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City Council Packet - 09/15/2020TIGARD CITY COUNCIL   MEETING DATE AND TIME:September 15, 2020 - 6:30 p.m. MEETING LOCATION:Remote participation only. See PUBLIC NOTICE below. Times noted are estimated. PUBLIC NOTICE: In accordance with the City of Tigard's Emergency Declaration related to COVID-19 and Oregon House Bill 4212, this will be a virtual meeting where Council and staff will participate remotely. There will be no in-person, verbal public testimony during this meeting. Written public comment may be submitted electronically at www.tigard-or.gov/Comments. All comments must be submitted before 4:30 p.m. the day of the meeting. VIEW LIVESTREAM & ONLINE:  http://www.tigard-or.gov/city_hall/council_meeting.php Workshop meetings are also cablecast on Tualatin Valley Community TV on Channel 28 and replayed: Every Sunday at 12 a.m. Every Monday at 1 p.m. Every Wednesday at 2 p.m. Every Thursday at 12 p.m. Every Friday at 10:30 a.m. SEE ATTACHED AGENDA September 15, 2020 - 6:30 p.m. Remote participation only. TIGARD CITY COUNCIL MEETING DATE AND TIME: MEETING LOCATION: 6:30 PM 1.WORKSHOP MEETING 1.Call to Order - City Council 2.Roll Call 3.Pledge of Allegiance 4.Call to Council and Staff for Non-Agenda Items 2.RECEIVE PROGRESS UPDATE ON MATRIX PERFORMANCE AUDIT 6:35 p.m. estimated time 3.RECEIVE UPDATE ON TIGARD AID PROGRAM 6:55 p.m. estimated time 4.RECEIVE UPDATE ON RESIDENT AID FUND OF TIGARD (RAFT) PROGRAM 7:20 p.m. estimated time 5.RECEIVE BRIEFING ON CONCEPT PLANNING FOR RIVER TERRACE WEST AND SOUTH 7:50 p.m. estimated time 6.RECEIVE BRIEFING ON URBAN RESERVES TRANSPORTATION STUDY (URTS) FROM WASHINGTON COUNTY STAFF 8:10 p.m. estimated time 7.RECEIVE BRIEFING ON THE TIGARD TRANSPORTATION SYSTEM PLAN (TSP) UPDATE PROJECT 8:55 p.m. estimated time 8.NON AGENDA ITEMS 9.ADMINISTRATIVE REPORT 10.EXECUTIVE SESSION:  The Tigard City Council may go into Executive Session. If an Executive 10.EXECUTIVE SESSION:  The Tigard City Council may go into Executive Session. If an Executive Session is called to order, the appropriate ORS citation will be announced identifying the applicable statute. All discussions are confidential and those present may disclose nothing from the Session. Representatives of the news media are allowed to attend Executive Sessions, as provided by ORS 192.660(4), but must not disclose any information discussed. No Executive Session may be held for the purpose of taking any final action or making any final decision. Executive Sessions are closed to the public.   11.ADJOURNMENT 9:15 p.m. estimated time       Meeting of the Tigard City Council September 15, 2020 No Public Comment Received    AIS-4376     2.             Workshop Meeting Meeting Date:09/15/2020 Length (in minutes):20 Minutes   Agenda Title:Receive Progress Update on Matrix Performance Audit Prepared For: Nicole Hendrix, City Management Submitted By:Nicole Hendrix, City Management Item Type: Update, Discussion, Direct Staff Meeting Type: Council Workshop Mtg. Public Hearing: No Publication Date: Information ISSUE Shall Council receive an update on progress of recommendations and measures identified in the 2019 Matrix Performance Audit? STAFF RECOMMENDATION / ACTION REQUEST No Council action requested. KEY FACTS AND INFORMATION SUMMARY Background In 2017 and 2018 Tigard receieved input from some community members that the public does not know or does not trust that the city is spending and operating city services effectively and efficiently. To provide objective data about these questions, in mid-2018, a majority of the City Council requested that city administration begin to do performance audits for services in the city's general fund. The purpose of the audits were to be able to illustrate how efficiently and effectively the city is providing services, what improvements can be made, and to be able to communicate that information to the community. Tigard issued a request for proposals for performance audits in August 2018.  In the beginning of 2019 the City hired Matrix Consulting Group to conduct the performance audit. The final audit produced 69 recommendations and 58 measures that identified opportunities for operational improvements and was presented to Council in October 2019. Staff then developed and presented an audit implementation plan that expanded upon audit results by incorporating supplemental information from City staff. More specifically, staff identified timeframes for completion based on current department capacity, budget estimates to implement, city-defined priority levels, and supporting narratives. The plan was presented to council in December 2019. At the beginning of 2020 staff created a system for tracking progress through routine updates in Microsoft Planner while implementing the recommendations and measures. The current status of the recommendations and measures will be presented at this Council meeting and can be found in the Audit Status Report attached. Key Facts As of August 2020, the City has implemented 34% of all Matrix recommendations. All recommendations scheduled to be implemented in 2019 were completed on time. All but four recommendations will be completed as scheduled in 2020. The delays are due to differing reasons detailed in the attached Audit Status Report. The City is capturing data and able to report on 17% of all Matrix measures. OTHER ALTERNATIVES N/A COUNCIL GOALS, POLICIES, APPROVED MASTER PLANS Goal 1. Ensure the city's continued financial stability and sustainability while providing mandated services. See ways to fund and increase services valued by the community.  Performance audit recommendations will contribute to:  Strategy 1.1. Develop and implement a communications plan for city staff and elected officials to engage the public about the cost and value of city services and explain funding challenges Strategy 1.2. Increase trust with the community by regularly publishing a city report card, detailing our progress and challenges, and comparing our work to peer cities. DATES OF PREVIOUS COUNCIL CONSIDERATION 12/03/2019 - Performance Audit Implementation Plan 10/01/2019 - Performance Audit Final Presentation by Matrix 01/19/2019 - Council Award of Performance Audit Review Contract 06/18/2018 - Council Suggestion to Undertake a Performance Audit Attachments Audit Status Report Sep 2020 Final Matrix Audit Final Audit Implementation Plan Presentation Matrix Audit Status Report 1 Matrix Audit Status Report September 2020 Background In 2019 the City of Tigard hired Matrix Consulting Group to conduct a performance audit of general fund operations. Presented to Council in October 2019, the audit produced 69 recommendations that identified opportunities for operational improvements and 58 measures to expand data-informed decision-making within the organization. In December 2019 staff presented an implementation plan which expanded upon audit results by incorporating supplemental information from City staff. More specifically, staff identified timeframes for completion based on current department capacity, budget estimates to implement, city-defined priority levels, and supporting narratives. Since that time, staff created a system for tracking progress through quarterly updates in Microsoft Planner while implementing. The current status of the recommendations and measures can be found in the report below, with measures starting on page 11. Summary of Recommendations Status The graph on the right shows the status of recommendations within the year they are scheduled to be completed. All recommendations due in 2019 were implemented on time accounting for 12% of all Matrix recommendations. As of August 2020, out of the 69 recommendations, 34% have been implemented and are labeled as “Complete”. Four recommendations scheduled to be completed this year have been delayed which will shift the percent of total recommendations completed in 2020 from 25% to 23%. See the table on the following pages for what recommendations have been delayed and why. Matrix Audit Status Report 2 List of Individual Recommendation Status The table below lists all 69 Matrix recommendations with their priority level, due date, status, and department lead. If a project is delayed a brief reason is provided. The table is organized by soonest "Due Date" then by "Priority Level”. Recommendation Priority Level Due Date Status Department Lead 42. The Library should reduce service hours to between 62 –64 hours per week, either through elimination of some evening hours or an earlier closing for all evenings. Closing at 8pm each night should be implemented, the hour after which visits decline. Immediate 2019 Complete Library 67. The Department should provide development review backup for the Principal Engineer, including the use of other P.E.’s in the Engineering Division. Immediate 2019 Complete Public Works 28. The Department should maintain an online library of standard conditions of approval for land use permits, which is shared with staff and the public. Immediate 2019 Complete Community Development 27. The Department should monitor inspector staffing levels to ensure that they remain appropriate for the required workload. Immediate 2019 Complete Community Development 22. The Department should generate routine reports on workload and level of service performance measures in order to gauge effectiveness in meeting established benchmarks. Immediate 2019 Complete Community Development 4. The Department should develop a methodology for predicting upcoming retirements based on age and years of service of employees and update it at least annually to anticipate which employees and skills will need to be replaced. High 2019 Complete City Management Matrix Audit Status Report 3 Recommendation Priority Level Due Date Status Department Lead 9. The City should utilize a work order system for all requests for web content modification. Medium 2019 Complete Central Services 7. Additional staffing resources, in the range of .5 to .75 FTE, should be allocated to the Human Resources Department. Medium 2019 Complete City Management 69. The Department should adjust the organizational structure to narrow the City Engineer’s span of control and provide oversight assistance to project management staff. High 2020 In progress Public Works 68. The Department should adjust the organizational structure to narrow the Parks Supervisor’s span of control and allow more effective oversight of seasonal staff. High 2020 In progress Public Works 61. The City should ensure that the selected asset management system replacing the existing work order system has the capabilities necessary to foster an efficient, transparent, and data-centric approach to infrastructure maintenance and workload management. High 2020 Complete Public Works 47. Add 8 additional Officers to maintain higher minimum staffing to achieve stated goal of 5-minute response to priority 1 and 2 calls for service. Staffing should be 4 Officers on Day Shift, 5 Officers on Afternoon Shift and 4 Officers on Night Shift. High 2020 In progress Police 43. Develop a comprehensive marketing plan. High 2020 Not started NEW DUE DATE: 2021 Delay due to COVID operational changes. Library Matrix Audit Status Report 4 Recommendation Priority Level Due Date Status Department Lead 37. The City should install and operate adequate software to monitor IT logs and detect any attempt at system intrusion. High 2020 Complete Finance & Information Services 25. The Department should designate a second position as an Accela power user and require that the management responsibilities of that system be shared. High 2020 In progress Community Development 10. The City should develop a written communication’s strategic plan. High 2020 Not started NEW DUE DATE: 2021 Will start once city strategic plan refresh is complete. Central Services 1. The Annual Workplans for each department should be guiding documents that as considered as part of performance evaluations and developed in alignment with the overall City Strategic Plan. High 2020 Complete City Management 8. The City should utilize internal and external customer surveys to determine satisfaction and effectiveness of web content. Medium 2020 In progress Central Services 6. The City should update the performance evaluation tool and implement a compensation approach that more closely ties pay increases to individual performance. Medium 2020 In progress NEW DUE DATE: 2021 Delay due to COVID. Now working on again. City Management 53. If all workable cases are currently assigned the department should eliminate two detective positions. Medium 2020 In progress Police 50. Fill 2nd CSO position for a total of two CSOs. Medium 2020 Complete Police Matrix Audit Status Report 5 Recommendation Priority Level Due Date Status Department Lead 39. The City should create an information technology committee that meets at least quarterly. Medium 2020 In progress Finance & Information Services 32. Management should conduct regular audits of purchases to detect and deter asset misappropriation. Medium 2020 Not started DELAY Creates 120 hours of work that cannot be taken on with current staffing levels. Finance & Information Services 52. Review case screening process. Low 2020 Complete Police 34. The City should assign a second employee to provide verification checks of garnishment data entered into the payroll system. Low 2020 In progress Finance & Information Services 23. The Department should distribute an electronic customer satisfaction survey to all customers at the conclusion of their application and compile responses as a performance measurement tool. Low 2020 In progress Community Development 15. The City should ensure that its asset management system is meeting the needs of fleet and facilities maintenance staff. High 2021 In progress Central Services 66. The Department should include some strategic discussion in the master plans of the systems’ purpose for the community and how the plan supports the goals of the Department and the City. High 2021 In progress Public Works 59. The Department should establish a routine cycle of measurement, review, and action based on their selected performance metrics. High 2021 Not started Tied to Total Tyler project. Public Works Matrix Audit Status Report 6 Recommendation Priority Level Due Date Status Department Lead 29. With appropriate staffing, the Finance Department should perform regular data analysis on its data to help detect any financial irregularity or non-compliance with financial policies. High 2021 Not started Position will be posted by Oct 2020. Finance & Information Services 63. The Department should develop a preventive and routine maintenance calendar for the Parks Maintenance Division in the asset management system and use this tool as the basis for calculating staffing needs. Medium 2021 Not started Tied to Total Tyler project. Public Works 62. The Department should track all field work – proactive and reactive – using work orders within the asset management system. Medium 2021 Not started Tied to Total Tyler project. Public Works 60. Performance measures and their results should be published each year in the annual budget. Medium 2021 In progress Public Works 56. Add an additional PD analyst in the next 1 to 3 years. Medium 2021 In progress Police 55. Maintain current staffing for records management. Medium 2021 In progress Police 54. Maintain current staffing but use the recommended benchmarks to re-evaluate staffing on an annual basis to determine when more property / evidence staff is needed. Medium 2021 In progress Police 40. The City should reduce its internal phishing campaign employee clickthrough rate to no more than 5%. Medium 2021 In progress Finance & Information Services 31. Complete an annual fraud risk assessment. Medium 2021 In progress Finance & Information Services 51. Maintain current staffing for traffic unit. Low 2021 In progress Police 48. Maintain current staffing of two K9. Low 2021 In progress Police 41. The City should hire one (1) additional FTE into an IT support position. Low 2021 In progress Finance & Information Services Matrix Audit Status Report 7 Recommendation Priority Level Due Date Status Department Lead 33. Determine if automatic notification of payroll changes is possible within the City’s payroll/financial software system Low 2021 Not started Tied to Total Tyler project. Finance & Information Services 21. The Department should ensure that in-house staff have the ability to produce workload and performance reports from Accela. Low 2021 Not started Tied to Total Tyler project. Community Development 18. Fleet & Facilities should conduct spot inventory checks to mitigate the inherent risk of asset misappropriation Low 2021 Complete Central Services 12. The Court should adopt a written strategic plan to guide future decision making for operations and employee performance expectations. Low 2021 Not started The plan will begin after implementation of the red light photo enforcement. Central Services 64. The City should ensure that the system which replaces Springbrook has a robust project management module or invest in a separate software specifically designed for capital project management. High 2022 In progress Public Works 26. The Department should ensure that the system which replaces Springbrook can be integrated with Accela to eliminate the need for duplicate entries. High 2022 Not started Community Development 65. The Department should seek to update each system master plan once per six years on a rotating basis. Medium 2022 In progress Public Works 58. Maintain current SRO staffing but add one additional SRO in the next 1 to 3 years. Low 2022 In progress Police 38. The City should ensure GIS staff spend at least 10% of their time working to proactively introduce GIS technology into every department in the City. Low 2022 Not started Finance & Information Services Matrix Audit Status Report 8 Recommendation Priority Level Due Date Status Department Lead 36. With available time, the City should proactively research and seek buying discounts in addition to State bid discounts. Low 2022 Not started Finance & Information Services 30. Provide cross training so that critical functions for each finance position have at least two people who can complete them and require the employee performing the critical task as a backup to complete the function at least twice annually. Low 2022 In progress Finance & Information Services 2. The Senior Management Analyst position should be charged with overseeing the development and implementation of the City’s performance management program Immediate Ongoing Complete City Management 5. The Department should prioritize efforts to expand the diversity of applicant pools to enable it to work toward a City workforce that is reflective of the community. High Ongoing In progress City Management 35. The City should ensure that its asset management system fully integrates with its financial software system and has the capabilities necessary to foster an efficient, transparent, and data-centric approach to fixed asset management. High Ongoing In progress Finance & Information Services 3. The City should expand on their existing performance measures by identifying and adopting additional performance and workload measures to enlighten the public regarding the Department’s performance and accomplishments. High Ongoing In progress City Management Matrix Audit Status Report 9 Recommendation Priority Level Due Date Status Department Lead 17. Property Management should implement a proactive building preventive maintenance program to prevent reactive maintenance issues as much as is reasonably possible. High Ongoing Complete Central Services 13. The court should maintain staffing levels, so workload demands are within 10% of annual productive hours per employee. High Ongoing In progress Central Services 45. Create an internal team to research, develop and present to the City a Library Information Technology Needs Assessment and Long-Range Plan. Medium Ongoing In progress Library 44. Direct internal teams to focus on furthering team building under the new leadership in the Library. Medium Ongoing In progress Library 19. Fleet & Facilities should maintain staffing levels in the general range of one (1) employee for every 35,000 - 45,000 square feet of facilities under management. Medium Ongoing Complete Central Services 14. Fleet maintenance should perform analytics and random verification of fuel purchases Medium Ongoing Complete Central Services 57. Maintain current Administrative Specialist staffing levels. Low Ongoing Complete Police 49. Minimum Staffing should be Sergeant on duty at all times. Low Ongoing Complete Police 46. Maintain current Administration staffing levels. Low Ongoing In progress Police 24. The Department should implement expedited permit application reviews as a fee-based option for customers. Low Ongoing Complete Community Development 20. Project managers should receive project management certification. Low Ongoing In progress Central Services Matrix Audit Status Report 10 Recommendation Priority Level Due Date Status Department Lead 16. Property Management should regularly assess amounts spent on vendors for specialty services to determine if in-house staff should perform those functions. Low Ongoing Complete Central Services 11. The Graphics Design division staff should meet with stakeholders before beginning work on large project design requests. Low Ongoing Complete Central Services Matrix Audit Status Report 11 Summary of Measures Status To begin implementing the 58 measures identified by Matrix, departments have focused this year on identifying how to collect and starting to track data for each measure. 17% of measures are currently capturing data and can be reported on, labeled as “Complete” in the graph below. Departments currently working to collect information or finding a way to efficiently track data represent measures that are “In progress” which is the current state of most measures. Lastly, 14% of the measures are being adjusted or waiting for system improvements before implementing. As staff begin collecting and tracking data, the next step is to report out on a full fiscal years-worth of data and start using that data to make data-informed decisions. Staff are working to align and refine existing measures from the strategic plan, report card, budget, and this audit to identify key performance indicators that will be displayed on internal and external dashboards. Matrix Audit Status Report 12 List of Individual Measure Status The table below lists all 58 Matrix measures with their status and department lead. If a measure is identified as “Not tracking” a brief reason is provided. The table is organized by “Status” starting with measures that have been implemented and ending with measures that are not being tracked currently. Measure Status Department Lead Park acres per 1,000 residents equals or exceeds national average. Complete Public Works Percent of engineering inspections completed within 5 business days of request. Complete Public Works Percent of CIP projects which are completed within the initially planned budget. Complete Public Works General Fund Reserve. Complete Finance & Information Services Case clearance rate. Complete Central Services Workorder completed as scheduled. Complete Central Services The number of re -work workorders required. Complete Central Services The number of preventative maintenance tasks performed on schedule. Complete Central Services Fleet workorder “rework” rate. Complete Central Services Social Media w/tracking ability (Facebook, etc.) shows an increase in people liking or otherwise following the city’s posts. Complete Central Services Percent of CIP projects with change orders totaling less than 15% of the construction contract amount In progress Public Works Percent of CIP projects which are completed within 90 days of their initially planned completion date. In progress Public Works Percent of recreation programs meeting minimum enrollment In progress Public Works Percentage of residents (rec participants) who consider the City’s recreation programs to be “good” or “very good" In progress Public Works Percentage of households living within ½ mile of a park. In progress Public Works Case clearance rate In progress Police Annual Proactive Time In progress Police Matrix Audit Status Report 13 Measure Status Department Lead Average response time to calls for service (by priority) In progress Police Average cycle time for open IT workorder tickets In progress Finance & Information Services Helpdesk ticket response times In progress Finance & Information Services Internal Phishing campaigns clickthrough rates In progress Finance & Information Services Server intrusion identification In progress Finance & Information Services Fund balance budget versus actual In progress Finance & Information Services Credit rating In progress Finance & Information Services Percent of “satisfied” and “very satisfied” responses to customer survey In progress Community Development Average number of address stops per inspector workday In progress Community Development Percent of inspections completed within 1 business day of request In progress Community Development Percent of Type II and III applications closed within 120 days (date of complete application received to date of decision, excluding appeals) In progress Community Development Percent of Type I applications closed within 30 days In progress Community Development Percent of submittals received electronically In progress Community Development Percent of commercial building plan reviews completed within 20 business days In progress Community Development Initial building plan review completed within 15 business days In progress Community Development Case load aging In progress Central Services Defendants successfully comply with court orders prior to a suspension being issued In progress Central Services Percentage of design projects completed by the agreed upon deadline In progress Central Services Number of articles published about the City’s Strategic Plan In progress Central Services Communications published written material In progress Central Services Matrix Audit Status Report 14 Measure Status Department Lead Percent of social media followers who identify their primary language as other than English In progress Central Services Programs attended do not decline in attendance In progress Library Getting new materials into circulation In progress Library Proportion of collection replaced/refreshed per year In progress Library Collection turnover rate In progress Library Workers’ Compensation Modification Factor In progress City Management % of staff rating training courses as providing valuable content In progress City Management % of employees still employed 1 year after hire In progress City Management % of recruitments with qualified applicants from underrepresented groups In progress City Management % of recruitments completed within established target timelines In progress City Management Annual turnover rating In progress City Management Annual work plans developed for each department with quarterly review conducted In progress City Management % of respondents feeling City is well managed In progress City Management Percent of development engineering plan reviews meeting established cycle times. Not tracking Adjusted measure language to development review. Public Works Percent of recreation programming costs recovered through user fees. Not tracking Can implement once staff vacancy filled. Public Works Proportion of total work orders (or labor hours) spent on routine tasks and preventive maintenance rather than service requests. Not tracking Can't track information, waiting for Tyler. Public Works Matrix Audit Status Report 15 Measure Status Department Lead The percentage of outsourced maintenance work to in-house work on a project basis. Not tracking Developing benchmarks based on project type. Central Services % of participants indicating satisfaction with the program. Not tracking Measure will be adjusted through strategic planning process. Library % of programs provided to underserved patrons. Not tracking Measure will be adjusted through strategic planning process. Library Purchase orders under $1,000 are made with a rebate p-card or credit card. Not tracking Waiting for Portland area consortium vendor selection. Finance & Information Services Percentage of parks receiving a score of “good” or “excellent” in an annual parks condition assessment. Not tracking Will be outcome of Master Plan Update. Public Works PERFORMANCE AUDIT REVIEW TIGARD, OREGON September 20, 2019 mat rix consulting group Performance Audit Draft Report TIGARD, OREGON Table of Contents 1. Introduction and Executive Summary 1 2. City Management 9 3. Central Services 15 4. Community Development 38 5. Finance and Information Services 48 35 6. Library 65 7. Police 78 8. Public Works 107 9. Performance Measures 122 Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 1 1 Introduction and Executive Summary The Matrix Consulting Group was retained by the City of Tigard to conduct a Performance Audit of general fund operations. Additionally, the scope of work included development of recommended performance metrics for each department. The following report presents the results and findings of the study. The project team has assembled this draft final report which summarizes our findings, conclusions and recommendations. 1. Study Methodology In this Performance Review of the City of Tigard General Funded functions, the Matrix Consulting Group project team utilized a wide variety of data collection and analytical techniques. The project team conducted the following data collection and analytical activities: • At the outset of the project, the study team interviewed key staff members from each department to develop an initial understanding of the issues and background for the departments. • The project team worked with city staff to collect a wide variety of data designed to document workloads, costs, service levels and operating practices. • The project team developed descriptive summaries, or profiles, of each department summarizing organizational structure, staffing, technology and other key aspects of each department. • In order to make the assessments of operational strengths and performance opportunities, the project team developed a set of performance measures, called “best management practices” against which to evaluate current services, workloads and service levels in Tigard. These service and performance measures were reviewed with staff in draft format. • Both an employee and community survey were conducted to gather input from these key stakeholders. This information was considered, in conjunction with the issues identified during the best management practices phase, as part of the analytical effort that led to the development of recommendations. From these efforts, key issues were developed for analysis and development of specific recommendations for each department. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 2 2. Key Themes Several key themes arose from the assessment that are worth noting to put the following recommendations into context. Overall, the City of Tigard is providing high levels of customer service to the public and generally providing services at a level higher than might be expected with current resource allocations. The notable themes that emerged included: • Strong focus on customer service and responsiveness to the public. • Many services provided at levels matching or exceeding relevant industry standards. • Strong inter-departmental cooperation and coordination in provision of services. • Generally lean staffing levels throughout the organizational structure. However, Tigard makes more extensive use of part-time and reduced hour full-time employees than typically seen in other organizations. • Limited ability to access existing data within the organization and software systems impacting ability to analyze available data for use in evaluating current operations, thus limiting the ability to plan, manage, and understand emerging service trends. • Lack of integration of existing technologies – limiting the ability to automate some processes or data requirements. Many of the limitations noted above have been recognized by staff prior to or during the conduct of this evaluation and efforts are underway to mitigate or eliminate these potential impediments for greater efficiency and effectiveness in the organization. 3. Listing of Recommendations. The following table summarizes the key recommendations contained in the report – grouped by department. For each recommendation, there is a priority, timeframe and cost impact of the recommendation listed to provide guidance during implementation. Recommendation Priority Timeframe CITY MANAGEMENT 1 The Annual Workplans for each department should be guiding documents that are considered a part of performance evaluations and developed in alignment with the overall City Strategic Plan. High 2020 Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 3 Recommendation Priority Timeframe 2 The Senior Management Analyst position should be charged with overseeing the development and implementation of the City’s performance management program. High 2020 3 The City should expand on their existing performance measures by identifying and adopting additional performance and workload measures to enlighten the public regarding the Department’s performance and accomplishments. High 2020 (with budget) 4 The Department should develop a methodology for predicting upcoming retirements based on age and years of service of employees and update it at least annually to anticipate which employees and skills will need to be replaced. Medium 2020 5 The Department should prioritize efforts to expand the diversity of applicant pools to enable it to work toward a City workforce that is reflective of the community. Medium 2021 6 The City should update the performance evaluation tool and implement a compensation approach that more closely ties pay increases to individual performance. Medium 2021 7 Additional staffing resources, in the range of .5 to .75 FTE, should be allocated to the Human Resources Department. Medium Next budget cycle CENTRAL SERVICES 8 The City should utilize internal and external customer surveys to determine satisfaction and effectiveness of web content. Low 2020 9 The City should utilize a work order system for all requests for web content modification. Low 2021 10 The City should develop a written communication strategic plan. High 2020 11 The Graphics Design division staff should meet with stakeholders before beginning work on large project design requests. Medium 2020 12 The Court should adopt a written strategic plan to guide future decision making for operations and employee performance expectations. Medium 2020 13 The court should maintain staffing levels, so workload demands are within 10% of annual productive hours per employee. Medium Ongoing 14 Fleet maintenance should perform analytics and random verification of fuel purchases Medium Ongoing Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 4 Recommendation Priority Timeframe 15 The City should ensure that its asset management system is meeting the needs of fleet and facilities maintenance staff. High 2020 16 Property Management should regularly assess amounts spent on vendors for specialty services to determine if in-house staff should perform those functions. Medium 2021 17 Property Management should implement a proactive building preventive maintenance program to prevent reactive maintenance issues as much as is reasonably possible. High 2020 18 Fleet & Facilities should conduct spot inventory checks to mitigate the inherent risk of asset misappropriation. Medium 2021 19 Fleet & Facilities should maintain staffing levels in the general range of one (1) employee for every 35,000 – 45,000 square feet of facilities under management. High 2020 20 Project managers should receive project management certification. Medium 2021 COMMUNITY DEVELOPMENT 21 The Department should ensure that in-house staff have the ability to produce workload and performance reports from Accela. High 2020 22 The Department should generate routine reports on workload and level of service performance measures in order to gauge effectiveness in meeting established benchmarks. High 2020 23 The Department should distribute an electronic customer satisfaction survey to all customers at the conclusion of their application and compile responses as a performance measurement tool. Low 2020 24 The Department should implement expedited permit application reviews as a fee-based option for customers. 25 The Department should designate a second position as an Accela power user and require that the management responsibilities of that system be shared. High 2020 26 The Department should ensure that the system which replaces Springbrook can be integrated with Accela to eliminate the need for duplicate entries. High Immediate 27 The Department should monitor inspector staffing levels to ensure that they remain appropriate for the required workload. High Ongoing Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 5 Recommendation Priority Timeframe 28 The Department should maintain an online library of standard conditions of approval for land use permits, which is shared with staff and the public. Medium 2020 FINANCE & INFORMATION SYSTEMS 29 With appropriate staffing, the Finance Department should perform regular data analysis on its data to help detect any financial irregularity or non-compliance with financial policies. Medium Ongoing 30 Provide cross training so that critical functions for each finance position have at least two people who can complete them and require the employee performing the critical task as a backup to complete the function at least twice annually. High 2020 31 Complete an annual fraud risk assessment. Low 2021 32 Management should conduct regular audits of purchases to detect and deter asset misappropriation. Medium 2020 33 Determine if automatic notification of payroll changes is possible within the City’s payroll/financial software system. Medium 2020 34 The City should assign a second employee to provide verification checks of garnishment data entered into the payroll system. High 2020 35 The City should ensure that its asset management system fully integrates with its financial software system and has the capabilities necessary to foster an efficient, transparent, and data-centric approach to fixed asset management. High 2020 36 With available time, the City should proactively research and seek buying discounts in addition to State bid discounts. Medium 2020 37 The City should install and operate adequate software to monitor IT logs and detect any attempt at system intrusion. Low 2021 38 The City should ensure GIS staff spend at least 10% of their time working to proactively introduce GIS technology into every department in the City. Medium 2020 39 The City should create an information technology committee that meets at least quarterly. High 2020 40 The City should reduce its internal phishing campaign employee clickthrough rate to no more than 5%. Medium 2021 41 The City should hire one (1) additional FTE into an IT support position. High 2020 Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 6 Recommendation Priority Timeframe LIBRARY 42 The Library should reduce service hours to between 62 – 64 hours per week, either through elimination of some evening hours or an earlier closing for all evenings. Closing at 8pm each night should be implemented, the hour after which visits decline markedly. High 2020 43 Develop a comprehensive marketing plan encompassing traditional print and advertising and social media components. Use this opportunity to brand the Library as consistently as possible to the community. Finally, make one person responsible for the coordination, development and posting of social media while continuing to seek the input of other staff. The lead person should be the Communications Coordinator. Then management team should set direction and develop a review process. High 2020 44 The new Director needs to continue the recent focus on furthering team building and open communication among Library staff. High 2020 45 Create an internal team to research, develop and present to the City a Library Information Technology Needs Assessment and Long-Range Plan. High 2020 POLICE 46 Maintain current Administration staffing levels. n/a n/a 47 Add 8 additional Officers to maintain higher minimum staffing to achieve stated goal of 5 minute response to priority 1 and 2 calls for service. Staffing should be 4 Officers on Day Shift, 5 Officers on Afternoon Shift and 4 Officers on Night Shift. High 2020 48 Maintain current staffing of two K9. n/a n/a 49 Minimum Staffing should be Sergeant on duty at all times. n/a n/a 50 Fill 2nd CSO position for a total of two CSOs. Medium 2021 51 Maintain current staffing for traffic unit. n/a n/a 52 Review case screening process. Medium 2020 53 If all workable cases are currently assigned, the department should eliminate two detective positions. Medium 2021 Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 7 Recommendation Priority Timeframe 54 Maintain current staffing but use the recommended benchmarks to re-evaluate staffing on an annual basis to determine when more property/evidence staff is needed. High Ongoing 55 Maintain current staffing for records management. n/a n/a 56 Add an additional analyst in the next 1 to 3 years. Medium 2022 57 Maintain current Administrative Specialist staffing levels. n/a n/a 58 Maintain current SRO staffing but add one additional SRO in the next 1 to 3 years. Medium 2022 – 2023 PUBLIC WORKS 59 The Department should establish a routine cycle of measurement, review, and action based on their selected performance metrics. High Ongoing 60 Performance measures and their results should be published each year in the annual budget. High Ongoing 61 The City should ensure that the selected asset management system replacing the existing work order system has the capabilities necessary to foster an efficient, transparent, and data-centric approach to infrastructure maintenance and workload management. Medium 2021 62 The Department should track all field work – proactive and reactive – using work orders within the asset management system. Medium 2021 63 The Department should develop a preventive and routine maintenance calendar for the Parks Maintenance Division in the asset management system and use this tool as the basis for calculating staffing needs. Medium 2021 64 The City should ensure that the system which replaces Springbrook has a robust project management module or invest in a separate software specifically designed for capital project management. High 2020 65 The Department should seek to update each system master plan once per six years on a rotating basis. High Ongoing Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 8 Recommendation Priority Timeframe 66 The Department should include some strategic discussion in the master plans of the systems’ purpose for the community and how the plan supports the goals of the Department and the City. High Ongoing 67 The Department should provide development review backup for the Principal Engineer, including the use of other P.E.’s in the Engineering Division. Medium 2020 68 The Department should adjust the organizational structure to narrow the Parks Supervisor’s span of control and allow more effective oversight of seasonal staff. Medium 2021 69 The Department should adjust the organizational structure to narrow the City Engineer’s span of control and provide oversight assistance to project management staff. Medium 2021 The following chapters provide narrative detailing with the rationale and basis for each recommendation. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 9 2 City Management This chapter covers the recommendations related to the City Manager’s Office and the Human Resources Department. The analysis focused on key recommendations to improve the operational effectiveness of each department and the staffing required to provide those services. The Policy and Administration Program in the budget also consists of the Mayor and Council and Office of the City Attorney functions; however, these services were not reviewed or assessed as part of this report. 1. City Manager’s Office. The City Manager’s Office is responsible for overall management of the City of Tigard including Council support, organizational leadership, operational support, general policy and procedure development and administration governing all City operations. This office is responsible for implementation of the City’s Strategic Plan, coordination of the City’s legislative agenda, and communicates City Council’s direction to the executive staff and employees. The City Manager’s Office has an annual operating budget of approximately $740,000 and a staff of four positions: City Manager, Assistant City Manager, Executive Assistant to the City Manager, and Senior Management Analyst. (1) Departmental Annual Workplans and the City’s Strategic Plan should be in Alignment. The effectiveness of the City’s adopted strategic plan can be enhanced by ensuring that the key goals and objectives in future strategic plans are well delineated and that these are used as the basis for on-going policy and management decisions. In particular, the performance metrics and annual departmental workplans should align, where practical, with the strategic plan elements. Tigard has a refreshment of the city’s strategic plan underway that is scheduled for completion in early 2020. Annually, departments should develop their annual workplan and notate the key efforts that will further or support the achievement of the strategic goals – or position the City operations to move closer to the achievement of the goals. Annual workplans should be a guiding effort for each department’s focus during the year, and a portion of the performance evaluation for staff in that department should be linked to accomplishing the workplan. Progress on the workplans should be reviewed at least quarterly between the City Manager, Assistant City Manager and the respective department head. A semi-annual update on progress should be provided to the City Council. Recommendation 1: The Annual Workplans for each department should be guiding Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 10 documents that are considered a part of performance evaluations and developed in alignment with the overall City Strategic Plan. (2) The Senior Management Analyst Positions should be Tasked with the Development and Oversight of the Performance Management Program. The City Manager’s Office has operated for much of this year with half of the positions vacant. The Assistant City Manager and Senior Management Analyst positions were vacant for nearly one year. The Assistant City Manager position has recently been filled and this will provide significant assistance in the effective operation of this critical office and provide support to the City Manager by taking direct oversight of a number of the operating departments and provide support by handling special projects and initiatives. The Senior Management Analyst position is in the process of being filled and various considerations have been given to the duties to be assigned to this position. Given the position’s location in the City Manager’s Office and the high priority that is being placed on data analysis, data-informed decision-making and the need to fully implement the performance measurement program under development, it is recommended that the principal duty of this position be allocated to development, implementation and coordination of the performance measurement and report card efforts underway. This will take close cooperation and interaction with all departments. This position will also provide analytical support as departments work to enhance their internal data analytical abilities. In addition, this position should be tasked with conducting special studies, analysis, and analytical activities to support projects and duties performed by the City Manager and Assistant City Manager, and in support of the city’s strategic plan and City Council goals. Currently, these positions have limited analytical support requiring them to be intricately involved in the development of projects and initiatives which limits their time to spend on more strategic and longer-term efforts important to the City. Recommendation 2: The Senior Management Analyst position should be charged with overseeing the development and implementation of the City’s performance management program. Recommendation 3: The City should expand on their existing performance measures by identifying and adopting additional performance and workload measures to enlighten the public regarding the Department’s performance and accomplishments. 2. Human Resources Department. The Human Resources function is responsible for the administration and oversight of all City human resources programs to the City organization. Programs and services Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 11 provided include: recruitment, selection and testing, benefits administration, labor negotiations, personnel policy administration, employee relations, job classification and salary administration, employee recognition, investigations, training, organization development and performance management, workforce planning, equal opportunity, and wellness and risk management with oversight and coordination of the city’s worker’s compensation and liability claims management, insuring city assets, the city’s retirement programs and safety programs. The Human Resources Department has an annual operating budget of approximately $680,000 for Human Resources functions and $823,000 for Risk Management ($567,000 of that is the cost of citywide insurance of assets.) The staffing is shown in the following chart: (1) Additional Workforce Planning Should be Undertaken. Information about upcoming retirements can be used in an organization to determine when vacancies are likely to open up in various departments, which allows HR staff to get a head start on developing a qualified pool of applicants. Anticipating openings due to retirement can help the department begin to make decisions about succession planning tactics sooner rather than later. However, the department does not currently have a formal methodology for projecting the likely retirement of employees over time. While staff within a customer department may know when retirements are upcoming, the HR Department is not always informed about these transitions. In order to optimize the effectiveness of the recruitment staff in this effort, the Department should adopt a more formal workforce and retirement planning model. Human Resources Director Sr. HR Business Partner HR Specialist HR -Risk Assistant HR Business Partner Risk Manager Risk/ Magement Analyst Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 12 One model for projecting employee retirement involves totaling employees’ ages and their years of service, and indexing those totals at the current time, as well as for future dates, to determine likely retirements. Both of those figures could easily be obtained from data readily available. An example of this method is depicted in the table below, showing retirement risk at the current time, as well as in 2 years and 5 years: Employee Age Years Current Total 2 Year Total 5 Year Total Employee 1 23 1 24 28 34 Employee 2 48 15 63 67 73 Employee 3 45 19 64 68 74 Employee 4 50 19 69 73 79 Employee 5 48 23 71 75 81 Employee 6 48 24 72 76 82 Employee 7 49 27 76 80 86 Employee 8 52 25 77 81 87 Employee 9 54 32 86 90 96 Employee 10 57 35 92 96 102 While a model like this one can be constructed manually, this represents an area where technology can be used to improve the Department’s operations. Existing data should be sufficient to generate reports such as the one above (or at least data that can be presented as a report). These projections should be updated on at least an annual basis in order to account for employee turnover and refresh the Department’s strategy for replacing lost employees and skills. Employee skills and certifications could also be included in these projections. This would help the HR department anticipate when skills will be lost and begin strategizing to replace them, either by hiring new employees with the desired skills or by incentivizing existing employees to acquire those skills and certifications. Recommendation 4: The Department should develop a methodology for predicting upcoming retirements based on age and years of service of employees and update it at least annually to anticipate which employees and skills will need to be replaced. (2) Continued and Enhanced Efforts Should be Undertaken to Ensure the Workforce Reflects the Community Demographics. The Department’s recruitment staff currently use multiple avenues for recruiting candidates for open positions, all of which funnel applicants to a single recruiting module. NeoGov is used to collect, filter, and assess applicants in order to develop a pool of highly qualified candidates. While staff in the Department learn on an informal basis which recruitment sources are the most effective, the Department should focus analytical efforts Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 13 at determining which recruitment sources have proven reliable in the past in providing both qualified and diverse candidates for consideration. The Department should work toward a long-term goal of achieving a workforce that is reflective of the Tigard community and the market demographics from their typical recruitment area (which is larger than the City of Tigard). Doing this would allow the Department to make an assessment about which recruitment sources produce the greatest numbers and/or diversity of interview-worthy candidates. Recommendation 5: The Department should prioritize efforts to expand the diversity of applicant pools to enable it to work toward a City workforce that is reflective of the community. (3) A More Robust Compensation Practice Should be Implemented that Ties Pay Increases to Individual Performance. Currently, typical salary adjustments for employees (not represented by collective bargaining agreements) are loosely tied to performance. While the City utilizes performance evaluations, the delineation between staff performance is not sufficient to result in pay adjustments that vary by much – most employees are getting a similar pay increase annually. There are a number of municipalities that use an evaluation system to provide additional benefits to their employees via a pay-for-performance or merit program. Such a program rewards employees for their individual contribution to the department or the municipality as a whole. These programs are separate from standard cost of living adjustments or step increases and are solely designed to recognize outstanding workmanship. However, most pay-for-performance plans tend to be set up for non-union employees due to limitations posed by bargaining contracts. It is not impossible to implement pay for performance within unionized environments, it is just harder. In a survey performed by the International City/County Management Association (ICMA), they found that in Olathe, Kansas, their pay-for-performance provides the basis for promotions, pay increases, transfers and performance bonuses. The City has a formal performance review that begins with supervisors and employees identifying job specific goals and how their individual work performance contributes to those goals. The City uses a rating scale to determine how, or if, employees met the expectations set forth at the beginning of the rating period which then determines the amount of additional benefits, if any. The goal of their program is to recognize employees who have done outstanding work above and beyond expectations, thereby providing them with more than the "routine" cost of living adjustment normally received by all employees regardless of productivity. The implementation of compensated related performance incentives has shown that more satisfied employees are motivated to perform at a higher level and be more productive Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 14 for the organization. Reward based recognition can certainly be a motivating factor for employees to perform at maximum levels benefiting both themselves and the City. The City will likely need to develop a new, or refine the existing, performance evaluation tool to implement this suggestion and provide the definitive scoring approaches that will distinguish solid from outstanding performance. Recommendation 6: The City should update the performance evaluation tool and implement a compensation approach that more closely ties pay increases to individual performance. (5) Additional Staffing Resources are Needed to Provide the Services Required. To accomplish the additional duties outlined above for Human Resources, additional staffing resources are needed. It is estimated that at least .5 to .75 FTE should be allocated to Human Resources to support existing programs and provide the additional services outlined above. Many of the positions in Human Resources are at the reduced level “full-time” equivalency. They are eligible for benefits but do not work a full workweek. The easiest, and least costly approach would be to convert all of these reduced hour positions to true full-time positions. Alternatively, the City can implement a new .5 to .75 FTE position to supplement the current staffing allocation. Recommendation 7: Additional staffing resources, in the range of .5 to .75 FTE, should be allocated to the Human Resources Department Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 15 3 Central Services The following chapter focuses on the City’s Central Services Department, addressing opportunities for improvement in the Design and Communications, Municipal Court, Property Management, and Fleet Maintenance divisions. In addition to each specific division within the Central Services Department, the Department Director also functions as the City’s ADA coordinator. The Central Services Department consists of four primary divisions: Communications, City Recorder/Records, Municipal Court, and Fleet & Facilities Operations. Within Fleet & Facilities, there are both property management and fleet maintenance divisions. The Recorder & Records Division is not assessed as part of this study. DEPARTMENT STRENGTHS While this chapter focuses on changes that the Department can make to improve the way it operates, the following points should be noted as particular strengths of the Department in the functions reviewed as part of this study: • The City’s website is user-friendly and easy to navigate. • While several departments have their own staff to coordinate their communication efforts, the City uses centralized communications for several communication’s functions, including graphic design for written communication. • The City’s communication’s team is available to serve all departments. • Courts are adequately staffed to handle anticipated workload. • The Court has written policies and procedures to assist staff with completing their responsibilities. • Maintenance, replacement, and management of fleet and equipment are centralized. • The City maintains a fleet fund reserve to ensure timely replacement of fleet assets. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 16 • Charge back rates for fleet services are in place and evaluated at least annually. • The Department uses electronic work orders for all maintenance activities. • The Department is adequately staffed for Capital Construction Project Management. The Central Services Department budget data summary show a very modest overall increase of 0.58% from FY18 revised numbers to FY19 adopted numbers. While there is no indication that workload levels are decreasing, the budget reveals decreasing expenditures in, both, Design & Communications and Fleet Maintenance. The Design & Communication’s budget shows a reduction between FY18 revised and FY19 adopted of just over 4%, while the Fleet Maintenance budget shows a decrease of 4.62% for that same period. Division FY 17 Actual FY 18 Revised FY 19 Adopted Design & Communications $563,930 $614,925 $590,187 Municipal Court $463,992 $560,880 $603,845 City Recorder/Records $464,811 $526,129 $533,494 Fleet Maintenance $222,732 $322,503 $307,589 Property Management $1,736,512 $1,888,409 $1,900,539 Total $3,451,977 $3,912,846 $3,935,654 The following organizational chart shows an overview of the organizational chart of the Central Services Department. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 17 The following sections address changes to technology, organizational structure, and operational practices which the Department should make in order to become more efficient, responsive, and data-driven. 1 Communications The Communications Division provides support for the City’s branding and communications efforts to achieve effective communication with the public. The Division provides internal services support with communications planning, website design and updating, editing, creating annual reports, graphic design, copywriting, printing, video production, and news releases. Examples of final products the division helps create include brochures, posters, human resources recruiting fliers, business cards, letterhead, stationary, and a variety of electronic media design. Central Services Director Design & Communications Communications Manager (1.0) Digital Communications Coordinator (0.75 -Vacant) Web Services Coordinator (1.0) Graphic Designer (2.0) Reprographics Specialist (1.0) City Recorder / Records City Recorder (1.0) Deputy City Recorder (1.0) Records Management Specialist (1.0) Municipal Court Municipal Court Judge (1.0) Court Operations Supervisor (1.0) Court Clerk II (4.0) Fleet & Facilities Operations Mgr (1.0) Property Management Facility Services Supervisor (1.0) Senior Building Maintenance Tech (1.0) Building Maintenance Tech II (3.0) Grounds Maintenance (1.0) Fleet Maintenance Admin Spec II (1.0) Fleet Maintenance Tech (1.0) Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 18 The assessment revealed several very positive strengths of the Communication’s division. These strong points are indicative of a competent, well-led organization which thus far is successful in achieving its goals and standards. Examples include: • The City uses a webmaster to maintain the website with up-to-date information across all departments. • The City’s website is user friendly and easy to navigate. • The City uses centralized communications for several communication functions, including graphic design for written communications. • The City’s communication’s team is available to serve all city departments. • The City’s communication’s team provides numerous services to city departments to assist with the creation of effective written documents (fliers, brochures, posters, etc.). The sections below discuss areas where the department has opportunities to improve its level of service even further. (1) The City Should Utilize Internal and External Customer Surveys to Determine Satisfaction and Effectiveness of Web Content The City utilizes internal and external customer surveys for certain departments; however, the City is not currently utilizing customer surveys to gather data on user satisfaction and effectiveness of web services. As the City already knows, by better understanding what internal and external stakeholders want in relation to website content and design, the City can be in a better position to ensure effective overall external communications while delivering results internal and external customers want to see. With regard to web services, the City might be doing a fantastic job for internal and external customers; however, from the customer’s perspective, there might also be areas in which there could be improvement. An annual survey would be beneficial as an opportunity to learn about customer satisfaction with web-related services (content, design, ensuring what the public wants to see on the website is available and on the site, Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 19 satisfaction with timeliness of providing data to the public in relation to timing of matters that involve public input, etc.). Recommendation 8: The City should utilize internal and external customer surveys to determine satisfaction and effectiveness of web content. (2) The City Should Utilize a Work Order System for all Requests for Web Content Modification Currently, each person wanting changes to web content will email or otherwise contact the Web Services Coordinator, who will make any modifications on the website as appropriate. Web Services Coordination then prioritizes each request and regularly reviews the status of requests to ensure timely delivery of results to internal customers. This process does not involve the use of work orders, but rather a spreadsheet to document and manage workload. With graphic design using a work order ticketing system and several other divisions/ departments in the city using them, the City should implement a work order system for all web services-related work requests. The use of such a system will provide the city with a better opportunity to track projects by priority, ensure timely delivery of requests, and to run reports on workload performance data. Recommendation 9: The City should utilize a work order system for all requests for web content modification. (3) The City Should Develop a Written Communication’s Strategic Plan The City does not currently have a written communication’s strategic plan to guide communications’ integration with programs across multiple departments and to guide all communications efforts (including public education and advocacy) over the next several years. While the City’s Communication’s leadership is knowledgeable and skilled with municipal government communication’s objectives and overall strategies, the following information is worth mentioning as it relates to overall guidance. There are six steps in designing an effective communication’s strategic plan. The diagram below highlights these six steps: Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 20 The first step of assessing the City’s communication’s infrastructure might be one of the most important steps as it allows you to self-assess where you are now and to draw on any lessons learned from past experiences. The assessment begins with understanding what communication’s efforts have worked well for the City in the past and what did not work well. This process also involves determining how many staff are available to commit to communications efforts, what each of those people will specifically do in each communication’s project, and how much budget is available to promote effective communication’s efforts. The next steps in the plan include framing the City’s communication’s strategy by ensuring every project has established communication’s goals, the general audience is defined as well as any specific targets (i.e. a specific TV station reporter who might be able to get the message on the evening news), each message is clearly framed, and the message identifies the “problem, solution, and a call to action”. Even though this is not a specific step in the process, an important effort is to ensure there is a plan to select and train those people who will be spokesperson’s for the City, whether through a centralized department, individual departments, or some combination of the two dependent upon the message being delivered. All efforts to ensure adequate spokesperson training for decentralized communication’s efforts should be managed by the city’s Design & Communication’s division. Assess Communication's Infrastructure Establish Communication Goals Establish your Audience Establish Targets within Each Audience Frame Each Message Defining the Problem, Solution, and Call to Action Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 21 Having these efforts memorialized in writing will provide guidance to city staff and ultimately provide additional focus for the city as it seeks to achieve effective communications with both internal and external stakeholders. Recommendation 10: The City should develop a written communication’s strategic plan. (4) The Graphics Design Division Should Be Involved in Projects from Inception and Should Meet with Stakeholders Before Beginning Work on Design Requests. The City’s graphic design team, excluding the Communication’s Manager, consists of 1.75 FTE staff. At present, the team gets involved in projects when someone submits a workorder; however, by the time the workorder is submitted, it is probable that the project planning process is well underway. In order to better serve their customers, it is beneficial for the graphic design team to become involved with a project as early as possible, often at the inception of the planning process. If there is a probability that design will be involved at some point of a project, then graphic designers should be involved as early as possible. For larger design-work projects, such as annual reports or those that will take design staff more than two full days of work, departments should be encouraged to create a work order at the very beginning of a project’s planning phase, thus allowing the graphic design team the opportunity to sit in on meetings or otherwise become knowledgeable about a project’s goals, target audience, messaging requirements, as early as possible. The sooner the graphic design team is involved, the more likely they are to create a design with limited revisions that meets the needs of their internal customers. At present, customers submit design requests and for larger projects, the graphic design team spends what can be a considerable amount of time on an initial design. While design staff routinely reach out to the staff member who submitted a work order before much effort is put into the design, it is probable that this does not always occur. The project team recognizes that with current staffing levels and current workload, it is not always feasible for design staff to attend meetings prior to a workorder being submitted for design work; however, the earlier design staff are involved in the visioning process for a project, the less likely there will be any differences in vision for what the final product should look like. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 22 For larger projects, the design team member assigned the project should meet with the requester prior to beginning any design work to help ensure everyone is on a similar page with regard to what the final product should look like. By bringing in the graphic design team early in the project’s planning stage and requiring the graphic design team to verbally consult with project stakeholders prior to beginning actual design work, there will be more clarity for design staff and the results are much less likely that any time will be wasted designing something that was not what the customer wanted to see. Recommendation 11: The Graphics Design staff should meet with stakeholders before beginning work on large-project design requests. 2 Municipal Court The Municipal Court handles primarily traffic, parking, and limited ordinance infractions in the City of Tigard. The assessment revealed several positive strengths of the Municipal Court division. These strong points are indicative of a competent, well-led organization which thus far is successful in achieving its goals and standards. Examples include: • The Court is adequately staffed to handle existing and anticipated workload demand (especially considering the proposed traffic camera enforcement program about to begin). • The Court has numerous department operating instructions (DOIs) to provide guidance to staff for various work processes. • The City uses centralized communications including graphic design for written communications. • The majority of citations are electronic and do not require hand entry into the Court’s record keeping system. The sections below discuss areas where the department has opportunities to improve its level of service even further. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 23 (1) The Court Should Adopt a Written Strategic Plan to Guide Future Decision Making for Operations and Employee Performance Expectations The National Center for State Courts (NCSC) recognizes the importance of strategic planning for court operations and they published a Strategic Planning Resource Guide to assist with court strategic planning efforts.1 According to the NCSC, it is a prerequisite to enhancing court performance and administration that a strategic plan be developed and include the following: Court strategic planning is similar to other strategic planning initiatives and yet with often changing technologies utilized within courtroom-related tasks/functions, there is a distinct need to remain flexible within this changing environment. The Municipal Court does not currently have a strategic plan; however, development of one can help guide the Court’s future efforts to best serve citizen and court needs. Additionally, employees will have an even better understanding of performance expectations both, now and in the future, with a well-developed strategic plan. Recommendation 12: The Court should adopt a written strategic plan to guide future decision making for operations and employee performance expectations. 1 NCSC Strategic Planning Resource Guide https://www.ncsc.org/Topics/Court-Management/Strategic-Planning/Resource- Guide.aspx Effective Court Strategic Planning Consider Future Court Circumstances Consider Future Court Responsibilities Consider Future Court Goals Seek Ways to Adapt Management Practices in a Changing Environment Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 24 (2) The Court Should Maintain Staffing Levels so Workload Demands are Within 10% of Annual Productive Hours per Employee. A sampling of the division’s workload is provided in the table below: Court FY17 FY18 Court Caseload 4,927 6,015 Total Violations Processed 3,015 4,141 Traffic Safety Diversions Processed 1,156 1,094 Traffic Safety Diversion Compliance Rate 91.5% 90.3% Annual productive hours are an important calculation for determining available time per employee for handling essential functions of the job. This calculation is determined with both objective and subjective criteria. To calculate annual productive hours, you start with an assumption of 2,080 hours in a work year (this can change depending on the year, but 2,080 hours is a reasonable assumption). Next, we deduct time for allotted holidays, vacation, and sick leave. Finally, time for breaks, meetings, and training is deducted. The resulting number is the total number of hours an employee is anticipated to be at work performing their core job-related functions. The following table shows annual productive hours for Tigard Municipal Court employees: Category Amount (Hrs) Base Full Time Hours 2,080 Holidays (12 days a year) (96) Vacation (15 days a year)2 (120) Sick (12 days a year) (96) Breaks / Meetings / Training3 (391) Subtotal of Hours to Be Excluded (703) Annual Productive Hours 1,377 The majority of workload is the result of citations – traffic, parking, and limited ordinance infractions in the City of Tigard. Arraignments occur weekly and total staff time in the courtroom is approximately 90 minutes. Trials occur every other Thursday for three hours each (assumption of six hours monthly). There are currently about 500 citations processed monthly (this can vary widely, but 500 is a reasonable assumption for this workload metric). The City just received approval to implement a traffic camera enforcement program. In anticipation of a significant increase in citations due to the 2 The City has multiple ranges for employee vacation time. A middle estimate of “15 days” is used for this calculation. 3 The Breaks / Meetings / Training hours assumes 30 minutes daily for phone calls, 30 minutes daily for breaks, 30 minutes daily for meetings, and two (2) days of training per year. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 25 implementation of this automated traffic enforcement program, the Court recently hired two additional staff members to keep up with workload. To process a citation, staff must enter information into the computer (verify e-citation data and hand enter about 5% of total citations, which are hand written), file required paperwork, process driving record data, process no show paperwork if that occurs, issue letters to defendants as required, set up payment plans, process diversion program paperwork, make payments, and close case files. Total processing time likely averages 45 minutes per citation for an efficient operation. Answering phone calls and handling walk in traffic not specifically related to a case take up another eight (8) hours weekly of total staff time. If staff are new or otherwise not completely efficient at each function, this time estimate will increase. Time estimates for workload data are as follows: Workload Total annual hours 24 trial days per year at three (3) hours each 72 Arraignments occurring 52 times annually at 90 minutes each 78 Citation processing from inception to completion 4,500 Phone calls and other public assistance at eight (8) hours weekly 416 Total hours 5,066 A recommendation is that court staff are utilized between 90 and 110% of annual productive hours, which in Tigard results in 1,240 to 1514 hours per employee. Some overtime can be good for employees and can save the city money when compared with deciding to hire additional staff simply to avoid paying overtime. For this reason, up to a 110% staff utilization rate is appropriate. The approximate total workload in hours for five (5) employees handling court-related functions (one supervisor and four clerks), is 1,013.2 hours per employee (based on 5,066 total hours). With 1,377 available hours, the current staff utilization rate is 73.58%. This utilization rate is acceptable due to the pending implementation of an automated traffic camera enforcement program. The City recently hired additional court clerks in anticipation of the implementation of an upcoming traffic camera enforcement program. This is good business practice in that it takes time to get court staff trained in all functions of court operations. Had the city not made these hires, the staff utilization rate for three (3) employees would be 1,688.67, which represents a utilization rate of 122.63%. This rate is higher than the recommended Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 26 utilization range and supports the prior justification for hiring additional court staff considering the anticipated increase in workload from traffic camera citations. The Court Operations Supervisor should determine the staff utilization rate on an annual basis and use the updated data to determine whether staffing levels should be modified for the upcoming fiscal year. Recommendation 13: The court should maintain staffing levels so workload demands are within 10% of annual productive hours per employee. 3 Fleet Operations Fleet services provides oversight of vehicle maintenance and repair of city vehicles and equipment. Staff works to help determine appropriate vehicle and equipment replacement schedules, as well as ensure proper preventative maintenance occurs on vehicles and equipment. The assessment revealed several strengths of the Fleet Operations division. These strengths are indicative of a competent, well-led organization which thus far is successful in achieving its goals and standards. Examples include: • Maintenance, replacement, and management of fleet and equipment are centralized. • A replacement reserve has been established to help ensure timely replacement of fleet assets. • Charge back rates are in place and evaluated annually. • A preventive maintenance schedule has been adopted. • Customers receive prior notification of upcoming preventive maintenance services. • Work orders are electronic and maintained for all maintenance activities. During FY17 and FY18, the Fleet Maintenance division completed an average of 224 preventive maintenance work orders and an average of 836 scheduled maintenance work orders. Through February 2019, the division completed 141 preventive maintenance and 466 scheduled maintenance work orders. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 27 Fleet Maintenance FY17 FY18 FY19 Fleet Preventative Maintenance Work Orders 191 257 141 Fleet Scheduled Maintenance Work Orders 866 805 466 Work orders are delivered electronically and prioritized by department (public safety first, public works second, then other departments). In-house staff complete many repairs in- house and only contract out work that is either too time consuming to perform or preventive maintenance work on vehicles. In-house staff take care of preventive maintenance for all equipment. The total amount outsourced in combined labor and supplies is approximately $75,000 annually. This shows in-house staff are efficient and effective in determining what work should be outsourced versus completing the work in- house. The sections below discuss areas where the department has opportunities to improve its level of service even further. (1) Fleet Maintenance Should Perform Analytics and Random Verification of Fuel Purchases The City of Tigard has its own fuel tanks/pumps. Invoices for fuel purchases are decentralized so they are delivered directly to individual departments. There is an inherent risk related to internal controls and both the detection and deterrence of fuel theft when a centralized department does not regularly perform analytics and random expense verification of fuel purchases. Other local government organizations have experienced incidents of theft of fuel, when an employee will fuel up a personal vehicle and claim that it was a city vehicle. If required to input data about the vehicle being fueled, the employee can input false data in an attempt to mislead anyone who might want to verify the fuel purchase. The City requires employees to enter certain data at the pump when fueling a City vehicle. That data is then routed to individual departments, which in turn keeps records on fuel usage. An example of a fuel verification check is having a staff member sample a certain number of fuel purchases each quarter. The vehicle is located and its current mileage verified. The fuel report for the prior ten (10) fuel purchases are reviewed for each vehicle sampled Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 28 to determine if the actual mileage is consistent with what one would expect to find based on prior mileage entries. The fuel usage data and current mileage are entered into an Excel spreadsheet and a miles per gallon over a period of time is determined. The review includes pulling data for average miles per gallon from the National Highway Traffic Safety Association (NHTSA) for the vehicle year, make, and model being fueled. If the review finds actual miles per gallon are significantly lower than NHTSA estimates, that could be an indication of fuel theft and reason for additional investigation. Random sampling fuel usage verification checks provide a useful tool to both detect theft should it have occurred and to deter any future consideration of committing such an act. The following is a sample report of miles per gallon actual versus NHTSA estimated based on a sampling of a city’s vehicles (after verification of actual mileage). The data in the sample report show mileage per gallon are consistently lower across all sampled vehicles than NHTSA estimates. Since this is consistent across several departments, it is less concerning that there is an incident of theft (unless it is widespread theft) but more indicative of something else (i.e. those city vehicles are weighted down with equipment and/or drivers could have a heavy foot). Since the fleet maintenance division maintains the fuel tanks and pumps, it should be responsible for ensuring appropriate fuel usage. The division’s administrative specialist could run analytics on fuel usage while coordinating with department directors to verify mileage on sampled vehicles. Any discrepancies or areas needing further inquiry would be referred to the appropriate department director for further investigation. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 29 Recommendation 14: Fleet maintenance should perform analytics and random verification of fuel purchases. (2) The City Should Ensure that its Asset Management System is Meeting the Needs of Fleet and Facilities Maintenance Staff. An effective asset management system allows an organization to optimize efficiency and effectiveness by budgeting accurately for the likely cost of maintenance and repairs, staffing appropriately for the projected workload, and using a preventive maintenance program to ensure assets do not deteriorate due to an unacceptable level. Some organizations use as a primary tool for this work, a computerized maintenance management system (CMMS) or dedicated asset management software with an integrated work order system. A CMMS is not always recommended, but what is recommended is any program that has an asset management system that seamlessly integrates with both a work order system and financial reporting software. The City currently uses an asset management and work order system; however, staff indicate a desire for that system to perform additional functions. The City should ensure its asset management program includes an effective work order system which is integrated with the asset inventory. The Department should adopt a formal asset management strategy which involves three components: a Department-wide asset inventory, a lifecycle costing system, and a work order system. 0.00 2.00 4.00 6.00 8.00 10.00 12.00 14.00 16.00 18.00 Electric - 217 Electric - 227 Water - 268 Water - 269 Parks - 516 Animal Control - 744 Animal Control - 748 City Vehicle MPG Actual v. NHTSA Estimates Actual MPG Estimated MPG Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 30 The following table shows common components of an effective asset management/work order integrated system. Essential Function Description/Explanation Asset Management The software should allow the City to upload a complete and classify a completed listing of infrastructure assets that would be maintained by Fleet and Facilities. It should allow each asset to be classified by its category and type and assigned to an “owner” division. Lifecycle Costing The software should allow each asset to be assigned a construction or full replacement cost, as well as an anticipated lifecycle and depreciation schedule. This information is vital for capital budgeting. GIS Integration Most systems available are compatible with ESRI ArcGIS, which means that each stationary infrastructure asset can be assigned a specific location in one of the public works GIS layers. The City’s software should allow this capability so that the geographical location of any asset can be quickly searched, and GIS layers can display information about, and link to, the assets populating them. While most fleet assets will not need this level of service, other areas in the city do need them. Work Order Management The software should be able to manage a work order system which provides the basis for a Department-wide preventive maintenance program, detailed reporting, and staffing allocations. Field Access The software should include access to a mobile application which can be used by staff in the field to look up work orders, identify their geographic location, read prior status updates for them, record labor hours and vehicle/equipment use against work orders, and update work orders’ status or mark them complete. Each crew in the field should be able to access this application on tablets to update the system in real time. Reporting The software should be able to produce detailed reports from the work order system, as well as the program’s asset management module. Examples of reports may include a) the total depreciation of the asset over a selected time period, b) the total maintenance and replacement cost of the asset in any given fiscal year, c) the total labor hours spent on non- routine maintenance of the asset, and d) the total number of work orders related to each asset (to know if there is need to re-do work, or simply there are high maintenance costs associated with the asset). While the City’s systems might perform many or all of these functions, staff using them must be comfortable with the particular system and all that it has available to them so they can best do their job. Recommendation 15: The City should ensure that its asset management system is meeting the needs of fleet and facilities maintenance staff. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 31 4 Property Management The Property Management (Facilities Services) Division is responsible for environmental health, safety, and security of city facilities. These services include providing security, janitorial services, fire safety, maintenance, and repair of city buildings. Additionally, they assist the other city staff with limited physical work (moving filing cabinets, etc.). Staff handle all minor repairs, maintenance, minor remodels, painting, floor repairs, door maintenance, and many preventative maintenance functions. Employees are not licensed to perform specialty work and as such they do not complete HVAC, plumbing, or electrical repairs. However, they are on-site for those issues and handle contracting with outside vendors as necessary. Grounds maintenance is staffed with one employee and this employee is responsible to complete mowing, blowing, weeding, and landscaping for all city administrative buildings (senior center, PW, city hall, and library). There are three (3) authorized FTE positions as building maintenance technician II, one (1) authorized FTE as a senior building maintenance technician, one (1) authorized FTE for grounds maintenance, and one (1) FTE supervisor position. In addition to the responsibilities of maintaining city buildings, the supervisor is also responsible for being the city’s single capital construction project manager. The assessment revealed strengths of the Property Management division. Example of these strengths include: • There is an effective Project Management staffing ratio for capital construction projects. • The division utilizes a work order system to ensure projects are completed in time and efficiently. • Given the size of buildings under management and the challenges associated with aging buildings that are not always co-located, staffing levels are appropriate. One of the strengths mentioned was project management staffing. The project team recognizes that the City of Tigard does not have a “project manager” by title but rather those services are a small portion of the job for another position. Capital projects vary in how much time they require from a project manager to manage a project to completion Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 32 (skill of the project manager, complexity of the project, whether more time needs to be allocated to the planning phase or the construction phase, etc.). In recognition that there is a level of subjectivity to adequate staffing for capital construction project management, the project team developed a model for determining the number of project management staff needed in an upcoming year using a weighted metric which accounts for both the dollar value per manager and the number of projects per manager. The theory behind this is that the more a project costs, the greater its complexity, and thus the more time necessary for a project manager to spend on it. A brand-new project manager might not be assigned more than four (4) or five (5) non- complex projects in a year, while an experienced project manager can handle more complex projects at double that amount. A 2014 study4 examined project management companies and determined whether they were high performing or low performing companies. They determined that high performing companies had their project management staff handling an average of 8.4 projects while low performing companies had their project managers handling an average of 11.3 projects. Based on best industry practices and appropriate studies, the project team uses a weighted metric ratio of 70% cost and 30% number of projects with eight (8) projects valued at a total of $25M under management per project manager as best practice numbers. There are currently 12 projects under management with a total cumulative value of approximately $1M. Using a weighted metric of 70% cost and 30% number of projects, the City has a weighted average of 0.48. The weighted metric of 0.48 represents the estimated workload demand on the employee performing project management functions. In this case, an estimated 0.48% of the Facility Services Supervisor’s time is spent managing projects. This means that while the city is appropriately staffed in this function at present, future workload demands on the Facility Services Supervisor will necessitate the need to hire additional staff. Metric FY19 Dollar Value of Projects $1,000,000 Recommended PM (Based on dollar value) 0.04 Weighted at 70% 4 https://www.pmsolutions.com/reports/State_of_the_PMO_2014_Research_Report_FINAL.pdf Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 33 Metric FY19 Number of Capital Projects 12 Recommended PM (Based on number of projects) 1.5 Weighted at 30% Combined Weighted PM Staffing 0.48 The sections below discuss areas where the department has opportunities to improve its level of service even further. (1) Property Management Should Regularly Assess Amounts Spent on Vendors for Specialty Services to Determine if In-House Staff Should Perform Those Functions The City’s building maintenance staff perform significant maintenance work on all of the city’s buildings; however, none of them hold specialty certifications (HVAC, plumbing, electrical, etc.). This is not unusual for a City the size of Tigard; however, whether city staff should hold specialty certifications should be the result of ongoing analysis on the amount of money the City spends for HVAC, plumbing, electrical, or other specialty-type repairs/maintenance. If the cost of outsourcing specialty maintenance/repair functions exceeds the cost to hire a city employee into a newly created position with appropriate classification/ compensation, and the City believes there will be a continued need for those specialty services, the City should require at least one employee to hold an appropriate certification so those functions can be performed using in-house staff. Recommendation 16: Property Management should regularly assess amounts spent on vendors for specialty services to determine if in-house staff should perform those functions. (2) Property Management Should Implement a Proactive Building Preventive Maintenance Program to Prevent Reactive Maintenance Issues as Much as is Reasonably Possible. While building maintenance staff perform preventive maintenance, there currently does not exist a written formal preventive maintenance program in place. Within the City’s asset management program, there should exist a method to enter data into the system that will automatically schedule work orders for a multitude of preventive maintenance tasks. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 34 In order to build a preventive maintenance plan for building maintenance functions, the City will want to decide which of its building assets will be included in the plan. Next, all information about the asset is gathered (original equipment manufacturer (OEM) recommendations, prior repair history, knowledge from existing maintenance staff about what repairs/maintenance might be needed in the future, etc. Next is to create an initial preventive maintenance plan and enter that data into the city’s asset management/work order system. Once the plan is complete, employees perform the required preventive maintenance services, track results, and adjust the plan in subsequent years as needed. Recommendation 17: Property Management should implement a proactive building preventive maintenance program to prevent reactive maintenance issues as much as is reasonably possible. (3) Fleet & Facilities Should Conduct Spot Inventory Checks to Mitigate the Inherent Risk of Asset Misappropriation. There will always be an inherent risk of asset misappropriation associated with local government operations. This is regardless of who any specific employees are in various positions – the risk itself is inherent and it is real. There are numerous examples from local governments across the country where asset misappropriation has occurred. Even though small tools or smaller pieces of equipment are generally not too expensive, the risk of their misappropriation is greater than for other assets a city might own. There are several ways in which management can mitigate the risk of inventory theft or misuse. These include limiting who has access to where these items are stored, installing cameras showing who enters the room and coverage for the entire inside of the room, requiring employees sign in/out all equipment, and to conduct spot inventory checks of tools and small equipment. According to the Association of Certified Fraud Examiners (ACFE) 2018 Global Report to the Nations, asset misappropriation is by far the most commonly discovered type of occupational fraud, having occurred in 89% of all known frauds analyzed in their latest report. The average cost of an asset misappropriation scheme is $114,000 USD per incident.5 5 2018 ACFE Global Report to the Nations: https://s3-us-west-2.amazonaws.com/acfepublic/2018-report-to-the-nations.pdf Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 35 The following graphic shows additional data from the 2018 AFCE report. While it might be more appropriate for this chart to be associated with a finance department, the important takeaway is that while there are other more costly types of occupational frauds that occur, a significant majority of frauds that occur involve asset misappropriation. The discrepancy with reconciliation of fraud incidents by percent is that several types of fraud schemes overlap categories and thus the total will always be more than 100%. Recommendation 18: Fleet & Facilities should conduct spot inventory checks to mitigate the inherent risk of asset misappropriation. (4) Fleet & Facilities Should Maintain Staffing Levels in the General Range of 1 Employee for every 35,000 – 45,000 Square Feet of Facilities Under Management. As a general best practice, the ratio of facilities to maintenance staff is around 45,000 – 50,000 square feet of buildings to maintain per one (1) maintenance employee. This ratio however, is flexible for several reasons: the number of contracted repairs necessary for technical expertise, the proximity of building locations to one another, and the age/ condition of the buildings being maintained. 89%38%10%$114,000 $250,000 $800,000 ASSET MISAPPROPRIATION CORRUPTION FINANCIAL STATEMENT FRAUD OCCUPATIONAL FRAUD CASES BY TYPE % of Incidents Average Loss per Incident Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 36 As an example, if a city had 20 buildings totaling 300,000 square feet, spread out over 40 square miles and the majority of buildings were very old and in general disrepair, it will take more maintenance staff to adequately take care of those buildings than if there were five buildings with the same 300,000 total square feet all co-located next to one another. The same square footage exists under this scenario; however, the former scenario will require more maintenance personnel. Excluding the supervisor, there are four staff to maintain 12 buildings, with a cumulative 129,184 square feet of building space (including common areas). Additional maintenance occurs at other buildings (Fanno Creek House, Summer Lake Shop, skate park, etc.) This comes to 32,296 per maintenance employee plus those other facilities. This ratio is slightly lower than the ratio normally recommended; however, some of the city’s facilities are older and thus require more time and effort to maintain them. Additionally, facilities are not reasonably co-located which creates the justification for the City’s existing ratio. As a general rule, the City of Tigard should strive to achieve a ratio of one (1) maintenance employee for every 35,000 – 45,000 square feet of buildings under management. Property Management Square Footage of Maintenance City Hall 8,400 Permit Center 11,840 Police Department 12,804 Library 48,001 City Hall Modular 1,980 Niche 3,240 Police Department Annex 2,652 Police Storage 2,820 Senior Center 7,718 Ash/Burnham Street 7,440 Public Works 17,968 Canterbury 4,321 Total (including common areas) 129,184 As the City adds buildings or buildings continue to age, the City should continuously re- evaluate the appropriate number of personnel necessary to adequately maintain city facilities. Recommendation 19: Fleet & Facilities should maintain staffing levels in the general range of one (1) employee for every 35,000 – 45,000 square feet of facilities under management. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 37 (5) Project Managers Should Receive Project Management Certification Construction project management is a combination of multiple important roles in the life of a capital project. From planning, budgeting, and supervising projects from start to finish, project managers are responsible for the entire project. A partial list of responsibilities includes developing a budget, creating work timetables, determining the best overall strategy for construction, coordinating with city leaders and contractors to ensure timetables are met, understanding technical and contractual details to ensure they are met, ensuring a safe construction site, making sure the project is completed on-time and on-budget, and meeting all of the necessary reporting requirements for each project. Effective project management starts before design work on a capital project begins. It starts at the time the project is initially thought about at the department head level, with a project manager being assigned at that early point to ensure there is cohesiveness with not only that project, but in how that one project might affect other projects under consideration. Project manager certification helps ensure projects are managed according to best industry standards and practices. While any project might turn out okay, the project team recognizes the inherent risks of not having a certified project manager on staff and recommends that all project managers receive appropriate certifications. Project manager certification can be obtained from the Project Management Institute (https://www.pmi.org/certifications/types). There are several possible certifications available with a recommended certification being the “Project Management Professional” or “PMP”. Recommendation 20: Project managers should receive project management certification. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 38 4 Community Development The following chapter focuses on the City’s Community Development Department, addressing opportunities for improvement in performance measurement, technology utilization, cost recovery, staffing, and customer service. DEPARTMENT STRENGTHS The Community Development Department in Tigard has a number of strengths which should be noted before delving into the improvement opportunities. These strong points are indicative of a competent, well-led organization which thus far is successful in achieving its goals and standards. Examples include: • All plan review functions are co-located in the same building so that application submittal is a “one-stop shop” for applicants. The filing system is easy to use for employees and records are easy to retrieve. • Customer service is emphasized at the Department. The City’s website includes application forms, information about submittal requirements, citizen access to Accela, fee schedules, and the development code. Building permit application guides are readily available for customers. The counter is open four days per week, and over-the-counter plan checking is offered every day that the Department is open. • The Department has embraced technology. All divisions of the Department are GIS-enabled; GeoCortex is available to all plan review staff, Accela is used to track application reviews and make information available to the public, staff have access to the system via tablets in the field, and the Department is in the process of implementing electronic plan review. • The Building Division has a comprehensive operating plan which covers administrative, plan review, inspections, permitting, and compliance standards. This division also operates as an enterprise fund, and revenues are more than sufficient to offset expenditures. • A clear system is in place for land use applications; they are classified by their type, meetings with the applicant are conducted at the outset, and workload is Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 39 carefully tracked to ensure that staff meet the cycle times required by the State of Oregon. • There is a strong focus on training and maintaining the required certifications for each position, and this is included in annual performance evaluations. The sections below discuss areas where the Department can change its operating practices, assignment of roles, and use of technology in order to improve its level of service further. (1) The Department Should Adopt a Measurement and Reporting Cycle to Quantify Performance. In order to gauge the effectiveness and efficiency of the services provided by the Department to the public, the Community Development Department should institute a regular practice of performance reporting. High-performing organizations define the outcomes of success and track the measures that will inform them of whether or not they are reaching those outcomes. Typically, these measures can be derived from data recorded in the course of providing services, and benchmarks are established to define the goals which the organization aspires to reach. These benchmarks, or performance measures, provide a number of benefits to an organization: • They help the organization align its efforts with its wider strategic goals and its mission, vision, and values. • They allow the organization to identify strengths and weaknesses, and to track its progress toward established goals over time. • They frame discussions of success based on desired outcomes rather than personalities or behaviors of staff. • They cultivate a growth mindset of long-term, continuous improvement and open discussion. The Department has a head start on implementing a performance measurement system. In the City’s budget, a number of quantitative metrics are listed under the Community Development section. These include the total construction valuation per Building Department FTE, the total permit fee value collected, and the total number of hearings Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 40 conducted. While dubbed “performance measures”, these metrics are better suited for gauging workload than assessing the quality of work or level of service provided by staff. The Department also has cycle time objectives established for some functions (the Building Division aims for a maximum of 2-3 weeks for conducting initial plan checks and the Planning Division has a memo of internally established cycle time objectives), but no systematic approach of reporting and review is followed in order to attain the four benefits listed above. To address this, the Department should establish service level metrics that will be used as performance measures and begin tracking and reporting on them quarterly or annually. The following key steps should be taken: 1. Determine the level of service that the Department is committed to providing in building, planning, and inspections. 2. Select metrics that specifically measure the Department’s success in meeting established levels of service. 3. Establish target benchmarks against which the Department’s performance can be measured. These will serve to inform decision-makers of whether performance levels are acceptable or not. With these steps in place, the Department should begin tracking the selected measures. Because Accela is already used to process applications, the reporting functions of this tool should be used to their fullest extent. Performance measures should focus on Department work outcomes, particularly those that are within the control of staff. A list of recommended performance measures for each function within the Community Development Department can be found in a dedicated chapter of this report. Gathering the data necessary to report on the selected metrics will require that the Department is able to produce Accela reports. The software has a built-in reporting tool and the ability to produce a variety of workload and performance reports, but staff have not yet been trained to generate them from the system. The Department should be able to independently produce the reports used for routine quarterly performance measurement. This training may be obtained from a consultant or from an Accela trainer, and the City’s IT Department should provide as much support as they are able. Obtaining this training for the appropriate staff should be among the highest priorities for the Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 41 Department; a permitting system is losing half its usefulness when staff cannot access reports from it. Each quarter, the Department’s performance against the selected metrics should be reviewed by management, and a determination made whether the level of service provided meets the established targets. Areas of high performance should be recognized and celebrated. Areas of poor performance should be identified, and a discussion held among management (and staff, as necessary) to establish a plan for improvement. Recommendation 21: The Department should ensure that in-house staff have the ability to produce workload and performance reports from Accela. Recommendation 22: The Department should generate routine reports on workload and level of service performance measures in order to gauge effectiveness in meeting established benchmarks. (2) The Department Can Benefit from an Electronic Customer Satisfaction Survey. As outlined earlier this this chapter, the Department does a number of things to promote a high level of customer service. Because customer service is a focus of the Department, the Department should implement a means of evaluating their performance in this area through the eyes of their customers. Customer feedback is a valuable tool for performance measurement and organizational self-evaluation. The Department has a comment box currently which allows customers to provide opinions. This can be improved upon by using an electronic survey which is sent to each customer by email address following the conclusion of their application. • By reaching out to customers rather than requiring them to take initiative to submit an opinion, the Department can reduce some of the selection bias inherent in a self-initiated survey of the type currently being used. • Electronic surveys can be tracked to make sure only one response is submitted per email address. • The results of a digital survey are easier to compile and analyze than hand-written survey responses. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 42 The survey should ask customers to rate their level of satisfaction with elements such as how well the process was explained to them by staff, how well they were kept informed of the status of their application, the timeliness of review, and the courtesy of employees. Instituting a routine invitation to take a customer survey at the conclusion of each application will provide the Department with a rich source of data directly from their customers and valuable insights into their perceived strengths and weaknesses. It can be used as the basis for one or more performance measures, as outlined in a dedicated section of this report. Recommendation 23: The Department should distribute an electronic customer satisfaction survey to all customers at the conclusion of their application and compile responses as a performance measurement tool. (3) The Department Should Offer Expedited Plan Review. Many cities, in addition to the normal plan review timeframes established for permit applications, offer an expedited plan review option. This allows applicants, for a fee, to receive an accelerated turnaround time on their application. The Department does not currently offer expedited plan review, but should do so, when allowed by state law, as a way to enhance the level of service offered to customers and maintain an economic development advantage. The following points should be considered in implementing this: • Expedited plan reviews should not involve prioritizing one application over another or “jumping the line”. Rather, additional staffing resources should be contracted to accommodate the additional workload imposed by shorter cycle times while ensuring that other, non-expedited applications can still be completed on time. The Department already uses contracted plan reviewers for some applications, and thus is well-positioned to expand their use to expedited reviews. • Contracted plan reviews, in this context, should not be used as a means of handling periods of peak permit activity, but as a way to provide an exceptional level of service to applicants. • The additional fee charged for expedited review should be sufficient to recover the cost of the contracted plan reviewers’ time. Expedited reviews should be cost- neutral to the Department. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 43 • The Department should begin offering expedited reviews incrementally, beginning with just a few common application types which can be consistently handled by contracted staff. Accelerated plan review should be offered for more application types once the process is running smoothly. Providing customers with the option to expedite their permit application’s review is an enhancement of service and will allow portions of the Department’s workflow to move more quickly toward approval. It may also be used by the Department to expedite projects which are important to the City from an economic development standpoint. The Department should establish the parameters of this service and the circumstances under which it is offered over the coming year. Recommendation 24: The Department should implement expedited permit application reviews as a fee-based option for customers. (4) The Department Should Address Staffing and Financial Data Issues Related to Accela. In many respects, the Department utilizes technology well. Several software systems are in use to help staff manage their core functions. • The Department has a dedicated permitting software, Accela, which is used to create and update records of building and land use permit applications, record the work done by staff, coordinate plans examination, and receive and review certain types of applications (those not requiring plan submittal) electronically. • The Department uses auxiliary tools such as Selectron, Laserfiche, and the City’s GeoCortex GIS system to schedule inspections, digitally archive documents, and determine the location and appropriate land use requirements for applications. In addition, the Department is in the process of implementing an electronic permitting and plan review system which will allow for the digital submittal and routing of plans, significantly improving the Department’s workflow and eco-friendliness. For these strengths, the Department also has two primary technology issues which limit the use of one of its core systems. The Accela permitting system is not integrated with the City’s financial management information system, Springbrook. This creates a number of issues, because financial Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 44 processes are integral to community development work. Ideally, actions with financial consequences (such as receiving a payment) would be automatically reflected in Springbrook, but this is not the case. As a result, all financial transactions must be entered in both systems. For example: • The Building Services Supervisor must generate periodic reports on all payments received and balance the cash drawer accordingly, then provide the report to the Finance Department for entry into Springbrook. • The refund process requires a monthly report to be provided to the Finance Department, which writes refund checks for Community Development to distribute to the correct recipient and enter the amounts into Accela accordingly. This work is mostly done on weekends and overtime. The duplication of effort that results from the lack of integration between these two systems costs the Department employees’ time and increases the likelihood of making an error. To address this, there are two key steps that the Department should take: 1. While most staff in the Department use Accela in the course of their daily activities, the Building Services Supervisor functions as the system administrator. In addition to supervising the front desk permitting technicians, this position oversees user setup and security, serves as the liaison with the vendor, manages the implementation of system updates, and handles the additional accounting functions necessitated by the lack of integration with Springbrook as described. Nobody else plays this integral role, and there is no backup for this position. The City should require each department and division which uses Accela for case management to designate one employee as an Accela power user. This employee should receive training and support the Building Services Supervisor with the duties of managing the software, running reports, and assisting other users with the system in order to ensure sufficient backup and prevent burnout. 2. The City’s intent is to replace Springbrook with another FMIS within the coming two to three years. When this occurs, the Department should petition the Finance Department to ensure that the selected system is compatible with Accela and can be integrated to eliminate the need for duplicate data entry. Providing the Building Services Supervisor with a knowledgeable Accela management backup position will lighten that position’s workload, help to prevent burnout, and ensure that system knowledge remains within the organization. Planning ahead to eliminate the Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 45 need for workarounds entirely when Springbrook is replaced will position the Department to become more accurate and streamlined as the technology used for community development and financial management evolves over the coming years. Recommendation 25: The Department should designate a second position as an Accela power user and require that the management responsibilities of that system be shared. Recommendation 26: The Department should ensure that the system which replaces Springbrook can be integrated with Accela to eliminate the need for duplicate entries. (5) The Department Should Monitor Inspectors’ Workload and Aim to Limit Inspection Stops to Fifteen Per Day. To ensure that inspections staffing is commensurate with the workload required and that the Department can continue to provide a timely level of service, the number of stops made by building inspectors each day should be monitored. Typically, inspectors’ workload should require no more than 12-15 stops per day. Multiple inspections may be completed at each stop, but the number of individual addresses inspected should not exceed this level in order to ensure work quality and prevent burnout. In Tigard, most inspectors average 10-15 address stops per day, but staff commonly exceed 15 stops per day. The busiest inspector averages 16 per day, and 23% of all days have more than 15 stops. The following chart shows how many inspection days over the course of a year days entailed a reasonable number of stops and how many exceeded the recommended limit. An inspection day is defined as a count of the unique addresses visited by a single inspector on a given date. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 46 As the graph shows, most days involve 15 or fewer stops, and the number of inspection days trails off for heavier workloads of more than that. The most common number of inspection stops per day is 14. However, inspectors made 16 or more stops in 2018 on 282 occasions, and 95 of those occasions involved 20 or more stops for a single inspector. While these figures may suggest that staffing should be adjusted upward to meet workload demand, it is important to consider the following points: • Many of the building inspections performed by inspectors are for subdivision homes, where the elements to be inspected are fairly uniform and the addresses are very close to each other (walking distance, in many cases). • Despite apparent heavy workload, the Department’s inspectors successfully conducted 99.5% of inspections within 48 hours of receiving the request. With these points in mind, the Department should monitor inspector staffing levels and make future adjustments if the level of service suffers (inspection response time is a recommended performance measure) or staff overtime levels become burdensome. Recommendation 27: The Department should monitor inspector staffing levels to ensure that they remain appropriate for the required workload. 0 20 40 60 80 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25+Count of Inspection DaysNumber of Address Stops Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 47 (6) The City’s Standard Conditions of Approval for Land Use Permits Should be Maintained in an Online Library. The conditions of approval used by a city are crucial components for issuing land use permits, and planning staff must be familiar with the standard conditions used in their jurisdiction. It is important that the standard conditions of any city remain consistent from application to application, in order to ensure a uniform quality of plan review and development. The best way to promote consistent and standardized conditions of approval for land use applications is to maintain an online library or database which can be updated when necessary and used as a common point of reference for staff. Currently, the City of Tigard does not have its standard conditions in a digital library; instead they are included as part of a template which staff use to develop written opinion/decision documents. While useful in the context of developing these documents, the City’s standard conditions should be maintained in an online library. Using a shared digital format for standard conditions of approval allows them to be updated as necessary, and all planning staff can be assured that they have instant access to the most recently updated version of the document. It also allows them to be shared with the public through the City’s website. In this format, the standard conditions become a living document, useful to staff and stakeholders. Recommendation 28: The Department should maintain an online library of standard conditions of approval for land use permits, which is shared with staff and the public. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 48 5 Finance and Information Services The following chapter focuses on the City’s Finance and Information Services Department, addressing opportunities for improvement in the Information Services, Finance Administration, Finance Operations, and Contracts and Purchasing Divisions. Utility Billing is a part of the Department; however, it was not reviewed or assessed as part of this report. The following table shows a summary of the Department’s operating budget for FY17 actual, FY18 revised, and FY19 adopted. Division FY 17 Actual FY 18 Revised FY 19 Adopted Finance Administration $398,079 $561,441 $488,493 Financial Operations $603,711 $757,014 $772,116 Utility Billing 1,094,993 1,258,484 1,205,191 Information Technology $2,505,621 $2,173,801 $2,286,373 Contracts and Purchasing $213,707 $221,778 $229,751 Total $4,816,111 $4,972,518 $4,981,924 The overall budget for the Department remained relatively flat from FY18 revised to FY19 adopted, with total expenses of $4,972,518 in FY18 and increasing only 0.19% to FY19 at $4,981,924. During that same time the budget for Finance Administration dropped by 13%. DEPARTMENT STRENGTHS While this chapter focuses on potential improvements that the Department can make, the following points should be noted as particular strengths of the Department in the functions reviewed as part of this study. The City’s finance department is staffed at a level that otherwise might be found in a smaller sized city. With limited available staffing resources, Finance staff are doing an excellent job. There are many more positive attributes to the Finance and Information Services Department, but some of the noteworthy strengths include: • The City utilizes a GIS steering committee to assist with entity-wide implementation of GIS-related services and technology. • City employees receive ongoing training in online security procedures. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 49 • The City has a multi-year Capital Improvement Plan (CIP) that includes enough comprehensive data so that elected officials can make informed decisions. • The City uses a P-card/credit card program that provides financial incentives to the city and there is a policy in place for the cards’ use. • Written policies and procedures are in place for critical financial processes and finance staff are cross trained to perform critical processes. • The City uses long-term financial forecasting models including annual contingency funding. • The City has been able to maintain at least a 16.67% General Fund reserve. • The City has a centralized contract monitoring system in place to allow for better oversight of City contracts to help ensure compliance with legal requirements. The following sections address changes to technology, organizational structure, and operational practices which the Department should make in order to become more efficient, responsive, and data driven. 1 Finance Administration Finance Administration is responsible for preparing/coordinating the City’s annual budget process, long range financial planning, financial analysis, completing an annual 6-year Capital Improvement Plan (CIP), issuance of business licenses, managing the city’s investments, management of the issuance of debt, and development of financial policies. This study did not involve a thorough assessment of internal controls; however, an initial review revealed that if finance staffing levels were increased, more could be done to strengthen controls. Staffing levels in the Department have remained static for the past nine (9) years, with the same number of FTEs authorized since 2010. With existing workload statistics and a need to ensure strong, modern internal controls, there is an inherent risk for the potential of fraud, waste, or abuse. The City should not drop staffing levels in finance and if they were increased, residual risk related to internal controls could be improved. The ability to implement additional internal Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 50 controls, as mentioned later in this chapter, and the ability to provide timely reviews of financial documents, are affected by an organization’s finance staffing levels. Analysis of the Finance Administration Division operations revealed several strengths. These include, but are not limited to: • The division publishes a budget calendar with clear deadlines and this calendar is communicated with employees responsible for completing budget documents. • The City’s capital improvement plan (CIP) includes six-years’ worth of projects and within the plan for each project there is a project name, project description, project location, funding source, and budgeted amounts for each year of the project. • The Finance Department has adequate policies in place that provide staff with guidance on City financial operations. • The City employs long-term financial forecasting (10-years) and this data includes estimates for various reserves (emergency, cash, and service level), revenues, and expenditures. This data is provided in numeric format with appropriate visual displays, including trendlines. The City averages 4.2% contingency funding across general fund departments. As mentioned previously, City Finance staff are doing a great job with their limited staffing resources. Any discussions in this report related to internal controls are for the purposes of “risk” only and they do not in any way imply or suggest any actual wrongdoing. Increasing staffing levels in finance can help reduce inherent internal control risks (those found in any local government organization of similar size and with similar finance staffing levels). The sections below discuss areas where the finance administration division has opportunities to improve its level of service even further. (1) The Finance Department Can Benefit from the Ability to Perform Regular Financial Analytics to Ensure Compliance with Policies and for Internal Control Purposes With adequate time to perform analyses, there are several financial calculations that can be performed with basic spreadsheets to detect financial policy violations or potential issues related to expenditures. The use of data analytics to detect fraud can be an Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 51 effective measure to protect an organization. The use of horizontal analysis, vertical analysis, Benford’s analysis, and duplicate testing are all viable means to detect possible inappropriate items within the thousands of financial data fields seen in most municipal government operations. With adequate time, finance staff could proactively and regularly run analytics to look for missing data fields in vendor files, missing data fields in accounting entry fields, verify even dollar amounts, check for duplicate voucher payments, and even perform data set matching analysis with vendor to vendor files or vendor to employee files. At least quarterly and if time permits, staff could run a Benford’s analysis on entire data sets to uncover predictable patterns often associated with fraudulent invoices. The ability to perform these functions is often limited only by staffing levels and time to perform them. The project team noted that the City of Tigard’s finance staff do an excellent job in their efforts; however, they are limited in their ability to do more proactive work by existing workload and current staffing levels. Type of Analysis Method Benefits Horizontal This method compares financial statement items ratios or line items over any of a number of accounting periods. Can detect items with a significant percentage change between periods that could warrant additional investigation. Vertical This method compares relationships between financial components of the same time period. Items are expressed as percentages of a whole and compared between periods. Can detect increases in spending that warrant further investigation that might not otherwise be visible to the naked eye. Benford’s This method compares large data sets by assigning expected values to each number (0-9) in an invoice amount and comparing the expected number to the actual number found in the data set. Can detect fraudulent invoices when someone makes up billing numbers. Duplicate This method searches for duplicate payments of invoices. Can detect if a payment to a vendor was made more than once for the same service. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 52 Recommendation 29: With appropriate staffing, the Finance Department should perform regular data analysis on its data to help detect any financial irregularity or non-compliance with financial policies. (2) The City Should Ensure Adequate Employee Cross Training for all Finance and Information Services Critical Functions Conflicting information came from employee interviews as to how often they were required to perform cross-trained work for other employee critical functions. It was clear to the project team that financial management staff value the importance of cross training employees to perform critical functions of other staff members; however, limited finance staffing levels make it challenging to ensure there are adequate back up staff to perform the essential functions of other positions. Adequate staffing levels and cross training are important since if the only person who regularly does payroll is out and the one person who infrequently performs as that person’s back up is also unavailable, the vital function of paying employees on-time could be disrupted. Even if the backup is available, it is important that this person perform the backup task with some degree of regularity to ensure they can properly complete the tasks. They almost certainly will not perform the tasks as efficiently as the person who regularly does it, but with required training and having to complete the work at least twice annually, they should be able to handle the function when called upon. Multiple positions within finance divisions have critical functions that must be performed. When employees are trained in how to perform work for other areas not specifically within their normal realm of responsibilities, it allows employees a better opportunity to collaborate together when issues arise. Employees can feel better motivated if they believe they are contributing to the overall good of the organization and when they know that their work is valued (they are the back up for a critical function in another area), positive benefits for employee morale can occur. The overall benefits of cross training revolve around it being a good return on investment for the organization. This includes increased employee efficiency when someone is out of the office (rather than grinding to a halt, things continue on – even if not as thoroughly as with the person who normally performs the work). Additionally, the organization has a greater ability to build important succession planning skills into several employees. One of the important factors with cross training, especially with finance-related functions, is the person who acts as someone’s backup should be required to perform the function Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 53 at least twice annually. By requiring a backup employee to handle payroll, or pay invoices, it allows that employee to learn the process by actually doing it on a somewhat regular basis (with the person who regularly handles the function nearby to answer questions). There is a greater chance the job will be done correctly by the backup employee when the person who regularly handles it is out and unavailable, if the backup employee performs the function with some degree of regularity (at least twice annually) with the trainer nearby. Additionally, if each critical task someone does, has two different backup employees who can perform them, that is even better. Recommendation 30: Provide cross training so that critical functions for each finance position have at least two people who can complete them and require the employee performing the critical task as a backup to complete the function at least twice annually. 2 Finance Operations Finance Operations is responsible for all day-to-day financial and budgetary requirements for the city. This includes preparation of monthly financial reports, pension fund assets, debt management, recording of cash receipts, accounts payable and accounts receivable functions, capital assets, inventory recording and reporting, project cost tracking, preparing the City’s Comprehensive Annual Financial Report (CAFR), grant accounting, payroll services, maintaining the General Ledger, and monitoring all city funds. This division also oversees the annual external financial statement audit. Some of the many strengths observed in the Finance Operations division include: • Finance staff receive annual training and professional development. • Monthly budget-to-actual reports are prepared and sent to Departments. • All disbursements are supported by adequate documentation. • Invoices are reviewed and approved prior to payment. • Accounts payable are processed in sufficient time to take advantage of discounts and to not pay penalties. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 54 • Changes to payroll require written authorization and can only be completed by limited personnel. • Deposits are made daily and bank reconciliations occur monthly. • The City accepts online payments for services. The sections below discuss areas where the finance operations division has opportunities to improve its level of service even further. (1) Completing an annual fraud risk assessment As mentioned previously, there is no indication of any actual incident occurring or having occurred in the City. This recommendation addresses a best practice from the National Association of Certified Fraud Examiners. An annual fraud risk assessment is not associated with any particular known fraudulent scheme but rather a means for the city to use its own senior staff to assess its occupational fraud risks, to discuss ways in which misconduct can occur, to determine the likelihood it could occur based on existing controls, to determine how significant it could be to the organization, if something happens (in terms of both financial and reputational harm), and to identify areas in which additional controls might be appropriate (or conversely, existing controls are no longer necessary). At the completion of the assessment, staff are left with more knowledge on how they can better protect organizational assets and what can be done to improve preventive or detective controls. Areas of high probability or high significance should be addressed by the city’s senior management team to determine if any additional controls can further mitigate risk of occurrence or increase the likelihood of detection. It’s important to communicate with the assessment team that these risks are generalities and not specific to any particular employee. They are known areas of risk that have occurred elsewhere, and the City is simply trying to mitigate their own inherent risks that something could occur locally. Fraud risk assessments should be conducted with as many senior staff as possible in the room at the same time. With someone facilitating the discussion, senior staff members are updated on known incidents in other municipalities with information on how those incidents occurred. Senior staff members then discuss risks specific to the City of Tigard. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 55 The facilitator then ranks each general risk from 1-5 (probability of occurring with 5 being most likely, and significance if it occurs with 5 being very significant). Significance should include both financial loss and the risk to reputational harm. Those two numbers are multiplied together to get the fraud risk rating for that particular risk. The higher the number, the greater the risk to the City and the more attention that should be paid to mitigate that risk. Recommendation 31: Complete an annual fraud risk assessment. (2) The City Should Regularly Conduct Management Audits of Purchases for Internal Control Purposes There are numerous other municipal organizations that have experienced purchasing schemes. By conducting random and unannounced verification checks of purchases, it serves to not only detect something that might be amiss, but even more so it provides for an excellent deterrent against misconduct. The City currently checks anything that appears suspicious and there are regular quarterly audits of purchasing cards; however, management audits of purchases offer even more protection. To perform this function, finance staff would sample a certain number of invoices each quarter (ideally each month) and then track down the item to ensure that it is used, or was used, for official city business. Once the item is confirmed, finance staff call the vendor’s accounts receivable department to verify the amount on the invoice the city has is the same amount the vendor shows. The latter is verified because one particular fraud scheme involves ordering supplies, receiving them, having the finance office pay the entire invoice, and then shipping back a portion (or all) of the goods while having the refund check sent to another location (so the involved employee can intercept it). Unless someone calls a vendor to verify there weren’t any returns and verifies the correct “final” amount to be paid, this type of scheme can occur. If there are any discrepancies between the amount the City actually paid and the amount the vendor says should be owed, then an investigation is warranted. Performing regular management audits of purchases not only assists with identifying any irregularities, but more importantly it serves as an excellent deterrent for asset misappropriation. Existing staffing levels will make it difficult to implement this recommendation. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 56 Recommendation 32: Management should conduct regular audits of purchases to detect and deter asset misappropriation. (3) Payroll Services The City of Tigard pays employees every two weeks, or 26 times annually. As discussed in a prior recommendation, there should be more than one backup employee trained to handle this critical function. Two issues identified during the project team’s review of payroll services were a lack of verification of payroll changes in the system and nobody assigned to verify wage garnishment data prior to payroll being issued. Wage garnishments are entered by a single person without subsequent verification. The only way to know whether something was entered incorrectly is if the person whose pay was garnished, knows the exact amount that was supposed to be withheld and confirms that it was correctly entered. Because of the importance of handling garnishments correctly, there should be a second employee to verify all wage garnishment entries into the payroll system. The employee who currently performs payroll backup is recommended. Payroll fraud has been identified in many other local governments. If the person entering payroll ever wanted to change a pay rate, they can create a fraudulent payroll authorization form (PAF), make the change, and then if the annual auditor (or anyone else) checked, they would see the “approved” PAF and think everything is legitimate. The current practice for adjustments to the payroll system includes a supervisor approving a salary adjustment, human resources approving the change, and then the city manager has the final approval. Once fully approved, the paperwork is delivered to payroll who makes the changes. There is nobody to confirm the amount authorized in the change was entered correctly by the payroll employee. Without a verification process, there is risk that there could be fraudulent entries or honest mistakes made. If the City’s payroll system allows for automatic notification to others anytime a change is made, the project team recommends the Accounting Supervisor be automatically notified anytime a change is made to someone’s payroll data (salary, withholdings, benefits changes, etc.). An additional reason for this recommendation is that the person entering payroll can change rates back and forth throughout the year if they believe nobody will check and if an audit happens, hopefully the check with the fraudulent amounts isn’t Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 57 audited. Automatic notifications allow the Accounting Supervisor to question anything unexpected. It is important to reiterate that all discussions related to internal control risk are inherent risks to local government operations and in no way are indicative of anything related to any particular employee. Recommendation 33: Determine if automatic notification of payroll changes is possible within the City’s payroll/financial software system. Recommendation 34: The City should assign a second employee to provide verification checks of garnishment data entered into the payroll system. (4) Capital Asset Management Software Should Fully Integrate with the City’s Financial Software System Finance employees track capital projects, capital project funds, and fixed assets. According to interviews, the system(s) currently used might not integrate well and thus there could be challenges with finance staff’s ability to do their work as effectively as possible. The inventory for capital assets is through Springbrook and MaintStar is not regularly reconciled with Springbrook. Many cities use software programs that allow them to maintain records of all infrastructure components, integrate this inventory with their GIS systems, create preventive maintenance calendars, assign work orders to assets and update/track their status, and generate reports, all while integrating with the City’s financial software in a seamless manner. Tigard’s financial software should seamlessly integrate with its asset management software. The table below identifies essential functions that are important in an integrated fixed asset/asset management/financial system: Essential Function Description/Explanation Asset Management The software should allow the City to upload a completed listing of infrastructure assets and integrate with fixed asset financial software. Lifecycle Costing The software should allow each asset to be assigned a construction or full replacement cost, as well as an anticipated lifecycle and depreciation schedule. This information is vital for capital budgeting. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 58 Essential Function Description/Explanation GIS Integration Most systems available are compatible with Esri ArcGIS, which means that each stationary infrastructure asset can be assigned a specific location in one of the public works GIS layers. The City’s software should allow this capability so that the geographical location of any asset can be quickly searched, and GIS layers can display information about, and link to, the assets populating them. Work Order Management The software should be able to manage a work order system which provides the basis for a Department-wide preventive maintenance program, detailed reporting, and staffing allocations. This information should integrate with financial software. Reporting The software should be able to produce detailed reports from the work order system, as well as the program’s asset management and financial software modules. Examples of reports may include a) the total depreciation of sidewalks over a selected time period, b) the total maintenance and replacement cost of signs in FY 2017, or c) the total labor hours spent on non-routine maintenance of vehicles over the past 18 months. Recommendation 35: The City should ensure that its asset management system fully integrates with its financial software system and has the capabilities necessary to foster an efficient, transparent, and data-centric approach to fixed asset management. 3 Contracts & Purchasing Contracts & Purchasing is responsible for processing purchase orders; creating, processing, and compliance with bids and requests for proposals (RFP), informal requests for proposals (IRFP), invitation to bid (ITB), requests for qualifications (RFQ); and for writing the associated bid or RFP contracts. There are currently one and a half (1.5) FTEs in purchasing with one employee also performing back up functions for utility billing, payroll, business licensing, and cash receipting. There is a vacant position for this workgroup and if filled, it will bring staffing levels up to a more effective 2.5 FTEs. Some of the strengths observed by the project team within the Contracts and Purchasing division include: • Purchasing thresholds and policies have been established. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 59 • The City uses electronic purchase requisitions and purchase orders to streamline the procurement process and to help mitigate risk of noncompliance to purchasing policies. • The City uses a P-card/credit card program with a rebate or other financial incentive. The section below identifies an area where the contracts and purchasing division has opportunities to improve its level of service even further. (1) The City Should Proactively Research and Seek Buying Discounts in Addition to State Bid Discounts The following table shows workload statistics for FY18 for the number of purchase orders processed, the dollar value of those purchase orders, and the number of requests for proposals, requests for qualifications, invitations to bid, or informal requests for proposals: Contracts & Purchasing FY18 # of Purchase Orders Processed 144 Dollar Value of Purchase Orders $7,690,725 # RFP/IRFP/ITB/RFQ’s issued 37 Additional responsibilities of this function include issuing purchase cards to city employees, processing requisitions, writing and monitoring certain city contracts, auditing travel expenses quarterly, and auditing purchase cards quarterly. This position also serves as the backup for utility billing, business licensing, cash receipts, and payroll. With only limited employees to handle contracts and purchasing workload, there may be inadequate time to regularly and proactively seek out buying discounts that might be available for upcoming city purchases. The City is able to take advantage of state discounts already pre-negotiated; however, if workload and time permit, more proactive efforts toward seeking other buying discounts could prove beneficial. Recommendation 36: With available time, the City should proactively research and seek buying discounts in addition to State bid discounts. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 60 4 Information Services Information Technology is responsible for all central computer operations for city departments, helpdesk functions of PC management, planning and developing new systems, troubleshooting, installation, and maintenance of the city’s network infrastructure – including switches, cables, and servers, supporting system design and programming services, maintaining the city’s phone and voicemail systems, managing the City’s GIS system including data integration from various city departments for use by employees and the public, and supplying necessary employee training for software applications. Throughout the analysis of the Information Services Division, the project team noted numerous strengths. Some of those strengths include: • Information Services not only completes an annual customer survey to identify service levels and technology satisfaction, they complete these surveys daily. • Information Services enforces password security including periodic changes to employee passwords with character restrictions. • Information Services expenditures as a percentage of the city budget are between 2% and 3% (2.78%). • Information Services uses helpdesk tracking software to ensure timely responses to needs and to identify areas in which overall improvements can be made. The sections below discuss areas where the information services division has opportunities to improve its level of service even further. (1) The City Should Install and Operate Adequate Software to Monitor IT Logs and Detect any Attempt at System Intrusion There have been many recent incidents of someone attempting to hijack a municipal organization’s server system and then demand a “ransom” in order to release the system controls back to the local government. One of many recent examples is a Florida City that was forced to pay almost a half a million dollars because someone gained complete Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 61 control over their server system. Lake City, Florida recently paid $460,000 as a ransom to regain control over their computer systems6. The City of Tigard does not currently have in place a system to monitor and identify any attempts of unauthorized server access – a system that would automatically notify the City’s Information Technology personnel if an attempt were made. Without such security systems in place, the City is at increased risk of losing access to its computer systems. Recommendation 37: The City should install and operate adequate software to monitor IT logs and detect any attempt at system intrusion. (2) GIS Operations Analysis The City of Tigard clearly places a high value on GIS services as several staff perform GIS-related functions and a GIS Steering Committee in place. GIS employees are responsible for managing the GIS program, GIS data analysis for mapping requests, GIS system maintenance, programming GIS software applications, managing GIS system automation, GIS data maintenance, data editing and data configuration, processing all GIS mapping requests, and ensuring proper application of the city’s entire GIS architecture. A city’s ability to utilize GIS-related services in each of its departments is dependent on both GIS staffing levels and the desire of individual department directors to explore the potential of what GIS can offer them. Departments that implement GIS services often find they have a better ability to use spatial analysis of their existing data to improve their decision-making abilities. At present, the City of Tigard GIS staff track their work within a workorder system. The GIS staff currently maintain approximately 200 different GIS data layers for multiple departments and GIS staff proactively show departments ways in which GIS can help them make better decisions once a year or once every two years. More staff time dedicated to proactively working with different departments on implementing new GIS-related projects could help those other departments better understand the value GIS mapping can offer. A proactive and positive way to introduce 6 https://www.nytimes.com/2019/06/27/us/lake-city-florida-ransom-cyberattack.html Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 62 new GIS technology abilities is for GIS staff to meet with department managers at least semi-annually in an effort to design at least one GIS program for that department. While several departments (public works included) utilize extensive GIS services, not all departments utilize GIS services as thoroughly. GIS staff allocating at least 10% of their annual available time to making presentations and working on new projects for departments that do not extensively use GIS services, should prove beneficial. The City’s GIS Steering Committee should be responsible for monitoring progress toward achieving this recommendation. Recommendation 38: The City should ensure GIS staff spend at least 10% of their time working to proactively introduce GIS technology into every department in the City. (3) The City Should Create an Information Technology Steering Committee The City currently has a GIS steering committee in place to help guide GIS services, goals, and objectives for the City; however, no such steering committee exists for information technology services. A best management practice seen in many cities is when they have an information technology steering committee in place. This committee is tasked with assisting with IT strategic planning efforts, providing input on major IT projects, and assisting with recommending the allocation of IT resources. The Finance and Information Services Director still maintains full control and authority over IT personnel and activities; however, the steering committee allows senior staff from multiple departments to provide valuable input into the direction of the city’s IT resources. Recommendation 39: The City should create an information technology committee that meets at least quarterly. (4) The City Should Implement Necessary Policies and Procedures to Ensure its Internal Phishing Campaign has a Clickthrough Rate of no more than 5%. Discussed in a prior recommendation was the need to increase IT security. As part of that overall effort, reducing the City’s internal phishing campaign clickthrough rate to no more than 5% is important. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 63 The City uses an internal phishing campaign, which is excellent; however, statistics on the clickthrough rate shows it to be at 50%. Scammers will often introduce computer viruses or other threats to a city’s IT systems through links created in emails or attachments to emails. An employee who clicks a link in an email or opens an attachment might inadvertently introduce a virus into the city’s computer system – which could cause incredible financial, operational, and reputational harm to the city. With a city-sponsored phishing campaign, the city proactively sends emails to employees to record whether that employee clicks on a link or opens an attachment. One example is the City sending an email that says something like “Congratulations, you won a free pizza. Click here for your free coupon”. The email shows up in the format of a coupon and in the name and color scheme of a known pizza company. Regardless of the type of email sent, the City’s tracking of how many people “click” (the clickthrough rate) on a link or open an attachment compared with the total number of people who could possibly click shows a 50% clickthrough rate. Best management practices strive for no greater than a 5% clickthrough rate. Cybersecurity awareness in general is vitally important for the City. At present, there is no policy restricting when someone can click a link they receive via email. With a 50% clickthrough rate, that is indicative of employees who either do not take seriously the threat of cybersecurity or they do not fully understand the risks that exist. With such a high clickthrough rate and the knowledge that city employees are professionals who care about their work, it is more likely that cybersecurity is not on their minds. The City should implement more cybersecurity awareness training as it strives to achieve an internal phishing campaign clickthrough rate of no more than 5%. This can be accomplished through policies, employee disciplinary action for repeated incidents of clicking on links, and through more cybersecurity awareness training. Recommendation 40: The City should reduce its internal phishing campaign employee clickthrough rate to no more than 5%. (5) The City Should Increase Information Systems staffing by one (1) FTE. One of the best management practices seen by the project team in high performing public sector IT departments/divisions across the country is that the ratio of IT staff to total city staff is between 2% and 3%. Excluding GIS staff members, the City of Tigard’s IT staffing levels of five (5) employees represents 1.74% of total City FTE’s (286.3). This is below what the project team expects to see in a high performing IT division. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 64 Workload statistics for IT personnel show they respond to approximately 4,500 IT service tickets annually. Depending on the time requirements to service and complete a ticket, the City’s current IT staffing levels are questionable as to their adequacy. Current time frames for responses to tickets are four (4) hours for urgent matters, eight (8) hours for priority matters, and four (4) days for regular matters. Staff burnout is a concern. There were approximately 261 working days in 2018 and with 4,477 IT service tickets, that equates to an average of 17.15 IT service tickets each day the City is open throughout the entire year. Some tickets likely take only a few minutes to resolve; however, others likely take considerable time and effort for one or more IT employees. The following chart displays 2018 workorder ticket data, the number of working days in the year, and the average number of tickets per working day: With IT services and solutions being an integral part of municipal government operations, to reduce the risk of IT employee burnout, and to achieve the best management practices ratio of 2% to 3% of IT employees to total city employees, the City should hire one (1) additional FTE in an IT support position. Hiring one additional employee into an IT support position will mean there are six (6) IT employees out of what will now be 287.3 FTEs, representing 2.08% IT FTE’s to total City FTE’s. Recommendation 41: The City should hire one (1) additional FTE into an IT support position. 261 44.77 17.15 WORKING DAYS WORK ORDER TICKETS (IN HUNDREDS) TICKETS PER DAY 2018 IT WORKORDER / TICKET WORKLOAD Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 65 6 Library This chapter of the report provides the project team’s evaluation and analysis of the organization and operations of the Tigard Public Library. Our analyses focused on Library service and staffing issues. The section, that follows, provides a brief descriptive summary of the Library. 1. Summary of the Tigard Public Library The Tigard Public Library provides a wide variety of patron services including, the various collections in the Library; reader advisory services for adults and youth; various programs for adults and youth; references services; as well as all of the internal services associated with keeping a public library open and serving patrons and visitors. Service Area Service Indicators Service Area Service Indicators Overall Indicators • Total holdings – 229,774 and digital collections. • There are 30,961 registered borrowers. • 69 service hours per week and 7 days per week with 9pm closings on weeknights. Collection and Circulation • Circulation of books, audio visual and other materials. Total circulated in 2017-18 was 1.22m. • An estimated 343,056 Library visits in 2018. • An estimated 19,750 volunteer hours – 9.5 FTE equivalent. Children’s • Children’s programs and collections. • In 2018 there were 561 children’s programs with 18,255 attendees. Young Adults • Extensive programs and collections for young adults. • In 2018 there were 51 children’s programs with 698 attendees. Technical Services • Responsible for acquisitions and processing of library materials. • Responsible for cataloging and classification of library materials. • Responsible for care and repair of library materials. • 79 computer workstations (avg. 596 hours of use). Reference • Responsible for developing and maintaining the Reference collection. • In 2018 answered an estimated 29,967reference questions from patrons. • Oversees the delivery of services, both print and electronic data. Outreach • Extensive outreach to pre- schools, schools and for memory care seniors. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 66 The Tigard Public Library’s $6.2m budget is funded through a combination of sources – but mostly City (41% of the total budget) and the Washington County Cooperative Library Services (almost 59% of the total budget) funds. The Tigard Public Library is served by a staff of 50 full and part time personnel for 39.7 FTEs in total. In addition, as noted earlier, paid staff resources are supported by an extensive cadre of volunteers who last year provided about 19,750 hours to the Public Library, equivalent to 9.5 FTEs in effort. The organization of the Library is shown on the following page. 2. Assessment of the Tigard Public Library The project team has developed an assessment of the Tigard Public Library against ‘best management practices’ in library services. This assessment and the performance targets underlying it are based on the firm and project team’s experience evaluating library services across the country. As a result of this assessment, there many positive features regarding Tigard’s Public Library which are summarized below. Additional details on this assessment are provided in the technical appendices to the report. (1) Positive Features of the Tigard Public Library • The Library developed a 5-year plan in 2015 – ‘Tomorrowland: The Future Belongs to Dreamers and Doers’. There are 3 goals and 9 objectives, all of which are specific and measurable. • The Library extensively monitors performance consistent with the measures tracked by the Oregon State Library. • In spite of the fact that the percent of the service population who are cardholders is below target (48% for Tigard versus 65% for the target), at over 36 items per cardholder, Tigard patrons actively use library resources (not counting electronically circulated items). Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 67 • New physical items were 12% of the collection last year, compared to the target of 5%. Again, this does not include e-resources. • The Tigard Library is a member of the Washington County Cooperative Library Services (WCCLS) which shares collections. • At 69 hours per week, the Tigard Library is accessible to patrons. Moreover, the Library is open seven (7) days each week and until 9 PM on weeknights. • Reference questions can be asked via the phone, email or chat online (Answerland). • Reference collections are located in adult and in youth services sections; reference questions are answered in both areas (in fact, in the latter, in both, the Children’s Desk and the Teen Scene Desk). • The Library conducts annual surveys. In addition, the Library develops quarterly program evaluations which survey patrons on specific topics (e.g., summer reading interests). • The Library is effective at outreach and marketing as well as the use of social Library Director Readers' Services Division Manager Library Services Supervisor (1) Librarian (4 @ 3.6) Sr Library Asst (1) Library Services Supervisor (1) Sr Librarian (1) Librarian (5 @ 4.1) Sr Library Asst (1) Technical Services Division Manager Acquisitions Supervisor (1) Library Asst (2 @ 1.0) Library Aide (0.5) Sr Librarian (1) Librarian (1) Sr Library Asst (0.5) Circulation Division Manager Circulation Supervisor (1) Sr Library Asst (1) Library Asst (7 @4.4) Library Aide (2 @ 1.0) Circulation Supervisor (1) Sr Library Asst (0.8) Library Asst (7 @4.2) Library Aide (2 @ 1.0) Executive Assistant Volunteer Coordinator (0.8) Communications Coordinator (0.8) Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 68 media to inform the public about Library programs, services and special events. • Volunteer contributions are critical to the Library. Approximately 170 volunteers support the Library each month, totaling over 19,000 hours in the last fiscal year (equal to 9 FTEs). The roles are varied in circulation, readers’ and technical services. A volunteer coordinator recruits, trains and provides oversight to volunteer support in the Library. These are major positive features for public library today. Many comparably-sized libraries struggle to field the service hours, programs and services that Tigard has as its foundation. The contributions of volunteers are one key – their contributions free up staff for critical tasks like program and collection development. Staff, too, are highly experienced and dedicated to the service commitments of the Library. The following points underscore this from the employee survey: • Almost 45% of staff have worked with the Library for over 11 years. • About 72% of Library staff point to the teamwork involved to make the Library a success for the community. • Almost 95% of Library staff feel empowered to use their judgment to improve programs and services. • A similar percentage of employees felt that they do an excellent job planning services. Moreover, about 97% of employees believe that management have a clear strategic direction. • About 87% of employees want to make a career of working at the Library. These attributes have supported the delivery of high levels of service to the community. The following points underscore this from the employee survey: • Over 90% of employees believe that they provide a high level of service to the community. • A similar percentage of employees believe that work quality is important. The project team’s analysis of the programs and services offered by the Tigard Public Library supports current staffing allocation at the service hours or operation and programs offered. The community survey clearly underscored the value of library services to people who responded – it was consistently among the highest rated services. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 69 2. Analysis of the Staffing and Operations of Tigard’s Public Library. This section provides an analysis of the staffing, operations, programs and workloads of the Tigard Public Library. (1) The Project Team Conducted a Survey to Compare Library Services in the City of Tigard with Other Libraries in Oregon. The following subsections show survey results for comparably sized libraries in Oregon. It should be noted that there is no attempt to make general comparisons of the cities, only to examine practices in communities in the State which are roughly the same size as Tigard. The communities chosen have been consistently utilized in this study. The Oregon State Library publishes an annual summary of comparative statistical data for all libraries in the State which facilitates the consistent comparison of libraries. The most recent report for FY 2017-18 was used in this assessment. (1.1) Service Cost Characteristics Show Tigard in the Middle of the Range in Comparably Sized Libraries in the State. The table, below, compares the Tigard Public Library to other libraries compared to in Oregon in terms of financial resources and expenditures. Key characteristics of this information include: • In terms of total per capita expenditures, Tigard’s Library is the among the highest of the comparison cities – it is the highest in dollar total and the seconds highest on a per capita basis. • In terms of the ability of each library to ‘keep itself current’ in terms of acquisitions of books and other materials, Tigard is also in the upper end of the range. At $6.96 per capita, Tigard’s collection renewal budget is only exceeded by Lake Oswego. Albany Lake Oswego Oregon City Tigard Tualatin Population 52,710 42,386 59,585 64,089 31,875 Total Funds $2,676,622 $5,112,604 $2,348,861 $5,742,222 $2,163,366 Total Per Capita Exp. $50.78 $120.62 $39.42 $89.60 $67.87 Collection Expenditures $240,907 $416,490 $190,160 $445,933 $242,909 Per Capita Collection Expend. $4.57 $9.83 $3.19 $6.96 $7.62 Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 70 (1.2) Holdings Show Tigard in a Narrow Range in Comparably Sized Libraries in Oregon, Though It Is the Highest in Number of Holdings. The table, below, compares the Tigard Public Library to other libraries compared to in the State in terms of library ‘holdings’ (or total collection size). Key characteristics of this information include: • In terms of the number of library holdings, a general indicator of public support, the Tigard Public Library is the highest of the comparison group. • Expressing holdings on a per capita basis, all of the libraries reporting are comparable (within about 10% high to low). Albany Lake Oswego Oregon City Tigard Tualatin Population 52,710 42,386 59,585 64,089 31,875 Total Holdings 177,769 159,088 49.395 229,774 110,318 Holdings / Capita 3.37 3.75 NR 3.59 3.46 (1.3) Staffing Levels Show Tigard in the High End of the Range in Comparable Libraries in Oregon and Having the Greatest Contribution of Volunteers. The table, below, compares the Tigard Public Library to other libraries compared to in the State in terms of the staff and volunteer resources dedicated to library services. Key characteristics of this information include: • In terms of the number of total staff, the Tigard Library has the highest number in the comparison group at almost 41. • Tigard has the highest number of service hours of the group, too. When expressed on the basis of service hours, Tigard remains at the top of the comparison group. • Tigard’s use of volunteers also significantly adds to these resources – its 15,000+ hours in 2017-18 is almost 50% above the next highest total. Volunteer hours converted to 8.4 FTEs in 2017-18, 17% of total hours. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 71 Albany Lake Oswego Oregon City Tigard Tualatin Population 52,710 42,386 59,585 64,089 31,875 Total Library Staff 21.2 33.7 14.9 40.9 24.15 Total Weekly Hours 54 65 56 69 65 Staff FTE Per Hour 0.39 0.52 0.27 0.59 0.37 Volunteer Hours 7,538 10,648 4,376 15,156* 7,515 Volunteer FTEs 4.2 5.9 2.4 8.4 4.2 Volunteer FTEs/Total FTEs (%) 16% 15% 14% 17% 15% • Previous year to that reported above. (1.4) Service Characteristics Show Tigard at the Highest End of the Range Based on a Number of Indicators. The table, below, compares the Tigard Public Library to other libraries compared to in the State in terms of various service characteristics. Key characteristics of this information include: • In terms of programming, the Tigard Library is at or near the top of the comparison group for children’s, young adults and adults – both in terms of the number of programs and the number of participants. • Circulation is also among the highest in absolute terms as well as expressed on a per capita basis. Albany Lake Oswego Oregon City Tigard Tualatin Children’s Programs 425 266 391 561 364 Children’s Participants 16,058 9,970 15,294 18,255 15,274 Young Adult Programs 92 33 22 51 230 Young Adult Participants 501 345 166 698 2,488 Adult Programs 58 155 165 244 4,153 Adult Participants 1,436 17,983 2,910 4,153 1,736 Circulation 580,726 949,817 535,237 1,227,561 596,694 Circulation / Capita 11.02 22.41 8.98 19.15 18.72 Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 72 While there are many comparisons that can be made, it is clear that the Tigard Public Library has the support and the participation of the community and in turn the Library provides very high levels of service. (2) The Tigard Library to Provide Very High Service Levels to the Community Compared to Library “Best Practices”. The project team as part of this study of the City developed an analysis of the how library (and other services) compared to ‘best practices’. Unlike the comparative analysis provided in the previous subsections, a best practices analysis identifies the strengths and improvement opportunities to standards developed by the Matrix Consulting Group in its work with hundreds of communities in the Pacific Northwest and throughout the United States. In this diagnostic assessment, the Tigard Public Library compared very favorably to these standards as summarized by the table, below: Best Practice/Operational Target Meets Target Does Not Meet Target Comment Overall Indicators Cardholders as a percent of population exceed 65%. √ At 48% Tigard falls moderately below the target. Annual circulation per cardholder exceeds 12 per year √ At over 36 items per cardholder, Tigard patrons actively use library resources. These counts do not include electronically circulated items. Proportion of collection replaced per year exceeds 5%. √ New physical items were 12% of the collection last year. Again, this does not include e- resources. Services coordinated with other service providers in the City (e.g., recreation services). √ Some coordination with recreation and with local non- profits with opportunities to increase these efforts. Collections of non-book materials, including archival/cultural materials, audio-visual materials, games (computer and board games), Braille materials, etc. √ Extensive non-book physical and virtual collections. The Library leverages community resources (private, not-for-profit, Friends of the Library, etc.) to supplement City funds? √ The Library is supported by a Foundation and Friends organization. There are, however, opportunities to increase this support. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 73 Best Practice/Operational Target Meets Target Does Not Meet Target Comment Service Delivery The Library is open at least 60 hours per week. √ At 69 hours per week, the Tigard Library is accessible to patrons. The Library is open and available to the public during non-business hours and days. √ The Library is open 7 days each week and until 9pm on weeknights. However, the Library should evaluate how useful some later evening hours are for patrons (visits drop off significantly after about 8pm). Reference questions are offered online or on the phone. √ Reference questions can be asked via the phone, email or chat online (Answerland). Programs designed to reach numerous target audiences (children, adults, seniors, etc.). Program performance, quality and community feedback is tracked. √ The Library offers programs for children, young adults and adults on a near daily basis. Outreach efforts exist to get to audiences who cannot get to the library (e.g., homebound services)? √ Outreach efforts are targeted toward schools as well as the homebound. However, there may be opportunities to support specific segments of the community (e.g., seniors). Technology The Library has extensive investments in electronic media. √ The Library is substantially invested in electronic media (e.g., e-books and e- databases). Three (3) automated circulation checkouts are also available for patron use. Public workstations have wait times managed. √ Two hours of continuous use, per policy. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 74 Best Practice/Operational Target Meets Target Does Not Meet Target Comment The library has a long-term technology plan. √ √ While the Library is part of the City’s overall technology planning, the Library should have a more robust plan covering its specific needs. A central webmaster is designated to manage the content of the Library’s website √ The Library shares social media content among several staff with risks to consistency and quality. Marketing The Library has developed a consistent brand for its communications and marketing efforts, including internet. √ Marketing materials (both print and online – web and social media) are not a branded with a consistent look. Multiple people are involved in social media and web presence. The Library utilizes social media extensively for outreach. √ √ Yes, but content management is decentralized. This is an extensive list of positives for the Tigard Public Library. 3. Issues for Analysis There can be management, staffing and service/programmatic issues even for the most positive municipal functions and the Tigard Public Library is no exception. The project team focused on the following: • Until recently, there has been a leadership vacuum at the Library with the Library Director on a leave of absence. The Library was without a dedicated Director for over six (6) months. In the interim a collective leadership of Division Managers ran the Library. While this approach allowed the Library to operate effectively during the Director’s absence the lack of a permanent Director was an impediment to service planning and organizational development. Indeed, this was the highest rated ‘improvement need’ identified by Library staff in the employee survey. In the past two months, however, a new Director was named from among the Division Managers and this issue has been eliminated. However, there is much to be done in the Library. In spite of the extremely high marks that employees gave to the Library, interviews conducted during the intervening period showed that there was much uncertainty about the future of the Library and its continued success. Since ‘openness’ is new to the Library, the new Director’s focus has been Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 75 and will be to build upon this new management style. • While the Library’s Commitment to a High Number of Service Hours to the Public Is Exemplary, Many Evening Hours Have Few Patrons. As noted previously, the Tigard Public Library and the City have made the delivery of library services a priority. This commitment can be seen in its collection size, staffing levels and programs. It can also be seen in the number of hours it is open each week. At 69 hours per week, including every weekday evening until 9pm, this is an extraordinary commitment. However, this commitment has returns which diminish significantly as the evening progresses. This can be seen in the following table which displays average patron visits in the evening for 2018. It is clear that patron visits are much reduced in the evening: Drop off between 7-8 pm Drop off between 6-8 -42% -55% -55% -63% -50% -66% -52% -62% -45% -56% Moreover, evening visits are diminishing over time – compared to 2017, patron visits after 8pm are between 5% and 15% lower on Wednesdays, Thursdays and Fridays. While the comparative statistics show Tigard’s Public Library staffing levels to be relatively high (though not the highest), operating a two-story library with multiple 3pm-4pm 4pm-5pm 5pm-6pm 6pm-7pm 7pm-8pm 8pm-9pm Monday 106 87 71 71 56 32 Tuesday 103 88 77 73 61 27 Wednesday 96 91 86 87 59 30 Thursday 93 81 68 68 54 26 Friday 99 85 71 68 54 30 0 20 40 60 80 100 120 Average Number of PatronsWeekday Visitation Averages for 2018 Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 76 service desks makes meeting service commitments difficult. Moreover, while volunteer commitments are high their utilization is high for the roles which are appropriate for them. The Tigard Public Library should consider a service hour reduction and redistribute staff hours to better serve core hours when patron visits peak. Reducing the number of late evenings is one approach; reducing late evenings overall is another. Closing at 8pm each night should be implemented, the hour after which visits decline markedly. • In spite of the depth and breadth of the Library’s marketing and outreach program, in some respects it is not a coordinated effort. – Marketing materials (both print and online – web and social media) are not branded with a consistent look. – Multiple staff positions are involved in social media and web presence. Several staff can contribute to social media without review. This is not to deny the experience and professionalism of staff in the Library, but new media functions like old media for purposes of branding and needs consistency in messaging. • As a large department with specialized information technology needs, the Tigard Public Library needs to plan for its long-range needs in better support of the City’s technology plan. Any large organization with its own special resource needs requires a dedicated plan for the support and renewal of those resources. A Library, like selected other municipal services for example police, have a great need not only for highly trained and dedicated personnel, but also equipment such as information technology. A library has great and growing needs for: – Up to date and highly functioning cataloging and circulation systems and equipment which are provided through the WCCLS. – A relatively large number of public access computers that meet expectation for speed and effective user interfaces. – Data which today and in the future, increasingly mean fee supported access to dedicated databases. – Accessibility for the sight impaired. While the City has an overall technology plan which is based on and reflective of municipality-wide needs and priorities, the Library would better feed into that process with Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 77 a comprehensive needs assessment of its technology requirements. Recommendation 42: The Library should reduce service hours to between 62 – 64 hours per week, either through elimination of some evening hours or an earlier closing for all evenings. Closing at 8pm each night should be implemented, the hour after which visits decline markedly. Recommendation 43: Develop a comprehensive marketing plan encompassing traditional print and advertising and social media components. Use this opportunity to brand the Library as consistently as possible to the community. Finally, make one person responsible for the coordination, development and posting of social media while continuing to seek the input of other staff. The lead person should be the Communications Coordinator. Then management team should set direction and develop a review process. Recommendation 44: The new Director needs to continue the recent focus on furthering team building and open communication among Library staff. Recommendation 45: Create an internal team under Technical Services to research, develop and present to the City a Library Information Technology Needs Assessment and Long-Range Plan. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 78 7 Police This chapter provides an assessment of the Police Department staffing and operations requirements. A. ADMINISTRATION DIVISION. The Chief’s Administration consists of the Chief, two Commanders, a Business Manager, a Public Information Officer, a Community Engagement Program Coordinator and Confidential Executive Assistant. Each of these roles will be briefly discussed in the following section, though there are no specific performance measures that captures all aspects of the roles, e.g. the Confidential Executive Assistant handles many tasks for the Chief and some tasks are one time while others may be handled as needed, yet the role is essential for the coordination of operations within the Chief’s administration and as a point of contact for the chief. The Chief is in-charge of day to day operations and is supported by two commanders and four administrative personnel. The Chief assigns tasks and is involved in all major decision making. The Command staff has a clear separation of tasks, though they assist each other when needed. The Commanders oversee Patrol, Investigations and other units. The Commanders serve as part of the overall leadership team and are assigned tasks in support of overall operations. The Commanders serve as the second in command and oversee policy development, grants and sergeants. As noted above the Confidential Executive Assistant handles many tasks for the Chief and some tasks are one time while others may be handled as needed. The Executive Assistant coordinates the Chief’s schedule, files confidential department correspondence and serves as point of contact for the Chief. The Public Information Officer (PIO) responds to significant events, coordinates the department media response to incidents or information that is disseminated to the public. They also handle media enquiries. The PIO also manages the department’s social media activity. The department has the following major social media accounts: Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 79 Report Type Number of Followers Estimated Population of Tigard Percentage of population Following* Facebook 6,967 54,758 12.7% Twitter 9,617 54,758 17.5% *Not all followers are necessarily Tigard residents The above table indicates the department is active on social media and is successfully reaching online population. The department is also on “Nextdoor” which is a specialized targeted social media application for residents of the city. The department reaches approximately 8,000 residents on the platform. Social media is an important aspect of public outreach as the number of people who get their information online is increasing. The Community Engagement Program Coordinator is responsible for department’s outreach to the community. The coordinator organizes several annual events such as National Night Out, the Department Open House and the National Prescription Drug Take back. The Coordinator also arranges officer attendance at many community and neighborhood events. The department has attendance at the Tigard Festival of Balloons, Trick or Treat on Main Street as well as conducts safety classes for kids and self-defense for young women. An important aspect of this position is that it helps build community trust of the police which is a pillar in 21st Century policing. The Business Manager has overall responsibility for developing the budget, completes financial reports, handles accounts payable and receivable, grants, and asset forfeiture. The Business manager coordinates with City Budget office on daily, weekly basis to manage the department budget and reporting. The Chief’s Administration and Command Staff are able to handle the daily tasks of the department administration. Recommendation 46: Maintain current Administration staffing levels. B. OPERATIONS DIVISION. This initial section of the chapter focused on data and analysis associated with the workload associated with the Operations Division and subsequent staffing requirements. Patrol Operations consists Patrol, Tri-Met, Traffic Enforcement and Community Safety Officers. Patrol Operations is led by a Commander who is supported by two Lieutenants. This section of the report will focus on data and analysis associated with the workload Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 80 associated with Patrol and subsequent staffing requirements. 1. Analysis of the Police Patrol Unit Workload There are many factors that impact the workload associated with any law enforcement agency. The nature of work for most law enforcement agencies, especially for officers responsible for responding to community generated calls for service, fluctuates greatly. This section of the report will analyze the community generated workload. (1) Calls for Services Analysis Our project team has calculated the community-generated workload of the City of Tigard Police Department by analyzing incident records in the computer aided dispatch (CAD) database, for 2018. For incidents to be identified as community-generated calls for service and included in our analysis of patrol, each of the following conditions needed to be met: • The incident must have been unique. • The incident must have involved at least one Officer assigned to patrol, as identified by the individual unit codes of each response to the call. • The incident must have been originally initiated by the community. After filtering through the data using the methodology outlined above, the remaining incidents represent the community-generated calls for service (CFS) handled by Tigard patrol officers. (2) Call Distribution by Time of Day As to be expected, the CFS volume fluctuates by the time of day. The following graph presents the CFS volume throughout the day. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 81 Calls for Service by Hour CFS is the lowest during the early morning hours, then steadily increase throughout the day, peaking at 3pm. After 10pm CFS steadily decline. Additionally, the project team analyzed the CFS workload by hour and day of week. The following table presents the CFS by hour and day. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 82 Calls for Service by Hour and Weekday Hour Sun Mon Tue Wed Thu Fri Sat Total 12am 105 50 58 59 61 52 76 461 1am 68 44 46 43 61 50 62 374 2am 61 46 30 34 33 47 65 316 3am 45 34 39 28 18 27 44 235 4am 21 29 21 22 24 23 31 171 5am 26 27 43 33 26 23 26 204 6am 34 53 61 46 55 54 28 331 7am 41 76 96 73 80 72 65 503 8am 63 135 143 108 124 97 99 769 9am 86 144 125 119 134 129 119 856 10am 130 165 148 140 120 126 125 954 11am 123 175 158 164 130 119 129 998 12pm 154 153 159 128 168 148 142 1,052 1pm 141 182 194 147 166 179 149 1,158 2pm 186 226 174 190 193 209 166 1,344 3pm 178 231 199 206 229 205 179 1,427 4pm 150 237 204 204 202 224 169 1,390 5pm 175 218 203 198 189 209 163 1,355 6pm 125 181 168 176 165 182 165 1,162 7pm 133 159 145 151 143 145 162 1,038 8pm 128 144 122 146 135 140 150 965 9pm 117 129 119 107 133 136 155 896 10pm 106 98 100 109 126 130 156 825 11pm 74 80 77 71 81 88 109 580 Total 2,470 3,016 2,832 2,702 2,796 2,814 2,734 19,364 Note: Green indicates fewer calls per hour while red indicates higher calls per hour. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 83 The CFS workload by day of week is fairly stable throughout the week but peaks on Friday. Furthermore, the most CFS peaked around mid to late afternoon each day. However, noting that the largest single time for CFS was on Monday between 4pm and 5pm. In total, Tigard Patrol Officers responded to a total of 19,364 community generated CFS during a one-year period, with workloads varying significantly by time of day. The total number of calls for service for a community the size of Tigard is within the expected range based on current demographics in a suburban area. (3) Calls for Service by Month The following table displays CFS totals by month, showing seasonal variation as a percentage difference from the quarterly average: Calls for Service by Month Month # of CFS Seasonal +/- Jan 1,542 -7.9% Feb 1,285 Mar 1,630 Apr 1,619 +4.9% May 1,780 Jun 1,677 Jul 1,747 +2.4% Aug 1,663 Sep 1,545 Oct 1,629 +0.7% Nov 1,580 Dec 1,667 Total 19,364 Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 84 As expected, the CFS workload varies throughout the year. The CFS by month begins to increase in March and peaks in May; though the summer months are the busiest. The following graph provides a graphic illustration of CFS by month: (4) Most Common Types of Calls for Service The following table provides the ten most common incident categories of CFS handled by patrol officers over the last year, as well as the average call handling time (HT)7 for each. Please note the darker the shade of blue indicates the more frequent the timeframe. 7 Handling time (HT) is defined as the total time in which a patrol unit was assigned to an incident, as identified by its dispatch and clear time stamps recorded in the CAD data. 0 200 400 600 800 1,000 1,200 1,400 1,600 1,800 2,000 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec CFS by Month Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 85 Most Common CFS Incident Types and Distribution by Time of Day Incident Type # CFS HT 12a 4a 8a 12p 4p 8p ASSIST PERSON 1,886 22.6 WELFARE CHECK 1,379 31.6 THEFT COLD 1,120 38.9 SUSPICIOUS PERSON 922 27.0 SUSPICIOUS CIRCUM 814 26.1 FOLLOW UP 761 25.3 MESSAGE 744 23.0 ALARM AUDIBLE 689 18.2 SUSPICIOUS VEHICLE 688 24.5 UNWANTED 686 32.8 All Other Types 9,675 37.3 Total 19,364 32.3 The ten most common CFS represent 50% of the call types received by the Department. These types of call types represent a wide variety of workload with Assist Person representing the most frequent call type (9%) followed by Welfare Check (7%). The majority of the CFS peaked during the late afternoon/early evening hours. 2. Analysis of Net Availability and Proactivity The following sections build upon the initial analysis of patrol CFS to determine patrol service levels based on current workloads and net availability of patrol officers. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 86 (1) Purpose of Calculating Patrol Proactivity Analysis of the community generated calls for service workload handled by patrol units provides the basis for patrol staffing needs. Developing an understanding of where, when, and what types of calls are received provides a detailed account of the service needs. Additionally, measuring the time used in responding and handling these calls, the staffing requirements for meeting the community’s service needs can then be determined. In addition to responding to CFS, patrol officers provide other services that impact the community as a whole. Providing a high-level of service, patrol officers work proactively to address community issues, conduct problem-oriented policing, and perform other self- directed engagement activities within the community. As a result, patrol staffing needs are calculated not only from a standpoint of current resources to handle CFS workload, but also their ability to provide a certain level of service beyond responding to CFS. In Tigard, officers spend significant time on self-initiated activity such as vehicle stops, business checks and pedestrian stops. These needs are determined by measuring the proactivity of patrol, or the uncommitted time that patrol units have outside of handling call for service workloads and administrative duties, which is expressed as a percentage of the total time that they are on-duty and available to handle workloads. With this focus in mind, the following sections examine the process used by the project team to determine patrol resource needs based on current workloads, staff availability, and service level objectives. (2) Patrol Officer Net Availability Schedules provide a roster of assigned staff; the number of personnel that are actually on-duty and available to work at any given time varies greatly. For example, an officer is assigned to work a total of 2,080 hours annually. However, a significant percentage of scheduled time, is not actually spent on-duty and available in the field, for a variety of reasons. As a result, it is important to understand the amount of time officers are available to staff their post and analyze the data associated with time away. This analysis and calculation is referred to as net availability - the amount of time that an officer is available to actively patrol and respond to calls for service. As a result, it is critical to understand the amount of time that officers are on leave – including vacation, sick, injury, personal, military, comp time, or any other type of leave – as well as any hours dedicated to on-duty court or training time, and all time spent on administrative tasks such as attending shift briefing. The impact of each of these factors Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 87 is determined through a combination of calculations made from the Tigard Police Department data and estimates based on the experience of the project team, which are then subtracted from the base number of annual work hours per position. The result represents the total net available hours of patrol officers, or the time in which they are both on-duty and available to respond to calls for service and other activities in the field. The following table summarizes this calculation process, displaying how each individual net factor contributes to the overall net availability of patrol officers. Factors that have been estimated by the project team are shown with an asterisk: Breakdown of Officer Availability Base Annual Work Hours 2,080 Total Leave Hours – 279 On-Duty Training Hours – 60 On-Duty Court Time Hours – 20 Administrative Hours – 270 Net Available Hours Per Officer = 1,450 Number of Officer Positions x 31 Total Net Available Hours = 44,955 Overall, officers are available for a combined 44,955 net available hours per year, representing the total time in which they are on duty and able to respond to community- generated incidents, and be proactive. The net hours above show the total hours per year that officers are available to respond to calls for service or conduct self-initiated activity. These hours are calculated irrespective of actual calls for service hours that are detailed later in this report. (3) Overview of Call for Service Workload Factors Previous sections of this chapter examined various trends in patrol workloads, including fluctuations by time of day and of week, common incident types, and other various analytics. The following section builds on this preliminary analysis, detailing the full extent of resource demands that these incidents create for responding patrol officers. Each call for service represents a certain amount of workload, much of which is not Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 88 captured in the handling time of the primary responding unit. Some of these factors can be calculated directly from the data provided by the Department, while others must be estimated due to limitations in their availability or measurability. The following table details factors that must be considered in order to capture the true workload associated with community-generated workload: Factors Used to Calculate Total Patrol Workload Number of Community-Generated Calls for Service Data obtained from an export of CAD data covering a period of an entire year that has been analyzed and filtered in order to determine the number and characteristics of all community-generated activity handled by patrol officers. The calculation process used to develop this number has been summarized in previous sections. Calculated from TPD data: 19,364 community-generated calls for service Primary Unit Handling Time (multiplied by the rate) The time used by the primary unit to handle a community-generated call for service, including time spent traveling to the scene of the incident and the duration of on-scene time. For each incident, this number is calculated as the difference between ‘call cleared’ time stamp and the ‘unit dispatched’ time stamp. At 32.3 minutes, the average handling time for TPD units is in the typical range for most agencies. Calculated from TPD data: 32.3 minutes of handling time per call for service Number of Backup Unit Responses The total number of backup unit responses to community-generated calls for service. This number often varies based on the severity of the call, as well as the geographical density of the area being served. This number can also be expressed as the rate of backup unit responses to calls for service and is inclusive of any additional backup units beyond the first. This information was calculated based on secondary units responding to calls for service from the CAD data. Calculated from TPD data: 0.75 backup units per call for service Backup Unit Handling Time (multiplied by the rate) The handling time for backup units responding to calls for service is calculated using the same process that was used for primary units, representing the time from the unit being dispatched to the Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 89 unit clearing the call. Estimated: 24.2 minutes of handling time per backup unit Number of Reports Written The total number of reports and other assignments relating to calls for service that have been completed by patrol units, estimated at one report written for every three calls for service. This includes any supporting work completed by backup units. In the absence of report data, the project team estimated one in three calls for service requires an incident report. Estimated: 0.33 reports written per call for service Report Writing Time (multiplied by the report writing rate) The average amount of time it takes to complete a report or other assignment in relation to a call for service. Without any data detailing this specifically, report writing time was estimated based on the responses provided in the employee survey. Results of the survey analysis result in an estimated 45 minutes are spent per written report, including the time spent by backup units on supporting work assignments. Estimated: 45 minutes per written report Total Workload Per Call for Service The total time involved in handling a community-generated call for service, including the factors calculated for primary and backup unit handling time, including jail transport/booking time, and report writing time. This number represents the addition of the previous factors, relative to their rates (e.g., 45 min. of report writing time is added to approximately 0.33 of all calls for service). The total number of workload hours for the year is then divided by the number of calls, producing an average per incident. Calculated from previously listed factors: 65.5 total minutes of workload per call for service Each of these factors contributes to the overall picture of patrol workload – the total time required for patrol units to handle community-generated calls for service, including primary and backup unit handling times, report writing time, and jail transport time. These factors are summarized in the following table: Summary of Patrol Workload Factors The total number of committed hours for patrol officers responding to the community- generated workload for 2018, the last complete year of data provided was approximately Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 90 21,131 hours. The total committed hours can be altered depending on whether officers clear from calls prior to writing reports or whether officers indicate they are out of service to write reports. Due to this, the project team subtracts an average of 45 minutes per written report to more accurately reflect actual available time which is based on numerous previous studies. The table below shows the report writing time included in the calculation of call workload. It should be noted that officers often write reports while indicating they are clear and available for a call. This is due to prevailing police culture of “being available for the next call” even when they are not completely clear from a previous call. Value % Total Number of Calls for Service 19,364 49% Avg. Primary Unit Handling Time (min.) 32.3 Backup Units Per CFS 0.75 28% Avg. Backup Unit Handling Time (min.) 24.2 Reports Written Per CFS 0.33 23% Time Per Report (min.) 45.0 Avg. Workload Per Call (min.) 65.5 Total Workload Hours 21,131 (4) Calculation of Patrol Proactivity Equally important to understanding the time associated with responding to the community-generated workload, is the amount of proactive or unassigned time of patrol officers. Proactive time is important in any community, especially for communities such as Tigard which emphasis strong public relations and interactions between the Police Department and citizens. Patrol proactivity is calculated by comparing the total call-driven workload handled by patrol against the resources available to handle it. This is done by subtracting the total net available hours that patrol officers spend on duty against total workload hours: Total Net Available Hours – Total CFS Workload Hours Total Net Available Hours = % Proactivity With net availability and call-driven workloads having been calculated previously in the analysis, overall proactivity for patrol officers can be calculated as follows: Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 91 Overall Patrol Proactivity Total Patrol Net Available Hours 46,406 Total Patrol Workload Hours – 21,131 Resulting # of Uncommitted Hours = 25,275 Divided by total net available hours ÷ 46,406 Overall Proactivity Level = 54.5% An overall proactivity level of 54.5 indicates some proactive capabilities of patrol officers; however, most of the proactive time for Tigard occurs after 11pm and before 7am when there are less community engagement opportunities and fewer community contacts possible. For a community the size of Tigard and its engaged citizenry, a proactive goal of 60% or greater would be considered an effective target. It should be noted that available proactive time does not mean the officers are not active when they are not on community generated calls for service. Tigard officers are engaged in self-initiated activity when not on calls for service, as noted previously. (5) Proactivity and Deployment Effectiveness As discussed previously, the community-generated workload fluctuates throughout the day. Based on the current deployment of minimum staffing of 3 patrol officers on day shift (7am to 5pm), minimum staffing of 4 patrol officers on afternoon shift (2pm to Midnight) and minimum staffing of 3 patrol officers on night shift (10pm to 8am) the following table presents proactivity by weekday in four-hour time blocks: Percentage of Proactivity Time Available by Hour and Weekday Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 92 As seen in the table, patrol proactivity is very robust and well above benchmark targeted ranges of over 54%. However, the table indicates that there is a net negative proactive time available between 10am and 2pm on Mondays and Tuesdays. This means there are generally more calls for service than dedicated patrol staffing can effectively handle. (6) Use of Proactive Time The effective use of proactive time relies on the front line supervisor’s ability to direct the time so that it used to best serve the community. With 54%overall proactive time available to the department, there is the ability to be proactive; however, it is limited since most of the proactive time occurs during overnight time hours when there are fewer opportunities to be proactive (Traffic and Pedestrian activity decreases). Sergeants need to be actively involved in identifying problems in the community that would benefit from more proactive emphasis, the deployment of field patrol staff to address those problems and making them accountable for resolution. In Tigard, officers are engaged in more proactive enforcement and community engagement activities between 11pm and 1am. The table bellows shows self-initiated activities by hour and weekday. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 93 Self-Initiated Incidents by Hour and Weekday Hour Sun Mon Tue Wed Thu Fri Sat Total 12am 195 156 120 137 171 190 224 1,193 1am 208 117 119 95 140 161 211 1,051 2am 133 113 101 87 150 102 132 818 3am 77 53 69 48 117 60 103 527 4am 32 40 25 23 50 64 41 275 5am 54 40 40 28 70 53 57 342 6am 86 61 60 57 53 80 90 487 7am 39 37 44 23 31 25 31 230 8am 29 26 23 15 26 29 35 183 9am 51 30 44 34 30 48 38 275 10am 40 22 39 29 33 45 38 246 11am 39 36 20 31 35 43 39 243 12pm 38 27 22 20 21 33 33 194 1pm 23 17 28 48 32 34 34 216 2pm 54 46 60 55 40 54 68 377 3pm 88 87 76 66 58 105 119 599 4pm 78 92 62 47 67 88 115 549 5pm 81 81 44 46 52 74 82 460 6pm 90 72 61 37 44 72 89 465 7pm 41 56 44 42 35 62 61 341 8pm 50 44 19 54 47 65 62 341 9pm 72 58 38 80 54 80 90 472 10pm 91 83 54 67 101 123 136 655 11pm 121 151 123 173 188 253 258 1,267 Total 1,810 1,545 1,335 1,342 1,645 1,943 2,186 11,806 Note: Green indicates low self-initiated activity while red indicates more self-initiated activity. The most common type of self-initiated activity in Tigard is traffic stops followed by Extra Patrol and then Subject Stops. The following table shows the top 10 self-initiated activity by type: Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 94 Self-Initiated Incident Types Incident Type # CFS HT 12a 4a 8a 12p 4p 8p TRAFFIC STOP 4,451 12.3 EXTRA PATROL 1,719 14.9 SUBJECT STOP 1,654 14.6 FOLLOW UP 737 35.7 OUT W/ SUSP VEH 707 9.7 PREMISE CHECK 522 11.0 SUSPICIOUS VEHICLE 356 11.5 DETAIL 259 154.3 FOLLOW 227 33.8 MOTORIST ASSIST 153 7.8 All Other Types 1,021 33.6 Total 11,806 19.5 The table indicates that Tigard patrol officers spend significant time on self-initiated activity when not on a call for service. 3. Analysis of Patrol Staffing Needs Staffing needs can be calculated for certain targeted levels of proactivity, with each officer position representing 1,450 net available hours per year. The typical proactivity ranges utilized to calculate staffing needs for larger agencies are between 35% to 45%. However, in small to mid-sized departments there tends to be a much higher level of proactive time as is the case in Tigard at 54%. The above proactive time levels are achieved by a minimum staffing of 3 officers and a supervisor on day shift, 4 officers and a supervisor on afternoon shift and 3 officers and a supervisor on night shift. Tigard’s current proactive range of 54% is achieved by lower calls for service levels after 11pm until about 7am the next day. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 95 Staffing of police operations must consider the normal operating environment and then allow for proactive time. In Tigard, drive time, road networks, geography and time for back up must also be considered to provide for effective call response times and officer safety. Tigard covers approximately 11 square miles. In calculating the patrol officer needs for Tigard, we note that the busiest time for calls is between 4pm and 5pm on a Monday at 237 calls for the year occurring on that day and time. Since there are 52 weeks in a year we know that approximately 4.5 calls on average will occur on any given Monday between 4pm and 5pm. Though this is shift overlap time, 3 of the 7 officers on shift will be ending their shift at 5pm which means there is a high likelihood that all officers will be assigned to a call at some point during that hour. Additionally, this is a heavy vehicle commute time which will slow patrol response times. While available proactive time is an important factor in determining appropriate staffing in a department the size of Tigard, it is critical to consider call response time as well. In Tigard the call response time increased 20% between 2012 and 2017 (latest data available) from an average of 5.18 minutes to 6.23 minutes. The following tables show the breakdown of call response by priority, call handling time and response time in 2018: Response Time Distribution by Priority Level Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 96 As the table indicates, priority 1 calls represent approximately 1% of all calls and call response time averages above 5 minutes. Priority 2 calls represented approximately 21% of calls for service and average response was above 7 minutes. The department has a goal of responding to Priority 1 and 2 calls in 5 minutes or less. Many larger agencies have a call for service response time goal for priority 1 and 2 calls at between 5 and 7 minutes. However, many departments similar to Tigard, have a goal of a 5 minute response to these calls. The size of a city, road networks and geography can greatly impact call response time. Priority 1 and 2 calls are the most serious calls for service and typically mean a crime is in progress or there a life-threatening incident occurring. In order to achieve an approximately 5-minute response time, additional officers would be needed. The current average response time of 6.23 minutes would need to be lowered by approximately 20% (5 - 6.23/6.23 x 100% = -19.74%). Current minimum staffing requires 10 officers per day (3 –Day Shift, 4 Afternoons and 3 Night Shift). Adding 1 officer to each shift would require 13 officers per day to be assigned to work, however, with vacation and other absences, each officer works approximately 1,450 hours per year. To add 1 additional officer per shift to cover 365 actually requires approximately 2.5 officers per shift as the table below indicates. Shift hours per day. Shifts per year Total hours needed Current average work hours per officer per year Hours needed divided by average work hours per year Personnel needed (3 shifts X 2.5) 10 365 3,650 1,450 2.51 7.55 (8) This increase would represent a net 25% to 33% increase in minimum staffing. This would increase the likelihood that an officer is available for a call and also increase the likelihood that an officer is closer to the call for service using current zone and deployment structure. Patrol also consists of two K9 officers who work routine patrol with a K9 partner. This arrangement adds additional resources to patrol without creating a dedicated unit. K9 reported the following statistics for 2017: Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 97 Hours needed divided by average work hours per year Personnel needed (3 shifts X 2.5) Average per month 2.51 7.55 (8) 12 .4 1 1.9 1.7 Assists 8 .6 Though the activity levels are low for a two-person K9 unit, their primary duty is to respond to calls for service. The addition of tracking and searching provided by the K9 units, offer patrol and the City of Tigard a safer, more efficient approach to apprehending suspects. Many of the captures may not have taken place without the added ability K9 units provide. Staffing of patrol with current resources is matched to the workload with more officers assigned during the busier portions of the day. Recommendation 47: Add 8 additional Officers to achieve higher minimum staffing to achieve stated goal of 5 minute response to priority 1 and 2 calls for service. Staffing should be 4 Officers on Day Shift, 5 Officers on Afternoon Shift and 4 Officers on Night Shift. Recommendation 48: Maintain current staffing of two K9. 4. Patrol Supervisory Staffing Patrol supervision is a critical component to effective policing for a community. Patrol supervision sets the tone for what type of policing will be delivered and what patrol expectations are for officers in the field. Patrol supervisors should support the direction of the command staff and work to implement their policing priorities. The lack of effective patrol supervision can lead to morale issues, failure to adequately serve the community, poor investigative follow up and increased liability for the department and the City. The following is a list of some of the basic requirements that encompass effective field supervision: • Supervisors should monitor priority calls and respond quickly. • Supervisors should help resolve critical incidents. • Supervisors should instill the department vision on subordinates. • Sergeant should mentor officers. • Supervisors should properly assess officers for performance evaluations. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 98 • Supervisors should help officers work within policy and address problems. • Supervisors should direct patrol activities during proactive times. • Supervisors should help officers address community related problems. Having well trained and professional patrol supervisors in the field can help reduce liability for the department by providing frontline supervision and addressing performance issues as they arise. The Tigard Police Department has 1 sergeant minimum staffing assigned to each patrol shift (2 sergeants assigned per shift with opposite days off). During our interviews the project team was informed that patrol supervision is effective. Sergeants respond to all critical incidents are available to take calls for service when needed. The current ratio of sergeants to officers is 5.5 officers to 1 sergeant. This is an appropriate ratio for the City of Tigard. The ratio allows close supervision and assistance for officers. Recommendation 49: Minimum Staffing should be Sergeant on duty at all times. 5. Tri-Met The Tri-met unit consists of 1 Sergeant and 2 officers who are assigned full time to a multi-agency transit enforcement function. Though the officers and sergeant are supplied by Tigard, the unit is fully funded by the transit agency. This unit was not analyzed as part of this study as performance measures for this unit are not directly tied into operations of the police department. 6. Community Safety Officer (CSO) The community safety officer is a uniformed non-armed/non-sworn position that assists with low level calls for service where suspect contact is highly unlikely. These include, theft, vandalism, parking and assisting on traffic crashes. The CSO assists with many tasks that are administrative in nature such as phone and radio inventory. The CSO also performs delivery of evidence and paperwork to the District Attorney. There were 2 CSOs. The CSO performs many tasks that would have to be done by sworn personnel if the CSO position did not exist. The CSO is a less expensive option for delivery of non- emergency police services. Many agencies around the United States are employing CSOs to perform tasks that do not require full sworn training to conduct. This frees up Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 99 officer time for investigations and follow up. Adding a CSO could reduce overall costs for functions that do not require law enforcement training. Recommendation 50: Fill 2nd CSO position for a total of two CSOs. 7. Traffic The Traffic Unit consists of 1 sergeant and two officers who provide enhanced traffic safety enforcement to the City of Tigard. They also respond to vehicle crashes and perform investigations. In 2017, there were 1,700 crash calls with 2 fatalities and 112 with a reported injury. This represents almost 5 crashes per pay. Patrol does respond to crashes as well, but if there is serious injury, the traffic unit will respond. In 2018, the traffic unit issued 296 traffic infraction warnings and 2,925 traffic citations for a total of 3,221 traffic related contacts. The following tables indicates workload per hour for just traffic enforcement. Work hours per year for unit (includes Sgt.) Traffic Contacts per year Approximate Traffic contacts per work hour 4,350 3,221 .75 As the table indicates the traffic unit makes nearly 1 traffic contact per hour even though they also respond to crash investigations and perform other duties. Though specific hours for traffic investigations and other duties are not tracked, we know from previous studies that when time from those investigations and other duties are subtracted, the traffic unit is likely making more than one traffic related contact per hour when dedicated to that activity. This is within a general target range for traffic enforcement. Recommendation 51: Maintain current staffing. C. SUPPORT SERVICES DIVISION. This section of the report will focus on data and analysis associated with the workload of the Support Operations Division and subsequent staffing requirements. Investigations consists of Investigations, Records, Property and Evidence, Crime Analysis, and School Resource Officers. Support Services is led by a Commander who is supported by a Crime Analyst, an Administrative Specialist, two Sergeants and a Records Supervisor. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 100 1. Investigative Analysis The evaluation of staffing levels in investigations requires a different approach because, unlike field services, qualitative determinants of workload and work practices are more important. Patrol services have the benefit of several quantitative measures, such as calls for service, response time and proactive time, to assist in the evaluation of staffing requirements. Investigative services, given the nature of this work, have fewer such reliable measures. Investigative staffing requirements need to be examined from a variety of perspectives in order to obtain an overall portrait of staffing issues, case handling issues and operational philosophies. Investigative workload can employ a series of indicators to determine the extent to which core investigative staffing is adequate and general workload is appropriate. Performance against these metrics can ultimately influence staffing requirements for detectives. The Matrix Consulting Group has devised an approach where staffing is based on how investigative resources are used and how the caseloads are managed now and could be managed in the future. The approach used is unique for each law enforcement agency under study. 2. Detective Staffing The Tigard Police Department Investigations consists of two distinct units: Criminal investigations Unit (CIU) and the Commercial Crimes Unit (CCU). CIU investigates all serious crime follow up with a focus on person crimes while CCU focuses on property related crimes (Organized Retail Theft). CIU is staffed with 1 sergeant and 5 Detectives (3 full time and 2 on rotation) and CCU is staffed with 1 sergeant and 4 detectives (1 is assigned full time to the DEA). 3. CIU Caseload Information The project team was provided partial year’s stats since the department has transitioned to a new RMS system and older caseload information was not available. The project team reviewed partial year caseload and compared it to the 2017 caseload (last full year available). CIU reported average of 6 new cases assigned per month for the first three months of 2019. This is equals just over one new case per investigator per month. The table below shows the case load for 2017: Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 101 2017 CIU Caseload Number of detectives Total cases for the year Average number per detective per year Average per Detective Month 5 140 28 2.3 As the table above indicates CIU detectives averaged 2.3 new cases per month. 4. CCU Caseload Information The project team was provided partial year’s stats since the department has transitioned to a new RMS system and older caseload information was not available. The project team reviewed partial year caseload and compared it to the 2017 caseload (last full year available). CCU reported average of 4 new cases assigned per month for the first three months of 2019. This is equals just over one new case per investigator per month. The table below shows the case load for 2017: 2017 CCU Caseload Number of detectives Total cases for the year Average number per detective per year Average per Detective Month 3 99 33 2.75 As the table above indicates CCU detectives averaged 2.75 new cases per month. 5. Analysis of Investigative Staffing When reviewing caseloads for police departments the project team uses benchmarks from other departments and available research as summarized below. These benchmarks include investigative tasks such as writing search warrants, conducting interviews, submitting evidence to the property room or lab, conducting surveillance, writing reports and other common investigative tasks. Investigations are complex and require resources and time to complete. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 102 Comparative Measures Detective Workload Expectations Active cases assigned to “generalists” Detectives. 12 to 15 active cases per month based on a survey of dozens of law enforcement agencies performed by the Matrix Consulting Group over many years. Recent research by our firm suggests this range has been reduced to 8-12 cases as the complexity of evidence collection and testing has increased the overall time required to investigate a case. As shown by the data above, average caseloads that could be assigned to a detective would be within the recommended caseload for a generalist investigator. In reviewing the caseloads for CIU and CCU the project team found the investigative caseloads were well below workload expectations. In 2017 there were a total of 2,620 Part 1 person or property crimes reported, but detectives were only assigned 239 total cases or just 9% of cases were assigned. This appears to be a low level of case follow up. It is common for cases to receive little to no follow up based on the lack of workable leads or victim cooperation, however, this study did not review actual case files to determine why the low case issuance occurs. In order to increase detective caseloads, the department should review its case screening process to ensure all cases that have leads are assigned. If all workable cases are currently assigned there are more detectives than needed. Recommendation 52: Review case screening process. Recommendation 53: If all workable cases are currently assigned, the department should eliminate two detective positions. 6. ANALYSIS OF PROPERTY AND EVIDENCE. Property and Evidence consists of personnel. The unit is overseen by the Records Supervisor. The property room reported the following work metrics for 2018: Activity Number Property In 6,358 Items Destroyed 3,745 Returned to Owner 721 Items Incinerated 764 Auctioned 456 Purged 4,998 Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 103 The property room is located within the police department with an additional storage area for larger items. Evidence is stored appropriately and to best practice. Some large items are stored in secondary storage, this is due to facilities issues and limited size of the property room(s). All items are documented, barcoded and entered into the property management software. The property room took in 6,358 items in 2018. This is an average of 530 items per month. At 10 minutes per item this represents approximately 1,060 hours of work per year just to process items taken in. It takes approximately 20 minutes per item to return, destroy or sell unneeded items. There were a total of 4,998 items purged, sold or returned to the owner in 2018. 7. Analysis of Property Room/Evidence Staffing When reviewing workloads for property /evidence, the project team uses benchmarks from other departments and the International Association For Property & Evidence Inc. (IAPE) standards and available research as summarized below. These benchmarks include tasks such as data entry, barcoding, storing in appropriate areas, releasing to officer/ owner/court, paperwork processing to destroy or sell. Not included in these workload measures are annual and quarterly audits, transfer and return of items to lab, answering phones or correspondence with other agencies. Property room and evidence management is complex and requires exact documentation and accountability for all items. Also, not included in the workload analysis is the need to have operational hours for staff and community member contact. The table shows the workload hours associated with property and evidence activities: Activity Number Average time to process one item (Mins) Total time to process in minutes Time to process in Hours Property In 6,358 10 63,580 1,059 Items Destroyed 3,745 20 - - Returned to Owner 721 20 - - Items Incinerated 764 20 - - Auctioned 456 20 - - Purged 4,998 20 99,960 1,666 Total Work hours for all Processes 2,725 There is minimum of 2,725 work hours associated with property room activities. With two personnel assigned to this function, the property and evidence unit is at or near capacity. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 104 Recommendation 54: Maintain current staffing, but use the recommended benchmarks to re-evaluate staffing on an annual basis to determine when more property/evidence staff is needed. 8. Analysis of Records Records serves as the depository for all departmental records. Subsequently, records staff are responsible for the filing, storage, distribution, and disposal of departmental records and reports. Additional tasks include responding to public records requests and producing reports. Each police report must be checked for errors and when errors are found the report must be sent back to officers for corrections. The records unit is comprised of a Records Supervisor and five Records Specialists Records reported the following processing statistics for 2018: Report Type Number processed Avg. per month Avg mins to process* Total time (mins / yr) Total time hrs / yr Incidents 7,091 590 15 106,365 1,772 Arrests 1,408 117 20 28,160 469 Total 8,499 708 N/A 134,525 2,242 *Average processing times are estimates based on our interviews, observations or the work process and the result of our work with other clients. These estimates fluctuate on the software used or actual process. Actual processing time is typically not captured as a performance measure. The above data indicates it takes approximately 2,242 hours to process all incident reports and arrests. The unit also answered 10,828 phone calls in 2018. This is only a portion of the work performed by records as they process other documents, and customer walk-ins, process public records requests including video, but these performance metrics are not tracked. Not included in the above workload measures is that records is staffed 24 hours a day to serve patrol officers. Every report that is written by officers are first reviewed and approved by supervisors as mentioned above before they are forwarded to the records unit. Each report is then reviewed by records staff to make sure there are no NBIRS coding errors. Many of the reports must be sent back for corrections. The records unit is under tight time requirements to file cases where a suspect has been charged. Staff must process all felony cases with the DA’s office. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 105 The Tigard Police Department recently switched to a new RMS which has required training and time to learn the new system. The records unit is able to keep current on report processing. Recommendation 55: Maintain current staffing. 9. Analysis of Crime Analyst The Crime Analyst produces all statistical reports, assists with investigative cases and helps put case folders together. The Crime Analysts produces daily, weekly and monthly reports and responds to statistical requests for information. The analyst also uses investigative databases in support of detectives. Day to day performance measures are not tracked for this function, however, through the course of project team interviews it was learned that at times the analysts has more requests for assistance and support than they are able to accomplish which requires prioritization of tasks. The Tigard police department is using data driven decision making to utilize limited resources in the most efficient manner possible. Additionally, the department spends significant effort to track data in order to address crime and livability issues. To accomplish these goals takes a well-trained analyst and time to organize and analyses data. It also requires the development of reports so that the information can be shared. There is only one analyst to perform these additional tasks in support of the department, in addition to the tasks assigned to support detectives. Recommendation 56: Add an additional analyst in the next 1 to 3 years. 10. Analysis of the Police Services Administrative Specialist The Police Services Administrative Specialists - maintains records and performs assigned tasks. There are no performance metrics for this position, however, the position has numerous daily and weekly tasks. In addition, the position supports the division by providing a constant point of contact for the division. Recommendation 57: Maintain current staffing. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 106 11. Analysis of School Resource Officers (SRO) The School Resource Unit consists of 2 SROs. The unit responds to calls for service at local schools, conducts meetings, teaches classes and assists with providing school security. Members of the unit work with staff, students and parents with the goal of assisting to provide a safe learning environment. SROs also attend after school events for safety and security. There are no performance metrics for the SRO unit, though it is typical to have one SRO assigned to high schools with a student population over 1,000 and 2 for schools with a population over 2,000. The Tigard High School has an approximate student population of 1,954. There are two public middle schools also located within the City of Tigard with student populations of approximately 805 and 1,061. The Tigard Police Department had four SROs, but two of the positions were eliminated due to staffing reductions. There is a need to fill one of the positions to maintain proper staffing based on typical call loads for large suburban high schools and middle schools. Recommendation 58: Maintain current staffing; but add one additional SRO in the next 1 to 3 years. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 107 8 Public Works The following chapter explores the engineering, administrative, and parks maintenance divisions of the Tigard Public Works Department. The following sections provide analysis and recommendations regarding issues which the Department faces on its way to best meeting the needs of the community, including technology utilization, workload tracking and performance measures, and capital project planning, While this chapter focuses on changes that the Department can make to improve the way it operates, the following points should be noted as particular strengths of the department in the functions reviewed as part of this study. • The department has five detailed system master plans, one for each of the major infrastructure systems in Tigard. These plans project the anticipated future capacity needed in each system, outline the City’s planned investment in each system, and provide a basis for capital planning. • The department takes a strategic approach to parks maintenance. Even without an asset management system, the Parks Maintenance Division has a detailed report on parks including the type and classification of each park and its acreage. Maintenance standards and frequencies are established for each classification of park. The Division also uses a master spreadsheet tool to project the hours needed for routine and preventive maintenance tasks at each park, by month. • The department has a strong capital planning approach: The CIP extends six years, and it is developed based on existing system master plans, as well as a quantitative scoring system from staff and citizen advisory committees. Goals, priorities, and expected impacts are established for each of the systems included in the CIP. The following sections address changes to technology, organizational structure, and operational practices which the Department should make in order to become more efficient, responsive, and data driven. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 108 (1) The Department Should Adopt a Routine Cycle of Performance Measurement and Reporting. The City’s FY 2018-19 budget contains three performance measures on pg. 127-128 for the Department of Public Works. These are shown here: Achieve ongoing required level of service for infrastructure while accommodating growth of those various systems. Ensure city infrastructure is resilient against natural disaster, security breaches and degradation due to aging. Ensure Tigard’s streets are in fairly good condition. The city’s annual Pavement Condition Index (PCI) meets or exceeds an overall value of 67.0 for the streets system. The PCI measure is an excellent example of a useful metric which can be used to determine levels of service and make decisions about resource allocation. The other two measures lack a level of detail or relevance that is sufficient to drive decision-making based on strategic goals. The importance and benefits of performance measurement is addressed elsewhere in this report. It is worth reiterating, however, the steps which the Department should take in order to institute a consistent performance measurement cycle. 1. Determine the level of service that the Department is committed to providing in each of its divisions and functional areas. 2. Select metrics that specifically measure the Department’s success in meeting established levels of service. 3. Establish target benchmarks against which the Department’s performance can be measured, and which can serve to inform decision-makers of whether performance levels are acceptable or not. The chapter of this report focusing specifically on performance measures endeavors to complete Steps 1 and 2 of this process by identifying metrics which distill the core elements – or at least accurate indicators – of departmental performance into quantifiable data. Specific performance measure recommendations for the Public Works Department can be found in that chapter. In the Public Works Department, the ability to collect and report on some of the data needed for performance measurement will depend on implementation of new technology Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 109 systems or upgrades to existing systems. For example, the development engineering group should measure plan review volume and turnaround times, but this will require the ability to generate workload reports from Accela, the permitting software used by the Community Development Department. Similarly, other software capabilities will be necessary to produce useful performance metric reports for other divisions of the Public Works Department. Those needs are discussed in dedicated sections later in this chapter. As the Department begins to implement a performance measurement cycle, the selected performance measures and their results should be published annually in the budget in clear language for the public to understand. This should include a brief definition of the metric and the established benchmark, an explanation of why it is important or how it indicates the effectiveness of Department operations, and finally the result of that measure for the most recent year. Recommendation 59: The Department should establish a routine cycle of measurement, review, and action based on their selected performance metrics. Recommendation 60: Performance measures and their results should be published each year in the annual budget. (2) The Department Should Implement an Asset Management System Which Will Enable Efficient, Transparent, and Data-Driven Asset Management. Highly effective public works departments take a holistic, lifecycle-centered approach to the maintenance, repair, and capital replacement of the infrastructure and assets for which they are responsible. At its core, this approach involves the use of three components: • A complete asset inventory, which includes all of the City’s infrastructure. Each catch basin, sign, mile of pavement, bridge, city-owned tree, etc. should be given an asset number and entered into a database. • A lifecycle costing system, which projects the estimated lifecycle of each asset, the cost to replace it, and the typical maintenance costs involved in upkeep. Lifecycle costing is used to help develop capital and operating budgets for public works. • A work order system which is integrated with the asset inventory and allows preventive maintenance tasks, proactive repairs, and citizen requests to be translated into work orders, assigned to the appropriate asset, and recorded in Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 110 order to gather information about the labor, vehicle usage, and costs associated with maintaining each asset. Asset management allows an organization to optimize efficiency and effectiveness by budgeting accurately for the likely cost of maintenance and repairs, staffing appropriately for the projected workload, and using a preventive maintenance program to ensure assets do not deteriorate to an unacceptable level. The primary tool for asset management is a computerized maintenance management system (CMMS) or dedicated asset management software with an integrated work order system. Tigard currently uses MaintStar as its CMMS and work order system. This software has a number of shortcomings for the Department’s needs. • It integrates poorly with the City’s GIS system. The Department is not able to tie individual assets within the system or work orders to geographical locations in GeoCortex map layers. • It integrates poorly with the City’s financial management system, Springbrook. This eliminates the possibility of effectively tracking costs associated with work orders. • It does not easily produce reports on workload or efficiency, so while work orders can be tracked and completed, data on past work orders cannot be efficiently obtained. This eliminates the possibility of using the system for performance measurement or decision-making about resource allocation. • It does not have mobile capabilities, which means that staff are not able to receive, view, and update work orders in real time as they work in the field. As a result of these issues, MaintStar does not provide the City with the platform necessary to geographically locate assets and work orders, pull useful data for performance measurement and resource planning, or adopt a data-driven, lifecycle cost approach to asset management. The Department has recognized these needs and intends to replace this software with a new system in the coming year. The following table provides a listing of useful features and capabilities that the Department should seek to obtain in its new system. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 111 Essential Function Description/Explanation Asset Management The software should allow the City to upload a complete and classify a completed listing of infrastructure assets. This would include each block or segment of road, drainage structure, traffic light, sign, catch basin, turf field, and drinking fountain. It should allow each asset to be classified by its category and type and assigned to an “owner” department and/or division. Lifecycle Costing The software should allow each asset to be assigned a construction or full replacement cost, as well as an anticipated lifecycle and depreciation schedule. This information is vital for capital budgeting. GIS Integration The software should be compatible with the City’s GIS system, which means that each stationary infrastructure asset can be assigned a specific location in one of the public works GIS layers. The City’s software should allow this capability so that the geographical location of any asset or work order can be quickly searched, and GIS layers can display information about, and link to, the assets populating them. Work Order Management The software should be able to manage a work order system which provides the basis for a Department-wide preventive maintenance program, detailed reporting, and staffing allocations. Work orders should be comprehensive enough to project labor needs based on historical workload volume. Public Portal The software should provide one of the following two functionalities: It should a) offer a public portal feature which integrates with the software’s work order system, or b) be compatible with the City’s existing service request portal and be able to convert these requests into work orders. In either scenario, the system should allow citizen requesters to log in and view (and receive updates on) the status of their request as it is scheduled, updated, and completed. Field Access The software should include access to a mobile application which can be used by staff in the field to look up work orders, identify their geographic location, read prior status updates for them, record labor hours and vehicle/equipment use against work orders, and update work orders’ status or mark them complete. Staff in the field should be able to access this application on mobile devices to update the system in real time. Reporting The software should be able to produce detailed reports from the work order system, as well as the program’s asset management module. Examples of reports may include a) the total depreciation of sidewalks over a selected time period, b) the total maintenance and replacement cost of signs in FY 2017, c) the total labor hours spent on non-routine maintenance of drainage culverts over the past 18 months, e) the total number of work orders requested for the pavement of a particular block or road segment. A software system with these capabilities will allow the Department to become more strategic, transparent, and efficient in the way it manages its workload, maintains the City’s infrastructure and public assets, and measures performance. Recommendation 61: The City should ensure that the selected asset management system replacing the existing work order system has the capabilities necessary to Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 112 foster an efficient, transparent, and data-centric approach to infrastructure maintenance and workload management. (3) The Department Should Seek to Maximize the Use of Work Orders In Its Asset Management System. One of the primary components in a functional asset management program is a work order system which is integrated with the asset inventory. The Department’s current system allows work orders to be assigned to a parks or infrastructure asset, which is an important feature, but it also has several crucial shortcomings as outlined earlier in this chapter. When a new asset management and work order system is implemented, the Department should focus on capturing as much of their staff’s activities as possible. Citizen-requested service requests, preventive maintenance work, and regularly scheduled tasks such as mowing should all be tracked using work orders in the system. Each work order should capture the source (preventive maintenance, citizen request, etc.), the type of work, the corresponding asset, and the dates received, scheduled, and completed. When work is completed, the labor and vehicle time used to execute the work order should be recorded. For example, a work order composed of completing a scheduled day of mowing fields would consist of 7-8 hours of staff time. A work order for pothole repairs would include the time spent by each laborer, as well as any time for the hot mix trailer or other equipment used. With intensive data collection in the work order system, the Department will be able to begin reporting on data such as the timeliness of completing work orders of different priority levels, hours of staff time spent working on different assets, and the percent of proactive vs. reactive activity. These are important metrics for measuring performance, identifying infrastructure which may need replacement, and assessing Department workload. Recommendation 62: The Department should track all field work – proactive and reactive – using work orders within the asset management system. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 113 (4) Parks Staffing Should Be Based on Labor Projections from a Preventive and Routine Maintenance Calendar. To determine the number of staff needed, the Parks Maintenance Division uses a “master spreadsheet” which shows all of the parks and acreage within the City of Tigard. The spreadsheet shows the number of hours per month required for each park element, and it totals the number of hours needed across all parks to produce a month-by-month labor needs assessment. The Division’s use of this master spreadsheet to project labor needs is a good practice and forms the basis of a preventive maintenance calendar. With the establishment of a work order system that enables reporting on past workload and scheduling of maintenance tasks, the content of the master spreadsheet should be imported into the asset management system. With this, the Division will have the information resources needed to adopt a more long-range staff planning approach. 1. The Division should estimate the labor required for the preventive and routine maintenance and upkeep tasks on its calendar in order to project the number of days needed for that work and the dates when it should occur. The existence of the parks master spreadsheet will make this exercise fairly straightforward. 2. To this baseline schedule, the Division should add additional time for responding to citizen requests or management directives, based on historical workload volume for the season in question. It will only be possible to anticipate reactive workload volume (part 2) when a year’s worth of work order data is available, so initially the only scheduled work may be preventive maintenance. The Division should use the resulting labor requirements from this exercise to determine the number of full-time and seasonal staff required to accomplish the preventive and routine maintenance calendar. The routine maintenance calendar should form the basis of the Division’s staffing plan, with reactive workload volume factored in as the data collected makes that workload more apparent. Recommendation 63: The Department should develop a preventive and routine maintenance calendar for the Parks Maintenance Division in the asset management system and use this tool as the basis for calculating staffing needs. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 114 (5) The Department Should Seek to Implement a Fully Functional Capital Project Management System. One of the most important functions of the Public Works Department is the oversight of capital project construction. The management of construction projects involves a significant amount of documentation and paperwork, including bid documents, contracts, plans, permits, specifications, invoicing, accounting, and grant management. To streamline this work, many municipalities utilize dedicated project management software. In Tigard, the City’s organization-wide financial management system, Springbrook, is used for capital project management. This system is not suited for project management, and leaves the Department looking for workarounds in a number of areas: • The system does not allow changes to project budgets to be made easily and cannot allocate revenues associated with a specific project (such as grant funding) to that project. • The software is not able to track funding encumbrances beyond one fiscal year, which presents significant difficulty because most construction contracts extend beyond one year. • The system has a timekeeping module in which staff enter their time, but hours cannot be allocated to specific projects in the system. This prevents it from being effective as a project cost accounting tool. In order to manage the necessary functions involved in project management without the help of an effective software system, the Department’s staff use a myriad of excel sheets as workaround solutions. The image below shows an in-progress project report generated by engineering staff using Excel in order to accurately account for project revenues and expenditures. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 115 Likewise, the image below shows allocations of engineering time developed by staff using excel due to Springbrook’s difficulty with this function. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 116 Producing updates on project budget and status, and accounting for staff time spent on projects, should be straightforward tasks for a strong capital project management software. While the Department currently has no option but Springbrook, the system is nearing the end of its useful life and is slated for replacement in the next two to three years. When this occurs, the Department should work with the Finance Department to ensure that the selected system has the ability to facilitate capital project management. If this cannot be arranged, the Department should implement its own project management software in order to eliminate the need for multiple workaround tools and improve the efficiency of project management staff. Recommendation 64: The City should ensure that the system which replaces Springbrook has a robust project management module or invest in a separate software specifically designed for capital project management. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 117 (6) The Department Should Adjust Its Approach to Making System Master Plan Updates. The Public Works Department maintains a series of system master plans for the five major infrastructure systems in Tigard. These are the water, wastewater, stormwater, streets, and parks systems. These master plans outline the Department’s planned investment in each system over a ten-year period; they are used as part of the capital planning process and provide technical background for planned or considered projects, ensuring that each system is able to meet the needs of the community. These plans take the place of a Department strategic plan, which would be a 5+ year document outlining the vision and mission of the department and the steps planned toward realizing them. The system master plans are able replacements, and have the ability to focus in more detail on the specific nature of each infrastructure system; this is a benefit since streets, parks, and utilities each have different public perceptions, capacity needs, funding mechanisms, stakeholder groups, etc. The master planning system can be improved in two ways: 1. Currently, the system master plans are updated every 10 years. The Department should shift to a staggered 6-year update cycle instead. This will provide more continuity between master plan updates, prevent the plans from becoming outdated, and allow the Department to focus on one master plan update per year. 2. The system master plans should include some discussion about the purpose of the infrastructure system and how the master plan supports the vision and goals of the Department and the City of Tigard. While these documents will remain primarily technical, the addition of some strategic context will help these documents become more relevant to the City as a whole and more accessible to the public. Recommendation 65: The Department should seek to update each system master plan once per six years on a rotating basis. Recommendation 66: The Department should include some strategic discussion in the master plans of the systems’ purpose for the community and how the plan supports the goals of the Department and the City. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 118 (7) The Department Should Provide Additional Engineering Help in the Development Engineering Group. The development engineering group is led by a Principal Engineer who oversees 4 Senior Engineering Technicians and one Engineering Tech II. All six of these staff conduct design review of plans submitted with permit applications, but only one of them – the Principal Engineer – is a professional engineer. Without the credentials or experience that come with P.E. certification, Engineering Technicians are limited in the types of determinations they can make, and they cannot develop conditions of approval. These technical engineering responsibilities fall exclusively to the Principal Engineer. When the Principal Engineer is unavailable - on vacation or other types of leave, the responsibility for leading the more complex engineering functions of the group falls to the Assistant City Engineer, who oversees the Principal Engineer. To better support the development engineering function, the Department should ensure that a backup protocol is in place to address the need for P.E. oversight and involvement in instances when the Principal Engineer is not available or when workload requiring the attention of that position exceeds capacity. This should include the use of other P.E.’s in the Engineering division as necessary in order to avoid potential bottlenecks. Recommendation 67: The Department should provide development review backup for the Principal Engineer, including the use of other P.E.’s in the Engineering Division. (8) The Seasonal Influx of Parks Maintenance Staff is Excessive for the Existing Organizational Structure. The Parks Maintenance Division uses many seasonal staff during the spring, summer, and fall months. These staff all report to the Parks Supervisor during their time with the City. The organizational chart below depicts this structure. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 119 An appropriate span of control for the Parks Supervisor would be no more than 8-10 staff. During the winter months, the Division’s staffing falls well under that threshold. When seasonal staff arrive, however, the Parks Supervisor is often tasked with directly overseeing 18 or more staff. This span is excessive and prevents the supervisor from giving sufficient attention and oversight to staff. To address this, the Department should structure the seasonal workforce so that many of the workers report to another employee other than the Parks Supervisor. This may be an Assistant Supervisor position which replaces one of the Senior Utilities Worker positions, or one of the Senior Utilities Workers acting as a supervisor during the seasonal months. The following chart shows how this revised structure would look. Division Manager (1) Environmental Prog Recreation Coordinator (1) Recreation Staff (2.5) Parks Supervisor (1) Sr. Utility Worker (2) Utility Worker II (4, 2 Vacant) Seasonal Staff (10+) Streets Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 120 Adding this level of stratification will reduce the management burden on the Parks Supervisor and allow more effective oversight of seasonal staff. Recommendation 68: The Department should adjust the organizational structure to narrow the Parks Supervisor’s span of control and allow more effective oversight of seasonal staff. (9) The City Engineer’s Span of Control Should Be Narrowed. The City Engineer’s position requires management of many staff in disparate roles. The position is responsible for managing the development and coordination of Tigard’s CIP, overseeing the funding, design, and construction of capital projects, coordinating grants for the construction of capital projects, working around the functional shortcomings of the Department’s available software, and supervising the Assistant City Engineer. As the following chart shows, this involves management of 8 employees in varying functions. Division Manager (1) Environmental Prog Recreation Coordinator (1) Recreation Staff (2.5) Parks Supervisor (1) Sr. Utility Worker (1) Utility Worker II (4, 2 Vacant) Seasonal Staff (4+) Assistant Supervisor (1) Seasonal Staff (6+) Streets Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 121 For positions with high-stakes responsibilities such as delivering an $18,000,000 capital improvement plan, and those charged with supervising a wide range of responsibilities, a narrower span of control with no more than 6-7 staff is appropriate. The Department plans to work with another consultant to specifically assist them with an analysis of their department structure. In this effort, the Engineering Division will be evaluated with one intended outcome being a reduction in the span of control for the City Engineer. Recommendation 69: The Department should adjust the organizational structure to narrow the City Engineer’s span of control and provide oversight assistance to project management staff. City Engineer (1) Capital Improvement Program Senior Project Engineer (1) Senior Project Engineer (1) Project Coordinator (1) Intern (1) Project Manager (2) Project Coordinator (1) Management Analyst (1) Admin. Specialist II (1) Assistant City Engineer (1) Senior Project Engineer (1) Project Coordinator (1) Principal Engineer (1) Development Engineering Group Engineering Tech (1) Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 122 9 Performance Measures The City of Tigard is preparing for the implementation of a more data-informed decision- making framework, as discussed in the chapter on City Management. By collecting, analyzing and utilizing data regarding service provision, the City can improve decision- making and education of the public regarding City performance. This will work well with the current Mayor and Council’s goal of ensuring “sound, transparent decision-making”. Ideally, the City will identify a small number of critical performance metrics for each department with the City’s performance in meeting these measures widely reported – both to the City Council and the public – and published in a dashboard approach on the City’s website. Where ever practical, the City should attempt to identify performance metrics that report on outcomes achieved from the services provided and which are linked to the overall adopted strategic goals of the City as adopted by the City Council in the City’s strategic plan. The following sections provide sample recommended performance measures for each operational area of the City’s organization. It is important to note that in many cases, the City does not currently have data available necessary to report on preferred measures and staff will need to start capturing this data before the measures can be reported on. It is likely to take several years to fully implement a robust performance measurement program and embed into the organizational culture a data-informed approach to management and policy decisions. Notwithstanding this data limitation, there are many measures that can be implemented immediately, or as interim measures, until the data becomes available to implement the desired measures. An effective and robust performance measurement program is designed to meet many organizational needs. Some common aspects include: • Serving as a tool to assist in the evaluation of the quality and effectiveness of operations. It is accomplished by collecting, analyzing, and reporting performance- related data. • Measures can be based on inputs (resources used), outputs (activities performed), efficiency measures (ratio between inputs and outputs), or outcomes (results achieved). Efficiency and outcome measures are often the most difficult to effectively measure or quantify but provide more useful data than simple input/ output counts. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 123 • Government accountability is often a driving factor in local government use of performance measurement. Effective use of performance measures can enhance transparency and public trust. • Measures should ideally be aligned with adopted strategic goals. Is progress being made toward the highest-level goals? What has the greatest effect on the people served? • The performance measure should be easily understood by the general public. Overly complicated or obscure measures, even if providing great data on performance, will not be effective if the public cannot understand what it is showing? Some measures are more important for use by managers to make decisions, but aren’t appropriate for public reporting. • A department may monitor more performance measures than those reported as part of the City’s dashboard. Public facing measures should be ones that inform on overall service outcomes, when possible, and that provide insight to the public and policy makers regarding City performance. Additional measures may be utilized internally, only by the City Manager and Department Heads, as indicators of staff or process efficiency and/or effectiveness. Ideally, the performance measures would be provided on the City’s website with frequent updating (to maintain relevancy) at least quarterly or monthly. The following sections provide recommended measures for each operational department. 1. CITY MANAGEMENT Measure Intent Data Requirements Suggested Benchmark City Manager’s Office % of respondents feeling City is well- managed Indicator or public perception of overall city operations. Requires annual survey to be conducted to provide data. 80% Annual work plans developed for each department with quarterly review conducted. Ensures annual workplan developed by each department to guide work efforts. A quarterly review should be conducted by the City Manager with one semi-annual update to Council. n/a 100% of departments. Human Resources Annual turnover rating Measures staff turn-over. Over time, this could be established as two separate measures: (1) involuntary; and (2) voluntary. Data currently exists to measure this. <10% annually Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 124 Measure Intent Data Requirements Suggested Benchmark % of recruitments completed within established targets To maintain fast moving recruitment processes to attract and acquire best quality candidates. Data is/or can easily be captured in NeoGov. <45 days for entry level positions; <60 days for professional positions; <90 days for executive positions. % of recruitments with qualified applicants from underrepresented groups. Data currently available to measure. >95% of positions filled. % of employees still employed 1 year after hire. Measure of effectiveness of the recruitment process to represent both qualified candidates and those that fit the organizational culture. Data is currently available to measure this though not complied. >95% % of Staff rating training courses as providing valuable content. Measure to evaluate quality of the training provided to employees. Surveys will need to be conducted after each training session. >90% Workers’ Compensation Modification Factor Measure of effectiveness of workers’ compensation program. Industry standard is 1 – any factor below one represents city program is more cost effective than industry standard. Date currently available. <1 2. CENTRAL SERVICES Measure Intent Date Requirements Suggested Benchmark Design & Communications Percent of social media followers who identify their primary language as other than English. The City’s goals include diversity, equity, and inclusion. This metric shows if the City is connecting to a more diverse population group with its social media outreach efforts. The City will collect data from Facebook, Twitter, and Instagram on how many of the followers on those platforms identify their primary language as other than English. ≥ 3% Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 125 Measure Intent Date Requirements Suggested Benchmark Communication’s published written material This is an output measure related to effective communication of written material provided or reviewed by Central Service’s communication’s team. Error free messages are highly important. The City will need to record any errors discovered post- publication. ≥ 98% are error free Social Media w/tracking ability (Facebook, etc.) shows an increase in people liking or otherwise following the city’s posts. This is an efficiency measure. The goal is to encourage staff to be innovative in ensuring a specific growth measures are achieved with the outcome measure of transparency. Data of “likes” or people following the city’s posts will need to be obtained from each social media site utilized by the City. ≥ 5% annual increase from the prior year Number of articles published about the City’s Strategic Plan. The City is in the process of updating its Strategic Plan. Getting information to the public about those updates and about the overall Plan is important. The City will record the number of publications it puts out regarding its Strategic Plan ≥ 12 publications annually Percentage of design projects completed by the agreed upon deadline. This is an efficiency measure designed to assist with the evaluation of project staff efficiency. Before starting a design project, design staff will communicate with the requestor of the work and come up with an agreed upon deadline. ≥ 80% of projects are completed by the agreed upon deadline. Municipal Court Defendants successfully comply with court orders prior to a suspension being issued. The outcome is theoretical in that you are “connecting” with offenders in a way that is successful enough to get them to comply with court orders. The City will continue to compare the number of compliance matters compared with those that require additional court action. ≥ 85% Case clearance rate Clearance rates measures a court’s ability to dispose of incoming cases. The goal is to dispose of as many cases as are received, or as close to this amount as is reasonable. This is a measure of court operations efficiency and could indicate staffing deficiencies. Total incoming cases and total cleared cases must be recorded. ≥ 97% Case load aging The goal is to clear cases in a timely manner. The date when a case enters the court and the date when the case is resolved (excluding cases that go to warrant) are recorded. ≥ 60% of cases are cleared within 90 days. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 126 Measure Intent Date Requirements Suggested Benchmark Property Management Workorder completed as scheduled. Measures whether staff are being scheduled effectively. Work order data is maintained that shows scheduled versus actual start date ≥ 80% or greater start when scheduled. The number of re-work workorders required When maintenance staff do a job but have to come back to do it again because something was not completed correctly or as expected, that can be a measure of the quality of work they are providing their customers. Work order data is maintained that shows whether the work is “re-work”. ≤ 5% of total work orders is “re-work” The percentage of outsourced maintenance work to in-house work on a project basis Measures whether the City is excessively contracting out repairs. This could be an indication of maintenance issues that need to be addressed or a matter of having staff trained / certified to perform repairs in-house. Total work orders completed with city staff compared with total work orders outsourced to a vendor. ≤ 10% of work is outsourced Fleet Maintenance The number of preventative maintenance tasks performed on schedule This measures the efficiency of the City’s fleet preventive maintenance program. Total work orders with preventive maintenance work showing a scheduled start date are compared with the actual start date. ≥ 95% of preventive maintenance tasks are performed on schedule Fleet workorder “re- work” rate This is an indication of service quality. Total work orders are compared to the number of re-work workorders. ≤ 5% of total work orders are re-work orders 2. COMMUNITY DEVELOPMENT Measure Intent Data Requirements Suggested Benchmark Building Percent of residential building plan reviews completed within 15 business days Measures the Department’s efficiency in quickly routing and reviewing residential plans in order to provide timely customer service. Accela can produce these reports, but the Department currently needs consultant help to generate them. 95% Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 127 Measure Intent Data Requirements Suggested Benchmark Percent of commercial building plan reviews completed within 20 business days Measures the Department’s efficiency in quickly routing and reviewing commercial plans in order to provide timely customer service. Accela can produce these reports, but the Department currently needs consultant help to generate them. 95% Percent of submittals received electronically Measures the City’s rate of utilization for more efficient and technology-driven methods, as well as the Department’s effectiveness in publicizing their availability. Tracking this measure will require full implementation of electronic document review, including digital plans submittals. 50% Land Use8 Percent of Type I applications closed within 30 days Measures the Department’s efficiency in quickly reviewing straightforward land use applications and bringing them to a resolution in a timely manner. Accela can produce these reports, but the Department currently needs consultant help to generate them. Project tracking spreadsheets are being used in the interim. 90% Percent of Type II and III applications closed within 90 days (date of complete application received to date of decision, excluding appeals) Measures the Department’s efficiency in reviewing more complex land use applications and bringing them to a resolution before the State-mandated deadline. Accela can produce these reports, but the Department currently needs consultant help to generate them. Project tracking spreadsheets are being used in the interim. 90% Inspections and Code Compliance Percent of inspections completed within 1 business day of request Measures the Department’s efficiency in providing timely customer service and ensuring that building and code compliance inspections occur without delay. This measure can be reported upon already using Accela. 98% Average number of address stops per inspector workday Measures the Department’s workload per inspector and ability to spread inspections effectively among inspectors. This measure can already be reported upon with Accela; inspections data was provided to the project team. 15 8 Land use application cycle times are largely governed by State laws which dictate when an application may be deemed incomplete and when it must be acted upon once submitted. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 128 Measure Intent Data Requirements Suggested Benchmark General Percent of “satisfied” and “very satisfied” responses to customer survey Measures the Department’s overall ability to meet customer expectations This measure requires implementation of a customer survey tool. 80% 3. FINANCE Measure Intent Data Requirements Suggested Benchmark Finance Administration Credit rating The City is fiscally responsible and impacts future borrowing costs Earned credit rating from at least Moody’s or Standard & Poor’s rating services Target AA1 / AA+ General Fund Reserve The City is fiscally responsible and ensures sufficient reserves to weather economic downturn or unexpected financial need of the organization. Financial statements showing the percent of unassigned general fund reserves as a percentage of the City’s total general fund operating budget ≥ 16.67% General Fund reserve balance Finance Operations Fund balance budget versus actual This measure shows how accurate city staff are at budgeting in comparison to actual financial performance The City already maintains budget-to- actual data. Analysis will be completed on the percentage difference between mid-year budget projections and ending actual numbers ≤ 5% Contracts & Purchasing Purchase orders under $1,000 are made with a rebate p-card or credit card. With the City using a rebate program for P-card purchases, the more department staff use those cards, the greater the city’s rebate (considering payment on the cards are made timely). The City will need to have its financial software record the total number of invoices under $1,000 and then identify the total number of those purchases made with a P-card. ≥ 80% Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 129 Measure Intent Data Requirements Suggested Benchmark Information Services Server intrusion identification Identifying any attempt to penetrate the City’s computer network Appropriate software that monitors for system intrusion and immediately reports any suspected attempts Within 24 hours of occurrence Internal Phishing campaigns clickthrough rates Reducing the risk of system intrusion caused from employees clicking on email links or opening email attachments The City will continue to employ an active phishing campaign and keep records of the total emails sent and total emails that were “clicked” or otherwise had an attachment opened ≤ 5% Helpdesk ticket response times This is measure of IT workorder ticket effectiveness and efficiency. IT will monitor total workorder / tickets and record in the workorder system times of ticket creation and initial arrival time in response to the workorder / ticket. Within 4 hours for priority or emergency incidents and within 3 business days for all other incidents. Average cycle time for open IT workorder tickets This measures the time it takes for IT staff to complete a workorder ticket. Cycle times will vary depending on the difficulty of the repair, but if the average per ticket is high, that could be indicative of a need to determine the cause. IT will monitor and record workorder creation date with workorder closure date. ≤ 3 days 4. LIBRARY Measure Intent Data Requirements Suggested Benchmark Collection turnover above x%. To ensure that the library is making the best use of space available and meeting patron needs. Tracking circulation overall and by program area. > 5 times Proportion of collection replaced per year. To keep the library current and meeting patron needs for new materials. Tracking circulation overall and by program area. > 5% of the collection. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 130 Measure Intent Data Requirements Suggested Benchmark Getting new materials into circulation. To keep the library current and meeting patron needs for new materials. Technical services tracking incoming orders and turnaround time to shelves, 3 days Programs attended do not decline in attendance To keep programs current and fresh in meeting patron needs; to ensure that staff are constantly using patron feedback and monitoring attendance to improve programs. Patron surveys Monitoring attendance trends Depends on the program % of programs provided to underserved patrons Ensure that full needs of the entire community are met by focusing some efforts on underserved populations. Tracking of the number of programs conducted by target audience category. >10% of programs (initially). Overtime, program %ages should be reflective of population served. % of participants indicating satisfaction with the program. To measure participant perception of program value. Will need to conduct post program survey to collect data. >80% per program. 5. POLICE Measure Intent Date Requirements Suggested Benchmark Average response time to calls for service (by priority) To measure response time to calls based on priority (faster response to higher priority timeframes). Data available from CAD system. Must be in alignment with staffing levels adopted. Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 131 Measure Intent Date Requirements Suggested Benchmark Annual Proactive Time To measure amount of time available for officers on street to interact and engage with the public (excludes all training, administrative, and call response/handling time). Higher proactive time provides greater opportunities for public engagement. Data readily available from CAD data but will need to be coordinated with other datasets regarding administrative time (training, report writing, etc.) to get net available proactive time. 60% or greater proactive target. Must be adopted in alignment with the staffing allocations adopted. Case clearance rate To measure percentage of cases cleared / closed over time. Data readily available but will need to be tracked consistently. 6. PUBLIC WORKS Measure Intent Data Requirements Suggested Benchmark Development Review Percent of engineering plan reviews meeting established cycle times Measures the Department’s consistency in providing timely service to facilitate sound development. Accela can produce these reports, but the Department currently needs consultant help to generate them. 95% Percent of engineering inspections completed within 2 business days of request Measures the Department’s efficiency in providing timely customer service and ensuring that engineering inspections occur without delay. This measure should be reported upon using Accela, but a consultant may be needed currently to obtain this data. 98% Parks Maintenance Percentage of parks receiving a score of “good” or “excellent” in an annual parks condition assessment Measures the division’s ability to keep parks in a condition that is appealing to residents. This will require an annual parks condition assessment. 90% Percentage of households living within ½ mile of a park. Measures the accessibility of parkland and open space to City residents. This will require GIS analysis to determine the distance of housing units from parks and open spaces. 85% Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 132 Measure Intent Data Requirements Suggested Benchmark Park acres per 1,000 residents equals or exceeds national average. Measures the overall availability of parks and open space to residents of Tigard. This calculation can already be conducted with available park acreage and population data. 10 (national average) Proportion of total work orders (or labor hours) spent on routine tasks and preventive maintenance rather than service requests Measures the degree to which the Department’s focus is on routine and preventive maintenance rather than “putting out fires”. Indicates the quality of park conditions. This will require a functional asset management and work order system with reporting capabilities. 70% Recreation Percentage of residents who consider the City’s recreation programs to be “good” or “very good” Measures the recreation program’s effectiveness in meeting the needs and expectations of Tigard’s residents. This will require an annual community survey. 75% Percent of recreation programming costs recovered through user fees Measures the cost efficiency and value generated by recreation programming – a target cost recovery level should be a policy decision made by City leadership This metric can be measured currently using budget and recreation revenue figures. TBD Percent of recreation programs meeting minimum enrollment Measures the City’s effectiveness in reaching residents with appealing recreation offerings and limiting programs to those in which residents have interest. This metric will require attendance counts at recreation programming and the establishment of minimum enrollment benchmarks. 80% Capital Planning Percent of CIP projects which are completed within 90 days of their initially planned completion date Measures the City’s ability to accurately predict and effectively manage the timing of capital project progression. None, this data is already readily available. 80% Percent of CIP projects which are completed within the initially planned budget Measures the City’s ability to accurately scope and cost capital projects and manage project-related expenses during the progression of the project. None, this data is already readily available. 85% Percent of CIP projects with change orders totaling less than 15% of the initially planned budget Measures the City’s ability to manage change orders and their impact on costs over the life of the project. None, this data is already readily available. 85% Final Report of the Performance Audit Assessment TIGARD, OREGON Matrix Consulting Group Page 133 Recommendation: The Departments should expand on their existing performance measures by identifying and adopting additional performance and workload measures to enlighten the public and internal stakeholders regarding the Department’s performance and accomplishments. 0 City of Tigard - Performance Audit Implementation Plan PERFORMANCE AUDIT IMPLEMENTATION PLAN November 2019 1 City of Tigard - Performance Audit Implementation Plan Contents Introduction ......................................................................................................................................2 Overview ...........................................................................................................................................2 City Management ..............................................................................................................................4 Recommendations .................................................................................................................................... 4 Performance Measures ............................................................................................................................. 6 Central Services .................................................................................................................................8 Recommendations .................................................................................................................................... 8 Performance Measures ........................................................................................................................... 10 Community Development ................................................................................................................ 13 Recommendations .................................................................................................................................. 13 Performance Measures ........................................................................................................................... 15 Finance and Information Services ..................................................................................................... 17 Recommendations .................................................................................................................................. 17 Performance Measures ........................................................................................................................... 19 Library ............................................................................................................................................. 21 Recommendations .................................................................................................................................. 21 Performance Measures ........................................................................................................................... 22 Police .............................................................................................................................................. 24 Recommendations .................................................................................................................................. 24 Performance Measures ........................................................................................................................... 26 Public Works .................................................................................................................................... 27 Recommendations .................................................................................................................................. 27 Performance Measures ........................................................................................................................... 30 Conclusion ....................................................................................................................................... 32 Appendix A – Prioritized List of Recommendations ........................................................................... 33 Appendix B – Matrix Comparison ..................................................................................................... 40 2 City of Tigard - Performance Audit Implementation Plan Introduction In 2019 the City of Tigard hired Matrix Consulting Group to conduct a performance audit of general fund operations. The audit produced 69 recommendations that identified opportunities for operational improvements and 58 performance measures to expand data-informed decision-making within the organization. This plan expands upon the performance audit results by incorporating supplemental information from City staff. More specifically, staff identified timeframes for completion based on current department capacity, budget estimates to implement, city-defined priority levels, and supporting narratives. Additionally, staff identified the current state and capacity to implement the performance measures. By blending staff input with audit results, this plan establishes a baseline and prioritizes next steps. Each section of this plan outlines a specific department’s recommendations and measures. To show what will be completed first, recommendations are ordered from soonest timeframe and highest priority to longer timeframe and lowest priority. As systems and initiatives develop over time, the content in this plan may become outdated. Progress of each recommendation and measure will be incorporated into department work plans in 2020 and updated quarterly. The City Manager’s Office is responsible for helping departments navigate the completion of their recommendations and measures. Additionally, City of Tigard’s Audit Committee, comprised of citizens and staff, will review the progress of the audit on an annual basis to ensure successful implementation. Overview A key indicator of effectively managing the completion of recommendations is the ratio of project priority levels. The chart to the right shows the balance of priority levels for all recommendations as defined by staff. The even balance displayed allows staff to allocate resources and focus attention on high priority recommendations rather than reacting to them all at once. A small percent of recommendations are identified as “immediate” priority and will be completed by 2020. 10% 30% 30% 30% Percent of Recommendations by Priority Level Immediate High Medium Low Noun Project. By Kieu Thi Kim Cuong 3 City of Tigard - Performance Audit Implementation Plan The graph below shows the percent of total recommendations by estimated completion year. Based on information provided by staff an estimated 12% of the total recommendations will be completed by January 2020, just three months after receiving the final audit report. Additionally, it should be noted that a quarter of the recommendations are ongoing tasks that the City will monitor to maintain. Lastly, the chart below shows the amount of recommendations each department has as a percent of the total number of recommendations. Central Services, Finance & Information Services, and Police have the most recommendations each with 19% of the total recommendations. Each department has identified team members responsible for implementing their recommendations. 12% 25% 28% 10% 25% 0% 5% 10% 15% 20% 25% 30% 2019 2020 2021 2020 or later OngoingPercent of Total RecommendationsYear Percent of Recommendations Completed by Year 9% 19% 19% 19% 6% 16% 12% Percent of Recommendations by Department City Management Central Services Finance & IS Police Library Public Works Community Development 4 City of Tigard - Performance Audit Implementation Plan City Management Recommendations Rec # Recommendation City Timeframe City Priority Requires Budget Adjustment Budget Estimate to Implement Notes 4 The Department should develop a methodology for predicting upcoming retirements based on age and years of service of employees and update it at least annually to anticipate which employees and skills will need to be replaced. 2019 High No Need more data Project team will meet to determine what parameters will be the most predictive and then perform analysis. 7 Additional staffing resources, in the range of .5 to .75 FTE, should be allocated to the Human Resources Department. 2019 Medium Yes <$50,000 HR has made the request and have been granted FTE increases of .4 during Q1, moving the HR Business Partner and HR Information Specialist positions back to 1.0. 1 The annual work plans for each department should be guiding documents that are considered a part of performance evaluations and developed in alignment with the overall City Strategic Plan. 2020 High No <$50,000 Project team developing work plan outline for departments. Will implement at the beginning of the year. 6 The City should update the performance evaluation tool and implement a compensation approach that more closely ties pay increases to individual performance. 2020 Medium Yes $50,000-$100,000 The HR project team is brainstorming programs that tie to individual performance such as bonus pay that rewards innovative solutions. 7 Recommendations // 8 Performance Measures City Management 5 City of Tigard - Performance Audit Implementation Plan Rec # Recommendation City Timeframe City Priority Requires Budget Adjustment Budget Estimate to Implement Notes 2 The Senior Management Analyst position should be charged with overseeing the development and implementation of the City’s performance management program Ongoing Immediate No <$50,000 Sr. Mgmt Analyst hired 10/1/2019 and is overseeing the development and implementation of the performance management program. 3 The City should expand on their existing performance measures by identifying and adopting additional performance and workload measures to enlighten the public regarding the Department’s performance and accomplishments. Ongoing High Need more data Need more data As work plans are developed, additional performance measures will be defined. Sr. Mgmt Analyst will work with departments to identify internal/external key performance indicators (KPIs). 5 The Department should prioritize efforts to expand the diversity of applicant pools to enable it to work toward a City workforce that is reflective of the community. Ongoing High Yes Need more data HR and the city's Diversity, Equity, and Inclusion Advisory team are working toward programs to diversify applicant pools. City Management 6 City of Tigard - Performance Audit Implementation Plan Performance Measures Department Measure Intent Data Requirement Benchmark Notes City Management % of respondents feeling City is well managed Indicator or public perception of overall city operations. Requires annual survey to be conducted to provide data. 80% This is a potential key performance indicator (KPI), a featured measure used to gauge overall performance. Staff will discuss the best way to gather data, likely a survey. City Management Annual work plans developed for each department with quarterly review conducted. Ensures annual work plan developed by each department to guide work efforts. A quarterly review should be conducted by the City Manager with one semi- annual update to Council. N/A 100% of departments Currently developing outlines for department work plans. Will implement plans for departments to report on in 2020. Human Resources Annual turnover rating Measures staff turn-over. Over time, this could be established as two separate measures: (1) involuntary; and (2) voluntary. Data currently exists to measure this. <10% annually Needs to be tracked by voluntary vs. involuntary. Human Resources % of recruitments completed within established targets To maintain fast moving recruitment processes to attract and acquire best quality candidates. Data is \ or can easily be captured in NeoGov. <45 days for entry level positions; <60 days for professional positions; <90 days for executive positions Change benchmark to 50-55 days for entry level or professional positions. Change to 120 days for executive positions. Human Resources % of recruitments with qualified applicants from underrepresented groups. N/A Data currently available to measure. >95% of positions filled Department will start by tracking percent of diverse applicants that reach the interview phase. Human Resources % of employees still employed 1 year after hire. Measure of effectiveness of the recruitment process to represent both qualified candidates and those that fit the organizational culture. Data is currently available to measure this though not complied. >95% This information will be compiled. City Management 7 City of Tigard - Performance Audit Implementation Plan Department Measure Intent Data Requirement Benchmark Notes Human Resources % of staff rating training courses as providing valuable content Measure to evaluate quality of the training provided to employees. Surveys will need to be conducted after each training session. >90% This will begin in 2020. HR will work to develop survey to distribute after trainings. Human Resources Workers’ Compensation Modification Factor Measure of effectiveness of workers’ compensation program. Industry standard is 1 – any factor below one represents city program is more cost effective than industry standard. Data currently available. <1 This data is received annually in the spring from a third-party insurance agency. Risk Management retains this data with insurance records. City Management 8 City of Tigard - Performance Audit Implementation Plan Central Services Recommendations Rec # Recommendation City Timeframe City Priority Requires Budget Adjustment Budget Estimate to Implement Notes 9 The City should utilize a work order system for all requests for web content modification. 2019 Medium No N/A This is a change in staff process and will be implemented immediately. 10 The City should develop a written communication strategic plan. 2020 High Yes <$50,000 The communications staff will begin this process once the strategic plan refresh is complete. 8 The City should utilize internal and external customer surveys to determine satisfaction and effectiveness of web content. 2020 Medium No <$50,000 Implementing this will be in coordination with other departments who may also use internal/external customer surveys. Potential use of SurveyMonkey. 15 The City should ensure that its asset management system is meeting the needs of fleet and facilities maintenance staff. 2021 High No N/A PW’s process to procure a new asset management system (AMS) will begin early 2020. Once that begins, PM and Fleet will be involved identifying department needs from system. Anticipate full access to and use of new system in early 2021. 12 The Court should adopt a written strategic plan to guide future decision making for operations and employee performance expectations. 2021 Low No <$50,000 The plan will begin after implementation of the red light photo enforcement. 18 Fleet & Facilities should conduct spot inventory checks to mitigate the inherent risk of asset misappropriation 2021 Low No N/A Will begin inventory lists and control to have a central place. Inventory reports vs. actuals will be reviewed every two months. 13 Recommendations // 13 Performance Measures Central Services 9 City of Tigard - Performance Audit Implementation Plan Rec # Recommendation City Timeframe City Priority Requires Budget Adjustment Budget Estimate to Implement Notes 13 The court should maintain staffing levels, so workload demands are within 10% of annual productive hours per employee. Ongoing High No N/A Staffing levels are currently in preparation for the enforcement of the photo red light. 17 Property Management should implement a proactive building preventive maintenance program to prevent reactive maintenance issues as much as is reasonably possible. Ongoing High No N/A Currently performing preventative maintenance through scheduled routines. 19 Fleet & Facilities should maintain staffing levels in the general range of one (1) employee for every 35,000 - 45,000 square feet of facilities under management. Ongoing Medium No N/A Staff recommends focusing more on building staff expertise rather than staffing levels. 14 Fleet maintenance should perform analytics and random verification of fuel purchases Ongoing Medium No N/A Complete. Reporting on a monthly basis. 11 The Graphics Design division staff should meet with stakeholders before beginning work on large project design requests. Ongoing Low No N/A Project team currently does meet with stakeholders before starting large project design requests and will continue to. 16 Property Management should regularly assess amounts spent on vendors for specialty services to determine if in-house staff should perform those functions. Ongoing Low No N/A These assessments are done with each project. 20 Project managers should receive project management certification. Ongoing Low Need more data <$50,000 Trainings will be provided to develop project management skills; however, because there is no full- time project manager, a certification will not be pursued. Central Services 10 City of Tigard - Performance Audit Implementation Plan Performance Measures Department Measure Intent Data Requirement Benchmark Notes Central Services Percent of social media followers who identify their primary language as other than English. The City’s goals include diversity, equity, and inclusion. This metric shows if the City is connecting to a more diverse population group with its social media outreach efforts. The City will collect data from Facebook, Twitter, and Instagram on how many of the followers on those platforms identify their primary language as other than English. ≥ 3% Can be reported. Set a higher benchmark based on population demographics. Project team will establish in 2020. Central Services Communications published written material This is an output measure related to effective communication of written material provided or reviewed by Central Service’s communications team. Error free messages are highly important. The City will need to record any errors discovered post publication. ≥ 98% are error free Project Managers review final documents to check for errors. Not tracked in database. Could be reported based on comments submitted. Central Services Social Media w/tracking ability (Facebook, etc.) shows an increase in people liking or otherwise following the city’s posts. This is an efficiency measure. The goal is to encourage staff to be innovative in ensuring a specific growth measures are achieved with the outcome measure of transparency. Data of “likes” or people following the city’s posts will need to be obtained from each social media site utilized by the City. ≥ 5% annual increase from the prior year This is tracked through social media platforms. PD, Library, and Communications need to work together to collect all data. This measure will be addressed further in the Communications Strategic Plan. Central Services Number of articles published about the City’s Strategic Plan. The City is in the process of updating its Strategic Plan. Getting information to the public about those updates and about the overall Plan is important. The City will record the number of publications it puts out regarding its Strategic Plan ≥ 12 publications annually Difficult to define. Articles only about the strategic plan or projects that relate to plan. Not tracked but anecdotal. Central Services Percentage of design projects completed by the agreed upon deadline. This is an efficiency measure designed to assist with the evaluation of project staff efficiency. Before starting a design project, design staff will communicate with the requestor of the work and come up with an agreed upon deadline. ≥ 80% of projects are completed by the agreed upon deadline. Tracked and reported to management. Will likely raise benchmark to 90%. Will develop bowling (tracking performance) chart to meet benchmark. Central Services 11 City of Tigard - Performance Audit Implementation Plan Department Measure Intent Data Requirement Benchmark Notes Municipal Court Defendants successfully comply with court orders prior to a suspension being issued. The outcome is theoretical in that you are “connecting” with offenders in a way that is successful enough to get them to comply with court orders. The City will continue to compare the number of compliance matters compared with those that require additional court action. ≥ 85% This is difficult to control the outcome of and the benchmark is high. This will be tracked starting January 2020 every quarter. Municipal Court Case clearance rate Clearance rates measures a court’s ability to dispose of incoming cases. The goal is to dispose of as many cases as are received, or as close to this amount as is reasonable. This is a measure of court operations efficiency and could indicate staffing deficiencies. Total incoming cases and total cleared cases must be recorded. ≥ 97% Currently meeting this measure. Municipal Court Case load aging The goal is to clear cases in a timely manner. The date when a case enters the court and the date when the case is resolved (excluding cases that go to warrant) are recorded. ≥ 60% of cases are cleared within 90 days. This is not a feasible benchmark because of the programs incorporated into clearing cases, such as traffic school. A more appropriate benchmark would be 180 days. Property Management Workorder completed as scheduled. Measures whether staff are being scheduled effectively. Work order data is maintained that shows scheduled versus actual start date ≥ 80% or greater start when scheduled. Currently exceeding this benchmark and will be able to track with asset management system. Property Management The number of re- work workorders required When maintenance staff do a job but have to come back to do it again because something was not completed correctly or as expected, that can be a measure of the quality of work they are providing their customers. Work order data is maintained that shows whether the work is “re- work. ≤ 5% of total work orders is “re-work” Currently meeting this measure. Created checkboxes in current form to track. Central Services 12 City of Tigard - Performance Audit Implementation Plan Department Measure Intent Data Requirement Benchmark Notes Property Management The percentage of outsourced maintenance work to in-house work on a project basis Measures whether the City is excessively contracting out repairs. This could be an indication of maintenance issues that need to be addressed or a matter of having staff trained / certified to perform repairs in-house. Total work orders completed with city staff compared with total work orders outsourced to a vendor. ≤ 10% of work is outsourced Benchmark should be based on type of project as some projects require more than 10% outsourced work due to specialization such as maintenance for HVAC system. Project team will work to develop benchmarks depending on project type. Fleet Maintenance The number of preventative maintenance tasks performed on schedule This measures the efficiency of the City’s fleet preventive maintenance program. Total work orders with preventive maintenance work showing a scheduled start date are compared with the actual start date. ≥ 95% of preventive maintenance tasks are performed on schedule Currently tracking. Fleet Maintenance Fleet workorder “rework” rate This is an indication of service quality. Total work orders are compared to the number of re-work workorders. ≤ 5% of total work orders are re-work orders Currently meeting this measure. Created checkboxes in current form to track. Central Services 13 City of Tigard - Performance Audit Implementation Plan Community Development Recommendations Rec # Recommendation City Timeframe City Priority Requires Budget Adjustment Budget Estimate to Implement Notes 22 The Department should generate routine reports on workload and level of service performance measures in order to gauge effectiveness in meeting established benchmarks. 2019 Immediate No N/A Complete. Planning Division has developed an excel spreadsheet that tracks level of service performance for land use reviews. This is done outside of Accela to allow staff to more easily access and prepare reports and measure performance on review timelines and meeting benchmarks to report to Assistant Community Development Director. Building Division will train staff on reports or contract with consultant to develop reports by June 2020. 27 The Department should monitor inspector staffing levels to ensure that they remain appropriate for the required workload. 2019 Immediate No N/A Building Division does, and will continue to, monitor inspector workloads. Workloads are assigned on a daily basis and the inspectors communicate throughout the day to adjust assigned tasks. Most inspectors are multi-certified and the automated systems allow for easy re- assignment of inspections if it appears that any inspector will have a problem completing their assigned workload. Project team will discuss further to set parameters. 8 Recommendations // 8 Performance Measures Community Development 14 City of Tigard - Performance Audit Implementation Plan Rec # Recommendation City Timeframe City Priority Requires Budget Adjustment Budget Estimate to Implement Notes 28 The Department should maintain an online library of standard conditions of approval for land use permits, which is shared with staff and the public. 2019 Immediate No N/A Completed by Planning Division. 25 The Department should designate a second position as an Accela power user and require that the management responsibilities of that system be shared. 2020 High Yes $50,000-$100,000 Community Development (CD) will be proposing to add an FTE to the Building division to fill this void. The process has been started to identify the correct job classification and the plan is to have someone on board by March 2020. 23 The Department should distribute an electronic customer satisfaction survey to all customers at the conclusion of their application and compile responses as a performance measurement tool. 2020 Low Yes <$50,000 Building division will need to obtain electronic contacts first and then research communication tools in Accela system. 21 The Department should ensure that in-house staff have the ability to produce workload and performance reports from Accela. 2021 Low Yes N/A Training will be provided once the new asset management system is available in 2021. No Accela training will be provided as it will be replaced. 26 The Department should ensure that the system which replaces Springbrook can be integrated with Accela to eliminate the need for duplicate entries. 2022 or later High Need more data N/A CD is committed to helping integrate the software with the permit tracking system cashier module but will need to wait for new asset management system to be available. Community Development 15 City of Tigard - Performance Audit Implementation Plan Rec # Recommendation City Timeframe City Priority Requires Budget Adjustment Budget Estimate to Implement Notes 24 The Department should implement expedited permit application reviews as a fee-based option for customers. Ongoing Low Need more data N/A Building Division previously tried to offer expedited service but found that charging a fee for an outside contract reviewer to perform the work did not improve review timelines. When construction activity is heavy, the contract reviewer timeline was just as far out as our in-house review timelines. We will continue to monitor the possibility going forward. Performance Measures Department Measure Intent Data Requirement Benchmark Notes Community Development Percent of residential building plan reviews completed within 15 business days Measures the Department’s efficiency in quickly routing and reviewing residential plans in order to provide timely customer service Accela can produce these reports, but the Department currently needs consultant help to generate them. 95% Change measure to "initial plan review completed within 15 business days". Start July 1, 2020 to have time to develop Accela report and train before implementation. Community Development Percent of commercial building plan reviews completed within 20 business days Measures the Department’s efficiency in quickly routing and reviewing commercial plans in order to provide timely customer service. Accela can produce these reports, but the Department currently needs consultant help to generate them. 95% Start tracking July 1, 2020 to give time before then train staff on how to generate reports. Community Development Percent of submittals received electronically Measures the City’s rate of utilization for more efficient and technology- driven methods, as well as the Department’s effectiveness in publicizing their availability. Tracking this measure will require full implementation of electronic document review, including digital plans submittals. 50% Tracking will begin 2021 with new asset management system. Community Development 16 City of Tigard - Performance Audit Implementation Plan Department Measure Intent Data Requirement Benchmark Notes Community Development Percent of Type I applications closed within 30 days Measures the Department’s efficiency in quickly reviewing straightforward land use applications and bringing them to a resolution in a timely manner. Accela can produce these reports, but the Department currently needs consultant help to generate them. Project tracking spreadsheets are being used in the interim. 90% Currently tracking in excel rather than Accela for easier access to data. Goal to incorporate this tracking into new asset management system. Community Development Percent of Type II and III applications closed within 90 days (date of complete application received to date of decision, excluding appeals) Measures the Department’s efficiency in reviewing more complex land use applications and bringing them to a resolution before the State-mandated deadline. Accela can produce these reports, but the Department currently needs consultant help to generate them. Project tracking spreadsheets are being used in the interim. 90% Change measure to 120 days rather than 90 to align with state planning deadlines. Can be tracked and department will start reporting. Community Development Percent of inspections completed within 1 business day of request Measures the Department’s efficiency in providing timely customer service and ensuring that building and code compliance inspections occur without delay This measure can be reported upon already using Accela. 98% This can be reported through Accela and department will begin tracking. Community Development Average number of address stops per inspector workday Measures the Department’s workload per inspector and ability to spread inspections effectively among inspectors. This measure can already be reported upon with Accela; inspections data was provided to the project team. 15 stops Can start July 1, 2020 to allow an Accela report to be developed. Community Development Percent of “satisfied” and “very satisfied” responses to customer survey Measures the Department’s overall ability to meet customer expectations This measure requires implementation of a customer survey tool. 80% Department will start collecting contact information to send surveys or promote comment cards in lobby. Community Development 17 City of Tigard - Performance Audit Implementation Plan Finance and Information Services Recommendations Rec # Recommendation City Timeframe City Priority Requires Budget Adjustment Budget Estimate to Implement Notes 37 The City should install and operate adequate software to monitor IT logs and detect any attempt at system intrusion. 2020 High Yes <$50,000 N/A 32 Management should conduct regular audits of purchases to detect and deter asset misappropriation. 2020 Medium Need more data <$50,000 Would create an additional 120 hours of work that cannot be taken on with current staffing levels. 39 The City should create an information technology committee that meets at least quarterly. 2020 Medium No N/A N/A 34 The City should assign a second employee to provide verification checks of garnishment data entered into the payroll system. 2020 Low Need more data <$50,000 Cost will depend on the frequency of quality control. 29 With appropriate staffing, the Finance Department should perform regular data analysis on its data to help detect any financial irregularity or non- compliance with financial policies. 2021 High Yes $100,000- $150,000 Hiring Senior Management Analyst early 2020, first quarter supplemental complete for position. Finance staff currently review monthly reports. Will hold trainings for department to educate on quality control. 31 Complete an annual fraud risk assessment. 2021 Medium Yes <$50,000 This will be contracted service with the auditor. 13 Recommendations // 8 Performance Measures Finance & Information Services 18 City of Tigard - Performance Audit Implementation Plan Rec # Recommendation City Timeframe City Priority Requires Budget Adjustment Budget Estimate to Implement Notes 40 The City should reduce its internal phishing campaign employee clickthrough rate to no more than 5%. 2021 Medium Need more data <$50,000 This will likely be contracted service. 33 Determine if automatic notification of payroll changes is possible within the City’s payroll/financial software system 2021 Low Need more data <$50,000 Work will be contracted. 41 The City should hire one (1) additional FTE into an IT support position. 2021 Low Yes $50,000- $100,000 Work will be contracted. Consider weekend or evening coverage. 30 Provide cross training so that critical functions for each finance position have at least two people who can complete them and require the employee performing the critical task as a backup to complete the function at least twice annually. 2022 or later Low Yes <$50,000 Already performing cross training with tight staffing levels. More payroll cross training will be explored. 36 With available time, the City should proactively research and seek buying discounts in addition to State bid discounts. 2022 or later Low Need more data <$50,000 This would require an estimated additional 200 hours of work each year. 38 The City should ensure GIS staff spend at least 10% of their time working to proactively introduce GIS technology into every department in the City. 2022 or later Low Need more data $50,000- $100,000 N/A 35 The City should ensure that its asset management system fully integrates with its financial software system and has the capabilities necessary to foster an efficient, transparent, and data- centric approach to fixed asset management. Ongoing High No >$150,000 This project will be fully operational in 2024. The process for a new asset management system will being in 2020. Finance & Information Services 19 City of Tigard - Performance Audit Implementation Plan Performance Measures Department Measure Intent Data Requirement Benchmark Notes Finance Credit rating The City is fiscally responsible and impacts future borrowing costs Earned credit rating from at least Moody’s or Standard & Poor’s rating services Target AA1 / AA+ Identified as a key performance indicator. Tigard is currently outperforming this benchmark. Finance General Fund Reserve The City is fiscally responsible and ensures sufficient reserves to weather economic downturn or unexpected financial need of the organization. Financial statements showing the percent of unassigned general fund reserves as a percentage of the City’s total general fund operating budget ≥ 16.67% General Fund reserve balance (2 months) Currently exceeding this benchmark. Finance Fund balance budget versus actual This measure shows how accurate city staff are at budgeting in comparison to actual financial performance The City already maintains budget-to actual data. Analysis will be completed on the percentage difference between mid-year budget projections and ending actual numbers ≤ 5% This benchmark is adequate for operating/general funds. If over benchmark, then department can provide narratives to explain why. Finance Purchase orders under $1,000 are made with a rebate p-card or credit card. With the City using a rebate program for P-card purchases, the more department staff use those cards, the greater the city’s rebate (considering payment on the cards are made timely). The City will need to have its financial software record the total number of invoices under $1,000 and then identify the total number of those purchases made with a P-card. ≥ 80% Wait for new finance system to be able to report. Information Services Server intrusion identification Identifying any attempt to penetrate the City’s computer network Appropriate software that monitors for system intrusion and immediately reports any suspected attempts Within 24 hours of occurrence This can be tracked and the measure is feasible. Information Services Internal Phishing campaigns clickthrough rates Reducing the risk of system intrusion caused from employees clicking on email links or opening email attachments The City will continue to employ an active phishing campaign and keep records of the total emails sent and total emails that were “clicked” or otherwise had an attachment opened ≤ 5% Department suggests 5-15% benchmark and is currently tracking. Fake phishing emails are sent out by City to test employees, those who do not pass are required to go through a training. Finance & Information Services 20 City of Tigard - Performance Audit Implementation Plan Department Measure Intent Data Requirement Benchmark Notes Information Services Helpdesk ticket response times This is measure of IT workorder ticket effectiveness and efficiency IT will monitor total workorder / tickets and record in the workorder system times of ticket creation and initial arrival time in response to the workorder / ticket. Within 4 hours for priority or emergency incidents and within 3 business days for all other incidents. This is tracked but project team will need to set up system to track priority levels for requests. Information Services Average cycle time for open IT workorder tickets This measures the time it takes for IT staff to complete a workorder ticket. Cycle times will vary depending on the difficulty of the repair, but if the average per ticket is high, that could be indicative of a need to determine the cause. IT will monitor and record workorder creation date with workorder closure date. ≤ 3 days Will work with third party who completes work orders to collect information. Finance & Information Services 21 City of Tigard - Performance Audit Implementation Plan Library Recommendations Rec # Recommendation City Timeframe City Priority Requires Budget Adjustment Budget Estimate to Implement Notes 42 The Library should reduce service hours to between 62 – 64 hours per week, either through elimination of some evening hours or an earlier closing for all evenings. Closing at 8pm each night should be implemented, the hour after which visits decline markedly. 2019 Immediate No N/A New library hours start December 1: Opening two hours earlier on Sunday (10AM instead of 12PM) and closing one hour earlier on weekdays (8PM instead of 9PM). 43 Develop a comprehensive marketing plan encompassing traditional print and advertising and social media components. Use this opportunity to brand the Library as consistently as possible to the community. Finally, make one person responsible for the coordination, development and posting of social media while continuing to seek the input of other staff. The lead person should be the Communications Coordinator. Then management team should set direction and develop a review process. 2020 High Need more data $50,000-$100,000 The Library will complete its strategic plan update before developing a marketing plan. The Library will coordinate with other departments such as Communications to develop. Social media responsibilities will be determined through the marketing plan. 4 Recommendations // 6 Performance Measures Library 22 City of Tigard - Performance Audit Implementation Plan Rec # Recommendation City Timeframe City Priority Requires Budget Adjustment Budget Estimate to Implement Notes 44 Direct internal teams to focus on furthering team building under the new leadership in the Library. Ongoing Medium Need more data N/A Team exercises are incorporated into all-staff meetings. There are weekly email updates and employee surveys. The project team will work with HR for ideas on team-building exercises. 45 Create an internal team to research, develop and present to the City a Library Information Technology Needs Assessment and Long-Range Plan. Ongoing Medium Need more data N/A Completing the Edge assessment to build a successful framework for growth. Performance Measures Department Measure Intent Data Requirement Benchmark Notes Library Collection turnover above x% To ensure that the library is making the best use of space available and meeting patron needs. Tracking circulation overall and by program area. > 5 times Track by collection rather than program area. Can track on annual basis. Library Proportion of collection replaced per year. To keep the library current and meeting patron needs for new materials. Tracking circulation overall and by program area. > 5% of the collection. Change benchmark to 10%. Can track on annual basis. Library Getting new materials into circulation To keep the library current and meeting patron needs for new materials. Technical services tracking incoming orders and turnaround time to shelves 3 days 3 days is an error. Change to 30 days. Library 23 City of Tigard - Performance Audit Implementation Plan Department Measure Intent Data Requirement Benchmark Notes Library Programs attended do not decline in attendance To keep programs current and fresh in meeting patron needs; to ensure that staff are constantly using patron feedback and monitoring attendance to improve programs. Patron surveys Monitoring attendance trends Depends on the program This measure may be in contrast to other initiatives like the one identified in the measure below. Staff will monitor attendance. Potential KPI. Library % of programs provided to underserved patrons Ensure that full needs of the entire community are met by focusing some efforts on underserved populations. Tracking of the number of programs conducted by target audience category. >10% of programs (initially). Overtime, program % ages should be reflective of population served. Staff will discuss types of programs and marketing to improve this measure. Library % of participants indicating satisfaction with the program. To measure participant perception of program value Will need to conduct post program survey to collect data. >80% per program. Staff will brainstorm the best way to collect this data. Library 24 City of Tigard - Performance Audit Implementation Plan Police Recommendations Rec # Recommendation City Timeframe City Priority Requires Budget Adjustment Budget Estimate to Implement Notes 47 Add 8 additional Officers to maintain higher minimum staffing to achieve stated goal of 5-minute response to priority 1 and 2 calls for service. Minimum staffing should be 4 Officers on Day Shift, 5 Officers on Afternoon Shift and 4 Officers on Night Shift. 2020 High Yes >$150,000 This recommendation is tied to the potential local option levy. Costs include salaries, benefits and ongoing M&S (training, fuel, supplies etc.) as well as one-time costs for guns, TASERS, MDCs and 2 patrol vehicles total. 50 Fill 2nd CSO position for a total of two CSOs. 2020 Medium No N/A CSO position is in the current budget, plan is to fill the position with a dedicated Parking Enforcement Officer. 53 If all workable cases are currently assigned the department should eliminate two detective positions. 2020 Medium No N/A Review of case assignment criteria, assignment of DV cases to detective also work one day a week at the Family Justice Center. 52 Review case screening process. 2020 Low No N/A The review process has been completed. Starting in January 2020, supervisory officers who triage reports for case assignments will forward all felony cases to investigative units (detectives in CIU/ CCU). This new process will be evaluated after 6 months. This recommendation is closely tied to recommendation #53. 54 Maintain current staffing but use the recommended benchmarks to re- evaluate staffing on an annual basis to determine when more property / evidence staff is needed. 2021 Medium Yes $50,000- $100,000 If the 8 patrol officers are added through a levy, there will be recommended funding for another Property and Evidence FTE to cover the increase workload though the local option levy. 13 Recommendations // 3 Performance Measures Police 25 City of Tigard - Performance Audit Implementation Plan Rec # Recommendation City Timeframe City Priority Requires Budget Adjustment Budget Estimate to Implement Notes 55 Maintain current staffing for records management. 2021 Medium No N/A Levy would provide funds to add records support staff to address the increased workload. 56 Add an additional analyst in the next 1 to 3 years. 2021 Medium Yes $50,000- $100,000 This position will be critical to develop out the data-informed decision-making program. Funding for non-sworn support is incorporated into current levy proposal. An analyst position may be identified to support additional officers. 48 Maintain current staffing of two K9. 2021 Low No N/A If patrol staffing levels are increased PD would like to add a third K9 using donated K9 funds. 51 Maintain current staffing for traffic unit 2021 Low Yes >$150,000 This doesn't account for the photo enforcement implementation. Planning to add one additional officer in FY2021. 58 Maintain current SRO staffing but add one additional SRO in the next 1 to 3 years. 2022 or later Low Yes >$150,000 There are other staffing priorities before adding another SRO unless the school district can provide resources. 46 Maintain current Administration staffing levels. Ongoing Low No N/A N/A 49 Minimum Staffing should be Sergeant on duty at all times. Ongoing Low No N/A N/A 57 Maintain current Administrative Specialist staffing levels. Ongoing Low No N/A N/A Police 26 City of Tigard - Performance Audit Implementation Plan Performance Measures Department Measure Intent Data Requirement Benchmark Notes Police Average response time to calls for service (by priority) To measure response time to calls based on priority (faster response to higher priority timeframes). Data available from CAD system. Must be in alignment with staffing levels adopted. Benchmark will be 5 minutes based on comparison to other agencies. Police Annual Proactive Time To measure amount of time available for officers on street to interact and engage with the public (excludes all training, administrative, and call response/handling time). Higher proactive time provides greater opportunities for public engagement Data readily available from CAD data but will need to be coordinated with other datasets regarding administrative time (training, report writing, etc.) to get net available proactive time. 60% or greater proactive target. Must be adopted in alignment with the staffing allocations adopted Staff can measure and agrees with benchmark. Industry standard is 33% for proactive. Police Case clearance rate To measure percentage of cases cleared / closed over time. Data readily available but will need to be tracked consistently Department is defining how to measure case clearance. Police 27 City of Tigard - Performance Audit Implementation Plan Public Works Recommendations Rec # Recommendation City Timeframe City Priority Requires Budget Adjustment Budget Estimate to Implement Notes 67 The Department should provide development review backup for the Principal Engineer, including the use of other P.E.’s in the Engineering Division. 2019 Immediate No <$50,000 PW will be working with a consultant toward department structures. The Engineering division will be included. Currently, there is backup provided by other technical staff in the division. 61 The City should ensure that the selected asset management system replacing the existing work order system has the capabilities necessary to foster an efficient, transparent, and data- centric approach to infrastructure maintenance and workload management. 2020 High No >$150,000 Department is currently engaged in vendor selection. Software demos will occur in December 2019. 68 The Department should adjust the organizational structure to narrow the Parks Supervisor’s span of control and allow more effective oversight of seasonal staff. 2020 High Yes $50,000-$100,000 The department will be considering organizational adjustments. 11 Recommendations // 12 Performance Measures Public Works 28 City of Tigard - Performance Audit Implementation Plan Rec # Recommendation City Timeframe City Priority Requires Budget Adjustment Budget Estimate to Implement Notes 69 The Department should adjust the organizational structure to narrow the City Engineer’s span of control and provide oversight assistance to project management staff. 2020 High Need more data Need more data PW will be working with a consultant toward department structures. The Engineering division will be included. In the meantime, there is backup provided by other technical staff in the division. 59 The Department should establish a routine cycle of measurement, review, and action based on their selected performance metrics. 2021 High Need more data Need more data Implementation of this recommendation will need to be coordinated with the AMS software project. 66 The Department should include some strategic discussion in the master plans of the systems’ purpose for the community and how the plan supports the goals of the Department and the City. 2021 High No <$50,000 The project team will need to incorporate with each master plan update. This will depend on completion of strategic plan refresh. 60 Performance measures and their results should be published each year in the annual budget. 2021 Medium Need more data Need more data The project team would like to consider an annual report of their own in addition to providing the measures in the budget. 62 The Department should track all field work – proactive and reactive – using work orders within the asset management system. 2021 Medium No <$50,000 As the department implements a new AMS software, workflows will be established in each division to ensure that this recommendation is met. Public Works 29 City of Tigard - Performance Audit Implementation Plan Rec # Recommendation City Timeframe City Priority Requires Budget Adjustment Budget Estimate to Implement Notes 63 The Department should develop a preventive and routine maintenance calendar for the Parks Maintenance Division in the asset management system and use this tool as the basis for calculating staffing needs. 2021 Medium No Need more data Will be part of the AMS software implementation and workflow development. 64 The City should ensure that the system which replaces Springbrook has a robust project management module or invest in a separate software specifically designed for capital project management. 2022 or later High Yes Need more data PW will be involved in RFP development for Springbook replacement to ensure PM module can help with capital project management. 65 The Department should seek to update each system master plan once per six years on a rotating basis. 2022 or later Medium Need more data Need more data Project team still discussing whether all systems should be on a six-year rotation. PW will review each master plan within a six-year timeframe and will determine what parts need to be updated. Public Works 30 City of Tigard - Performance Audit Implementation Plan Performance Measures Department Measure Intent Data Requirement Benchmark Notes Public Works Percent of engineering plan reviews meeting established cycle times Measures the Department’s consistency in providing timely service to facilitate sound development. Accela can produce these reports, but the Department currently needs consultant help to generate them. 95% Project team will work to define cycle times of the various types of applications. Public Works Percent of engineering inspections completed within 2 business days of request Measures the Department’s efficiency in providing timely customer service and ensuring that engineering inspections occur without delay. This measure should be reported upon using Accela, but a consultant may be needed currently to obtain this data. 98% Useful for the development community. Change to 5 business days. Can start tracking in 2020. Public Works Percentage of parks receiving a score of “good” or “excellent” in an annual parks condition assessment Measures the division’s ability to keep parks in a condition that is appealing to residents. This will require an annual parks condition assessment. 90% Potential KPI. Can gather information through the parks system master plan contract. Public Works Percentage of households living within ½ mile of a park. Measures the accessibility of parkland and open space to City residents. This will require GIS analysis to determine the distance of housing units from parks and open spaces. 85% New standards utilize minutes over miles. Instead of 1/2 mile, use 10 minutes. Public Works Park acres per 1,000 residents equals or exceeds national average Measures the overall availability of parks and open space to residents of Tigard. This calculation can already be conducted with available park acreage and population data. 10 (national average) Conduct in 2020. Public Works Proportion of total work orders (or labor hours) spent on routine tasks and preventive maintenance rather than service requests Measures the degree to which the Department’s focus is on routine and preventive maintenance rather than “putting out fires”. Indicates the quality of park conditions. This will require a functional asset management and work order system with reporting capabilities. 70% Work requests need to be quantified. Current system used to track service requests (Maintstar) is difficult complete, wait for new asset management software. Public Works 31 City of Tigard - Performance Audit Implementation Plan Department Measure Intent Data Requirement Benchmark Notes Public Works Percentage of residents who consider the City’s recreation programs to be “good” or “very good” Measures the recreation program’s effectiveness in meeting the needs and expectations of Tigard’s residents. This will require an annual community survey. 75% Track all participants not just residents. Will track recreation event attendance over time through social media, number of giveaways, registration. Public Works Percent of recreation programming costs recovered through user fees Measures the cost efficiency and value generated by recreation programming – a target cost recovery level should be a policy decision made by City leadership. This metric can be measured currently using budget and recreation revenue figures. TBD Need financial benchmark related to self-sufficiency of running program, will discuss further with city management. Public Works Percent of recreation programs meeting minimum enrollment Measures the City’s effectiveness in reaching residents with appealing recreation offerings and limiting programs to those in which residents have interest. This metric will require attendance counts at recreation programming and the establishment of minimum enrollment benchmarks. 80% Currently being tracked by parks and rec staff. Public Works Percent of CIP projects which are completed within 90 days of their initially planned completion date Measures the City’s ability to accurately predict and effectively manage the timing of capital project progression. None, this data is already readily available. 80% This measure can be tracked however difficult to control outcome. Public Works Percent of CIP projects which are completed within the initially planned budget Measures the City’s ability to accurately scope and cost capital projects and manage project-related expenses during the progression of the project. None, this data is already readily available. 85% Change to “construction budget at time budget starts”. Public Works Percent of CIP projects with change orders totaling less than 15% of the initially planned budget Measures the City’s ability to manage change orders and their impact on costs over the life of the project. None, this data is already readily available. 85% Change to “construction contract amount” instead of “initially planned budget”. Public Works 32 City of Tigard - Performance Audit Implementation Plan Conclusion The audit implementation plan builds upon the recommendations and measures identified in the 2019 Matrix Consulting Performance Audit through the incorporation of staff input, creating a prioritized list of next steps. Beginning January 2020, audit recommendations and measures will be included in department work plans in order to track the progress of each. Additionally, the City of Tigard’s Audit Committee will annually review the progress of the audit to ensure that the recommendations and measures are being addressed in a timely manner. As departments track their performance, measures will likely adapt to focus on key information or key performance indicators (KPIs). These KPIs will be identified for both internal and external use to help the City make data-driven decisions. To keep the community informed on the performance of the City, KPIs will be displayed through a data dashboard on the City’s website as well as incorporated into the City’s annual report card. Noun Project. By Fuse Studio, RU 33 City of Tigard - Performance Audit Implementation Plan Appendix A – Prioritized List of Recommendations The list below organizes the recommendations by soonest timeframe then highest priority to show the pipeline of upcoming projects across the City. Rec # Department Recommendation City Timeframe City Priority 42 Library The Library should reduce service hours to between 62 – 64 hours per week, either through elimination of some evening hours or an earlier closing for all evenings. Closing at 8pm each night should be implemented, the hour after which visits decline markedly. 2019 Immediate 22 Community Development The Department should generate routine reports on workload and level of service performance measures in order to gauge effectiveness in meeting established benchmarks. 2019 Immediate 27 Community Development The Department should monitor inspector staffing levels to ensure that they remain appropriate for the required workload. 2019 Immediate 28 Community Development The Department should maintain an online library of standard conditions of approval for land use permits, which is shared with staff and the public. 2019 Immediate 67 Public Works The Department should provide development review backup for the Principal Engineer, including the use of other P.E.’s in the Engineering Division. 2019 Immediate 4 City Management The Department should develop a methodology for predicting upcoming retirements based on age and years of service of employees and update it at least annually to anticipate which employees and skills will need to be replaced. 2019 High 9 Central Services The City should utilize a work order system for all requests for web content modification. 2019 Medium 34 City of Tigard - Performance Audit Implementation Plan Rec # Department Recommendation City Timeframe City Priority 7 City Management Additional staffing resources, in the range of .5 to .75 FTE, should be allocated to the Human Resources Department. 2019 Medium 1 City Management The annual work plans for each department should be guiding documents that as considered as part of performance evaluations and developed in alignment with the overall City Strategic Plan. 2020 High 10 Central Services The City should develop a written communications strategic plan. 2020 High 25 Community Development The Department should designate a second position as an Accela power user and require that the management responsibilities of that system be shared. 2020 High 37 Finance & Information Systems The City should install and operate adequate software to monitor IT logs and detect any attempt at system intrusion. 2020 High 43 Library Develop a comprehensive marketing plan encompassing traditional print and advertising and social media components. Use this opportunity to brand the Library as consistently as possible to the community. Finally, make one person responsible for the coordination, development and posting of social media while continuing to seek the input of other staff. The lead person should be the Communications Coordinator. Then management team should set direction and develop a review process. 2020 High 47 Police Add 8 additional Officers to maintain higher minimum staffing to achieve stated goal of 5 minute response to priority 1 and 2 calls for service. Staffing should be 4 Officers on Day Shift, 5 Officers on Afternoon Shift and 4 Officers on Night Shift. 2020 High 35 City of Tigard - Performance Audit Implementation Plan Rec # Department Recommendation City Timeframe City Priority 61 Public Works The City should ensure that the selected asset management system replacing the existing work order system has the capabilities necessary to foster an efficient, transparent, and data-centric approach to infrastructure maintenance and workload management. 2020 High 68 Public Works The Department should adjust the organizational structure to narrow the Parks Supervisor’s span of control and allow more effective oversight of seasonal staff. 2020 High 69 Public Works The Department should adjust the organizational structure to narrow the City Engineer’s span of control and provide oversight assistance to project management staff. 2020 High 6 City Management The City should update the performance evaluation tool and implement a compensation approach that more closely ties pay increases to individual performance. 2020 Medium 8 Central Services The City should utilize internal and external customer surveys to determine satisfaction and effectiveness of web content. 2020 Medium 32 Finance & Information Systems Management should conduct regular audits of purchases to detect and deter asset misappropriation. 2020 Medium 50 Police Fill 2nd CSO position for a total of two CSOs. 2020 Medium 53 Police If all workable cases are currently assigned the department should eliminate two detective positions. 2020 Medium 23 Community Development The Department should distribute an electronic customer satisfaction survey to all customers at the conclusion of their application and compile responses as a performance measurement tool. 2020 Low 34 Finance & Information Systems The City should assign a second employee to provide verification checks of garnishment data entered into the payroll system. 2020 Low 52 Police Review case screening process. 2020 Low 36 City of Tigard - Performance Audit Implementation Plan Rec # Department Recommendation City Timeframe City Priority 15 Central Services The City should ensure that its asset management system is meeting the needs of fleet and facilities maintenance staff. 2021 High 29 Finance & Information Systems With appropriate staffing, the Finance Department should perform regular data analysis on its data to help detect any financial irregularity or non- compliance with financial policies. 2021 High 59 Public Works The Department should establish a routine cycle of measurement, review, and action based on their selected performance metrics. 2021 High 66 Public Works The Department should include some strategic discussion in the master plans of the systems’ purpose for the community and how the plan supports the goals of the Department and the City. 2021 High 39 Finance & Information Systems The City should create an information technology committee that meets at least quarterly. 2021 Medium 31 Finance & Information Systems Complete an annual fraud risk assessment. 2021 Medium 40 Finance & Information Systems The City should reduce its internal phishing campaign employee clickthrough rate to no more than 5%. 2021 Medium 54 Police Maintain current staffing but use the recommended benchmarks to re-evaluate staffing on an annual basis to determine when more property / evidence staff is needed. 2021 Medium 55 Police Maintain current staffing for records management. 2021 Medium 56 Police Add an additional analyst in the next 1 to 3 years. 2021 Medium 60 Public Works Performance measures and their results should be published each year in the annual budget. 2021 Medium 62 Public Works The Department should track all field work – proactive and reactive – using work orders within the asset management system. 2021 Medium 37 City of Tigard - Performance Audit Implementation Plan Rec # Department Recommendation City Timeframe City Priority 63 Public Works The Department should develop a preventive and routine maintenance calendar for the Parks Maintenance Division in the asset management system and use this tool as the basis for calculating staffing needs. 2021 Medium 12 Central Services The Court should adopt a written strategic plan to guide future decision making for operations and employee performance expectations. 2021 Low 18 Central Services Fleet & Facilities should conduct spot inventory checks to mitigate the inherent risk of asset misappropriation 2021 Low 33 Finance & Information Systems Determine if automatic notification of payroll changes is possible within the City’s payroll/financial software system 2021 Low 41 Finance & Information Systems The City should hire one (1) additional FTE into an IT support position. 2021 Low 48 Police Maintain current staffing of two K9. 2021 Low 51 Police Maintain current staffing for traffic unit 2021 Low 21 Community Development The Department should ensure that in-house staff have the ability to produce workload and performance reports from Accela. 2021 Low 26 Community Development The Department should ensure that the system which replaces Springbrook can be integrated with Accela to eliminate the need for duplicate entries. 2022 or later High 64 Public Works The City should ensure that the system which replaces Springbrook has a robust project management module or invest in a separate software specifically designed for capital project management. 2022 or later High 65 Public Works The Department should seek to update each system master plan once per six years on a rotating basis. 2022 or later Medium 38 City of Tigard - Performance Audit Implementation Plan Rec # Department Recommendation City Timeframe City Priority 30 Finance & Information Systems Provide cross training so that critical functions for each finance position have at least two people who can complete them and require the employee performing the critical task as a backup to complete the function at least twice annually. 2022 or later Low 36 Finance & Information Systems With available time, the City should proactively research and seek buying discounts in addition to State bid discounts. 2022 or later Low 38 Finance & Information Systems The City should ensure GIS staff spend at least 10% of their time working to proactively introduce GIS technology into every department in the City. 2022 or later Low 58 Police Maintain current SRO staffing but add one additional SRO in the next 1 to 3 years. 2022 or later Low 2 City Management The Senior Management Analyst position should be charged with overseeing the development and implementation of the City’s performance management program Ongoing Immediate 3 City Management The City should expand on their existing performance measures by identifying and adopting additional performance and workload measures to enlighten the public regarding the Department’s performance and accomplishments. Ongoing High 5 City Management The Department should prioritize efforts to expand the diversity of applicant pools to enable it to work toward a City workforce that is reflective of the community. Ongoing High 13 Central Services The court should maintain staffing levels, so workload demands are within 10% of annual productive hours per employee. Ongoing High 17 Central Services Property Management should implement a proactive building preventive maintenance program to prevent reactive maintenance issues as much as is reasonably possible. Ongoing High 35 Finance & Information Systems The City should ensure that its asset management system fully integrates with its financial software system and has the capabilities necessary to foster an efficient, transparent, and data-centric approach to fixed asset management. Ongoing High 39 City of Tigard - Performance Audit Implementation Plan Rec # Department Recommendation City Timeframe City Priority 19 Central Services Fleet & Facilities should maintain staffing levels in the general range of one (1) employee for every 35,000 - 45,000 square feet of facilities under management. Ongoing Medium 44 Library Direct internal teams to focus on furthering team building under the new leadership in the Library. Ongoing Medium 45 Library Create an internal team to research, develop and present to the City a Library Information Technology Needs Assessment and Long-Range Plan. Ongoing Medium 14 Central Services Fleet maintenance should perform analytics and random verification of fuel purchases Ongoing Medium 11 Central Services The Graphics Design division staff should meet with stakeholders before beginning work on large project design requests. Ongoing Low 16 Central Services Property Management should regularly assess amounts spent on vendors for specialty services to determine if in-house staff should perform those functions. Ongoing Low 20 Central Services Project managers should receive project management certification. Ongoing Low 24 Community Development The Department should implement expedited permit application reviews as a fee-based option for customers. Ongoing Low 46 Police Maintain current Administration staffing levels. Ongoing Low 49 Police Minimum Staffing should be Sergeant on duty at all times. Ongoing Low 57 Police Maintain current Administrative Specialist staffing levels. Ongoing Low 40 City of Tigard - Performance Audit Implementation Plan Appendix B – Matrix Comparison This table highlights the differences between staff input and the Matrix results. There are several cases where the timeframe or priority levels do not align which may be due to current project demand, limited staffing levels, or reliance on the completion of other recommendations first. Rec # Department Recommendation Matrix Timeframe City Timeframe Matrix Priority City Priority 1 City Management The Annual work plans for each department should be guiding documents that as considered as part of performance evaluations and developed in alignment with the overall City Strategic Plan. 2020 2020 High High 2 City Management The Senior Management Analyst position should be charged with overseeing the development and implementation of the City’s performance management program 2020 Ongoing High Immediate 3 City Management The City should expand on their existing performance measures by identifying and adopting additional performance and workload measures to enlighten the public regarding the Department’s performance and accomplishments. 2020 Ongoing High High 4 City Management The Department should develop a methodology for predicting upcoming retirements based on age and years of service of employees and update it at least annually to anticipate which employees and skills will need to be replaced. 2020 2019 Medium High KEY Timeframe or priority level aligns City has later timeframe or lower priority level than Matrix City has sooner timeframe or higher priority level than Matrix 41 City of Tigard - Performance Audit Implementation Plan Rec # Department Recommendation Matrix Timeframe City Timeframe Matrix Priority City Priority 5 City Management The Department should prioritize efforts to expand the diversity of applicant pools to enable it to work toward a City workforce that is reflective of the community. 2021 Ongoing Medium High 6 City Management The City should update the performance evaluation tool and implement a compensation approach that more closely ties pay increases to individual performance. 2021 2020 Medium Medium 7 City Management Additional staffing resources, in the range of .5 to .75 FTE, should be allocated to the Human Resources Department. 2019 2019 Medium Medium 8 Central Services The City should utilize internal and external customer surveys to determine satisfaction and effectiveness of web content. 2020 2020 Low Medium 9 Central Services The City should utilize a work order system for all requests for web content modification. 2021 2019 Low Medium 10 Central Services The City should develop a written communications strategic plan. 2020 2020 High High 11 Central Services The Graphics Design division staff should meet with stakeholders before beginning work on large project design requests. 2020 Ongoing Medium Low 12 Central Services The Court should adopt a written strategic plan to guide future decision making for operations and employee performance expectations. 2020 2021 Medium Low 13 Central Services The court should maintain staffing levels, so workload demands are within 10% of annual productive hours per employee. Ongoing Ongoing Medium High 42 City of Tigard - Performance Audit Implementation Plan Rec # Department Recommendation Matrix Timeframe City Timeframe Matrix Priority City Priority 14 Central Services Fleet maintenance should perform analytics and random verification of fuel purchases Ongoing Ongoing Medium Medium 15 Central Services The City should ensure that its asset management system is meeting the needs of fleet and facilities maintenance staff. 2020 2021 High Low 16 Central Services Property Management should regularly assess amounts spent on vendors for specialty services to determine if in-house staff should perform those functions. 2021 Ongoing Medium Low 17 Central Services Property Management should implement a proactive building preventive maintenance program to prevent reactive maintenance issues as much as is reasonably possible. 2020 Ongoing High High 18 Central Services Fleet & Facilities should conduct spot inventory checks to mitigate the inherent risk of asset misappropriation 2021 2021 Medium Low 19 Central Services Fleet & Facilities should maintain staffing levels in the general range of one (1) employee for every 35,000 - 45,000 square feet of facilities under management. 2020 Ongoing High High 20 Central Services Project managers should receive project management certification. 2021 Ongoing Medium Low 21 Community Development The Department should ensure that in-house staff have the ability to produce workload and performance reports from Accela. 2020 2021 High Low 43 City of Tigard - Performance Audit Implementation Plan Rec # Department Recommendation Matrix Timeframe City Timeframe Matrix Priority City Priority 22 Community Development The Department should generate routine reports on workload and level of service performance measures in order to gauge effectiveness in meeting established benchmarks. 2020 2019 High Immediate 23 Community Development The Department should distribute an electronic customer satisfaction survey to all customers at the conclusion of their application and compile responses as a performance measurement tool. 2020 2020 Low Low 24 Community Development The Department should implement expedited permit application reviews as a fee-based option for customers. ? Ongoing ? Low 25 Community Development The Department should designate a second position as an Accela power user and require that the management responsibilities of that system be shared. 2020 2020 High High 26 Community Development The Department should ensure that the system which replaces Springbrook can be integrated with Accela to eliminate the need for duplicate entries. Immediate 2022 High High 27 Community Development The Department should monitor inspector staffing levels to ensure that they remain appropriate for the required workload. Ongoing 2019 High Immediate 28 Community Development The Department should maintain an online library of standard conditions of approval for land use permits, which is shared with staff and the public. 2020 2019 Medium Immediate 44 City of Tigard - Performance Audit Implementation Plan Rec # Department Recommendation Matrix Timeframe City Timeframe Matrix Priority City Priority 29 Finance & Information Systems With appropriate staffing, the Finance Department should perform regular data analysis on its data to help detect any financial irregularity or non- compliance with financial policies. Ongoing 2021 Medium High 30 Finance & Information Systems Provide cross training so that critical functions for each finance position have at least two people who can complete them and require the employee performing the critical task as a backup to complete the function at least twice annually. 2020 2022 High Low 31 Finance & Information Systems Complete an annual fraud risk assessment. 2021 2021 Low Medium 32 Finance & Information Systems Management should conduct regular audits of purchases to detect and deter asset misappropriation. 2020 2020 Medium Medium 33 Finance & Information Systems Determine if automatic notification of payroll changes is possible within the City’s payroll/financial software system 2020 2021 Medium Low 34 Finance & Information Systems The City should assign a second employee to provide verification checks of garnishment data entered into the payroll system. 2020 2020 High Low 35 Finance & Information Systems The City should ensure that its asset management system fully integrates with its financial software system and has the capabilities necessary to foster an efficient, transparent, and data-centric approach to fixed asset management. 2020 Ongoing High High 45 City of Tigard - Performance Audit Implementation Plan Rec # Department Recommendation Matrix Timeframe City Timeframe Matrix Priority City Priority 36 Finance & Information Systems With available time, the City should proactively research and seek buying discounts in addition to State bid discounts. 2020 2022 Medium Low 37 Finance & Information Systems The City should install and operate adequate software to monitor IT logs and detect any attempt at system intrusion. 2021 2020 Low High 38 Finance & Information Systems The City should ensure GIS staff spend at least 10% of their time working to proactively introduce GIS technology into every department in the City. 2020 2022 Medium Low 39 Finance & Information Systems The City should create an information technology committee that meets at least quarterly. 2020 2020 High Medium 40 Finance & Information Systems The City should reduce its internal phishing campaign employee clickthrough rate to no more than 5%. 2021 2021 Medium Medium 41 Finance & Information Systems The City should hire one (1) additional FTE into an IT support position. 2020 2021 High Low 42 Library The Library should reduce service hours to between 62-64 hours per week, either through elimination of some evening hours or an earlier closing for all evenings. 2020 2019 High Immediate 46 City of Tigard - Performance Audit Implementation Plan Rec # Department Recommendation Matrix Timeframe City Timeframe Matrix Priority City Priority 43 Library Develop a comprehensive marketing plan encompassing traditional print and advertising and social media components. Use this opportunity to brand the Library as consistently as possible to the community. Finally, make one person responsible for the coordination, development and posting of social media while continuing to seek the input of other staff. The lead person should be the Communications Coordinator. Then management team should set direction and develop a review process. 2020 2020 High High 44 Library Direct internal teams to focus on furthering team building under the new leadership in the Library. 2020 Ongoing High Medium 45 Library Create an internal team to research, develop and present to the City a Library Information Technology Needs Assessment and Long-Range Plan. 2020 Ongoing High Medium 46 Police Maintain current Administration staffing levels. N/A Ongoing N/A Low 47 Police Add 8 additional Officers to maintain higher minimum staffing to achieve stated goal of 5 minute response to priority 1 and 2 calls for service. Staffing should be 4 Officers on Day Shift, 5 Officers on Afternoon Shift and 4 Officers on Night Shift. 2020 2020 High High 48 Police Maintain current staffing of two K9. N/A 2021 N/A Low 49 Police Minimum Staffing should be Sergeant on duty at all times. N/A Ongoing N/A Low 50 Police Fill 2nd CSO position for a total of two CSOs. 2021 2020 Medium Medium 51 Police Maintain current staffing for traffic unit N/A 2021 N/A Low 52 Police Review case screening process. 2020 2020 Medium Low 47 City of Tigard - Performance Audit Implementation Plan Rec # Department Recommendation Matrix Timeframe City Timeframe Matrix Priority City Priority 53 Police If all workable cases are currently assigned the department should eliminate two detective positions. 2021 2020 Medium Medium 54 Police Maintain current staffing but use the recommended benchmarks to re-evaluate staffing on an annual basis to determine when more property / evidence staff is needed. Ongoing 2021 High Medium 55 Police Maintain current staffing for records management. N/A 2021 N/A Medium 56 Police Add an additional analyst in the next 1 to 3 years. 2022 2021 Medium Medium 57 Police Maintain current Administrative Specialist staffing levels. N/A Ongoing N/A Low 58 Police Maintain current SRO staffing but add one additional SRO in the next 1 to 3 years. 2022-2023 2022 Medium Low 59 Public Works The Department should establish a routine cycle of measurement, review, and action based on their selected performance metrics. Ongoing 2021 High High 60 Public Works Performance measures and their results should be published each year in the annual budget. Ongoing 2021 High Medium 61 Public Works The City should ensure that the selected asset management system replacing the existing work order system has the capabilities necessary to foster an efficient, transparent, and data-centric approach to infrastructure maintenance and workload management. 2021 2020 Medium High 48 City of Tigard - Performance Audit Implementation Plan Rec # Department Recommendation Matrix Timeframe City Timeframe Matrix Priority City Priority 62 Public Works The Department should track all field work – proactive and reactive – using work orders within the asset management system. 2021 2021 Medium Medium 63 Public Works The Department should develop a preventive and routine maintenance calendar for the Parks Maintenance Division in the asset management system and use this tool as the basis for calculating staffing needs. 2021 2021 Medium Medium 64 Public Works The City should ensure that the system which replaces Springbrook has a robust project management module or invest in a separate software specifically designed for capital project management. 2020 2022 High High 65 Public Works The Department should seek to update each system master plan once per six years on a rotating basis. Ongoing 2022 High Medium 66 Public Works The Department should include some strategic discussion in the master plans of the systems’ purpose for the community and how the plan supports the goals of the Department and the City. Ongoing 2021 High High 67 Public Works The Department should provide development review backup for the Principal Engineer, including the use of other P.E.’s in the Engineering Division. 2020 2019 Medium Immediate 68 Public Works The Department should adjust the organizational structure to narrow the Parks Supervisor’s span of control and allow more effective oversight of seasonal staff. 2021 2020 Medium High 49 City of Tigard - Performance Audit Implementation Plan Rec # Department Recommendation Matrix Timeframe City Timeframe Matrix Priority City Priority 69 Public Works The Department should adjust the organizational structure to narrow the City Engineer’s span of control and provide oversight assistance to project management staff. 2021 2020 Medium High CITY OF TIGARDRespect and Care  |  Do the Right Thing  |  Get it DoneMatrix Performance AuditStatus ReportSeptember 15, 2020Tigard City Council CITY OF TIGARDBackgroundPurposeReceive update on the city's progress implementing the recommendations and measures identified in the 2019 Matrix Performance Audit.Microsoft Office PlannerStatus Update CITY OF TIGARD12%25%28%10%25%0%5%10%15%20%25%30%2019 2020 2021 2022 or later OngoingPercent of Total RecommendationsYearPercent of Recommendations Completed by Year100% of 2019 recs completed on time2020 recommendationsScheduled to complete 23% rather than 25%4 projects moved to 2021Continued progressStatus of individual recs available in Status ReportStatus of Recommendations69 recommendations34% of all recommendations complete CITY OF TIGARD100% of 2019 recs completed on time2020 recommendationsScheduled to complete 23% rather than 25%4 projects moved to 2021Continued progressStatus of individual recs available in Status ReportStatus of Recommendations12%7%2%13%14%16%6%12%4% 10%4%0%5%10%15%20%25%30%2019 2020 2021 2022 or later OngoingPercent of Total RecommendationsTimeframe for CompletionStatus of Recommendations Within Percent Complete by YearCompleteIn ProgressNot Started25%28%10%25%69 recommendations34% of all recommendations complete CITY OF TIGARDStatus of MeasuresMulti‐step process to implementAlignment: Strategic Plan, Budget, Report Card, Dept Work Plans58 Measures69% of measures are in Step 2. CITY OF TIGARDLooking AheadMeasuresAlign measures across initiativesAs systems become available to track data, begin Steps 2: Collect & 3: AnalyzeMove measures currently in Steps 3 & 4: Report to Steps 5: Inform & 6: ActionContinue implementing Quarterly check‐ins with departmentsProgress reportsRecommendations CITY OF TIGARDThank YouQuestions or Comments?    AIS-4378     3.             Workshop Meeting Meeting Date:09/15/2020 Length (in minutes):25 Minutes   Agenda Title:Receive Update on Tigard AID Program Prepared For: Toby LaFrance, Finance and Information Services Submitted By:Nicole Hendrix, City Management Item Type: Update, Discussion, Direct Staff Meeting Type: Council Workshop Mtg. Public Hearing: No Publication Date: Information ISSUE Staff will provide updates on and outline proposed changes to the Tigard AID program in response to available CARES Act funding through Washington County. STAFF RECOMMENDATION / ACTION REQUEST Staff recommend expanding eligibility for utility bill assistance as well as removing the $40 per month cap on assistance for residential and business customers. Tonight’s briefing will provide an update to Council. Based on Council’s direction, staff will return with resolutions to implement these actions at Council’s next meeting. KEY FACTS AND INFORMATION SUMMARY On May 12, 2020, Council passed Resolution No. 20-24 that approved a monthly utility credit of up to $40 per month for residential utility customers served by Tigard who were unemployed due to the COVID-19 pandemic. The resolution also provided the $40 per month credit to commercial customers impacted by COVID. In May, the Tigard AID Utility Billing Credit program was implemented to provide this credit to both residential and commercial customers from March to December 2020 or until the $750,000 allocated by the City for the program is spent.   In total, the Tigard AID Program provides $2.2 million in customer assistance: $625K for unemployed households $125K for businesses impacted by COVID $50K for expanding the program for low income households (through St. Vincent de Paul) $1.4M for all customers through delayed rate increases from July 1, 2020 to January 1, 2021. More than two months after implementation, the program appears underutilized and the demand has been less than staff anticipated. To increase participation, Utility Billing and Public Works developed a plan to increase outreach efforts to reach more customers through phone calls, billing inserts, door hangers, and Know H2O. Just as these outreach efforts were scheduled to start, Washington County announced their utility billing assistance program, funded by Washington County’s allocation of federal CARES Act money. Outreach efforts were placed on hold to ensure up-to-date information on the County’s program was communicated to Tigard customers.   The County program is administered by Community Action and includes $3 million for utility assistance. The intent of the program is to pay the full amount of utility bills incurred between March 1 and December 30, 2020 for eligible customers.  Like the City’s program administered by St. Vincent de Paul, customers must meet income thresholds to be eligible.  Tigard is in the process of executing a vendor agreement with Community Action.   On August 20, the Tigard AID Program webpage was updated to include information on the various types of utility bill assistance available, including the County’s CARES utility assistance program, the City’s existing Tigard Utility Billing Credit program, and the St. Vincent de Paul water assistance program. Outreach through phone calls, billing inserts, door hangers, and Know H2O is now continuing with information going out to Tigard’s utility customers about the three assistance programs offered through Tigard AID. Because of the broad eligibility for the CARES program—including coverage for both underemployed and unemployed customers, along with coverage for the full amount of the utility bill—staff recommends expanding the City’s existing program. Recommended program expansion will: Cover the whole bill for residential customers aligning the City’s program with Washington County’s CARES program. Help those who are unemployed or underemployed due to COVID-19, but do not qualify for the County's program due to income thresholds. Provide increased assistance to commercial customers financially impacted by COVID-19 for up to $500 of the monthly utility bill.  Increase the credit amount for those customers who have already received the credit under the current flat $40 per month to the expanded amount. Finally, because the waiving of late fees and shutoff actions are tied to these relief programs, staff recommends moving the waiver of late fees and shutoff actions from the emergency declaration to the resolution for the Tigard AID program that will be presented to Council.  This will allow Council to determine dates related to utility bill relief independent of the date in the emergency declaration.  OTHER ALTERNATIVES Council could elect to not make any changes to the City’s existing program or offer additional amendments. COUNCIL GOALS, POLICIES, APPROVED MASTER PLANS DATES OF PREVIOUS COUNCIL CONSIDERATION 5/12/2020 - COVID-19 Response and Recommendations Attachments Potential Resolution RESOLUTION NO. 20- Page 1 CITY OF TIGARD, OREGON TIGARD CITY COUNCIL RESOLUTION NO. 20- A RESOLUTION EXPANDING ELIGIBILITY FOR TIGARD’S PROGRAM TO PROVIDE A MONTHLY UTILITY CREDIT FOR RESIDENTIAL AND BUSINESS CUSTOMERS AFFECTED BY COVID-19, WAIVING LATE FEES, AND SUSPENDING SHUTOFFS WHEREAS, on March 17, 2020, Tigard City Council passed Resolution No. 20-24, approving a monthly utility credit of up to $40 per month for unemployed residential utility customers and business customers negatively affected by the COVID-19 pandemic; and WHEREAS, in early August, Washington County authorized $3 million in utility assistance funding as part of Washington County CARES, which was intended to provide payment of full utility bills to unemployed and underemployed residential customers adversely affected by COVID-19; and WHEREAS, the City wishes to streamline its utility bill assistance programs consistent with the County’s CARES program; and WHEREAS, since the beginning of the declared emergency in March, the City has been waiving certain late fees on utility bills and suspending utility shutoffs as part of the City’s emergency declaration; and WHEREAS, to give more certainty to the City’s utility customers as to the duration of the late fee and shutoff suspension, the City is separating that relief from the emergency declaration and instead setting a date certain. NOW, THEREFORE, BE IT RESOLVED by the Tigard City Council that: SECTION 1: Upon verification of unemployment or underemployment associated with the COVID-19 pandemic, as determined by the City of Tigard, the City may credit up to the full amount per month towards a residential customer’s Tigard utility account bill. The credit is available to all residential customers served by a Tigard utility, including customers outside the city limits for whom Tigard provides water service. A customer must reapply for the credit each month in order to continue receiving it. SECTION 2:Upon verification that a business has been negatively impacted by COVID-19, such as for a forced closure or curtailment of operations, the City may credit up to $500 per month towards a business customer’s Tigard utility account bill. The credit is available to all business customers served by a Tigard utility, including customers outside the city limits for which Tigard provides water service. A customer must reapply for the credit each month in order to continue receiving it. SECTION 3:Upon application, for customers who have already applied for and received the credit under the flat $40 per month the City will increase the credit amount to the full amount of their utility bill for residential customer and up to $500 per month toward their utility bill for business customers beginning March 1, 2020. SECTION 4:This utility bill credit program will remain in effect until December 31, 2020 or until the funding that the City has allocated for this program is spent, whichever comes first. The City RESOLUTION NO. 20- Page 2 is allocating $625,000 for the residential credit program and $125,000 for the business credit program. SECTION 5:The City may adopt rules and procedures to implement this utility credit program. SECTION 6:The City of Tigard will temporarily waive all late fees and shutoff actions for utility accounts accruing as of March 16, 2020 and continuing until January 1, 2021. SECTION 7:This resolution repeals and replaces Resolution 20-24 and is effective immediately upon passage. PASSED:This day of 2020. Mayor - City of Tigard ATTEST: Deputy City Recorder - City of Tigard C I T Y O F T I G A R D R e s p e c t a n d C a r e | D o t h e R i g h t T h i n g | G e t i t D o n e Tigard AID Program Update Updates on and proposed changes to the Tigard AID program in response to CARES Act funding through Washington County September 15, 2020Tigard City Council Workshop Meeting C I T Y O F T I G A R D Council Direction on Resolution for Sept 22nd Meeting •Cover the whole bill for residential customers aligning the City’s program with Washington County’s CARES program. •Help those who are unemployed or underemployed due to COVID-19, but do not qualify for the County's program due to income thresholds. •Provide increased assistance to commercial customers financially impacted by COVID-19 for up to $500 of the monthly utility bill. •Increase the credit amount for those customers who have already received the credit under the current flat $40 per month to the expanded amount. C I T Y O F T I G A R D Reason for Recommendations •Program is underutilized. •We want to increase participation. •Alignment with the Washington County CARES utility billing assistance program funded by the County to assist residential customers impacted by COVID-19. C I T Y O F T I G A R D Tigard Aid Program Summary On May 12, 2020, Council passed Resolution No. 20-24 that approved a monthly utility credit of up to $40 per month for residential utility customers served by Tigard who were unemployed due to the COVID-19 pandemic. The resolution also provided the $40 per month credit to commercial customers impacted by COVID. C I T Y O F T I G A R D Tigard Aid Program Summary In May, the Tigard AID Utility Billing Credit program was implemented to provide this credit to both residential and commercial customers from March to December 2020 or until the $750,000 allocated by the City for the program is spent. C I T Y O F T I G A R D Tigard Aid Program Summary In total, the Tigard AID Program provides $2.2 million in customer assistance: •$625K for unemployed households •$125K for businesses impacted by COVID •$50K for expanding the program for low income households (through St. Vincent de Paul) •$1.4M for all customers through delayed rate increases from July 1, 2020 to January 1, 2021. C I T Y O F T I G A R D Data was used to determine the Aid Program amount and the amount of credits to give out? Current: •Total Aid Program amount was based on monthly base charges of all residential customers multiplied by the 10% (estimated unemployment rate) of customers anticipated to be impacted to COVID-19. •The current amount of $40 credit per month was based on the average residential customers base charges for water, sewer and stormwater. The dollar amount was also applied to commercial customers as well. C I T Y O F T I G A R D Data was used to determine the Aid Program amount and the amount of credits to give out? Proposed: •The recommended expansion to credit the whole bill per month for residential customers is to align the Tigard Aid Program with the Washington County CARES utility aid program for customers impacted by COVID-19. •The recommended expansion to credit up to $500 per month for commercial customers is based on the average monthly bill amount for commercial customers that at least covers all or most of each month’s bill for small to medium businesses. C I T Y O F T I G A R D Tigard Utility Billing Credit Program Participation C I T Y O F T I G A R D Why Tigard Aid Program Underutilized •Credit amount not high enough to incentivize applying. •It has taken time for customers to learn about the program. •Unemployment is not uniformly distributed. It has impacted lower income jobs more and those customers are less likely to have a single family home. •Underemployment is higher than anticipated; however, those households do not qualify for Tigard’s current program. C I T Y O F T I G A R D How did we roll out the program Online Tools •Website: Created a Tigard Aid website with program information and applications. •Social Media: Posts on Facebook, Instagram and Twitter •Email: City newsletters and outreach to Tigard area nonprofits and churches Referrals: Referred customers who called into the Utility Billing main line. C I T Y O F T I G A R D How did we roll out the program Hard Copy Tools •Utility Bill Stuffer: Sent to all customers in May and June. •Bilingual COVID-19 Resource Guide: Mailed as insert in Tigard Life, distributed in TTSD Packed with Pride food boxes and at St. Vincent de Paul food pantry. •Know H2O: Featured in the mailed annual Water Quality Report and Fall Know H2O C I T Y O F T I G A R D How will we move forward to continue the program and to increase participation? •The Tigard Aid residential utility billing relief program is implemented alongside the Washington County CARES utility aid program. •Increase in credit amount to both residential and commercial to create more incentive to apply. •Additional outreach efforts. C I T Y O F T I G A R D Additional Outreach Efforts •Personal phone calls to all customers with past due balances past 60 days. •Include program information in Final Notice bills. •Doorhangers to customers on the Final Notice list. •Continued promotion in the Know H2O newsletter. •Continued promotion through the website, social media, emails, etc. •Continued referrals for utility customers. C I T Y O F T I G A R D Any Questions? Staff is Seeking Direction on Program Changes and Resolution for September 22nd Meeting    AIS-4364     4.             Workshop Meeting Meeting Date:09/15/2020 Length (in minutes):30 Minutes   Agenda Title:Receive Update on Resident Aid Fund of Tigard (RAFT) Program Prepared For: Schuyler Warren, Community Development Submitted By:Schuyler Warren, Community Development Item Type: Update, Discussion, Direct Staff Meeting Type: Council Workshop Mtg. Public Hearing: No Publication Date: Information ISSUE Shall Council receive a briefing on the Resident Aid Fund of Tigard (RAFT) program upon its conclusion? STAFF RECOMMENDATION / ACTION REQUEST No Council action is requested. KEY FACTS AND INFORMATION SUMMARY At its session on April 7, 2020, the Tigard City Council authorized a budget amendment to allocate emergency funds for two programs to provide community support during the COVID-19 public health emergency. The programs include Tigard CARES, a business support program, and a grant program to support local houseless services organizations. Council directed staff to consider broadening the scope of this second program to include other community agencies and partners providing relief, and to expand the number of grants. Council indicated a desire to see funds help support those who are already without housing or who are at increased risk of losing housing as a result of the public health emergency. Staff took Council’s direction and built a framework for program implementation. Given the expanded scope of the program, staff renamed the program the name Resident Aid Fund of Tigard (RAFT) to reflect its expanded goals. Resident Aid Fund of Tigard (RAFT) The program was planned to provide a total of $100,000 to Tigard-serving non-profits, faith organizations, or other agencies. These funds were to provide immediate and necessary relief to impacted communities in Tigard. The grants were advertised as a one-time funding provision that were required to be utilized within 60 days of release. All program beneficiaries were required to be residents of Tigard. Services for unhoused community members were required to be residents of Tigard. Services for unhoused community members supported by the grants were required to be provided within Tigard. Program Priorities The RAFT program was intended to provide flexible support to meet a variety of community needs during the public health emergency. It was understood that given the breadth of need in the community and the limited pool of funds that not all priorities would be met through the program. Instead, the listed program priorities allowed applicants to select from these priorities based on their knowledge and experience, elaborate on their understanding of the specific needs within that priority, and convey their ability to meet those needs in a timely and cost-efficient manner.   Program priorities were divided into two major areas, services for unhoused residents and services for housed residents who are at risk of losing their housing or who have other needs affecting their health, safety, and welfare. This division was made because the immediate needs for each of these two parts of the community were likely to be very different, and to ensure that applicants consider their ability to serve these needs of one or both of these specific client groups.   In selecting grant recipients, the committee sought to balance the allocation of funds between programs supporting the housed and the unhoused as equally as practicable based on the funding proposals received.   Houseless Support Housed Support Vouchers for Hotel Stays (at-risk and family priority) Shelter Services Support for Safe Parking Programs Food Assistance Fuel Assistance Benefits Navigation Medical Transport Child Care Internet Access PPE / Sanitizing Supplies Utility Assistance Rent Assistance Food Assistance Internet Access Benefits Navigation Senior Check-ins and Support Medical Transport Eligible Organizations Eligibility for grant funds was limited to three major organizational categories: Non-profits Faith-based organizations Government agencies or service districts All work funded by the program was required to benefit housed or unhoused Tigard residents. In order to qualify, organizations had to demonstrate a history of activity in the program priority areas they were proposing to address. An exception will be made for organizations that can demonstrate a history of activity in at least three program priority areas that would like to pilot new services. An example would be a local organization supporting houseless community members that wishes to pilot a Safe Lots program.   Preference was also given to organizations with a demonstrated history of support for houseless community members, senior citizens, communities of color or other underrepresented disenfranchised, or at-risk communities. No specific allocation formula or selection criteria were used to disburse funds based on the organizational categories. Selected Organizations Six area organizations were selected for award among fourteen applicants. A seventh organization was awarded but ultimately declined the award due to challenges with implementing their proposed workplan. The awarded organizations included: Meals on Wheels - food assistance Packed with Pride - food assistance St. Vincent de Paul - rent and utility assistance Immigrant and Refugee Community Organization - rent, utility, and food assistance Community Partners for Affordable Housing - rent and budgeting assistance Just Compassion - assistance unhoused residents Impacts The impacts of the program were immediate, as each organization worked to distribute funds within the 60-day window. Interim and final reports received from the participating organizations allowed staff to track project progress and better understand the impacts as well as ongoing need in the community. Participating organizations were resoundingly appreciative of the funding and the city's low-overhead approach to program management. OTHER ALTERNATIVES N/A COUNCIL GOALS, POLICIES, APPROVED MASTER PLANS DATES OF PREVIOUS COUNCIL CONSIDERATION 04/07/2020 - Council approved Resolution 20-18, a special budget supplemental for COVID-19 response, which included a $100,000 allocation for a resident aid fund. City of Tigard Respect and Care | Do the Right Thing | Get it DoneCity of Tigard Respect and Care | Do the Right Thing | Get it Done City Council September 15, 2020 Resident Aid Fund of Tigard (RAFT) Final Report City of Tigard RAFT Background •Response to COVID-19 public health emergency •Part of a suite of programs implemented by Council •Tigard CARES –business supports •Tigard AID –utility assistance •RAFT –resident supports •Eviction moratorium City of Tigard RAFT Background •Resident Aid Fund of Tigard (RAFT) •Allocation of $100,000 from emergency fund •Established grant fund •Focused on aid to residents –housed and unhoused •Intended to provide immediate aid City of Tigard RAFT Program Structure •Eligible Organizations: •Non-profits •Faith-based organizations •Other agencies •One-time funding provision •Funding must be utilized within 60 days •Must provide aid to residents of Tigard City of Tigard RAFT Program Priorities •Housed support •Utility Assistance •Rent Assistance •Food Assistance •Internet Access •Benefits Navigation •Senior Check-ins and Support •Medical Transport City of Tigard RAFT Program Priorities •Unhoused support •Shelter Services / Vouchers for Hotel Stays •Safe Parking Programs •Food Assistance •Fuel Assistance •Benefits Navigation •Medical Transport •Child Care •Internet Access •PPE / Sanitizing Supplies City of Tigard RAFT Selection Criteria •Proposal Addresses Program Priority Area •Understanding of Need •Capacity to Disburse Aid Efficiently and Quickly •Experience with Same or Similar Programs City of Tigard RAFT Selected Organizations •Fourteen Applications Received •Six Organizations Selected •Community Partners for Affordable Housing •Immigrant and Refugee Community Organization •Just Compassion •Meals on Wheels •Packed with Pride •St. Vincent de Paul City of Tigard RAFT Program Final Report •Generally: •Funds disbursed beginning of May •Program largely concluded at end of June •All funds utilized •Aid was quickly disbursed •Program had a measurable impact City of Tigard RAFT CPAH -$7,500 •Resident budgeting services and rent assistance •30 residents assisted •Helped initiate a long-planned program •Led to partnership with WorkSystems •Reported RAFT program to be very efficient City of Tigard RAFT “Resident had been unemployed since the beginning of quarantine… With the lack of income and a language barrier that makes accessing some resources more challenging, this resident struggled to pay rent each month since the beginning of quarantine. This resident… worked with our resident services coordinator to gain access to culturally specific services… around rental assistance. They also were able to engage in budgeting and will be working with WorkSystems.” City of Tigard RAFT IRCO -$7,500 •Rent, food, utility assistance -Pacific Islander •20 families assisted •PI community was most impacted by COVID •Tigard has largest PI community by percent City of Tigard RAFT “RAFT funds supported a two-parent household with nine children under age 19 and a 79-year old grandmother living in the same house. The mother lost her caregiving job in late April and has been working part time. Even though the father works labor in the construction industry… the family income has dropped since COVID-19. RAFT funds helped keep the family stable and reduce anxiety. In late July mother found a private senior caregiver job and is now working steadily, but she wants to share her appreciation of receiving the financial support from the City of Tigard.” City of Tigard RAFT Just Compassion -$20,000 •Transportation assistance –575 HOP, 20 gas •Protective outdoor covering –400 clients •Hotel vouchers –23 vouchers •Benefits navigation –19 clients •Staffing to support additional operational days •Showers –completed •Meals –500 meals served •PPE –450 distributed City of Tigard RAFT “During the time of this grant period we had a guest that was living in her vehicle in our Safe Parking Program and frequenting our resource center daily. This individual also has multiple health concerns and is a senior. As a result of this program boost, we were able to place this individual in a hotel for multiple days which allowed her to feel much safer. During this time she was approved for permanent housing, which she had been seeking for over eight months.” City of Tigard RAFT Meals on Wheels -$20,000 •Food assistance for seniors •3,854 meals delivered to seniors most vulnerable in public health crisis City of Tigard RAFT “Your dedication to serving the community is nourishing our bodies and our souls. May all who donate their time, energy and care know how valuable their sacrifice is during this trying time.” “Meals on Wheels has blessed my home five days a week for so long. You have literally saved my life and I am grateful beyond words.” City of Tigard RAFT St. Vincent de Paul-$25,000 •Rent and utility assistance •Rent assistance -39 families which included 68 adults and 69 children for a total of 137 individuals •Utility assistance -10 families which included 18 adults and 9 children for a total of 27 individuals City of Tigard RAFT “One client was a single mom who was also a veteran. She has been out of work since March. She has never had to ask for help before and it was very difficult for her to ask us to provide rent assistance. She did have a portion of the money needed to pay her rent, and we were able to fill the gap. She does not know what she will do next month when the rent is due, and she is still not back at work.” City of Tigard RAFT “We also provided support for a Hispanic family that included two parents and three children (one a six-month- old baby). Both parents worked in the restaurant business at minimum wage jobs. They have been out of work since March. They have been able to pay their rent until this month. They did have part of the rent, and we were able to fill the gap and pay the remaining portion. City of Tigard RAFT Reports on Future Need •Rent assistance “One of the greatest needs we see amongst our Tigard residents is gaining rental assistance. Once the moratorium is lifted, many residents are going to have outstanding balances that are going to be hard to get out from under.” –CPAH “The need in our community continues to be rent assistance.” –St. Vincent de Paul City of Tigard RAFT Reports on Future Need •Food assistance “Another need our resident services program has identified in Tigard is food insecurity.” –CPAH City of Tigard RAFT Reports on Future Need •Shelter assistance “Steps for the city to consider include: •A Safe Parking Program for those living in their cars •Safe, specific camping sites for the unhoused that would include sanitation and garbage facilities •Maintain and build upon current services •Provide a permanent overnight shelter in the area.” -Just Compassion City of Tigard RAFT Reports on Future Need •Social supports “I believe one of the biggest issues all communities must address is social isolation.” –Meals on Wheels “COVID-19 public announcement in the following Pacific Languages: Chuukese, Marshallese, Tongan” - IRCO City of Tigard Thank You. Questions?    AIS-4380     5.             Workshop Meeting Meeting Date:09/15/2020 Length (in minutes):20 Minutes   Agenda Title:Receive Briefing on Concept Planning for River Terrace West and South Prepared For: Schuyler Warren, Community Development Submitted By:Schuyler Warren, Community Development Item Type: Update, Discussion, Direct Staff Meeting Type: Council Workshop Mtg. Public Hearing: No Publication Date: Information ISSUE Shall Council receive an update on concept planning for the River Terrace West and South urban reserve areas? STAFF RECOMMENDATION / ACTION REQUEST No Council action requested. KEY FACTS AND INFORMATION SUMMARY Project Purpose The River Terrace 2.0 project will deliver a Concept Plan for River Terrace West and South, two urban reserve areas also known as Roy Rogers West and East. This concept plan will be guided by the City of Tigard’s goals, policies, and strategic vision, and will be compliant with all state and Metro requirements. The concept planning effort will iteratively build high-level, conceptual plans for: Land uses and zoning, Housing types, particularly provision of middle housing, Multi-modal transportation network, Utility infrastructure including water, sanitary sewer and stormwater, Parks and trails, High level cost estimates for needed infrastructure, and Funding strategies. The project team will prepare a variety of technical analyses that will guide development of at least three concept plan alternatives. This project will also include a robust community engagement effort and involvement of a Citizen Advisory Committee (CAC) and Technical Advisory Committee (TAC). This approach will specifically engage with stakeholders and the broader community, including historically underrepresented communities to assess: market trends and demand in housing and commerce; regional planning and development context; and community needs and priorities. The project will also deliver a citywide Housing Needs Analysis (HNA) and a Housing Market Analysis (HMA). The HNA will be the first conducted since Tigard’s adoption of its housing choice code amendments in 2018 and will include a housing needs projection for the various housing types allowed in Tigard, as well as a residential land needs analysis, and buildable lands inventory. The HMA will broadly assess market demand for smaller housing, including missing middle housing. Project Rationale The City of Tigard is undertaking this project at this time for three primary reasons: Development of the first River Terrace urban expansion area and its associated infrastructure is continuing, and the city wants to ensure that adequate lands are prepared for development at build out. The recent addition of King City West to the Metro Urban Growth Boundary requires careful coordination of infrastructure between the two cities, and the undeveloped area of King City South is the link between the two. The city is seeking to build upon its recent housing reforms, and plan a neighborhood that is truly equitable, with a variety of housing types, sizes, and prices to ensure access and opportunity for all. Detailed Objectives The project includes several detailed objectives related to ta typical concept planning process, shaped by the city's specific policy goals, including the Comprehensive Plan, the Strategic Vision, the Affordable Housing Plan, and other adopted documents. The housing market analysis will explore innovative housing strategies and evaluate demand for a variety of densities and attached housing types.  Strategies may include the accessory dwelling units (ADUs), missing middle, manufactured housing, permanent affordable housing and other means of encouraging the availability of housing for existing and future residents of all income levels. Land use planning will facilitate housing choices that support a wide range of household sizes and incomes, as well as compact and efficient growth patterns that minimize vehicle miles travelled and greenhouse gas emissions. Concept planning will optimize functional and physical relationships with neighboring areas, including King City West, to ensure that neighborhood retail, parks and open space, educational and other amenities are well coordinated and supportive of on-going planning efforts in these adjacent jurisdictions.  The economic market analysis will evaluate the market viability of employment and non-residential uses to advance the city’s economic development objectives and the goals of creating spaces where residents can work, live and play.  The transportation analysis will evaluate the transportation network and required improvements to support the land use plan for this area. This study will also include an evaluation of multi-modal improvements and how bike and pedestrian ways can be best integrated with neighboring areas. A special focus will be the improvement needs and alignment for Beef Bend Road. The environmental analysis will identify important natural resources to be preserved within all state and Metro requirements. This includes Clean Water Services’ vegetated corridor requirements and the protection of upland habitat required under Title 13. Special consideration will be given to the connection with the natural resource areas that extend south to the Tualatin River. The infrastructure analysis will be coordinated with neighboring jurisdictions and regional partners to ensure that systems are positioned and sized to accommodate growth.  The funding strategy will consider the preliminary costs of all infrastructure and transportation systems associated with development in the URAs and propose a revenue-neutral approach to funding them without impacting current city programs, services, and capital programs. The concept plan will identify opportunities for regional management of stormwater, and be coordinated with King City and Clean Water Services (CWS). The concept plan will identify parks and open space needs to meet the City’s level of service requirements and to ensure that residents in the community have access to clean air, water and healthy ecosystems.  Key Questions Some key questions to be considered as part of this project include: What is the appropriate housing mix to achieve an equitable neighborhood? What infrastructural needs will development require?  How will trends in housing, commerce, and the economy affect these and surrounding areas? How will the transportation system respond to the city and state’s greenhouse reduction goals? How can the city position itself to effectively respond to emerging trends while supporting community values and priorities? How will the city and the development community finance the needed infrastructure and public amenities in a way that manages to meet the city’s goals for equitable access to housing?   Community Engagement and Coordination Project coordination and engagement includes: Forming a Technical Advisory Committee for the duration of the project with representation from local, regional, and state agencies and partners. Forming a Community Advisory Committee for the duration of the project with wide representation from housing providers, community members, property owners, renters, representation from housing providers, community members, property owners, renters, and others. Facilitating additional citizen input through open houses, focus groups, online surveys, and existing citizen committees. Working with a community-based organizations to engage community members from marginalized or underrepresented communities.? Project Timeline Project duration is approximately July 2020 – June 2021.  Council will be briefed again on project progress later in the year. The Concept Plan and the Housing Needs Analysis will be considered for adoption by the Council after a recommendation from the Planning Commission in the spring. OTHER ALTERNATIVES N/A COUNCIL GOALS, POLICIES, APPROVED MASTER PLANS Comprehensive Plan Strategic Vision Affordable Housing Plan Transportation System Plan Complete Streets Plan Council Goal 3: Ensure Tigard grows and develops in a smart and inclusive manner DATES OF PREVIOUS COUNCIL CONSIDERATION N/A City of Tigard Respect and Care | Do the Right Thing | Get it DoneCity of Tigard Respect and Care | Do the Right Thing | Get it Done City Council September 15, 2020 Community Development Block Grant Joint Entitlement City of Tigard River Terrace 2.0 River Terrace West River Terrace South Rural Reserves City of Tigard River Terrace 2.0 History •West Bull Mountain Concept Plan (2010) -Led by Washington County -Preliminary look at areas that include River Terrace and River Terrace 2.0 -Completed prior to urban and rural reserves program, Metro changes to UGB process City of Tigard River Terrace 2.0 History •River Terrace Community Plan (2014) -Led by Tigard -Provided detailed community plan for River Terrace -Completed after lands had been brought into UGB City of Tigard River Terrace 2.0 History •Polygon Planned Developments (2015-present) -Led by private developer -Provided detailed plan for development of specific areas -Some are complete, others have approval, but are awaiting development. City of Tigard River Terrace 2.0 Why Now? •Council Goal 3 –Ensure Tigard grows and develops in a smart and equitable manner. •Concurrent work in adjacent communities, most importantly King City. •Opportunity to bring concept plan into concordance with other concurrent planning work •Transportation System Plan •Clean Water Services basin plan •Washington County URTS City of Tigard River Terrace 2.0 Why Now? •Tigard’s Housing Initiatives The work builds on and is informed by: •Tigard Housing Options code amendments (2018) •Tigard Affordable Housing Plan (2019) •HB2001 and HB2003 (2019) •Tigard Strategic Plan Update (2020) •Tigard’s equity initiatives (2020 into future) •Executive Order 20-04 -GHG emission reduction (2020) City of Tigard River Terrace 2.0 Two Major Project Lenses Equitable Opportunity + Climate Change Impacts City of Tigard River Terrace 2.0 Project Goals •Identify a diverse mix of housing types •Implement a transparent and inclusive process. •Create an efficient infrastructure strategy •Multimodal transportation network planning •Identify important natural resources •Assess the best mix of uses •Plan to help reduce greenhouse gas emissions •Develop an implementation plan •Achieve above objectives with a creative and innovative approach City of Tigard River Terrace 2.0 City of Tigard River Terrace 2.0 Context •A Number of Considerations Will Shape the Plan -Urban and Rural Reserves -Existing Development -Wildlife Refuge / City Park Property (Lasich Lane) -South Cooper Mountain (Beaverton) -King City West Community Plan -Clean Water Services Basin Plan -Washington County Urban Reserves Transportation Study City of Tigard River Terrace 2.0 Process •Funding (2019) -Metro 2040 Planning and Development Grant ($300,000) -Contract with Metropolitan Land Group to cover balance •Request for Proposals and Contract (2020) -RFP released in April -Four proposals received -Contract with OTAK, Inc. City of Tigard River Terrace 2.0 Process •Analysis and Plan Development •Local Consideration and Adoption -Planning Commission makes recommendation -City Council adopts plan •Metro Consideration and Adoption -Metro Policy Advisory Council -recommendation -Metro Council approves plan and expands UGB City of Tigard River Terrace 2.0 Process •Community Plan •Annexation -Primarily voluntary, based on opportunity •Private Development City of Tigard River Terrace 2.0 Project Timeline •Approximately one year -April 2020 –RFP -July 2020 –Contract and Notice to Proceed -August 2020 –CAC and TAC formation --> We Are Here <-- -September 2020 –Preliminary analyses complete -October 2020 –Housing charette -November 2020 –Concept plan alternatives -December 2020 –Preferred alternative selection City of Tigard River Terrace 2.0 Project Timeline •Approximately one year -January 2021 –Preferred concept development -February 2021 –Final analyses -March 2021 –PC consideration -April 2021 –CC consideration -May 2021 –Application to Metro -August 2021 –Metro decision City of Tigard River Terrace 2.0 Current Activities •Property Access for Environmental Analysis Work -Letters to all property owners in reserves -Paid return postcards -Team to begin work within the next week •Preliminary Analysis -Transportation and Infrastructure •Housing Needs Analysis City of Tigard River Terrace 2.0 Current Activities •Forming Community Advisory Committee -Applications closed September 11 -Open to all –both residents and non-residents -Focus on diversity and equitable opportunity -Will meet virtually in 6 meetings over 8 months City of Tigard Thank You. Questions?    AIS-4377     6.             Workshop Meeting Meeting Date:09/15/2020 Length (in minutes):45 Minutes   Agenda Title:Receive Briefing on Urban Reserves Transportation Study (URTS) by Washington County Staff Prepared For: Dave Roth, Community Development Submitted By:Dave Roth, Community Development Item Type: Update, Discussion, Direct Staff Meeting Type: Council Workshop Mtg. Public Hearing: No Publication Date: Information ISSUE Shall Council receive a briefing on Urban Reserves Transportation Study (URTS) by Washington County staff? STAFF RECOMMENDATION / ACTION REQUEST No Council action requested. KEY FACTS AND INFORMATION SUMMARY Washington County staff are nearing completion on the Urban Reserves Transportation Study (URTS), which is funded by a Metro 2040 Planning and Development Grant. The URTS project is a comprehensive transportation study intended to inform concept planning in the urban reserves, help ensure the county meets mobility and capacity standards on area roadways, and provide a roadmap to funding transportation system improvements as the urban reserves develop in the future. The URTS study includes close coordination with city and agency partners, stakeholders, and community groups. Project outcomes will include proposed amendments to the Washington County Transportation System Plan (TSP) and ongoing coordination with the cities of Washington County over project prioritization, funding, and long-term roadway jurisdiction.   City of Tigard Community Development staff are participating members of the URTS Technical Advisory Committee (TAC) and have shared several key pieces of feedback with Washington County and consultant staff over the course of the project. Comments from staff have focused on a few key points: The URTS study methodology focuses primarily on automobile travel patterns and future projections with limited consideration of other modes of travel; 1. Concept planning of urban reserves is within the purview of the city, and will be undertaken with a range of city priorities and goals in mind. The URTS project at times seems to be resolving transportation system questions outside the structure of the concept planning process and without adequate consideration of the broader context that will be considered through that process; 2. Future URTS roadway network assumptions must be considered relative to impacts on existing roads and parcels. Tigard staff have raised concerns about potential impacts of the county’s proposed Tile Flat extension on the Tigard-owned Lasich Lane Parks property. Additionally, concerns have been raised about potential impacts of a realigned Beef Bend road on developable parcels in Tigard’s Urban Reserves; and 3. URTS project funding recommendations should acknowledge unresolved questions around future roadway ownership, potential project costs, and the need for future cost-sharing negotiations and agreements. 4. OTHER ALTERNATIVES N/A COUNCIL GOALS, POLICIES, APPROVED MASTER PLANS Tigard City Council Goal 3: Ensure Tigard grows and develops in a smart and inclusive manner. DATES OF PREVIOUS COUNCIL CONSIDERATION N/A Attachments URTS Presentation Urban Reserves Transportation Study (URTS) Tigard City Council September 15, 2020 1 3 Urban Reserves = future urbanizable land beyond UGB How will future development of the urban reserves affect the county transportation network? URTS background •Metro 2040 Planning and Development Grant •Desire to “get ahead” of development in urban reserves: •How will future development affect our roadway network? •Where is additional multimodal capacity needed? •How can we help cities with concept planning? 2 URTS objective Facilitate concept planning: •Coordinate with partners on development assumptions, goals, evaluation criteria, performance measures •Identify areas of projected multimodal capacity needs, assess future right-of-way and long-term jurisdiction needs •Create infrastructure finance plan template 4 URTS elements and timeline •Project kick-off: May 28, 2019 •Work expected through 2020; potential TSP amendments 2020-2021 •Project elements: 8 Partnerships & outreach Assess growth impacts & system needs Evaluate potential improvements Infrastructure finance plan template HERE 6 Technical Advisory Committee (TAC) and outreach •Project TAC includes: Clean Water Services, TriMet, Metro, ODOT, city staff •Outreach focused on city and county community groups •Targeted stakeholder outreach 5 Work completed •Developed land use assumptions for each reserve •Travel demand modeling •Engineering feasibility analysis of identified projects •Draft planned project list per reserve 7 Land use assumptions •Determined developable acreage for each urban reserve •Allocated dwelling units and employees per acre – adjusted based on city feedback 8 Urban Reserves Total Acreage Forecast Dwelling Units Forecast Employment Total 8,005 31,207 13,169 Travel demand modeling •Land use assumptions basis for modeling •Will determine future transportation system needs – e.g. roadway and intersection capacity •Included 24 study intersections •Mitigation expected to be part of city concept planning 9 10 Engineering feasibility analysis Evaluated adopted projects to refine alignment and develop cost estimates •Shackelford Road extension to NW 185th Avenue •NW 185th Avenue improvements between Springville and future Shackelford roads •SW 185th Avenue extension between Gassner and Kemmer roads •SW 175th Avenue “kink” •Beef Bend Road at Roy Rogers Road •Basalt Creek Parkway overcrossing of I-5 11 Project feasibility map 12 Work in progress •Infrastructure Analysis Report •Identify potential solutions to be refined by concept/comprehensive planning •Identify potential TSP amendments •Infrastructure Finance Plan Toolkit & Template •Methods to estimate revenues and address costs; funding tools 13 Potential WC TSP amendment: Cornelius Pass Road extension •Future overlap with WWSP pipeline •Add parallel arterial capacity Potential WC TSP amendment: Tile Flat Road extension •Included in South Cooper Mountain Concept Plan •Provide parallel route to Roy Rogers Questions? 17 Erin Wardell, AICP, Principal Planner erin_wardell@co.washington.or.us 503-846-3876 Jessica Pelz, AICP, Senior Planner jessica_pelz@co.washington.or.us 503-846-3960    AIS-4382     7.             Workshop Meeting Meeting Date:09/15/2020 Length (in minutes):20 Minutes   Agenda Title:Receive Briefing on the Tigard Transportation System Plan (TSP) Update Project Prepared For: Dave Roth, Community Development Submitted By:Dave Roth, Community Development Item Type: Update, Discussion, Direct Staff Meeting Type: Council Workshop Mtg. Public Hearing: No Publication Date: Information ISSUE Shall Council receive briefing on the Tigard Transportation System Plan (TSP) Update Project? STAFF RECOMMENDATION / ACTION REQUEST No Council action is requested. KEY FACTS AND INFORMATION SUMMARY Tigard’s current Transportation System Plan; TSP 2035, was adopted in 2010 after a two-year planning effort. TSP 2035 provided a 25-year planning horizon with specific transportation goals, policies, and actions along with multi-modal network plans and capital project lists to support community needs, communicate the city’s aspirations, and to fulfill state and regional policy requirements.   In the nine years since TSP 2035 was adopted, the city has worked toward implementing its policies and has completed several significant transportation projects identified in the plan. During this time, local population and growth trends have been relatively stable, however Tigard has seen increased development activity and capital investment in several key areas such as River Terrace on the west side of the city, the downtown main street area, and in the Tigard Triangle; the latter two locations being urban renewal zones. Similarly, TriMet’s planned Southwest Corridor light rail project, connecting Tigard with downtown Portland, has progressed sufficiently to require contemplation in Tigard’s TSP.   Since the last TSP update, several relevant state and regional transportation plans and policies have seen updates. Likewise, some of the city’s own transportation priorities have since evolved with the introduction of (2014), the completion of the evolved with the introduction of Tigard’s Strategic Vision (2014), the completion of the Tigard Triangle Strategic Plan (2015), the adoption of Tigard’s Complete Streets Policy (2019), the recent completion of Tigard’s Transportation Safety Action Plan (2019), and the Tigard ADA Transition Plan underway now. With changes to state, regional, and local plans and policies, a targeted update to Tigard’s TSP is timely. The updated TSP will identify a system of transportation facilities and services adequate to meet community needs in a manner consistent with the adopted Vision and Goals while achieving compliance with the State Transportation Planning Rule (OAR 660, Division 12) and Metro’s 2018 Regional Transportation Plan and Regional Transportation Functional Plan.  OTHER ALTERNATIVES N/A COUNCIL GOALS, POLICIES, APPROVED MASTER PLANS Complete Streets Policy, adopted June 2019 City Council Goals 2, 3, and 5, 2019-2021 Transportation System Plan 2035, amended December 12, 2017 Tigard Strategic Vision, 2014 DATES OF PREVIOUS COUNCIL CONSIDERATION N/A Attachments TSP Update Briefing City of Tigard Transportation System Plan Update TSP Update The Team Equity: Leading our Work •Equity •Are our transportation goals and policies, projects and programs, and investments leading us to a more equitable and inclusive community? •Are we leaving anyone behind? What is the TSP and what does it tell us? •Set of policies, programs, and projects that address the multi-modal transportation needs within Tigard’s UGB over the planning horizon •Serves as the transportation element of Tigard’s Comprehensive Plan •Oregon Statewide Planning Goal 12: Transportation •“…creates a transportation system that takes into account all relevant modes of transit…” TSP Update Project Elements •Robust Community Engagement •Goals & Policies •What are our priorities? •Evaluation / prioritization framework •What’s in our toolbox? •Existing Conditions and Needs •Future System Projections •Funding Strategies •Prioritized Projects and Programs •Documentation and Adoption Project Schedule Project Context: Local •2035 TSP •Complete Streets Policy •Strategic Plan Refresh •River Terrace South/West •Washington Square Regional Center •Tigard Triangle •72nd Ave Corridor Design •Safe Routes to School •City Center Futures Project Context: Regional / State •Southwest Corridor •Metro T2020 •Regional Mobility Policy •Regional TSMO Plan Update •Washington County Plans •State GHG and TPR Changes Engagement •Community Advisory Committee (CAC) •Tigard Transportation Advisory Committee (TTAC) •Planning Commission (PC) •Technical Advisory Committee (TAC) •City staff and partner agencies •Engagement Activities During COVID-19 •Virtual Open Houses •Online Surveys •Story Maps •Pre-recorded staff/consultant/stakeholder interviews Discussion and Q/A TSP Update