2019 Performance Audit with Appendices PERFORMANCE AUDIT REVIEW
TIGARD , OREGON
matrix W
consulting group
September 20, 2019
Performance Audit Draft Report TIGARD, OREGON
Table of Contents
1. Introduction and Executive Summary 1
2. City Management 9
3. Central Services 15
4. Community Development 38
5. Finance and Information Services 48
6. Library 65
7. Police 78
8. Public Works 107
9. Performance Measures 122
Final Report of the Performance Audit Assessment TIGARD, OREGON
1 Introduction and Executive Summary
The Matrix Consulting Group was retained by the City of Tigard to conduct a Performance
Audit of general fund operations. Additionally, the scope of work included development of
recommended performance metrics for each department. The following report presents
the results and findings of the study.
The project team has assembled this draft final report which summarizes our findings,
conclusions and recommendations.
1. Study Methodology
In this Performance Review of the City of Tigard General Funded functions, the Matrix
Consulting Group project team utilized a wide variety of data collection and analytical
techniques. The project team conducted the following data collection and analytical
activities:
• At the outset of the project, the study team interviewed key staff members from
each department to develop an initial understanding of the issues and background
for the departments.
• The project team worked with city staff to collect a wide variety of data designed
to document workloads, costs, service levels and operating practices.
• The project team developed descriptive summaries, or profiles, of each
department summarizing organizational structure, staffing, technology and other
key aspects of each department.
• In order to make the assessments of operational strengths and performance
opportunities, the project team developed a set of performance measures, called
"best management practices" against which to evaluate current services,
workloads and service levels in Tigard. These service and performance measures
were reviewed with staff in draft format.
• Both an employee and community survey were conducted to gather input from
these key stakeholders. This information was considered, in conjunction with the
issues identified during the best management practices phase, as part of the
analytical effort that led to the development of recommendations.
From these efforts, key issues were developed for analysis and development of specific
recommendations for each department.
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2. Key Themes
Several key themes arose from the assessment that are worth noting to put the following
recommendations into context. Overall, the City of Tigard is providing high levels of
customer service to the public and generally providing services at a level higher than
might be expected with current resource allocations. The notable themes that emerged
included:
• Strong focus on customer service and responsiveness to the public.
• Many services provided at levels matching or exceeding relevant industry
standards.
• Strong inter-departmental cooperation and coordination in provision of services.
• Generally lean staffing levels throughout the organizational structure. However,
Tigard makes more extensive use of part-time and reduced hour full-time
employees than typically seen in other organizations.
• Limited ability to access existing data within the organization and software systems
impacting ability to analyze available data for use in evaluating current operations,
thus limiting the ability to plan, manage, and understand emerging service trends.
• Lack of integration of existing technologies — limiting the ability to automate some
processes or data requirements.
Many of the limitations noted above have been recognized by staff prior to or during the
conduct of this evaluation and efforts are underway to mitigate or eliminate these potential
impediments for greater efficiency and effectiveness in the organization.
3. Listing of Recommendations.
The following table summarizes the key recommendations contained in the report —
grouped by department. For each recommendation, there is a priority, timeframe and
cost impact of the recommendation listed to provide guidance during implementation.
Recommendation Priority Timeframe
CITY MANAGEMENT
1 The Annual Workplans for each department should be guiding High 2020
documents that are considered a part of performance
evaluations and developed in alignment with the overall City
Strategic Plan.
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Recommendation Priority Timeframe
2 The Senior Management Analyst position should be charged High 2020
with overseeing the development and implementation of the
City's performance management program.
3 The City should expand on their existing performance measures High 2020 (with
by identifying and adopting additional performance and budget)
workload measures to enlighten the public regarding the
Department's performance and accomplishments.
4 The Department should develop a methodology for predicting Medium 2020
upcoming retirements based on age and years of service of
employees and update it at least annually to anticipate which
employees and skills will need to be replaced.
5 The Department should prioritize efforts to expand the diversity Medium 2021
of applicant pools to enable it to work toward a City workforce
that is reflective of the community.
6 The City should update the performance evaluation tool and Medium 2021
implement a compensation approach that more closely ties pay
increases to individual performance.
7 Additional staffing resources, in the range of .5 to .75 FTE, Medium Next budget
should be allocated to the Human Resources Department. cycle
CENTRAL SERVICES
8 The City should utilize internal and external customer surveys to Low 2020
determine satisfaction and effectiveness of web content.
9 The City should utilize a work order system for all requests for Low 2021
web content modification.
10 The City should develop a written communication strategic plan. High 2020
11 The Graphics Design division staff should meet with Medium 2020
stakeholders before beginning work on large project design
requests.
12 The Court should adopt a written strategic plan to guide future Medium 2020
decision making for operations and employee performance
expectations.
13 The court should maintain staffing levels, so workload demands Medium Ongoing
are within 10%of annual productive hours per employee.
14 Fleet maintenance should perform analytics and random Medium Ongoing
verification of fuel purchases
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Recommendation Priority Timeframe
15 The City should ensure that its asset management system is High 2020
meeting the needs of fleet and facilities maintenance staff.
16 Property Management should regularly assess amounts spent Medium 2021
on vendors for specialty services to determine if in-house staff
should perform those functions.
17 Property Management should implement a proactive building High 2020
preventive maintenance program to prevent reactive
maintenance issues as much as is reasonably possible.
18 Fleet & Facilities should conduct spot inventory checks to Medium 2021
mitigate the inherent risk of asset misappropriation.
19 Fleet & Facilities should maintain staffing levels in the general High 2020
range of one (1) employee for every 35,000—45,000 square
feet of facilities under management.
20 Project managers should receive project management Medium 2021
certification.
COMMUNITY DEVELOPMENT
21 The Department should ensure that in-house staff have the High 2020
ability to produce workload and performance reports from
Accela.
22 The Department should generate routine reports on workload High 2020
and level of service performance measures in order to gauge
effectiveness in meeting established benchmarks.
23 The Department should distribute an electronic customer Low 2020
satisfaction survey to all customers at the conclusion of their
application and compile responses as a performance
measurement tool.
24 The Department should implement expedited permit application
reviews as a fee-based option for customers.
25 The Department should designate a second position as an High 2020
Accela power user and require that the management
responsibilities of that system be shared.
26 The Department should ensure that the system which replaces High Immediate
Springbrook can be integrated with Accela to eliminate the need
for duplicate entries.
27 The Department should monitor inspector staffing levels to High Ongoing
ensure that they remain appropriate for the required workload.
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Recommendation Priority Timeframe
28 The Department should maintain an online library of standard Medium 2020
conditions of approval for land use permits, which is shared with
staff and the public.
FINANCE & INFORMATION SYSTEMS
29 With appropriate staffing, the Finance Department should Medium Ongoing
perform regular data analysis on its data to help detect any
financial irregularity or non-compliance with financial policies.
30 Provide cross training so that critical functions for each finance High 2020
position have at least two people who can complete them and
require the employee performing the critical task as a backup to
complete the function at least twice annually.
31 Complete an annual fraud risk assessment. Low 2021
32 Management should conduct regular audits of purchases to Medium 2020
detect and deter asset misappropriation.
33 Determine if automatic notification of payroll changes is Medium 2020
possible within the City's payroll/financial software system.
34 The City should assign a second employee to provide High 2020
verification checks of garnishment data entered into the payroll
system.
35 The City should ensure that its asset management system fully High 2020
integrates with its financial software system and has the
capabilities necessary to foster an efficient, transparent, and
data-centric approach to fixed asset management.
36 With available time, the City should proactively research and Medium 2020
seek buying discounts in addition to State bid discounts.
37 The City should install and operate adequate software to Low 2021
monitor IT logs and detect any attempt at system intrusion.
38 The City should ensure GIS staff spend at least 10%of their Medium 2020
time working to proactively introduce GIS technology into every
department in the City.
39 The City should create an information technology committee High 2020
that meets at least quarterly.
40 The City should reduce its internal phishing campaign employee Medium 2021
clickthrough rate to no more than 5%.
41 The City should hire one (1) additional FTE into an IT support High 2020
position.
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Recommendation Priority Timeframe
LIBRARY
42 The Library should reduce service hours to between 62—64 High 2020
hours per week, either through elimination of some evening
hours or an earlier closing for all evenings. Closing at 8pm each
night should be implemented, the hour after which visits decline
markedly.
43 Develop a comprehensive marketing plan encompassing High 2020
traditional print and advertising and social media components.
Use this opportunity to brand the Library as consistently as
possible to the community. Finally, make one person
responsible for the coordination, development and posting of
social media while continuing to seek the input of other staff.
The lead person should be the Communications Coordinator.
Then management team should set direction and develop a
review process.
44 The new Director needs to continue the recent focus on High 2020
furthering team building and open communication among
Library staff.
45 Create an internal team to research, develop and present to the High 2020
City a Library Information Technology Needs Assessment and
Long-Range Plan.
POLICE
46 Maintain current Administration staffing levels. n/a n/a
47 Add 8 additional Officers to maintain higher minimum staffing to High 2020
achieve stated goal of 5 minute response to priority 1 and 2
calls for service. Staffing should be 4 Officers on Day Shift, 5
Officers on Afternoon Shift and 4 Officers on Night Shift.
48 Maintain current staffing of two K9. n/a n/a
49 Minimum Staffing should be Sergeant on duty at all times. n/a n/a
50 Fill 2nd CSO position for a total of two CSOs. Medium 2021
51 Maintain current staffing for traffic unit. n/a n/a
52 Review case screening process. Medium 2020
53 If all workable cases are currently assigned, the department Medium 2021
should eliminate two detective positions.
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Recommendation Priority Timeframe
54 Maintain current staffing but use the recommended benchmarks High Ongoing
to re-evaluate staffing on an annual basis to determine when
more property/evidence staff is needed.
55 Maintain current staffing for records management. n/a n/a
56 Add an additional analyst in the next 1 to 3 years. Medium 2022
57 Maintain current Administrative Specialist staffing levels. n/a n/a
58 Maintain current SRO staffing but add one additional SRO in Medium 2022—2023
the next 1 to 3 years.
PUBLIC WORKS
59 The Department should establish a routine cycle of High Ongoing
measurement, review, and action based on their selected
performance metrics.
60 Performance measures and their results should be published High Ongoing
each year in the annual budget.
61 The City should ensure that the selected asset management Medium 2021
system replacing the existing work order system has the
capabilities necessary to foster an efficient, transparent, and
data-centric approach to infrastructure maintenance and
workload management.
62 The Department should track all field work—proactive and Medium 2021
reactive—using work orders within the asset management
system.
63 The Department should develop a preventive and routine Medium 2021
maintenance calendar for the Parks Maintenance Division in the
asset management system and use this tool as the basis for
calculating staffing needs.
64 The City should ensure that the system which replaces High 2020
Springbrook has a robust project management module or invest
in a separate software specifically designed for capital project
management.
65 The Department should seek to update each system master High Ongoing
plan once per six years on a rotating basis.
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Recommendation Priority Timeframe
66 The Department should include some strategic discussion in the High Ongoing
master plans of the systems' purpose for the community and
how the plan supports the goals of the Department and the City.
67 The Department should provide development review backup for Medium 2020
the Principal Engineer, including the use of other P.E.'s in the
Engineering Division.
68 The Department should adjust the organizational structure to Medium 2021
narrow the Parks Supervisor's span of control and allow more
effective oversight of seasonal staff.
69 The Department should adjust the organizational structure to Medium 2021
narrow the City Engineer's span of control and provide
oversight assistance to project management staff.
The following chapters provide narrative detailing with the rationale and basis for each
recommendation.
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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
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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
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provided include: recruitment, selection and testing, benefits administration, labor
negotiations, personnel policy administration, employee relations, job classification and
salary administration, employee recognition, investigations, training, organization
development and performance management, workforce planning, equal opportunity, and
wellness and risk management with oversight and coordination of the city's worker's
compensation and liability claims management, insuring city assets, the city's retirement
programs and safety programs.
The Human Resources Department has an annual operating budget of approximately
$680,000 for Human Resources functions and $823,000 for Risk Management
($567,000 of that is the cost of citywide insurance of assets.) The staffing is shown in
the following chart:
Human
Resources
Director
Sr. HR HR Business
Business Partner Risk Manager
Partner
L Risk/
— HR Specialist Magement
Analyst
HR - Risk
— Assistant
(1) Additional Workforce Planning Should be Undertaken.
Information about upcoming retirements can be used in an organization to determine
when vacancies are likely to open up in various departments, which allows HR staff to get
a head start on developing a qualified pool of applicants. Anticipating openings due to
retirement can help the department begin to make decisions about succession planning
tactics sooner rather than later. However, the department does not currently have a formal
methodology for projecting the likely retirement of employees over time. While staff within
a customer department may know when retirements are upcoming, the HR Department
is not always informed about these transitions. In order to optimize the effectiveness of
the recruitment staff in this effort, the Department should adopt a more formal workforce
and retirement planning model.
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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
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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
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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
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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.
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• Charge back rates for fleet services are in place and evaluated at least annually.
• The Department uses electronic work orders for all maintenance activities.
• The Department is adequately staffed for Capital Construction Project
Management.
The Central Services Department budget data summary show a very modest overall
increase of 0.58% from FY18 revised numbers to FY19 adopted numbers. While there is
no indication that workload levels are decreasing, the budget reveals decreasing
expenditures in, both, Design & Communications and Fleet Maintenance. The Design &
Communication's budget shows a reduction between FY18 revised and FY19 adopted of
just over 4%, while the Fleet Maintenance budget shows a decrease of 4.62% for that
same period.
Division FY 17 FY 18 FY 19
Actual Revised Adopted
Design & Communications $563,930 $614,925 $590,187
Municipal Court $463,992 $560,880 $603,845
City Recorder/Records $464,811 $526,129 $533,494
Fleet Maintenance $222,732 $322,503 $307,589
Property Management $1,736,512 $1,888,409 $1,900,539
Total $3,451,977 $3,912,846 $3,935,654
The following organizational chart shows an overview of the organizational chart of the
Central Services Department.
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Central Services
Director
I
I I I I
Design& City Recorder/ Fleet&Facilities
M
Communications Records Municipal Court Operations Mgr
(1.0)
I I l
Communications Municipal Court
Manager City Recorder Judge Property Fleet
(1.0) (1'0) (16) Management Maintenance
I
Digital Deputy City Court Operations Facility Services
Communications — Recorder Supervisor Supervisor — Admin S ec II
— Coordinator (1.0) (1.0) (1.0)
(1.0)
(0.75-Vacant)
Records Senior Building Fleet
Web Services — Management Court Clerk II — Maintenance — Maintenance
Tech
(1.0) (1.0) (1.0) (1.0)
Building
—Graphic Designer — Ma Tech IintenaI ce
(2.0) (3.0)
Grounds
— Reprographics — Maintenance
Specialist (1.0)
(1.0)
The following sections address changes to technology, organizational structure, and
operational practices which the Department should make in order to become more
efficient, responsive, and data-driven.
1 ` Communications
The Communications Division provides support for the City's branding and
communications efforts to achieve effective communication with the public. The Division
provides internal services support with communications planning, website design and
updating, editing, creating annual reports, graphic design, copywriting, printing, video
production, and news releases. Examples of final products the division helps create
include brochures, posters, human resources recruiting fliers, business cards, letterhead,
stationary, and a variety of electronic media design.
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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,
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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:
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Assess Establish Establish your
Communication's 0 Communication0
Infrastructure Goals Audience
4
Defining theEstablish Targets
Problem, Solution, • Frame Each within Each
and Call to Action Message Audience
The first step of assessing the City's communication's infrastructure might be one of the
most important steps as it allows you to self-assess where you are now and to draw on
any lessons learned from past experiences. The assessment begins with understanding
what communication's efforts have worked well for the City in the past and what did not
work well. This process also involves determining how many staff are available to commit
to communications efforts, what each of those people will specifically do in each
communication's project, and how much budget is available to promote effective
communication's efforts.
The next steps in the plan include framing the City's communication's strategy by
ensuring every project has established communication's goals, the general audience is
defined as well as any specific targets (i.e. a specific TV station reporter who might be
able to get the message on the evening news), each message is clearly framed, and the
message identifies the "problem, solution, and a call to action".
Even though this is not a specific step in the process, an important effort is to ensure
there is a plan to select and train those people who will be spokesperson's for the City,
whether through a centralized department, individual departments, or some combination
of the two dependent upon the message being delivered. All efforts to ensure adequate
spokesperson training for decentralized communication's efforts should be managed by
the city's Design & Communication's division.
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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.
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For larger projects, the design team member assigned the project should meet with the
requester prior to beginning any design work to help ensure everyone is on a similar page
with regard to what the final product should look like.
By bringing in the graphic design team early in the project's planning stage and requiring
the graphic design team to verbally consult with project stakeholders prior to beginning
actual design work, there will be more clarity for design staff and the results are much
less likely that any time will be wasted designing something that was not what the
customer wanted to see.
Recommendation 11: The Graphics Design staff should meet with stakeholders
before beginning work on large-project design requests.
2 Municipal Court
The Municipal Court handles primarily traffic, parking, and limited ordinance infractions in
the City of Tigard.
The assessment revealed several positive strengths of the Municipal Court division.
These strong points are indicative of a competent, well-led organization which thus far is
successful in achieving its goals and standards. Examples include:
• The Court is adequately staffed to handle existing and anticipated workload
demand (especially considering the proposed traffic camera enforcement program
about to begin).
• The Court has numerous department operating instructions (DOls) to provide
guidance to staff for various work processes.
• The City uses centralized communications including graphic design for written
communications.
• The majority of citations are electronic and do not require hand entry into the
Court's record keeping system.
The sections below discuss areas where the department has opportunities to improve its
level of service even further.
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(1) The Court Should Adopt a Written Strategic Plan to Guide Future Decision
Making for Operations and Employee Performance Expectations
The National Center for State Courts (NCSC) recognizes the importance of strategic
planning for court operations and they published a Strategic Planning Resource Guide to
assist with court strategic planning efforts.' According to the NCSC, it is a prerequisite to
enhancing court performance and administration that a strategic plan be developed and
include the following:
Effective Court Strategic
Planning
Seek Ways to Adapt
Management Practices in Consider Future Court
a Changing Environment Circumstances
Consider Future Court Consider Future Court
Goals Responsibilities
Court strategic planning is similar to other strategic planning initiatives and yet with often
changing technologies utilized within courtroom-related tasks/functions, there is a distinct
need to remain flexible within this changing environment. The Municipal Court does not
currently have a strategic plan; however, development of one can help guide the Court's
future efforts to best serve citizen and court needs. Additionally, employees will have an
even better understanding of performance expectations both, now and in the future, with
a well-developed strategic plan.
Recommendation 12: The Court should adopt a written strategic plan to guide
future decision making for operations and employee performance expectations.
1 NCSC Strategic Planning Resource Guide https://www.ncsc.org/Topics/Court-Management/Strategic-Planning/Resource-
Guide.aspx
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(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.
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implementation of this automated traffic enforcement program, the Court recently hired
two additional staff members to keep up with workload.
To process a citation, staff must enter information into the computer (verify e-citation data
and hand enter about 5% of total citations, which are hand written), file required
paperwork, process driving record data, process no show paperwork if that occurs, issue
letters to defendants as required, set up payment plans, process diversion program
paperwork, make payments, and close case files. Total processing time likely averages
45 minutes per citation for an efficient operation. Answering phone calls and handling
walk in traffic not specifically related to a case take up another eight (8) hours weekly of
total staff time. If staff are new or otherwise not completely efficient at each function, this
time estimate will increase.
Time estimates for workload data are as follows:
Total annual
Workload hours
24 trial days per year at three (3) hours each 72
Arraignments occurring 52 times annually at 90 minutes each 78
Citation processing from inception to completion 4,500
Phone calls and other public assistance at eight(8) hours weekly 416
Total hours 5,066
A recommendation is that court staff are utilized between 90 and 110% of annual
productive hours, which in Tigard results in 1 ,240 to 1514 hours per employee. Some
overtime can be good for employees and can save the city money when compared with
deciding to hire additional staff simply to avoid paying overtime. For this reason, up to a
110% staff utilization rate is appropriate. The approximate total workload in hours for five
(5) employees handling court-related functions (one supervisor and four clerks), is
1 ,013.2 hours per employee (based on 5,066 total hours). With 1,377 available hours, the
current staff utilization rate is 73.58%. This utilization rate is acceptable due to the pending
implementation of an automated traffic camera enforcement program.
The City recently hired additional court clerks in anticipation of the implementation of an
upcoming traffic camera enforcement program. This is good business practice in that it
takes time to get court staff trained in all functions of court operations. Had the city not
made these hires, the staff utilization rate for three (3) employees would be 1,688.67,
which represents a utilization rate of 122.63%. This rate is higher than the recommended
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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.
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.
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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
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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.
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City Vehicle MPG Actual v. NHTSA Estimates
18.00
16.00
14.00
12.00
10.00
8.00
6.00
4.00
2.00 , I
0.00
Electric-217 Electric-227 Water-268 Water-269 Parks-516 Animal Control Animal Control
-744 -748
■Actual MPG ■Estimated MPG
Recommendation 14: Fleet maintenance should perform analytics and random
verification of fuel purchases.
(2) The City Should Ensure that its Asset Management System is Meeting the
Needs of Fleet and Facilities Maintenance Staff.
An effective asset management system allows an organization to optimize efficiency and
effectiveness by budgeting accurately for the likely cost of maintenance and repairs,
staffing appropriately for the projected workload, and using a preventive maintenance
program to ensure assets do not deteriorate due to an unacceptable level. Some
organizations use as a primary tool for this work, a computerized maintenance
management system (CMMS) or dedicated asset management software with an
integrated work order system. A CMMS is not always recommended, but what is
recommended is any program that has an asset management system that seamlessly
integrates with both a work order system and financial reporting software.
The City currently uses an asset management and work order system; however, staff
indicate a desire for that system to perform additional functions. The City should ensure
its asset management program includes an effective work order system which is
integrated with the asset inventory. The Department should adopt a formal asset
management strategy which involves three components: a Department-wide asset
inventory, a lifecycle costing system, and a work order system.
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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.
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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
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(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 $1 M. 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
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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.
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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
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The following graphic shows additional data from the 2018 AFCE report. While it might
be more appropriate for this chart to be associated with a finance department, the
important takeaway is that while there are other more costly types of occupational frauds
that occur, a significant majority of frauds that occur involve asset misappropriation. The
discrepancy with reconciliation of fraud incidents by percent is that several types of fraud
schemes overlap categories and thus the total will always be more than 100%.
OCCUPATIONAL FRAUD CASES BY TYPE
■%of Incidents Average Loss per Incident 0
0
a.,
0
a
in
0
0
0
0
I
N
0 L'
0
a
N
us
I o
rn 00 0
00 m -
ASSET MISAPPROPRIATION CORRUPTION FINANCIAL STATEMENT FRAUD
Recommendation 18: Fleet & Facilities should conduct spot inventory checks to
mitigate the inherent risk of asset misappropriation.
(4) Fleet & Facilities Should Maintain Staffing Levels in the General Range of 1
Employee for every 35,000 — 45,000 Square Feet of Facilities Under
Management.
As a general best practice, the ratio of facilities to maintenance staff is around 45,000 —
50,000 square feet of buildings to maintain per one (1) maintenance employee. This ratio
however, is flexible for several reasons: the number of contracted repairs necessary for
technical expertise, the proximity of building locations to one another, and the age/
condition of the buildings being maintained.
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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.
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(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.
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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
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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
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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
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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.
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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.
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• 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
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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
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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.
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w
80
ca
0
c 60
450
Q 40
c
11111111111111 r
20
c
IU 0
2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25+
Number of Address Stops
As the graph shows, most days involve 15 or fewer stops, and the number of inspection
days trails off for heavier workloads of more than that. The most common number of
inspection stops per day is 14. However, inspectors made 16 or more stops in 2018 on
282 occasions, and 95 of those occasions involved 20 or more stops for a single
inspector.
While these figures may suggest that staffing should be adjusted upward to meet
workload demand, it is important to consider the following points:
• Many of the building inspections performed by inspectors are for subdivision
homes, where the elements to be inspected are fairly uniform and the addresses
are very close to each other (walking distance, in many cases).
• Despite apparent heavy workload, the Department's inspectors successfully
conducted 99.5% of inspections within 48 hours of receiving the request.
With these points in mind, the Department should monitor inspector staffing levels and
make future adjustments if the level of service suffers (inspection response time is a
recommended performance measure) or staff overtime levels become burdensome.
Recommendation 27: The Department should monitor inspector staffing levels to
ensure that they remain appropriate for the required workload.
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(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.
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5 Finance and Information Services
The following chapter focuses on the City's Finance and Information Services
Department, addressing opportunities for improvement in the Information Services,
Finance Administration, Finance Operations, and Contracts and Purchasing Divisions.
Utility Billing is a part of the Department; however, it was not reviewed or assessed as
part of this report.
The following table shows a summary of the Department's operating budget for FY17
actual, FY18 revised, and FY19 adopted.
Division FY 17 FY 18 FY 19
Actual Revised Adopted
Finance Administration $398,079 $561,441 $488,493
Financial Operations $603,711 $757,014 $772,116
Utility Billing 1,094,993 1,258,484 1,205,191
Information Technology $2,505,621 $2,173,801 $2,286,373
Contracts and Purchasing $213,707 $221,778 $229,751
Total $4,816,111 $4,972,518 $4,981,924
The overall budget for the Department remained relatively flat from FY18 revised to FY19
adopted, with total expenses of $4,972,518 in FY18 and increasing only 0.19% to FY19
at $4,981,924. During that same time the budget for Finance Administration dropped by
13%.
DEPARTMENT STRENGTHS
While this chapter focuses on potential improvements that the Department can make, the
following points should be noted as particular strengths of the Department in the functions
reviewed as part of this study. The City's finance department is staffed at a level that
otherwise might be found in a smaller sized city. With limited available staffing resources,
Finance staff are doing an excellent job. There are many more positive attributes to the
Finance and Information Services Department, but some of the noteworthy strengths
include:
• The City utilizes a GIS steering committee to assist with entity-wide implementation
of GIS-related services and technology.
• City employees receive ongoing training in online security procedures.
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• 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
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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 (CI P) 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
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effective measure to protect an organization. The use of horizontal analysis, vertical
analysis, Benford's analysis, and duplicate testing are all viable means to detect possible
inappropriate items within the thousands of financial data fields seen in most municipal
government operations.
With adequate time, finance staff could proactively and regularly run analytics to look for
missing data fields in vendor files, missing data fields in accounting entry fields, verify
even dollar amounts, check for duplicate voucher payments, and even perform data set
matching analysis with vendor to vendor files or vendor to employee files. At least
quarterly and if time permits, staff could run a Benford's analysis on entire data sets to
uncover predictable patterns often associated with fraudulent invoices.
The ability to perform these functions is often limited only by staffing levels and time to
perform them. The project team noted that the City of Tigard's finance staff do an excellent
job in their efforts; however, they are limited in their ability to do more proactive work by
existing workload and current staffing levels.
Type of Analysis Method Benefits
This method compares Can detect items with a
financial statement items significant percentage
Horizontal ratios or line items over any change between periods
of a number of accounting that could warrant
periods. additional investigation.
This method compares
relationships between Can detect increases in
financial components of the spending that warrant
Vertical same time period. Items further investigation that
are expressed as
might not otherwise be
percentages of a whole and visible to the naked eye.
compared between
periods.
This method compares
large data sets by
assigning expected values
to each number(0-9) in an Can detect fraudulent
Benford's invoice amount and invoices when someone
comparing the expected makes up billing numbers.
number to the actual
number found in the data
set.
This method searches for Can detect if a payment to
Duplicate duplicate payments of a vendor was made more
than once for the same
invoices.
service.
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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
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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.
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• 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.
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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.
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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
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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.
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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.
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• 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.
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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
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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 httr s://www.nytimes.com/2019/06/27/us/lake-city-florida-ransom-cyberattack.html
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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.
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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.
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Workload statistics for IT personnel show they respond to approximately 4,500 IT service
tickets annually. Depending on the time requirements to service and complete a ticket,
the City's current IT staffing levels are questionable as to their adequacy. Current time
frames for responses to tickets are four (4) hours for urgent matters, eight (8) hours for
priority matters, and four (4) days for regular matters.
Staff burnout is a concern. There were approximately 261 working days in 2018 and with
4,477 IT service tickets, that equates to an average of 17.15 IT service tickets each day
the City is open throughout the entire year. Some tickets likely take only a few minutes to
resolve; however, others likely take considerable time and effort for one or more IT
employees.
The following chart displays 2018 workorder ticket data, the number of working days in
the year, and the average number of tickets per working day:
2018 IT WORKORDER / TICKET WORKLOAD
261
44.77
17.15
WORKING DAYS WORK ORDER TICKETS (IN TICKETS PER DAY
HUNDREDS)
With IT services and solutions being an integral part of municipal government operations,
to reduce the risk of IT employee burnout, and to achieve the best management practices
ratio of 2% to 3% of IT employees to total city employees, the City should hire one (1)
additional FTE in an IT support position. Hiring one additional employee into an IT support
position will mean there are six (6) IT employees out of what will now be 287.3 FTEs,
representing 2.08% IT FTE's to total City FTE's.
Recommendation 41: The City should hire one(1)additional FTE into an IT support
position.
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6 Library
This chapter of the report provides the project team's evaluation and analysis of the
organization and operations of the Tigard Public Library. Our analyses focused on Library
service and staffing issues. The section, that follows, provides a brief descriptive
summary of the Library.
1. Summary of the Tigard Public Library
The Tigard Public Library provides a wide variety of patron services including, the various
collections in the Library; reader advisory services for adults and youth; various programs
for adults and youth; references services; as well as all of the internal services associated
with keeping a public library open and serving patrons and visitors.
Service Area Service Indicators Service Area Service Indicators
Overall • Total holdings—229,774 Collection and • Circulation of books, audio
Indicators and digital collections. Circulation visual and other materials.
• There are 30,961 Total circulated in 2017-18
registered borrowers. was 1.22m.
• 69 service hours per week • An estimated 343,056 Library
and 7 days per week with visits in 2018.
9pm closings on • An estimated 19,750
weeknights. volunteer hours—9.5 FTE
equivalent.
Children's • Children's programs and Young Adults • Extensive programs and
collections. collections for young adults.
• In 2018 there were 561 • In 2018 there were 51
children's programs with children's programs with 698
18,255 attendees. attendees.
Technical • Responsible for Reference • Responsible for developing
Services acquisitions and and maintaining the
processing of library Reference collection.
materials. • In 2018 answered an
• Responsible for cataloging estimated 29,967reference
and classification of library questions from patrons.
materials. • Oversees the delivery of
• Responsible for care and services, both print and
repair of library materials. electronic data.
• 79 computer workstations
(avg. 596 hours of use).
Outreach • Extensive outreach to pre-
schools, schools and for
memory care seniors.
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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).
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Library Director
Executive Volunteer
Assistant —Coordinator(0.8)
Communications
Coordinator(0.8)—
I
Readers'Services Technical Circulation
Division Manager Services Division Division Manager
Manager 9
I I I
I I I I I I
Library Services Library Services Acquisitions Circulation Circulation
Supervisor(1) Supervisor(1) Supervisor(1) Sr Librarian(1) Supervisor(1) Supervisor(1)
LibrariaGn)(4 @ — Sr Librarian(1) —LibrarylAOs)t(2 @ — Librarian(1) —Sr Library Asst(1) — Sr Libr0ary Asst
—Sr Library Asst(1) — Librarian(5 @ —Library Aide(0.5) — Sr Libra Asst — Library Asst(7 — Library Asst(7
4.1) (0.5 y44) y42)
—Sr Library Asst(1) 1.0)
1Aide(2 @ —Library1Aide(2 @
• 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
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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.
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2. Analysis of the Staffing and Operations of Tigard's Public Library.
This section provides an analysis of the staffing, operations, programs and workloads of
the Tigard Public Library.
(1) The Project Team Conducted a Survey to Compare Library Services in the
City of Tigard with Other Libraries in Oregon.
The following subsections show survey results for comparably sized libraries in Oregon.
It should be noted that there is no attempt to make general comparisons of the cities, only
to examine practices in communities in the State which are roughly the same size as
Tigard. The communities chosen have been consistently utilized in this study. The Oregon
State Library publishes an annual summary of comparative statistical data for all libraries
in the State which facilitates the consistent comparison of libraries. The most recent report
for FY 2017-18 was used in this assessment.
(1.1) Service Cost Characteristics Show Tigard in the Middle of the Range in
Comparably Sized Libraries in the State.
The table, below, compares the Tigard Public Library to other libraries compared to in
Oregon in terms of financial resources and expenditures. Key characteristics of this
information include:
• In terms of total per capita expenditures, Tigard's Library is the among the highest
of the comparison cities — it is the highest in dollar total and the seconds highest
on a per capita basis.
• In terms of the ability of each library to `keep itself current' in terms of acquisitions
of books and other materials, Tigard is also in the upper end of the range. At$6.96
per capita, Tigard's collection renewal budget is only exceeded by Lake Oswego.
Lake Oregon
Alban Oswe•o Cit Ual
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
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(1.2) Holdings Show Tigard in a Narrow Range in Comparably Sized Libraries in
Oregon, Though It Is the Highest in Number of Holdings.
The table, below, compares the Tigard Public Library to other libraries compared to in the
State in terms of library `holdings' (or total collection size). Key characteristics of this
information include:
• In terms of the number of library holdings, a general indicator of public support, the
Tigard Public Library is the highest of the comparison group.
• Expressing holdings on a per capita basis, all of the libraries reporting are
comparable (within about 10% high to low).
Lake Orego
Alban Oswe•o C
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.
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Lake Oregon
Albany Oswego City Tigard Tualatin
Population 52,710 42,386 59,585 64,089 31,875
Total Library Staff 21.2 33.7 14.9 40.9 24.15
Total Weekly Hours 54 65 56 69 65
Staff FTE Per Hour 0.39 0.52 0.27 0.59 0.37
Volunteer Hours 7,538 10,648 4,376 15,156* 7,515
Volunteer FTEs 4.2 5.9 2.4 8.4 4.2
Volunteer FTEs/Total FTEs(%) 16% 15% 14% 17% 15%
• Previous year to that reported above.
(1.4) Service Characteristics Show Tigard at the Highest End of the Range Based
on a Number of Indicators.
The table, below, compares the Tigard Public Library to other libraries compared to in the
State in terms of various service characteristics. Key characteristics of this information
include:
• In terms of programming, the Tigard Library is at or near the top of the comparison
group for children's, young adults and adults — both in terms of the number of
programs and the number of participants.
• Circulation is also among the highest in absolute terms as well as expressed on a
per capita basis.
J
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
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While there are many comparisons that can be made, it is clear that the Tigard Public
Library has the support and the participation of the community and in turn the Library
provides very high levels of service.
(2) The Tigard Library to Provide Very High Service Levels to the Community
Compared to Library "Best Practices".
The project team as part of this study of the City developed an analysis of the how library
(and other services) compared to 'best practices'. Unlike the comparative analysis
provided in the previous subsections, a best practices analysis identifies the strengths
and improvement opportunities to standards developed by the Matrix Consulting Group
in its work with hundreds of communities in the Pacific Northwest and throughout the
United States. In this diagnostic assessment, the Tigard Public Library compared very
favorably to these standards as summarized by the table, below:
Meets Does Not
Best Practice/Operational Target Target Meet Target Comment
Overall Indicators
Cardholders as a percent of V At 48%Tigard falls moderately
population exceed 65%. below the target.
Annual circulation per cardholder V At over 36 items per
exceeds 12 per year cardholder, Tigard patrons
actively use library resources.
These counts do not include
electronically circulated items.
Proportion of collection replaced per V New physical items were 12%
year exceeds 5%. of the collection last year.
Again, this does not include e-
resources.
Services coordinated with other V Some coordination with
service providers in the City (e.g., recreation and with local non-
recreation services). profits with opportunities to
increase these efforts.
Collections of non-book materials, V Extensive non-book physical
including archival/cultural materials, and virtual collections.
audio-visual materials, games
(computer and board games), Braille
materials, etc.
The Library leverages community V The Library is supported by a
resources (private, not-for-profit, Foundation and Friends
Friends of the Library, etc.) to organization. There are,
supplement City funds? however, opportunities to
increase this support.
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Meets Does Not
Best Practice/Operational Target Target Meet Target Comment
Service Delivery
The Library is open at least 60 hours V At 69 hours per week, the
per week. Tigard Library is accessible to
patrons.
The Library is open and available to V The Library is open 7 days
the public during non-business hours each week and until 9pm on
and days. weeknights. However, the
Library should evaluate how
useful some later evening
hours are for patrons (visits
drop off significantly after
about 8pm).
Reference questions are offered V Reference questions can be
online or on the phone. asked via the phone, email or
chat online (Answerland).
Programs designed to reach V The Library offers programs
numerous target audiences (children, for children, young adults and
adults, seniors, etc.). Program adults on a near daily basis.
performance, quality and community
feedback is tracked.
Outreach efforts exist to get to V Outreach efforts are targeted
audiences who cannot get to the toward schools as well as the
library (e.g., homebound services)? homebound. However, there
may be opportunities to
support specific segments of
the community (e.g., seniors).
Technology
The Library has extensive V The Library is substantially
investments in electronic media. invested in electronic media
(e.g., e-books and e-
databases). Three (3)
automated circulation
checkouts are also available
for patron use.
Public workstations have wait times V Two hours of continuous use,
managed. per policy.
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Meets Does Not
Best Practice/Operational Target Target Meet Target Comment
The library has a long-term V V While the Library is part of the
technology plan. City's overall technology
planning, the Library should
have a more robust plan
covering its specific needs.
A central webmaster is designated to V The Library shares social
manage the content of the Library's media content among several
website staff with risks to consistency
and quality.
Marketing
The Library has developed a V Marketing materials (both print
consistent brand for its and online—web and social
communications and marketing media) are not a branded with
efforts, including internet. a consistent look. Multiple
people are involved in social
media and web presence.
The Library utilizes social media V V Yes, but content management
extensively for outreach. is decentralized.
This is an extensive list of positives for the Tigard Public Library.
3. Issues for Analysis
There can be management, staffing and service/programmatic issues even for the most
positive municipal functions and the Tigard Public Library is no exception. The project
team focused on the following:
• Until recently, there has been a leadership vacuum at the Library with the
Library Director on a leave of absence. The Library was without a dedicated
Director for over six (6) months. In the interim a collective leadership of Division
Managers ran the Library. While this approach allowed the Library to operate
effectively during the Director's absence the lack of a permanent Director was an
impediment to service planning and organizational development. Indeed, this was
the highest rated `improvement need' identified by Library staff in the employee
survey. In the past two months, however, a new Director was named from among
the Division Managers and this issue has been eliminated. However, there is much
to be done in the Library. In spite of the extremely high marks that employees gave
to the Library, interviews conducted during the intervening period showed that
there was much uncertainty about the future of the Library and its continued
success. Since `openness' is new to the Library, the new Director's focus has been
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and will be to build upon this new management style.
• While the Library's Commitment to a High Number of Service Hours to the
Public Is Exemplary, Many Evening Hours Have Few Patrons. As noted
previously, the Tigard Public Library and the City have made the delivery of library
services a priority. This commitment can be seen in its collection size, staffing
levels and programs. It can also be seen in the number of hours it is open each
week. At 69 hours per week, including every weekday evening until 9pm, this is an
extraordinary commitment. However, this commitment has returns which diminish
significantly as the evening progresses. This can be seen in the following table
which displays average patron visits in the evening for 2018.
Weekday Visitation Averages for 2018
a
2 120
100
80
60
40
d
20
d
0
3pm-4pm 4pm-5pm 5pm-6pm 6pm-7pm 7pm-8pm 8pm-9pm
- Monday 106 87 71 71 56 32
-Tuesday 103 88 77 73 61 27
Wednesday 96 91 86 87 59 30
-Thursday 93 81 68 68 54 26
-Friday 99 85 71 68 54 30
It is clear that patron visits are much reduced in the evening:
Drop off between 7-8 pm Drop off between 6-8
-42% -55%
-55% -63%
-50% -66%
-52% -62%
-45% -56%
Moreover, evening visits are diminishing over time — compared to 2017, patron
visits after 8pm are between 5% and 15% lower on Wednesdays, Thursdays and
Fridays.
While the comparative statistics show Tigard's Public Library staffing levels to be
relatively high (though not the highest), operating a two-story library with multiple
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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
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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.
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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:
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Percentage
Estimated of
Number of Population population
Report Type Followers of Tigard Following*
Facebook 6,967 54,758 12.7%
Twitter 9,617 54,758 17.5%
*Not all followers are necessarily Tigard residents
The above table indicates the department is active on social media and is successfully
reaching online population. The department is also on "Nextdoor" which is a specialized
targeted social media application for residents of the city. The department reaches
approximately 8,000 residents on the platform. Social media is an important aspect of
public outreach as the number of people who get their information online is increasing.
The Community Engagement Program Coordinator is responsible for department's
outreach to the community. The coordinator organizes several annual events such as
National Night Out, the Department Open House and the National Prescription Drug Take
back. The Coordinator also arranges officer attendance at many community and
neighborhood events. The department has attendance at the Tigard Festival of Balloons,
Trick or Treat on Main Street as well as conducts safety classes for kids and self-defense
for young women. An important aspect of this position is that it helps build community
trust of the police which is a pillar in 21st Century policing.
The Business Manager has overall responsibility for developing the budget, completes
financial reports, handles accounts payable and receivable, grants, and asset forfeiture.
The Business manager coordinates with City Budget office on daily, weekly basis to
manage the department budget and reporting.
The Chief's Administration and Command Staff are able to handle the daily tasks of the
department administration.
Recommendation 46: Maintain current Administration staffing levels.
B. OPERATIONS DIVISION.
This initial section of the chapter focused on data and analysis associated with the
workload associated with the Operations Division and subsequent staffing requirements.
Patrol Operations consists Patrol, Tri-Met, Traffic Enforcement and Community Safety
Officers. Patrol Operations is led by a Commander who is supported by two Lieutenants.
This section of the report will focus on data and analysis associated with the workload
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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.
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Calls for Service by Hour
6a 9a 12p 3p 5p 9p
CFS is the lowest during the early morning hours, then steadily increase throughout the
day, peaking at 3pm. After 10pm CFS steadily decline.
Additionally, the project team analyzed the CFS workload by hour and day of week. The
following table presents the CFS by hour and day.
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Calls for Service by Hour and Weekday
Hour ae Wed 1, at Total
12am 1051 50 58 59 61E 52 76 461
1am 68 El 44 46 43 61 50 62 374
2am 61 46 30 34 '33 47 65 316
3am 45-34 39 28 El 27 44 235
d1t
4am idmil22 .1.1., 31 171
5am momi-sii 204
6am 34 53 61 . 46 55 54- 331
7am RI 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 . 174 190 193 209 166 1,344
3pm 178 KM 19901 206- 205 179 1,427
4pm 150 Mili 204. 204 20211 224 169 1,390
AN
5pm 175 VI 203 198 1891 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.
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The CFS workload by day of week is fairly stable throughout the week but peaks on
Friday. Furthermore, the most CFS peaked around mid to late afternoon each day.
However, noting that the largest single time for CFS was on Monday between 4pm and
5pm.
In total, Tigard Patrol Officers responded to a total of 19,364 community generated CFS
during a one-year period, with workloads varying significantly by time of day. The total
number of calls for service for a community the size of Tigard is within the expected range
based on current demographics in a suburban area.
(3) Calls for Service by Month
The following table displays CFS totals by month, showing seasonal variation as a
percentage difference from the quarterly average:
Calls for Service by Month
Month #of CFS Seasonal +/-
Jan 1,542
Feb 1,285 -7.9%
Mar 1,630
Apr 1,619
May 1,780 +4.9%
Jun 1,677
Jul 1,747
Aug 1,663 +2.4%
Sep 1,545
Oct 1,629
Nov 1,580 +0.7%
Dec 1,667
19,364
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As expected, the CFS workload varies throughout the year. The CFS by month begins
to increase in March and peaks in May; though the summer months are the busiest. The
following graph provides a graphic illustration of CFS by month:
CFS by Month
2,000 —
1,800
1,600
1,400
1,200
1,000
800ftr
600 ■ ■ . . . . .
■ ■ ■ ■
200 ■ ■ . . . . .■ ■ ■ ■
200 ■ ■ ■ ■ ■ ■ ■
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
(4) Most Common Types of Calls for Service
The following table provides the ten most common incident categories of CFS handled by
patrol officers over the last year, as well as the average call handling time (HT)7 for each.
Please note the darker the shade of blue indicates the more frequent the timeframe.
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.
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Most Common CFS Incident Types and Distribution by Time of Day
Incident Type #CFS HT 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 I
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.
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(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
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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 ?4,955
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
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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
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unit clearing the call.
Estimated:24.2 minutes of handling time per backup unit
I Number of Reports Written
The total number of reports and other assignments relating to calls for service that have been
completed by patrol units, estimated at one report written for every three calls for service. This
includes any supporting work completed by backup units. In the absence of report data, the project
team estimated one in three calls for service requires an incident report.
Estimated:0.33 reports written per call for service
I Report Writing Time (multiplied by the report writing rate)
The average amount of time it takes to complete a report or other assignment in relation to a call for
service. Without any data detailing this specifically, report writing time was estimated based on the
responses provided in the employee survey. Results of the survey analysis result in an estimated 45
minutes are spent per written report, including the time spent by backup units on supporting work
assignments.
Estimated:45 minutes per written report
I 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
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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 Hous. — rota! CFS Workload How a
Total Net Available Hours
With net availability and call-driven workloads having been calculated previously in the
analysis, overall proactivity for patrol officers can be calculated as follows:
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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 I - 54.5%
An overall proactivity level of 54.5 indicates some proactive capabilities of patrol officers;
however, most of the proactive time for Tigard occurs after 11 pm and before 7am when
there are less community engagement opportunities and fewer community contacts
possible. For a community the size of Tigard and its engaged citizenry, a proactive goal
of 60% or greater would be considered an effective target. It should be noted that
available proactive time does not mean the officers are not active when they are not on
community generated calls for service. Tigard officers are engaged in self-initiated activity
when not on calls for service, as noted previously.
(5) Proactivity and Deployment Effectiveness
As discussed previously, the community-generated workload fluctuates throughout the
day. Based on the current deployment of minimum staffing of 3 patrol officers on day
shift (7am to 5pm), minimum staffing of 4 patrol officers on afternoon shift (2pm to
Midnight) and minimum staffing of 3 patrol officers on night shift (10pm to 8am) the
following table presents proactivity by weekday in four-hour time blocks:
Percentage of Proactivity Time Available by Hour and Weekday
Time S M T W Th F Sa Overall
tam-ham 81% 83% 84% .9% 90% 85% 76% 84%
6am-10am 72% 47% 47% 54% 45% 51% 58% 60%
10am-2pm 22% -5% -3% 14% 8% 13% 28% 11%
2pm-6pm 50% 32% 42% 42% 43% 35%Will 46%
bpm-10pm 42% 34% 39% 40% 40% 35% 35% 38%
lOpm-2am 69% 77% 78% 76% 76% 78% 70% 76%
Overall 59% 50% 52% 56% 54% 53% 57% 54%
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As seen in the table, patrol proactivity is very robust and well above benchmark targeted
ranges of over 54%. However, the table indicates that there is a net negative proactive
time available between 10am and 2pm on Mondays and Tuesdays. This means there
are generally more calls for service than dedicated patrol staffing can effectively handle.
(6) Use of Proactive Time
The effective use of proactive time relies on the front line supervisor's ability to direct the
time so that it used to best serve the community. With 54%overall proactive time available
to the department, there is the ability to be proactive; however, it is limited since most of
the proactive time occurs during overnight time hours when there are fewer opportunities
to be proactive (Traffic and Pedestrian activity decreases).
Sergeants need to be actively involved in identifying problems in the community that
would benefit from more proactive emphasis, the deployment of field patrol staff to
address those problems and making them accountable for resolution.
In Tigard, officers are engaged in more proactive enforcement and community
engagement activities between 11 pm and 1 am. The table bellows shows self-initiated
activities by hour and weekday.
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Self-Initiated Incidents by Hour and Weekday
Hour Sun Mon Tue Wed Thu Fri Sat Total
12am 195 156 120 137 171 190 AIM 1,193
1am 208 117 119 95 140 161 -111111. 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 29 126 mi 15 26 29 35 183
9am 51 30 44 34 30 48 38 275
10am 40 1141111 39 29 33 45 38 246
11am 39 36_ 31 35 43 39 243
12pm 38 27"' 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
11 pm 121 151 123 173 188 mill= 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:
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Self-Initiated Incident Types
Incident Type #CFS HT 12a14a 8a 12p 4p 8p
TRAFFIC STOP 4,451 12.3 .2 I
EXTRA PATROL 1,719 14.9
SUBJECT STOP 1,654 14.6
FOLLOW UP 737 35.7 . .
OUT W/SUSP 707 9.7 ■
VEH
PREMISE CHECK 522 11.0
SUSPICIOUS 356 11.5 ■
VEHICLE
DETAIL 259 154.3 . . . .
FOLLOW 227 33.8 . .
MOTORIST 153 7.8 1111
ASSIST
All Other Types 1,021 33.6
Total 11,806 19.5
The table indicates that Tigard patrol officers spend significant time on self-initiated
activity when not on a call for service.
3. Analysis of Patrol Staffing Needs
Staffing needs can be calculated for certain targeted levels of proactivity, with each officer
position representing 1,450 net available hours per year. The typical proactivity ranges
utilized to calculate staffing needs for larger agencies are between 35% to 45%.
However, in small to mid-sized departments there tends to be a much higher level of
proactive time as is the case in Tigard at 54%. The above proactive time levels are
achieved by a minimum staffing of 3 officers and a supervisor on day shift, 4 officers and
a supervisor on afternoon shift and 3 officers and a supervisor on night shift. Tigard's
current proactive range of 54% is achieved by lower calls for service levels after 11 pm
until about 7am the next day.
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Staffing of police operations must consider the normal operating environment and then
allow for proactive time. In Tigard, drive time, road networks, geography and time for
back up must also be considered to provide for effective call response times and officer
safety. Tigard covers approximately 11 square miles. In calculating the patrol officer
needs for Tigard, we note that the busiest time for calls is between 4pm and 5pm on a
Monday at 237 calls for the year occurring on that day and time. Since there are 52 weeks
in a year we know that approximately 4.5 calls on average will occur on any given Monday
between 4pm and 5pm. Though this is shift overlap time, 3 of the 7 officers on shift will
be ending their shift at 5pm which means there is a high likelihood that all officers will be
assigned to a call at some point during that hour. Additionally, this is a heavy vehicle
commute time which will slow patrol response times.
While available proactive time is an important factor in determining appropriate staffing in
a department the size of Tigard, it is critical to consider call response time as well. In
Tigard the call response time increased 20% between 2012 and 2017 (latest data
available) from an average of 5.18 minutes to 6.23 minutes. The following tables show
the breakdown of call response by priority, call handling time and response time in 2018:
Response Time Distribution by Priority Level
Priority # CPS % Avg. HT Response Time (min.)
0 10 20 30 40 50 60
1 113 1% 75.9
2 3,987 21% 43.2
3 5,579 29% 31.2
4 5,645 29% 31.4
5 4,038 21% 22.4
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As the table indicates, priority 1 calls represent approximately 1% of all calls and call
response time averages above 5 minutes. Priority 2 calls represented approximately 21%
of calls for service and average response was above 7 minutes. The department has a
goal of responding to Priority 1 and 2 calls in 5 minutes or less. Many larger agencies
have a call for service response time goal for priority 1 and 2 calls at between 5 and 7
minutes. However, many departments similar to Tigard, have a goal of a 5 minute
response to these calls. The size of a city, road networks and geography can greatly
impact call response time. Priority 1 and 2 calls are the most serious calls for service and
typically mean a crime is in progress or there a life-threatening incident occurring.
In order to achieve an approximately 5-minute response time, additional officers would
be needed. The current average response time of 6.23 minutes would need to be lowered
by approximately 20% (5 - 6.23/6.23 x 100% = -19.74%).
Current minimum staffing requires 10 officers per day (3 —Day Shift, 4 Afternoons and 3
Night Shift). Adding 1 officer to each shift would require 13 officers per day to be assigned
to work, however, with vacation and other absences, each officer works approximately
1 ,450 hours per year. To add 1 additional officer per shift to cover 365 actually requires
approximately 2.5 officers per shift as the table below indicates.
Current
average Hours
work hours needed
per officer divided by
per year average Personnel
Shift hours Shifts per Total hours work hours needed (3
per day. year needed per year shifts X 2.5)
10 365 3,650 1,450 2.51 7.55 (8)
This increase would represent a net 25% to 33% increase in minimum staffing. This
would increase the likelihood that an officer is available for a call and also increase the
likelihood that an officer is closer to the call for service using current zone and deployment
structure.
Patrol also consists of two K9 officers who work routine patrol with a K9 partner. This
arrangement adds additional resources to patrol without creating a dedicated unit. K9
reported the following statistics for 2017:
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Personnel
Hours needed divided by needed (3 Average per
average work hours per year shifts X 2.5) month
2.51 7.55 (8) 12
.4
1
1.9
1.7
Assists 8 .6
Though the activity levels are low for a two-person K9 unit, their primary duty is to respond
to calls for service. The addition of tracking and searching provided by the K9 units, offer
patrol and the City of Tigard a safer, more efficient approach to apprehending suspects.
Many of the captures may not have taken place without the added ability K9 units provide.
Staffing of patrol with current resources is matched to the workload with more officers
assigned during the busier portions of the day.
Recommendation 47: Add 8 additional Officers to achieve higher minimum
staffing to achieve stated goal of 5 minute response to priority 1 and 2 calls for
service. Staffing should be 4 Officers on Day Shift, 5 Officers on Afternoon Shift
and 4 Officers on Night Shift.
Recommendation 48: Maintain current staffing of two K9.
4. Patrol Supervisory Staffing
Patrol supervision is a critical component to effective policing for a community. Patrol
supervision sets the tone for what type of policing will be delivered and what patrol
expectations are for officers in the field. Patrol supervisors should support the direction
of the command staff and work to implement their policing priorities. The lack of effective
patrol supervision can lead to morale issues, failure to adequately serve the community,
poor investigative follow up and increased liability for the department and the City. The
following is a list of some of the basic requirements that encompass effective field
supervision:
• Supervisors should monitor priority calls and respond quickly.
• Supervisors should help resolve critical incidents.
• Supervisors should instill the department vision on subordinates.
• Sergeant should mentor officers.
• Supervisors should properly assess officers for performance evaluations.
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• 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
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officer time for investigations and follow up. Adding a CSO could reduce overall costs
for functions that do not require law enforcement training.
Recommendation 50: Fill 2nd CSO position for a total of two CSOs.
7. Traffic
The Traffic Unit consists of 1 sergeant and two officers who provide enhanced traffic
safety enforcement to the City of Tigard. They also respond to vehicle crashes and
perform investigations. In 2017, there were 1 ,700 crash calls with 2 fatalities and 112
with a reported injury. This represents almost 5 crashes per pay. Patrol does respond to
crashes as well, but if there is serious injury, the traffic unit will respond. In 2018, the
traffic unit issued 296 traffic infraction warnings and 2,925 traffic citations for a total of
3,221 traffic related contacts. The following tables indicates workload per hour for just
traffic enforcement.
Work hours Approximate
per year for Traffic Traffic
unit (includes Contacts contacts per
Sgt.) per year work hour
4,350 3,221 .75
As the table indicates the traffic unit makes nearly 1 traffic contact per hour even though
they also respond to crash investigations and perform other duties. Though specific
hours for traffic investigations and other duties are not tracked, we know from previous
studies that when time from those investigations and other duties are subtracted, the
traffic unit is likely making more than one traffic related contact per hour when dedicated
to that activity. This is within a general target range for traffic enforcement.
Recommendation 51 : Maintain current staffing.
C. SUPPORT SERVICES DIVISION.
This section of the report will focus on data and analysis associated with the workload of
the Support Operations Division and subsequent staffing requirements. Investigations
consists of Investigations, Records, Property and Evidence, Crime Analysis, and School
Resource Officers. Support Services is led by a Commander who is supported by a Crime
Analyst, an Administrative Specialist, two Sergeants and a Records Supervisor.
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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:
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2017 CIU Caseload
Average
number per Average per
Number of Total cases detective Detective
detectives for the year •er year Month
5 140 28 2.3
As the table above indicates CIU detectives averaged 2.3 new cases per month.
4. CCU Caseload Information
The project team was provided partial year's stats since the department has transitioned
to a new RMS system and older caseload information was not available. The project
team reviewed partial year caseload and compared it to the 2017 caseload (last full year
available). CCU reported average of 4 new cases assigned per month for the first three
months of 2019. This is equals just over one new case per investigator per month.
The table below shows the case load for 2017:
2017 CCU Caseload
Average
number per Average per
Number of Total cases detective Detective
detectives for the year per year Month
3 99 33 2.75
As the table above indicates CCU detectives averaged 2.75 new cases per month.
5. Analysis of Investigative Staffing
When reviewing caseloads for police departments the project team uses benchmarks
from other departments and available research as summarized below. These
benchmarks include investigative tasks such as writing search warrants, conducting
interviews, submitting evidence to the property room or lab, conducting surveillance,
writing reports and other common investigative tasks. Investigations are complex and
require resources and time to complete.
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Comparative Measures Detective Workload Expectations
Active cases assigned to "generalists" 12 to 15 active cases per month based on a survey of
Detectives. dozens of law enforcement agencies performed by the
Matrix Consulting Group over many years. Recent
research by our firm suggests this range has been
reduced to 8-12 cases as the complexity of evidence
collection and testing has increased the overall time
required to investigate a case.
As shown by the data above, average caseloads that could be assigned to a detective
would be within the recommended caseload for a generalist investigator. In reviewing the
caseloads for CIU and CCU the project team found the investigative caseloads were well
below workload expectations.
In 2017 there were a total of 2,620 Part 1 person or property crimes reported, but
detectives were only assigned 239 total cases or just 9% of cases were assigned. This
appears to be a low level of case follow up. It is common for cases to receive little to no
follow up based on the lack of workable leads or victim cooperation, however, this study
did not review actual case files to determine why the low case issuance occurs. In order
to increase detective caseloads, the department should review its case screening process
to ensure all cases that have leads are assigned. If all workable cases are currently
assigned there are more detectives than needed.
Recommendation 52: Review case screening process.
Recommendation 53: If all workable cases are currently assigned, the department
should eliminate two detective positions.
6. ANALYSIS OF PROPERTY AND EVIDENCE.
Property and Evidence consists of personnel. The unit is overseen by the Records
Supervisor. The property room reported the following work metrics for 2018:
Activity umber
Property In 6,358
Items Destroyed 3,745
Returned to Owner 721
Items Incinerated 764
Auctioned 456
Purged 4,998
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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.
(TAPE) 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:
time to otal timet. ime to
process one process in process in
Activity Number item (Mins) minutes Hours
Property In 6,358 10 63,580 1,059
Items Destroyed 3,745 20 - -
Returned to Owner 721 20 - -
Items Incinerated 764 20 - -
Auctioned 456 20 - -
Purged 4,998 20 99,960 1,666
Total Work hours for all Processes 2,725
There is minimum of 2,725 work hours associated with property room activities. With two
personnel assigned to this function, the property and evidence unit is at or near capacity.
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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 Avg mins to Total time Total time
month process* (mins/yr) hrs/yr
Incidents 7,091 590 15 106,365 1,772
Arrests 1,408 117 20 28,160 469
Total 8,499 708 N/A 134,525 2,242
*Average processing times are estimates based on our interviews, observations or the work process
and the result of our work with other clients. These estimates fluctuate on the software used or actual
process. Actual processing time is typically not captured as a performance measure.
The above data indicates it takes approximately 2,242 hours to process all incident
reports and arrests. The unit also answered 10,828 phone calls in 2018. This is only a
portion of the work performed by records as they process other documents, and customer
walk-ins, process public records requests including video, but these performance metrics
are not tracked. Not included in the above workload measures is that records is staffed
24 hours a day to serve patrol officers.
Every report that is written by officers are first reviewed and approved by supervisors as
mentioned above before they are forwarded to the records unit. Each report is then
reviewed by records staff to make sure there are no NBIRS coding errors. Many of the
reports must be sent back for corrections. The records unit is under tight time
requirements to file cases where a suspect has been charged. Staff must process all
felony cases with the DA's office.
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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.
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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.
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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.
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(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
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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
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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.
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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
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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.
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(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.
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(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.
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95047 Hunziker Industrial Core/Wall Street
Total Project Cost: 4,713,000
Remaining
Total Project 2018
Actual 2018 Revised Estimated Actuals Budget
through Adopted Supplemental 2018 Actuals 2018 (Estimated-
2018 Budget or Other Budget 2018 as of 2/1719 Actual}
EXPENSES
Internal Expenses
Construction Inspection 18,664 18,664 (18,664}
Project Management 272,464 60,000 60,000 75,000 75,880 (880)
Total Internal 291,128 60,000 - 60,000 75,000 94,544 (19,544}
External Expenses
Land/Right of Way Acquisition 373,961 - 400,000 373,961 26,039
Design and Engineering 647,314 550,000 550,000 445,000 331,681 113,319
Construction 1,021,965 2,300,000 2,300,000 1,900,000 1,021,965 878,035
Contingency - 514,000 514,000 537,098 537,098
Total External 2,043,240 3,364,000 - 3,364,000 3,282,098 1,727,607 1,554,491
Total Project Expense 2,334,368 3,424,000 - 3,424,000 3,357,098 1,822,151 1,534,947
REVENUES
Revenue Funding Source
200-Gas Tax Fund 92,554
Total Revenue Funding 92,554 - - - - - -
Other Revenue Source
Other-Developer Contrib. 722,685 1,378,000 1,378,000 1,373000 676,551 701,449
Other-Federal EDA Grant 722,684 1,860,000 1,860,000 1,770,000 676,551 1,093,449
Other-State Earmark 651,520 186,000 186,000 188000 398,411 (212,411},
Total Revenue Funding 2,096,889 3,424,000 - 3,424,000 3,334000 1,751,513 1,582,487
Total Revenues 2,189,443 3,424,000 - 3,424,000 3,334,000 1,751,513 1,582,487
Likewise, the image below shows allocations of engineering time developed by staff using
excel due to Springbrook's difficulty with this function.
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ENGINEERING DIVISION TIME BY HOUR(CUMULATIVE 6/24/18 TO 3/30/19)
FOUR ADMIN POSITIONS 100%OVERHEAD ALL ENGINEERING STAFF INCLUDING FOUR ADMIN
•CIP a CIP
•Sys.Infrastructure •Sys.Infrastructure
■Private Development ■Private Development
•Light Rail 17% ■Light Rail
117 ■Engineering Standards ■Engineering Standards
2%
■Overhead 1% 30%
•Overhead
Z1%/ •Out of Office •Out of Office
ENGINEERING DIVISION TIME BY HOUR(LATEST PAY PERIOD ENDING 3/30/19)
FOUR ADMIN POSITIONS 100%OVERHEAD ALL ENGINEERING STAFF INCLUDING FOUR ADMIN
■CIP ■CIP
•Sys.Infrastructure ■Sys.Infrastructure
•Private Development 27% •Private Development
.4111111111111147
■Light Rail •Light Rail
411
•Engineering Standards ■Engineering Standards
30% ■Overhead lg^/ ■Overhead
1% ■Out of Office ■Out of Office
Producing updates on project budget and status, and accounting for staff time spent on
projects, should be straightforward tasks for a strong capital project management
software. While the Department currently has no option but Springbrook, the system is
nearing the end of its useful life and is slated for replacement in the next two to three
years. When this occurs, the Department should work with the Finance Department to
ensure that the selected system has the ability to facilitate capital project management. If
this cannot be arranged, the Department should implement its own project management
software in order to eliminate the need for multiple workaround tools and improve the
efficiency of project management staff.
Recommendation 64: The City should ensure that the system which replaces
Springbrook has a robust project management module or invest in a separate
software specifically designed for capital project management.
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(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.
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(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.
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Division
Manager
(1)
I I I I
Environmental Recreation Parks
Prog Coordinator Supervisor Streets
(1) (1)
Recreation _Sr.Staff Utilit(2y)Worker
(2.
Utility Worker II
(4,2 Vacant)
Seasonal Staff
(10+)
An appropriate span of control for the Parks Supervisor would be no more than 8-10 staff.
During the winter months, the Division's staffing falls well under that threshold. When
seasonal staff arrive, however, the Parks Supervisor is often tasked with directly
overseeing 18 or more staff. This span is excessive and prevents the supervisor from
giving sufficient attention and oversight to staff.
To address this, the Department should structure the seasonal workforce so that many of
the workers report to another employee other than the Parks Supervisor. This may be an
Assistant Supervisor position which replaces one of the Senior Utilities Worker positions,
or one of the Senior Utilities Workers acting as a supervisor during the seasonal months.
The following chart shows how this revised structure would look.
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Division
Manager
(1)
I
I I I I
Environmental Recreation Parks
Prog Coordinator Supervisor Streets
(1) (1)
Recreation Staff Sr.Utility Worke Utility Worker II
(2.5) (1) — (4,2 Vacant)
Seasonal StaffAssistant
(4+) — Supe( 1)rvisor
LSeasonal Staff
+)
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.
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City(n1gineer
I I I I
Capital Management Admin. Assistant City
Improvement Analyst Specialist II EnVer
Program (1) (1) (1)
I I I I
Senior Project Senior Project Prosect Senior Project Prosect
Project Manager
Engineer Engineer 2 Coordinator Engineer — Coor( i)ator
1 1 O 1 1 1
I I
Project Intern Principal — Engineering
Coor( i) (
ator 1 ) 1 1 Engineer )h
1
Development
Engineering
roup
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.
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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.
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• Government accountability is often a driving factor in local government use of
performance measurement. Effective use of performance measures can enhance
transparency and public trust.
• Measures should ideally be aligned with adopted strategic goals. Is progress being
made toward the highest-level goals? What has the greatest effect on the people
served?
• The performance measure should be easily understood by the general public.
Overly complicated or obscure measures, even if providing great data on
performance, will not be effective if the public cannot understand what it is
showing? Some measures are more important for use by managers to make
decisions, but aren't appropriate for public reporting.
• A department may monitor more performance measures than those reported as
part of the City's dashboard. Public facing measures should be ones that inform
on overall service outcomes, when possible, and that provide insight to the public
and policy makers regarding City performance. Additional measures may be
utilized internally, only by the City Manager and Department Heads, as indicators
of staff or process efficiency and/or effectiveness.
Ideally, the performance measures would be provided on the City's website with frequent
updating (to maintain relevancy) at least quarterly or monthly. The following sections
provide recommended measures for each operational department.
1 . CITY MANAGEMENT
Data Suggested
Measure Intent Requirements Benchmark
City Manager's Office
% of respondents Indicator or public perception of Requires annual 80%
feeling City is well- overall city operations. survey to be
managed conducted to provide
data.
Annual work plans Ensures annual workplan n/a 100%of
developed for each developed by each department to departments.
department with guide work efforts. A quarterly
quarterly review review should be conducted by the
conducted. City Manager with one semi-annual
update to Council.
Human Resources
Annual turnover rating Measures staff turn-over. Over Data currently exists <10%
time, this could be established as to measure this. annually
two separate measures: (1)
involuntary; and (2) voluntary.
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Data Suggested
Measure Intent Requirements Benchmark
%of recruitments To maintain fast moving Data is/or can easily <45 days for
completed within recruitment processes to attract be captured in entry level
established targets and acquire best quality NeoGov. positions;
candidates. <60 days for
professional
positions;
<90 days for
executive
positions.
%of recruitments with Data currently >95%of
qualified applicants available to measure. positions
from underrepresented filled.
groups.
%of employees still Measure of effectiveness of the Data is currently >95%
employed 1 year after recruitment process to represent available to measure
hire. both qualified candidates and this though not
those that fit the organizational complied.
culture.
%of Staff rating Measure to evaluate quality of the Surveys will need to >90%
training courses as training provided to employees. be conducted after
providing valuable each training session.
content.
Workers' Measure of effectiveness of Date currently <1
Compensation workers'compensation program. available.
Modification Factor Industry standard is 1 —any factor
below one represents city program
is more cost effective than industry
standard.
2. CENTRAL SERVICES
Measure Intent Date Suggested
Requirements Benchmark
Design & Communications
Percent of social media The City's goals include diversity, The City will collect >_3%
followers who identify equity, and inclusion. This metric data from Facebook,
their primary language shows if the City is connecting to a Twitter, and Instagram
as other than English. more diverse population group with on how many of the
its social media outreach efforts. followers on those
platforms identify their
primary language as
other than English.
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Measure Intent Date Suggested
Requirements Benchmark
Communication's This is an output measure related The City will need to >_98% are
published written to effective communication of record any errors error free
material written material provided or discovered post-
reviewed by Central Service's publication.
communication's team. Error free
messages are highly important.
Social Media w/tracking This is an efficiency measure. The Data of"likes"or >_5% annual
ability (Facebook, etc.) goal is to encourage staff to be people following the increase
shows an increase in innovative in ensuring a specific city's posts will need from the
people liking or growth measures are achieved with to be obtained from prior year
otherwise following the the outcome measure of each social media site
city's posts. transparency. utilized by the City.
Number of articles The City is in the process of The City will record >_ 12
published about the updating its Strategic Plan. Getting the number of publications
City's Strategic Plan. information to the public about publications it puts out annually
those updates and about the regarding its Strategic
overall Plan is important. Plan
Percentage of design This is an efficiency measure Before starting a >_80%of
projects completed by designed to assist with the design project, design projects are
the agreed upon evaluation of project staff staff will communicate completed
deadline. efficiency. with the requestor of by the
the work and come up agreed upon
with an agreed upon deadline.
deadline.
Municipal Court
Defendants The outcome is theoretical in that The City will continue >_85%
successfully comply you are "connecting"with offenders to compare the
with court orders prior in a way that is successful enough number of compliance
to a suspension being to get them to comply with court matters compared
issued. orders. with those that require
additional court action.
Case clearance rate Clearance rates measures a court's Total incoming cases >_97%
ability to dispose of incoming and total cleared
cases. The goal is to dispose of as cases must be
many cases as are received, or as recorded.
close to this amount as is
reasonable. This is a measure of
court operations efficiency and
could indicate staffing deficiencies.
Case load aging The goal is to clear cases in a The date when a case >_60%of
timely manner. enters the court and cases are
the date when the cleared
case is resolved within 90
(excluding cases that days.
go to warrant) are
recorded.
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Measure Intent Date Suggested
Requirements Benchmark
Property Management
Workorder completed Measures whether staff are being Work order data is >_80%or
as scheduled. scheduled effectively. maintained that shows greater start
scheduled versus when
actual start date scheduled.
The number of re-work When maintenance staff do a job Work order data is <_5%of total
workorders required but have to come back to do it maintained that shows work orders
again because something was not whether the work is is "re-work"
completed correctly or as "re-work".
expected, that can be a measure of
the quality of work they are
providing their customers.
The percentage of Measures whether the City is Total work orders <_ 10%of
outsourced excessively contracting out repairs. completed with city work is
maintenance work to This could be an indication of staff compared with outsourced
in-house work on a maintenance issues that need to total work orders
project basis be addressed or a matter of having outsourced to a
staff trained/certified to perform vendor.
repairs in-house.
Fleet Maintenance
The number of This measures the efficiency of the Total work orders with >_95%of
preventative City's fleet preventive maintenance preventive preventive
maintenance tasks program. maintenance work maintenance
performed on schedule showing a scheduled tasks are
start date are performed
compared with the on schedule
actual start date.
Fleet workorder"re- This is an indication of service Total work orders are <_5%of total
work" rate quality. compared to the work orders
number of re-work are re-work
workorders. orders
2. COMMUNITY DEVELOPMENT
Measure Intent Data Suggested
Requirements Benchmark
Building
Percent of residential Measures the Department's Accela can produce 95%
building plan reviews efficiency in quickly routing and these reports, but the
completed within 15 reviewing residential plans in order Department currently
business days to provide timely customer service. needs consultant help
to generate them.
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Final Report of the Performance Audit Assessment TIGARD, OREGON
Measure Intent Data Suggested
Requirements Benchmark
Percent of commercial Measures the Department's Accela can produce 95%
building plan reviews efficiency in quickly routing and these reports, but the
completed within 20 reviewing commercial plans in order Department currently
business days to provide timely customer service. needs consultant help
to generate them.
Percent of submittals Measures the City's rate of Tracking this measure 50%
received electronically utilization for more efficient and will require full
technology-driven methods, as well implementation of
as the Department's effectiveness electronic document
in publicizing their availability. review, including
digital plans
submittals.
Land Use8
Percent of Type I Measures the Department's Accela can produce 90%
applications closed efficiency in quickly reviewing these reports, but the
within 30 days straightforward land use Department currently
applications and bringing them to a needs consultant help
resolution in a timely manner. to generate them.
Project tracking
spreadsheets are
being used in the
interim.
Percent of Type II and Measures the Department's Accela can produce 90%
III applications closed efficiency in reviewing more these reports, but the
within 90 days (date of complex land use applications and Department currently
complete application bringing them to a resolution before needs consultant help
received to date of the State-mandated deadline. to generate them.
decision, excluding Project tracking
appeals) spreadsheets are
being used in the
interim.
Inspections and Code Compliance
Percent of inspections Measures the Department's This measure can be 98%
completed within 1 efficiency in providing timely reported upon already
business day of request customer service and ensuring that using Accela.
building and code compliance
inspections occur without delay.
Average number of Measures the Department's This measure can 15
address stops per workload per inspector and ability to already be reported
inspector workday spread inspections effectively upon with Accela;
among inspectors. inspections data was
provided to the project
team.
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.
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Measure Intent Data Suggested
Requirements Benchmark
General
Percent of"satisfied" Measures the Department's overall This measure requires 80%
and "very satisfied" ability to meet customer implementation of a
responses to customer expectations customer survey tool.
survey
3. FINANCE
Measure Intent Data Suggested
Requirements Benchmark
Finance Administration
Credit rating The City is fiscally responsible and Earned credit rating Target AA1
impacts future borrowing costs from at least Moody's /AA+
or Standard & Poor's
rating services
General Fund Reserve The City is fiscally responsible and Financial statements >_ 16.67%
ensures sufficient reserves to showing the percent of General
weather economic downturn or unassigned general Fund
unexpected financial need of the fund reserves as a reserve
organization. percentage of the balance
City's total general
fund operating budget
Finance Operations
Fund balance budget This measure shows how accurate The City already <5%
versus actual city staff are at budgeting in maintains budget-to-
comparison to actual financial actual data. Analysis
performance will be completed on
the percentage
difference between
mid-year budget
projections and ending
actual numbers
Contracts & Purchasing
Purchase orders under With the City using a rebate The City will need to >_80%
$1,000 are made with a program for P-card purchases, the have its financial
rebate p-card or credit more department staff use those software record the
card. cards, the greater the city's rebate total number of
(considering payment on the cards invoices under$1,000
are made timely). and then identify the
total number of those
purchases made with
a P-card.
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Final Report of the Performance Audit Assessment TIGARD, OREGON
Measure Intent Data Suggested
Requirements Benchmark
Information Services
Server intrusion Identifying any attempt to penetrate Appropriate software Within 24
identification the City's computer network that monitors for hours of
system intrusion and occurrence
immediately reports
any suspected
attempts
Internal Phishing Reducing the risk of system The City will continue <5%
campaigns clickthrough intrusion caused from employees to employ an active
rates clicking on email links or opening phishing campaign
email attachments and keep records of
the total emails sent
and total emails that
were "clicked"or
otherwise had an
attachment opened
Helpdesk ticket This is measure of IT workorder IT will monitor total Within 4
response times ticket effectiveness and efficiency. workorder/tickets and hours for
record in the priority or
workorder system emergency
times of ticket creation incidents
and initial arrival time and within
in response to the 3 business
workorder/ticket. days for all
other
incidents.
Average cycle time for This measures the time it takes for IT will monitor and <3 days
open IT workorder IT staff to complete a workorder record workorder
tickets ticket. Cycle times will vary creation date with
depending on the difficulty of the workorder closure
repair, but if the average per ticket date.
is high, that could be indicative of a
need to determine the cause.
4. LIBRARY
Data Suggested
Measure Intent Requirements Benchmark
Collection turnover To ensure that the library is making Tracking circulation >5 times
above x%. the best use of space available and overall and by
meeting patron needs. program area.
Proportion of collection To keep the library current and Tracking circulation >5%of the
replaced per year. meeting patron needs for new overall and by collection.
materials. program area.
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Data Suggested
Measure Intent Requirements Benchmark
Getting new materials To keep the library current and Technical services 3 days
into circulation. meeting patron needs for new tracking incoming
materials. orders and turnaround
time to shelves,
Programs attended do To keep programs current and fresh Patron surveys Depends on
not decline in in meeting patron needs; to ensure the program
attendance that staff are constantly using Monitoring attendance
patron feedback and monitoring trends
attendance to improve programs.
%of programs Ensure that full needs of the entire Tracking of the >10%of
provided to community are met by focusing number of programs programs
underserved patrons some efforts on underserved conducted by target (initially).
populations. audience category.
Overtime,
program
%ages
should be
reflective of
population
served.
%of participants To measure participant perception Will need to conduct >80% per
indicating satisfaction of program value. post program survey program.
with the program. to collect data.
5. POLICE
Date Suggested
Measure Intent Requirements Benchmark
Average response time To measure response time to calls Data available from Must be in
to calls for service (by based on priority (faster response to CAD system. alignment
priority) higher priority timeframes). with
staffing
levels
adopted.
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Date Suggested
Measure Intent Requirements Benchmark
Annual Proactive Time To measure amount of time Data readily available 60%or
available for officers on street to from CAD data but will greater
interact and engage with the public need to be proactive
(excludes all training, coordinated with other target.
administrative, and call datasets regarding
response/handling time). Higher administrative time Must be
proactive time provides greater (training, report adopted in
opportunities for public writing, etc.) to get net alignment
engagement. available proactive with the
time. staffing
allocations
adopted.
Case clearance rate To measure percentage of cases Data readily available
cleared/closed over time. but will need to be
tracked consistently.
6. PUBLIC WORKS
Data Suggested
Measure Intent Requirements Benchmark
Development Review
Percent of engineering Measures the Department's Accela can produce 95%
plan reviews meeting consistency in providing timely these reports, but the
established cycle times service to facilitate sound Department currently
development. needs consultant help
to generate them.
Percent of engineering Measures the Department's This measure should 98%
inspections completed efficiency in providing timely be reported upon
within 2 business days customer service and ensuring that using Accela, but a
of request engineering inspections occur consultant may be
without delay. needed currently to
obtain this data.
Parks Maintenance
Percentage of parks Measures the division's ability to This will require an 90%
receiving a score of keep parks in a condition that is annual parks condition
"good"or"excellent" in appealing to residents. assessment.
an annual parks
condition assessment
Percentage of Measures the accessibility of This will require GIS 85%
households living within parkland and open space to City analysis to determine
'h mile of a park. residents. the distance of
housing units from
parks and open
spaces.
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Final Report of the Performance Audit Assessment TIGARD, OREGON
Data Suggested
Measure Intent Requirements Benchmark
Park acres per 1,000 Measures the overall availability of This calculation can 10 (national
residents equals or parks and open space to residents already be conducted average)
exceeds national of Tigard. with available park
average. acreage and
population data.
Proportion of total work Measures the degree to which the This will require a 70%
orders (or labor hours) Department's focus is on routine functional asset
spent on routine tasks and preventive maintenance rather management and
and preventive than "putting out fires". Indicates the work order system
maintenance rather quality of park conditions. with reporting
than service requests capabilities.
Recreation
Percentage of residents Measures the recreation program's This will require an 75%
who consider the City's effectiveness in meeting the needs annual community
recreation programs to and expectations of Tigard's survey.
be "good"or"very residents.
good"
Percent of recreation Measures the cost efficiency and This metric can be TBD
programming costs value generated by recreation measured currently
recovered through user programming—a target cost using budget and
fees recovery level should be a policy recreation revenue
decision made by City leadership figures.
Percent of recreation Measures the City's effectiveness in This metric will require 80%
programs meeting reaching residents with appealing attendance counts at
minimum enrollment recreation offerings and limiting recreation
programs to those in which programming and the
residents have interest. establishment of
minimum enrollment
benchmarks.
Capital Planning
Percent of CIP projects Measures the City's ability to None, this data is 80%
which are completed accurately predict and effectively already readily
within 90 days of their manage the timing of capital project available.
initially planned progression.
completion date
Percent of CIP projects Measures the City's ability to None, this data is 85%
which are completed accurately scope and cost capital already readily
within the initially projects and manage project-related available.
planned budget expenses during the progression of
the project.
Percent of CIP projects Measures the City's ability to None, this data is 85%
with change orders manage change orders and their already readily
totaling less than 15% impact on costs over the life of the available.
of the initially planned project.
budget
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Final Report of the Performance Audit Assessment TIGARD, OREGON
Recommendation: The Departments should expand on their existing performance
measures by identifying and adopting additional performance and workload
measures to enlighten the public and internal stakeholders regarding the
Department's performance and accomplishments.
Matrix Consulting Group Page 133
PERFORMANCE AUDIT REVIEW —
TECHNICAL APPENDICES
TIGARD , OREGON
matrix til
consulting group
Table of Contents
1 . Profile 1
2. Best Management Practices Assessment 49
3. Employee Survey Summary 96
4. Community Survey Summary 106
Performance Audit—Technical Appendices TIGARD, OREGON
1 Profile
This document provides a summary profile of the City of Tigard. The purpose of this
profile is to document the project team's understanding of the current organization,
staffing allocation, technology, a workload (where data is available) within the
organization.
The data contained in this profile was developed based on the work conducted by the
project team, including:
• Interviews conducted with department staff.
• Collection and review of documentation regarding the organization including
budgets, job descriptions, and workload data.
The document is not intended to include every organizational and operational facet of the
department, but rather to provide an overview and to serve as the "base line" or "status
quo". This will serve as a starting point for the master planning against which any
recommendations made at the conclusion of the study can be compared to demonstrate
the change in roles, staffing, technology, or operational practice.
The document includes a summary of the department's operating budget and capital
improvement plan, organizational structure, staff roles and responsibilities, technology
utilization, workload, and operational processes.
The following organizational chart shows the reporting structure for the City of Tigard
overall.
Maor&City
Council
City Manager
I I I I I I I
City Central Community Finance&
Management Services Development Information Library police Public Works
Services
The following chapters provide greater detail on each department.
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Performance Audit—Technical Appendices TIGARD, OREGON
1 CITY MANAGEMENT
1. INTRODUCTION
The City Management function consists of three major functions: City Manager's Office,
Human Resources and Central Services. Central Services is covered in the next chapter.
The City Manager's Office is responsible for overall management of the City of Tigard
including Council support, organizational leadership and operational support and general
policy and procedure development and administration governing all City operations. This
office is responsible for implementation of the City's Strategic Plan, coordination of the
City's legislative agenda, and communicates City Council's direction to the executive staff
and employees.
The Human Resources function is responsible for the administration and oversight of all
City human resources programs to the City organization. Programs and services
provided include: recruitment, selection and testing, benefits administration, risk
management, safety programs, labor negotiations, personnel policy administration,
employee relations, job classification and salary administration, employee recognition,
investigations, training, organization development and performance management,
workforce planning, equal opportunity, and wellness,
2. OPERATING BUDGET
The table below summarizes the operating budget for each unit of City Management for
the past three years:
Division FY 17 Actual FY 18 Revised FY 19 Adopted
City Manager's Office $800,079 $1,139,382 $743,974
Human Resources $614,513 $677,408 $683,573
Risk Management $699,369 $818,961 $812,896
Total $2,113,961 $2,635,751 $2,240,443
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3. ORGANIZATIONAL STRUCTURE
The following organizational chart shows an overview of the organizational chart for the
City Management function:
City Manag:
I I
City Manager's Human
Office Resources
Director
I � I
Assistant City Sr. Business Sr. Business Risk Manager
Manager Analyst Partner
Executive Asst to Risk/
City Manager — HR Specialist Management
Analyst
Sr Management HR - Risk
Analyst — Assistant
4. STAFF ROLES AND RESPONSIBILITIES
The following table shows the number of authorized and filled positions within each job
title, as well as a summary of their key roles and responsibilities, for each division/
functional area of the Department. This table is not intended to provide a "job description"
level of detail, but to outline the core functions for which each unit is responsible for
performing.
Matrix Consulting Group
Performance Audit—Technical Appendices TIGARD, OREGON
Authorized Filled
Position Title Positions Positions Roles and Responsibilities
City Manager's Office
City Manager 1.0 1.0 • Responsible for overall City
Assistant City Manager 1.0 1.0 leadership and operations.
Executive Assistant 1.0 1.0 • Communicate City Council
Sr. Management Analyst 1.0 0.0 direction on policies, laws and
directives to executive staff.
• Represents City to the public.
• Coordinates the City's legislative
agenda.
• Oversees implementation of
Tigard's strategic plan.
Human Resources
HR Director 1.0 1.0 • Responsible for handling all
Sr. HR Analyst 2.0 2.0 recruitment and selection functions
HR Technician 1.0 1.0 for the City.
• Oversees all employee relations
functions including performance
evaluation program, discipline,
grievances, and investigations.
• Participates in labor negotiations
and contract administration.
• Interprets and applies relevant
rules, statutes, ordinances, and
case law when presiding over a
court action
• Responsible for imposing a
sentence commensurate to an
offense
Risk/Benefits Manager 1.0 1.0 • Oversee all risk management and
Management Analyst 1.0 1.0 safety programs for the City.
• Develops and administers program
designed to minimize liability losses
for the City.
• Oversees workers'compensation
program.
• Manages City's overall safety
programs.
5. TECHNOLOGY UTILIZATION
The following table presents a summary of the key software and technology tools in use
by the Central Services Department. The name of each tool is listed along with a summary
description of its functionality and utilization by staff.
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Performance Audit—Technical Appendices TIGARD, OREGON
Name Description
NeoGov Software system for processing recruitment applications/process.
Springbrook City Enterprise Resource Planning (ERP) system—used for basic HRIS
functions as well as all City financial functions.
6. CURRENT PERFORMANCE METRICS
The following table summarizes the current performance metrics reported in the budget
by the Human Resources Department with details of the last three years performance.
FY16-17 FY17-18 FY18-19
Metric Actual Revised Target
Retain employees to improve efficiency
and performance.
Percent of retention of new employees:
After one year 85% 86% 90%
After three years 74% 57% 60%
After five years 37% 53% 55%
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Performance Audit—Technical Appendices TIGARD, OREGON
2 CENTRAL SERVICES DEPARTMENT
1. INTRODUCTION
The Central Services Department consists of four primary divisions: Communications,
City Recorder/Records, Municipal Court, and Fleet & Facilities Operations. Within Fleet
& Facilities, there are both property management and fleet maintenance divisions.
The Communications Division provides support for the City's branding and
communications efforts to achieve effective communication with the public. The Division
provides support with communications planning, website design, editing, graphic design,
copywriting, video production, and news releases.
The Municipal Court handles primarily traffic, parking, and limited ordinance infractions.
The Recorder & Records Division is not being assessed.
The Property Management Division is responsible for environmental health, safety, and
security of city facilities. These services include providing security, janitorial services, fire
safety, maintenance, and repair of city buildings.
Fleet services provides oversight of vehicle maintenance and repair of city vehicles and
equipment. Staff works to help determine appropriate vehicle and equipment replacement
schedules as well as ensure proper preventative maintenance occurs on vehicles and
equipment.
2. OPERATING BUDGET
The table below summarizes the operating budget for each Division of the Central
Services for the past three years:
Division FY 17 FY 18 FY 19
Actual Revised Adopted
Design & Communications $563,930 $614,925 $590,187
Municipal Court $463,992 $560,880 $603,845
City Recorder/Records $464,811 $526,129 $533,494
Fleet Maintenance $222,732 $322,503 $307,589
Property Management $1,736,512 $1,888,409 $1,900,539
Total $3,451,977 $3,912,846 $3,935,654
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The table below summarizes the operating budget for Communications:
Division FY 17 FY 18 FY 19
Actual Revised Approved
-
Personnel - Salaries $315,336 $368,234 $355,873
Personnel - Benefits $111,042 $135,507 $115,802
Supplies $39,943 $19,950 $19,600
Services $94,666 $82,609 $91,612
Capital Improvements $2,945 $8,625 $7,300
Total $563,930 $614,925 $590,187
The table below summarizes the operating budget for Court Services:
Division FY 17 FY 18 FY 19
Actual _ Revised Approved
Personnel - Salaries $211,348 $243,181 $242,971
Personnel - Benefits $86,741 $109,377 $101,736
Supplies $1,957 $1,500 $2,700
Services $53,611 $90,752 $85,142
Internal Services $110,336 $116,070 $171,296
Total $463,992 $560,880 $603,845
The table below summarizes the operating budget for Fleet Maintenance:
Division FY 17 FY 18 FY 19
Actual Revised Approved
Personnel - Salaries $126,982 $197,175 $183,921
Personnel - Benefits $66,363 $94,228 $92,568
Supplies $12,227 $10,700 $10,700
Services $17,161 $20,400 $20,400
Total $222,732 $322,503 $307,589
The table below summarizes the operating budget for Property Management:
Division FY 17 FY 18 FY 19
Actual Revised Approved
Personnel - Salaries $305,466 $390,650 $417,378
Personnel - Benefits $153,138 $206,679 $221,081
Supplies $5,240 $7,300 $7,300
Services $1,140,978 $1,126,780 $1,092,780
Matrix Consulting Group
Performance Audit—Technical Annendices TIGARD, OREGON
Capital Improvements $131,690 $157,000 $162,000
Total $1,736,512 $1,888,409 $1,900,539
3. ORGANIZATIONAL STRUCTURE
The following organizational chart shows an overview of the organizational chart of the
Central Services Department.
Central Services
Director
I
I I I I
Design& City Recorder/ Fleet&Facilities
Communications Records Municipal Court Operations Mgr
(1.0)
I
Communications L Municipal Court
Manager City Recorder e Property Fleet
(1.0) (1.0) Jud(1�) Management Maintenance
Digital Deputy City Court Operations Facility Services
Communications Recorder Supervisor Supervisor _ Admin Spec II
— Coordinator (1 0) (1.0) (1 0) (1. 0)
(0.75-Vacant)
Records Senior Building Fleet
Web Services _ Management L CourtClerk II — Maintenance _ Maintenance
— Coordinator Specialist (4.0) Tech Tech
(1.0) (1.0) (1.0) (1.0)
Building
—Graphic Designer — Ma TechII ce
(2.0) (3.0)
Grounds
Reppro rapia ist hits —
S gcI Maintenance
e (1.0)
(1.0)
4. STAFF ROLES AND RESPONSIBILITIES
The following table shows the number of authorized and filled positions within each job
title, as well as a summary of their key roles and responsibilities, for each division/
functional area of the Department. This table is not intended to provide a "job description"
level of detail, but to outline the core functions for which each unit is responsible for
performing.
Matrix Consulting Group
Performance Audit—Technical Appendices TIGARD, OREGON
Authorized Filled
Position Title Positions Positions Roles and Responsibilities
Administration
Central Services Director 1.0 1.0 • Responsible for department
budget development and
management
• Responsible for supervision of
department personnel
• City's liaison for the city's Senior
Center
• City's American's with Disabilities
Act (ADA) coordinator
Communications
Communications Manager 1.0 1.0 • City public information officer
(PIO)
• Leads the city's
communications team
• Prepares city monthly
newsletters
• Prepares all city press
releases (including Twitter,
Facebook, and other
platforms)
• Assists elected and appointed
officials with public information
releases
• Writes articles for publication
• Responsible for the day-to-day
operations of the Division
including marketing and
communication purposes to
employees and the general
public
Digital Communications 0.75 0.0 • Manages the city's social
Coordinator media platforms
• Develops messages and
themes to promote city
programs
• Writes, edits, and produces
communications for internal
and external audiences and
platforms
• Provides analytics for website
and social media network sites
• Creates content for and
produces the city's monthly e-
newsletter, Cityscape
• Assists with maintaining and
growing the city's website
• Develops and edits digital
content
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Performance Audit—Technical Appendices TIGARD, OREGON
Communications
Web Services Coordinator 1.0 1.0 • Member of the city's
communication's team
• Responsible for internal and
external website content
development and maintenance
• Writing and designing web
pages to keep it up-to-date,
interesting, and interactive
• Regularly attends meetings to
develop an understanding of
their web services needs
Graphic Designer 1.75 1.75 • Creates brochures, posters,
flyers, and other marketing-
related material for city
departments
• Responsible for digital design
work (online, business cards,
letterhead, stationary, etc.)
• Plans, develops, and
implements a variety of
information for programs or
materials for use by employees
and the general public
• Develops the overall layout
and design for various city
documents
• Regularly meets with internal
customers to understand their
graphic design needs
Municipal Court
Municipal Court Judge 1.0 1.0 • Responsible for presiding
over court cases within
the jurisdiction of the
Municipal Court
• Interprets and applies
relevant rules, statutes,
ordinances, and case law
when presiding over a
court action
• Responsible for imposing
a sentence
commensurate to an
offense
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Performance Audit—Technical Appendices TIGARD, OREGON
Municipal Court
Court Operations Supervisor 1.0 1.0 • Assists customers on the
phone and in the office
• Schedules court
proceedings
• Accepts customer
payments
• Notifies Motor Vehicle
Division as necessary for
court client MVD action
• Prepares reports for
internal and external
customers
• Supervises Court Clerk
employees
• Assists with budget
development for the
Municipal Court
Court Clerk II 4.0 4.0 • Assists at the court front
counter
• Answers phones
• Performs clerical and
paraprofessional tasks to
support court operations
• Sets up diversion
programs
• Processes paperwork for
pleas
• Schedules court
proceedings
• Accepts customer
payments
• Notifies Motor Vehicle
Division as necessary for
court client MVD action
• Handles/processes
failure to appears (FTAs)
guilty by default
• Responsible for court
collections processing
Fleet & Facilities
Fleet & Facilities Operations 1.0 1.0 • Supervises division
Manager personnel
• Prepares and manages
the division's budget
• Plans and directs the
effective and efficient
maintenance, repair,
purchase, and disposal of
city vehicles, equipment,
and buildings
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Fleet & Facilities
Property Management Facility 1.0 1.0 • Responsible for city
Services Supervisor building space planning
• Building floor plan
management
• CIP project manager
• Directs the operations of
the property management
division
• Supervises assigned
personnel
• Prepares a recommended
division budget and
manages the approved
budget for the division
Senior Building Maintenance 1.0 1.0 • Lead worker position for
Tech Building Maintenance
Technicians
• Coordinates with the
facility services supervisor
• Performs repairs,
maintenance, remodels,
painting, and other first
level preventative
maintenance on City
buildings.
Building Maintenance Tech II 3.0 3.0 • Performs repairs,
maintenance, remodels,
painting, and other first
level preventative
maintenance on City
buildings
Grounds Maintenance 1.0 0.0 • Maintains the exterior of
I/Green Team all administration buildings
including the senior
center, public works
building, city hall, and
library
• Performs mowing, snow
blowing, weeding, and
landscaping
Fleet Admin Specialist II 1.0 1.0 • Office manager
• Creates fleet work orders
• Schedules fleet-related
preventative maintenance
• Answers phones
• Performs clerical and
paraprofessional tasks to
support fleet operations
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Fleet & Facilities
Fleet Maintenance Tech 1.0 1.0 • Oversees and performs
preventative maintenance
on all assigned equipment
• Performs routine
maintenance and minor
repairs on City vehicles
• Responsible for the
efficient and effective
maintenance of City
vehicles and equipment
5. TECHNOLOGY UTILIZATION
The following table presents a summary of the key software and technology tools in use
by the Central Services Department. The name of each tool is listed, along with a
summary description of its functionality and utilization by staff.
Name Description
Q Alert Software system for processing of resident service requests.
FullCourt Case management system for the court for scheduling, fee management,
document creation, etc.
MaintStar Fleet and facilities maintenance system to track hours, costs, builds, and
reporting. Work orders are created and managed with this system.
Springbrook Financial management system, utility billing, and payroll processing
LEDS Law Enforcement Data Systems—provides access to State driving records
Adobe Creative Graphic designers use InDesign, PhotoShop, Illustrator, and Acrobat to
Suite design various documents (both online and hardcopy)
AgendaQuick Meeting agenda and minutes management software
Springbrook City Enterprise Resource Planning (ERP) system—not used for budgeting
or CIP development
Laserfiche Used to manage documents, videos, photos, and other content—reduces
reliance on paper copies by providing electronic records storage
6. CURRENT PERFORMANCE METRICS
The following table summarizes the current performance metrics utilized by the Central
Services Department with details of the last three years performance.
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FY16-17 FY17-18 FY18-19
Metric Actual Revised Target
All building and fleet work orders are
completed within 72 hours of the target 10 days 8 days 8 days
date of the work.
The number of people attending City 192 212 212
meetings is increasing
The number of people is increasing for 200 220 220
Council outreach
The number of people is increasing for 1,082,689 1,136,823 1,136,823
accessing the City website
The number of people is increasing for 2,264 2,500 2,500
accessing information on Cityscape
The number of people is increasing for 5,625 7,315 7,315
accessing the City's social media
accounts
The number of people applying for
positions on city boards, commissions, 1,957 2,300 2,300
and volunteers participating in city
sponsored events
of defendants who successfully comply 86.8% 87.5% 87.5%
with court orders prior to suspension
sanctions
7. DEPARTMENT WORKLOAD
The following table provides additional metric information for Central Services:
Fleet Maintenance FY17 1 FY18 FY19
Fleet Preventative Maintenance Work Orders 191 257 141
Fleet Scheduled Maintenance Work Orders 866 805 466
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%
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Property Management Square Footage of Maintenance
City Hall 4,634
Permit Center 5,513
Police Department 11,811
Library 48,001
City Hall Modular 1,980
Niche 3,240
Police Department Annex 2,652
Police Storage 2,820
Senior Center 7,718
Ash/Burnham Street 6,887
Public Works 10.064
Canterbury 4,321
3 COMMUNITY DEVELOPMENT
1. INTRODUCTION
The Department consists of three divisions: Planning, Building, and Economic
Development. These divisions are responsible for conducting the development review
process for proposed projects within City limits, land use and building permitting, building
inspections, code enforcement, long range land use, transportation planning, and
planning for economic development and downtown urban renewal. The department's
goals related to permitting and current planning include efficient processing of plans and
applications, thorough communication with customers, and a focus on customer service.
Long range planning and development goals include walkability, affordability, and
investment in key places such as Downtown and the Tigard Triangle.
2. OPERATING BUDGET.
The table below summarizes the operating budget for the Community Development
Department over the last three years.
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Actual Revised Budget
Line Item FY 16-17 FY 17-18 FY 18-19
Personnel Services $3,160,945 $3,568,681 $3,435,962
Materials & Services $882,562 $829,156 $788,858
Interdepartmental Costs $1,644,729 $1,768,031 $1,050,109
Capital Outlay $86,519 $43,550 $43,550
Other $0 $0 $0
TOTAL $5,774,755 $6,209,418 $5,283,479
3. ORGANIZATIONAL STRUCTURE
The following organizational chart shows the departmental organizational chart of the
Community Development Department.
Community
Development
Director
(1)
Confidential
Executive
Assistant —
(1)
Sr.Administrative
Specialist
(1)
I I
Building Official Redevelopment Asst.Deve Development
(� Project Manager Director
(1) (1)
I
Sr.Plans Plans Examiner/ Program Sr.Planner Project Planner
Examiner Inspector I Coordinator (1) (1)
(1) (1) (1)
Inspections Building Services Associate Planner Assistant Planner
Supervisor Supervisor (3) — (2)
(1) (1)
I
Program
Permit Permit Tech
Inspectors Technicians Development Assistant
(4.5) (3) Specialist(1
(1)
Code Compliance Code Compliance
— Officer Officer —
(0.5) (0.5)
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4. STAFF ROLES AND RESPONSIBILITIES
The following table shows the number of authorized and filled positions within each job
title, as well as a summary of their key roles and responsibilities, for each division/
functional area of the Department. This table is not intended to provide a "job description"
level of detail, but to outline the core functions for which each unit is responsible for
performing.
Authorized Filled
Position Title Positions Positions Roles and Responsibilities
ADMINISTRATION
Director 1.0 1.0 • Oversee staff in each of the
Confidential Executive 1.0 1.0 Department's three divisions and handle
Assistant personnel issues.
Sr. Administrative Specialist 1.0 1.0 • Develop Department's annual budget
and represent the department to the
City Manager/Council.
• Establish strategic direction and
priorities for the Department.
• Liaison to engineering and other City
departments.
BUILDING
Building Official 1.0 1.0 • Provide service to customers at the
Building Services Supervisor 1.0 1.0 counter.
Sr. Permit Tech. 1.0 1.0 • Intake plans, check for completeness,
Permit Tech. 1.0 1.0 and route them for examination.
Permit Tech. Assistant 1.0 1.0 • Review building plans and make
Sr. Plans Examiner 1.0 1.0 determination on compliance with
Plans Examiner/Inspector I 1.0 1.0 applicable codes.
Inspections Supervisor 1.0 1.0 • Conduct commercial and residential
Sr. Electrical Inspector 1.0 1.0 building inspections.
Sr. Plumbing Inspector 1.0 1.0 • Respond to complaints regarding
Building Inspector I 2.0 2.0 property code violations and make
Code Enforcement Officer 0.5 0.5 determinations on compliance.
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Authorized Filled
Position Title Positions Positions Roles and Responsibilities
PLANNING
Asst. Community 1.0 1.0 • Provide service to customers at the
Development Director counter.
Sr. Planner 1.0 1.0 • Review land use applications for
Project Planner 1.0 1.0 compliance with zoning code.
Associate Planner 3.0 3.0 • Partner with developers to ensure
Assistant Planner 2.0 2.0 compliance of projects throughout their
Program Development 1.0 1.0 lifecycle.
Specialist • Suggest updates to the City's zoning
Permit Tech Assistant 1.0 1.0 code and general plan.
Code Enforcement Officer 0.5 0.5 • Liaison to the City's planning
commission.
REDEVELOPMENT
Redevelopment Project 1.0 1.0 • Manage the Downtown and Tigard
Manager Triangle urban renewal districts: work
Program Coordinator 1.0 1.0 with advisory committees, update the
specific plan, and ensure proper budget
expenditures and implementation of
provisions.
• Manage the City's property acquisition
and affordable housing programs.
• Write program grants, represent
programs to City Council, and otherwise
serve as point of contact for these
programs.
5. TECHNOLOGY UTILIZATION
The following table presents a summary of the key software and technology tools in use
by the Community Development Department. The name of each tool is listed, along with
a summary description of its functionality and utilization by staff.
Name Description
Accela Permitting software used by Community Development staff to create
records of building and land use permit applications, record actions,
reviews, and notes, coordinate plans examination, and update status. Also
used to receive and review certain types of applications electronically,
Springbook City-wide financial management system. Used by Community Development
staff to record cash balances, enter building and planning application
payments, and develop the department budget.
Selectron IVR system used by community development staff to schedule building
inspections.
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Laserfiche Document management system used by community development staff to
scan and organize planning and building case documents for records
retention purposes.
GeoCortex GIS system used throughout the City. Utilized by community development
staff to determine location of building and land use applications and the
applicable codes for each.
6. CURRENT PERFORMANCE METRICS
The following table summarizes the current performance metrics utilized by the
Community Development Department, with details of the last three years performance.
Metric FY 15-16 FY 16-17 FY 17-18
Performance Metrics
Construction valuation per Building FTE $9,020,503 $13,604,730 $19,230,769
(9 FTE) (13 FTE) (19 FTE)
Permit fees collected per Building FTE $186,747 $246,734 $284,615
(9 FTE) (13 FTE) (13 FTE)
Count of public land use hearings 25 31 NA
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4 FINANCE DEPARTMENT
1. INTRODUCTION
The Finance Department contains five divisions: Information Services, Finance
Administration, Financial Operations, Utility Billing, and Contracts & Purchasing.
Information Technology is responsible for all central computer operations for city
departments, helpdesk functions of PC management, planning and developing new
systems, troubleshooting, installation, and maintenance of the city's network
infrastructure — including switches, cables, and servers, supporting system design and
programming services, maintaining the city's phone and voicemail systems, managing
the City's GIS system including data integration from various city departments for use by
employees and the public, and supplying necessary employee training for software
applications.
Finance Administration is responsible for preparing/coordinating the City's annual budget
process, long range financial planning, financial analysis, completing an annual 6-year
Capital Improvement Plan (CIP), issuance of business licenses, managing the city's
investments, management of the issuance of debt, and development of financial policies.
Financial Operations is responsible for all day-to-day financial and budgetary
requirements for the city. This includes preparation of monthly financial reports, pension
fund assets, debt management, recording of cash receipts, accounts payable and
accounts receivable functions, capital assets, inventory recording and reporting, project
cost tracking, preparing the City's Comprehensive Annual Financial Report (CAFR), grant
accounting, payroll services, maintaining the General Ledger, and monitoring all city
funds. This division also oversees the annual external financial statement audit.
Utility Billing conducts meter reads and meter maintenance, handles customer service
requests, bill generation and payment collection, and customer account maintenance.
This division also is the central answering point for general questions from the public
about city resources and city events.
Contracts & Purchasing is responsible for processing purchase orders, creating,
processing, and compliance with bids and requests for proposals (RFP), informal
requests for proposals (IRFP), invitation to bid (ITB), requests for qualifications (RFQ),
and for writing the associated bid or RFP contracts.
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2. OPERATING BUDGET
The table below summarizes the operating budget for each Division of the Finance
Department for the past three years:
Division FY 17 FY 18 FY 19
Actual Revised Adopted
Finance Administration $398,079 $561,441 $488,493
Financial Operations $603,711 $757,014 $772,116
Utility Billing 1,094,993 1,258,484 1,205,191
Information Technology $2,505,621 $2,173,801 $2,286,373
Contracts and Purchasing $213,707 $221,778 $229,751
Total $4,816,111 $4,972,518 $4,981,924
The table below summarizes the operating budget for Finance Administration:
FY 17 FY 18 FY 19
Division Actual Revised Adopted
Personnel - Salaries $234,786 $320,615 $260,692
Personnel - Benefits $90,225 $128,141 $116,181
Supplies $6,081 $1,930 $1,930
Services $66,987 $105,755 $107,690
Capital Improvements $0 $5,000 $2,000
Total $398,079 $561,444 $488,493
The table below summarizes the operating budget for Financial Operations:
Division FY 17 FY 18 FY 19
Actual Revised Adopted
Personnel - Salaries $336,120 $404,567 $407,106
Personnel - Benefits $103,084 $146,747 $166,610
Supplies $3,156 $4,300 $4,300
Services $160,026 $201,400 $194,100
Capital Improvements $1,325 $0 $0
Total $603,711 $757,014 $772,116
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The table below summarizes the operating budget for Information Services:
Division FY 17 FY 18 FY 19
Actual Revised Adopted
Personnel - Salaries $740,968 $825,634 $883,737
Personnel - Benefits $281,475 $322,911 $324,380
Supplies $47,636 $71,170 $71,170
Services $781,679 $813,806 $872,806
Capital Improvements $653,863 $140,280 $134,280
Total $2,505,621 $2,173,801 $2,286,373
The table below summarizes the operating budget for Contracting & Purchasing:
FY 17 FY 18 FY 19
Division Actual Revised Adopted
Personnel - Salaries $147,728 $149,880 $153,945
Personnel - Benefits $62,050 $64,998 $66,455
Supplies $373 $2,000 $2,000
Services $3,555 $4,900 $7,351
Total $213,707 $221,778 $229,751
3. ORGANIZATIONAL STRUCTURE
The following organizational chart shows an overview of the Finance and Information
Services Department:
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Finance&Information
Services Director
(1.0)
Confidential
Executive Assistant
(1.0)
I I
In ormation Financeial
Services Finance Operations
Administration Assistant Finance
IT Manager Director
(1.0) (1.0)
I I I
Senior Network I Contracts& Accounting
Administrator) — Budget/CIP Purchasing Supervisor oUtility Billing
.0)
I I I
Network Sr Management Principal
Administrator — Analyst Management Analyst— Accounting Payroll
(2.0) (1.0) (1.0)
Database Purchasing Assistant— Accountant — Payroll Administrator
Administrator — (1,0) (1.0) (1.0)
(1.0-vacant)
GIS Program Sr Accounting
Administrator — Assistant —
(1.0) (1.0)
SR GIS Pgrommer
Analyst —
(1.0)
GIS Tech II
(2.0) —
Microcomputer
Support Tech —
(1.0)
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Performance Audit—Technical Appendices TIGARD, OREGON
4. STAFF ROLES AND RESPONSIBILITIES
The following table shows the number of authorized and filled positions within each job
title, as well as a summary of their key roles and responsibilities, for each division/
functional area of the Department. This table is not intended to provide a "job description"
level of detail, but to outline the core functions for which each unit is responsible for
performing.
Finance Administration
Authorized Filled
Position Title Positions Positions Roles and Responsibilities
Finance & Information 1.0 1.0 • Personnel and financial
Services Director management of the Finance
Department
• Communicates with the public,
employees, auditors, vendors, and
customers to ensure accurate City
financial data and reports
• Responsible for preparation of the
Comprehensive Annual Financial
Report (CAFR)
• Responsible for implementation of
all new Governmental Accounting
Standards Board (GASB) reporting
requirements
• Responsible for managing debt
service and investments
Confidential Executive 1.0 1.0 • Performs complex administrative
Assistant work in support of the Finance &
Information Services Director
• Conducts research and analysis
• Prepares reports and
correspondence
• Assists the Director with various
department initiatives
• Communicates with the public and
other employees to explain and
interpret department rules,
practices, and policies
• Attends meetings, prepares
schedules, and operates a variety
of common office equipment
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Finance Administration
Authorized Filled
Position Title Positions Positions Roles and Responsibilities
Senior Management Analyst 1.0 1.0 • Coordinates the Capital
Improvement Plan process
• Works with department heads and
coordinates the completion of the
city budget
• Assists with various grant
application processes
• Assists with budget information for
collective bargaining negotiations
• Submits the city's budget to
appropriate agencies (state,
county, GFOA)
Information Services
Authorized Filled
Position Title Positions Positions Roles and Responsibilities
IT Manager 1.0 1.0 • Management, strategy, and
execution of information
technology and information
systems for the City
• Personnel and budget
management for the division
• Coordinates with vendors to
troubleshoot software issues
• Manages all phases of IT projects
• Prioritizes short- and long-term IT
needs
• Ensures IT issues are resolved in
a timely manner
• Ensures all certificates and
computer-related service
agreements remain up-to-date
• Develops computer
standardization across
departments
• Guides continuous service efforts
for IT and meets with staff to
discuss the impact of new
technologies and the architecture
roadmap.
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Finance Administration
Authorized Filled
Position Title Positions Positions Roles and Responsibilities
Senior Network Administrator 1.0 1.0 • Responsible for city information
technology security
• IT project management
• Supervises personnel
• Assists with IT helpdesk tickets
(troubleshooting, resolving issues,
etc.)
• Responsible for troubleshooting
and maintaining major city
hardware systems
• Manages the city's virtual desktop
system
Network Administrator 2.0 2.0 • Responsible for city information
technology security
• IT project management
• Assists with IT helpdesk tickets
(troubleshooting, resolving issues,
etc.)
• Responsible for troubleshooting
and maintaining major city
hardware systems
• Manages the city's virtual desktop
system
Database Administrator 1.0 0.0 • Creates reports
• Responsible for data maintenance
on multiple software systems
(financial and asset management)
GIS Program Administrator 1.0 1.0 • Manages the GIS program
• Selects GIS projects for
completion
• Supervises GIS personnel and
responsible for day-to-day
administration of GIS operations
• Responsible for GIS data analysis
for mapping requests
Senior GIS Programmer 1.0 1.0 • Responsible for GIS system
Analyst maintenance
• Programs GIS software
• Responsible for GIS automation
• Manages GIS staff
• Represents GIS at executive
committee meetings
GIS Tech II 2.0 2.0 • Responsible for GIS data changes,
data maintenance, data editing,
data configuration, etc.
• Processes GIS mapping requests
• Handles the technical side of the
city's GIS architecture
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Performance Audit—Technical Appendices TIGARD, OREGON
Finance Administration
Authorized Filled
Position Title Positions Positions Roles and Responsibilities
Microcomputer Support Tech 1.0 1.0 • Troubleshoots reported issues with
hardware and software
• Coordinates with vendors to
resolve computer-related issues
• Installs computer hardware and
software for all Town departments
Contracts & Purchasing
Authorized Filled
Position Title Positions Positions Roles and Responsibilities
Purchasing Assistant 1.0 1.0 • Processes purchase orders
• Creates and issues bids/Requests
for Proposals (RFPs)
• Assists with city contract
management
• Issues P-Cards
• Processes requisitions
• Audits travel to ensure compliance
with city policy
Principal Management 1.0 0.0 • Open position - in the process of
Analyst moving to another division
Accounting Assistant II 1.0 0.0 • Responsible for financial analytics
to improve overall financial
performance
• Backup to payroll
Financial Operations
Authorized Filled
Position Title Positions Positions Roles and Responsibilities
Assistant Finance Director 1.0 1.0 • Acts on behalf of the Director in
that person's absence
• Personnel and financial
management of the Finance
Department
• Communicates with the public,
employees, auditors, vendors, and
customers to ensure accurate
financial data and reports
• Responsible for payroll, accounts
payable, and accounts receivable.
• Assists with preparation of the
City's annual budget
• Maintains the City's General
Ledger
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Financial Operations
Authorized Filled
Position Title Positions Positions Roles and Responsibilities
Accounting Supervisor 1.0 1.0 • Assists with the preparation of
financial statements
• Generates invoices
• Backup for all financial operations
except payroll
• Reviews bank reconciliations
• Completes General
Ledger/Journal entries
• Manages investments
• Tracks capital projects/responsible
for capital asset inventory
• Fixed assets management
• Assists with grants management
• Audit prep, audit, and CAFR
development
Accountant 1.0 1.0 • Enters and processes accounts
receivables
• Prepares daily bank reconciliations
• Completes journal entries
• Books year end capital assets
including amortization and
depreciation
• Reviews, audits, approves, and
maintains customer AR accounts
• Posts data to the City's financial
system
• Enters, validates, and approves
invoicing data
Senior Accounting Assistant 1.0 1.0 • Enters and processes accounts
payable data
• Maintains vendor files and
completes regulatory income
reports.
• Ensures compliance with city
expenditure policies.
Payroll Administrator 1.0 1.0 • Processes City payroll
• Processes employee
garnishments and merit increases
• Prepares quarterly tax reports
• Handles W2 production, Affordable
Care Act (ACA) reporting, and
payroll reconciliation
• Performs benefits invoicing
• Produces payroll for police
department special assignments
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5. TECHNOLOGY UTILIZATION
The following table presents a summary of the key software and technology tools in use
by the Finance & Information Technology Department. The name of each tool is listed,
along with a summary description of its functionality and utilization by staff.
Name Description
Springbrook Financial management system, utility billing, and payroll processing
Laserfiche Used to manage documents, videos, photos, and other content—reduces
reliance on paper copies by providing electronic records storage
InTime Public safety scheduling software used for City police operations
Office 365 Suite Used for budget preparation, contract database, and other daily functions
Bank of System to manage P-card transactions
America Works
MS Publisher Used to publish the city's annual budget book
Accela Permit processing software
Enterprise GIS Architecture used to integrate geospatial data and services to share them
across the organization.
ARC GIS Mapping software for GIS operations
CVS Used to make software changes and check them in/out in order to revert to
an older version if necessary
GEO Cortex Used as a web mapping application framework to display and visualize GIS
data
6. CURRENT PERFORMANCE METRICS
The following table summarizes the current performance metrics utilized by the Finance
Department with details of the last three years performance.
FY16-17 FY17-18 FY18-19
Metric Actual Revised Target
The bond rating from Moody's and Aa2/AA Aa1/AA+ Aa1/AA+
Standard and Poor's is a positive rating
Overall customer satisfaction from annual NA 90% Positive 90% Positive
survey
Network system capacity utilized during NA 60% 60%
peak data use
Level of GIS integration with other 78% level 1 and 78% level 1 and
business systems as a percentage NA 21% level 2 21% level 2
Number of days between solicitation issue 98 90 80
date and contract execution
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7. DEPARTMENT WORKLOAD
The following table provides additional metric information for limited divisions within
Finance & Information Services:
Information Services FY16 FY17 FY18
IT Help Desk Tickets Closed 4,490 4,092 4,477
Contracts & Purchasing FY18 FY19 through Feb 2019
#of Purchase Orders Processed 144 -
Dollar Value of Purchase Orders $7,690,725 -
# RFP/RFP/ITB/RFQ's issued 37 31
Financial Operations Calendar 2018 FY18
# Unique Invoices Processed 6,614 -
# Unique A/R Transactions - 1,322
Franchise Fees -#of Entities 49 -
Payroll Payments Issued (Checks & -
ACH combined) 8,234
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I 5 LIBRARY
1. INTRODUCTION
The Tigard Public Library provides a wide variety of patron services including, the various
collections in the Library; reader advisory services for adults and youth; various programs
for adults and youth; references services; as well as all of the internal services associated
with keeping a public library open and serving patrons and visitors.
The mission of the Tigard Public Library is to serve the Tigard community by promoting
reading, providing access to information, fostering lifelong learning, and encouraging the
development of well-rounded and engaged citizens.
2. OPERATING BUDGET
The table below summarizes operating budget trends for the Public Library over the last
three years.
Actual Budget Budget
Line Item FY 16-17 FY 17-18 FY 18-19
Personnel Services $3,042,097 $3,474,162 $3,423,160
Materials and Services $636,532 $696,029 $567,037
Interdepartmental Costs $1,906,670 $1,914,726 $2,234,923
Capital Outlay $65,068 $12,300 $12,300
TOTAL $5,650,367 $6,097,217 $6,237,420
3. ORGANIZATIONAL STRUCTURE
The following organizational chart shows the departmental organizational chart of the
Tigard Public Library.
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Library Director
Executive Volunteer
Assistant —Coordinator(0.8)
Communications
Coordinator(0.8)—
I I
Readers' Technical Circulation
Services Division Services Division
Manager Manager Division Manager
I I I I I 1 I I 1
Library Services Library Services Acquisitions Circulation Circulation
Supervisor(1) Supervisor(1) Supervisor(1) Sr Librarian(1) Supervisor(1) Supervisor(1)
Librarian(4 @ —Library Asst(2 @ — — Sr Library Asst Sr Librar Asst
3.6) — Sr Librarian(1) 1 0) Librarian(1) (1) — (0 8�
Sr Library Asst Librarian(5 @ —Library Aide(0.5) — Sr Libra Asst Libraryy Asst(7 Libraryy Asst(7
(1) — 4.1) (0.5� — @44) — @4.2)
Sr Library Asst Library Aide(2 @ Library Aide(2 @
(1) — 1.0) — 1.0)
4. STAFF ROLES AND RESPONSIBILITIES
The following table shows the number of authorized and filled positions within each job
title, as well as a summary of their key roles and responsibilities, for each division/
functional area of the Department. This table is not intended to provide a "job description"
level of detail, but to outline the core functions for which each unit is responsible for
performing.
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Performance Audit—Technical Appendices TIGARD, OREGON
Authorized Filled
Position Title Positions Positions Roles and Responsibilities
ADMINISTRATION
Director 1.0 0.0 • Position currently on leave with
Division managers acting in a
collective management capacity.
• Directs and manages the Tigard Public
Library system.
• Works with the Library Board.
• Supervises staff Library managers.
• Plans future library programs, services
and collections.
• Works with community groups to
monitor community needs as they
relate to library services.
• Coordinates programs and services
with other City departments.
• Coordinates programs and planning
with other libraries in the WCCLS.
• Overall responsibility for the Library
operating and capital budgets
(development, monitoring, etc.).
Executive Assistant 1.0 1.0 • Supports the Director and managers in
the administrative functioning of the
Library.
• Generates Library reports.
• Assists with processing the payroll.
Communications 0.8 0.8 • Promotes the Library through print and
Coordinator other media.
• Develops media guide and policies.
• Leads development for the monthly
newsletter.
• Coordinates marketing needs with
Division managers as well as with
other Departments in the City.
• Has recently implemented promotion
of the law library.
• Note that this position is not
responsible for social media which is
handled by a library staff team.
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Performance Audit—Technical Appendices TIGARD, OREGON
Authorized Filled
Position Title Positions Positions Roles and Responsibilities
Volunteer Coordinator 0.8 0.8 • Recruits, backgrounds/selects, orients
and trains, and provides oversight and
supervision.
• Promotes volunteer program;
recognizes superior performance.
• There are to up to 300 Library
volunteers (approx. 235 active),
contributing about 9 FTEs of service.
• Assists in scheduling of volunteers.
• Coordinates the volunteer program
with other City departments.
• Tracks library service trends.
• Fills some time in circulation and
readers' services.
READERS' SERVICES DIVISION
Readers' Services Division 1.0 0.0 • In the absence of the Director, is part
Manager of the collective leadership in
managing Library operations.
• Mentors staff.
• Handles personnel issues in the
Division.
• Coordinates programs at Tigard
Library and planning with other
libraries in the WCCLS.
Library Services Supervisor 2.0 2.0 • Working supervisor.
• Schedule staff for coverage.
• Handle personnel issues in the
section and conduct performance
evaluations.
• Mentor staff.
Matrix Consulting Group Page 34
Performance Audit—Technical Appendices TIGARD, OREGON
Authorized Filled
Position Title Positions Positions Roles and Responsibilities
Sr Librarian 1.0 1.0 • Provide a wide range of programs and
Librarian 9 @ 7.7 4 @ 7.1 services to patrons—story times for
Sr Library Assistant 2.0 2.0 various age groups, movies also
directed to various age groups,
performances.
• All staff are responsible for reference.
• All senior staff are responsible for
collection development of materials,
including researching, weeding, etc.
• Staff work with parent and school
groups to publicize and improve the
collection, programs and services.
• Staff also are involved in outreach to
promote and improve the services.
• Volunteers assist with materials and
administrative support.
TECHNICAL SERVICES DIVISION
Technical Services Division 1.0 1.0 • In the absence of the Director, is part
Manager of the collective leadership in
managing Library operations.
• Handles personnel issues in the
Division and conducts performance
evaluations.
• Mentors and manages staff.
• Coordinates programs and planning
with other libraries in the WCCLS.
Acquisitions Supervisor 1.0 1.0 • This unit is responsible for bringing
and processing new materials into the
Library.
• Handles personnel issues in the
Division, conducts performance
evaluations and supervises staff.
• Also responsible for collection
development.
• Mentors staff.
Library Assistant 2 @ 1.0 2 @ 1.0 • Order new materials into the Library.
Library Aide 0.5 0.5 • Pre and post processing of new
materials in the Library, including
covers, labeling, RFIDs.
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Performance Audit—Technical Appendices TIGARD, OREGON
Authorized Filled
Position Title Positions Positions Roles and Responsibilities
Sr Librarian 1.0 1.0 • Catalogs and provides technical
guidance about cataloging to other
staff.
• PIC during assigned shifts twice a
week.
Librarian 1.0 1.0 • Staff responsible for cataloging of new
Sr Library Assistant 0.5 0.5 materials, newspapers and
magazines.
• Volunteers assist with some
processing (e.g., DVDs), materials
withdrawn from circulation, replacing
or mending book covers, etc.
CIRCULATION DIVISION
Circulation Division Manager 1.0 1.0 • In the absence of the Director, is part
of the collective leadership in
managing Library operations.
• Supervises staff assigned to
circulation.
• Handles personnel issues in the
Division.
• Schedules staff for coverage.
• Division lead staff are also
responsible for collection
development.
• Coordinates programs and planning
with other libraries in the WCCLS.
Circulation Supervisor 2.0 2.0 • Provide lead oversight for Library
operations—one covers Sunday-
Tuesday, the other Tuesday-
Saturday.
• Also work the circulation desk.
• Schedules and work with volunteers
and the Volunteer Coordinator.
• Handle personnel issues in the
Division, conducts performance
evaluations and supervises staff.
• Mentors staff.
Matrix Consulting Group Page 36
Performance Audit—Technical Appendices TIGARD, OREGON
Authorized Filled
Position Title Positions Positions Roles and Responsibilities
Sr Library Assistant 2 @ 1.8 2 @ 1.8 • Provides library/patron service
Library Assistant 14@ 8.6 14 @ 8.0 coverage a total of 69 hours per week,
Library Aide 4 @ 2.0 4 @ 2.0 including 5 evenings and both
weekend days.
• Check in/out materials borrowed by
patrons.
• Assist patron with questions about
location of materials as well as with
use of the online catalog.
• Assist patrons in securing materials
from regional services.
• Shelve materials and ensure the
effective upkeep of the collections.
5. TECHNOLOGY UTILIZATION
The following table presents a summary of the key software and technology tools in use
by the Public Library. The name of each tool is listed, along with a summary description
of its functionality and utilization by staff.
Name Description
Library System Polaris Integrated Library system for cataloging and circulation of materials.
Subscriptions The Public Library maintains a number of reference and data subscriptions
(e.g., genealogical).
6. CURRENT PERFORMANCE METRICS
The following table summarizes the current performance metrics utilized by the Public
Library with details of the last three years performance.
Metric Year 1 Year 2 Year 3
Performance Metrics
%of collection borrowed at least once per 83%
82% 83%
year.
Volunteer hours/FTE equivalent 18,800/9.0 19,750/9.5 19,750/9.5
Total program/school visit attendance 29,000 29,500 29,500
Matrix Consulting Group Page 37
Performance Audit—Technical Appendices TIGARD, OREGON
7. DEPARTMENT WORKLOAD
The following table provides selected performance and workload statistics for services in
the Tigard Public Library. These measures are maintained for and by the Oregon State
Library
Performance/Workload Measure 2017-18 Value
Registered Borrowers 30,961
Versus Population 58%
Total Authorized FTE Staff 40.9
%staff with MLS/ALA 43%
Total Revenue $5.75m
Revenue/Capita $108
Total Items in the Catalog 229,774
Print Items/Capita 4.32
Total Circulation 1.22m
Circulation/Patron 23.1
Matrix Consulting Group Page 38
Performance Audit—Technical Appendices TIGARD, OREGON
6 POLICE DEPARTMENT
1. INTRODUCTION
The Police Department is responsible for providing Police Services for the City. The
Police Department consists of three divisions: Administration, Operations, and Support
Services.
2. OPERATING BUDGET
The table below summarizes the operating budget for the Police Department over the last
three years.
Line Item FY 2016 FY 2017 FY 2018
Administration $ 1,522,254 $ 1,160,416 $ 1,057,666
Police Operations $ 8,479,182 $ 9,343,870 $ 9,422,433
Support Services $ 4,940,136 $ 5,331,047 $ 5,954,126
Total $ 14,941,572 $ 15,835,333 $ 16,434,225
3. ORGANIZATIONAL STRUCTURE
The following organizational chart shows the departmental organizational chart of the
Police Department.
Matrix Consulting Group Page 39
Performance Audit—Technical Appendices TIGARD, OREGON
TIGARD POLICE DEPARTMENT as of 5/28/2019
Kathy McAlpine
Chief of Police
L.Shaw J.Jewett
aufintrl Menatee Crni'idnit,al rr+[illi er AStit
J.Wolf
',Alit rarer-,iakien Ofrer
S.Kouremetis
Lam Engage Peng turd
Robert Rogers .}amen McDonald
Commander Commander
G.Christopher
crime Ana Iyit
•
8.Sittan
M.Esker,' N.Charlton
Lieutenant 4ile4#n+art U eutena nt
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Pollee sees Adm Spat
•
J.Prater M.Fox A.Farrier T.Oneghry L edam G.Snedetar J.Eg+n M.[Innen T.Dun= SgL Phillips L.-Erickson
Cell Sgt. flet Sergeant Records Sup. Day Sergeant Day'Sergeant Grave Sergeant Grave Sergeant Swing 5erFeant Swing Sergei! Ti ,(WSergeant Traffic sergeant
•
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D.Blinn B.Petersen I.Poulos S. lhcole G.PlaldonadP R.Morse
OCU DetWove detective RMaIEt 5petir.. Pollee Officer Police Officer Police Olnew Folio Offeror police ONirer melee Otter THMil Officer Trstilc Dicker
0.Swain D.Plotkin T.O'Rourke O.Plumley S.Sanders T,Dower M.Pawerc K.Macs S.Rivera k.Spitler
OCulDetective Detective Records spatia... Po-lice Officer Pekoe officer police Meer R40niter police Officer Kg Officer Trehe Officer
C.Magnet F,leo C.Plein N.Nom J.Tillotson F.Pug ole T Sanford U.Mastreh S.Suyama k.kellrkram
DEA0elrcties Oeleeihe Records Ueda... Pehpr Offlear Poke Officer Pehice Officer Police Offrtei Polite Miter PoliceON"Kv CSO
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a i"i Rasurdr Spade,,, Polite OFnter Rerrvlf Wier PnIrce Officer PVIIce Officer Pulite finer Polite Off'rr
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odunleerk[11 Cadets,2 Reserve Officers,2 Chaplains)
FTE 85.5
Page 40
Matrix Consulting Group
Performance Audit—Technical Appendices TIGARD, OREGON
4. STAFF ROLES AND RESPONSIBILITIES
The following table shows the number of authorized and filled positions within each job title, as
well as a summary of their key roles and responsibilities, for each division/functional area of
the Department. This table is not intended to provide a "job description" level of detail, but to
outline the core functions for which each unit is responsible for performing.
Authorized Filled
Position Title Positions Positions Roles and Responsibilities
Police Administration
Chief 1.0 1.0 • Chief- Provides the overall leadership,
Executive Assistant 1.0 1.0 management, and administration of the
Business Manager 1.0 1.0 Department.
Public Information Officer 1.0 1.0 • Chief-Approves policies and procedures.
(PIO) • Chief- Sets budget priorities, department goals
Community Engagement 1.0 1.0 and maintains budget.
Program Coordinator • Chief-Responds to major incidents.
• Executive Assistant—Manages paper flow for
Chief and maintains files.
• Executive Assistant—Manages Chief's schedule
and performs various assigned tasks.
• PIO- Responds to major incidents to provide
public information.
• PIO—Coordinates department social media and
responds to media requests for information.
• Business Manager—Develops budget, advises
Chief and completes financial reporting.
• Business Manager—Completes reports, overall
responsibility for Accounts payable and
receivable, Grants, Asset Forfeiture. Coordinates
with City Budget office.
• Community Engagement Program Coordinator-
Manages department community engagement
activities and conducts outreach.
• Community Engagement Program Coordinator—
Attends community meetings and assists with
coordinating department representation at
community events.
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Performance Audit—Technical Appendices TIGARD, OREGON
Operations Division
Commander 1.0 1.0 • Commander- provides the overall leadership,
Lieutenant 2.0 2.0 management, and administration of the division.
Sergeants 8.0 8.0 • Lieutenants—provide day to day supervision of
Patrol Officers 42.0 38.0 patrol related functions.
CSO 2.0 2.0 • Lieutenants—are assigned individual
Reserve Ofcs (Vol.) n/a 1.0 responsibilities, supervise sergeants and are
assigned collateral duties.
• Sergeants - provide field supervision, review
officer reports, perform officer evaluation, and
perform administrative tasks. Sergeants also
have ancillary duties.
• Sergeants—are assigned to each shift (2 per
shift), Sergeants work a 4-10 schedule with
overlap.
• Officers-respond to calls for service and working
proactively in the community as workload levels
permit.
• Officers - have ancillary duties such as SWAT,
CIT or skills instructors.
• Officers-work 4-10s.
• Traffic Officers- respond to accidents, provide
proactive traffic enforcement and address traffic
complaints.
• Traffic Officers—work 4-10s, one (6am—4pm),
one (7am—5pm) and one (8am—6pm).
• Community Service Officer- (CSO) - Responds
to non-suspect, cold calls for service and parking
issues.
• Community Service Officer- (CSO) - Delivers
evidence and paperwork to court and performs
other assigned tasks.
• Reserve Officers (Non-paid Volunteers)-Assist
patrol and help with community events.
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Performance Audit—Technical Appendices TIGARD, OREGON
Support Services Division
Commander 1.0 1.0 • The Commander provides the overall leadership,
Lieutenant 1.0 1.0 management, and administration of the division.
Sergeants 2.0 2.0 • The Lieutenant provides day to day operational
Records Supervisor 1.0 1.0 leadership.
Detectives 9.0 9.0 • The Lieutenant has ancillary duties and performs
School Resource Officer 2.0 2.0 additional assigned tasks.
Records Specialist 5.0 5.0 • The sergeants are in charge of their respective
Property/Evidence 2.0 1.0 units.
Specialist • Detectives area assigned cases, conduct follow
Crime Analyst 1.0 1.0 up, write warrants/subpoenas.
Police Services Admin. 1.0 1.0 • The School Resource Officers conduct school
Specialist related investigations and conducts school
Chaplains (Non-paid— N/A N/A related community outreach.
Volunteer) • The Crime Analyst produces statistical reports,
Peer Court Coord. 0.5 .05 assists with investigative cases and helps put
case folders together.
• The Police Services Administrative Specialists -
maintains records and performs assigned tasks.
• The Records Supervisor—Supervises records
specialists, schedules and assigns work,
processes BWC requests.
• The Records Specialists—Transcribe reports,
take incoming phone calls and walk-ins, release
reports, process subpoenas, process tow
releases, enter LEDS information and produce
reports.
• The Property/Evidence Specialists—Enter
property and evidence into database and
properly store and manage property and
evidence inventory.
• The Chaplains (Volunteer—Non- paid)— Provide
support to staff and community.
5. TECHNOLOGY UTILIZATION
The following table presents a summary of the key software and technology tools in use by the
Police Department. The name of each tool is listed, along with a summary description of its
functionality and utilization by staff.
Name Description
Mark 43 Mark 43 is an RMS for police report writing, report storage and retrieval.
The department also uses the Detective Case Management Module.
Evidence on Q Commercial off-the-shelf (COTS) software system designed specifically for
property and evidence management.
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Performance Audit—Technical Appendices TIGARD, OREGON
6. CURRENT PERFORMANCE METRICS
The following table summarizes the current performance metrics reported by the Police
Department with details of the last three years performance.
Metric FY15-16 Actual FY 16-17 Actual FY 17-18 Actual
Performance Metrics
Dispatches (911) Calls for Service 19,948 21,352 21.106
Self-Initiated Calls for Service 23,351 20,522 19.710
Community Engagement Event n/a 80 69
Average Response Time in Minutes:
Emergency Response Calls 10.12 10.43 10.72
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Performance Audit—Technical Appendices TIGARD, OREGON
7 PUBLIC WORKS
1. INTRODUCTION
The Public Works Department is led by a Director who reports to the City Manager.
Several positions with administrative and specialized roles report to the Director, as well
as two Assistant Director positions. One of these oversees parks and recreation and the
maintenance of infrastructure, and the other is the City Engineer who oversees the City's
engineering staff. The functions under review in the course of this audit include
administration, engineering, and parks and recreation. These functions are responsible
for budgeting and asset management, capital improvement program (CIP) planning and
implementation, emergency preparedness, maintenance of the City's parks and trails,
recreation programs, construction project management, engineering development
review, and public relations and community engagement around the Department's
activities. The Department's goals include designing, building and maintaining high quality
infrastructure, preparing for future growth and financial sustainability, and prioritizing
resources to optimize the quality of life in Tigard.
2. OPERATING BUDGET
The table below summarizes the operating budget (excluding capital improvement
program) for the Public Works Department over the last three years.
Actual Revised Budget
Line Item FY 16-17 FY 17-18 FY 18-19
Personnel Services $7,027,072 $8,009,609 $8,116,499
Materials & Services $6,261,495 $7,369,617 $8,725,834
Interdepartmental Costs $4,542,877 $4,823,788 $7,842,975
Capital Outlay $216,485 $1,482,974 $1,582,400
Other $0 $0 $0
TOTAL $18,047,929 $21,685,988 $26,267,708
3. ORGANIZATIONAL STRUCTURE
The following organizational chart shows the departmental organizational chart of the
Public Works Department functions under review by the project team as part of this
engagement.
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Performance Audit—Technical Appendices TIGARD, OREGON
Public Works
Director
(1)
I I I I I
Assistant Emergency Business Community
Engagement City Engineer
Director Services Coord Manager
(1) (1) (1) Program Coord. (1)
(1)
Administrative Sr. CMMS Software Management Admin.
Specialist II Administrative — Specialist Analyst Specialist II
(1) Specialist(1) (1) (1) (1)
Division Division GIS Tech Sr.Project Project Manager
Manager Manager — (1) Eng3n)eer (1)
(1) (1)
Environmental Assistant City Project
— Water Prog — Streets Engineer Coordinator
(1)
Recreation Parks Sr.Project
— Sewer Coordinator — Supervisor — Engi)eer
1 1 1
I
Recreation Staff Sr.Utility Engineering
— Stormwater (2 5) — Worker — Tech II/GIS
(2) (1)
Utility Worker II Principal
— (4,2 Vacant) — EnVer
1
I
Development
Engineering
Staff
(5,1 Vacant)
4. STAFF ROLES AND RESPONSIBILITIES
The following table shows the number of authorized and filled positions within each job
title, as well as a summary of their key roles and responsibilities, for each division/
functional area of the Department. This table is not intended to provide a "job description"
level of detail, but to outline the core functions for which each unit is responsible for
performing.
Matrix Consulting Group Page 46
Performance Audit-Technical Appendices TIGARD, OREGON
Authorized Filled
Position Title Positions Positions Roles and Responsibilities
ADMINISTRATION
Director 1.0 1.0 • Overall department administration and
Assistant Director 1.0 1.0 coordination efforts.
Sr. Administrative Specialist 1.0 1.0 • Establish strategic direction and
Administrative Specialist II 1.0 1.0 priorities for the Department.
Emergency Services 1.0 1.0 • Conduct department budget
Coordinator development and resource needs
Community Engagement 1.0 1.0 forecasting.
Program Coordinator • Ensure that the City's assets are
Business Manger 1.0 1.0 properly accounted for and tracked.
CMMS Software Specialist 1.0 1.0 • Prepare for emergency scenarios and
GIS Tech 1.0 1.0 conduct earthquake and fire drills.
ENGINEERING
City Engineer 1.0 1.0 • Manage the development and
Management Analyst 1.0 1.0 coordination of the City's CIP.
Admin. Specialist II 1.0 1.0 • Oversee the funding, design, and
Sr. Project Engineer 4.0 4.0 construction of capital projects.
Project Manager 1.0 1.0 • Manages grants for capital project
Project Coordinator 3.0 2.0 construction.
Assistant City Engineer 1.0 1.0 • Conduct engineering review and
Principal Engineer 1.0 1.0 permitting of development projects
Sr. Engineering Tech 4.0 3.0 within the City's right-of-way.
Engineering Tech II 2.0 2.0 • Develop and update standard
engineering conditions of approval.
PARKS AND RECREATION
Division Manager 1.0 1.0 • Maintain the City's parks in accordance
Parks Supervisor 1.0 1.0 with the established parks plan.
Sr. Utility Worker 2.0 2.0 • Oversee hiring and assignment of
Utility Worker II 6.0 4.0 seasonal parks staff.
Recreation Coordinator 1.0 1.0 • Liaison to local athletics leagues for use
Admin Specialist II 1.35 0.0 of parks fields and facilities.
• Develop and manage recreation
programming for City residents.
5. TECHNOLOGY UTILIZATION
The following table presents a summary of the key software and technology tools in use
by the Public Works Department. The name of each tool is listed, along with a summary
description of its functionality and utilization by staff.
Matrix Consulting Group Page 47
Performance Audit—Technical Appendices TIGARD, OREGON
Name Description
Accela Permitting software used to create and update records of building and land
use permit applications. Used by engineering staff to intake engineering
permit applications, record payments, make updates, issue permits, and
record inspections.
Springbrook City-wide financial management system. Used by Public Works Department
to create and track the expenditures of capital improvement projects, track
the department's budget, and record the time spent by staff.
Maintstar Work order management system used by the Public Works Department to
generate work orders, assign them to specific public assets and staff, and
record the time and expense of completing them.
GeoCortex GIS system used throughout the City. Utilized by Public Works Department
to track the location of assets for system planning, creating system maps,
and permitting.
6. CURRENT PERFORMANCE METRICS
The following table summarizes the current performance metrics utilized by the Public
Works Department with details of the last three years performance.
Metric FY 15-16 FY 16-17 FY 17-18
Performance Metrics
Overall pavement condition index to meet 70.3 70.3 79.0
or exceed 67.0
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Performance Audit—Technical Appendices TIGARD, OREGON
2 Best Management Practices Assessment
As part of the performance audit of the City of Tigard, the Matrix Consulting Group
conducted a wide variety of data collection and analytical techniques to compare the
City's current operations with measures of effective municipal organizations. This best
management practices assessment provides an overview assessment for all major
departments and services within the City of Tigard. The best-practices are representative
of the following ways to identify improvement opportunities:
• Statements of "effective practices" based on the study team's experience in
evaluating operations in other utilities or"standards"of the services from other peer
organizations.
• Other statements of "effective practices" or "performance targets" based upon
consensus standards or performance goals derived from national or international
professional service organizations.
• Identification of whether and how the City meets these performance targets.
The purpose of this assessment is to develop an initial overall assessment of the City's
operation and to identify any opportunities for efficiency and cost savings. The
assessment is presented in a matrix format with the performance target in the left-hand
column, whether the department meets the target in the second column (thus
representing a `strength'), and potential improvement opportunities in the far-right column.
Based on review of this document the project team will analyze the issues identified
leading to the development of the draft report.
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Performance Audit—Technical Appendices TIGARD, OREGON
1 CITY MANAGEMENT
Meets Does Not
Best Practice/Operational Target Target Meet Target Comment
City Manager's Office
The City has an adopted strategic ✓ The City regularly updates the
plan to identify Council priorities and strategic plan in conjunction
organizational alignment and this plan with the City Council.
in regularly updated.
The City's Strategic Plan is used to ✓
assist policy makers and
management in guiding decisions.
The strategic plan is utilized
The City's Strategic Plan is used as ✓ ✓ and considered during budget
the basis of an Annual Work Plan. development. The goals and
strategic priorities are not
always easily convertible to
finite action steps in the annual
work plan, but guide them
whenever possible.
The City uses appropriate ✓ The City is in the process of
performance measures and development of a more
interpretive benchmarks to evaluate formalized and enhanced
its major programs and uses these in performance measurement
management decision-making program. Current data
limitations (data collected and
ability to analyze the data) limit
the ability of the City to fully
implement this effort.
The City Manager's Office conducts ✓
regular group meetings with all
department heads to discuss major
issues and areas which may require
cooperation among departments.
Annual in-depth review of each ✓
department by the City Manager
conducted as part of performance
evaluations.
There is an annual review of the City ✓
Manager by the City Council.
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Performance Audit—Technical Appendices TIGARD, OREGON
Meets Does Not
Best Practice/Operational Target Target Meet Target Comment
Customer service satisfaction ✓ The City conducts periodic
(internally and externally) is routinely employee surveys to monitor
monitored. issues related to employee
satisfaction and identify
potential workplace issues.
The City just recently
completed an employee
survey and is reviewing
results.
An annual report summarizing major ✓ ✓ The City has developed and
activities of the City is developed and distributed an annual report in
distributed to all citizens. past years. The City is
currently working to develop a
performance report
(scorecard) to be issued to all
residents as an insert in the
utility bill for distribution this
Fall.
The City effectively monitors ✓ This is a primary role of the
legislation and governmental activities City Manager to perform.
that may affect its interests.
The City's interests are effectively ✓
promoted at the County and State
level.
Human Resources/Risk Management
The number of organizational layers ✓
does not exceed three (the number of
layers that one employee would have
to report to reach the Human
Resources Director).
This is conducted as part of
Customer satisfaction with Human ✓ periodic employee surveys.
Resources is routinely monitored and
satisfaction with those services is
high.
Staff within the Human Resources ✓ Critical functions have more
Department are cross-trained to than one individual trained to
enable sharing of resources based perform the duty to ensure
upon changing work activities and back-up resources exist.
needs of the organization.
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Performance Audit—Technical Appendices TIGARD, OREGON
Meets Does Not
Best Practice/Operational Target Target Meet Target Comment
A long-term information technology ✓ ✓ The Department has
plan has been prepared for Human implemented new technologies
Resources. as needed to improve
efficiency of service delivery
(i.e.- online application
process). With the
development of the new city-
wide IT plan, more focus is
being placed on addressing
individual department needs.
Human Resource policies and ✓ The City's personnel policies
procedures are well documented. are well documented.
Human Resources maintains ✓ No issues have been raised
personnel records in an efficient and regarding the maintenance of
readily accessible manner utilizing an employee records.
integrated human resource
information system (HRIS).
Personnel records are updated in a ✓
timely manner.
The City utilizes an electronic system ✓
to track training needs and utilization
by employees.
Human Resources uses a workforce ✓ Limited workforce planning is
planning system to project retirement conducted though recent
rates by division and/or by"critical efforts have included a focus
skills" positions and has prepared for on evaluating retention based
replacement of lost competencies and upon concerns raised. A
skills. This system has been formal workforce planning
automated. The plan is updated document has not been
annually. developed.
The Human Resources Department ✓ Implementation of NeoGov
has efficient and effective processes has enabled the streamlining
for recruiting and hiring qualified of the recruitment process
personnel. The process is both internally and with
standardized among all employees applicants.
and clearly documented.
Human Resources has standard city- ✓
wide procedures to announce
vacancies and to receive and process
applications.
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The Department, by policy, conducts ✓
employment procedures in a manner
that assures equal opportunity
regardless of age, race, color, religion,
sex, sexual orientation and national
origin
Human Resources job vacancy ✓
announcements provide information
on positions to be filled, education,
experience, knowledge, skills, and
abilities required, and compensation
range.
Human Resources utilizes technology ✓ As previously noted, the
to make the recruitment process more implementation of NeoGov has
efficient and timely. enabled the City to increase
efficiency in this area.
City website is used to highlight the ✓ Additionally, the City has
benefit and retirement packages and information on the website
other benefits of working for the city. regarding the benefits of
working for the City of Tigard.
Human Resources can demonstrate ✓ ✓ The department evaluates
that the employees hired within recent data regarding applicants and
years generally reflect the population hires and continues to work to
of the City's service area, and, if attract, recruit and select
certain races or ethnicities are qualified individuals that match
underrepresented, the City has the community's
developed and implemented a plan to demographics.
remedy that situation.
To the extent possible given factors ✓ ✓ Given the smaller size of the
outside the City's control, Human organization, turnover rates
Resources works to maintain a can vary greatly from year to
reasonably stable work force and a year and is generally due to
satisfying work environment by factors beyond the direct
addressing factors that contribute to control of HR. Many
increased turnover or low employee employees leave due to
morale. The annual rate of turnover is promotional opportunities and
less than 10% overall. career development.
The City conducts climate surveys ✓ A recent employee survey was
that measure employee satisfaction just completed and included
on such factors as work questions addressing many of
environment, quality of supervision, these issues.
safety, City-wide support, and
opportunities for professional
development
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The City conducts exit interviews with ✓
employees who terminate
employment and compile the results
of these interviews.
The department provides copies of ✓
the employee handbook, information
on City personnel policies, and
benefit packages to all employees
upon hire.
Human Resources provides a
comprehensive staff development
program to achieve and maintain high
levels of productivity and employee
performance.
Human Resources conducts
orientation programs for all new
employees, and includes information
on City procedures, performance
expectations and evaluations, training
and career opportunities, and
personnel policies regarding such
issues as absences, leave approval
and tardiness;
Human Resources has a City-wide
training program and maintains
training records on each staff
member.
Human Resources provides ongoing
City-wide training to the City's
employees regarding the City's
policies and procedures that prohibit
discrimination, sexual harassment,
and workplace violence.
Human Resources has established a ✓
progressive discipline system.
Human Resources has established ✓
and implemented policies regarding
the drug testing of employees who are
impaired by alcohol or drug abuse.
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Human Resources provides an ✓
employee assistance program for
staff to receive assistance with any
admitted substance abuse issues or
any impairment resulting from alcohol
or drug abuse.
Human Resources reviews its ✓ In conjunction with third-party
Workers' Compensation Program to administrators.
evaluate workers' compensation
claims and expenses.
Human Resources uses the results of ✓
these evaluations to be proactive in
attempts to cost effectively reduce
frequency and cost of Workers'
Compensation claims.
Human Resources has procedures ✓
that are distributed to all employees
concerning prompt reporting of all on-
the-job injuries.
Human Resources has a safety ✓
inspection program that determines
the corrective actions necessary
based upon past workers'
compensation claims and proactive
inspection of high-risk areas and
professions.
Human Resources does routine, cost- ✓
efficient monitoring and follow-up of
claims (by a third-party administrator)
to ensure that workers are returned to
work as soon as possible.
Human Resources has a claims ✓
review function to identify and
address situations, unsafe conditions,
or training deficiencies that may have
contributed to worker injuries or
accidents.
The Department has a written policy ✓
and procedure outlining FMLA Leave
guidelines and documentation.
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Progressive discipline is applied ✓ All attempts are made to
consistently across departments. ensure discipline imposed is
consistent across departments
based upon the unique factors
associated with each case.
Human Resources has developed a V
formal written compensation policy.
This policy has been clearly
communicated to the City's
employees.
Human Resources periodically ✓
compares its salaries for"benchmark"
classifications with other public and
private agencies and adjusts salaries
as necessary to enable the City to
compete for qualified applicants.
Human Resources has developed ✓ ✓ The City has an adopted
and implemented a variable compensation system,
compensation system, such as pay however, some concerns have
for performance, to establish linkages been expressed regarding how
between performance and well it establishes a direct tie
compensation. to individual performance.
Human Resources maintains up-to- ✓ All job descriptions are
date, clear, concise, and readily available on the City's website
accessible position descriptions that and provide the detailed
accurately identify the duties of each information listed including
position and the background and compensation. Classifications
competency levels required. The are reviewed on an as-needed
position descriptions are proactively basis to ensure they remain
reviewed for currency and accuracy current and up to date.
every three to four years.
Classification decisions made by ✓
Human Resources are based upon
objective and documented data (job
descriptions, questionnaires, interview
notes, and organization charts).
Internal equity is addressed at
Human Resources reviews the ✓ time of each new hire with
internal equity of classifications every adjustments made as needed.
three to four years.
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2 CENTRAL SERVICES
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Communications
The city has a webmaster to maintain V The City employs a web
the website with up-to-date services coordinator to handle
information across all departments all departments
The city uses customer surveys to The City does not utilize
determine effectiveness of web internal customer surveys for
content, including satisfaction with web services. An annual
timeliness of adding information to the survey would be beneficial for
site learning about customer
satisfaction with service levels
and web content/design (do
this internal—but nothing
external).
The city's website is user friendly and V The City's website is user
easy to navigate friendly and it is simple to
navigate
The city uses centralized ✓ The City has centralized
communications including a graphic communications including two
design for written communication. employees working in graphic
design to assist with internal
and external written
communications
The City has a written ✓ The City does not currently
communication's strategic plan have a written
communication's strategic plan
to guide communications'
integration with programs
across multiple departments
and to guide all
communications efforts
(including public education and
advocacy) over the next
several years
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The Communications team is involved While this might happen on
in projects from the start to reduce occasion, this does not occur
risk of misunderstanding of project regularly. By involving
scope/design/effectiveness communications/design on
initial project planning, they
are better situated to provide
effective services/results to the
client (department head)
The city's communications team is ✓ All departments receive
available to serve all city departments services from the City's
communications team (with
some using their services
more than others)
The city's communication team ✓ V For web services functions,
prioritizes requests and regularly this is currently done manually
reviews the status of requests to without an official means to
ensure timely delivery to customers track work orders (which don't
exist—services are done on a
first come-first served basis
from emailed requests). For
graphic design there is a work
ticketing system to prioritize
and monitor service response.
Recommend workload
metrics/performance indicators
that are reviewed annually to
determine if service delivery of
web services is meeting
expectations
Municipal Court
The court has a written strategic plan V This does not currently exist.
with measurable goals and metrics to
evaluate performance
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Courts are adequately staffed to ✓ Staffing is adequate for the
handle anticipated workload demand time; however, there is to be
implementation of red light and
speed cameras which could
significantly increase
workload. The Court recently
increased staffing in
anticipation of the added
workload and once a full year
of citations are processed, a
workload/time analysis should
be completed to determine
future staffing needs. Currently
one Court Clerk II is in the
courtroom during all
arraignments and trials. Time
and workload analysis reveals
very little time available after
handling all tasks related to
citation processing (1,125
hours annually for each of the
four court employees, leaving
only 25%of non-citation
related time to handle all other
court functions).
Court staff are cross-trained to ✓ V While there is some cross
perform multiple functions if training, a couple of
necessary employees are new and have
not received full training to be
able to independently handle
every function within court
operations (juvenile, civil
traffic, ordinance violations,
misdemeanor cases, etc.).
This is currently being
implemented
The court has written policies and ✓ The Court has Department
workflow mapping to assist staff in Operating Instructions (DOI)
completing their responsibilities that assist staff with knowing
what to do and how to
complete various work tasks
Fleet & Facilities
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Maintenance, replacement, and The City has a centralized fleet
management of fleet and equipment and equipment maintenance
are centralized division. An internal system
tracks projects by work order.
The City is averaging 1,064
fleet services (repairs,
preventative maintenance, and
scheduled maintenance)
annually for each of the past
two years
A replacement reserve or other The City maintains a fleet fund
funding mechanism is utilized to reserve. This reserve is
ensure timely replacement of fleet currently at$272,648, which
assets represents 88.6%of annual
expenditures.
Charge back rates are in place and The City uses its own
evaluated annually internally developed system
A preventative maintenance schedule This system is monitored by
has been adopted fleet services to ensure
compliance. There were 191
PMs completed in FY17 and
257 in FY18
Customers receive prior notification of Fleet services provides
upcoming preventative maintenance notification to each department
services of upcoming PM requirements
so they can coordinate
scheduling of those services
Work orders are electronic and The city's work order system
maintained for all maintenance tracks all fleet services work
activities
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The fleet division is adequately While there is only one FTE
staffed with an appropriate level of handling fleet and equipment
services handled in-house v. maintenance services (PM,
outsourced repairs, and SM), that
employee is performing at a
high level—allowing the City to
minimize contracted services
and thus save money. In-
house staff currently perform
oil changes only on equipment
due to staffing limitations;
however, the rate received
from an outside vendor for
vehicle oil changes is cost
effective
Using a weighted metric of 70%cost The weighted metric result at
and 30% number of projects, CIP $1M total project cost, 12
project management generally does projects, and 1 PM is 0.48.
not exceed 8 projects per PM or
$25M per PM.
Facilities maintenance has policies in Currently this is based on the
place to guide decision making on skill/experience level of
when to utilize outside vendors and to existing employees. Without a
guide employees on proper means to hold employees
performance accountable for not being
adequately trained, it could
lead to excessive contracted
expenses in the future if
employees do not hold the
minimum skill set to perform
expected workload. This
division does not currently
have written division-specific
policies in place
Facilities maintenance has There aren't any current
established performance measures in performance metrics or an
place and conducts an annual annual survey to gauge
customer survey to help determine performance results or
achievement of those measures workload activity
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Fleet and facilities While all departments should
inventory/equipment is regularly complete an annual inventory
inventoried by someone not with the inventory completed
responsible for the by someone outside of the
inventory/equipment department (not responsible
for the items being
inventoried), both fleet and
facilities have numerous tools
and other easily misplaced
items. For that reason, it is
important that someone not
responsible for the items being
inventoried regularly account
for all equipment and items in
inventory
The ratio of facilities to maintenance Excluding the supervisor, there
staff is generally around 45,000— are four staff to maintain 13
50,000 building square footage to 1 buildings, with a cumulative
maintenance employee (does not square footage of 129,184.
account for contracted repairs for Additional maintenance occurs
technical expertise) at other buildings (Fanno
Creek House, Summer Lake
Shop, skate park, etc.) This
comes to 32,296 per
maintenance employee plus
those other facilities. This ratio
is slightly lower than the ratio
normally recommended;
however, some of the city's
facilities are older and thus
require more time and effort to
maintain them. Additionally,
facilities that are not
reasonably co-located are
justification for a lower ratio.
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Administration & Customer Service
The Building Division utilizes the most ✓ The state building code in
current version of the State Building Oregon is uniform, and all
Code. local municipalities follow this
code.
A monthly report is generated for the ✓ No regular reports are
City Manager reporting actual vs. generated to gauge
planned performance against cycle compliance or performance
time objectives. relative to cycle time goals.
A formal cost recovery policy has ✓ The Division operates as an
been developed and adopted by the enterprise fund, and revenues
City for the Building Division. are sufficient to cover
expenditures.
The fees associated with building ✓ ✓ Fees are not directly evaluated
permits are evaluated annually and for cost recovery levels, but all
adjusted as necessary to maintain fees are based on the ICC
compliance with the adopted cost building valuation table, which
recovery policy. gets updated annually.
The City has conducted a formal ✓ ✓ The City has not conducted a
building permit fee study within the formal fee study, but all fees
last 5 years to ensure individual fees are based on the ICC building
charged are (1) appropriate and in valuation table, which gets
proportion to the staff time required updated annually.
for review and processing; and (2) at
a level sufficient to cover full cost of
services provided (or level of cost
recovery adopted by policy).
A Policy and Procedures Guide has ✓ The Building Division has a
been developed for employees comprehensive operating plan
covering major processes and which covers administrative,
procedures relative to building permit plan review, inspections,
plan review and inspection processes. permitting, and compliance
standards.
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Customer service is a priority for the ✓ ✓ Building permit application
Division. guides are readily available for
• Easy-to-understand application customers. Online permit
guides for the building permit and applications are accepted, but
inspection process are available to only for permit types which do
customers in the lobby. not require plan submittal
• Customer satisfaction surveys are (further digital automation is
used periodically. being implemented). Customer
• On-line applications are used for surveys are not used.
building permits.
A"one-stop" shop is utilized for ✓ All community development
building permit plan checking and all functions are co-located and
of the key departments/divisions are there is a single plan intake
co-located. location; customers have only
one stop to make.
The filing system is easy to use for ✓ Staff can review documents in
employees and records are easy to Accela, and they also make
retrieve. use of Laserfiche. The
Department also has a
physical filing room for hard
copies.
Building code interpretations are ✓ The State of Oregon issues
memorialized in an up-to-date, easy- interpretations and gives
to-use document. informal rulings on cases if a
Building Official asks for them.
Records of these rulings are
available to staff.
The departments and divisions that ✓ The City's GIS system,
participate in the building permit GeoCortex, is available to all
process have access to GIS including plan review staff and includes
the assessor parcels, general plan the necessary layers for
categories, zoning districts, aerials, making determinations.
flood and drainage data, utilities, etc.
A formal ongoing employee training ✓ ✓ Ongoing training is a major
program is provided based upon an part of employees'work. This
employee needs assessment. training is primarily focused on
maintaining certifications
rather than enrichment and
addressing identified needs.
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A formal appeal process is in place ✓ A process is in place which
that a contractor/builder or takes appeals through the
architect/design professional may Oregon Building Codes
utilize when disagreements occur Division.
regarding the building official's
interpretation of the adopted building
code/zoning regulations.
The Building, Permitting and ✓ The City's website includes
Inspections Division makes effective application forms, information
utilization of the internet and the City's about submittal requirements,
website to disseminate information to citizen access to Accela, fee
applicants regarding submittal schedules, and the
requirements, provide applications development code.
and application guides, and enable
on-line submittal of selected
documents.
The City has adopted a formal ✓ The City does not have an
"expedited" permitting process that established process for
fast-tracks the review process for expediting plan review.
those projects meeting established
criteria (such as economic
development potential,job creation,
etc.).
Building Permit/Plan Review
Accela is utilized to (1) accept and ✓ ✓ 1,2,4,5,6: Yes. Accela is used
issue building permits; (2)assure the for application intake, issuing
status of each plan submittal is visible of permits, viewing the status
during the plan check process; (3) of each application and
manage the processing time for making it available to
building permit plan checking; (4) customers, recording
provide a database of inspection and applications, comments, and
plan checking service; (5)enable all review activities in an
of the departments/divisions involved accessible database, and
in the building permit plan check accepting some online
process to enter and retrieve data and
comments regarding permit applications.
applications; and (6)facilitate
customer service through access to 3: No. Accela is not currently
the internet to enable customers to used to manage processing
submit building permit and inspection times.
requests.
Over-the-counter plan check service ✓ The counter is open four days
is provided every business day for per week, and over-the-
minor permits and those that do not counter plan check is offered
require structural calculations. four days per week.
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ICC certified Permit Technicians are ✓ ✓ Permit technicians perform the
utilized to provide customer service at majority of counter duties.
the counter and over-the-counter plan
checking. One technician is ICC certified,
but the others are not.
Building permit plan checking is ✓ Building permit plan review is
accomplished concurrently by all of accomplished concurrently.
the departments/divisions involved in Building permit technicians
the process, rather than sequentially. route plans to all involved
divisions at once.
The Building, Permitting and ✓ ✓ 1: Yes. Cycle times are
Inspections Division utilizes a case established in the planning
management system to manage the division and in the Building
length of calendar time required for Division operating plan.
building permit plan checks. The
system includes (1) cycle time 2,3: No. Processing times are
objectives have been set for the not tracked and reported upon,
length of time for completion of plan and delays are only addressed
checking; (2)collection of actual on an informal, as-needed
processing time using the automated basis.
permitting system to enable a
comparison to these targets, and (3)
the exercise of authority by someone
in the Department with the other
departments/divisions to resolve
delays in completion of plan checks.
The City makes use of ✓ ✓ The City does not have this
digital/electronic plan review for capability yet, but is in the
accepting electronic plans and routing process of soliciting a vendor
them without physical copies. to help implement a system.
Building permit plan applications are ✓ Counter staff check all
checked at the counter upon submittal submittals for completeness,
for initial completeness and rejected if with the exception of those
missing basic items. that are submitted in mass
numbers as part of a large
development.
A periodic quality assurance review of ✓ Plan reviewer's work is
plan reviewers'work efforts, checked when inspectors do
comments, and listed conditions of their work in the field, but not
approval is conducted by a supervisor through an established QA
at least annually and incorporated into program.
the employee's performance review.
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Cycle time objectives for completion ✓ The City aims for 2-3 weeks at
of the first plan check meet the maximum but does not
established targets. have a formally established
target or policy.
External/contracted plan reviewers ✓ Consultants are used for
are utilized, as necessary, to ensure engineering review when
the department meets adopted plan particular complexity is
review targets. involved.
Plan reviewers receive at least 40 ✓ Plan reviewers have state
hours of training annually that cover a required continuing education
variety of topics including: credits, as well as ICC courses
administrative and legal aspects of required to maintain their
code enforcement, and the technical certifications.
requirements of the code.
Staff have the state required
Plan checking staff holds appropriate ✓ certifications, which are
ICC certification. required for work in Oregon
and include significant overlap
with the ICC requirements.
Building Inspections
Inspection requests are accepted until ✓ Anything before 7am on the
6:00 a.m. on the day inspections are same day is accepted.
to be completed.
Inspection requests are handled ✓ An IVR system is used to
through an automated voice-activated schedule inspections.
inspection request system (IVR)or
online inspection request system that
is linked to the permit information
system.
Inspection requests are responded to ✓ The goal is to conduct
by a Building Inspector within one inspections within one day,
workday of the request for inspection. and fewer than 1%of
inspections take longer than
the next day.
Evening and weekend inspections are ✓ Early morning or after-hours
available (in emergency situations)to inspections are offered by
customers for an additional fee. request, for an additional fee.
Inspectors allocate 85%to 90% of ✓ Inspectors spend about 75-
their available work hours to field 80% of their working time in
work conducting building inspections. the field.
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The inspection workload is V ✓ Most inspectors average 10-15
reasonable; the workload on average address stops per day. The
is not excessive compromising busiest inspector averages 16
inspection quality, nor too little per day. Three inspectors
resulting in unproductive use of have more than 15 stops on at
inspectors. On average, building least 30%of their days, and
inspectors approximate 12 to 15 23%of all days have more
inspection stops per inspector per than 15 stops.
day.
Building Inspectors use automated ✓ Inspectors use tablets in the
input devices to record inspection field with Accela access.
results and to access/display
inspection history while in the field.
Building Inspectors receive at least 40 ✓ Inspectors get the continuing
hours of training annually that cover a education hours required to
variety of topics including: maintain certification with the
administrative and legal aspects of Oregon Building Code
code enforcement, and the technical Division.
requirements of the code.
The Building, Permitting and ✓ The quality control program
Inspections Division has implemented includes some ride-along
an inspection quality control program observations and
that includes such aspects as conversations with contractors
supervisory"ride-along"with who are the Division's
inspectors to observe their inspection customers.
procedures, periodic supervisory
visits to major jobs to review the
results of inspections and visit with
contractors to discuss inspectors'
customer service demeanor, etc.
The Building, Permitting and ✓ The City uses "investigation
Inspections Division has adopted and fees" rather than re-inspection
utilizes re-inspection fees for fees, and these are based on
"inspection not ready" including a fee an hourly rate.
for each time obvious corrections
previously noticed in writing have not
been corrected upon re-inspection.
Entitlement Applications
The Building &Safety Division ✓ All zoning applications are
provides zoning clearance for simple processed through the building
building permit plan checks. division.
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Planning staff has written procedures ✓ ✓ The Division has some SOP's
or procedures manual for application in their shared drive, but no
acceptance, processing, report formally compiled manual
writing, conditions, resolutions, which comprehensively
minutes and filing. outlines the process.
Authority for staff approval of minor ✓ Applications are classified into
land entitlement permits is delegated Type 1, Type 2, and Type 3,
in the Zoning Ordinance to a clearly and these each have their own
identified authority, such as a Zoning decision-making authority
Administrator. levels.
An up-to-date zoning ordinance is ✓ The zoning ordinance is
available that is easy for staff to available online, and it is a
interpret and understand, includes an useful tool for planners. They
index to make sections of the are able to use it consistently
ordinance easy to locate, and is and search for what they need.
consistent with the general plan.
Zoning ordinance interpretations are ✓ Zoning ordinance
memorialized in an up-to-date, easy interpretations are saved and
to use document. searchable in Laserfiche.
The Department notifies the applicant ✓ Applicants are introduced to
of the name of the case manager their case manager either at
assigned to the processing of their the counter when they submit
land entitlement permit application their application (Type 1), or at
including the telephone number, fax the pre-application conference
number, and e-mail address of the (Type 2/3).
project planner within five (5)
workdays after the application has
been assigned to the case manager.
The cycle time for the processing of ✓ Processing cycle times are not
current planning permits meets routinely measured or reported
metrics. upon.
The Department has a formal written ✓ ✓ The division will prioritize
process in place to close cases when cases which are nearing the
no activity has occurred with the case State's 120-day deadline but
for 90 calendar days. does not have a formal
process in place to close old
cases.
The current planning costs of the ✓ ✓ The Department does collect
Planning Department are recovered application fees, but do not
through fees. charge their time to specific
projects and do not attempt full
cost recovery.
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Permit applications are processed ✓ ✓ Land use applications are
using a concurrent process. Permit processed concurrently but
applications are distributed building permit applications
simultaneously to all of the follow a more sequential
departments/divisions for plan review. process.
Applicants for permit applications, or ✓ The Division maintains contact
their representatives, are invited to with applicants. If an
meet with the case manager and application remains
other necessary staff to discuss their incomplete, the applicant
application if it will be deemed receives a letter outlining
incomplete at 30-days. The case reasons for incompleteness.
manager informs the applicant face- Staff may also call them, if
to-face about basic problems, if any, they are an inexperienced
with the application, preliminary applicant.
environmental findings, basic
conditions that might be imposed, and
timing for processing of the
application.
Design review guidelines are ✓ Design review guidelines are
maintained to assure the quality of the in place, and they are
development product and to provide maintained and kept up-to-
guidance to the applicant and to staff. date.
These include design guidelines for
single family homes, multi-family
homes, and commercial.
The standard conditions of approval ✓ ✓ The standard conditions are
used in the review of planning permits included in a template that
are documented in an online library of staff use to develop written
conditions. opinion/decision documents.
They are not contained in an
online library, however.
Staff reports are clear and concise ✓ Staff reports are clear and
and recommendations are based focused, and they discuss
upon goals of the General Plan, findings under each of the
requirements and guidelines in the applicable review criteria,
Zoning Ordinance, and/or adopted which include relevant policies
City policy. and code sections.
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Performance Audit—Technical Appendices TIGARD, OREGON
4 FINANCE & INFORMATION SERVICES
Meets Does Not
Best Practice/Operational Target Target Meet Target Comment
Information Services
The City uses a firewall and antivirus The City employs a firewall
software to protect servers from and antivirus software to
malicious intrusion protect its servers
Security standards are in place to Interviews reveal that there
monitor the system for unauthorized isn't appropriate software
intrusion monitoring IT logs and thus a
hacker could penetrate the
system and the City might not
know about it.
GIS staff provide proactive assistance GIS staff perform this function,
to all departments to help them but there could be a more
benefit from spatial analysis of GIS proactive system in place to
data ensure department heads are
knowledgeable about, and
take advantage of, GIS
technology for spatial analysis
of data. This ensures better
decision-making abilities within
department operations.
An information technology steering The City has a GIS steering
committee is in place to provide input committee, but not an IT
on IT policies, standards, application steering committee in place.
development priorities, etc.
There is sufficient on-site support staff Staff respond to approximately
to support the City's IT needs 4,700 IT service tickets
annually. Depending on the
time requirements to service
and complete a ticket, the
City's current IT staffing levels
are questionable as to their
adequacy. Current time frames
for responses to tickets are 4
hours for urgent matters, 8
hours for priority matters, and
4 days for regular matters.
Staff burnout is a concern.
Matrix Consulting Group Page 71
Performance Audit—Technical Appendices TIGARD, OREGON
The IT department conducts annual IT does not have a steering
assessments to identify technology committee directly, but rather
needs there is an informal process
with staff to discuss IT needs.
The IT division uses appropriate Some performance measures
performance measures and are in place and the Steering
benchmarks to evaluate major Committee regularly meets to
programs and service delivery discuss IT goals; however,
more specific measures could
be implemented to better
gauge and monitor success
The IT division conducts annual These surveys are sent out
customer surveys to identify service daily, which is excellent as it
level and technology satisfaction of provides for timely feedback.
users
The ratio of IT division staff as a FY19 staffing in IT is 5, which
percentage of citywide staff is 2%to is 1.74%of total FTE levels
3% (286.3 FTEs). These numbers
exclude GIS staff.
IT division expenditures as a FY19 IT operating budget
percentage of the overall city budget (excluding GIS expenses) is
is 2%to 3% $1,856,888, which is 2.78%of
total operating budget of
$66,757,897.
IT actively employs an internal The city uses an internal
phishing campaign with clickthrough phishing campaign (excellent),
rates of less than 5% but the clickthrough rate is
reported to be at 50%. A
clickthrough rate at this high
percentage indicates that
employees either do not take
seriously the threat of
malicious software infecting
the city's servers or they are
unaware of those
dangers/risks. Cybersecurity
awareness in general is a vital
area for municipal
governments considering the
many recent threats of server
hijacking against local
governments.
Matrix Consulting Group Page 72
Performance Audit—Technical Appendices TIGARD, OREGON
There is an IT master plan, including The City just completed their
disaster recovery, in place first IT strategic plan; however,
specific steps for IT disaster
recovery are not included in
the plan.
City employees receive ongoing Interviews reveal regular
training in online security procedures training for City employees
with online security
The IT division uses IT helpdesk IT utilizes a helpdesk tracking
tracking software to ensure timely system to help them manage
response to needs and to identify service requests and ensure
areas in which overall improvements timely response to calls for
can be made service
The City has an integrated ERP The city has an integrated
system to reduce risk that separate system for finance and HR;
computer systems won't effectively however, asset management
communicate with each other and work order tracking are
separate
IT staff training costs are IT training expenses of
approximately 2% of total IT payroll $20,712 represent 2.6%of
total IT salaries & benefits
IT enforces password security IT has a password security
including periodic changes to policy and requires periodic
password changes to passwords
Budget/CIP
A budget calendar is established and The 2020 budget calendar is
communicated with all necessary thorough and includes
employees information on lead person to
handle certain functions, start
dates, due dates, and
appropriate notes
There are detailed procedures in Detailed procedures are in
place for preparing, adopting, place for all phases of budget
monitoring, and amending the budget development
The City has a multi-year capital The CIP includes six years of
improvement plan that includes data including project name,
annual capital expenses by year project description, project
through estimated construction location, funding source, and
completion and includes projected budgeted amounts for each
operating costs for future budgets year of a project
Matrix Consulting Group Page 73
Performance Audit—Technical Appendices TIGARD, OREGON
Contracting & Purchasing
Purchasing thresholds and policies Purchasing policies and
are established thresholds are established,
identifying specific processes
to follow if a purchase ranges
from $1 - $10,000; $10,001 to
$100,000; or is more than
$100,000. Ranges up to
$20,000, $20,001 -$100,000
and $100,000 and up are in
place for personal and
professional services.
The City uses electronic purchase The city's practices include
requisitions and purchase orders to electronic purchase
streamline the procurement process requisitions and electronic
and ensure compliance with policies purchase orders enabling
effective determination of
policy compliance
The City uses a P-card/credit card The City has a P-card program
program that provides financial and policy. P-cards are
incentives to the city and there is a audited quarterly as time
policy in place for the cards' use. permits.
The organization proactively Time does not permit this
researches and seeks buying function to be done thoroughly.
discounts The City is able to take
advantage of State buying
discounts and will research
buying discounts when time
permits. Additional staffing to
perform this function could
save the city money.
Financial Operations
Finance staff are cross trained for While staff are cross trained,
critical processes there aren't any mandated job
rotations that occur (internal
control) and with limited
staffing, there is added risk
that a backup won't be
available in an emergency.
Finance Department funding
cuts could be critical to the
effectiveness of operations
Financial staff receive annual training Money is budgeted for annual
and professional development training and professional
development
Matrix Consulting Group Page 74
Performance Audit—Technical Appendices TIGARD, OREGON
Written policies and procedures, V Policies and procedures are
including workflow mapping, are in generally adequate.
place for critical financial processes
The budget receives the GFOA ✓ The city regularly receives this
Distinguished Budget Presentation award
award.
Monthly budget-to-actual reports are ✓ The City provides monthly
prepared and provided to budget-to-actual reports on the
departments and elected officials City's drive for everyone to
access
The City uses long-term financial ✓ The City averages 4.2%
forecasting including annual contingency funding across
contingency funding general fund departments. The
City employs long-term
financial forecasting (10 years)
that includes estimates for
various reserves (emergency,
cash, and service level),
revenues, and expenditures.
The City provides this data in
numeric format and with visual
displays with trendlines.
The City has general fund reserves ✓ The City's financial policies
that are at least 16.67%of annual require a 2 month reserve—or
expenditures 16.67%of annual
expenditures. Current GF
reserves are at$13,390,375,
or 20%of total operating
budgeted expenditures.
All disbursements are supported by ✓ Risk factor of further budget
adequate documentation reductions since only one
employee performs this
function
Invoices are reviewed and approved ✓ All invoices are reviewed and
prior to payment approved prior to payment;
however, the City only has one
person performing the AP
function so any funding cuts to
finance could be critical toward
their ability to safeguard public
funds
Accounts payables are processed in ✓ Risk factor of further budget
sufficient time to take advantage of reductions since only one
discounts/not pay penalties employee performs this
function
Matrix Consulting Group Page 75
Performance Audit—Technical Appendices TIGARD, OREGON
All changes to payroll require prior ✓ This process exists; however,
written authorization, can only be there is only one employee
completed by limited personnel handling payroll functions so
(software restrictions), and all for internal control purposes,
changes are reviewed by someone any cuts to funding would be
else to ensure accuracy critical and put the city at
significant risk for fraud, waste,
or abuse
The Finance Department performs ✓ The City has been unable to
regular analytics on spending to perform regular analytics due
ensure compliance with policies and to manpower shortages
for internal control purposes
The City's finance department ✓ The City does not currently
handles centralized grant centralize its grant
management management system, relying
on individual departments to
manage their own grants
without external review or
monitoring to ensure
compliance. Additional staffing
resources could help the City
establish centralized grants
management.
Deposits are made daily ✓ The organization makes daily
bank deposits
The organization conducts annual ✓ The City does not currently
fraud risk assessments and at least conduct an annual
once every three years conducts a occupational fraud risk
complete internal control assessment assessment, which could
from an independent expert leave the City vulnerable to
outdated or possibly ineffective
internal controls (which could
cost the City significant money
if fraud, waste, or abuse were
to occur in the future)
The City centralizes its contract ✓ While ultimately the City has
management processes decentralized management of
contracts, the City has a
centralized contract monitoring
system in place allowing for
better oversight of City
contracts to help ensure
compliance with legal
requirements.
Matrix Consulting Group Page 76
Performance Audit—Technical Appendices TIGARD, OREGON
Budgets and CAFR reports are ✓ Several years of CAFR and
provided online for public review budget documents are
available on the City's website
for public review and
inspection
The City has an established fund ✓ The City's fund reserves
reserve policy identifying minimum practices are thorough and the
GF reserve levels and steps to take if City uses long-range financial
those reserves are not met planning to estimate fund
reserves and fund reserve
percentages for up to 10 years
in the future
Bank reconciliations occur monthly ✓ Bank reconciliations occur
monthly. Reductions in staffing
could hinder the city's ability to
accomplish this task timely,
which would affect the city's
ability to comply with UCC §4-
406
The City accepts online payments for ✓ The City accepts online
services payments including utility
billing, court, permitting, and
others. Business licensing
cannot currently be renewed
online due to software
restrictions (should ensure all
payments can be made
online). On-line payments
reduce the risk of cash/check
mishandling and provide an
easy way for customers to
complete transactions
The City regularly conducts ✓ Regular management audits or
management audits of purchases to purchases provides a
verify the item purchased is/was used significant deterrent toward
only for official city purposes fraud, waste, or abuse. This is
an important internal control
that the City does not currently
have the staffing capacity to
complete
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Performance Audit—Technical Appendices TIGARD, OREGON
•
5 LIBRARY
Meets Does Not
Best Practice/Operational Target Target Meet Target Comment
Administration
The Library has a multi-year strategic The Library developed a 5
plan. year plan in 2015—
'Tomorrowland: The Future
Belongs to Dreamers and
Doers'.
The Library has developed V There are 3 goals and 9
measurable goals and objectives to objectives, only some of which
track their performance against the are measurable.
strategic plan.
The Library has a set of performance V The Library extensively
measures to track their progress monitors performance
toward established goals. consistent with the measures
tracked by the Oregon State
Library.
Cardholders as a percent of V At 48%Tigard falls moderately
population exceed 65%. below the target.
Annual circulation per cardholder V At over 36 items per
exceeds 12 per year cardholder, Tigard patrons
actively use library resources.
These counts do not include
electronically circulated items.
Proportion of collection replaced per V New physical items were 12%
year exceeds 5%. of the collection last year.
Again, this does not include e-
resources.
There are no more than 3 V While there are various titles
organizational levels under the reflecting experience and
director of the library. compensation at the line level,
Senior/Librarian/Assistant/
Library Assistant have many
common roles.
Services coordinated with other V Some coordination with
service providers in the City (e.g., recreation and with local non-
recreation services). profits with opportunities to
increase these efforts.
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Meets Does Not
Best Practice/Operational Target Target Meet Target Comment
Historical resources are coordinated V The Library has a `historical
with local groups. room'.
The Library participates in regional V The Tigard Library is a
consortia for materials and programs. member of the Washington
County Cooperative Library
Services (WCCLS) which
shares collections and
program successes.
Collections of non-book materials, V Extensive non-book physical
including archival/cultural materials, and virtual collections.
audio-visual materials, games
(computer and board games), Braille
materials, etc.
Grants are sought and secured for V No major grants at this time.
new technology and programs or to
assist with the delivery of existing
programs and services.
The Library leverages community V The Library is supported by a
resources (private, not-for-profit, Foundation and Friends
Friends of the Library, etc.) to organization. There are,
supplement City funds? however, opportunities to
increase this support.
Staff receive annual training on new
developments in library services
Service Delivery
The Library is open at least 60 hours V At 69 hours per week, the
per week. Tigard Library is accessible to
patrons.
The Library is open and available to V The Library is open 7 days
the public during non-business hours each week and until 9pm on
and days. weeknights. However, the
Library should evaluate how
useful some later evening
hours are for patrons (visits
drop off significantly after
about 8pm).
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Meets Does Not
Best Practice/Operational Target Target Meet Target Comment
Reference questions are offered V Reference questions can be
online or on the phone. asked via the phone, email or
chat online (Answerland).
The Library conducts a regular V The Library develops quarterly
survey of users' satisfaction with the surveys of patrons which focus
services provided. on specific topics (e.g.,
summer reading interests).
The library tracks the usage of V All professional Library staff
materials (including renewals and have collection development
wait lists) by volume, time, content responsibilities and measure
type, and media type. interest and patron usage,
The Library processes and catalogs V Target generally met;for new
materials within 3 days of receipt. materials having a master
contract with Ingram's
facilitates for this.
Periodic inspections of materials are V Daily shelf reading by most
made to ensure that shelving is staff, including more senior
accurate. staff.
Programs designed to reach V The Library offers programs
numerous target audiences (children, for children, young adults and
adults, seniors, etc.). Program adults on a near daily basis.
performance, quality and community
feedback is tracked.
New programs are developed V Staff meetings on a weekly
annually to prevent declines in and other frequency basis to
interest and/or quality. evaluate the success of
programs, how to modify or
eliminate other programs.
Outreach efforts exist to get to V Outreach efforts are targeted
audiences who cannot get to the toward schools as well as the
library (e.g., homebound services)? homebound. However, there
may be opportunities to
support specific segments of
the community (e.g., seniors).
A centralized volunteer program is in V A volunteer coordinator
place to augment and support staff recruits, trains and provides
efforts. oversight to volunteer support
in the Library. She works with
the City's general volunteer
efforts.
Matrix Consulting Group Page 80
Performance Audit—Technical Appendices TIGARD, OREGON
Meets Does Not
Best Practice/Operational Target Target Meet Target Comment
Volunteers are utilized widely in the V Approximately 170 volunteers
Library including readers'and support the Library each
technical services. month, totaling over 15,000
hours in the last fiscal year).
The roles are varied in
circulation, readers'and
technical services.
Technology
The Library has extensive V The Library is substantially
investments in electronic media. invested in electronic media
(e.g., e-books and e-
databases). Three (3)
automated circulation
checkouts are also available
for patron use.
Patron computer workstations exist V The State Library Report for
for internet use and for other uses 2017-18 lists 79.
(e.g., word processing).
Computer workstations have wait V Two hours of continuous use,
times managed. per policy.
The library has a long-term V The Library is part of the City's
technology plan. technology planning.
A refreshment program is in place to V No formal replacement plan.
replace computer systems.
Information system support is V Support to staff; patron
provided to users and staff. classes.
A central webmaster is designated to V The Library shares social
manage the content of the Library's media content among several
website staff with risks to consistency
and quality.
The Library's information systems are V The Library is part of the City's
coordinated within the City's IT technology planning with
planning efforts. impacts on workstation
refreshing targets.
Marketing
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Performance Audit—Technical Appendices TIGARD, OREGON
Meets Does Not
Best Practice/Operational Target Target Meet Target Comment
The Library has developed a V Marketing materials (both print
consistent brand for its and online—web and social
communications and marketing media) are not branded with a
efforts. consistent look. Multiple
people are involved in social
media and web presence,
The Library utilizes social media V Yes, but issues relating to
extensively for outreach. content contributions.
The Library's web page and use of V But limited to the web style
social media is coordinated with the and social media policies on
City's efforts. content.
Web and social media content is V Loosely coordinated among
developed with a consistent look and several staff.
feel throughout the Library's website
Matrix Consulting Group Page 82
Performance Audit—Technical Appendices TIGARD, OREGON
6 POLICE
Meets Does Not
Best Practice/Operational Target Target Meet Target Improvement Opportunity
Administration
The Department's command structure ✓ The department has an
has a clear chain of command for effective command structure.
effective decision making and There is a clear separation of
separation of roles. roles. Major tasks are
assigned to different command
staff members. There is no
overlap of tasks. An
administrative Lieutenant
position was not replaced and
those tasks were absorbed by
other command staff.
The department uses cost reduction N/A This is still under review. The
strategies. department hires minimum
overtime needed to maintain
appropriate staffing. Training is
planned to avoid the need for
overtime. Minimum staffing is
lower during periods of
normally low call loads. All
expenses are approved by
more than one level of
authority.
There is appropriate span of control ✓ There are no one over one
for command supervision. spans of control. Where there
are limited spans of control
there are other tasks assigned.
Sworn members are not assigned to There are no major tasks that
complete major tasks that could be are being completed by sworn
done less expensively with non-sworn members that should be done
personnel. by non-sworn.
The department appropriately N/A This is still under review.
manages its overtime budget. Police departments typically
expend 5%to 10%of their
total employee budget on
overtime.
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Meets Does Not
Best Practice/Operational Target Target Meet Target Improvement Opportunity
Patrol
Patrol Staffing Levels ✓ CAD data has been reviewed
and though overall proactive
time is 54%, between 10am
and 2pm the department
appears to be understaffed to
meet community generated
calls for service. There were
19,364 community generated
calls for service in 2018.
There is an appropriate level of ✓ There is a patrol supervision
supervision. ratio of approximately 1
Sergeant to every 5 officers.
A sergeant responds to every use of Sergeants respond to every
force or arrest. use of force incidents and all
events are reviewed.
Patrol zones/beats are designed to N/A This still under review. Patrol
provide quick response and zones (districts) are designed
incorporate call load and geographic along geographic boundaries
boundaries. and historic call load.
The department uses electronic field ✓ Allowing officers to complete
reporting software. routine reports in the field and
avoid returning to the
department decreases call
response times and increases
officer time in the field.
The department is involved in ✓ The department is involved in
community engagement/community several community policing
policing activities. activities such as Coffee with a
Cop, Open Houses,
Community Events and School
events.
Officers are involved in collateral ✓ Officers have collateral duties
duties that are not covered by full time such as the Washington
positions. County Tac team and training.
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Meets Does Not
Best Practice/Operational Target Target Meet Target Improvement Opportunity
Detectives
The caseload for detectives is ✓ Detective caseloads are low,
appropriate. there were 99 cases assigned
in the Commercial Crimes Unit
2017 between 3 detectives
(There are 4 detectives, but
one is assigned full time to the
DEA). This represents about
33 cases per detective per
year or 3 a month. It should be
noted that detectives have
other duties as well. This is
low case load.
The Criminal Investigations
Unit detectives were assigned
140 cases in 2017 between 5
detectives. This represents
about 28 cases per detective
per year or 2 a month. It
should be noted that
detectives have other duties
as well. This is low case load.
The detective unit uses case ✓ This is the current practice of
solvability factors to assign or the detective unit.
suspend cases.
The detectives use case management ✓ Case statuses are updated
software to update case status. verbally and the supervisor is
made aware of updates and
they are tracked in case
management software.
There is restricted and limited access ✓ Only a limited number of
to the property room. personnel should have access
to the property room and
evidence.
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Meets Does Not
Best Practice/Operational Target Target Meet Target Improvement Opportunity
The property room is organized and ✓ Evidence is stored
high value items (drugs, cash and appropriately and to best
guns) are stored in separate double practice. Some large items are
secured area within the property stored in secondary storage,
room. this is due to facilities issues
and limited size of the property
room(s). All items are
documented, barcoded and
entered into the property
management software.
Administrative Staff
Administrative staff is cross trained so ✓ Some of the administrative
that critical functions can be covered assistant's tasks could be
during vacations and unexpected handled on a limited basis by
absences. other staff.
Account Payable functions are ✓ These functions are handled
effective. centrally, but the department
supplies appropriate
documentation.
Tasks assigned to administrative staff ✓ The staff is able to meet all
are completed within required required deadlines, record
deadlines. requests, permits, and case
discovery.
Dispatch/RMS
The dispatch center is staffed ✓ The Tigard Police Department
appropriately for call volume. is part of County Regional
dispatch system. There are no
reported concerns.
RMS ✓ The department was part of a
region wide RMS that was
hosted by the Portland Police
Bureau. That system had
several issues and Tigard PD
switched to a new RMS
(Mark43). The system has
improved functionality.
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Best Practice/Operational Target Target Meet Target Improvement Opportunity
Equipment
The department uses body worn The department uses
cameras and/or in car cameras. Panasonic in car camera
systems in about 75%of their
vehicles. Traffic, SROs and K9
utilize body worn cameras.
The department has
researched using body worn
cameras but has not moved to
purchase or use them. Body
worn cameras are quickly
becoming best practice as
they help in prosecution of
cases and exoneration of
officers. They can also reduce
police liability.
Patrol officers are issued patrol riffles ✓ Officers are currently carrying
patrol riffles. Though shotguns
were the standard years ago,
they have three limitations that
patrol rifles don't have- Limited
accuracy at distance, buckshot
rounds are effective at close
range but spread over
distance increasing chances of
stray pellets hitting something
other than the intended target.
Slug rounds are more accurate
but can over penetrate. Riffles
are more accurate and specific
police rounds can eliminate
over penetration issues.
The department patrol fleet is sized N/A This is still under review.
appropriate for the normal operations. Recommended average age of
2 to 4 years. When a fleet is
aged it lacks updated safety
equipment and maintenance
costs increase. Vehicle
warranties generally end at 5
years and 120,000 miles.
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Meets Does Not
Best Practice/Operational Target Target Meet Target Improvement Opportunity
The detective fleet is appropriate for N/A This is still under review.
normal operations. Detective and administrative
vehicles are normally kept for
longer periods of time because
they are not driven significant
miles per year. Recommended
average age of 3 to 4 years.
When a fleet is aged it lacks
updated safety equipment and
maintenance costs increase.
Administrative fleet is appropriate for N/A This is still under review.
normal operations. Administrative vehicles are
normally kept for longer
periods of time because they
are not driven significant miles
per year. Recommended
average age of 3 to 4 years.
When a fleet is aged it lacks
updated safety equipment and
maintenance costs increase.
Matrix Consulting Group Page 88
Performance Audit—Technical Appendices TIGARD, OREGON
7 PUBLIC WORKS
Meets Does Not
Best Practice/Operational Target Target Meet Target Comment
Administration
The department maintains and ✓ ✓ Individual master plans for
publishes a clearly written, multi-year each of the infrastructure
(five years at a minimum) strategic systems streets, water, sewer,
plan to provide vision and direction for wastewater, and parks—are in
the department's effort. The plan place. These plans should be
clearly delineates the department's updated every 5 years. Their
goals, and objectives and strategies purpose is primarily technical
for achieving them. rather than strategic, and their
focus is at the system level,
rather than the department
level.
The Public Works Department ✓ The budget contains some
generates goals, objectives, and metrics, but not with a level of
performance measures monitoring detail or relevance that is
reports on a quarterly basis to convey sufficient to drive decision-
the department's performance to the making based on strategic
City Manager. goals. There is room for
improvement in the availability
of data and the use of
performance standards.
An effective asset management ✓ ✓ Maintstar has been installed
system has been installed that as the City's work order
includes an inventory of the assets to system, but its asset
be maintained and details on management capabilities are
components and maintenance. limited.
Geographic based information on the ✓ The GIS system has not yet
infrastructure is accessible and linked been effectively linked to
to the asset management system. MaintStar.
Matrix Consulting Group Page 89
Performance Audit—Technical Appendices TIGARD, OREGON
Meets Does Not
Best Practice/Operational Target Target Meet Target Comment
The organizational structure is ✓ ✓ The organization is "flat"
efficient. enough to be efficient—
excessive hierarchy is not an
issue and spans of control are
mostly reasonable. The City
Engineer's span of control is
wide; the position oversees a
wide range of administrative,
project management, and
development review
engineering functions.
A comprehensive multi-hazard ✓ The City meets FEMA and ICS
emergency plan has been adopted, standards for emergency
tested, and maintained. management, maintains inter-
governmental agreements,
and performs regular safety
drills.
Park Maintenance
Managerial responsibility for the ✓ A designated division is
maintenance of parks and landscaped responsible for parks and
areas has been clearly designated. landscaping maintenance.
Park Maintenance has an asset ✓ The parks group is able to
inventory of the parks that it maintains provide a detailed report on
such as square footage of turf by park parks including the type and
type, etc. classification of park and the
acreage.
Park Maintenance maintains and ✓ The City is developing a parks
updates a system-wide park master master plan which will be
plan that is supported by asset based on condition
condition assessments and assessments and quantitative
quantitative and measurable criteria.
performance measures or criteria.
Park Maintenance tracks progress in ✓ The master plan is not
achieving the system-wide master currently used as a progress
plan and communicates this progress. measure, and the parks
division does not report on
progress or performance
against the plan.
A capital improvement program is in ✓ The parks system is included
place for the park system. in the City's CIP.
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Meets Does Not
Best Practice/Operational Target Target Meet Target Comment
Levels of service have been ✓ Maintenance standards and
developed that defines the frequency frequencies are established for
with which maintenance tasks are to each classification of parks.
be performed that vary by the
demands placed on the park.
An annual maintenance calendar has ✓ ✓ The Division's master
been developed that identifies when spreadsheet is designed to
seasonal tasks will be performed show the hours to be spent on
(e.g., turf will be fertilized in March each task for each park, by
and September, month. It is not completed yet.
A work reporting system is utilized to ✓ ✓ Work orders for parks
report actual time by task, by day, by maintenance activities are
park, and by employee on a weekly tracked and show the park
basis. asset and employee, but do
not capture data needed for
activity costing such as
time/materials/equipment.
The CMMS is utilized to track ✓ ✓ Most requests are tracked in
customer service requests and Maintstar, but some are not
document response time. recorded because they come
in via email.
Seasonal staff are used effectively to ✓ Seasonal staff work a limited
supplement personnel needs. season rather than the full
busy season (April-Nov). They
also all report directly to the
Parks Supervisor.
ENGINEERING (CAPITAL IMPROVEMENT PROGRAM)
A five-year capital improvement ✓ A six-year capital plan has
program has been developed and been developed.
adopted by the City Council.
The capital improvement program ✓ Goals, priorities, and expected
clearly identifies the goals, priorities, impacts are established for
and expected outcomes of the each of the systems included
program. in the CIP.
Capital project proposal packages are ✓ The CIP is developed based
developed according to established on existing system master
criteria. plans, as well as a quantitative
scoring system from staff and
citizen advisory committees.
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Meets Does Not
Best Practice/Operational Target Target Meet Target Comment
Staffing requirements for at least the ✓ ✓ The CIP includes a system
first year of the five-year capital infrastructure budget which
improvement program have been accounts for staff related to
identified based upon the use of cost new capital projects. Specific
of construction guidelines. personnel figures are not
shown, however, and it is
unclear what basis is used to
determine these costs.
Capital projects are scoped and cost ✓ Project background and
estimates developed before the descriptions, as well as cost
commencement of design. estimates, have been
developed even for projects
which are not yet funded.
A project manager is assigned and ✓ Project managers oversee the
given authority over the budget and full life cycle of capital projects.
schedule of the project from design,
construction, inspection, and
completion.
An automated project management ✓ No project management
system has been acquired, and all of system is in place. The
the engineering staff have been Springbrook FMIS is used to
trained in and utilize the system. manage projects along with
several spreadsheets and
custom report templates.
The hours that engineering staff ✓ ✓ Engineer bill hours to capital
charge to design and inspection of improvement projects, but the
capital improvement projects are City is still in the process of
tracked. developing an empirical basis
for the rates charged.
When engineering design is provided ✓ Hours are tracked for each
for special revenue funds, internal project and charged to the
service funds, or enterprise funds, the appropriate project budget or
costs of design are charged to those fund.
funds.
The customers receive quarterly ✓ Regular updates are
project updates that contain status, generated for each capital
schedule, budget update, and any project including updates on
potential issues. their budget, schedule, scope,
and any issues or holdups.
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Meets Does Not
Best Practice/Operational Target Target Meet Target Comment
A project cost accounting system is ✓ Staff enter their time in
utilized to enable comparisons of Springbrook but reporting and
planned versus actual staff hours for updating by project cannot be
the design and inspection of capital done through the system, so
projects. separate spreadsheets are
used to generate reports and
updates on project budgets.
No PCA system is in place.
Project managers have access to the ✓ ✓ Springbrook is used as the
automated financial management primary management tool for
system to monitor the actual versus capital projects and project
planned design, inspection, and managers have access.
construction costs for capital projects. Springbrook is limited for
project management functions,
however, and project
managers rely on separate
reports created by the
Management Analyst for
project budget updates.
Quality control and evaluation ✓ The Division does not formally
mechanisms (e.g., final report) have conduct lessons-learned
been developed at the completion of assessments or rate
capital improvement projects to contractors/vendors after
enhance learning and correction of projects.
problems.
The Division has developed ✓ The division does not currently
measures or benchmarks to establish track or report on formal
goals for project quality, time, costs, performance measures for the
and customer satisfaction. Specific execution of capital projects.
metrics have been developed to
measure performance against project
goals such as percent of projects on
budget and schedule, size and
number of change orders, and other
key industry metrics.
A change order contingency is set ✓ The CIP document shows
aside at the start of each capital contingencies set aside before
project. construction.
A formal written change order process ✓ The City's contracts follow a
is in place that defines all forms and standard format with language
methods necessary to finalize change outlining the change order
orders. process and appropriate levels
of authority.
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Meets Does Not
Best Practice/Operational Target Target Meet Target Comment
Change order authority has been ✓ This authority is delegated to
appropriately delegated for change project managers, subject to
orders up to the change order established limits on dollar
contingency. amounts.
A pre-construction conference is ✓ Each capital project
conducted at the beginning of each construction begins with a pre-
capital project construction contract. construction conference
The prime contractor, pertinent including the contractor,
subcontractors, the project manager, project manager and
and inspector attend this conference. inspector.
ENGINEERING (DEVELOPMENT REVIEW)
An automated permit information ✓ The engineering development
system is utilized for engineering review group uses Accela to
development review. record intake, actions,
comments, and decisions on
engineering permit
applications.
Engineering permit processing ✓ Design standards have been
checklists have been developed for developed and posted on the
the various types of submittals. These website. Permit processing
checklists are available on the checklists are not.
Section's web site.
Engineering development review ✓ Counter staff check
applications are checked at the applications upon submittal
counter upon submittal for initial and reject those deemed
completeness and rejected if missing incomplete.
basic items.
Cycle time objectives for the ✓ While most staff and
processing of the development review customers believe engineering
applications by the Division have permit processing turnaround
been established for the various types times are good, cycle time
of permits processed by the Section. objectives are not tracked and
reported upon.
A monthly report is generated ✓ The City does not formally
reporting actual vs. planned track or generate routine
performance against these cycle time reports on cycle time
objectives objectives.
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Meets Does Not
Best Practice/Operational Target Target Meet Target Comment
Decision-making authority has been ✓ The principal engineer is the
appropriately delegated to the staff of only P.E. in this section—all
the Division for the approval of low other staff are Engineering
exposure/low impact engineering Technicians, so very little
applications and permits. authority can be delegated.
The Division fully recovers the costs ✓ ✓ Engineering time spent in
of its development review including permitting review is tracked
direct and indirect costs. and charged to projects, but a
full analysis of cost recovery
has not been conducted.
GIS is readily available to engineering ✓ The City's GIS system is
development review staff to facilitate accessible to engineering staff
the analysis permit applications. in their development review
functions.
An inter-departmental development ✓ Lead staff from planning and
review committee is utilized to engineering meet regularly to
coordinate the review and discuss land use applications
consideration by staff of the and the permitting process.
development review permits
applications.
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3 Employee Survey Summary
As part of the Matrix Consulting Group's study for the City of Tigard, the project team
distributed an anonymous survey to employees of the City in order to gauge their opinions
on a variety of topics relevant to the study. The employee survey was publicized by the
City in May of 2019. The analysis focuses on presenting key findings that assess
employee impressions, thoughts, and opinions of the City of Tigard.
This survey generally asked three types of questions:
Respondent Demographic Questions Respondents were asked to respond to
general demographic questions related to the current Department and duration of
their employment with the City.
Multiple Choice Questions: Respondents were presented with a number of
multiple-choice questions, or statements where respondents indicated their level
of agreement or disagreement with the statement, or provided an answer based
on the choices provided.
• Open-Ended Response Questions'. At the end of the survey, respondents were
given space to provide additional thoughts and opinions about any of the topics
covered within the survey relating to the City.
There was a total of 195 responses from City employees. Given the size of Tigard, the
project team considers this to be a good rate of return.
1. Summary of Key Findings
While a more detailed analysis can be found in the sections below, the following points
summarize the key findings from the responses received to this survey:
• There is a general satisfaction with teamwork and empowerment to make
decisions using professional judgement, and respondents feel they are
contributing to a common goal.
• Departments provide a high-level cost-effective service with satisfactory
supervision and distribution of responsibilities.
• Departmental organizational structure promotes efficiency; however, staffing
levels are not adequate.
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Performance Audit—Technical Appendices TIGARD, OREGON
• There are high performance expectations; however, performance issues may not
be being dealt with sufficiently.
• Additional staffing, technology and communications are identified as areas of
potential improvement by staff.
• Respondents identified staff, the community, and law enforcement as the City of
Tigard's greatest strengths.
City employees are generally satisfied with their employment with the City of Tigard and
feel they offer cost-effective and high-quality services because of efficient Department
structures. However, responses indicated staffing levels, lack of attention to performance
issues, technology and communications as areas in need of improvement.
2. Survey Respondent Demographics
Respondents were asked to indicate the department of their current position within the
City. There was a total of 186 respondents from 8 different departments.
Department of Current Position
Department Count Percent
Central Services 19 10%
City Management 10 5%
Community Development 18 9%
Finance and Information Services 13 7%
Human Resources 1 1%
Library 39 21%
Police 60 32%
Public Works 26 14%
Total 186 100.0%
The Police Department had the most (32%) responses to the survey. The Library (21%)
and Public Works Department (14%) provided the second and third most responses to
the survey. The table below shows the number of years respondents have worked for the
Tigard.
Number of Years
Working for Tigard
Respondent Answer Count Percent
0 to 4 Years 63 34%
5 to 10 Years 34 18%
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Respondent Answer Count Percent
11 to 20 Years 66 36%
More than 20 Years 22 12%
Total 185 100.0%
Most respondents (36%) have worked for the City of Tigard between 10 to 20 years, with
many (34%) having only worked for the city between 0 to 4 years. Some respondents
(18%) have worked for between 5 to 10 years, while the remaining respondents (12%)
have worked for 20 or more years. The table below shows the number of Full-Time (FT),
Part-Time (PT), and Seasonal/On Call (SO) employees. There was a total of 182
responses with 13 choosing to not provide an answer.
Employment Category
Respondent Answer Count Percent
Full-Time 161 89%
Part-Time 17 9%
Seasonal /On - Call 4 2%
Total 185 100.0%
An overwhelming majority (89%) of respondents to the survey are Full-Time Employees
with the City. Only some (11%) of the respondents are either Part-Time, Seasonal, or On-
Call.
3. Multiple Choice Questions
The survey consisted of sections where respondents were asked to indicate their level of
agreement or disagreement with statements about the Department's services. The
response options were "Strongly Agree" (SA), "Somewhat Agree" (A), "Somewhat
Disagree" (D), and "Strongly Disagree" (SD), and "No Answer" (N/A). Respondents were
also given the option to select "N/A" indicating that they wish to not provide a response to
the statement. The table below summarizes employee responses to statements on their
experience with the organization:
3.1 There is A General Satisfaction with Teamwork and Empowerment to Make
Decisions Using Professional Judgement, and Respondents Feel and
Understand They are Contributing to A Common Goal.
The first section of multiple-choice questions asked respondents to indicate their level of
satisfaction with several statements pertaining to satisfaction with the organization and
their employment. The table below shows the number of respondents who selected each
level of agreement or disagreement:
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Employee Organizational Rating
# Statement SA A D SD N/A Count
1 There is good teamwork among the various 11% 52% 21% 15% 5% 185
Departments within the overall City organization.
2 I have the technology I need to do my job efficiently and 34% 42% 16% 7% 5% 184
effectively.
3 I am empowered to make decisions within my 45% 43% 8% 4% 0% 185
professional judgment.
4 I am kept informed of what is happening in the City. 36% 48% 10% 5% 0% 182
5 My Department and the other City departments work 13% 45% 25% 13% 5% 183
towards the same strategic goal(s).
6 I understand how my job aligns with the City of Tigard's 28% 46% 11% 3% 3% 184
overall goals.
7 The City of Tigard is a good place to work. 42% 40% 14% 3% 1% 183
8 I feel that I can make a career with 80 the City of Tigard. 43% 36% 11% 5% 4% 184
• Respondents Are Generally Satisfied With the Organization's Teamwork and
Feel They Have the Means to Perform Their Duties and Feel Empowered to
Make Decisions Using Professional Judgement: A majority (63%) agreed with
Statement #1, that there is good teamwork among the various Departments within
the City, with some (36%) having some level of disagreement. A large majority
(76%) also agreed with Statement#2, that respondents have access to technology
to do their job efficiently. A strong majority (88%) had some level of agreement
with Statement#3, that respondents feel empowered to make decisions within their
professional judgement.
• Respondents Indicate an Understanding of their Contribution to the City's
Goals and Feel They Are Well Informed: A strong majority (84%) agree with
Statement#4 and feel that they are kept informed of what is happening in the City.
A majority (58%) also agree with Statement #5, that City departments work
towards the same strategic goals, however some (38%) disagree and feel that
Departments do not work towards the same strategic goal. A majority (74%) agree
with Statement#6, that respondents understand how their job aligns with the City's
overall goals.
• Tigard is A Good Place to Work and Make A Career: A strong majority (82%)
agree with Statement#7, that Tigard is a good place to work and a majority (79%)
of respondent's feel they can make a career with the City.
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Respondents agree that the City of Tigard is a good place to work and make a career and
are generally satisfied with the Organization's teamwork, generally feeling they
understand that they are contributing to the City's overall goals.
3.2 A Large Majority of Respondents Feel They Are Busy, While Some Can Keep
Up and Others Feel They Can Never Catch Up.
The second section of multiple-choice questions asked respondents to select the best
answer that most accurately reflect their workload. The options presented were "I am
always busy and can never catch up," "I am often busy but can usually keep up," "I have
about the right balance of work and available time," "I could take on more work given my
available time." The table below shows respondents answer to the statement:
Employee Workload
Response Option Count Percentage
I am always busy and can never catch up 69 37%
I am often busy but can usually keep up 93 51%
I have about the right balance of work and available time 17 9%
I could take on more work given my available time 5 3%
Total 184 100%
A majority (51%) of respondents indicated that they are often busy and can usually keep
up, while many (37%) feel they are always busy and can never keep up. Some (9%)
respondents have the right balance of work and available time, while few (3%) feel they
can take on more work given their available time.
3.3 Respondents Indicate Their Departments Provide A High-Level Cost-
Effective Service with Satisfactory Supervision and Distribution of
Responsibilities.
The third section of multiple-choice questions asked respondents to indicate their level of
satisfaction with several statements pertaining to satisfaction with the organization and
their employment. The table below shows the number of respondents who selected each
level of agreement or disagreement:
Employee Organizational Rating
# Statement SA A D SD N/A Count
1 My Department provides a high level of service to the 71% 23% 4% 1% 1% 190
residents of Tigard.
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# Statement SA A D SD WA Count
2 My Department places a high priority on high-quality 60% 33% 4% 2% 0% 177
work.
3 My Department places a high priority on cost-effective 48% 40% 8% 2% 2% 180
methods of providing services.
4 My immediate supervisor does an effective job of 48% 32% 8% 7% 4% 179
coaching and mentoring me.
5 We do a good job in my Department of coordinating the 38% 46% 10% 4% 2% 179
work to be done between employees.
6 In my Department, we do a good job of planning ahead 33% 45% 15% 5% 2% 177
and scheduling our work.
• Respondents Feel Their Department Provides A High Level of Service and
Places Priority on Quality: An overwhelming majority (94%) of respondents
indicated they agree with Statement#1, that their Department provides a high level
of service to the residents of Tigard. A strong majority (93%) of respondents
agreed with Statement #2, that their Department places a high priority on high-
quality work.
• Respondents Place A High Priority on Cost-Effectiveness and Their
Supervisor Does an Effective Job of Coaching and Mentoring: A strong
majority (88%) of respondents agree with Statement #3, that their Department
places a high priority on cost-effective methods of providing services. A majority
(80%) agree with Statement #4, that their immediate supervisor does an effective
job of coaching and mentoring.
• Departments Do A Good Job Coordinating Work and Distributing It Ahead of
Time: A strong majority (84%) have some level of agreement with Statement #5,
that their Department does a good job of coordinating work to be done between
employees. Most (78%) have some level of agreement with Statement #6, that
their Department does a good job of planning ahead and scheduling work, however
some (20%) have some level of disagreement, indicating they feel their
Department does not do a good job of planning ahead.
3.4 Departmental Structure, Policies, Procedures and Strategic Goals Are Clear,
Efficient and Effective, However, Staffing Levels Need Improvement.
Employee Organizational Rating
# Statement SA A D SD WA Count
7 The organizational structure of my Department 36% 46% 15% 3% 1% 177
promotes the efficient delivery of services.
8 Staffing levels in my Department are adequate for the 12% 28% 31% 27% 2% 178
work to be performed.
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# Statement SA A D SD WA Count
9 Our internal policies and procedures are effective at 24% 56% 12% 5% 3% 178
helping me perform my job.
10 I am encouraged by my managers and supervisors to 42% 38% 12% 5% 2% 178
identify better ways to provide services.
11 Managers and supervisors in my Department have a 34% 44% 12% 6% 4% 177
clearly-defined strategic direction.
• Departmental Organizational Structure Promotes Efficiency, However,
Staffing Levels Are Not Adequate: A strong majority (82%) have some level of
agreement with Statement#7, that the organizational structure of their Department
promotes the efficient delivery of services, while a few (18%) have some level of
disagreement. Most (58%) respondents indicated having some level of
disagreement with Statement#8, indicating that staffing levels in their Department
are not adequate for the work to be performed, however, some (40%) feel staffing
levels are adequate.
• Internal Policies, Procedures and Strategic Direction Are Clear and Help
Respondents Perform Their Job: A strong majority (80%) have some level of
agreement with Statement #9, that internal policies and procedures are effective
at helping respondents perform their job. A strong majority also have some level
of agreement with Statement #10, that they feel encouraged by management to
identify better ways to provide service. Most (78%) respondents agree with
Statement #11, that management in their Department has a clearly defined
strategic direction, with few (18%) disagreeing.
3.5 There Are High Performance Expectations and Staff Does A Good Job of
Communicating, However, Performance Issues Are Not Dealt with
Appropriately.
Employee Organizational Rating
# Statement SA A D SD WA Count
12 We have high performance expectations in my area. 54% 33% 8% 4% 1% 178
13 Performance issues in my Department are dealt with 28% 30% 24% 10% 8% 175
appropriately.
14 Managers and supervisors in my Department do a 38% 44% 13% 3% 1% 178
good job of communicating important information to
me in a timely manner.
15 My Department effectively manages workload so that 23% 50% 18% 7% 2% 175
all individuals are highly utilized.
16 My Department explores new and innovative ways to 29% 51% 14% 2% 4% 178
reduce costs.
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• There Is High Performance Expectations, However, Performance Issues Are
Not Dealt with Appropriately: An overwhelming majority (87%) have some level
of agreement with Statement #12, that respondents have high performance
expectations in their area. Most respondents showed some level of agreement with
Statement #13, while some (34%) disagreed, indicating performance issues are
not dealt with appropriately.
• Departments Do A Good Job of Communicating Important Information and
Workloads Are Distributed So That Staff Are Highly Supervised: A strong
majority (82%) had some level of agreement with Statement #14, that
management does a good job of communicating important information in a timely
manner. A majority (73%) of respondents agreed with Statement #15, that their
Department effectively manages workloads so that all individuals are highly
supervised, however, a quarter (25%) of respondents disagree, indicating they feel
workloads are not distributed and individuals are not highly utilized.
• Departments Do A Good Job of Exploring New and Innovative Ways to
Reduce Costs: A strong majority (80%) have some level of agreement with
Statement#16, that their Department explores new and innovative ways to reduce
cost, with very few (16%) disagreeing, feeling Departments do not explore
innovative ways to reduce costs.
4. Open Response Questions
The final section of the survey asked respondents to identify strengths and possible areas
of improvements in a written open-ended response format. The following points outline
the most common responses and themes identified and an analysis of the responses
provided by participants.
4.1 Additional Staffing, Technology and Communications Are Identified As
Areas of Operation Where Improvements May Increase Efficiency.
The first portion asked respondents what they felt are the are operational improvements
that would increase efficiency or effectiveness of service delivery. A total of 113
responses were received. Responses were categorized based on topic categories; those
which were brought up multiple times are shown below:
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Number of Survey Responses by Category
(sorted from most to fewest responses)
Operational Improvement Areas Count Percent
Additional Staffing 21 25%
Technology 18 21%
Communications 16 19%
Training 14 17%
Policies and Procedures 8 10%
Facilities & Infrastructure 7 8%
The most common response themes among these answers indicate an increase in staff
(21 responses), Technology (18 responses), and Communications (16 responses) as the
areas of operations where respondents identified improvements may lead to increased
efficiency. This aligns with the earlier answers where respondents indicated a need for
more staffing.
4.2 Respondents Identified Staff, the Community, and Law Enforcement as the
City of Tigard's Greatest Strengths.
The second portion asked respondents what they felt are the are the greatest strengths
of the City of Tigard. A total of 125 responses were received. Responses were
categorized based on topic categories; those which were brought up multiple times are
shown below:
Number of Survey Responses by Category
(sorted from most to fewest responses)
Areas of Strength Count Percent
Staff 46 41%
Community 38 34%
Law Enforcement 12 11%
Diversity 8 7%
Culture 5 4%
The most common response themes among these answers indicate that respondents
believe City Staff (46 responses), Community (38 responses), and Law Enforcement (12
responses) are the greatest strength of the City of Tigard.
4.3 Respondents Identified Communication, Staffing and Budgeting as Areas of
Improvement.
The third portion asked respondents what they felt are the are the greatest opportunities
for improvement in the City of Tigard. A total of 113 responses were received. Responses
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were categorized based on topic categories; those which were brought up multiple times
are shown below:
Number of Survey Responses by Category
(sorted from most to fewest responses)
Areas of Improvement Count Percent
Communication 24 23%
Staffing 19 18%
Budgeting 18 17%
Facilities 17 17%
Training 16 16%
Technology 9 9%
The most common response themes among these answers indicate that respondents
believe Communication (24 responses), Staffing (19 responses), and Budgeting (18
responses) are areas of improvement for the City of Tigard. This aligns with earlier
answers indicating a need for staffing and better communication.
4.4 Additional Comments
Respondents were given the opportunity to provide additional comments at the end of the
survey in the form of free responses. A total of 36 responses were received in the
additional comments section.
Some of the additional comments provided indicate a general satisfaction with
employment by the City of Tigard. Some concerns raised are consistent with the survey
where respondents indicated a need for better interdepartmental communication and a
need for increased staffing.
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4 Community Survey Summary
As part of the Matrix Consulting Group's study for the City of Tigard, the project team
distributed an anonymous survey to members of the community in order to gauge their
opinions on a variety of topics relevant to the study. The community survey was publicized
by the City in May of 2019. The analysis focuses on presenting key findings that assess
community impressions, thoughts, and opinions of the City of Tigard's services.
This survey generally asked three types of questions:
Respondent Demographic Questions Respondents were asked to respond to
general demographic questions including length of residency and age.
muitiple Choice Questions: Respondents were presented with a number of
multiple-choice questions, or statements where respondents indicated their level
of agreement or disagreement with the statement, or provided an answer based
on the choices provided.
• (lnon_FnrI rl Racnnnca nliactinnc At the end of the survey, respondents were
given space to provide additional thoughts and opinions about any of the topics
covered within the survey relating to the City of Tigard.
There was a total of 124 responses from members of the community.
1. Summary of Key Findings
While a more detailed analysis can be found in the sections below, the following points
summarize the key findings from the responses received to this survey:
• Respondents are generally satisfied with Tigard's services, identifying Library and
Parks as the areas they are most satisfied with.
• Services provided by the City are a good value.
• Service levels for the City are generally appropriate with some areas identified for
expanded services.
• Geography, quality of life and community are the three greatest strengths of the
City from the respondent's perspective.
These survey results indicate that respondents are generally satisfied with the services
that are provided by the City of Tigard, however, there are some areas that are in need
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of improvement. Survey respondents generally find their interactions with the City to be
satisfactory and feel that the services being provided are at a good or excellent level and
are good value for tax dollars.
2. Survey Respondent Demographics
This section of the analysis provides information regarding survey demographics, such
as; number of respondents living in Tigard, number of years lived in Tigard, and the age
group of the respondents. There was a total of 124 respondents.
Table 1: Respondents Living in Tigard
Respondent Answer Count Percent
Yes 117 94%
No 7 6%
Total 124 100.0%
Table 2: Number of Years Lived in Tigard
Respondent Answer Count Percent
Less than 5 Years 24 20%
5 Years to 10 Years 17 14%
More than 10 Years 77 66%
Total 118 100.0%
Table 3:Age Groups
Respondent Age Range Count Percent
Under 21 Years 1 1%
21 to 35 Years 21 17%
36 to 50 Years 44 36%
51 to 65 Years 32 26%
66 to 75 Years 23 19%
76+ Years 2 2%
Total 123 100.0%
An overwhelming majority (94%) of respondents to the survey indicated that they live in
Tigard, with most (66%) of those respondents having lived in the City for over 10 years.
The average age of survey respondents is between the ages of 36 and 65 with less than
3% of respondents under 21 or over 76 years of age.
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3. Multiple Choice Questions
The bulk of the survey consisted of sections where respondents were asked to indicate
their opinions on City services. Each question provided the respondents with a number
of answer options. Respondents were also given the option to select "N/A," indicating
either No Opinion, Not Applicable, or No Answer.
3.1 Most Respondents Have Reported Interactions with Library, Parks and
Police in the Past Two Years.
The first section of multiple-choice questions asked respondents to indicate the City
services with which they have had contact with or utilized in the last two years.
Respondents were allowed to select multiple responses as they may have had
interactions with several departments in the last two years. The table below shows the
number of respondents which interacted with or utilized each service type within the last
two years:
Table 4: City Services Utilized
Services Count Percent
Building (Permits and Inspections) 25 22%
City Manager's Office 24 21%
Design & Communications 15 13%
Engineering 12 10%
Finance 10 9%
Fleet Management 1 1%
Human Resources 9 8%
Information Technology 3 3%
Library 88 76%
Municipal Court 2 2%
Planning and Zoning 17 15%
Parks and Grounds 69 59%
Police 42 36%
Property Management 2 2%
Public Works 44 39%
Recreation 49 42%
Other (Passport) 1 1%
Other (Schools) 5 4%
Other (Tax Collector) 3 3%
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Approximately 76% of respondents reported having some interaction with the Library in
the past 2 years. The next highest department with greatest amount of interaction was
Parks and Grounds at 59%.
3.2 Respondents are Generally Satisfied with Tigard's Services, Identifying
Library and Parks as the Most Satisfactory.
The second section of multiple-choice questions asked respondents to indicate their level
of satisfaction with the overall quality of services. The response options included
"Excellent" (E), "Good" (G), "Fair" (F), "Poor" (P), and "No Answer" (N/A). The following
table shows the results by service type and level of satisfaction with service:
Table 5:Satisfaction of Service Provided
Services E GF P N/A Count
Building (Permitting and Inspections) 5% 14% 9% 8% 64% 93
City Manager's Office 8% 9% 7% 9% 67% 87
Design & Communications 5% 8% 6% 6% 75% 88
Engineering 2% 6% 8% 7% 77% 88
Finance 5% 6% 5% 10% 74% 88
Human Resources 3% 3% 3% 6% 84% 86
Library 50% 28% 3% 6% 12% 94
Municipal Court 3% 1% 2% 6% 87% 87
Planning &Zoning 10% 8% 3% 7% 71% 87
Parks and Grounds 25% 38% 6% 12% 18% 94
Police 26% 16% 8% 13% 37% 92
Public Works 12% 23% 8% 11% 46% 91
Recreation 21% 27% 4% 10% 38% 92
As a majority of responses in this table were "No Answer," the project team excluded the
"No Answer" responses and recalculated the percentages to show a more accurate
distribution of service ratings. The following table shows the updated calculation:
Table 6:Satisfaction of Service Provided Excluding No Answer
Services EGF P Count
Building (Permitting and Inspections) 15% 39% 24% 21% 33
City Manager's Office 24% 28% 21% 28% 29
Design & Communications 18% 36% 23% 23% 22
Engineering 10% 25% 35% 30% 20
Finance 18% 23% 18% 41% 22
Human Resources 21% 21% 21% 36% 14
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Services EGF P Count
Library 57% 33% 4% 7% 83
Municipal Court 27% 9% 18% 45% 11
Planning &Zoning 36% 28% 12% 24% 25
Parks and Grounds 31% 47% 8% 14% 77
Police 41% 26% 12% 21% 58
Public Works 22% 43% 14% 20% 49
Recreation 33% 44% 7% 16% 57
• Library, Recreation, and Parks and Grounds Services Have the Highest Level
of Satisfaction: A strong majority feel the overall quality of services for the Library
(89%), Parks and Grounds (78%) and Recreation (77%) are Good or Excellent.
• Municipal Court and Finance Have the Lowest Level of Satisfaction: Most
respondents feel the Municipal Court (45%) and Finance (41%) provides poor
overall quality of services.
• Opinion on the Satisfaction of Services for Building, City Manager and
Design & Communications are Split: A majority (52%) feel services provided by
City Manager are Excellent or Good, while many (48%) feel the services are Fair
or Poor. Most feel services by Building (55%) and Design & Communications
(55%) are Excellent or Good, while many (45%) feel the services are Fair or Poor.
Respondents generally feel the services provided by the City are satisfactory with many
respondents indicating services are "Excellent" or "Good," while opinions on few services
differ.
3.3 Respondents Generally Feel That Services Are Good Value For Tax Dollars.
The third section of multiple-choice questions asked respondents to rate the value of
services representing good value for tax dollars. The response options included "Good
Value" (GV), "Poor Value" (PV), and "No Opinion" (N/O). The table below shows the
responses to the value for tax dollars of City service:
Table 7: Value of Services
Services GV PV N/O Count
Building 31% 13% 56% 94
City Manager's Office 23% 18% 59% 93
Design & Communications 19% 23% 56% 92
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Services GV PV WO Count
Engineering 19% 14% 67% 94
Finance 17% 18% 65% 94
Human Resources 14% 13% 73% 93
Library 72% 18% 10% 98
Municipal Court 21% 10% 69% 93
Planning &Zoning 22% 16% 62% 93
Parks and Grounds 62% 26% 12% 95
Police 57% 20% 23% 96
Public Works 44% 21% 35% 94
Recreation 41% 26% 33% 96
As a majority of responses in this table were "No Opinion," the project team excluded the
"No Opinion" responses and recalculated the percentages to show a more accurate
distribution of service ratings. The following table shows the updated calculation:
Table 8: Value of Services Excluding No Opinion
Services GV PV Count
Building 71% 29% 41
City Manager's Office 55% 45% 38
Design & Communications 46% 54% 39
Engineering 58% 42% 31
Finance 48% 52% 33
Human Resources 52% 48% 25
Library 81% 19% 88
Municipal Court 68% 32% 28
Planning &Zoning 57% 43% 35
Parks and Grounds 70% 30% 84
Police 74% 26% 74
Public Works 67% 33% 61
Recreation 61% 39% 64
• Library, Police and Building Represent the Best Value for Tax Dollars: A
majority of respondents feel the Library (81%), Police (74%) and Building (71%)
represent good value for money.
• Parks and Grounds, Municipal Court and Public Works are Good Value for
Tax Dollar: A majority of respondents indicated Parks and Grounds (70%),
Municipal Court (68%) and Public Works (67%) represent good value for tax dollar.
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• Opinion on the Value for Tax Dollar for City Manager and Human Resources
is Split: Most (55%) respondents feel services by the City Manager represent
good value for tax dollar, however 45% feel it is poor value. Opinion on Human
Resources is split with 52% feeling the services represent good value while 48%
feel services are poor value for tax dollar.
• Finance and Design & Communication Represent Poor Value for Money:
Most (52%) of respondents feel services provided by Finance represents poor
value for tax dollar. Most (54%) of respondents feel Design & Communications
represents poor value for money, however, 46% disagree.
Respondents generally feel that the services provided by the City of Tigard are a good
value for tax dollars, such as Library and Parks and Grounds; whereas, other services
such as Finance and Design & Communication ranked much lower in terms of value.
3.4 Service Levels For The City Are Generally Appropriate.
The fourth section of multiple-choice questions asked respondents to determine whether
the amount of services being provided by the City is at an appropriate level. The
Response options included "Too Many Services Are Provided — Services Should Be
Reduced" (TM), "Too Few Services — Additional Services Should Be Provided" (TF), and
"Current Services Are Appropriate" (CSA). The following table shows the survey
responses to the amount of services being provided:
Table 9: Level of Services Provided
Services TM TF CSA Count
Building 4% 21% 75% 76
City Manager's Office 4% 17% 79% 69
Design & Communications 9% 20% 71% 69
Engineering 1% 23% 76% 69
Finance 9% 16% 75% 67
Human Resources 6% 14% 80% 67
Library 16% 21% 63% 86
Municipal Court 0% 15% 85% 68
Planning and Zoning 3% 21% 76% 68
Parks and Grounds 20% 38% 42% 80
Police 7% 44% 49% 83
Property Management 2% 15% 83% 65
Public Works 6% 29% 65% 72
Recreation 23% 26% 51% 78
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• A Majority of Services Provided are at an Appropriate Level of Service:
Twelve out of the fourteen services (86% of all services) receive a 50% or higher
under the category of current service levels being appropriate.
• Opinion on Police Services Are Split: 49% of respondents feel that the current
service levels for police are appropriate. To obtain a deeper understanding of this
percentage, the project team evaluated the satisfaction with service level based
only on the subset of respondents whom actually interacted with Police in the last
2 years. Of the 42 respondents, whom interacted with Police, the majority (55%)
indicated that too few services were provided.
• Opinion On Parks and Grounds Service Levels Are Split: The plurality of
respondents at 42% indicated that current service levels are appropriate. Similar
to Police services, the project team evaluated these results in the context of those
respondents who have had interactions with Parks and Grounds services. Of the
69 respondents whom interacted with Parks and Grounds, only 39% indicated that
current service levels are appropriate.
Respondents identified several service areas they feel could provide additional services;
including, Police and Parks; however, the overall consensus shows that service levels for
the majority of City service areas are appropriate at the current service levels.
3.5 Respondent Are Generally Satisfied With The City's Transparency and
Responsiveness, However, Feel Improvements Can Be Made in
Infrastructure.
The fifth section of multiple-choice questions asked respondents to indicate their level of
agreement with a number of statements about City services. The responses included
"Strongly Agree" (SA), "Agree" (A), "Disagree" (D), and "Strongly Disagree" (SD), and "No
Opinion" (N/O). The following table shows the percentage of responses for each
statement:
Table 10: Community Ratings
# Statement SA A D SD WO Count
1 In general, I think the City effectively spends the
revenues allocated to the City to provide municipal 13% 40% 12% 27% 7% 89
services.
2 I believe that the municipal services I receive are a 13% 40% 18% 19% 10% 89
good value.
3 The City is responsive in addressing concerns about 16% 35% 23% 9% 14% 87
municipal services.
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# Statement SA A D SD WO Count
4 The City does a good job in welcoming resident 19% 28% 17% 12% 14% 88
involvement.
...............................
5 The City does a good job maintaining public 16% 35% 23% 9% 14% 88
infrastructure.
.............................
6 I am satisfied with the level of transparency regarding 16% 35% 23% 9% 14% 89
how the City spends funds.
.....................
7 I am satisfied with the City's compliance with public 19% 28% 17% 12% 14% 88
records accessibility requirements.
.............................
8 I believe that there is a good overall quality of life in 15% 31% 15% 12% 27% 89
Tigard.
9 The City does a good job planning for the future. 19% 28% 17% 12% 14% 88
10 The City does a good job keeping residents informed 15% 31% 15% 12% 27% 88
of what is happening with local government.
11 The City has developed a strong mission for the future 15% 31% 15% 12% 27% 88
of Tigard.
• Respondents Feel the City Effectively Spends Revenue to Provide Services
and Service Received are of A Good Value: Most respondents agree (53%) with
Statement #1 and #2 and feel that the City effectively spends its revenues to
provide services and that services received are a good value.
• Respondents Generally Agree that the City is Responsive in Addressing
Concerns and Maintaining Public Infrastructure: The same majority of
respondents (51%) agree with Statement #3 and Statement #5, in feeling that the
City is able to respond to any concerns regarding municipal services including
updating and maintaining public infrastructure.
• Opinion is Split on the City Doing A Good Job Welcoming Residents with
Involvement: Some (47%) respondents agree with Statement#4, and feel the City
does a good job in welcoming resident involvement, however, 29% disagree.
• The City is Transparent and Residents Feel Informed: Most (51%) respondents
agree with Statement #6 and feel the level of transparency regarding how the City
spends funds is satisfactory. Many (46%) agree with Statement #10 and feel
informed with what is happening in local government. Many (47%) agree with
Statement #7, and are satisfied with the City's public records accessibility, but
some (29%) disagree and feel improvements can be made.
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• The Overall Quality of Life in Tigard is Good: Respondents agree (46%) with
Statement #8, indicating they feel the quality of life in Tigard is good, while few
(27%) disagree and (27%) have no opinion.
• Opinion on Whether the City Does A Good Job Planning and Developing A
Strong Mission for the Future is Split: Some (47%) agree with Statement #9,
and feel the City does a good job planning for the future. Similarly, some (46%)
agree with Statement #11 , and feel the City has developed a strong mission for
the future.
Respondents indicated a level of general satisfaction with transparency and
responsiveness of the City of Tigard. The survey responses indicated that the City can
improve by maintaining infrastructure and welcoming resident involvement in the public
process.
Respondents were then asked to provide any additional thoughts on the statements in
the previous sections. Some of the additional comments provided by respondents are in
line with previous answers received throughout the survey. Respondents indicated a need
for more infrastructure improvements because of increases in traffic, including sidewalks
and roads. Some respondents indicated satisfaction from services provided by the Police
and a need for more clarity in communicating the City's financial position.
3.6 Opinion On The Perception Of Service Levels Provided Is Split.
This section of multiple-choice questions asked respondents to indicate their perception
of the levels of service provided by the City. The table below shows the number of
responses:
Table 11: Levels of Services
Response Count Percent
Getting Much Better 5 6%
Getting Somewhat Better 18 20%
Staying About the Same 34 38%
Getting Somewhat Worse 11 12%
Getting Much Worse 16 18%
No Opinion 5 6%
Total 89 100.0%
The most common response (38%) indicates respondents feel the service levels of the
City are staying about the same. Some (26%) respondents indicated that services are
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getting somewhat or much better, while 30% of respondents feel that services are getting
worse or somewhat worse.
4. Open Response Questions
The final section of the survey asked respondents about their opinion on City services in
a written open-ended response format. The following points outline the most common
responses and themes identified and an analysis of the responses provided by
participants.
4.1 Respondents Identify Infrastructure and Housing Subsides as Services or
Service Levels That Should be Reduced.
The first open ended response portion asked respondents if they feel any services or
service levels should be reduced. A total of 27 responses were received. Responses were
categorized based on topic categories; those which were brought up multiple times are
shown below:
Table 12: Number of Survey Responses by Category
(sorted from most to fewest responses)
Service/Service Levels Count Percent
Infrastructure 8 30%
Housing Subsidies 6 22%
Employee Benefits 5 19%
Sanctuary City 4 15%
Programs 2 7%
Staffing 1 4%
Police 1 4%
Total 27 100.0%
The most common response themes among these answers indicate respondents feel
areas involving Infrastructure (8 responses), including, urban renewal and public art
pieces, have services or service levels that should be reduced. The second most common
answer indicates respondents feel that Housing Subsidies (6 responses) should be
reduced.
4.2 Respondents Indicated Public Works and Parks and Recreation as Areas of
Existing Services That Should be Provided or Improved.
The second portion asked respondents what services they feel should be provided, and
if the service is already provided, should it be at a higher level. A total of 49 responses
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were received. Responses were categorized based on topic categories; those which were
brought up multiple times are shown below:
Table 13: Number of Survey Responses by Category
(sorted from most to fewest responses)
Areas of Improvement Count Percent
Public Works 12 24%
Parks and Recreation 10 20%
Transportation 9 18%
Police 8 16%
Homeless 6 12%
Education 3 6%
Development 1 2%
Total 49 100.0%
The most common response themes among these answers indicate that respondents
believe that Public Works (12 responses) services, including street and road
improvements, is the service area in need of the most improvement. The second most
common response shows that respondents believe Parks and Recreation (10 responses)
services can be improved upon.
4.3 Geography, Quality of Life and Community are the Three Greatest Strengths
of the City.
The third portion asked respondents what they felt are the City of Tigard's three greatest
strengths. A total of 55 responses were received. Responses were categorized based on
topic categories; those which were brought up multiple times are shown below:
Table 14: Number of Survey Responses by Category
(sorted from most to fewest responses)
Areas of Strength Count Percent
Geography 17 31%
Quality of Life 14 25%
Community 12 22%
Public Safety 5 9%
Transparency 4 7%
Main Street 3 5%
Total 55 100.0%
Respondents indicated Geography (17 responses) as the greatest strength of the City of
Tigard, including the natural landscape, parks and freeway accessibility. Quality of Life
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(14 responses), including affordability and educated, was indicated to be the second
greatest strength of the City. The Community (12 responses) as it relates to residents and
interactions with other residents is ranked as the third greatest strength of Tigard.
4.4 Respondents Identified Parks, Traffic and Taxes as the Three Greatest Areas
of Improvement.
The fourth portion of the open response section asked respondents to identify the three
greatest improvement opportunities for the City of Tigard. A total of 57 responses were
received. Responses were categorized based on topic categories:
Table 15: Number of Survey Responses by Category
(sorted from most to fewest responses)
Improvement Opportunities Count Percent
Parks 13 23%
Traffic 11 19%
Tax Cuts 10 18%
Development 7 12%
Sanctuary 6 11%
Public Safety 6 11%
Transportation 4 7%
Total 57 100.0%
Community survey respondents indicated Parks (13 responses) as the largest area of
improvement. Respondents pointed to a need for additional programming services and
maintenance of park facilities. Respondents indicated Traffic (11 responses) as another
area of improvement, including infrastructure improvements and reduction of light rail
usage. Survey respondents identified Tax Cuts (10 responses) as another area of
improvement for the City, such as a reduction of taxes.
4.5 Additional Comments
Respondents were given the opportunity to provide additional comments at the end of the
survey in the form of free responses to provide any additional information or context to
survey responses. A total of 33 responses were received in the additional comments
section. The additional comments provided by respondents included discussion regarding
the sanctuary city status of Tigard and the desire for lower taxes.
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