guidelines that the city uses to measure and control expenditures and to track its revenues. The budget document has been organized to assist the reader in understanding how and why the city budgets and to provide summary level information at the beginning of the budget document with more detailed information at the end. The document provides high level summary in further detail, each section of the document is also arranged in this manner. The City of Tigard's budget document is divided into the following sections: Introduction The Introduction contains the Budget Transmittal from the City Manager. This letter summarizes the major provisions that have been included in the FY 2020-21 Adopted Budget. It includes a dis- cussion of the major policy issues that were considered and major changes from last year. This sec- tion also contains what the council plans to focus on through 2021, providing the foundation and direction for many of the choices made in constructing this budget. Also included is general city in- formation about Tigard,including a map that shows the city's boundaries. READER'S GUIDE -PAGE 25 USER'S GUIDE TO THE BUDGET DOCUMENT Reader's Guide Reader's Guide provides an overview of the budget process, the basis of budgeting, and the budget structure. This section is designed to help familiarize the reader with the city and the budget. Budget Summary The Budget Summary is designed to give the reader an overall view of the entire city budget. This section contains summary charts and information to provide a one-stop picture of the budget. These high-level summaries provide an easy reference for overall city trends and conditions. This section also presents the Comprehensive Long Term Financial Forecast. The Financial Fore- cast projects city revenues and expenses for major operational areas of the city over the next six years, based on current conditions. The city uses the forecast to identify future trends, needed cor- rective action, and to forecast the success of current financial efforts. Revenue Analysis The Revenue Analysis section contains information about the city's primary sources of revenue across all funds. This section explains Oregon's property tax system and summarizes the City of Tigard's property tax revenues and assessed valuation. This section also provides historical trend information for each of the city's major revenue categories. Program Summaries The city's operating budget is organized by major functional program areas: Community Services, Public Works, Community Development and Policy and Administration. Each functional area con- tains one or more operating departments or budget units. The Program Summaries section provides detailed information for each program area by department and budget unit. The information in this section includes a program-level narrative and summary expenditures and authorized position counts. The Program sections include a narrative for each budget division presenting the long term results the unit is working to achieve, a description of the unit's services and activities, FY 2020-21 goals, and major highlights of the unit's budget. PAGE 26 - CITY OF TIGARD USER'S GUIDE TO THE BUDGET DOCUMENT Community Services Program Community Services includes budget appropriations and explanatory material for the Community Services Program. The Community Services Program includes Police, Library and Social Services and Community Events. Public Works Program Public Works section includes budget appropriations and explanatory material for the Public Works Program. The Public Works Program includes Public Works Administration, Engineering, Parks Maintenance, Recreation, Sanitary Sewer,Stormwater, Green Team, Street Maintenance, Street Lights and Signals, and Water. Community Development Program Community Development section includes budget appropriations and explanatory material for the Community Development Program which includes Community Development Planning,Building and Economic Development. Policy and Administration Program Policy and Administration section includes budget appropriations and explanatory material for the Mayor and Council, City Attorney, City Management, Central Services and Finance and Information Services. Capital Improvement Plan This section provides information about the city's six-year capital improvement program. It includes information about major construction and capital acquisition projects that are planned during FY 2020-21 as well as projections of capital needs over the following five years. Debt Service The Debt Service section presents information on the City of Tigard's outstanding long term debt. This section shows current and future debt service requirements, calculations of debt ratios, the com- parison to statutory debt limitations,and debt service schedules. READER'S GUIDE -PAGE 27 USER'S GUIDE TO THE BUDGET DOCUMENT Fund Summaries The Fund Summaries section shows the city's fund structure and detailed fund reconciliations for each fund managed by the city. A fund is a self-balancing set of accounts and is used to track reve- nues and expenditures for specific operations. Under Oregon law and "accounting principles gener- ally accepted in the United States of America," revenues and expenditures of individual funds may not be co-mingled. This section shows current and historical information on the resources and re- quirements of each of the city's funds. Appendix The Appendix section contains a variety of other budget-related information to assist the reader, such as salary schedules, staffing summary, the city's financial policies, and a glossary of terms used in the budget. This section also includes a listing of advisory board and committee members. w. i 4 43 0 4Y--,...k,tie 1S� M`�YC.a' -;.a` - ..?..1.e 4. - ', r mac:fr ..r- '; t 'The- i�t -`•�:- .•.y s. i. Sf-.Lrip_1 i • t'r` ; ■ t un Out ,,`�k...-1,),_„- r.%-. bµ,r.e f,-i +,•fdy 4; i--!r.'y' rc - JrA 1.1.111.1M1NMt..." —. PAGE 28 - CITY OF TIGARD BUDGET PROCESS The annual budget begins several months prior to adoption. In November staff completes a six year forecast of all revenues, expenditures and fund balances. The forecast takes the budget and known future changes in fees, technology, laws and impact of capital construction on operating costs. The forecast does not assume future decisions in staffing levels or proposed programs. By producing a forecast on known items, it allows the city to see the size of decisions that need to be made. As the city works through the budget process in the following months, the forecast is continually updated. The City Manager reviews the forecasts for all funds and directs which future expenditures must be postponed or eliminated to ensure a stable financial future, but still provide the necessary resources to continue to provide current services at the same level of service in the future and accomplish city goals that are set by council in December. Budget parameters and guidelines for the coming fiscal year are set in relation to the finalized six year forecast. Guidelines can include the number of additional or reduced staffing allowed in the budget requests, changes in programs, equipment replacement, etc. In January, department staff prepares their requested budgets to fulfill City Council goals set for the coming year. These goals and the nec- essary resources to accomplish them are included in the budget requests and may require adjustments to the forecast and budget guidelines. After departments submit their requested budgets, Finance staff, and the City Manager reviews the requests and meets with the departments to discuss the requests and obtain additional information to assist with their analysis. In March and April, Finance staff finalizes their budget analyses and meets with the City Manager and department directors to review the requests. The City Manager makes de- cisions on the requested budgets,which are then incorporated into the proposed budget. In May, the City Manager presents the proposed budget to the Budget Committee. The Budget Committee, in accordance with Oregon Budget Law, is made up of the City Council and an equal number of citizen members. In Tigard's case, the Budget Committee is comprised of the Mayor, four council members, and five citizens. All budget meetings are open to the public and are required to be advertised. At each budget meeting, time for public comment and input is provided. After all input has been received, the Budget Committee approves the budget with any changes and forwards it to the City Council for adoption. In June, the City Council holds another public hearing to allow for additional public comment. After the public hearing, the approved budget is adopted by City Council resolution. The adopted budget takes effect on July 1. According to Oregon Budget Law, a budget must be adopted prior to July 1. READER'S GUIDE -PAGE 29 BUDGET PROCESS I:udget Timelin • Finance staff updates the six year revenue and expenditure forecasts and sets growth trends and baselines. November • City Manager reviews forecasts and sets guidelines and policy. • City Council establishes goals for the year. • Finance staff prepares budget instructions, provides training as required, and distributes budget guidelines to department staff. • Departments prepare budget requests for review by Finance staff. December- • Finance staff reviews requests and prepares budget analysis. January • Departments and Finance staff review budget requests 1 • The six year forecast is updated based on requested budget amounts and projections for the current fiscal year. February • Requested budgets and budget analyses are submitted to the City Manager. Budget discussions between the City Manager, department directors, and Finance staff take place. • Finance staff updates six year forecast based on proposed budget. • The proposed budget document is produced by Finance staff. March-April • Budget Committee meetings are advertised. • The City Manager's proposed budget is submitted to the Budget Committee. Public meetings are held to present the proposed budget to the Budget Committee to discuss and to allow citizen comment. The Budget Committee makes changes and then approves the budget before April-May forwarding it to the City Council for adoption. • Finance staff updates six year forecast based on approved budget and revised projections for current fiscal year revenues and expenditures. • Public Hearing Notice for Budget Adoption is advertised. ■ • A public hearing before City Council is held to allow citizens to comment on the approved budget. After the public hearing, the Approved Budget June is adopted by City Council resolution. • Finance staff updates six year forecast based on adopted budget. • The adopted budget document is produced by Finance staff. July • The adopted budget takes effect. PAGE 30 - CITY OF TIGARD BUDGET PROCESS Budget Revision Procedures Oregon Local Budget Law establishes procedures to revise the budget as events occur after budget adoption. The type of event determines the procedures to be followed. Budget Amendment The adopted budget appropriates contingencies in several funds. As allowed by Oregon Local Budg- et Law, contingencies cannot be used unless transferred to a specific appropriation by Council Reso- lution amending the budget. Budget amendments during a fiscal year cannot exceed 10% of fund appropriations without approval of a supplemental budget. However, the City of Tigard elects to have a council hearing for all chang- es in fund appropriations,regardless of size. Supplemental Budgets In accordance with Oregon Local Budget Law, a supplemental budget is required to appropriate in- creased resources within a fund (except for gifts, grants, and donations), or if total budget amend- ments in a fund exceed 10% of the original adopted appropriations. If at least ten taxpayers make a written request within ten days of the notice, the council must refer the supplemental budget to the Budget Committee prior to consideration and action. READER'S GUIDE -PAGE 31 BASIS OF BUDGETING The basis of budgeting is largely the same as the basis of accounting with a few exceptions. Budgets are prepared in accordance with the modified accrual basis of accounting for Governmental Fund Types. Proprietary Fund Type budgets follow the accrual basis of accounting, with the exception that depreciation is not shown as a budgetary expense. Proprietary funds also accrue compensated absenc- es when incurred and become a fund liability. In the governmental funds, compensated absences are paid from current resources and are reported as an expenditure in the year they are paid. And finally, both governmental and proprietary funds show debt service proceeds as a resource and debt service payments as an expense under the budgetary basis of accounting. Activities of the general fund, special revenue funds, debt service funds, capital project funds, enter- prise funds, and internal service funds are included in the annual appropriated budget. Annual appro- priations lapse at the end of each fiscal year (June 30). The level of budgetary control (that is, the level at which expenditures cannot legally exceed the appropriated amount), is established at the program level within each individual fund. The city maintains an encumbrance accounting system as one tech- nique of accomplishing budgetary control. -• .06) : '1' loday�s walk he begins re. sit • Tigard City Council adopted a Strategic Plan to make Tigard the most walkable city in the Pacific NW where people of all ages and abilities enjoy healthy and interconnected lives. In honor and celebration of this goal, the city hosts walking events that feature different parts of the city and share new and interesting places to walk that residents might not know about. PAGE 32- CITY OF TIGARD FUND STRUCTURE The City of Tigard uses various funds to account for its revenues and expenditures. A fund is de- fined as a fiscal and accounting entity with a self-balancing set of accounts. Also, funds are catego- rized by fund type as defined by generally accepted accounting principles (GAAP) and Oregon Budg- et Law. The revenues in each fund may be spent only for the purpose specified by the fund. For example, the revenues in the Water Fund may be used only for purposes related to water operations. Howev- er, the General Fund is the primary exception to this rule. The General Fund is used to account for general-purpose revenues and operations of the city. City operations budgeted in the General Fund include, Police, Library, Parks, Planning and Mayor and Council. In FY 2019-20, the city will use the following fund types: • General: account for resources not accounted for in other funds. These resources sup- port most central business services, public safety services, cultural/leisure services and some public development services. • Enterprise: account for goods or services which are provided on a continuing basis to the general public and are financed primarily through user charges. Enterprise funds in Tigard include: Sanitary Sewer, Stormwater, Water,Water CIP, Water Debt Service, Wa- ter Quality/ Quantity, and Water SDC. • Special Revenue: account for restricted resources designated for specific uses. In Tigard, these funds are Building, City Gas Tax, Construction Excise Tax, Criminal For- feiture, Electrical Inspection, Gas Tax, Library Donation and Bequests, Parks Bond, Parks SDC, Park Utility, Police Levy, Street Maintenance, Transient Lodging Tax,Trans- portation Development Tax, Transportation SDC, Underground Utility and Urban For- estry. • Debt Service: account for the accumulation of resources for the payment of debt prin- cipal and interest. Bancroft Debt Service and General Obligation Debt Service fall into this category. • Capital Funds: account for financial resources for the acquisition, construction and maintenance of capital facilities. These funds include Facilities Capital Projects, Parks Capital and Transportation CIP. • Internal Service: Account for goods or services provided internally from one depart- ment to another. The Central Services Fund, Fleet and Property Management Fund, In- surance Fund, Public Works Admin Fund and Public Works Engineering Fund, and are the five internal service funds in Tigard. A Summary of All Funds is provided in the Budget Summary section to show a summary of each of the funds resources and requirements as budgeted and more detailed breakdown is shown in the Fund Summaries section. Resources include beginning fund balances, current revenues and transfers in from other funds. Requirements include operating expenditures, debt service, loans, capital im- provements, transfers out to other funds contingencies and ending fund balances or reserves. The READER'S GUIDE -PAGE 33 PROGRAM BUDGET STRUCTURE _ _ Division Administration Police Operations Support Services Administration Community Readers' Services Services Library Technical Services Circulation Social Services/Community Social Services Events Community Events Administration Engineering Park Maintenance Recreation Public Works Public Works Sanitary Sewer Streets Stormwater Water Street Lights & Signals Green Team Community Planning Community Community Development Building Development Economic Development City Attorney City Attorney City Manager's Office City Management Human Resources Risk Management Policy and Ad- Mayor and Council Mayor and Council ministration Design/Communications City Recorder/Records Central Services Municipal Court Property Management Fleet Maintenance Administration Finance and Information Ser- Financial Operations vices Utility Billing Information Technology Contracts and Purchasing PAGE 34- CITY OF TIGARD PROGRAM BUDGET STRUCTURE The city adopts and manages its budget by program. Each program is an aggregation of departments and their divisions that are similar in nature or function A breakdown of each of these programs, departments, and budget units' expenditures can be found in the individual program sections. In addition to the operating programs,the budget includes the following functions: • Debt Service includes appropriations for interest and principal on all types for debt, i.e. general obligation, local improvement districts, loans and both short term and long-term debt for construction projects. • Loans to the Town Center Development Agency (ICDA), the city's urban renewal dis- trict, are for catalyst projects in the downtown and Tigard Triangle plans. As the Urban Renewal District generates more tax increment financing revenues in the future, it will be able to finance its own projects. Until then, the city may loan monies to the TCDA, which will be repaid as outlined in the intergovernmental agreement between the two en- tities. • Capital Improvement includes appropriations for all major construction project expendi- tures. Capital improvement projects are included in the long range plan for city facilities and infrastructure. • Transfers will be made between funds when the revenue received in one fund for an ex- pense that occurs in another fund or when city functions have more than one funding source. Another primary reason for transfers is for a fund to pay for services provided by another fund. • Contingency includes allowance for unforeseen needs that have not been planned for in the current budget and some reserves. Contingency can only be accessed by City Council resolution. READER'S GUIDE -PAGE 35 • ';',......'-'''-'-.-51;.: 1, } �. ti :,111:y?7-`+,i,.!i sir .S F :'1 1....:4 /0. ..1. - .. �� .,c '.'S¢ ?�� :-;Arm :; .4 u — _ -......'.44...!.‘ ..• '+'•'t • + ' 5 e' xl • _, a# - • 4 •• sem" } `' �4 �. •c i -- - __ - „_ _� I . mo .410111.111, Summerfield Golf Course in Tigard, Oregon City ofTigard I ADOPTED BUDGETI FY 2020-2021 PAGE 36 - CITY OF TIGARD WHERE THE MONEY COMES FROM... Resources to meet the City of Tigard's ob- ligations and service needs are derived from three primary sources: beginning fund balance, annual revenues and fund transfers. Beginning fund balance consists Transfers of revenues carried forward from previous 14°ro fiscal years,including reserves for specific purposes (e.g., debt reserves and capital Beginning improvements) and monies used for cash Fund flow. Annual revenues are those earned Current Balance from city operations or taxes collected dur- Revenues 49% ing the fiscal year. The principal sources 37°'° of annual revenues are property taxes,utili- ty fees and charges, and building and de- velopment fees and charges. The third source is a transfer between funds to pay for direct or indirect costs . Total Resources$336,656,613 Resources Current Revenues$124,401,761 Beginning Fund Balance $ 164,43 ,239 • Fines and Forfeitures Current Revenues 2/s • Interest Props Taxes 22,631,803 Earnings2% Franchise Fees 6,615,9-9 • .Miscellaneous Special Assessments 30,000 1%o I.icenses and Permits 16,604,763 o Charges for Intergo-eniment al 1 8,9 9 4, .5 Services p Property Taxes 42,0 la%o Charges for Services 31,140,819 Fins and Forfeitures 2,359,632 • Franchise Fee Interest Earnings 2,538,000 5% Alis aneous 65,650 0 Licenses and Other Financing Sources 2}500,000 Permits • Special ry {� In-bug-or-emu-len-Lai 14 16%o ssessments Sub tat al Current Revenues 124,401,761 0°/s Fund Transfers 4-,'9 ,613 Total Resources 1 336,656,613 BUDGET SUMMARY-PAGE 37 WHERE THE MONEY GOES... City budgetary requirements fall into three primary categories: requirements, appropriations, and pro- gram expenditures (or operating expenditures). Requirements consist of all funds appropriated for use during the fiscal year plus reserve for future expenditures (ending fund balances),which are not appro- priated and are not intended to be used. Reserve for future expenditures are available, but are intended for use in future fiscal years. Appropriations consist of funds available for use during the fiscal year and include program expenditures, debt service, capital improvements, transfers and contingencies. Program expenditures reflect the ongoing operating budget for the delivery of services. The following charts provide information about each of these major categories. Res exve fox Future Espeuditures 44% Total Apt.opnations 56°4 Total Requirements$336,656,613 Reguir ements Current Expenditures Operating Budget $ 84 382,434 Debt Sea-ice 11,221,000 La an to TCDA 1,000 Capital Lip -en1 ants 44,274533 Cuntingen.T 4,000,000 Subtotal Current Expenditures 143,878,967 Fund Trans fen 45,947,613 Subtotal To t at Appropriations 189,8,6,580 Reserve for Future Expenditure 146 30,063 Total Requirements $ 336,656,613 The total requirements of the FY 2020-21 city budget are $336,656,613. Of that amount, 56% is ap- propriated for use during the fiscal year, including $4.0 million in contingency. The remaining 44% is reserved for future expenditures. The reserves are available but not intended to be used during the fiscal year. PAGE 38 - CITY OF TIGARD WHERE THE MONEY GOES... Total Appropriations $189,876,580 Fund Transfers 24% Program Contingency Expenditures 2% 45% Capital Improvements 23% Debt Service 6% Fiscal Year 2020-2021 total appropriations are $189,876,580 and consist of several subcategories of use. Of this amount, Program Expenditures, the city's operating budget, account for 45% of the total. Appropriations are also established for debt service, capital improvements, transfers between funds, and contingencies. Debt service accounts for 6% of total city appropriations and pays principal and interest on outstanding voter-approved General Obligation bonds and revenue bonds. Capital improvements account for 23% of total appropriations and consist of major construction or acquisition projects that add to or extend the life of major city facilities and assets. Transfers between funds total roughly 24% of appropriations. Money is transferred between funds to share resources or to pay expenses incurred in one fund that also benefit the program in one or more additional funds. Contingencies account for 2% of total appropriations and are used to pay for unexpected expenses. No money may be spent directly out of a contingency account; if needed, money must be transferred from contingency to another expense category by resolution of the City Council. BUDGET SUMMARY-PAGE 39 WHERE THE MONEY GOES... Program expenditures are the operating budget of the city and the heart of the city's budget. Program expenditures pay for the day-to-day costs of running the city and providing services to its citizens. Program expenditures may be looked at from several different perspectives. Each perspective provides a different view of the use of these dollars. The following charts and descriptions provide three differ- ent analytical views of the city's program expenditures. Program Expenditures $84,382,434 Police& Administration 20% Commtuuty Services 35% Community Development 8% Public Works 37% Program Expenditures by program shows the major functional areas that make up the city's total op- erating budget. The largest functional areas within the operating budget are the Community Services (35%) and Public Works (37%) programs. The Community Services program consists of Police ser- vices, Library services, and city grants to social service agencies and community events. The Public Works program consists of services that operate and maintain the city's infrastructure (streets,water, parks, sanitary sewer, and storm water). The Policy and Administration program accounts for 20% of the total operating budget and includes the central city management, administrative functions, fleet maintenance, city facilities maintenance, finance, and computer services. The Community Develop- ment program accounts for 8% of the total operating budget. This program area includes building permits and inspections, and land use planning. PAGE 40 - CITY OF TIGARD WHERE THE MONEY GOES... Another way of looking at the city's program expenditures is by department. This view reflects the ad- ministrative structure of the city. The largest city department is Public Works with 37% of the budget. Public Works is followed by Police with 26%, Library with 8%, Community Development with 8%, Financial and Information Services 9%, Central Services with 7%, City Management with 3%, the Mayor and City Council along with City Attorney, Social Services and Community Events at less than 1% each. Program Expenditures Total Operating Budget by Department $84,382,434 Community Development,8% Public Works,37% Financial&Info Svcs,9% Social Svcs&Corn Events,0% Central Services, -.4111Viiiiiif 7% Library;8°c City Management, Pohce,26% Mayor&Council, 0% City Attorney,1% Finally, the third way to view the Program Expenditures is by major object category. Roughly, 50% of the operating budget is for Personal Services,which are the salaries and benefits for staff who are oper- ating the programs and providing services to the public. Materials and Services, supplies, professional services, small equipment, etc., account for 26% of the operating budget. Capital Outlay (purchases of equipment or vehicles) necessary to running programs and providing services accounts for about 3% of the operating budget. Finally, Interdepartmental expenses pay for services provided within the city and make up 21% of operating expenses. Program Expenditures Total Operating Budget by Category $84,382,434 Materials& Sen-ices 26% Interdepartmental 21°0 Personal Services 50°/i Capital Outlay 3% BUDGET SUMMARY-PAGE 41 ENDING FUND RESERVES SUMMARY BY FUND Where the prior page described the beginning fund balances, the schedule below outlines the budget- ed reserves of the city anticipated at the end of FY 2020-2021, as well as information on the prior three years of history. General Fund Reserves are increasing slightly, which is consistent with the city's initiative to keep reserves to maintain the current service level into the future. Overall, reserves for the city are increasing marginally,with the majority of the increase coming from the General Fund and Special Revenue Funds. %Change FY 2018 FY 2019 FY 2020 FY 2021 FY 2021 FY 2021 from Funds Actual Actual Revised Proposed Approved Adopted Revised General Fund 19,312,642 23,347,314 21,642,148 25,446,882 25,531,713 25,510,850 17.88% Total General Fund $19,312,642 $23,347,314 $21,642,148 $25,446,882 $25,531,713 $25,510,850 17.88% Sanitary Sewer Fund 5,374,275 6,295,016 4,065,622 4,869,062 5,753,562 5,742,556 41.25% Stormwater Fund 7,126,782 7,783,542 5,272,814 4,710,114 5,617,814 5,595,480 6.12% Water Quality/Quantity Fund 1,254,609 1,288,839 1,214,527 1,033,439 1,033,439 1,033,439 -14.91% Water Fund 25,963,968 35,251,281 32,511,891 34,270,338 28,281,138 28,249,772 -13.11% Water SDC Fund 11,856,589 12,903,512 11,416,938 10,784,514 10,784,514 10,784,514 -5.54% Water CIP Fund 1,413,195 1,478,024 1,530,000 1,671,726 1,671,726 1,671,726 9.26% Water Debt Service Fund 6,955,380 7,140,649 6,861,000 6,974,649 6,974,649 6,974,649 1.66% Total Enterprise Funds $59,944,797 $72,140,862 $62,872,792 $64,313,842 $60,116,842 $60,052,136 -4.49% Gas Tax Fund 3,199,694 4,149,375 1,019,293 1,086,917 2,971,517 2,955,626 189.97% City Gas Tax Fund 1,674,381 2,178,405 1,809,668 2,324,546 2,324,546 2,324,546 28.45% Transient Lodging Tax Fund 0 519,802 821,418 840,127 836,525 836,525 1.84% Construction Excise Tax Fund 0 0 0 73,000 73,000 73,000 100.00% Electrical Inspection Fund 310,545 377,496 288,870 501,968 501,968 501,968 73.77% Building Fund 6,069,259 8,490,519 8,342,725 11,941,767 11,941,767 11,909,584 42.75% Criminal Forfeiture Fund 266,093 327,965 145,843 9,266 9,266 9,266 -93.65% Urban Forestry Fund 1,129,453 1,037,487 846,503 837,040 837,040 837,040 -1.12% Parks Utility Fund 824,256 1,458,736 1,546,720 1,300,368 3,840,368 3,796,445 145.45% Police Levy Fund 0 0 0 0 0 7,831 100.00% Transportation Development Tax 11,571,498 11,607,601 10,758,870 13,709,909 13,709,909 13,709,909 27.43% Underground Utility Fund 362,586 449,550 597,425 693,520 693,520 693,520 16.08% Street Maintenance Fund 2,178,277 2,287,746 1,703,041 2,307,846 2,307,846 2,307,846 35.51% Transportation SDC Fund 6,781,902 7,588,683 7,634,496 6,043,031 5,643,031 5,643,031 -26.09% Parks Bond Fund 1,597,531 807,401 59,000 236 236 236 -99.60% Parks SDC Fund 10,130,569 10,798,917 6,399,953 5,342,249 5,319,349 5,319,349 -16.88% Library Donations and Bequests Fund 574,699 590,078 402,200 356,078 356,078 356,078 -11.47% Total Special Revenue Funds $46,670,744 $52,669,761 $42,376,025 $47,367,868 $51,365,966 $51,281,800 21.02% Central Services Fund 1,785,342 2,080,444 1,490,337 2,002,806 2,176,226 2,024,823 35.86% Public Works Admin Fund 0 452,522 218,759 358,448 358,448 334,585 52.95% Public Works Engineering Fund 0 1,364,070 679,826 1,821,684 2,046,984 1,983,685 191.79% Fleet/Property Management Fund 346,703 633,955 596,488 848,503 892,463 872,037 46.20% Insurance Fund 1,284,611 1,540,036 940,354 1,093,753 1,093,753 1,093,250 16.26% Total Internal Services Funds $3,416,657 $6,071,027 $3,925,764 $6,125,194 $6,567,874 $6,308,380 60.69% Bancroft Debt Service Fund 81,861 67,981 53,761 149,881 149,881 149,881 178.79% General Obligation Debt Service Fund 1,263,130 1,510,970 1,527,755 1,715,736 1,715,736 1,715,736 12.30% Total Debt Service Funds $1,344,992 $1,578,951 $1,581,516 $1,865,617 $1,865,617 $1,865,617 17.96% Facilities Capital Projects Fund 913,962 929,921 226,262 404,929 404,929 404,929 78.96% Parks Capital Fund 619,273 356,492 744,500 432,919 432,919 432,919 -41.85% Transportation CIP Fund 691,439 833,989 720,000 923,402 923,402 923,402 28.25% Total Capital Project Funds $2,224,674 $2,120,402 $1,690,762 $1,761,250 $1,761,250 $1,761,250 4.17% Total Revenue $132,914,506 $157,928,318 $134,089,007 $146,880,653 $147,209,262 $146,780,033 9.46% PAGE 42- CITY OF TIGARD SUMMARY OF ALL FUNDS General Fund Gas Tax Fund City Gas Tax Transient Electrical Building Fund Fund Lodging Tax Inspection Fund Fund RESOURCES Beginning Fund Balance 25,980,423 2,577,010 1,967,322 929,327 441,721 10,369,604 Taxes 17,753,872 0 0 0 0 0 Franchise fees 6,615,979 0 0 0 0 0 Special Assessments 0 0 0 0 0 0 Licenses and Permits 1,123,252 65,965 0 0 305,825 3,533,704 Intergovernmental 7,428,909 4,915,000 875,000 565,000 0 8,281 Charges for Services 253,132 0 0 0 0 7,000 Fines&Forfeitures 2,258,261 0 0 0 0 0 Interest Earnings 400,900 82,400 38,700 4,800 8,400 150,500 Miscellaneous 356,432 62,818 10,000 0 0 500 Other Financing Sources 0 0 0 0 0 0 Total Revenues 36,190,737 5,126,183 923,700 569,800 314,225 3,699,985 Transfers In 354,000 226,000 0 0 0 250,000 TOTAL RESOURCES 62,525,160 7,929,193 2,891,022 1,499,127 755,946 14,319,589 REQUIREMENTS Program Expenditures 32,690,195 3,576,621 0 0 0 2,260,005 Debt Service 0 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 0 Loan to TCDA 1,000 0 0 0 0 0 Capital Improvement 0 0 0 0 0 0 Transfers Out 2,673,115 1,196,946 566,476 662,602 253,978 0 Contingency 1,650,000 200,000 0 0 0 150,000 Total Budget 37,014,310 4,973,567 566,476 662,602 253,978 2,410,005 Reserve for Future Exp 25,510,850 2,955,626 2,324,546 836,525 501,968 11,909,584 TOTAL REQUIREMENTS 62,525,160 7,929,193 2,891,022 1,499,127 755,946 14,319,589 BUDGET SUMMARY-PAGE 43 SUMMARY OF ALL FUNDS Criminal Urban Forestry Parks Utility Bancroft Debt General Facilities Forfeiture Fund Fund Service Fund Obligation Capital Fund Debt Service Projects Fund RESOURCES Beginning Fund Balance 185,156 938,787 1,819,310 67,981 1,710,595 336,071 Taxes 0 0 0 0 2,684,141 0 Franchise fees 0 0 0 0 0 0 Special Assessments 0 0 0 50,000 0 0 Licenses and Permits 0 0 1,866,872 0 0 0 Intergovernmental 0 0 0 0 0 0 Charges for Services 0 0 90,750 0 0 0 Fines&Forfeitures 101,371 0 0 0 0 0 Interest Earnings 0 35,200 3,300 31,900 37,000 18200 Miscellaneous 0 15,000 0 0 0 0 Other Financing Sources 0 0 2,500,000 0 0 0 Total Revenues 101,371 50,200 4,460,922 81,900 2,721,141 18,900 Transfers In 0 0 2,293,500 0 0 7,983,000 TOTAL RESOURCES 286,527 988,987 8,573,732 149,881 4,431,736 8,337,971 REQUIREMENTS Program Expenditures 277,246 0 4,551,954 0 0 0 Debt Service 0 0 0 0 2,716,000 0 Loan to CCDA 0 0 0 0 0 0 Loan to TCDA 0 0 0 0 0 0 Capital Improvement 0 0 0 0 0 7,883,000 Transfers Out 15 151,947 100,333 0 0 42 Contingency 0 0 125,000 0 0 50,000 Total Budget 277,261 151,947 4,777,287 0 2,716,000 7,933,042 Reserve for Future Exp 9,266 837,040 3,796,445 149,881 1,715,736 404,929 TOTAL REQUIREMENTS 286,527 988,987 8,573,732 149,881 4,431,736 8,337,971 PAGE 44- CITY OF TIGARD SUMMARY OF ALL FUNDS Transportation Underground Street Transportation Parks Capital Parks Bond Development Utility Fund Maintenance SDC Fund Fund Fund Tax Fund RESOURCES Beginning Fund Balance 12,480,091 572,050 2,243,376 8,225,538 432,919 807,401 Taxes 0 0 0 0 0 0 Franchise fees 0 0 0 0 0 0 Special Assessments 0 0 0 0 0 0 Licenses and Permits 2,043,589 124,000 3,109,600 701,855 0 0 Intergovernmental 0 0 0 0 350,000 0 Charges for Services 0 0 0 0 0 0 Fines&Forfeitures 0 0 0 0 0 0 Interest Earnings 253,900 8,500 30,100 144,000 0 0 Miscellaneous 0 0 0 0 0 0 Other Financing Sources 0 0 0 0 0 0 Total Revenues 2,297,489 132,500 3,139,700 845,855 350,000 0 Transfers In 0 0 0 0 10,004,000 0 TOTAL RESOURCES 14,777,580 704,550 5,383,076 9,071,393 10,786,919 807,401 REQUIREMENTS Program Expenditures 0 0 0 0 0 0 Debt Service 0 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 0 Loan to TCDA 0 0 0 0 0 0 Capital Improvement 0 0 2,740,000 0 10,354,000 0 Transfers Out 1,067,671 11,030 235,230 3,428,362 0 807,165 Contingency 0 0 100,000 0 0 0 Total Budget 1,067,671 11,030 3,075,230 3,428,362 10,354,000 807,165 Reserve for Future Exp 13,709,909 693,520 2,307,846 5,643,031 432,919 236 TOTAL REQUIREMENTS 14,777,580 704,550 5,383,076 9,071,393 10,786,919 807,401 BUDGET SUMMARY-PAGE 45 SUMMARY OF ALL FUNDS Parks SDC Transportation Sanitary Sewer Stormwater Water Water Fund Fund CIF Fund Fund Fund Quality/Quantity Fund RESOURCES Beginning Fund Balance 9,658,083 923,402 6,015,718 7,252,546 1,270,639 38,694,831 Taxes 0 0 0 0 0 0 Franchise fees 0 0 0 0 0 0 Special Assessments 0 0 0 0 0 0 Licenses and Permits 1,495,466 0 92,200 0 2,000 170,000 Intergovernmental 0 4,253,533 0 0 0 0 Charges for Services 0 0 3,333,205 4,044,297 0 22,738,411 Fines 8z Forfeitures 0 0 0 0 0 0 Interest Earnings 211,100 0 110,300 139,900 25,800 500,700 Miscellaneous 0 0 42,100 5,000 0 50,000 Other Financing Sources 0 0 0 0 0 0 Total Revenues 1,706,566 4,253,533 3,577,805 4,189,197 27,800 23,459,111 Transfers In 0 4,827,500 234,500 601,000 0 0 TOTAL RESOURCES 11,364,649 10,004,435 9,828,023 12,042,743 1,298,439 62,153,942 REQUIREMENTS Program Expenditures 0 0 2,342,147 3,509,897 0 10,361,223 Debt Service 0 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 0 Loan to TCDA 0 0 0 0 0 0 Capital Improvement 0 9,081,033 1,079,000 2,269,500 0 0 Transfers Out 6,045,300 0 464,320 442,866 265,000 23,067,947 Contingency 0 0 200,000 225,000 0 475,000 Total Budget 6,045,300 9,081,033 4,085,467 6,447,263 265,000 33,904,170 Reserve for Future Exp 5,319,349 923,402 5,742,556 5,595,480 1,033,439 28,249,772 TOTAL REQUIREMENTS 11,364,649 10,004,435 9,828,023 12,042,743 1,298,439 62,153,942 PAGE 46 - CITY OF TIGARD SUMMARY OF ALL FUNDS Water SDC Water CIP Water Debt Central Public Works Public Works Fund Fund Service Fund Services Fund Admin Fund Engineering Fund RESOURCES Beginning Fund Balance 13,046,147 1,671,726 7,071,649 1,996,623 455,303 1,659,034 Taxes 0 0 0 0 0 0 Franchise fees 0 0 0 0 0 0 Special Assessments 0 0 0 0 0 0 Licenses and Permits 1,870,435 0 0 0 0 300,000 Intergovernmental 0 0 0 0 0 149,192 Charges for Services 0 0 0 11,662,196 2,247,499 3,567,963 Fines&Forfeitures 0 0 0 0 0 0 Interest Earnings 258,200 0 0 0 0 0 Miscellaneous 0 0 0 90,000 0 90,000 Other Financing Sources 0 0 0 0 0 0 Total Revenues 2,128,635 0 0 11,752,196 2,247,499 4,107,155 Transfers In 0 10,868,000 8,408,000 699,752 29,038 1,019,323 TOTAL RESOURCES 15,174,782 12,539,726 15,479,649 14,448,571 2,731,840 6,785,512 REQUIREMENTS Program Expenditures 0 0 0 12,023,748 2,267,255 4,651,827 Debt Service 0 0 8,505,000 0 0 0 Loan to CCDA 0 0 0 0 0 0 Loan to TCDA 0 0 0 0 0 0 Capital Improvement 0 10,868,000 0 0 0 0 Transfers Out 4,390,268 0 0 0 5,000 0 Contingency 0 0 0 400,000 125,000 150,000 Total Budget 4,390,268 10,868,000 8,505,000 12,423,748 2,397,255 4,801,827 Reserve for Future Exp 10,784,514 1,671,726 6,974,649 2,024,823 334,585 1,983,685 TOTAL REQUIREMENTS 15,174,782 12,539,726 15,479,649 14,448,571 2,731,840 6,785,512 BUDGET SUMMARY-PAGE 47 SUMMARY OF ALL FUNDS Fleet/Property Insurance Fund Library Construction Police Levy Total All Funds Management Donations and Excise Tax Fund Fund Bequests Fund Fund RESOURCES Beginning Fund Balance 811,214 1,292,564 503,078 50,000 0 164,457,239 Taxes 0 0 0 0 2,193,790 22,631,803 Franchise fees 0 0 0 0 0 6,615,979 Special Assessments 0 0 0 0 0 50,000 Licenses and Permits 0 0 0 0 0 16,804,763 Intergovernmental 0 0 0 450,000 0 18,994,915 Charges for Services 3,196,366 0 0 0 0 51,140,819 Fines&Forfeitures 0 0 0 0 0 2,359,632 Interest Earnings 0 26,500 13,000 4,000 0 2,538,000 Miscellaneous 5,000 39,000 0 0 0 765,850 Other Financing Sources 0 0 0 0 0 2,500,000 Total Revenues 3,201,366 65,500 13,000 454,000 2,193,790 124,401,761 Transfers In 0 0 0 0 0 47,797,613 TOTAL RESOURCES 4,012,580 1,358,064 516,078 504,000 2,193,790 336,656,613 REQUIREMENTS Program Expenditures 3,014,543 239,814 0 430,000 2,185,959 84,382,434 Debt Service 0 0 0 0 0 11,221,000 Loan to CCDA 0 0 0 0 0 0 Loan to TCDA 0 0 0 0 0 1,000 Capital Improvement 0 0 0 0 0 44,274,533 Transfers Out 1,000 0 160,000 1,000 0 45,997,613 Contingency 125,000 25,000 0 0 0 4,000,000 Total Budget 3,140,543 264,814 160,000 431,000 2,185,959 189,876,580 Reserve for Future Exp 872,037 1,093,250 356,078 73,000 7,831 146,780,033 TOTAL REQUIREMENTS 4,012,580 1,358,064 516,078 504,000 2,193,790 336,656,613 PAGE 48 - CITY OF TIGARD SUMMARY OF CONTINGENCY The FY 2020-21 budget includes contingency appropriations for most operating funds. Contingencies are built into the budget to ensure that funds are available for unforeseen events and to build a cushion into revenue estimates. Contingencies may not be spent directly; if needed, they must be transferred to a program expenditure by resolution of the City Council. If not transferred to a program expenditure during the fiscal year, the contingency amount becomes part of the ending fund balance. Contingency FY 2021 FY 2021 Fund as% of Fund Fund Budget Contingency Budget 100-General Fund $ 37,014,310 $ 1,650,000 4.5%I 200-Gas Tax Fund $ 4,973,567 $ 200,000 4.0%I 205-City Gas Tax Fund $ 566,476 $ - 0.0% 210-Transient Lodging Tax I $ 662,602 $ - 0.0%, 212-Construction Excise Tax $ 431,000 $ - 0.0% 220-Electrical Inspection Fund $ 253,978 $ - 0.0% 230-Building Fund $ 2,410,005 $ 150,000 6.2%I 240-Criminal Forfeiture Fund $ 277,261 $ - 0.0%I 260-Urban Forestry Fund $ 151,947 $ - 0.0%I 270-Parks Utility Fund $ 4,777,287 $ 125,000 2.6%I 280-Police Levy Fund $ 2,185,959 $ - 0.0% 300-Bancroft Debt Service Fund $ - $ - 0.0% 350-General Obligation Debt Service Fund 1 $ 2,716,000 $ - 0.0% 400-Facilities Capital Fund $ 7,933,042 $ 50,000 0.6% 405-Transportation Development Tax $ 1,067,671 $ - 0.0% 411-Underground Utility Fund $ 11,030 $ - 0.0% 412-Street Maintenance Fund $ 3,075,230 $ 100,000 3.3% 415-Transportation SDC $ 3,428,362 $ - 0.0% 420-Parks Capital Fund $ 10,354,000 $ - 0.0% 421-Parks Bond Fund $ 807,165 $ - 0.0% 425-Parks SDC Fund $ 6,045,300 $ - 0.0% 460-Transportation CIP $ 9,081,033 $ - 0.0% I500-Sanitary Sewer Fund $ 4,085,467 $ 200,000 4.9% 510-Stormwater Fund $ 6,447,263 $ 225,000 3.5% 511-Water Quality/Quantity Fund $ 265,000 $ - 0.0% 530-Water Fund $ 33,904,170 $ 475,000 1.4%, 531-Water SDC Fund $ 4,390,268 $ - 0.0% 532-Water CIP Fund $ 10,868,000 $ - 0.0% 533-Water Debt Service Fund $ 8,505,000 $ - 0.0% 600-Central Services Fund $ 12,423,748 $ 400,000 3.2% 630-Public Works Admin Fund $ 2,397,255 $ 125,000 5.2% 640-Public Works Engineering Fund $ 4,801,827 I $ 150,000 3.1% 650-Fleet/Property Management Fund $ 3,140,543 $ 125,000 4.0% 660-Insurance Fund $ 264,814 $ 25,000 9.4%' 980-Library Donation&Bequests $ 160,000 I $ - 0.0% Total $189,876,580 $ 4,000,000 2.1%1 BUDGET SUMMARY-PAGE 49 COMPREHENSIVE LONG TERM FINANCIAL FORECAST Introduction The City of Tigard has developed a comprehensive long term financial forecast every year since the 1980's. This forecast allows the city to project expected revenues and expenditures for each of its funds to help anticipate financial requirements. This tool continues to be central to Tigard's financial management strategy. By forecasting and anticipating financial trends, Tigard can develop strategies to respond to emerging issues. The city forecasts operating and capital fund revenues and expenditures over a six-year period. The forecast is adjusted as each year's final results are known and as new years are budgeted. There are some key assumptions in the design of Tigard's standard forecasts: 1. The forecasts only assume known decisions and do not presume future decisions of the Budget Committee and Council. This means that the operating budgets only include those staff and related materials and services that are currently approved, or are adopted in this document. 2. Revenues are forecast based on best information available for future annual rate of change and assumed growth with development and population growth. 3. Budgeted expenditures and forecasted expenditures are different. Budgeted expenditures represent the maximum expense allowed by council. Actual expenses are always less than budget because the budget cannot be legally exceeded. The forecast is based on an esti- mate of actual expenditures. History shows that the city spends approximately 95 percent of operating budget (e.g. payroll, supplies, services, and equipment). This is the basis for forecasting operating expenditures. It should be noted that in recent years, the city has spent less than 95% of the operating budget due to a tight labor market that has resulted in longer position vacancies. This is seen as a variance from the norm and 95% is still the historical mark that is being used for forecasting purposes. The intent of the forecast is to show the relative size and impact of current decisions and what deci- sions will be required in the future. It is not uncommon for a forecast to show a declining fund bal- ance. That does not mean that the fund balance will be where we have forecasted it to be in six years; it means that the city will need to take actions of a proportionate size to ensure that the fund balance stays above minimum requirements. PAGE 50 - CITY OF TIGARD COMPREHENSIVE LONG TERM FINANCIAL FORECAST There are some significant financial issues facing the city over the next six years. One key issue is the inability to grow our day-to-day services to meet the growth of the city due to constraints on how our revenues grow. A second key issue relates to the city's capital improvement needs. The city has identi- fied capital project needs, but does not have the resources to implement all of them. The following charts include only projects that have a funding source. The reason for this is because almost all the funds would show large negative fund balances if all needed projects were included,which is not realis- tic or practical. The city will continue to prioritize the needed services and capital projects, seek alter- native revenue sources, and develop financing strategies to provide the best possible services and con- struct as many of the needed capital projects as the city can afford. Impact of COVID 19 Pandemic on the Forecast Since March 2020, the COVID 19 pandemic has caused financial difficulties to the Tigard community and is impacting the local, regional, state,and national economy. The economic impact has been swift and without recent precedent. A result of the swift nature is that there is very little hard data available upon which to base a forecast of the impact that COVID will have on the City of Tigard budget this year and for the next couple fiscal years. While preparing the budget, key financial staff from across the city gathered to discuss the impact of COVID on our revenue forecast,including Police, Public Works, Community Development, City Management, and Finance. Together we have gathered the scant data available and have made prelimi- nary forecast of the financial impact of the COVID Pandemic on City of Tigard finances. Financial Impacts Due to the early nature of this revised forecast, staff is focusing on current impacts and potential im- pacts to the next two fiscal years. As we progress through the situation and learn more,we can look further ahead with more confidence. Key assumptions that impact the City of Tigard forecast include: • Current Impacts o Businesses are reduced or shut down leading to a sudden increase in new claims for unem- ployment. o Due to fewer businesses and work from home,travel is down. This impacts Transient Lodging Tax,Traffic Infractions,and Gas Tax receipts. BUDGET SUMMARY-PAGE 51 COMPREHENSIVE LONG TERM FINANCIAL FORECAST • Anticipated Impacts o Social changes from COVID necessitating social distancing and other social chang- es will continue to impact businesses and employment through the second quarter of next fiscal year (Oct-Dec 2020). o After the reopening of the economy, there will be an economic slowdown for 12 to 24 months. This would potentially take us into the middle of FY 2022-23. o Due to the economic slowdown, it is assumed that there will be an easing of devel- opment. Since actual development has outstripped forecasts in recent years, staff does not see a need to adjust the revenue forecast for most development related revenues. This will need to be closely monitored. o The one development related revenue that is being adjusted downward is the im- pact that new construction has on property tax. It is assumed that the forecast will be about $200K lower over the next two fiscal years. o Transient Lodging Tax and Gas Tax receipts will continue to be lower. o Due to the economic slowdown, use of some utilities will be reduced, resulting in a reduction of franchise fee revenues. The combined change to the forecast is mi- nor. Staff will monitor impacts to utilities. o Business license revenue will be about 10% lower. o Interest earnings on fund balances will be lower due to a reduction in interest rates by the Federal Reserve. The following table outlines how these assumptions and some additional mitigating factors impact the forecast for our current fiscal year and the next two fiscal years. PAGE 52- CITY OF TIGARD COMPREHENSIVE LONG TERM FINANCIAL FORECAST Next Current Two FY FY Im- Total Fund Forecast Area Assumption pact Impact General Property Tax Expect 3%AV growth plus a reduced amount of new 0 (210,000) Fund construction Transient Reduction in stays last four months of current year results (140,000) (420,000) Lodging Tax in 20%drop in annual revenue and continued 25-30% reduction in next two years. Franchise Some reduction in use of utilities.Use half of rate of 0 (190,000) Fees change from Great Recession. 43001: Busi- 10%reduction estimated. 0 (150,000) ness License Fee Traffic Fines Delay in implementing photo enforcement impacts cur- (1,060,00 0 rent year. 0) Interest Earn- State investment pool rate of return expected to decline 0 (300,000) ings from 1.75% to 1.0%over next couple years. Electric and New Right of Way management contract will result in 0 270,000 Telecom higher collection percentage of about 5%per year. Franchise Fee Stormwater With change in Stormwater rate,Tigard will start collect- 0 400,000 Franchise Fee ing on a Franchise Fee on Stormwater Reduced Op- Operating expenditures are forecasted at 95% of budget. 1,000,000 0 erating Ex- Due to difficult labor market,Tigard has had several long- penditures er vacancies creating savings. In addition,delay of photo enforcement has created contracting savings.Actual ex- penditures trending toward 91-92%. Total Impact (200,000) (600,000) % of Forecast -1% -1% TLT Transient Reduction in stays last four months of current year results (140,000) (440,000) Fund Lodging Tax in 20%drop in annual revenue and continued 25-30% reduction in next two years. City 44200: Gas Reduction in driving results in estimated loss of 20-25% (230,000) (230,000) Gas Tax Tax of revenue in current year and 10-12%in future years. Gas Tax Gas Tax and Based on ODOT,reduction in driving results in estimat- (900,000) (1,180,00 Fund Vehicle Regis- ed loss of 20-25%of revenue in current year and 10-12% 0) tration Fees in future years. Vehicle registration down 8%in future years. Reduced Op- Operating expenditures are forecasted at 95% of budget. 400,000 0 erating Ex- Due to difficult labor market,Tigard has had several long- penditures er vacancies creating savings. In addition delay of photo enforcement has created contracting savings.Actual ex- penditures trending toward 91-92%. Total Impact (500,000) (1,180,00 0) %of Forecast -11% -11% BUDGET SUMMARY-PAGE 53 COMPREHENSIVE LONG TERM FINANCIAL FORECAST COVID 19 Summary The City of Tigard is fortunate that the primary revenue streams for the organization are not heavily impacted by the COVID pandemic and resulting impacts on the economy. Tigard is not dependent on revenue streams like income tax, gross receipts (sales tax), or event revenues. Organizations like the City of Portland and Metro have understandably made budget corrections due to their dependence on these types revenue streams. The primary General Fund revenue, property tax,is expected to be large- ly unaffected. Real market property values would need to drop by about 1/3rd to impact the anticipat- ed 3% growth in assessed value. Construction, which adds to the 3%AV growth, remains an essential service through this pandemic. Further,Tigard has spent the last two fiscal years implementing service level reductions already, bolstering Tigard's financial ability to be patient and wait until the extent of impact to the economy is understood. Based on the revised forecast, there is no financial need to reduce Tigard's services to the community. While this analysis has focused on the near term, we have extended the impact out for a long-term look. When Tigard adopted the FY20 budget, the General Fund had viable reserves until FY29. With the adopted FY21 budget and all the impacts extended out over a 10-year forecast, the General Fund still has viable reserves until FY28. A year of forecasted reserves have been lost. This is based on a conservative forecast that doesn't include a real recovery and the organization has seven years to make the corrections,if any are needed. Adjustments have been made to the city's transportation Capital Improvement Plan. The impacts to Gas Tax and City Gas Tax resulted in changing funding sources for projects. At this time,we are still solvent in those funds and we have time to make the necessary changes. Due to the early timeframe of this forecast relative to the start of the COVID pandemic, there is still a broad range of possible impacts to Tigard's finances. Tigard forecasting staff has provided our best estimate of the impacts based on the information we have at this point in time. Additionally, Tigard forecasting staff have agreed to meet at least quarterly through the end of FY21 to keep a close eye on our financial outlook. At the first quarterly meeting,it was determined that the forecast is still applica- ble and will need continued monitoring. PAGE 54- CITY OF TIGARD COMPREHENSIVE LONG TERM FINANCIAL FORECAST General Fund Recent History The general fund is unique in that, unlike the city's other funds, it is unrestricted in nature and can therefore be used for any valid purpose to provide government services. Because these funds are unre- stricted there are also great demands for these resources to fund projects and programs for which other restricted monies are insufficient or unavailable. It is therefore critical that these funds be used judi- ciously and a sufficient reserve balance be maintained for unforeseen expenditures. General Fund needs a minimum of 25 percent of the annual budget in fund balance in a cash require- ment reserve. Nearly half of the general fund's revenue comes from property tax which is mostly re- ceived in late November and December. From the beginning of the fiscal year in July until the proper- ty tax collection in late November,the general fund expends more than it receives. The fund balance is used in order to make payroll and other regular expenses. This reserve is more a matter of timing. If the fiscal year began in December when the property tax was being received, there would be no need for this reserve. General Fund has two portions of its reserve designated. The first is the Emergency Reserve that the Budget Committee historically set at $1.0 million when it was established with the FY 2018 budget. The purpose of the Emergency Reserve is to have funds set aside in the event of a recession or other unforeseen event that negatively impacts revenues. During FY 2020, the city experienced one such unforeseen event in the form of the COVID 19 pandemic. The city used $200,000 of this reserve, leaving $800,000 in the reserve at the beginning of FY 2021. The second reserve designation was cre- ated with the FY 2019 budget, the Service Level Reserve. The FY 2020 budget implemented the sec- ond of two years of budget cuts and changes made with the goal of resetting service delivery to a new level that can be maintained over the next decade. The cuts and changes result in expenditures being lower than revenues through FY 2023. These savings are placed in the Service Level Reserve. Starting FY 2024,when expenses exceed revenues, the Service Level Reserve will fund the gap between expens- es and revenues and allow the city to maintain service levels for our growing city. The graph on the following page shows the fund balance broken into its components. The dashed blue line at the bottom is the required cash reserve and this needs to meet or exceed the 25 percent requirement. The thin green bar is the Emergency Reserve. The light blue bar is the Service Level Re- serve. Finally, the dark blue bar represents remaining reserve that is not designated for any specific purpose. While the undesignated reserve does not fill a specific purpose, it is important that this re- serve exceed zero. A positive Undesignated Reserve only exists when the requirements for the various designated reserves are met and the total General Fund reserve exceeds the policy requirements. This is a sign of a healthy reserve. By performing the forecast,Tigard has been able to navigate through some important decisions. Some of the key financial decisions that Tigard has implemented include: • Toward the end of Fiscal Year 2010, the city implemented significant cuts in services, re- ducing the General Fund budget by$2.6 million and 17.20 FTE citywide. • Entering FY 2013, it was apparent that the recession would not have a robust recovery and revenue growth would remain muted. The adopted budget for FY 2013 instituted the sec- ond round of financial and service level cuts including: BUDGET SUMMARY-PAGE 55 COMPREHENSIVE LONG TERM FINANCIAL FORECAST a. Significant reductions of$1.9 million in General Fund and central service funds and 18.0 FTE citywide. b. One of the key components to making the forecast sustainable is changing the growth in medical / dental benefits for the non-represented employees paid by the city from ten to five percent annually. Non-represented employees picked up the difference by contributing more toward these benefits. c. The Electrical Franchise Fee is increased from 3.5% to 5.0%. In addition, the Budget Committee recommended increasing the Solid Waste Franchise Fee to 5%. • During FY 2014, the city and the SEIU Union agreed to a medical/dental benefit cost sharing structure similar to the one implemented with non-represented employees the year before. • In FY 2016, Tigard implemented the Park and Recreation Fee (PARF). The PARF funds a portion of existing parks maintenance and recreation. This service had been funded entire- ly by General Fund. With the implementation of the PARF, $1.0 million of General Fund became available for reallocation. This, along with approval of a countywide library oper- ating levy, allowed the city to reopen the Library on Thursdays and left $900K that was reallocated in the FY 2017 &FY 2018 budget processes. • During the FY 2017 process, the Budget Committee chose to invest the $900K of available appropriations from the PARF in a combination of Police staff and some one-time mainte- nance expenditures. • The FY2018 budget included investments that maintain existing services and advanced a proposed local option levy that was scheduled for May 2018. • In response to the failed local option levy, the FY2019 budget had significant service re- ductions with the loss of 13.4 FTE and budget cuts of over$2.5 million. • As part of the FY2019 reductions, Public Works Administration and Engineering divisions were financially restructured and placed in their own central service funds. With the re- moval of these divisions, some of the existing General Fund revenues also went to the new funds. This is seen in the declining revenue from FY2018 to FY2019 in the following table and graph. This financial restructuring resulted in a net savings to the General Fund. PAGE 56 - CITY OF TIGARD COMPREHENSIVE LONG TERM FINANCIAL FORECAST General Fund based on FY 2021 Adopted Budget ($Millions) 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Annual Expenditures 32.4 29.6 32.4 34.2 35.0 37.8 39.7 41.7 44.0 46.8 49.8 53.0 56.4 60.0 Annual Revenues 36.8 33.5 34.7 36.3 37.1 37.8 39.0 40.2 41.5 42.7 44.0 45.3 46.7 48.1 Undesignated Reserve 12.2 10.6 10.4 10.1 9.3 8.8 8.4 7.8 7.2 6.4 1.8 0.0 0.0 0.0 Service Level Reserve 0.0 4.0 6.3 8.8 10.8 10.8 10.0 8.5 6.0 1.9 0.0 0.0 0.0 0.0 Emergency Reserve 00 10 0.8 0.9 10 10 10 10 10 10 10 0.0 00 00 Cash Requirement Reserve 7.1 7.8 82 84 9 0 9.5 100 10.5 11.2 11.9 127 7.8 (20) (140) Total Ending Fund Balance 19.3 23.4 25.6 28.1 30.2 30.2 29.4 27.9 25.4 21.3 15.5 7.8 (2.0) (14.0) General Fund Forecast Based on FY21 Adopted Budget w/Projected Annual Population Growth 600 of 1.7%($Millions) 50.0 40.0 300 20.0 0.0 10.0 - 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030, 2031 (10-0) -0) Emergency Reserve Service Level Reserve Undesignated Reserve -Annual Expenditures -Annual Revenues - -Cash Requirement Reserve This forecast deviates from Tigard's standard forecast. As stated in the Introduction, standard fore- casts do not presume future decisions of council. Since the FY 2021 Adopted Budget is centered around creating service levels that can grow with Tigard, this forecast assumes services growth with the population. The current forecast for population growth in Washington County from 2016-2025 is 1.7%. Prior forecast only considered the growing costs of existing set of staff and supplies/services when forecasting expenditures. On top of those inflationary increases, this forecast allows the num- ber of staff and the supplies and services they use to provide public services to grow with Tigard's population. The result of the forecast show that the service reductions and other budgetary changes that have been made in FY 2019 and FY 2020 are appropriately sized to meet the financial goals set forth in the Budget Message. The reductions permit the remaining services to grow as the community continues to grow. After FY 2028, all undesignated, service level, and emergency reserves are exhausted. This is one year sooner than the prior forecast when the General Fund was viable through FY 2029. The difference is the impact of revenue losses due to the COVID-19 pandemic. Over the next several years, Tigard will need to closely monitor its reserves and be judicious with services expansion to meet community growth. BUDGET SUMMARY-PAGE 57 COMPREHENSIVE LONG TERM FINANCIAL FORECAST The Need for a Local Option Levy While the above forecast will financially meet the goal of providing consistent service levels over the next 6-7 years,it does not meet the need to provide a wide variety of public services or services of high quality. Tigard voters approved a local option levy to the May 2020 ballot. This levy focuses on public safety and is a quarter of the size of the levy from May 2018. The levy will fund expanded police ser- vices and will raise about $2 million in FY 21. Development Funds Development Funds Financial Forecast Based on FY 2021 Adopted Budget $20,000,000 $18,000,000 $16,000,000 $14,000,000 $12,000,000 $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $0 2018 2019 2024 2421 2022 2023 2024 2025 2026 •Electrical Inspection Fund •Building Fund The projections for the city's development funds (building and electrical inspection funds) show these funds are growing. In 2008-09, building ended the year with a fund balance near zero even after laying off seven staff and reducing hours for the remaining staff in this fund. Since then, activity in the Building Division has had some steady increases. On top of the more robust infill activity already oc- curring, River Terrace development is in full swing. Tigard anticipates that River Terrace will add ap- proximately 150 homes per year during the forecast period. Expenses of all the building inspection services are charged to the building fund. The electrical inspec- tion fund transfers money into the building fund to pay for those costs associated with electrical in- spection services. The transfer is evaluated and updated each year based upon the actual activity. PAGE 58 - CITY OF TIGARD COMPREHENSIVE LONG TERM FINANCIAL FORECAST Park Funds Parks Funds Financial Forecast Based on FY 2021 Adopted Budget $12,000,000 $19.000,000 5&00(1,000 $0.000,000 50.000A0v S 2.000,000 $0 - 2018 2019 2020 2021 2022 2023 2024 2025 2021 -$2.000000 ■Parks Capin I ■PBrks 50C ■P4rk3 Bond ■Park utility ■urban Forestry The revenues in the parks funds include the system development charge (SDC), the Park and Recrea- tion Fee in the Parks Utility Fund, urban forestry revenues, grants, and the Parks Bond that was ap- proved by voters in November 2010. Resources from the Park SDC Fund are transferred to the Parks Capital Fund to pay the SDC portion of the capital projects. These projects have been identified in the city's Parks Master Plan. In FY 2015-16, the city established the Park Utility Fund. The fund collects the revenue from the Park and Recreation Fee that was established in April 2016. For FY 2020, the fee was increased to support recreation services that were cut in FY 2019 and fund maintenance of park land that has been added and developed since issuing park bonds in 2011. Additional parks are coming on line in FY 2021. Due to COVID, the fee was not increased and the budget committee decided to fund additional staff using fund balance. From a forecast standpoint, this is not sustainable and the fund goes negative in FY 2025. The fee will need an increase, or service levels will need to be dropped in the coming years. The remaining resources for parks maintenance and recreation comes from a transfer of approximately$2.2 million from the General Fund. In FY 2008-09 the Urban Forestry Fund (formerly known as the Tree Replacement Fund) was estab- lished to account for revenue collected from developers in lieu of planting trees. The fund is then used to plant trees in Tigard. In FY 2010-11, a significant number of commitments from developers who failed to plant were called, increasing the fund balance over $1 million. Since then, the resource has been used in various urban forestry projects. In November 2010 Tigard voters approved a $17 million Parks Bond to help the city acquire and de- velop additional parks,with at least 80 percent to be used to acquire land and the remaining amount to develop parks. Of the total, ten percent can be used in downtown. By the end of FY 2021, most of the parks bond will be spent on development and land acquisition. BUDGET SUMMARY-PAGE 59 COMPREHENSIVE LONG TERM FINANCIAL FORECAST Transportation Funds Transportation Funds Financial Forecast Based on FY 2021 Adopted Budget 515,000,000 $14.000,000 $12,140,000 10,000,000 k- 58.000,000 55.000000- $4.000,000 In I 52,003,090 Ir nri MI In in 1. 11 IMM -52,000,000 2018 2019 2020 2021 2022 2023 2024 2025 2025 ■Gas Tax ■city Gas Tax ■TER ■T5t7C •Utility underg4u nd it 4 r st1Eet mint Fee i Transportation CIP The city's transportation funds include the Gas Tax, Transportation Development Tax (TDT), Tigard Transportation System Development Charge (TSDC), Street Maintenance Fee, City Gas Tax, and the Transportation CIP Fund. There are some funding challenges. COVID 19 pandemic has resulted in less driving and less gas be- ing purchased, dampening the forecasted revenues in the Gas Tax Fund and the City Gas Tax Fund. Due to the reduction in revenues the city had to alter the funding for a number of transportation pro- jects to keep these funds from going negative. The Gas Tax Fund was helped with a new Washington County vehicle registration fee that went into effect in FY 2019 that added $800K to fund resources. With steadily increasing maintenance opera- tions, street light and signal energy bills, and debt service payments that end in FY 2020, the ability to pay for key capital projects such as the Tigard Street Bridge and 79th Avenue Completes Street are diffi- cult. Second,while there is significant development in Tigard, it is difficult to know exactly how much revenue will be received in the TDT and Tigard TSDC due to credits that will be earned by developers who build needed transportation infrastructure. The city gas tax was established to account for revenues generated from Tigard's local gas tax. The 3- cent tax was developed by a citizen task force who recommended it as a way to fund improvements to the Greenburg Rd./Pacific Hwy./Main St. intersection. Repaying the debt service for this project end- ed in FY 2020. This fund has also helped to pay for improvements at the 72nd/Dartmouth intersection and Pacific Hwy/McDonald/Gaarde intersection. The Adopted Budget seeks funding from the City Gas Tax for a number of projects including Commercial Street Sidewalk, Phase 2 of the Main Street / Green Street project, Murdoch Street Sidewalk, 79th Avenue, and the North Dakota Bridge Replace- ment. PAGE 60 - CITY OF TIGARD COMPREHENSIVE LONG TERM FINANCIAL FORECAST The fees collected from the TDT and Tigard TSDC may only be used for roadway and transit capital improvements that provide additional capacity to major transportation systems,and to pay the costs of administering the program. The forecast includes only those street projects that the fund can afford. Much of the transportation infrastructure in the River Terrace area will be built by developers. The developers will receive credits for this work instead of paying the fee. Since it is difficult to project the amount of credits that will be awarded versus revenue received, these funds are not being fully utilized and a high fund balance is forecasted. As development occurs, the forecast will be revised. At the same time, Tigard is partnering with Washington County to expand Roy Rogers Road at a cost of $900,000 annually for ten years. The city took steps to address existing local street conditions by adopting a Street Maintenance Fee in November 2003 with updates approved in January 2010 and March 2016. This fee provides a stable source of revenue designated for use in the maintenance of existing streets. The Tigard Municipal Code requires that the fee be evaluated every five years. In January 2017, the fee was increased to ad- dress the backlog of streets that are in poor condition and increase the city's pavement condition from a measurement of about 70 to 80+ where it is most cost effective to maintain streets. The fund bal- ance is needed, since most of the program's expenditures happen in the beginning of the fiscal year when the weather is good for construction. BUDGET SUMMARY-PAGE 61 COMPREHENSIVE LONG TERM FINANCIAL FORECAST Sanitary and Stormwater Funds Sanitary Sewer& Stormwater Funds Financial Forecast Based on FY 2021 Adopted Budget $9.000.000 $8,000,000 $7.000.000 $6.x.0 $5,00o.000 _ $4,000,0W _ $4.000.000 $1.000,000 MM• $0 2015 2019 2020 2021 2022 2023 2024 2025 2026 ■SanrtarySewer ■Storrnwater •WaterQua lityQuantity These funds support all of the sanitary sewer and stormwater collection and detention systems in the city. The city provides these services based upon an Intergovernmental Agreement (IGA) with Clean Water Services (CWS),which is a local service district in Washington County that provides both sani- tary sewer treatment and stormwater management services. The Board of Directors of CWS sets all service charges and system development charges for both sanitary sewer and stormwater services throughout the service district. Tigard is responsible for maintaining local sewer lines; however, sewer revenues have not kept up with increasing costs of maintaining this vital infrastructure. During FY 2017,Tigard implemented a Sewer Surcharge. Tigard was the last city in the CWS service area to implement an additional revenue. In addition, CWS and the cities revised their IGA so that sewer franchise fees will be proportionately shared; this will lead to more sewer revenue staying in the sewer fund. With an updated sewer master plan scheduled to be completed this year, the additional revenues will be programmed for capital needs. The stormwater fund has been stabilized. In an effort to offset little or no increases from CWS over the past few years, the city had implemented a $2.00 per month charge to stormwater fees. This sur- charge had been sufficient in the past to allow the city to maintain a sustainable cash flow position and to construct needed capital projects in future years. However, Tigard undertook a Stormwater Master Plan that updated our infrastructure needs. In January 2020, Council approved an updated monthly surcharge that is set to go into effect in FY2021. PAGE 62- CITY OF TIGARD COMPREHENSIVE LONG TERM FINANCIAL FORECAST Water Funds Water Funds Financial Forecast Based on FY 2021 Adopted Budget $40,0D0,000 $35,000.000 52500000 • $20.000,000 • 515.000.000 510.000.000 $0 2018 2019 2020 2021 2022 7023 2024 202S 2026 •Water ■Water SDC ■Water GP ■Water Debt Service The water funds include the water, the water system development charge (SDC), the water Capital Im- provement Plan (CIP), and water debt service funds. The water CIP Fund is reserved for a long-term water source and other water distribution system capital projects. The costs of the Water Division are funded solely by the revenues in the water fund. The financial condition of the water funds is driven by both the needs in the capital program as well as the cost of the day-to-day operation and maintenance of the water system in the city. Over the last several years, Tigard has been implementing capital projects that secured its own water source. In Au- gust 2008 the city entered into an agreement with the city of Lake Oswego for a long-term water source. The project to upgrade Lake Oswego's water treatment plant was complete in FY17, giving Tigard 18 mgd of water capacity from the treatment plant. Overall, Tigard's water funds are healthy and able to fund an aggressive next set of infrastructure pro- jects needed to supply water to a growing community. If the cost of these projects grow, Tigard may need to issue additional debt since resources are lower in the middle years of the forecast. BUDGET SUMMARY-PAGE 63 COMPREHENSIVE LONG TERM FINANCIAL FORECAST Synopsis The city's Six Year Financial Forecast shows that the city has many service level and capital challenges. The General Fund is able to support service level growth to meet the needs of a growing city through FY 2028; however, without a significant increase in revenue through a local option levy, the service levels Tigard can afford will not be adequate to meet the demands of the community. Without major long-term change, the services that General Fund supports will significantly decline due to the inability of revenue to keep up with the cost of meeting the demand for services. The Building Fund is stable and will support staffing that will be needed to serve growth in the River Terrace area. The Gas Tax Fund and City Gas Tax Fund are both negatively impacted by COVID 19 and corrections have been made to project funding to keep these fund solvent in the near future. A major transportation need is to find regular funding for sidewalks. Current funding sources for the city's stormwater system have been stabilized by an updated fee to help maintain the infrastructure. Funding a long-term water source for Tigard is a necessary and expensive process that required significant borrowing coupled with significant rate increases to repay the debt. The city will continue to monitor its revenues and expenditures and will develop plans and options to manage its resources to continue to provide quality services to its citizens. City ofTigard I ADOPTED BUDGET I FY 2020-2021 PAGE 64- CITY OF TIGARD CURRENT REVENUE SUMMARY BY FUND FY 2018 FY 2019 FY 2020 FY 2021 FY 2021 FY 2021 Funds Actual Actual Revised Proposed Approved Adopted General Fund $36,770,004 $33,269,342 $34,581,849 $35,890,737 $38,174,527 $36,190,737 Total General Fund $36,770,004 $33,269,342 $34,581,849 $35,890,737 $38,174,527 $36,190,737 Sanitary Sewer Fund $4,970,852 $3,823,544 $3,500,411 $3,577,805 $3,577,805 $3,577,805 Stormwater Fund 3,635,608 4,012,214 4,037,088 4,189,197 4,189,197 4,189,197 Water Quality/Quantity Fund 774 34,230 27,800 27,800 27,800 27,800 Water Fund 23,201,772 24,995,543 23,141,146 23,459,111 23,459,111 23,459,111 Water SDC Fund 4,249,018 2,213,504 1,534,400 2,128,635 2,128,635 2,128,635 Water CIP Fund 3,991 -31,771 0 0 0 0 Water Debt Service Fund 118,818 185,269 0 0 0 0 Total Enterprise Funds $36,180,833 $35,232,533 $32,240,845 $33,382,548 $33,382,548 $33,382,548 Gas Tax Fund $4,268,941 $5,081,086 $4,592,419 $5,126,183 $5,126,183 $5,126,183 City Gas Tax Fund 1,020,448 959,841 982,687 923,700 923,700 923,700 Transient Lodging Tax Fund 0 759,372 688,720 569,800 569,800 569,800 Construction Excise Tax Fund 0 0 0 454,000 454,000 454,000 Electrical Inspection Fund 303,482 316,950 194,178 314,225 314,225 314,225 Building Fund 3,721,722 3,801,774 2,489,237 3,699,985 3,699,985 3,699,985 Criminal Forfeiture Fund 103,634 161,341 56,459 101,371 101,371 101,371 Urban Forestry Fund 9,135 49,981 50,200 50,200 50,200 50,200 Parks Utility Fund 1,271,285 1,405,886 1,884,643 4,460,922 4,460,922 4,460,922 Police Levy Fund 0 0 0 0 0 2,193,790 Transportation Development Tax 4,090,096 2,382,911 1,653,900 2,297,489 2,297,489 2,297,489 Underground Utility Fund 264,846 88,703 132,500 132,500 132,500 132,500 Street Maintenance Fund 2,789,695 2,979,787 3,020,100 3,139,700 3,139,700 3,139,700 Transportation SDC Fund 2,918,482 916,611 553,500 845,855 845,855 845,855 Parks Bond Fund 19,841 30,936 0 0 0 0 Parks SDC Fund 2,863,181 1,787,025 714,490 1,706,566 1,706,566 1,706,566 Library Donations and Bequests Fund 96,733 15,379 13,000 13,000 13,000 13,000 Total Special Revenue Funds $23,741,521 $20,737,584 $17,026,033 $23,835,496 $23,835,496 $26,029,286 Central Services Fund $8,433,627 $7,974,252 $10,163,044 $11,247,156 $11,752,196 $11,752,196 Public Works Admin Fund 0 2,003,446 2,262,895 2,247,499 2,247,499 2,247,499 Public Works Engineering Fund 0 4,217,920 3,952,132 4,017,155 4,107,155 4,107,155 Fleet/Property Management Fund 1,948,251 2,410,803 2,724,734 3,157,406 3,201,366 3,201,366 Insurance Fund 205,289 288,756 65,500 65,500 65,500 65,500 Total Internal Services Funds $10,587,167 $16,895,177 $19,168,305 $20,734,716 $21,373,716 $21,373,716 Bancroft Debt Service Fund $87,313 $89,267 $81,900 $81,900 $81,900 $81,900 General Obligation Debt Service Fund 2,340,999 2,445,464 2,422,625 2,721,141 2,721,141 2,721,141 Total Debt Service Funds $2,428,312 $2,534,732 $2,504,525 $2,803,041 $2,803,041 $2,803,041 Facilities Capital Projects Fund $367 $20,441 $18,900 $18,900 $18,900 $18,900 Parks Capital Fund 388,492 1,217,481 1,037,000 350,000 350,000 350,000 Transportation CIP Fund 979,474 2,011,657 1,248,200 4,207,533 4,253,533 4,253,533 Total Capital Project Funds $1,368,333 $3,249,579 $2,304,100 $4,576,433 $4,622,433 $4,622,433 Total Revenue $111,076,169 $111,918,947 $107,825,657 $121,222,971 $124,191,761 $124,401,761 REVENUE ANALYSIS-PAGE 65 GENERAL FUND REVENUE With no sales or income tax revenues, city general funds in Oregon are funded primarily by property taxes, franchise fees, state-shared revenues (e.g., cigarette tax and liquor tax revenues), and some charges/fees for services. Our property tax system has changed significantly over the past 20 years. Limitations on property taxes were put in place twice during the 90's. These two major changes were: Ballot Measure 5 - Taxes from fiscal year 1991-92 to 1995-96 were increasingly limited until the limit of$5 per $1,000 Real Market Value for school taxes and $10 per $1,000 Real Market Value for general government taxes was reached. Ballot Measure 50 - This is a property tax limitation measure which was approved by Or- egon's voters in May 1997. The provisions in this measure rolled 1997 assessed values back to 90 percent of the 1995 value, established permanent rate limits for each tax district, al- lowed voters to approve local option levies outside these rates, established a method for taxing new property at a ratio of market value to the Maximum Assessed Value (giving similar tax savings to the new property), and limited the growth of Maximum Assessed Value for existing property to a maximum of 3% each year. These limitations have reduced the city's main source of revenue for core services such as police, li- brary and parks. General Fund - Revenue Sources •Property Tax 1% 2% 1% •Franchise Fees 3% 20% 6% •Licenses and Permits ■Intergovernmental 18% •Fee for Service •Fines&Forfeitures •Interest&Misc ■Transfers In The purpose of this section is to describe the city's major revenue sources, explain the underlying as- sumptions for the revenue estimates, and discuss significant revenue trends. Throughout this budget document there are revenue trend graphs for the city in total as well as for each of the major fund types. The revenue sources and assumptions used in the budget are summarized on the following pag- es. PAGE 66 - CITY OF TIGARD ASSESSED VALUE REVENUE Property taxes are assessed by Washington County and are based on a property's assessed value not the property's real market value. Assessed values were established under Measure 50 and are based on the 1995-96 tax roll value less 10%. These values generally can't increase more than 3%per year unless major improvements are made to the property or voters have authorized a new levy. The City of Tigard's total assessed value is roughly 65% of its real market value based on the Washing- ton County Department of Assessment & Taxation's Summary of Assessment and Tax Roll publica- tion for FY 2019-20. In FY 2020-21, the average assessed home value is projected to be $289,000 with the real market value projection of $445,100. However, the median assessed home value projection is slightly less at $270,700 with the real market value projection of$427,200. The median home value represents the middle of home values where half of the homes in Tigard will have a value below this value and the other half will be above. City of Tigard's median home value is lower when compared to the average home value due in part by high home values in certain parts of the city driving up the average home values for the whole city. Assessed Value $8 $7 $6 -7 ■ ■ ■ o $5 ■ ■ ■ ■ m $4 ■ ■ ■ ■ ■ ■ ■ $3 ■ ■ ■ ■ ■ ■ ■ $2 ■ ■ ■ ■ ■ ■ ■ $1 ■ ■ ■ ■ ■ ■ ■ $0 , FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 The city's permanent operating tax rate is $2.5131 per $1,000 of assessed value. For FY 2020-21, it is assumed that the city's overall assessed property values will increase by just 3.5%. This is slightly less than projections from previous years driven by the new construction in the River Terrace develop- ment with their focus shifting to more attached units, which tends to hold lower Average Assessed Value. The projection is still considering nominal infill development. REVENUE ANALYSIS-PAGE 67 PROPERTY TAX SUMMARY The property tax system in Oregon has been heavily influenced by Measures 5 and 50, passed in 1990 and 1997 respectively. Because both rates and growth in assessed value are constrained, the economy has a limited effect on property tax revenue. However, there has been recent interest by local govern- ments in developing a more flexible tax system within the State of Oregon. The property tax levy continues to be the General Fund's single largest revenue source, esti- mated at $17.8 million for FY 2020-21. Property taxes, including prior years' taxes, account for 49% of all revenue for the General Fund estimated for FY 2020-21. Property taxes pay for police, parks, library, planning, municipal court, and several other services. In May 2020, vot- ers approved a local option levy of $0.29/$1,000 assessed value to support police services, which will raise a little over $2 million each year. Actual Actual Revised Adopted Tax Information 2017-2018 2018-2019 2019-2020 2020-2021 Property Taxes General Fund $ 15,610,757 $ 16,716,747 $ 17,121,146 $ 17,753,872 Police Local Option Levy $ 2,114,400 GO Debt Service 2,305,898 2,366,605 2,385,042 2,444,000 Total Tax Levied $ 17,916,655 $ 19,083,352 $ 19,506,188 $ 22,312,272 Assessed Values Prior Year Assessed Value $ 6,124,925,250 $ 6,451,869,864 $6,765,594,369 $7,045,913,150 Increase (up to 3%) 183,747,758 193,556,096 202,967,831 211,377,395 Est.Annexations&New Const. 143,196,857 120,168,409 77,350,950 33,827,972 Total Assessed Value Estimate $ 6,451,869,864 $ 6,765,594,369 $7,045,913,150 $7,291,118,516 Tax Rates/$1,000 AV General Fund Permanent Rate $ 2.51310 $ 2.51310 $ 2.51310 $ 2.51310 Police Local Option Levy $ 0.29000 GO Debt Service 0.3574 0.3498 0.3385 0.3385 Tax Rate $ 2.87050 $ 2.86290 $ 2.85160 $ 3.14155 Assessed Value of Average Home $ 260,403 $ 271,553 $ 280,585 $ 289,000 General Fund 654.42 682.44 705.14 726.29 83.81 GO Debt Service 93.07 94.99 94.98 97.81 Total Estimated Tax per Household $ 747.49 $ 777.43 $ 800.12 $ 907.91 The city has two voter approved GO Bond property tax levies. In May 2002,Tigard voters approved a$13 million General Obligation Bond to construct a new library. In November 2010,Tigard voters approved a parks bond measure allowing the city to issue up to $17 million in General Obligation Bonds for parks land acquisition. To date, the city has spent over $16 million of the parks bond. The remaining money will be used to fund additional acquisitions in the city. PAGE 68 - CITY OF TIGARD PROPERTY TAX SUMMARY Property Tax Revenue 25 g 20 ' Arm 15 ! , , 10 ihiL 5 0 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 GO Debt Service •Local Option Levy •General Fund The City of Tigard has a permanent tax rate of$2.5131 per thousand. Compared to other municipali- ties in the state, Tigard has one of the lowest rates, making it difficult to pay for day-to-day services. The average tax rate for comparable cities in Washington County is $3.6369 and statewide is $4.6263. This is a difference between Tigard's tax rate and county average of$1.1238 and the state's average of $2.1132 per thousand. Another way to look at this is that the City of Tigard receives $726 from each household in Tigard from the permanent property tax rate. Households with a same assessed value home will pay roughly $1,051 annually in property tax for city services in Washington County or $1,337 annually for city ser- vices statewide. On May 2020, the City of Tigard voters approved the local option levy rate of$0.2900/$1,000. The levy will be enhancing the Police Department services including increasing the patrol staffing and add- ing one additional school resource officer. Typical Tigard homes with a real market value of$447,000, which would carry an assessed value of$280,000,will pay approximately$81 per year. REVENUE ANALYSIS-PAGE 69 STATE REVENUE SHARING REVENUE State revenue sharing monies,which include gas, liquor and cigarette taxes, are allocated to cities based on population with an adjustment for local taxing efforts. Using state projections, the League of Ore- gon Cities has produced the per capita estimates of State Shared Revenues for cities for the coming years. State Revenue Sharing by Type $7.0 ' o ■$6.0 •"" $5.0 ■ $4.0 7 ■ ■ ■ ■ $3.0 ■ ■ ■ ■ ■ ■ ■ ■ $2.0 • • • • • • • I ME $1.0 ■ MIE ■ ■ ■ $0.0 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 •Gas Tax State Revenue Sharing •Liquor&Marijuana Tax •Cigarette Tax Cigarette tax is generated by two cents of the state-imposed $1.33 per pack cigarette tax. Revenue from the tax is allocated as follows: $0.19 to the state's general fund; $0.89 to the Or- egon Health Plan; $0.15 is dedicated to mental health services; $0.02 to cities; $0.02 to coun- ties; $0.02 to the Oregon Department of Transportation for transportation services to the el- derly and disabled; and $0.04 to the state's tobacco use reduction account. Cities may use their share for general government purposes without program restrictions on their use. Liquor & Marijuana tax revenues may be used by cities for general government purposes. Liquor tax revenue is distributed by the Oregon Liquor Control Commission in two different manners: • 20% of the state's liquor receipts are allocated as revenues to cities on a per capita basis and distributed monthly; and • 14% of state liquor receipts are allocated to cities on a formula basis, as outlined in ORS 221.770. PAGE 70 - CITY OF TIGARD STATE REVENUE SHARING REVENUE These estimates for FY 2020-2021 assume no increase in the tax rates for beer,wine or distilled spirits, and no changes in the proportional allocation of revenues. Revenue will closely track the upward and downward trends in Tigard's 20%per capita liquor tax distribution. The marijuana tax was approved by voters in November 2016. Ten percent of the state tax rate of sev- enteen percent is allocated to its cities based on population and number of licensees within the city's jurisdiction. Tigard received marijuana tax distribution for the first time in FY 2017-2018. Tigard, also, imposes an additional three percent marijuana tax to its licensed operators within the city limit. The city's marijuana tax is not accounted for separately from the state distribution. This results in a slight overstatement of the state revenue sharing figure when it comes to marijuana. Gas tax is allocated to cities from vehicle title and registration fee and the gas tax. In 2009, the Oregon legislature approved the Jobs and Transportation Act which raised driver license and vehicle registra- tion fees, sets date for raising fuels taxes and created stable funding base of$300 million/year for city, county and state transportation infrastructure projects. The legislation generated an additional $54.6 million annually to be allocated to cities from vehicle title and registration fee increases and an increase in the gas tax. The change in funding was phased in,reaching 100%in 2013. Since the bulk of the gas taxes in Oregon are based on a per-gallon fee, the amount of money raised by gas taxes was declining due to people driving fewer miles and more fuel-efficient cars,including electric cars. However, the state's projection for Highway Trust Fund, (i.e., Gas Tax), distributions to the cities will be increasingly driven by the adoption of House Bill 2017. Based on this, the Gas Tax revenue projection forecast trend is reversed. During second half of the FY 19-20, the federal, state, county and city governments imposed travel re- strictions due to the worldwide pandemic, COVID-19. This restriction has negatively impacted the gas consumption projections, thus the city decided to revise the gas tax projection down for the FY 20- 21. State Revenue Sharing is allocated to cities based on population with an adjustment for local taxing effort. It is anticipated that receipts from state revenue sharing will be up slightly from the FY 2019-20. • I DRUG -F — - CAFE ! n DEPOT 1'"�° ;'�-. - w Historical Tigard Tigard Today Picture courte y of the Tigard Historical Association REVENUE ANALYSIS-PAGE 71 FRANCHISE FEE REVENUE Franchise fees are charged as part of an agreement between local governments and utilities that use public rights-of-way. These agreements ensure that companies receiving special use of rights-of-way are paying fees to reimburse local governments for use of public services, and to prevent general tax- payers from subsidizing extraordinary use. Franchise agreements outline the terms under which utility companies use city right-of-ways, including compensation requirements. Franchise fees are typically calculated on a percentage of the revenues derived from sales of the utility company to customers in that service areas or territories. Current franchisees and franchise rates are: Service Provider ate Cable Television Comcast 5% Electric Portland General Electric 5% Garbage All Haulers 5% Natural Gas Northwest Natural Gas 5% Sanitary Sewer City of Tigard with Clean 5% Water Services Telecommunications All providers 5% Water City of Tigard & Tualatin 5% Valley Water District Franchise Fee Revenue by Type N $7.0 V $6.0 V1101_11111_11Ligi. $5.0 V $4.0 I r $3.0 $2.0 I I $1.0 s_ FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 ■Sanitary Sewer ■Stormwater Water ■Cable TV •Garbage Telecomm •Gas •Electric PAGE 72- CITY OF TIGARD FRANCHISE FEE REVENUE • Cable TV—The Metropolitan Area Communications Commission (MACC), a consortium of cities in the metro area, administers the cable television franchise. While revenues from telecom franchise fees have been decreasing in recent years,cable franchises have increased. • Electricity - Portland General Electric (PGE) pays a franchise fee representing 5 percent of their gross revenues to Tigard. • Garbage — Pride Disposal and Waste Management are responsible for solid waste and re- cycling in Tigard. Each pays a 5% franchise fee. During FY 14 the City Council increased the solid waste franchise from 4%to 5%. • Natural Gas - Northwest Natural Gas pays 5% of gross revenues as a franchise fee to Tigard. Revenue projections remain steady for the coming fiscal year. • Sanitary Sewer—Billed sewer revenues are shared between the City of Tigard for local ser- vices and Clean Water Services for regional services. Of the resulting revenues, 5% of gross revenues become a franchise fee to the General Fund. As the fee is based on gross revenue, the fee will grow in relation to sewer rate increases. • Stormwater — Billed stormwater revenues are shared between the City of Tigard for local services and Clean Water Services for regional services. Of the resulting revenues, 5% of gross revenues become a franchise fee to the General Fund. As the fee is based on gross revenue, the fee will grow in relation to stormwater rate increases. Since the City of Tigard does not have franchise fee agreement with CWS, the 5% of the gross revenues for the franchise fee comes out of the City of Tigard share of the gross revenues. • Telecommunications —The shift from land line telephones to wireless technologies con- tinues to erode telecommunications franchise revenues in Tigard and throughout Oregon cities. Over the last few years, Tigard has seen a decrease in telecommunications franchise revenues. • Water—Tigard Water customers in the City of Tigard pay a 5% franchise fee through the water rates on the water portion of their utility bill. Tualatin Valley Water District (TVWD) customers in the City of Tigard pay a 5% franchise fee as an additional charge on their wa- ter bill from TVWD. As water rates increase or decrease franchise fee revenue proportion- ately does the same. After a number of years with significant water rate increase, the city's rate has somewhat stabilized as the LO/Tigard Partnership work concludes. REVENUE ANALYSIS-PAGE 73 USER FEES REVENUE User fees include water, sanitary sewer, and storm drainage fees charged to all users of such services. The sanitary and storm fees are established by the Clean Water Services Agency (CWS) and updated by the agency each year. The City Council, through an intergovernmental agreement with other system participants, sets the water rates. Utility User Fees $35 $30 f — 'AL $25 Z $20 7- $15 $15 $10 f $5 ��$0 r FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 •Sanitary •Stormwater •Water Per the intergovernmental agreement with CWS, the city retains only a portion of the sanitary and storm fees it collects. FY 2020-2021 forecast shows minimal increase compared to FY 2019- 2020. In 2008, Tigard entered into a water partnership with the City of Lake Oswego for a long-term water source. In order to pay for the debt that is necessary to complete the project, water rates in the Tigard Water Service Area increased approximately 34% in FY 2010-2011 and then increased 14% per year each January through 2014. During FY 2013-2014, the City of Tigard negotiated with the City of Lake Oswego to take an additional 4 million gallons per day of the capacity generated by this partnership project resulting in increased project costs for the city. Analysis determined that the city would need additional rate increases of 10.5% in January 2015 with annual increases of 3.25% starting in 2016 to alleviate the need to add more debt to the project and cover all project costs. Sanitary Sewer saw an increase in user fees beginning in FY 2016-2017 as a surcharge of $2.11/ dwelling unit went into effect in late 2016 and FY 2017-2018 was the first full year of collection. In addition, during FY 2017-2018, CWS revised their IGA with the cities to allow the sewer franchise fee to be evenly distributed between the city and CWS. This results in a larger amount of the city's share staying in the sewer fund. These changes will help the city fund the growing infrastructure needs of the system. Due to the worldwide pandemic, COVID-19, the city council have directed city staff to postpone utili- ty rate increases from July 1, 2020 to January 1, 2021. The utility rate increase will be reevaluated after December 2020 and revisions may occur based on the economic recovery of our region. PAGE 74- CITY OF TIGARD CONNECTION FEES REVENUE Connection fees include transportation development tax (TDT), Tigard Transportation System Devel- opment Charge (TSDC), storm and sanitary sewer connection charges, water connection and system development charges, and parks system development charges. The TDT and TSDC is assessed on new development to help provide funds for the increased capacity transportation improvements need- ed to accommodate the additional vehicle traffic and demand for transit facilities generated by that de- velopment. Connection Fees , $20 cr 2 $18 2 $15 $14 $12 $10 58 $6 $4 ' $2 50 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 •Water •Sanitary Sewer Roads •Parks This revenue category is showing major increases primarily due to the development of an estimated 200 homes annually in the River Terrace Subdivision. This development will yield over 2,000 homes for the city when complete. During FY 2016-2017 and FY 2017-2018, development exceeded planned expectations, leading to a large influx of Connection Fees. The city was anticipating that River Terrace development activity would level off starting in FY 2019-2020, however the development activity seems to be holding it at a higher threshold than anticipated initially. The forecast was adjusted ac- cordingly. The TDT provides funds for capacity improvements to county and city arterials, certain collectors, and certain state and transit facilities as listed in the County's Capital Improvements Project List. The TDT is categorized as an Improvement Fee. Revenue must be dedicated to capital improvements that ex- pand capacity and may not be used for maintenance, repair, or other non-capital improvements. The Transportation SDC was added in FY 2016 in Tigard. It has a similar purpose as the TDT and will add to Tigard's ability to fund roads. As part of the funding of the water project with Lake Oswego, water system development charges (SDC) increased. The increase fully implemented the reimbursement portion of the water SDC. REVENUE ANALYSIS-PAGE 75 PERMIT FEE REVENUE Permit fee revenues are recorded in the Building Fund, the Electrical Inspection Fund and the General Fund. The primary fees that are represented in the chart include: Engineering Public Improvement Fee, Sign Permits,Land Use Planning Application Fees and all related Building Permit Fees. Nearly all fees are related to development activity and,therefore, reflect the level of that activity. Permit Fees Le) $7 o � $6 $5 $4 53 • • $2 la • $1 • • $0 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 19-21 •Building Fund •Electrical Inspection Fund •General Fund •PW Engineering Fund In October 2010, building fees increased to bring them in line with area communities. The River Ter- race Subdivision is anticipating more than 150 homes to be built in FY 2020-2021. This accounts for a large portion of the overall development related fees. However, this revenue is not sustainable nor reli- able over the long term due to the nature of building related fees in which the expenditures occur in later years. In FY 2018-2019, the PW Engineering Fund is created, which historically was a part of the General Fund. Consequently, the Engineering Public Improvement Permit Fees moved from the General Fund to PW Engineering fund. The historical records of engineering permit fees will remain in the General Fund. PAGE 76 - CITY OF TIGARD COUNTY SHARED REVENUE County Shared Revenues include the Washington County gas tax, the Washington County Cooperative Library System (WCCLS) levy, and a countywide hotel/motel tax. County Shared Revenues N $6.0 g $5.0 54.0 z $2.0 z- $1.0 $0.0 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 •County Gas Tax •Hotel-Motel Tax WCCLS Washington County collects a one-cent per gallon tax on gasoline and distributes it to cities in the county to use for road maintenance activities. This revenue source has seen minor growth over the past few years because, under the current state law, the tax per gallon cannot be increased, and as aforementioned in the gas tax section, higher mileage vehicles and reduced driving are leading to less overall gas tax revenue. The hotel/motel tax is collected by Washington County at a 7% rate and is distributed to all participat- ing jurisdictions. Tigard receives about one-third of the amount collected in the city limits. Tax col- lections are directly related to room rental rates, the number of hotel and motel rooms within the city, and the economy. During the second half of the FY 2019-20, the worldwide pandemic, COVID-19, has ravaged the travel industry and has caused the city to reforecast FY 2020-21 and beyond. It is un- known what the recovery will look like and FY 2020-21 represents a somewhat of distressed forecast for now. In addition to the county hotel/motel tax, the city has its own hotel/motel tax of 2.5%. The city tax is not addressed in this discussion. WCCLS funds come from the county property taxes generated from the county's permanent property tax rate. On May 19, 2020, voters approved the renewal of the local option levy that maintained and expanded countywide operating support of the libraries at a rate of$0.22 per $1,000 of assessed value for the next five years. This rate is unchanged from the previous rate. REVENUE ANALYSIS-PAGE 77 FINE AND FORFEITURE REVENUE This source of revenue includes traffic and civil infraction citations,which are processed by the Munic- ipal Court, and fines for late and lost materials at the Library. Fine collections are directly related to the number of citations issued. The bail schedule is updated annually by the Municipal Court Judge. Fines and Forfeiture $2,500 ro $2,000 $1,500 ' $1,000 V $500 $0 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 •Library Fines •Traffic-Civil Infractions In FY 2018-2019, the city started implementing the Photo Red Light Enforcement program with the first citations anticipated in FY 2019-2020, which is aimed to reduce the traffic accidents and injuries. Based on independent traffic surveys and ODOT crash data, the city has identified three intersections along 99W. Revenues related to Photo Red Light Enforcement Program is forecasted based on the data from other jurisdictions with similar program and will fund increase in expenditures in Police De- partment, Municipal Court and other program related expenditures. Starting FY 2020-2021, Photo Enforcement Program will expand to include the speed enforcement. The revenues for FY 2020- 2021 include anticipated revenues from both the Photo Red Light and Photo Speed Enforcement pro- gram. PAGE 78 - CITY OF TIGARD INTEREST EARNINGS REVENUE Interest earnings are generated from the investment of cash on hand in various funds of the city. In- terest earnings are directly attributable to the amount of cash available for investment and current in- terest rates. Interest Earnings N $4,500 ' 2 $4,000 o $3,500 $3,000 $2,500 ' $2,000 ' • ■ $1,500 ' • • ■ $1,000 ' • • ■ $500 ' ■ ■ ■ ■ ■ $0 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 •Interest Earned The city has been experiencing a higher level of interest earnings primarily driven by increasing fund balances. The fund balances are growing through a combination of sound financial decisions made by the city to live within its means in operating funds and revenues originating from prepaid fees and charges related to the River Terrace Development and funds available for future CIP activities. Start- ing in FY 2017-2018, the interest market rebounded from a historically low interest environment, but this rebounding effort has been abruptly halted due to the worldwide pandemic. The city is anticipat- ing to see a continuation of the historically low interest rate environment for a near future. As the fund balances are normalized and interest market becomes less volatile, we should see more modest and steady level of interest earnings. The forecast is initially assuming an interest rate of 1.75% for the city's investments in the beginning of the fiscal year but projecting declining interest market conditions in the second half of the fiscal year. REVENUE ANALYSIS-PAGE 79 INTERFUND TRANSFERS Interfund transfers are the transfer of revenues between funds when the revenue is received in one fund for an expense that occurs in another fund or when city functions have more than one funding source. Another primary reason for transfers is for a fund to pay for services provided by another fund (for example, Financial Operations Division providing utility billing services for the Water, Sani- tary Sewer, Stormwater, and Street Maintenance Funds). A transfer-out is an expense to the fund that is transferring the money out or buying services. A trans- fer-in is a resource to the fund that is receiving the money or selling the service. For every expense transfer-out, there is a corresponding resource transfer-in. The corresponding transfers must show the same dollar amount. The various types of interfund transfers are defined below: General Resource Transfer Transfer of resources from one fund to another which are not based upon a cost allocation plan, actual expenditure, or any expectation of a payment for services provided. This type of transfer is simply a transfer of resources from one fund to another. Direct Resource Transfer/Capital Improvement Plan (CIP) Transfer Transfer of resources from one fund to another which are based upon a cost allocation plan and actual expenditures or an expectation of a payment for services provided. This type of transfer is typically based upon actual expenditure needs by a certain fund and are "trued up" from the budget figure based upon actual expenditures. Debt/Loan Rip vment Transfer Transfer of resources from one fund to another to pay either all or a portion of an interfund loan. This type of transfer is typically based upon a five-year repayment schedule for capital loans. Indirect Cost Transfer The Indirect Cost Transfers Out is typically budgeted along with a division's operating budget to show the true cost for that division to the city. In turn, transfers received for services provided, are allocated based upon a cost allocation plan. PAGE 80 - CITY OF TIGARD INTERFUND TRANSFERS Division Indirect Cost Pool Allocation Factors City Management Mayor& Council, City Man- # of Positions,Actual Expenditures agement Finance Administration Budget/CIP Total Budget by Division, Business Li- cense (Commercial Crime Unit) Financial Operations Reporting,Accounting/ # of Invoices, # of Paychecks General Ledger,Accounts Payable, Payroll Human Resources Human Resources # of Positions, Recruitments Risk Management Insurance Premiums, Claims # of Positions, Insured Property Value, &Misc. 3 Yr Insurance Incidents, #Autos Information Technology IT-Support,IT-Geographic # of Servers, # of Help Desk Requests, Information Systems (GIS) # of Devices (weighted),IT Database Service Request, Software, GIS Data Layers Communications Mail, Graphics, Copiers,Web # of Positions, Copier Department Al- Services location,Mail Service Work Orders City Recorder/Records Records Management, Coun- # of Agenda Items, # of Positions cil Support, Records Re- quests Property Management Property Management Square Footage Fleet Maintenance Fleet Maintenance # of Autos Contracts&Purchasing Contracts &Purchasing # of Contracts (weighted) Utility Billing Utility Billing, Meter Reading Utility Revenues Since the internal transfers are complex and can be difficult to follow and trace through the budget document, the following explanation is provided for each transfer, by fund. The budget document re- flects a decrease in the number of transfers that are related to the Capital Improvement Plan (CIP) due to the implementation of the federally approved indirect cost plan. REVENUE ANALYSIS-PAGE 81 INTERFUND TRANSFERS From To Amount Type Description City Gas Tax Fund Transportation CIP 511,500 CIP CIP-97017:Main Street Green Street Fund Retrofit(Phase 2) City Gas Tax Fund Transportation CIP 50,000 CIP CIP-95042:Commercial Street Fund Sidewalk(Main to Lincoln)-Triplet City Gas Tax Fund Central Services Fund 4,976 Fund Level Indirect Transfer to Central Service Fund Construction Excise Central Services Fund 1,000 Fund Level Indirect Transfer to Central Tax Fund Service Fund Total Construction Excise Tax Fund Transfer Out 1,000 Criminal Forfeiture Central Services Fund 15 Fund Level Indirect Transfer to Central Fund Service Fund Total Criminal Forfei Electrical Inspection Central Services Fund 3,978 Fund Level Indirect Transfer to Central Fund Service Fund Electrical Inspection Building Fund 250,000 Direct Transfer of funds to support electrical Fund inspections by Budding Division Fleet/Property Central Services Fund 1,000 Direct PW Support of AMS Implementation as Management Fund part of Total Tyler in IT Budget(Year 1 of 2) r 1,000 PAGE 82- CITY OF TIGARD INTERFUND TRANSFERS From To Amount Type Description Gas Tax Fund Central Services Fund 22,846 Fund Level Indirect Transfer to Central Service Fund Gas Tax Fund Public Works 40,000 Public Works Engineering Standards. Engineering Fund Adopted in Q2 FY2020 Gas Tax Fund Central Services Fund 40,000 Direct PW Support of AMS Implementation as part of Total Tyler in IT Budget(Year 1 of 2) Gas Tax Fund Public Works 415,100 General System Infrastructure Projection based Engineering Fund on Eng Time YTD FY20. Sys Int-= 16%of billable time. Trans is 56%of total. Gas Tax Fund Transportation CIP 111,500 CIP CIP-97017:Main Street Green Street Fund Retrofit(Phase 2) Gas Tax Fund Transportation CIP 300,000 CIP CIP-95027:Pedestrian and Cyclist Fund Connections Program Gas Tax Fund Transportation CIP 128,000 CIP CIP-95065:Pacific Highway Street Fund Lights Gas Tax Fund Transportation CIP 100,000 CIP CIP-95067:Traffic and Transportation Fund System Major Maintenance Program Gas Tax Fund Transportation CIP 39,500 CIP CIP-95064:Frewing Street Sidewalk Fund Infill-CDBG Total Gas Tax Fund Transfer Out 1,196,946 General Fund Parks Utility Fund 56,000 Direct Deferred Maintenance-Equipment Year 4 of 4 General Fund Parks Utility Fund 2,200,000 Direct General Fund Support of Parks Maintenance and Recreation General Fund Parks Utility Fund 37,500 Direct Deferred Maintenance-Vehicles:Year 4 of 4 General Fund Public Works Admin 29,038 Fund Level Indirect Transfer to PW Fund Admin Fund General Fund Facilities Capital 183,000 CIP CIP-91022:City Hall Remodel Projects Fund General Fund Public Works 117,923 Fund Level Indirect Transfer to PW Engineering Fund Engineering Fund General Fund Central Services Fund 49,654 Fund Level Indirect Transfer to Central Service Fund 2,673,115 Library Donations Facilities Capital 100,000 General Transfer of funds for needed misc. and Bequests Fund Projects Fund Library Improvements Library Donations General Fund 60,000 Transfer of Library Donations for tech and Bequests Fund and public spaces improvements Total Library Donations and Bequests Fund Transfer Out REVENUE ANALYSIS-PAGE 83 INTERFUND TRANSFERS From To Amount Type Description Parks Bond Fund Parks Capital Fund 800,000 CIP CIP-92026:Park Land Acquisition and Development Parks Bond Fund Central Services Fund 7,165 Fund Level Indirect Transfer to Central Service Fund Total Parks Bond Fund Transfer Outi . 807,165 Parks SDC Fund Urban Renewal Capital 2,000,000 CIP CIP-92059:Universal Plaza Improvements Parks SDC Fund Parks Capital Fund 250,000 CIP CIP-92053:Parks Major Maintenance Program Parks SDC Fund Parks Capital Fund 1,100,000 CIP CIP-92063:River Terrace Community Parks Parks SDC Fund Public Works 59,300 General System Infrastructure Projection based Engineering Fund on Eng Time YTD FY20. Sys Int-= 16%of billable time. Parks is 8%of total. Parks SDC Fund Parks Capital Fund 173,000 CIP CIP-92056:Park System Master Plan Update Parks SDC Fund Parks Capital Fund 65,000 CIP CIP-92016-08:Dirksen Nature Park- Off-Street Parking Lot Parks SDC Fund Parks Capital Fund 1,677,000 CIP CIP-92046:Fanno Creek Trail Connection(RFFA Grant) Parks SDC Fund Parks Capital Fund 30,000 CIP CIP-92016:Dirksen Nature Park- Overall Project Parks SDC Fund Parks Capital Fund 273,000 CIP CIP-92057:Fanno Creek Trail Amenities Parks SDC Fund Parks Capital Fund 393,000 CIP CIP-92016-13:Dirksen Nature Park- Wetland Boardwalk and Walkway Parks SDC Fund Parks Capital Fund 25,000 CIP CIP-92058:City of Tigard/Tigard- Tualatin School District Park Development Program Parks Utility Fund Central Services Fund 500 Direct PW Support of AMS Implementation as part of Total Tyler in IT Budget(Year 1 of 2) Parks Utility Fund Central Services Fund 69,833 Fund Level Indirect Transfer to Central Service Fund Parks Utility Fund Facilities Capital 30,000 CIP CIP-91023:Public Works Field Staff Projects Fund Work Area and Breakroom Transfer Public Works Admin Central Services Fund 5,000 Direct PW Support of AMS Implementation as Fund part of Total Tyler in IT Budget(Year 1 of 2) PAGE 84- CITY OF TIGARD INTERFUND TRANSFERS From To Amount Type Description Sanitary Sewer Fund Transportation CIP 7,000 CIP CIP-95050:121st Avenue(Whistlers Fund Lane to Tippitt)Sidewalks and Bike Lanes Sanitary Sewer Fund Stormwater Fund 330,000 CIP CIP-94046:Kruger Creek Stabilization Sanitary Sewer Fund Facilities Capital 13,000 CIP CIP-91023:Public Works Field Staff Projects Fund Work Area and Breakroom Sanitary Sewer Fund Public Works 40,000 Public Works Engineering Standards. Engineering Fund Adopted in Q2 FY2020 Sanitary Sewer Fund Central Services Fund 30,000 Direct PW Support of AMS Implementation as part of Total Tyler in IT Budget(Year 1 of 2) Sanitary Sewer Fund Public Works 29,700 General System Infrastructure Projection based Engineering Fund on Eng Time YTD FY20. Sys Inf= 16%of billable time. Sani is 4%of total. Sanitary Sewer Fund Central Services Fund 8,620 Fund Level Indirect Transfer to Central Service Fund Sanitary Sewer Fund Stormwater Fund 6,000 CIP CIP-93009:Fanno Creek Slope Stabilization(Arthur Court) Total Sanitary Sewer Fund Transfer Out Stormwater Fund Facilities Capital 23,000 CIP CIP-91023:Public Works Field Staff Projects Fund Work Area and Breakroom Stormwater Fund Sanitary Sewer Fund 234,500 CIP CIP-93057:East Fork of Derry Dell Creek(Gaarde to Fairhaven Street) Stormwater Fund Public Works 40,000 Public Works Engineering Standards_ Engineering Fund Adopted in Q2 FY2020 Stormwater Fund Central Services Fund 50,000 Direct PW Support of AMS Implementation as part of Total Tyler in TT Budget(Year 1 of 2) Stormwater Fund Public Works 89,000 General System Infrastructure Projection based Engineering Fund on Eng Time YTD FY20. Sys Inf= 16%of billable time. Stormwater is 12%of total. Stormwater Fund Central Services Fund 6,366 Fund Level Indirect Transfer to Central Service Fund Street Maintenance Central Services Fund 9,230 Fund Level Indirect Transfer to Central Fund Service Fund Street Maintenance Gas Tax Fund 60,000 Transfer$60K/year from Street Maint Fund Fund to pay for Street Crew Street Maintenance Gas Tax Fund 166,000 Direct Support right-of-way maintenance costs Fund Total Street Maintenance Fund Transfer Out 235,230 REVENUE ANALYSIS-PAGE 85 INTERFUND TRANSFERS From To Amount Type Description Transient Lodging General Fund 200,000 Direct Allowable 30%use of TLT for general Tax Fund governmental services Transient Lodging General Fund 50,000 Direct Support/Grant for Broadway Rose Tax Fund Building Year 2 of 2 @$50,000 per year Transient Lodging General Fund 44,000 Direct Support of Community Events Tax Fund Transient Lodging Parks Capital Fund 365,000 CIP CIP-92062:Cook Park Softball and Tax Fund Baseball Infield Transient Lodging Central Services Fund 3,602 Fund Level Indirect Transfer to Central Tax Fund Service Fund Total Transient Lodging Tax Fund Transfer Out ill Transportation Transportation CIP 940,000 CIP CIP-95048:Roy Rogers Road Development Tax Fund Transportation Central Services Fund 14,671 Fund Level Indirect Transfer to Central Development Tax Service Fund Transportation Transportation CIP 48,000 CIP CIP-95041:Upper Boones Ferry Road Development Tax Fund /Durham Road Adaptive Signal Coordination Transportation Transportation CIP 65,000 CIP CIP-95050:121st Avenue(Whistlers Development Tax Fund Lane to Tippitt)Sidewalks and Bike Lanes Total Transportation Development Tax Transfer Out Transportation SDC Central Services Fund 8,362 Fund Level Indirect Transfer to Central Fund Service Fund Transportation SDC Transportation CIP 165,000 CIP CIP-95063:Transportation System Fund Fund Plan Update Transportation SDC Parks Capital Fund 903,000 CIP CIP-92046:Fanno Creek Trail Fund Connection(RFFA Grant) Transportation SDC Transportation CIP 28,500 CIP CIP-95054:Hall Boulevard/Pfaffle Fund Fund Street New Traffic Signal Transportation SDC Transportation CIP 400,000 CIP CIP-95066:Americans with Fund Fund Disabilities Act Right-of-Way Program Transportation SDC Transportation CIP 50,000 CIP CIP-95068:Fiber Communication Fund Fund Networks Program Transportation SDC Transportation CIP 1,031,000 CIP CIP-95056:North Dakota Street Fund Fund (Fanno Creek)Bridge Replacement Transportation SDC Transportation CIP 47,500 CIP CIP-95041:Upper Boones Ferry Road Fund Fund /Durham Road Adaptive Signal Coordination Transportation SDC Transportation CIP 60,000 CIP CIP-95057:Fanno Creek Trail Fund Fund Alignment Study(Bonita Road to Tualatin River) Transportation SDC Transportation CIP 735,000 CIP CIP-95060:Tigard Street(Fanno Fund Fund Creek)Bridge Replacement Total Transportation SDC Fund Transfer Out 3,428,362 IIII PAGE 86 - CITY OF TIGARD INTERFUND TRANSFERS From To Amount Type Description Underground Utility Central Services Fund 1,030 Fund Level Indirect Transfer to Central Fund Service Fund Underground Utility Transportation CIP 10,000 CIP CIP-95050:121st Avenue(Whistlers Fund Fund Lane to Tippitt)Sidewalks and Bike Lanes Urban Forestry Fund Central Services Fund 1,947 Fund Level Indirect Transfer to Central Service Fund Urban Forestry Fund Parks Capital Fund 150,000 CIP CIP-92017:Tree Canopy Replacement Program Water Fund Facilities Capital 34,000 CIP CIP-91023:Public Works Field Staff Projects Fund Work Area and Breakroom Water Fund Facilities Capital 7,600,000 CIP CIP-91021 Public Works Facility and Projects Fund Yard Water Fund Water CIP Fund 404,000 CIP CIP-96050 Former Street/121st Avenue Valve and Piping Improvements Water Fund Water Debt Service 163,000 Debt/Loan ARRA Water Loan Debt Service Fund Repayments Water Fund Water CIP Fund 4,120,000 CIP CIP-96040 Cach Reservoir and Pump Station Design Water Fund Water CIP Fund 555,000 CIP CIP-96046 Red Rock Creek Waterline Relocation Water Fund Water Debt Service 6,575,000 Debt/Loan Water Revenue Bond 2012 Debt Service Fund Repayments Payment Water Fund Central Services Fund 168,647 Fund Level Indirect Transfer to Central Service Fund Water Fund Water Debt Service 1,670,000 Debt/Loan Water Revenue Bond 2015 Debt Service Fund Repayments Payment Water Fund Water CIP Fund 175,000 CIP CIP-96054 Emergency Street and Water Project on Greenfield Drive Water Fund Water CIP Fund 576,000 CIP CIP-96053 Aquifer Storage and Recovery Well#2 and Well#3 Water Fund Water CIP Fund 380,000 CII' CIP-96024 Waterline Replacement Program Water Fund Central Services Fund 160,000 Direct PW Support of AMS Implementation as part of Total Tyler in IT Budget(Year 1 of 2) Water Fund Public Works 148,300 General System Infrastructure Projection based Engineering Fund on Eng Time YTD FY20. Sys Inf= 16%of billable time. Water is 20%of total. Water Fund Water CIP Fund 59,000 CIP CIP-96048:Water Master Plan Water Fund Public Works 40,000 Public Works Engineering Standards. Engineering Fund Adopted in Q2 FY2020 Water Fund Water CIP Fund 150,000 CIP CIP-96055:Risk and Resilience Assessment and Emergency Response Plan Water Fund Water CIP Fund 90,000 CIP CIP-96031:Fire Flow Improvement Program Water Stormwater Fund 265,000 CIP CIP-94045:Commercial Street Quality/Quantity Stormwater Facility Fund Total Wa REVENUE ANALYSIS-PAGE 87 INTERFUND TRANSFERS From To Amount Type Description Water SDC Fund Central Services Fund 31,268 Fund Level Indirect Transfer to Central Service Fund Water SDC Fund Water CIP Fund 250,000 CIP CIP-96052:Fifth Pump at the River Intake Pump Station(RIPS) Water SDC Fund Water CIP Fund 1,344,000 CIP CIP-96053:Aquifer Storage and Recovery Well#2 and Well#3 Water SDC Fund Water CIP Fund 271,000 CIP CIP-96050:Former Street/ 121st Avenue Valve and Piping Improvements Water SDC Fund Water CIP Fund 1,190,000 CIP CIP-96049:Willamette Intake Facility Expansion Water SDC Fund Water CIP Fund 1,030,000 CIP CIP-96040:Cach Reservoir and Pump Station Design Water SDC Fund Water CIP Fund 14,000 CIP CIP-96048:Water Master Plan Water SDC Fund Water CIP Fund 260,000 CIP CIP-96008:Water Main Line Oversizing Program Total Water bill,Fund TrarsirilLt 4,390,268 45,997,571 City ofTigard I ADOPTED BUDGET I FY 2020-2021 PAGE 88 - CITY OF TIGARD EXPENDITURE SUMMARY BY PROGRAM The city adopts and manages its operating expenditures by program. The city has four operating pro- grams: Policy&Administration, Community Development, Community Services, and Public Works. Within each of these programs are one or more departments and budgets units, or divisions. A more detailed explanation of the city's program structure can be found in the Reader's Guide section. The following charts give a summary of the expenditures for the programs,budget classifications, and staffing levels. FY 2018 0 FY 2019 H FY 2020 0 FY 2021 H FY 2021 FY 2021 Actual Actual Revised Proposed Approved Adopted Description Expenditure by Program Policy and Administration $11,010,729 $11,331,705 $14,545,040 $16,614,467 $16,954,087 $17,153,810 Community Development 5,301,356 4,948,319 6,003,280 6,794,855 6,794,855 6,880,179 Community Services 22,633,610 22,054,228 26,277,896 26,625,062 28,945,021 29,087,521 Public Works 19,689,026 23,611,872 30,166,726 30,929,242 31,049,242 31,260,924 Total Expenditures by Progam $58,634,721 $61,946,124 $76,992,942 $80,963,626 $83,743,205 $84,382,434 Number of FTE by Program Policy and Administration 61.60 63.55 66.95 72.95 75.65 75.65 Community Development 33.25 31.75 33.75 34.75 34.75 34.75 Community Services 129.40 124.30 124.20 125.20 136.20 136.20 Public Works 75.45 78.35 8335 86.35 86.35 86.35 Number of FTE by Program 299.70 297.95 30825 319.25 332.95 332.95 Expenditure per FTE Policy and Administration $178,746 $178,300 $217,252 $227,751 $224,112 $226,752 Community Development 159,439 155,853 177,875 195,535 195,535 197,991 Community Services 174,912 177,427 211,577 212,660 212,519 213,565 Public Works 260,955 301,364 361,928 358,185 359,574 362,026 Debt Service 1 1 1 1 1 1 Total Expenditure per FTE $234,264 $246,708 $287,598 $288,754 $285,221 $287,141 PROGRAM SUMMARIES -PAGE 89 OPERATING BUDGET HISTORY-SUMMARY FY 2018 FY 2019 FY 2020 Proposed Approved Adopted Description Actual Actual Revised 2021 2021 2021 29970 297.95 308.25 319.25 332.95 332.95 Budget by Category Personnel Services $31,459,095 $31,964,130 $38,379,075 $39,739,160 $41,340,811 $42,001,240 Materials&Supplies 14,129,818 14,561,019 19,965,981 21,703,341 22,193,895 22,172,695 Interdepartmental Services 11,403,522 13,656,948 16,466,986 17,622,524 18,111,524 18,111,524 Capital Outlay 1,642,286 1,764,028 2,180,900 1,898,601 2,096,975 2,096,975 Budget by Program Policy and Administration $11,010,729 $11,331,705 $14,545,040 $16,614,467 $16,954,087 $17,153,810 Community Development 5,301,356 4,948,319 6,003,280 6,794,855 6,794,855 6,880,179 Community Services 22,633,610 22,054,228 26,277,896 26,625,062 28,945,021 29,087,521 Public Works 19,689,026 23,611,872 30,166,726 30,929,242 31,049,242 31,260,924 Total by Progr 1,946,124 6,992,942 80,9 Budget by Department Mayor and Council $325,188 $335,494 $292,245 $261,635 $269,635 $272,287 City Management 2,334,705 2,094,828 2,672,131 2,748,450 2,797,994 2,832,872 Finance&Information Services 4,588,538 4,904,110 6,247,173 7,267,058 7,531,728 7,623,078 Community Development 5,301,356 4,948,319 6,003,280 6,794,855 6,794,855 6,880,179 Police 16,434,225 16,060,552 19,448,563 19,574,169 21,760,128 21,842,032 Library 5,750,548 5,780,090 6,537,979 6,781,217 6,915,217 6,997,013 Social Service/Community Events 448,837 213,586 291,354 269,676 269,676 248,476 Public Works 19,689,026 23,611,872 30,166,726 30,929,242 31,049,242 31,260,924 Central Services 3,499,907 3,769,123 4,944,977 5,883,309 5,900,715 5,966,662 City Attorney 262,392 228,150 388,514 454,015 454,015 458,911 Total by Department $58,634,721 $61,946,124 $76,992,942 $80,963,626 $83,743,205 $84,382,434 PAGE 90 - CITY OF TIGARD OPERATING BUDGET HISTORY FY 2018 FY 2019 FY 2020 Proposed Approved Adopted Description Actual Actual Revised 2021 2021 2021 Number of FTE 299.70 297.95 308.25 319.25 332.95 332.95 51001-Salaries-Management $9,788,227 $9,965,031 $11,771,601 $12,378,686 $12,581,422 $12,903,264 51002-Salaries-General 4,790,715 5,232,727 6,175,272 6,733,400 6,744,281 6,919,350 51003-Salaries-Police 4,367,870 4,251,121 4,662,936 4,830,885 5,518,675 5,518,675 51004-Part Time-Regular 1,005,734 968,003 1,221,367 961,754 961,754 986,760 51005-Part Time-Temporary 366,217 358,395 572,323 615,309 615,309 630,527 51006-Overtime 733,336 649,367 1,091,195 1,086,288 1,185,853 1,191,124 51007-Incentive Pay 521,476 458,666 517,795 517,784 555,005 555,619 52001-Unemployment 21,600 21,905 25,768 26,764 27,732 28,257 52002-Worker's Compensation 387,619 422,605 496,627 287,520 311,076 315,306 52003-Social Security/Medicare 1,628,037 1,650,764 1,967,359 2,045,987 2,120,059 2,160,311 52004-Tri-Met Tax 161,715 166,158 195,083 198,928 206,201 210,114 52005-Retirement 3,216,796 3,252,865 4,177,994 4,398,545 4,595,906 4,664,372 52007-VEBA-ER 232,581 227,339 259,170 267,510 278,910 278,910 52008-Life Ins/ADD/LTD 20,137 18,625 85,221 96,738 98,566 98,566 52009-Long Term Disability 46,062 44,693 0 0 0 0 52010-Medical/Dental/Vision 3,702,774 3,737,975 5,147,303 5,292,162 5,539,162 5,539,162 52011-Dental Benefits 434,274 428,299 0 0 0 0 52012-Accrued Vacation 33,926 109,592 12,062 900 900 923 otal Personnel Services $31,459,095 $31,96 $38,379,075 $39 53001-Office Supplies 190,407 128,046 242,295 355,789 359,289 359,289 53002-Small Tools&Equipment 251,729 226,160 355,562 574,957 659,498 659,498 53003-Fuel 233,469 237,738 331,284 334,500 390,062 390,062 53004-Books&Circulation Materials 448,842 350,367 364,500 364,500 464,500 464,500 53005-Ammunition and Range Supplies 45,572 37,379 43,200 43,200 43,200 43,200 53006-Technology Equipment under$5,000 208,445 352,060 141,635 147,135 194,640 194,640 53007-Grant Expenditures 8,131 8,296 8,366 8,820 8,820 8,820 53008-Library Contribution Materials 9,730 3,840 0 0 0 0 53308-Dog Park Trust Account Expense 125 0 0 0 0 0 53316-CCIS-Worksite Wellness Funds 646 400 2,500 2,500 2,500 2,500 53530-Water Costs:L.O.&Ptld 1,869,824 1,685,669 2,200,000 2,200,000 2,200,000 2,200,000 54001-Professional/Contractual Services 3,405,320 3,678,207 5,686,052 6,154,528 6,276,118 6,276,118 54002-Water Costs:Sampling 22,845 26,015 75,000 75,000 75,000 75,000 54003-Legal Fees 235,455 151,235 244,348 319,350 319,350 319,350 54004-Printing Services 11,351 3,276 8,700 6,200 6,200 6,200 54006-Software License and Maintenance 591,555 867,827 1,131,216 1,166,305 1,166,305 1,166,305 54007-Parks and Recreation 80,228 124,660 79,592 77,000 77,000 77,000 54101-R&M-Facilities 451,392 447,879 366,086 507,950 507,950 507,950 54102-R&M-Water Lines 26,432 -27,653 40,000 40,000 40,000 40,000 54103-R&M-Control Valves 9,903 27,173 30,000 30,000 30,000 30,000 54104-R&M-Reservoir 784 688 10,000 15,000 15,000 15,000 54105-R&M-Grounds 133,938 121,137 153,570 164,300 164,300 164,300 PROGRAM SUMMARIES -PAGE 91 OPERATING BUDGET HISTORY FY 2018 FY 2019 FY 2020 Proposed Approved Adopted Description Actual Actual Revised 2021 2021 2021 54106-R&M-Pump Station 5,815 8,461 15,000 15,000 15,000 15,000 54107-R&M-SCADA 10,247 11,335 18,000 18,000 18,000 18,000 54108-R&M-Wells 3,157 29,102 15,000 15,000 15,000 15,000 54109-R&M-Meters 29,549 115,469 225,000 225,000 225,000 225,000 54110-R&M-Service Lines 28,203 32,158 30,000 40,000 40,000 40,000 54112-R&M-Fire Hydrant 21,250 14,961 120,000 80,000 80,000 80,000 54113-R&M-Vehicles 341,486 360,687 389,650 425,150 425,150 425,150 54114-R&M-Office Equipment 62,967 45,711 100,708 76,208 76,208 76,208 54115-Vehicle Usage 99 203 50 80 80 80 54201-Utilities-Electric 944,305 1,103,312 1,352,095 1,356,350 1,356,350 1,356,350 54202-Utilities-Water/Sewer/SWM 332,085 339,423 464,400 527,700 527,700 527,700 54203-Utilities-Natural Gas 55,715 37,375 72,000 70,300 70,300 70,300 54204-Utilities-Garbage 0 0 1,000 1,000 1,000 1,000 54205-Utilites-Phone/Pager/Cells 194,152 209,304 268,414 264,878 268,958 268,958 54300-Advertising&Publicity 69,710 70,481 126,995 142,325 142,325 142,325 54301-Fees and Charges 58,081 49,740 104,181 107,070 107,070 107,070 54302-Dues&Subscriptions 124,924 171,184 183,654 166,405 166,405 166,405 54303-Professional Development 308,237 268,611 539,889 544,443 572,812 572,812 54304-Election Expenses 0 75 0 0 0 0 54305-Conservation Expenses 18,368 4,463 19,000 10,000 10,000 10,000 54306-Credit Card Fees 408,688 440,449 547,800 507,600 507,600 507,600 54307-Insurance 494,683 509,072 780,346 855,008 855,008 855,008 54308-Property Damage 9,167 150 31,750 22,500 22,500 22,500 54309-Rents and Leases 152,840 156,664 453,651 472,051 472,051 472,051 54310-Bad Debt Expense 937 -7 11,500 6,500 6,500 6,500 54311-Special Department Expenses 1,787,235 1,785,109 2,156,691 2,879,239 2,924,646 2,924,646 54312-Bank Fees 118,795 128,057 121,900 129,900 129,900 129,900 54402-Contributions to Community Org 313,000 219,070 303,400 158,600 158,600 137,400 Total Materials&Supplies $14,129,818 $14 561 n19 $19,965,981 $21,703,341 $22,193,895 $22,172,695 56002-Buildings&Improvements 124,358 171,663 258,000 241,000 241,000 241,000 56003-Vehicles 873,271 1,257,099 1,077,690 1,130,000 1,228,374 1,228,374 56004-Computer Hardware and Software 293,297 178,895 653,930 273,801 273,801 273,801 56006-Equipment 297,307 115,487 140,000 178,000 278,000 278,000 56007-GIS Hardware and Software 54,053 40,884 51,280 75,800 75,800 75,800 otal Capital Outlay M42,286 $1,764,028 $2,180,90 58000-Interdepartmental Costs 1,192,001 0 0 0 0 0 58100-Indirect Charges-City Management 1,313,844 585,128 827,487 671,717 688,510 688,510 58110-Indirect Charges-Human Resources 738,396 1,025,534 1,079,763 1,315,565 1,384,349 1,384,349 58120-Indirect Charges-Risk Management 792,613 358,316 513,381 615,402 626,705 626,705 58130-Indirect Charges-Office Services 478,833 592,017 850,106 796,265 830,889 830,889 58150-Indirect Charges-Records 365,521 530,086 496,465 537,727 543,174 543,174 PAGE 92- CITY OF TIGARD OPERATING BUDGET HISTORY FY 2018 FY 2019 FY 2020 Proposed Approved Adopted Description Actual Actual Revised 2021 2021 2021 58160-Indirect Charges-City Attorney 238,151 255,310 326,369 445,905 452,515 452,515 58200-Indirect Charges-Finance Administrat 110,014 446,864 551,504 443,862 456,466 456,466 58210-Indirect Charges-Financial Operation 777,536 807,911 767,788 840,086 850,354 850,354 58220-Indirect Charges-Utility Billing 1,320,602 1,172,694 1,562,109 1,745,179 1,745,179 1,745,179 58230-Indirect Charges-Technology 1,997,052 2,042,766 2,742,868 3,138,068 3,411,771 3,411,771 58250-Indirect Charges-Contracts and Pure 136,374 215,056 279,166 266,380 266,709 266,709 58600-Indirect Charges-PW Admin 0 2,017,775 2,262,895 2,247,499 2,247,499 2,247,499 58625-Indirect Charges-PW Engineering 0 1,380,304 1,487,352 1,471,463 1,471,463 1,471,463 58630-Indirect Charges-Fleet Maintenance 346,229 638,438 800,656 919,933 946,189 946,189 58640-Indirect Charges-Property Manageme 1,596,356 1,588,749 1,919,077 2,167,473 2,189,752 2,189,752 tInterdepartmental , 48 $16,466,986 $1 Total Operating Bud ,992,942 $31 H 7,,a r tiossobN., „ww,---'4ii. .. ,:„- --t41 al"4-1-t._ ."-;-----. 1:: ::-. Z.11 Q6,_ City staff gather for several events throughout the year-the Wellness Fair and the Opening Day staff-sponsored picnic are a couple of examples. PROGRAM SUMMARIES -PAGE 93 STAFFING LEVELS The City of Tigard made reductions to its budget in 2010, 2012, and 2019 that reduced the level of core services that were available to the public. Since FY 2009, Tigard's population has grown from 47,150 to 53,450 in FY 2019, representing a growth of 13.4 percent. The FY 2021 Adopted Budget represents a staffing level of 332.95; an increase of 12.5 percent compared to FY 2009's staffing level of 296.05 over a decade ago. The city has been, strategically, adding staff in the past couple of fiscal years, but even with the passage of the Local Option Levy adding 13.70 FTE, the FTE per 1,000 popu- lation will still be 0.22 lower than pre-recession levels (6.02 in FY 2021 vs 6.24 in FY 2009.) City FTE Per 1,000 Population 7 6 — 5 — — — I — — 43 il 0 a\ a• a• a• a• a• a• a• a• a\ a• a a Q- P �- Fa ao aP aItie ' 34 'h � 0Pti� Q1 Z oQi oaaTS's oao �ti The Adopted FY 2020 Budget included a total FTE count of 304.85. This figure was increased by 3.40 FTE in the 1st Quarter Supplemental Budget in early FY 2020. This revised the citywide FTE count to 308.25. Three (3.00) of the increased FTE was due to the adoption of the River Terrace (RT) South and West Urban Growth Area Planning proposal. The acceptance of the proposal required the addi- tion of 1.00 FTE in each of the Finance Administration, Community Development (CD) Planning, and Public Works (PW) Engineering divisions. These positions will perform the work related to the new projected development in RT South and West Urban Growth Area and the cost of these positions will be reimbursed by the private developer. The remainder of 0.40 FTE increase came from Human Re- sources (HR) to support increased organizational needs for HR services. There were no other changes to the FTE count for the city in 2nd nor 3rd Quarter Supplemental Budg- ets. PAGE 94- CITY OF TIGARD STAFFING LEVELS The Adopted Budget for FY 2021 FTE count of 332.95 reflects an increase of 24.70 FTE or 8.0% from the FY 2020 Revised Budget count of 308.25 FTE. The majority of the additions comes from the passage of the Local Option Levy (Police Services) and the remainder increase will provide better sup- port of essential services the city is currently offering. The FTE increases for FY 2021 are detailed in the following chart and paragraphs. Full-Time Equivalent Positions 350 300 250 I I I I I I 1 I ■ ■ ■ 200 I I I I I I I I 1 ■ ■ ■ 150 100 1111111111111 50 1 1 ■ ■ ■ 1 ■ 1 1 ■ ■ ■ 0 oar oar o• oar I Ja �� J� JI tea\ JI ma ea & c� & cw & S & & & & i•` ao�w P oP yP tiP 3Q' �P 5Q �P ,�P �V- �P �� oti oti oti oti oti o'� o'' o'' o� o'�' tiQ ti� y'L _11, y'L i1. a'L a'1, a'L a'V �ti rti ,yQ 0l F <( (( F (< c F < cs The FTE increases in the Adopted Budget for FY 2021, and impacted services,include: Community Development Community Development Department will be adding 1.00 FTE to their Building Division. Building activities in Tigard has consistently increased over the past several years, outpacing the capacities with the existing staff in the Building Division. In particular, the Building Services Supervisor position has been severely impacted by elevated service level demands. This position manages the technology, con- tracting and financial aspects of the permitting program, while training and supervising counter staff and relieving their workload during busy times or through staff absence due to various reasons. In ad- dition, the Building Services Supervisor administers all aspects of Accela, a permitting software, and requires support in that role. That support will be even more essential in the planned transition to a new city-integrated platform for permitting. This requested position is an overdue addition to the per- mitting team. It will support counter operations, project management (including platform conversion), SDC tracking and process improvements and training. This FTE increase is supported by recommen- dations from the 2019 performance audit. PROGRAM SUMMARIES -PAGE 95 STAFFING LEVELS Police Department and Court Division—Photo Enforcement Program The Police Department will add 1.00 FTE and the Court Division is adding 3.00 FTE to administer the speed enforcement of the Photo Enforcement Program. The City's Photo Enforcement program is managed by the Police Department and supported by staff in both the Police Department and the Mu- nicipal Court. In February 2020, cameras installed at three intersections along Pacific Hwy (99W), be- gan issuing traffic citations for vehicles running red lights. As a result, the number of citations pro- cessed by the City of Tigard is estimated to increase by about 12,000 to 14,000 annually. This repre- sents nearly tripling the baseline of average annual citations from approximately 5,000 up to 19,000 citations. In FY 2020, both departments added staff to accommodate this increased workload. As part of the second phase of photo enforcement, the city is planning to implement the speed en- forcement function of the cameras early in FY 2021. With four cameras (two intersections) enforcing speed, traffic citations are estimated to increase by an additional 20,000 per year. This will nearly dou- ble the existing workload established under red light enforcement and will increase the number of staff needed to support the photo enforcement program. As a result of the speed implementation, the PD plans to hire one (1.00 FTE) additional traffic safety officer. The additional officer will share citation review responsibilities with the existing traffic officers and other specially trained patrol officers. The officer will also provide additional afternoon and even- ing patrols specifically targeting distracted and impaired drivers, such as DLIII enforcement. The Tigard Municipal Court is currently comprised of four Court Clerks who process traffic and parking citations and support traffic court trials and arraignments. The unit also has one Senior Clerk position that has not yet been filled and one supervisor. Three of these positions were added last year in order to manage the anticipated increase in citations due to photo enforcement of red-light viola- tions. To accommodate the citation increase associated with speed enforcement, the Court has identi- fied the need to hire an additional three (3.00 FTE) Court Clerks and will recruit to fill the currently vacant Senior Court Clerk. Local Option Levy—Police Services Levy Despite significant increases in population, the minimum patrol staffing has remained the same over the past 25 years. Current patrol staffing is 3 to 4 officers per shift citywide and this is insufficient to cover each of the City's 5 patrol districts. From 2010-2018, police officer staffing decreased 4% while the population increased 13.6% and calls for service increased 27%. The passage of the local option levy in May 2020 enabled the Tigard Police Department to increase patrol staffing by 8.00 FTE in order to respond to increased calls for service, multiple emergencies at the same time, and community patrols; add 1.00 FTE for a school resource officer to enhance student safety; add a Records Specialist, 1.00 FTE; and add a Property and Evidence Specialist, 1.00 FTE. PAGE 96 - CITY OF TIGARD STAFFING LEVELS Along with the Tigard Police Department's requested additions, Central Services will be adding the following positions to support the expanded Police Department services: 0.50 FTE - HR Specialist 0.20 FTE - Design and Communications 1.00 FTE - Police Technology Systems Administrator 1.00 FTE - Senior Database Administrator (half paid by levy and half paid by IT) Public Works The Public Works (PW) Department will see an overall increase of 4.00 FTE; 1.00 FTE in PW Engi- neering, and 3.00 FTE in Parks Maintenance. Parks Maintenance is adding 3.00 FTE to maintain newly added park assets. The city continues to ac- quire, develop, and purchase new park properties. Additional personnel and equipment are needed to address the maintenance workload of these new properties. The development of Dirksen Nature park facilities, the Rotary Plaza, the future Universal Plaza, taking over the maintenance of the Lasich prop- erty, and the new River Terrace parks that were turned over to the city in 2020, are all additional park facilities that will require maintenance. The continual growth of park infrastructure, city assets, and vehicle replacements in the park systems will require more personnel and funding to maintain. Not adding more funding for the newest assets will lead to deterioration of quality throughout the system.This problem will continue to grow as more elaborate parks in the city center and in River Terrace that require a high level of service are added to the system. The new park assets and personnel will also require more than one single supervisor,who currently oversees more than 20 people (11.00 FTE and 12 or more seasonal employees) during the summer months and over 560 acres of property. The request is to add one (1.00 FTE) more Parks/Grounds Supervisor and two (2.00 FTE) Utility Worker II positions. The remaining 1.00 FTE is in Public Works Engineering. PW Engineering will add a Senior Project Engineer to support the Public Works Facility Project. The purchasing, designing and moving into a new Public Works Facility in three years will create tremendous constraints in existing resources and will require a designated staff member to act as the Project Manager. It is not feasible for the current Engineering staff to take on a project of this size or speed. The current resource load for the Engi- neering Division exhibits that the division is already over-committing with the existing engineering projects. This request is to hire a Sr. Project Engineer to manage the Public Works Facility project and, potentially, add support to other Capital Improvement Plan projects. PROGRAM SUMMARIES -PAGE 97 STAFFING LEVELS Finance & Information Services Finance and Information Services Department will add 2.00 FTE in the Adopted Budget for FY 2021. Both positions will reside in the Information Technology Division. These positions are 1.00 FTE, Senior Application Administrator, and 1.00 FTE, Senior Data Analyst, to support the initiative to re- place the city's outdated and aging enterprise resource system. The city's current system is over ten years old and is difficult to maintain. Its capacity is not enough to accommodate the city's requirements and managers need financial tools that help them manage their departments, making smart fiscal decisions. Additionally, the current system is very manually driven and is not meeting the operational needs of the city. If this continued without a significant upgrade, the city will not be able to address the performance audit recommendations related to the city finances in- cluding becoming a more data-informed organization. The city first, began looking at replacement for its Asset Management system in FY 2020. Tyler won the bid, but it was discovered that Tyler could provide a single point product for the entire city to en- hance the overall productivity. There will be a multi-year implementation schedule. FY 2021 is the first implementation year and will include its Asset Management system, and Munis (financial system). The positions, Senior Applications Administrator and a Senior Data Analyst,will be tasked to assist the implementation of the new Total Tyler enterprise system. These positions will be involved in the multi -year process and may also be engaged in other IT projects. City ofTigard I ADOPTED BUDGET FY 2020-2021 PAGE 98 - CITY OF TIGARD COMMUNITY SERVICES Community Services I I Social Police Library Services/Community Grants COMMUNITY SERVICES-PAGE 99 COMMUNITY SERVICES The Community Services Program consists of programs provided by the Police Department and the Li- brary,and several Social Services and Community Event grants made by the city. Police programs include traditional public safety efforts (patrol, enforcement,traffic safety, etc.),but also include work with community groups to increase public safety awareness. Library programs include circulation of a wide variety of print and other media materials and the offering of a few programs designed to increase reading, computer skills,and lifelong learning. Social Service and Community Event grants provide funding to a variety of community organizations and groups that provide services to those in need in the community or which offer events that promote a greater sense of community. The primary source of funding for this program area is the General Fund. r z .. .1. L 77 Z- ■ '� r rte■ 1 NA � � _� w , "•r JL ■ mar id .- y+it� .. - . y — ■ '�. ■ ■. Jy .L. .r• . � ' . — 4 J1 I- Tigard Public Library - Tigard's D UII Taxi serves to encourage, driver- ' / ? ,- at _ — UM.7) responsibility gn ` THIS POLICE WIA ■ ra,,: w I. Mn 41. 4,..,. CHOOSE YOU-FMK PAGE 100—CITY OF TIGARD COMMUNITY SERVICES FY 2018 FY 2019 FY 2020 FY 2021 FY 2021 FY 2021 2021 Adopted Actual 11 Actual 11 Revised 11 Proposed 11 Approved 11 Adopted 1 vs.2020 Revised Description Number of Positions 129.40 124.30 124.20 12520 13620 13620 9.7% Budget By Category Personnel Services 14,916,784 14,438,813 16,867,572 16,950,712 18,265,893 18,429,593 9.3% Materials&Services 2,651,585 2,645,495 3,475,032 3,608,280 4,025,684 4,004,484 15.2% Interdepartmental Costs 4,667,982 4,709,154 5,585,391 5,769,620 6,258,620 6,258,620 12.1% Capital Outlay 397,259 260,766 349,900 296,450 394,824 394,824 12.8% Total All Category 22,633,610 22,054,228 26,277,896 26,625,062 28,945,021 29,087,521 10.794, Budget By Division Police Administration 1,057,666 1,547,774 1,690,678 1,673,315 1,937,985 1,951,811 15.4% Forfeiture-Justice 0 13,387 105,741 225,951 225,951 225,951 113.7% Forfeiture-Treasury 0 0 35,247 84 84 84 -99.8% Forfeiture-Local 0 86,083 10,077 51,211 51,211 51,211 408.2% Police Operations 9,422,433 9,415,707 11,638,806 12,112,927 13,677,516 13,453,858 15.6% Support Services 5,954,126 4,997,601 5,968,014 5,510,681 5,867,381 6,159,117 3.2% Library Administration 717,405 753,278 851,065 842,445 844,945 854,891 0.4% Reader Services 2,728,379 2,494,126 2,958,508 3,089,131 3,198,631 3,230,373 9.2% Technical Services 698,762 715,463 808,274 837,477 851,477 864,435 6.9% Circulation 1,606,002 1,817,223 1,920,132 2,012,164 2,020,164 2,047,314 6.6% Social Services 376,422 127,916 153,754 131,076 131,076 131,076 -14.7% Community Events 72,415 85,670 137,600 138,600 138,600 117,400 -14.7% Total All Division 22,633,610 22,054,228 26,277,896 26,625,062 28,945,021 29,087,521 10.7% Budget by Fund General Fund-100 22,582,816 21,954,758 26,126,831 26,347,816 28,667,775 26,624,316 1.9% Criminal Forfeiture Fund-240 50,794 99,470 151,065 277,246 277,246 277,246 83.5% Police Levy Fund-280 0 0 0 0 0 2,185,959 0.0% Library Donations and Bequests F 0 0 0 0 0 0 0.0% Total All Fund 22,633,610 22,054,228 26,277,896 26,625,062 28,945,021 29,087,521 10.7% COMMUNITY SERVICES-PAGE 101 POLICE ORGANIZATION Police 1 Administration Operations Support Services FY 2018 FY 2019 FY 2020 FY 2021 FY 2021 FY 2021 2021 Adopted Actual 11 Actual 11 Revised 11 Proposed 11 Approved 11 Adopted 1 vs.2020 Revised Description Number of Positions 88.50 85.50 85.00 86.00 97.00 97.00 14.1% Budget By Category Personnel Services 11,680,800 11,268,776 13,293,483 13,323,943 14,639,124 14,721,028 10.7% Materials Sc Services 1,754,708 1,912,319 2,569,583 2,667,868 2,951,272 2,951,272 14.9% Interdepartmental Costs 2,607,419 2,626,159 3,246,297 3,297,358 3,786,358 3,786,358 16.6% Capital Outlay 391,298 253,298 339,200 285,000 383,374 383,374 13.0% Total All Category 16,434,225 16,060,552 19,448,563 19,574,169 21,760,128 21,842,032 12.3% Budget By Division Police Administration 1,057,666 1,547,774 1,690,678 1,673,315 1,937,985 1,951,811 15.4% Forfeiture-Justice 0 13,387 105,741 225,951 225,951 225,951 113.7% Forfeiture-Treasury 0 0 35,247 84 84 84 -99.8% Forfeiture-Local 0 86,083 10,077 51,211 51,211 51,211 408.2% Police Operations 9,422,433 9,415,707 11,638,806 12,112,927 13,677,516 13,453,858 15.6% Support Services 5,954,126 4,997,601 5,968,014 5,510,681 5,867,381 6,159,117 3.2% Total All Division 16,434,225 16,060,552 19,448,563 19,574,169 21,760,128 21,842,032 12.3% Budget by Fund General Fund-100 16,383,431 15,961,082 19,297,498 19,296,923 21,482,882 19,378,827 0.4% Criminal Forfeiture Fund-240 50,794 99,470 151,065 277,246 277,246 277,246 83.5% Police Levy Fund-280 0 0 0 0 0 2,185,959 100.0% Total All Fund 16,434,225 16,060,552 19,448,563 19,574,169 21,760,128 21,842,032 12.3% PAGE 102-CITY OF TIGARD DEPARTMENT DESCRIPTION ANT) PERFORMANCE MEASURES The Tigard Police Department is a progressive and professional police organization. The department is committed to a community policing philosophy and works very closely with the public providing a wide range of programs and information. We are dedicated police professionals committed to the com- munity, sensitive to the needs of our citizens while holding ourselves accountable to the highest stand- ards of excellence and achievement. Our mission is to "Protect and serve all who live,play and work in Tigard." There are three divisions within the Police Department,including Administration, Operations, and Services. Administration includes the Chief's office,public information, crime prevention and business func- tions. Operations is the uniform patrol and traffic branch. Patrols are divided into three contiguous shifts (Days, Swings and Graveyard) and cover five police districts across the City. Services consists of investigations (of both person and property crimes), school resource officers,rec- ords management,property control, and training. In 2018 the Police Department developed a strategic plan as a blueprint for the next three to five years. Significant accomplishments have already been made, including achieving and maintaining State Ac- creditation,implementing several technology systems that have increased officer efficiency and expand- ing training leadership and technical trainings. The six strategic priorities: 1. Focus on effective use of data and technology 2. Strengthen community and City relations and partnerships 3. Enhance the professionalism of the department 4. Strengthen our leadership system 5. Build a high engagement culture Build a responsive organization structure that assures efficient and effective deployment of resources Each priority includes key objectives and performance indications that will move the Department clos- er to our vision: Tigard Police are the guardians of the community. We are an engaged, resilient and progressive department working to make Tigard safer and more livable. COMMUNITY SERVICES-PAGE 103 DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES OBJECTIVE MEASURE FY 17-18 FY 18-19 FY 19-20 FY 20-21 ACTUAL ACTU- REVISED TARGET ALS Department Dispatched (911) calls 24,500 for service 21,106 22,454 23,193 Department Self-initiated calls 20,000 19,710 20,028 16,617 Department Total calls for service 44,500 40,816 42,482 39,810 City / Depart- Online Reporting cases o ment n/a n/a n/a 10% / 200 Stewards of Average Response public trust Times in minutes: 6:18 6:14 6:11 6:11 Emergency Response calls (minutes:seconds) Department Criminal cases as- signed / cleared by de- n/a n/a 164 / 80 200 / 100 tectives ? OLICJ Ili • � - TIARD OR PAGE 104-CITY OF TIGARD POLICE ADMINISTRATION BUDGET UNIT: 4000 PROGRAM DESCRIPTION: The Administration Division carries out the mission and vision of the Police Department through strategic management.The division is dedicated to continuously evaluating the structure,strategies, and programs of the Police Department in light of crime trends and resource levels as well as, maintaining,and furthering strategic relationships with other government agencies. Roles and duties include: •Police Chief •Business management •Administrative support •Public information and community engagement The Chief is accountable for the overall success of the department by providing strategic direction and overseeing all departmental functions and activities. The Chief officially represents the department internally with the City Manager and Council and externally with partner jurisdictions and outside agencies. Specifically,the Chief manages two sworn division commanders for the operational and investigations/services aspects of the department,the nonsworn Confidential Executive Assistant and the Business Manager. The Chief fosters cooperative working relationships among city departments as well as external private and public agencies within the region. The Executive Assistant to the Chief of Police provides executive level administrative support as well as administers and manages several department-wide processes and programs.These efforts include assisting the department's coordination with Human Resources on the sworn and non-sworn hiring processes,the Special Event Permits,Social Gaming and OLCC licenses and the City of Tigard Municipal intrusion alarm permit program. The Public Information Officer (PIO) and the Community Engagement Program Coordinator work closely with both traditional and social media daily to disseminate timely and accurate information regarding the actions and plans of the Tigard Police.They also coordinate citizen involvement events including the Neighborhood Watch,the Safety Academy,National Night Out,Coffee-with-a-Cop, Landlord Training forums as well as,"Chat with the Chief",community outreach events. The Business Manager provides financial and specialized administrative support to the Chief and division commanders.The Business Manager coordinates the preparation of the department's annual budget,facilitates the acquisition of equipment and professional services,applies for and manages grant funds and monitors the department's overall financial health. COMMUNITY SERVICES-PAGE 105 POLICE ADMINISTRATION BUDGET UNIT: 4000 PROGRAM RESULTS: As a result of the passage of Tigard's Levy in May 2020, the following positions have been added to the Police Department budget:Eight(8.0 FTE)Police Officers assigned to Patrol;One(1.0 FTE) Police Officer assigned as a School Resource Officer;One(1.0 FTE)Records Specialist and one(1.0 FIE)Property and Evidence Specialist.Additionally,the levy has funded training for all sworn officers in advanced crisis intervention and de-escalation to address increased mental health crisis. These additions to the Police Department budget are to support the following outcomes: •Reduced emergency response times •Additional officers to respond to multiple emergencies at the same time •Increased patrol operations and follow-up •Additional resources to address school safety The Police Department will be tracking its progress on hiring and training and reporting to the public as milestones have been reached. All members of the department are stewards of the public's trust.We demonstrate this in our daily actions as we are guided by the common principles of our mission,vision,priorities and values: MISSION To protect and serve all who live,play and work in Tigard. VISION Tigard Police are the guardians of the community.We are an engaged,resilient and progressive department working to make Tigard safer and more livable. Strategic Priorities •Focus on effective use of data and technology •Strengthen community and city relations and partnerships •Enhance the professionalism of the department • Strengthen our leadership system •Build a high engagement culture •Build a responsive organization structure that assures efficient and effective deployment of resources CORE VALUES Attitude—Leadership—Integrity—Service-Teamwork We are committed to building upon these successes as we work to support the city's overall vision toward becoming"The most walkable communiy in the Pacific Northwest where people of all ages and abilities enjoy healthy and interconnected lives." PAGE 106-CITY OF TIGARD POLICE ADMINISTRATION BUDGET UNIT: 4000 FULL-TIME EQUIVALENT POSITIONS 2017-2018 2018-2019 2019-2020 2020-2021 Police Chief 1.00 1.00 1.00 1.00 Confidential F•xecutive Assistant 1.00 1.00 1.00 1.00 Public Information Officer 1.00 1.00 1.00 1.00 Business Manager 1.00 1.00 1.00 1.00 Community Engagement Coordinator 1.00 1.00 1.00 1.00 Total FTE 5.00 5.00 5.00 5.00 • ti_ - • 4 10)+ 4 N `...—.'i:ll ' TIGA t •tel. ' •.;7d jA1` %" I - ail • ` 1"."1?- * w _•6 ii PI ! 1;` - - w �rj ti . .- y 14 -,iii+ , ,. Opt 1__ i aim ti. 4 - 4 It ,, :I /. J ._ 41110R4 , . „ ..., ..,.... , Police Officer hosting children at the Community Emergency Preparedness Fair. COMMUNITY SERVICES-PAGE 107 POLICE ADMINISTRATION BUDGET UNIT: 4000 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 5.00 5.00 5.00 Total FTE 5.00 5.00 5.00 385,340 467,336 490,023 51001-Salaries-Management 493,916 493,916 506,758 3.4% O 0 0 51005-Part Time-Temporary 0 0 0 0.0% 16,906 14,380 25,875 51006-Overtime 27,000 27,000 27,000 4.3% 402,246 481,716 515,898 Total Personnel Services-Salaries 520,916 520,916 533,758 3.5% 404 483 517 52001-Unemployment 522 522 525 1.5% 8,219 9,756 10,532 52002-Worker's Compensation 5,692 5,692 5,733 -45.6% 31,045 36,257 39,466 52003-Social Security/Medicare 39,859 39,859 40,131 1.7% 3,024 3,666 3,888 52004-Tri-Met Tax 3,874 3,874 3,901 0.3% 56,122 79,852 87,025 52005-Retirement 92,926 92,926 93,567 7.5% 2,439 3,046 3,300 52007-VEBA-ER 3,000 3,000 3,000 -9.1% 281 319 2,319 52008-Life Ins/ADD/LTD 2,695 2,695 2,695 16.2% 1,110 1,447 0 52009-Long Term Disability 0 0 0 0.0% 42,206 53,208 68,137 52010-Medical/Dental/Vision 66,656 66,656 66,656 -2.2% 4,648 5,972 0 52011-Dental Benefits 0 0 0 0.0% 149,498 194,006 215,184 Total Personnel Services-Benefits 215,224 215,224 216,208 0.5% 4,324 2,879 5,000 53001-Office Supplies 6,000 6,000 6,000 20.0% 4,714 2,541 0 53002-Small Tools&Equipment 0 0 0 0.0% 3,352 3,843 5,000 53003-Fuel 7,100 7,100 7,100 42.0% 1,922 0 1,000 53006-Technology Equipment under$5,000 0 0 0 -100.0% 14,312 9,263 11,000 Total Supplies 13,100 13,100 13,100 19.1% 19,186 11,966 30,850 54001-Professional/Contractual Services 29,100 29,100 29,100 -5.7% 13,450 7,727 10,929 54006-Software License and Maintenance 10,935 10,935 10,935 0.1% 70 0 2,000 54101-R&M-Facilities 2,000 2,000 2,000 0.0% 3,140 4,046 10,000 54113-R&M-Vehicles 5,000 5,000 5,000 -50.0% O 0 1,000 54114-R&M-Office Equipment 1,000 1,000 1,000 0.0% 4,471 4,961 5,000 54205-Utilites-Phone/Pager/Cells 5,000 5,000 5,000 0.0% 224 525 3,500 54300-Advertising&Publicity 2,500 2,500 2,500 -28.6% 1,483 3,103 1,250 54301-Fees and Charges 3,150 3,150 3,150 152.0% 2,022 841 1,945 54302-Dues&Subscriptions 1,845 1,845 1,845 -5.1% 10,978 5,439 21,000 54303-Professional Development 21,000 21,000 21,000 0.0% O 0 1,700 54309-Rents and Leases 1,700 1,700 1,700 0.0% 9,917 10,720 17,700 54311-Special Department Expenses 17,100 17,100 17,100 -3.4% 64,941 49,326 106,874 Total Services 100,330 100,330 100,330 -6.1% 34,445 440 0 56003-Vehicles 0 0 0 00% 766 917 0 56004-Computer Hardware and Software 0 0 0 0.0% 35,211 1,357 0 Total Capital Improvement 0 0 0 0.0% PAGE 108-CITY OF TIGARD POLICE ADMINISTRATION BUDGET UNIT: 4000 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 39,842 5,691 16,947 58100-Indirect Charges-City Management 12,385 12,385 12,385 -26.9% 22,813 15,954 19,086 58110-Indirect Charges-Human Resources 21,143 21,143 21,143 10.8% 14,300 4,173 8,473 58120-Indirect Charges-Risk Management 9,266 9,266 9,266 9.4% 32,447 7,464 16,127 58130-Indirect Charges-Office Services 13,519 13,519 13,519 -16.2% 16,716 18,227 5,102 58150-Indirect Charges-Records 5,070 5,070 5,070 -0.6% 15,000 3,238 6,191 58160-Indirect Charges-City Attorney 6,688 6,688 6,688 8.0% 2,676 4,010 12,159 58200-Indirect Charges-Finance 6,061 6,061 6,061 -50.2% Administration 32,923 19,464 20,810 58210-Indirect Charges-Financial Operations 22,982 22,982 22,982 10.4% 136,453 634,842 618,736 58230-Indirect Charges-Technology 621,545 886,215 621,545 0.5% 1,709 1,384 1,097 58250-Indirect Charges-Contracts and 908 908 908 -17.29/0 Purchasing 2,914 14,461 18,662 58630-Indirect Charges-Fleet Maintenance 17,649 17,649 17,649 -5.4% 71,614 83,198 98,332 58640-Indirect Charges-Property 86,529 86,529 86,529 -12.0% Management 389,407 812,107 841,722 Total Internal Services 823,745 1,088,415 823,745 -2.1% 1,055,615 1,547,774 1,690,678 Total Police Administration 1,673,315 1,937,985 1,687,141 -0.2% k ilk Police Levy Fund As a result of the passage of Measure 34-295 in May 2020, the City of Tigard property taxes will in- crease by $0.29 / $1,000 assessed value in order to fund additional staffing, support and training in the Police Department. This fund will separately account for the revenues related to the levy and the ex- penditures related to the hiring of eight (8.0) Police Officers assigned to Patrol, one (1.0) Police Officer assigned as a School Resource Officer, one (1.0) Records Specialist and one (1.0) Property & Evidence Specialist, as well as the city-wide resources, supplies and equipment needed to support these functions. The fund will also capture expenditures related to the crisis intervention and de-escalation training for all sworn officers. FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 Total FTE 0.00 0.00 0 0 0 58230-Indirect Charges-Technology 0 0 264,670 100.0% 0 0 0 Total Internal Services 0 0 264,670 100.0°o Total Police Administration 0 264,670 100.0% COMMUNITY SERVICES-PAGE 109 POLICE OPERATIONS BUDGET UNIT: 4100 PROGRAM DESCRIPTION: The Operations Division Commander designs and implements plans for proactive anticrime,traffic safety patrols,public service,and administrative support activities for all day-to-day operations and emergency responses. The Commander formulates policies,goals and objectives and administers the department's budget.The primary duties of the Commander include day-to-day management of the Operations Division,including the coordination of activities with other city departments and law enforcement agencies.The Commander fosters cooperative working relationships among city departments as well as external agencies and provides professional assistance to the Chief,serving as second in command when designated. The Operations Division is responsible for follow-up investigation of misdemeanor,traffic crimes, and certain felony crimes. This division is comprised of uniformed Patrol,Traffic Safety Officers and Canine Unit. Patrol is the backbone of any police department,deploying first responders to calls for service and emergencies.As a result of the passage of the Police operating levy and addition 8 additional officers, the Patrol division now consists of 42 officers and six patrol sergeants working in three shifts providing coverage 24 hours a day,365 days a year. When not responding to calls for service, officers proactively patrol the city to enforce traffic safety laws,deter and apprehend those committing crimes,and to connect with citizens and business owners in community-based policing efforts that work toward the District Officer concept. The practice of assigning officers to districts over a long period of time enhances their knowledge of geographic specific problems related to safety and security of Tigard's neighborhoods. Current staffing levels have greatly constrained the department's ability to deploy this approach consistently. The department has one sergeant and up to four outsourced officers assigned to TriMet as part of the interagency Transit Police Division. Transit officers patrol bus,MAX and WES lines throughout the Portland metropolitan TriMet region.The salaries and benefits of these positions are fully reimbursed by TriMet. Patrol also includes the Reserve Officer program,which is comprised of volunteer officers who are trained and certified to supplement patrol officer efforts as directed.The program primarily focuses on a bridge for volunteers who have aged out of the Cadet program.The revamped program provides continuity with the department while participants gain additional life experience and ensuring that their law enforcement skills do not diminish.Three current patrol officers are former Cadets and several officers and supervisors are former Reserve Officers. Traffic Safety Unit is comprised of one sergeant,and three motorcycle officers who focus almost exclusively on making Tigard's roadways safe for residents and visitors alike by enforcing state and local traffic laws and providing a visible deterrence to poor driving habits.Additionally,a fourth Traffic Officer,funded by photo enforcement revenues,will be hired during the year to support afternoon and evening traffic enforcement.The Traffic officers are all trained to investigate and determine causal factors for crashes that occur on the roadway,with specialized skills including reconstruction and analysis of roadway and driving conditions. Officers conduct focused enforcement campaigns throughout the year,including school zone and crosswalks,safety belt and distracted driving,impaired driving and speeding,in addition to regularly patrolling the city's arterials, corridors and highways.The unit is supported by two non-sworn Community Service Officers who PAGE 110-CITY OF TIGARD POLICE OPERATIONS BUDGET UNIT: 4100 assist with parking enforcement,traffic control,abandoned vehicles, equipment procurement and special events logistics.Tigard's photo enforcement program is managed within the Traffic Unit. Traffic safety has long been a significant issue for Tigard residents and commuters.Due to traffic volumes,police officers are not able to impact driver behavior as effectively as photo traffic enforcement,particularly at certain locations.Logistically,conducting traffic stops along Pacific Highway can increase traffic congestion and presents safety concerns for officers and drivers on a busy road.Technology is the viable solution in the effort to create safer intersections in Tigard. City Council has been exploring photo traffic enforcement options since 2010.In order to determine where technology would have the most effective impact,the City conducted several traffic studies which considered traffic volume,violation counts and crash data.After reviewing the results of a community survey which indicated strong resident support for photo enforcement,the City identified the following three major intersections along Pacific Highway(99W) for camera installation: • Hall Blvd • Durham Road • 72nd Avenue All three intersections detect red light violations. Starting July 1,2020,the intersections at Hall Blvd and at 72nd Avenue will also detect speed violations. PROGRAM RESULTS: The Operations Division carries out the mission,vision and goals of the Police Department by: • Providing rapid response to Priority 1 and 2 emergency calls for service as well as non- emergency responses to routine calls for service • Problem solving and addressing community concerns and working in partnership with citizens, businesses and neighboring agencies Responding to emergency calls and engaging in community policing(self-initiated calls) are the most direct ways that we interact with and are evaluated by the public.As the City of Tigard continues to grow,our ability to deliver these services has become constrained. Response times for calls for service are expected to continue increasing as a result of increased population and geography (annexation) The department continues to see increases in calls for service regarding societal and quality of life issues;as of 2019 societal calls made up just over 60%of call types officers responded to—other call types include person,property or traffic related calls.Calls related to issues surrounding homelessness,mental illness and drug addiction all fall under the banner of"behavior health incidents".When an officer responds an incident and believes that the person is a potential threat to themselves or the community,the individual may need to be transported to a mental health facility for emergency evaluation and intervention.An officer may be off the road for up to three hours for each of these instances. Officers'availability to conduct self-initiated calls and implement`community policing projects' continues to diminish. Self-initiated calls,the cornerstone of Problem Oriented Policing,include any proactive action an officer takes in order to evaluate and address community concerns in a timely manner before they develop into more serious problems. Examples include traffic stops,trail and pathway patrols, security checks and other livability issues. Problem Oriented Policing projects are often created in order to help a neighborhood address livability issues such as chronic nuisance locations which can negatively impact neighborhood safety as well as place a drain on city resources. COMMUNITY SERVICES-PAGE 111 POLICE OPERATIONS BUDGET UNIT: 4100 FULL TI 'EOUII ALENT POSITIONS 2017-2018 2018-2019 2019-2020 2020-2021 Police Cc ninandei 1.00 1.00 1.00 1.00 Police Lieutenant 2.00 2.00 2.00 2.00 Police Sergeant 6.00 8.00 8.00 8.00 Police Officer 43.00 42.00 42.00 51.00 Community Service Officer 2.00 2.00 2.00 2.00 Total 1-1'1'± 54.00 55.00 35.00 64.00 Hell means Watch your 47 ....,,,,,,,,,,,,,::::, _..„... ' S 1U ' ...", 010Hr;: -.,::--::::.--i.; ,,,,,,,,,,,, I ,:::.:...:.:.:........................................ ,...:::::....,,,,,,,,,,,,,, ,›..,,,... ____ _.:___ ,, , SPEED 4OLICC L 4o 80 (so 1 M® SAFETY FIRST 20 MPH TIGARD iim OR . • • NFORCEMENT 70 PAGE 112-CITY OF TIGARD POLICE OPERATIONS BUDGET UNIT: 4100 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 54.00 55.00 55.00 Tota1P IE 58.00 66.00 56.00 999,008 1,114 018 1,276,001 51001-Salaries-Management 1,238,602 1,238,602 1,270,806 -0.4% 2,933,651 2,957,922 3,334,295 51003-Salaries-Police 3,617,058 4,146,922 3,456,040 3.7% 380,008 356,767 571,650 51006-Overtime 581,536 674,356 581,536 1.7% 276,520 241,513 305,175 51007-Incentive Pay 322,357 355,474 322,357 5.6% 4,589,187 4,670,219 5,487,121 Total Personnel Services-Salaries 5,759,553 6,415,354 5,630,739 2.6% 4,592 4,675 5,480 52001-Unemployment 5,776 6,384 5,652 3.1% 146,779 152,140 185,578 52002-Worker's Compensation 114,297 134,697 112,225 -39.5% 345,847 353,541 416,532 52003-Social Security/Medicare 440,607 486,935 431,145 3.5% 34,389 35,478 41,249 52004-Tri-Met Tax 42,837 47,405 41,917 1.6% 1,009,847 1,045 612 1,429,611 52005-Retirement 1,527,331 1,670,371 1,492,262 4.4% 44,304 43,078 49,200 52007-VEBA-ER 48,900 56,100 47,100 -4.3% 2,564 2,432 7,191 52008-Life Ins/ADD/LTD 11,757 12,749 11,509 60.0% 6,179 6,195 0 52009-Long Term Disability 0 0 0 0.0% 805,097 750,965 976,400 52010-Medical/Dental/Vision 996,882 1,156,882 951,733 -2.5% 90,185 85,556 0 52011-Dental Benefits 0 0 0 0.0% 2,489,783 2,479,671 3,111,241 Total Personnel Services-Benefits 3,188,387 3,571,523 3,093,543 -0.6% 16,646 13,679 14,125 53001-Office Supplies 14,200 14,200 14,200 0.5% 32,554 39,219 106,350 53002-Small Took&Equipment 112,750 182,138 112,750 6.0% 85,860 90,779 100,000 53003-Fuel 122,500 174,927 122,500 22.5% 45,572 37,379 43,200 53005-Ammunition and Range Supplies 43,200 43,200 43,200 0.0% 157,754 292,034 68,545 53006-Technology Equipment under$5,000 73,865 115,665 73,865 7.8% 338,386 473,090 332,220 Total Supplies 366,515 530,130 366,515 10.3% 35,321 64,363 468,300 54001-Professional/Contractual Services 469,900 509,900 469,900 0.3% 0 0 5,000 54003-Legal Fees 4,000 4,000 4,000 -20.0% 23,975 33,296 53,050 54006-Software License and Maintenance 57,405 57,405 57,405 8.2% 3,023 0 9,500 54101-R&M-Facilities 1,000 1,000 1,000 -89.5% 79,655 95,352 85,000 54113-R&M-Vehicles 95,000 95,000 95,000 11.8% 0 0 1,000 54114-R&M-Office Equipment 1,000 1,000 1,000 0.0% 43,172 48,924 58,000 54205-Utilites-Phone/Pager/Cells 58,000 58,000 58,000 0.0% 106 356 0 54300-Advertising&Publicity 0 0 0 0.0% 8,379 10,638 16,100 54301-Fees and Charges 18,100 18,100 18,100 12.4% 718 1,040 2,400 54302-Dues&Subscriptions 2,325 2,325 2,325 -3.1% 30,660 27,418 49,500 54303-Professional Development 49,600 58,796 49,600 0.2% 1,276 1,286 2,000 54306-Credit Card Fees 2,100 2,100 2,100 5.0% 69,527 32,717 72,500 54311-Special Department Expenses 70,700 101,214 70,700 -2.5% 295,812 315,390 822,350 Total Services 829,130 908,840 829,130 0.8% 323,732 210,312 305,100 56003-Vehicles 285,000 383,374 285,000 -6.6% 323,732 210,312 305,100 Total Capital Improvement 285,000 383,374 285,000 -6.6% COMMUNITY SERVICES-PAGE 113 POLICE OPERATIONS BUDGET UNIT: 4100 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 209,742 75,406 166,128 58100-Indirect Charges-City Management 135,540 149,103 135,540 -18.4% 159,690 159,793 197,368 58110-Indirect Charges-Human Resources 217,466 274,204 217,466 10.2% 215,182 85,558 121,484 58120-Indirect Charges-Risk Management 137,714 147,632 137,714 13.4% 24,484 98,898 174,177 58130-Indirect Charges-Office Services 148,708 177,200 148,708 -14.6% O 6,770 55,099 58150-Indirect Charges-Records 55,768 60,267 55,768 1.2% O 42,909 66,868 58160-Indirect Charges-City Attorney 125,565 131,024 125,565 87.8% 16,800 171,103 80,233 58200-Indirect Charges-Finance 71,176 77,727 71,176 -11.3% Administration 113,598 95,325 101,895 58210-Indirect Charges-Financial Operations 113,053 121,372 113,053 11.0% 257,066 92,815 79,315 58230-Indirect Charges-Technology 89,161 95,637 89,161 12.4% 11,683 5,074 4,023 58250-Indirect Charges-Contracts and 7,870 8,199 7,870 95.6% Purchasing 108,295 202,463 261,269 58630-Indirect Charges-Fleet Maintenance 264,729 286,059 264,729 1.3% 248,648 230,910 272,915 58640-Indirect Charges-Property 317,592 339,871 317,592 16.4% Management 1,365,188 1,267,024 1,580,774 Total Internal Services 1,684,342 1,868,295 1,684,342 6.6% 9,402,088 9,415,707 11,638,806 Total Police Operations 12,112,927 13,677,516 11,889,269 di A small portion of the three Police divisions (Administration, Operations and Support Services) are funded from asset forfeiture proceeds,which are primarily derived from the seizure of property used in criminal activity. Resources received from the federal government are part of a cost-sharing formula governed by the U.S. Department of Justice. Each separate revenue source (Federal Justice, Federal Treasury and Local) must be accounted for separately and have strict spending guidelines. The fund is subject to federal audit standards. The following schedules comprise the Police use of the Forfeiture Fund. FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 Total FTE O 35,390 10,000 53002-Small Tools&Equipment 50,000 50,000 50,000 400.0% O 12,943 0 53006-Technology Equipment under$5,000 0 0 0 0.0% O 48,333 10,000 Total Supplies 50,000 50,000 50,000 400.0% O 31,857 0 54001-Professional/Contractual Services 0 0 0 0.0% O 5,000 0 54006-Software License and Maintenance 0 0 0 0.0% O 36,857 0 Total Services 0 0 0 0.0% O 0 0 58100-Indirect Charges-City Management 825 825 825 100.0% O 893 77 58200-Indirect Charges-Finance 386 386 386 401.3% Administration O 893 77 Total Internal Services 1,211 1,211 1,211 147/7% O 86,083 10,077 Total Forfeiture-Local 51,211 51,211 408.2° PAGE 114-CITY OF TIGARD POLICE OPERATIONS BUDGET UNIT: 4100 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 Total FTE O 4,316 55,000 53002-Small Tools&Equipment 225,000 225,000 225,000 309.1% O 0 0 53006-Technology Equipment under$5,000 0 0 0 0.0% O 4,316 55,000 Total Supplies 225,000 225,000 225,000 309.1% O 9,071 0 54303-Professional Development 0 0 0 0.0% O 0 50,000 54311-Special Department Expenses 0 0 0 -100.0% O 9,071 50,000 Total Services 0 0 0 -100.0% O 0 0 58100-Indirect Charges-City Management 34 34 34 100.0% O 0 741 58200-Indirect Charges-Finance 917 917 917 23.8% Administration O 0 741 Total Internal Services 951 951 951 28.3% Total Forfeiture-justice 225,951 225,951 225,951 113.7% FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 Total FTE O 0 35,000 53002-Small Tools&Equipment 0 0 0 -100.0% O 0 35,000 Total Supplies 0 0 0 -100.0% O 0 247 58200-Indirect Charges-Finance 84 84 84 -66.0% Administration O 0 247 Total Internal Services 84 84 84 -66.0% Total Forfeiture-Treasury 84 -99.8% COMMUNITY SERVICES-PAGE 115 POLICE OPERATIONS BUDGET UNIT: 4100 Police Levy Fund As a result of the passage of Measure 34-295 in May 2020, the City of Tigard property taxes will in- crease by $0.29 / $1,000 assessed value in order to fund additional staffing, support and training in the Police Department. This fund will separately account for the revenues related to the levy and the ex- penditures related to the hiring of eight (8.0) Police Officers assigned to Patrol, one (1.0) Police Officer assigned as a School Resource Officer, one (1.0) Records Specialist and one (1.0) Property & Evidence Specialist, as well as the city-wide resources, supplies and equipment needed to support these functions. The fund will also capture expenditures related to the crisis intervention and de-escalation training for all sworn officers. FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 Total FTE 0.00 8.00 O 0 0 51003-Salaries-Police 0 0 529,864 100.0% O 0 0 51006-Overtime 0 0 92,820 100.0% O 0 0 51007-Incentive Pay 0 0 33,117 100.0% O 0 0 Total Personnel Services-Salaries 0 0 655,801 1000% O 0 0 52001-Unemployment 0 0 608 1000% O 0 0 52002-Worker's Compensation 0 0 20,400 100.0% O 0 0 52003-Social Security/Medicare 0 0 46,328 100.0% O 0 0 52004-Tri-Met Tax 0 0 4,568 100.0% O 0 0 52005-Retirement 0 0 143,040 100.0% O 0 0 52007-VERA-ER 0 0 7,200 1000% O 0 0 52008-Life Ins/ADD/LTD 0 0 992 100.0% O 0 0 52010-Medical/Dental/Vision 0 0 160,000 1000% O 0 0 Total Personnel Services-Benefits 0 0 383,136 100.0% O 0 0 53002-Small Tools&Equipment 0 0 69,388 1000% O 0 0 53003-Fuel 0 0 52,427 100.0% O 0 0 53006-Technology Equipment under$5,000 0 0 41,800 100.0% O 0 0 Total Supplies 0 0 163,615 100.0% O 0 0 54001-Professional/Contractual Services 0 0 40,000 1000% O 0 0 54303-Professional Development 0 0 9,196 100.0% O 0 0 54311-Special Department Expenses 0 0 30,514 100.0% O 0 0 Total Services 0 0 79,710 1000% O 0 0 56003-Vehicles 0 0 98,374 1000% O 0 0 Total Capital Improvement 0 0 98,374 100.0% O 0 0 58100-Indirect Charges-City Management 0 0 13,563 100.0% O 0 0 58110-Indirect Charges-Human Resources 0 0 56,738 100.0% O 0 0 58120-Indirect Charges-Risk Management 0 0 9,918 1000% O 0 0 58130-Indirect Charges-Office Services 0 0 28,492 1000% O 0 0 58150-Indirect Charges-Records 0 0 4,499 100.0% O 0 0 58160-Indirect Charges-City Attorney 0 0 5,459 100.0% O 0 0 58200-Indirect Charges-Finance 0 0 6,551 1000% Administration O 0 0 58210-Indirect Charges-Financial Operations 0 0 8,319 100.0% O 0 0 58230-Indirect Charges-Technology 0 0 6,476 100.0% O 0 0 58250-Indirect Charges-Contracts and 0 0 329 1000% Purchasing O 0 0 58630-Indirect Charges-Fleet Maintenance 0 0 21,330 100.0% O 0 0 58640-Indirect Charges-Property 0 0 22,279 100.0% Management O 0 0 Total Internal Services 0 0 183,953 1000% Total Police Operations X 0 1,564,589 100.0% PAGE 116-CITY OF TIGARD POLICE SUPPORT SERVICES BUDGET UNIT: 4200 PROGRAM DESCRIPTION: The Services Division Commander directs the planning,organizing,management and oversight for the investigative and strategic objectives of the division and the department as assigned by the Chief of Police. Supported by a mid-level manager in the administration of the Services division and providing oversight of professional standards,policy review and development,hiring,promotions and positional selections,all facets of training,audit and inspection functions,and emergency management for the department.The Commander fosters cooperative working relationships among city departments as well as external partner agencies and provides professional assistance to the Chief,sewing as second in command when designated. This division is comprised of sworn and non-sworn professional staff as detailed below. Criminal Investigations Unit(CIU).The five detectives and sergeant in the CIU primarily investigate serious crimes against persons including investigations of all manners of death,assault, arson in collaboration with fire investigators,sex abuse,child abuse,hate crime,elder abuse,rape, pattern burglary,major theft,fraud and computer crimes,as well as cases that require specialized training and experience. The CIU detectives are assigned other criminal investigations that are beyond the abilities of the patrol officers do to their scope,duration and/or complexity. Commercial Crimes Unit(CCU).The three detectives and sergeant in CCU use a team-oriented policing partnership specifically addressing commercial and business crimes,particularly in the expanding occurrences of organized retail crime. CCU meets this objective by conducting focused, proactive investigations;providing training and educational opportunities to local businesses,and working directly with business owners to reduce their security risks. In addition to the full time detectives assigned to CCU,the department has an out-sourced detective working as a federally commissioned Task Force Officer with a regional interagency team: Drug Enforcement Administration's regional task force. Crime Analysis.The Crime Analyst researches,collects and analyzes timely information to assist officers and detectives detecting crime patterns and solving crimes within the city and throughout the region. The Crime Analyst supports management's efforts to allocate resources appropriately and effectively by providing tactical and strategic analysis. The analyst collaborates with law enforcement partners to ensure regional anti-crime efforts are coordinated through information sharing. School Resource Officers (SROs).The SROs serve the Tigard-Tualatin School District.With the passage of the Police Levy,the Police Department has been able to add an additional SRO for three (3.0)total—1.0 FTE dedicated to Tigard High School and 2.0 FTE assigned to the middle schools and elementary schools-by visibly interacting with staff and students in the high school,and the middle schools taking the lead on any criminal matters,also providing a visible presence at certain after-school events.The SROs provide investigative assistance to the Operations Division on matters involving schools,investigate reports of child abuse and neglect,and conduct follow-up investigations relating to school-age missing persons.SROs teach child safety and informational classes as requested,participate in behavioral and conduct early intervention meetings led by the school staff,and guide post incident reunification.The SROs also manage the department's Cadet Program which provides young people between the ages of 16 and 20 the opportunity to volunteer and explore a potential career in law enforcement. COMMUNITY SERVICES-PAGE 117 POLICE SUPPORT SERVICES BUDGET UNIT: 4200 Records Management Unit(RMU).The unit supervisor ensures the five specialists support sworn personnel by providing timely information used in the apprehension and prosecution of criminals. Records specialists process internal and external records requests as well as manage data with various law enforcement records management systems,processing traffic citations,field interrogations cards, false alarm notifications,incident cards and liquor license applications.The records management unit also conducts records retention reviews,release of records,and destruction of public records in- compliance with applicable laws and policies. The unit supervisor ensures the departments'members meet all required training and credential changes for the various criminal and motor vehicle access points,and compliance with Criminal Justice Information System standards. The RMU is the store front of the police department,and endeavors to serve the citizens in a professional and informative manner whether by phone,electronically or in person at the counter. Property and Evidence section.The two specialists record and maintain the chain of custody for evidence and found property,ensuring the proper release of items to owners,and manage the destruction of evidence per statute of limitations and court orders.The unit supports all sworn personnel with the release of evidence for court presentations. PROGRAM RESULTS:. The Services Division's goal is to fully support the enforcement operations of the department. Support is provided directly by investigating complex or pattern crimes, storing,retaining and processing evidence and departmental records,providing focused analytical support,other administrative and specialized support. During the FY 2019-20 budget year,the Services Division accomplished the following department- wide initiatives: •Implemented additional functionality to the Police Records Management System •Maintained department accreditation through the Oregon Accreditation Alliance •Implemented an on-line police reporting system for citizens •Implemented STOP data collection and assessment The department continues to focus on leveraging data and technology to increase efficiency and effectiveness.Toward that end, Services staff has recommended key performance indicators that are being evaluated to allow the Chief an assessment of resource allocation to meet the needs of the growing community and changes in crime patterns regionally. FULL PLITE EOIJIVALENT PosITIcws 2017-201S 2018-2019 2019-2020 2020-2021 Police Commander 1.00 1.00 1.00 1.00 Police Lieutenant 2.00 1.00 1.00 LOU Police Sergeant 3.00 2.00 2.00 2.00 Police Officer 13.00 11.00 11.00 12.00 Police Records Supervisor 1.00 1.00 1.00 1.00 Crime Analyst 1.00 1.00 1.00 1.00 Police Services Administrative Specialist 0.00 0.00 1.00 1.00 Police Records Specialist 5.00 5.00 5.00 6.00 Property Evidence Specialist 2.00 2.00 2.00 3.00 Youth Services Program Specialist 0.50 0.50 0.00 0.00 Detective Secretary 1.00 1.00 0.00 0.00 Total_LITE 29.50 25.50 25.00 28.00 PAGE 118-CITY OF TIGARD POLICE SUPPORT SERVICES BUDGET UNIT: 4200 F-2015 F4-2)19 Fi 2020 2021 2021 2021 Adopted v9-. Actual Actual Revised budget Resource Summary P pose Approved Adopted FY20 2930 2336 2506 Tot!1FEE 2330 2600 2306 790,433 6085335 687,185 51001-Salzies-51333.3gemmt 656,390 60.9.330 673,364 -209,6 1,434.'19 1,311199 1,3<B^,9.41 51003-Salaries-Police 1,213,827 1.31,753 1,3:4,843 33% 8,811 13933 .M.,11175 51005-Parr Time-Tempox a} 30,008 3000 30,060 13.v.-6 227,029 164225 334,612 51466-Oc+r0+e 2-5,1420 281,745 2-3,424242 -13519,6 211,770 180965 190,791 51017-laceative Pay 171,821 1755,925 171521 -9.96 25672,314 7,11;678 2539,174 Total Pa so®r1Serrice -Sabssa 4346,968 2,513,743 25250E0 -1.311% 20514 2,274 4065 52001-Lnemplo meat 4317 2544 2533 47316 64,874 365830 69,993 57002-'Worker's Camper.mon 41,378 441031 44,364 56346 260465 170936 195,815 52003-Sod al SecuutyAMedicare 181,437 194,380 194,917 47346 35,101 17,235 19,353 52004-Tri-Met Taa 17,644 13909 18,954 -19!% 362,621 469127 596,529 520115-Rehremen% 371,1229 3953-43 619,54 39% 24,336 20873 21,900 530117-VFBA-ER 18,900 21,600 20,700 -5346 1,443 1,111 3,927 man-Life Lm/ADD/LTD 5,342 31,870 3.590 421% 3,095 4117 0 64109-Long TermDsoli.0ty 0 0 0 009-6 443,942 391573 494.634 5.010-Medical/Dirotsin V1s. 434460 514,668 499,817 LOIS 51,423 43,171 Cl 52011-DrzYal Hmefat. 0 0 0 009-6 153-,806 1,171'7486 1,401.065 Total Pecs o ,elSexcires-Benefits 1,22.095 1,460364 1,406.349 01% 14,310 205817 23,100 53001-Office Supplies 21,600 21,600 21,676 6346 35,313 22018 35,520 53902-Small Tool;SE Eglipmert 33500 43633 33,503 -36.-i 21,864 24834 35,000 53063-Ft 1 34,060 29,135 34,006 -2576 2.2011 0 13,006 530116-Terboology Slupmert':oder$3000 15,000 "1r P-. 159806 009.6 73,07 635671 106,600 Total S'applir~ 95,100 119,613 95,106 -11-336 736,509 751,590 804,914 54901-Profits ionalfCeatractu11 Services 781.'38 713231 786228 -21% o 3591E 0 54003-Leg 31 Fees 0 0 0 009-6 39,437 48,166 39533 54006-Safttexe Lic mos e usd llaiuenane 64,38 64,730 64,30 939.6 O 36 0 54101-R&AS-Fad&ties 0 0 0 009-6 23,476 28544 35,000 54113-K&A[-Veffida 3. 3502 3500 -90.0:,6 O 0 1,006 54114-R 1E M-O5iceE ui e t 1,000 1,006 1,000 00'S 16,541 10,532 30,006 54355-utilires-Phone/Pug a f Celts 20500 203110 33506 -32336 241 143 1,006 543091-Adrt sing S Publicity 1,000 1,006 1,006 00% 2016 1,40 1,100 54301-Fee:mod Charges 1560 1,500 1560 3.649% 954 1,611 2,251 54302-Iia Se Subscriptions 2,375 2371 2,375 14246 34,710 144622 44,006 54303-Profession31 DeveLeprnant 42,000 43,673 42,000 X336 29,145 34,815 38,406 543119-Keats and Leaser 43,220 43=0 43.220 12306 13,465 13,934 21,600 54311-Special Deposvner.10 peaces 19,6050 34,343 19,650 -612&6 916,704 900995 1,031539 Total Sasices 987,693 1,004,399 96,693 -4946 31,37 39.315 34,106 56003-Vet¢ 1 0 0 0 -1000.-6 618 4113 0 560114-C i+e*Hudwze mil Saftarme 0 0 0 009,6 3.:,333 41,630 34,100 Total C3.pitallmprocerle64 0 0 0 -100.0!% 1M.,634 49797 96,810 51100-i.,..tisert Chasers-Cir}hiatig mere 71."10 74440 71,210 -2419-6 9;,861 98,789 90,153 51110-I irect Chug.-Hwms .5esoascc 96,036 108,864 96,838 6.69,6 55,162 29,095 40,226 51120-i.,..tixe tC.trirges-Risk la 4.2,964 .445349 42,964 689.6 24,011 63310 37,018 56130-Indirect t Charges-Office Sercires 70.974 77,106 70,974 -18.3!% O .44710 2.7350 56150-indirect Chafes.-Records 26,616 27564 35,616 -341% o 2115.13.7 33,435 51160-i.,..tixe t Clessges-Cit}Attorney 35,110 36,/1 35,110 309.6 10502 27,691 173,620 5530-Li1iect Chug.-Pmmrr 131,911 157,964 131,911 -13636 Admmis h anon 87,397 31.590 36,611 1330-indirect Charges-Finavd,L Operahem 65,3:3 454,274 65,3 3 18176 4.31.0640 129.163 74,267 55230-L>:dicct Chuges-Ted'vo-bgy 83,476 86,033 834.76 12436 4,911 0 0 58250-Irdisect Chug.-Contracts and 0 0 0 80?% Pszchasing 34,366 110873 143,076 58670-I3diect Chzga-Fleet Aiain'ecezm a 143,681 150327 143,601 189.6 S 1..104 346.135 1122,m5 Total Intemaal Se'-ir es -5-.111 5`-4= -1-,025 -43% 4925,730 49476111 5.961,014 1' Tot.I&sFPoet Sarires 4514,611 5W 867.563 5,1317 - COMMUNITY SERVICES-PAGE 119 POLICE SUPPORT SERVICES BUDGET UNIT: 4200 Police Levy Fund As a result of the passage of Measure 34-295 in May 2020, the City of Tigard property taxes will in- crease by $0.29 / $1,000 assessed value in order to fund additional staffing, support and training in the Police Department. This fund will separately account for the revenues related to the levy and the ex- penditures related to the hiring of eight (8.0) Police Officers assigned to Patrol, one (1.0) Police Officer assigned as a School Resource Officer, one (1.0) Records Specialist and one (1.0) Property & Evidence Specialist, as well as the city-wide resources, supplies and equipment needed to support these functions. The fund will also capture expenditures related to the crisis intervention and de-escalation training for all sworn officers. FY 2018 FS 2019 FI 2020 2021 2021 2021 Adopted is. AEtual Actual Rekieed Budget Resou[Ce SummaPiapoeed ry Approved Adopted FY 20 Total FTE Q00 3.40 O 0 0 51043-So.lauc.-Police 0 0 15,,926 i010+� O 0 0 51006-Overtime 0 0 6,743 1040N, O 0 0 51047-Incentive Pay 0 0 4,104 loacyi. O 0 0 TotalPetsormeLSea-ices-SaLaries 0 0 168,-3 ma% O 0 0 52001-UaernpLe5mere 0 0 167 1044 O 0 0 52002-T4"oxkex's C.. .:_.. .: 0 0 2,660 ma,. O 0 0 52003-Soda.1Secttuty/Aledicaxe 0 0 17,955 10:0 O 0 0 57004-Tn-Met Tax 0 0 1,263 loam, O 0 0 52005-Retirex e t 0 0 27,M6 10ti0?i, O 0 0 52007-V A-ER 0 0 2,M6 1040% O 0 0 52000-Life Ira/ADDFLTD 0 0 520 1010+. O 0 0 52010-Medical"Deatal/Yuio 0 0 60,00) 10:0 O 0 0 TotalPaso®elSescixa-Benefits 0 0107,469 1040 O 0 0 53002-Small Tools&Egupon 0 0 15,133 10210% O 0 0 53003-Ftrl 0 0 3,133 loacyi. O 0 0 53006-Technology Eck tupmere=ilex 51,DOD 0 0 3,23 loam, O 0 0 Total Supplies 0 0 23,313 1940 O 0 0 54303-Profession alDem Lowman( 0 0 1,673 1940 O 0 0 54311-Special Depax exeEarpeoses 0 0 14,893 10:0 O 0 0 TotalSaxices 0 0 16,366 100% O 0 0 56100-IadixectCknxzes-City Manna ern= 0 0 3,230 1040 O 0 0 561]0-IssLitecx Char,es-Hunan FrsoLeces 0 0 17,046 10:10 O 0 0 581_6-Indirect Charges-Risk Marzrsg esnrx: 0 0 1,3113 loam, O 0 0 58130-IndasectChaxges-O9"ce5mrices 0 0 6,132 10ti0+� O 0 0 58150-Indirect C.1targes-Records 0 0 948 i060+� O 0 0 58160-Indirect Cknrzes-Cir}-Attorney 0 0 1,131 ma,. O 0 0 58200-IssliectQtzges-Finance 0 0 6,053 10:16 &in iastx atioa O 0 0 56310-IodiaectCharges-Financial Opezadons 0 0 1,949 10:16 O 0 0 50230-Ireliect Qtzges-Technology 0 0 2,357loam, O 0 0 56630-Ix>diectQtzges-Fleet Maim extauce 0 0 4,926 10ti0?i, O 0 0 Total I.resnal Sexcic es D 0 40,377 loam, TotalSuppoxt Sex Vice 4 PAGE 120-CITY OF TIGARD LIBRARY ORGANIZATION Library I I I I I Administration Circulation Reader Services Technical Services FY 2018 FY 2019 FY 2020 FY 2021 FY 2021 FY 2021 2021 Adopted Actual 11 Actual 11 Revised 11 Proposed 11 Approved 11 Adopted 1 vs.2020 Revised Description Number of Positions 40.90 38.80 39.20 39.20 3920 39.20 0.0% Budget By Category Personnel Services 3,235,984 3,170,037 3,574,089 3,626,769 3,626,769 3,708,565 3.8% Materials&Services 593,877 524,106 622,049 677,987 811,987 811,987 30.5% Interdepartmental Costs 1,914,726 2,078,478 2,331,140 2,465,011 2,465,011 2,465,011 5.7% Capital Outlay 5,961 7,468 10,700 11,450 11,450 11,450 7.0% Total All Category 5,750,548 5,780,090 6,537,979 6,781,217 6,915,217 6,997,013 7.0% Budget By Division Library Administration 717,405 753,278 851,065 842,445 844,945 854,891 0.4% Reader Services 2,728,379 2,494,126 2,958,508 3,089,131 3,198,631 3,230,373 92% Technical Services 698,762 715,463 808,274 837,477 851,477 864,435 6.9% Circulation 1,606,002 1,817,223 1,920,132 2,012,164 2,020,164 2,047,314 6.6% Total All Division 5,750,548 5,780,090 6,537,979 6,781,217 6,915,217 6,997,013 7.0% Budget by Fund General Fund-100 5,750,548 5,780,090 6,537,979 6,781,217 6,915,217 6,997,013 7.0% Criminal Forfeiture Fund-240 0 0 0 0 0 0 0.0% Library Donations and Bequests 0 0 0 0 0 0 0.0% Total All Fund 5,750,548 5,780,090 6,537,979 6,781,217 6,915,217 6,997,013 7.0% COMMUNITY SERVICES-PAGE 121 DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES The mission of the Tigard Public Library is to serve the Tigard community by promoting reading, providing access to information, fostering lifelong learning, and encouraging the development of well- rounded and engaged citizens. We are dedicated library professionals who assist patrons in finding the information they seek through access to a diverse and vibrant selection of materials in both physical and digital formats.We offer pro- grams for all ages on a broad array of topics and interests, and we provide free access to computers, the Internet, and quiet study spaces for all visitors. The four divisions within the Library Department are: • Administration,which includes the Director's office,communications, and volunteer coor- dination. • Readers Services,which provides professional assistance in using the Library's resources, selects and maintains library materials, and plans programming to meet the community's needs. • Technical Services,which orders and processes all physical items in the library collections, creates and maintains accurate catalog records for each item, and ensures that all materials are findable and usable by our patrons. • Circulation,which manages the movement of library materials within the building and throughout the cooperative,helps new patrons learn how to use our services, and provides the first face of excellent customer service when patrons enter the building. OBJECTIVE MEASURE FY 17-18 FY 18-19 FY 19-20 FY 20-21 ACTUAL ACTUAL REVISED TARGET Support Strategic Active Cardholders 30,961 31,968 33,000 35,000 Plan Good stewards Physical Collections 236,587 227,200 230,000 235,000 of city resources Size Good stewards Turnover Rate:number 5.18 5.30 5.26 5.32 of city resources of materials checked 1,226,191/ 1,205,286/ 1,210,000/ 1,250,000/ out relative to the size 236,587 227,200 230,000 235,000 of the collection Good stewards Total Circulation 1,227,561 1,216,642 1,210,000 1,250,000 of city resources (Physical&E-Content) Support Strategic Total Patron Visits 343,056 322,730 340,000 350,000 Plan Good stewards Wi-Fi Sessions 54,050 58,717 60,000 65,000 of city resources Good stewards Volunteer Hours / 15,056/7.2 15,391/7.4 16,000/7.7 17,000/8.2 of city resources FTE Equivalent Support Strategic Program/School Visit 31,844 24,814 26,500 31,000 Plan Attendance PAGE 122-CITY OF TIGARD LIBRARY ADMINISTRATION BUDGET UNIT: 5000 PROGRAM DESCRIPTION: The Tigard Library acquires,organizes and provides customer assistance in accessing materials,data and services to meet the informational,educational and recreational needs of the community. The library fosters life-long learning with an array of programs and services to encourage development of well-rounded citizens. Library Administration oversees the operations of the library. It manages volunteer and public information activities. Volunteers are instrumental in providing timely shelving.The public information function informs the public and the media about changes in operations,programs and services. The volunteer program relies on hundreds of people to provide services to the library. The volunteer corps is as diverse as our community,ranging in ages from pre-teens to seniors. New volunteers are sometimes unemployed or looking for new jobs. Volunteering helps them learn new skills and improve their resumes. Library Administration is the liaison between the Friends of the Tigard Library,the Tigard Library Foundation,the library Board and library staff. The Friends continue their generous contributions to enable the library to provide a robust variety of programs and updated library spaces. PROGRAM RESULTS: •The library serves the Tigard community by promoting reading and providing materials in all formats to meet residents'informational,cultural,educational and recreational needs. •The library provides both traditional print resources and e-books and other digital resources. •The Tigard community supports and participates in library programs and services. • Internal and external customers receive efficient and timely service. •The library plays an important role in helping people become knowledgeable and keep current in a fast-paced,information-driven society. •The community can become closely involved in the library through its volunteer program. •The library offers several programs to support the City Strategic Plan's goals related to walkability and helping people connect to the city and each other. FULL—TIME EQUIVALENT POSITIONS 2017-2018 2018-2019 2019-2020 2020-2021 Library Director 1.00 1.00 1.00 1.00 Library Communications Coordinator 0.80 0.80 0.80 0.80 Library Volunteer Coordinator 0.80 0.80 0.80 0.80 Confidential Executive Assistant 1.00 1.00 1.00 1.00 Total FIE 3.60 3.60 3.60 3.60 COMMUNITY SERVICES-PAGE 123 LIBRARY ADMINISTRATION BUDGET UNIT: 5000 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 3.60 3.60 3.60 Total FTE 3.60 160 3.60 302,507 317,544 338,037 51001-Salaries-Management 312,142 312,142 320,257 -5.3% 302,507 317,544 338,037 Total Personnel Services-Salaries 312,142 312,142 320,257 -5.3% 303 318 337 52001-Unemployment 312 312 320 -5.0°/ -197 681 603 52002-Workers Compensation 299 299 307 -49.1% 23,267 24,123 25,860 52003-Social Security/Medicare 23,849 23,849 24,469 -5.4% 2,272 2,416 2,548 52004-Tri-Met Tax 2,318 2,318 2,378 -6.7% 41,658 39,862 47,325 52005-Retirement 43,645 43,645 44,780 -5.4% 2,414 2,333 2,400 52007-VESA-ER 2,400 2,400 2,400 0.0% 1,020 995 2,196 52008-Life Ins/ADD/LTD 2,156 2,156 2,156 -1.8% 965 928 0 52009-Long Term Disability 0 0 0 0.0% 26,727 27,234 33,734 52010-Medical/Dental/Vision 43,373 43,373 43,373 28.6% 3,024 2,994 0 52011-Dental Benefits 0 0 0 0.0% 101,453 101,885 115,003 Total Personnel Services-Benefits 118,352 118,352 120,183 4.5% 2,863 1,774 10,000 53001-Office Supplies 8,000 8,000 8,000 -20.0% O 160 1,500 53002-Small Tools&Equipment 1,500 1,500 1,500 0.0% 201 208 300 53003-Fuel 300 300 300 0.0% O 814 0 53004-Books&Circulation Materials 0 0 0 0.0% 9,730 3,840 0 53008-Library Contribution Materials 0 0 0 0.0% 12,794 6,797 11,800 Total Supplies 9,800 9,800 9,800 -16.9% O 44,594 6,000 54001-Professional/Contractual Services 6,000 6,000 6,0(X) 0.0% 13 1,375 1,500 54113-R&M-Vehicles 1,500 1,500 1,500 0.0% 137 246 1,000 54114-R&M-Office Equipment 1,000 1,000 1,0(X) 0.0% 1,814 1,588 2,500 54205-Utilites-Phone/Pager/Cells 2,800 2,800 2,800 12.0% 3,075 374 1,500 54300-Advertising&Publicity 1,500 1,500 1,500 0.0% O 0 2,500 54301-Fees and Charges 2,500 2,500 2,500 0.0% 1,133 95 2,000 54302-Dues&Subscriptions 1,000 1,000 1,000 -50.0% 300 3,916 8,200 54303-Professional Development 9,200 11,700 11,700 42.7% 1,281 1,743 3,500 54306-Credit Card Fees 3,500 3,500 3,500 0.0% 2,803 2,891 3,500 54309-Rents and Leases 3,500 3,500 3,500 0.0% 6,183 25,666 71,000 54311-Special Department Expenses 123,758 123,758 123,758 74.3% 16,739 82,487 103,200 Total Services 156,258 158,758 158,758 53.8% 5,312 5,899 5,000 56004-Computer Hardware and Software 5,000 5,000 5,000 0.0% 5,312 5,899 5,000 Total Capital Improvement 5,000 5,000 5,000 0.0% PAGE 124-CITY OF TIGARD LIBRARY ADMINISTRATION BUDGET UNIT: 5000 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 21,747 5,691 12,474 58100-Indirect Charges-City Management 9,041 9,041 9,041 -27.5% 11,406 10,376 15,896 58110-Indirect Charges-Human Resources 17,670 17,670 17,670 11.2% 10,666 4,343 31,274 58120-Indirect Charges-Risk Management 37,285 37,285 37,285 19.2% 48,620 7,464 12,902 58130-Indirect Charges-Office Services 10,815 10,815 10,815 -16.2% 2,121 2,905 4,081 58150-Indirect Charges-Records 4,056 4,056 4,056 -0.6% 4,000 3,238 4,954 58160-Indirect Charges-City Attorney 5,350 5,350 5,350 8-0% 1,709 2,716 5,759 58200-Indirect Charges-Finance 4,093 4,093 4,093 -28.9% Administration 21,514 I4,312 15,869 58210-Indirect Charges-Financial Operations 17,547 17,547 17,547 10.6% 109,236 137,030 114,499 58230-Indirect Charges-Technology 79,365 79,365 79,365 -30.7% 8,067 0 0 58250-Indirect Charges-Contracts and 0 0 0 0.0% Purchasing 115 4,820 6,220 58630-Indirect Charges-Fleet Maintenance 6,618 6,618 6,618 6_4% 39,398 45,771 54,097 58640-Indirect Charges-Property Managernes 49,053 49,053 49,053 -9.3% 278,599 238,666 278,025 Total Internal Services 240,893 240,893 240,893 -13.4°,0 717,404 753,278 851,065 otal Library Administration 842,445 854,891 0.4% con la biblioteca de Tigard � LA LECTURA DE VRAHO PARA TQDAS sitSoli r0 V � a0 � LAS. EDADES CQMIENZA AQUI , vi IEncuentra alga agradable para leer, g. �' lue a ierdete en un libro! 6 0.4] • • ( iBusca un been fibro en } www.wccls.org/esJlibros-eiertranicos, en un sitio de corn idas de verano ilk o lee cualquier coca que puedes et encontrar en la Casa! TRATA CUALQUIERA DE ESTQS DESAFIOS r DESPUES DE QUE EL �.4 EDITICIO ESTE ABIERTO Leele a an bebe I Escucha an I Aprende una nueva Leeal NUEVAMENTE,TRAE ESTA 0 an nitro audiolibro cancibn y cantala aire libre desde tu ventana PAGINA A LA$IBLIOTECA DE TIGARD PARA OBTENER UN LIBRO GRATIS PARA TODOS EN TU NOGAR. Lee en vox alta a Sal a carninar y Memorize un Aprende un - una mascota o un I descubre algo I paema divertido y nuevo juego y animal de peluche nuevo recitalo ju€gala Cudntaie a alguien Crea una obra de Lee an libro de an Aprende a decir - sobre un fibro arte basada en I autor de color "kola"en un nuevo - que auras un Ilbro idlama I Cecina alga nuevo Lee en I Escribe una rota o Vuelve a leer an usando ana tu plJama liar un dibujo sabre libro favorito nueva receta an fibro COMMUNITY SERVICES-PAGE 125 LIBRARY READER SERVICES BUDGET UNIT: 5100 PROGRAM DESCRIPTION: Readers Services is responsible for selecting and managing all library materials,and providing professional assistance using the library's collections and electronic resources.The division provides children's,young adult,adult and intergenerational programming to enhance lifelong learning and recreational experiences.Readers Services also promotes library resources and services to the community through outreach and publicity,and extends library services to Tigard residents at community locations. PROGRAM RESULTS: • Patrons received accurate,timely and courteous reference service • Reference staff assisted patrons in using library materials in all formats,including electronic resources • Sufficient staffing was present at all reference desks,including adult,children's and young adult • Patrons had access to materials that reflect their needs and interests •Division staff planned and provided a rich variety of classes,workshops and programs for all ages.Feedback from program evaluations,library surveys,program attendance statistics,and informal patron comments help guide program planning • Division staff assisted job seekers and provides outreach to underserved populations •Division staff were trained and supported in professional development opportunities to maintain and expand knowledge and skills in the ever-changing world of information and library services FULL-TIME EQUIVALENT POSITIONS 2017-2018 2018-2019 2019-2020 2020-2021 Library Division Manager 1.00 1.00 1.00 1.00 Library Services Supervisor 2.00 2.00 2.00 2.00 Senior Librarian 1.00 1.00 1.00 1.00 Librarian 8.80 8.50 8.70 8.70 Senior Library Assistant 1.30 1.30 1.50 1.50 Total h'l E 14.10 13.80 14.20 14.20 PAGE 126-CITY OF TIGARD LIBRARY READER SERVICES BUDGET UNIT: 5100 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 14.10 13.80 14.20 Total FTE 14.20 14.20 14.20 242,130 168,796 I65,232 51001-Salaries-Management 238,854 238,854 245,064 48.3% 268,082 338,253 346,382 51002-Salaries-General 475,079 475,079 487,430 40.7% 387,902 310,290 468,046 51004-Part Time-Regular 274,323 274,323 281,455 -39.9% 36,611 31,336 16,167 51005-Part Time-Temporary 30,668 30,668 31,465 94.6% 2,464 2,697 3,018 51007-Incentive Pay 3,061 3,061 3,141 4.1% 937,189 851,372 998,845 Total Personnel Services-Salaries 1,021,985 1,021,983 1,048,555 5.0% 938 852 979 52001-Unemployment 981 981 1,007 2.9% 228 1,072 807 52002-Worker's Compensation 681 681 699 -13.4% 69,574 63,449 74,856 52003-Social Security/Medicare 75,141 75,141 77,095 3.0% 7,019 6,463 7,375 52004-Tri-Met Tax 7,307 7,307 7,497 1.7% 98,437 84,773 114,348 52005-Retirement 114,774 114,774 117,758 3.0% 14,123 12,409 13,500 52007-VEBA-ER 13,500 13,500 13,500 0.0% 1,017 824 3,246 52008-Life Ins/ADD/LTD 3,229 3,229 3,229 -0.5% 2,199 1,696 0 52009-Long Term Disability 0 0 0 0.0% 148,013 104,474 170,430 52010-Medical/Dental/Vision 167,353 167,353 167,353 -1.8% 15,724 12,973 0 52011-Dental Benefits 0 0 0 0.0% 357,272 288,984 385,541 Total Personnel Services-Benefits 382,966 382,966 388,138 0.7% 1,111 980 1,000 53001-Office Supplies 1,000 1,000 1,000 0.0% 1,520 160 2,000 53002-Small Tools&Equipment 2,000 2,000 2,000 0.0% O 0 100 53003-Fuel 100 100 100 0.0% 448,842 349,553 364,500 53004-Books&Circulation Materials 364,500 464,500 464,500 27.4% O 147 120 53006-Technology Equipment under$5,000 1,200 1,680 1,680 1300.0% 8,131 8,296 8,366 53007-Grant Expenditures 8,820 8,820 8,820 5.4% 459,604 359,136 376,086 Total Supplies 377,620 478,100 478,100 27.1% 7,697 664 2,895 54001-Professional/Contractual Services 3,875 4,315 4,315 49.1% 0 0 0 54205-Utilites-Phone/Pager/Cells 0 4,080 4,080 100.0% 1,207 911 250 54300-Advertising&Publicity 250 250 250 0.0% 1,319 1,230 1,775 54302-Dues&Subscriptions 1,775 1,775 1,775 0.0% 3,608 2,274 15,600 54303-Professional Development 15,600 20,100 20,100 28.8% 7,151 2,961 6,400 54311-Special Department Expenses 8,400 8,400 8,400 31.3% 20,982 8,040 26,920 Total Services 29,900 38,920 38,920 44.6% O 917 1,600 56004-Computer Hardware and Software 1,600 1,600 1,600 0.0% 0 917 1,600 Total Capital Improvement 1,600 1,600 1,600 0.0% COMMUNITY SERVICES-PAGE 127 LIBRARY READER SERVICES BUDGET UNIT: 5100 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 66,320 42,682 54,946 58100-Indirect Charges-City Management 38,601 38,601 38,601 -29.7% 44,322 83,397 79,480 58110-Indirect Charges-Human Resources 83,855 83,855 83,855 5.5% 37,246 21,744 14,998 58120-Indirect Charges-Risk Management 15,334 15,334 15,334 2.2% 66,252 55,980 64,509 58130-Indirect Charges-Office Services 52,048 52,048 52,048 -19.3% 0 3,833 20,407 58150-Indirect Charges-Records 19,519 19,519 19,519 -4.4% 0 24,288 24,767 58160-Indirect Charges-City Attorney 25,748 25,748 25,748 4.0% 3,910 9,480 19,820 58200-Indirect Charges-Finance 12,731 12,731 12,731 -35.8% Administration 46,331 94,335 104,625 58210-Indirect Charges-Financial Operations 115,708 115,708 115,708 10-6% 150,501 29,535 52,700 58230-Indirect Charges-Technology 58,215 58,215 58,215 10.5% 4,430 0 0 58250-Indirect Charges-Contracts and 0 0 0 0.0% Purchasing 534,023 620,404 733,264 58640-Indirect Charges-Property Managemet 853,301 853,301 853,301 16.4% 953,335 985,677 1,169,516 Total Internal Services 1,275,060 1,275,060 1,275,060 9.0% 2,728,382 2,494,126 2,958,508 Total Reader Services 3,089,131 3,198,631 3,230,373 9.2% 4}� h + yi•�f�isiY� ' .--Y_ .•• - � - ��i^+? C•, •040-1.1.1..t -4:1?1,..-_'`.p.7”10.-'-..r_:•N - M..e...-'.-.• .••• '• , -'- • -...-,-qa.. . --...,..4.- _. •- 4,ti.E.-.PhA__.NP.kotp, .. .14.7v.,....... . Jr••: .iiiii544fsh‘_,A•••••‘,:i#' .1'.ie x'-51 j} . dierh _ ti4�'• PAGE 128-CITY OF TIGARD LIBRARY TECHNICAL SERVICES BUDGET UNIT: 5200 PROGRAM DESCRIPTION: The Technical Services Division orders and tracks receipt and payment for all physical items in the library collection.It creates accurate catalog records for each item and maintains Tigard Public Library holdings in the countywide catalog.It performs the physical processing of items,including structural reinforcement,labeling,and RFID programming for security and item movement.As new collections are moved or added Technical Services updates physical processing of items and digital item records.Recent additions to the collection include DVD TV Series,Video Games,DVD Binge Boxes and Library of Things. The division preserves the digital and physical integrity of items in the library collection.This includes mending items,as well as catalog maintenance and the updating of digital records as necessary.It keeps the catalog current and makes items findable and usable for patrons in both the catalog and the physical collection,as well as findable and manageable for library staff.It is on target to order and add 26,000 items to the collection in Fiscal Year 2020. The division stays up-to-date on library practices,technologies and technical aspects of cataloging including Resource Description and Access(RDA),Functional Requirements for Bibliographic Records (FRBR),Faceted Application of Subject Terminology(FAST),Library of Congress Subject Headings (LCSH),and Bibliographic Framework(BIBFRAME).It seeks out new efficiencies and improvements that will assist patrons in finding items that meet their informational,cultural, educational and recreational needs. PROGRAM RESULTS: •Provided new materials to the public on average of 21 days from receipt. •Bibliographic and item records accurately identify the materials so that the public can easily find them in the catalog. •Materials were processed consistently and accurately so that the public can easily find them on the shelf. •Processing enhanced the item's durability so that it withstood substantial public use. •Provided Interlibrary Loan items for patrons. FULL-TIME EQUIVALENT POSITIONS 2017-2018 2018-2019 2019-2020 2020-2021 Library Division Manager 1.00 1.00 1.00 1.00 Acquisitions Supervisor 1.00 1.00 1.00 1.00 Senior Librarian 1.00 1.00 1.00 1.00 Librarian 1.60 1.00 1.00 1.00 Senior Library Assistant 0.80 0.50 0.50 0.50 Library Assistant 1.00 1.00 1.00 1.00 Library Aide 0.50 0.50 0.50 0.50 Total FTE 6.90 6.00 6.00 6.00 COMMUNITY SERVICES-PAGE 129 LIBRARY TECHNICAL SERVICES BUDGET UNIT: 5200 FY 2018 FS 2029 FY 2020 2021 2021 2021 Adopted v=, Actual Actual Revised Budget Resaxlrce Sun - Proposed Approved Adopted FY20 4190 (x00 4100 Total FTE 6.00 5.00 4100 138,793 168065 17.4,851 51001-53Lxies-Management 178,912 178,942 168,394 309., 106,363 11863 131,363 51031-Sibxi -G nCxaL 137,733 137,753 141,334 74% 78,927 38304 92,569 51004-Part Time-ir.egidor 9 ,303 96506 99,012 09, 729 750 W3 511447-Incemvr Fay 773 773 93 23% 341,732 375,991 399,736 Total.Pers+®e15excicc-Salaxic 413,971 413971 434,733 62% 342 377 41}E) 52661-Unexnployrberi 414 414 423 413% -135 472 335 52002- o .. - ....:.... 35 295 302 -99% +5,785 28,34:. 36,380 52083-Social SectmtyAlethimis• 31,668 31,668 3:,491 6.2% 2,561 2356 3,015 526114-Ta-50etTan 3,079 3079 3,158 47% 39,740 44607 47,487 52005-R eaxenimt 49,1078 49,078 30,354 60% 6,395 4542 6,64}0 52067-171513A-ER 6 0 6600 6,6450 C10% 443 361 1,836 52006-Life I /ADT/LTD 1,822 48.= 1,822 -10.83.i. 612 913 0 52009-Lone Twin Dis abiEty 0 0 0 00% 33,736 33681 39,52 52010-6IedicaliDent21/Vxsion 39,147 3. 147 39,147 430% 3,997 3,295 0 52011-Derial Benefits 0 0 0 00% 113,276 121,763 13,485 Total Petso®e15excices-Benefits 132,103 13.2103 134,259 37% 6,345 3,856 9,300 53001-Oder Supphc 9,5110 13,000 13,01,0 358 O 0 300 53002-Small Toads&Eguiponex* 300 54)0 300 00% O 0 384 53003-Ftr1 0 0 0 -laic ti, O 0 0 5100.1-Books 14 Circulation M steads 0 0 0 00% 6,345 5,896 10,384 Total2.vpp.4es 10,000 13,00 13,306 300%. 33,049 23,099 30,7011 54061-Rohs sLona VCoTEEactus1Sexcica 30,168 38166 38,168 243%7 O 0 0 54306-Advertising Be Publicity 0 0 0 00% 125 125 125 54302-Dues 12 Subscriptions 125 125 123 00% 826 430 9,400 54303-Professional Deaelapment 9,514 17,014 12,014 278%. 475 1 1,590 54311-Special.DaTM z Expenses 1,E0 1,630 1,61+0 38% 34,475 2473 41,823 Total Set vices 41,437 51,93, 51,957 242% 199 0 251) 56084-Computer Hxdtexemd SofLtrae 1,000 1,000 1,000 3040% 199 0 .50 Total tallm zovesnent 1,CC0 1,C00 1,000 3070%0 5375 12,805 18,584 58108-Indirect Charges-CityManneement 14,714 14714 14,714 -.MM.'. 18,76 . 924 78,660 56110-Nadirs,,Qixgc-HIM=Frsoxres 79,674 29,674 29,674 33% 17,02.3 8,040 6,929 58150-Indirect Charges-Risk Manse eme= 7,496 7,496 7,496 82% 2,159 16,794 5804 58330-Indirect Charges-Office Services 210510 21,630 21410 -16.2%6 O 1,149 8,163 58150-Indirect Charges-Records 8,112 8,112 8,112 6%. O 7 9,906 56160-Indivect Charges-ClivAttomey- 10,7100 10700 10,7:0 60% 1,188 3,064 5,371 58200-IxdaectChxges-Pinnace 4,136 4136 4,136 -230% Admiortr wino. 18,101 7,813 8,479 58210-Indirect Charges-Financial.Operations 9,288 9,288 9.288 93% 39,121 7,661 6,485 58210-Talk err Qrxges-Technology 7,0 7,290 7,290 12' 2275 0 0 58250-I3:daecc Chxges-Contracts and 0 0 0 00% Pierhasing 78,796 91,6. 106,195 5Cru40-radix ecc Chxges-Property Mnemes 125,906 123:906 15506 164% 775',616 183,080 235,376 Total Lammed Sevicc 238,946 58,946 238,946 35% 161 688274 TotalTechnicalServices 6c1,477 664435 PAGE 130-CITY OF TIGARD LIBRARY CIRCULATION BUDGET UNIT: 5300 PROGRAM DESCRIPTION: The Circulation Division of the library is responsible for checking materials out at the Circulation Desk;checking materials in manually and using the Automated Materials Handling(AMH) system; answering users'questions about library facilities and programs;shelving all library materials; renewing materials;collecting fines;issuing new library cards;reconciling patron records;answering the phone at the entry point and routing calls to their appropriate destination;answering directional and general questions. The Circulation service desks are often the patron's first and last contact with library staff.Excellent customer service is a vital aspect of Circulation operations. Circulation staff promotes programs verbally and by distributing printed materials. Circulation staff helps patrons search for items and place hold requests on the public catalog computers.The staff also shows patrons how to use the self-checkout machines and where to pick up their reserved books. Circulation staff searches for and retrieves lost and missing items and maintains accurate patron records on Polaris,the countywide shared library database.The Circulation Division is also responsible for processing patrons'hold requests and handling all materials donated to the library. Circulation staff train and work with volunteers on a daily basis,including Community Service and Peer Court volunteers. The Circulation Division also participates in activities related to,and helps to promote,the City's Strategic Plan,a vision to be"the most walkable community in the Pacific Northwest where people of all ages and abilities enjoy healthy and interconnected lives." PROGRAM RESULTS: •Patrons received library materials in a timely and accurate manner. •Patrons received courteous,respectful and helpful service from Circulation staff. •Patrons were able to easily access library materials through accurate and timely check-in and shelving. •Patrons had the option for self-sufficiency in checking out and checking in their own materials, accessing their account online to renew and reserve items and picking up their own book holds. • Patrons knew how to find,evaluate and use all types of information. •Patrons received accurate and helpful information about using the library. •Patrons were kept well-informed about library programs and activities. •Patrons were kept up to date on new technologies and services offered. COMMUNITY SERVICES-PAGE 131 LIBRARY CIRCULATION BUDGET UNIT: 5300 FULL-TIME EQUIVALENT POSITIONS 2017-2018 2018-2019 2019-2020 2020-2021 Library Division Manager 1.00 1.00 1.00 1.00 Circulation Supervisor 2.00 2.00 2.00 2.00 Senior Library Assistant 1.60 1.60 1.80 1.80 Library Assistant 9.20 8.80 8.60 8.60 Library Aide 2.50 2.00 2.00 2.00 Total FTE 16.30 15.40 15.40 15.40 y•�C I A erf__ wirtl I TI',GARD. BOOKS AND BITS ir-, -..... +9 - NEWS FROM THE TIGARD LIBRARY moiramoi Mal ' 0-1� ,� 2 — A i :''',7:41..i..-' : - - -17 - MU I ,. , • i 1- IIML ,r , ____E_______7-- - ow , -,- „--,-----, ,-_ ,E11111.1iiii _ 1_ . 1.—,1111. ' 71 PAGE 132-CITY OF TIGARD LIBRARY CIRCULATION BUDGET UNIT: 5300 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 16.30 15.40 15.40 Total FTE 15.40 15.40 15.40 215,685 229,731 247,057 51001-Salaries-Management 239,487 239,487 245,714 -0.5% 81,800 50,777 4,451 51002-Salaries-General 56,928 56,928 58,408 1212.2% 436,957 482,439 583,767 51004-Part Time-Regular 541,915 541,915 556,005 -4.8% 35,267 22,757 14,056 51005-Part Time-Temporary 35,581 35,581 36,506 159.7% 1,055 1,168 595 51006-Overtime 1,152 1,152 1,182 98.6% 730 751 773 51007-Incentive Pay 774 774 794 2.7% 771,494 787,622 850,699 Total Personnel Services-Salaries 875,837 875,837 898,609 5.6% 772 788 834 52001-Unemployment 840 840 862 3.4% -4,275 1,168 705 52002-Worker's Compensation 587 587 602 -14.6% 57,529 58,930 63,899 52003-Social Security/Medicare 64,224 64,224 65,894 3.1% 5,780 5,982 6,297 52004-Tri-Met Tax 6,244 6,244 6,406 1.7% 80,128 84,995 96,607 52005-Retirement 96,469 96,469 98,978 2.5% 19,805 18,929 19,800 52007-VEBA-ER 19,800 19,800 19,800 0.0% 1,100 1,015 4,107 52008-Life Ins/ADD/LTD 4,097 4,097 4,097 -0.2% 1,954 1,978 0 52009-Long Term Disability 0 0 0 0.0% 133,937 137,103 164,474 52010-Medical/Dental/Vision 177,152 177,152 177,152 7.7% 14,311 I3,985 0 52011-Dental Benefits 0 0 0 0.0% 311,041 324,874 356,723 Total Personnel Services-Benefits 369,413 369,413 373,791 4.8% 5,959 2,309 6,445 53001-Office Supplies 5,480 5,480 5,480 -15.0% O 0 1,800 53002-Small Tools&Equipment 2,465 2,465 2,465 36.9% O 0 100 53003-Fuel 100 100 100 0.0% 5,959 2,309 8,345 Total Supplies 8,045 8,045 8,045 -3.6% 23,110 28,549 23,801 54001-Professional/Contractual Services 24,915 24,915 24,915 4.7% O 0 0 54205-Utilites-Phone/Pager/Cells 300 300 300 100.0% 10 510 0 54300-Advertising&Publicity 0 0 0 0.0% O 0 130 54302-Dues&Subscriptions 692 692 692 432.3% 3,431 1,000 16,560 54303-Professional Development 16,000 24,000 24,000 44.9% 10,509 2,652 3,000 54311-Special Department Expenses 3,000 3,000 3,000 0.0% 22 0 0 54312-Bank Fees 0 0 0 0.0% 37,082 32,711 43,491 Total Services 44,907 52,907 52,907 21.6% 450 652 3,850 56004-Computer Hardware and Software 3,850 3,850 3,850 0.0% 450 652 3,850 Total Capital Improvement 3,850 3,850 3,850 0.0% COMMUNITY SERVICES-PAGE 133 LIBRARY CIRCULATION BUDGET UNIT: 5300 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 67,727 69,715 56,217 58100-Indirect Charges-City Management 47,478 47,478 47,478 -15.5% 52,796 149,417 101,816 58110-Indirect Charges-Hunan Resources 117,719 117,719 117,719 15.6% 42,834 31,002 21,177 58120-Indirect Charges-Risk Management 24,224 24,224 24,224 14.4% 6,013 91,434 87,088 58130-Indirect Charges-Office Services 78,410 78,410 78,410 -10.0% 0 6,259 27,550 58150-Indirect Charges-Records 29,405 29,405 29,405 6.7% 0 39,671 33,435 58160-Indirect Charges-City Attorney 38,789 38,789 38,789 16.0% 2,368 6,659 13,707 58200-Indirect Charges-Finance 8,996 8,996 8,996 -34A% Administration 27,660 27,783 30,121 58210-Indirect Charges-Financial Operations 32,987 32,987 32,987 9.5% 83,537 18,283 15,450 58230-Indirect Charges-Technology 17,367 17,367 17,367 12.4% 68 0 0 58250-Indirect Charges-Contracts and 0 0 0 0.0 Purchasing 196,973 228,834 270,462 58640-Indirect Charges-Property Managemei 314,737 314,737 314,737 16.4% 479,976 669,055 657,023 Total Internal Services 710,112 710,112 710,112 8.1% 1,606,002 1,817,223 1,920,132 Total Circulation 2,012,164 2,020,164 2,047,314 TIGARD LIBRARY A ■ i • • ilawa.' t lic•me ktra1 ! R mike Celebrate Reading! Expand your world by thinking and talking about books PAGE 134-CITY OF TIGARD SOCIAL SERVICES AND COMMUNITY EVENTS BUDGET UNIT: 5900/5910 Program Description: Each year the city appropriates funds to support Social Service and Community Event activities that assist or benefit Tigard citizens. Community organizations are invited to submit requests in January of each year. A subcommittee of the Budget Committee meets to review Social Service and Community Event requests and to recommend funding in the Proposed Budget. The budget committee guideline is approximately $300,000 and is to be divided between events and social service grant requests. In addition to direct grants, some of the grant recipients also receive in- kind services from the city. These services range from provision of a building and its operating costs for the Loaves and Fishes/Tigard Senior Center to Tigard Public Works and Police time to support community events. • ry� 'r _11- - f3.3 . Tigard's Middle of Millen Drive parade is a 41000),„ .: ii favorite 4th ofJuly activity _ :!. . I,:Alli .# . 1448441 i. .� 4 - ' rfr 'ti :Y� Tigard's 4th ofJuly celebration culminates -;�• •with a fireworks display at Tigard High ;, -_, �; •N- School �':• 0 .1.4er...it. i i. .-„_ .r, rr r ,i:pr•1 •' .I.,r;a` 4111r!-.!4111r!-.! COMMUNITY SERVICES—PAGE 135 SOCIAL SERVICES AND COMMUNITY EVENTS BUDGET UNIT: 5900/5910 Social Services FI _.1S F} 2019 Ft 2020 2021 21)21 _:._1 A3apted 98. Ac mai Actual Rerzaed Budget Resource Summary Pro-paged Approved Adapted FY 20 Total FTE 236,3113 1234{76 145,606 54402-Coriribut ons to m umry 0. 1'tt f rt 1^-;jt^S 1't1 -15.196 230,385 1234:0 145,600 Total Sessirrs 123,815 1.248.5 14825 -15.1% 3,197 0 3,M4 58100-Inslizert Charges-Cit}Managemert 1,422 1,4:2 1,422 -363% 8 0 0 58130-Indirect Clanger-Offire Services 0 0 0 0.0P•6 649 338 34 56200-Izdaect aizges-Finance 655 633 613 1826.3S6 Aalministr mom 3,443 .4179 4,666 58210-Indirect Charger-F;:San al Operatics:a 3,174 35174 3,174 10.7..ti 136,540 CI 0 56640-Edited Qi ges-Property Msnsgemc 0 0 0 110Pro 143.63- 4E16 -554 Total krr.r,i l Sercic os 7,231 7,231 7,231 4£ r 376,422 127,916 153;754 Tots1Sacisl5esxires 131,076 131,076 -14.75'6 Community Events FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary proposed Approved Adopted FY20 Total FIE 72,415 85,670 137,600 54402-Contributions to Community Org 138,600 138,600 117,400 -14.7% 72,415 85,670 137,600 Total Services 138,600 138,600 117,400 -14.79/, 72,415 85,670 Total Community Events 138,600 138,600 117,400 -14.7% PAGE 136-CITY OF TIGARD SOCIAL SERVICES AND COMMUNITY EVENTS BUDGET UNIT: 5900/5910 City of Tigard City of Tigard FY 2020-21 FY 2020-21 Community Events Grant Requests Social Services Grant Requests By Resolution Aaencv Recommended Set Aside Aoencv Recommended Broadway Rose* Direct S 5,000 Affordable Housing Set-Aside Direct 5 - Festival of the Balloons"" Direct 5 10,000 Housing Prog Emergency Fund Direct S - In-Kind 5 65,000 Tigard 4th of July°"* Direct 5 - Residential Services Agency Direct S - 7/1-12,000 issued In-Kind 5 - Undesignared Set-Aside 5 - Undesignated Direct $ - Set Aside Total Set Aside Total Direct $ 15,000 Direct $ - In-Kind $ 65,000 In-Kind $ - CITY SPONSORED GRANT RECOMMENDATIONS Downtown Tigard Events Direct $ 8,100 ASSIST Direct $ 495 John Tigard House(Tigard Hisorical) Direct 5 1,100 Boys&Girls Aid Direct $ 300 Mask&Mirror Direct 5 2,000 Calvin Presbyterian Backpack School Program Direct $ 6,000 Nature Recreation(Tualatin Riverkeel Direct S 1,100 Catalyst Partnership Direct $ 800 In-Kind S 1,000 Tigard Area Farmer's Market Direct 5 2,500 Community Action Organization(Neiglaborshare) Direct S 2,830 Tigard Area Chamber of Commerce Direct 5 1,000 Community Partners for Affordable Homing Direct 5 1,500 Tigard High Grad Night Party Direct 5 2,100 FamilvJustice Center of Washington Co Direct 5 4,000 Tigard Safety Town Direct S - Family Promise of Tualatin Valley Direct 5 1)830 Tualatin Valley Community Band Direct 5 - Good Neighbor Center Direct 5 1,830 Just Compassion East Washington Co Direct 5 3,330 In-Kind S 1,600 LifeWorks-Zenith Place Direct 5 770 Love Inc Direct 5 1,330 Meals on Wheels Direct S 29,000 In-Kind S 105,000 Oregon Human Development Corporation Direct 5 25,000 Rebuilding Together Washington Co Direct S 830 Sexual Assault Reosurce Center Direct 5 4,000 St Anthony Severe Weather Shelter Direct 5 2,495 St Vincent de Paul-St.Anthony Tigard Direct 5 2,830 Templeton Elementary Backpack Program Direct 5 3,030 Tigard Tualatin Family Resource Center Direct S 5,000 Tigard Turns the Tide Coalition Direct $ 3,200 Tualatin Riverkeepers Direct $ 3,000 In-Kind $ 1,000 Washington Co Project Homeless Connect Direct $ 2,000 Sub-total Direct $ 17,900 Sub-total Direct $ 105,400 Iry-Kind $ 1,000 In-Kind $ 107,600 'Total(Combined) Total(Set asides and others) Direct $ 32,900 Direct $ 105,400 In-Kind $ 66,000 In-Kind $ 107,600 TRANSIENT LODGING TAX MARLAND HENDERSON GRANT PROGRAM RECOMMENDATION Broadway Rose-Operations Direct 5 5,000 ASSIST Direct $ 1,005 Broadway Ros yr bldg Direct S 50,000 Boys&Girls Aid Direct 5 1,340 Peslaval of Balloons Direct 5 10,000 Catalyst Partnership Direct S 670 Tigard 4th of July Direct S 9,500 Community Action Organization Direct $ 670 Downtown Tigard Events Direct $ 9,000 Community Partners for Affordable Homing Direct $ 1,340 Tigard Chamber of Commerce Direct $ 3,000 Community Warehouse Direct $ 670 Tigard Area Farmers Market Direct $ 5,000 Ecumenical Ministries of Oregon-Homeshace Program Direct 5 670 Tigard Bull Alm Farmers Market Direct $ 2,500 Family Justice Center of Washington Co Direct 5 670 Family Promise Tualatin Valley Direct 5 670 Good Neighbor Center Direct S 670 Just Compassion East Washington Co Direct 5 670 LifeWoaks-Zenith Place Direct S 1,340 Love Inc Direct S 670 Luke Dorf Behavioral Health LLC Direct 5 670 Luke Dorf Inc Direct $ 1,340 Rebuilding Together Washington Co Direct 5 670 Sexual Assault Resource Center Direct S 1,005 St Anthony Severe Weather Shelter Direct S 1,005 St Vincent de Paul-St.Anthony Tigard Direct 5 670 Templeton Flementary Backpack Program Direct 5 670 Tigard Turns the Tide Direct S 1,340 TRANSIENT LODGING TAX $ 94,000 MARLAND HENDERSON TOTAL $ 18,425 COMMUNITY SERVICES-PAGE 137 Oc1100-1S _ Lra MUCH liaR[ R[L!AL[ TW N W1K!P[ iA. APC. .,* BIOGRAPHY APH S CALF IN CONTEXT- tit CE NIAG E Llinl.lnd Research Working on a tough homework assignment? Researching your family tree? Looking for marketing resources for your business? The Tigard Public Library can help! City of Tigard I ADOPTED BUDGET I FY 2020-2021 PAGE 138-CITY OF TIGARD PUBLIC WORKS Ptlbhe Works IAdnzinistiation aceetPula F"'g'leetiug MlintEnniDe Stonnnatez Saaitars Sen eu WiteiI3 iaiutfnvarf Reru eatiaua I Green Team jtreet right Se 5 PUBLIC WORKS -PAGE 139 PUBLIC WORKS Day in and day out,the number one goal for the Public Works Department is to provide excep- tional customer service. Department staff stand ready 24/7 to provide essential services in Tigard. Public Works Department employees proudly provide stewardship over the city's parks,water, sanitary sewer, stormwater and streets systems. In addition to physical assets like pipes,parks and roads, the department also plans for strong programs important to city residents like Parks &Recreation,master planning, development review and emergency management. Capital im- provement projects are a big part of Public Works' role in building for the future. Engineering is the city's lead division in planning, design, and construction management. For more information visit www.tigrd-or.gov/pw. i. mtimillitit gig •` 1': - Public Works employees cleaning out a manhole on a #7 ,r' . T . Tigard street _ mii I Limmilla `, 4 '' ,e • . Bishop Scheckla Pavilion at Cook Park •'4f:1t - ., Y v , . , , ,, : - PAGE 140 - CITY OF TIGARD PUBLIC WORKS FY 2018 FY 2019 FY 2020 FY 2021 FY 2021 FY 2021 2021 Adopted Actual Actual Revised Proposed Approved Adopted vs2020 Revised III Description Number of Positions 75.45 78.35 83.35 86.35 86.35 86.35 3.6% Budget By Category Personnel Services 7,035,969 7,554,469 9,537,183 9,650,055 9,670,055 9,881,737 3.6% Materials&Services 7,022,420 7,077,578 9,617,596 9,808,600 9,808,600 9,808,600 2.0% Interdepartmental Costs 4,823,788 7,842,975 9,725,257 10,534,587 10,534,587 10,534,587 8.3% Capital Outlay 806,848 1,136,850 1,286,690 936,000 1,036,000 1,036,000 -19.5% Other 0 0 0 0 0 0 0.0% Total All Category 19,689,026 23,611,872 30,166,726 30,929,242 31,049,242 31,260,924 3.6% Budget By Division Public Works Administration 1,779,934 1,955,822 2,365,101 2,243,392 2,243,392 2,267,255 -4.1% Parks and Grounds 6,023 0 0 0 0 0 0.0% Parks Maintenance 2,180,769 2,877,980 3,359,282 3,919,917 3,939,917 3,977,709 18.4% Recreation 306,767 383,878 513,155 568,114 568,114 574,245 11.9% Street Maintenance 1,553,377 2,112,887 2,873,220 2,636,340 2,636,340 2,652,231 -7.7% PW Engineering 2,480,187 3,548,633 4,417,158 4,588,528 4,588,528 4,651,827 5.3% Healthy Streams 0 0 0 0 0 0 0.0% Water 6,630,253 6,618,117 10,377,157 10,329,857 10,329,857 10,361,223 -0.2% Sanitary Sewer 2,202,144 2,638,795 2,321,995 2,281,141 2,331,141 2,342,147 0.9% Stormwater 1,957,455 2,745,348 2,289,263 2,531,917 2,581,917 2,593,053 13.3% Green Team 0 0 730,515 905,646 905,646 916,844 25.5% Street Lights and Signals 592,117 730,413 919,880 924,390 924,390 924,390 0.5% Total All Division 19,689,026 23,611,872 30,166,726 30,929,242 31,049,242 31,260,924 3.6% Budget by Fund General Fund-100 4,266,144 0 0 0 0 0 0.0% Gas Tax Fund-200 2,145,494 2,843,299 3,793,100 3,560,730 3,560,730 3,576,621 -5.7% Parks Utility Fund-270 2,487,536 3,261,858 3,872,437 4,488,031 4,508,031 4,551,954 17.5% Parks Capital Fund-420 0 0 0 0 0 0 0.0% Parks SDC Fund-425 0 0 0 0 0 0 0.0% Sanitary Sewer Fund-500 2,202,144 2,638,795 2,321,995 2,281,141 2,331,141 2,342,147 0.9% Stormwater Fund-510 1,957,455 2,745,348 3,019,778 3,437,563 3,487,563 3,509,897 16.2% Water Quality/Quantity Fund-51 0 0 0 0 0 0 0.0% Water Fund-530 6,630,253 6,618,117 10,377,157 10,329,857 10,329,857 10,361,223 -0.2% Water CIP Fund-532 0 0 0 0 0 0 0.0% Public Works Admin Fund-630 0 1,955,822 2,365,101 2,243,392 2,243,392 2,267,255 -4.1% Public Works Engineering Fund- 0 3,548,633 4,417,158 4,588,528 4,588,528 4,651,827 5.3% Total All Fund 19,689,026 23,611,872 30,166,726 30,929,242 31,049,242 31,260,924 3.6% PUBLIC WORKS -PAGE 141 DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES The Public Works Department stands ready around the clock to provide essential core services and ensure that our public infrastructure is designed, built, maintained and repaired to support a high quali- ty of life in Tigard for residents and businesses. Our employees proudly provide stewardship over the city's parks, water, sanitary sewer, stormwater and streets systems. This includes providing excellent drinking water, efficient conveyance systems for sewage and stormwater, street maintenance, signage and signals for traffic safety, maintenance of our beautiful parks and trails, and much more. Our ser- vices to the community go beyond normal daily maintenance. Our department is responsible for com- pletion of the capital improvement program, a recreation program which provides many exciting op- portunities for Tigard families, and a strong emergency management program that provides annual training for city staff and the public. From a broad perspective,the department is made up of three groups: 1) operational staff who handle the day to day operation, maintenance and repair of the infrastructure; 2) engineering staff who man- age the city's capital improvement program, as well as traffic/transportation management, long-term infrastructure master planning, and private development review; and 3) program staff who implement the city's recreation and emergency management efforts. The Public Works department has a reputation of exceptional customer service and operating in a lean and efficient mariner. As the city grows,it is important for the department to manage performance and know when it is prudent to add resources. The following metrics capture the more prominent parts of our mission. PAGE 142 - CITY OF TIGARD DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES OBJECTIVE MEASURE FY 17-18 FY 18-19 FY 19-20 FY 20-21 ACTUAL ACTUAL REVISED TARGET Tigard's streets will Meet or exceed an 79.0 78.0 81.0 81.0 be well-maintained overall Pavement and safe for Tigard Condition Index residents. The (PCI) of 81.0 for Pavement Condition the street system. Index (PCI) repre- sents the health of this network and is measured annually as a part of the city's Pavement Manage- ment Program (PMP). All playgrounds in Playgrounds that 100% 100% 100% 100% Tigard parks are in- meet ASTM stand- spected weekly and ards (Goal is 100%) are safe for use. Tigard's water will Water samples tak- 100% 100% 100% 100% be clean,reliable en that meet or ex- and safe for the resi- ceed water quality dents in the Tigard standards as set by Water Service Area. US EPA (Goal is 100%) Tigard's sewer sys- Percentage of sewer 31% 32% 25% 25% tem will be well- system cleaned each maintained,meeting year (Goal is 25%) or exceeding CWS performance stand- ards for cleaning. Tigard's storm water Percentage of storm 14% 19% 17% 17% system will be well- line system cleaned maintained,meeting each year (Goal is or exceeding CWS 16.7%) performance stand- ards for cleaning. PUBLIC WORKS -PAGE 143 PUBLIC WORKS ADMINISTRATION BUDGET UNIT: 6000 PROGRAM DESCRIPTION: The Public Works Administration division provides oversight and support for the entire department, including: • Policy and procedure development • Customer service • Infrastructure asset management •Budget and fiscal management • Parks shelter and sport fields reservations • Public outreach and engagement • Emergency management PROGRAM RESULTS: Every member of the department strives to earn the public's trust by way of our vision,mission and core values: VISION Infrastructure Management—Creating and Maintaining Tigard's Quality of Life MISSION To proudly provide stewardship over the city's water, sanitary sewer, storm water,parks and street systems,as well as the recreation and emergency management programs in a safe,efficient, courteous,and professional manner. CORE VALUES Professionalism • Safe environment for the public and coworkers • Positive attitude—"a CAN DO attitude" • Provide excellent customer service • Friendly and helpful • Knowledgeable Respect •Team players • Fair to all •Able to compromise • Strive for excellent communications PAGE 144 - CITY OF TIGARD PUBLIC WORKS ADMINISTRATION BUDGET UNIT: 6000 Integrity • Honest with self and others • Trustworthy • Reliable-"I do what I say I'm going to do-you can count on me" • Ethical in our actions Dedication • Dedicated to the Public Works Depattinent's Mission and Core Values • Dedicated to each other-"I will support you" • Involved-"I am part of the solution,not part of the problem" • Willing to go the extra mile •Willing to work across divisional boundaries Enthusiasm • Sense of humor-vital for any environment • Celebrate our successes • Strive to set the example-"to be a model for others to follow" FULL-TIME EQUIVALENT POSITIONS 2017-2018 2018-2019 2019-2020 2020-2021 Management Analyst 0.00 0.00 0.95 0.95 Program Coordinator 0.00 0.00 0.00 1.00 Public Works Director 1.00 1.00 1.00 1.00 Asst. Public Works Director 1.00 1.00 1.00 1.00 Business Manager 1.00 1.00 1.00 1.00 Confidential Executive Assistant 1.00 1.00 1.00 0.00 CMMS Software Specialist 1.00 1.00 1.00 1.00 Emergency Services Coordinator 1.00 1.00 1.00 1.00 Sr.Administrative Specialist 1.00 1.00 1.00 1.00 GIS Technician 1.00 0.00 0.00 0.00 Administrative Specialist II 1.75 1.00 1.00 1.00 Asset Manager 0.00 0.00 1.00 0.00 Total FTE 9.75 8.00 9.95 8.95 PUBLIC WORKS -PAGE 145 PUBLIC WORKS ADMINISTRATION BUDGET UNIT: 6000 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 8.00 9.95 Total FTE 8.95 8.95 8.95 O 475,992 673,531 51001-Salaries-Management 572,032 572,032 586,905 -12.9% O 180,268 178,051 51002-Salaries-General 180,191 180,191 184,876 3.8% O 15,774 11,363 51005-Part Time-Temporary 0 0 0 -100.0% O 3,251 3,379 51006-Overtime 0 0 0 -100.0% O 0 2,817 51007-Incentive Pay 0 0 0 -100.0% O 675,285 869,141 Total Personnel Services-Salaries 752,223 752,223 771,781 -11.2% O 676 865 52001-Unemployment 752 752 772 -10.8% O 6,209 6,715 52002-Worker's Compensation 2,941 2,941 3,017 -55.1% O 50,534 66,095 52003-Social Security/Medicare 57,543 57,543 59,039 -10.7% O 5,125 7,530 52004-Tri-Met Tax 5,594 5,594 5,739 -23.8% O 81,810 112,771 52005-Retirement 98,765 98,765 101,333 -10.19/0 O 5,823 6,870 52007-VEBA-ER 6,270 6,270 6,270 -8.7% O 514 4,185 52008-Life Ins/ADD/LTD 3,579 3,579 3,579 -14.5% O 1,788 0 52009-Long Term Disability 0 0 0 0.0% O 126,458 185,498 52010-Medical/Dental/Vision 144,657 144,657 144,657 -22.0% O 16,141 0 52011-Dental Benefits 0 0 0 0.0% O 58,706 3,084 52012-Accrued Vacation 0 0 0 -100.0% O 353,782 393,613 Total Personnel Services-Benefits 320,101 320,101 324,406 -17.6% O 5,431 14,720 53001-Office Supplies 19,500 19,500 19,500 32.5% O 0 500 53002-Small Tools&Equipment 7,500 7,500 7,500 1400.0% O 687 2,500 53003-Fuel 2,500 2,500 2,500 0.0% O 6,117 17,720 Total Supplies 29,500 29,500 29,500 66.5% O 71,206 107,026 54001-Professional/Contractual Services 159,300 159,300 159,300 48.8% O 5,238 5,417 54006-Software License and Maintenance 5,250 5,250 5,250 -3.1% O 411 2,500 54113-R&M-Vehicles 1,500 1,500 1,500 -40.0% O 0 1,500 54114-R&M-Office Equipment 1,500 1,500 1,500 0.0% O 7,952 16,192 54205-Utilites-Phone/Pager/Cells 9,964 9,964 9,964 -38.5% O 388 1,400 54300-Advertising&Publicity 7,000 7,000 7,000 400.0% O 143 725 54301-Fees and Charges 220 220 220 -69.7% O 20,955 40,945 54302-Dues&Subscriptions 29,741 29,741 29,741 -27.4% O 7,610 9,675 54303-Professional Development 17,325 17,325 17,325 79.1% O 41,904- 46,331 54311-Special Department Expenses 40,000 40,000 40,000 -13.7% O 155,807 231,711 Total Services 271,800 271,800 271,800 17.3% O 27,679 78,500 56004-Computer Hardware and Software 0 0 0 -100.0% O 27,679 78,500 Total Capital Improvement 0 0 0 -100.0% PAGE 146 - CITY OF TIGARD PUBLIC WORKS ADMINISTRATION BUDGET UNIT: 6000 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 O 13,769 27,932 58100-Indirect Charges-City Management 22,737 22,737 22,737 -18.6% O 37,099 28,660 58110-Indirect Charges-Human Resources 40,398 40,398 40,398 41.0% O 6,551 9,607 58120-Indirect Charges-Risk Management 12,209 t2,209 12,209 27.1% O 18,058 25,804 58130-Indirect Charges-Office Services 27,038 27,038 27,038 4.8% O 77,267 23,798 58150-Indirect Charges-Records 26,694 26,694 26,694 12.2% O 7,834 9,906 58160-Indirect Charges-City Attorney 13,375 13,375 13,375 35.0% O 8,035 15,790 58200-Indirect Charges-Finance 10,234 10,234 10,234 -35.2% Administration O 28,615 30,189 58210-Indirect Charges-Financial Operations 33,832 33,832 33,832 12.1% O 394,556 430,543 58230-Indirect Charges-Technology 497,787 497,787 497,787 15.6% O 2,976 14,628 58250-Indirect Charges-Contracts and 17,254 17,254 17,254 18.0% Purchasing O 10,367 12,442 58630-Indirect Charges-Fleet Maintenance 13,236 13,236 13,236 6.4% O 132,024 145,117 58640-Indirect Charges-Property Managemet 154,974 154,974 154,974 6.8% O '3',151 774,416 Total Internal Services 869,768 869,768 869,768 12.3% O 1,955,822 2,365,101 Total Public Works Administration 2,243,392 2,243,392 2,267,255 -4.1% PUBLIC WORKS -PAGE 147 PUBLIC WORKS ADMINISTRATION-HISTORICAL BUDGET UNIT: 6000 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 9.75 Total FlE 531,070 0 0 51001-Salaries-Management 0 0 0 0.0% 187,818 0 0 51002-Salaries-General 0 0 0 0.0% 8,586 0 0 51006-Overtime 0 0 0 0.0% 727,474 0 0 Total Personnel Services-Salaries 0 0 0 0.0% 728 0 0 52001-Unemployment 0 0 0 0.0% 7,250 0 0 52002-Worker's Compensation 0 0 0 0.0% 54,544 0 0 52003-Social Security/Medicare 0 0 0 0.0% 5,451 0 0 52004-Tri-Met Tax 0 0 0 0.0% 90,487 0 0 52005-Retirement 0 0 0 0.0% 6,373 0 0 52007-VESA-ER 0 0 0 0.0% 1,030 0 0 52008-Life Ins/ADD/LTD 0 0 0 0.0% 2,010 0 0 52009-Long Tenn Disability 0 0 0 0.0% 136,524 0 0 52010-Medical/Dental/Vision 0 0 0 0.0% 17,505 0 0 52011-Dental Benefits 0 0 0 0.0% 321,902 0 0 Total Personnel Services-Benefits 0 0 0 0.0% 5,026 0 0 53001-Office Supplies 0 0 0 0.0% 104 0 0 53002-Small Tools&Equipment 0 0 0 0.0% 959 0 0 53003-Fuel 0 0 0 0.0% 6,089 0 0 Total Supplies 0 0 0 0.0% 66,245 0 0 54001-Professional/Contractual Services 0 0 0 0.0% 6,287 0 0 54006-Software License and Maintenance 0 0 0 0.0% 474 0 0 54113-R&M-Vehicles 0 0 0 0.0% 6,042 0 0 54205-Utilites-Phone/Pager/Cells 0 0 0 0.0% 1,355 0 0 54300-Advertising&Publicity 0 0 0 0.0% 344 0 0 54301-Fees and Charges 0 0 0 0.0% 18,047 0 0 54302-Dues&Subscriptions 0 0 0 0.0% 8,144 0 0 54303-Professional Development 0 0 0 0.0% 56,025 0 0 54311-Special Department Expenses 0 0 0 0.0% 162,963 0 0 Total Services 0 0 0 0.0% 22,076 0 0 56004-Computer Hardware and Software 0 0 0 0.0% 22,076 0 0 Total Capital Improvement 0 0 0 0.0% PAGE 148 - CITY OF TIGARD PUBLIC WORKS ADMINISTRATION-HISTORICAL BUDGET UNIT: 6000 FY 2018 FY 2019 FY 2020 Budget Resource Summary 2021 2021 2021 Adopted vs. Actual Actual Revised Proposed Approved Adopted FY 20 99,335 0 0 58100-Indirect Charges-City Management 0 0 0 0.0% 29,331 0 0 58110-Indirect Charges-Human Resources 0 0 0 0.0% 17,520 0 0 58120-Indirect Charges-Risk Management 0 0 0 0.0% 14,927 0 0 58130-Indirect Charges-Office Services 0 0 0 0.0% 68,048 0 0 58150-Indirect Charges-Records 0 0 0 0.0% 26,000 0 0 58160-Indirect Charges-City Attorney 0 0 0 0.0% 2,675 0 0 58200-Indirect Charges-Finance 0 0 0 0.0% Administration 30,747 0 0 58210-Indirect Charges-Financial Operations 0 0 0 0.0% 134,585 0 0 58230-Indirect Charges-Technology 0 0 0 0.0% 10,496 0 0 58250-Indirect Charges-Contracts and 0 0 0 0.0% Purchasing 80 0 0 58630-Indirect Charges-Fleet Maintenance 0 0 0 0 o% 105,687 0 0 58640-Indirect Charges-Property Managemei 0 0 0 0.0% 539,431 0 0 Total Internal Services 0 0 0 0.0% MI 1,779,935 0 Total Public Works Administration 0 0 0.0r/ The Public Works Administration division moved from the General Fund to a newly created fund within Central Services, beginning in fiscal year 2019. This results in two reports-one to reflect the FY2021 budget and one to report historical actual budget numbers. PUBLIC WORKS -PAGE 149 PARKS MAINTENANCE BUDGET UNIT: 6150 PROGRAM DESCRIPTION: The Parks Maintenance division is focused on providing safe and attractive parks and open spaces for residents and visitors to enjoy. Tigard Parks provides accessible parks, outdoor activities,and well maintained trails that support the city's vision for a healthy,interconnected,and walkable community. Staff in this division are responsible for the following: • Day to day maintenance, operation and inspection of trees within parks and open spaces • Turf and sports fields • Ornamental beds • Community gardens • Sport courts • Picnic shelters • Park restroom facilities • Paved Trails within parks and open spaces • Soft surface paths and trails within parks and open spaces •Playgrounds PROGRAM RESULTS: Through the efforts of a well-planned maintenance program,Tigard parks and open spaces are maintained in a lean and efficient manner. Our goal is to maintain these areas in accordance with best management practices at the state and national level. However,Tigard has a backlog of parks in need of maintenance. Parks and open spaces are maintained at the highest level achievable with the resources we can afford. • Hazard trees are discovered and removed as soon as practicable. • Sport fields are in excellent condition and support the variety of youth sports activities in Tigard. • Sport courts and playgrounds are inspected and repaired in accordance with state and national best management practices. •Trails and pathways are inspected and repaired to ensure safety for pedestrians and bicyclists. FULL-TIME EOUIVALENT POSITIONS 2017-2018 2018-2019 2019-2020 2020-2021 Environmental Program Coordinator 1.00 1.00 1.00 1.00 Parks&Grounds Manager 0.40 0.50 0.50 0.30 Parks&Grounds Supervisor 1.00 1.00 1.00 2.00 Sr Utility Worker 2.00 2.00 3.00 3.00 Utility Worker II 6.00 6.00 7.00 9.00 Total FTE 10.40 10.50 12.50 15.30 PAGE 150 - CITY OF TIGARD PARKS MAINTENANCE BUDGET UNIT: 6150 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 10.40 10.50 12.50 Total FTE 15.30 15.30 15.30 128,997 132,514 121,921 51001-Salaries-Management 190,150 210,150 215,094 76.4% 520,760 493,134 681,394 51002-Salaries-General 781,325 781,325 801,640 17.6% 178,586 182,267 232,037 51005-Part Time-Temporary 255,000 255,000 261,630 12.8% 20,899 17,914 13,514 51006-Overtime 16,000 16,000 16,416 21.5% 551 366 0 51007-Incentive Pay 0 0 0 0.0% 849,793 826,195 1,048,866 Total Personnel Services-Salaries 1,242,475 1,262,475 1,294,780 23.4% 850 826 1,051 52001-Unemployment 972 972 998 -5.0% 30,885 30,612 31,192 52002-Worker's Compensation 19,298 19,298 19,800 -36.5% 64,320 62,508 80,183 52003-Social Security/Medicare 74,316 74,316 76,249 -4.9% 6,363 6,265 7,901 52004-Tri-Met Tax 7,226 7,226 7,414 -6.2% 75,421 72,975 93,244 52005-Retirement 109,166 109,166 112,004 20.1% 9,074 8,460 10,650 52007-VEBA-ER 13,080 13,080 13,080 22.8% 712 620 2,039 52008-Life Ins/ADD/LTD 3,018 3,018 3,018 48.0% 1,647 1,390 0 52009-Long Term Disability 0 0 0 0.0% 145,641 135,672 211,306 52010-Medical/Dental/Vision 234,969 234,969 234,969 11.2% 17,285 15,615 0 52011-Dental Benefits 0 0 0 0.0% 352,198 334,942 437,566 Total Personnel Services-Benefits 462,045 462,045 467,532 6.8% 477 2,172 700 53001-Office Supplies 700 700 700 0.0% 6,326 9,415 6,350 53002-Small Tools&Equipment 14,280 14,280 14,280 124.9% 27,931 22,221 34,000 53003-Fuel 35,000 35,000 35,000 2.9% 34,734 33,807 41,050 Total Supplies 49,980 49,980 49,980 21.8% 201,267 74,629 84,585 54001-Professional/Contractual Services 103,580 103,580 103,580 22.5% 981 2,587 0 54007-Parks and Recreation 0 0 0 0.0% 3,458 9,510 5,600 54101-R&M-Facilities 5,600 5,600 5,600 0.0% 133,938 118,979 132,070 54105-R&M-Grounds 141,800 141,800 141,800 7.4% 34,372 32,357 51,000 54113-R&M-Vehicles 51,000 51,000 51,000 0.0% 47 0 0 54115-Vehicle Usage 0 0 0 0.0% 13,226 15,200 25,685 54201-Utilities-Electric 38,350 38,350 38,350 49.3% 130,765 146,182 254,700 54202-Utilities-Water/Sewer/SWM 313,700 313,700 313,700 23.2% 15,160 12,485 9,120 54205-Utilites-Phone/Pager/Cells 8,660 8,660 8,660 -5.0% 140 1,253 1,000 54300-Advertising&Publicity 2,000 2,000 2,000 100.0% 620 358 1,046 54301-Fees and Charges 1,000 1,000 1,000 -4.4% 1,650 4,208 1,700 54302-Dues&Subscriptions 1,700 1,700 1,700 0.0% 6,047 7,707 3,900 54303-Professional Development 9,000 9,000 9,000 130.8% 3,760 1,732 6,250 54309-Rents and Leases 6,250 6,250 6,250 0.0% 3 0 0 54310-Bad Debt Expense 0 0 0 0.0% 18,471 15,039 6,000 54311-Special Department Expenses 9,550 9,550 9,550 59.2% 563,905 442,225 582,656 Total Services 692,190 692,190 692,190 18.8% 30,726 37,088 77,500 56003-Vehicles 170,000 170,000 170,000 119.4% 1,979 563 500 56004-Computer Hardware and Software 0 0 0 -100.0% 99,646 87,604 120,000 56006-Equipment 88,000 88,000 88,000 -26.7% 132,351 125,255 198,000 Total Capital Improvement 258,000 258,000 258,000 30.3% PUBLIC WORKS -PAGE 151 PARKS MAINTENANCE BUDGET UNIT: 6150 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 46,568 28,593 36,164 58100-Indirect Charges-City Management 36,588 36,588 36,588 1.2% 32,327 57,469 82,617 58110-Indirect Charges-Human Resources 123,400 123,400 123,400 49.4% 41,012 23,156 33,498 58120-Indirect Charges-Risk Management 42,104 42,104 42,104 25.7% O 37,501 33,778 58130-Indirect Charges-Office Services 44,613 44,613 44,613 32.1% O 31,714 41,614 58150-Indirect Charges-Records 47,999 47,999 47,999 15.3% 6,000 16,272 12,968 58160-Indirect Charges-City Attorney 22,069 22,069 22,069 70.2% 2,972 11,859 23,313 58200-Indirect Charges-Finance 16,696 16,696 16,696 -28.4% Administration 37,040 61,028 75,658 58210-Indirect Charges-Financial Operations 79,405 79,405 79,405 5.0% O 248,741 0 58220-Indirect Charges-Utility Billing 0 0 0 0.0% 39,354 40,553 41,400 58230-Indirect Charges-Technology 43,633 43,633 43,633 5.4% 8,085 442 11,107 58250-Indirect Charges-Contracts and 8,778 8,778 8,778 -21.0% Purchasing O 303,513 341,361 58600-Indirect Charges-PW Admin 421,335 421,335 421,335 23.4% O 180,834 213,894 58625-Indirect Charges-PW Engineering 220,399 220,399 220,399 3.0% 30,835 69,199 97,717 58630-Indirect Charges-Fleet Maintenance 101,480 101,480 101,480 3.9% 3,594 4,682 6,055 58640-Indirect Charges-Property Managemes 6,728 6,728 6,728 11.1% 247,787 1,115,556 1,051,144 Total Internal Services 1,215,227 1215,227 1,215,227 15.6% 2,180,768 2,877,980 3,359,282 Total Parks Maintenance 3,919,917 3,939,917 3,977,709 PAGE 152 - CITY OF TIGARD PARKS AND GROUNDS HISTORICAL BUDGET UNIT: 6100 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 0.00 0.00 0.00 Total F 11; 0.00 0.00 0.00 760 0 0 54001-Professional/Contractual Services 0 0 0 0.0% 5,189 0 0 54101-R&M-Facilities 0 0 0 0.0% 35 0 0 54201-Utilities-Electric 0 0 0 0.0% 39 0 0 54205-Utilites-Phone/Pager/Cells 0 0 0 0.0% 6,023 0 0 Total Services 0 0 0 0.0% otal Parks and Grounds _ailM-1MIM In 2016, the budget committee approved the creation of the Parks Utility Fund which moved Parks and Grounds out of the General Fund. In FY2018, some actual expenditures were coded to the old account in the General Fund and are included above. ,�,. a ty` VIII ds 1 . #14".•:•,....# ' T })` • ' y R .11 9 YtY,ti`.. (;1111 7. \•'`• 7 ,' 4:. r y sl ,i '0, ,, t4 a.a5 y ^^^^; '-o Y iia • t� l,. i' T. �1,, 4,—*, 4 , ;. U '_ i'r 4 I �~ 9 e „, # t { V J a,,. ..,,,-„T ;,-',, -11 mi, 00 1e ',,HT, - i r l tl 4 tv Y , d .4,P;\' / 'ti Mel I�t,� 1� YI�J��I- �� .��I4 ' F 1' !lIy, d I A' II`` 1 Cook Park-Tigard, Oregon PUBLIC WORKS -PAGE 153 RECREATION BUDGET UNIT: 6160 PROGRAM DESCRIPTION: The Recreation division is focused on providing recreational opportunities to citizens throughout the city. Recreation's mission is to provide healthy and diverse recreational opportunities through programming,community events,and the use of city facilities,parks,and natural areas for citizens of all ages and abilities.Recreation's primary goal is ensuring that the City of Tigard is a desirable place to work and play as well as the community to engage and connect to the city's vision. PROGRAM RESULTS: Continued the implementation of recommendations approved by city council for the initial five years of program growth. This includes: • Community event opportunities-Programs and events included: Movies in the Park,Movies on the Court,Concerts,Kids'Night Out,Egg Hunt,Family Sweetheart Dance,Senior Prom,and more. • Creation of summer camps,community programs and recreation classes-the program anticipates providing over 60 classes to residents and visitors throughout the year •Publication of a quarterly activity guide-the program will complete 3 activity guides providing 2 online publications and 1 online and mailed publication FULL-TIME.EQUIVALENT POSITIONS 2017-2018 2018-2019 2019-2020 2020-2021 Parks&Grounds Manager 0.00 0.00 0.00 0.10 Program Specialist 1.00 2.00 1.00 1.00 Recreation Coordinator 0.00 0.00 1.00 1.00 Administrative Specialist II 1.35 0.35 0.35 0.35 Total FTE 2.35 2.35 2.35 2.45 PAGE 154 - CITY OF TIGARD RECREATION BUDGET UNIT: 6160 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 2.35 2.35 2.35 Total FTE 2.45 245 2.45 70,689 43,184 140,843 51001-Salaries-Management 83,907 83,907 86,089 -38.9% 25,057 34,236 17,321 51002-Salaries-General 56,117 56,117 57,576 232.4% O 0 185 51004-Part Time-Regular 18,836 18,836 19,326 10346.5% 12,251 5,282 31,919 51005-Part Time-Temporary 40,000 40,000 41,040 28.6% 2,054 419 0 51006-Overtime 2,500 2,500 2,565 100.0% 110,051 83,121 190,268 Total Personnel Services-Salaries 201,360 201,360 206,596 8.6% 110 83 188 52001-Unemployment 159 159 163 -13.3% 374 1,661 3,034 52002-Worker's Compensation 1,683 1,683 1,727 -43.1% 8,500 6,426 14,441 52003-Social Security/Medicare 12,153 12,153 12,469 -13.7% 822 630 1,422 52004-Tri-Met Tax 1,181 1,181 1,212 -14.8% 12,694 6,117 21,318 52005-Retirement 19,243 19,243 19,743 -7.4% 1,075 1,017 2,100 52007-VEBA-ER 2,460 2,460 2,460 17.1% 104 69 1,221 52008-Life Ins/ADD/LTD 841 841 841 -31.1% 286 118 0 52009-Long Term Disability 0 0 0 0.0% 10,895 2,815 36,000 52010-Medical/Dental/Vision 1,583 1,583 1,583 -95.6% 1,094 247 0 52011-Dental Benefits 0 0 0 0.0% 35,954 19,183 79,724 Total Personnel Services-Benefits 39,303 39,303 40,198 -49.6% O 189 100 53001-Office Supplies 600 600 600 500.0% 120 244 1,000 53003-Fuel 1,000 1,000 1,000 0.0% 125 0 0 53308-Dog Park Trust Account Expense 0 0 0 0.0% 245 433 1,100 Total Supplies 1,600 1,600 1,600 45.5% 21,350 529 20,500 54001-Professional/Contractual Services 20,000 20,000 20,000 -2.4% 79,248 122,073 79,592 54007-Parks and Recreation 77,000 77,000 77,000 -3.3% O 0 I,500 54113-R&M-Vehicles 1,500 1,500 1,500 0.0% O 254 2,500 54205-Utilites-Phone/Pager/Cells 2,275 2,275 2,275 -9.0% 1,564 6,000 20,000 54300-Advertising&Publicity 30,000 30,000 30,000 50.0% O 260 260 54301-Fees and Charges 250 250 250 -3.8% O 0 500 54302-Dues&Subscriptions 500 500 500 0.0% 1,059 0 700 54303-Professional Development 1,500 1,500 1,500 114.3% O 0 2,250 54309-Rents and Leases 2,250 2,250 2,250 0.0% 3,764 711 10,150 54311-Special Department Expenses 2,500 2,500 2,500 -75.4% 106,985 129,827 137,952 Total Services 137,775 137,775 137,775 -0.1% 2,337 0 0 56004-Computer Hardware and Software 0 0 0 0.0% O 0 0 56006-Equipment 0 0 0 0.0% 2,337 0 0 Total Capital Improvement 0 0 0 0.0% PUBLIC WORKS -PAGE 155 RECREATION BUDGET UNIT: 6160 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 8,218 3,535 5,788 58100-Indirect Charges-City Management 9,332 9,332 9,332 61.2% 5,705 7,104 25,174 58110-Indirect Charges-Human Resources 52,941 52,941 52,941 110.3% 7,237 2,862 1,500 58120-Indirect Charges-Risk Management 5,029 5,029 5,029 2353% 8,527 4,635 6,451 58130-Indirect Charges-Office Services 16,223 16,223 16,223 15t5% O 3,920 2,041 58150-Indirect Charges-Records 6,084 6,084 6,084 1981% O 2,011 2,477 58160-Indirect Charges-City Attorney 8,025 8,025 8,025 224.0% 524 1,467 3,932 58200-Indirect Charges-Finance 2,557 2,557 2,557 -35.0% Administration 6,536 7,543 69 58210-Indirect Charges-Financial Operations 125 125 125 81.2% O 30,744 0 58220-Indirect Charges-Utility Billing 0 0 0 0o% 6,945 5,012 560 58230-Indirect Charges-Technology 630 630 630 12.5% 1,427 55 365 58250-Indirect Charges-Contracts and 605 605 605 65.8% Purchasing O 54,922 40,494 58600-Indirect Charges-PW Adnan 63,839 63,839 63,839 57.7% O 18,372 15,260 58625-Indirect Charges-PW Engineering 20,480 20,480 20,480 342% 5,442 8,553 0 58630-Indirect Charges-Fleet Maintenance 2,206 2,206 2,206 1000% 634 579 0 58640-Indirect Charges-Properly Managemei 0 0 0 am/. 51,195 151,314 104,111 Total Internal Services 188,076 188,076 188,076 80.6% Total Recreation 568,114 568,114 574,245 PAGE 156 - CITY OF TIGARD STREET MAINTENANCE BUDGET UNIT: 6200 PROGRAM DESCRIPTION: The Street Maintenance division provides maintenance and repair services for the city's street network and its various components,including: • Street and traffic signs • Pavement markings • Snow and ice management • Right of way landscape on arterials and collectors • Pothole repair and paving • Pavement management The Street Maintenance division's major activities include: 24/7 emergency response,dig out and replace asphalt,pothole patching,sidewalk repair,sign maintenance and installation,tree removal; street tree program,right of way maintenance,and oversee street light and signal maintenance. The division also plays a critical role in the city's Pavement Management Program (PMP) by performing pavement restoration work ahead of annual contracted work and managing the program. PROGRAM RESULTS: The city's transportation system is safe and aesthetically pleasing for pedestrians,bicyclists and the motoring public. FULL-TIME EQUIVALENT POSITIONS 2017-201S 2015-2019 2019-2020 2020-2021 Pm-kc & Grounds Manager 030 0.50 0.25 030 Stet Supervisor 1.00 1.00 1.00 1.00 Senior Utilits 'orker 1.00 1.00 1.00 1.00 Utility WCIEkef II 5.00 5.00 5.00 5.00 Project Manager 0.00 1.00 1.00 0.00 V astewatef Operations Supercisor 0.15 0.00 0.00 0.00 Total r'1'E 7.45 S.50 S.25 730 PUBLIC WORKS -PAGE 157 STREET MAINTENANCE BUDGET UNIT: 6200 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 7.45 8.50 8.25 Total FTE 7.30 7.30 7.30 120,273 140,303 195,526 51001-Salaries-Management 111,087 111,087 113,975 -4L7% 309,154 305,625 341,672 51002-Salaries-General 331,034 331,034 339,641 -0.6% O 3,456 51,750 51005-Part Time-Temporary 50,000 50,000 51,300 -0.9% 4,851 8,003 15,525 51006-Overtime 15,000 15,000 15,390 -0.9% 434,278 457,388 604,473 Total Personnel Services-Salaries 507,121 507,121 520,306 -13.9% 435 457 606 52001-Unemployment 442 442 453 -25.2% 28,433 28,783 33,182 52002-Worker's Compensation 16,061 16,061 16,479 -50.3% 32,739 34,508 46,241 52003-Social Security/Medicare 33,821 33,821 34,700 -25.0% 3,257 3,472 4,554 52004-Tri-Met Tax 3,289 3,289 3,375 -25.9% 46,489 48,233 65,547 52005-Retirement 50,449 50,449 51,761 -2L0% 6,131 5,942 6,750 52007-VEBA-ER 6,180 6,180 6,180 -8.4% 481 433 1,973 52008-Life Ins/ADD/LTD 1,445 1,445 1,445 -26.8% 1,073 932 0 52009-Long Term Disability 0 0 0 0 o% 108,473 103,570 156,157 52010-Medical/Dental/Vision 118,585 118,585 118,585 -24.1% 12,327 10,610 0 52011-Dental Benefits 0 0 0 0.0% 239,838 236,941 315,010 Total Personnel Services-Benefits 230,272 230,272 232,978 -26.0% 90 266 250 53001-Office Supplies 250 250 250 0.0% 4,535 6,294 5,960 53002-Small Tools&Equipment 9,212 9,212 9,212 54.6% 12,955 13,488 30,000 53003-Fuel 20,000 20,000 20,000 -33.3% 17,580 20,047 36,210 Total Supplies 29,462 29,462 29,462 -18.6% 188,991 223,219 310,818 54001-Professional/Contractual Services 310,760 310,760 310,760 0 o% 97,176 94,224 116,136 54101-R&M-Facilities 118,500 118,500 118,500 2.0% 22,420 11,870 26,000 54113-R&M-Vehicles 26,000 26,000 26,000 0 o% 60 0 0 54114-R&M-Office Equipment 0 0 0 0 o% 3,862 3,453 7,000 54202-Utilities-Water/Sewer/SWM 5,000 5,000 5,000 -28.6 3,099 3,840 5,280 54205-Utilites-Phone/Pager/Cells 3,848 3,848 3,848 -27.1% 690 1,681 1,000 54300-Advertising&Publicity 1,000 1,000 1,000 0 o% O 280 300 54302-Dues&Subscriptions 300 300 300 0.0% 2,604 2,899 2,470 54303-Professional Development 5,000 5,000 5,000 102.4% O 0 2,800 54306-Credit Card Fees 0 0 0 -100.0% O 150 1,000 54308-Property Damage 1,000 1,000 1,000 0 o% 16,156 0 0 54309-Rents and Leases 0 0 0 0 o% 2,981 5,683 4,950 54311-Special Department Expenses 8,400 8,400 8,400 69.7% 338,039 347,299 477,754 Total Services 479,808 479,808 479,808 0.4% 149,632 168,455 275,000 56003-Vehicles 75,000 75,000 75,000 -72.7% O 0 40,000 56004-Computer Hardware and Software 0 0 0 -100.0% O 0 0 56006-Equipment 25,000 25,000 25,000 1000°OA 149,632 168,455 315,000 Total Capital Improvement 100,000 100,000 100,000 -68.3% PAGE 158 - CITY OF TIGARD STREET MAINTENANCE BUDGET UNIT: 6200 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 175,358 0 0 58000-Interdepartmental Costs 0 0 0 0.0% 35,338 10,709 27,540 58100-Indirect Charges-City Management 19,372 19,372 19,372 -29.7% 23,888 31,520 33,417 58110-Indirect Charges-Human Resources 35,339 35,339 35,339 5.8% 43,558 18,508 54,326 58120-Indirect Charges-Risk Management 63,762 63,762 63,762 17.4% 2,948 14,046 29,030 58130-Indirect Charges-Office Services 21,630 21,630 21,630 -25.5% O 12,520 19,607 58150-Indirect Charges-Records 19,148 19,148 19,148 -2.3% 1,000 6,093 11,145 58160-Indirect Charges-City Attorney 10,700 10,700 10,700 -4.0% 3,803 8,326 17,722 58200-Indirect Charges-Finance 10,769 10,769 10,769 -39.2% Administration 30,485 23,508 25,370 58210-Indirect Charges-Financial Operations 28,206 28,206 28,206 11.2% O 0 2,000 58220-Indirect Charges-Utility Billing 150,067 150,067 150,067 7403.4% 39,314 26,349 109,106 58230-Indirect Charges-Technology 150,577 150,577 150,577 38.0% 9,185 0 5,851 58250-Indirect Charges-Contracts and 6,660 6,660 6,660 13.8% Purchasing O 184,714 218,324 58600-Indirect Charges-PW Admin 189,426 189,426 189,426 -13.2% O 494,629 509,128 58625-Indirect Charges-PW Engineering 513,427 513,427 513,427 0.8% 9,136 51,834 62,207 58630-Indirect Charges-Fleet Maintenance 70,594 70,594 70,594 13.5% 374,013 882,756 1,124,773 Total Internal Services 1,289,677 1,289,677 1,289,677 14.'0 o 1,553,380 2,112,887 2,873,220 Total Street Maintenance 2,636,340 2,636,340 2,652,231 -7.7% 1 k. _� L t ' • \ 1 _ 4 , y .t kii. ,,,,it:. :,,,,,...11:;,_, Iiiie„ City workers install a crosswalk on a street with high foot traffic PUBLIC WORKS -PAGE 159 PW ENGINEERING BUDGET UNIT: 6250 PROGRAM DESCRIPTION: The Engineering Division provides key support to the organization by providing professional services in the following areas: • Public capital project delivery •Transportation system management • Master planning for infrastructure systems •Approval and inspection of privately-funded development projects that add to our infrastructure systems Specific services provided include: • Project management • Design • Plan review • Construction oversight • Inspection • Environmental permit coordination • Public infrastructure standards development PROGRAM RESULTS: • Capital Improvement Plan (CIP) projects are delivered in an efficient and cost-effective manner. •Management of the transportation system is respectful of all modes of travel and strives to address public safety issues,reduce traffic congestion through Tigard,and to continuously improve the experience for pedestrians and bicyclists. • System master plans are updated at intervals recommended by best management practices and critical projects are prioritized in the CIP and completed. •Private development projects are constructed such that new public infrastructure meets or exceeds city standards. PAGE 160 - CITY OF TIGARD PW ENGINEERING BUDGET UNIT: 6250 FULL-TIME EOUIVALENT POSITIONS 2017-2018 2018-2019 2019-2020 2020-2021 City Engineer 1.00 1.00 1.00 1.00 Assistant City Engineer 1.00 1.00 1.00 1.00 Principal Engineer 1.00 1.00 2.00 2.00 Senior Project Engineer 4.00 4.00 4.00 5.00 Project Manager 1.00 1.00 1.00 3.00 Project Coordinator 2.00 2.00 3.00 3.00 Senior Engineering Technician 4.00 4.00 4.00 3.00 Engineering Technician II 2.00 2.00 2.00 3.00 Management Analyst 1.00 1.00 1.00 1.00 Administrative Specialist II 1.00 1.00 1.00 1.00 Water Project Coordinator 1.00 1.00 1.00 0.00 Total FTE 19.00 19.00 21.00 23.00 rV" '3 4 ; ;` 7,' .ate •I I �+g 1 I II Ill iv . . , Fanno Creek Trail at Grant Ave Design sketch for budgeted project in Tigard's Park system PUBLIC WORKS -PAGE 161 PW ENGINEERING BUDGET UNIT: 6250 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 19.00 21.00 Total FTE 23.00 23.00 23.00 O 804,128 1,067,023 51001-Salaries-Management 1,265,442 1,265,442 1,298,344 21.7% O 595,134 709,331 51002-Salaries-General 699,436 699,436 717,621 1.2% O 18,342 25,875 51005-Part Time-Temporary 25,000 25,000 25,650 -0.9% O 4,881 7,884 51006-Overtime 7,700 7,700 7,900 0.2% O 1,422,485 1,810,113 Total Personnel Services-Salaries 1,997,578 1,997,578 2,049,515 13.2% O 1,423 1,812 52001-Unemployment 1,998 1,998 2,050 13.1% O 22,668 27,163 52002-Worker's Compensation 17,361 17,36t 17,813 -34.4% O 108,204 138,383 52003-Social Security/Medicare 152,753 152,753 156,724 13.3% O 10,793 13,632 52004-Tri-Met Tax 14,850 14,850 15,236 11.8% O 188,758 225,208 52005-Retirement 250,045 250,045 256,546 13.9% O 12,880 15,600 52007-VEBA-ER 16,800 16,800 16,800 7.7% O 1,081 6,995 52008-Life Ins/ADD/LTD 8,257 8,257 8,257 18.0% O 3,109 0 52009-Long Term Disability 0 0 0 0.0% O 251,838 382,647 52010-Medical/Dental/Vision 426,510 426,510 426,510 11.5% O 29,381 0 52011-Dental Benefits 0 0 0 0.0% O 67,262 0 52012-Accrued Vacation 0 0 0 0.0% O 697,395 811,440 Total Personnel Services-Benefits 888,574 888,574 899,936 10.9% O 1,231 5,300 53001-Office Supplies 5,300 5,300 5,300 0.0% O 11,580 9,700 53002-Small Tools&Equipment 6,500 6,500 6,500 -33.0% O 4,852 5,500 53003-Fuel 5,500 5,500 5,500 0.0% O 0 3,500 53006-Technology Equipment under$5,000 0 0 0 -100.0% O 17,664 24,000 Total Supplies 17,300 17,300 17,300 -27.9% O 172,390 265,000 54001-Professional/Contractual Services 368,450 368,450 368,450 39.0% O 0 3,000 54003-Legal Fees 3,000 3,000 3,000 0.0% O 7,237 37,330 54006-Software License and Maintenance 24,000 24,000 24,000 -35.7% O 3,000 8,000 54113-R&M-Vehicles 8,000 8,000 8,000 0.0% O 0 1,000 54114-R&M-Office Equipment 0 0 0 -100.0% O 6,818 11,600 54205-Utilites-Phone/Pager/Cells 9,600 9,600 9,600 -17.2% O 2,990 1,000 54300-Advertising&Publicity 1,000 1,000 1,000 0.0% O 6,275 7,400 54302-Dues&Subscriptions 7,400 7,400 7,400 0.0% O 8,287 24,000 54303-Professional Development 20,500 20,500 20,500 -14.6% O 7,724 4,500 54311-Special Department Expenses 4,550 4,550 4,550 1.1% O 214,720 362,830 Total Services 446,500 446,500 446,500 23.1% O 0 70,000 56003-Vehicles 70,000 70,000 70,000 0.0% O 2,543 6,500 56004-Computer Hardware and Software 9,500 9,500 9,500 46.2% O 2,543 76,500 Total Capital Improvement 79,500 79,500 79,500 3.9% PAGE 162 - CITY OF TIGARD PW ENGINEERING BUDGET UNIT: 6250 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 O 30,597 51,233 58100-Indirect Charges-City Management 45,217 45,217 45,217 -11.7% O 79,776 79,421 58110-Indirect Charges-Human Resources 93,558 93,558 93,558 17.8% O 19,531 22,204 58120-Indirect Charges-Risk Management 26,390 26,390 26,390 18.9% O 40,129 61,284 58130-Indirect Charges-Office Services 58,131 58,131 58,131 -5.1% O 70,008 41,971 58150-Indirect Charges-Records 45,711 45,711 45,711 8.9% O 17,411 23,528 58160-Indirect Charges-City Attorney 28,757 28,757 28,757 22.2% O 15,035 28,804 58200-Indirect Charges-Finance 21,294 21,294 21,294 -26.1% Administration O 150,936 59,638 58210-Indirect Charges-Financial Operations 58,298 58,298 58,298 -2.2% O 179,072 196,287 58230-Indirect Charges-Technology 192,805 192,805 192,805 -1.8% O 194,422 191,262 58250-Indirect Charges-Contracts and 158,618 158,618 158,618 17.1% Purchasing O 321,366 490,469 58600-Indirect Charges-PW Admin 340,741 340,741 340,741 -30.5% O 31,100 37,324 58630-Indirect Charges-Fleet Maintenance 39,709 39,709 39,709 6.4% O 44,442 48,850 58640-Indirect Charges-Property Managemet 49,847 49,847 49,847 2.0°/, O 1,193,825 1,332,275 Total Internal Services 1,159,076 1,159,076 1,159,076 13.0% O 3,548,633 4,417,158 Total PW Engineering I 4,588,528 4,588,528 4,651,827 5.3% • to y:A ... g. sy[3., L. r �fll _ iii 1 VIr t r ;, . .14� • ,t - ,-,:i.:„..'... tori ---,,,'---'7 h • .. .. •\. !� l.' ,�-tel , 'at• l v 1 x [ fid t i Fanno Creek Stabilization Project Tigard, Oregon PUBLIC WORKS -PAGE 163 PW ENGINEERING-HISTORICAL BUDGET UNIT: 6250 The Public Works Engineering division moved from the General Fund to a newly created fund within Central Services, beginning in fiscal year 2019. This results in two reports-one to reflect the FY2021 budget and one to report historical actual budget numbers. FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 19.00 Total PTE 765,420 0 0 51001-Salaries-Management 0 0 0 0o% 517,567 0 0 51002-Salaries-General 0 0 0 0o% 18,630 0 0 51005-Part Time-Temporary 0 0 0 0.0% 1,743 0 0 51006-Overtime 0 0 0 0.0% 1,303,360 0 0 Total Personnel Services-Salaries 0 0 0 0o% 1,304 0 0 52001-Unemployment 0 0 0 0o% 18,093 0 0 52002-Worker's Compensation 0 0 0 0o% 99,387 0 0 52003-Social Security/Medicare 0 0 0 0.0% 9,764 0 0 52004-Tri-Met Tax 0 0 0 0.0% 158,728 0 0 52005-Retirement 0 0 0 0o% 12,225 0 0 52007-VEBA-ER 0 0 0 0o% 1,073 0 0 52008-Life Ins/ADD/LTD 0 0 0 0o% 3,446 0 0 52009-Long Term Disability 0 0 0 0.0% 216,907 0 0 52010-Medical/Dental/Vision 0 0 0 0o% 26,822 0 0 52011-Dental Benefits 0 0 0 0o% 547,749 0 0 Total Personnel Services-Benefits 0 0 0 0o% 1,688 0 0 53001-Office Supplies 0 0 0 0.0% 11,798 0 0 53002-Small Tools&Equipment 0 0 0 0o% 3,834 0 0 53003-Fuel 0 0 0 0o% 17,320 0 0 Total Supplies 0 0 0 0.0% 140,859 0 0 54001-Professional/Contractual Services 0 0 0 0o% 3,932 0 0 54006-Software License and Maintenance 0 0 0 0o% 5,373 0 0 54113-R&M-Vehicles 0 0 0 0.0% 3,378 0 0 54205-Utilites-Phone/Pager/Cells 0 0 0 0.0% 1,335 0 0 54300-Advertising&Publicity 0 0 0 0.0% 3,835 0 0 54302-Dues&Subscriptions 0 0 0 0.0% 8,214 0 0 54303-Professional Development 0 0 0 0.0% 3,283 0 0 54311-Special Department Expenses 0 0 0 (10% 170,209 0 0 Total Services 0 0 0 0.0% 6,545 0 0 56004-Computer Hardware and Software 0 0 0 0.0% 6,545 0 0 Total Capital Improvement 0 0 0 0.0% PAGE 164 - CITY OF TIGARD PW ENGINEERING-HISTORICAL BUDGET UNIT: 6250 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 71,176 0 0 58100-Indirect Charges-City Management 0 0 0 0.0% 52,144 0 0 58110-Indirect Charges-Human Resources 0 0 0 0.0% 42,811 0 0 58120-Indirect Charges-Risk Management 0 0 0 0.0% 34,123 0 0 58130-Indirect Charges-Office Services 0 0 0 0.0% 9,952 0 0 58150-Indirect Charges-Records 0 0 0 0.0% 6,000 0 0 58160-Indirect Charges-City Attorney 0 0 0 0.0% 3,994 0 0 58200-Indirect Charges-Finance 0 0 0 0.0% Administration 34,491 0 0 58210-Indirect Charges-Financial Operations 0 0 0 0.0% 129,914 0 0 58230-Indirect Charges-Technology 0 0 0 0.0% 12,770 0 0 58250-Indirect Charges-Contracts and 0 0 0 0.0% Purchasing 2,054 0 0 58630-Indirect Charges-Fleet Maintenance 0 0 0 0.0% 35,577 0 0 58640-Indirect Charges-Property Managemer 0 0 0 0.0% 435,006 0 0 Total Internal Services 0 0 0 0.0% 2,480,189 Total PW Engineering 0 0.0°/a PUBLIC WORKS -PAGE 165 WATER BUDGET UNIT: 6500 PROGRAM DESCRIPTION: The Public Works Water Division has the primary responsibility to operate,maintain,repair,and expand the water system to provide high-quality,dependable water supply to its customers. The Tigard Water Service Area is comprised of the cities of Durham,King City,two thirds of Tigard,and unincorporated areas to the south and west of Tigard. The service area has just over 20,000 service connections supplying approximately 62,500 customers. Division activities include: 24/7 emergency response;water line,hydrant,meter maintenance and installation;water treatment;water quality;backflow;and water conservation. PROGRAM RESULTS: The city provides safe and reliable water that meets or exceeds all Environmental Protection Agency (EPA) and State of Oregon standards for water quality. The Water Division holds to these standards under normal,peak and emergency situations. FULL-TIME EQUIVALENT POSITIONS 2017-2018 2018-2019 2019-2020 2020-2021 Water Operations Supervisor 1.25 2.00 2.00 2.00 Backflow Cross Connections Specialist 1.00 1.00 1.00 1.00 Environmental Program Coordinator 1.00 1.00 1.00 1.00 Senior Utility Worker 1.00 1.00 1.00 1.00 Utility Worker II 5.50 6.00 5.00 5.00 Senior Water Utility Technician 1.00 1.00 1.00 2.00 Utility Worker I 0.25 0.00 1.00 0.00 Utility Division Manager 0.25 0.50 1.00 1.00 Management Analyst 0.00 0.50 0.05 0.05 PW Apprentice 0.00 0.50 1.00 1.00 Total FIE 11.25 13.50 14.05 14.05 PAGE 166 - CITY OF TIGARD WATER BUDGET UNIT: 6500 FY 2018 FY 2019 FY 2020 Budget Resource Summary 2021 2021 2021 Adopted vs. Actual Actual Revised Proposed Approved Adopted FY 20 11.25 13.50 14.05 Total FTE 14,05 14.05 14.05 125,642 238,213 284,095 51001-Salaries-Management 284,566 284,566 291,964 2.8% 465,359 439,304 644,706 51002-Salaries-General 674,597 674,597 692,137 7.4% 24,718 35,554 41,400 51006-Overtime 40,000 40,000 41,040 -0.9% 615,719 713,071 970,201 Total Personnel Services-Salaries 999,163 999,163 1,025,141 5.7% 616 715 930 5200I-Unemployment 959 959 984 .5.8% 22,040 25,165 35,806 52002-Worker's Compensation 15,962 15,962 16,377 -54.3% 46,327 53,381 71,054 52003-Social Security/Medicare 73,346 73,346 75,253 5.9% 4,614 5,422 7,000 52004-Tri-Met Tax 7,131 7,131 7,316 4.5% 67,794 76,016 107,210 52005-Retirement 109,827 109,827 112,683 5.1% 8,246 8,921 11,730 52007-VEBA-ER 11,730 11,730 11,730 0.0% 650 645 3,027 52008-Life Ins/ADD/LTD 3,008 3,008 3,008 -0.6% 1,516 1,482 0 52009-Long Tenn Disability 0 0 0 0.0% 102,363 119,719 196,280 52010-Medical/Dental/Vision 203,849 203,849 203,849 3.9% 11,583 12,522 0 52011-Dental Benefits 0 0 0 0.0% 265,749 303,987 433,037 Total Personnel Services-Benefits 425,812 425,812 431,200 -0.4% 10,044 538 2,500 53001-Office Supplies 2,500 2,500 2,500 0.0% 24,347 34,321 25,000 53002-Small Tools&Equipment 50,000 50,000 50,000 100.0% 23,276 19,682 35,000 53003-Fuel 35,000 35,000 35,000 0.0% 1,869,824 1,685,669 2,200,000 53530-Water Costs:L.O.&Ptld 2,200,000 2,200,000 2,200,000 0.0% 1,927,491 1,740,211 2,262,500 Total Supplies 2,287,500 2,287,500 2,287,500 1.1% PUBLIC WORKS -PAGE 167 WATER BUDGET UNIT: 6500 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 331,318 404,765 608,500 54001-Professional/Contractual Services 402,000 402,000 402,000 -33.9% 22,845 26,015 75,000 54002-Water Costs:Sampling 75,000 75,000 75,000 0.0% 53,287 23,192 30,000 54003-Legal Fees 30,000 30,000 30,000 0.0% 8,400 10,857 8,000 54006-Software License and Maintenance 11,000 11,000 11,000 37.5% 4,545 7,535 24,000 54101-R&M-Facilities 10,000 10,000 10,000 -58.3% 26,432 -27,653 40,000 54102-R&M-Water Lines 40,000 40,000 40,000 0.0% 9,903 27,173 30,000 54103-R&M-Control Valves 30,000 30,000 30,000 0.0% 784 688 10,000 54104-R&M-Reservoir 15,000 15,000 15,000 50.0% 0 0 14,000 54105-R&M-Grounds 15,000 15,000 15,000 7.1% 5,815 8,461 15,000 54106-R&M-Pump Station 15,000 15,000 15,000 0.0% 10,247 11,335 18,000 54107-R&M-SCADA 18,000 18,000 18,000 0.0% 3,157 29,102 15,000 54108-R&M-Wells 15,000 15,000 15,000 0.0% 29,549 115,469 225,000 54109-R&M-Meters 225,000 225,000 225,000 0.0% 28,203 32,158 30,000 54110-R&M-Service Lines 40,000 40,000 40,000 33.3% 21,250 14,961 120,000 54112-R&M-Fire Hydrant 80,000 80,000 80,000 -333% 64,273 31,489 70,000 54113-R&M-Vehicles 80,000 80,000 80,000 14.3% 1,134 800 0 54114-R&M-Office Equipment 0 0 0 0.0% 247,288 324,876 383,100 54201-Utilities-Electric 370,000 370,000 370,000 -3.4% 20,266 17,072 27,700 54202-Utilities-Water/Sewer/SWM 25,000 25,000 25,000 -9.7% 8,520 10,003 13,660 54205-Utilites-Phone/Pager/Cells 15,900 15,900 15,900 16.4% 25,003 41,640 55,000 54300-Advertising&Publicity 55,000 55,000 55,000 0.0% 355 1,647 12,000 54301-Fees and Charges 12,000 12,000 12,000 0.0% 3,820 435 18,000 54302-Dues&Subscriptions 5,000 5,000 5,000 -72.2% 7,352 9,219 20,000 54303-Professional Development 20,000 20,000 20,000 0.0% 18,368 4,463 19,000 54305-Conservation Expenses 10,000 10,000 10,000 -47.4% 0 0 1,000 54306-Credit Card Fees 1,000 1,000 1,000 0.0% 4,167 0 15,000 54308-Property Damage 15,000 15,000 15,000 0.0% 5,985 0 10,000 54309-Rents and Leases 10,000 10,000 10,000 0.0% 638 -22 10,000 54310-Bad Debt Expense 5,000 5,000 5,000 -50.0% 831,795 848,810 1,155,700 54311-Special Department Expenses 1,185,400 1,185,400 1,185,400 2.6% 10,000 10,000 20,000 54402-Contributions to Community Org 20,000 20,000 20,000 0.0% 1,804,699 1,984,489 3,092,660 Total Services 2,850,300 2,850,300 2,850,300 -7.8% 32,992 50,159 187,054 56003-Vehicles 260,000 260,000 260,000 39.0% 15,284 5,040 173,000 56004-Computer Hardware and Software 5,000 5,000 5,000 -97.1% 59,209 27,472 20,000 56006-Equipment 40,000 40,000 40,000 100.0% 107,485 82,671 380,054 Total Capital Improvement 305,000 305,000 305,000 -19.7% PAGE 168 - CITY OF TIGARD WATER BUDGET UNIT: 6500 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 388,967 0 0 58000-Interdepartmental Costs 0 0 0 0.0% 108,057 19,888 80,842 58100-Indirect Charges-City Management 55,624 55,624 55,624 -31.2% 42,367 48,255 52,562 58110-Indirect Charges-Human Resources 61,541 61,541 61,541 17.1% 117,190 51,436 66,636 58120-Indirect Charges-Risk Management 78,968 78,968 78,968 18.5% 24,492 26,084 48,382 58130-Indirect Charges-Office Services 40,557 40,557 40,557 -162% O 21,050 32,678 58150-Indirect Charges-Records 33,603 33,603 33,603 2.8% 30,000 11,318 18,574 58160-Indirect Charges-City Attorney 20,063 20,063 20,063 8.0% 13,445 76,136 61,490 58200-Indirect Charges-Finance 48,736 48,736 48,736 -20.7% Administration 85,170 125,697 128,394 58210-Indirect Charges-Financial Operations 143,317 143,317 143,317 11.6% 931,665 354,909 1,193,275 58220-Indirect Charges-Utility Billing 1,220,048 1,220,048 1,220,048 2.2% 66,133 65,736 405,995 58230-Indirect Charges-Technology 567,849 567,849 567,849 39.9% 5,062 7,935 19,382 58250-Indirect Charges-Contracts and 25,125 25,125 25,125 29.6% Purchasing O 620,730 651,193 58600-Indirect Charges-PW Admin 686,778 686,778 686,778 5.5% O 307,497 348,858 58625-Indirect Charges-PW Engineering 328,286 328,286 328,286 -5.9% 51,394 57,017 68,428 58630-Indirect Charges-Fleet Maintenance 79,419 79,419 79,419 16.1% 45,165 0 62,016 58640-Indirect Charges-Property Managemes 72,168 72,168 72,168 16.4% 1,909,107 1,793,688 3,238,705 Total Internal Services 3,462,082 3,462,082 3,462,082 6.9°/a 6,630,250 6,618,117 10,377,157 Total Water 10,329,857 10,329,857 10,361,223 -0.2% A Message about COVID-19 to Our Water Customers We have all experienced an unprecedented WELL KEEP THE WATER OH public health crisis as a result of the Water is a key element to staying healthy and coronavirus global pandemic.The city- safe during the COVID-19 pandemic.We want has been actively tracking and responding to assure you that water service is reliable and to this emergency by protecting and will continue to flow to your tap during this isolating essential workers so they can pandemic. safely do their jobs to keep your water safe WERE HERETO HELP and available 24/7 The Tigard AID Program provides relief from YOUR WATER IS SAFE city fees and charges during the COAD-19 The treatment process we use is specifically Pandemic.As our community comes together designed to kill viruses,and this includes in response to COVID-19,the city has taken steps to ensure customers ha the COVED-199 virus Find out more from the re uninterrupted Environmental Protection access to utility services,assistance is eoa.eovlcoron avirushorotsavi rut-and- available to those who need it,and our drinking-water-acid-naslew'a1er and utilities remain financially sound. the Centers for Disease Control cde.goyl For more iniormndon: coronavlrusf2019-noov/oholwater.html www.efyordbcgav/afd•503-639-3512 about COVID-19 and drinking water. or Veald@Ngard-or.gov TIGARD ....,..„.___... _ _ ,..----411,_.---L. 21 na... Assistance Programs I linmediateRellef Belayed Increases PUBLIC WORKS -PAGE 169 SANITARY SEWER BUDGET UNIT: 6600 The Sanitary Sewer Division manages and operates 169 miles of pipe in the wastewater collection system within the city limits of Tigard. The city operates and maintains the public sanitary sewer system in accordance with an intergovernmental agreement with Clean Water Services (CWS). CWS acts as the overall permit holder with the Department of Environmental Quality(DEQ) and sets the performance standards for operation and maintenance best management practices. Cities within CWS's boundaries are expected to meet or exceed those performance standards and provide CWS with periodic reports to keep them updated and to fulfill our obligation as a co- implementer of the permit. Division activities include: 24/7 emergency response, service line repairs or replacements,TV inspection of sewer main lines, cleaning of main lines,and utility locating services. PROGRAM RESULTS: • Ensure a safe and reliable wastewater system that protects public health and the environment by preventing backups or overflows within Tigard's sanitary sewer collection system. • Continue to meet or exceed Clean Water Services (CWS) performance standards. • Maintain an accurate mapping and database management system. • Continue to improve asset data information and track work performance through the Computerized Maintenance Management System (CMMS). FULL-TIME EQUIVALENT POSITIONS 2017-2018 2018-2019 2019-2020 2020-2021 Utility Division Manager 0.25 0.25 0.00 0.00 Wastewater and Stormwater Operations 0.75 0.75 0.50 0.50 Supervisor Senior Utility Worker 1.00 1.00 1.00 1.00 Utility Worker II 3.75 3.75 3.50 3.50 Utility Worker I 0.00 0.00 0.00 0.00 Environmental Program Coordinator 0.50 0.50 0.50 0.50 Management Analyst 0.00 0.25 0.00 0.00 PW Apprentice 0.00 0.25 0.00 0.00 Total FIE 6.25 6.75 5.50 5.50 PAGE 170 - CITY OF TIGARD SANITARY SEWER BUDGET UNIT: 6600 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 6.25 6.75 5.50 Total FTE 5.50 5.50 5.50 84,240 67,550 41,495 51001-Salaries-Management 41,496 41,496 42,575 2.6% 229,529 294,377 294,624 51002-Salaries-General 300,016 300,016 307,816 4.5% 8,994 0 0 51005-Part Time-Temporary 0 0 0 0.0% 4,842 4,243 10,350 51006-Overtime 10,000 10,000 10,260 -0.9% 303 1,276 0 51007-Incentive Pay 0 0 0 0.0% 327,908 367,447 346,469 Total Personnel Services-Salaries 351,512 351,512 360,651 4.1% 329 368 336 52001-Unemployment 343 343 352 4.8% 10,227 12,115 11,648 52002-Worker's Compensation 5,094 5,094 5,226 -55.1% 24,611 27,542 25,712 52003-Social Security/Medicare 26,125 26,125 26,804 4.2% 2,460 2,791 2,533 52004-Tri-Met Tax 2,541 2,541 2,607 2.9% 32,769 40,650 37,165 52005-Retirement 37,726 37,726 38,707 4.1% 4,601 5,442 4,800 52007-VEBA-ER 4,800 4,800 4,800 0.0% 344 401 894 52008-Life Ins/ADD/LTD 890 890 890 -0.4% 744 854 0 52009-Long Term Disability 0 0 0 0.0% 80,930 94,268 110,580 52010-Medical/Dental/Vision 109,368 109,368 109,368 -1.1 10,430 11,596 0 52011-Dental Benefits 0 0 0 0.0% 167,445 196,027 193,668 Total Personnel Services-Benefits 186,887 186,887 188,754 -2.5% 19 77 400 53001-Office Supplies 400 400 400 0.0% 31,596 19,177 13,400 53002-Small Tools&Equipment 15,000 15,000 15,000 11.9% 25,082 18,471 31,000 53003-Fuel 30,000 30,000 30,000 -3.2% 56,697 37,725 44,800 Total Supplies 45,400 45,400 45,400 1.3% 25,093 36,668 160,500 54001-Professional/Contractual Services 51,700 51,700 51,700 -67.8% 0 0 1,500 54006-Software License and Maintenance 0 0 0 -100.0% 6,583 19,117 20,000 54101-R&M-Facilities 20,000 20,000 20,000 0.0% 49,886 88,945 40,000 54113-R&M-Vehicles 60,000 60,000 60,000 50.0% 11 644 0 54114-R&M-Office Equipment 0 0 0 0.0% 0 0 0 54202-Utilities-Water/Sewer/SWM 0 0 0 0.0% 254 298 0 54203-Utilities-Natural Gas 300 300 300 100.0% 3,540 4,539 5,000 54205-Utilites-Phone/Pager/Cells 5,000 5,000 5,000 0.0% 464 18 6,600 54300-Advertising&Publicity 5,000 5,000 5,000 -24.2% 390 741 1,000 54301-Fees and Charges 1,500 1,500 1,500 50.0% 498 575 200 54302-Dues&Subscriptions 2,000 2,000 2,000 900.0% 4,064 4,097 5,000 54303-Professional Development 7,500 7,500 7,500 50.0% 17,959 17,650 20,000 54306-Credit Card Fees 20,000 20,000 20,000 0.0% 5,000 0 14,500 54308-Property Damage 5,000 5,000 5,000 -65.5% 0 331 1,500 54309-Rents and Leases 4,500 4,500 4,500 200.0% 244 9 1,200 54310-Bad Debt Expense 1,200 1,200 1,200 0.0% 643,384 643,568 516,500 54311-Special Department Expenses 525,100 525,100 525,100 1.7% 757,370 817,199 793,500 Total Services 708,800 708,800 708,800 -10.7% 110,535 375,599 51,968 56003-Vehicles 75,000 75,000 75,000 44.3% 4,896 985 57,500 56004-Computer Hardware and Software 3,000 3,000 3,000 -94.8% 67,484 411 0 56006-Equipment 0 50,000 50,000 100.0% 182,915 376,996 109,468 Total Capital Improvement 78,000 128,000 128,000 16.9% PUBLIC WORKS -PAGE 171 SANITARY SEWER BUDGET UNIT: 6600 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 150,659 0 0 58000-Interdepartmental Costs 0 0 0 0.0% 33,921 9,179 26,879 58100-Indirect Charges-City Management 24,782 24,782 24,782 -7.8% 19,554 34,729 23,785 58110-Indirect Charges-Human Resources 42,286 42,286 42,286 77.8% 41,827 17,097 14,661 58120-Indirect Charges-Risk Management 21,055 21,055 21,055 43.6% 1,857 12,039 16,127 58130-Indirect Charges-Office Services 27,038 27,038 27,038 67.7% O 12,383 15,525 58150-Indirect Charges-Records 21,176 21,176 21,176 36.4% O 5,223 6,191 58160-Indirect Charges-City Attorney 13,375 13,375 13,375 116.0% 14,331 23,635 16,058 58200-Indirect Charges-Finance 11,258 11,258 11,258 -29.9% Administration 30,574 20,880 23,333 58210-Indirect Charges-Financial Operations 25,422 25,422 25,422 9.0% 250,318 264,742 174,091 58220-Indirect Charges-Utility Billing 177,997 177,997 177,997 2.2% 38,465 25,601 87,819 58230-Indirect Charges-Technology 119,150 119,150 119,150 35.7% 12,555 0 9,509 58250-Indirect Charges-Contracts and 7,870 7,870 7,870 -17.2% Purchasing 0 200,346 185,202 58600-Indirect Charges-PW Adnan 178,705 178,705 178,705 -3.5% O 130,092 134,594 58625-Indirect Charges-PW Engineering 125,347 125,347 125,347 -6.9% 78,932 41,467 49,766 58630-Indirect Charges-Fleet Maintenance 56,255 56,255 56,255 13.0% 36,815 45,989 50,550 58640-Indirect Charges-Property Managemes 58,826 58,826 58,826 16.4% 709,808 843,402 834,090 Total Internal Services 910,542 910,542 910,542 9.2% 2,202,143 2,638,795 2,321,995 otal Sanitary Sewer I 2,281,141 2,331,141 2,342,147 0.9% PAGE 172 - CITY OF TIGARD STORMWATER BUDGET UNIT: 6700 PROGRAM DESCRIPTION: The Stormwater Division is responsible for operating and maintaining the city's stormwater management collection system. The program has two primary objectives: 1) convey stormwater effectively to prevent localized flooding;and 2)provide adequate water quality treatment of stormwater runoff to meet regulatory requirements. Division activities include: 24/7 emergency response;TV inspection of stormwater main lines, cleaning of main lines,catch basin cleaning,and operation and maintenance of stormwater detention and treatment facilities. PROGRAM RESULTS: • Ensure a safe and reliable stormwater collection system that prevents property damage and supports a healthy environment for fish,wildlife and the community. • Implement watershed protection and restoration actions that consistently promote surface water quality and stream health. • Continue to meet or exceed Clean Water Services (CWS) performance standards. • Maintain an accurate mapping and database management system. • Continue to improve asset data information and track work performance through the Computerized Maintenance Management System (CMMS). FULL-TIME EQUIVALENT POSITIONS 2017-2018 2018-2019 2019-2020 2020-2021 Utility Division Manager 0.25 0.25 0.25 0.00 Wastewater and Stormwater Operations 1.20 1.00 0.50 0.50 Supervisor Environmental Program Coordinator 0.50 0.50 0.50 0.50 Senior Utility Worker 1.00 1.00 1.00 1.00 Utility Worker II 4.75 4.50 3.50 3.50 Utility Worker I 0.75 1.50 0.00 0.00 Management Analyst 0.00 0.25 0.00 0.00 Water Operations Supervisor 0.25 0.50 0.00 0.00 Parks &Streets Manager 0.30 0.00 0.00 0.00 PW Apprentice 0.00 0.25 0.00 0.00 Total FIE 9.00 9.75 5.75 5.50 PUBLIC WORKS -PAGE 173 STORMWATER BUDGET UNIT: 6700 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 9.00 9.75 5.75 Total FTE 5.50 5.50 5.50 169,014 152,051 74,052 51001-Salaries-Management 41,496 41,496 42,575 -42.5% 285,023 378,313 294,498 51002-Salaries-General 300,016 300,016 307,816 4.5% 44,752 54,497 0 51005-Part Time-Temporary 0 0 0 0.0% 7,336 5,008 15,525 51006-Overtime 15,000 15,000 15,390 -0.9% 799 1,276 0 51007-Incentive Pay 0 0 0 0.0% 506,924 591,146 384,075 Total Personnel Services-Salaries 356,512 356,512 365,781 -4.8% 507 590 369 52001-Unemployment 343 343 352 -4.6% 15,589 19,476 12,695 52002-Worker's Compensation 5,094 5,094 5,226 -58.8% 38,768 45,136 28,194 52003-Social Security/Medicare 26,125 26,125 26,804 -4.9% 3,774 4,417 2,778 52004-Tri-Met Tax 2,541 2,541 2,607 -6.2% 48,405 57,404- 41,710 52005-Retirement 37,726 37,726 38,707 -7.2% 6,467 7,422 4,950 52007-VESA-ER 4,800 4,800 4,800 -3.0°/ 466 552 1,031 52008-Life Ins/ADD/LTD 890 890 890 -13.7% 1,136 1,236 0 52009-Long Term Disability 0 0 0 0.0% 101,740 125,365 114,929 52010-Medical/Dental/Vision 109,368 109,368 109,368 -4.8% 12,777 I4,476 0 52011-Dental Benefits 0 0 0 0.0% 229,629 276,073 206,656 Total Personnel Services-Benefits 186,887 186,887 188,754 -8.7% 46 111 400 53001-Office Supplies 400 400 400 0.0% 34,987 25,769 16,600 53002-Small Tools&Equipment 16,100 16,100 16,100 -3.0% 10,803 24,222 28,000 53003-Fuel 28,000 28,000 28,000 0.0% 45,836 50,101 45,000 Total Supplies 44,500 44,500 44,500 -1.1% 313,4-69 290,355 417,800 54001-Professional/Contractual Services 406,700 406,700 406,700 -2.7% 0 0 1,458 54006-Software License and Maintenance 0 0 0 -100.0% 82,296 88,113 70,850 54101-R&M-Facilities 70,850 70,850 70,850 0.0% 28,816 33,369 25,000 54113-R&M-Vehicles 60,000 60,000 60,000 140.0% 42 0 0 54114-R&M-Office Equipment 0 0 0 0.0% 12,136 16,362 0 54202-Utilities-Water/Sewer/SWM 0 0 0 0.0% 254 298 0 54203-Utilities-Natural Gas 0 0 0 0.0% 5,727 7,089 5,000 54205-Utilites-Phone/Pager/Cells 5,000 5,000 5,000 0.0% 864 1,167 9,400 54300-Advertising&Publicity 7,400 7,400 7,400 -21.3% 316 47 750 54301-Fees and Charges 150 150 150 -80.0% 58 95 210 54302-Dues&Subscriptions 210 210 210 0.0% 3,320 2,792 6,500 54303-Professional Development 6,500 6,500 6,500 0.0% 0 0 1,250 54308-Property Damage 1,500 1,500 1,500 20.0% 271 1,199 4,500 54309-Rents and Leases 4,500 4,500 4,500 0.0% 52 7 300 54310-Bad Debt Expense 300 300 300 0.0% 4,532 6,371 4,600 54311-Special Department Expenses 165,500 165,500 165,500 3497.8% 452,153 447,265 547,618 Total Services 728,610 728,610 728,610 33.1% 128,616 352,235 51,968 56003-Vehicles 75,000 75,000 75,000 44.3% 7,408 1,015 76,600 56004-Computer Hardware and Software 3,500 3,500 3,500 -95.4% 67,484 0 0 56006-Equipment 0 50,000 50,000 100.0% 203,508 353,250 128,568 Total Capital Improvement 78,500 128,500 128,500 -0.1% PAGE 174 - CITY OF TIGARD STORMWATER BUDGET UNIT: 6700 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 170,301 0 0 58000-Interdepartmental Costs 0 0 0 00% 38,908 9,179 33,251 58100-Indirect Charges-City Management 26,456 26,456 26,456 -20.4% 22,813 28,731 36,372 58110-Indirect Charges-Human Resources 70,156 70,156 70,156 92.9% 27,220 12,076 22,645 58120-Indirect Charges-Risk Management 32,791 32,791 32,791 44.8% 3,864 12,039 19,353 58130-Indirect Charges-Office Services 3I,094 31,094 31,094 60.7% O 6,603 11,334 58150-Indirect Charges-Records 17,179 17,179 17,179 51.6% 500 5,223 7,430 58160-Indirect Charges-City Attorney 15,382 15,382 15,382 107.0% 11,972 47,138 15,552 58200-Indirect Charges-Finance 11,155 11,155 11,155 -28.3% Administration 32,725 21,866 24,674 58210-Indirect Charges-Financial Operations 26,822 26,822 26,822 8.7% 138,619 273,558 192,743 58220-Indirect Charges-Utility Billing 197,067 197,067 197,067 2.2% 34,748 60,410 162,982 58230-Indirect Charges-Technology 216,186 216,186 216,186 32.6% 9,196 0 11,336 58250-Indirect Charges-Contracts and 9,384 9,384 9,384 -17.2% Purchasing O 261,986 166,014 58600-Indirect Charges-PW Admin 180,375 180,375 180,375 8.7% O 226,187 201,281 58625-Indirect Charges-PW Engineering 204,228 204,228 204,228 1.5% 28,543 36,284 43,545 58630-Indirect Charges-Fleet Maintenance 65,079 65,079 65,079 49.50/0 O 26,232 28,834 58640-Indirect Charges-Property Managemet 33,554 33,554 33,554 16.4% 519,409 1,027,512 977,346 Total Internal Services 1,136,908 1,136,908 1,136,908 16.3% 1,957,459 2,745,348 2,289,263 Total Stormwater 2,531,917 2,581,917 2,593,053 13.3% PUBLIC WORKS -PAGE 175 GREEN TEAM BUDGET UNIT: 6750 PROGRAM DESCRIPTION: The Green Team is charged with maintaining Green Stormwater Infrastructure. The Green Stormwater Infrastructure,or GSI,is defined as: A set of distributed stormwater best management practices that use or mimic natural processes to slow runoff,increase infiltration and evapotranspiration,and/or harvest and reuse stormwater runoff from impervious surfaces,on or near the site where it is generated. The Green Team was originally tasked to maintain the public water quality treatment sites and the grounds of the Tigard Water Division reservoirs and pump sites,because the past maintenance on many sites was not sufficient to maintain the facilities in good condition. Because of this,the team has been doing a significant amount of deferred maintenance to restore sites to a"fair"or"good" rating that adequately treats runoff before it is released into area streams. As the sites with deferred maintenance are repaired,those sites are added to the team's regular maintenance schedule that keeps the facilities functioning properly. As suggested in their"Team"name,the Green Team will also help maintain other related green city infrastructure and reduce redundancies within Public Works, using the same best practices applied to the stormwater facilities. PROGRAM RESULTS: The Green Stormwater Infrastructure,or GSI,for Tigard includes the following work: Current Tasks: • Stormwater and water quality facility maintenance • Stormwater and water quality facility deferred maintenance • City Water Sites Maintenance Future Tasks: •Tree planting programs •Wetlands maintenance and restoration • Greenways/stream corridors • Greenway trails •Beaver management •Wetland and Vegetated Corridor Mitigation Sites • Roadside Bio-retention • Pervious Pavement maintenance (in open spaces and trails) • Biofiltration • "Green"Boulevards • Partnership Coordination (e.g.many efforts to cooperate with citizens,non-profits,and other agencies and thereby leverage resources as we work on managing our interconnected green systems...) Green infrastructure incorporates both the natural environment and engineered systems to provide clean water,conserve ecosystem values and functions,and provide a wide array of benefits to people and wildlife. PAGE 176 - CITY OF TIGARD GREEN TEAM BUDGET UNIT: 6750 FULL-TIME EQUIVALENT POSITIONS 2017-2018 2018-2019 2019-2020 2020-2021 Parks&Streets Manager 0.00 0.00 0.00 0.30 Green Infrastructure Supervisor 0.00 0.00 1.00 1.00 Utility Worker II 0.00 0.00 2.00 3.00 Utility Worker I 0.00 0.00 1.00 0.00 Total H E 0.00 0.00 4.00 4.30 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 0.00 0.00 4.00 Total FTE 4.30 4.30 4.30 O 0 82,990 51001-Salaries-Management 114,859 114,859 117,845 42.0% 0 0 147,422 51002-Salaries-General 152,198 152,198 156,155 5.9% O 0 100,556 51005-Part Time-Temporary 97,156 97,156 99,682 -0.9% O 0 0 51006-Overtime 0 0 0 0.0% 0 0 621 51007-Incentive Pay 0 0 0 -100.0% 0 0 331,589 Total Personnel Services-Salaries 364,213 364,213 373,682 12.7% O 0 331 52001-Unemployment 365 365 375 13.3% O 0 8,034 52002-Workers Compensation 4,239 4,239 4,349 -45.9% O 0 25,318 52003-Social Security/Medicare 27,862 27,862 28,586 12.9% 0 0 2,494 52004-Tri-Met Tax 2,718 2,718 2,789 11.8% O 0 26,361 52005-Retirement 31,300 31,300 32,114 21.8% O 0 3,300 52007-VEBA-ER 3,480 3,480 3,480 5.5% 0 0 918 52008-Life Ins/ADD/LTD 1,073 1,073 1,073 16.9% 0 0 0 52009-Long Term Disability 0 0 0 0.0% O 0 44,518 52010-Medical/Dental/Vision 66,980 66,980 66,980 50.5% O 0 0 52011-Dental Benefits 0 0 0 0.0% O 0 111,274 Total Personnel Services-Benefits 138,017 138,017 139,746 2.5.6% O 0 100 53001-Office Supplies 100 100 100 0.0% O 0 2,000 53002-Small Tools&Equipment 2,500 2,500 2,500 25.0% O 0 2,500 53003-Fuel 2,500 2,500 2,500 0.0% O 0 4,600 Total Supplies 5,100 5,100 5,100 10.9% 0 0 40,000 54001-Professional/Contractual Services 40,300 40,300 40,300 0.8% O 0 20,000 54101-R&M-Facilities 30,000 30,000 30,000 50.0/, O 0 2,000 54113-R&M-Vehicles 2,000 2,000 2,000 0.0% 0 0 0 54114-R&M-Office Equipment 1,500 1,500 1,500 100.0% O 0 0 54201-Utilities-Electric 0 0 0 0.0% 0 0 24,000 54202-Utilities-Water/Sewer/SWM 24,000 24,000 24,000 0.0% O 0 4,200 54205-Utilites-Phone/Pager/Cells 4,200 4,200 4,200 0.0% O 0 1,000 54300-Advertising&Publicity 1,000 1,000 1,000 0.0% 0 0 0 54301-Fees and Charges 350 350 350 100.0% O 0 75 54302-Dues&Subscriptions 75 75 75 0.0% O 0 1,500 54303-Professional Development 3,000 3,000 3,000 100.0% O 0 500 54309-Rents and Leases 1,500 1,500 1,500 200.0% 0 0 1,050 54311-Special Department Expenses 54,550 54,550 54,550 5095.2% 0 0 94,325 Total Services 162,475 162,475 162,475 72.3% PUBLIC WORKS -PAGE 177 GREEN TEAM BUDGET UNIT: 6750 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 0 0 6,271 58100-Indirect Charges-City Management 4,049 4,049 4,049 -35A% O 0 12,764 58110-Indirect Charges-Human Resources 10,420 10,420 10,420 -18.4% O 0 2,999 58120-Indirect Charges-Risk Management 3,635 3,635 3,635 2L2% O 0 12,902 58130-Indirect Charges-Office Services 8,111 8,111 8,111 -371% O 0 4,081 58150-Indirect Charges-Records 3,042 3,042 3,042 -25.5°/0 O 0 4,954 58160-Indirect Charges-City Attorney 4,013 4,013 4,013 -19.0v/ O 0 3,735 58200-Indirect Charges-Finance 2,984 2,984 2,984 -20.1% Administration O 0 101,538 58600-Indirect Charges-PW Admin 114,766 114,766 114,766 13.0% O 0 38,883 58625-Indirect Charges-PW Engineering 36,791 36,791 36,791 -5.4% O 0 0 58630-Indirect Charges-Fleet Maintenance 11,030 11,030 11,030 100.0% O 0 188,127 Total Internal Services 198,841 198,841 198,841 5.7% 0 730,5 Total Green Team T 905,646 905,646 916,844 25.5% PAGE 178 - CITY OF TIGARD STREET LIGHTS & SIGNALS BUDGET UNIT: 6800 PROGRAM DESCRIPTION: In addition to its core responsibilities,the Street Maintenance Division is also responsible for street lights and signals. This budget item provides for the maintenance,repair,and energy costs for street lighting and traffic signals on public streets. Street lights and signals are entirely funded by the city's share of state and county gas taxes. The city contracts with Washington County signal technicians to perform signal maintenance. PROGRAM RESULTS: •Public streets are adequately lit for vehicular and pedestrian safety. •Major intersections have traffic signal systems that provide for safe and efficient movement of all modes of transportation. FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 Total FTE 69,037 70,600 105,000 54001-Professional/Contractual Services 105,000 105,000 105,000 0.0% 485,048 562,042 714,610 54201-Utilities-Electric 715,000 715,000 715,000 0.1% 554,085 632,642 819,610 Total Services 820,000 820,000 820,000 0.0% 5,968 0 0 58100-Indirect Charges-City Management 4,414 4,414 4,414 100.0% 15 0 0 58130-Indirect Charges-Office Services 0 0 0 0.0% 7,325 4,880 6,516 58200-Indirect Charges-Finance 5,937 5,937 5,937 -8.9% Administration 24,724 0 0 58210-Indirect Charges-Financial Operations 0 0 0 0.0% O 70,198 68,300 58600-Indirect Charges-PW Admin 71,534 71,534 71,534 4.7% O 22,693 25,454 58625-Indirect Charges-PW Engineering 22,505 22,505 22,505 -11.6% 38,032 97,771 100,270 Total Internal Services 104,390 104,390 104,390 4.1% 592,117 730,413 919,880 Total Street Lights and Signals 924,3411 924,390 924,390 PUBLIC WORKS -PAGE 179 lir . , OP' ' „,.._.- 1_", ,,,?..-; ''• 4:----, -_- - - .4 •-4,.- 4,..; .„...,-,...,:- ..r.4- ...5",- . 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"" ,. iir. • 4" ..., '7, itlr. altrAN.7.„ 1,•'** Y. ,- , , ,r. . _ *v..: ,.. „ o:, 16.. , „;:,-.•„.-, - , Agapip. - ir r - -.•-r.'-'-i..,!w - - ' - ,._. 4A-- , , . :,- '-'1‘, . - - -"..;-- -..-..‘-=- -• ' ---' . . • . • , - ., , ... . ,k . - .,„ ,,• • • • - • • . . ..._ , - _ — -.V- 4,.. -......,, . , .. . •,.--, „ 14' • -;:.---ft - .• City ofTigard I I ADOPTED BuDGET I FY 2020-2021 PAGE 180 - CITY OF TIGARD COMMUNITY DEVELOPMENT Community Development PlanningBuilding Economic Development COMMUNITY DEVELOPMENT-PAGE 181 COMMUNITY DEVELOPMENT FY 2018 FY 2019 FY 2020 FY 2021 FY 2021 FY 2021 2021 Adopted Actual 11 Actual 11 Revised 11 Proposed 11 Approved 11 Adopted 1 vs2020 Revised Description Number of Positions 33.25 31.75 33.75 34.75 34.75 3475 3.0% Budget By Category Personnel Services 3,143,669 3,493,140 3,920,560 4,031,677 4,031,677 4,117,001 5.0% Materials&Services 370,687 485,516 977,356 1,480,011 1,480,011 1,480,011 51.4% Interdepartmental Costs 1,768,031 945,513 1,056,564 1,215,666 1,215,666 1,215,666 15.1% Capital Outlay 18,970 24,151 48,800 67,501 67,501 67,501 383% Other 0 0 0 0 0 0 0.0% Total All Category 5,301,356 4,948,319 6,003,280 6,794,855 6,794,855 6,880,179 14.6% Budget By Division Community Development Plannin 2,708,878 2,870,534 3,077,507 3,901,775 3,901,775 3,945,758 28.2% Building 2,177,385 1,630,514 2,184,368 2,227,822 2,227,822 2,260,005 35% Development Services 35 0 0 0 0 0 0.0% Community Planning 0 0 0 0 0 0 0.0% Capital Construction&Transports 0 0 0 0 0 0 0.0% Development Services-Engineering 0 0 0 0 0 0 0.0% Street Lights 8c Signals 0 0 0 0 0 0 0.0% Economic Development 415,059 447,271 741,405 665,258 665,258 674,416 -9.0% Code Compliance 0 0 0 0 0 0 0.0% Total All Division 5,301,356 4,948,319 6,003,280 6,794,855 6,794,855 6,880,179 14.6% Budget by Fund General Fund-100 3,123,971 3,317,805 3,818,912 4,137,033 4,137,033 4,190,174 97% Gas Tax Fund-200 0 0 0 0 0 0 0.0% Construction Excise Tax Fund-21 0 0 0 430,000 430,000 430,000 100.0% Electrical Inspection Fund-220 0 0 0 0 0 0 0.0% Building Fund-230 2,177,385 1,630,514 2,184,368 2,227,822 2,227,822 2,260,005 35% Total All Fund 5,301,356 4,948,319 6,003,280 6,794,855 6,794,855 6,880,179 14.6% PAGE 182 - CITY OF TIGARD DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES This section includes budget appropriations and explanatory materials for the Community Develop- ment Program. The Community Development Department budget includes three divisions: Communi- ty Development Planning, Building, and Economic Development. These divisions are responsible for the following functions: • Development review and permit services • Long range land use and transportation planning • City code enforcement • Building inspection and permit services • Economic development and downtown urban renewal • Department administration The Community Development Department is a full service department with emphasis on developing partnerships and operations that more effectively engage citizens and actively stimulate new investment in key places. The city's Economic Development program continues to implement the City Center Ur- ban Renewal Plan,including the development of new market rate housing in downtown Tigard and the expansion of urban renewal into the Tigard Triangle. The Community Development Planning Division successfully completed an update of a majority of the Development Code. The update added regula- tions that allow for missing middle housing and expanded options for accessory dwelling units in resi- dential zones,improved connectivity standards in support of Goal 2 of the Strategic Plan, and modern- ized the land use review types and criteria. The Planning Division is currently launching a major project that will result in a complete overhaul and update of the Washington Square Regional Center Plan and Plan District. The Safe Routes program continues to build on past success with nearly all schools in Tigard participating. The department also continues to update and improve its permitting, inspections, development review and customer service operations. COMMUNITY DEVELOPMENT-PAGE 183 DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES In an effort to communicate the city's needs concisely, we are focusing on our performance measurements. Please complete at least 3 but no more than 6 department-wide measures. These measures should focus on the following themes (reference page 16 of budget instruction manual): a. Measures that support the statement that 'We are good stewards of the public's resources but even in our efficiency, the resources available are insufficient to meet the increasing demands of the com- munity." b. Measures that support the Strategic Plan and its four goal areas. Measures that are important for the department,but may not fit in the above two categories. These measures should be limited in number. Please list the performance measure in the second column. If available, put the quantitative ac- tuals of the performance measure in columns FY17-18 and FY18-19. If it's a measure you used in last year's budget, please put the revised value in the FY19-20 column and the anticipated target for the next fiscal year in column FY20-21. OBJECTIVE MEASURE FY 17-18 FY 18-19 FY 19-20 FY 20-21 ACTUAL ACTUAL REVISED TARGET The valuation of Track the valuation of $19,230,769 $19,230,76 24,000,000 13,150,000 projects being construction per (13 FTE) 9 (14 FTE) (14 FTE) constructed in building FTE (13 FTE) the City is a benchmark in which to meas- ure the work- load being com- pleted by the valuation of construction per building FTE This measure is Track the permit fees $284,615 $316,250 $302,000 $252,700 intended to collected per permit (13 FTE) (13 FTE) (14 FTE) (14 FTE) track and moni- per Building FTE tor the building activity level based on the fees collected per building FTE. PAGE 184 - CITY OF TIGARD DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES OBJECTIVE MEASURE FY 17-18 FY 18-19 FY 19-20 FY 20-21 ACTUAL ACTUAL REVISED TARGET Public hearings Tracking the num- 18 12 10 8 are necessary for bers and types of all nearly all of the legislative and quasi- major land use judicial public hear- cases and pro- ings for each calendar jects that are year (Hearings Of- completed by ficer, Planning Corn- the department. mission, and City Tracking the Council). number of such hearings is a good measure of the productivity of the depart- ment Code Compli- Tracking the response 48 Firs 48 hrs 48 hrs 48hrs ance is a focus times to citizen initiat- for the depart- ed code compliance ment as it is an requests. We can easi- area where there ly track when a re- needs to be quest first comes in quick and direct and when city staff response to citi- first act on it,when zen issues. It is a the respondent is first key indicator of notified, and each responsiveness step of the way be- to the public. yond that to compli- ance/resolution. COMMUNITY DEVELOPMENT-PAGE 185 COMMUNITY DEVELOPMENT—PLANNING BUDGET UNIT: 3000 PROGRAM DESCRIPTION: This section includes budget appropriations and explanatory materials for the Community Development Program.The Community Development Department budget includes three divisions: Community Development Planning,Building,and Economic Development.These divisions are responsible for the following functions: •Development review and permit services •Long range land use and transportation planning • City code enforcement •Building inspection and permit services • Economic development and downtown urban renewal •Department administration The Community Development Department is a full service department with emphasis on developing partnerships and operations that more effectively engage citizens and actively stimulate new investment in key places.The city's Economic Development program continues to implement the City Center Urban Renewal Plan,including the development of new market rate housing in downtown Tigard and the expansion of urban renewal into the Tigard Triangle.The Community Development Planning Division is engaged in an update of the Washington Square Regional Center Plan,a modernization of our commercial and industrial zones,and concept planning for a potential urban growth boundary expansion.The Safe Routes to School program continues to build on past success with nearly all schools in Tigard participating.The department also continues to update and improve its permitting,inspections,development review and customer service operations. PROGRAM RESULTS: Community Development employees are highly motivated,well trained,and service oriented.The current responsibilities of the department include: • Effective and innovative long range land use and transportation planning services • Relevant and effective Community Development Code standards and Comprehensive Plan policies •Timely and effective development review and code compliance services • Public improvements associated with development approvals that are consistent with city codes and standards • Protection of natural resources and implementation of the city's Urban Forestry Master Plan, consistent with local,state,and federal laws • Community information and public involvement related to program and project activities • Effective representation at intergovernmental venues • Coordination on affordable housing opportunities through advocacy and cooperation with housing agencies and providers • Efficient and fair enforcement of the land use,nuisance,housing,and building codes •Appropriate public outreach/involvement and public information efforts for all Community Development related projects and programs to assure community awareness and understanding of activities and to provide ample opportunity for community input and influence on outcomes PAGE 186 - CITY OF TIGARD COMMUNITY DEVELOPMENT-PLANNING BUDGET UNIT: 3000 • Continued maintenance and updates of the city's Comprehensive Plan to 1) meet regional and state requirements and 2) provide guidance for public and private investments in infrastructure, land development, and economic development activities • Preparation of legislative actions for Planning Commission and City Council consideration, such as Development Code amendments, specific area plans,and Plan and Zoning Map amendments that meet regional, state, and federal requirements,and satisfy the stated purpose of the effort • An active transportation planning function that addresses the multi-modal transportation needs of the community and integrates land use, economic development,and infrastructure needs FULL-TIME EOUIVALENT POSITIONS 2017-2018 2018-2019 2019-2020 2020-2021 Community Development Director 1.00 1.00 1.00 1.00 Assistant Community Development 1.00 1.00 1.00 1.00 Director Confidential Executive Assistant 1.00 1.00 1.00 1.00 Program Development Specialist 1.00 1.00 1.00 1.00 Sr.Administrative Specialist 1.00 1.00 1.00 1.00 Associate Planner 4.00 3.00 3.00 3.00 Assistant Planner 1.75 1.75 1.75 1.75 Project Planner 0.00 1.00 1.00 1.00 Senior Planner 1.00 1.00 2.00 2.00 Sr. Planner-Transportation 1.00 1.00 1.00 1.00 Permit Technician Assistant 0.20 0.20 0.20 0.20 Building Division Services Supervisor 0.20 0.20 0.20 0.20 Program Coordinator 1.00 1.00 1.00 1.00 Senior Program Coordinator 1.00 1.00 1.00 1.00 Administrative Assistant II 1.00 0.00 0.00 0.00 Code Compliance Officer 0.50 0.50 0.50 0.50 Total FTE 16.65 15.65 16.65 16.65 COMMUNITY DEVELOPMENT-PAGE 187 COMMUNITY DEVELOPMENT-PLANNING BUDGET UNIT: 3000 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 16.65 15.65 16.65 Total FTE 16.65 16.65 16.65 1,003,182 1,121,605 1,214,662 51001-Salaries-Management 1,268,596 1,268,596 1,301,580 7.2% 78,729 88,676 87,297 51002-Salaries-General 102,580 102,580 105,247 20.6% 25,857 6,553 0 51004-Part Time-Regular 0 0 0 0.0% O 5,229 0 51005-Part Time-Temporary 0 0 0 0.0% 5,409 9,156 8,280 51006-Overtime 9,000 9,000 9,234 11.5% 587 266 0 51007-Incentive Pay 309 309 317 100.0% 1,113,764 1,231,485 1,310,239 Total Personnel Services-Salaries 1,380,485 1,380 485 1,416,378 8.1% 1,1I4 1,232 1,303 52001-Unemployment 1,371 1,371 1,407 8.0% 5,673 10,323 10,931 52002-Worker's Compensation 6,741 6,741 6,916 -36.7% 83,724 92,861 99,602 52003-Social Security/Medicare 104,916 104,916 107,644 8.1% 8,343 9,348 9,813 52004-Tri-Met Tax 10,199 10,199 10,464 6.6% 132,494 151,463 169,792 52005-Retirement 187,896 187,896 192,782 13.5% 10,467 10,243 10,770 52007-VESA-ER 10,650 10,650 10,650 -1.1% 1,003 1,005 7,965 52008-Life Ins/ADD/LTD 8,404 8,404 8,404 5.5% 3,072 3,455 0 52009-Long Term Disability 0 0 0 0.0% 204,706 226,532 292,390 52010-Medical/Dental/Vision 292,035 292,035 292,035 -0.1% 25,297 27,054 0 52011-Dental Benefits 0 0 0 0.0% 475,893 533,516 602,566 Total Personnel Services-Benefits 622,212 622,212 630,302 4.6% 5,980 9,435 27,465 53001-Office Supplies 26,865 26,865 26,865 -2.2% O 2,639 1,000 53002-Small Tools&Equipment 0 0 0 -100.0% O 0 1,000 53006-Technology Equipment under$5,000 0 0 0 -100.0% 5,980 12,074 29,465 Total Supplies 26,865 26,865 26,865 -8.8% 72,442 95,104 285,271 54001-Professional/Contractual Services 482,938 482,938 482,938 69.3% 3,000 417 4,672 54006-Software License and Maintenance 934 934 934 -80.0% O 1,444 0 54105-R&M-Grounds 0 0 0 0.0% O 0 250 54114-R&M-Office Equipment 250 250 250 0.0% 491 370 704 54205-Utilites-Phone/Pager/Cells 3,200 3,200 3,200 354.5% 13,140 2,661 8,100 54300-Advertising&Publicity 8,100 8,100 8,100 0.0% 4,867 614 3,200 54301-Fees and Charges 4,700 4,700 4,700 46.9% 5,698 11,369 10,285 54302-Dues&Subscriptions 10,285 10,285 10,285 0.0% 15,008 15,015 33,989 54303-Professional Development 33,489 33,489 33,489 -1.5 11,225 11,031 13,500 54306-Credit Card Fees 11,000 11,000 11,000 -18.5% 43,833 61,523 68,935 54311-Special Department Expenses 70,435 70,435 70,435 2.2% 169,704 199,549 428,906 Total Services 625,331 625,331 625,331 45.8% 3,989 3,436 14,400 56004-Computer Hardware and Software 33,101 33,101 33,101 129.9% 3,989 3,436 14,400 Total Capital Improvement 33,101 33,101 33,101 129.9% PAGE 188 - CITY OF TIGARD COMMUNITY DEVELOPMENT-PLANNING BUDGET UNIT: 3000 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 201,361 56,910 46,938 58100-Indirect Charges-City Management 41,812 41,812 41,812 -10.9% 52,144 148,382 69,789 58110-Indirect Charges-Human Resources 92,125 92,125 92,125 32.0% 30,930 21,707 15,672 58120-Indirect Charges-Risk Management 21,275 21,275 21,275 35.8% 147,461 74,639 48,382 58130-Indirect Charges-Office Services 54,076 54,076 54,076 11.8% 131,050 236,164 129,964 58150-Indirect Charges-Records 141,675 141,675 141,675 9.0% 90,000 32,385 18,574 58160-Indirect Charges-City Attorney 26,751 26,751 26,751 44.0% 4,673 11,739 22,091 58200-Indirect Charges-Finance 17,936 17,936 17,936 -18.8% Administration 41,577 39,605 43,057 58210-Indirect Charges-Financial Operations 49,048 49,048 49,048 13.9% 186,217 232,786 251,970 58230-Indirect Charges-Technology 279,509 279,509 279,509 109% 26,891 2,306 5,486 58250-Indirect Charges-Contracts and 13,016 13,016 13,016 137.3% Purchasing 27,244 33,850 40,008 58640-Indirect Charges-Property Managemet 46,558 46,558 46,558 16A% 939,548 890,474 691,931 Total Internal Services 783,781 783,78I 783,781 13.3% T T 2,708,878 2,870,534 3,077,507 Total Community Development Planning 3,471,775 3,471,775 3,515,758 14.2% The Construction Excise Tax (CET) fund supports affordable homeownership in Tigard through a variety of housing programs. These include down payment assistance and permanent affordability through community land trusts, support for purchase of low-cost market-rate units, land banking for affordable housing, and gap financing for affordable rental units. The CET fund also provides funding of developer incentives for housing and state down payment assistance programs as well as providing a way to backfill SDC funds from exemptions like the affordable housing exemp- tion. The CET fund and associated programs represent a key implementation step for the City's Affordable Housing Plan. FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 Total FTE 0 0 0 54311-Special Department Expenses 430,000 430,000 430,000 100.0% 0 0 0 Total Services 430,000 430,000 430,000 100.0% 0 0 Total Community Development Planning 430,000 430,000 430,000 100.0% COMMUNITY DEVELOPMENT-PAGE 189 BUILDING BUDGET UNIT: 3100 PROGRAM DESCRIPTION: The Building Division is responsible for reviewing plans,issuing permits,and inspecting construction to determine compliance with the state of Oregon specialty codes.The specialty codes include building,fire,plumbing,mechanical,electrical codes,and other State of Oregon rules and statutes. The division further enforces requirements of the Tigard Municipal Code,Community Development Codes,and ordinances.The Building Division is managed by the Building Official and is comprised of plans examiners,inspectors and support staff. PROGRAM RESULTS: The Building Division provides services that assure development outside of the public right-of-way is designed and constructed in accordance with applicable building standards and requirements and are properly documented.The Building Inspection Division is accounted for in a dedicated fund supported by permit revenues pursuant to state requirements. Specifically,the Building Division ensures that: •The public receives timely and responsive Building Permit and Code services •There is coordination with Planning,Engineering,Public Works,and other departments so that the full range of city and state codes and standards are complied with • Buildings are constructed and built to the State of Oregon specialty codes and are safe for all occupants and users FULL-TIME EQUIVALENT POSITIONS 2017-2018 2018-2019 2019-2020 2020-2021 Administrative Specialist I (Limited 0.00 0.00 0.00 0.00 Duration) Building Division Services Supervisor 0.80 0.80 0.80 0.80 Building Inspector 1.00 1.00 1.00 1.00 Building Inspector I 1.00 1.00 1.00 1.00 Building Inspector II 0.00 0.00 0.00 0.00 Building Official 1.00 1.00 1.00 1.00 Code Compliance Officer 0.00 0.50 0.50 0.50 Inspecton Supervisor 1.00 1.00 1.00 1.00 Permit Technician 1.00 1.00 1.00 1.00 Permit Technician Assistant 1.80 1.80 1.80 1.80 Plans Examiner 2.00 2.00 2.00 2.00 Project Coordinator 0.00 0.00 0.00 1.00 Senior Building Inspector 2.00 2.00 2.00 2.00 Senior Permit Technician 1.00 1.00 1.00 1.00 Senior Plans Examiner 1.00 1.00 1.00 1.00 Total FTE 13.60 14.10 14.10 15.10 PAGE 190 - CITY OF TIGARD BUILDING BUDGET UNIT: 3100 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 13.60 14.10 1410 Total FTE 15.10 15.10 15.10 263,993 272,392 279,408 51001-Salaries-Management 342,013 342,013 350,906 25.6% 622,925 719,651 784,259 51002-Salaries-General 762,757 762,757 782,589 -0.2% 164 0 0 51004-Part Time-Regular 0 0 0 00% O 0 10,350 51005-Part Time-Temporary 0 0 0 -100.0% 20,193 15,654 22,770 51006-Overtime 22,000 22,000 22,572 -0.9% 11,236 12,508 12,420 51007-Incentive Pay 309 309 317 -97.4% 918,511 1,020 205 1,109,207 Total Personnel Services-Salaries 1,127,079 1,127,079 1,156,384 43% 919 1,020 1,062 52001-Unemployment 1,106 1,106 1,I35 6.9% 9,185 11,369 12,243 52002-Worker's Compensation 8,060 8,060 8,269 -32.5% 69,214 76,447 81,369 52003-Social Security/Medicare 84,538 84,538 86,736 6.6% 6,881 7,746 8,015 52004-Tri-Met Tax 8,219 8,219 8,433 5.2% 116,158 107,453 119,466 52005-Retirement 124,917 124,917 125,145 4.8% 10,461 11,783 11,850 52007-VESA-ER 11,910 11,910 11,910 03% 827 884 2,927 52008-Life Ins/ADD/LTD 3,385 3,385 3,385 15.6% 2,082 2,081 0 52009-Long Term Disability 0 0 0 00% 159,452 211,713 262,043 52010-Medical/Dental/Vision 252,645 252,645 252,645 -3.6% 17,669 23,477 0 52011-Dental Benefits 0 0 0 00% 392,848 453,973 498,975 Total Personnel Services-Benefits 494,780 494,780 497,658 -0.3% 23,259 3,088 7,500 53001-Office Supplies 7,500 7,500 7,500 0.0% 356 145 2,500 53002-Small Tools&Equipment 1,500 1,500 1,500 -40.0% 3,972 4,060 4,500 53003-Fuel 4,500 4,500 4,500 00% 27,587 7,292 14,500 Total Supplies 13,500 13,500 13,500 -6.9 33,688 19,025 73,200 54001-Professional/Contractual Services 74,200 74,200 74,200 L4% O 17,040 32,030 54006-Software License and Maintenance 52,600 52,600 52,600 64.2% 1,643 804 7,500 54113-R&M-Vehicles 5,500 5,500 5,500 -26.7% O 0 1,000 54114-R&M-Office Equipment 7,500 7,500 7,500 650.0% 4,938 5,032 6,000 54205-Utilites-Phone/Pager/Cells 6,600 6,600 6,600 10.0% 185 0 1,500 54300-Advertising&Publicity 1,500 1,500 1,500 00% 280 289 1,000 54301-Fees and Charges 1,000 1,000 1,000 0.0% 1,110 740 2,500 54302-Dues&Subscriptions 2,500 2,500 2,500 0.0% 10,811 12,098 12,900 54303-Professional Development 14,200 14,200 14,200 10.1% 40,408 39,713 50,000 54306-Credit Card Fees 0 0 0 -100.0% 4,445 12,704 12,450 54311-Special Department Expenses 12,450 12,450 12,450 0.0% 97,508 107,444 200,080 Total Services 178,050 178,050 178,050 -11.0% O 0 25,000 56003-Vehicles 25,000 25,000 25,000 0 o% 14,783 20,715 9,400 56004-Computer Hardware and Software 9,400 9,400 9,400 00% 14,783 20,715 34,400 Total Capital Improvement 34,400 34,400 34,400 00% COMMUNITY DEVELOPMENT-PAGE 191 BUILDING BUDGET UNIT: 3100 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 306,716 0 0 58000-Interdepartmental Costs 0 0 0 0.0% 75,532 0 43,911 58100-Indirect Charges-City Management 32,201 32,201 32,201 26.7 37,478 0 65,149 58110-Indirect Charges-Human Resources 65,165 65,165 65,165 0.0% 22,953 0 17,576 58120-Indirect Charges-Risk Management 24,316 24,316 24,316 38.3% 6,435 0 51,608 58130-Indirect Charges-Office Services 41,909 41,909 41,909 -18.8% 137,103 0 16,326 58150-Indirect Charges-Records 15,716 15,716 15,716 3.7 2,000 0 19,813 58160-Indirect Charges-City Attorney 20,732 20,732 20,732 4.6% 2,449 10,083 12,825 58200-Indirect Charges-Finance 12,652 12,652 12,652 -L3% Administration 29,364 10,802 10,971 58210-Indirect Charges-Financial Operations 12,272 12,272 12,272 1L9% 79,966 0 88,295 58230-Indirect Charges-Technology 108,903 108,903 108,903 23.3% 360 0 732 58250-Indirect Charges-Contracts and 2,119 2,119 2,119 189.5% Purchasing 2,123 0 0 58630-Indirect Charges-Fleet Maintenance 46,328 46,328 46,328 100.0% 23,671 0 0 58640-Indirect Charges-Property Managemei -2,300 -2,300 -2,300 #Div/01: 726,150 20,885 327,206 Total Internal Services 380,013 380,013 380,013 16.1% Total Building 2,227,822 2,227,822 2,260, li si lir'kWh'. ' A ,' ti et ill -' 'ir . . Il I - 4. I�.r; . _ i .. , .5- V City of Tigard City Hall PAGE 192- CITY OF TIGARD ECONOMIC DEVELOPMENT BUDGET UNIT: 3700 PROGRAM DESCRIPTION: The Economic Development Division is responsible for creating and sustaining economic development tools and techniques to elevate the city's commitment to business development and a healthy business environment. These activities range from engaging individual businesses with issues that concern city services or codes,to creating new programs to support more economic activity in the city,be it through the provision of land,labor,infrastructure or capital. Working within the Community Development Department,the division will coordinate closely with community stakeholders,partner agencies and city staff in a broad range of planning and development activities that implement adopted plans and policies. The efforts undertaken by the division will either directly or indirectly raise the levels of employment,commerce,investment and satisfaction among firms doing business in the city. The division works closely with staff and members of the Town Center Development Agency Board (ICDA),the Town Center Advisory Commission(TCAC),the Planning Commission(PC),and the Transportation Advisory Committee (FIAC) as well as other ad-hoc committees,and interacts closely with community groups such as the Tigard Chamber of Commerce and the Tigard Downtown Alliance. PROGRAM RESULTS: The Economic Development Division is responsible for securing and strengthening Tigard's economic future.It does so by partnering with local businesses,recruiting new companies, supporting the improvement of land,infrastructure systems and existing buildings to enable higher levels of economic activity,and contributing an economic development focus to community development projects,interpretations of the Community Development Code,and policy discussions related to land use and capital investments in the city.Currently,the city's primary economic development tool is to implement Tigard's City Center Urban Renewal Plan and new Tigard Triangle Urban Renewal Plan.Specific results include: •Managed the development agreement to construct a mixed use project on the Main Street at Fanno Creek site •Managed activation and concept planning for the Universal Plaza and facilitated relocation of business to facilitate its construction • Completed New Tigard Triangle:Planning for Equitable Development Project to develop action plan for Triangle urban renewal district and concept designs for top ranked projects •Managed Request for Information process to select developer to build affordable senior housing on the Senior Center site and participated on project management team •Managed urban renewal improvement program which awarded two matching grants for downtown businesses •Managed the acquisition of two properties for the Fanno Creek Overlook project •Engaged with developers,including tours of opportunity sites in Downtown and Triangle • Created a new business welcome packet and orientation program • Created the Los Empresarios de Tigard program,which aims to strengthen Tigard's COMMUNITY DEVELOPMENT-PAGE 193 ECONOMIC DEVELOPMENT BUDGET UNIT: 3700 small business community by connecting Tigard's Latinx entrepreneurs to the business advising resources they need to launch and grow successful businesses.Implemented the first Los Empresarios de Tigard workshop,which featured nine local business advising organizations and an audience of 80 Latinx entrepreneurs.Los Empresarios de Tigard will continue with three more workshops throughout 2020 • Created a quarterly business education workshop series for Tigard's entrepreneur community.This series begins in March with three"Business Basics for Small Business Owners"workshops presented by SCORE Portland • Coordinated and successfully funded"A Walk Through Time"public mural in downtown Tigard.This project increases access to art,enhances walkability and connectivity,and the economic vitality of downtown Tigard • Increased property and business owner participation in Southwest Corridor Light Rail Plan • Responded to 3 relevant GPI and Business Oregon site selection requests • Managed Tigard/Lake Oswego Enterprise Zone program with eight participating firms •Managed Tigard's Vertical Housing Development Zone program. Supported developer participation in the program,including three new development projects that will result in 458 new housing units and over 19,000 square feet of commercial space once completed • Supported Tigard Downtown Alliance capacity building and developed the proposal to $30,000 in grant funding for Tigard Street Heritage Trail lighting elements • Organized and implemented the Taste of Tigard food festival,an event that showcased 14 local food entrepreneurs and brought over 4,000 attendees to downtown Tigard •Worked with local brokerage community to fill vacant commercial properties • Continued data analysis for economic trends • Created the Tigard on the Move Speaker Series to explore the intersection of transportation with land use and economic development • Began a 99W Study Coalition with three neighboring cities and other government partners • Created a Library Cafe entrepreneur incubator with the Micro Enterprise Solutions of Oregon (MESO) • Created a Bankers Brokers Builders network series for development professionals interested in Tigard • Began exploring updates to land use and code in the Washington Square Regional Center with the WSRC Update project. FEEL-1731fEE0 MEILEN TPOSITIONS 2017-2013 2018-2014 2019-2020 2020-2021 E ooL,r�nn1 Der.ElorpmEnt 3,I"]r 1.00 0.00 1.00 1_00 Program fal. 1.00 1_00 1..00 1_00 Rederebpmeut PLfljErt 3MLung r 1.00 1.00 1.00 1.00 Total FTE 3.00 2.00 3.00 3.00 PAGE 194- CITY OF TIGARD ECONOMIC DEVELOPMENT BUDGET UNIT: 3700 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 3.00 2.00 3.00 Total FTE 3.00 3.00 300 173,726 171,303 271,922 51001-Salaries-Management 286,668 286,668 294,121 8.2% 173,726 171,303 271,922 Total Personnel Services-Salaries 286,668 286,668 294,121 8.2% 174 171 272 52001-Unemployment 287 287 294 8.1% 635 1,578 1,992 52002-Worker's Compensation 1,167 1,167 1,197 -39.9% 13,294 13,085 20,804 52003-Social Security/Medicare 21,930 21,930 22,500 8.2% 1,300 1,301 2,049 52004-Tri-Met Tax 2,132 2,132 2,187 6.7% 20,447 23,995 38,067 52005-Retirement 40,133 40,133 41,176 8.2% 1,257 1,217 1,800 52007-VEBA-ER 1,800 1,800 1,800 00% 132 128 1,647 52008-Life Ins/ADD/LTD 1,617 1,617 1,617 -1.8% 414 529 0 52009-Long Term Disability 0 0 0 00% 27,262 35,844 61,020 52010-Medical/Dental/Vision 51,387 51,387 51,387 -15.8% 4,012 4,810 0 52011-Dental Benefits 0 0 0 00% 68,927 82,657 127,651 Total Personnel Services-Benefits 120,453 120,453 122,158 -4.3% 243 106 3,000 53001-Office Supplies 2,600 2,600 2,600 -13.3% 243 106 3,000 Total Supplies 2,600 2,600 2,600 -133% 57,809 150,516 275,000 54001-Professional/Contractual Services 176,000 176,000 176,000 -36.0% 0 0 720 54205-Utilites-Phone/Pager/Cells 1,980 1,980 1,980 175.0% 2,806 991 2,000 54300-Advertising&Publicity 2,000 2,000 2,000 00% 361 0 0 54301-Fees and Charges 0 0 0 0.0% 4,000 1,290 10,000 54302-Dues&Subscriptions 10,000 10,000 10,000 0.0% 2,620 3,448 5,000 54303-Professional Development 5,000 5,000 5,000 00% 2,034 2,806 8,685 54311-Special Department Expenses 8,685 8,685 8,685 0.0% 69,630 159,051 301,405 Total Services 203,665 203,665 203,665 -32.4% 198 0 0 56004-Computer Hardware and Software 0 0 0 0.0% 198 0 0 Total Capital Improvement 0 0 0 00% 15,596 4,269 3,136 58100-Indirect Charges-City Management 4,049 4,049 4,049 29.1% 6,518 13,359 9,514 58110-Indirect Charges-Human Resources 12,308 12,308 12,308 29A% 2,757 1,336 1,500 58120-Indirect Charges-Risk Management 2,390 2,390 2,390 59.3% 15,386 5,598 6,451 58130-Indirect Charges-Office Services 8,111 8,111 8,111 25.7% 0 383 2,041 58150-Indirect Charges-Records 3,042 3,042 3,042 49.0% 30,000 2,428 2,477 58160-Indirect Charges-City Attorney 4,013 4,013 4,013 62.0% 925 2,519 3,597 58200-Indirect Charges-Finance 4,251 4,251 4,251 18.2% Administration 14,415 2,499 3,202 58210-Indirect Charges-Financial Operations 4,275 4,275 4,275 335% 9,022 1,302 1,121 58230-Indirect Charges-Technology 1,260 1,260 1,260 12.4% 5,821 461 4,388 58250-Indirect Charges-Contracts and 8,173 8,173 8,173 86.3% Purchasing 1,893 0 0 58640-Indirect Charges-Property Managemes 0 0 0 0.0% 102,333 34,154 37,427 Total Internal Services 51.872 51,872 51,872 38.6% MI 415,057 447,271 741,405 Total Economic Development 665,258 665,258 674,416 -9.0% COMMUNITY DEVELOPMENT-PAGE 195 ECONOMIC DEVELOPMENT BUDGET UNIT: 3700 NI . ,., - Sri`" ri. , ..7Y} F• , •. `- - -- * +,.Tc.i. :� '"� `{rte "i{- F '.• 4...--•'.. . \ AtilL ir k _ _L• 1 ' - - 13.'•-•ZA:4'fd:' -er11 ;#41.13(gis, ..• ti r , , . .t Iv va"' - .... .,.- Pr II . , -f lif _iL ..._ -_ # s. it maiimmn CITY OF TIGARD Complete Streets What are Complete Streets? Simply put, a street or transportation system is complete if it provides the design and infra- structure elements required to serve each mode of travel whether on foot, by bicycle, on trans- it, or in an automobile. Complete streets policies help to ensure that all road users, including our most vulnerable, are provided with the facilities they need to safely navigate city streets, sidewalks, and off-street paths. City ofTigard I I ADOPTED BUDGET I FY 2020-2021 PAGE 196 - CITY OF TIGARD POLICY & ADMINISTRATION Mayor and Council 1 1 1 City City Attorney Management — Central Services Finance and — Information Services POLICY AND ADMINISTRATION-PAGE 197 POLICY AND ADMINISTRATION The Policy and Administration Program consists of the Mayor and Council, City Management, Central Services and the Finance and Information Service Departments. This program includes a wide variety of functions that encompass the areas of administrative support, fleet and property management, stra- tegic planning, city management, computer and information services, financial management, account- ing, utility billing, municipal court, human resource management, records management, risk manage- ment and contracts and purchasing. The Mayor and Council and the Municipal Court budgets are funded completely out of the General Fund. The other budget units are funded by charge backs to other city programs that use these com- mon services. / 1 FY 2018 FY 2019 FY 2020 FY 2021 FY 2021 FY 2021 2021 Adopted Actual 11 Actual 11 Revised 11 Proposed 11 Approved 11 Adopted 1 vs2020 Revised Description Number of Positions 61.60 63.55 66.95 72.95 75.65 75.65 13.0% Budget By Category Personnel Services 6,362,674 6,477,709 8,053,760 9,106,716 9,373,186 9,572,909 18.9% Materials Sc Services 4,085,125 4,352,430 5,895,996 6,806,450 6,879,600 6,879,600 16.7% Interdepartmental Costs 143,721 159,305 99,774 102,651 102,651 102,651 2.9% Capital Outlay 419,209 342,262 495,510 598,650 598,650 598,650 20.8% Total All Category 11,010,729 11,331,705 14,545,040 16,614,467 16,954,087 17,153,810 17.9% Budget By Division Mayor and Council 325,188 335,494 292,245 261,635 269,635 272,287 -6.8% City Manager's Office 1,021,895 631,542 830,724 776,099 776,099 791,595 -4.7% Human Resources 590,778 687,000 729,883 782,057 831,601 845,006 15.8% Risk Management 722,031 776,286 1,111,524 1,190,294 1,190,294 1,196,271 7.6% Communications 618,612 507,360 1,009,211 838,539 855,945 868,944 -139% Municipal Court 467,934 655,156 797,528 1,578,679 1,578,679 1,603,418 101.0% City Recorder/Records 454,531 483,056 517,511 471,974 471,974 479,757 -7.3% City Attorney 262,392 228,150 388,514 454,015 454,015 458,911 18.1% Finance 8t Info.Services Admin. 485,028 493,174 587,552 638,555 638,555 650,986 10.8% Financial Operations 694,047 715,843 780,532 784,075 784,075 796,870 2.l% Utility Billing 1,154,952 1,234,956 1,505,186 1,513,619 1,513,619 1,529,722 1.6% Information Technology 2,033,043 2,264,822 3,081,632 4,040,792 4,305,462 4,349,494 41.1% FIS Interim Plan 0 0 O 0 O 0 0.0% Contracts and Purchasing 221,468 195,316 292,271 290,017 290,017 296,006 1.3% Fleet Maintenance 245,481 294,219 603,127 673,557 673,557 680,026 12.8% Fleet Maintenance-Old 0 0 O 0 O 0 0.0% Property Management 1,713,349 1,829,332 2,017,600 2,320,560 2,320,560 2,334,517 15.7% Property Management-Old 0 0 O 0 O 0 0o% Total All Division 11,010,729 11,331,705 14,545,040 16,614,467 16,954,087 17,153,810 17.9% Budget by Fund General Fund-100 793,122 990,650 1,089,773 1,840,314 1,848,314 1,875,705 72.1% Water Debt Service Fund-533 0 0 O 0 0 0 0.0% Central Services Fund-600 8,254,843 8,184,173 10,666,565 11,540,725 11,872,345 12,023,748 127% Fleet/Property Management Fund 1,958,830 2,123,551 2,620,727 2,994,117 2,994,117 3,014,543 15.0% Insurance Fund-660 3,934 33,332 167,975 239,311 239,311 239,814 42.8% Total All Fund 11,010,729 11,331,705 14,545,040 16,614,467 16,954,087 17,153,810 17.9% PAGE 198 - CITY OF TIGARD MAYOR AND CITY COUNCIL Mayor and Council FY 2018 FY 2019 FY 2020 FY 2021 FY 2021 FY 2021 2021 Adopted Actual11 11 11 Actual Revised Proposed 11 Approved 11 Adopted 1 vs.2020 Revised Description Number of Positions 0.00 0.00 0 o0 0.00 0 o0 0.00 0 o% Budget By Category Personnel Services 185,371 164,944 164,423 134,169 134,169 136,821 -16.8% Materials&Services 112,166 170,550 127,822 127,466 135,466 135,466 6.0% Interdepartmental Costs 27,651 0 0 0 0 0 0.0% Capital Outlay 0 0 0 0 0 0 0.0% Total All Category 325,188 335,494 292,245 261,635 269,635 272,287 -6.8% Budget By Division Mayor and Council 325,188 335,494 292,245 261,635 269,635 272,287 -6.8% Total All Division 325,188 335,494 292,245 261,635 269,635 272,287 -6.8% Budget by Fund General Fund-100 325,188 335,494 292,245 261,635 269,635 272,287 -6.8% Total All Fund 325,188 335,494 292,245 261,635 269,635 272,287 -6.8% POLICY AND ADMINISTRATION-PAGE 199 DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES In order to advance the goals of the Mayor and City Council, the city must proactively engage the community.These performance measures will help the city gauge how residents feel about services and whether the council's outreach events are meaningful for attendees. FY 17-18 FY 18-19 FY 19-20 FY 20-21 OBJECTIVE MEASURE ACTUAL ACTUAL REVISED TARGET Maximize citizen satin- % of citizens rating faction with the quality overall city services 95% 95% 98% 98% of city services as good or better Engage the community 'Yo of citizens whose in meaningful convey expectations were sations with elected met or exceeded at 35% 35% 40% 40% officials council outreach events PAGE 200 - CITY OF TIGARD MAYOR & CITY COUNCIL BUDGET UNIT: 0500 PROGRAM DESCRIPTION: The City Council is elected to serve Tigard residents according to the Tigard City Charter. Mayor and four City Councilors provide legislative and policy leadership for city government. The Mayor and Councilors are elected by citizens to serve four-year terms on a non-partisan basis. The council hires the City Manager to run day-to-day operations and the City Attorney for city legal services.The City Council reviews,revises and adopts city laws and policies,provides oversight on city operations and sets the overall direction of the city. PROGRAM RESULTS: • Basic city services provided to citizens are cost-effective and are delivered without interruption. • Tigard's interest in regional and statewide activities is coordinated with appropriate agencies and jurisdictions. • Tigard citizens are involved in the community and participate effectively. • Programs and activities are available in the community to meet the needs of a diverse population. • External and internal city assets are well managed and utilized. • Master plans,management and fiscal policies are adopted;resources are allocated to position Tigard for the future. • The community is engaged and connected to the city's strategic vision. POLICY AND ADMINISTRATION-PAGE 201 MAYOR & CITY COUNCIL BUDGET UNIT: 0500 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 0.00 0.00 0.00 Total FTE 0.00 0.00 0.00 89,105 90,260 95,955 52001-Salaries-Management 93,936 93,936 96,378 0.4% 89,105 90,260 95,955 Total Personnel Services-Salaries 93,936 93,936 96,378 0.4% 89 90 93 52001-Unemployment 94 94 96 3.2% 124 497 268 52002-Worker's Compensation 110 110 113 -57.8% 6,493 6,681 7,079 52003-Social Security/Medicare 7,185 7,185 7,372 4.1% 667 685 695 52004-Tri-Met Tax 700 700 718 3.3% 77,124 58,667 60,333 52010-Medical/Dental/Vision 32,144 32,144 32,144 -46.7% 11,768 8,064 0 52011-Dental Benefits 0 0 0 0.0% 96,265 74,684 68,468 Total Personnel Services-Benefits 40,233 40,233 40,443 -40.9% 139 313 800 53002-Office Supplies 800 800 800 0.0% 139 313 800 Total Supplies 800 800 800 0.0% 1,894 23,651 10,950 54001-Professional/Contractual Services 800 8,800 8,800 -19.6% 35 145 25 54115-Vehicle Usage 25 25 25 0.0% I,746 2,730 0 54205-Utilites-Phone/Pager/Cells 600 600 600 100.0% 0 13 0 54301-Fees and Charges 0 0 0 0.0% 54,365 94,697 49,847 54302-Dues&Subscriptions 56,541 56,541 56,541 13.4% 48,219 42,603 59,600 54303-Professional Development 62,100 62,100 62,100 4.2% 5,769 6,398 6,600 54311-Special Department Expenses 6,600 6,600 6,600 0.0% 112,028 170,237 127,022 Total Services 126,666 134,666 134,666 6.0% 27,651 0 0 58160-Indirect Charges-City Attorney 0 0 0 0.0% 27,651 0 0 Total Internal Services 0 0 0 0.0% ,88 335,494 292,245 Total Mayor and Council 9,635 272,287 . • PAGE 202- CITY OF TIGARD CITY ATTORNEY BUDGET UNIT: 1600 City Attorney FY 2018 FY 2019 FY 2020 FY 2021 FY 2021 FY 2021 2021 Adopted Actual 11 Actual 11 Revised 11 Proposed 11 Approved 11 Adopted 1 vs.2020 Revised Description Number of Positions 1.10 1.10 1.10 1.10 1.10 1.10 0.0% Budget By Category Personnel Services 112,694 188,307 185,322 198,761 198,761 203,657 9.9% Materials&Services 144,813 39,843 203,192 255,254 255,254 255,254 25.6% Capital Outlay 4,885 0 0 0 0 0 0.0% Total All Category 262,392 228,150 388,514 454,015 454,015 458,911 18.1% Budget By Division City Attorney 262,392 228,150 388,514 454,015 454,015 458,911 18.1% Total All Division 262,392 228,150 388,514 454,015 454,015 458,911 18.1% Budget by Fund Central Services Fund-600 262,392 228,150 388,514 454,015 454,015 458,911 18.1% Total All Fund 262,392 228,150 388,514 454,015 454,015 458,911 18.1% POLICY AND ADMINISTRATION-PAGE 203 CITY ATTORNEY BUDGET UNIT: 1600 The City Attorney provides general legal advice to the members of City Council and all of the city's departments. Having an in-house City Attorney improves risk management oversight, potentially low- ers our overall costs for legal counsel and gives the city more convenience for getting advice about is- sues like development and land use code interpretations, contract and intergovernmental agreement reviews. FY 17-18 FY 18-19 FY 19-20 FY 20-21 - OBJECTIVE MEASURE AAL ACTUAL REVISED TARGET Track demand for outside Amount spent on legal resources used on outside legal ser- $115,000 $199,000 $201,000 special projects vices PROGRAM DESCRIPTION: The City Attorney provides general counsel advice to the members of City Council and all of the city's departments. The City Attorney also oversees administrative cases and civil litigation to which the city is a party and that are not covered by the city's insurance carrier. PROGRAM RESULTS: Having an in-house city attorney improves risk management oversight,potentially lowers our overall costs for legal counsel,and gives the city more convenience for getting advice about things like development and land use code interpretations,contract and intergovermental agreement reviews, and reduces conflicts of interest. FULL-TIME EQUIVALENT POSITIONS 2017-2018 2018-2019 2019-2020 2020-2021 City Attorney 1.00 1.00 1.00 1.00 Exec.Assistant to the City Manager 0.10 0.10 0.10 0.10 Total 1-F'1'L 1.10 1.10 1.10 1.10 PAGE 204 - CITY OF TIGARD CITY ATTORNEY BUDGET UNIT: 1600 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 1.10 1.10 1.10 Total FTE 1.10 1.10 1.10 83,665 138,996 142,465 51001-Salaries-Management 153,580 133,380 157,573 10.6% 83,665 138,996 142,465 Total Personnel Services-Salaries 153,580 153,580 157,573 10.6% 84 139 143 52001-Unemployment 153 153 157 9.8% 515 480 355 52002-Worker's Compensation 177 177 182 -48.7% 6,579 10,882 10,899 52003-Social Security/Medicare 11,748 11,748 12,053 10.6% 632 1,055 1,073 52004-Tri-Met Tax 1,142 1,142 1,172 9.2% 5,159 19,459 19,945 52005-Retirement 21,501 21,501 22,060 10.6% 443 669 660 52007-VEBA-ER 660 660 660 0.0% 42 70 604 52008-Life Ins/ADD/LTD 593 593 593 -1.8% 91 416 0 52009-Long Term Disability 0 0 0 0.0% 4,487 7,500 9,178 52010-Medical/Dental/Vision 9,207 9,207 9,207 0.3% 463 819 0 52011-Dental Benefits 0 0 0 0.0% 10,531 7,822 0 52012-Accrued Vacation 0 0 0 0.0% 29,026 49,311 42,857 Total Personnel Services-Benefits 45,181 45,181 46,084 7.5% 134 0 150 53001-Office Supplies 150 150 150 0.0% 134 0 150 Total Supplies 150 150 150 0.0% 0 0 24,000 54001-Professional/Contractual Services 0 0 0 -100.0% 142,204 36,844 175,000 54003-Legal Fees 251,000 251,000 251,000 43.4% 0 33 0 54115-Vehicle Usage 25 25 25 100.0% 661 461 600 54205-Utilites-Phone/Pager/Cells 600 600 600 0.0% 1,012 1,367 1,442 54302-Dues&Subscriptions 1,479 1,479 1,479 2.6% 802 1,139 2,000 54303-Professional Development 2,000 2,000 2,000 0.0% 144,679 39,843 203,042 Total Services 2.55,104 255,104 255,104 25.6% 4,885 0 0 56004-Computer Hardware and Software 0 0 0 0.0% 4,885 0 0 Total Capital Improvement 0 0 0 0.0% 9 228,150 388,514 Total City Attorney 454,015 454,015 458,911 POLICY AND ADMINISTRATION-PAGE 205 CITY MANAGEMENT City Management 1 Human Resources _ Risk Management FY 2018 FY 2019 FY 2020 FY 2021 FY 2021 FY 2021 2021 Adopted Actual 11 Actual 11 Revised 11 Proposed 11 Approved 11 Adopted 1 vs.2020 Revised Description Number of Positions 12.00 10.10 10.50 10.50 11.00 11.00 4.8% Budget By Category Personnel Services 1,337,598 1,228,583 1,468,433 1,479,528 1,520,972 1,555,850 6.0% Materials&Services 988,125 853,940 1,189,918 1,255,622 1,263,722 1,263,722 62% Capital Outlay 8,981 12,305 13,780 13,300 13,300 13,300 -3.5% Total All Category 2,334,705 2,094,828 2,672,131 2,748,450 2,797,994 2,832,872 6.0% Budget By Division City Manager's Office 1,021,895 631,542 830,724 776,099 776,099 791,595 -4.7% Human Resources 590,778 687,000 729,883 782,057 831,601 845,006 15.8% Risk Management 722,031 776,286 1,111,524 1,190,294 1,190,294 1,196,271 7.6% Total All Division 2,334,705 2,094,828 2,672,131 2,748,450 2,797,994 2,832,872 6.0% Budget by Fund Central Services Fund-600 2,330,771 2,061,496 2,504,156 2,509,139 2,558,683 2,593,058 3.6% Insurance Fund-660 3,934 33,332 167,975 239,311 239,311 239,814 42.8% Total All Fund 2,334,705 2,094,828 2,672,131 2,748,450 2,797,994 2,832,872 6.0% PAGE 206 - CITY OF TIGARD DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES The City of Tigard's strategic plan is to become the most walkable community in the Pacific Northwest where people of all ages and abilities enjoy healthy and interconnected lives. The city relies on feedback from the Walk Friendly Assessment and community survey to measure progress in implementing the strategic plan. Last fiscal year, the city began centrally tracking all received grant funding (public and private) which allows the city to better communicate our commitment to pursue funding outside the main revenue sources—property tax, franchises fees, etc. The city is committed to attracting and retaining a talented and diverse workforce. The Human Re- sources division tracks employee retention as part of an effort to determine whether the city is meeting employee expectations. In 2019, the city hired a third party to conduct a citywide performance audit resulting in the addition of new objectives and measures, some of which are listed below. These new measures do not currently have data available since information has not been previously tracked for them. OBJECTIVE MEASURE FY 17-18 FY 18-19 FY 19-20 FY 20-21 ACTUAL ACTUAL REVISED ;, r T Accountability and Designation of the timeliness for imple- city's Walk Friendly Honorable le Me - Honorable Bronze menting the Strategic Communities As- Mention bMen- Mention Level tion Plan sessment Understand public % of respondents perception of overall feeling City is well- --- --- --- 80% city operations managed of departments Ensure process of that complete an an- workplan developed nual workplans (with --- --- --- 100% quarterly review con- ducted). Increase community's % of residents who awareness of the city's are aware of the 60% effort to become more city's effort to be- walkable. come more walkable. POLICY AND ADMINISTRATION-PAGE 207 DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES OBJECTIVE MEASURE FY 17-18 FY 18-19 FY 19-20 FY 20-21 ACTUAL ACTUAL REVISED :, r T Determine the success Of the Regional, of attracting grant fund- State, and Federal ing grant dollars request 80% 80% 80% ed, total% the city received % Retention of New Employees Improving overall effi After one year 84% 87% 97% 95% ciency and performance through increased re- After three years 63% 55% 72% 50% tention After five years 53% 48% 64% 47% Measures staff turn- Annual turnover rat 11.4% 11.0% 8.8% 10.0% over. ing To maintain fast mov- % of recruitments ing recruitment process- completed within es- es to attract and acquire tablished targets 69.0 87.3 55.0 best quality candidates. Measure of effective- o ness of the recruitment /o of employees still process to represent employed 1 year after 84% 87% 97% 95% qualified candidates. hire Identify actions that will o decrease the percent of /o of preventable ac 30% 55% 65%0 30/o 0 preventable accidents. cidents Implement strategy to Workers' Comp Mod reduce frequency and ification Factor under 0.79 0.78 0.78 0.90 severity of work injuries 1.00 (3 yr avg compared to industry) PAGE 208 - CITY OF TIGARD CITY MANAGER'S OFFICE BUDGET UNIT: 1000 PROGRAM DESCRIPTION: The City Management Office consists of the City Manager and staff supporting the activities of the City Council and assisting in the overall management of city programs.The City Manager is hired by the City Council to run the daily affairs of the city and to implement policies adopted by the council. A major focus of this division is on communications among the city,citizens,and employees. Specific activities of this division include: • Communicate City Council's direction on policies,laws and directives to the executive staff and employees. • Review and refine the information presented to the City Council. • Coordinate the city's legislative agenda including monitoring bills,facilitating written and oral testimony and schedule regular meetings with state and federal legislators for the Mayor and Council members. • Oversee the implementation of Tigard's Strategic Plan: To make Tigard the most walkable community in the Pacific Northwest where people of all ages and abilities enjoy healthy and interconnected lives. PROGRAM RESULTS: • Tigard citizens have access to accurate information on current issues in a variety of formats. • Plans and programs are in place for coordinated management of the city's assets. • Tigard citizens participate in programs and activities that connect them with decision-makers and community members. • City departments proactively manage issues and achieve stated goals. • Messaging engages the community and advances the vision. FULL-TIME EQUIVALENT POSITIONS 2017-2018 2018-2019 2019-2020 2020-2021 City Manager 1.00 1.00 1.00 1.00 Assistant City Manager 1.00 1.00 1.00 1.00 Assistant to the City Manager 1.00 0.00 0.00 0.00 Exec.Asst. to City Manager 0.90 0.90 0.90 0.90 Sr. Management Analyst 1.00 1.00 1.00 1.00 Local Government Fellow 1.00 0.00 0.00 0.00 Total FTE 5.90 3.90 3.90 3.90 POLICY AND ADMINISTRATION-PAGE 209 CITY MANAGER'S OFFICE BUDGET UNIT: 1000 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 5.90 3.90 3.90 Total FTE 390 190 3.90 498,489 356,110 478,451 51001-Salaries-Management 483,248 483,248 495,812 3.6% 498,489 356,110 478,451 Total Personnel Services-Salaries 483,248 483,248 495,812 3.6% 499 357 479 52001-Unemployment 483 483 495 3.3% 430 724 938 52002-Worker's Compensation 521 521 534 -43.1% 35,770 24,622 36,601 52003-Social Security/Medicare 36,969 36,969 37,929 3.6% 3,740 2,706 3,607 52004-Tri-Met Tax 3,594 3,594 3,687 2.2% 63,850 50,848 66,984 52005-Retirement 71,333 71,333 73,187 9.3% 2,997 1,744 2,640 52007-VEBA-ER 2,340 2,340 2,340 -11.4% 1,073 929 1,715 52008-Life Ins/ADD/LTD 2,102 2,102 2,IO2 22.6% 1,276 918 0 52009-Long Term Disability 0 0 0 0.0% 53,635 33,120 61,029 52010-Medical/Dental/Vision 40,499 40,499 40,499 -33.6% 5,654 3,420 0 52011-Dental Benefits 0 0 0 0.0% 16,256 -4,910 0 52012-Accred Vacation 0 0 0 0.0% 185,180 114,478 173,993 Total Personnel Services-Benefits 157,841 157,841 160,773 -7.6% 453 513 500 53001-Office Supplies 500 500 500 0.0% 453 513 500 Total Supplies 500 500 500 0.0% 260,176 120,220 135,645 54001-Professional/Contractual Services 91,025 91,025 91,025 -32.9% 880 0 0 54114-R&M-Office Equipment 0 0 0 0.0% 17 26 25 54115-Vehicle Usage 30 30 30 20.0% 1,063 1,584 300 54205-Utilites-Phone/Pager/Cells 1,200 1,200 1,200 300.0% 12,816 1,887 5,000 54300-Advertising&Publicity 5,000 5,000 5,000 0.0% 13,134 12,049 12,110 54302-Dues&Subscriptions 11,655 11,655 11,655 -3.8 34,283 17,991 23,500 54303-Professional Development 23,500 23,500 23,500 0.0% 0 75 0 54304-Election Expenses 0 0 0 0.0% 15,254 6,319 1,200 54311-Special Department Expenses 2,100 2,100 2,100 75.0% 337,623 160,151 177,780 Total Services 134,510 134,510 134,510 -24.3% 149 290 0 56004-Computer Hardware and Software 0 0 0 0.0% 149 290 0 Total Capital Improvement 0 0 0 0.0% 1,021,894 631,542 830,724 Total City Manager's Office 776,099 791,595 -4.7% PAGE 210 - CITY OF TIGARD HUMAN RESOURCES BUDGET UNIT: 1100 PROGRAM DESCRIPTION: The Human Resources Division provides human resource leadership and support to city departments and employees by providing quality policies,programs,systems,services and consultation that contribute to ethical,lawful,equitable,consistent and efficient human resources management practices and advance the vision of the city. Human Resources also helps support the future of the organization through employee and supervisory training;organization development and performance management;workforce planning; equal opportunity employment;and wellness and work-life balance efforts.Program services include strategic planning,recruitment,selection and testing,benefits administration,labor negotiations and contract administration,personnel policy administration,employee relations,job classification and salary administration,personnel records management,coordination of grievances,discipline, investigations and complaint processes,and employee recognition programs. PROGRAM RESULTS: •The city attracts,develops,motivates and retains quality employees who share the city values of getting the job done,doing the right thing,and treating all people with respect and care while building an inclusive work environment for all. •The city maintains a healthy level of turn-over at(+1-) 2%of the industry standard of 10%. This provides for some professional development and promotional opportunities for existing staff,while also providing an influx of new staff and consequently new ideas. •The city's goals is to conduct recruitment processes in a timely manner in order to minimize the loss of quality candidates to competing agencies.While industry standards are 60-90 days,the city strives to meet an average recruitment length of 75 days,with no more than 10%of recruitment exceeding 90 days. •The selection process combined with the on-boarding process are key factors to successful recruitment and retention of staff.The city strives to maintain a 90%or higher rate of staff retained after the first year. •The city complies with local,state and federal employment laws and continues to strive toward best practices. •The Human Resources Division provides human resources management support and assistance to departments and employees that advance the strategic vision of the organization and support an effective,dynamic and diverse workforce. FULL-TiME EQUIVALENT POSITIONS 2017-2018 2018-2019 2019-2020 2020-2021 Human Resources Director 1.00 1.00 1.00 1.00 Senior HR Business Partner 1.00 1.00 1.00 1.00 HR Business Partner 1.00 0.80 1.00 1.00 HR Specialist 0.80 0.80 0.80 1.30 HR Assistant 0_54 0_54 0_70 0.70 Total FTE 4.34 4.14 4.50 5.00 POLICY AND ADMINISTRATION-PAGE 211 HUMAN RESOURCES BUDGET UNIT: 1100 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 4.34 4.14 4.50 Total FTE 4.50 5.00 5.00 355,173 389,946 408,194 51001-Salaries-Management 415,786 448,960 459,770 12.6% 17,843 219 5,175 51005-Part Time-Temporary 5,000 5,000 5,130 -0.9% O 0 1,035 51006-Overtime 1,000 1,000 1,026 -0.9% 373,016 390,I64 414,404 Total Personnel Services-Salaries 421,786 454,960 465,926 12.4% 373 390 408 52001-Unemployment 416 449 460 12.7% 273 626 564 52002-Worker's Compensation 362 447 456 -19.1% 28,176 29,620 31,215 52003-Social Security/Medicare 31,776 34,314 35,140 12.6% 2,794 2,962 3,076 52004-Tri-Met Tax 3,089 3,336 3,417 11.1% 45,824 51,791 56,903 52005-Retirement 58,154 62,798 64,310 13.0% 2,514 2,847 2,805 52007-VESA-ER 2,820 3,420 3,420 21.9% 445 511 2,567 52008-Life Ins/ADD/LTD 2,533 2,656 2,656 3.5% 1,018 1,153 0 52009-Long Term Disability 0 0 0 0.0% 45,788 70,208 63,793 52010-Medical/Dental/Vision 73,971 73,971 73,971 16.0% 6,804 7,335 0 52011-Dental Benefits 0 0 0 0.0% -22,146 1,726 2,500 52012-Accrued Vacation 0 0 0 -100.0% 111,863 169,169 163,831 Total Personnel Services-Benefits 173,121 181,391 183,830 12.2% 2,606 985 2,000 53001-Office Supplies 2,200 2,200 2,200 10.0% O 0 0 53002-Small Tools&Equipment 1,500 1,500 1,500 100.0% 646 400 2,500 53316-CCIS-Worksite Wellness Funds 2,500 2,500 2,500 0.0% 3,252 1,385 4,500 Total Supplies 6,200 6,200 6,200 37.8% 30,230 30,738 46,500 54001-Professional/Contractual Services 51,000 59,100 59,100 27.1% 22,047 44,368 31,348 54003-Legal Fees 31,350 31,350 31,350 0.0% 1,453 0 0 54101-R&M-Facilities 0 0 0 0.0% O 0 0 54205-Utilites-Phone/Pager/Cells 600 600 600 100.0% 1,423 1,325 1,500 54300-Advertising&Publicity 5,000 5,000 5,000 233.3% 2,563 1,172 2,500 54302-Dues&Subscriptions 2,500 2,500 2,500 0.0% 21,958 27,612 41,500 54303-Professional Development 41,500 41,500 41,500 0.0% 15,716 9,052 10,700 54311-Special Department Expenses 35,700 35,700 35,700 233.6% 95,390 114,267 134,048 Total Services 167,650 175,750 175,750 31.1% 7,258 12,015 13,100 56004-Computer Hardware and Software 13,300 13,300 13,300 1.5% 7,258 12,015 13,100 Total Capital Improvement 13,300 13,300 13,300 1.5% Total Human Resources 782,057 PAGE 212- CITY OF TIGARD RISK MANAGEMENT BUDGET UNIT: 1200 PROGRAM DESCRIPTION: The City of Tigard Risk Management Division is tasked with proactively identifying and managing the inherent risks of providing municipal services. Potential losses are mitigated through loss prevention programs and training,an employee safety committee,insurance and self-insurance funded programs. The division provides risk management services to the City Council and all city departments.The Risk Manager reports directly to the Director of Human Resources. Risk Management provides a comprehensive program that strives to achieve the following citywide results: • Establish,to the extent possible,a work and service environment in which the public and city staff can enjoy safety and security in the course of their daily pursuits. • Preserve assets and service capabilities by minimizing the total long-term cost of unplanned losses and their physical and financial consequences. •Advise and otherwise assist the City Manager,other city staff and the public on liability reduction and safety enhancement. In order to achieve these results Risk Management strives to: • Reduce harm and adverse financial impact to the city by providing legally-mandated health and safety services,insurance programs,and other services. • Ensure the city's ability to quickly recover from accidental loss by cost-effectively balancing risk retention and risk transfer. • Investigate,evaluate and resolve liability,property damage and workers compensation claims including the pursuit of third party loss recovery. PROGRAM RESULTS: During FY 19/20 Risk Management continued its focus on core risk management functions and employee safety. Following are some key results for the year: • Preserved city's ability to purchase property/casualty and workers'compensation insurance with adequate coverage and reasonable rates. • Maintained low numbers and severity of employee injuries.The industry standard for evaluating workers'compensation results is by a modification factor,a score of 1.0 is average.The city strives to maintain a factor of 0.90 or less through use of early return-to-work and loss prevention programs. The city transitioned to a new carrier below previously established low rates,while increasing service levels. • Our strong employee safety committee identified several trends in employee accidents and has conducted training and made engineering changes where possible to improve employee safety. •A new Silica,Respirator,and Confined Space Programs were established. • Collaborated with other departments to improve employee safety:Planned for security POLICY AND ADMINISTRATION-PAGE 213 RISK MANAGEMENT BUDGET UNIT: 1200 improvements to the police parking lot,procured$10,000 in grant funds to update the Hearing Conservation program,utilized Employer at Injury state funds with city matched funds to replace over 90%of the 110 lb. catch basin grates with 70 lb.grates. • Cyber Security has increased as a threat to cities.We've partnered with our insurer,and IT Department to make sure our systems are as secure as can be,and that we have a base level of insurance coverage if called upon. • Over the last two years we've seen an increase in preventable vehicle collisions.With a fleet of 213 vehicles used daily,our collision rates at 20 last year remain low compared to industry. Risk will conduct driver safety training focused on reducing overall collisions, specifically preventable collisions. FULL- ' HODIVALENT POSITIONS 2017-201S 201B-2019 2019-2020 2020-2021 Risk Manage 1.00 1.00 1.00 1.00 aL nagement Analyst 0.50 0.30 0.30 0.S0 HR Assistant 026 0.2G 0.30 030 Tota] 1-.'1'. 1.76 2.06 2.10 2.10 a 1. c 4. -, . gal; .;h: .`^ I -- is . + • - �_ X1 • hf 4 �� :1.t , # DRi y; .. - _ ,�+ ' - • ' ` . l c . • 1. } , #Yt. ! T i , ' 1 -- .-:' k tt, 0 . ,,/ N . it - • IN • ' ' U liblt.-: '4.- , 1- i. t. : . 1. ir• !. 0. .0.i *. 4, Public Works 2019 Employee Barbeque PAGE 214 - CITY OF TIGARD RISK MANAGEMENT BUDGET UNIT: 1200 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 1.76 1.80 1 80 Total FTE 1.80 1.80 1.80 129,426 138,698 163,329 51001-Salaries-Management 171,885 171,885 176,354 8.0% 129,426 138,698 163,329 Total Personnel Services-Salaries 171,885 171,885 176,354 8.0% 130 139 164 52001-Unemployment 172 172 176 739'o -435 157 138 52002-Worker's Compensation 123 123 126 -8.7% 9,844 10,729 12,496 52003-Social Security/Medicare 13,120 13,120 13,461 7.7% 969 1,053 1,232 52004-Tri-Met Tax 1,276 1,276 1,309 6.3% 18,481 19,426 22,866 52005-Retirement 24,009 24,009 24,633 7.7% 1,368 1,209 1,200 52007-VESA-ER 1,200 1,200 1,200 0.0% 133 108 1,098 52008-Life Ins/ADD/LTD 1,078 1,078 1,078 -1.8% 307 373 0 52009-Long Term Disability 0 0 0 0.0% 4,246 4,825 9,256 52010-Medical/Dental/Vision 8,358 8,358 8,358 -9.7% 923 734 0 52011-Dental Benefits 0 0 0 0 o% 3,658 -433 0 52012-Accrued Vacation 0 0 0 0.0% 39,624 38,320 48,450 Total Personnel Services-Benefits 49,336 49,336 50,341 3.9% 135 237 200 53001-Office Supplies 314 314 314 57.0% 669 0 152 53002-Small Tools&Equipment 300 300 300 97.4% 804 237 352 Total Supplies 614 614 614 74A% 41,216 49,661 42,300 54001-Professional/Contractual Services 40,250 40,250 40,250 -4.8% 6,249 4,659 4,400 54006-Software License and Maintenance 4,500 4,500 4,500 23% 6 0 192 54205-Utilites-Phone/Pager/Cells 300 300 300 56.39/o 0 62 195 54300-Advertising&Publicity 125 125 125 -35.9% 170 170 550 54302-Dues&Subscriptions 560 560 560 1.8% 2,758 1,897 2,125 54303-Professional Development 2,775 2,775 2,775 30.6% 494,683 509,072 680,346 54307-Insurance 680,008 680,008 680,008 0 o% 1,587 178 630 54311-Special Department Expenses 630 630 630 00% 546,669 565,699 730,738 Total Services 729,148 729,148 729,148 -0.2% 1,574 0 680 56004-Computer Hardware and Software 0 0 0 -100.0% 1,574 0 680 Total Capital Improvement 0 0 0 -100.0% 718,097 742,954 943,549 Total Risk Management 950,983 950,983 956,457 1.4% POLICY AND ADMINISTRATION-PAGE 215 RISK MANAGEMENT BUDGET UNIT: 1200 Occasionally the Insurance Fund is used to pay for some expenses directly related to Risk Management. FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 0.26 0.30 Total FTE 0.30 0.30 0.30 O 15,584 18,758 51001-Salaries-Management 15,801 15,801 16,212 -13.6% O 15,584 18,758 Total Personnel Services-Salaries 15,801 15,801 16,212 -13.6% O 16 19 52001-Unemployment 16 16 16 -15.8% O 21 13 52002-Worker's Compensation 11 11 11 -15.4% O 1,172 1,434 52003-Social Security/Medicare 1,209 1,209 1,240 -13.5% O 118 141 52004-Tri-Met Tax 118 118 121 -14.2% O 1,715 2,530 52005-Retirement 2,212 2,212 2,270 -10.3% O 203 195 52007-VEBA-ER 180 180 180 -7.7% O 21 178 52008-Life Ins/ADD/LTD 162 162 162 -9.0% O 37 0 52009-Long Term Disability 0 0 0 0.0% O 2,254 2,707 52010-Medical/Dental/Vision 2,602 2,602 2,602 -3.9% O 248 0 52011-Dental Benefits 0 0 0 0.0% O 256 0 52012-Accrued Vacation 0 0 0 0.0% O 6,060 7,217 Total Personnel Services-Benefits 6,510 6,510 6,602 -8.5% O 0 100,000 54307-Insurance 175,000 175,000 175,000 75.0% 3,934 11,688 42,000 54311-Special Department Expenses 42,000 42,000 42,000 0.0% 3,934 11,688 142,000 Total Services 217,000 217,000 217,000 52.8% 3,934 33,332 167,975 Total Risk Management 239,311 239 ,814 42.8% PAGE 216 - CITY OF TIGARD CENTRAL SERVICES Central Services i I I I I I Communications Municipal Court City Recorder! Fleet Property Management Records FY 2018 FY 2019 FY 2020 FY 2021 FY 2021 FY 2021 2021 Adopted Actual 11 Actual 11 Revised 11 Proposed 11 Approved 11 Adopted 1 vs2020 Revised Description Number of Positions 21.50 24.35 24.35 27.35 27.55 27.55 13.1% Budget By Category Personnel Services 1,943,956 2,065,205 2,522,180 3,127,637 3,140,993 3,206,940 27.1% Materials&Services 1,312,537 1,342,734 2,005,723 2,256,621 2,260,671 2,260,671 12.7% Interdepartmental Costs 116,070 159,305 99,774 102,651 102,651 102,651 2.9% Capital Outlay 127,344 201,879 317,300 396,400 396,400 396,400 24.9% Total All Category 3,499,907 3,769,123 4,944,977 5,883,309 5,900,715 5,966,662 20.7% Budget By Division Communications 618,612 507,360 1,009,211 838,539 855,945 868,944 -13.9% Municipal Court 467,934 655,156 797,528 1,578,679 1,578,679 1,603,418 101.0% City Recorder/Records 454,531 483,056 517,511 471,974 471,974 479,757 -7.3% Fleet Maintenance 245,481 294,219 603,127 673,557 673,557 680,026 12.8% Fleet Maintenance-Old 0 0 0 0 0 0 0.0% Property Management 1,713,349 1,829,332 2,017,600 2,320,560 2,320,560 2,334,517 15.7% Property Management-Old 0 0 0 0 0 0 0.0% Total All Division 3,499,907 3,769,123 4,944,977 5,883,309 5,900,715 5,966,662 20.7% Budget by Fund General Fund-100 467,934 655,156 797,528 1,578,679 1,578,679 1,603,418 101.0% Water Debt Service Fund-533 0 0 0 0 0 0 0.0% Central Services Fund-600 1,073,143 990,416 1,526,722 1,310,513 1,327,919 1,348,701 -11.7% Fleet/Property Management Fun 1,958,830 2,123,551 2,620,727 2,994,117 2,994,117 3,014,543 15.0% Total All Fund 3,499,907 3,769,123 4,944,977 5,883,309 5,900,715 5,966,662 20.7% POLICY AND ADMINISTRATION-PAGE 217 DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES The Central Services Department provides a variety of services to external and internal customers. The property management division provides contractual oversight and in-house assistance for the envi- ronmental health, safety and security of city facilities. This includes building security, fire safety, janito- rial services, maintenance and repair. In 2016, the city contracted to have a Facilities Condition Assess- ment completed. The study determined the current condition of the main city buildings and identified maintenance and repairs. While most buildings are in fair condition the assessment identified a need for maintenance that is beyond the division's ability to remedy with current staffing and funding. Fail- ure to complete the identified maintenance will result in the buildings' overall condition to continue to decline. The Communications division is an in-house team that provides centralized resources in support of the city's branding and communications efforts and City Council's desire for effective communication with the public. The team provides services to city staff in the following areas: communications planning/ strategy,graphic design,website design, copywriting, editing, news releases and video production. Tigard's municipal court is a limited jurisdiction court. The typical caseload is traffic and parking relat- ed, however, code violations and limited types of crimes that occur in the city can be cited into the court. The court strives to promote safety through the use of the court's traffic safety diversion pro- gram and monthly articles in the city's newsletter. The City Recorder & City Records division provides legislative, electoral and record-keeping services to the City Council, the public and staff. Citizens may interact with the team when requesting public records, attending a council meeting or inquiring into upcoming elections. In-house reprographic services and mail processing are also completed within the division. Additionally the city's public portal that allows citizens access to public documents is maintained by this team. The division provides contractual oversight and in-house assistance for routine vehicle maintenance and repair of all city vehicles and equipment. Staff also work with departments to determine replace- ment schedules for vehicles and coordinate the surplus process for decommissioned vehicles. PAGE 218 - CITY OF TIGARD DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES FY 17-18 FY 18-19 FY 19-20 FY 20-21 OBJECTIVE MEASURE ACTUAL ACTUAL REVISED TARGET The city's buildings Complete Work Or- and fleet are main- ders within 10 days of tained and customer's the requested target 8 days 8 days 9 days 5 days expectations are met. date of the work. The community will be Number of Tigard involved with and con- residents applying for nected to the vision. positions on city boards and commis- Events Events Events sions;number of vol- unteers participating in city-wide events. City communications Increase in the num- State of the State of the State of the State of the engage the community ber of individuals: City-260 City-260 City-250 City—260 Council out- Council out- Council out- Council out- and advance the vision, 1)Accessing city in- reach-22 reach-22 reach-250 reach 500 support and enhance formation via web site, City meet- City meet- City meetings City meetings- community gatherings. social media, City- ings-212 ings-212 -212 212 scape, print media, Web Hits- Web Hits- Web Hits- Web Hits- etc. 1,136,823 1,136,823 1,250,000 1,300,000 2)Attending city Cityscape- Cityscape- Cityscape- Cityscape- 2,500 2,500 22,000 30,000 sponsored meetings Social media- Social media Social media- Social media- and events 7,315 -7,315 13,000 16,000 Roadway and pedestri- % of defendants suc- an safety is promoted cessfully completing through education. the court orders prior 86% 88% 90% 87% to suspension sanc- tions. Promote government # of public records transparency by in- available on-line. creasing the number of public records availa- 161,112 ble to citizens online. No more than 5% of Facilities and Fleet The city's building and work orders are "re- fleet customers receive work"requiring more 205,000 205,000 153,000 a high standard and than one repair visit. quality of work. .05% POLICY AND ADMINISTRATION-PAGE 219 COMMUNICATIONS BUDGET UNIT: 1300 PROGRAM DESCRIPTION: Good communication with the community is essential to ensuring the success of every city endeavor. The Communications Division's role is to provide information that is understandable,interactive and engaging to the residents,visitors and businesses in Tigard. Our responsibilities include managing the content of the city's website and intranet,cultivating a strong social media presence,use of multi- media tools to support key messages,and building a timely,responsive relationship with the media and community leaders. As the City of Tigard grows and changes,we are committed to improving our communication efforts to meet the needs of our community. PROGRAM RESI7i.TS: • Support was provided to departmental staff to develop communication plans,messaging and timelines that encouraged public interest and participation in key initiatives within the city. •Presentation and marketing materials were developed for all departments to effectively inform citizens,and promote city programs,projects and events.This work included conceptualisation, brand development,graphic design,photography, copywriting and editing. •Development and editing of the city's newsletter,Cityscape,was provided. •The city's website and intranet pages were updated and accurate timely information was provided. •Incoming/outgoing U.S.mail and interoffice mail was distributed to all departments daily. •Provided assistance with UPS,FedEx and other shipping services. •In-house reprographics services were provided. FULL-TIME EQUIVALENT POSITIONS 2017-2018 2018-2019 2019-2020 2020-2021 Central Services Director 0.25 0.25 0.25 0.25 Communications Manager 1.00 1.00 1.00 1.00 Digital Communications Coordinator 1.00 1.00 0.75 0.95 Graphic Designer 1.50 1.50 1.75 1.75 Reprographics Specialist 0.00 0.00 0.60 0.60 Web Services Coordinator 1.00 1.00 1.00 1.00 Total FTE 4.75 4.75 5.35 5.55 PAGE 220 - CITY OF TIGARD COMMUNICATIONS BUDGET UNIT: 1300 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 4.75 4.75 5.35 Total FTE 5.35 5.55 5.55 290,450 207,337 276,832 51001-Salaries-Management 260,094 260,094 266,856 -3.6% 56,402 66,299 75,606 51002-Salaries-General 122,649 133,530 136,719 80.8 27,457 41,587 76,800 51004-Part Time-Regular 30,177 30,177 30,962 -59.7% 0 195 0 51006-Overtime 0 0 0 0o% 374,309 315,418 429,238 Total Personnel Services-Salaries 412,920 423,801 434,537 L2% 375 316 429 52001-Unemployment 411 422 433 a9% 482 363 365 52002-Worker's Compensation 291 319 327 -10.4% 28,626 23,946 32,776 52003-Social Security/Medicare 31,559 32,391 33,212 1.3% 2,806 2,395 3,230 52004-Tri-Met Tax 3,067 3,148 3,228 -01 47,718 37,546 53,883 52005-Retirement 51,641 53,164 54,507 1.2% 3,789 3,006 4,650 52007-VESA-ER 4,650 4,650 4,650 0.0% 320 244 2,153 52008-Life Ins/ADD/LTD 2,124 2,124 2,124 -1.3% 1,051 723 0 52009-Long Term Disability 0 0 0 0.0% 39,270 43,479 82,434 52010-Medical/Dental/Vision 78,958 78,958 78,958 -4.2% 4,508 4,755 0 52011-Dental Benefits 0 0 0 0.0% 2,487 -17,543 0 52012-Accred Vacation 0 0 0 0.0% 131,432 99,231 179,920 Total Personnel Services-Benefits 172,701 175,176 177,439 -1.4% 30,038 8,837 77,800 53001-Office Supplies 68,525 68,525 68,525 -11.9% 350 0 1,000 53002-Small Tools&Equipment 400 400 400 -60.0% 27 0 0 53003-Fuel 0 0 0 0.0% 30,415 8,837 78,800 Total Supplies 68,925 68,925 68,925 -12.5% 3,829 5,164 157,460 54001-Professional/Contractual Services 22,100 26,150 26,150 -83A% 7,305 99 5,000 54004-Printing Services 2,500 2,500 2,500 -50.0% 106 137 0 54113-R&M-Vehicles 0 0 0 0.0% 40,927 30,712 44,958 54114-R&M-Office Equipment 44,958 44,958 44,958 0.0% 0 0 0 54205-Utilites-Phone/Pager/Cells 300 300 300 100.0% 14 1,504 400 54300-Advertising&Publicity 100 100 100 -75.0% 553 57 0 54301-Fees and Charges 0 0 0 0.0% 370 2,047 500 54302-Dues&Subscriptions 2,800 2,800 2,800 460.0% 2,032 1,697 24,000 54303-Professional Development 2,000 2,000 2,000 -91.7% 22,878 38,383 31,635 54309-Rents and Leases 31,635 31,635 31,635 0.0% I,457 986 0 54311-Special Department Expenses 18,000 18,000 18,000 100.0% 79,471 80,785 263,953 Total Services 124,393 128,443 128,443 -51.3% 2,986 3,088 57,300 56004-Computer Hardware and Software 59,600 59,600 59,600 4.0% 2,986 3,088 57,300 Total Capital Improvement 59,600 59,600 59,600 4.0% 618,613 507,360 1,009,211 Total Communications 838,539 855,945 868,944 POLICY AND ADMINISTRATION-PAGE 221 MUNICIPAL COURT BUDGET UNIT: 1400 PROGRAM DESCRIPTION: The Tigard Municipal Court is the judicial branch of city government.The court has the authority to hear a wide range of cases arising under Oregon law and the Tigard Municipal Code. As the judicial branch of local government,the court is committed to: •Resolve cases in a manner that is fair and impartial. •Treat all defendants,police officers and witnesses with respect as we provide services that are efficient,timely and accurate. •Listen carefully so members of the public will feel that their unique situations have been addressed. •Provide education about Oregon law and traffic safety concerns within Tigard with the goal of helping to make our community safer. The majority of cases filed in our municipal court are traffic and parking citations that arose within the city limits and were issued by officers of the Tigard Police Department.However,there are occasions when citations issued by an officer from a different law enforcement agency,are filed in our court. The Municipal Court Judge determines the judicial philosophy for the court and creates court rules to ensure consistent service to the citizens involved in Tigard's judicial system.The judge presides over arraignments,special hearings and trials.Judgments often include fines and may include other sentences such as traffic school or unsupervised probation.Additionally,the judge creates written materials that provide information about laws and promote safety within the city. Many of the daily responsibilities of the court staff are guided by the court rules established by the judge. The rules allow staff to reduce presumptive fine amounts for many citizens,set cases for new hearing dates,refer citizens to driver safety programs,establish payment plans and enforce judgments through collection actions. PROGRAM RESULTS: •Judicial decisions were fair and impartial. • Court services were efficient,timely and accurate. • Public education was provided about Oregon law and traffic safety concerns in Tigard. FULL-TIME EQUIVALENT POSITIONS 2017-2018 2018-2019 2019-2020 2020-2021 Central Services Director 0.25 0.25 0.25 0.25 Court Clerk II 2.00 4.00 4.00 7.00 Court Operations Supervisor 1.00 1.00 1.00 1.00 Municipal Judge 0.25 0.25 0.25 0.25 Senior Court Clerk 0.00 1.00 1.00 1.00 Total FTE 3.50 6.50 6.50 9.50 PAGE 222- CITY OF TIGARD MUNICIPAL COURT BUDGET UNIT: 1400 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 3.50 6.50 6.50 Total F 1L 9.50 9.50 9.50 138,133 157,142 160,737 51001-Salaries-Management 332,652 332,652 341,301 112.3% 49,967 101,934 240,649 51002-Salaries-General 385,024 385,024 395,035 64.2% 23,198 12,150 0 51004-Part Time-Regular 0 0 0 0.0% O 0 0 51006-Overtime 33,000 33,000 33,858 100.0% O 729 0 51007-Incentive Pay 1,349 1,349 1,384 100.0% 211,298 271,955 401,386 Total Personnel Services-Salaries 752,025 752,025 771,578 92.2% 211 272 400 52001-Unemployment 997 997 1,023 155.8% -389 411 428 52002-Workers Compensation 1,076 1,076 1,103 157.7% 15,964 20,381 30,706 52003-Social Security/Medicare 76,599 76,599 78,590 155.9% 1,583 2,066 3,027 52004-Tri-Met Tax 7,444 7,444 7,637 152.3% 17,415 23,902 38,674 52005-Retirement 113,436 113,436 116,385 200.9% 2,372 3,207 6,150 52007-VESA-ER 14,400 14,400 14,400 134.1% 197 234 1,424 52008-Life Ins/ADD/LTD 4,272 4,272 4,272 200.0% 495 551 0 52009-Long Term Disability 0 0 0 0.0% 37,839 56,212 102,475 52010-Medical/Dental/Vision 247,732 247,732 247,732 141.7% 4,550 5,878 0 52011-Dental Benefits 0 0 0 0.0% 80,237 113,112 183,284 Total Personnel Services-Benefits 465,956 465,956 471,142 157.1% 3,835 3,742 3,500 53001-Office Supplies 3,570 3,570 3,570 2.0% 13 0 0 53003-Fuel 0 0 0 0.0% O 3,350 0 53006-Technology Equipment under$5,000 4,600 4,600 4,600 100.0% 3,848 7,092 3,500 Total Supplies 8,170 8,170 8,170 133.4% 22,981 25,884 83,920 54001-Professional/Contractual Services 168,320 168,320 168,320 100.6% 17,825 31,770 0 54003-Legal Fees 0 0 0 0.0% 8,615 31,765 14,028 54006-Software License and Maintenance 34,424 34,424 34,424 145.4% O 0 0 54205-Utilites-Phone/Pager/Cells 600 600 600 100.0% 181 175 400 54300-Advertising&Publicity 400 400 400 0.0% 877 982 1,210 54302-Dues&Subscriptions 1,427 1,427 1,427 17.9% 3,308 3,948 8,630 54303-Professional Development 13,700 13,700 13,700 58.7% 2,638 5,047 5,000 54306-Credit Card Fees 20,000 20,000 20,000 300.0% 56 288 770 54311-Special Department Expenses 1,706 1,706 1,706 121.6% 56,481 99,859 113,958 Total Services 240,577 240,577 240,577 111.1% O 3,833 0 56004-Computer Hardware and Software 9,300 9,300 9,300 100.0% O 3,833 0 Total Capital Improvement 9,300 9,300 9,300 100.0% POLICY AND ADMINISTRATION-PAGE 223 MUNICIPAL COURT BUDGET UNIT: 1400 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 13,882 136,714 15,021 58100-Indirect Charges-City Management 13,834 13,834 13,834 -7.9% 11,643 460 27,035 58110-Indirect Charges-Human Resources 31,563 31,563 31,563 16.7% 5,183 101 5,931 58120-Indirect Charges-Risk Management 7,195 7,195 7,195 21.3% 18,734 3,905 22,579 58130-Indirect Charges-Office Services 21,630 21,630 21,630 -4.2% 531 14,460 7,143 58150-Indirect Charges-Records 8,112 8,112 8,112 13.6% 0 144 8,668 58160-Indirect Charges-City Attorney 10,700 10,700 10,700 23.4% 1,074 58 6,034 58200-Indirect Charges-Finance 6,257 6,257 6,257 3.7% Administration 26,721 130 0 58210-Indirect Charges-Financial Operations 0 0 0 0-0% 26,835 3,040 2,989 58230-Indirect Charges-Technology 3,360 3,360 3,360 12.4% 1,383 0 0 58250-Indirect Charges-Contracts and 0 0 0 0.0% Purchasing 10,084 293 0 58640-Indirect Charges-Property Managemer 0 0 0 0.0% 116,070 159,305 95,400 Total Internal Services 102,651 102,651 102,651 7.6% 467,934 655,156 797,528 Total Municipal Court 1,578,679 1,578,679 1,603,418 101.0% 0 Y m 99W & Hall Boulevard nerlake Y.,- CM CaD CO hif = 5' Park N Ch(0]3rases a �� (2012 2016) -4r15 a felRed Light& _ 991N & 72nd Avenue Speed Enforcement0 p° r` I� Crashes 42w . co _ o (2012-2016) e 13 Red Light & Speed Enforcement SW Gaarde St Tigard d T A I N SW Bonita Rd Bonita Rd 99W & Durham Road * U a�,o� I -a G2itn Crashes > =013 d T0 (2012-2016) a a m 9913V fl Red Light Enforcement iWDurr . SWL7urhvii King City Ra Map data 02019 Google PAGE 224- CITY OF TIGARD CITY RECORDER/RECORDS BUDGET UNIT: 1500 PROGRAM DESCRIPTION: The City Recorder/Records section is supervised by the City Recorder and managed by the Central Services Manager. The Central Services Manager reports to the Assistant City Manager. The City Recorder section provides legislative,electoral and record-keeping services to the City Council,the public and staff. This section also manages public access to the legislative process to ensure compliance with legislative requirements and openness of the decision-making process. City-wide support includes file management,records retrieval,coordination of litigation records and training on records management issues. The section develops and updates policies supporting the retention and disposition of city records in accordance with schedules developed by the State of Oregon Division of Archives and adopted by the City Council. This section creates the destruction lists for departmental approval and coordinates the destruction of the approved records. Additionally,staff provides assistance to the public by responding to their requests for public records and Notary Public services. PROGRAM RESULTS: • Centralized and efficient customer service is provided to internal and external customers • City Recorder support is provided to City Council •Records are provided to the public as required under Oregon's public records law •The number of records available online at no cost is continually increased •Management of inactive departmental records is provided • City records (including social media) are protected through use of current records management practices and technology FULL—TIME EQUIVALENT POSITIONS 2017-2018 2018-2019 2019-2020 2020-2021 Central Services Director 0.25 0.25 0.25 0.25 City Recorder 1.00 1.00 1.00 1.00 Deputy City Recorder 1.00 1.00 1.00 1.00 Records Management Specialist 1.00 1.00 1.00 1.00 Reprographics Specialist 0.60 0.60 0.00 0.00 Total FTE 3.85 3.85 3.25 3.25 POLICY AND ADMINISTRATION-PAGE 225 CITY RECORDER/RECORDS BUDGET UNIT: 1500 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 3.85 3.85 3.25 Total FTE 3.25 3.25 3.25 170,112 182,063 186,146 51001-Salaries-Management 181,214 181,214 185,925 -0.1% 50,507 54,723 61,924 51002-Salaries-General 65,100 65,100 66,793 7_9% 25,273 26,680 0 51004-Part Time-Regular 0 0 0 0.0% O 0 0 51006-Overtime 0 0 0 0.0% 245,892 263,465 248,070 Total Personnel Services-Salaries 246,314 246,314 252,718 L9% 246 263 248 52001-Unemployment 246 246 252 1.6% 182 560 479 52002-Worker's Compensation 220 220 226 -52.8% 18,186 19,748 18,978 52003-Social Security/Medicare 18,843 18,843 19,333 L9% 1,842 2,000 1,869 52004-Tri-Met Tax 1,832 1,832 1,880 0.6% 31,394 33,629 32,253 52005-Retirement 31,881 31,881 32,710 L4% 3,169 3,144 2,250 52007-VESA-ER 2,250 2,250 2,250 0 o% 253 238 1,358 52008-Life Ins/ADD/LTD 1,337 1,337 1,337 -L5% 659 729 0 52009-Long Term Disability 0 0 0 0.0% 66,034 61,153 71,936 52010-Medical/Dental/Vision 62,561 62,561 62,561 -13.0% 7,773 6,279 0 52011-Dental Benefits 0 0 0 0 o% -429 -1,660 0 52012-Accrued Vacation 0 0 0 0 o% 129,309 126,081 129,371 Total Personnel Services-Benefits 119,170 119,170 120,549 -6.8% 38,268 36,474 1,510 53001-Office Supplies 1,510 1,510 1,510 0.0% 80 119 200 53003-Fuel 200 200 200 0.0% 1,391 0 1,500 53006-Technology Equipment under$5,000 2,500 2,500 2,500 66.7% 39,739 36,593 3,210 Total Supplies 4,210 4,210 4,210 312% 16,779 15,997 91,800 54001-Professional/Contractual Services 54,820 54,820 54,820 -403% 7,368 24,365 32,250 54006-Software License and Maintenance 34,600 34,600 34,600 73% O 0 650 54113-R&M-Vehicles 650 650 650 0 o% 5,299 4,845 600 54114-R&M-Office Equipment 600 600 600 0 o% 237 512 396 54205-Utilites-Phone/Pager/Cells 0 0 0 -100.0% 467 78 1,000 54300-Advertising&Publicity 1,200 1,200 1,200 20.0% 40 0 100 54301-Fees and Charges 200 200 200 100.0/ 703 610 590 54302-Dues&Subscriptions 610 610 610 3.4% 4,838 4,838 4,900 54303-Professional Development 8,600 8,600 8,600 75.5% 3,238 5,397 0 54309-Rents and Leases 0 0 0 0.0% 623 275 200 54311-Special Department Expenses 1,000 1,000 1,000 400.0% 39,592 56,917 132,486 Total Services 102,280 102,280 102,280 -22.8% O 0 221 58100-Indirect Charges-City Management 0 0 0 -100.0% O 0 345 58110-Indirect Charges-Human Resources 0 0 0 -100.0% O 0 65 58120-Indirect Charges-Risk Management 0 0 0 -100.0% O 0 280 58130-Indirect Charges-Office Services 0 0 0 -100.0% O 0 390 58150-Indirect Charges-Records 0 0 0 -1000 O 0 108 58160-Indirect Charges-City Attorney 0 0 0 -100.0% O 0 77 58200-Indirect Charges-Finance 0 0 0 -100.0% Administration O 0 157 58210-Indirect Charges-Financial Operations 0 0 0 -100.0% O 0 2,349 58230-Indirect Charges-Technology 0 0 0 -100.0% O 0 382 58640-Indirect Charges-Property Managemet 0 0 0 -100.0% O 0 4,374 Total Internal Services 0 0 0 -100.0% 454,532 Total City Recorder/Records - 1111111 PAGE 226 - CITY OF TIGARD FLEET MAINTENANCE BUDGET UNIT: 6300 PROGRAM DESCRIPTION: The Fleet Maintenance Division provides services to achieve sustainability in the maintenance, operation and timely replacement of all city vehicles and equipment. The division provides both contractual oversight and in-house assistance for the routine maintenance and repair of all city vehicles and equipment. PROGRAM RESULTS: The Fleet Maintenance Division maintains and repairs city vehicles and equipment with an emphasis on safety,cost effectiveness and dependability. FULL-TIME EQUIVALENT POSITIONS 2017-2018 2018-2019 2019-2020 2020-2021 AdministraStive Specialist II 0.75 0.75 0.80 0.90 Central Services Director 0.10 0.10 0.10 0.10 Facilities Services Supervisor 0.50 0.00 0.00 0.00 Fleet and Facilities Manager 0.50 0.75 0.70 0.75 Fleet Maintenance Technician 1.00 1.00 1.00 1.00 Total F'11, 2.85 2.60 2.60 2.75 . lk • O POLICE l 0 Fleet is responsible for the purchase and maintenance of all city vehicles in the city. POLICY AND ADMINISTRATION-PAGE 227 FLEET MAINTENANCE BUDGET UNIT: 6300 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 2.85 2.60 2.60 Total FTE 2.75 275 2.75 58,206 86,502 86,751 51001-Salaries-Management 93,607 93,607 96,041 10.7% 94,377 98,696 104,234 51002-Salaries-General 109,777 109,777 112,631 8.1% 273 152 0 51006-Overtime 500 500 513 100.0% 152,856 185,350 190,985 Total Personnel Services-Salaries 203,884 203,884 209,185 9.5% 153 185 191 52001-Unemployment 204 204 209 9.4% 2,946 3,819 4,147 52002-Worker's Compensation 2,497 2,497 2,562 -38.2% 11,464 13,909 14,610 52003-Social Security/Medicare 15,557 15,557 15,961 9.2% 1,145 1,408 1,440 52004-Tri-Met Tax 1,513 1,513 1,552 7.8% 17,630 22,006 23,610 52005-Retirement 25,180 25,180 25,835 9.4% 1,910 2,115 2,100 52007-VEBA-ER 2,220 2,220 2,220 5.7% 157 166 660 52008-Life Ins/ADD/LTD 694 694 694 5.2% 378 478 0 52009-Long Term Disability 0 0 0 0.0% 38,850 44,689 53,180 52010-Medical/Dental/Vision 53,754 53,754 53,754 1.1% 4,141 4,710 0 52011-Dental Benefits 0 0 0 0.0% 78,774 93,484 99,938 Total Personnel Services-Benefits 101,619 101,619 102,787 2.9% 3,335 1,577 4,200 53001-Office Supplies 2,000 2,000 2,000 -52.4% 2,784 2,673 6,000 53002-Small Tools&Equipment 6,000 6,000 6,000 0.0% 1,058 622 2,500 53003-Fuel 500 500 500 -80.04/o 7,177 4,871 12,700 Total Supplies 8,500 8,500 8,500 -33.1% O 0 1,000 54001-Professional/Contractual Services 1,000 1,000 1,000 0.0% 516 357 5,000 54101-R&M-Facilities 5,000 5,000 5,000 0.0% 2,978 8,151 5,000 54113-R&M-Vehicles 5,000 5,000 5,000 0.0% O 0 1,000 54114-R&M-Office Equipment 1,000 1,000 1,000 0.0% O 0 1,000 54204-Utilities-Garbage 1,000 1,000 1,000 0.0% 528 531 1,104 54205-Utilites-Phone/Pager/Cells 1,104 1,104 1,104 0.0% 1,098 53 0 54300-Advertising&Publicity 0 0 0 0.0% 310 460 500 54301-Fees and Charges 800 800 800 60.0% O 0 1,000 54302-Dues&Subscriptions 500 500 500 -50.0% 944 0 1,800 54303-Professional Development 2,000 2,000 2,000 11.1% O 0 280,000 54309-Rents and Leases 280,000 280,000 280,000 0.0% 299 963 1,100 54311-Special Department Expenses 1,150 1,150 1,150 4.5% 6,673 10,514 298,504 Total Services 298,554 298,554 298,554 0.0% O 0 0 56003-Vehicles 60,000 60,000 60,000 100.0% O 0 1,000 56004-Computer Hardware and Software 1,000 1,000 1,000 0.0% O 0 1,000 Total Capital Improvement 61,000 61,000 61,000 6000.0% 245,480 294,219 603,1 Total Fleet Maintenance 680,026 12.8% PAGE 228 - CITY OF TIGARD PROPERTY MANAGEMENT BUDGET UNIT: 6400 PROGRAM DESCRIPTION: The Property Management Division provides services to achieve sustainability in the maintenance and operation of all city facilities. Property Management provides both contractual oversight and in- house assistance for the environmental health,safety and security of all city facilities. In addition,the department provides building security,fire safety,janitorial services,maintenance and repair, structural repairs,painting,HVAC maintenance,plumbing,electrical work and setup/cleanup for meetings. PROGRAM RESULTS: To effectively and efficiently maintain the City of Tigard's facilities and provide a safe and clean environment for staff and our customers. FULL-TIME EQUIVALENT POSITIONS 2017-2018 2018-2019 2019-2020 2020-2021 Central Services Director 0.15 0.15 0.15 0.15 Fleet&Facilities Manager 0.50 0.25 0.30 0.25 Facilities Services Supervisor 0.50 1.00 1.00 1.00 Environmental Program Coordinator 0.15 0.00 0.00 0.00 Senior Building Maintenance Technician 1.00 1.00 1.00 1.00 Building Maintenance Technician II 3.00 3.00 3.00 3.00 Utility Worker I 1.00 1.00 1.00 1.00 Administrative Specialist II 0.25 0.25 0.20 0.10 Total FTE 6.55 6.65 6.65 6.50 POLICY AND ADMINISTRATION-PAGE 229 PROPERTY MANAGEMENT BUDGET UNIT: 6400 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY20 6.55 6.65 6.65 Total FTE 6.50 6.50 6.50 82,362 117,928 130,332 51001-Salaries-Management 130,087 130,087 133,469 2.4% 287,353 281,205 313,476 51002-Salaries-General 306,253 306,253 314,216 0.2% 3,116 4,062 0 51006-Overtime 5,000 5,000 5,130 100.0% 372,831 403,194 443,808 Total Personnel Services-Salaries 441,340 441,340 452,815 2.0% 373 404 444 52001-Unemployment 435 435 446 0.5% 10,005 11,162 13,165 52002-Workers Compensation 7,698 7,698 7,898 -40.0% 27,784 30,380 33,948 52003-Social Security/Medicare 33,380 33,380 34,248 0.9% 2,794 3,063 3,344 52004-Tri-Met Tax 3,246 3,246 3,330 -0.4% 36,990 43,035 51,543 52005-Retirement 50,732 50,732 52,051 1.0% 5,337 5,320 5,550 52007-VEBA-ER 5,430 5,430 5,430 -2.2% 389 393 1,436 52008-Life Ins/ADD/LTD 1,387 1,387 1,387 -3.4% 802 857 0 52009-Long Term Disability 0 0 0 0.0% 74,728 76,584 106,750 52010-Medical/Dental/Vision 109,400 109,400 109,400 2.5% 9,850 10,998 0 52011-Dental Benefits 0 0 0 0.0% -2,032 11,718 0 52012-Accrued Vacation 0 0 0 0.0% 167,020 193,914 216,180 Total Personnel Services-Benefits 211,708 211,708 214,190 -0.9% 441 415 1,800 53001-Office Supplies 1,800 1,800 1,800 0.0% 743 1,007 2,500 53002-Small Tools&Equipment 2,000 2,000 2,000 -20.0% 2,749 2,771 3,000 53003-Fuel 3,000 3,000 3,000 0.0% 3,933 4,193 7,300 Total Supplies 6,800 6,800 6,800 -6.8% 290,643 314,947 445,914 54001-Professional/Contractual Services 578,914 578,914 578,914 29.8% 92 0 0 54003-Legal Fees 0 0 0 0.0% 247,084 228,655 93,000 54101-R&M-Facilities 245,000 245,000 245,000 163.4% 0 713 7,500 54105-R&M-Grounds 7,500 7,500 7,500 0.0% 11,273 13,292 4,000 54113-R&M-Vehicles 4,000 4,000 4,000 0.0% O 0 300 54114-R&M-Office Equipment 300 300 300 0.0% 198,708 201,194 228,700 54201-Utilities-Electric 233,000 233,000 233,000 1.9% 165,055 156,354 151,000 54202-Utilities-Water/Sewer/SWM 160,000 160,000 160,000 6.0% 55,206 36,779 72,000 54203-Utilities-Natural Gas 70,000 70,000 70,000 -2.8% 4,069 4,691 4,032 54205-Utilites-Phone/Pager/Cells 4,032 4,032 4,032 0.0% 566 966 500 54300-Advertising&Publicity 500 500 500 0.0% 100 934 3,500 54301-Fees and Charges 500 500 500 -85.7% 130 111 450 54302-Dues&Subscriptions 450 450 450 0.0% 746 585 2,500 54303-Professional Development 2,500 2,500 2,500 0.0% 68,604 71,916 73,416 54309-Rents and Leases 83,016 83,016 83,016 13.1% 2,931 1,936 4,500 54311-Special Department Expenses 4,500 4,500 4,500 0.0% 1,045,207 1,033,073 1,091,312 Total Services 1,394,212 1,394,212 1,394,212 27.8% 124,358 171,663 258,000 56002-Buildings&Improvements 241,000 241,000 241,000 -6.6% O 23,295 0 56003-Vehicles 0 0 0 0.0% O 0 1,000 56004-Computer Hardware and Software 500 500 500 -50.0% O 0 0 56006-Equipment 25,000 25,000 25,000 100.0% 124,358 194,958 259,000 Total Capital Improvement 266,500 266,500 266,500 2.9% 1,713,349 1,829,332 2,017,600 Total Property Management 15.7% PAGE 230 - CITY OF TIGARD FINANCE AND INFORMATION SERVICES Finance & Information Service 5 1 1 1 1 1 1 Contracts/ Financial Information Administration Purchasin g Operations Technology Utility Billing FY 2018 FY 2019 FY 2020 FY 2021 FY 2021 FY 2021 2021 Adopted Actual 11 Actual 11 Revised 11 Proposed 11 Approved 11 Adopted 1 vs2020 Revised Description Number of Positions 27.00 28.00 31.00 34.00 36.00 36.00 16.1% Budget By Category Personnel Services 2,783,055 2,830,670 3,713,402 4,166,621 4,378,291 4,469,641 20.4% Materials&Services 1,527,484 1,945,363 2,369,341 2,911,487 2,964,487 2,964,487 25.1% Interdepartmental Costs 0 0 0 0 0 0 0.0% Capital Outlay 277,998 128,078 164,430 188,950 188,950 188,950 14.9% Total All Category 4,588,538 4,904,110 6,247,173 7,267,058 7,531,728 7,623,078 22.0% Budget By Division Finance&Info.Services Admin. 485,028 493,174 587,552 638,555 638,555 650,986 10.8% Financial Operations 694,047 715,843 780,532 784,075 784,075 796,870 2.1% Utility Billing 1,154,952 1,234,956 1,505,186 1,513,619 1,513,619 1,529,722 1.6% Information Technology 2,033,043 2,264,822 3,081,632 4,040,792 4,305,462 4,349,494 41.1% FIS Interim Plan 0 0 0 0 0 0 0.0% Contracts and Purchasing 221,468 195,316 292,271 290,017 290,017 296,006 1.3% Total All Division 4,588,538 4,904,110 6,247,173 7,267,058 7,531,728 7,623,078 22.0% Budget by Fund General Fund-100 0 0 0 0 0 0 0.0% Central Services Fund-600 4,588,538 4,904,110 6,247,173 7,267,058 7,531,728 7,623,078 22.0% Total All Fund 4,588,538 4,904,110 6,247,173 7,267,058 7,531,728 7,623,078 22.0% POLICY AND ADMINISTRATION-PAGE 231 DEPARTMENT DESCRIPTION AND PERFORMANCE MEASURES Activities of staff in Finance and Information Services Administration include the annual budget pro- cess, annual 6-year Capital Improvement Plan (CIP) process, long range financial planning, financial analysis, project management, issuance of Business Licenses for Tigard business owners, and advice to the City Council, departments, and various boards and committees. The division manages the city's investments and the issuance of debt as required for general and enterprise activities and manages the city's investment portfolio. This program is responsible for the oversight of the Financial Operations, Utility Billing, Purchasing and Contracts, and Information Technology divisions. Finance and Information Services Administration continues to actively work to anticipate issues and to develop policies and procedures to allow the city to deal with financial issues as they occur. The Direc- tor of Finance and Information Services reports directly to the City Manager and is responsible for all financial transactions and information technology of the city. OBJECTIVE MEASURE FY 17-18 FY 18-19 FY 19-20 FY 20-21 ACTUAL ACTUAL REVISED ;, r T Maintain a positive bond rating to keep the Bond rating from cost of borrowing low Moody's and Standard Aal/AA+ Aal/AA+ Aal/AA+ Aal/AA+ and Poor's Finance is providing Overall satisfaction exceptional service to Level from Annual Over 90% Over 90% NA NA our internal customers Customer Survey positive positive Provide excellent tech- Amount of Network nology service to our System Capacity uti- customers lized during Peak Data 60% 60% 65% 65% Use Enable city staff to be Level of GIS integra- 78%Level 78% Level0 80% Level as efficient as possible tion with other business 1 Integra- 1 Integra- 78/o Level 1 Integra- within the scope of systems (%) tion tion 1 Integra don on computer and technolo- 21%2 Level 21% Level 21%Level 25%Level 2 Integra- Integra- Integra- Integration tion tion tion Help staff with their Number of Days Be- contract needs by tween Solicitation Issue streamlining the solicita- Date and Contract Exe- 90 80 80 80 tion and contracting cution process PAGE 232- CITY OF TIGARD FINANCE & INFORMATION SERVICES ADMIN BUDGET UNIT: 2000 PROGRAM DESCRIPTION: Activities of staff in Finance and Information Services Administration include the annual budget process,annual 6-year Capital Improvement Plan(CIP)process,long range financial planning, financial analysis, project management, issuance of Business Licenses for Tigard business owners, and advice to the City Council,departments,and various boards and committees. The division manages the city's investments and the issuance of debt as required for general and enterprise activities and manages the city's investment portfolio.This program is responsible for the oversight of the Financial Operations,Utility Billing,Purchasing and Contracts,and Information Technology divisions. Finance and Information Services Administration continues to actively work to anticipate issues and to develop policies and procedures to allow the city to deal with financial issues as they occur. The Director of Finance and Information Services reports directly to the Assistant City Manager and is responsible for all financial transactions and information technology of the city. PROGRAM RESULTS: • The city builds and maintains a strong financial position. • Contributes to the attainment of the Tigard Council Goals and Strategic Plan. •Enhances Tigard's Strategic Vision,which is to Fund the Vision while maintaining Core Services. • Supports departmental,operational,and programmatic goals. •Provides expert financial advice and assistance and policy analysis to city departments. •Provides expert technical leadership and support of the city's information technology infrastructure. •Provides excellent customer service to our city department staff as well as to the citizens of Tigard. FULL—TIME EQUIVALENT POSITIONS 2017-2018 2018-2019 2019-2020 2020-2021 Finance&Information Services Director 1.00 1.00 1.00 1.00 Senior Management Analyst 1.00 1.00 1.00 1.00 Management Analyst 0.50 0.00 1.00 1.00 Confidential Executive Assistant 1.00 1.00 1.00 1.00 Total NTE 3.50 3.00 4.00 4.00 POLICY AND ADMINISTRATION-PAGE 233 FINANCE & INFORMATION SERVICES ADMIN BUDGET UNIT: 2000 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 3.50 3.00 4.00 Total FIE 4.00 4.00 4.00 277,532 293,951 348,342 51001-Salaries-Management 390,249 390,249 400,394 14.9 O 158 0 51006-Overtime 0 0 0 0.0% 277,532 294,109 348,342 Total Personnel Services-Salaries 390,249 390,249 400,394 14.9% 278 295 348 52001-Unemployment 389 389 399 14.7% 386 514 494 52002-Worker's Compensation 356 356 365 -26.1% 20,649 22,164 26,585 52003-Social Security/Medicare 29,762 29,762 30,536 14.9% 2,084 2,938 2,618 52004-Tri-Met Tax 2,894 2,894 2,970 13.4% 35,294 41,280 48,653 52005-Retirement 54,466 54,466 55,883 14.9% 1,839 1,825 2,100 52007-VEBA-ER 2,400 2,400 2,400 14.3% 955 941 2,672 52008-Life Ins/ADD/LTD 2,156 2,156 2,156 -19.3% 761 911 0 52009-Long Term Disability 0 0 0 0 o% 50,273 53,133 74,316 52010-Medical/Dental/Vision 81,888 81,888 81,888 10.2% 5,914 5,852 0 52011-Dental Benefits 0 0 0 0.0% 13,139 3,053 0 52012-Accrued Vacation 0 0 0 0.0% 131,572 132,206 157,786 Total Personnel Services-Benefits 174,311 174,311 176,597 11.9% 1,983 287 1,980 53001-Office Supplies 2,000 2,000 2,000 1.0% 72 0 1,000 53002-Small Tools&Equipment 0 0 0 -100.0% O 0 1,000 53006-Technology Equipment under$5,000 0 0 0 -100.0% 2,055 287 3,980 Total Supplies 2,000 2,000 2,000 -49.7% 54,904 26,457 58,220 54001-Professional/Contractual Services 45,000 45,000 45,000 -22.7% O 11,769 0 54003-Legal Fees 0 0 0 0.0% 4,046 3,177 3,700 54004-Printing Services 3,700 3,700 3,700 0.0% O 72 204 54205-Utilites-Phone/Pager/Cells 900 900 900 341.2% 804 2,136 2,250 54300-Advertising&Publicity 2,250 2,250 2,250 0.0% O 550 0 54301-Fees and Charges 0 0 0 0.0% 770 1,175 1,750 54302-Dues&Subscriptions 1,250 1,250 1,250 -28.6% 6,483 4,605 6,820 54303-Professional Development 6,320 6,320 6,320 -7.3% 4,270 6,265 1,500 54311-Special Department Expenses 1,575 1,575 1,575 5.0% 2,592 10,366 3,000 54312-Bank Fees 11,000 11,000 11,000 266.7% 73,869 66,572 77,444 Total Services 71,995 71,995 71,995 -7.0% 3,174 587,552 Total Finance&Info.Services Admin. 638,555 638, 10.8% t - e. ` /. •- �\• \ • PAGE 234- CITY OF TIGARD FINANCIAL OPERATIONS BUDGET UNIT: 2100 PROGRAM DESCRIPTION: This division includes the following: •Accounts payable •Accounts receivable •Payroll • Capital assets •Inventory recording and reporting • General ledger •Project cost tracking • Preparation of the annual Comprehensive Annual Financial Report (CAFR) • Cost accounting(citywide cost allocation plan) • Grant accounting •Preparation of financial and special reports,as requested This division is also responsible for overseeing the annual external financial statement audit. PROGRAM RESULTS: •The division contributes to the Finance and Information Services Department's overall desired result of building and maintaining a strong financial position for the city, • Financial and management reporting being provided to city departments meets local budget law and generally accepted governmental accounting standards,as well as meeting the informational needs of city programs. • Support of city programs and departments in managing the cost of doing business through timely and effective financial reporting, FULL-TIME EQUIVALENT POSITIONS 2017-2018 2018-2019 2019-2020 2020-2021 Assistant Finance Director 0.80 0.80 0.80 0.80 Accounting Supervisor 1.00 1.00 1.00 1.00 Management Analyst 0.50 0.00 0.00 0.00 Accountant 1.00 1.00 1.00 1.00 Senior Accounting Assistant 1.00 1.00 1.00 1.00 Payroll Administrator 1.00 1.00 1.00 1.00 Total FIE 5.30 4.80 4.80 4.80 POLICY AND ADMINISTRATION-PAGE 235 FINANCIAL OPERATIONS BUDGET UNIT: 2100 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 5.30 4.80 4.80 Total FTE 4.80 480 4.80 302,990 317,670 330,163 51001-Salaries-Management 340,756 340,756 349,616 5.9% 50,682 56,020 62,060 51002-Salaries-General 62,796 62,796 64,429 3.8% 353,672 373,690 392,223 Total Personnel Services-Salaries 403,552 403,552 414,045 5.6% 354 374 392 52001-Unemployment 404 404 414 5.6% -88 429 333 52002-Worker's Compensation 291 291 298 -10.5% 27,159 28,702 29,988 52003-Social Security/Medicare 30,871 30,871 31,674 5.6% 2,649 2,836 2,955 52004-Tri-Met Tax 3,002 3,002 3,080 4.2% 45,777 50,076 54,169 52005-Retirement 53,987 53,987 55,391 2.3% 3,199 3,224 3,180 52007-VERA-ER 3,180 3,180 3,180 0o% 325 306 2,209 52008-Life Ins/ADD/LTD 2,172 2,172 2,172 -1.7% 1,041 1,102 0 52009-Long Term Disability 0 0 0 0.0% 52,814 53,697 64,505 52010-Medical/Dental/Vision 62,516 62,516 62,516 -3.1% 6,670 6,730 0 52011-Dental Benefits 0 0 0 0.0% 6,989 -5,269 6,478 52012-Accrued Vacation 0 0 0 -100.0% 146,889 142,208 164,209 Total Personnel Services-Benefits 156,423 156,423 158,725 -3.3% 2,172 1,658 4,300 53001-Office Supplies 4,300 4,300 4,300 0.0% 42 0 0 53002-Small Tools&Equipment 0 0 0 0o% 2,214 1,658 4,300 Total Supplies 4,300 4,300 4,300 0o% 70,938 67,938 73,900 54001-Professional/Contractual Services 73,900 73,900 73,900 0.0% 150 2,807 11,500 54006-Software License and Maintenance 11,500 11,500 11,500 0.0% 532 4,596 2,000 54301-Fees and Charges 2,000 2,000 2,000 0.0% 780 385 2,500 54302-Dues&Subscriptions 2,500 2,500 2,500 0.0% 2,357 3,490 10,700 54303-Professional Development 10,700 10,700 10,700 0.0% 3I8 1,380 300 54311-Special Department Expenses 300 300 300 0.0% 116,181 117,691 118,900 54312-Bank Fees 118,900 118,900 118,900 0.0% 191,256 198,287 219,800 Total Services 219,800 219,800 219,800 0.0% 16 0 0 56004-Computer Hardware and Software 0 0 0 0.0% 16 0 0 Total Capital Improvement 0 0 0 0.0% 694,047 715,843 780,532 Total Financial Operations 784,075 784,075 796,870 2.1% PAGE 236 - CITY OF TIGARD UTILITY BILLING BUDGET UNIT: 2200 PROGRAM DESCRIPTION: The Utility Billing Team is committed to maintaining an accurate and efficient utilities and billing collection system which includes the following: • Conducting meter reads,meter maintenance • Service requests • Collections •Bill generation •Account maintenance • Customer service requests for all residential and commercial accounts The Utility Billing team provides customer service through handling transactions for utility accounts &bills and water meter sales.The team also acts as the city's central point of contact for external phone calls from citizens and provides assistance in answering general questions about city resources and events. PROGRAM RESULTS: •The division contributes to the Finance and Information Services Department's overall desired result of building and maintaining a strong financial position for the city. • Provides support to various city departments to maximize enterprise revenues. • Provides accurate utility billing information to customers through knowledgeable and friendly service staff. FULL-TIME EQUIVALENT POSITIONS 2017-2018 2018-2019 2019-2020 2020-2021 Assistant Finance Director 0.20 0.20 0.20 0.20 Revenue Manager 0.00 0.00 1.00 1.00 Utility Billing Supervisor 1.00 1.00 0.00 0.00 Senior Accounting Assistant 1.00 1.00 1.00 1.00 Accounting Assistant II 2.00 2.60 2.50 2.50 Senior Customer Service Field Worker 1.00 1.00 1.00 1.00 Customer Service Field Worker 2.00 2.00 2.00 2.00 Total FTE 7.20 7.80 7.70 7.70 POLICY AND ADMINISTRATION-PAGE 237 UTILITY BILLING BUDGET UNIT: 2200 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 7.20 7.80 7.70 Total FTE 7.70 7.70 7.70 50,779 97,462 113,030 51001-Salaries-Management 123,934 123,934 127,155 12.5% 317,022 306,300 364,466 51002-Salaries-General 370,838 370,838 380,480 4.4% 2,810 0 8,487 51005-Part Time-Temporary 9,500 9,500 9,747 14.8% 2,759 4,174 10,214 51006-Overtime 9,900 9,900 10,157 -0.6% O 0 1,406 51007-Incentive Pay 1,461 1,461 1,499 6.6% 373,370 407,936 497,602 Total Personnel Services-Salaries 515,633 515,633 529,038 6.3% 373 408 476 52001-Unemployment 495 495 508 6.7% 5,281 6,560 7,150 52002-Workers Compensation 3,145 3,145 3,226 -54.9% 28,473 30,365 36,528 52003-Social Security/Medicare 37,962 37,962 38,948 6.6% 2,795 3,097 3,600 52004-Tri-Met Tax 3,690 3,690 3,785 5.1% 38,585 38,184 56,724 52005-Retirement 57,704 57,704 59,204 4A% 5,707 5,636 6,570 52007-VESA-ER 6,570 6,570 6,570 a0% 424 401 1,459 52008-Life Ins/ADD/LTD 1,453 1,453 1,453 -OA% 853 761 0 52009-Long Term Disability 0 0 0 0.0% 99,081 102,360 150,007 52010-Medical/Dental/Vision 140,997 140,997 140,997 -6.0% 11,748 12,145 0 52011-Dental Benefits 0 0 0 0o% 442 3,377 0 52012-Accrued Vacation 900 900 923 100.0% 193,762 203,293 262,514 Total Personnel Services-Benefits 252,916 252,916 255,614 -2.6% 4,456 969 2,800 53001-Office Supplies 2,800 2,800 2,800 0o% 4,517 1,394 1,250 53002-Small Tools&Equipment 1,450 1,450 1,450 16.0% 9,037 8,422 10,000 53003-Fuel 10,000 10,000 10,000 0o% 18,010 10,786 14,050 Total Supplies 14,250 14,250 14,250 14% 134,822 176,066 160,000 54001-Professional/Contractual Services 160,000 160,000 160,000 0o% 47,694 54,469 86,850 54006-Software License and Maintenance 86,850 86,850 86,850 0o% 9,809 7,527 15,000 54113-R&M-Vehicles 15,000 15,000 15,000 0.0% 3,907 0 200 54114-R&M-Office Equipment 200 200 200 0.0% 3,043 2,879 3,000 54205-Utilites-Phone/Pager/Cells 3,000 3,000 3,000 a0% -77 77 0 54300-Advertising&Publicity 0 0 0 0.0% O 0 320 54302-Dues&Subscriptions 120 120 120 -62.5% 762 1,168 3,500 54303-Professional Development 3,500 3,500 3,500 0.0% 333,901 363,978 450,000 54306-Credit Card Fees 450,000 450,000 450,000 0.0% 1,610 277 2,000 54311-Special Department Expenses 2,000 2,000 2,000 0.0% 535,471 606,441 720,870 Total Services 720,670 720,670 720,670 0.0% 30,856 0 0 56003-Vehicles 0 0 0 0.0% O 6,500 10,150 56004-Computer Hardware and Software 10,150 10,150 10,150 0.0% 3,484 0 0 56006-Equipment 0 0 0 0.0% 34,340 6,500 10,150 Total Capital Improvement 10,150 10,150 10,150 0.0% 1,154,953 1,234,956 1,505,186 Total Utility Billing 1,513,619 1,513,619 1,529,722 1.6% PAGE 238 - CITY OF TIGARD INFORMATION TECHNOLOGY BUDGET UNIT: 2300 PROGRAM DESCRIPTION: The Information Technology(IT)Division is responsible for all computing,networking and telecommunications technology used within the city organization. IT performs the traditional helpdesk functions of PC management,troubleshooting and installation as well as maintaining the city's network infrastructure(switches,cables and servers) and software that city departments require that run on both servers and staff PC's.Telecommunications responsibilities include maintaining the city's phone system and voice mail system,automated attendant,cellular phones,pagers and PDA's. IT is also responsible for the city's enterprise GIS system which integrates data from different departments for use internally and by the public. PROGRAM RESULTS: • Information Technology(IT) fully supports and properly maintains the citywide technology infrastructure that is both highly reliable and secure •IT maintains a user-friendly computing environment at the Tigard Public Library for citizens •IT provides information technology support and assistance to all city departments and staff • IT maintains and plans the city's GIS system,both internally and for citizen access FULL-TIME EQUIVALENT POSITIONS 2017-2018 2018-2019 2019-2020 2020-2021 Information Technology Manager 1 MO 1 MO 1 MO 1 MO IT Project Manager 0.00 0.00 ZOO ZOO Sr.Network Administrator 1.00 1.00 1.00 1.00 Network Administrator 2.00 2.00 3.00 3.00 Network Administrator-PD 0.00 0.00 0.00 1.00 Sr.Enterprise Application Administrator 0.00 0.00 0.00 1.00 Enterprise Application Administrator 0.00 0.00 0.00 1.00 Sr.Database Administrator 0.00 0.00 0.00 1.00 Database Administrator 1.00 1.00 0.00 1.00 GIS Program Administrator 1 MO 1.00 1 MO 1 MO Sr. GIS Program Analyst 1.00 1.00 1.00 1.00 GIS Technician II 0.00 1.00 2.00 2.00 GIS Technician 1.00 1.00 0.00 0.00 Computer Support Technician 1.00 1.00 1.00 1.00 Total FTE 9.00 10.00 12.00 17.00 POLICY AND ADMINISTRATION-PAGE 239 INFORMATION TECHNOLOGY BUDGET UNIT: 2300 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 9.00 10.00 12.00 Total FTE 15.00 17.00 17.00 641,066 620,863 905,751 51001-Salaries-Management 1,135,532 1,285,094 1,314,618 45.1% 128,614 160,846 202,095 51002-Salaries-General 206,4-84 206,484 211,853 4.8% 1,662 302 38,713 51005-Part Time-Temporary 37,404 37,404 38,377 -0.9% 1,560 0 15,525 51006-Overtime 15,000 15,000 15,390 -0.9% 15,787 15,570 0 51007-Incentive Pay 15,570 15,570 15,975 100.0% 788,689 797,581 1,162,084 Total Personnel Services-Salaries 1,409,990 1,559 552 1,596,213 37.4% 789 798 1,110 52001-Unemployment 1,340 1,489 1,524 37.3% 4,093 4,049 4,443 52002-Worker's Compensation 3,580 3,963 4,056 -8.7% 60,629 61,217 84,707 52003-Social Security/Medicare 102,663 114,104 116,774 37.9% 5,908 6,054 8,345 52004-Tri-Met Tax 9,982 11,094 11,353 36.0% 102,580 100,377 148,671 52005-Retirement 165,924 186,862 191,176 28.6% 6,014 6,108 9,300 52007-VEBA-ER 10,200 11,100 11,100 19.4% 600 545 5,310 52008-Life Ins/ADD/LTD 6,445 6,630 6,630 24.9% 2,360 2,116 0 52009-Long Term Disability 0 0 0 0.0% 104,913 112,3-40 183,835 52010-Medical/Dental/Vision 281,641 308,641 308,641 67.9% 10,781 11,508 0 52011-Dental Benefits 0 0 0 0.0% 3,307 -15,593 0 52012-Accrued Vacation 0 0 0 0.0% 301,974 289,520 445,721 Total Personnel Services-Benefits 581,775 643,883 651,254 46.1% 3,405 846 7,500 53001-Office Supplies 7,500 7,500 7,500 0.0% 6,774 7,943 13,000 53002-Small Tools&Equipment 13,000 13,000 13,000 0.0% 262 206 700 53003-Fuel 700 700 700 0.0% 45,178 43,587 49,970 53006-Technology Equipment under$5,000 49,970 49,970 49,970 0.0% 55,619 52,582 71,170 Total Supplies 71,170 71,170 71,170 0.0% 97,658 253,889 233,775 54001-Professional/Contractual Services 814,275 867,275 867,275 271.0% 402,978 622,786 768,582 54006-Software License and Maintenance 767,577 767,577 767,577 -0.1% 3,778 19 0 54113-R&M-Vehicles 0 0 0 0.0% 10,569 8,465 45,900 54114-R&M-Office Equipment 14,400 14,400 14,400 -68.6% 66,167 71,4-40 83,110 54205-Utilites-Phone/Pager/Cells 89,015 89,015 89,015 7.1% 0 609 1,000 54300-Advertising&Publicity 1,000 1,000 1,000 0.0% 36,666 23,829 57,150 54301-Fees and Charges 57,150 57,150 57,150 0.0% 217 279 1,440 54302-Dues&Subscriptions 720 720 720 -50.0% 24,733 21,701 55,920 54303-Professional Development 54,320 54,320 54,320 -2.9% 353 544 1,500 54311-Special Department Expenses 600 600 600 -60.0% 643,119 1,003,561 1,248,377 Total Services 1,799,057 1,852,057 1,852,057 48.4% 189,590 80,694 103,000 56004-Computer Hardware and Software 103,000 103,000 103,000 0.0% 54,053 40,884 51,280 56007-GIS Hardware and Software 75,800 75,800 75,800 47.8% 243,643 121,578 154,280 Total Capital Improvement 178,800 178,800 178,800 15.9% 2,033,044 2,264,822 3,081 Total Information Technology 4,040,792 4,305,462 4,349,494 41.1°% PAGE 240 - CITY OF TIGARD CONTRACTS & PURCHASING BUDGET UNIT: 2500 PROGRAM DESCRIPTION: The Contracts and Purchasing Division reports to the Director of Finance and Information Services. The staff in the Contracts and Purchasing Division support the overall contracts and purchasing activities of the director and the department. Activities of staff in the Contracts and Purchasing Division include: •Development and oversight of contracting and procurement policy • Contract management •Project management • Solicitation development and execution • Contracting and other procurement process development •Advising City Council,Local Contract Review Board,and city departments on general contracting and procurement related topics •Disposal of surplus property and equipment • Serving as city liaisons to general public on contracting and purchasing related topics The Contracts and Purchasing Division continues to actively work to anticipate issues and to develop policies and procedures that allow the city to stay in compliance with applicable Federal and State laws,statues,and regulations as well as any other issues as they occur. PROGRAM RESULTS: • Builds and maintains a strong financial position for the city •Provides policy development and analysis •Develops efficient procedures for contracts and other forms of procurement • Provides expert advice,assistance and guidance to city departments on contracting and purchasing FULL—TIME EQUIVALENT POSITIONS 2017-2018 2018-2019 2019-2020 2020-2021 Accounting Assistant II 0.00 0.40 0.50 0.50 Contracts&Purchasing Manager 1.00 1.00 1.00 1.00 Purchasing Specialist 1.00 1.00 1.00 1.00 Total FTE 2.00 2.40 2.50 2.50 POLICY AND ADMINISTRATION-PAGE 241 CONTRACTS & PURCHASING BUDGET UNIT: 2500 FY 2018 FY 2019 FY 2020 2021 2021 2021 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 20 2.00 2.40 2.50 Total FTE 2.50 2.50 2.50 90,576 61,441 100,511 51001-Salaries-Management 95,750 95,750 98,240 -2.3% 60,685 70,084 87,791 51002-Salaries-General 94,452 94,452 96,908 10.4% 0 0 992 51006-Overtime 0 0 0 -100.0% 151,261 131,525 189,295 Total Personnel Services-Salaries 190,202 190,202 195,148 3.1% 151 132 187 52001-Unemployment 190 190 195 4.3% 155 155 157 52002-Workers Compensation 132 132 135 -14.0% 11,303 9,817 14,405 52003-Social Security/Medicare 14,551 14,551 14,929 3.6% 1,133 997 1,418 52004-Tri-Met Tax 1,415 1,415 1,452 2.4% 19,659 15,889 23,815 52005-Retirement 23,840 23,840 24,460 2.7% 1,509 1,425 1,950 52007-VEBA-ER 1,950 1,950 1,950 0.0% 135 111 734 52008-Life Ins/ADD/LTD 725 725 725 -1.2% 430 321 0 52009-Long Term Disability 0 0 0 0.0% 25,124 25,722 50,960 52010-Medical/Dental/Vision 48,767 48,767 48,767 -4.3% 3,012 2,953 0 52011-Dental Benefits 0 0 0 0.0% 1,723 1,080 0 52012-Accred Vacation 0 0 0 0.0% 64,334 58,601 93,626 Total Personnel Services-Benefits 91,570 91,570 92,613 -1.1% 606 214 1,650 53001-Office Supplies 1,500 1,500 1,500 -9.1% 606 214 1,650 Total Supplies 1,500 1,500 1,500 -9.1% 0 0 500 54300-Advertising&Publicity 500 500 500 0.0% 4,838 4,976 4,700 54302-Dues&Subscriptions 3,245 3,245 3,245 -31.0% 10 0 2,500 54303-Professional Development 3,000 3,000 3,000 20.0% 417 0 0 54311-Special Department Expenses 0 0 0 0.0% 5,265 4,976 7,700 Total Services 6,745 6,745 6,745 -12.4% 221,466 195,316 292,271 J Total Contracts and Purchasing 290,017 290,017 296,006 City ofTigard I ADOPTED BUDGETI FY 2020-2021 PAGE 242- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - EXECUTIVE SUMMARY The Capital Improvement Plan (CIP) presents Tigard's budget and planned schedule for improvements to city owned and operated public infrastructure over a six-year period. The city allocates funding for construction activities in six defined capital improvement categories: Streets, Parks, Water, Sanitary Sewer, Stormwater and Facilities. A CIP project is any project that improves or adds value to the city's infrastructure, costs $50,000 or more, and has a useful life or extends the useful life of infrastructure for five years or more. Projects are selected for funding based on priorities established in adopted system master plans and values from the city Strategic Plan as well as input from staff, citizens, city committees and city council. Priority projects are matched to available funding to identify those that can be budgeted over the six-year Capi- tal Improvement Plan timeline. In addition, staff capacity is considered when building the CIP. Total cost for the FY 2021-26 CIP is estimated to be $160 million over the next six years. Spending for the city's CIP in fiscal year 2021 is projected at $48 million across all capital funds. Below are some key projects with work budgeted for fiscal year 2021: Streets • Wall Street/Tech Center Drive Connection: Complete construction. • 121st Avenue Sidewalks and Bike Lanes (County Major Streets Transportation Improve- ment Program—MSTIP—funding): Complete design. • Tiedeman Avenue—Partial Street Improvement: Complete design and construction. • Frewing Street Sidewalk Infill (Community Development Block Grant): Design and con- struct. • Transportation System Plan Update. • North Dakota Street bridge over Fanno Creek (ODOT grant): Design. • Tigard Street bridge over Fanno Creek: Design. • Main Street Green Street Phase II: Design and start construction. • Pavement Management Program: Annual paving (Durham Road), slurry seal and curb ramps work. • Roy Rogers Road widening project (Washington County): County construction, financial contribution of city share. • Americans with Disabilities Act Right-of-Way Program: Initiate new annual program to remove ADA barriers,primarily upgrading ramps in priority areas. Parks • Parks System Master Plan: Complete plan. • Universal Plaza: Design and start construction. • Parks Major Maintenance Program: Continue addressing backlog work needs including replacement or improvement of trails, playground equipment, irrigation systems and sign- age. • Dirksen Nature Park Wetland Boardwalk and Walkway: Construction. • Fanno Creek Trail Connection (Regional Flexible Funds grant): Complete design and start construction. • Cook Park Softball/Baseball Infields: Install turf. • Park Land Acquisition: Three line items with funding for purchasing park land in targeted and opportunity areas including Tigard Triangle and River Terrace. CAPITAL IMPROVEMENT PLAN-PAGE 243 CAPITAL IMPROVEMENT PLAN - EXECUTIVE SUMMARY Water • Risk and Resilience Assessment and Emergency Response Plan: Prepare plan to meet fed- eral requirements. • Fifth Pump at the River Intake Pump Station: Installation via the Lake Oswego/Tigard Water Partnership. • Aquifer Storage and Recovery Well #2 and Well #3: Construct rehabilitation and up- grades. • Cach Reservoir and Pump Station: Design. • Fonner Street/121st Avenue Valve and Piping Improvements: Complete design. • Willamette Intake Facility Expansion: Funding participation in project to maintain access to water rights for future water needs. • Water Master Plan and Water Rate and System Development Study: Complete studies. Sanitary Sewer and Stormwater • Downtown Sanitary Sewer Line Project: Construction. • East Fork of Derry Dell Creek: Construct stream restoration/sanitary sewer protection project. • Fanno Creek Sanitary Siphon: Construction. • Kruger Creek Stabilization: Design. • Frewing Street Stormline Replacement: Construction. • Washington Square Area Retrofit Plan: Prepare plan for stormwater management. Below is a table summarizing the fiscal year 2021 Capital Improvement Plan (CIP). The table breaks down the CIP by system. The second column provides the capital project budgets for each system.The third column includes the system infrastructure budget. The system infrastructure budget accounts for engineering staff time related to new/unidentified capital projects and support to Public Works opera- tions. The last column shows the total fiscal year 2021 budget for the Capital Improvement Program which is $48,571,933. Capital Improvement System System Infrastructure Total Budget Streets $ 11,761,033 $ 415,100 $ 12,176,133 Parks $ 13,970,000 $ 59,300 $ 14,029,300 Water $ 10,868,000 $ 148,300 $ 11,016,300 Sanitary Sewer $ 1,079,000 $ 29,700 $ 1,108,700 Stormwater $ 2,269,500 $ 89,000 $ 2,358,500 Facilities $ 7,883,000 $ - $ 7,883,000 Total $ 47,830,533 $ 741,400 $ 48,571,933 PAGE 244 - CITY OF TIGARD IMPACT OF CAPITAL IMPROVEMENT PLAN ON OPERATING COSTS The completion of capital projects impact future operating and maintenance costs. In some instances, such as the construction of a new facility, operating costs will increase. In other instances, such as re- placement of old and defective water meters, operating costs may decrease. As the city makes decisions about which capital projects to implement, it must also evaluate the impact these projects will have on future operating and maintenance costs and determine if the city will be able to afford those costs in future years. By approving the Capital Improvement Plan (CIP) projects, the city is making a commit- ment to fund future operating costs associated with the completion of these projects. The following discussion summarizes the anticipated major operating costs within each capital improvement system. Information about the expected level of operations and maintenance impact is included on individual project pages. STREETS The Streets system of the Capital Improvement Plan (CIP) includes projects that address needed re- pairs to city streets and bridges. The streets program also completes projects relating to sidewalks, bike lanes and transportation studies. Many of the Streets projects in fiscal year 2020-21 will have little to no impact on operations and maintenance. The projects in the six-year CIP that may require a level of future operational impact in- clude: Tiedeman Avenue —Partial Street Improvement, 121st Avenue (Whistlers Lane to Tippitt) Side- walks and Bike Lanes, North Dakota Street (Fanno Creek) Bridge Replacement, Tigard Street (Fanno Creek) Bridge Replacement,Wall Street/Tech Center Drive Connection and Main Street Green Street Phase 2. In addition, there are programs such as the Pedestrian and Cyclist Connections Program, the Fiber Communication Networks Program and the Traffic and Transportation System Major Mainte- nance Program that may add new assets, occasionally increasing the impact to operations and mainte- nance. The Pavement Management Program (PMP) will provide corrective and preventative mainte- nance on existing city streets which should serve to reduce the operational need of these streets. PARKS Overall, Parks system projects in the CIP will lead to an increased need for operations and mainte- nance. To address these impacts, the FY 2019-20 Adopted Budget added two staff and related mainte- nance expenses to the Park Maintenance division. This increase was funded by an increase in the park and recreation fee. The Park division has been proactive in addressing the growing demand for park maintenance by in- creasing volunteerism, cleaning less frequently, deferring preventative maintenance and deferring re- placements. While these actions have been helpful from an economic standpoint, it is not enough to meet the increasing demand for park maintenance. The combination of aging assets and deferred maintenance in the park system will eventually lead to a lower quality of service. This problem will be exacerbated if additional personnel are not added to address the growing workload and will be even more evident as the city becomes responsible for new assets in River Terrace and downtown. CAPITAL IMPROVEMENT PLAN-PAGE 245 IMPACT OF CAPITAL IMPROVEMENT PLAN ON OPERATING COSTS Parks projects in the six-year CIP that will have an impact on operations and maintenance include: Ste- ve Street Park and Trail, Fanno Creek Overlook, Cook Park Softball and Baseball Infield, all projects in Dirksen Nature Park, Fanno Creek Trail Connection (RFFA Grant), Fanno Creek Trail Amenities and City of Tigard / Tigard-Tualatin School District Park Development. Lasich Park Property, Universal Plaza and River Terrace Community Parks will have a significant impact on operations and mainte- nance when they are developed. WATER The Water system in the Capital Improvement Plan (CIP) includes a variety of projects that contribute to the overall safety, security and consistency of the city's water system. These projects also include major maintenance and the repair or replacement of water lines that are aging in the city. In fiscal year 2020-21, the city will complete an updated Water Master Plan. This Master Plan will in- clude a comprehensive study of the city's water source, storage and delivery systems. It will be used to guide future water utility decisions. Water projects in the six-year CIP that will have an impact on operations and maintenance include: Cach Reservoir and Pump Station Design and new and recently completed projects from the Lake Oswego/Tigard Water Partnership. SANITARY SEWER Sanity Sewer projects are responsible for maintaining the city's sewer lines in compliance with Clean Water Services and federally mandated guidelines. The projects in the Sanity Sewer system CIP primar- ily address major maintenance and replacement needs, meaning there is normally a decreased impact on operations and maintenance. Increases occur when additional piping is donated to the city through the completion of a private project or when a city project adds additional infrastructure. There are no Sanitary Sewer projects in the six-year CIP that will have a significant impact on opera- tions and maintenance. STORMWATER The projects within the Stormwater program are designed to address erosion, water quality, flooding and pipe system problems. Like Sanitary Sewer projects, Stormwater projects are responsible for meet- ing Clean Water Services and federally mandated guidelines for cleaning, upgrading and maintaining the stormwater and public stream system infrastructure. Stormwater projects in the six-year CIP that will have a minimal impact on operations and mainte- nance include: Kruger Creek Stabilization, Red Rock Creek Stabilization and Regional Stormwater De- tention, North Dakota Stream Restoration and Detention and Commercial Street Stormwater Facility. While these projects may add inspection and maintenance requirements, many will significantly reduce the risk of erosion and landslides that can impact culverts and sanitary sewer lines. PAGE 246 - CITY OF TIGARD IMPACT OF CAPITAL IMPROVEMENT PLAN ON OPERATING COSTS FACILITIES There are no Facilities projects in the six-year CIP that will have a significant impact on operations and maintenance. Tigard 11‘ * ' � f�...:',,,:„,,....• , , „ City gall f� III! 4 ._ __ il Ilk.,..' ."' .1',vg40/111,:vt*fc,'It,:— -- in it- - ..„. .... ._ •Mil I I 1 IP:" iiii.11151%..mit T til' .1� Mkr� � re _ CAPITAL IMPROVEMENT PLAN-PAGE 247 PRIORITIZATION AND DEVELOPMENT OF THE CIP Development of the Capital Improvement Plan (CIP) started almost as soon as the prior CIP was adopted. The sources for potential projects include lists of funded and unfunded projects in the prior CIP, master plans, staff-identified needs, citizen and City Council suggestions, and other sources. Projects in the prior CIP that are currently underway but not yet complete are assumed to continue to move forward and do not need to be prioritized. Potential projects are identified and vetted through internal staff meetings, citizen advisory committees, City Council and the Budget Committee. Citizen input is also taken at Budget Committee hearings pri- or to the committee making its recommendations to City Council for final budget adoption. Priority projects are those that best match Strategic Plan goal(s), solve existing system operations and mainte- nance issues, create needed infrastructure to serve new or existing customer demand,and provide dura- ble, sustainable systems. All projects shown in the six-year CIP represent high priorities, an expectation that funding is or likely will be available and the expectation that staff project management and delivery capability exists. Funding sources include city fees, taxes and charges as well as grants and other partner organization contributions. Funding availability assumptions are based on projected revenues and rates and the known or projected likelihood of acquiring outside grants and contributions. Projects listed for fiscal year 2021 have the most secure funding,with outer years having a somewhat lesser level of fund- ing assurance. In the table below,when the Total Project Cost column is labeled Program, this refers to projects that are ongoing, dollars are allocated to these projects every year and Total Project Costs are not calculated. Grants and partnership efforts are important. When combining the available resources of Tigard and our partners, the city is able to address high-priority infrastructure needs that it cannot fund on its own. The city maintains lists of unfunded and prioritized projects that can be selected as opportunities arise for new types or new rounds of grants in the future. Additionally, a few high-priority transportation projects are listed in outer years of the CIP that assume applying for and acquiring identified grants if the projects are to proceed. The following pages show the CIP by system. Unfunded projects, shown in the tables at the end of each system, are listed in priority order;however,when the decision is made to move a project into the six-year CIP, it may not be the highest-priority project that is selected. Factors such as safety, funding availability (including potential grant cycles) and staff availability will determine which project is select- ed. STREETS PROJECTS Potential street improvement projects and some larger trail development projects are first culled from existing adopted plans including the Transportation System Plan (TSP) and the Trail System Master Plan. A "qualified list" of such transportation-related projects was created and is updated generally eve- ry other year using city Strategic Vision goals, likelihood of funding availability and safety issues as fil- tering criteria. Safety projects were automatically given a high priority, as were projects and programs already underway. The Tigard Transportation Advisory Committee (TTAC) provides input on remain- ing filtered projects when the qualified list is updated. This stakeholder input, together with staff priori- ties, was the basis for the transportation projects listed. The TTAC input on trails projects was used as input to overall Parks projects prioritization as described in the Parks Section. PAGE 248 - CITY OF TIGARD PRIORITIZATION AND DEVELOPMENT OF THE CIP Total Project Project Number Project Name Funding Source Cost 17CIP-12 Bonita / Sequoia Intersection-Traffic Signal Gas Tax&MSTIP 670,000 18CIP-09 Murdock St. Sidewalk and Stormwater City Gas Tax& Stormwater 2,431,000 Improvements 18CIP-10 79th Avenue :onita Road to Durham Road Gas Tax&Ci Gas Tax 2,900,000 Total Project Project Number Project Name Funding Source Cost 95001 Pavement Management Program (PMP) Street Maintenance Fee Program 95027 Pedestrian and Cyclist Connections Program Gas Tax Program 95038 Tiedeman Avenue -Partial Street Transportation Development 935,000 Improvement (RR Tracks to Greenburg) Tax Upper Boones Ferry Road /Durham Road Transportation Development 95041 Adaptive Signal Coordination Tax,Transportation SDC& 1,050,000 FSTP Grant 95042 Commercial Street Sidewalk (Main to Gas Tax,City Gas Tax, 2,000,000 Lincoln) -TriMet Stormwater&TriMet 95048 Roy Rogers Road Transportation Development 27,000,000 Tax&MSTIP 121st Avenue (Whistlers Lane to Tippitt) Transportation Development 95050 Sidewalks and Bike Lanes Tax,Underground Utility, 4,500,000 Sanitary Sewer&MSTIP 95054 S allalBoulevard/ Pfaffle Street New Traffic Transportation SDC 1,288,500 95056 North Dakota Street (Fanno Creek) Bridge City Gas Tax,Transportation 5,490,000 Replacement SDC& STIP 95060 Tigard Street (Fanno Creek) Bridge Gas Tax,City Gas Tax& 5,185,000 Replacement Transportation SDC 95061 Wall Street / Tech Center Drive Connection State Appropriation&RFFA 2,169,033 Gas T 95063 Transportation System Plan Update SDC ax&Transportation 280,000 95064 Frewing Street Sidewalk Infill- CDBG Gas Tax&CDBG Grant 484,500 97017 Main Street Green Street Retrofit (Phase 2) Gas Tax,City Gas Tax, 4,060,500 TriMet&Urban Renewal 18CIP-07 reenburg Road,lieaerrtazrAvenue ana Will request MSTIP funding 16,325,0 North Dakota Complete Streets 18CIP-08 McDonald Street (Hall Boulevard to Pacific Will request MSTIP funding 10,148,000 Highway) 21 CIP-10 72nd Avenue Pre-Design Transportation SDC 520,000 95065 Pacific Highway Street Lights Gas Tax&State Fund Local 1,142,000 Projects 95066 Americans with Disabilities Act Right-of-Way Transportation SDC Program Program 95067 Traffic and Transportation System Major Gas Tax Program Maintenance Program 95068 Fiber Communication Networks Program Transportation SDC Program 95051 72nd Avenue /Tigard Triangle Gas Tax 295,500 Transportation Study 95062 City of Tigard Transportation Safety Plan Gas Tax&FHWA Grant 1 60,000 TSAP Grant CAPITAL IMPROVEMENT PLAN-PAGE 249 PRIORITIZATION AND DEVELOPMENT OF THE CIP Project Name Potential Outside Funding Source Grant Street Sidewalk and Fanno Creek Path Crossing Improvement Bull Mountain Complete Street (Pacific Highway to MSTIP Benchview Terrace) North Dakota Street Sidewalk (Gallo to 121st Avenue) Hunziker Street (72nd Avenue to 77th Avenue) Sidewalk Atlanta Street Extension (Tigard Triangle) Southwest Corridor or Urban Renewal Tigard Triangle 72nd Avenue Improvements Southwest Corridor,Urban Renewal, (Recommendations from 72nd Avenue/Tigard Triangle Development, Other Study) _ Walnut Street Improvements (Tiedeman to Pacific Highway) MSTIP Ped Crossing Improvement on Bull Mountain Road at Elizabeth Price Park and Alberta Rider Safe Routes to School 121st Avenue Pedestrian Bridge at Summercreek Hall Boulevard Improvements with jurisdictional transfer STIP, OR State Legislature 121st Avenue (Walnut to North Dakota) Complete Street MSTIP Hall/Hunziker/Scoffins Intersection Realignment MSTIP Scoffins (Hall to Ash) Sidewalk MSTIP 78th Avenue Sidewalk(Pfaffle to Spruce) 72nd Avenue Complete Street with Sidewalks and Bike MSTIP Lanes (Highway 217 Interchange to Durham) 68th Avenue/Atlanta/Haines Intersection and Traffic MSTIP Signal 103rd Avenue Sidewalk(McDonald to View Terrace) Sattler Sidewalk Gap Completion (96th to 100th) 100th Avenue Sidewalks from McDonald to Kable PAGE 250 - CITY OF TIGARD PRIORITIZATION AND DEVELOPMENT OF THE CIP PARKS PROTECTS Potential parks and trails projects were compiled by staff from the current CIP, Parks Master Plan, Trail System Master Plan and newly identified needs from staff. Projects and programs already under- way or with committed funding such as grants were automatically given a high priority. The Parks and Recreation Advisory Board (PRAB) and an interdepartmental team of city staff both rank remaining compiled projects at least every other year. A few of the trails projects also had been scored by TTAC as noted in streets. The input and scoring from PRAB, TTAC and staff, along with funding availability and staff project delivery capability provide the basis for the selection and scheduling of projects for the CIP. Total Project Project Number Project Name Funding Source Cost 18CIP-12 Steve Street Park and Trail Parks SDC 875,000 92016 Dirksen Nature Park—Overall Project Urban Forestry,Parks Bond, 4,677,000 Parks SDC&Stormwater 92016-07 Dirksen Nature Park- Community Trail Parks SDC 621,000 92016-08 Dirksen Nature Park- Off-Street Parking Lot Parks SDC 430,000 92016 09 Dirksen Nature Park- Small Nature Play Parks SDC 232,000 Area (Parking Area on Tigard St.) 92016 13 Dirksen Nature Park-Wetland Boardwalk Parks SDC 405,000 and Walkway 92017 Tree Canopy Replacement Program Urban Forestry Program 92026 Park Land Acquisition and Development Parks Bond&Parks SDC 2,335,000 Transportation SDC,Parks 92046 Fanno Creek Trail Connection (RFFA Grant) SDC, Stormwater&RFFA 7,800,000 Grant 92053 Parks Major Maintenance Program Parks Reimbursement SDC Program 92056 Park System Master Plan Update Parks SDC 279,000 92057 Fanno Creek Trail Amenities Parks SDC 730,000 92058 City of Tigard/Tigard-Tualatin School Parks SDC Program District Park Development Program 92059 Universal Plaza Parks SDC&Urban Renewal 4,010,000 95057 Fanno Creek Trail Alignment Study (Bonita Transportation SDC&Metro 257,000 Rd. to Tualatin River) Grant 21 CIP-05 Lasich Park Property Master Plan MO Parks SDC ON 193,000 21CIP-07 Copper Creek/Cook Park Stream Parks SDC&Stormwater 901,000 Stabilization 21CIP-09 Trail System Master Plan Parks SDC 150,000 92061 Red Rock Creek Trail Implementation Plan Metro RFFA&MSTIP 350,000 92062 Cook Park Softball and Baseball Infield Transient Lodging Tax 365,000 92063 River Terrace Community Parks Parks SDC 3,100,000 97027 Fanno Creek Overlook Urban Renewal 840,000 97028 Tigard Triangle Parks Urban Renewal 3,800,000 CAPITAL IMPROVEMENT PLAN-PAGE 251 PRIORITIZATION AND DEVELOPMENT OF THE CIP Total Project Project Name Funding Source Cost 92016 02 Dirksen Nature Park- Oak Savanna Urban Forestry, Stormwater 241,000 Restoration &Water Parks Bond,Parks SDC, 92034 Tigard Street Heritage Trail&Public Space Urban Forestry, Connect OR 1,821,000 (Tigard St. /Main St. to Tiedeman Ave.) Grant,Urban Renewal& MSTIP 92034-01 Herita•e Trail / Rota Plaza Restroom Urban Renewal 275,000 Transient Lodging Tax,NEA 92034-02 Heritage Trail Outdoor Museum Grant&Washington Cty. 197,000 Grant 92055 Americans with Disabilities Act Transition General Fund,Gas Tax& 260,000 Plan Parks SDC Fanno Creek Trail Crossing at Scholls Ferry Gas Tax,City of Beaverton, 92060 Road Clean Water Services, 82,500 THPRD &Washin'ton C . Project Name Potential Outside Funding Source Red Rock Creek Bridge (Highway 217 and Railroad) Southwest Corridor,Metro, Connect OR, Other Bagan Park Development CDBG,Metro 17CIP-17 -Fanno Creek Trail Construction (Bonita to Tualatin River) RFFA,Metro 92016-10-Dirksen Nature Park-Multi Use Sports Field Clean Water Services,Metro 92016-11 -Dirksen Nature Park- Site Interpretive Metro Elements 108th Trail Pathfinder Genesis Trail Westside Trail - (Barrows to Bull Mountain Road) Metro Fanno Creek Trail Crossing at Scholls Ferry Road Metro Construction Tualatin River Trail-Handicap assist launch dock at Cook State Marine Board,Metro Park Fields at Summerlake Park 116th Avenue (Tigard to Katherine) Trail and Bridge Tualatin River Trail- Kayak/Canoe Launch at Lasich Metro Property Tualatin River Ped/Bike Bridge - 108th/Jurgens Tigard Street Trail (From Fanno Creek/North Dakota Street along Tiedeman to Tigard Street) RFFA or Other PAGE 252- CITY OF TIGARD PRIORITIZATION AND DEVELOPMENT OF THE CIP WATER PROJECTS The funded projects represent master plan and staff priorities. Total Project Project Number Project Name Funding Source Cost 96008 Water Main Line Oversizing Program Water SDC Program 96024 Waterline Replacement Program Water Program 96030 Bull Mountain Road Water Pipeline Water&Water SDC 14,543,500 96031 Fire Flow Improvement Program Water Program 96040 Cach Reservoir and Pump Station Design Water&Water SDC 23,483,500 96046 Red Rock Creek Waterline Relocation Water 843,500 96048 Water Master Plan Water&Water SDC 531,000 96049 Willamette Intake Facility Expansion Water SDC 3,153,500 96050 Former Street/121st Avenue Valve and Water&Water SDC 1,312,000 Piping Improvements 96052 Fifth Pump at the River Intake Pump Station Water SDC 500,000 S) 96053 Aquifer Storage&Recovery Well#2 and Water&Water SDC 6,490,000 Well#3 Emergency Street and Water Project on 96054 Greenfield Drive Water1 775,000 96055 Risk and Resilience Assessment and Water 150,000 Emergency Response Plan 96047 Canterbu Pum. Station Water 403,500 Project Name 550 Zone Price Reservoir CAPITAL IMPROVEMENT PLAN-PAGE 253 PRIORITIZATION AND DEVELOPMENT OF THE CIP SANITARY SEWER PROJECTS Priorities for budgeted projects were based upon staff recommendations as well as those from the Sanitary Sewer Master Plan and the new Stormwater Master Plan. In addition to the projects listed below, the list of Stormwater projects include several stream stabilization and restoration projects that will help protect exposed and vulnerable Sanitary Sewer lines and therefore,funding will come from both Sanitary Sewer and Stormwater funds. Total Project Project Number Project Name Funding Source Cost 93003 Sanitary Sewer Major Maintenance Program Sanitary Sewer Program 93057 East Fork of Derry Dell Creek(Gaarde to Sanitary Sewer&Stormwater 680,000 Fairhaven Street) 93058 Fanno Creek Sanitary Siphon Repair Sanitary Sewer&Stormwater 413,000 93059 Downtown Sanitary Sewer Line Project Sanitary Sewer 355,000 93060 Sanita Sewer Master Plan U•date Sanita Sewer 130,000 Project Name Sewer Rehabilitation Program ■ Citywide Sanitary Sewer Extension Program ■ STORMWATER PROJECTS The funded projects represent master plan and staff priorities. Total Project Project Number Project Name Funding Source Cost 19CIP-06 Gaarde Street Greenway Detention and Sanitary Sewer&Stormwater 300,000 Sewer Project (SMP 310) 93009 Fanno Creek Slope Stabilization (Arthur Sanitary Sewer&Stormwater 1,188,000 Court) 94001 Storm Drainage Major Maintenance Program Stormwater Program 94041 Frewing Street Stormline Replacement Stormwater 638,000 94042 Water Quality Facility Rehabilitation Program Stormwater Program 94044 Tigard Triangle Stormwater Implementation Stormwater 180,000 Plan/Predesign 94045 Commercial Street Stormwater Facility Water Quality/ Quantity 376,000 94046 Kruger Creek Stabilization (SMP 304&308) Sanitary Sewer&Stormwater 6,560,000 21 CIP 14 Red Rock Creek Stabilization and Regional Sanitary Sewer, Stormwater& 12,000,000 Stormwater Detention (SMP 501-504& 506) Urban Renewal 21 CIP 15 North Dakota Street Stream Restoration and Stormwater&Transportation 975,000 Detention (SMP 403) Projects 21 CIP 17 Detention Pipe Retrofit Study and Pilot Stormwater 815,000 Project 21 CIP-19 Stormwater Master Plan Update Stormwater 300,000 94047 Washington Square Area Retrofit Plan Stormwater 90,000 94038 124th Avenue /Ann Court Culvert Stormwater&Gas Tax 331,000 Replacement PAGE 254 - CITY OF TIGARD PRIORITIZATION AND DEVELOPMENT OF THE CIP Project Name Derry Dell West Stream Protection SW 116th Avenue Property Acquisition and Floodplain Storage Bagan Park Stream Restoration and Water Quality Enhancement Hunter's Glen Pond Rehabilitation Oak Street Property Acquisition and Floodplain Restoration Tigard Triangle Regional Storm Facilities Land Acquisition Oak Street Property Acquisition and Floodplain Restoration FACILITIES PROJECTS These projects represent staff-identified priority needs for space. Total Project Project Number Project Name Funding Source Cost 91021 Public Works Facility and Yard Facilities Capital Projects& 8,364,500 Water 91022 City Hall Remodel General Fund 627,000 91023 Public Works Field Staff Work Area and Parks Utility, Sanitary Sewer, 100,000 Breakroom Stormwater&Water Project Name CAPITAL IMPROVEMENT PLAN-PAGE 255 CAPITAL IMPROVEMENT PLAN - STREETS HART RD GARDEN HOME RD Projects 95001,95027,95063,95066,95067 and 95068 are city wide. 4 0 , Iii 0,. _,_._. .., w r BROCKMAN ST O� �� , •' 1 i—, ❑ -� yyhk f ii •, \' • ;' •-€1446. 4gruEl 1 7 Pf WEIR RD Ct II » Greenwvy/�yrk Mmi a ` ® ■ 95065 -__ til.- RI) D a 95054 R. e R U No�`5 a RR �` 95056 SSCIP-07 m�0.. ��. _ 5c, ' 95060 ,; 1 �, _ ,. _.„, ��✓— -/ ui a' r 11► _ +�I 95038 r 1 ti'__ _ f."- co CU 1 -�n � =i ®O ar r I 1 95042 F , -41' h . . imus__—„,_,--",_ - --_.-. ,, �-1 .‘„ 5 TI 7 95048 Vig ;ju.�r �N 97017 21CIP-10 I� er _�+ai of 1l� HGH 5/ +� �:1�' iir mi map a ,__,L-A L�ER�RD i 11� I y� r Panne 95064 Geek /r R. LA _ - j. ` Park �_ m trail. 95050 lm. ! 7� _ Y -- _al, 11SCIP-OS . !1r niii, J" E 3T ,MG DO NA kD ST_. '`ly� -- I'' � 17CIP-12 �J r' B la—MO ,.,Ir -fir - II �� , ' -Ellett5 95061 .\\1:3 nI ITd R ~ tir �,i t I , �' I , 1 �� 18CIP-10 PN'•oit - 0 - , Ib + �■■III,,/ lir1 =c1 1 ,. 4P-� 1 a ��4 "�� 18CIP-09 . -•-•`_��,,,mi , i} > Ill ' r 'ix 1 I 1 Z�BE.-BEND • \ imps. ...' ir •' �, -D g A RD, ti �+. . ....Re 1111 .'_.m. ;di NT III --------,—,_,,- \.1ith,--,,..._, o,?' Atirrdra_.. lir ,,., 1illi---4•4; 95041 1117 )-- • --.... ___, W?_ 1 = 11 f J i r__ ,� y ar. I TUALATIN RD 5/ --S L1 r :fir r 40NES F •' - _ - r ✓ " ' NVBERr er /" rllajialWA-ral POA I/ RD VGA MAPS ®+ �1 t.ICE 4 The City of Tigard N TIG RD 'L - �ic 0 Project LocationsA IN - :�� '1 ' RTigard City Limits TIGARD I ,ii, Rem yA • �i.��.- .4111 0 0.5 1 1-1 Miles City of Tigard Recommended Capital Improvement Plan FY 2021-26 PAGE 256 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS YTD Projected Pxojct No. Project Nam 2020 2021 2022 202 024 2025 2026 Total 17CIP-12 Bonita/Sequoia Intersection- 0 0 70,000 100,000 0 0 0 170,000 Traffic Signal 18CIP-07 Greenburg Road,Tiedeman 0 0 0 690,000 1,510,000 2,230,005 1,751,995 6,182,000 Avenue and North Dakota Complete Streets 18CIP-08 McDonald Street(Hall Boulevard 0 0 0 350,000 823,000 2,600,000 0 3,773,000 to Pacific Highway) 18CIP-09 Murdock St.Sidewalk and 0 0 635,000 1,796,000 0 0 0 2,431,000 Stormwater Improvements 18CIP-10 79th Avenue(Bonita Road to 0 0 0 20,000 380,000 2,500,000 0 2,900,000 Durham Road) 21 CIP-10 72nd Avenue Pre-Design 0 0 520,000 0 0 0 0 520,000 95001 Pavement Management Program 2,888,000 2,740,000 2,840,000 2,940,000 3,040,000 3,140,000 3,140,000 20,728,000 (PMP) 95027 Pedestrian and Cyclist 390,000 300,000 300,000 300,000 300,000 300,000 300,000 2,190,000 Connections Program 95038 Tiedeman Avenue-Partial Street 15,000 0 160,000 747,500 0 0 0 922,500 Improvement(RR Tracks to Greenburg) 95041 Upper Boones Ferry Road/ 10,000 95,500 0 0 0 0 0 105,500 Durham Road Adaptive Signal Coordination 95042 Commercial Street Sidewalk 35,000 50,000 0 0 0 0 0 85,000 (Main to Lincoln)-TriMet 95048 Roy Rogers Road 940,000 940,000 920,000 910,000 900,000 900,000 900,000 6,410,000 95050 121st Avenue(Whistlers Lane to 72,000 82,000 110,000 105,000 0 0 0 369,000 Tippitt)Sidewalks and Bike Lanes 95054 Hall Boulevard/Pfaffle Street 0 28,500 0 0 0 150,000 370,000 548,500 New Traffic Signal 95056 North Dakota Street(Fanno 210,000 1,031,000 625,000 0 0 0 0 1,866,000 Creek)Bridge Replacement 95060 Tigard Street(Fanno Creek) 0 735,000 2,771,000 1,675,000 0 0 0 5,181,000 Bridge Replacement 95061 Wall Street/Tech Center Drive 324,000 1,827,533 0 0 0 0 0 2,151,533 Connection 95063 Transportation System Plan 115,000 165,000 0 0 0 0 0 280,000 Update 95064 Frewing Street Sidewalk Infill- 102,000 382,500 0 0 0 0 0 484,500 CDBG 95065 Pacific Highway Street Lights 9,000 778,000 355,000 0 0 0 0 1,142,000 95066 Americans with Disabilities Act 0 400,000 400,000 400,000 400,000 400,000 400,000 2,400,000 Right-of-Way Program 95067 Traffic and Transportation 0 100,000 100,000 100,000 100,000 100,000 100,000 600,000 System Major Maintenance Program CAPITAL IMPROVEMENT PLAN-PAGE 257 CAPITAL IMPROVEMENT PLAN - STREETS 95068 Fiber Communication Networks 0 50,000 50,000 50,000 50,000 50,000 50,000 300,000 Program 97017 Main Street Green Street Retrofit 390,000 2,056,000 1,555,000 0 0 0 0 4,001,000 (Phase 2) Total Funded 5,500,000 11,761,033 11,411,000 10,183,500 7,503,000 12,370,005 7,011,995 65,740,533 17CIP-12-Bonita/Sequoia Intersection-Traffic Signal Project Need:This is a high-priority safety project.There are traffic issues and a high crash rate at this intersection. Project Description:Construct a traffic signal at the intersection of Bonita Road and Sequoia Parkway and add a bike lane along Bonita Road. Project Funding:Washington County selected this project for Major Streets Transportation Improvement Program(MSTIP)and will provide most of the funding and project implementation. Operations and Maintenance Impact:Will require increased payments to Washington County to maintain an additional signal and a slight cost increase for restriping. Total Project Cost: $670,000 City of Tigard Project Cost: $170,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 0 0 45,000 40,000 0 0 0 85,000 Total Internal 0 0 0 45,000 40,000 0 0 0 85,000 External Expenses Project Estimate 0 0 0 25,000 60,000 0 0 0 85,000 Total External 0 0 0 25,000 60,000 0 0 0 85,000 Total Project Expense 0 0 0 70,000 100,000 0 0 0 170,000 REVENUES Revenue Funding Source 200-Gas Tax Fund 0 0 0 70,000 100,000 0 0 0 170,000 Total Revenue Funding 0 0 0 70,000 100,000 0 0 0 170,000 Total Revenues 0 0 0 70,000 100,000 0 0 0 170,000 PAGE 258 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 18CIP-07-Greenburg Road,Tiedeman Avenue and North Dakota Complete Streets Project Need:There is a high crash rate along Greenburg Road from Tiedeman Avenue up to Highway 217.Significant traffic congestion occurs,particularly during the morning rush hour.Other known issues include the lack of bike lanes on Greenburg Road and North Dakota Street between Tiedeman Avenue and the Fanno Creek Trail;narrow curb-tight sidewalk along Greenburg Road; and the lack of walking space,bike lanes and storm drainage along Tiedeman Avenue and North Dakota Street approaching Greenburg Road. Project Description:Add sidewalks and bike lanes at the following locations:North Dakota from Fanno Creek to Tiedeman, Greenburg from Tiedeman Ave to the 217 overcrossing and Tiedeman from the Fanno Creek to Greenburg.The project will also widen Greenburg to add a second northbound lane and a second left turn lane from Tiedeman onto Greenburg.These improvements may result in a reconfiguration of the Tiedeman/Greenburg intersection.The project will also complete storm drainage gaps.This project supports the vision statement in the City of Tigard's Strategic Plan:"The most walkable community in the Pacific Northwest..." Project Funding:The project as shown is partially funded,outside funding support is required. Operations and Maintenance Impact:Increased cost for maintenance of additional pavement,sidewalks and striping,and additional curbed street to sweep. Total Project Cost: $16,325,000 City of Tigard Project Cost: $6,182,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 0 0 0 140,000 160,000 150,000 150,000 600,000 Total Internal 0 0 0 0 140,000 160,000 150,000 150,000 600,000 External Expenses Design and Engineering 0 0 0 0 500,000 550,000 400,000 200,000 1,650,000 Construction 0 0 0 0 0 650,000 1,380,000 1,100,000 3,130,000 Environmental Permit 0 0 0 0 0 0 5 31,995 32,000 Compliance Contingency 0 0 0 0 50,000 150,000 300,000 270,000 770,000 Total External 0 0 0 0 550,000 1,350,000 2,080,005 1,601,995 5,582,000 Total Project Expense 0 0 0 0 690,000 1,510,000 2,230,005 1,751,995 6,182,000 REVENUES Revenue Funding Source 205-City Gas Tax Fund 0 0 0 0 150,000 332,000 490,000 387,000 1,359,000 405-Transportation 0 0 0 0 540,000 1,178,000 1,740,000 1,365,000 4,823,000 Development Tax Total Revenue Funding 0 0 0 0 690,000 1,510,000 2,230,000 1,752,000 6,182,000 Total Revenues 0 0 0 0 690,000 1,510,000 2,230,000 1,752,000 6,182,000 CAPITAL IMPROVEMENT PLAN-PAGE 259 CAPITAL IMPROVEMENT PLAN - STREETS 18CIP-08-McDonald Street(Hall Boulevard to Pacific Highway) Project Need:There is a lack of space to walk along this busy arterial that is a key link in the transportation network.Drivers must wait in busy travel lanes to find gaps to make left turns off of McDonald Street. Project Description:Build a"complete street"with sidewalks,bike lanes and center turn lane where appropriate for safety along McDonald Street from Hall Boulevard to Pacific Highway.The project may include enhancements for pedestrians at crosswalks and will allow for increased safety for people walking and biking in the area along with the potential for reducing crashes involving vehicles turning or waiting to turn.This supports the vision statement in the City of Tigard's Strategic Plan;"The most walkable community in the Pacific Northwest..." Project Funding: The project as shown is partially funded,outside funding support is required. Operations and Maintenance Impact:Increased cost for maintenance of additional pavement,sidewalks and striping,and additional curbed street to sweep. Total Project Cost: $10,148,000 City of Tigard Project Cost: $3,773,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 0 0 0 45,000 55,000 200,000 0 300,000 Total Internal 0 0 0 0 45,000 55,000 200,000 0 300,000 External Expenses Project Estimate 0 0 0 0 255,000 545,000 2,000,000 0 2,800,000 Environmental Permit 0 0 0 0 0 23,000 0 0 23,000 Compliance Contingency 0 0 0 0 50,000 200,000 400,000 0 650,000 Total External 0 0 0 0 305,000 768,000 2,400,000 0 3,473,000 Total Project Expense 0 0 0 0 350,000 823,000 2,600,000 0 3,773,000 REVENUES Revenue Funding Source 415-Transportation SDC 0 0 0 0 350,000 823,000 2,600,000 0 3,773,000 Fund Total Revenue Funding 0 0 0 0 350,000 823,000 2,600,000 0 3,773,000 Total Revenues 0 0 0 0 350,000 823,000 2,600,000 0 3,773,000 PAGE 260 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 18CIP-09-Murdock St.Sidewalk and Stormwater Improvements Project Need:Murdock Street from 103rd Avenue to James Templeton Elementary School is currently about 22-feet wide. Pedestrians,including school children,typically have to walk in the travel lane.In addition,there is insufficient stormwater infrastructure in the area,leading to regular maintenance issues. Project Description:This project will construct a sidewalk and minor roadway widening where required along one side of the street from 103rd Avenue to Templeton Elementary School.The project will also construct a new storm drainage system.Some additional right-of-way will be necessary and topographic and stormwater drainage issues will add complexity to the project.Upon completion,the project will provide a safer route to and from the school for this neighborhood.This supports the vision statement in the City of Tigard's Strategic Plan:"The most walkable community in the Pacific Northwest..." Operations and Maintenance Impact: Minor decrease in maintenance cost for stormwater facilities and minor increase in maintenance cost for additional curbed street to sweep. Total Project Cost: $2,431,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 0 0 60,000 60,000 0 0 0 120,000 Total Internal 0 0 0 60,000 60,000 0 0 0 120,000 External Expenses Design and Engineering 0 0 0 340,000 115,000 0 0 0 455,000 Construction 0 0 0 185,000 1,286,000 0 0 0 1,471,000 Contingency 0 0 0 50,000 335,000 0 0 0 385,000 Total External 0 0 0 575,000 1,736,000 0 0 0 2,311,000 Total Project Expense 0 0 0 635,000 1,796,000 0 0 0 2,431,000 REVENUES Revenue Funding Source 205-City Gas Tax Fund 0 0 0 585,000 1,560,000 0 0 0 2,145,000 510-Stormwater Fund 0 0 0 50,000 236,000 0 0 0 286,000 Total Revenue Funding 0 0 0 635,000 1,796,000 0 0 0 2,431,000 Total Revenues 0 0 0 635,000 1,796,000 0 0 0 2,431,000 CAPITAL IMPROVEMENT PLAN-PAGE 261 CAPITAL IMPROVEMENT PLAN - STREETS 18CIP-10-79th Avenue(Bonita Road to Durham Road) Project Need:Portions of pavement are about 20-feet wide.Pedestrians,including school children,typically have to walk in the travel lane in these sections.This street connects to Durham Elementary School. Project Description:Context-sensitive design to fill in sidewalk gaps and facilitate bicycling along 79th Avenue from Bonita Road to Durham Road so pedestrians will no longer be forced to share the roadway in the vehicle travel lane.This supports the vision statement in the City of Tigard's Strategic Plan:"The most walkable community in the Pacific Northwest..." Operations and Maintenance Impact: Small impact for additional curbed street to sweep. Total Project Cost: $2,900,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 0 0 0 20,000 45,000 50,000 0 115,000 Total Internal 0 0 0 0 20,000 45,000 50,000 0 115,000 External Expenses Design and Engineering 0 0 0 0 0 280,000 100,000 0 380,000 Construction 0 0 0 0 0 0 1,950,000 0 1,950,000 Contingency 0 0 0 0 0 55,000 400,000 0 455,000 Total External 0 0 0 0 0 335,000 2,450,000 0 2,785,000 Total Project Expense 0 0 0 0 20,000 380,000 2,500,000 0 2,900,000 REVENUES Revenue Funding Source 200-Gas Tax Fund 0 0 0 0 20,000 350,000 1,500,000 0 1,870,000 205-City Gas Tax Fund 0 0 0 0 0 30,000 1,000,000 0 1,030,000 Total Revenue Funding 0 0 0 0 20,000 380,000 2,500,000 0 2,900,000 Total Revenues 0 0 0 0 20,000 380,000 2,500,000 0 2,900,000 PAGE 262- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 21CIP-10-72nd Avenue Pre-Design Project Need:This project is needed to support cohesive design as development projects build half-street improvements along 72nd Avenue. Project Description:The 72nd Avenue pre-design project will develop up to a 30%engineered design based on the 72nd Avenue Plan.This project will focus on the section of 72nd Avenue between Pacific Highway and Dartmouth and will establish right-of-way needs,curb lines,pavement markings and early design considerations for the Red Rock Creek Culvert upgrade. Operations and Maintenance:None for pre-design. Total Project Cost:$520,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 0 0 50,000 0 0 0 0 50,000 Total Internal 0 0 0 50,000 0 0 0 0 50,000 External Expenses Design and Engineering 0 0 0 450,000 0 0 0 0 450,000 Contingency 0 0 0 20,000 0 0 0 0 20,000 Total External 0 0 0 470,000 0 0 0 0 470,000 Total Project Expense 0 0 0 520,000 0 0 0 0 520,000 REVENUES Revenue Funding Source 415-Transportation SDC 0 0 0 520,000 0 0 0 0 520,000 Fund Total Revenue Funding 0 0 0 520,000 0 0 0 0 520,000 Total Revenues 0 0 0 520,000 0 0 0 0 520,000 CAPITAL IMPROVEMENT PLAN-PAGE 263 CAPITAL IMPROVEMENT PLAN - STREETS 95001-Pavement Management Program(PMP) Project Need:This project is a continuation of the annual program to preserve or replace portions of one of the city's most valuable resources-its streets and roadways. Project Description:This project,funded by the Street Maintenance Fee,provides for the preservation or replacement of the asphaltic concrete by overlays,crack sealing or slurry sealing.Streets maintenance treatments are determined based on traffic volume, pavement condition,opportunities to combine with other projects and other factors in order to maximize the utilization of the funding available.This results in rehabilitation and preventive maintenance on about 15 miles of streets each year to extend the usable service life of the pavement This program also annually upgrades some curb ramps to current Americans with Disabilities Act(ADA) standards when they are impacted by the overlay projects. Operations and Maintenance Impact: This program ultimately will reduce needed maintenance and repairs of streets by keeping them at an optimal condition_ Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 100,000 100,000 100,000 100,000 100,000 100,000 100,000 700,000 Total Internal 0 100,000 100,000 100,000 100,000 100,000 100,000 100,000 700,000 External Expenses Construction 0 2,788,000 2,640,000 2,740,000 2,840,000 2,940,000 3,040,000 3,040,000 20,028,000 Total External 0 2,788,000 2,640,000 2,740,000 2,840,000 2,940,000 3,040,000 3,040,000 20,028,000 Total Project Expense 0 2,888,000 2,740,000 2,840,000 2,940,000 3,040,000 3,140,000 3,140,000 20,728,000 REVENUES Revenue Funding Source 412-Street Maintenance 0 2,888,000 2,740,000 2,840,000 2,940,000 3,040,000 3,140,000 3,140,000 20,728,000 Fund Total Revenue Funding 0 2,888,000 2,740,000 2,840,000 2,940,000 3,040,000 3,140,000 3,140,000 20,728,000 Total Revenues 0 2,888,000 2,740,000 2,840,000 2,940,000 3,040,000 3,140,000 3,140,000 20,728,000 PAGE 264 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 95027-Pedestrian and Cyclist Connections Program Project Need:Missing sections of sidewalks and bike lanes and difficult crossings are located citywide. Project Description:Projects may include sidewalk/bike lane/pathway construction,crosswalk treatments and rumor intersection modifications.Projects will typically cost less than$50,000.Funds from this program can also be used to cover matching funds for eligible grant projects benefitting pedestrians and cyclists.This supports the vision statement in the City of Tigard's Strategic Plan:"The most walkable community in the Pacific Northwest..." Operations and Maintenance Impact: Minor increased maintenance for small increases in pavement,pedestrian crossings and sidewalks. Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 40,000 40,000 40,000 40,000 40,000 40,000 40,000 280,000 Total Internal 0 40,000 40,000 40,000 40,000 40,000 40,000 40,000 280,000 External Expenses Design and Engineering 0 50,000 50,000 50,000 50,000 50,000 50,000 50,000 350,000 Construction 0 300,000 210,000 210,000 210,000 210,000 210,000 210,000 1,560,000 Total External 0 350,000 260,000 260,000 260,000 260,000 260,000 260,000 1,910,000 Total Project Expense 0 390,000 300,000 300,000 300,000 300,000 300,000 300,000 2,190,000 REVENUES Revenue Funding Source 200-Gas Tax Fund 0 390,000 300,000 300,000 300,000 300,000 300,000 300,000 2,190,000 Total Revenue Funding 0 390,000 300,000 300,000 300,000 300,000 300,000 300,000 2,190,000 Total Revenues 0 390,000 300,000 300,000 300,000 300,000 300,000 300,000 2,190,000 CAPITAL IMPROVEMENT PLAN-PAGE 265 CAPITAL IMPROVEMENT PLAN - STREETS 95038-Tiedeman Avenue-Partial Street Improvement(RR Tracks to Greenburg) Project Need:There is currently a lack of sidewalks,bike lanes,and storm drainage facilities along Tiedeman Avenue from the railroad tracks north of Tigard Street to Greenburg Road. Project Description:Build a sidewalk,bike lane and associated stormwater infrastructure to treat stormwater runoff The project will connect to the Tigard Street Heritage multi-use pathway and complete pedestrian and bicycle improvements to Greenburg Road north of the rail crossing.Pedestrians and cyclists will no longer be forced to share the roadway in the vehicle travel lane.This supports the vision statement in the City of Tigard's Strategic Plan:"The most walkable community in the Pacific Northwest..." Operations and Maintenance Impact:Increased cost for maintenance of additional pavement,stormwater facility,sidewalks and striping,and additional curbed street to sweep. Total Project Cost: $935,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 2,200 10,000 0 25,000 57,500 0 0 0 94,700 Total Internal 2,200 10,000 0 25,000 57,500 0 0 0 94,700 External Expenses Land/Right of Way 0 0 0 20,000 200,000 0 0 0 220,000 Acquisition Design and Engineering 10,300 5,000 0 100,000 45,000 0 0 0 160,300 Construction 0 0 0 0 360,000 0 0 0 360,000 Contingency 0 0 0 15,000 85,000 0 0 0 100,000 Total External 10,300 5,000 0 135,000 690,000 0 0 0 840,300 Total Project Expense 12,500 15,000 0 160,000 747,500 0 0 0 935,000 REVENUES Revenue Funding Source 405-Transportation 12,500 15,000 0 160,000 747,500 0 0 0 935,000 Development Tax Total Revenue Funding 12,500 15,000 0 160,000 747,500 0 0 0 935,000 Total Revenues 12,500 15,000 0 160,000 747,500 0 0 0 935,000 PAGE 266 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 95041-Upper Boones Ferry Road/Durham Road Adaptive Signal Coordination Project Need:Address morning,evening and weekend traffic congestion. Project Description:With thirteen traffic signals and two rail crossings,signal coordination could significantly increase vehicular flow and could possibly reduce crash rates.The various types of traffic users(residential,school,major city park,office and retail)make this corridor a particularly good candidate for adaptive signal coordination.This project will install traffic signal coordination that extends along Durham Road,from Boones Ferry Road to 92nd Avenue and connects the Durham/Summerfield signal to the Durham/Pacific Highway signal.Signals will operate based on specific vehicular demands rather than on fixed timing programs.If successful,other heavily congested corridors could be similarly equipped. Project Funding:The project is primarily funded by a Federal Surface Transportation Program Grant administered by the Oregon Department of Transportation and managed by Washington County. Operations and Maintenance Impact: Minimal to none. Total Project Cost: $1,050,000 City of Tigard Project Cost:$253,500(Tigard's match for construction was advanced to ODOT in FY 2015-16) Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 23,000 10,000 10,000 0 0 0 0 0 43,000 Total Internal 23,000 10,000 10,000 0 0 0 0 0 43,000 External Expenses Design and Engineering 0 0 20,000 0 0 0 0 0 20,000 Construction 125,000 0 65,500 0 0 0 0 0 190,500 Total External 125,000 0 85,500 0 0 0 0 0 210,500 Total Project Expense 148,000 10,000 95,500 0 0 0 0 0 253,500 REVENUES Revenue Funding Source 405-Transportation 148,000 10,000 48,000 0 0 0 0 0 206,000 Development Tax 415-Transportation SDC 0 0 47,500 0 0 0 0 0 47,500 Fund Total Revenue Funding 148,000 10,000 95,500 0 0 0 0 0 253,500 Total Revenues 148,000 10,000 95,500 0 0 0 0 0 253,500 CAPITAL IMPROVEMENT PLAN-PAGE 267 CAPITAL IMPROVEMENT PLAN - STREETS 95042-Commercial Street Sidewalk(Main to Lincoln)-TriMet Project Need:Commercial Street currently lacks sidewalks west of Main Street This project will connect a large residential neighborhood to downtown Tigard and the Tigard Transit Center.Rather high pedestrian volumes are observed despite the lack o f adequate pedestrian facilities.Commercial Street is particularly narrow under this reach of the Pacific Highway overcrossing.There is also a lack of sidewalk along Pacific Highway between Naeve Street and Beef Bend Road. Project Description:This project is constructing a sidewalk along one side of Commercial Street from Main Street under the Pacific Highway overcrossing to Lincoln Avenue.A pedestrian path connecting Commercial Street to Center Street and subgrade preparations and utility work for a future sidewalk along the east side of Pacific Highway from Naeve Street to Beef Bend Road will also b e constructed.This is part of a larger TriMet-managed project to improve access to transit along the Pacific Highway corridor.This supports the vision statement in the City of Tigard's Strategic Plan:"The most walkable community in the Pacific Northwest..." Project Funding:This project is managed by TriMet and largely funded by the Statewide Transportation Improvement Program (STIP)Enhance Project funds. Operations and Maintenance Impact: Minor amount of new curbed street section to sweep and porous concrete sidewalk to maintain on Commercial Street. Total Project Cost: $2,000,000 City of Tigard Project Cost: $249,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 29,000 10,000 0 0 0 0 0 0 39,000 Total Internal 29,000 10,000 0 0 0 0 0 0 39,000 External Expenses Design and Engineering 20,000 0 0 0 0 0 0 0 20,000 Construction 115,000 15,000 0 0 0 0 0 0 130,000 Contingency 0 10,000 50,000 0 0 0 0 0 60,000 Total External 135,000 25,000 50,000 0 0 0 0 0 210,000 Total Project Expense 164,000 35,000 50,000 0 0 0 0 0 249,000 REVENUES Revenue Funding Source 200-Gas Tax Fund 4,000 0 0 0 0 0 0 0 4,000 205-City Gas Tax Fund 61,000 35,000 50,000 0 0 0 0 0 146,000 510-Stormwater Fund 99,000 0 0 0 0 0 0 0 99,000 Total Revenue Funding 164,000 35,000 50,000 0 0 0 0 0 249,000 Total Revenues 164,000 35,000 50,000 0 0 0 0 0 249,000 PAGE 268 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 95048-Roy Rogers Road Project Need:Increased traffic due to River Terrace,South Cooper Mountain and other area development is driving the need for increased capacity on Roy Rogers Road. Project Description:The Roy Rogers Road improvement project includes four vehicle travel lanes from Bull Mountain Road to Scholls Ferry Road,turn lanes as appropriate,pedestrian and bicycle facilities,intersection improvements at the Bull Mountain Road and Scholls Ferry Road intersections and improvements to address connectivity at two additional intersections on Roy Rogers Road between Scholls Ferry Road and Bull Mountain Road,including the Lorenzo Lane/Jean Louise Road intersection. Project Funding:Washington County is managing the project and providing two-thirds of the total costs through Major Streets Transportation Improvement Program(MSTIP bonding cost-sharing)funding.The city will provide funding share over ten years. Operations and Maintenance Impact: Significant increase in right-of-way landscaping and stormwater facilities to maintain(county will maintain pavement). Total Project Cost: $27,000,000 City of Tigard Project Cost: $9,050,500(includes costs beyond FY 2025-26) Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 63,000 40,000 40,000 20,000 10,000 0 0 0 173,000 Total Internal 63,000 40,000 40,000 20,000 10,000 0 0 0 173,000 External Expenses Construction 2,000 900,000 900,000 900,000 900,000 900,000 900,000 900,000 6,302,000 Total External 2,000 900,000 900,000 900,000 900,000 900,000 900,000 900,000 6,302,000 Total Project Expense 65,000 940,000 940,000 920,000 910,000 900,000 900,000 900,000 6,475,000 REVENUES Revenue Funding Source 405-Transportation 65,000 940,000 940,000 920,000 910,000 900,000 900,000 900,000 6,475,000 Development Tax Total Revenue Funding 65,000 940,000 940,000 920,000 910,000 900,000 900,000 900,000 6,475,000 Total Revenues 65,000 940,000 940,000 920,000 910,000 900,000 900,000 900,000 6,475,000 CAPITAL IMPROVEMENT PLAN-PAGE 269 CAPITAL IMPROVEMENT PLAN - STREETS 95050-121st Avenue(Whistlers Lane to Tippitt)Sidewalks and Bike Lanes Project Need: 121st Avenue is a busy,narrow roadway with no place to walk or bike outside the travel lane.This route would otherwise be used by many people to get to and from their neighborhoods.This project is the top priority project for the Tigard Transportation Advisory Committee(11 AC). Project Description:Construct sidewalks,bike lanes,street lights,enhanced pedestrian crossings and landscaped planter strips along 121st Avenue from Whistlers Lane to Tippitt Street This will complete the sidewalks and bike lanes from Walnut Street to G-aarde Street.Anticipated to be a context-sensitive design to minimize community impact,with two lanes(no center turn lane)and the planter strip narrowing in constrained areas.This supports the vision statement in the City of Tigard's Strategic Plan:"The most walkable community in the Pacific Northwest_." Project Funding:Washington County is managing and providing the majority of the funding for this project under the County Major Streets Transportation Improvement Program(MSTIP). Operations and Maintenance Impact: Increased cost for maintenance of additional pavement,stormwater facilities,striping and additional curbed street to sweep. Total Project Cost: $4,500,000 City of Tigard Project Cost: $404,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 35,000 50,000 50,000 50,000 10,000 0 0 0 195,000 Total Internal 35,000 50,000 50,000 50,000 10,000 0 0 0 195,000 External Expenses Design and Engineering 0 7,000 7,000 5,000 5,000 0 0 0 24,000 Construction 0 0 0 10,000 5,000 0 0 0 15,000 Contingency 0 15,000 25,000 45,000 85,000 0 0 0 170,000 Total External 0 22,000 32,000 60,000 95,000 0 0 0 209,000 Total Project Expense 35,000 72,000 82,000 110,000 105,000 0 0 0 404,000 REVENUES Revenue Funding Source 405-Transportation 35,000 55,000 65,000 76,000 83,000 0 0 0 314,000 Development Tax 411-Underground Utility 0 10,000 10,000 20,000 20,000 0 0 0 60,000 Fund 500-Sanitary Sewer Fund 0 7,000 7,000 14,000 2,000 0 0 0 30,000 Total Revenue Funding 35,000 72,000 82,000 110,000 105,000 0 0 0 404,000 Total Revenues 35,000 72,000 82,000 110,000 105,000 0 0 0 404,000 PAGE 270 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 95054-Hall Boulevard/Pfaffle Street New Traffic Signal Project Need:Currently drivers can experience difficulty pulling out from Pfaffle Street onto Hall Boulevard especially during the morning and evening commute hours.Congestion has increased with recent development in the area and Hall Boulevard is difficult for pedestrians to cross. Project Description:This project will construct a new traffic signal with appropriate illumination,crosswalks and lengthening and separation of the turn lanes on Pfaffle Street.The project will be complicated by the proximity to the Hall Boulevard/Highway 217 Bridge and the fact that Hall Boulevard is an ODOT-controlled facility necessitating agency approval and permits.Completion of these improvements will increase safety for vehicles,pedestrians and cyclists using the intersection or traveling to and from the nearby school,Pacific Highway and Washington Square Regional Center. Operations and Maintenance Impact: Minor increase in funding to county for signal maintenance. Total Project Cost: $1,288,500(includes costs beyond FY2025-26) Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 0 3,500 0 0 0 30,000 20,000 53,500 Total Internal 0 0 3,500 0 0 0 30,000 20,000 53,500 External Expenses Design and Engineering 0 0 0 0 0 0 100,000 30,000 130,000 Construction 0 0 25,000 0 0 0 0 290,000 315,000 Contingency 0 0 0 0 0 0 20,000 30,000 50,000 Total External 0 0 25,000 0 0 0 120,000 350,000 495,000 Total Project Expense 0 0 28,500 0 0 0 150,000 370,000 548,500 REVENUES Revenue Funding Source 415-Transportation SDC 0 0 28,500 0 0 0 150,000 370,000 548,500 Fund Total Revenue Funding 0 0 28,500 0 0 0 150,000 370,000 548,500 Total Revenues 0 0 28,500 0 0 0 150,000 370,000 548,500 CAPITAL IMPROVEMENT PLAN-PAGE 271 CAPITAL IMPROVEMENT PLAN - STREETS 95056-North Dakota Street(Fanno Creek)Bridge Replacement Project Need:The bridge structure has deteriorated and needs to be replaced.There is a lack of bike lanes on the bridge and a wooden walkway on only one side. Project Description:This project will replace the existing bridge with a new bridge wide enough to accommodate pedestrians and cyclists(on both sides)along with vehicles.Environmental regulations will require a new bridge to be significantly higher and longer than the current bridge.The project may also reduce flooding over the roadway. Project Funding:The project was selected for a Statewide Transportation Improvement Program(STIP)Grant to be administered by the Oregon Department of Transportation. Operations and Maintenance Impact: Increased pavement area and striping maintenance,reduced bridge maintenance. Total Project Cost: $5,490,000 City of Tigard Project Cost: $1,996,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 18,000 60,000 80,000 80,000 0 0 0 0 238,000 Total Internal 18,000 60,000 80,000 80,000 0 0 0 0 238,000 External Expenses Land/Right of Way 0 0 130,000 0 0 0 0 0 130,000 Acquisition Design and Engineering 112,000 100,000 200,000 80,000 0 0 0 0 492,000 Construction 0 0 510,000 365,000 0 0 0 0 875,000 Environmental Permit 0 0 36,000 0 0 0 0 0 36,000 Compliance Contingency 0 50,000 75,000 100,000 0 0 0 0 225,000 Total External 112,000 150,000 951,000 545,000 0 0 0 0 1,758,000 Total Project Expense 130,000 210,000 1,031,000 625,000 0 0 0 0 1,996,000 REVENUES Revenue Funding Source 205-City Gas Tax Fund 130,000 210,000 0 0 0 0 0 0 340,000 415-Transportation SDC 0 0 1,031,000 625,000 0 0 0 0 1,656,000 Fund Total Revenue Funding 130,000 210,000 1,031,000 625,000 0 0 0 0 1,996,000 Total Revenues 130,000 210,000 1,031,000 625,000 0 0 0 0 1,996,000 PAGE 272- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 95060-Tigard Street(Fanno Creek)Bridge Replacement Project Need:The structure has deteriorated and needs to be replaced.There is a lack of bike lanes on the bridge and a wooden walkway only on one side. Project Description:Replace existing Tigard Street Bridge over the Fanno Creek with a new structurally-sound bridge wide enough to accommodate pedestrians and cyclists(on both sides)along with motor vehicles.Environmental regulations will require the new bridge to be significantly higher and longer than the current bridge,which may necessitate some rework of the existing Fanno Creek Trail just west of the bridge_The schedule of this project was moved up to start in fiscal year 2020-21 so the city can be prepared to have construction occur in a time frame that best coordinates with ODOT's Highway 217 widening project that impacts Hall Boulevard. Operations and Maintenance Impact: Increased pavement area and striping maintenance,reduced bridge maintenance. Total Project Cost: $5,185,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 4,000 0 85,000 95,000 50,000 0 0 0 234,000 Total Internal 4,000 0 85,000 95,000 50,000 0 0 0 234,000 External Expenses Land/Right of Way 0 0 0 480,000 0 0 0 0 480,000 Acquisition Design and Engineering 0 0 600,000 460,000 75,000 0 0 0 1,135,000 Construction 0 0 0 1,450,000 1,350,000 0 0 0 2,800,000 Environmental Permit 0 0 0 36,000 0 0 0 0 36,000 Compliance Contingency 0 0 50,000 250,000 200,000 0 0 0 500,000 Total External 0 0 650,000 2,676,000 1,625,000 0 0 0 4,951,000 Total Project Expense 4,000 0 735,000 2,771,000 1,675,000 0 0 0 5,185,000 REVENUES Revenue Funding Source 200-Gas Tax Fund 4,000 0 0 1,506,000 675,000 0 0 0 2,185,000 205-City Gas Tax Fund 0 0 0 0 500,000 0 0 0 500,000 415-Transportation SDC 0 0 735,000 1,265,000 500,000 0 0 0 2,500,000 Fund Total Revenue Funding 4,000 0 735,000 2,771,000 1,675,000 0 0 0 5,185,000 Total Revenues 4,000 0 735,000 2,771,000 1,675,000 0 0 0 5,185,000 CAPITAL IMPROVEMENT PLAN-PAGE 273 CAPITAL IMPROVEMENT PLAN - STREETS 95061-Wall Street/Tech Center Drive Connection Project Need:There is insufficient public infrastructure and access that limits the value and economic capacity of the area. Project Description:This project includes the completion of a street system from Tech Center Drive to SW Wall Street.The project supports development of adjacent undeveloped lands to achieve higher levels of employment.This street segment was divided off from the Hunaiker Industrial Core/Wall Street project 1195047 to allow for project phasing and different funding sources. Project Funding:This project is funded by State Appropriation and a Regional Flexible Funds(RFFA)Freight Grant. Operations and Maintenance Impact: Significant maintenance needs for new street pavement,striping,lighting,signal and stormwater facilities. Total Project Costs: $2,169,033 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 17,500 40,000 40,000 0 0 0 0 0 97,500 Total Internal 17,500 40,000 40,000 0 0 0 0 0 97,500 External Expenses Design and Engineering 0 284,000 230,000 0 0 0 0 0 514,000 Construction 0 0 1,490,000 0 0 0 0 0 1,490,000 Contingency 0 0 67,533 0 0 0 0 0 67,533 Total External 0 284,000 1,787,533 0 0 0 0 0 2,071,533 Total Project Expense 17,500 324,000 1,827,533 0 0 0 0 0 2,169,033 REVENUES Other Revenue Source Other-State 0 178,000 256,533 0 0 0 0 0 434,533 Appropriation Regional Flexible Funds 17,500 146,000 1,571,000 0 0 0 0 0 1,734,500 (RFFA) Total Other Revenue 17,500 324,000 1,827,533 0 0 0 0 0 2,169,033 Total Revenues 17,500 324,000 1,827,533 0 0 0 0 0 2,169,033 PAGE 274- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 95063-Transportation System Plan Update Project Need:Tigard is required by state administrative rule to have a current transportation plan,which is typically updated every five years.The most recent transportation plan update was prepared in 2008-09. Project Description:Conduct appropriate community,traffic and multi-modal transportation analysis.Prepare a draft plan,hold public meetings and hearings and obtain city council adoption of the final plan. Operations and Maintenance Impact: None. Total Project Cost: $280,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 25,000 25,000 0 0 0 0 0 50,000 Total Internal 0 25,000 25,000 0 0 0 0 0 50,000 External Expenses Design and Engineering 0 90,000 140,000 0 0 0 0 0 230,000 Total External 0 90,000 140,000 0 0 0 0 0 230,000 Total Project Expense 0 115,000 165,000 0 0 0 0 0 280,000 REVENUES Revenue Funding Source 200-Gas Tax Fund 0 115,000 0 0 0 0 0 0 115,000 415-Transportation SDC 0 0 165,000 0 0 0 0 0 165,000 Fund Total Revenue Funding 0 115,000 165,000 0 0 0 0 0 280,000 Total Revenues 0 115,000 165,000 0 0 0 0 0 280,000 CAPITAL IMPROVEMENT PLAN-PAGE 275 CAPITAL IMPROVEMENT PLAN - STREETS 95064-Frewing Street Sidewalk Infill-CDBG Project Need:Currently,pedestrians living adjacent to Frewing Street are forced to walk in the roadway. Project Description:Construct sidewalks,curbs,Americans with Disabilities Act(ADA)curb ramps and drainage improvements on Frewing Street between Pacific Highway and Ash Avenue.Storm drainage work includes providing inlets to collect street runoff.The project will result in improved northbound pedestrian access to shopping areas and bus stops on Pacific Highway and southbound access to the Tigard Civic Center and the Public Library.This supports the vision statement in the City of Tigard's Strategic Plan:"The most walkable community in the Pacific Northwest..." Project Funding:This project is contingent upon receipt of a Community Development Block Grant. Operations and Maintenance Impact: None(or minor) for new sidewalk and additional curbed street to sweep. Total Project Cost: $484,500 City of Tigard Project Cost: $58,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 32,000 21,000 0 0 0 0 0 53,000 Total Internal 0 32,000 21,000 0 0 0 0 0 53,000 External Expenses Design and Engineering 0 70,000 21,000 0 0 0 0 0 91,000 Construction 0 0 285,500 0 0 0 0 0 285,500 Environmental Permit 0 0 5,000 0 0 0 0 0 5,000 Compliance Contingency 0 0 50,000 0 0 0 0 0 50,000 Total External 0 70,000 361,500 0 0 0 0 0 431,500 Total Project Expense 0 102,000 382,500 0 0 0 0 0 484,500 REVENUES Revenue Funding Source 200-Gas Tax Fund 0 18,500 39,500 0 0 0 0 0 58,000 Total Revenue Funding 0 18,500 39,500 0 0 0 0 0 58,000 Other Revenue Source Community Development 0 83,500 343,000 0 0 0 0 0 426,500 Block Grant Total Other Revenue 0 83,500 343,000 0 0 0 0 0 426,500 Total Revenues 0 102,000 382,500 0 0 0 0 0 484,500 PAGE 276 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 95065-Pacific Highway Street Lights Project Need:Many intersections on Pacific Highway do not have sufficient lighting making it difficult to see for drivers,cyclists, pedestrians and transit users.Pedestrians are particularly difficult to see and are vulnerable road users. Project Description:Install street lights at unlit quadrants of intersections where they do not already exist along Pacific Highway through the City of Tigard_Intersections include 72nd Avenue,Main Street/Johnson Street,McKenzie Street,School Street,Walnut Street,Frewing Street,Garrett Street,Park Street,Royalty Parkway,and Durham Road.Some lights will be added to existing signals and power poles,some will require new poles. Project Funding:This project will be partially funded with a grant from ODOT using the State Fund Local Project(SFLP)program. Operations and Maintenance Impact:Minor Total Project Cost:$1,142,000 City of Tigard Project Cost:$270,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 5,000 40,000 30,000 0 0 0 0 75,000 Total Internal 0 5,000 40,000 30,000 0 0 0 0 75,000 External Expenses Land/Right of Way 0 0 102,000 0 0 0 0 0 102,000 Acquisition Design and Engineering 0 4,000 196,000 26,000 0 0 0 0 226,000 Construction 0 0 400,000 272,000 0 0 0 0 672,000 Contingency 0 0 40,000 27,000 0 0 0 0 67,000 Total External 0 4,000 738,000 325,000 0 0 0 0 1,067,000 Total Project Expense 0 9,000 778,000 355,000 0 0 0 0 1,142,000 REVENUES Revenue Funding Source 200-Gas Tax Fund 0 9,000 128,000 82,800 0 0 0 0 219,800 Total Revenue Funding 0 9,000 128,000 82,800 0 0 0 0 219,800 Other Revenue Source State Fund Local Projects 0 0 650,000 272,200 0 0 0 0 922,200 Total Other Revenue 0 0 650,000 272,200 0 0 0 0 922,200 Total Revenues 0 9,000 778,000 355,000 0 0 0 0 1,142,000 CAPITAL IMPROVEMENT PLAN-PAGE 277 CAPITAL IMPROVEMENT PLAN - STREETS 95066-Americans with Disabilities Act Right-of-Way Program Project Need:The city must implement projects from the Americans with Disabilities Act(ADA)Transition Plan. Project Description:Create a program to implement projects from the Americans with Disabilities Transition Plan to provide equal access to public facilities.This program will focus on needs in the right-of-way including curb ramps and pedestrian crossing push buttons.Projects will be prioritized based on criteria in the city's 2019 ADA Transition Plan and construction may be coordinated with the annual Pavement Management Program. Operations and Maintenance Impact:Little to no impact. Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 0 40,000 40,000 40,000 40,000 40,000 40,000 240,000 Total Internal 0 0 40,000 40,000 40,000 40,000 40,000 40,000 240,000 External Expenses Construction 0 0 360,000 360,000 360,000 360,000 360,000 360,000 2,160,000 Total External 0 0 360,000 360,000 360,000 360,000 360,000 360,000 2,160,000 Total Project Expense 0 0 400,000 400,000 400,000 400,000 400,000 400,000 2,400,000 REVENUES Revenue Funding Source 415-Transportation SDC 0 0 400,000 400,000 400,000 400,000 400,000 400,000 2,400,000 Fund Total Revenue Funding 0 0 400,000 400,000 400,000 400,000 400,000 400,000 2,400,000 Total Revenues 0 0 400,000 400,000 400,000 400,000 400,000 400,000 2,400,000 PAGE 278 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 95067-Traffic and Transportation System Major Maintenance Program Project Need:The city has a large amount of deferred signal maintenance at the traffic signals it owns and operates.This fund will be used to start to upgrade deficient equipment prior to complete failure.This will include items like signal heads,controller cabinets,etc. Project Description:This project provides funding to replace traffic signal equipment that is outdated,poorly operating or near failure. Operations and Maintenance Impact:The upgrades will reduce overall maintenance costs by increasing equipment efficiency. Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 0 20,000 20,000 20,000 20,000 20,000 20,000 120,000 Total Internal 0 0 20,000 20,000 20,000 20,000 20,000 20,000 120,000 External Expenses Construction 0 0 80,000 80,000 80,000 80,000 80,000 80,000 480,000 Total External 0 0 80,000 80,000 80,000 80,000 80,000 80,000 480,000 Total Project Expense 0 0 100,000 100,000 100,000 100,000 100,000 100,000 600,000 REVENUES Revenue Funding Source 200-Gas Tax Fund 0 0 100,000 100,000 100,000 100,000 100,000 100,000 600,000 Total Revenue Funding 0 0 100,000 100,000 100,000 100,000 100,000 100,000 600,000 Total Revenues 0 0 100,000 100,000 100,000 100,000 100,000 100,000 600,000 CAPITAL IMPROVEMENT PLAN-PAGE 279 CAPITAL IMPROVEMENT PLAN - STREETS 95068-Fiber Communication Networks Program Project Need:This project will allow the city to respond to opportunities to piggy back on existing projects in Tigard and add signals communication fiber at a much lower cost. Project Description: This project will add conduit and/or fiber as an opportunity response to other planned projects to help build out the city's signal fiber network. Operations and Maintenance Impact:This will add a new asset to the city that will require maintenance. Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 0 5,000 5,000 5,000 5,000 5,000 5,000 30,000 Total Internal 0 0 5,000 5,000 5,000 5,000 5,000 5,000 30,000 External Expenses Construction 0 0 45,000 45,000 45,000 45,000 45,000 45,000 270,000 Total External 0 0 45,000 45,000 45,000 45,000 45,000 45,000 270,000 Total Project Expense 0 0 50,000 50,000 50,000 50,000 50,000 50,000 300,000 REVENUES Revenue Funding Source 415-Transportation SDC 0 0 50,000 50,000 50,000 50,000 50,000 50,000 300,000 Fund Total Revenue Funding 0 0 50,000 50,000 50,000 50,000 50,000 50,000 300,000 Total Revenues 0 0 50,000 50,000 50,000 50,000 50,000 50,000 300,000 . Crossing improvements- Fanno Creek Trail at Tiedeman, adding _ ., improvedflash- __ crosswalk, fI ing beacon, and ADA _ a •� i ramps its . 111111111116PAGE 280 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 97017-Main Street Green Street Retrofit(Phase 2) Project Need:Complete the last phase of Main Street Green Street improvements.This phase is from the railroad tracks north to Scoffins Street. Project Description:The project will extend the improvements completed during Phase 1 to the improvements completed with the Pacific Highway/Main Street/Greenburg Road project.Improvements include new sidewalks,new asphaltic concrete and the collection and treatment of stormwater runoff using low impact development approaches(LIDA).The project will result in the entire length of Main Street constructed with green street features. Project Funding:This project is partially funded by TriMet and Urban Renewal Funds. Operations and Maintenance Impact: Significant impact for maintenance of new green street stormwater facilities.Pavement upgrade may reduce pavement maintenance costs. Total Project Cost: $4,060,500 City of Tigard Project Cost: $2,327,500 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 59,000 80,000 100,000 50,000 0 0 0 0 289,000 Total Internal 59,000 80,000 100,000 50,000 0 0 0 0 289,000 External Expenses Design and Engineering 500 310,000 431,000 125,000 0 0 0 0 866,500 Construction 0 0 1,250,000 1,250,000 0 0 0 0 2,500,000 Contingency 0 0 275,000 130,000 0 0 0 0 405,000 Total External 500 310,000 1,956,000 1,505,000 0 0 0 0 3,771,500 Total Project Expense 59,500 390,000 2,056,000 1,555,000 0 0 0 0 4,060,500 REVENUES Revenue Funding Source 200-Gas Tax Fund 36,000 95,000 111,500 1,227,500 0 0 0 0 1,470,000 205-City Gas Tax Fund 23,500 95,000 511,500 227,500 0 0 0 0 857,500 Total Revenue Funding 59,500 190,000 623,000 1,455,000 0 0 0 0 2,327,500 Other Revenue Source TriMet 0 200,000 333,000 0 0 0 0 0 533,000 Urban Renewal Capital 0 0 1,100,000 100,000 0 0 0 0 1,200,000 Improvement Total Other Revenue 0 200,000 1,433,000 100,000 0 0 0 0 1,733,000 Total Revenues 59,500 390,000 2,056,000 1,555,000 0 0 0 0 4,060,500 CAPITAL IMPROVEMENT PLAN-PAGE 281 CAPITAL IMPROVEMENT PLAN - PARKS ---s w�To Projects 21CIP-09,92017,92026,92053,92056 and 92058 are city wide. GARDEN HOME RD Projects 92046 and 92057 cover 4 segments of the Fanno Creek Trail. 4 O / I 1I5 r f ,i, r/ W 1 l OV. .3' �` ./j.- BROCKMAN ST Cr� ) .4 [ - w i. 1 I WEIR RD M ,~ GYeenweY '1\ =a6116 lel ilVA-� V. W ' IIII�r� • - FERRY RD . , EMI f�.— ,-..__ s Hoes + \. ry c d �I/..w,. >y.� 92016 A I `I i • . 97oze w ` p. P j - �� +� Q�' �� 92034 f I Q�� , ® ! En , . ....... dightril ' E `�' ��I N.O 1 92061 III rAMY . 1 i f. — j"-s—;_ 97027 � �lR 1 r� f 1 iiia x 1} p w ,'t`— N � aed' Izi is WI "R)/,,,A0 l if. Mr 92059 1 1 4 4.,.. _ Yy _ 92063 _inI, -- �+�� r 3.7 rGra M6UONAka.�'!` F r- .l rrfif tar ■`ma � 'NiT -0 l) �� le R�,sk W 21CIP OS i I -11111111Fs IL ay , )1184 71414 r411.4 a rcOIL OL IL 1411‘. • , LTA; lir:J f- ::P O Cu" J`yIt' Cr 11i 15�' €°r, .�� t 195057 OE -BE ��.,`A A RD �l �� JJ "4 r 1 el ; . _ ope t 1 re __ .y I' W' .r • 9za6z 1r 4: ' all 2 , c 21CIP-07 si - I +" : I i, - $ . _w 4, i1 i CD �-1 TIJALATIN RD I I -a , 0 �y� 7 i/ � - 1 'ONES F cfe" � �� 1iGDD�oPS R AVER e r hD♦ til TIG �"iti L E The City of Tigard N W 41 STS' Project Locations n : /V IN `_o„ I ArRs ['Tigard City Limits TIGARD I/A A. �Ar_Nira 0 0.55 1 Miles City of Tigard Recommended Capital Improvement Plan FY 2021-26 PAGE 282 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS YTD Projecte Projct No. Project Name 2020 2021 1=111 2023 2024 =2026 Total 18CIP-12 Steve Street Park and Trail 0 0 105,000 770,000 0 0 0 875,000 21CIP-05 Lasich Park Property Master Plan 0 0 145,000 48,000 0 0 0 193,000 21CIP-07 Copper Creek/Cook Park Stream 0 0 0 0 0 215,010 686,000 901,010 Stabilization 21CIP-09 Trail System Master Plan 0 0 150,000 0 0 0 0 150,000 92016 Dirksen Nature Park-Overall 30,000 30,000 30,000 30,000 30,000 30,000 30,000 210,000 Project 92016-07 Dirksen Nature Park- 0 0 50,000 571,000 0 0 0 621,000 Community Trail 92016-08 Dirksen Nature Park-Off-Street 0 65,000 365,000 0 0 0 0 430,000 Parking Lot 92016-09 Dirksen Nature Park-Small 0 0 0 0 232,000 0 0 232,000 Nature Play Area(Parking Area on Tigard St.) 92016-13 Dirksen Nature Park-Wetland 12,000 393,000 0 0 0 0 0 405,000 Boardwalk and Walkway 92017 Tree Canopy Replacement 140,000 150,000 150,000 150,000 150,000 150,000 150,000 1,040,000 Program 92026 Park Land Acquisition and 0 800,000 0 0 0 0 0 800,000 Development 92046 Fanno Creek Trail Connection 328,000 2,580,000 165,000 0 0 0 0 3,073,000 (RFFA Grant) 92053 Parks Major Maintenance 250,000 250,000 250,000 250,000 250,000 250,000 250,000 1,750,000 Program 92056 Park System Master Plan Update 100,000 173,000 0 0 0 0 0 273,000 92057 Fanno Creek Trail Amenities 62,000 273,000 275,000 102,000 0 0 0 712,000 92058 City of Tigard/Tigard-Tualatin 25,000 25,000 25,000 25,000 25,000 25,000 25,000 175,000 School District Park Development Program 92059 Universal Plaza 165,000 3,115,000 730,000 0 0 0 0 4,010,000 92061 Red Rock Creek Trail 0 350,000 0 0 0 0 0 350,000 Implementation Plan 92062 Cook Park Softball and Baseball 0 365,000 0 0 0 0 0 365,000 Infield 92063 River Terrace Community Parks 0 1,100,000 0 0 0 0 2,000,000 3,100,000 95057 Fanno Creek Trail Alignment 187,000 60,000 0 0 0 0 0 247,000 Study(Bonita Road to Tualatin River) 97027 Fanno Creek Overlook 399,000 441,000 0 0 0 0 0 840,000 97028 Tigard Triangle Parks 0 3,800,000 0 0 0 0 0 3,800,000 Total Funded 1,698,000 13,970,000 2,440,000 1,946,000 687,000 670,010 3,141,000 24,552,010 CAPITAL IMPROVEMENT PLAN-PAGE 283 CAPITAL IMPROVEMENT PLAN - PARKS 18CIP-12-Steve Street Park and Trail Project Need:This project involves the design,construction and installation of a neighborhood park in an area lacking in parks.The property was purchased with funding from the 2010 park bond.No funding was identified to develop the park.The trail through the park will connect small neighborhoods and improve pedestrian access. Project Descriptions:A concept plan was developed for the park in 2014.This project will construct a trail through the park connecting Steve Street and SW 84th Avenue.Development of the park includes a community garden,a play structure and an open lawn area.The turnaround at the end of 84th Avenue will be improved providing better visibility into the park.The city will pursue grant funding to complete construction of all new park elements.. Operations and Maintenance Impact: Will add a new park and require additional staff and equipment resources. Total Project Cost: $875,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 0 0 20,000 85,000 0 0 0 105,000 Total Internal 0 0 0 20,000 85,000 0 0 0 105,000 External Expenses Design and Engineering 0 0 0 75,000 25,000 0 0 0 100,000 Construction 0 0 0 0 590,000 0 0 0 590,000 Contingency 0 0 0 10,000 70,000 0 0 0 80,000 Total External 0 0 0 85,000 685,000 0 0 0 770,000 Total Project Expense 0 0 0 105,000 770,000 0 0 0 875,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 0 0 105,000 770,000 0 0 0 875,000 Total Revenue Funding 0 0 0 105,000 770,000 0 0 0 875,000 Total Revenues 0 0 0 105,000 770,000 0 0 0 875,000 PAGE 284 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 21CIP-05-Lasich Park Property Master Plan Project Need:Tigard is experiencing significant population growth and will need an additional community park in the future. To plan for this need,a 28 acre parcel,known as the Lasich Property,was purchased at the intersection of SW Beef Bend and SW Roy Rogers Roads. Project Description:This project will develop a master plan for a community park at the Lasich Property. The project includes public outreach to critical stakeholder groups to identify the recreational facilities needed at the park. This information will drive the design of the master plan. Operations and Maintenance Impact:Minor impact for low level maintenance of purchased,undeveloped lands.There will be significant impact if the park is developed. Total Project Cost:$193,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 0 0 32,000 8,000 0 0 0 40,000 Total Internal 0 0 0 32,000 8,000 0 0 0 40,000 External Expenses Design and Engineering 0 0 0 113,000 40,000 0 0 0 153,000 Total External 0 0 0 113,000 40,000 0 0 0 153,000 Total Project Expense 0 0 0 145,000 48,000 0 0 0 193,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 0 0 145,000 48,000 0 0 0 193,000 Total Revenue Funding 0 0 0 145,000 48,000 0 0 0 193,000 Total Revenues 0 0 0 145,000 48,000 0 0 0 193,000 CAPITAL IMPROVEMENT PLAN-PAGE 285 CAPITAL IMPROVEMENT PLAN - PARKS 21CIP-07-Copper Creek/Cook Park Stream Stabilization Project Need: The outfall of Copper Creek at the Tualatin River in Cook Park has developed severe erosion and is threatening the 108th Trail,a pedestrian bridge,and sanitary infrastructure in the park The creek has been placed in temporary piping to protect these resources. Project Description: The project will provide design,permitting,and construction of needed stream improvement to stop erosion and to protect existing park assets. Operations and Maintenance Impact:Will result in reduced maintenance. Total Project Cost: $901,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 0 0 0 0 0 25,000 55,000 80,000 Total Internal 0 0 0 0 0 0 25,000 55,000 80,000 External Expenses Design and Engineering 0 0 0 0 0 0 180,000 50,000 230,000 Construction 0 0 0 0 0 0 5 550,000 550,005 Environmental Permit 0 0 0 0 0 0 5 6,000 6,005 Compliance Contingency 0 0 0 0 0 0 10,000 25,000 35,000 Total External 0 0 0 0 0 0 190,010 631,000 821,010 Total Project Expense 0 0 0 0 0 0 215,010 686,000 901,010 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 0 0 0 0 0 108,000 343,000 451,000 510-Stormwater Fund 0 0 0 0 0 0 107,000 343,000 450,000 Total Revenue Funding 0 0 0 0 0 0 215,000 686,000 901,000 Total Revenues 0 0 0 0 0 0 215,000 686,000 901,000 PAGE 286 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 21CIP-09-Trail System Master Plan Project Need: The Tigard Trail System Master Plan was completed in 2011. The trails plan is due to be updated to identify a strategy for trail development within the current development and recreation climate in Tigard. Project Description: The plan update will identify strategies and opportunities for active transportation and recreation in Tigard. It will map improvements for connectivity of the trail system from regional greenway trails to sidewalk,bike lanes,and local trails. Operations and Maintenance Impact:None for plan development Total Project Cost: $150,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 0 0 30,000 0 0 0 0 30,000 Total Internal 0 0 0 30,000 0 0 0 0 30,000 External Expenses Design and Engineering 0 0 0 115,000 0 0 0 0 115,000 Contingency 0 0 0 5,000 0 0 0 0 5,000 Total External 0 0 0 120,000 0 0 0 0 120,000 Total Project Expense 0 0 0 150,000 0 0 0 0 150,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 0 0 150,000 0 0 0 0 150,000 Total Revenue Funding 0 0 0 150,000 0 0 0 0 150,000 Total Revenues 0 0 0 150,000 0 0 0 0 150,000 CAPITAL IMPROVEMENT PLAN-PAGE 287 CAPITAL IMPROVEMENT PLAN - PARKS 92016-Dirksen Nature Park-Overall Project Project Need:Dirksen Nature Park is a 48-acre community park that is being developed over several years with an emphasis on environmental education and community social activities. Project Description:The majority of the property will remain a natural area,with approximately 35 acres protected under a conservation easement This part of the project provides budget to apply for grants,oversee coordination between all site construction projects and create interpretive and wayfinding elements for the park.The priority will be balancing the expanded use of the park for public benefit while restoring and maintaining the unique historic natural features of the site.This project supports the vision statement in Tigard's Strategic Plan:"The most walkable community in the Pacific Northwest..." Operations and Maintenance Impact: Overall,the park will have substantial cost impact and will require additional staff and equipment resources.See details in specific project descriptions. Total Project Cost: $4,677,000(Actual costs through FY 2018-19 include the purchase of the park) Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 209,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 314,000 Total Internal 209,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 314,000 External Expenses Land/Right of Way 3,638,000 0 0 0 0 0 0 0 3,638,000 Acquisition Design and Engineering 620,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 725,000 Total External 4,258,000 15,000 15,000 15,000 15,000 15,000 15,000 15,000 4,363,000 Total Project Expense 4,467,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 4,677,000 REVENUES Revenue Funding Source 260-Urban Forestry Fund 43,000 0 0 0 0 0 0 0 43,000 421-Parks Bond Fund 3,955,000 0 0 0 0 0 0 0 3,955,000 425-Parks SDC Fund 425,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 635,000 510-Stormwater Fund 44,000 0 0 0 0 0 0 0 44,000 Total Revenue Funding 4,467,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 4,677,000 Total Revenues 4,467,000 30,000 30,000 30,000 30,000 30,000 30,000 30,000 4,677,000 PAGE 288 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 92016-07-Dirksen Nature Park-Community Trail Project Need:The meandering sidewalk will serve a dual purpose,providing a pedestrian sidewalk adjacent to Tigard Street and providing a portion of the planned Summer Creek Trail,a community recreation trail noted in the 2011 Tigard Greenway Trail System Master Plan that connects to the existing Fanno Greenway Trail network. Project Description:This project will construct a 10-foot-wide,multi-use pathway that is part of the Summer Creek trail identified in the city's Trails Master Plan.Improvements will extend from the western end of the property and terminate just before the Tigard Street Bridge. Operations and Maintenance Impact: Additional cost for pavement maintenance and vegetation control. Total Project Cost: $621,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 0 0 20,000 40,000 0 0 0 60,000 Total Internal 0 0 0 20,000 40,000 0 0 0 60,000 External Expenses Design and Engineering 0 0 0 25,000 20,000 0 0 0 45,000 Construction 0 0 0 0 436,000 0 0 0 436,000 Contingency 0 0 0 5,000 75,000 0 0 0 80,000 Total External 0 0 0 30,000 531,000 0 0 0 561,000 Total Project Expense 0 0 0 50,000 571,000 0 0 0 621,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 0 0 50,000 571,000 0 0 0 621,000 Total Revenue Funding 0 0 0 50,000 571,000 0 0 0 621,000 Total Revenues 0 0 0 50,000 571,000 0 0 0 621,000 CAPITAL IMPROVEMENT PLAN-PAGE 289 CAPITAL IMPROVEMENT PLAN - PARKS 92016-08-Dirksen Nature Park-Off-Street Parking Lot Project Need:Dirksen Nature Park is expected to rise in popularity and attract increasing numbers of users. This project will provide parking for visitors and those driving to enjoy the Fanno Greenway Trail. Project Description:Construction of a parking lot adjacent to Tigard Street.Amenities include a 5-foot wide perimeter sidewalk, landscaping,irrigation and lighting.This project will complete design of the Tigard Street edge of the park and prepare bid documents for the Parking Lot,the Community Trail and the Small Nature Play area. Operations and Maintenance Impact: Additional cost for maintenance of parking lot and amenities. Total Project Cost: $430,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 0 30,000 40,000 0 0 0 0 70,000 Total Internal 0 0 30,000 40,000 0 0 0 0 70,000 External Expenses Design and Engineering 0 0 25,000 20,000 0 0 0 0 45,000 Construction 0 0 0 280,000 0 0 0 0 280,000 Contingency 0 0 10,000 25,000 0 0 0 0 35,000 Total External 0 0 35,000 325,000 0 0 0 0 360,000 Total Project Expense 0 0 65,000 365,000 0 0 0 0 430,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 0 65,000 365,000 0 0 0 0 430,000 Total Revenue Funding 0 0 65,000 365,000 0 0 0 0 430,000 Total Revenues 0 0 65,000 365,000 0 0 0 0 430,000 PAGE 290 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 92016-09-Dirksen Nature Park-Small Nature Play Area(Parking Area on Tigard St.) Project Need:This project will protect Dirksen Nature Park's more sensitive lands by providing one of two active play areas that will allow intensive outdoor play outside of natural resource areas. Project Description:Construct a nature play area adjacent to the future off-street parking area on Tigard Street.This small play area is intended to provide an area for younger children to freely play without disturbing the natural features of the park.Located near parking,it will not require a long walk.The play area will include Americans with Disabilities Act(ADA)accessible structures. Operations and Maintenance Impact: Additional cost for maintenance of play features and surfacing. Total Project Cost: $232,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 0 0 0 0 35,000 0 0 35,000 Total Internal 0 0 0 0 0 35,000 0 0 35,000 External Expenses Design and Engineering 0 0 0 0 0 40,000 0 0 40,000 Construction 0 0 0 0 0 140,000 0 0 140,000 Contingency 0 0 0 0 0 17,000 0 0 17,000 Total External 0 0 0 0 0 197,000 0 0 197,000 Total Project Expense 0 0 0 0 0 232,000 0 0 232,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 0 0 0 0 232,000 0 0 232,000 Total Revenue Funding 0 0 0 0 0 232,000 0 0 232,000 Total Revenues 0 0 0 0 0 232,000 0 0 232,000 CAPITAL IMPROVEMENT PLAN-PAGE 291 CAPITAL IMPROVEMENT PLAN - PARKS 92016-13-Dirksen Nature Park-Wetland Boardwalk and Walkway Project Need:As an educational resource,the elevated boardwalk will allow park users an up-close and personal look at the Fanno Greenway floodplain.A paved pedestrian walkway is needed to connect the school to the park and the Fanno Greenway Trail.Both the wetland boardwalk and walkway were previously removed from CIP#92016-01 and#92016-05 due to budget constraints. Project Description: The elevated wetland boardwalk will be centrally-located in the park extending from the Fanno Greenway Trail into the Fanno Greenway floodplain.The boardwalk surface will consist of galvanized steel grating.The walkway will be an 8-foot- wide hard surface pathway from Summer Creek Bridge at Fowler Middle School to the Fanno Greenway Trail.The walkway and boardwalk will be Americans with Disabilities Act(ADA)accessible. Operations and Maintenance Impact: Additional costs for boardwalk and trail surfaces maintenance. Total Project Cost: $405,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 12,000 25,000 0 0 0 0 0 37,000 Total Internal 0 12,000 25,000 0 0 0 0 0 37,000 External Expenses Design and Engineering 0 0 14,000 0 0 0 0 0 14,000 Construction 0 0 322,000 0 0 0 0 0 322,000 Contingency 0 0 32,000 0 0 0 0 0 32,000 Total External 0 0 368,000 0 0 0 0 0 368,000 Total Project Expense 0 12,000 393,000 0 0 0 0 0 405,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 12,000 393,000 0 0 0 0 0 405,000 Total Revenue Funding 0 12,000 393,000 0 0 0 0 0 405,000 Total Revenues 0 12,000 393,000 0 0 0 0 0 405,000 PAGE 292 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 92017-Tree Canopy Replacement Program Project Need:Replaces and adds tree canopy along stream corridors,school grounds,streets or other locations. Project Description:The Tree Canopy Replacement Program is funded by developers who remove trees and pay a fee in lieu of planting required trees.This project plants replacement trees for large trees lost due to damage,disease and other circumstances.Trees are planted citywide where additional tree canopy is needed.This also funds the Free Street Tree Program in which Tigard residents may request free tree(s).Throughout the fall and winter,the city will deliver and plant these trees.Funds can be used to maintain plantings during the establishment period when additional care is needed. Operations and Maintenance Impact: Little or no impact. Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES External Expenses Construction 0 140,000 150,000 150,000 150,000 150,000 150,000 150,000 1,040,000 Total External 0 140,000 150,000 150,000 150,000 150,000 150,000 150,000 1,040,000 Total Project Expense 0 140,000 150,000 150,000 150,000 150,000 150,000 150,000 1,040,000 REVENUES Revenue Funding Source 260-Urban Forestry Fund 0 140,000 150,000 150,000 150,000 150,000 150,000 150,000 1,040,000 Total Revenue Funding 0 140,000 150,000 150,000 150,000 150,000 150,000 150,000 1,040,000 Total Revenues 0 140,000 150,000 150,000 150,000 150,000 150,000 150,000 1,040,000 CAPITAL IMPROVEMENT PLAN-PAGE 293 CAPITAL IMPROVEMENT PLAN - PARKS 92026-Park Land Acquisition and Development Project Need:This funding is needed to identify,investigate,purchase and develop park land. Project Description:Identify,acquire and develop park land.Funding is to purchase or supplement purchase of new park land. Additional park land furthers the city's goal of providing a wide variety of recreational opportunities for new and existing residents through a diverse system of parks,trails and open spaces.Parks and properties that have been purchased as a result of the bond include-Summer Creek#1 and#2(Dirksen Nature Park),Potso,Sunrise,Bull Mountain,Fields,Eiswerth,Bagan,Steve Street and Lasich. Project Funding:This project represents the remainder of the Parks Bond Fund. Operations and Maintenance Impact:Minor impact for low level maintenance of purchased,undeveloped lands. Total Project Cost:$2,335,000(This represents only a portion of the total city's bond measure.Some of the funding for other park sites was included in separate parks projects) Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES External Expenses Land/Right of Way 1,535,000 0 800,000 0 0 0 0 0 2,335,000 Acquisition Total External 1,535,000 0 800,000 0 0 0 0 0 2,335,000 Total Project Expense 1,535,000 0 800,000 0 0 0 0 0 2,335,000 REVENUES Revenue Funding Source 421-Parks Bond Fund 1,217,000 0 800,000 0 0 0 0 0 2,017,000 425-Parks SDC Fund 318,000 0 0 0 0 0 0 0 318,000 Total Revenue Funding 1,535,000 0 800,000 0 0 0 0 0 2,335,000 Total Revenues 1,535,000 0 800,000 0 0 0 0 0 2,335,000 ' .1-1A44:10.11:1:',2g:.31: V I`* ,..1, ,,,, .,-,,:,,,,, ., , ,..„. .,4,,,,..,.,,„,,„ . ......„„„,... ,,_ , ,,,,w,,, ,,,!..,,_.,.., .. ,,, .-_,,,,,„,..„..,„.,,... . .,, ,..?„.,„. ..,,, ..&:,,, . ,, , ...,._ , , .„,„,..,„„,„„.:4,4„,,,, _ - ., ,0 -„. -.4_, .. ... .‘„,„„ ,, . ,,,, , ... J ,ph i l''' -..--J - -= --- /s ,OP_s war Aufr- Aleir Sir Fanno Creek Trail in Woodard Park—design sketch for budgeted project PAGE 294- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 92046-Fanno Creek Trail Connection(RFFA Grant) Project Need:Construct segments of the Fanno Creek Regional Trail. Project Description:This project constructs or improves four segments of the Fanno Creek Trail.Segment 1 -Woodard Park to Grant Avenue;Segment 2-Ash Avenue to Hall Boulevard;Segment 3-Tigard Library to Milton Court;Segment 4-85th Avenue (south of Durham Road)to the Ki-A-Kuts Bridge.All segments of the Fanno Creek Trail within Tigard will be complete except for the segment from Bonita Road to the Tualatin River.This supports the vision statement in the City of Tigard's Strategic Plan:"The most walkable community in the Pacific Northwest..." Project Funding:Project delivery is being managed through the Oregon Department of Transportation,who is administering the $4,350,000 Regional Flexible Funds(RFFA)Grant. Operations and Maintenance Impact: Increased costs for new pavement,bridges,boardwalks and trail-side vegetation maintenance. Total Project Cost: $7,800,000 City of Tigard Project Cost: $3,397,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 178,000 108,000 90,000 90,000 0 0 0 0 466,000 Total Internal 178,000 108,000 90,000 90,000 0 0 0 0 466,000 External Expenses Land/Right of Way 0 30,000 0 0 0 0 0 0 30,000 Acquisition Design and Engineering 146,000 50,000 550,000 0 0 0 0 0 746,000 Construction 0 0 1,800,000 0 0 0 0 0 1,800,000 Environmental Permit 0 90,000 65,000 0 0 0 0 0 155,000 Compliance Contingency 0 50,000 75,000 75,000 0 0 0 0 200,000 Total External 146,000 220,000 2,490,000 75,000 0 0 0 0 2,931,000 Total Project Expense 324,000 328,000 2,580,000 165,000 0 0 0 0 3,397,000 REVENUES Revenue Funding Source 415-Transportation SDC 22,000 114,000 903,000 63,000 0 0 0 0 1,102,000 Fund 425-Parks SDC Fund 286,000 214,000 1,677,000 102,000 0 0 0 0 2,279,000 510-Stormwater Fund 16,000 0 0 0 0 0 0 0 16,000 Total Revenue Funding 324,000 328,000 2,580,000 165,000 0 0 0 0 3,397,000 Total Revenues 324,000 328,000 2,580,000 165,000 0 0 0 0 3,397,000 CAPITAL IMPROVEMENT PLAN-PAGE 295 CAPITAL IMPROVEMENT PLAN - PARKS 92053-Parks Major Maintenance Program Project Need:Tigard has more acres of park land per capita than the national average;yet we spend significantly less per acre than average for maintenance.This means Tigard has a backlog of park facilities in need of improvement or replacement.Major items like trail,bridge or playground replacements and improvements cannot be completed with existing funds. Project Description:This program funds limited parks major maintenance and improvement projects including large-scale technical work and repair.These include replacement or improvement of amenities like trails,bridges,irrigation systems and buildings.Priority is on urgent repairs,life-safety concerns and Americans with Disabilities Act(ADA)retrofits. Project Funding:This work is funded from revenue from the citywide Parks Reimbursement System Development Charge. Operations and Maintenance Impact: None.May slightly reduce some ongoing maintenance costs by repairing and replacing older park features. Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 40,000 40,000 40,000 40,000 40,000 40,000 40,000 280,000 Total Internal 0 40,000 40,000 40,000 40,000 40,000 40,000 40,000 280,000 External Expenses Project Estimate 0 210,000 210,000 210,000 210,000 210,000 210,000 210,000 1,470,000 Total External 0 210,000 210,000 210,000 210,000 210,000 210,000 210,000 1,470,000 Total Project Expense 0 250,000 250,000 250,000 250,000 250,000 250,000 250,000 1,750,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 250,000 250,000 250,000 250,000 250,000 250,000 250,000 1,750,000 Total Revenue Funding 0 250,000 250,000 250,000 250,000 250,000 250,000 250,000 1,750,000 Total Revenues 0 250,000 250,000 250,000 250,000 250,000 250,000 250,000 1,750,000 PAGE 296 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 92056-Park System Master Plan Update Project Need:The city's Park System Master Plan is due for an update.The current Park System Master Plan was completed in 2009 with an Addendum adopted in 2014 to include River Terrace.The plan is critical to identify,prioritize and guide parks and trails development across the city through 2030.The plan will respond to the recreational needs of a growing community. Project Description:The Park System Master Plan Update will examine existing parks system facilities,programs and services. Community involvement and public input will be a critical component of the process that will help determine the current and future parks and recreation service levels.The updated plan will include a conditions assessment and prioritize the needs and desires for upgrading and creating new facilities and services. Operations and Maintenance Impact: None from the plan.Future park improvements will have impacts. Total Project Cost: $279,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 4,000 25,000 30,000 0 0 0 0 0 59,000 Total Internal 4,000 25,000 30,000 0 0 0 0 0 59,000 External Expenses Design and Engineering 2,000 75,000 133,000 0 0 0 0 0 210,000 Contingency 0 0 10,000 0 0 0 0 0 10,000 Total External 2,000 75,000 143,000 0 0 0 0 0 220,000 Total Project Expense 6,000 100,000 173,000 0 0 0 0 0 279,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 6,000 100,000 173,000 0 0 0 0 0 279,000 Total Revenue Funding 6,000 100,000 173,000 0 0 0 0 0 279,000 Total Revenues 6,000 100,000 173,000 0 0 0 0 0 279,000 CAPITAL IMPROVEMENT PLAN-PAGE 297 CAPITAL IMPROVEMENT PLAN - PARKS 92057-Fanno Creek Trail Amenities Project Need:The federally-funded Fanno Creek Trail project CIP#92046 is being managed through ODOT and has a strict project scope that can include only trail transportation related elements.Supporting aesthetic,interpretive and site furnishing elements are desired amenities to the project. Project Description:This locally-funded project will add amenities along the new trail sections such as interpretive signage,overlooks, benches and artwork to enhance the experience of trail users. Operations and Maintenance Impact: Increased costs for maintenance of benches,signage and other features. Total Project Cost: $730,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 5,000 15,000 23,000 20,000 10,000 0 0 0 73,000 Total Internal 5,000 15,000 23,000 20,000 10,000 0 0 0 73,000 External Expenses Design and Engineering 13,000 47,000 40,000 15,000 15,000 0 0 0 130,000 Construction 0 0 150,000 200,000 50,000 0 0 0 400,000 Contingency 0 0 60,000 40,000 27,000 0 0 0 127,000 Total External 13,000 47,000 250,000 255,000 92,000 0 0 0 657,000 Total Project Expense 18,000 62,000 273,000 275,000 102,000 0 0 0 730,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 18,000 62,000 273,000 275,000 102,000 0 0 0 730,000 Total Revenue Funding 18,000 62,000 273,000 275,000 102,000 0 0 0 730,000 Total Revenues 18,000 62,000 273,000 275,000 102,000 0 0 0 730,000 PAGE 298 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 92058-City of Tigard/Tigard-Tualatin School District Park Development Program Project Need:The project provides funding for a partnership between the City of Tigard and the Tigard-Tualatin School District (TTSD)in support of an Intergovernmental Agreement for public use of school property. The partnership allows development of school property with park-like facilities that benefit Tigard citizens. Project Description:The Tigard-Tualatin School District has land that could be developed for shared park uses and the Tigard Park System Master Plan recommends the city fund needed improvements on TTSD sites.The developments would benefit Tigard citizens and could include projects such as community gardens,improved playing fields or accessible pathways connecting neighborhoods. Operations and Maintenance Impact: Increased park maintenance needs for field improvements,community gardens, play/exercise equipment,etc.,varying by site. Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES External Expenses Design and Engineering 0 25,000 25,000 25,000 25,000 25,000 25,000 25,000 175,000 Total External 0 25,000 25,000 25,000 25,000 25,000 25,000 25,000 175,000 Total Project Expense 0 25,000 25,000 25,000 25,000 25,000 25,000 25,000 175,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 25,000 25,000 25,000 25,000 25,000 25,000 25,000 175,000 Total Revenue Funding 0 25,000 25,000 25,000 25,000 25,000 25,000 25,000 175,000 Total Revenues 0 25,000 25,000 25,000 25,000 25,000 25,000 25,000 175,000 CAPITAL IMPROVEMENT PLAN-PAGE 299 CAPITAL IMPROVEMENT PLAN - PARKS 92059-Universal Plaza Project Need:A Tigard City Council 2017-19 goal and a City Center Urban Renewal Plan goal is to provide more downtown public gathering places. Project Description:The Universal Plaza will provide an important public space amenity in downtown Tigard.It will be constructed on Town Center Development Agency-owned land and will provide a venue for large events like the Tigard Farmer's Market,Concerts in the Park and Movies in the Park.The plaza may also feature a splash pad,interpretive artwork and installations,and a connection to the Fanno Creek Park. Project Funding:This project is partially funded by the Urban Renewal Fund. Operations and Maintenance Impact:The plaza will add significant cost increases for maintenance,staffing and programming. Total Project Cost:$4,010,000 City of Tigard Project Cost:$2,250,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 5,000 10,000 10,000 0 0 0 0 25,000 Total Internal 0 5,000 10,000 10,000 0 0 0 0 25,000 External Expenses Design and Engineering 0 160,000 560,000 355,000 0 0 0 0 1,075,000 Construction 0 0 2,355,000 315,000 0 0 0 0 2,670,000 Contingency 0 0 190,000 50,000 0 0 0 0 240,000 Total External 0 160,000 3,105,000 720,000 0 0 0 0 3,985,000 Total Project Expense 0 165,000 3,115,000 730,000 0 0 0 0 4,010,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 60,000 2,000,000 190,000 0 0 0 0 2,250,000 Total Revenue Funding 0 60,000 2,000,000 190,000 0 0 0 0 2,250,000 Other Revenue Source Urban Renewal Capital 0 105,000 1,115,000 540,000 0 0 0 0 1,760,000 Improvement Total Other Revenue 0 105,000 1,115,000 540,000 0 0 0 0 1,760,000 Total Revenues 0 165,000 3,115,000 730,000 0 0 0 0 4,010,000 PAGE 300 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 92061-Red Rock Creek Trail Implementation Plan Project Need: Prepare an implementation plan for development of the Red Rock Creek Trail through the Tigard Triangle.This effort is in support of planning and development activities currently underway as part of the Tigard Triangle Urban Renewal Equitable Development Plan,SW Corridor Light Rail Transit,the Hunziker Core Industrial Area,and the Red Rock Creek Stormwater Master Plan. Project Description: The Red Rock Creek Trail will provide the primary non-motorized transportation and recreation route through the Tigard Triangle and will support redevelopment of the area. The plan will identify a preferred alignment and implementation strategy for the proposed two-mile trail that extends from the Fanno Creek Regional Trail to SW 64th Street at Pacific Highway. Project Funding:The city has been awarded a Regional Flexible Funds Allocation Project Development Grant along with MSTIP Opportunity Funds as a required match. Operations and Maintenance Impact:None from the plan.Future trail development will have impacts as new infrastructure is added. Total Project Cost:$350,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 0 58,000 0 0 0 0 0 58,000 Total Internal 0 0 58,000 0 0 0 0 0 58,000 External Expenses Design and Engineering 0 0 262,000 0 0 0 0 0 262,000 Contingency 0 0 30,000 0 0 0 0 0 30,000 Total External 0 0 292,000 0 0 0 0 0 292,000 Total Project Expense 0 0 350,000 0 0 0 0 0 350,000 REVENUES Other Revenue Source Metro AFFA 0 0 314,055 0 0 0 0 0 314,055 Washington County 0 0 35,945 0 0 0 0 0 35,945 MSTIP Total Other Revenue 0 0 350,000 0 0 0 0 0 350,000 Total Revenues 0 0 350,000 0 0 0 0 0 350,000 CAPITAL IMPROVEMENT PLAN-PAGE 301 CAPITAL IMPROVEMENT PLAN - PARKS 92062-Cook Park Softball and Baseball Infield Project Need:There is very high demand for sports fields in our community and,unlike most surrounding agencies and school districts,Tigard only has natural grass/dirt sports fields that are often un-playable during and after our frequent rain events. Project Description: Install artificial turf infields on ball fields 1 and 2 at Cook Park. Operations and Maintenance Impact:Increased staffing and equipment required for field maintenance_ Total Project Cost:$365,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 0 5,000 0 0 0 0 0 5,000 Total Internal 0 0 5,000 0 0 0 0 0 5,000 External Expenses Design and Engineering 0 0 5,000 0 0 0 0 0 5,000 Construction 0 0 340,000 0 0 0 0 0 340,000 Contingency 0 0 15,000 0 0 0 0 0 15,000 Total External 0 0 360,000 0 0 0 0 0 360,000 Total Project Expense 0 0 365,000 0 0 0 0 0 365,000 REVENUES Revenue Funding Source 210-Transient Lodging 0 0 365,000 0 0 0 0 0 365,000 Tax Fund Total Revenue Funding 0 0 365,000 0 0 0 0 0 365,000 Total Revenues 0 0 365,000 0 0 0 0 0 365,000 PAGE 302- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 92063-River Terrace Community Parks Project Need:In order to meet the city's minimum community park standards,about 20 acres are needed to serve the new River Terrace area.The River Terrace Community Plan,adopted by city council in December 2014,recommends two community parks be developed,one in the north and one in the south. Project Description:This project is a placeholder for land acquisition,design and construction of community park facilities at two sites.The first site is currently planned to be just southwest of River Terrace on land purchased by the city in 2015.The location of the second site is yet to be finalized,but will likely be located in the northern portion of River Terrace and will require some land acquisition as well as design and construction.The early funds are for acquisition and later year funds are a placeholder for parks development. Operations and Maintenance Impact:Minor impact for low level maintenance of purchased,undeveloped lands.There will be significant impact if the park is developed. Total Project Cost:$3,100,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES External Expenses Land/Right of Way 0 0 1,100,000 0 0 0 0 2,000,000 3,100,000 Acquisition Total External 0 0 1,100,000 0 0 0 0 2,000,000 3,100,000 Total Project Expense 0 0 1,100,000 0 0 0 0 2,000,000 3,100,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 0 1,100,000 0 0 0 0 2,000,000 3,100,000 Total Revenue Funding 0 0 1,100,000 0 0 0 0 2,000,000 3,100,000 Total Revenues 0 0 1,100,000 0 0 0 0 2,000,000 3,100,000 CAPITAL IMPROVEMENT PLAN-PAGE 303 CAPITAL IMPROVEMENT PLAN - PARKS 95057-Fanno Creek Trail Alignment Study(Bonita Road to Tualatin River) Project Need:Complete the Fanno Creek Regional Trail. Project Description:This final section of the Fanno Creek Trail was originally envisioned as an on-street alignment on SW 74th Avenue. Subsequent review suggests the constrained width of the SW 74th Avenue right of way may not readily accommodate widening for the trail. This study will involve local stakeholders and other partners in evaluating alignment options along 74th Avenue, the Fanno Creek greenway and adjacent on-street options resulting in a recommended trail alignment.This will supply the information necessary to apply for grant funding for design and construction.The project supports the vision statement in the City of Tigard's Strategic Plan:"The most walkable community in the Pacific Northwest..." Project Funding:This project is partially funded by Metro. Operations and Maintenance Impact: None from the study. Ultimate trail facilities would have significant additional maintenance funding needs for new trail,bridges and boardwalks. Total Project Cost: $257,000 City of Tigard Project Cost:$96,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 9,800 60,000 15,000 0 0 0 0 0 84,800 Total Internal 9,800 60,000 15,000 0 0 0 0 0 84,800 External Expenses Design and Engineering 200 127,000 35,000 0 0 0 0 0 162,200 Contingency 0 0 10,000 0 0 0 0 0 10,000 Total External 200 127,000 45,000 0 0 0 0 0 172,200 Total Project Expense 10,000 187,000 60,000 0 0 0 0 0 257,000 REVENUES Revenue Funding Source 415-Transportation SDC 10,000 26,000 60,000 0 0 0 0 0 96,000 Fund Total Revenue Funding 10,000 26,000 60,000 0 0 0 0 0 96,000 Other Revenue Source Metro 0 161,000 0 0 0 0 0 0 161,000 Total Other Revenue 0 161,000 0 0 0 0 0 0 161,000 Total Revenues 10,000 187,000 60,000 0 0 0 0 0 257,000 PAGE 304 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 97027-Fanno Creek Overlook Project Need:An Overlook of the Fanno Creek on Main Street will provide access to the natural and recreational resources of the creek and trail. Project Description:Construct an overlook at the Fanno Creek at Main Street that will add additional public space and serve as an attractive amenity for downtown visitors and residents. Operations and Maintenance Impact:Will add a new public space that will require additional staff and equipment resources_ Total Project Cost:$840,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 0 5,000 0 0 0 0 0 5,000 Total Internal 0 0 5,000 0 0 0 0 0 5,000 External Expenses Land/Right of Way 0 319,000 0 0 0 0 0 0 319,000 Acquisition Design and Engineering 0 80,000 40,000 0 0 0 0 0 120,000 Construction 0 0 376,000 0 0 0 0 0 376,000 Contingency 0 0 20,000 0 0 0 0 0 20,000 Total External 0 399,000 436,000 0 0 0 0 0 835,000 Total Project Expense 0 399,000 441,000 0 0 0 0 0 840,000 REVENUES Other Revenue Source Urban Renewal Capital 0 399,000 441,000 0 0 0 0 0 840,000 Improvement Total Other Revenue 0 399,000 441,000 0 0 0 0 0 840,000 Total Revenues 0 399,000 441,000 0 0 0 0 0 840,000 CAPITAL IMPROVEMENT PLAN-PAGE 305 CAPITAL IMPROVEMENT PLAN - PARKS 97028-Tigard Triangle Parks Project Need: The Tigard Triangle currently has no park land.As more residents move into the Triangle area,parks and open space will be essential. Project Description: Acquire park land in the Tigard Triangle.This was ranked as a near-term priority in A New Tigard Triangle: Planning for Equitable Development Implementation Strategy. Operations and Maintenance Impact:Minor impact for low level maintenance of purchased,undeveloped lands.There will be significant impact if the park is developed. Total Project Cost:$3,800,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES External Expenses Land/Right of Way 0 0 3,800,000 0 0 0 0 0 3,800,000 Acquisition Total External 0 0 3,800,000 0 0 0 0 0 3,800,000 Total Project Expense 0 0 3,800,000 0 0 0 0 0 3,800,000 REVENUES Other Revenue Source Urban Renewal Capital 0 0 3,800,000 0 0 0 0 0 3,800,000 Improvement Total Other Revenue 0 0 3,800,000 0 0 0 0 0 3,800,000 Total Revenues 0 0 3,800,000 0 0 0 0 0 3,800,000 PAGE 306 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - WATER -_J. L' ... __ I1 Projects 96008,96024,96031,96048 and 96055 are city wide. GARDEN HOME RD I. Project 96049 is the Willamette Intake Facility Expansion project. it Project 96052 is part of the Lake Oswego/Tigard Water Partnership Project. (, O i) f . !,.. 1 r--; 3T te _rX `l W 1. '7.tr f BROCKMAN ST j ' a0,.., it. WEIR RD j ��l' n "wgii--411. I ---,_ 9s RD r GNOo`SpER r ;.! 1L1 i. 7, ..� _ it imI . f r �=,, . ,,, .0 um Mill . ..'N ' J w IX ci a I,; �._ ^ 'rt` a�Pa' •96046 im ® -/ � f� mIP � j / { dor ;!II 96054 W' 96050 — 'k tit, il. ipp � F 1: -� , t ✓rr .,.?-..�i 1 �� rt. ila !jiIIs: 96053 .r- ` fi r LI 1 '. i 1 96040 ,y -� ,r aw __ - • I _ _ \�.. �f'' EST t yMCD0 4.-<''f. ,_ .A Ir� , fal til=gm `,I ■�`BULL MOUNTAIN4, -I f illB.NIT Ro ,_,J.- ---M.itiallimm 'J. i 1 . 1 L PIP 707 'll fb A1.. + 3 96030 C: 6 ' d .1' ]�� ~o• • T \ _ rip ait 161 / Ili o - ..vim 4 ti; _' ,`. Lr ,..1„ • ' L ai -E BE S+ 1 RI{A` D 7 BM 711 15 �- aj r— .MUS UI _¢ Li , f ! U IV 2 7 J �yJtf '� { , W .mom 4 11, a ;.. 54 00 I / ® ~ m tTa s TUALATIN RD 1- a r , = 5 l t rVii f Mr' - ' NYBERG ST EIN ��" Mr! TOO MAPS B AVER o � � � 5.. The City of Tigard N Nu At— Ili ?; Project Locations -A _,__ - ' ' iirail aip 0 Tigard City Limits T I GARD n© •h—,,r- �`ar_er �..a 0 0.5 1 Miles City of Tigard Recommended Capital Improvement Plan FY 2021-26 CAPITAL IMPROVEMENT PLAN-PAGE 307 CAPITAL IMPROVEMENT PLAN - WATER YTD Projected Pro ct No. Project Name 2020 2021 2022 2023 2024 2025 2026 Total 96008 Water slain Line Oversizing 255,000 260,000 160,000 160,000 160,000 160,000 160,000 1,315,000 Program 96024 Waterline Replacement Program 140,000 380,000 140,000 140,000 140,000 140,000 140,000 1,220,000 96030 Bull Mountain Road Water 0 0 0 2,272,000 12,271,500 0 0 14,543,500 Pipeline 96031 Fire Flow Improvement Program 90,000 90,000 90,000 90,000 90,000 90,000 90,000 630,000 96040 Cach Reservoir and Pump Station 130,000 5,150,000 13,385,000 4,800,500 0 0 0 23,465,500 Design 96046 Red Rock Creek Waterline 88,500 555,000 0 0 0 0 0 643,500 Relocation 96048 Water Master Plan 250,000 73,000 0 0 0 0 0 323,000 96049 Willamette Intake Facility 119,000 1,190,000 755,500 0 0 0 0 2,064,500 Expansion 96050 Former Street/121st Avenue 80,000 675,000 550,000 0 0 0 0 1,305,000 Valve and Piping Improvements 96052 Fifth Pump at the River Intake 0 250,000 0 0 0 0 0 250,000 Pump Station(RIPS) 96053 Aquifer Storage and Recovery 480,000 1,920,000 4,090,000 0 0 0 0 6,490,000 Well#2 and Well#3 96054 Emergency Street and Water 600,000 175,000 0 0 0 0 0 775,000 Project on Greenfield Drive 96055 Risk and Resilience Assessment 0 150,000 0 0 0 0 0 150,000 and Emergency Response Plan Total Funded 2,232,500 10,868,000 19,170,500 7,462,500 12,661,500 390,000 390,000 53,175,000 PAGE 308 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - WATER 96008-Water Main Line Oversizing Program Project Need:Upsize water distribution waterlines. Project Description:Waterlines that are in need of upsizing are identified in the city's Water System Master Plan or identified during private development review.The city may elect to upsize water transmission lines that are greater than 12 inches in diameter in conjunction with ongoing development.Increased transmission lines can result in more efficient water flow,increased fireflow and provide for potential future growth. Operations and Maintenance Impact:Minor impact for adding new water lines to inventory. Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 5,000 20,000 20,000 20,000 20,000 20,000 20,000 125,000 Total Internal 0 5,000 20,000 20,000 20,000 20,000 20,000 20,000 125,000 External Expenses Construction 0 250,000 240,000 140,000 140,000 140,000 140,000 140,000 1,190,000 Total External 0 250,000 240,000 140,000 140,000 140,000 140,000 140,000 1,190,000 Total Project Expense 0 255,000 260,000 160,000 160,000 160,000 160,000 160,000 1,315,000 REVENUES Revenue Funding Source 531-Water SDC Fund 0 255,000 260,000 160,000 160,000 160,000 160,000 160,000 1,315,000 Total Revenue Funding 0 255,000 260,000 160,000 160,000 160,000 160,000 160,000 1,315,000 Total Revenues 0 255,000 260,000 160,000 160,000 160,000 160,000 160,000 1,315,000 CAPITAL IMPROVEMENT PLAN-PAGE 309 CAPITAL IMPROVEMENT PLAN - WATER 96024-Waterline Replacement Program Project Need:Waterlines that are defective or at the end of their service life need to be replaced.Also,at times waterlines need to be removed and replaced because of roadway improvement projects. Project Description:As required,waterlines are replaced by Public Works crews or private contractors_Newer waterlines are less prone to failure and require less maintenance.In addition,fewer leaking pipes will result in reduced"unaccounted for"water loss. Operations and Maintenance Impact: None.Reduces risk of future water line breaks. Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 20,000 20,000 20,000 20,000 20,000 20,000 20,000 140,000 Total Internal 0 20,000 20,000 20,000 20,000 20,000 20,000 20,000 140,000 External Expenses Project Estimate 0 120,000 360,000 120,000 120,000 120,000 120,000 120,000 1,080,000 Total External 0 120,000 360,000 120,000 120,000 120,000 120,000 120,000 1,080,000 Total Project Expense 0 140,000 380,000 140,000 140,000 140,000 140,000 140,000 1,220,000 REVENUES Revenue Funding Source 530-Water Fund 0 140,000 380,000 140,000 140,000 140,000 140,000 140,000 1,220,000 Total Revenue Funding 0 140,000 380,000 140,000 140,000 140,000 140,000 140,000 1,220,000 Total Revenues 0 140,000 380,000 140,000 140,000 140,000 140,000 140,000 1,220,000 PAGE 310 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - WATER 96030-Bull Mountain Road Water Pipeline Project Need:Alleviate a firefighting water deficiency in the city's distribution system.This project has been postponed and in the interim,project#96047 Canterbury Pump Station will be constructed to provide the necessary firefow. Project Description:The project,as identified in the Water Master Plan,connects the 530-foot and the 550-foot pressure zones. Operations and Maintenance Impact:Minor increase in operations costs for new water line. Total Project Cost: $14,543,500 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 0 0 0 145,000 500,000 0 0 645,000 Total Internal 0 0 0 0 145,000 500,000 0 0 645,000 External Expenses Design and Engineering 0 0 0 0 762,000 1,552,500 0 0 2,314,500 Construction 0 0 0 0 950,000 7,659,000 0 0 8,609,000 Contingency 0 0 0 0 415,000 2,560,000 0 0 2,975,000 Total External 0 0 0 0 2,127,000 11,771,500 0 0 13,898,500 Total Project Expense 0 0 0 0 2,272,000 12,271,500 0 0 14,543,500 REVENUES Revenue Funding Source 530-Water Fund 0 0 0 0 1,477,000 7,977,000 0 0 9,454,000 531-Water SDC Fund 0 0 0 0 795,000 4,294,500 0 0 5,089,500 Total Revenue Funding 0 0 0 0 2,272,000 12,271,500 0 0 14,543,500 Total Revenues 0 0 0 0 2,272,000 12,271,500 0 0 14,543,500 CAPITAL IMPROVEMENT PLAN-PAGE 311 CAPITAL IMPROVEMENT PLAN - WATER 96031-Fire Flow Improvement Program Project Need:Improve firefighting flow capacity. Project Description:The project works within identified areas of the city and provides the necessary piping,etc.to improve the water distribution system.Most of this work is undertaken by Public Works crews as resources can be allocated. Operations and Maintenance Impact: Minimal to none. Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES External Expenses Design and Engineering 0 15,000 15,000 15,000 15,000 15,000 15,000 15,000 105,000 Construction 0 75,000 75,000 75,000 75,000 75,000 75,000 75,000 525,000 Total External 0 90,000 90,000 90,000 90,000 90,000 90,000 90,000 630,000 Total Project Expense 0 90,000 90,000 90,000 90,000 90,000 90,000 90,000 630,000 REVENUES Revenue Funding Source 530-Water Fund 0 90,000 90,000 90,000 90,000 90,000 90,000 90,000 630,000 Total Revenue Funding 0 90,000 90,000 90,000 90,000 90,000 90,000 90,000 630,000 Total Revenues 0 90,000 90,000 90,000 90,000 90,000 90,000 90,000 630,000 PAGE 312- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - WATER 96040-Cach Reservoir and Pump Station Design Project Need:In conjunction with the development of the River Terrace Planning Area and to address storage and pumping deficiencies identified in the River Terrace Updated Water Master Plan,system improvements are required. Project Description:The project is for the design of a new water reservoir,associated new water lines and replacement of a temporary pump station for the city's 550-foot service area.The reservoir will be constructed on city property located on the west side of Bull Mountain in the Sunrise Lane vicinity.A new permanent pump station will replace an existing temporary pump station on the Menlor Reservoir site to move water from the 410-foot to the 550-foot service areas.This project is proposed to be moved forward to meet demand from new development in River Terrace. Project Results:The project will provide additional storage and pumping facilities to address system deficiencies and development demands_ Operations and Maintenance Impact:Significant increase in operation and maintenance for new reservoir and pump station. Total Project Cost: $23,483,500 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 18,000 30,000 400,000 400,000 200,000 0 0 0 1,048,000 Total Internal 18,000 30,000 400,000 400,000 200,000 0 0 0 1,048,000 External Expenses Design and Engineering 0 100,000 1,700,000 1,345,000 590,000 0 0 0 3,735,000 Construction 0 0 1,500,000 10,140,000 3,106,000 0 0 0 14,746,000 Environmental Permit 0 0 0 0 4,500 0 0 0 4,500 Compliance Contingency 0 0 1,550,000 1,500,000 900,000 0 0 0 3,950,000 Total External 0 100,000 4,750,000 12,985,000 4,600,500 0 0 0 22,435,500 Total Project Expense 18,000 130,000 5,150,000 13,385,000 4,800,500 0 0 0 23,483,500 REVENUES Revenue Funding Source 530-Water Fund 16,000 100,000 4,120,000 10,710,000 3,840,000 0 0 0 18,786,000 531-Water SDC Fund 2,000 30,000 1,030,000 2,675,000 960,500 0 0 0 4,697,500 Total Revenue Funding 18,000 130,000 5,150,000 13,385,000 4,800,500 0 0 0 23,483,500 Total Revenues 18,000 130,000 5,150,000 13,385,000 4,800,500 0 0 0 23,483,500 CAPITAL IMPROVEMENT PLAN-PAGE 313 CAPITAL IMPROVEMENT PLAN - WATER 96046-Red Rock Creek Waterline Relocation Project Need:This project will be constructed with the Wall Street/Tech Center Drive connection project and will provide domestic and fire services to properties served by the existing waterline currently located in Red Rock Creek Project Description:Abandon the existing 12-inch waterline running parallel to Red Rock Creek in place and connect the dead-end waterlines in Wall Street and Tech Center Drive to create a system loop.In doing so,this will delete a waterline railroad crossing. Connect the existing 12-inch waterline to Milton Court and to the existing 12-inch waterline in Tech Center Drive,which will add a waterline railroad crossing.This work is to be coordinated with the Fanno Creek Trail CIP#92046. Operations and Maintenance Impact:None. Total Project Cost: $843,500 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 90,000 54,500 50,000 0 0 0 0 0 194,500 Total Internal 90,000 54,500 50,000 0 0 0 0 0 194,500 External Expenses Land/Right of Way 0 0 32,000 0 0 0 0 0 32,000 Acquisition Design and Engineering 110,000 34,000 70,000 0 0 0 0 0 214,000 Construction 0 0 325,000 0 0 0 0 0 325,000 Contingency 0 0 78,000 0 0 0 0 0 78,000 Total External 110,000 34,000 505,000 0 0 0 0 0 649,000 Total Project Expense 200,000 88,500 555,000 0 0 0 0 0 843,500 REVENUES Revenue Funding Source 530-Water Fund 200,000 88,500 555,000 0 0 0 0 0 843,500 Total Revenue Funding 200,000 88,500 555,000 0 0 0 0 0 843,500 Total Revenues 200,000 88,500 555,000 0 0 0 0 0 843,500 PAGE 314 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - WATER 96048-Water Master Plan Project Need:The city conducts water master planning every five to ten years.The current Water Master Plan was adopted in May 2010,with a minor addendum in 2014 to include River Terrace development. Project Description:The Water System Master Plan is a comprehensive study of the city's water source,storage and delivery systems and will be used to guide future water utility decisions.The master plan has a 20-year planning horizon and is predicated on the city's anticipated population growth during that time. Operations and Maintenance Impact: None for plan development Total Project Cost: $531,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 82,000 30,000 15,000 0 0 0 0 0 127,000 Total Internal 82,000 30,000 15,000 0 0 0 0 0 127,000 External Expenses Design and Engineering 126,000 220,000 27,000 0 0 0 0 0 373,000 Contingency 0 0 31,000 0 0 0 0 0 31,000 Total External 126,000 220,000 58,000 0 0 0 0 0 404,000 Total Project Expense 208,000 250,000 73,000 0 0 0 0 0 531,000 REVENUES Revenue Funding Source 530-Water Fund 166,000 200,000 59,000 0 0 0 0 0 425,000 531-Water SDC Fund 42,000 50,000 14,000 0 0 0 0 0 106,000 Total Revenue Funding 208,000 250,000 73,000 0 0 0 0 0 531,000 Total Revenues 208,000 250,000 73,000 0 0 0 0 0 531,000 CAPITAL IMPROVEMENT PLAN-PAGE 315 CAPITAL IMPROVEMENT PLAN - WATER 96049-Willamette Intake Facility Expansion Project Need:Future access to a regional water supply source water,the Willamette River,using water rights granted to the City of Tigard.This water source may be needed to serve the Tigard Water Service Area due to an increase in water demand by future customers or supplemental or emergency water supply for resiliency over a 50-year planning horizon. Project Description:Tigard's share of design,permitting and construction of a regional raw water intake structure is a critical component for future conveyance and treatment of Willamette River source water.Tigard is partnering with Tualatin Valley Water District,City of Hillsboro,City of Beaverton,City of Sherwood and City of Wilsonville in this project package identified as the Willamette Intake Facility Project.The managing authority for this project is Tualatin Valley Water District. Operations and Maintenance Impact: May require future funds contribution to partners for maintenance. Total Project Cost: $3,153,500 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 500 0 0 0 0 0 0 0 500 Total Internal 500 0 0 0 0 0 0 0 500 External Expenses Design and Engineering 1,088,500 104,000 1,060,000 670,500 0 0 0 0 2,923,000 Contingency 0 15,000 130,000 85,000 0 0 0 0 230,000 Total External 1,088,500 119,000 1,190,000 755,500 0 0 0 0 3,153,000 Total Project Expense 1,089,000 119,000 1,190,000 755,500 0 0 0 0 3,153,500 REVENUES Revenue Funding Source 531-Water SDC Fund 1,089,000 119,000 1,190,000 755,500 0 0 0 0 3,153,500 Total Revenue Funding 1,089,000 119,000 1,190,000 755,500 0 0 0 0 3,153,500 Total Revenues 1,089,000 119,000 1,190,000 755,500 0 0 0 0 3,153,500 PAGE 316 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - WATER 96050-Former Street/121st Avenue Valve and Piping Improvements Project Need:Based on current and future population growth on the western edge of the Tigard Water Service Area(River Terrace), the existing water distribution system will not be able to efficiently supply water to this area.This project was identified during the planning stage of the Lake Oswego/Tigard Water Partnership. Project Description:The project includes the design and construction of a pressure-reducing valve,approximately 900 feet of pipe and associated appurtenances. This project will be constructed as part of the 121st Avenue Improvement project CIP#95050. Operations and Maintenance Impact: Minimal impact. Total Project Cost: $1,312,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 7,000 25,000 30,000 30,000 0 0 0 0 92,000 Total Internal 7,000 25,000 30,000 30,000 0 0 0 0 92,000 External Expenses Design and Engineering 0 55,000 130,000 30,000 0 0 0 0 215,000 Construction 0 0 400,000 400,000 0 0 0 0 800,000 Contingency 0 0 115,000 90,000 0 0 0 0 205,000 Total External 0 55,000 645,000 520,000 0 0 0 0 1,220,000 Total Project Expense 7,000 80,000 675,000 550,000 0 0 0 0 1,312,000 REVENUES Revenue Funding Source 530-Water Fund 7,000 48,000 404,000 330,000 0 0 0 0 789,000 531-Water SDC Fund 0 32,000 271,000 220,000 0 0 0 0 523,000 Total Revenue Funding 7,000 80,000 675,000 550,000 0 0 0 0 1,312,000 Total Revenues 7,000 80,000 675,000 550,000 0 0 0 0 1,312,000 CAPITAL IMPROVEMENT PLAN-PAGE 317 CAPITAL IMPROVEMENT PLAN - WATER 96052-Fifth Pump at the River Intake Pump Station(RIPS) Project Need:Increase River Intake Pump Station efficiency pumping capacity. Project Description:Add a fifth 400-horsepower pump at the River Intake Pump Station. Project Funding:The City of Lake Oswego is managing the project.The City of Tigard will reimburse the City of Lake Oswego per the Lake Oswego/Tigard Intergovernmental Agreement. Operations and Maintenance Impact: Minor impact to operations cost of the water intake system which will be handled through the existing intergovernmental agreement with Lake Oswego. Total Project Cost: $500,000 City of Tigard Project Cost: $250,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 0 5,000 0 0 0 0 0 5,000 Total Internal 0 0 5,000 0 0 0 0 0 5,000 External Expenses Design and Engineering 0 0 25,000 0 0 0 0 0 25,000 Construction 0 0 200,000 0 0 0 0 0 200,000 Contingency 0 0 20,000 0 0 0 0 0 20,000 Total External 0 0 245,000 0 0 0 0 0 245,000 Total Project Expense 0 0 250,000 0 0 0 0 0 250,000 REVENUES Revenue Funding Source 531-Water SDC Fund 0 0 250,000 0 0 0 0 0 250,000 Total Revenue Funding 0 0 250,000 0 0 0 0 0 250,000 Total Revenues 0 0 250,000 0 0 0 0 0 250,000 PAGE 318 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - WATER 96053-Aquifer Storage and Recovery Well#2 and Well#3 Project Need:The Water System Master Plan has identified the need to expand the city's Aquifer Storage and Recovery program to meet its long-term water demands. Project Description:The city's Aquifer Storage and Recovery(ASR)program began in 2001 with the drilling of ASR 1.In 2006,the city completed the construction of the ASR 2 facility and in 2007 the city drilled and tested ASR 3.This project has three phases: 1. Construction of new facilities to make ASR Well 3 operational 2. Replacement of electrical devices with easier-to-maintain components to existing ASR 2 facilities 3. Connection of two pressure zones to improve storage and distribution from ASR 3 Operations and Maintenance Impact: Operations staff will be able to manage summer peak demands more efficiently in the future. Total Project Cost: $6,490,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 40,000 60,000 40,000 0 0 0 0 140,000 Total Internal 0 40,000 60,000 40,000 0 0 0 0 140,000 External Expenses Design and Engineering 0 440,000 260,000 600,000 0 0 0 0 1,300,000 Construction 0 0 1,500,000 3,000,000 0 0 0 0 4,500,000 Contingency 0 0 100,000 450,000 0 0 0 0 550,000 Total External 0 440,000 1,860,000 4,050,000 0 0 0 0 6,350,000 Total Project Expense 0 480,000 1,920,000 4,090,000 0 0 0 0 6,490,000 REVENUES Revenue Funding Source 530-Water Fund 0 140,000 576,000 1,227,000 0 0 0 0 1,943,000 531-Water SDC Fund 0 340,000 1,344,000 2,863,000 0 0 0 0 4,547,000 Total Revenue Funding 0 480,000 1,920,000 4,090,000 0 0 0 0 6,490,000 Total Revenues 0 480,000 1,920,000 4,090,000 0 0 0 0 6,490,000 CAPITAL IMPROVEMENT PLAN-PAGE 319 CAPITAL IMPROVEMENT PLAN - WATER 96054-Emergency Street and Water Project on Greenfield Drive Project Need:An 8"waterline failed on Greenfield Drive near the intersection with 132nd. The failure caused significant damage to the subgrade and asphalt in Greenfield Drive from SW Maplecrest Court to Gaarde Street. Project Description:This project will address the damage and provide repairs to Greenfield Drive. Operations and Maintenance Impact:None. Total Project Cost:$775,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 50,000 30,000 0 0 0 0 0 80,000 Total Internal 0 50,000 30,000 0 0 0 0 0 80,000 External Expenses Design and Engineering 0 140,000 45,000 0 0 0 0 0 185,000 Construction 0 410,000 100,000 0 0 0 0 0 510,000 Total External 0 550,000 145,000 0 0 0 0 0 695,000 Total Project Expense 0 600,000 175,000 0 0 0 0 0 775,000 REVENUES Revenue Funding Source 530-Water Fund 0 600,000 175,000 0 0 0 0 0 775,000 Total Revenue Funding 0 600,000 175,000 0 0 0 0 0 775,000 Total Revenues 0 600,000 175,000 0 0 0 0 0 775,000 PAGE 320 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - WATER 96055-Risk and Resilience Assessment and Emergency Response Plan Project Need:Section 2013 of America's Water Infrastructure Action of 2018(AWIA)requires community water systems that serve more than 3,300 people to complete a risk and resilience assessment and develop an emergency response plan.Based on these regulations,the City of Tigard must conduct a risk and resilience assessment and submit certification of its completion to the U.S.EPA by December 31,2020.In addition,the city must also develop an emergency response plan and certify completion to the U.S.EPA by June 30,2021. Project Description:Complete a risk and resilience assessment and develop an emergency response plan. Operations and Maintenance Impact:None. Total Project Cost: $150,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 0 30,000 0 0 0 0 0 30,000 Total Internal 0 0 30,000 0 0 0 0 0 30,000 External Expenses Design and Engineering 0 0 100,000 0 0 0 0 0 100,000 Contingency 0 0 20,000 0 0 0 0 0 20,000 Total External 0 0 120,000 0 0 0 0 0 120,000 Total Project Expense 0 0 150,000 0 0 0 0 0 150,000 REVENUES Revenue Funding Source 530-Water Fund 0 0 150,000 0 0 0 0 0 150,000 Total Revenue Funding 0 0 150,000 0 0 0 0 0 150,000 Total Revenues 0 0 150,000 0 0 0 0 0 150,000 CAPITAL IMPROVEMENT PLAN-PAGE 321 CAPITAL IMPROVEMENT PLAN - SANITARY SEWER r RD GARDEN NOME RD Projects 93003 and 93060 are city wide. i' O Y 0,'O � E r w r-� O\' - V WEIR RD cc m [fie°waY+ r �._ 1fr ' f r 1alliilm ��'lrLL. ...tir aRd n rj ,sEARL R,O... 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R:1 vr"'M Pr- TO4 A sts 0 Tigard City Limits TIGARD J , -TyA 0 0.5 1 1-1 Miles City of Tigard Recommended Capital Improvement Plan FY 2021-26 PAGE 322 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - SANITARY SEWER YTD Projected Projct No. Project Name 2020 2021 2022 2023 2024 2025 2026 Total 93003 Sanitary Sewer Major 100,000 100,000 100,000 100,000 100,000 100,000 100,000 700,000 Maintenance Program 93057 East Fork of Derry Dell Creek 80,000 469,000 0 0 0 0 0 549,000 (Gaarde to Fairhaven Street) 93058 Fanno Creek Sanitary Siphon 110,000 230,000 0 0 0 0 0 340,000 Repair 93059 Downtown Sanitary Sewer Line 75,000 280,000 0 0 0 0 0 355,000 Project 93060 Sanitary Sewer Master Plan 0 0 130,000 0 0 0 0 130,000 Update Total Funded 365,000 1,079,000 230,000 100,000 100,000 100,000 100,000 2,074,000 93003-Sanitary Sewer Major Maintenance Program Project Need:Provide major maintenance of the sanitary sewer system. Project Description:This program is used for urgent projects to renew,repair or replace sections of the sanitary sewer system that have failed or are near failure.Normal operations and maintenance includes work on the system to keep it functioning;however,this does not result in renewing or replacing the pipe or other appurtenances.Projects included in the Major Maintenance Program exceed normal maintenance and operations and typically replace pipe and add a renewed service life. Operations and Maintenance Impact: None. Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 50,000 15,000 15,000 15,000 15,000 15,000 15,000 140,000 Total Internal 0 50,000 15,000 15,000 15,000 15,000 15,000 15,000 140,000 External Expenses Project Estimate 0 50,000 85,000 85,000 85,000 85,000 85,000 85,000 560,000 Total External 0 50,000 85,000 85,000 85,000 85,000 85,000 85,000 560,000 Total Project Expense 0 100,000 100,000 100,000 100,000 100,000 100,000 100,000 700,000 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 0 100,000 100,000 100,000 100,000 100,000 100,000 100,000 700,000 Total Revenue Funding 0 100,000 100,000 100,000 100,000 100,000 100,000 100,000 700,000 Total Revenues 0 100,000 100,000 100,000 100,000 100,000 100,000 100,000 700,000 CAPITAL IMPROVEMENT PLAN-PAGE 323 CAPITAL IMPROVEMENT PLAN - SANITARY SEWER 93057-East Fork of Deny Dell Creek(Gaarde to Fairhaven Street) Project Need:Erosion is threatening a sanitary sewer line on the East Fork of Derry Dell Creek adjacent to 110th Avenue,between Gaarde and Fairhaven Street. Project Description:The most severely incised stream segment located just downstream of Gaarde Street will be restored using streambed rock and wood.In areas with less incision,light touch grade control structures will be used to capture silt naturally and to rebuild the stream channel bottom providing better cover over sewer pipes.There will be public outreach to private property owners to assist with revegetation of the creek banks increasing streambank stability in this problem area. Operations and Maintenance Impact: Minor impact for monitoring and adjusting stream structures. Significantly reduces future risk of sewer breaks. Total Project Cost: $680,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 32,000 25,000 40,000 0 0 0 0 0 97,000 Total Internal 32,000 25,000 40,000 0 0 0 0 0 97,000 External Expenses Land/Right of Way 0 0 0 0 0 0 0 0 0 Acquisition Design and Engineering 99,000 55,000 20,000 0 0 0 0 0 174,000 Construction 0 0 350,000 0 0 0 0 0 350,000 Environmental Permit 0 0 5,000 0 0 0 0 0 5,000 Compliance Contingency 0 0 54,000 0 0 0 0 0 54,000 Total External 99,000 55,000 429,000 0 0 0 0 0 583,000 Total Project Expense 131,000 80,000 469,000 0 0 0 0 0 680,000 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 65,500 40,000 234,500 0 0 0 0 0 340,000 510-Stormwater Fund 65,500 40,000 234,500 0 0 0 0 0 340,000 Total Revenue Funding 131,000 80,000 469,000 0 0 0 0 0 680,000 Total Revenues 131,000 80,000 469,000 0 0 0 0 0 680,000 PAGE 324- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - SANITARY SEWER 93058-Fanno Creek Sanitary Siphon Repair Project Need:An existing sanitary sewer line and manhole are exposed due to bank erosion along Fanno Creek. Project Description:This project will replace the exposed sewer line and manhole with a new horizontal directionally drilled sewer line.The new manholes will be placed away from the creek. Operations and Maintenance Impact: None.Significantly reduces risk of future sewer break Total Project Cost: $413,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 11,000 5,000 10,000 0 0 0 0 0 26,000 Total Internal 11,000 5,000 10,000 0 0 0 0 0 26,000 External Expenses Design and Engineering 62,000 5,000 25,000 0 0 0 0 0 92,000 Construction 0 100,000 150,000 0 0 0 0 0 250,000 Contingency 0 0 45,000 0 0 0 0 0 45,000 Total External 62,000 105,000 220,000 0 0 0 0 0 387,000 Total Project Expense 73,000 110,000 230,000 0 0 0 0 0 413,000 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 57,000 110,000 230,000 0 0 0 0 0 397,000 510-Stormwater Fund 16,000 0 0 0 0 0 0 0 16,000 Total Revenue Funding 73,000 110,000 230,000 0 0 0 0 0 413,000 Total Revenues 73,000 110,000 230,000 0 0 0 0 0 413,000 CAPITAL IMPROVEMENT PLAN-PAGE 325 CAPITAL IMPROVEMENT PLAN - SANITARY SEWER 93059-Downtown Sanitary Sewer Line Project Project Need:TV inspection shows rehabilitation is needed to protect sanitary sewer lines in sections of Downtown Tigard.The sanitary sewer in this area was constructed in the 1960s and after years of monthly and quarterly cleaning,the pipe walls have become thin. Project Description:This project will rehabilitate approximately 2,360 linear feet of sanitary sewer line in Pacific Highway from Hall Boulevard to Main Street and in Main Street from Pacific Highway to Commercial Street.A cured-in-place-pipe(CIPP)trenchless method will be used to minimize traffic disruption. Operations and Maintenance Impact:No impact to regular operations,reduces risk of pipe failure. Total Project Cost: $355,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 20,000 15,000 0 0 0 0 0 35,000 Total Internal 0 20,000 15,000 0 0 0 0 0 35,000 External Expenses Design and Engineering 0 45,000 10,000 0 0 0 0 0 55,000 Construction 0 0 225,000 0 0 0 0 0 225,000 Contingency 0 10,000 30,000 0 0 0 0 0 40,000 Total External 0 55,000 265,000 0 0 0 0 0 320,000 Total Project Expense 0 75,000 280,000 0 0 0 0 0 355,000 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 0 75,000 280,000 0 0 0 0 0 355,000 Total Revenue Funding 0 75,000 280,000 0 0 0 0 0 355,000 Total Revenues 0 75,000 280,000 0 0 0 0 0 355,000 PAGE 326 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - SANITARY SEWER 93060-Sanitary Sewer Master Plan Update Project Need:The most recent Sanitary Sewer Master Plan was completed in 2010_The highest-priority capacity projects have been completed or are scheduled.The existing master plan did not address the structural deficiencies and replacement/upgrade needs of an aging system. Project Description:A Sanitary Sewer Master Plan Update will be prepared with a primary focus on existing system conditions.The plan will assess,prioritize and provide budget level cost estimates for existing and projected future pipe system capital repair and replacement needs.This project is now scheduled for implementation after the Public Works Department completes the purchase and installation of a new Asset Management System that can provide needed system conditions reporting_ Operations and Maintenance Impact: None. Total Project Cost: $130,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 0 0 20,000 0 0 0 0 20,000 Total Internal 0 0 0 20,000 0 0 0 0 20,000 External Expenses Design and Engineering 0 0 0 100,000 0 0 0 0 100,000 Contingency 0 0 0 10,000 0 0 0 0 10,000 Total External 0 0 0 110,000 0 0 0 0 110,000 Total Project Expense 0 0 0 130,000 0 0 0 0 130,000 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 0 0 0 130,000 0 0 0 0 130,000 Total Revenue Funding 0 0 0 130,000 0 0 0 0 130,000 Total Revenues 0 0 0 130,000 0 0 0 0 130,000 CAPITAL IMPROVEMENT PLAN-PAGE 327 CAPITAL IMPROVEMENT PLAN - STORMWATER u .■ GARDEN HOME RD Projects 21CIP-17,21CIP-19,94001 and 94042 -are city wide. .+ J i i + _p i l 3 • tt w a BROCKMAN ST V 1 l O . ,A., ki ra n i r Fats r -7 man iftIMA ,i'' a WEIR RD IX ,.�, ��.,�r 94047 z 1� csii 4M'--__ Np4`S.,FERRY RP . ,., ' ,..1 bPJ gG , _. w i 21CIP-15 l➢ 1 no, ■ G. rip a a F , P 94045 RI �.,�Y ■—, • C'�� 101:0-•: 94044 m & ■ FT a�A 1 \ J 21CIP-14 0 jr --.. 94038 �+ w ♦ - ■ f Ili i T S7 ��,,( 1. I; . 1 �« ' 4 ,� -411= MI lag', NI' '." ■ 94046 �y 19CIP-006 93009 jR-+ -' i_v .V. �.1 04. •• 1 �r 1 94041 illi - iirG Sj� a/t .r r _, /----- fig ',Flair '11111116411:.L. ' w GAARDE ST .41 N D• A 5, L llt C- CC MOUNTAIN RDgal WjaarmAlli in r , NIT 'D dmillr ! 4. "- FPAR d PCR oof IL e= seg BEND RD - 140rea -AMA. - 1 ... "IL . " __...,, „,-- -............., )_. I LL r L 7z l) i a ma a hi . :. M■■r I CD ro o .., w r 6 0TUALATIN RD I— % I mo, �`1 - -� 4.- I, ONES F 4, L'~ NYBERG ST �� M_� T�G,Rpr.APS 8 AVE!, M J rP_Ala ORT l..dN° 111��• e. ®� �"m The City of Tigard N \�v` �AKF r q `� �� °f"!GO Project Locations II E _,, A . . .. 5. �� "� C'Tigard City Limits TIGARD _..._m _..„. .ii. 0 2.5 5 Miles City of Tigard Recommended Capital Improvement Plan FY 2021-26 PAGE 328 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STORMWATER YTD Projected Projct No. Project Name 2020 2021 2022 2023 202 2025 2026 Total 19CIP-06 Gaarde Street Greenway 0 0 100,000 200,000 0 0 0 300,000 Detention and Sewer Project 21CIP-14 Red Rock Creek Stabilization and 0 0 762,500 762,500 762,500 1,195,500 1,195,500 4,678,500 Regional Stormwater Detention 21CIP-15 North Dakota Street Stream 0 0 325,000 325,000 325,000 0 0 975,000 Restoration and Detention 21CIP-17 Detention Pipe Retrofit Study 0 0 0 0 0 115,005 140,000 255,005 and Pilot Project 21CIP-19 Stormwater Master Plan Update 0 0 0 150,000 150,000 0 0 300,000 93009 Fanno Creek Slope Stabilization 915,000 12,000 0 0 0 0 0 927,000 (Arthur Court) 94001 Storm Drainage Major 300,000 350,000 350,000 400,000 400,000 400,000 400,000 2,600,000 Maintenance Program 94041 Frewing Street Storrnline 163,000 442,000 0 0 0 0 0 605,000 Replacement 94042 Water Quality Facility 87,500 62,500 62,500 68,000 68,000 68,000 68,000 484,500 Rehabilitation Program 94044 Tigard Triangle Stormwater 112,000 68,000 0 0 0 0 0 180,000 Implementation Plan/Predesign 94045 Commercial Street Stormwater 36,000 265,000 75,000 0 0 0 0 376,000 Facility 94046 Kruger Creek Stabilization 0 980,000 3,555,000 2,025,000 0 0 0 6,560,000 94047 Washington Square Area Retrofit 0 90,000 0 0 0 0 0 90,000 Plan Total Funded 1,613,500 2,269,500 5,230,000 3,930,500 1,705,500 1,778,505 1,803,500 18,331,005 CAPITAL IMPROVEMENT PLAN-PAGE 329 CAPITAL IMPROVEMENT PLAN - STORMWATER 19CIP-06-Gaarde Street Greenway Detention and Sewer Project Project Need:Eroded soils,undetained and untreated storm flows in the headwaters of the west fork of Kruger Creek on Bull Mountain are impacting a culvert,causing flooding of a trail and threatening a sewer line. Project Description:The project adds a flow control manhole,larger culvert,retaining walls and outfall scour protection resulting in protection of the trail and sanitary sewer line during peak flows_This is project 310 from the Stormwater Master Plan_ Operations and Maintenance Impact: Minor increase in maintenance for new flow control manhole. Total Project Cost: $300,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 0 0 20,000 20,000 0 0 0 40,000 Total Internal 0 0 0 20,000 20,000 0 0 0 40,000 External Expenses Design and Engineering 0 0 0 50,000 40,000 0 0 0 90,000 Construction 0 0 0 0 100,000 0 0 0 100,000 Environmental Permit 0 0 0 15,000 0 0 0 0 15,000 Compliance Contingency 0 0 0 15,000 40,000 0 0 0 55,000 Total External 0 0 0 80,000 180,000 0 0 0 260,000 Total Project Expense 0 0 0 100,000 200,000 0 0 0 300,000 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 0 0 0 50,000 100,000 0 0 0 150,000 510-Stormwater Fund 0 0 0 50,000 100,000 0 0 0 150,000 Total Revenue Funding 0 0 0 100,000 200,000 0 0 0 300,000 Total Revenues 0 0 0 100,000 200,000 0 0 0 300,000 PAGE 330 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STORMWATER 21CIP-14-Red Rock Creek Stabilization and Regional Stormwater Detention Project Need: Red Rock Creek is experiencing severe erosion in the Tigard Triangle area. This has exposed the sanitary sewer line and caused line breaks in the past,for which temporary repairs were made. Eroded sediments have also settled in areas up and downstream of SW Dartmouth,causing degradation of wetlands and back-up of flows which at times contributes to creek overflow onto the sidewalk and street Future development in the Tigard Triangle will add to stormwater runoff and contribute to the creek's problems. Project Description: Based on recommendations from the 2018 Stormwater Master Plan,and expected results of the Tigard Triangle Stormwater Implementation Plan(CIP 94044),this project is a placeholder for design and construction of needed streambank, floodplain,and regional stormwater detention facilities for Red Rock Creek in the Tigard Triangle. This project represents multiple projects initially identified in the Stormwater Master Plan(projects 501,502,503,504,&506). The projects will also be designed to accommodate a future Red Rock Creek Trail. Operations and Maintenance Impact: Will add significant vegetated green infrastructure for maintenance,but will reduce sanitary sewer maintenance and repairs. Total Project Cost:$12,000,000(includes costs beyond FY 2025-26) Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 0 0 57,000 57,000 57,000 88,000 88,000 347,000 Total Internal 0 0 0 57,000 57,000 57,000 88,000 88,000 347,000 External Expenses Land/Right of Way 0 0 0 10,000 10,000 10,000 23,500 23,500 77,000 Acquisition Design and Engineering 0 0 0 110,000 110,000 110,000 163,000 163,000 656,000 Construction 0 0 0 312,700 312,700 312,700 498,000 498,000 1,934,100 Environmental Permit 0 0 0 59,500 59,500 59,500 90,000 90,000 358,500 Compliance Contingency 0 0 0 213,300 213,300 213,300 333,000 333,000 1,305,900 Total External 0 0 0 705,500 705,500 705,500 1,107,500 1,107,500 4,331,500 Total Project Expense 0 0 0 762,500 762,500 762,500 1,195,500 1,195,500 4,678,500 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 0 0 0 305,000 305,000 305,000 337,000 337,000 1,589,000 510-Stormwater Fund 0 0 0 457,500 457,500 457,500 508,500 508,500 2,389,500 Total Revenue Funding 0 0 0 762,500 762,500 762,500 845,500 845,500 3,978,500 Other Revenue Source Urban Renewal Capital 0 0 0 0 0 0 350,000 350,000 700,000 Improvement Total Other Revenue 0 0 0 0 0 0 350,000 350,000 700,000 Total Revenues 0 0 0 762,500 762,500 762,500 1,195,500 1,195,500 4,678,500 CAPITAL IMPROVEMENT PLAN-PAGE 331 CAPITAL IMPROVEMENT PLAN - STORMWATER 21CIP-15-North Dakota Street Stream Restoration and Detention Project Need:There is very little existing water quality treatment in this area.The Tigard Street bridge constricts the Fanno Creek, contributing to occasional street flooding.Also,proposed improvements to the North Dakota Street Bridge,the Tigard Street Bridge and Greenburg/Tiedeman will trigger stormwater quality and quantity requirements. Project Description:The project will add a series of four 100-foot wide structural grade controls crossing the channel and into the floodplain in the greenway.Grade controls will slow storm flows and reduce channel erosion.This project will improve existing conditions and it also may be designed to meet stormwater regulatory requirements for nearby road improvement projects. Project Funding:It is anticipated this project will be approximately 50%funded from stormwater funds and 50%from street funds. The type of street funding(e.g.,Gas Tax or Transportation SDC's)will be determined based on which street projects support this project. Operations and Maintenance Impact:The project will trigger ongoing routine stormwater facility maintenance. Total Project Cost:$975,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 0 0 25,000 25,000 25,000 0 0 75,000 Total Internal 0 0 0 25,000 25,000 25,000 0 0 75,000 External Expenses Land/Right of Way 0 0 0 5,000 5,000 5,000 0 0 15,000 Acquisition Design and Engineering 0 0 0 63,000 63,000 63,000 0 0 189,000 Construction 0 0 0 145,000 145,000 145,000 0 0 435,000 Environmental Permit 0 0 0 22,000 22,000 22,000 0 0 66,000 Compliance Contingency 0 0 0 65,000 65,000 65,000 0 0 195,000 Total External 0 0 0 300,000 300,000 300,000 0 0 900,000 Total Project Expense 0 0 0 325,000 325,000 325,000 0 0 975,000 REVENUES Revenue Funding Source 510-Stormwater Fund 0 0 0 162,500 162,500 162,500 0 0 487,500 TBD 0 0 0 162,500 162,500 162,500 0 0 487,500 Total Revenue Funding 0 0 0 325,000 325,000 325,000 0 0 975,000 Total Revenues 0 0 0 325,000 325,000 325,000 0 0 975,000 PAGE 332- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STORMWATER 21CIP-17-Detention Pipe Retrofit Study and Pilot Project Project Need: The city owns multiple underground stormwater detention pipes that are aging and difficult or impossible to access and maintain. Clean Water Services has mandated that the city regularly inspect,clean and maintain these facilities. Project Description: This project was identified in the 2018 Stormwater Master Plan and will extend over approximately six years. The first element will be the assessment of eight critical detention pipes that cannot be maintained due to access issues and design and construct solutions that may include new water quality elements as well. The subsequent project work will include assessment,design and construction of retrofits to the remaining detention pipes to ease access and maintenance and if appropriate add water quality features. Operations and Maintenance Impact:None,and the project will increase the ability to access and maintain existing facilities. Total Project Cost:$815,000(includes costs beyond FY 2025-26) Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 0 0 0 0 0 15,000 20,000 35,000 Total Internal 0 0 0 0 0 0 15,000 20,000 35,000 External Expenses Design and Engineering 0 0 0 0 0 0 100,000 0 100,000 Construction 0 0 0 0 0 0 5 120,000 120,005 Total External 0 0 0 0 0 0 100,005 120,000 220,005 Total Project Expense 0 0 0 0 0 0 115,005 140,000 255,005 REVENUES Revenue Funding Source 510-Stormwater Fund 0 0 0 0 0 0 115,005 140,000 255,005 Total Revenue Funding 0 0 0 0 0 0 115,005 140,000 255,005 Total Revenues 0 0 0 0 0 0 115,005 140,000 255,005 CAPITAL IMPROVEMENT PLAN-PAGE 333 CAPITAL IMPROVEMENT PLAN - STORMWATER 21CIP-19-Stormwater Master Plan Update Project Need: Utility master plans should be updated regularly,on an approximate five-year schedule. The last Stormwater Master Plan was completed and adopted in February 2018. Prior to the 2018 master plan,the city did not have a Stormwater Master Plan in place. The 2018 planning effort could not cover all stormwater systems and needs with the time and funding available. Also new requirements for stormwater detention were adopted by Clean Water Services in 2019 that should be accounted for in the city's plans. Project Description: This master plan update will focus on systems not included or fully analyzed in the 2018 master plan. The plan will focus on pipe and culvert systems conditions and needs,as well as system retrofit opportunities that may add water quality or detention capacity. The master plan update can also incorporate the stormwater results of concept and community planning for South and West River Terrace urban expansion areas. Operations and Maintenance Impact:None for the plan Total Project Cost: $300,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 0 0 0 20,000 20,000 0 0 40,000 Total Internal 0 0 0 0 20,000 20,000 0 0 40,000 External Expenses Design and Engineering 0 0 0 0 100,000 100,000 0 0 200,000 Contingency 0 0 0 0 30,000 30,000 0 0 60,000 Total External 0 0 0 0 130,000 130,000 0 0 260,000 Total Project Expense 0 0 0 0 150,000 150,000 0 0 300,000 REVENUES Revenue Funding Source 510-Stormwater Fund 0 0 0 0 150,000 150,000 0 0 300,000 Total Revenue Funding 0 0 0 0 150,000 150,000 0 0 300,000 Total Revenues 0 0 0 0 150,000 150,000 0 0 300,000 PAGE 334- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STORMWATER 93009-Fanno Creek Slope Stabilization(Arthur Court) Project Need:Sanitary sewer piping and a section of the Colony Creek Trail along Fanno Creek are being threatened by erosion on the outside bend of Fanno Creek. Project Description: This project will rehabilitate and strengthen the section of eroding bank and divert high flows from the impacted area. Operations and Maintenance Impact: None. Reduces risk of erosion to existing trail and sanitary sewer line. Total Project Cost: $1,188,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 71,000 45,000 2,000 0 0 0 0 0 118,000 Total Internal 71,000 45,000 2,000 0 0 0 0 0 118,000 External Expenses Design and Engineering 190,000 18,000 0 0 0 0 0 0 208,000 Construction 0 852,000 10,000 0 0 0 0 0 862,000 Total External 190,000 870,000 10,000 0 0 0 0 0 1,070,000 Total Project Expense 261,000 915,000 12,000 0 0 0 0 0 1,188,000 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 224,000 457,500 6,000 0 0 0 0 0 687,500 510-Stormwater Fund 37,000 457,500 6,000 0 0 0 0 0 500,500 Total Revenue Funding 261,000 915,000 12,000 0 0 0 0 0 1,188,000 Total Revenues 261,000 915,000 12,000 0 0 0 0 0 1,188,000 CAPITAL IMPROVEMENT PLAN-PAGE 335 CAPITAL IMPROVEMENT PLAN - STORMWATER 94001-Storm Drainage Major Maintenance Program Project Need:Provide major maintenance and rehabilitation of stormwater system elements that are aging and in need of significant repair. Project Description:This program is used for urgent projects to renew,repair or replace sections of the stormwater system that have failed or are near failure,including pipes,culverts and stream sections_Normal operations and maintenance includes work on the system to keep it functioning;however,this does not result in renewing or replacing the pipe or other appurtenances.Projects included in the Storm Drainage Major Maintenance Program exceed normal maintenance and operations because they typically replace facilities and add a renewed service life.This program budget was increased starting in FY 2018-19 to provide for implementation of a culvert condition assessment and ongoing major maintenance culvert repairs as recommended in the Stormwater Master Plan. Operations and Maintenance Impact: None,or may slightly reduce current maintenance costs of storm/stream system problem areas. Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 30,000 50,000 50,000 50,000 50,000 50,000 50,000 330,000 Total Internal 0 30,000 50,000 50,000 50,000 50,000 50,000 50,000 330,000 External Expenses Construction 0 270,000 300,000 300,000 350,000 350,000 350,000 350,000 2,270,000 Total External 0 270,000 300,000 300,000 350,000 350,000 350,000 350,000 2,270,000 Total Project Expense 0 300,000 350,000 350,000 400,000 400,000 400,000 400,000 2,600,000 REVENUES Revenue Funding Source 510-Stormwater Fund 0 300,000 350,000 350,000 400,000 400,000 400,000 400,000 2,600,000 Total Revenue Funding 0 300,000 350,000 350,000 400,000 400,000 400,000 400,000 2,600,000 Total Revenues 0 300,000 350,000 350,000 400,000 400,000 400,000 400,000 2,600,000 PAGE 336 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STORMWATER 94041-Frewing Street Stormline Replacement Project Need:Existing 12-inch and 24-inch stormlines in Frewing Street east of Pacific Highway are in poor condition and include pipe bends that require replacement.Additionally,the culvert under Frewing Street is undersized and damaged. Project Description:This project will replace 235 lineal feet of damaged stormline,eliminate the bend and replace two catch basins with manholes.In addition,the project will replace the culvert under Frewing Street Operations and Maintenance Impact: None.Will make maintenance easier. Total Project Cost: $638,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 10,000 27,000 30,000 0 0 0 0 0 67,000 Total Internal 10,000 27,000 30,000 0 0 0 0 0 67,000 External Expenses Land/Right of Way 0 0 20,000 0 0 0 0 0 20,000 Acquisition Design and Engineering 23,000 126,000 30,000 0 0 0 0 0 179,000 Construction 0 0 322,000 0 0 0 0 0 322,000 Contingency 0 10,000 40,000 0 0 0 0 0 50,000 Total External 23,000 136,000 412,000 0 0 0 0 0 571,000 Total Project Expense 33,000 163,000 442,000 0 0 0 0 0 638,000 REVENUES Revenue Funding Source 510-Stormwater Fund 33,000 163,000 442,000 0 0 0 0 0 638,000 Total Revenue Funding 33,000 163,000 442,000 0 0 0 0 0 638,000 Total Revenues 33,000 163,000 442,000 0 0 0 0 0 638,000 CAPITAL IMPROVEMENT PLAN-PAGE 337 CAPITAL IMPROVEMENT PLAN - STORMWATER 94042-Water Quality Facility Rehabilitation Program Project Need:The City of Tigard currently maintains 167 public water quality treatment facilities.Approximately 35%to 50%of them have reached an age where significant work is needed to re-establish effective stormwater treatment.Problems vary by facility but include:(1)significant silt build up;(2)overgrown vegetation;(3)facilities that need replanting;and,(4)facilities that have lost function from erosion,burrowing rodents,structural damage and other factors. Project Description: Develop and implement a rehabilitation plan for aging City of Tigard stormwater quality facilities.In FY 2019-20,professional services will produce a plan assessing the current state of public water quality facilities,identify needed repairs and prioritize the list of repairs.Facilities requiring more than$100,000 for construction or repair may be transferred to the Capital Improvement Plan(CIP)for rating and ranking.Other repairs will be completed in future years under this program. Operations and Maintenance Impact: Ultimately this work will reduce the regular,ongoing maintenance needs at many water quality facilities;however,there is much work to do to get facilities in optimal condition. Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 7,500 7,500 7,500 8,000 8,000 8,000 8,000 54,500 Total Internal 0 7,500 7,500 7,500 8,000 8,000 8,000 8,000 54,500 External Expenses Design and Engineering 0 30,000 0 0 0 0 0 0 30,000 Construction 0 50,000 55,000 55,000 60,000 60,000 60,000 60,000 400,000 Total External 0 80,000 55,000 55,000 60,000 60,000 60,000 60,000 430,000 Total Project Expense 0 87,500 62,500 62,500 68,000 68,000 68,000 68,000 484,500 REVENUES Revenue Funding Source 510-Stormwater Fund 0 87,500 62,500 62,500 68,000 68,000 68,000 68,000 484,500 Total Revenue Funding 0 87,500 62,500 62,500 68,000 68,000 68,000 68,000 484,500 Total Revenues 0 87,500 62,500 62,500 68,000 68,000 68,000 68,000 484,500 PAGE 338 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STORMWATER 94044-Tigard Triangle Stormwater Implementation Plan/Predesign Project Need:As identified in the Tigard Stormwater Master Plan,a regional plan for stormwater management in the Tigard Triangle is needed to support redevelopment plans for the area and to address stream erosion problems.The new lean development code for the Tigard Triangle is anticipated to work best using a regional stormwater management approach in which most of the volume of runoff generated by new and re-development would be handled in a series of floodplain restoration areas along Red Rock Creek. Project Description:Using stormwater data and general storm facility location/sizing information generated in the citywide Stormwater Master Plan project,an implementation plan for regional stormwater management in the Tigard Triangle will be completed. Site-specific preliminary design for regional facilities,floodplain restoration,trail alignment,right-of-way/easement acquisition needs and storm conveyance infrastructure will be included in the plan. Operations and Maintenance Impact:None. Total Project Cost: $180,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 5,000 15,000 0 0 0 0 0 20,000 Total Internal 0 5,000 15,000 0 0 0 0 0 20,000 External Expenses Design and Engineering 0 107,000 53,000 0 0 0 0 0 160,000 Total External 0 107,000 53,000 0 0 0 0 0 160,000 Total Project Expense 0 112,000 68,000 0 0 0 0 0 180,000 REVENUES Revenue Funding Source 510-Stormwater Fund 0 112,000 68,000 0 0 0 0 0 180,000 Total Revenue Funding 0 112,000 68,000 0 0 0 0 0 180,000 Total Revenues 0 112,000 68,000 0 0 0 0 0 180,000 CAPITAL IMPROVEMENT PLAN-PAGE 339 CAPITAL IMPROVEMENT PLAN - STORMWATER 94045-Commercial Street Stor nater Facility Project Need:Stormwater treatment for a large existing untreated area to meet regional stormwater regulatory permit requirements, Healthy Streams Plan goals and provide mitigation for Main Street and other future projects. Project Description:Construct a stormwater facility,or facilities,to treat stormwater runoff from up to 47 acres that discharge into Fanno Creek meeting outfall-retrofitting goals identified in the regional Healthy Streams Plan.This project will be coordinated with the Main Street Green Street Phase 2 Project_ Operations and Maintenance Impact:Increased cost for maintenance of additional stormwater facilities. Total Project Cost: $376,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 15,000 30,000 10,000 0 0 0 0 55,000 Total Internal 0 15,000 30,000 10,000 0 0 0 0 55,000 External Expenses Design and Engineering 0 21,000 20,000 10,000 0 0 0 0 51,000 Construction 0 0 200,000 50,000 0 0 0 0 250,000 Contingency 0 0 15,000 5,000 0 0 0 0 20,000 Total External 0 21,000 235,000 65,000 0 0 0 0 321,000 Total Project Expense 0 36,000 265,000 75,000 0 0 0 0 376,000 REVENUES Revenue Funding Source 511-Water 0 36,000 265,000 75,000 0 0 0 0 376,000 Quality/Quantity Fund Total Revenue Funding 0 36,000 265,000 75,000 0 0 0 0 376,000 Total Revenues 0 36,000 265,000 75,000 0 0 0 0 376,000 PAGE 340 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STORMWATER 94046-Kruger Creek Stabilization Project Need:Kruger Creek is experiencing severe erosion in the Bull Mountain area.This erosion is threatening slope stability and the safety of sanitary,storm,park and private infrastructure located near the creek.The extreme quantities of silt and mud from erosion are also causing problems downstream,depositing in lower creek areas,covering trails and impacting important infrastructure. Project Description:Based on recommendations from the Stormwater Master Plan and results of the Kruger Creek Pre-Design project,this will provide for design,permitting and construction of needed stream improvements.This project implements two high- priority projects in the Stormwater Master Plan(projects 304 and 308),addressing eroding stretches of Kruger Creek from the headwaters near Bull Mountain Park to Gaarde Street. Operations and Maintenance Impact: Will add large,long new pipe system requiring inspection and maintenance. Will significantly reduce risk of erosion and landslides and impacts to culverts and sanitary sewer line. Total Project Cost: $6,560,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 0 180,000 200,000 100,000 0 0 0 480,000 Total Internal 0 0 180,000 200,000 100,000 0 0 0 480,000 External Expenses Design and Engineering 0 0 650,000 170,000 100,000 0 0 0 920,000 Construction 0 0 0 2,000,000 1,000,000 0 0 0 3,000,000 Environmental Permit 0 0 0 460,000 0 0 0 0 460,000 Compliance Contingency 0 0 150,000 725,000 825,000 0 0 0 1,700,000 Total External 0 0 800,000 3,355,000 1,925,000 0 0 0 6,080,000 Total Project Expense 0 0 980,000 3,555,000 2,025,000 0 0 0 6,560,000 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 0 0 330,000 1,155,000 650,000 0 0 0 2,135,000 510-Stormwater Fund 0 0 650,000 2,400,000 1,375,000 0 0 0 4,425,000 Total Revenue Funding 0 0 980,000 3,555,000 2,025,000 0 0 0 6,560,000 Total Revenues 0 0 980,000 3,555,000 2,025,000 0 0 0 6,560,000 CAPITAL IMPROVEMENT PLAN-PAGE 341 CAPITAL IMPROVEMENT PLAN - STORMWATER 94047-Washington Square Area Retrofit Plan Project Need: The Washington Square area has extensive impervious area,contributing runoff and pollutants to Ash and Fanno Creeks. This area was primarily constructed in the era before stormwater quality and quantity facilities were required. Ash Creek in this area exhibits issues including erosion,siltation and flooding_ Project Description: This project will develop a retrofit plan that could be implemented as upgrades and redevelopment occurs to Washington Square and adjacent areas. The planning effort will involve property owners,ODOT and Clean Water Services. The planning effort will examine opportunities to reduce runoff volume,velocity and pollutants entering the creek,including concepts of detention,de-paving,stormwater re-use,and vegetated stormwater features. The plan would provide a mechanism to guide stormwater regulations in this area for projects applying to the city for development permits and also define capital projects for city or public- private implementation. Operations and Maintenance Impact:None for the plan. Total Project Cost:$90,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 0 0 15,000 0 0 0 0 0 15,000 Total Internal 0 0 15,000 0 0 0 0 0 15,000 External Expenses Design and Engineering 0 0 75,000 0 0 0 0 0 75,000 Total External 0 0 75,000 0 0 0 0 0 75,000 Total Project Expense 0 0 90,000 0 0 0 0 0 90,000 REVENUES Revenue Funding Source 510-Stormwater Fund 0 0 90,000 0 0 0 0 0 90,000 Total Revenue Funding 0 0 90,000 0 0 0 0 0 90,000 Total Revenues 0 0 90,000 0 0 0 0 0 90,000 PAGE 342- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - FACILITIES --, L— '.HART RD 1 . GARDEN HOME RD Project 91021 is city wide. iti R- i ' s / r m o��.t w - 7.e f . BROCN ST'1 v y -" KMA O J m W SIC_ �l I� N G .' WEIR RO j i- GYeennay perk LL -_ FA�� E r �.1imianR iA=_^ ri it N FERFy Rp Ai ®; v SOHO�L5 c,1M ,i __ m mi J .•---7,ti-. f J y_ %d — / : .. r _ RAW l IN 1• 0a '__ J 1,1_111,),_(\,--e f e! ! 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JTigard City Limits TIGARD y 0 0.5 1 Miles City of Tigard Recommended Capital Improvement Plan FY 2021-26 CAPITAL IMPROVEMENT PLAN-PAGE 343 CAPITAL IMPROVEMENT PLAN - FACILITIES YTD Projected Proj ct No. Project Name 2020 2021 2022 2023 I 2024 2025 2026 Total 91021 Public Works Facility and Yard 760,000 7,600,000 0 0 0 0 0 8,360,000 91022 City Hall Remodel 107,000 183,000 0 0 0 0 0 290,000 91023 Public Works Field Staff Work 0 100,000 0 0 0 0 0 100,000 Area and Breakroom Total Funded 867,000 7,883,000 0 0 0 0 0 8,750,000 91021-Public Works Facility and Yard Project Need:The City of Tigard Public Works building and yard is almost 30 years old.A new facility is needed to better meet the needs of our growing city function&The current offices are poorly ventilated and inadequately sized for the number of staff,resulting in the need to house some staff in leased space off-site and in the city's Permit Center.More meeting space is needed so that operations and maintenance staff do not have to conduct meetings outside.The yards do not provide enough storage for parts inventory,bulk storage or parking of both city and employee vehicles.Additional covered storage for equipment,heated bays and an updated fuel system island are also needed. Project Description:This project is Phase 1,which includes concept planning/space needs assessment and property search/acquisition. Operations and Maintenance Impact: None at this project phase. Total Project Cost: $8,364,500(Conceptual Design and Land Acquisition Only) Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES Internal Expenses Project Management 4,500 25,000 0 0 0 0 0 0 29,500 Total Internal 4,500 25,000 0 0 0 0 0 0 29,500 External Expenses Land/Right of Way 0 735,000 6,600,000 0 0 0 0 0 7,335,000 Acquisition Design and Engineering 0 0 1,000,000 0 0 0 0 0 1,000,000 Total External 0 735,000 7,600,000 0 0 0 0 0 8,335,000 Total Project Expense 4,500 760,000 7,600,000 0 0 0 0 0 8,364,500 REVENUES Revenue Funding Source 400-Facilities Capital 4,500 760,000 0 0 0 0 0 0 764,500 Projects Fund 530-Water Fund 0 0 7,600,000 0 0 0 0 0 7,600,000 Total Revenue Funding 4,500 760,000 7,600,000 0 0 0 0 0 8,364,500 Total Revenues 4,500 760,000 7,600,000 0 0 0 0 0 8,364,500 PAGE 344 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - FACILITIES 91022-City Hall Remodel Project Need:With the approval of the photo red light program and the additional staff required to process the work,City Council authorized funds to remodel office space to accommodate an expanded Municipal Court.To achieve this,the Utility Billing division was relocated and new office space configured to accommodate their staff While the remodel for these two divisions has been completed,additional remodeling is needed in order to accommodate more staff in City Hall and to allow better adjacency of work units and a more efficient overall space plan_In addition to providing for current and future staffing,the remodel plan includes moving the Commercials Crimes Unit into City Hall.The unit will be closer to the Police Department where they frequently have to be for meetings and other administrative tasks.Moving the Commercial Crimes Unit into City Hall will open up office space in the Permit Center and allow for expected growth in Community Development and Engineering. Project Description:City Hall Remodel to accommodate additional staff related to photo red light program and situate work stations within work groups for better workflow and efficiency. Total Project Cost:$627,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES External Expenses Construction 337,000 107,000 183,000 0 0 0 0 0 627,000 Total External 337,000 107,000 183,000 0 0 0 0 0 627,000 Total Project Expense 337,000 107,000 183,000 0 0 0 0 0 627,000 REVENUES Revenue Funding Source 100-General Fund 337,000 107,000 183,000 0 0 0 0 0 627,000 Total Revenue Funding 337,000 107,000 183,000 0 0 0 0 0 627,000 Total Revenues 337,000 107,000 183,000 0 0 0 0 0 627,000 CAPITAL IMPROVEMENT PLAN-PAGE 345 CAPITAL IMPROVEMENT PLAN - FACILITIES 91023-Public Works Field Staff Work Area and Breakroom Project Need:The Public Works building continues to run short on space.The field crews regularly need to eat lunch in the bays and there is often a line of people to get to an open computer. Project Description:Build a low-cost glass sun room off the back of the existing break room.This extension should have very little impact on the existing structure.The increased space will allow a comfortable and clean environment for the crews to eat and work on computers. Operations and Maintenance Impact:Small increase to maintain the extra space. Total Project Cost:$100,000 Actual through Projected Project 2019 2020 2021 2022 2023 2024 2025 2026 Total EXPENSES External Expenses Design and Engineering 0 0 20,000 0 0 0 0 0 20,000 Construction 0 0 80,000 0 0 0 0 0 80,000 Total External 0 0 100,000 0 0 0 0 0 100,000 Total Project Expense 0 0 100,000 0 0 0 0 0 100,000 REVENUES Revenue Funding Source 270-Parks Utility Fund 0 0 30,000 0 0 0 0 0 30,000 500-Sanitary Sewer Fund 0 0 13,000 0 0 0 0 0 13,000 510-Stormwater Fund 0 0 23,000 0 0 0 0 0 23,000 530-Water Fund 0 0 34,000 0 0 0 0 0 34,000 Total Revenue Funding 0 0 100,000 0 0 0 0 0 100,000 Total Revenues 0 0 100,000 0 0 0 0 0 100,000 City ofTigard I ADOPTED BUDGET FY 2020-2021 PAGE 346 - CITY OF TIGARD DEBT SERVICE SUMMARY The city has two types of debt currently outstanding. • Three general obligation bonds secured by the city's authority to levy property taxes; • Water revenue debt used to pay for the city's water agreement with the City of Lake Oswego. The water revenue debt is in three pieces: a $97.7 million water revenue bond, a $30.8 million water revenue bond and $2.4 million ARRA loan. • Also, the city has the authority to issue short term bond anticipation notes secured by the city's full faith and credit and the ability to assess property owners when the related project is complete. The city's current outstanding debt payments (principal plus interest) are as follows: General Water Revenue Fiscal Year Obligation Debt Total FY 20-21 2,357,242 8,393,034 10,750,276 FY 21-22 2,451,653 8,391,334 10,842,987 FY 22-23 2,550,243 8,390,734 10,940,977 FY 23-24 2,652,187 8,393,359 11,045,546 FY 24-25 2,757,869 8,392,859 11,150,728 FY 25-26 2,434,708 8,390,559 10,825,267 FY 27-46 - 165,531,977 165,531,977 Total $ 15,203,902 $215,883,856 $ 231,087,758 The most recent general obligation bond rating occurred in May 2017 when Moody's upgraded the city's general obligation unlimited tax (GOULT) bond rating to Aal. This rating from Moody's was reaffirmed in April 2020. The city's rating from Standard and Poor's was raised to AA+ in March 2014. Both of these ratings are the second highest rating a city can receive. In 2012, the city received its first revenue bond ratings for its water revenue bond. The city received ratings of Al by Moody's and AA- by Standard and Poor's. For the 2015 Water Revenue Bond, the city's AA-rating from Standard&Poor's was affirmed and in April 2017 Moody's upgraded Tigard to a Aa3 rating. This rating from Moody's was reaffirmed in April 2020. Legal Debt Limit Oregon statutes ORS 287A.050 limits general obligation debt to a maximum of 3% of the city's total real market property value. The limit for FY 2020-21 will be $338,510,748 based upon the estimated market value of $11,283,691,608 as provided by the Washington County Assessor's Office in the FY2019-20 assessment report. The current general obligation debt of$15,203,902 represents 4.5% of the city's legal maximum. The following tables and graphs depict future debt service requirements in total and by debt service type. These figures also present schedules detailing required debt service expenditures for FY 2020-21. DEBT SERVICE-PAGE 347 DEBT SERVICE SUMMARY FY 2020-21 Debt Service GENERAL OBLIGATION BONDS- Paid from property taxes Parks Bond $ 1,030,050 Library Bond 900,700 2020 GO Restructure Bond 426,492 Total General Obligation Bonds $ 2,357,242 WATER REVENUE BONDS Paid primarily from Water Rates &SDCs 2012 Water Revenue Bond $ 6,563,050 2015 Water Revenue Bond 1,668,800 ARRA Loan 161,184 Total Water Revenue Bonds $ 8,393,034 TOTAL FY 2020-21 DEBT SERVICE $ 10,750,276 Annual Debt Service by Type Water Revenue General Debt Obligation 78%... 22% Per Capita Debt Service $250.00 $200.00 $150.00 $100.00 $50.00 $- FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 Actual Actual Actual Actual Actual Actual Adopted Adopted PAGE 348 - CITY OF TIGARD OUTSTANDING DEBT ISSUES Outstanding Debt Issues Original Original Original Principal Final Source of Issue Amount Interest Rate Issue Date Outstanding Maturity Payment GENERAL OBLIGATION BONDS Library Bond $8,655,000 2.92% 02/03/11 $ 2,550,000 12/01/22 Property Taxes Parks Bond $17,000,000 4.15% 02/03/11 $ 5,380,000 06/01/26 Property Taxes 2020 GO Restructure Bond $5,981,000 1.34% 04/25/20 $ 5,981,000 06/01/26 Property Taxes TOTAL GENERAL OBLIGATION BONDS OUTSTANDING $ 13,911,000 WATER REVENUE DEBT Water User Fees& 2012 Water Revenue Bond $97,720,000 4.04% 05/01/12 $ 89,800,000 08/01/42 Water SDC's Water User Fees& 2015 Water Revenue Bond $30,810,000 4.09% 03/03/15 $ 30,140,000 08/01/45 Water SDC's Water User Fees& ARRA Loan $2,398,000 3.00% 03/06/12 $ 1,585,645 12/01/31 Water SDC's TOTAL WATER REVENUE DEBT OUTSTANDING $ 121,525,645 GRAND TOTAL-CITY OF TIGARD DEBT OUTSTANDING $ 135,436,645 The Clackamas River begins in Mount Hood National Forest,drawing from a watershed area of 940 square miles.Water is withdrawn from the Clackamas Riser,pumped through a pipeline buried beneath the Willamette River,and treated at the Lake Oswego-Tigard limi# Water Treatment Plant in West Linn.The water goes through a robust treatment process CM ri-LI that includes filtration to remove dirt and organisms,ozone to remcne substances that affect how the water tastes and smells,and disinfection to kill organisms and protect the PI: et water as it goes through the distribution system. Lake Oswego-Tigard Water Treatment Plant 1:2et The treatment plant in West Linn is the heart of the waters}stem,receivingwater from the Clackamas River and treating it to exceed safe drinking water standards before being distributed to Lake Oswego and Tigard customers. 0 0 Groundwater During periods of high water demand,Tigard supplements its supply with water from two 1:1: Qii5 city-owned aquifer storage and recovery wells,and a native groundwater well. en Qtr az 4 • re $A Agriiiii.TIGARD + limil 00 IZ DEBT SERVICE-PAGE 349 DEBT SERVICE SCHEDULE GENERAL OBLIGATION BOND-LIBRARY & 2020 GO RESTRUCTURE BOND The Tigard Public Library general obligation bond was authorized by voters on May 21, 2002. The initial bond was purchased in whole by the State of Oregon through the Oregon Economic and Com- munity Development Department. In 2011, the initial bond was refunded at the same time that Tigard sold the Parks bond. The new issue saved Tigard property tax payers $863,289 over the remaining life of the bond. Bond proceeds were used to purchase a 14.7 acre parcel and construct a two-story 47,500 square foot library. The new library opened in August 2004. Amount Issued: $8,655,000 Issue Date: 2/3/2011 Original Issue True Interest Rate (TIG): 2.923% Principal Outstanding as of July 1,2020: $2,550,000 Interest Total Debt Fiscal Year Payment Due Rate Principal Due Interest Due Service FY 20-21 12/01/20 4.00% 815,000 51,000 866,000 06/01/21 34,700 34,700 FY 21-22 12/01/21 4.00% 850,000 34,700 884,700 06/01/22 17,700 17,700 FY 22-23 12/01/22 4.00% 885,000 17,700 902,700 Total $2,550,000 r $155,800 $2,705,800 In April 2020, the Parks Bonds were restructured. The restructure lowered the intrest rate in FY 21 through FY 26 and removed the payments from FY 27 through FY 31. The removed payments were restructured at a lower interest rate and will be made using the capacity in the existing property tax rate of$0.3385/$1,000 Assessed Value and the capacity created by the Library Bond being paid off starting in FY 24. The restructure saved property tax payers $1.25 million in net present value. Amount Issued: $5,981,000 Issue Date: 4/25/2020 Original Issue True Interest Rate (TIC): 1.340% Principal Outstanding as of July 1,2020: $5,981,000 Interest Total Debt Fiscal Year Payment Due Rate Principal Due Interest Due Service FY 20-21 12/01/20 47,419 47,419 06/01/21 1.34% 339,000 40,073 379,073 FY 21-22 12/01/21 37,801 37,801 06/01/22 1.34% 441,000 37,801 478,801 FY 22-23 12/01/22 34,847 34,847 06/01/23 1.34% 549,000 34,847 583,847 FY 23-24 12/01/23 31,168 31,168 06/01/24 1.34% 1,561,000 31,168 1,592,168 FY 24-25 12/01/24 20,710 20,710 06/01/25 1.34% 1,684,000 20,710 1,704,710 FY 25-26 12/01/25 9,427 9,427 06/01/26 1.34% 1,407,000 9,427 1,416,427 Total $5,981,000 $355,398 $6,336,398 PAGE 350 - CITY OF TIGARD DEBT SERVICE SCHEDULE GENERAL OBLIGATION BOND—PARKS The Tigard Parks general obligation bond was authorized by voters on November 2, 2010. Bond pro- ceeds are being used to purchase and develop parks in Tigard. At least 80 percent of the proceeds will be used to purchase land and the remainder can be used to develop parks. In addition, 10 percent can be used in Downtown Tigard. In April 2020, these bonds were restructured. The restructure lowered the interest rate in FY 21 through FY 26 and removed the payments from FY 27 through FY 31. The removed payments were restructured at a lower interest rate and will be made using the capacity in the existing property tax rate of$0.3385/$1,000 Assessed Value and the capacity created by the Library Bond being paid off starting in FY 24. The restructure saved property tax payers $1.25 million in net present value. Amount Issued: $17,000,000 Issue Date: 2/3/2011 Original Issue True Interest Rate (TIG): 4.148% Principal Outstanding as of July 1,2020: $5,380,000 Interest Total Debt Fiscal Year Payment Due Rate Principal Due Interest Due Service FY 20-21 12/01/20 110,025 110,025 06/01/21 1.34% 810,000 110,025 920,025 FY 21-22 12/01/21 93,825 93,825 06/01/22 1.34% 845,000 93,825 938,825 FY 22-23 12/01/22 76,925 76,925 06/01/23 1.34% 875,000 76,925 951,925 FY 23-24 12/01/23 59,425 59,425 06/01/24 1.34% 910,000 59,425 969,425 FY 24-25 12/01/24 41,225 41,225 06/01/25 1.34% 950,000 41,225 991,225 FY 25-26 12/01/25 21,038 21,038 06/01/26 1.34% 990,000 21,038 1,011,038 Total $5,380,000 $804,925 $6,184,925 DEBT SERVICE-PAGE 351 GENERAL OBLIGATION BOND-SUMMARY Projected Annual Debt Service Projected Annual Debt Service by Total Principal and Interest by Issuance $3,000,000 - $3,000,000 - $2,500,000 $2,500,000 - $2000,000 - $2,000,000 - 8 u a! 41 u1 H a y $1,500,000 - N $1,500,000 0 0 To ra3 C c C c Q Q $1,000,000 - $1,000,000 - $500,000 - $500,000 - s_ _g_i_Firt IF ---_, s_ 2021 2022 2023 2024 2025 2026 2021 2022 2023 2024 2025 2026 ❑Principal Fiscal Year ■2020 Restructure Fiscal Year ■Interest ■Library ❑Parks FY 2020-21 debt service on the outstanding General Obligation Bonds is as follows: General Obligation Bonds Date Interest Principal Total 2011A Issue - Parks Bond 12/01/20 $ 110,025 $ - $ 110,025 06/01/21 $ 110,025 $ 810,000 $ 920,025 2011B Issue - Library Building 12/01/20 $ 51,000 $ 815,000 $ 866,000 06/01/21 $ 34,700 $ - $ 34,700 2020 GO Bond Restructure 12/01/20 $ 47,419 $ - $ 47,419 06/01/21 $ 40,073 $ 339,000 $ 379,073 Total General Obligation Bond Debt Service $ 393,242 $ 1,964,000 $ 2,357,242 PAGE 352- CITY OF TIGARD WATER REVENUE DEBT-WATER REVENUE BOND 2012 The Water Revenue Bond was issued in May 2012. This is the first revenue bond issue that will pay for Tigard's water infra- structure and securing a water source for Tigard through the Lake Oswego / Tigard Water Partnership. The Partnership will expand the capacity of the Lake Oswego Water Treatment Plant,providing Tigard with 18 million gallons of water per day. The bonds will be repaid by water usage rates and is eligible to be repaid using Water SDCs as well. Tigard is sched- uled to receive water from the plant in 2016,when water purchases from Portland will end. The debt service was set up to make interest only payments through 2015 with higher annual debt service payments that include principal starting in 2016 when Portland water is no longer being purchased. Amount Issued: $97,720,000 Issue Date: 5/1/2012 Original Issue True Interest Rate (TIC): 4.042% Principal Outstanding as of July 1,2020: $89,800,000 Fiscal Year Payment Due Rate Principal Due Interest Due Service FY 20-21 08/01/20 4.00% 2,185,000 2,210,875 4,395,875 02/01/21 2,167,175 2,167,175 FY 21-22 08/01/21 4.00% 2,275,000 2,167,175 4,442,175 02/01/22 2,121,675 2,121,675 FY 22-23 08/01/22 4.00% 2,365,000 2,121,675 4,486,675 02/01/23 2,074,375 2,074,375 FY 23-24 08/01/23 5.00% 2,475,000 2,074,375 4,549,375 02/01/24 2,012,500 2,012,500 FY 24-25 08/01/24 5.00% 2,605,000 2,012,500 4,617,500 02/01/25 1,947,375 1,947,375 FY 25-26 08/01/25 5.00% 2,735,000 1,947,375 4,682,375 02/01/26 1,879,000 1,879,000 FY 26-27 08/01/26 5.00% 2,875,000 1,879,000 4,754,000 02/01/27 1,807,125 1,807,125 FY 27-28 08/01/27 5.00% 3,025,000 1,807,125 4,832,125 02/01/28 1,731,500 1,731,500 FY 28-29 08/01/28 5.00% 3,180,000 1,731,500 4,911,500 02/01/29 1,652,000 1,652,000 FY 29-30 08/01/29 5.00% 3,340,000 1,652,000 4,992,000 02/01/30 1,568,500 1,568,500 FY 30-31 08/01/30 5.00% 3,515,000 1,568,500 5,083,500 02/01/31 1,480,625 1,480,625 FY 31-32 08/01/31 5.00% 3,695,000 1,480,625 5,175,625 02/01/32 1,388,250 1,388,250 FY 32-33 08/01/32 5.00% 3,885,000 1,388,250 5,273,250 02/01/33 1,291,125 1,291,125 FY 33-34 08/01/33 5.00% 4,080,000 1,291,125 5,371,125 02/01/34 1,189,125 1,189,125 FY 34-35 08/01/34 5.00% 4,290,000 1,189,125 5,479,125 02/01/35 1,081,875 1,081,875 FY 35-36 08/01/35 5.00% 4,510,000 1,081,875 5,591,875 02/01/36 969,125 969,125 FY 36-37 08/01/36 5.00% 4,745,000 969,125 5,714,125 02/01/37 850,500 850,500 FY 37-38 08/01/37 5.00% 4,985,000 850,500 5,835,500 02/01/38 725,875 725,875 FY 38-39 08/01/38 5.00% 5,240,000 725,875 5,965,875 02/01/39 594,875 594,875 FY 39-40 08/01/39 5.00% 5,510,000 594,875 6,104,875 02/01/40 457,125 457,125 FY 40-41 08/01/40 5.00% 5,795,000 457,125 6,252,125 02/01/41 312,250 312,250 FY 41-42 08/01/41 5.00% 6,090,000 312,250 6,402,250 02/01/42 160,000 160,000 FY 42-43 08/01/42 5.00% 6,400,000 160,000 6,560,000 Total $89,800,000 $61,134,825 $150,934,825 DEBT SERVICE-PAGE 353 WATER REVENUE DEBT-WATER REVENUE BOND 2015 The second Water Revenue Bond was issued in March 2015 to pay for Tigard's continuing water infrastructure needs and securing a water source for Tigard through the Lake Oswego/Tigard Water Partnership. The first Water Revenue Bond was issued in May 2012.The Partnership will expand the capacity of the Lake Oswego Water Treatment Plant,providing Tigard with 18 million gallons of water per day. The bonds will be repaid by water usage rates and is eligible to be repaid using Water SDCs as well. Tigard began receiving water from the plant in summer of 2016,when water purchases from Portland ended. The debt service was set up to make interest only payments through fiscal year 2016 with higher annual debt service payments that include principal starting in fiscal year 2017. Amount Issued: $30,810,000 Issue Date: 3/3/2015 Original Issue True Interest Rate (TIC): 4.090% Principal Outstanding as of July 1,2020: $30,140,000 Interest Total Debt Fiscal Year Payment Due Rate Principal Due Interest Due Service FY 20-21 08/01/20 4.00% 185,000 743,750 928,750 02/01/21 740,050 740,050 FY 21-22 08/01/21 4.00% 190,000 740,050 930,050 02/01/22 736,250 736,250 FY 22-23 08/01/22 4.00% 200,000 736,250 936,250 02/01/23 732,250 732,250 FY 23-24 08/01/23 4.00% 210,000 732,250 942,250 02/01/24 728,050 728,050 FY 24-25 08/01/24 4.00% 215,000 728,050 943,050 02/01/25 723,750 723,750 FY 25-26 08/01/25 4.00% 225,000 723,750 948,750 02/01/26 719,250 719,250 FY 26-27 08/01/26 4.00% 235,000 719,250 954,250 02/01/27 714,550 714,550 FY 27-28 08/01/27 5.00% 245,000 714,550 959,550 02/01/28 708,425 708,425 FY 28-29 08/01/28 5.00% 255,000 708,425 963,425 02/01/29 702,050 702,050 FY 29-30 08/01/29 5.00% 270,000 702,050 972,050 02/01/30 695,300 695,300 FY 30-31 08/01/30 3.25% 280,000 695,300 975,300 02/01/31 690,750 690,750 FY 31-32 08/01/31 5.00% 290,000 690,750 980,750 02/01/32 683,500 683,500 FY 32-33 08/01/32 5.00% 305,000 683,500 988,500 02/01/33 675,875 675,875 FY 33-34 08/01/33 5.00% 325,000 675,875 1,000,875 02/01/34 667,750 667,750 FY 34-35 08/01/34 5.00% 340,000 667,750 1,007,750 02/01/35 659,250 659,250 FY 35-36 08/01/35 5.00% 360,000 659,250 1,019,250 02/01/36 650,250 650,250 FY 36-37 08/01/36 5.00% 375,000 650,250 1,025,250 02/01/37 640,875 640,875 FY 37-38 08/01/37 5.00% 395,000 640,875 1,035,875 02/01/38 631,000 631,000 FY 38-39 08/01/38 5.00% 420,000 631,000 1,051,000 02/01/39 620,500 620,500 FY 39-40 08/01/39 5.00% 440,000 620,500 1,060,500 02/01/40 609,500 609,500 FY 40-41 08/01/40 5.00% 455,000 609,500 1,064,500 02/01/41 598,125 598,125 FY 41-42 08/01/41 5.00% 485,000 598,125 1,083,125 02/01/42 586,000 586,000 FY 42-43 08/01/42 5.00% 510,000 586,000 1,096,000 02/01/43 573,250 573,250 FY 43-44 08/01/43 5.00% 7,265,000 573,250 7,838,250 02/01/44 391,625 391,625 FY 44-45 08/01/44 5.00% 7,635,000 391,625 8,026,625 02/01/45 200,750 200,750 FY 45-46 08/01/45 5.00% 8,030,000 200,750 8,230,750 Total $30,140,000 $32,901,600 $63,041,600 PAGE 354 - CITY OF TIGARD WATER REVENUE DEBT-ARRA WATER LOAN As part of the American Recovery and Reinvestment Act of 2009,Tigard received a grant and a loan to rehabilitate the wa- ter pump and seismic upgrades at our 10 mil water reservoir.The loan became set with the completion of the project in March 2012.The debt is being repaid with water user fees. Amount Issued: $2,398,000 Issue Date: 3/6/2012 Original Issue True Interest Rate (ITC): 3.000% Principal Outstanding as of July 1,2020: $1,585,645 Interest Total Debt Fiscal Year Payment Due Rate Principal Due Interest Due Service FY 20-21 12/01/20 3.00% 113,615 47,569 161,184 FY 21-22 12/01/21 3.00% 117,023 44,161 161,184 FY 22-23 12/01/22 3.00% 120,534 40,650 161,184 FY 23-24 12/01/23 3.00% 124,150 37,034 161,184 FY 24-25 12/01/24 3.00% 127,874 33,310 161,184 FY 25-26 12/01/25 3.00% 131,710 29,474 161,184 FY 26-27 12/01/26 3.00% 135,663 25,521 161,184 FY 27-28 12/01/27 3.00% 139,732 21,452 161,184 FY 28-29 12/01/28 3.00% 143,923 17,261 161,184 FY 29-30 12/01/29 3.00% 148,241 12,943 161,184 FY 30-31 12/01/30 3.00% 152,688 8,496 161,184 FY 31-32 12/01/31 3.00% 130,492 3,915 134,407 Total $1,585,645 $321,786 $1,907,431 DEBT SERVICE-PAGE 355 WATER REVENUE DEBT SUMMARY Projected Annual Debt Service Projected Annual Debt Service by Principal and Interest by Issuance $9,000,000 - $9,000,000 - — — --- $8,00,000 - $8,000,000 $7,000,000 - $7,000,000 [ 1111111111 $6,000,000 - $6,000,000 u v u d $5,000,000 - $5,000,000 VI in W d O $4,000,000 - o $4,000,000 7 f0 c = Q c $3,000,000 - < $3,000,000 $2,000,000 - $2,000,000 $1,000,000 - $1,000,000 2021 2026 2031 2036 2041 2046 2021 2026 2031 2036 2041 2046 0 Principal Fiscal Year ❑ARRA Fiscal Year ❑2015 Rev Bond ■Interest ■2012 Rev Bond FY 2020-21 debt service on the outstanding Water Revenue Debt is as follows: Water Revenue Debt Date Interest Principal Total Water Revenue Bond 2012 08/01/20 $ 2,210,875 $ 2,185,000 $ 4,395,875 02/01/21 $ 2,167,175 $ - $ 2,167,175 Water Revenue Bond 2015 08/01/20 $ 743,750 $ 185,000 $ 928,750 02/01/21 $ 740,050 $ - $ 740,050 ARRA Loan 12/01/20 $ 47,569 $ 113,615 $ 161,184 Total Water Revenue Debt Service $ 5,909,419 $ 2,483,615 $ 8,393,034 City ofTigard I ADOPTED BUDGET I FY 2020-2021 PAGE 356 - CITY OF TIGARD FUND SUMMARIES INTRODUCTION The following section shows a detailed listing of the resources and requirements for each fund used by the city. Explanatory narratives are provided for each of the funds. In FY 2020-21, the city will use the following funds: Fund Type Fund Name General General Fund Sanitary Sewer, Stormwater,Water,Water CIP,Water Debt Service,Water Enterprise Quality/Quantity,Water SDC Building, City Gas, Construction Excise Tax, Criminal Forfeiture, Electrical Inspection, Gas Tax, Library Donation and Bequests,Parks Bond,Parks SDC, Special Revenue Parks Utility, Police Levy, Street Maintenance,Transient Lodging Tax,Trans- portation Development Tax,Transportation SDC,Underground Utility, Urban Forestry Debt Service Bancroft, General Obligation Capital Projects Facilities,Parks,Transportation CIP Central Services, Fleet/Property Maintenance, Insurance, Public Works Admin, Internal Service Public Works Engineering FUND SUMMARIES-PAGE 357 GENERAL FUND The General Fund is used to account for the city's revenues and expenditures that are of a general na- ture and therefore not required to be recorded in another fund. General Fund revenues include prop- erty taxes, fees and charges for services, franchise fees, fines, interests, revenues from other agencies, and transfers from other funds. Expenditures out of the General Fund include programmatic expenses such as Police, Library, and Community Development, as well as transfers for Parks and capital im- provements. Some revenue streams in the General Fund experience modest growth, such as property taxes, while others are expected to remain significantly flat, such as franchise fees. Property taxes constitute the largest single source of revenue for the General Fund. Revenues received from other agencies include Hotel/Motel Tax, Washington County Cooperative Library Services (WCCLS) distribution share, Liq- uor Tax, Cigarette Tax, State Revenue Sharing distribution, and miscellaneous other Intergovernmental Revenue. Franchise Fees are paid by utility entities for their use of public right-of-ways and are based on a percentage of their gross revenues collected within the city. Property Tax,Intergovernmental, and Franchise Fees make up the three largest revenue categories. The General Fund started to see revenues from the marijuana tax in FY 2018. The city forecasted rev- enue from the marijuana tax based on actual revenues in FY 2018 and FY 2019. Lastly, Interdepart- mental Services Revenue declined with the creation of the two new Central Services funds in FY 2019, Public Works Administration and Public Works Engineering. In addition, the Engineering Public Im- provements revenue was moved to the PW Engineering fund. The Interdepartmental Services Reve- nue, which reimburses for services provided by these divisions, along with Engineering Public Im- provement revenue is now accounted for within the two new funds. During FY 2020, a virus outbreak, COVID-19, started in the third quarter and this worldwide pandem- ic forced the city to revisit and revise its revenue forecasts for the rest of forecast periods. The refore- cast demonstrated that,while certain types of revenues are down substantially, the city's General Fund reserves display, relatively, strong balances for next few years. As noted in the previous fiscal years, the General Fund reserves are growing in an intentional manner. The Budget Committee and Council have designated portions of the reserves for specific purposes. They are as follows: • Cash Requirement Reserve: This is the last reserve that could be depleted. This reserve is 25% of expenditures, or about $8.4M, in FY 2021. In December, Tigard receives most of its property tax revenues. The intent of this reserve is to bridge from July through Novem- ber when expenditures exceed revenues. This reserve ensures that Tigard does not need to borrow to pay for regular expenses such as payroll while await property taxes. • E�D7 Reserve: This reserve is intended to help the city bridge a revenue slowdown caused by a recession or other unforeseen event and has historically been set at $1.0M since its creation with the FY 2018 budget. In FY 2020, this reserve was reduced to $0.8M after using$200,000 of the Emergency Reserve responding to COVID-19 pandemic thru Tigard CARES (small business assistance) and RAFT Program (houseless assistance). PAGE 358 - CITY OF TIGARD GENERAL FUND • Service Level Reserve: In FY 2019 and FY 2020, Tigard made significant service cuts and other budgetary changes to create a positive gap between expenditures and revenues. The annual savings created by spending less than our revenues is placed in the reserve. It is forecasted that this reserve will be approximately $8.6M by the end of FY 2021 and will grow to $9.8M by the beginning of FY 2023. This is down from projections last year pri- marily due to the COVID-19 pandemic event. Starting in FY 2023, the growth in the cost of expenditures will outpace the growth in revenues and the city will need to start utilizing this reserve to keep up with service level demands. It is forecasted that this reserve will be depleted by the end of FY 2027. • Undesignated Reserve: This is the remaining reserve left over after accounting for the three previous reserves. While this reserve does not have a specific purpose, a healthy level of undesignated reserve is the indicator of a good financial health and provides the city with the flexibility when making decisions that impact General Fund finances. FUND SUMMARIES-PAGE 359 GENERAL FUND FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY20 Resources 40000-Beginning Fund Balance 14,936,012 19,407,186 21,829,986 25,668,423 25,980,423 25,980,423 19.0% Total Beginning Fund Balance I4,936,012 19,407,186 21 829,986 25 668,423 25,980,423 25 980,423 19.0% 40100-Current Property Taxes 15,442,256 16,251,268 16,910,228 17,502,458 17,502,458 17,502,458 3.5% 40101-Prior Year Property Taxes 168,501 465,478 211,188 251,414 251,414 251,414 19.0% 40102-Property Taxes-Levy 0 0 0 0 1,983,790 0 0.0 Total Taxes 15 610,757 16,716,747 17,121,416 17,753,872 19,737,662 17,753,872 3.7% 41000-Franchise Application Fees 0 0 2,000 2,000 2,000 2,000 0.0% 41001-Franchise Fees-Electric 2,391,161 2,428,525 2,415,072 2,535,826 2,535,826 2,535 826 5.0% 41002-Franchise Fees-Gas 683,696 667,255 659,044 650,507 650,507 650,507 -1.3% 41003-Franchise-Telecomm 259,747 309,247 235,376 247,145 247,145 247,145 5.0% 41004-Franchise Fees-Garbage 616,094 673,603 690,254 680,880 680,880 680,880 -1.4% 41005-Franchise Fees-Cable TV 546,940 490,317 505,848 509,071 509,071 509,071 0.6% 41006-Franchise Fees-Water 975,184 1,013,600 1,093,162 1,113,794 1,113,794 1,113,794 1.9% 41007-Franchise Fees-Sanitary Swr 629,622 635,806 653,871 676,756 676,756 676,756 3.5% 41008-Franchise Fees-Storm 0 0 0 200,000 200,000 200,000 100.0% Total Franchise Fees 6,102,443 6,218,353 6,254,627 6,615,979 6,615,979 6,615 979 18% 43001-Business License 792,525 798,781 808,376 743,706 743,706 743,706 -8.0% 43142-CDC Review Fees 65,390 59,015 43,910 43,910 43,910 43,910 00% 43113-Address Fee 26,775 0 1,323 1,323 1,323 1,323 0.0 43144-Engineering Public I_c _ 1,914,986 0 0 0 0 0 0.0% 43115-Sign Permit Fees 18,813 20,241 9,171 9,171 9,171 9,171 0.0% 43116-Land Use Application Fee 509,794 321,770 253,657 253,657 253,657 253,657 0.0% 43134-Erosion Ctrl Inspect-Engnrg 166,142 0 0 0 0 0 0.0% 43139-VHD Pre-Certification Fee 0 1,600 0 0 0 0 0.0% 43401-Alarm Permit Fees 74,995 66,100 66,170 67,493 67,493 67,493 2.0% 43402-Liquor Permit Fees 3,825 3,735 3,914 3,992 3,992 3,992 2.0% 43403-Candidate Filing Fees 200 200 0 0 0 0 0.0% Total Licenses and Permits 3,573,445 1,271,441 1,186,521 1,123,252 1,123,252 1,123,252 -53% 40201-Hotel/Motel Tax 1,255,811 747,242 701,298 560,432 560,432 560,432 -20.1% 44100-Cigarette Tax 62,079 59,588 53,590 52,250 52,250 52,250 -2.5% 44101-Liquor/Marijuana Tax 1,147,532 1,124,431 1,191,711 1,251,297 1,251,297 1251 297 5.0% 44102-State Revenue Sharing 556,629 591,166 593,773 623,462 623,462 623,462 5.0% 44501-Intergovernmental Revenue 849,816 720,970 1,027,163 1,055,924 1,055,924 1,055,924 2.8% 44800-Federal Grants 137,611 165,488 12,754 0 0 0 -100.0% 44801-State Grants 8,555 20,545 109 11 11 11 -89.9% 44802-Grants-Other 54,400 85,411 8,700 870 870 870 -90.0% 44803-WCCLS Grants 3,618,384 3,705,062 3,771,517 3,884,663 3,884,663 3,884 663 3.0% Total Intergovernmental 7,690,818 7,219,903 7,360,615 7,428,909 7,428,909 7,428,909 0.9% 45301-Lien Search Fees 82,740 53,235 51,500 52,015 52,015 52,015 1.0% 45303-Vehicle Release Fee 20,200 14,660 13,610 13,610 13,610 13,610 0.0% PAGE 360 - CITY OF TIGARD GENERAL FUND FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 20 45304-Passport Processing Fees 35,430 0 0 0 0 0 0.0% 45305-Park Revenue -105 0 0 0 0 0 0.0°/n 45306-Passport Photos 7,750 0 0 0 0 0 0.0% 45310-Library Copier Receipts 2,207 2,298 836 836 836 836 0.0% 45311-Library Miscellaneous Income 12,013 12,642 11,256 11,098 11,098 11,098 -1.4% 45319-Miscellaneous Fees&Charges 14,642 19,292 10,000 10,000 10,000 10,000 0.0% 45320-Rental Income 0 0 0 0 0 0 0.0% 45322-Police Copies 15,965 19,766 10,000 10,000 10,000 10,000 0.0% 45323-PD Distracted Driver 460 1,031 500 500 500 500 0.00/a 45330-Donations/Gifts 5,431 20,740 0 0 0 0 0.0% 45580-Interdepartmental Services Revenue 2,013,197 139,900 156,000 155,073 155,073 155,073 -0.6% Total Charges for Services 2,209,930 283,564 253,702 253,132 253,132 253,132 -0.2% 46001-Traffic Fines 535,725 630,951 1,562,237 2,166,000 2,166,000 2,166,000 38.6% 46002-Civil Infractions -39 0 1,000 1,000 1,000 1,000 0.0% 46010-Library Fines 59,087 51,696 91,261 91,261 91,261 91,261 0.0% Total Fines&Forfeitures 594,773 682,647 1,654,498 2,258,261 2,258,261 2,258,261 36.5% 47000-Interest Earnings 881,008 823,407 500,900 400,900 400,900 400,900 -20.0% Total Interest Earnings 881,008 823,407 500,900 400,900 400,900 400,900 -20.0% 48000-Other Revenue 14 441 0 0 0 0 0.0% 48001-Recovered Expenditures 106,816 52,840 249,570 56,432 356,432 356,432 42.8% Total Miscellaneous 106,830 53,281 249,570 56,432 356,432 356,432 42.8% 49210-Transfer In from TLT Fund 0 237,070 292,900 294,000 294,000 294,000 0.4% 49980-Transfer In from Library Don.&Beq.Fund 0 0 0 60,000 60,000 60,000 100.0% Total Transfers In 0 237,070 292,900 354,000 354,000 354,000 209% Total Resources 51,706,016 52,913,599 56,704,735 61,913,160 64,508,950 62,525,160 10.3% Requirements Program Expenditures CIP 0 0 0 0 0 0 0.0% Community Development 3,123,971 3,317,805 3,818,912 4,137,033 4,137,033 4,190,174 9.7% Community Services 22,582,816 21,954,758 26,126,831 26,347,816 28,667,775 26,624,316 1.9% Policy and Administration 793,122 990,650 1,089,773 1,840,314 1,848,314 1,875,705 72.1 Public Works 4,266,144 0 0 0 0 0 0.0% Total Program Expenditures 30,766,053 26,263,213 31,035 516 32,325,163 34 653,122 32,690,195 5.3% Total Loan to TCDA 0 183,273 1,000 1,000 1,000 1,000 0.0% Total Transfers Out 1,627,321 3,119,799 2,671,977 2,490,115 2,673,115 2,673,115 0.0% Total Contingency 0 0 1,354,094 1,650,000 1,650,000 1,650,000 21.9% Total Budget Reserve for Future Expense 19,312,642 23,347,314 21,642,148 25,446,882 25,531,713 25,510 850 17.9% .tal Requirements . FUND SUMMARIES-PAGE 361 ENTERPRISE FUND-SANITARY SEWER Funds collected in the Sanitary Sewer Fund are applied to the operation, maintenance, repair, and up- grade of the city's sanitary sewer infrastructure. Within Washington County, a special district, Clean Water Services (CWS), provides stormwater and sanitary sewer treatment and sets all fees related to these services. CWS contracts with the City of Tigard for billing and collection of sanitary sewer charges within the city limits and for providing the stormwater system maintenance within the city. Sanitary Sewer Connection Fees are charged to developers and property owners upon connection to the city's sewer system. The amount of this fee is determined by CWS each year. CWS also sets the base monthly sewer service charges. A customer's monthly sewer charge is comprised of the base charge plus a consumption charge which is based on the customer's average water consumption during previous winter months. The city retains approximately 16% of these revenues and sends the remain- ing 84% to CWS each month. Additionally, the city imposes a sewer surcharge of $2.37/dwelling unit/month for sewer accounts. This additional charge will help the city fund the growing infrastructure needs of the system. PAGE 362- CITY OF TIGARD ENTERPRISE FUND-SANITARY SEWER FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY20 Resources 40000-Beginning Fund Balance 4,994,449 5,38fi 207 4,918,060 6,015,718 6,015,718 6,015,718 22.3% Total Beginning Fund Balance 4,994,449 5,386 207 4,918,060 6,015,718 6,015,718 6,015,718 22.3% 43120-Sewer Connection Fees 94,200 132,207 92,200 92,200 92,200 92,200 0.0°, Total Licenses and Permits 94,200 132,207 92,200 92,200 92,200 92,200 0.0% 44501-Intergovernmental Revenue 1,612,614 0 0 0 0 0 0.0% Total Intergovernmental 1,612,614 0 0 0 0 0 0.0% 45100-Utility Sales 2,518,637 2,693,423 2,579,811 2,657,205 2,657,205 2,657,205 3.0% 45101-Other Utility Sales 688,023 756,630 676,000 676,000 676,000 676,000 0.0% 45199-Bad Debt 2,122 -60,772 0 0 0 0 0.0% Total Charges for Services 3,208,783 3,389 281 3,255 811 3,333,205 3,333,205 3,333,205 2.4% 47000-Interest Earnings 3,399 163,890 110,300 110,300 110,300 110,300 0.0% Total Interest Earnings 3,399 163,890 110,300 110,300 110,300 110,300 0.0% 48001-Recovered Expenditures 51,855 138,165 42,100 42,100 42,100 42,100 0.0% Total Miscellaneous 51,855 138,165 42,100 42,100 42,100 42,100 0.0% 49500-Transfer In from Sanitary Sewer Fund 0 0 0 0 0 0 0.0% 49510-Transfer In from Stormwater Fund 63,424 42,860 317,750 234,500 234,500 234,500 -26.2% Total Transfers In 63,424 42,860 317,750 234,500 234,500 234,500 -26.2% Total Resources 9,252,610 8,736,221 9,828,023 9,828,023 9,828,023 Requirements Program Expenditures CIP 32,154 0 0 0 0 0 0.0% Public Works 2,202,144 2,638,795 2,321,995 2,281,141 2,331,141 2,342,147 09% Total Program Expenditures 2,234,298 2,638,795 2,321,995 2,281,141 2,331,141 2,342,147 0.9% Total Transfers Out 360,290 164,457 674,200 1398 820 464,320 464,320 -31.1% Total Work in Progress 2,059,862 154,342 1,280,500 1,079,000 1,079,000 1,079,000 -15.7% Total Contingency 0 0 393,904 200,000 200,000 200,000 -49.2% total Bu ,449 2,957,595 4,670,599 4,958,961 4,074,461 .11 Reserve for Future Expense 5,374,275 6,295,016 4,065,622 4,869,062 5,753,562 5,742,556 41.2% Total Requirements 10,028,724 9,252,610 8,736,221 9,828,023,828,023 9, FUND SUMMARIES-PAGE 363 ENTERPRISE FUND-STORMWATER Funds collected in the Stormwater Fund are applied to the operation, maintenance, repair, and up- grade of the city's stormwater facilities. Within Washington County, a special district, Clean Water Services (CWS), provides stormwater and sanitary sewer treatment and sets all fees related to these services. CWS contracts with the City of Tigard for billing and collection of stormwater charges within the city's limits and for providing stormwater system maintenance within the city. The city currently retains 75% of the stormwater fees collected by the city. The city has also assessed a $2.00 per month per ESU surcharge for stormwater system maintenance since 2009. The council has au- thorized an increase of$3.50/month/ESU (for a total of$5.50/month/ESU) to this surcharge that will likely be implemented during the 2020-2021 fiscal year PAGE 364 - CITY OF TIGARD ENTERPRISE FUND-STORMWATER FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 20 Resources 40000-Beginning Fund Balance 6,103,081 7,138,714 6,637,618 7,042,546 7,252,546 7,252,546 9.3% Total Beginning Fund Balance 6,103 081 7,138,714 6,637,618 7,042,546 7,252,546 7,252,546 9.3% 43123-Fee in Lieu Water Quality 4,973 15,969 0 0 0 0 0.0% Total Licenses and Permits 4,973 15,969 0 0 0 0 0.0% 45100-Utility Sales 2,787,584 2,977,183 3,042,188 3,194,297 3,194,297 3,194,297 5.0% 45103-Tigard SWM Surcharge 832,277 847,015 850,000 850,000 850,000 850,000 0.0% 45199-Bad Debt 570 -12,065 0 0 0 0 0.0% Total Charges for Services 3,620,431 3,812,133 3,892,188 4,044,297 4,044,297 4,044,297 3.9% 47000-Interest Earnings 2,740 175,203 139,900 139,900 139,900 139,900 0.0% Total Interest Earnings 2,740 175,203 139,900 139,900 139,900 139,900 0.0% 48000-Other Revenue 0 0 0 0 0 0 0.0% 48001-Recovered Expenditures 7,464 8,909 5,000 5,000 5,000 5,000 0.0% Total Miscellaneous 7,464 8,909 5,000 5,000 5,000 5,000 0.0% 49200-Transfer In from Gas Tax Fund 0 0 30,000 0 0 0 -100.0% 49500-Transfer In from Sanitary Sewer Fund 324,424 84,544 628,000 336,000 336,000 336,000 -46.5% 49510-Transfer In from Stor nwater Fund 0 0 0 0 0 0 0.0% 49511-Transfer In from Water Quality/Quantity Fund 0 0 46,000 265,000 265,000 265,000 476.1% Total Transfers In 324,424 84,544 704,000 601,000 601,000 601,000 -14.6% Total Resources 10,063,113 11,235,472 11,378,706 11,832,743 12,042,743 12,042,743 Requirements Program Expenditures CIP 44,362 0 0 0 0 0 0.0% Public Works 1,957,4-55 2,745,348 3,019,778 3,437,563 3,487,563 3,509,897 16.2% Total Program Expenditures 2,001,817 2,745,348 3,019,778 3,437,563 3,487,563 3,509,897 16.2% Total Transfers Out 134,082 212,623 400,550 1,400,566 442,866 442,866 10.6% Total Work in Progress 800,433 493,958 2,502,500 2,059,500 2,269,500 2,269,500 -9.3% Total Contingency 0 0 183,064 225,000 225,000 225,000 22.9% Reserve for Future Expense 7,126,782 7,783,542 5,272,814 4,710,114 5,617,814 5,595,480 6.1% Total Requirements FUND SUMMARIES-PAGE 365 ENTERPRISE FUND-WATER The City of Tigard manages the operation of the water system through intergovernmental agreements with the cities of King City and Durham and with the Tigard Water District. The Water Fund is the primary operating fund for the water system and accounts for all costs associated to the water opera- tion, including ongoing maintenance. The Water Fund also transfers to the Water CIP Fund for vari- ous capital improvement projects and to the Water Debt Service Fund to pay debt service on water revenue bonds. The Water Fund maintains a Rate Stabilization Account of$2.0 million. In 2008 Tigard entered into a water partnership with the City of Lake Oswego (The Lake Oswego/ Tigard Water Partnership) on a long-term water source. The two cities agreed to jointly: • Expand Lake Oswego's water treatment facility • Replace the existing river intake • Construct a reservoir • Upsize transmission lines • Develop existing water rights and permits on the Clackamas River The improvements would allow Tigard and Lake Oswego to produce up to 38 million gallons of water (mgd) per day. In December 2013, the two cities agreed to transfer 4 million gallons of water per day from Lake Oswego to Tigard, bringing Tigard up to 18 mgd. Water began to flow from the new facili- ty in 2016. During the 2018-2019 fiscal year, the IGA with the City of Durham, King City and the Tigard Water District was extended, ensuring Tigard will supply water to the customers in those cities and Tigard Water District for years to come. PAGE 366 - CITY OF TIGARD ENTERPRISE FUND-WATER FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 20 Resources 40000-Beginning Fund Balance 20,245,740 25,963,968 31,491,424 37,916,831 38,694,831 38,694,831 22.9% Total Beginning Fund Balance 20,245,740 25,963 968 31 491,424 37,916,831 38 694,831 38 694,831 22.9% 43126-Developer Overhead 363,404 161,726 160,000 160,000 160,000 160,000 0.0% 43128-Fire Service Reimbursement 9,003 3,024 10,000 10,000 10,000 10,000 0.0% Total Licenses and Permits 372,407 164,750 170,000 170,000 170,000 170,000 0.0% 44800-Federal Grants 0 0 15,000 0 0 0 -100.0% Total Intergovernmental 0 0 15,000 0 0 0 -100.0% 45100-Utility Sales 22,397,966 23,312,990 22,197,656 22,530,621 22,530,621 22,530,621 1.5% 45101-Other Utility Sales 55,532 89,608 50,000 50,000 50,000 50,000 0.0% 45102-Leaks/Misreads Credits -61,638 -54 560 -50,000 -50,000 -50,000 -50,000 0.0% 45104-Meter Sales 153,772 93,302 50,000 50,000 50,000 50,000 0.0% 45105-Fire Hydrant Flow Testing Srve 3,000 2,625 11,500 11,500 11,500 11,500 0.0% 45150-Late Penalties/Charges 88,335 96,765 100,000 100,000 100,000 100,000 0.0% 45151-Returned Check Fees 1,760 1,783 1,290 1,290 1,290 1,290 0.0% 45199-Bad Debt 2,303 -23,718 0 0 0 0 0.0% 45319-Miscellaneous Fees&Charges 8,050 9,500 5,000 5,000 5,000 5,000 0.0% 45320-Rental Income 56,527 58,028 40,000 40,000 40,000 40,000 0.0% Total Charges for Services 22,705,606 23,586,323 22,405,446 22,738,411 22,738,411 22,738,411 1.5% 47000-Interest Earnings 9,793 742,046 500,700 500,700 500,700 500,700 0.0% Total Interest Earnings 9,793 742,046 500,700 500,700 500,700 500,700 0.0% 48000-Other Revenue 83,263 8,274 0 0 0 0 0.0% 48001-Recovered Expenditures 30,702 494,149 50,000 50,000 50,000 50,000 0.0% Total Miscellaneous 113,966 502,424 50,000 50,000 50,000 50,000 0.0% 49100-Transfer In from General Fund 27,460 27,460 0 0 0 0 0.0% 49500-Transfer In from Sanitary Sewer Fund 13,413 13,413 0 0 0 0 0.0% 49510-Transfer In from Stormwater Fund 17,878 17,878 0 0 0 0 0.0% Total Transfers In 58,751 58,751 0 0 0 0 0.0% Total Resources 43,506,263 51,018 261 FUND SUMMARIES-PAGE 367 ENTERPRISE FUND-WATER FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 20 Requirements Program Expenditures 0 0 0 0 0 0 0.0% Public Works 6,630,253 6,618,117 10,377,157 10,329,857 10,329,857 10,361,223 -0.2% Total Program Expenditures 6,630,253 6,618,117 10,377,157 10 329,857 10,329,857 10,361,223 -0.2% Total Transfers Out 10,912,042 9,148,864 11,248,100 16,300,747 23,067,947 23,067,947 105 1% Total Contingency 0 0 495,422 475,000 475,000 475,000 -4.1% Total Budget 1. 535,604 33,872,804 33,904 Reserve for Future Expense 25,963,968 35,251,281 32,511,891 34,270,338 28,281,138 28,249,772 -13.1% Total Requirements 61,375,942 62,153,942 6 PAGE 368 - CITY OF TIGARD ENTERPRISE FUND-WATER CIP The Water CIP Fund accounts for major capital improvement projects for the water system. Re- sources in this fund consist largely of transfers from the Water Fund and borrowing proceeds. The dollars in this fund also continue to fund the city's long-term water project. In 2008 Tigard entered into a water partnership with the City of Lake Oswego on a long-term water source... The Lake Oswego/Tigard Water Partnership. The two cities agreed to jointly: • Expand Lake Oswego's water treatment facility • Replace the existing river intake • Construct a reservoir • Upsize transmission lines • Develop existing water rights and permits on the Clackamas River The improvements would allow Tigard and Lake Oswego to produce up to 38 million gallons of water per day. Of this amount, Tigard will receive between 18 million gallons per day. Water began flowing from the new facility in 2016. The Water CIP Fund has several significant and large projects in the coming fiscal years. The city ramps up the design and construction of the Cach Reservoir and Pump Station project. This is a large project, currently anticipated at a total of roughly$23 million with scheduled completion during the FY 2022-2023 fiscal year. Additionally, another large project, Bull Mountain Road Water Pipeline project is set to begin in FY 2023-2024. Total cost for this project will be over $14 million. In addition, the Water System Master Plan has identified the need to expand the city's Aquifer Storage and Recovery program to meet its long-term water demands. This project's total projected cost is just under $6.5 million. All of these projects will run through the Water CIP Fund with appropriate transfers in to fund the projects. FUND SUMMARIES-PAGE 369 ENTERPRISE FUND—WATER CIP FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY20Revised Resources 40000-Beginning Fund Balance 1,650,136 1,413,195 1,530,000 1,671,726 1,671,726 1,671,726 9.3% Total Beginning Fund Balance 1,650,136 1,413,195 1,530,000 1,671,726 1,671,726 1,671,726 9.3% 47000-Interest Earnings 0 -34,693 0 0 0 0 0.0% Total Interest Earnings 0 -34,693 0 0 0 0 0 o% 48001-Recovered Expenditures 3,991 2,922 0 0 0 0 0.0% Total Miscellaneous 3,991 2,922 0 0 0 0 0 o% 49530-Transfer In from Water Fund 2,367,488 489,331 2,716 000 5,731,000 6,509,000 6,509,000 139.7% 49531-Transfer In from Water SDC Fund 924,839 1,166,581 2,206,000 4,175,000 4,359,000 4,359,000 97.6% Total Transfers In 3,292,327 1655,913 4,922,000 9,906,000 10 868,000 10,868,000 120.8% Total Resources 4,946,453 3,037 337 6,452,000 11,577,726 12,539,726 12,539,726 Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Debt Service 0 0 0 0 0 0 0.0% Total Work in Progress 3,439,446 1,559,313 4,922,000 9,906,000 10,868,000 10,868,000 120.8% Total Transfers Out 0 0 0 0 0 0 0 o% Total Contingency 0 0 0 0 0 0 0M% Total Budget 111 11 .9,313 4,922,000 9,906, Reserve for Future Exp 1,507,007 1,478,024 1,530,000 1,671,726 1,671,726 1,671,726 9.3% Total Requirements • 6,453 3'037'337 PAGE 370 - CITY OF TIGARD ENTERPRISE FUND-WATER DEBT SERVICE The Water Debt Service Fund accounts for revenues and debt service payments related to the issuance of water revenue bonds. The fund also maintains a fund balance to provide an estimated Debt Service Reserve Fund of$6.4 million. FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 20 Revised Resources 40000-Beginning Fund Balance 6,836,562 6,955 380 6,930,000 7,071,649 7,071,649 7,071,649 2.0% Total Beginning Fund Balance 6,836,562 6,955 380 6,930,000 7,071,649 7,071,649 7,07t,649 2.0% 47000-Interest Earnings 118,818 185,269 0 0 0 0 0.0% Total Interest Earnings 118,818 185,269 0 0 0 0 0.0% 49530-Transfer In from Water Fund 8,390,833 8,390,133 8,408,000 8,408,000 8,408,000 8,408,000 0.0% Total Transfers In 8,390,833 8,390,133 8,408,000 8,408,000 8,408,000 8,408,000 0.0% Total Resources 15,346,213 15,530,782 15,338,000 15,479,649 15,479,649 15,479,649 0.9% Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Debt Service 8,390,833 8,390,133 8,477,000 8,505,000 8,505,000 8,505,000 0.3% Total Work in Progress 0 0 0 0 0 0 0.0% Total Transfers Out 0 0 0 0 0 0 0.0% Total Contingency 0 0 0 0 0 0 0.0% Total Budget 8,390,133 8,477,000 8,505,000 8,505,0011 8,505,00 Reserve for Future Exp 6,955,380 7,140649 6,861,000 6,974,649 6,974,649 6,974,649 1.7% Total Requirements FUND SUMMARIES-PAGE 371 ENTERPRISE FUND-WATER QUALITY/QUANTITY The Water Quality/Quantity Fund is a subsidiary fund of the Stormwater Fund. The city charges Wa- ter Quality/Quantity fees, which are established by Clean Water Services, on certain development ac- tivities in the city. Revenues collected are used to fund offsite stormwater system improvements and capacity improvements to the system. Revenues, as they are tied directly to development activities, fluctuate to a degree and as such have been down over the past few years. In addition to a slowdown in development activity, some developers are choosing to build their own on-site stormwater detention facilities rather than pay the fee. During the 2020-2021 fiscal year, the fund will be used to support the Commercial Street Stormwater Facility. Total estimated cost of the project is just under$400,000. FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 20 Revised Resources 40000-Beginning Fund Balance 1253 835 1,254,609 1,232,727 1,270,639 1,270,639 1,270,639 3.1% Total Beginning Fund Balance 1253 835 1,254,609 1,232,727 1,270,639 1,270,639 1,270,639 31% 43122-Fee In-Lieu H2O Quantity 292 1,199 1,000 1,000 1,000 1,000 0.0% 43123-Fee in Lieu Water Quality 0 981 1,000 1,000 1,O00 1,000 0.0% Total Licenses and Permits 292 2,180 2,000 2,000 2,000 2,000 0.0°/ 47000-Interest Earnings 482 32,050 25,800 25,800 25,800 25,800 0.0% Total Interest Earnings 482 32,050 25,800 25,800 25,800 25,800 0.0% Total Resources 1,254,6 527 1,298,439 1,298,439 1,298,439 3.0% Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Work in Progress 0 0 0 0 0 0 0 0% Total Transfers Out 0 0 46,000 265,000 265,000 265,000 4761% Total Contingency 0 0 0 0 0 0 cur/. Total Budget 46,000 265,000 265,000 3111 Reserve for Future Exp 1,254,609 1,288,839 1,214,527 1,033,439 1,033,439 1,033,439 -149% Total Requirements 9 1,260,527 1,298,439 1,298,439 1 PAGE 372- CITY OF TIGARD ENTERPRISE FUND-WATER SDC The Water System Development Charge (SDC) Fund is a subsidiary of the Water Fund. Water SDCs are charged when new water meters are sold and installed. The total purpose of the Water SDC is to fund future capacity-increasing projects and pay a reimbursement fee for existing assets. As SDCs are tied to development activities, they tend to fluctuate. The city experienced an upward trend in these revenues related to the development of the River Terrace subdivision, but the trend is starting to plateau. Several significant capital projects will be funded, in part,with Water SDC funds in FY 2020-2021. As also mentioned in the Water CIP fund, the projects are Cach Reservoir and Pump Station Design and expansion of the city's Aquifer Storage and Recovery program to meet its long- term water demands. FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 20 Revised Resources 40000-Beginning Fund Balance 8,551,308 11,856,589 12,088,538 12,862,147 13,046,147 13,046,147 7.9% Total Beginning Fund Balance 8,551,308 11,856,589 12,088,538 12 862,147 13,046,147 13,046,147 7.9% 43300-System Development Charges 2,319,737 949,056 696,000 949,056 949,056 949,056 36.4% 43301-SDC Reimbursement 1,924,587 921,379 580,200 921,379 921,379 921,379 58.8% Total Licenses and Permits 4,244,324 1,870,435 1,276,200 1,870,435 1,870,435 1,870,435 46.6% 47000-Interest Earnings 4,694 343,069 258,200 258,200 258,200 258,200 0.0% Total Interest Earnings 4,694 343,069 258,200 258,200 258,200 258,200 0.0% Total Resources 12 800,326 14,070,093 13,622,938 14,990,782 15,174,782 15,174,78 Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Work in Progress 0 0 0 0 0 0 0.0% Total Transfers Out 943,737 1,166,581 2,206,000 4,206,268 4,390,268 4,390,268 99.0% Total Contingency 0 0 0 0 0 0 0.0% Total Budget Reserve for Future Exp 11,856,589 12,903,512 11,416,938 10,784,514 10,784,514 10,784,514 -5.5% Total Requirement_ 12,800,326 14,070,093 13,622 FUND SUMMARIES-PAGE 373 SPECIAL REVENUE FUND-BUILDING The Building Fund is used to track building permit revenues and expenditures. All activities of the city's Building Division are appropriated in this fund. The Building Division, an operating unit of the Community Development Department,is responsible for reviewing plans,issuing permits, and inspect- ing constructions to ascertain compliance with the State of Oregon specialty codes. The specialty codes include building, fire, plumbing, mechanical, electrical codes and other State of Oregon rules and statutes. The division enforces requirements of the Tigard Municipal Code and Community Develop- ment codes and ordinances. Revenues collected in the Building Fund are dedicated to supporting the divisional activities and related administrative expenses. The amount of the charge for a building-related fee is detailed in ORS 455.210 and OAR 918-020-0220. The city has been experiencing a significant jump in Building Fund revenue primarily driven by the new home development in the River Terrace subdivisions. It is uncertain how or how much this trend will be affected by the COVID-19 Pandemic, however it is expected that the River Terrace develop- ment may continue for some foreseeable future. While Building fees are paid up front, the work required expending those fees may continue for an ex- tended period of time. This may lead to an initial increase in Fund Balance but expenditures may need to increase in future fiscal years to meet the workload demand. PAGE 374- CITY OF TIGARD SPECIAL REVENUE FUND-BUILDING FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY20 Resources 40000-Beginning Fund Balance 4,224,922 6,069,259 8,021,235 10,369,604 10,369,604 10,369,604 29.3% Total Beginning Fund Balance 4,224,922 6,069,259 8,021,235 10,369,604 10,369,604 10,369,604 29.3% 43101-Plumbing Permits 315,573 269,162 199,500 269,162 269,162 269,162 34.9% 43102-Mechanical Permits 377,618 599,232 308,000 599,232 599,232 599,232 94.6% 43104-Building Permits 1,401,485 1,514,770 980,000 1,514,770 1,514,770 1,514,770 54.6% 43105-Metro Construction Excise 5% 11,123 10,314 7,000 10,314 10,314 10,314 47.3% 43106-Building Plan Check Fee 1,219,421 633,166 560,000 633,166 633,166 633,166 13.1% 43107-Erosion Control Plan Check Fee 0 0 0 0 0 0 0.0% 43108-Fire Life Safety Plan Ck Fee 204,117 317,773 154,000 317,773 317,773 317,773 106.3% 43109-Plumbing Plan Check Fee 11,076 25,069 3,156 25,069 25,069 25,069 694.3% 43111-Mechanical Plan Check Fee 44,666 113,741 72,800 113,741 113,741 113,741 56.2% 43112-CDC Review Fees 5,395 4,133 1,000 1,000 1,000 1,000 0.0% 43118-Sewer Inspection Fee 12,485 7,925 3,500 7,925 7,925 7,925 126.4% 43135-Info Processing&Archiving 44,755 41,552 34,000 41,552 41,552 41,552 22.2% Total Licenses and Permits 3,647,713 3,536,138 2,322,956 3,533,704 3,533,704 3,533,704 52.1% 44502-Beaverton School CET 4% 33,274 8,700 1,813 1,813 1,813 1,813 0.0% 44503-Tigard-Tualatin School CET 45/a 32,030 25,978 6,468 6,468 6,468 6,468 0.0% Total Intergovernmental 65,304 34,678 8,281 8,281 8,281 8,281 0.0% 45151-Returned Check Fees 60 160 0 0 0 0 0.0% 45319-Miscellaneous Fees&Charges 5,667 5,094 7,000 7,000 7,000 7,000 0.0°/o Total Charges for Services 5,727 5,254 7,000 7,000 7,000 7,000 0.0% 47000-Interest Earnings 2,452 224,016 150,500 150,500 150,500 150,300 0.0% Total Interest Earnings 2,452 224,016 150,500 150,500 150,500 150,500 0.0% 48001-Recovered Expenditures 527 988 500 500 500 500 0.0% Total Miscellaneous 527 988 500 500 500 500 0.0% 49220-Transfer In from Electrical Inspection Fund 300,000 250,000 250,000 250,000 250,000 250,000 0.0% Total Transfers In 300,000 250,000 250,000 250,000 250,000 250,000 0.0% Total Resources 8,246,644 10,121,033 10,760,472 14,319,589 14,319,589 14,319,589 33.1% FUND SUMMARIES-PAGE 375 SPECIAL REVENUE FUND-BUILDING FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 20 Requirements Program Expenditures Community Development 2,177,385 1,630,514 2,184,368 2,227,822 2,227,822 2,260,005 3.5% Total Program Expenditures 2,177,385 1,630,514 2,184,368 2,227,822 2,227,822 2,260,005 3.5% Total Contingency 0 0 233,379 150,000 150,000 I50,000 -35.7% Total Budget Miml30,514 2,417,747 Reserve for Future Expense 6,069,259 8,490,519 8,342,725 11,941,767 11,941,767 11,909,584 42.8% Total Requirements PAGE 376 - CITY OF TIGARD SPECIAL REVENUE FUND-CITY GAS TAX The City Gas Tax Fund is used to account for revenues generated from and projects funded by Tigard's local gas tax. The tax was developed by a citizen task force in 2006 as a means to fund im- provements to the Greenburg Road/Pacific Highway/Main Street intersection. The plan was to sun- set the tax after paying for the project. In 2009, a change in state law forbade cities from changing their local gas tax, resulting in an inability to sunset the tax. The decision was made by the Tigard City Council to have the tax remain in effect permanently as a source to fund other future transportation project needs as recommended by a citi- zen task force. The Greenburg Road/Pacific Highway/Main Street intersection project was completed in December 2010. Revenue coming into the fund is currently being used to pay debt service on that project. The Tigard Transportation Advisory Committee (TTAC) advises council of potential transportation projects that can be funded by the City Gas Tax. This fund is also helping cover the costs with the North Dakota Street Bridge Replacement, North Dakota Street Sidewalk and Bike Lane, Commercial Street Sidewalk, Main Street Green Street Retrofit-Phase 2,Tigard Street Bridge Replacement, 79th Av- enue, and Murdock St. Sidewalk. The City Gas Tax Fund has seen its revenue significantly impacted, at least as of adoption of this budget, by the Covid-19 pandemic. The city will continue to closely monitor this fund's revenue and make alterations to the fund's forecast as necessary. FUND SUMMARIES-PAGE 377 SPECIAL REVENUE FUND-CITY GAS TAX FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 20 Revised Resources 40000-Beginning Fund Balance 1,083,367 1,674,381 2,020,751 1,967,322 1,967,322 1,967,322 -2.6% Total Beginning Fund Balance 1,083,367 1,674,381 2,020,751 1,967,322 1,967,322 1,967,322 -2.6 44200-Gas Tax 887,038 888,913 933,987 875,000 875,000 875,000 -6.3% Total Intergovernmental 887,038 888,913 933,987 875,000 875,000 875,000 -6.3% 47000-Interest Earnings 133,410 59,136 38,700 38,700 38,700 38,700 0.0% Total Interest Earnings 133,410 59,136 38,700 38,700 38,700 38,700 0.0% 48001-Recovered Expenditures 0 11,792 10,000 10,000 10,000 10,000 0.0% Total Miscellaneous 0 11,792 10,000 10,000 10,000 10,000 0.0% Total Resources 2,103,815 2,634,222 3,003,438 2,891,022 2,891,01=891,0 Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Debt Service 305,041 300,237 298,770 0 0 0 -100.0% Total Work in Progress 0 0 0 0 0 0 a0% Total Transfers Out 124,393 155,580 895,000 566,476 566,476 566,476 -36.7% Total Contingency 0 0 0 0 0 0 0.0% Total Budget Reserve for Future Exp 1,674,381 2,178,405 1,809,668 2,324,546 2,324,546 2,324,546 28.5% Total Requirements - t3,815 2,634,222 3,003,438 2,891, PAGE 378 - CITY OF TIGARD SPECIAL REVENUE FUND-CONSTRUCTION EXCISE TAX The Construction Excise Tax (CET) Fund was established in fiscal year 2019-2020 by Ordinance 19-16 is set for the collection and distribution of Tigard's 1.0% CET, as outlined in Tigard Municipal Code 3.90. The CET benefits the city by providing a backfill for SDC exemptions for affordable housing, supporting affordable home ownership, and providing a flexible source of funds to allow the city to pursue the strategies in its adopted Affordable Housing Plan. A construction excise tax is levied on the permit value of all construction in a jurisdiction. The permit value is based on the construction cost and does not include the value of the land. The permit value is usually significantly lower than the sale price of the construction. As a result, the effective cost of the CET relative to the sale price of a home, for example,is lower than one percent. Local construction excise taxes to fund affordable housing were authorized by the Oregon Legislative Assembly through Senate Bill 1533 (2016). Residential CETs are capped at 1 percent of the permit value and, after a 4% administrative fee is taken out,must be allocated to the following uses: • 50% to developer incentives for housing (e.g. SDC exemptions,tax abatements,etc.) • 35% for flexible affordable housing programs • 15% to OHCS for homeownership programs in Tigard Commercial CETs have no upper limit, and 50% of the revenues must be devoted to affordable hous- ing programs. FUND SUMMARIES-PAGE 379 SPECIAL REVENUE FUND-CONSTRUCTION EXCISE TAX FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 20 Resources 40000-Beginning Fund Balance 0 0 0 50,000 50,000 50,000 100.0% Total Beginning Fund Balance 0 0 0 50,000 50,000 50,000 100.0% 44504-Tigard CET-Residential 0 0 0 250,000 250,000 250,000 100.0% 44505-Tigard CET-Non-Residential 0 0 0 200,000 200,000 200,000 100.0% Total Intergovernmental 0 0 0 450,000 450,000 450,000 100.0% 47000-Interest Earnings 0 0 0 4,000 4,000 4,000 100.0% Total Interest Earnings 0 0 0 4,000 4,000 4,000 100.0% Total Resources 0 11.10 504,000 504,000 504,000 100.0% Requirements Program Expenditures Community Development 0 0 0 430,000 430,000 430,000 100.0% o Total Program Expenditures 0 0 0 430,000 430,000 430,000 100.0% Total Transfers Out 0 0 0 1,000 1,000 1,000 100.0% Total Budget 0 0 0 431,000 431,000 431,0(X) 100.0% Reserve for Future Expense 0 0 0 73,000 73,000 73,000 100.0% ntal Requirements 0 0 0 504,000 504,000 504,000 100.0% PAGE 380 - CITY OF TIGARD SPECIAL REVENUE FUND- CRIMINAL FORFEITURE The Criminal Forfeiture Fund records revenues received from the seizure of assets used in criminal activities. Prior to FY 2013-14, a transfer out to the General Fund was established each fiscal year in order for the Tigard Police Department to have as-needed access to fund-allowable police and drug enforcement activities. In FY 2018-19, three new divisions were created based on the mandate from the Federal Department of Justice Equitable Sharing Program training on Asset Forfeiture Bookkeeping Procedures and Inter- nal Controls. The procedure and internal control stated that the jurisdictions are not allowed to com- bine Department of Justice asset forfeiture funds with funds from any other source. Other forfeiture funds, including Treasury, state and local, must be maintained separately. The three new forfeiture fund divisions are Federal Justice, Federal-Treasury, and Local. FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 20 Resources 40000-Beg nni g Fund Balance 216,517 266,093 240,449 185,156 185,156 185,156 -23.0% Total Beginning Fund Balance 216,517 266,093 240,449 185,156 185,156 185,156 -23.0% 44800-Federal Grants 96,793 0 0 0 0 0 0.0% 44830-Federal Justice 0 116,868 50,000 0 0 0 -100.0% 44840-Federal Treasury 0 6,214 0 0 0 0 0.0% 44850-Local 0 37,371 6,459 0 0 0 -100.0% Total Intergovernmental 96,793 160,453 56,459 0 0 0 -100.0% 46000-Forfeitures 403 0 0 0 0 0 0.0% 46001-Traffic Fines 1,090 0 0 1,371 1,371 1,371 100.0% 46003-Property Evidence Forfeitures 5,450 0 0 100,000 100,000 100,000 100.0% Total Fines&Forfeitures 6,942 0 0 101,371 101,371 101,371 100.0% 47000-Interest Earnings -102 888 0 0 0 0 0.0% Total Interest Earnings -102 888 0 0 0 0 0.0% IMII Total Resources 320,150 427,434 ili 286,527 286,571 Requirements Program Expenditures Community Services 50,794 99,470 151,065 277,246 277,246 277,246 83.5% Total Program Expenditures 50,794 99,470 151,065 277,244 277,246 277,246 8/5% Total Transfers Out 3,263 0 0 15 15 15 100.0% Total Budget = 54,05 151,065 277,261 277,261 Reserve for Future Expense 266,093 327,965 145,843 9,266 9,266 9,266 -93.6% Total Requirements 286,527 286 ill FUND SUMMARIES-PAGE 381 SPECIAL REVENUE FUND- ELECTRICAL INSPECTION The Electrical Inspection Fund records revenues related to electrical permits and plan check fees in the city. The fees are established based on single or multi-family dwelling units or by type of service, and are established following the guidelines detailed in ORS 455.210 and OAR 918-020-0220. These guide- lines specify that the fees charged are necessary and are to be set at a level that reasonably recovers costs. The revenues are then transferred to the Building Fund to support the expenditures associated with these fees. Revenues in the Electrical Inspection Fund have been increasing for past few years, but have started to plateau and be steady over the next few years with homes being built in the River Terrace Subdivision. FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 20 Revised Resources 40000-Beginning Fund Balance 310,976 310,545 344,692 441,721 441,721 441,721 28.1% Total Beginning Fund Balance 310,976 310,545 344,692 441,721 441,721 441,721 28.1% 43103-Electrical Permit Fees 292,778 286,929 174,693 286,929 286,929 286,929 64.2% 43110-Electrical Plan Check Fee 7,351 18,896 11,085 18,896 18,896 18,896 70.5% Total Licenses and Permits 300,129 305,825 185,778 305,825 305,825 305,825 64.6% 47000-Interest Earnings 128 11,125 8,400 8,400 8,400 8,400 0.0% Total Interest Earnings 128 11,125 8,400 8,400 8,400 8,400 0.0% 48000-Other Revenue 0 0 0 0 0 D 0.0% 48001-Recovered Expenditures 3,225 0 0 0 0 D 0.0% Total Miscellaneous 3,225 0 0 0 0 0 0.0% - Total Resources =IF 627,496 538,870 755,946 755,946 755,946 Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Transfers Out 303,913 250,000 250,000 253,978 253,978 253,978 1.6% Total Contingency 0 0 0 0 0 0 0.0% Total Budget Reserve for Future Exp 310,545 377,496 288,870 501,968 501,968 501,968 73.8% . al Req PAGE 382 - CITY OF TIGARD SPECIAL REVENUE FUND— GAS TAX The Gas Tax Fund records shared revenues from the State of Oregon and Washington County taxes on the sale of motor vehicle fuel. The city utilizes these revenues to fund various construction, recon- struction, improvements, repairs, maintenance, and operation of public highways, roads, and streets. These monies may also be used for street lighting and cleaning, storm drainage, traffic control devices, administrative costs and debt service. The city's Street Maintenance Division is largely funded by Gas Tax revenues. State of Oregon gas tax and vehicle registration fees are shared with cities and counties throughout the State using a formula set by the legislature. The expenditure of state gas tax revenue is restricted to the uses outlined in Article IX, section 3a of the Oregon Constitution. Washington County collects one cent per gallon for all motor vehicle fuel sold within the county. Por- tions of this collection are distributed to cities within the county according to a formula set by the county. In addition, starting in FY 2019, the county started assessing a vehicle registration fee. A por- tion of this fee is shared with the city and adds about$800K to revenues. The Gas Tax Fund has seen its revenue significantly impacted, at least as of adoption of this budget,by the Covid-19 pandemic. The city will continue to closely monitor this fund's revenue and make altera- tions to the fund's forecast as necessary. FUND SUMMARIES-PAGE 383 SPECIAL REVENUE FUND- GAS TAX FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY20 Resources 40000-Beginning Fund Balance 2,679 224 3,199,694 3,000 984 2,577,010 2,577,010 2,577,010 -14.1% Total Beginning Fund Balance 2,679 224 3,199 694 3,000,984 2,577,010 2,577,010 2,577,010 -14.1% 43119-Street Lighting Fees 112,306 44,660 65,965 65,965 65,965 65,965 0.0% Total Licenses and Permits 112,306 44,660 65,965 65,965 65,965 65,965 0.0% 44200-Gas Tax 3,256,428 3,802 505 4,183 940 3,930,000 3,930,000 3,930,000 -6.1% 44201-Other Gas Tax 185,369 188,789 197,296 185,000 185,000 185,000 -6.2% 44202-Vehicle Registration Tax 0 868,818 0 800,000 800,000 800,000 100.0% Total Intergovernmental 3,441,797 4,860,112 4,381,236 4,915,000 4,915,000 4,915,000 12.2% 45319-Miscellaneous Fees&Charges 15,418 23,126 0 0 0 0 0.0% Total Charges for Services 15,418 23,126 0 0 0 0 0.0% 47000-Interest Earnings 522,811 106,169 82,400 82,400 82,400 82,400 0.0% Total Interest Earnings 522,811 106,169 82,400 82,400 82,400 82,400 0.0% 48001-Recovered Expenditures 176,610 47,018 62,818 62,818 62,818 62,818 0.0% Total Miscellaneous 176,610 47,018 62,818 62,818 62,818 62,818 0.0% 49412-Transfer In from Street Maintenance Fund 150,000 150,000 158,000 166,000 226,000 226,000 43.0% Total Transfers In 150,000 150,000 158,000 166,000 226,000 226,000 43.0% ■ Total Resources 7,0981658,430,780 7,751,403 78`9193 7,929,193 Requirements Program Expenditures Public Works 2,145,494 2,843,299 3,793,100 3,560,730 3,560,730 3,576,621 -5.7% Total Program Expenditures 2,145,494 2,843,299 3,793,100 3,560,730 3,560,730 3,576,621 -5.7% Total Debt Service 579,577 570,450 577,230 0 0 0 -100.0% Total Transfers Out 1,173,401 867,655 2,172,400 3,021 546 1,196,946 1,196,946 -44 9% Total Contingency 0 0 189,380 200,000 200,000 200,000 5.6% Total Budget Mnis6,782,276 4,957,676 4,973,567 Reserve for Future Expense 3,199,694 4,149,375 1,019,293 1,086,917 2,971,517 2,955 626 1900% Total Requirements • 8,430,780 7,751,403 7,869,193 7,929,193 PAGE 384 - CITY OF TIGARD SPECIAL REVENUE FUND- LIBRARY DONATION & BEQUESTS The Library Donations and Bequest Fund accounts for the amounts received from several donations and bequests for various special projects and artwork. A transfer to the Facilities Capital Projects Fund of$160,000 is appropriated in FY 2020-2021 for miscellaneous Library improvements. FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 20 Revised Resources 40000-Beginning Fund Balance 477,966 574,699 489,200 503,078 503,078 503,078 2.8% Total Beginning Fund Balance 477,966 574,699 489,200 503,078 503,078 503,078 2.8% 45330-Donations/Gifts 96,527 0 0 0 0 0 0.0% Total Charges for Services 96,527 0 0 0 0 0 0.0% 47000-Interest Earnings 207 15,379 13,000 13,000 13,000 13,000 0.0% Total Interest Earnings 207 15,379 13,000 13,000 13,000 13,000 0.0% Total Resomees ' 516,078 516 Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0o% Total Transfers Out 0 0 100,000 160,000 160,000 160,000 60.0% Reserve for Future Exp 574,699 590,078 402,200 356,078 356,078 356,078 -11.5% Total Requirements FUND SUMMARIES-PAGE 385 SPECIAL REVENUE FUND— PARKS BOND In November 2010, voters approved a $17 million parks bond for purchase of land and greenspaces to be used for parks. A minimum of 80% of the proceeds can be used for land acquisitions with the re- maining 20% to be utilized for park improvements. Funding for land acquisitions and improvements will come from the Parks Bond Fund,with expenditures recorded in the Parks Capital Fund. FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY20Revised Resources 40000-Beginning Fund Balance 1,647,805 1,597,531 948,000 807,401 807,401 807,401 -14.8% Total Beginning Fund Balance 1,647,805 1,597,531 948,000 807,401 807,401 807,401 -14.8% 47000-Interest Earnings 19,841 30,936 0 0 0 0 00% Total Interest Earnings 19,841 30,936 0 0 0 0 0.0% Total Resources 1,667,646 1,628,467 948,000 807,401 807,4' Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Debt Service 0 0 0 0 0 0 0.0% Total Work in Progress 0 0 0 0 0 0 0.0% Total Transfers Out 70,115 821,066 889,000 807,165 807,165 807,165 -9.2% Total Contingency 0 0 0 0 0 0 0.0% Total Budget Reserve for Future Exp 1,597,531 807,401 59,000 236 236 236 -99.6% Total Requirements ,.7,646 1,628 467 948,000 807,401 PAGE 386 - CITY OF TIGARD SPECIAL REVENUE FUND— PARKS SDC The Parks System Development Charge (SDC) Fund was established to track the revenues and expend- itures associated with the collection of the Parks SDCs. Parks SDCs are charged when a building per- mit is issued for any new residential, multi-family, or commercial construction. Funds collected are used for the acquisition, development, and expansion of additional recreation spaces and facilities that are included in the city's Parks Master Plan. During FY 2015-16, the city implemented a new Parks SDC that incorporates the River Terrace subdi- vision. These rates are to be adjusted annually using an average of two indices, one reflecting changes in development/construction costs and one reflecting changes in land acquisition costs. FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 20 Revised Resources 40000-Beginning g Fund Balance 8,136,659 10,130,569 8,978,863 9,658,083 9,658,083 9,658,083 7.6% Total Beginning Fund Balance 8,136,659 10,130,569 8,978,863 9,658,083 9,658,083 9,658,083 7.6% 43300-System Development Charges 2,974,882 1,159,752 422,692 1,159,752 1,159,752 1,159,752 174.4% 43301-SDC Reimbursement 662,156 269,435 80,698 269,435 269,435 269,435 233.9% 43302-SDC Improvement-RT -778,165 66,279 0 66,279 66,279 66,279 100.0% Total Licenses and Permits 2,858,873 1,495,466 503,390 1,495,466 1,495,466 1,495,466 197.1% 47000-Interest Earnings 4,308 291,559 211,100 211,100 211,100 211,100 0.0% Total Interest Earnings 4,308 291,559 211,100 211,100 211,100 211,100 0.0% Total Resources 10,999,840 11,917,595 9,693,353 11,364,649 11,364,649 11,364,649 17.11 Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Debt Service 0 0 0 0 0 0 0.0 Total Work in Progress 0 0 0 0 0 0 0.0% Total Transfers Out 869,271 1,118,678 3,293,400 6,022,400 6,045,300 6,045,300 83.6% Total Contingency 0 0 0 0 0 0 0.0% Total Budget Reserve for Future Exp 10,130,569 10,798,917 6,399,953 5,342,249 5,319,349 5,319,349 -16.9% Total Requirements _' 10,999,840 11,917,595 9,693 353 11,364,649 11 364,649 11 FUND SUMMARIES-PAGE 387 SPECIAL REVENUE FUND— PARKS UTILITY The Parks Utility Fund is a special revenue fund that is used for maintenance and operation of city parks, trails, and green-spaces. The Tigard City Council recognized during the 2015-2016 fiscal year that the city's General Fund could not be sustained at current levels, given the growth of expenses and the city's population. The General Fund covers core services like police, library, community building and parks. While city expenses grow at about 4 percent annually, revenues grow at a rate of only 3.5 percent. To address the gap, the council approved a Parks Utility Fee that would take a portion of parks funding out of the General Fund and treat it more like a utility. The Recreation Division was restored to the Parks Department in FY2019, by way of an increase of $0.52/EDU in the Parks and Recreation Fee. With this additional funding, the Recreation Division, which was part of the budget cut in FY 2019,is back to pre-budget-cut level. As of July 1, 2019, a typi- cal single or multi-family residential customer who receives a utility statement from the City of Tigard sees a monthly charge of$5.91. Typical commercial customers will see a monthly charge of approxi- mately $14.77 at the same time. All told, the fees are expected to generate just over one-third of the cost of the operations and maintenance of city parks, trails,green-spaces,as well as right-of-ways there- after. The remaining cost is covered by a transfer from the General Fund. PAGE 388 - CITY OF TIGARD SPECIAL REVENUE FUND- PARKS UTILITY FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY20 Resources 40000-Beginning Fund Balance 708,311 824,256 1,452,584 1,819,310 1,819,310 1,819,310 25.2% Total Beginning Fund Balance 708,311 824,256 1,452,584 1,819,310 1,819,310 1,819,310 25.2% 43136-Park and Recreation Fee 1,163,462 1,290,838 1,790593 1,866,872 1,866,872 1,866,872 4.3% Total Licenses and Permits 1,163,462 1,290838 1,790,593 1,866,872 1,866,872 1,866,872 4.3% 45199-Bad Debt 80 -2,507 0 0 0 0 0.0% 45305-Park Revenue 101,030 98,239 89,250 89,250 89,250 89,250 0.0% 45319-Miscellaneous Fees&Charges 5,717 0 0 0 0 0 0.0% 45321-Community Garden Rental Income 930 1,824 1,500 1,500 1,500 1,500 0.0% 45330-Donations/Gifts 0 515 0 0 0 0 0.0% 45331-Community Event Revenue 0 0 0 0 0 0 0.0% Total Charges for Services 107,757 98,071 90,750 90,750 90,750 90,750 0.0% 47000-Interest Earnings 31 8,777 3,300 3,300 3,300 3,300 0.0% Total Interest Earnings 31 8,777 3,300 3,300 3,300 3,300 0.0% 48001-Recovered Expenditures 34 8,201 0 0 0 0 0.0% Total Miscellaneous 34 8,201 0 0 0 0 °DN. 49001-Debt Proceeds 0 0 0 2,500,000 2,500,000 2,500,000 1000% Total Other Financing Sources 0 0 0 2,500,000 2,500,000 2,500,000 100.0% 49100-Transfer In from General Fund 1,332,195 2,594,053 2,213,770 2,293,500 2,293,500 2,293,500 3.6% Total Transfers In 1,332,195 2,594,053 2,2I3,770 2,293,500 2,293,500 2,293,500 3.6% Total Resources 3,311,791 *24,194 ■ 5,] Requirements Program Expenditures Public Works 2,487,536 3,261 858 3,872,437 4,488,031 4,508,031 4,551,954 1L5% Total Program Expenditures 2,487,536 3,261,858 3,872,437 4,488,031 4,508,031 4,551,954 17.5% Total Transfers Out 0 103,600 61,538 2,660,333 100,333 100,333 63.0% Total Contingency 0 0 70,302 125,000 125,000 125,000 77.8% Total Budget 65 458 4,004,277 Reserve for Future Expense 824,256 1,458,736 1,546,720 1,300,368 3,840,368 3,796,445 145.5% Total Requirements 5,550,997 8,573,732 8 FUND SUMMARIES-PAGE 389 SPECIAL REVENUE FUND— POLICE LEVY On May 19, 2020, Tigard voters approved a five-year Police Services Levy by a solid margin, nearly 55% to 45%. The levy authorizes an additional $0.29/$1,000 assessed value property tax. For a homeowner with a house that has a real market value of$447,000 and an assessed value of$280,000, the tax increase would be approximately$81 per year. Under Oregon law, the levy is good for five years and will need to be renewed by voters to continue. With the passage of the levy, Tigard will: • Hire 8 additional patrol officers to respond to increased calls for service, multiple emer- gencies at the same time, and community patrols. • Add one school resource officer to enhance student safety. • Train all sworn officers in advanced crisis intervention and de-escalation to address in- creased mental health crises. Statement from Mayor Jason Snider 'Tonight is a victory for every one of Tigard's 53,148 community members. Our Police Department will now have the resources needed to provide the safe and secure Tigard that our community expects and deserves. With the passage of the levy comes great responsibility. The city will fulfill the city council's promises and will do so in a transparent, financial responsible manner. The entire community will benefit from decreased response times, safer schools, more neighborhood patrols, and officers better equipped to deescalate mental health crises. I invite the community to track our progress on this page.' Statement from Police Chief McAlpine "Thank you so much, Tigard, for supporting the Police Services Levy. One thing I have come to value about Tigard is the community support. The Tigard Police Department takes pride in providing a high level of service, and over the years we've seen an erosion in our services because the staffing levels have not kept pace with the population growth and the demand for police services. At times we have been challenged in providing the level of service you've come to expect, and quite frankly, deserve. With the passage of this levy, we look forward to hiring eight patrol officers to be in your neighborhoods, to conduct timely follow up, to be more geographically distributed and to handle more than one emergency at one time. We will also add one School Resource Officer to be assigned to each of the middle schools so we can provide and focus on school safety, and build relationships with our youth. Every police officer will also receive advanced training in crisis intervention and de- escalation skills to better address those individuals who are exhibiting signs of distress. We will immediately begin to recruit and hire those individuals who reflect our community and possess our core values. During the first yeal. we will focus on the hiring and training of those new officers. I will be strategic and transparent with your tax dollars. On behalf of the men and women of the Tigard Police Department, I want to thank you for your vote." PAGE 390 - CITY OF TIGARD SPECIAL REVENUE FUND- POLICE LEVY FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY20 Resources 40000-Beginning Fund Balance 0 0 0 0 0 0 100.0% Total Beginning Fund Balance 0 0 0 0 0 0 100.0% 40100-Current Property Taxes 0 0 0 0 0 2,193290 100.0% Total Taxes 0 0 0 0 0 2,193,790 100.0% Total Resources 0 0 100.0% Requirements Program Expenditures Community Services 0 0 0 0 0 2,185 959 100.0 Total Program Expenditures 0 0 0 0 0 2,185 959 100.0% Total Transfers Out 0 0 0 0 0 0 100.0% • 0 0 0 0 2,185,959 100.0% Reserve for Future Expense 0 0 0 0 0 7,831 100.0°A, .talRequiremen 0 0 0 0 0 2,193,790 100.0% v .'. W i L r 411 ..titti,, ,• „..., , _ _• ... ., :,...:. ,„:..,.... dr 4 aF 40 P Oh - 11 A. 5 THANK . , ....: . You . .. , bTIGARD ! For Supporting , , Measure 34-295 , ikJ FUND SUMMARIES-PAGE 391 SPECIAL REVENUE FUND— STREET MAINTENANCE FEE The Street Maintenance Fee Fund was established to track the revenues and expenditures associated with the Street Maintenance Fee that was approved through Ordinance No. 03-10 by the City Council in November 2003 and updated with revised fees in both January 2010 and March 2016. The Street Maintenance Fee is a monthly fee designed specifically for the maintenance of existing roads in Tigard. Monthly fees are billed to and collected from both residential and non-residential cus- tomers through the city's utility billing system. The fee provides a stable source of revenue designated for the use in the maintenance of existing streets and right-of-way maintenance within the city, a large project the city calls the Pavement Man- agement Program. This includes applying new street surfaces such as slurry seals, pavement overlays, and repairing deteriorating streets. During the 2015-2016 fiscal year, the Tigard City Council approved revised fees that reflected work scheduled in the pavement plan that emphasize road use in commercial areas. The changes were meant to continue funding needed roadwork that supports one of the city's key pieces of infrastruc- ture. An additional increase in the Street Maintenance Fee rates to both residents and businesses went into effect in January 2017. This increase generates an additional $500,000 annually for the program in or- der to address the backlog of streets over a roughly 20-year timeframe. During with 2020-2021 fiscal year, the city will explore alternative methods, most notably a trip- generation-based structure, for the Street Maintenance Fee. This is inline with the city's goal of regu- larly review all utility fees. PAGE 392 - CITY OF TIGARD SPECIAL REVENUE FUND- STREET MAINTENANCE FEE FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 20 Revised Resources 40000-Begirm g Fund Balance 2,042,134 2,178,277 2,077,371 2,243,376 2,243,376 2,243,376 8.0% Total Beginning Fund Balance 2,042,134 2,178,277 2,077,371 2,243,376 2,243,376 2,243,376 8.0% 43129-Street Maintenance Fee 2,788,660 2,888,434 2,990,000 3,109,600 3,109,600 3,109,600 4.0% Total Licenses and Permits 2,788,660 2,888,434 2,990,000 3,109,600 3,109,600 3,109,600 4.0% 45199-Bad Debt 324 -10,706 0 0 0 0 0.0% Total Charges for Services 324 -10,706 0 0 0 0 0.0% 47000-Interest Earnings 585 40,182 30,100 30,100 30,100 30,100 0.0% Total Interest Earnings 585 40,182 30,100 30,100 30,100 30,100 00% 48001-Recovered Expenditures 126 61,878 0 0 0 0 0.0% Total Miscellaneous 126 61,878 0 0 0 0 0.03/4 49412-Transfer In from Street Maintenance Fund 0 0 0 0 0 0 0.0% Total Transfers In 0 0 0 0 0 0 0.0% - Total Resources 4 Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Work in Progress 2,330,961 2,381,391 2,888,000 2,800,000 2,740,000 2,740,000 -5.1% Total Transfers Out 322,557 488,907 306,430 175,230 235,230 235,230 -23.2% Total Contingency 0 0 200,000 100,000 100,000 100,000 -50.0% Total Budget 2,653,518 2,870,298 3,394,430 3,075,230 3,075,230 3,075,230 Reserve for Future Exp 2,178,311 2,287 766 1,703,041 2,307,846 2,307,846 2,307,846 35.5% Total Requirements 4,831,829 5,158,064 5,097,471 5,383,076 5,383,076 5,383,076 5.6% FUND SUMMARIES-PAGE 393 SPECIAL REVENUE FUND—TRANSIENT LODGING TAX The Transient Lodging Tax Fund is used to account for revenues generated from and projects funded by Tigard's Transient Lodging Tax (TLT). The tax adopted by council in August 2017 by Ordinance # 17-18. The tax is a 2.5% tax on overnight stays in lodging properties such as hotel., motels, bed & breakfasts, and online vacation rentals such as Airbnb. Tigard's TLT is in addition to similar state and county taxes,bringing the total tax in the City of Tigard to 13.3%. In September 2017, council provided direction to implement a plan for the use of Tigard's 2.5% TLT. Under state law, Tigard can spend up to 30% of revenue on city services. The current plan is that Tigard will maximize its use of the 30 percent. The revenue eligible for city services will go to existing services. These existing city services include the Tigard Downtown Association, local events currently funded through the event grant program, overhead, and other existing city services that support tour- ism. City services that support tourism include public safety,parks and trails, and transportation. Under state law, Tigard must spend at least 70% of the 2.5% city TLT on tourism and tourism related activities. The primary emphasis in this category of the fiscal plan is two-fold. First is to support exist- ing regional tourism events such as the Balloon Festival and Tigard's existing support of the Visitor's Center run by the Tigard Area Chamber of Commerce. Second is bonding the revenue for a facility that generates tourism. The plan has $400,000 annually for growing fund balance, and later debt ser- vice. This is enough to pay $3,000,000 in bonds over a 10-year period. As revenue grows, there could be a small amount that will become available for other tourism activities in the later years of this fiscal plan. While this is the city's overall plan, the Transient Lodging Tax revenue has been greatly impact- ed, at least as of adoption of this budget, by the Covid-19 pandemic. The city will closely monitor this revenue and make alterations as necessary. PAGE 394- CITY OF TIGARD SPECIAL REVENUE FUND-TRANSIENT LODGING TAX FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 20 Revised Resources 40000-Beginning Fund Balance 0 0 506,764 929,327 929,327 929,327 83.4% Total Beginning g Fund Balance 0 0 506,764 929,327 929,327 929,327 83.4% 40201-Hotel/Motel Tax 0 749,625 683,920 565,000 565,000 565,000 -17.4% Total Intergovernmental 0 749,625 683,920 565,000 565,000 565,000 -17A% 47000-Interest Earnings 0 9,747 4,800 4,800 4,800 4,800 0.0% Total Interest Earnings 0 9,747 4,800 4,800 4,800 4,800 0.0% Total Resources 0 1,195,484 1,499,127 1,499,127 1,499,127 75.4% Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Transfers Out 0 239,570 374,066 659,000 662,602 662,602 77.1% Total Contingency 0 0 0 0 0 0 0.0% 77.1% Reserve for Future Exp 0 519,802 821,418 840,127 836,525 836,525 I.8°,0 Total Requirements 7 25.4% FUND SUMMARIES-PAGE 395 SPECIAL REVENUE FUND— TRANSPORTATION DEVELOPMENT TAX The Transportation Development Tax (TDT) Fund accounts for a Washington County Tax approved by the voters in November 2008 that is administered and collected by the City of Tigard. The tax has been in effect since July 1, 2009, replacing the Traffic Impact Fee (TIF) program. Like TIF,TDT is assessed on new development to help provide funds for the increased capacity trans- portation improvements need to accommodate the additional vehicle traffic and demand for transit facilities generated by that development. It provides funds for these capacity improvements to county and city arterials, certain collectors, and certain state and transit facilities as listed in the County's Capi- tal Improvements Project List. The TDT is categorized as an Improvement Fee. Revenue must be dedicated to capital improvements that expand capacity and may not be used for maintenance, repair, or other non-capital improvements. Since the TDT was approved by Washington County voters, the Washington County Board of Com- missioners has granted a discount to developers and slowed the phase-in of the TDT. However, the tax has been fully phased-in as of October 2014. FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 20 Revises Resources 40000-Begi n g Fund Balance 7,528,398 11,571,498 10,529,970 12,480,091 12 480,091 12,480,091 18.5% Total Beginning Fund Balance 7,528 398 11,571,498 10,529,970 12,480,091 12 480,091 12,480 091 18.5% 43320-TDT Fees 4,085,773 2043,589 1,400,000 2,043,589 2,043,589 2,043,589 46.0% 43325-TIF Fees-Mass Transit 0 0 0 0 0 0 0.0% Total Licenses and Permits 4,085,773 2,043,589 1400,000 2,043,589 2,043,589 2,043,589 46.0% 47000-Interest Earnings 4,323 339,322 253,900 253,900 253,900 253,900 0.0% Total Interest Earnings 4,323 339,322 253,900 253,900 253,900 253,900 0.0% 48001-Recovered Expenditures 0 0 0 00 0 0.0% Total Miscellaneous 0 0 0 0 0 0 OA% _ Total Resources 11,618,494 .183,87( 14,777 580 . Requirements Program Expenditures Program Expenditures 0 0 0 00 0 0.0./o Total Work in Progress 0 0 0 0 0 0 0.0% Total Transfers Out 46,995 2,346,808 1,425,000 1,067,671 1,067,671 1,067,671 -25.1% Total Contingency 0 0 0 0 0 0 0.0% Total Budget Reserve for Future Exp 11,571 498 11,607,601 10,758,870 13,709,909 13,709,909 13,709,909 27A% Total Requirements ' PAGE 396 - CITY OF TIGARD SPECIAL REVENUE FUND- TRANSPORTATION SDC The Bancroft Debt Service Fund accounts for revenues and debt service payments related to two local improvement districts (LID) within the city. In July of 2002, the city sold bonds for the 69th Avenue LID project. In December of 2003, the city sold bonds to finance the remaining portion of the Dart- mouth LID project, which has since been paid off. Fund revenues are derived from assessments on properties that participate within these districts. The reserve for future expense is to be used to protect against fluctuations and non-payment of assessments by property owners and to provide cash flow for debt service payments as scheduled. FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 20 Revised Resources 40000-Beginning Fund Balance 3,876,775 6,781,917 7,379,996 8,225,538 8,225,538 8,225,538 11.5% Total Beginning g Fund Balance 3,876,775 6,781,917 7,379,996 8,225,538 8225,538 8,225,538 11.5% 43300-System Development Charges 2,051,078 606,482 350,000 606,482 606,482 606,482 73.3% 43301-SDC Reimbursement 118,413 58,876 18,900 58,876 58,876 58,876 211.5% 43302-SDC Improvement-RT 746,174 36,497 40,600 36,497 36,497 36,497 -10.1% Total Licenses and Permits 2,915,665 701,855 409,500 701,855 701,855 701,855 71.4% 47000-Interest Earnings 2,817 214,756 144,000 144,000 144,000 144,000 0.0% Total Interest Earnings 2,817 214,756 144,000 144,000 144,000 144,000 0.0% Total Resources 6,795,257 7,698,528 7,933,496 9,071,393 9,071,393 9 til Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Work in Progress 0 0 0 0 0 0 0.0% Total Transfers Out 13,355 109,845 299,000 3,028,362 3,428,362 3,428,362 1046.6% Total Contingency 0 0 0 0 0 0 0.0% Reserve for Future Exp 6,781,902 7,588,683 7,634,496 6,043,03t 5,643,031 5,643,031 -26.1% Total Requirements FUND SUMMARIES-PAGE 397 SPECIAL REVENUE FUND- URBAN FORESTRY The Urban Forestry Fund was established to account for funds collected from developers in lieu of preserving trees. Monies collected in this fund can be used by the city to plant trees in public rights-of -way and other public properties. These resources can also be used to provide care and maintenance to the trees planted by the city for three years after the planting. FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 20 Revised Resources 40000-Beginning Fund Balance 1,216,337 1,129,453 1,015,203 938,787 938,787 938,787 -7.5% Total Bee smi g Fund Balance 1,216,337 1,129,453 1,015,203 938,787 938,787 938,787 -7.5% 47000-Interest Earnings 663 43,335 35,200 35,200 35,200 35,200 0.0% Total Interest Earnings 663 43,335 35,200 35,200 35,200 35,200 0.0% 48101-Tree Replacement Revenue 84'2 6,646 15,000 15,000 15,000 15,000 0.0% Total Miscellaneous 8,4'.2 6,646 15,000 15,000 15,000 15,000 0.0% ' Total Resources 1,223,471 1,179,434 1,065,403 98 Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Work in Progress 0 0 0 0 0 0 0.0% Total Transfers Out 96,018 141,946 218,900 151,947 151,947 151,947 -30.6% Total Contingency 0 0 0 0 0 0 0.0% I.TotalBurijim. 96,01946 218,900 Reserve for Future Exp 1,129,453 1,037,487 846,503 837,040 837,040 837,040 -1.1% Total Requirement 1,065,403 PAGE 398 - CITY OF TIGARD SPECIAL REVENUE FUND- UNDERGROUND UTILITY The Underground Utility Fund was established to record funds that are received in lieu of under- grounding utilities. The resources in this fund are used primarily to support various capital improve- ment projects that require underground utility components. A portion of the 121st Avenue (Whistlers Lane to Tippitt) Sidewalks and Bike Lanes project will be funded by the Underground Utility Fund. FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 20 Revised Resources 40000-Beginning Fund Balance 110,143 362,586 474,925 572,050 572,050 572,050 20.5% Total Beginning Fund Balance 110,143 362,586 474,925 572,050 572,050 572,050 20.5% 43124-Fee In-Lieu Undergrounding 264,816 78,010 124,000 124,000 124,000 124,000 0.0°o Total Licenses and Permits 264,816 78,010 124,000 124,000 124,000 124,0(X) 0.0°o 47000-Interest Earnings 31 10,693 8,500 8,500 8,500 8,500 0.0% Total Interest Earnings 31 10,693 8,500 8,500 8,500 8,500 0o% Total Resources "Ti= 451,290 607,425 704,550 704,550 704,550 16.0% Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Work in Progress 0 0 0 0 0 0 0.0% Total Transfers Out 12,403 1,740 10,000 11,030 11,030 11,030 10.3% Total Contingency 0 0 0 0 0 0 0.0°/ total Budget Reserve for Future Exp 362,586 449,550 597,425 693,520 693,520 693,520 16.1% Total Requirements FUND SUMMARIES-PAGE 399 DEBT SERVICE FUND- BANCROFT DEBT SERVICE The Bancroft Debt Service Fund accounts for revenues and debt service payments related to two local improvement districts (LID) within the city. In July of 2002, the city sold bonds for the 69th Avenue LID project. In December of 2003, the city sold bonds to finance the remaining portion of the Dart- mouth LID project, which has since been paid off. Fund Revenues are derived from assessments on properties that participate within these districts. The reserve for future expense is to be used to protect against fluctuations and non-payment of assessments by property owners and to provide cash flow for debt service payments as scheduled. FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 20 Revised Resources 40000-Beginning Fund Balance 97,768 81,861 54,861 67,981 67,981 67,981 23.9% Total Beginning Fund Balance 97,768 81,861 54,861 67,981 67,981 67,981 23.9% 42002-Spec Assmt Principal 50,036 59,999 50,000 50,000 50,000 50,000 0.0% Total Special Assessments 50,036 59,999 50,000 50,000 50,000 50,000 0.0% 47000-Interest Earnings 0 1,955 1,900 1,900 1,900 1,900 0.0% 47002-Interest-Assmts 69th Ave 37,277 27,314 30,000 30,000 30,000 30,000 0.0% Total Interest Earnings 37,277 29,269 31,900 31,900 31,900 31,900 0.0% Total Resources 18"1.1111111. 149,881Err 9.6% Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Debt Service 103,220 103,147 83,000 0 0 0 -100.0% Total Transfers Out 0 0 0 0 0 0 0.0% Total Contingency 0 0 0 0 0 0 0.0% II.Total Budget 11 AI Reserve for Future Exp 81,861 67,981 53,761 149,881 149,881 149,881 178.8% r'otal Requirements 187811149,881 149,881 _ PAGE 400 - CITY OF TIGARD DEBT SERVICE FUND— GENERAL OBLIGATION DEBT SERVICE The General Obligation Debt Service Fund accounts for revenues and debt service payments related to the 2002 voter-approved bond measure for a new library and the 2011 voter-approved bond measure for the purchase and development of parks. Property taxes collected through the debt levies will be used to repay these bonds and ending fund balance is used to protect against fluctuations in property tax payments and provide cash flow to match collections and payments. FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY20Revised Resources 40000-Beginning Fund Balance 1,117,556 1,263,130 1,328,130 1,710,595 1,710,595 1,710,595 28.8% Total Beginning Fund Balance 1,117,556 1,263,130 1,328,130 1,710,595 1,710,595 1,710,595 28.8% 40100-Current Property Taxes 2,273,278 2,327,828 2,345,625 2,644,141 2,644,141 2,644,141 12.7% 40101-Prior Year Property Taxes 27,144 73,110 40,000 40,000 40,000 40,000 0.0% Total Taxes 2,300,422 2,400,938 2,385,625 2,684,141 2,684,141 2,684,141 12.5% 47000-Interest Earnings 40,577 44,526 37,000 37,000 37,000 37,000 0.0% Total Interest Earnings 40,577 44,526 37,000 37,000 37,000 37,000 0.0% Total Resources 3,458,555 Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Debt Service 2,195,425 2,197,625 2,223,000 2,716,000 2,716,000 2,716 000 22.2% Total Transfers Out 0 0 0 0 0 0 0.0% Total Contingency 0 0 0 0 0 0 0.0% ils2'19. 2223,000 Reserve for Future Exp 1,263,130 1,510,970 1,527,7.55 1,715,736 1,715,736 1,715,736 12.3% Total Requirements 750,755 FUND SUMMARIES-PAGE 401 CAPITAL PROJECTS FUND-FACILITIES CAPITAL The Facilities Capital Projects Fund is used largely for general construction, reconstruction, replace- ment, and expansion related to the city's facilities. Transfers into this fund come from the various oth- er funds that will benefit directly from these projects. The fund is currently building a reserve to ex- plore the construction of a new city facility. Some of this reserve began to be used in FY 2016-17 for the Civic Center Facilities Visioning Study. Beginning in FY 2018-19, the fund was used to support the Public Works Yard project and will expand to the acquisition of the land and right of way in FY 2020-21. FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 20 Revised Resources 40000-Bea ening Fund Balance 1,016,775 913,962 917,362 336,071 336,071 336,071 -63.4% Total Beginning Fund Balance 1,016,775 913,962 917,362 336,071 336,071 336,071 -63.4% 47000-Interest Earnings 367 20,239 18,900 18,900 18,900 18,900 0.0 Total Interest Earnings 367 20,239 18,900 18,900 18,900 18,900 0.0% 48001-Recovered Expenditures 0 202 0 0 0 0 0.0% Total Miscellaneous 0 202 0 0 0 0 0.0% 49100-Transfer In from General Fund 0 336,873 290,000 0 183,000 183,000 -36.9% 49200-Transfer In from Gas Tax Fund 0 0 0 1,470,000 0 0 0.0% 49270-Transfer In from Parks Utility Fund 0 0 0 2,590,000 30,000 30000 l00.0% 49500-Transfer In from Sanitary Sewer Fund 0 0 0 953,000 13,000 13,000 100.0% 49510-Transfer In from Stormwater Fund 0 0 0 1,003,000 23,000 23,000 100.0% 49530-Transfer In from Water Fund 0 0 0 1,684,000 7,634,000 7,634,000 100.0% 49980-Transfer In from Library Don.&Beq. 0 0 100,000 100,000 100,000 100,000 0.0% Fund Total Transfers In 0 336,873 390,000 7,800,000 7,983,000 7,983,000 1946.9% Total Resources 1,017,143 1,271,276 1,326,262 8,154,971 8,337,971 8,337,971 528.7% Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Work in Progress 103,180 341,355 1,050,000 7,700,000 7,883,000 7,883,0W 650.8% Total Transfers Out 0 0 0 42 42 42 100.0% Total Contingency 0 0 50,000 50,000 50,000 50,000 0.0% Budget Reserve for Future Exp 913,962 929,921 226,262 404,929 404,929 404,929 79.0% Total Requirements - Ell- 1,271,276 1,326,262 8, PAGE 402- CITY OF TIGARD CAPITAL PROJECTS FUND-PARKS CAPITAL The Parks Capital Fund tracks various parks and greenspaces projects. Revenues accounted for in the Parks Capital Fund include various federal and state grants, intergovernmental revenues, and transfers- in. FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 20 Revised Resources 40000-Begiooi a Fund Balance 624,717 619,273 880,000 432,919 432,919 432,919 -50.8% Total Bee rmi g Fund Balance 624,717 619,273 880,000 432,919 432,919 432,919 -50.8% 44501-Intergovernmental Revenue 387,979 722,075 156,000 0 0 0 -100.0% 44800-Federal Grants 0 0 52,000 314,055 314,055 314,055 504.0% 44801-State Grants 0 452,125 672,000 0 0 0 -100.0% 44802-Grants-Other 0 0 157,000 35,945 35,945 35,945 -77.1% Total Intergovernmental 387,979 1,174,200 1,037,000 350,000 350,000 350,000 -66.2% 48001-Recovered Expenditures 512 43,281 0 0 0 0 0.0% Total Miscellaneous 512 43,281 0 0 0 0 0.0% 49100-Transfer In from General Fund 12,209 16,390 5,500 0 0 0 -100.0% 49200-Transfer In from Gas Tax Fund 48,744 49,125 15,500 0 0 0 -100.0% 49210-Transfer In from TLT Fund 0 2,500 81,166 365,000 365,000 365,000 349.7% 49260-Transfer In from Tree Replacement Fund 91,973 141,946 218,900 150,000 150,000 150,000 -31.5% 49415-Transfer In from Transportation SDC Fund 0 21,474 263,000 903,000 903,000 903,000 243.3% 49420-Transfer In from Parks Capital Fund 0 0 0 0 0 0 0.0% 49421-Transfer In from Parks Bond Fund 70,115 821,066 889,000 800,000 800,000 800,000 -10.0% 49425-Transfer In from Parks SDC Fund 852,882 1,003,985 2,877,000 3,986,000 3,986,000 3,986,000 38.5% 49510-Transfer In from Stormwater Fund 41,251 23,061 1,100 0 0 0 -100.0% 49530-Transfer In from Water Fund 1,408 0 0 0 0 0 0.0% 49940-Transfer In from Urban Renewal Cap Imp 0 0 0 3,800,000 3,800,000 3,800,000 100.0% Fund Total Transfers In 1,118,582 2,079,547 4,351,166 10,004,000 10,004,000 10,004,000 129.9% Total Resources 2,131,791 3,916,301 6,268,166 10,786,919 10,786,919 10,786,919 72.1% Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Debt Service 0 0 0 0 0 0 0.0% Total Work in Progress 1,512,518 3,559,809 5,523 666 10,354,000 10 354,000 10 354,000 87A% Total Transfers Out 0 0 0 0 0 0 0.0% Total Contingency 0 0 0 0 0 0 0.0% Total Budge 54,000 10 354,00 Reserve for Future Exp 619,273 356,492 744,500 432,919 432,919 432,919 -41.9% Total Requirements' FUND SUMMARIES-PAGE 403 CAPITAL PROJECTS FUND-TRANSPORTATION CIP The Transportation CIP Fund tracks all capital improvement projects that are funded with transporta- tion revenues including Gas Tax and the Transportation Development Tax (TDT). Resources to the fund include state and federal grants and transfers-in. FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 20 Revised Resources 40000-Beginning Fund Balance 757,625 596,880 820,000 923,402 923,402 923,402 12.6% Total Beginning Fund Balance 757,625 596,880 820,000 923,402 923,402 923,402 12.6% 44501-Intergovernmental Revenue 133,569 332,695 46,000 1,100,000 1,100,000 1,100,000 2291.3% 44800-Federal Grants 149,956 722,685 40,200 0 0 0 -100.0% 44801-State Grants 0 0 192,000 860,533 906,533 906,533 372.2% 44802-Grants-Other 0 0 970,000 2,247,000 2,247,000 2,247,000 131.6% Total Intergovernmental 283,525 1,055,380 1,248,200 4,207,533 4,253,533 4,253,533 240.8% 45107-Transportatn Utility Surcharge 19,307 32,831 0 0 0 0 0.0% Total Charges for Services 19,307 32,831 0 0 0 0 0.0% 47000-Interest Earnings 0 4,051 0 0 0 0 0.0% Total Interest Earnings 0 4,051 0 0 0 0 0.0% 48000-Other Revenue 676,551 838,270 0 0 0 0 0.0% 48001-Recovered Expenditures 91 81,126 0 0 0 0 0.0% Total Miscellaneous 676,642 919,396 0 0 0 0 0.0% 49200-Transfer In from Gas Tax Fund 1,119,165 403,343 1,742,200 1,079,000 679,000 679,000 -61.0% 49205-Transfer In from City Gas Tax Fund 119,564 155,580 895,000 561,500 561,500 561,500 -37.3% 49405-Transfer In from Trans.Dev.Tax Fund 20,733 2,325,863 1,425,000 1,053,000 1,053,000 1,053,000 -26.1% 49411-Transfer In from Underground Utility Fund 7,986 105 10,000 10,000 10,000 10,000 0.0% 49415-Transfer In from Transportation SDC Fund 15 88,372 36,000 2,117,000 2,517,000 2,517,000 6891.7% 49500-Transfer In from Sanitary Sewer Fund 0 0 7,000 7,000 7,000 7,000 0.0% 49510-Transfer In from Stormwater Fund 6,399 9 0 0 0 0 0.0% Total Transfers In 1,273,862 2,973,271 4,115,200 4,827,500 4,827,500 4,827,500 17.3% Total Resources , 10,004,435 Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Work in Progress 2,319,522 4,747,819 5,463,400 9,035,033 9,081,033 9,081,033 66.2% Total Transfers Out 0 0 0 0 0 0 0.0% Total Contingency 0 0 0 0 0 0 O.O% Total Budget 4,747,819 5,463,400 3 66.2% Reserve for Future Exp 691,439 833,989 720,000 923,402 923,402 923,402 28.3% Total Requirements IIMII5,581,808 6,183,400 9,958,435 10,004,435 10,004,435 61.8% PAGE 404 - CITY OF TIGARD INTERNAL SERVICES FUND- CENTRAL SERVICES The Central Service Fund has been established to track the revenues and expenditures of the central administrative functions in the city, including city administration, finance, communication records, property management, utility billing, and information services. The resources for this fund come large- ly from interdepartmental charges to other city funds. These charges are allocated to departments through a federally approved indirect cost allocation plan. The basis for these allocations is reviewed each year based on anticipated uses or benefits that are provided to other city departments or divisions. FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 20 Resources 40000-Beginning Fund Balance 1,027,508 1,785,342 1,773564 1,996,623 1,996,623 1,996,623 12.6% Total Beginning Fund Balance 1,027,508 1,785,342 I,773 564 1,996,623 1,996,623 1,996 623 12.6% 35,302 0 0 0 0 0 0.0% 44802-Grants-Other 35,894 0 0 0 0 0 00% Total Intergovernmental 71,196 0 0 0 0 0 00% 45319-Miscellaneous Fees&Charges 37,394 30,824 35,000 35,000 35,000 35,000 0.0% 45580-Interdepartmental Services Revenue 8,268,936 7,864,757 9,997,008 11,182,156 11 627,196 11,627,196 16.3% Total Charges for Services 8,306,330 7,895 582 10,032,008 11,217,156 11 662,196 11,662,196 16.2% 47000-Interest Earnings 23,792 39,967 0 0 0 0 0.0% Total Interest Earnings 23,792 39,967 0 0 0 0 0.0% 48001-Recovered Expenditures 32,310 38,703 131,036 30,000 90,000 90,000 -31.3% Total Miscellaneous 32,310 38,703 131,036 30,000 90,000 90,000 -31.3% 49100-Transfer In from General Fund 125,466 46,537 79,753 49,654 49,654 49,654 -37.7% 49200-Transfer In from Gas Tax Fund 5,487 0 0 62,846 62,846 62,846 1000% 49205-Transfer In from City Gas Tax Fund 4,829 0 0 4,976 4,976 4,976 100.0% 49210-Transfer In from TLT Fund 0 0 0 3,602 3,602 3,602 1000% 49212-Transfer In from CET Fund 0 0 0 1,006 1,000 1,000 100.0% 49220-Transfer In from Electrical Inspection Fund 3,913 0 0 3,978 3,978 3,978 100.0% 49240-Transfer In from Criminal Forfeiture Fund 3,263 0 0 15 15 15 100.0% 49260-Transfer In from Tree Replacement Fund 4,045 0 0 1,947 1,947 1,947 100.0% 49270-Transfer In from Parks Utility Fund 0 0 61,538 70,333 70,333 70,333 14.3% 49400-Transfer In from Capital Projects Fund 0 0 0 42 42 42 100 0% 49405-Transfer In from Trans.Dev.Tax Fund 26,262 20,945 0 14,671 14,671 14,671 100.0/s 49411-Transfer In from Underground Utility Fund 4,417 1,635 0 1,030 1,030 1,030 100.0/s 49412-Transfer In from Street Maintenance Fund 172,557 338,907 148,430 9,230 9,230 9,230 -93.8% 49415-Transfer In from Transportation SDC Fund 13,340 0 0 8,362 8,362 8,362 1000°/s 49421-Transfer In from Parks Bond Fund 0 0 0 7,165 7,165 7,165 100.0/s 49425-Transfer In from Parks SDC Fund 16,383 96,999 0 0 0 0 00% 49500-Transfer In from Sanitary Sewer Fund 22,453 0 0 38,620 38,620 38,620 100.0% 49510-Transfer In from Stormwater Fund 5,129 0 0 56,366 56,366 56,366 100.0% 49530-Transfer In from Water Fund 152,313 0 0 328,647 328,647 328,647 1000% 49531-Transfer In from Water SDC Fund 18,898 0 0 31,268 31,268 31,268 100.0% 49630-Transfer In from PW Admin Fund 0 0 0 5,000 5,000 5,000 100.0/s 49650-Transfer In from Fleet/Property Mngmt Fund 0 0 0 1,000 1,000 1,000 1000% 49660-Transfer In from Insurance Fund 295 0 53,000 0 0 0 -100.0/s Total Transfers In 579,050 505,023 342,721 699,752 699,752 699,752 104.2% Total Resources 10,040,186 10,264,617 FUND SUMMARIES-PAGE 405 INTERNAL SERVICES FUND— CENTRAL SERVICES FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 20 Requirements Program Expenditures Policy and Administration 8,254,843 8,184,173 10,666,565 11,540,725 11,872,345 12,023,748 12.7% Total Program Expenditures 8,254,843 8,184,173 10,666,565 11,540,725 11,872,345 12,023,748 12.7% Total Contingency 0 0 122,427 400,000 400,000 400,000 226.7% Total Budget 11,940,725 12,272,345 12,423 Reserve for Future Expense 1,785,342 2,080,444 1,490,337 2,002,806 2,176,226 2,024,823 35.9% Total Requirements ili.9,329 13,943,531 14, PAGE 406 - CITY OF TIGARD INTERNAL SERVICES FUND- FLEET/PROPERTY MANAGEMENT The Fleet/Property Management Fund tracks the revenues and expenditures of the Fleet Maintenance Division and Property Management Division as part of the Central Services Department. The re- sources for this fund are largely interdepartmental charges to other city funds that are based on a feder- ally approved cost allocation plan that is revised each year. The cost allocation plan is based on antici- pated use of benefits that are provided to other city departments or divisions. FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY20 Resources 40000-Beginning Fund Balance 227,282 346,703 6I0,063 811,214 811,214 811,214 33.0% Total Beginning Fund Balance 227,282 346,703 610,063 811,214 811,214 811,214 33.0% 45580-Interdepartmental Services Revenue 1,942,585 2,409,111 2,719,734 3,152,406 3,196,366 3,196,366 17.5% Total Charges for Services 1,942,585 2,409,111 2,719,734 3,152,406 3,196,366 3,196,366 17.5% 47000-Interest Earnings 0 100 0 0 0 0 0.0% Total Interest Earnings 0 100 0 0 0 0 0.0% 48001-Recovered Expenditures 5,666 1,592 5,000 5,000 5,000 5,000 0.0% Total Miscellaneous 5,666 1,592 5,000 5,000 5,000 5,000 0.0% 49100-Transfer In from General Fund 130,000 0 0 0 0 0 0.0% Total Transfers In 130,000 0 0 0 0 0 0.0% Total Resources 2,305,533Alilli 012 S0 Requirements Program Expenditures Policy and Administration 1,958,830 2,123,551 2,620,727 2,994,117 2,994,117 3,014,543 15.0% Total Program Expenditures 1,958,830 2,123,551 2,620,727 2,994,117 2,994,117 3,014,543 15.0% Total Transfers Out 0 0 0 1,000 1,000 1,000 100.0% Total Contingency 0 0 117,582 125,000 125,000 125,000 6.3% T'i'll 1,958,830 2,123,55111112,738, 171 Reserve for Future Expense 346,703 633,955 596,488 848,503 892,463 872,037 46.2% Total Requirements ,797 3,968,620 4,012,580 4,012,580 20.3% FUND SUMMARIES-PAGE 407 INTERNAL SERVICES FUND- INSURANCE The Insurance Fund is an internal service fund established to track worker's compensation and other insurance related revenues as well as limited expenditures. Expenditures in this fund are for self- insured retentions on losses unfunded by traditional insurance policies, management of insurance/ claim activities and reduction of significant liability exposures. FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 20 Resources 40000-Beginning g Fund Balance 1,083,551 1,284 611 1,117,330 1,292,564 1,292,564 1,292,564 15.7% Total Beginning Fund Balance 1,083,551 1,284,611 1,117,330 1,292,564 1,292,564 1,292,564 15.7% 45660-Risk WC Retro Plan 169,771 250,718 0 0 0 0 0.0% Total Charges for Services 169,771 250,718 0 0 0 0 0.0% 47000-Interest Earnings 484 26,565 26,500 26,500 26,500 26,500 0.0% Total Interest Earnings 484 26,565 26,500 26,500 26,500 26,500 0.0% 48001-Recovered Expenditures 35,033 11,472 39,000 39,000 39,000 39,000 0.0% Total Miscellaneous 35,033 11,472 39,000 39,000 39,000 39,000 0.0% Total Resources 1,288,840 1,573,368 1,182,830 1,358,064 1,358,0M,358,064� Requirements Program Expenditures Policy and Administration 3,934 33,332 167,975 239,311 239,311 239,814 42.8% Total Program Expenditures 3,934 33,332 167,975 239,311 239,311 239,814 42.8% Total Transfers Out 295 0 53,000 0 0 0 -100.0% Total Contingency 0 0 21,501 25,000 25,000 25,000 16.3% Total Budget 242,476 264,311 Reserve for Future Expense 1284,611 1,540,036 940,354 1,093,753 1,093,753 1,093 250 16.3% Total Requirements 1,182,830 1,358,064 1 PAGE 408 - CITY OF TIGARD INTERNAL SERVICES FUND- PUBLIC WORKS ADMINISTRATION The Public Works Administration Fund was established during the FY 2018-19 budget to track the revenues and expenditures of the central administrative functions of the Public Works Department. The resources for this fund come from interdepartmental charges to other city funds such as Gas Tax, Park Utility, Water, Sewer, and Stormwater. These charges are allocated to departments through an approved indirect cost plan. The basis for these allocations is reviewed each year based on anticipated uses or benefits that are provided to other Public Works divisions. FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs. Description Actual Actual Revised Proposed Approved Adopted FY 20 Resources 40000-Bea nrd a Fund Balance 0 0 316,216 455,303 455,303 455,303 44.0% Total Beginning Fund Balance 0 0 316,216 455,303 455,303 455,303 44.0% 43142-ROW License Fee 0 100 0 0 0 0 0.0% Total Licenses and Permits 0 100 0 0 0 0 0.0% 45580-Interdepartmental Services Revenue 0 2,002,775 2,262,895 2,247,499 2,247,499 2,247,499 -0.7% Total Charges for Services 0 2,002,775 2,262,895 2,247,499 2,247,499 2,247,499 -0.7% 47000-Interest Earnings 0 0 0 0 0 0 0.0% Total Interest Earnings 0 0 0 0 0 0 0.0% 48001-Recovered Expenditures 0 571 0 0 0 0 0.0% Total Miscellaneous 0 571 0 0 0 0 0.0% 49100-Transfer In from General Fund 0 66,698 48,336 29,038 29,038 29,038 -39.9% 49200-Transfer ht.from Gas Tax Fund 0 85,300 0 0 0 0 0.0% 49270-Transfer In from Parks Utility Fund 0 61,200 0 0 0 0 0.0% 49500-Transfer In from Sanitary Sewer Fund 0 36,100 0 0 0 0 0.0% 49510-Transfer In from Stormwater Fund 0 53,500 0 0 0 0 0.0% 49530-Transfer In from Water Fund 0 102,100 0 0 0 0 OA% Total Transfers In 0 404,898 48,336 29,038 29,038 29,038 -39.9% Total Resources Requirements Program Expenditures Public Works 0 1,955,822 2365,101 2,243,392 2,243,392 2,267,255 -4.1% Total Program Expenditures 0 1,955,822 2,365,101 2,243,392 2,243 392 2,267,255 -4.1% Total Transfers Out 0 0 0 5,000 5,000 5,000 100.0% Total Contingency 0 0 43,587 125,000 125,000 125,000 186.8% Total Budget a Reserve for Future Expense 0 452,522 218,759 358,448 358,448 334,585 52.9% Total Requirements FUND SUMMARIES-PAGE 409 INTERNAL SERVICES FUND-PUBLIC WORKS ENGINEERING The Public Works Engineering Fund was established during the FY 2018-19 budget to track the reve- nues and expenditures of the Engineering Division of the Public Works Department. The resources for this fund come from three main sources: reimbursements from funds used for capital projects con- tained in the city's Capital Improvement Plan (CIP); reimbursements from the funds used for capital for system infrastructure work; and fees paid by developers to review development plans. These re- sources fund the work of the Engineering Division. FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY20 Resources 40000-Bed ordog Fund Balance 0 0 541,296 1,659,034 1,659,034 1,659,034 206.5% Total Beginning Fund Balance 0 0 541,296 1,659,034 1,659,034 1,659,034 206.5% 43113-Address Fee 0 13,325 0 0 0 0 0.0% 43114-Engineering Public L_r__ 0 1,611,763 800,000 300,000 300,000 300,000 -62.5% 43134-Erosion Ctrl Inspect-Engrug 0 113,886 0 0 0 0 0.0% Total Licenses and Permits 0 1,738,974 600,000 300,000 300,000 300,000 -62.5% 44501-Intergovernmental Revenue 0 0 145,128 149,192 149,192 149,192 2.8% Total Intergovernmental 0 0 145,128 149,192 149,192 149,192 2.8% 45319-Miscellaneous Fees&Charges 0 0 0 0 0 0 0.0% 45580-Interdepartmental Services Revenue 0 2,471,613 2,920,852 3,567,963 3,567,963 3,567,963 22.2% Total Charges for Services 0 2,471,613 2,920,852 3,567,963 3,567,963 3,567,963 22.2% 47000-Interest Earnings 0 6,500 0 0 0 0 0.0% Total Interest Earnings 0 6,500 0 0 0 0 0.0% 48000-Other Revenue 0 585 0 0 0 0 0.0% 48001-Recovered Expenditures 0 247 86,152 0 90,000 90,000 4.5% Total Miscellaneous 0 832 86,152 0 90,000 90,000 4.5% 49100-Transfer In from General Fund 0 31,788 34,618 117,923 117,923 117,923 240.6% 49200-Transfer In from Gas Tax Fund 0 329,886 384,700 409,700 455,100 455,100 18.3% 49270-Transfer In from Parks Utility Fund 0 42,400 0 0 0 0 0.0% 49425-Transfer In from Parks SDC Fund 0 17,694 36,400 36,400 59,300 59,300 62.9% 49500-Transfer In from Sanitary Sewer Fund 0 30,400 39,200 64,200 69,700 69,700 77.8% 49510-Transfer In from Stormwater Fund 0 75,316 81,700 106,700 129,000 129,000 57.9% 49530-Transfer In from Water Fund 0 167,299 124,100 149,100 188,300 188,300 51.7% Total Transfers In 0 694,783 700,718 884,023 1,019,323 1,019,323 45.5% Total Resources 6,560,212 6,785,512 6,785,512 30.61 PAGE 410 - CITY OF TIGARD INTERNAL SERVICES FUND- PUBLIC WORKS ENGINEERING FY 2018 FY 2019 2020 2021 2021 2021 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 20 Requirements Program Expenditures Public Works 0 3,548,633 4,417,158 4,588,528 4,588,528 4,651 827 53% Total Program Expenditures 0 3,548,633 4,417,158 4,588,528 4,585 528 4,651 827 5.3% Total Contingency 0 0 97,162 150,000 150,000 150,000 54.4% Total Bu.a: Reserve for Future Expense 0 1,364,070 679,826 1,821,684 2,046,984 1,983,685 191.8% Total RequirementsIMP30.6% . ..� .., - - .sl.! t-- ! EL : j _-i-7:\ JT.::-:-.'" • );,..: . , :.............______.5+ in-. ... 1i~ ...... caro rto v - � .14 Porilerna - Yr ...4 ir , , , 1 . c -.„_.,, r , _ 4 1 lt s JY - r.. Cod.N. 't .w. a, .ss .---: l . J- w1 • k�• F O Ft_ r ' . t, ; r aQ . . I ... , ....., ,., ^ Yj + .. .-_a -../-x4 ..... . - �.. 1. H L [`_ .. ;} 1 ... • En3llmE k I i 1RE'\n . _Fr II, - ',...,:..1-7"../::•'— 11 11 /*/ -n - 1 r ,/( :..,•..... .._ . ... . . ,..... ,...... FUND SUMMARIES-PAGE 411 universal l'i/dc110- pIaza DOWNTOWN TIGARD Universal Plaza Tigard's long-awaited downtown plaza! Planned to open in 2022, Universal Plaza will be a place for everyone—a community gathering spot in the heart of downtown Tigard that celebrates our shared humanity and our one shared planet. The Plaza design process will start later this year, and we'd love your particOation now, through this website, or later, when we form a large committee to help guide the design process. This summer, we were expecting to fill the site with people forArtWalk, Taste of Tigard and Latino Fest events. Coro- navirus 2020 cancelled all those plans. But that hasn't stopped our activation phase. We simply moved it online. We've started imagining many beautiful things that can happen here—andplanningfor a few of them. Ifyou're excited about Universal Plaza and want to help co- create it, this website is exactly where you need to be. City ofTigard I ADOPTED BUDGET I FY 2020-2021 PAGE 412- CITY OF TIGARD SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted General Fund Policy and Administration 1,840,314 8,000 1,848,314 27,391 1,875,705 Community Development 4,137,033 0 4,137,033 53,141 4,190,174 Community Services 26,347,816 2,319,959 28,667,775 -2,043,459 26,624,316 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to TCDA 1,000 0 1,000 0 1,000 Loan to CCDA 0 0 0 0 0 Transfer 2,490,115 183,000 2,673,115 0 2,673,115 Capital Improvements 0 0 0 0 0 Contingency 1,650,000 0 1,650,000 0 1,650,000 36,466,278 2,510,959 38,977,237 -1,962,927 37,014,310 Gas Tax Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 3,560,730 0 3,560,730 15,891 3,576,621 Debt Service 0 0 0 0 0 Loan to TCDA 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 3,021,546 -1,824,600 1,196,946 0 1,196,946 Capital Improvements 0 0 0 0 0 Contingency 200,000 0 200,000 0 200,000 6,782,276 -1,824,600 4,957,676 15,891 4,973,567 City Gas Tax Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 566,476 0 566,476 0 566,476 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 566,476 0 566,476 0 566,476 APPENDIX-PAGE 413 SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Transient Lodging Tax Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 659,000 3,602 662,602 0 662,602 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 659,000 3,602 662,602 0 662,602 Construction Excise Tax Fund Policy and Administration 0 0 0 0 0 Community Development 430,000 0 430,000 0 430,000 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 1,000 0 1,000 0 1,000 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 431,000 0 431,000 0 431,000 Electrical Inspection Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 253,978 0 253,978 0 253,978 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 253,978 0 253,978 0 253,978 PAGE 414 - CITY OF TIGARD SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Building Fund Policy and Administration 0 0 0 0 0 Community Development 2,227,822 0 2,227,822 32,183 2,260,005 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 0 0 0 0 0 Contingency 150,000 0 150,000 0 150,000 2,377,822 0 2,377,822 32,183 2,410,005 Criminal Forfeiture Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 277,246 0 277,246 0 277,246 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 15 0 15 0 15 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 277,261 0 277,261 0 277,261 Urban Forestry Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 151,947 0 151,947 0 151,947 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 151,947 0 151,947 0 151,947 APPENDIX-PAGE 415 SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Parks Utility Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 4,488,031 20,000 4,508,031 43,923 4,551,954 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 2,660,333 -2,560,000 100,333 0 100,333 Capital Improvements 0 0 0 0 0 Contingency 125,000 0 125,000 0 125,000 7,273,364 -2,540,000 4,733,364 43,923 4,777,287 Police Levy Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 2,185,959 2,185,959 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 0 2,185,959 2,185,959 Bancroft Debt Service Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 0 0 0 PAGE 416 - CITY OF TIGARD SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted General Obligation Debt Service Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 2,716,000 0 2,716,000 0 2,716,000 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 2,716,000 0 2,716,000 0 2,716,000 Facilities Capital Projects Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 42 0 42 0 42 Capital Improvements 7,700,000 183,000 7,883,000 0 7,883,000 Contingency 50,000 0 50,000 0 50,000 7,750,042 183,000 7,933,042 0 7,933,042 Transportation Development Tax Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 1,067,671 0 1,067,671 0 1,067,671 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 1,067,671 0 1,067,671 0 1,067,671 APPENDIX-PAGE 417 SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Underground Utility Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 11,030 0 11,030 0 11,030 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 11,030 0 11,030 0 11,030 Street Maintenance Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 175,230 60,000 235,230 0 235,230 Capital Improvements 2,800,000 -60,000 2,740,000 0 2,740,000 Contingency 100,000 0 100,000 0 100,000 3,075,230 0 3,075,230 0 3,075,230 Transportation SDC Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 3,028,362 400,000 3,428,362 0 3,428,362 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 3,028,362 400,000 3,428,362 0 3,428,362 PAGE 418 - CITY OF TIGARD SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Parks Capital Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 10,354,000 0 10,354,000 0 10,354,000 Contingency 0 0 0 0 0 10,354,000 0 10,354,000 0 10,354,000 Parks Bond Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 807,165 0 807,165 0 807,165 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 807,165 0 807,165 0 807,165 Parks SDC Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 6,022,400 22,900 6,045,300 0 6,045,300 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 6,022,400 22,900 6,045,300 0 6,045,300 APPENDIX-PAGE 419 SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Transportation CIP Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 9,035,033 46,000 9,081,033 0 9,081,033 Contingency 0 0 0 0 0 9,035,033 46,000 9,081,033 0 9,081,033 Sanitary Sewer Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 2,281,141 50,000 2,331,141 11,006 2,342,147 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Loan to TCDA 0 0 0 0 0 Transfer 1,398,820 -934,500 464,320 0 464,320 Capital Improvements 1,079,000 0 1,079,000 0 1,079,000 Contingency 200,000 0 200,000 0 200,000 4,958,961 -884,500 4,074,461 11,006 4,085,467 Stormwater Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 3,437,563 50,000 3,487,563 22,334 3,509,897 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Loan to TCDA 0 0 0 0 0 Transfer 1,400,566 -957,700 442,866 0 442,866 Capital Improvements 2,059,500 210,000 2,269,500 0 2,269,500 Contingency 225,000 0 225,000 0 225,000 7,122,629 -697,700 6,424,929 22,334 6,447,263 PAGE 420 - CITY OF TIGARD SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Water Quality/Quantity Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 265,000 0 265,000 0 265,000 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 265,000 0 265,000 0 265,000 Water Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 10,329,857 0 10,329,857 31,366 10,361,223 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 16,300,747 6,767,200 23,067,947 0 23,067,947 Capital Improvements 0 0 0 0 0 Contingency 475,000 0 475,000 0 475,000 27,105,604 6,767,200 33,872,804 31,366 33,904,170 Water SDC Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 4,206,268 184,000 4,390,268 0 4,390,268 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 4,206,268 184,000 4,390,268 0 4,390,268 APPENDIX-PAGE 421 SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Water CIP Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 9,906,000 962,000 10,868,000 0 10,868,000 Contingency 0 0 0 0 0 9,906,000 962,000 10,868,000 0 10,868,000 Water Debt Service Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 8,505,000 0 8,505,000 0 8,505,000 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 8,505,000 0 8,505,000 0 8,505,000 Central Services Fund Policy and Administration 11,540,725 331,620 11,872,345 151,403 12,023,748 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 0 0 0 0 0 Contingency 400,000 0 400,000 0 400,000 11,940,725 331,620 12,272,345 151,403 12,423,748 PAGE 422- CITY OF TIGARD SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Public Works Admin Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 2,243,392 0 2,243,392 23,863 2,267,255 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 5,000 0 5,000 0 5,000 Capital Improvements 0 0 0 0 0 Contingency 125,000 0 125,000 0 125,000 2,373,392 0 2,373,392 23,863 2,397,255 Public Works Engineering Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 4,588,528 0 4,588,528 63,299 4,651,827 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 0 0 0 0 0 Contingency 150,000 0 150,000 0 150,000 4,738,528 0 4,738,528 63,299 4,801,827 Fleet/Property Management Fund Policy and Administration 2,994,117 0 2,994,117 20,426 3,014,543 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 1,000 0 1,000 0 1,000 Capital Improvements 0 0 0 0 0 Contingency 125,000 0 125,000 0 125,000 3,120,117 0 3,120,117 20,426 3,140,543 APPENDIX-PAGE 423 SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Insurance Fund Policy and Administration 239,311 0 239,311 503 239,814 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 0 0 0 0 0 Contingency 25,000 0 25,000 0 25,000 264,311 0 264,311 503 264,814 Library Donations and Bequests Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 160,000 0 160,000 0 160,000 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 160,000 0 160,000 0 160,000 All Funds Policy and Administration 16,614,467 339,620 16,954,087 199,723 17,153,810 Community Development 6,794,855 0 6,794,855 85,324 6,880,179 Community Services 26,625,062 2,319,959 28,945,021 142,500 29,087,521 Public Works 30,929,242 120,000 31,049,242 211,682 31,260,924 Debt Service 11,221,000 0 11,221,000 0 11,221,000 Loan to TCDA 1,000 0 1,000 0 1,000 Loan to CCDA 0 0 0 0 0 Transfer 44,653,711 1,343,902 45,997,613 0 45,997,613 Capital Improvements 42,933,533 1,341,000 44,274,533 0 44,274,533 Contingency 4,000,000 0 4,000,000 0 4,000,000 183,772,870 5,464,481 189,237,351 639,229 189,876,580 PAGE 424- CITY OF TIGARD FINANCIAL POLICIES The City of Tigard has an important responsibility to its citizens to carefully account for public funds, manage municipal finances wisely and plan adequate funding for services and facilities desired and needed by the public. The city has established a formal set of financial policies to ensure that the pub- lic's trust is upheld. With these financial policies, the city has established the framework under which it conducts its financial affairs, ensuring that it is, and will continue to be, capable of funding and providing outstanding local government services. The goals of Tigard's financial policies are as follows: • Enhance City Council's policy-making ability by providing accurate information on program and operating costs. • Assist sound management of the city government by providing accurate and timely information on current and anticipated financial conditions. • Provide sound principles to guide important decisions of the council and management that have significant financial impact. • Set forth operational principles which minimize the cost and financial risk of local government consistent with services desired by the public. • Employ revenue policies that prevent undue or unbalanced reliance on any one source, distribute the cost of municipal services fairly and provide adequate funds to operate desired programs. • Provide and maintain essential public facilities,utilities,infrastructure and capital equipment. • Protect and enhance the city's credit rating. • Ensure that all surplus cash is prudently invested in accordance with the investment policy adopt- ed by the council to protect city funds and realize a reasonable rate of return. The city uses the following financial policies to guide its financial affairs: Revenue Policy • Maintain a diversified and stable revenue system to shelter the government from short-term fluc- tuations in any one-revenue source. • One-time revenues will be used only for one-time expenditures. The city will avoid using tempo- rary revenues to fund mainstream services. • All revenue forecasts shall be conservative. • Reports comparing actual to budgeted revenues will be prepared by the Finance Department and presented to the City Manager. • All city funds shall be safely invested to provide a sufficient level of liquidity to meet cash flow needs and to provide the maximum yield possible in that order. All idle cash will be continuously invested • The city will maintain an unallocated fund balance or retained earnings equal to or greater than two months of general operating expenditures or expenses. This reserve will be calculated based on the adopted annual operating budget of the city. These funds will be used to avoid cash-flow interruptions,generate interest income,reduce need for short-term borrowing and assist in main- taining an investment grade bond rating capacity. APPENDIX-PAGE 425 FINANCIAL POLICIES The City of Tigard has an important responsibility to its citizens to carefully account for public funds, manage municipal finances wisely and plan adequate funding for services and facilities desired and needed by the public. The city has established a formal set of financial policies to ensure that the pub- lic's trust is upheld. With these financial policies, the city has established the framework under which it conducts its financial affairs, ensuring that it is, and will continue to be, capable of funding and providing outstanding local government services. The goals of Tigard's financial policies are as follows: • Enhance City Council's policy-making ability by providing accurate information on program and operating costs. • Assist sound management of the city government by providing accurate and timely information on current and anticipated financial conditions. • Provide sound principles to guide important decisions of the council and management that have significant financial impact. • Set forth operational principles which minimize the cost and financial risk of local government consistent with services desired by the public. • Employ revenue policies that prevent undue or unbalanced reliance on any one source, distribute the cost of municipal services fairly and provide adequate funds to operate desired programs. • Provide and maintain essential public facilities,utilities,infrastructure and capital equipment. • Protect and enhance the city's credit rating. • Ensure that all surplus cash is prudently invested in accordance with the investment policy adopt- ed by the council to protect city funds and realize a reasonable rate of return. The city uses the following financial policies to guide its financial affairs: Revenue Policy • Maintain a diversified and stable revenue system to shelter the government from short-term fluc- tuations in any one-revenue source. • One-time revenues will be used only for one-time expenditures. The city will avoid using tempo- rary revenues to fund mainstream services. • All revenue forecasts shall be conservative. • Reports comparing actual to budgeted revenues will be prepared by the Finance Department and presented to the City Manager. • All city funds shall be safely invested to provide a sufficient level of liquidity to meet cash flow needs and to provide the maximum yield possible in that order. All idle cash will be continuously invested • The city will maintain an unallocated fund balance or retained earnings equal to or greater than two months of general operating expenditures or expenses. This reserve will be calculated based on the adopted annual operating budget of the city. These funds will be used to avoid cash-flow interruptions,generate interest income, reduce need for short-term borrowing and assist in main- taining an investment grade bond rating capacity. PAGE 426 - CITY OF TIGARD FINANCIAL POLICIES The city will also end each fiscal year with an adequate fund balance in the General Fund to pro- vide resources necessary for cash flow from July 1 until property taxes are received in November. Operating Budget Policy • Reports comparing actual to budgeted expenditures will be prepared by the Finance Department and distributed to the City Manager. • Departmental objectives will be integrated into the city's annual budget and monthly departmental reports. • Before the city undertakes any fixed costs agreements, both operating and capital, the implications of such agreements will be fully determined for current and future years. • All non-salary benefits, such as social security,pension and insurance will be estimated and their impact on future budgets assessed annually. • Cost analysis of salary increases will include the effect of such increases on the city's share of relat- ed fringe benefits. • The city will annually submit documentation to obtain the Award for Distinguished Budget Presentation from the Government Finance Officers Association (GFOA). Capital Improvement Policy • The city will sustain Systems development charges (SDCs) for the cost of demand-created facili- ties,improvements or infrastructure,including in-house engineering and design for the following systems: • Transportation—transportation systems • Parks—park and recreation systems • Water—water supply, treatment and distribution systems • Future operating costs associated with new capital improvements will be projected and included in the operating budget forecast. • The city will determine and use the most effective and efficient method for financing all new capi- tal projects. • Capital Project funds dedicated for capital improvements will be segregated in the accounting sys- tem and used only for the intended capital purposes. Capital Asset Policy • The city will control capital assets by assigning accountability and responsibility to specific depart- ments. • The city will provide documentation of equipment loss to the insurance companies in the event of losses due to fire or theft. • The city will maintain and provide information such as depreciation and obsolescence needed for city's enterprise funds (Water, Sanitary Sewer and Stormwater). • The city will provide budget information for capital replacements and additions. • The city will maintain inventories of all city equipment to avoid duplication of equipment. • The city will maintain a list of all assets and their values to ensure the capital assets are properly insured. APPENDIX-PAGE 427 FINANCIAL POLICIES Accounting Policy • The city will maintain high standards of accounting. Accounting principles generally accepted in the United States of America (GAAP) will be used in accordance with the standards developed by the Governmental Accounting Standards Board (GASB) and endorsed by the Government Fi- nance Officers'Association (GFOA). • An independent annual audit will be performed by a public accounting firm,which will issue an official opinion on the annual financial statements and management letter detailing areas to consid- er for improvement. • Full disclosure will be provided in the financial statements and bond representations. • Financial systems that conform to GAAP and Local Budget Law will be maintained to monitor expenditures and revenues on a monthly basis. • The accounting system will provide monthly information about cash position and investment per- formance. • The city will annually submit documentation to obtain the Certificate of Achievement for Excel- lence in Financial Reporting from GFOA. Debt Policy • Capital projects financed through bond proceeds shall be financed for a period not to exceed the useful life of the project. • Long term borrowing will be confined to capital improvements too large to be financed from cur- rent revenues. • Issuance of assessment bonds will be pursued to finance local improvement districts approved by City Council. • Bond anticipation notes will be used as needed to finance construction of local improvements. Single Owner Local Improvement District Policy Local improvement districts (LIDS) are usually initiated either by the City Council or by written re- quest of the property owners owning at least fifty percent of the property benefited by the local im- provement. On occasion, the city receives requests to form a LID in which there would be only one property owner involved. City Council has established a formal policy for single owner LIDs. Follow- ing conditions must be met before council will consider allowing the LID to be formed. • The property is zoned and proposed to be used for industrial, commercial or office development. • The applicant demonstrates the "Public Purpose"involved,which may include the creation of jobs in the community. • The applicant demonstrates that the risk to the city government or the general taxpayer is mini- mized. As a guideline, the City Council will request the following: PAGE 428 - CITY OF TIGARD FINANCIAL POLICIES a. That the applicant provide an appraisal of the property affected, such appraisal being done by an appraiser acceptable to the City Manager. b. That the amount to be assessed against the property not exceed 25% of the appraised value of the land only, excluding any improvements to the property. c. That financial documents be provided as required to the City Manager which can demon- strate that the property owner has the financial ability to pay the assessments levied on the property. INVESTMENT POLICY The following Investment Policies are intended to meet the requirements of ORS 294.035 and to pro- vide the framework within which City of Tigard funds may be invested. Authority The Finance and Information Services Director shall serve as the investment officer of the city. The investment officer is responsible for ensuring that funds are invested so as to make necessary cash available to meet current obligations and to invest excess cash in accordance with ORS 294.035 through ORS 294.047 and these Investment Policies. The Finance and Information Services Director may assign the delegation of authority to persons re- sponsible for investment transactions. This person would then act as investment officer with prior approval of the City Manager. Scope These Investment Policies apply to all excess cash related to all activities and funds under the direction of the Tigard City Council. Cash accumulations related to bond proceeds or short-term borrowing is included unless more restrictive state or federal regulations are applicable. Excess cash shall be defined as all liquid assets not necessary to meet current obligations. Deferred Compensation Deferred compensation funds are placed with a third party for investment and are therefore excluded from the restrictions set forth in these guidelines. Objectives The objectives of these policies are to provide for the preservation of city assets,the availability of such assets to meet obligations as they come due, and to provide for a reasonable rate of return on those assets,in that order. APPENDIX-PAGE 429 FINANCIAL POLICIES Prudent Investor Investments shall be made under the prudent investor's rule,which states, "Investments shall be made with judgment and care, under circumstances then prevailing,which persons of prudence,discretion and intelligence exercise in the management of their own affairs, not for speculation but for invest- ment, considering the probable safety of their capital as well as the probable income to be derived." Internal Controls The investment officer shall maintain a system of written internal controls,which will be reviewed an- nually by the independent auditor. Cash Flow Analysis The investment officer shall maintain a historical cash flow record and a cash flow projection,which extends twelve months into the future. The projection shall be reviewed and updated on a regular ba- sis. No fixed maturity securities shall be purchased unless the cash flow projection indicates that the funds invested will not be required until the maturity date of the investment. Bond Proceeds Surplus funds resulting from debt issuance shall be considered as a separate portfolio and shall not be restricted by the maturity and instrument diversification section of these policies. Such funds may be invested for periods exceeding 18 months and up to 60 months. Such maturities shall coincide with the projected cash flow needs resulting from the projected construction schedule. Diversification The investment officer will diversify the general portfolio to avoid unreasonable risks within the fol- lowing parameters: • Maturity Diversification Investment maturities shall be scheduled to coincide with projected cash flow needs. Thirty percent of the portfolio will mature in less than 90 days. No investments will be made for a period to ex- ceed 18 months unless: This investment policy has been submitted to the Oregon Short Term Fund Board (OSTF) for comment prior to being approved by council and complies with the requirements of ORS 294.135. In this case, the maximum maturity shall be defined in policy. If the funds are being accumulated for a specific purpose,including future construction projects, and upon approval of the council, the maximum maturity date matches the anticipated use of the funds (ORS 294.135(1)(b)). PAGE 430 - CITY OF TIGARD FINANCIAL POLICIES If this investment policy has been submitted for review by the OSTF Board as specified above and in accordance with ORS 294.135(1)(a), debt service reserves may be invested to mature not longer than five years. Otherwise, debt service reserves shall not be invested to a maturity date exceeding one year as specified under ORS 294.135(3). The investment officer may make investments having maturity longer than 18 months,but not more than 36 months,with the exception of bond proceeds. The city's investment portfolio shall not contain more than 20% of the total dollar value of its investments with maturities between 18 months and 36 months. • Instrument Diversification Certificates of Deposit 25% maximum Corporate Indebtedness 35% maximum Bankers Acceptance 50% maximum Treasury/Agency Securities 90% maximum Local Government Investment Pool 100% maximum Demand Deposits 10% maximum Lawfully issued Debt Obligations of the States of Oregon, Washington,Idaho and California and political subdivisions of those states 25% maximum • Institution Diversification Bank liabilities with any one qualified financial institution shall not exceed 20 percent of the portfo- lio. Bank liabilities of any one qualified financial institution shall not exceed one percent of the in- stitution's total assets. Investment in Corporate Indebtedness shall not exceed 5 percent of the portfolio in any one Oregon corporate entity meeting the rating requirements of P-2/A-2 or better, or 5 percent of the portfolio in any one corporate entity outside the State of Oregon (ORS 294.035 section C). For purposes of these guidelines, the state local government investment pool (LGIP) shall be considered to have a one-day liquidity. Selection of Investment Instruments Investments shall be made by the investment officer through the exercise of his/her judgment after requesting quotes from financial institutions. Selections will be made so as to provide the highest rate of return within the parameters of these policies. APPENDIX-PAGE 431 FINANCIAL POLICIES Qualified Institutions The investment officer shall maintain a list of all authorized institutions that are approved for invest- ment purposes. The investment officer will request, analyze and keep on file periodic financial state- ments and related information to satisfy himself/herself as to the creditworthiness of each institution on the approved list. Reporting The investment officer shall prepare an investment activity report at the end of each month for review by the City Manager. Amendments These investment policies may be amended at the request of the investment officer,the City Manager, or members of City Council. Such amendments shall be approved by the City Council in the same manner as the investment policies. Authorized Investment Instruments The investment officer shall invest the money of the city only in qualifying investments according to guidelines in ORS 294.035. These investments include: • Demand deposits with approved institutions. • Deposits in the Oregon Local Government Investment Pool. • Certificates of Deposit with Oregon banks. • Banker's acceptances. • Qualifying corporate indebtedness not to exceed 5% of the portfolio on any one corporation. • Lawfully issued debt obligations of the United States and obligation guaranteed by the United States,the agencies of the United States or enterprises sponsored by the United States government, not to exceed 40% of the portfolio on any one government sponsored enterprise. • Lawfully issued debt obligations of the States of Oregon,Washington,Idaho and California and political subdivisions of those states. Safekeeping A third-party custodian, as evidenced by safekeeping receipts,will hold securities (excluding funds in- vested in the state local government investment pool (LGIP),bank deposits, and Certificates of De- posits). Other Policy Considerations Any investment currently held that does not meet the guidelines of this policy shall be exempted from the requirements of this policy. At maturity or liquidation, such monies shall be reinvested only as pro- vided by this policy. PAGE 432- CITY OF TIGARD GLOSSARY OF BUDGET RELATED TERMS Accrual: Accumulation of something is, in Bond: A written promise to pay a specified finance, the adding together of interest or sum of money, called the face value or different investments ovr a period of time. principal amount, at a specified date or dates in the future, called the maturity date(s), Adopted Budget: The budget amended and together with periodic interest at a specified approved by the Budget Committee becomes rate. the adopted budget after City Council takes action on it. The adopted budget becomes Bond Anticipation Note (BAN): effective July 1. BANs are a form of short-term borrowing in anticipation of a future sale of long-term Ad Valorem Tax: A tax based on value, such bonds. BANs are used frequently to finance as a property tax. construction of local improvement district improvements and are retired by eventual sale Appropriations: Legal authorization granted of Bancroft bonds or collection of special by the City Council to spend public funds. assessments from benefited property owners. Appropriations within each program may not be exceeded. Budget: A plan of financial operation embodying an estimate of adopted resources Approved Budget: The proposed budget as and expenditures for a given year. The budget amended and approved by the Budget is the legal spending limit for city activities. Committee and recommended to the City Council for adoption is referred to as the Budget Message: Opening section of the Approved Budget. budget which provides the City Council and public with a general summary of the most Assets: Property owned by the city, which important aspects of the budget, changes has monetary value. from current and previous fiscal years and views and recommendations of the City Balanced Budget: A budget is "balanced" Manager. when total resources (beginning fund balance plus current revenues plus transfers-in) equals Capital Improvement Plan (CIP): total requirements (expenditures plus Expenditures which result in the acquisition contingency plus transfers-out plus ending of land, improvements to existing facilities fund balance) for each fund. and construction of streets, sewers, storm drains, park facilities and other public Bancroft: Section of Oregon Law that allows facilities. benefited property owners within an LID to pay their assessments in installments. This is Capital Outlays: Expenditures equal to or made possible by the sale of long term greater than $5,000, for equipment, vehicles "Bancroft" bonds, proceeds of which are used or machinery that results in the acquisition or to pay LID costs. Principal and interest on addition to fixed assets. Bancroft bonds are paid by assessments received from property owners within an LID, though these bonds also carry the full faith and credit guarantee of the city. APPENDIX-PAGE 433 GLOSSARY OF BUDGET RELATED TERMS Clean Water Services (CWS): Clean Water Fiscal Year: Period used for accounting year. Services owns and operates all major sewage The City of Tigard has a fiscal year of July 1 treatment plants within Washington County. through the following June 30. CWS establishes sewer rates and contracts with most cities to collect monthly charges Franchise: A special privilege granted by a from residents and perform most sewer government, permitting the continued use of maintenance and repair within city limits. public property, such as city streets, and usually involving the elements of monopoly Contingency: Appropriation established in and regulation. certain funds for the funding of unforeseen events. Contingency may be appropriated for FTE: Abbreviation for Full Time Equivalent. a specific purpose by the City Council by Staffing levels are measured in FTE's to give a approval of a resolution. consistent comparison from year to year. In most cases, an FTE is one full time position Debt Service: Interest and principal on filled for the entire year. However, in some outstanding bonds due and payable during the instances an FTE may consist of several part fiscal year. time positions. Employee Benefits: Benefits include social Fund: A fiscal and accounting unit with a security, retirement, group health, dental and self-balancing set of accounts in which cash life insurance, workers' compensation and and other financial resources, liabilities, disability insurance. equities and changes therein are recorded to carry on specific activities and/or objectives. Enterprise Funds: Governmental activities that can be operated most like a commercial Fund Balance: Amount left over after business are referred to as enterprise activities expenditures are subtracted from resources. and are accounted for in enterprise funds. Each fund begins and ends each fiscal year Tigard's enterprise activities include sewer, with a positive or negative fund balance. stormwater and water utilities. Expenditures are matched with revenue from service General Fund: The primary discretionary charges to ensure the program is self- fund of the city, which accounts for general- supporting. purpose revenues (such as property tax) and general-purpose operations. Expenditure: Actual payment made by city check or wire transfer for services or goods Generally Accepted Accounting Principles received or obligations extinguished. (GAAP): Uniform minimum standards and guidelines for financial accounting and Fees: General term used for any charge levied reporting. They govern the form and content by local government in connection with of the financial statements of an entity. providing a service, permitting an activity or imposing a fine or penalty. Major types of Intergovernmental Revenues: Revenue fees include building permits, business and from other governments, primarily Federal non-business taxes, fines and user charges. and State grants and State shared revenues, also payments from other local governments. PAGE 434- CITY OF TIGARD GLOSSARY OF BUDGET RELATED TERMS Local Improvement District (LID): An Operating Budget: The portion of the LID is an entity formed by a group of budget that includes appropriations for direct property owners or the city to construct services to the public including wages and public improvements (such as streets, sewers, benefits, materials and services and capital storm drains, streetlights, etc.) to benefit outlay. Excluded from the operating budget properties. Costs of such improvements are are capital improvement projects, debt service then assessed among benefited properties. requirements, transfers, contingency and reserves. Measure 5: A constitutional limit on property tax rates passed by voters in the State of ODOT: the Oregon Department of Oregon in November 1990. Transportation. Measure 47: A Constitutional limit on Permanent Tax Rate: The dollar-per- individual property tax collections approved thousand figure used to calculate property tax by voters in November 1996. revenues. Under Measure 50, all tax bases in Oregon were converted to a permanent tax Measure 50: Passed by voters in May 1997, rate. This rate,when applied to assessed value this legislatively referred measure repealed of property within a jurisdiction, produces the Measure 47, and significantly reduced future property tax revenues used to support general property taxes. city operations. Tigard's Permanent Tax Rate is $2.5131 per $1,000. Metro: Metro is responsible for regional transportation and land use planning. It also Personal Services: Compensation to city manages the Oregon Zoo, the Oregon employees in the form of salaries, wages and Convention Center, the Portland Center for employee benefits. the Performing Arts, and the Exposition Center. Metro is also responsible for regional Program Budget: A budget wherein solid waste disposal. expenditures are based primarily on programs of work and secondarily on character, Modified Accrual Basis: The accrual basis classification, and performance. Programs of accounting adapted to the governmental within the City of Tigard's adopted budget fund-type measurement focus. Under it, include Community Services, Public Works, revenues and other financial resource Community Development, and Policy & increments (e.g., bond issue proceeds, Administration. property taxes and/or special assessments) are recognized when they become both Proposed Budget: City budget developed by measurable and available to finance the City Manager and submitted to the Budget expenditures of the current period. Committee for their deliberation. Object Classification: Indicates type of Proprietary Fund: In governmental expenditure being made, i.e., personal accounting, is a business-like fund of a state services, materials and services, capital outlay, or local government. etc. APPENDIX-PAGE 435 GLOSSARY OF BUDGET RELATED TERMS Reserved Fund Balance: Those portions of transportation systems and recovery of costs fund balance that are not appropriable for of administering the program. The city expenditure or that are legally segregated for a collects this fee inside its boundaries. specific future use. SDC: Abbreviation for systems development Town Center Development Agency: The charges. SDCs are paid by developers and Urban Renewal Agency approved by the builders to fund expansion of infrastructure voters in May, 2006. The TCDA is comprised necessary due to increased usage. Such of members of the City Council as its charges are collected for sewers, storm drains, governing body. streets,parks and schools. Urban Renewal District: In May of 2006, Special Assessment: A charge made against Tigard voters approved the formation of an certain properties to defray all or part of the Urban Renewal District encompassing the cost of a specific capital improvement or downtown and surrounding areas. With the service deemed to benefit primarily those formation of this district, future increases in properties. property tax revenues from property within the district, called tax increment, will provide Special Revenue Fund: A fund used to an important source of funding for a number account for the proceeds of specific revenue of needed capital projects. sources that are legally restricted to expenditure for specified purposes. Urban Service Area: The area of unincorporated Washington County within Tax Base: Oregon law used to allow cities the City of Tigard's area of interest, but within the State, with voter approval, to outside Tigard city limits. The city and the establish a dollar amount of property tax that county entered into an agreement in which may be levied on property within the city. the city provided development services to the Once established, a tax base was allowed to area.. Tigard collected all fees and charges increase by 6% each year without further from such development and used the funds to voter approval. All tax bases in the State were pay for the related costs of that service. In eliminated by Measure 50 and replaced with FY 2006-07, the city and county terminated permanent tax rates. the contract and the city no longer provides services to this area. Tax Increment Financing: Financing secured by the anticipated incremental WCCLS: Abbreviation for Washington increase in tax revenues, resulting from the County Cooperative Library Services. All redevelopment of an area. libraries within Washington County are partially funded through a county-wide serial TIF: Abbreviation for Traffic Impact Fee. levy. Funds are distributed twice each fiscal These are revenues from a County-instituted year in accordance with a formula that takes fee on development. It was approved by into account circulation, open hours, and voters in 1989. Funds are used for highway collection development. and transit capital improvements, which provide additional capacity to major PAGE 436 - CITY OF TIGARD ADVISORY COMMITTEES Audit Committee Having the Audit Committee is a financial best practice. The committee is responsible for overseeing the annual financial audit process and hiring the city's independent financial auditors. This best prac- tice creates a necessary separation of duties between staff and those that audit the work of the staff. In addition, the Audit Committee is reviewing the city's progress on addressing recommendations of the Performance Audit that was presented to Council and the Audit Committee in December 2019. Members Larry Acheson Jeremy Nichols Ann Elligot Stephanie Veal Elizabeth Gils Carbo Budget Committee The committee is established by Oregon Local Budget Law. The committee consists of the four elected council members, the Mayor and five members from the community appointed by the City Council for three year terms. The committee is responsible for deliberating on the proposed budget submitted by the City Manager and for sending the approved budget to the City Council for adop- tion. The committee must also approve tax levies. They meet approximately six times throughout the year,with the majority of those in late April/May to review and approve the proposed budget. Members John Anderson, Councilor Heidi Lueb, Councilor Chris Bence Liz Newton, Councilor Timothy Cadman Clifford Rone Siobhan Chandler Jason Snider,Mayor John Goodhouse, Councilor Leah Voit Committee for Community Engagement The committee is charged with oversight of the program design for citywide community engagement activities..This committee meets the 3rd Wednesday of every other month. Members Liz Aberg Connie Ramaekers Basil Christopher Christine Rehse Dacia Grayber Lauren Rowles Bhushan Gupta Taylor Sarman David Hanna Dolly Specht Shoshona Pilip-Florea Norma Trujillo Marissa Rainey Miranda Wood APPENDIX-PAGE 437 ADVISORY COMMITTEES Library Board The board consists of seven citizen members appointed by the City Council to serve four year terms. The board advises the City Manager and City Council on matters related to library operations. They meet the 2nd Thursday of the month. Members Christopher Allen Kate Ristau Mary Bogert Suzanne Sikora Joseph Callahan Gail Stephens Shirley Edwards AliciaTurner Katie Harris Park and Recreation Advisory Board The board consists of seven voting members, two ex-officio members, and one Youth Advisory Council representative. One ex-officio member represents the Tigard Planning Commission and one represents the Tigard-Tualatin School District 23-J. The board advises the City Council on matters pertaining to the creation, operation, and maintenance of recreation facilities under the jurisdiction of the city.The committee meets the 2nd Monday of the month. Members Claudia Ciobanu Tristan Irvin Darlene Dick Natalie Newgard Wayne Gross Ellen Seminara Sean Ernes Scott Winkels Ben Holmes Planning Commission The commission consists of nine citizen members, appointed by the City Council to serve four year terms. The commission's responsibilities include assisting the City Council to develop, maintain, up- date and implement the City Comprehensive Plan; to formulate the City Community Investment Pro- gram; and to review and take action on development projects and Development Code provisions dele- gated to the commission. They meet the 1st and 3rd Monday of the month. Members Melanie Brook Taylor Sarman Brian Feeney Craig Shuck Yi-Kang Hu Keshavan (K7) Tiruvallur Nathan Jackson Jamie Watson Alexandria Quinones Cole Whitehurst John Roberts PAGE 438 - CITY OF TIGARD ADVISORY COMMITTEES Tigard Transportation Advisory Committee (TTAC) Created in 2009, the TTAC is advisory to City Council and staff on transportation matters. The com- mittee provides a venue for citizen involvement in transportation decisions. This committee meets the 1st Wednesday of the month. Members Carine Arendes Ruth Harshfield George Brandt Richard Keast Candi Cornils Serge Killingsworth Alan Eckert Holly Koontz Carl Fisher Lonnie Martinez Benjamin Gooley Sarah Serata Lindsey Wise Town Center Advisory Commission This committee's role is defined in the City Charter and is to assist the Urban Renewal Commission in developing and carrying out an Urban Renewal Plan.They meet the 2nd Wednesday of the month. Members Angeline Chong Tom Murphy Chris Haedinger Katlyn Prentice Renette Hier Kate Rogers Scott Hancock Ryan Ruggiero Teri Karren-Keith Elise Shearer Hemendra Mathur Faez Soud Tim Myshak Justin J Watson Tigard Youth Advisory Council This is a student volunteer group whose mission is to empower, improve and connect the Ivies of Tigard youth.They meet every other Monday of the month. Members Emillio Calderon Carter Ava Natalia Bella Rachel APPENDIX-PAGE 439 ADVISORY COMMITTEES Tigard Development Advisory Committee This is an all-volunteer committee of development-related professionals gathered to advise Tigard staff about policies, regulations, and procedures that impact development in Tigard. Our intention is to fur- ther foster our constructive relationship with the commercial,industrial, and institutional real estate development community. The TDAC will work with the Community Development Department and Engineering Division of Public Works. Members Isaac Barrow Brian Feeney Nina Carlson Ezra Hammer David DeHarpport Brenda Hartzog Mimi Doukas Melissa Rogers Water Advisory Board Works with Durham and Tigard Water District as good stewards of a fully integrated water supply sys- tem so all users in the Tigard Water Service Area receive high quality water supply. Members Ken Henschel Keith Jehnke Open Open PAGE 440 - CITY OF TIGARD STAFFING SUMMARY 2018 2019 2020 -2021- Actual Actual Revised Proposed Approved Adopted Community Development Community Development Building 13.60 14.10 14.10 15.10 15.10 15.10 Community Development Planning 16.65 15.65 16.65 16.65 16.65 16.65 Economic Development 3.00 2.00 3.00 3.00 3.00 3.00 Dept Total-Community Development 33.25 31.75 33.75 34.75 34.75 34.75 Program Total-Community Development 33.25 31.75 33.75 34.75 34.75 34.75 Community Services 1ibm y Circulation 16.30 15.40 15.40 15.40 15.40 15.40 Library Administration 3.60 3.60 3.60 3.60 3.60 3.60 Reader Services 14.10 13.80 14.20 14.20 14.20 14.20 Technical Services 6.90 6.00 6.00 6.00 6.00 6.00 Dept Total-Library 40.90 38.80 39.20 39.20 39.20 39.20 Police Police Administration 5.00 5.00 5.00 5.00 5.00 5.00 Police Operations 54.00 55.00 55.00 58.00 66.00 64.00 Support Services 29.50 25.50 25.00 23.00 26.00 28.00 Dept Total-Police 88.50 85.50 85.00 86.00 97.00 97.00 Program Total-Community Services 129.40 124.30 124.20 125.20 136.20 136.20 Policy and Administration Central Senieer City Recorder/Records 3.85 3.85 3.25 3.25 3.25 3.25 Communications 4.75 4.75 5.35 5.35 5.55 5.55 Fleet Maintenance 2.85 2.60 2.60 2.75 2.75 2.75 Municipal Court 3.50 6.50 6.50 9.50 9.50 9.50 Property Management 6.55 6.65 6.65 6.50 6.50 6.50 Dept Total-Central Services 21.50 24.35 24.35 27.35 27.55 27.55 City Attorney City Attorney 1.10 1.10 1.10 1.10 1.10 1.10 Dept Total-City Attorney 1.10 1.10 1.10 1.10 1.10 1.10 City Management City Manager's Office 5.90 3.90 3.90 3.90 3.90 3.90 Human Resources 4.34 4.14 4.50 4.50 5.00 5.00 Risk Management 1.76 2.06 2.10 2.10 2.10 2.10 Dept Total-City Management 12.00 10.10 10.50 10.50 11.00 11.00 APPENDIX-PAGE 441 STAFFING SUMMARY 2018 2019 2020 2021--- Actual Actual Revised Proposed Approved Adopted Finance&Information Servicer Contracts and Purchasing 2.00 2.40 2.50 2.30 2.50 2.50 Finance&Info.Services Admin. 3.50 3.00 4.00 4.00 4.00 4.00 Financial Operations 5.30 4.80 4.80 4.80 4.80 4.80 Information Technology 9.00 10.00 12.00 15.00 17.00 17.00 Utility Billing 7.20 7.80 7.70 7.70 7.70 7.70 Dept Total-Finance&Information Services 27.00 28.00 31.00 34.00 36.00 36.00 Mayor and Council Mayor and Council 0.00 0.00 0.00 0.00 0.00 0.00 Dept Total-Mayor and Council 0.00 0.00 0.00 0.00 0.00 0.00 Program Total-Policy and Administration 61.60 63.55 66.95 72.95 75.65 75.65 Public Works Public lVorkr Green Team 0.00 0.00 4.00 4.30 4.30 4.30 Parks and Grounds 0.00 0.00 0.00 0.00 0.00 0.00 Parks Maintenance 10.40 10.50 12.50 15.30 15.30 15.30 Public Works Administration 9.75 8.00 9.95 8.95 8.95 8.95 PW Engineering 19.00 19.00 21.00 23.00 23.00 23.00 Recreation 2.35 2.35 2.35 2.45 2.45 2.45 Sanitary Sewer 6.25 6.75 5.50 5.50 5.50 5.50 Stormwater 9.00 9.75 5.75 5.50 5.50 5.50 Street Maintenance 7.45 8.50 8.25 7.30 7.30 7.30 Water 11.25 13.50 14.05 14.05 14.05 14.05 Dept Total-Public Works 75.45 78.35 83.35 86.35 86.35 86.35 Program Total-Public Works 75.45 78.35 83.35 86.35 86.35 86.35 Total All Programs 299.70 297.95 308.25 319.25 332.95 332.95 PAGE 442- CITY OF TIGARD MANAGEMENT/PROFESSIONAL GROUP SALARY SCHEDULE (FY 2020-2021) Range# Minimum Maximum M4 Monthly $2,328 $2,974 M3 Recreation Aide Hourly $13.43 $1716 Annually $27,936 $35,688 Pay Period $1,074.46 $1,372.62 M8 Monthly $2,570 $3,2831 M3 Senior Recreation Aide Hourly $14.83 $18.94 Annually $30,840 $39,396 Pay Period $1,186.15 $1,515.23 MU Monthly $3,289 $3,5231 M3 Seasonal Utility Worker Hourly $18.98 $20.33 Annually $39,468 $42,276 Pay Period $1,518.00 $1,626.00 M13 Monthly $3,568 $4,7811 M3 Administrative Specialist II Hourly $20.58 $2758 Annually $42,816 $57,372 Pay Period $1,646.77 $2,206.62 M18 Monthly $4,037 $5,4081 M3 Human Resources Assistant Hourly $23.29 $3120 Annually $48,444 $64,896 Pay Period $1,863.23 $2,496.00 M19 Monthly $4,135 $5,5431 M3 Confidential Executive Assistant Hourly $23.86 $31.98 Annually $49,620 $66,516 Pay Period $1,908.46 $2,558.31 M20 Monthly $4,240 $5,6821 M3 Deputy City Recorder Hourly $24.46 $32.78 M3 Payroll Specialist* I Annually $50,880 $68,184 Pay Period $1,956.92 $2,622.46 M21 Monthly $4,345 $5,8241 M3 Acquisitions Coordinator* Hourly $25.07 $3160 M3 Library Volunteer Coordinator I Annually $52,140 $69,888 Pay Period $2,005.38 $2,688.00 APPENDIX-PAGE 443 MANAGEMENT/PROFESSIONAL GROUP SALARY SCHEDULE (FY 2020-2021) Range# Minimum Maximum M22 Monthly $4,565 $5,969 M3 Human Resources Specialist Hourly $26.34 $34.44 M3 Risk Management Technician* I Annually $54,780 $71,628 M3 Assistant Planner I Pay Period $2,106.92 $2,754.92 M23 Monthly $4,565 $6,1181 M3 Acquisitions Supervisor Hourly $26.34 $35.30 M3 Program Coordinator I Annually $54,780 $73,416 M3 Confidential Office Manager I Pay Period $2,106.92 $2,823.69 M3 Executive Assistant to the City Manager M3 Payroll Administrator M3 Digital Communications Coordinator M25 I Monthly $4,798 $6,4291 M3 Accountant Hourly $27.68 $37.09 M3 Emergency Services Coordinator I Annually $57,576 $77,148 M3 Computer Support Technician I Pay Period $2,214.46 $2,967.23 M3 Program Development Specialist M3 Recreation Coordinator M3 Web Services Coordinator M27 Monthly $5,039 16,7531 M3 Circulation Supervisor Hourly $29.07 $38.96 Annually $60,468 $81,036 Pay Period $2,325.69 $3,116.77 M28 Monthly $5,295 $6,9221 M3 Associate Planner Hourly $30.55 $39.93 Annually $63,540 $83,064 Pay Period $2,443.85 $3,194.77 PAGE 444 - CITY OF TIGARD MANAGEMENT/PROFESSIONAL GROUP SALARY SCHEDULE (FY 2020-2021) Range# Minimum Maximum M29 Monthly $5,295 $7,096 M3 Building Division Services Supervisor Hourly $30.55 $40.94 M3 Court Operations Supervisor Annually $63,540 $85,152 M3 Facilities Services Supervisor Pay Period $2,443.85 $3,275.08 M3 Graphic Services Supervisor* M3 Library Services Supervisor M3 Parks Supervisor M3 Police Records Supervisor M3 Project Planner* M3 Public Information Officer-Police M3 Senior Accountant M3 Street Supervisor M2 Utility Billing Supervisor M3 Wastewater Operations Supervisor M3 Water Operations Supervisor M30 Monthly $5,427 $7,2731 M2 City Recorder Hourly $31.31 $41.96 M3 Crime Analyst Annually $65,124 $87,276 M3 Engineering Inspection Supervisor* Pay Period $2,504.77 $3,356.77 M3 Human Resources Analyst* M3 Management Analyst M31 Monthly $5,562 $7,4541 M3 City Surveyor* Hourly $32.09 $43.00 Annually $66,744 $89,448 Pay Period $2,567.08 $3,440.31 M33 Monthly $5,844 $7,8321 M3 Development Engineer* Hourly $33.72 $45.18 M2 GIS Coordinator* Annually $70,128 $93,984 M2 Project Manager Pay Period $2,697.23 $3,614.77 M34 Monthly $5,990 $8,0271 M2 Human Resources Business Partner Hourly $34.56 $46.31 M2 Senior Management Analyst Annually $71,880 $96,324 M3 Senior Planner Pay Period $2,764.62 $3,704/7 APPENDIX-PAGE 445 MANAGEMENT/PROFESSIONAL GROUP SALARY SCHEDULE (FY 2020-2021) Range# Minimum Maximum M35 I Monthly $6,141 $8,227 M3 Accounting Supervisor Hourly $35.43 $47.46 M3 Database Administrator I Annually $73,692 $98,724 M3 GIS Program Administrator I Pay Period $2,834.31 $3,797.08 M3 Network Administrator M2 Plans Examination Supervisor* M3 Police Technology Specialist* M3 Senior Transportation Planner M3 IT Project Manager-Business Analyst M3 Systems Administrator M36 I Monthly $6,292 $8,4321 M2 Inspection Supervisor Hourly $36.30 $48.65 M2 Principal Management Analyst I Annually $75,504 $101,184 M2 Senior Human Resources Business Partner I Pay Period $2,904.00 $3,891.69 M37 Monthly $6,450 $8,6451 M2 Principal Planner* Hourly $37.21 $49.88 M2 Senior Project Engineer I Annually $77,400 $103,740 Pay Period $2,976.92 $3,990.00 M38 Monthly $6,614 $8,8661 M2 Business Manager Hourly $38.16 $51.15 M3 Police Sergeant I Annually $79,368 $106,392 M2 Risk Manager I Pay Period $3,052.62 $4,092.00 M39 Monthly $6,949 $9,0821 M2 Administrative Services Manager* Hourly $39.08 $52.40 M2 Assistant to the City Manager I Annually $81,276 $108,984 M2 Communications Manager I Pay Period $3,126.00 $4,191.69 M2 Fleet Facilities Operations Manager M2 Library Division Manager M2 Parks,Recreation,&Green Infrastructure Manager M2 Redevelopment Project Manager M2 Senior Network Administrator M40 I Monthly $6,949 $9,310 M2 Economic Development Manager Hourly $40.09 $53.71 M2 Planning Manager I Annually $83,388 $111,720 M2 Principal Engineer I Pay Period $3,207.23 $4,296.92 PAGE 446 - CITY OF TIGARD MANAGEMENT/PROFESSIONAL GROUP SALARY SCHEDULE (FY 2020-2021) Range# Minimum Maximum M42 Monthly $7,299 $9,781 M2 Assistant City Engineer Hourly $42.11 $56.43 M2 Building Official I Annually $87,588 $117,372 M2 PW Utility Operations Manager I Pay Period $3,368.77 $4,514.31 M44 Monthly $7,668 $10,2771 M2 Police Lieutenant Hourly $44.24 $59.29 Annually $92,016 $123,324 Pay Period $3,539.08 $4,743.23 M46 Monthly $8,058 $10,7971 M2 Assistant Community Development Director Hourly $46.49 $62.29 M2 Assistant Finance Director I Annually $96,696 $129,564 M2 Assistant Public Works Director I Pay Period $3,719.08 $4,983.23 M2 City Engineer M2 Information Technology Manager M48 Monthly $8,463 $11,3431 M2 Police Commander Hourly $48.83 $65.44 Annually $101,556 $136,116 Pay Period $3,906.00 $5,235.23 M50 Monthly $8,893 $11,9181 M1 Central Services Director Hourly $51.31 $68.76 M1 Director of Community Development I Annually $106,716 $143,016 Ml Director of Library Services I Pay Period $4,104.46 $5,500.62 Ml Financial and Information Services Director Ml Human Resources Director Ml Lake Oswego Tigard Water Project Director Ml Public Works Director M52 Monthly $9,343 $12,5191 M1 Assistant City Manager Hourly $53.90 $72.23 MI City Attorney I Annually $112,116 $150,228 Pay Period $4,312.15 $5,778.00 M54 Monthly $9,816 $13,153 Ml Police Chief Hourly $56.63 $75.88 Annually $117,792 $157,836 Pay Period $4,530.46 $6,070.62 APPENDIX-PAGE 447 TIGARD POLICE OFFICERS ASSOC. SALARY SCHEDULE (FY 2019-2020) Range# Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 P6 Monthly $3,632 $3,814 $4,003 $4,203 $4,414 $4,635 Police Records Specialist Hourly $20.95 $22.01 $23.10 $24.25 $25.46 $26.74 Annually $43,586 $45,773 $48,041 $50,441 $52,962 $55,616 Pay Period $1,676.39 $1,760.51 $1,847.72 $1,940.05 $2,037.00 $2,139.08 P8 Monthly $3,814 $4,005 $4,204 $4,414 $4,634 $4,866 $5,110 Police Services Admin Spec Hourly $22.00 $23.11 $24.25 $25.46 $26.74 $28.08 S29.48 Annually S45,765 $48,062 $50,443 352,963 $55,610 I $58,397 $61,317 Pay Period 51,760.21 $1,848.54 $1,940.10 52,037.06 $2,138.85 $2,246.04 $2,358.34 P10 Monthly $4,009 $4,208 $4,418 $4,641 $4,873 $5,117 Property Evidence Specialist Hourly $23.13 $24.28 $25.49 $26.78 S28.11 $29.52 Youth Services Program Spec Annually $48,107 $50,495 $53,015 355,696 $58,470 361,405 Pay Period $1,850.28 $1,942.10 $2,039.06 $2,142.16 $2,248.86 S2,361.71 P11 Monthly $4,108 $4,313 S4,529 $4,756 $4,994 $5,244 Community Service Officer Hourly $23.70 $24.89 $26.13 $27.44 $28.81 $30.25 Annually $49,294 $51,762 $54,349 $57,070 $59,924 $62,925 Pay Period $1,895.94 $1,990.84 $2,090.35 $2,195.00 $2,304.77 $2,420.19 P19 Monthly $5,128 $5,256 $5,519 $5,795 $6,085 $6,390 $6,709 Police Officer Hourly $29.59 $30.32 $31.84 $33.43 $35.11 $36.86 $38.71 Annually $61,538 $63,072 $66,233 $69,540 $73,021 $76,676 $80,509 Pay Period $2,366.84 $2,425.84 32 547.41 52,674.63 $2,808.51 $2,949.06 $3,096.52 At the time this document went to print, the TPOA was in contract negotiations. Updated sal- ary information was not available. PAGE 448 - CITY OF TIGARD OREGON PUBLIC EMPLOYEES UNION SALARY SCHEDULE (FY 2020-2021) Range# Stepp 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 59 Monthly $2,32800 $2,44400 $2,56600 $2,69400 $2,82900 52,970 00 Library Aide Hourly $13.43 914.10 514.80 515.54 516.32 017.13 Annually 527,93600 529,32800 530,792 00 $32,32800 533,94800 035,640 00 Pay Period $1,074.461 51,12800 81,184.31 51,2433(1 $1,305.69 51,37077 522 Monthly $3,054.00 $3,207.00 $3,367.00 $3,535.00 $3,712.00 53,898.00 54,093.00 Accounting Assistant I Hourly $17.62 $18.50 $19.43 520.39 521.42 522.49 $23.61 Administrative Specialist I I Annually 036,648.00 $38,484.00 540,404.00 $42,420.00 044,344.00 $46,776.00 $49,116.00 Com Clerk I I Pay Period 01,40954 $1,480.15 51,554.00 $1,63154 S171323 51,799.08 $1,889 08 524 Monthly $3,209.00 $336900 $3,53700 $3,71400 $3,90000 54,09500 54,300.00 Reprographics Specialist Hourly $18.51 $19.44 $20.41 $21.43 522.50 523.63 524.81 Annually $38,508.00 $40,428.00 $42,44400 544,56800 546,80000 $49,14000 01,60000 Pay Period $1,481.08 $1,554.92 $1,632.46 81,714.15 91,800.00 51,890.00 51,98462 525 Monthly 53,289.00 $3,453.00 $3,626.00 $3,807.00 $3,997.00 $4,197.00 54,407.00 Library Assistant Hourly 518.98 $19.92 $2092 521.96 52306 52421 02543 Annually 539,468.00 541,436.00 543,512.00 $45,684.00 $47,964.00 $50,364.00 $52,884.00 Pay Period 01518.00 81593.69 $1,673.54 $1,75708 $1,844.77 51,93708 52,03400 526 Monthly $3,371.00 53 54000 $3,71700 $3,90300 $4,09800 54,30300 54,51800 Records Technician Hourly $19.45 $20.42 521.44 522.52 523.64 524.83 $26.07 Annually $40,452.00 54248000 $4460400 546,83600 049,17600 551,63600 $54,21600 Pay Period 01,555.85 $1,633.85 $1,715.54 $1,80138 01,891 38 51,98600 52,085 23 527 Monthly $3,456.00 $3,629.00 53,810.00 $4,001.00 $4,201.00 54,411.00 54,63200 Utility Worker I Hourly 519.94 $20.94 52198 $2308 52424 52545 $26 72 Annually 041,472.00 543,548.00 545;20.00 548,012.00 050,412.00 552,932.00 $55,584.00 Pay Period 0159308 $1,674.92 51,758.4 1 51,84662 $1,93892 52,035.0 52,137 85 525 Monthly $3,545.00 $3,722.00 53,908.00 $4,103.00 54,308.00 54,523.00 54,749.00 Administrative Specialist II Hourly $20.43 $21.47 $22.55 $23.67 $24.85 $26.09 $27.40 Court Clerk H I Annually $42540.00 514,66400 546 89600 $49,23600 $51,696 00 $54,27600 $56,988 00 Pay Period 51,63615 51,717.85 $1,803.69 $1,893.69 $1,98831 5208754 $2,19785 529 Monthly $3632.00 $3,814 00 54,005 00 $4,205.00 54,415 00 54,63600 54,868001 Accounting Assistant H Hourly $20.95 $22.00 $2311 524.26 525 47 526.75 028.08 Customer Service Field Worker I Annually $43,58400 545,76800 $48,060 00 550,46000 552,980 00 03,63200 038,41600 Permit Technician Assistant 1 Pay Period $1,676.31 $1,760.31 51,84846 52,940.77 52,03769 52,139.69 52,246.77 Senior Library Assistant 535 Monthly $3,72300 $3,90900 54,10400 54,30900 $4,52400 54,75000 54,98800 Senior Court Clerk Hourly $21.48 52253 523 68 524.86 526 10 527.40 02878 Annually S44676.00 546,908.00 549,248 00 $51,70800 554,288 00 057,00000 059,85600 Pay Period 51,718.31 01,00415 51,894 15 51,980.77 $2,088 00 5229231 52,302 15 SM Monthly 03,815.00 $4,006.00 54,20600 84,416.00 54,63700 54,869.00 55,112.00 Engineering Technician I Hourly 522.01 $23.11 $24 27 52548 526 75 52809 029_49 Fleet Maintenance Technician I Annually $45,780.00 548,07200 5504720 1 552,99200 $55,64400 $58,42800 061,34400 Utility Worker II I Pay Period $1,760.77 $1,848.92 $1,941 231 52,0381 ( 52,14015 52,24723 52,359 38 532 Monthly $3910.00 $4,106.00 54,31100 $4,52700 54,75300 $4,99700 55,24100 Building Maintenance Technician II Hourly 522.56 523.69 524 87 526.12 527 42 52879 03024 Program Specialist I Annually $46,92000 549,27200 551,732 00 $54,32400 557,036 00 559,89200 $62 89200 Senior Administrative Specialist I Pay Period 51,804.62 01,895.08 91,98969 52,089.38 52,19369 52,30354 52,418.92 533 Monthly $4,008.00 $4,208.00 $4,418001 $4,63900 54,87100 55,11500 55,37100 Senior Accounting Assistant Hourly $2312 $2428 525 49 $26.76 528 10 $2951 $3099 Senior Customer Service Field Worker I Annually $48,096.00 550,496.00 553,016 00 555,668.00 $58,45200 561,380.W $64,452.00 Water Utility Tech I Pay Period $1,849.85 $1,942.15 52,039081 $2141.08 52,24815 52,360.77 52,478.92 SM Monthly $4107.00 54,31200 54,528 00 $4,75400 $4,99200 55,24200 5550400 Engineering Assistant* Hourly $23.69 $24.88 926 12 52743 528 80 53024 $3175 1 Annually 549284.00 551,744.00 554,336 00 557,048.00 $59,904 00 $62,904.00 $66,048.00 Pay Period $1,895.54 01,990.15 52,08985 $2,194.15 S2,304 00 52,419.38 52,540.31 535 Monthly $4,211.00 $4,422.00 54,64300 54,87500 55,11900 55,37500 85,644.00 CMMS Specialist Hourly $2429 525.51 526 79 528.13 $29 53 531_01 $3256 Mechanic e I Annually $50,532.00 553,064.00 555,716 00 558,500.00 $61,428 00 $64,500.00 $67,728.00 Permit Technician I Pay Period $1,943.54 $2,040.92 52,14292 $2,250.00 52,36262 52,480.77 52604.92 Records Management Specialist Purchasing Specialist APPENDIX-PAGE 449 OREGON PUBLIC EMPLOYEES UNION SALARY SCHEDULE (FY 2020-2021) Range# Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 576 Monthly $4,31700 $4,531130 54,76000 54,99800 $5,24800 $5310 00 $5,78600 GIS Technician II Hourly $2491 526.15 52746 52883 53028 531 79 53338 Annually $51,804 00 554,3960I 120.06 559,97600 562,97600 566,120 00 S69,432 00 Pay Period 51,99246 52,092.151 52,196.921 52,30677 52,42215 52,54308 52,67046 537 Monthly $4,42300 $4,64400 54,87600 55,12000 55,3760D $5,645 00 55 92700 Building Inspector 7 Hourly 52352 526.79 52813 529.54 53102 532 57 $34.19 Code Compliance Officer 1 Annually 553,076.00 555,728.00 558,512.00 561,440.00 564,512.00 $67,740.00 $71,124.00 Engineering Tectmicianll 1 Pay Period 52,04138 52,14338 52,25046 52,36308 $2,48123 52,60536 $2,73554 Librarian Sr Building Maintenance Technician Senior Utility Worker Water Utility Tech II 539 Monthly 54,64600 54,87800 55,12200 $5,37800 $5,64700 $5,92900 56,22500 Senior Permit Technician Hourly $26.80 528.14 529.55 531.03 532.58 534.21 $35.91 Senior Water Utility Technician 1 Annually $55,75200 558,53600 561,46400 564,53600 567,76400 $71,14800 $74,70000 Pay Period $2,144.31 52,251.381 52,364.00 52,482.15 52,606.31 52,736.46 52,873.08 S40 Monthly $4,764.00 $5,002.00 $5,252.00 $5,515.00 $5,791.00 56,081.00 $6,385.00 Graphic Designer Hourly 527.48 528.86 530.30 531.82 533.41 535.08 536.84 Information Technology Specialist 1 Annually 557,168 00 560,024 00 563 02400 566,18000 569,49200 572,972 00 $76,62000 Pay Period 52,198 77 $2,308.62 52,424 00 02545 38 $2,67277 52,806 62 52,94692 92 S41 Monthly 54,68300 $5,12700 55,36300 55,65200 $5,93500 $6,23200 $654400 Livability Compliance Specialist* Hourly $28.17 529.58 531.06 532.61 534.24 535.95 $37.75 Senior Engineering Technician 1 Annually 558,59600 561,52400 56459600 567,82400 571,22000 574,78400 $7852800 Senior Librarian 1 Pay Period 52,253 69 52,366.31 52,48446 52,608.62 $2,73923 52,876 31 53,02031 542 Monthly $5,00400 $5,25400 55,51700 $5,79300 $6,08300 56,38700 $6,70600 Plans Examiner Hourly 528.87 530.31 531.83 533.42 535.09 536.85 $38.69 Senior Graphic Designer 1 Annually 560,048.00 563,048.00 566204.00 569,516.00 572,996.00 576,644.00 580,472.00 Pay Period $2,309.54 52,424.92 52,34631 52,673.69 $2,80754 52,947 85 53,095.08 543 1 Monthly $5,132.00 $5,389.00 $5,658 00 $5,941.00 56,238.00 56,550.001 56,878.00 Building inspector II Hourly 529.61 53109 532 64 53428 53399 537 791 539_68 I Annually $61 584.00 564 66800 567,896 00 571 29200 $74,856.00 576,60000 $82,53600 1 Pay Period 52,368.62 52,487.23 52,61138 92;42.00 52,879.08 53,023.081 53,174.46 S44 Monthly $5,258.00 $5,521.00 55,79700 $6,087.00 56,391.00 $6,711.00 $7,047.00 Environmental Program Coordinator Hourly $30.33 $31.85 53344 535.12 536.87 538_72 $4066 GIS Programmer Analyst 1 Annually 563,096.00 566,252.00 569,56400 573,044.00 576,692.00 580,532.00 $84,564.00 Project Coordinator 1 Pay Period $2,426.77 $2,548.15 52,675 54 S2,809.38 52,949.69 53,097.38 53,252.46 545 Monthly $5392.00 5566200 55,94500 $6,24200 $6,55400 $6,88200 57,22600 Engineering Construction Inspector* Hourly 531.11 $32.67 534 30 53601 93731 53970 541_69 1 Annually $64,704.00 $67,944.00 571,34000 574,904.00 578,648.00 582,584.00 586,712.00 1 Pay Period 52,488.62 52,61323 52,743 85 52,88092 53,024 92 53,176 31 53,335 08 546 Monthly $5,525.00 55,80100 56,091 00 $6,39600 $6,71600 $7,05200 $7,40500 Hourly 531.88 53347 $35 14 536.90 53875 540.68 54272 1 Annually 56fi 300.00 569,61200 573,092 00 $76,7520 1 $80,59200 584,62400 588,86000 1 Pay Period 52,550.00 $2,67738 52,811 23 $2,95200 $3,099 69 53,254 77 53,417 69 S47 Monthly $5,662.00 $5,945.00 $6,242 00 $6,554.00 $6,882.00 57,226.00 $7,587.00 Senior Building Inspector Hourly 532.67 534.30 53601 537.81 539.70 541.69 543.77 Senior Plans Examiner 1 Armuauy $67,94400 571,34000 574,90400 578,648.00 $82,584.00 $86,712.00 $91,044.00 Senior GIS Programmer Analyst 1 Pay Period 52,613.23 $2,743.85 52,880 92 53,024.92 $3,17631 53,335.08 53,501_69 S45 Monthly $5,803.00 $6,093.00 56,39800 $6,71800 $7,054.00 $7,407.00 $7,777.00 Sr Environmental Program Coordinator Hourly 533.48 535.15 536 91 538.76 540.70 542.73 544.87 1 Annually $69,636.00 57311600 $76,776 00 580,61600 584,64800 588,88400 $93,32400 1 Pay Period $2,678.31 $2,812.15 52,952 92 53,10062 $3,25369 53,418_62 $3,58938 City ofTigardI ADOPTED BUDGETI FY 2020-2021 PAGE 450 - CITY OF TIGARD