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City of Tigard Budget - FY 2014-2015 City of Tigard ADOPTED BUDGET FISCAL Y EAR 20 13 -2014 13125 SW Hall Boulevard Tigard, OR 97223 www.tigard-or.gov I }i f The cover photo was taken by Robert Werner at Tigard's Festival of Balloons, on the evening of June 22nd, 2013. The inside picture above was taken by city employee,Agnes Kowacz. Tigard's Festival of Balloons is a non-profit organization raising funds for many non-profit groups in Tigard,while providing a wonderful 3 day family event for the entire community. Along with the hot air balloons that go up early each morning, (weather permitting), there are vendor booths,rides,live music and much more. Robert Werner is from Vancouver,BC. and has been a regular visitor to Oregon since his late teens. His connection with Tigard began about a dozen years ago when he befriended a local area couple. Robert builds software for a living but takes photos as his creative outlet. More photos are available on his Facebook page, and he can be reached at robertw kpocketpollster.com CITY OF TIGARD, OREGON FY 2013-14 ADOPTED BUDGET BUDGET COMMITTEE Melanie Boekee Mayor John L. Cook Don Fisher Councilor Gretchen Buehner Melody Graeber Councilor Marland Henderson Cameron James Councilor Jason Snider Clifford Rone Councilor Marc Woodard CITY EXECUTIVE STAFF City Manager Marty Wine Assistant City Manager Liz Newton Chief of Police Alan Orr Community Development Director Kenny Asher Finance and Information Services Director Toby LaFrance Human Resources Director Sandy Zodrow Library Director Margaret Barnes Public Works Director Dennis Koellermeier Assistant to the City Manager/Risk Manager Loreen Mills City Attorney Jordan Ramis PC IN Prepared by the following City of Tigard Staff: Marry Wine,City Manager Liz Newton,Assistant City Manager Toby LaFrance,Finance&Information Services Director Kent Wyatt,Senior Management Analyst Carissa Collins,Senior Management Analyst Liz Lutz,Confidential Executive Assistant A special thank you to departments and staff for their contributions to the Budget Document www.tigard-or.gov GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRFSF,NTEn TO City of Tigard and Oregon For the FiSCMI YCftr BCU inining July 1, 2012 Ike+Lk:I �;k[C914tiC U4fRRN The Government Finance Officers Association of the United States and Canada (GFOA) present- ed an award of Distinguished Budget Presentation to the City of Tigard for its annual budget for the fiscal year beginning July 1, 2012. In order to receive the award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a commu- nication device. The award is valid for a period of one year only. We believe our current budget continues to con- form to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. TABLE OF CONTENTS INTRODUCTION 2013-2014 Budget Transmittal................................................................................................... 1 CouncilGoals............................................................................................................................... 6 CityInformation.......................................................................................................................... 8 Citywide Organization Chart- By Program........................................................................... 11 Cityof Tigard Map.................................................................................................................... 12 READER'S GUIDE User's Guide to the Budget Document.................................................................................. 13 BudgetProcess........................................................................................................................... 17 Basisof Budgeting.....................................................................................................................20 FundStructure...........................................................................................................................21 Program Budget Structure........................................................................................................22 BUDGET SUMMARY Where the Money Comes From..............................................................................................25 Wherethe Money Goes............................................................................................................26 FundBalance..............................................................................................................................30 Summaryof All Funds..............................................................................................................31 Summary of Contingency.........................................................................................................36 OperatingBudget Summary.....................................................................................................37 FundingMatrix..........................................................................................................................38 Comprehensive Long Term Financial Forecast....................................................................48 REVENUE ANALYSIS Current Revenue Summary by Fund......................................................................................59 GeneralFund.............................................................................................................................60 AssessValue...............................................................................................................................61 PropertyTax Revenue..............................................................................................................62 StateRevenue Sharing...............................................................................................................63 FranchiseFee Revenue.............................................................................................................65 UserFee Revenue......................................................................................................................67 Connection Fee Revenue..........................................................................................................68 PermitFee Revenue..................................................................................................................69 CountyShared Revenue............................................................................................................70 Fineand Forfeiture Revenue...................................................................................................71 InterestEarnings........................................................................................................................72 InterfundTransfers...................................................................................................................73 PROGRAM SUMMARIES ProgramSummaries.................................................................................................................. 81 OperatingBudget History........................................................................................................ 82 StaffingLevels............................................................................................................................ 85 COMMUNITY SERVICES PROGRAM Community Services Organization Chart.............................................................................. 87 ProgramDescription................................................................................................................. 88 Expenditure/FTE Summary................................................................................................... 89 Police Organization Chart/FTE SummarN ................................................................................ 90 Police Mission Statement................................................................................................... 91 PoliceAdministration........................................................................................................ 91 PoliceOperations............................................................................................................. 100 Police Support Services........................................................................................107 Library Organization Chart/FTE Summary.............................................................................. 116 Library Administration .................................................................................................... 117 Library Reader Services.................................................................................................... 123 Library Technical Services............................................................................................... 128 LibraryCirculation...............................................................................................132 Social Services and Community Events......................................................................... 137 PUBLIC WORKS PROGRAM Public Works Organization Chart......................................................................................... 141 ProgramDescription............................................................................................................... 142 Expenditure/FTE Summary................................................................................................. 143 Public Works Public Works Administration......................................................................................... 144 Parksand Grounds........................................................................................................... 149 StreetMaintenance........................................................................................................... 154 PWEngineering................................................................................................................ 158 HealthyStreams................................................................................................................ 164 FleetMaintenance............................................................................................................. 167 PropertyManagement...................................................................................................... 170 Water.................................................................................................................................. 173 SanitarySewer................................................................................................................... 179 Stormwater......................................................................................................................... 184 StreetLights & Signals..................................................................................................... 188 COMMUNITY DEVELOPMENT PROGRAM Community Development Organization Chart...................................................................191 ProgramDescription...............................................................................................................192 Expenditure/FTE Summary..................................................................................................193 Community Development Community Development Administration....................................................................194 Building ..............................................................................................................................199 DevelopmentServices......................................................................................................204 CommunityPlanning........................................................................................................210 Economic Development..................................................................................................215 Development Services-Engineering Historical.............................................................222 POLICY AND ADMINISTRATION PRO GRAM Policy and Administration Organization Chart...................................................................225 Expenditure/FTE Summary..................................................................................................226 Mayor& City Council OrganizationChart............................................................................................................227 Mayor& City Council.......................................................................................................228 City Management Organization Chart/FTE Summary ..............................................................................234 CityManager's Office ......................................................................................................235 HumanResources ............................................................................................................239 RiskManagement .............................................................................................................243 Administrative Services Organization Chart/FTE Summary...............................................................................247 Design& Communications .............................................................................................248 MunicipalCourt.................................................................................................................252 CityRecorder/Records.....................................................................................................256 Finance and Information Services Organization Chart/FTE Summary...............................................................................261 Finance and Information Services Administration......................................................262 FinancialOperations.........................................................................................................267 UtilityBilling .....................................................................................................................270 InformationTechnology..................................................................................................273 Contracts and Purchasing................................................................................................277 CAPITAL IMPROVEMENT PLAN(CIP) Capital Improvement Plan Summary...................................................................................281 Impact of CIP on Operating Costs.......................................................................................283 Prioritization and Development of the CIP........................................................................287 Streets........................................................................................................................................291 Parks..........................................................................................................................................304 Water.........................................................................................................................................318 SanitarySewer..........................................................................................................................330 Stormwater...............................................................................................................................342 Facilities.....................................................................................................................................345 DEBT SERVICE DebtService.............................................................................................................................347 DebtService Summary...........................................................................................................348 OutstandingDebt Issues........................................................................................................349 Debt Service Schedules General Obligation Bond-Library.........................................................................................350 General Obligation Bond-Parks............................................................................................351 General Obligation Bond Summary.....................................................................................352 Tigard Transportation Build America Bond........................................................................353 Tigard Transportation Build America Bond Summary......................................................354 Assessment-69th Avenue Local Improvement District....................................................355 Assessment-Dartmouth Local Improvement District- 2003...........................................356 Assessment-Bancroft Improvement Bonds Summary.......................................................357 Water Revenue Debt-Water Revenue Bond........................................................................358 Water Revenue Debt-ARRA Water Loan............................................................................359 WaterRevenue Debt Summary.............................................................................................360 FUND SUMMARIES Fund Summaries Introduction..............................................................................................361 General Funds GeneralFund.....................................................................................................................362 Enterprise Funds SanitarySewer Fund.........................................................................................................366 StormwaterFund..............................................................................................................368 WaterFund .......................................................................................................................369 WaterCIP Fund................................................................................................................371 Water Debt Service Fund................................................................................................373 Water Quality/Quantity Fund .......................................................................................374 WaterSDC Fund .............................................................................................................375 FUND SUMMARIES-Continued Special Revenue Fund BuildingFund ...................................................................................................................376 CityGas Tax Fund...........................................................................................................378 CriminalForfeiture Fund ...............................................................................................379 Electrical Inspection Fund..............................................................................................380 GasTax Fund ...................................................................................................................381 Library Donations &Bequests Fund.............................................................................383 ParksBond.........................................................................................................................384 ParksSDC Fund...............................................................................................................385 Street Maintenance Fund.................................................................................................386 TrafficImpact Fee............................................................................................................387 Transportation Development Tax .................................................................................388 UrbanForestry Fund........................................................................................................389 Underground Utility Fund...............................................................................................390 Debt Service Fund Bancroft Debt Services Fund..........................................................................................391 General Obligation Debt Service Fund.........................................................................392 Capital Projects Fund Facilities Capital Projects Fund .....................................................................................393 ParksCapital Fund ..........................................................................................................394 TransportationCIP Fund................................................................................................395 Internal Services Funds CentralServices Fund .....................................................................................................396 Fleet/Property Management Fund ...............................................................................398 InsuranceFund.................................................................................................................399 APPENDIX Schedule of Appropriations...................................................................................................401 FinancialPolicies .....................................................................................................................411 Glossary of Budget Related Terms.......................................................................................418 AdvisoryCommittees..............................................................................................................422 StaffingSummary....................................................................................................................425 Management/Professional Group Salary Schedule............................................................427 Tigard Police Officers Assn. Salary Schedule......................................................................432 Oregon Public Employees Union Salary Schedule.............................................................433 1 L h � i IT � I Tigard Skate Park, located near Tigard City Hall. Photo by SkateOregon City of Tigard I ADOPTED BUDGET FY 2013-2014 FY 2013-2014 BUDGET TRANSMITTAL To the Tigard Community: I present a balanced FY 2014 budget that keeps us on a stable, financial path and gives a look to the future. The budget transmittal is designed to explain the budget document and its features, changes from our current budget, and any modification in our basis of accounting. You will find very few changes in this budget. While we maintain a primary focus on the city's General Fund, this budget considers all city funds totaling$185,020,840 in appropriations. Last year, I offered several principles of financial sustainability that Tigard continues to follow in the FY 2014 adopted budget. First, Tigard is open for business. The city aims to provide high-quality pub- lic services and continue to focus on your core priorities, within available resources. Second, financial sustainability (ensure the city's financial health five years from now by focusing on the core businesses the city will continue to do well, and choose not to do others). And the third principle is to control what we can. The best opportunity to ensure a financially sustainable future is to carefully manage the cost side of this equation for the long term. The FY 2014 adopted budget keeps Tigard on the path of financial stability. The main goal of the FY 2013 budget was to set Tigard on a three- to five-year path to sustain financial reserves that would be adequate to cover the city's cash flow and costs until property taxes are received. I mention future issues that are ahead for Tigard because achieving financial sustainability requires more than balancing existing resources and requirements. Tigard has done a good job aligning services with demand given the resources available, but we know that citizen satisfaction may decrease unless service reductions are restored or realigned, and the city does not have resources identified to fund de- ferred and emerging service and capital needs. In this spirit, we build from 2012's difficult but necessary service cuts and staff reductions to keep our sights on achieving financial sustainability. In that light, the FY 2014 adopted budget keeps us balanced in the five-year window of our financial resources, and I note some cautions on the horizon. Tigard's Five Year Forecast The city's financial policies require the city to recognize the balance between revenue and expenses by maintaining adequate reserves, conservatively estimating revenues, controlling expenses, and auditing financial records. We maintain this commitment in the adopted budget. Tigard has between $29M to $30M in General Fund resources to spend each year on city services. We maintain minimum financial reserves of approximately 22% of General Fund resources to be able to manage the timing of receiving the property tax; the proposed budget meets the goal to sustain that share of required ending fund bal- ances each year in the forecast through 2018. INTRODUCTION-PAGE 1 FY 2013-2014 BUDGET TRANSMITTAL, As noted, there are very few changes to the FY 2014 adopted budget. City departments were asked to prepare a level budget, meaning the starting point is for Tigard to afford to do next year what we are providing this year. This means no major changes to programs, and no citywide staffing reductions are proposed. It also means there are little to no available resources to expand or enhance services. Base budget assumptions to highlight include: • In keeping with FY 2013 Budget Committee recommendations, the adopted budget as- sumes an increase of 1% franchise fee on solid waste services. This will bring the solid waste franchise in line with all other city franchise fees. • Fees related to development activity are collected in the Building Fund, the Electrical In- spection Fund and the General Fund. There are no changes to permit and development review fees in this year, but as we look ahead to the future, I recommend a review of Tigard's fee levels in 2014 so the fees can fund the expenses associated with development. • The adopted budget includes a cost of living increase of 2.1% for the Tigard Police work- force, as agreed to under contract. As negotiations for one of the three-year collective bar- gaining agreement have yet to be settled this year, a cost of living increase has not been in- cluded for this group or the non-represented employees. Once an agreement is made, the budget will be adjusted accordingly. To accommodate the anticipated additional expense, the General Fund Contingency is $200,000 larger than in the past couple of years. Budget Changes for FY 2014 The few adopted changes to the budget for 2014 allow Tigard to maintain a sustainable budget for five years,giving the city time to continue to align revenue and expenditure growth. Three adopted changes will meet City Council priorities or carry out the recommendations of the Mayor's Blue Ribbon Task Force. They focus on communicating with residents effectively, creating an effective brand and identity for Tigard, and moving forward with an economic development strategy. The Mayor's Blue Ribbon Task Force was a group of residents and business owners convened in fall of 2012 whose recommendations are proposed to move forward in this budget. First, the Task Force rec- ommended that the city develop and launch an ongoing robust communication strategy that celebrates what Tigard does well, educates citizens about how services are provided, and addresses future funding challenges. We know that a future request to voters for expanded funding for city services may be on the horizon. The Task Force further suggested that an ongoing marketing and communication strategy should be developed that conveys the financial realities and makes the case for increasing taxes or fees tied to spe- cific expenditures. They said that the city needs to communicate more through various methods, to build the community's identity to be connected with Tigard, and to make the case to address future funding challenges. The City Council affirmed a desire to communicate with Tigard residents as one area of focus for the current year, developing new strategies to expand the pool of involved residents, build awareness, and engage in ongoing two-way dialogue. PAGE 2- CITY OF TIGARD FY 2013-2014 BUDGET TRANSMITTAL In keeping with these recommendations, the budget continues our approach of conducting a biennial community survey and expanded opportunities to give input about your priorities, and for the city to invest in your highest priorities. We will contract for strategic communication services to help us get the word out to residents and the business community to hear of your priorities in new and different ways. The Task Force also supported the development of a competitive economic development strategy that creatively engages members of the business community and the citizens, that leverages private invest- ment and emphasizes doing business locally,with the strategy led by a dedicated full-time staff position and an economic development commission. This aligns with the City Council's goal since 2012 to de- velop an economic development program. Tigard is not an island with an isolated local economy, but our community's health relies on the availability of jobs and the health of local businesses serving the area. Economic development consists of a collective effort by the city and its partners to improve business retention, recruitment, redevelopment, and investing in local infrastructure in ways that can result in a more diverse and robust local tax base, increase employment and contribute to a positive business cli- mate. The adopted budget implements this concept by maintaining a dedicated staff position at the city to carry out an economic development strategy. The dedicated position will come from reallocating a vacant position in Community Development and will not result in increased staffing to the city. Three additional budget changes have no impact on increased General Fund expenditures, as dedicated revenues allow for these service changes. First, staff support for the city's geographic information sys- tems (GIS) will be maintained. Second, Tigard will expand the use of electronic citations for all police patrol and motor officers, automatically uploading data to the court system, increasing accuracy and giving immediate access to the data. A grant opportunity will fund 90% of the expansion of this sys- tem. The final change will respond to increased building inspection workload with the creation of an inspector/code compliance officer in the Building Department. The Building Division has provided inspections beyond the standard of 120 per week envisioned in 2008, and with major development projects on the horizon, that demand and related revenue is expected to increase. The following table summarizes the changes made to operating departments in the FY 2013-14 budget when compared to the prior year revised budget. Across all funds, this budget increases operations by only $1,431,398, or growth of 2.8%. When all funds are considered, this includes operations in various utilities in Public Works including Water, Sewer, and Stormwater which have not been impacted by revenue constraints to the same level as General Fund supported departments. The General Fund and Central Service Fund supported departments are growing at a slower overall rate of only 2.0%. INTRODUCTION-PAGE 3 FY 2013-2014 BUDGET TRANSMITTAL Departmental Summary of Operating Budget and FTE Changes- Revised 2013 vs Adopted 2014 Revised 2013 Adopted 2014 Revised 2013 vs. Operating Operating Revised 2013 vs. Adopted 2014 Budget Budget Change in Adopted 2014 (General Fund&Central Department (All Funds) (All Funds) FTE (All Funds) Service Funds Only) Dollars Percent Dollars lPercent LIBRARY 5,218,164 5,221,593 3,429 0.1% 3,429 0.1% POLICE 14,419,797 14,518,347 98,550 0.7% 48,550 0.3% SOCIAL SERVICES&COM. GRANTS 348,273 358,201 - 9,928 2.9% 9,928 2.9% PUBLIC WORKS 20,146,456 20,895,014 - 748,558 3.7% 340,623 5.0% COMMUNITY DEVELOPMENT 4,232,164 4,611,567 1.00 379,403 9.0% 129,248 4.4% FINANCE &INFO.SVCS. 3,399,429 3,499,144 - 99,715 2.9% 99,715 2.9% MAYOR&COUNCIL 233,951 265,654 31,703 13.6% 31,703 13.6% CITY MANAGEMENT 2,110,780 2,100,541 (10,239) -0.5% (10,239) -0.5% ADMINISTRATIVE SERVICES 1,411,334 1,481,685 - 70,351 5.0% 70,351 5.0% Totals $51,520,348 $ 52,951,746 1.00 $1,431,348 2.8% $ 723,308 2.0% Capital Improvements Building and maintaining our infrastructure is one of the most important and can be one of the most invisible responsibilities that keeps up the city's quality of life. Tigard's Capital Improvement Program (CIP) focuses on many of our high priority water, sewer and parks projects and sees them through to completion over the next five years. Tigard will make the single largest annual project expense in the city's history during the 2014 budget as water intake and treatment plant projects enter the construc- tion phase for the Lake Oswego-Tigard Water Partnership. The water partnership represents the best option to supply our water customers until 2035, provide a reliable, high quality water supply, and bring ownership in a source that allows Tigard to control costs. Other CIP highlights are listed below. Project Accounting. In 2008, Tigard comprehensively reviewed our Engineering Services manage- ment controls. One suggested approach was to ensure that the time city staff spent managing capital projects was accounted for and tracked. We have completed the first year of implementing this ap- proach and improving project tracking, and continue to adjust this tracking to reflect reality. The FY 2014 proposed budget assumes that 90% of all Engineering costs can be accounted for by work on capital and system infrastructure projects and the remaining 10% on development driven review and inspection. This approach represents a major step to manage the city's Capital Improvement Program and its costs more effectively. Project Appropriations. Tigard now has a better idea of our capacity to deliver capital projects in a given year. Projects do not always proceed according to plan, and unanticipated challenges arise. To adjust to this reality and keep city staff working at full capacity, the FY 2014 budget will divide the adopted capital improvement program into two tiers of projects, and both tiers will have appropria- tions in the first year. The first tier includes those projects we intend to pursue. The second tier is pro- posed for implementation when a first-tier project faces change, challenge or delay. PAGE 4- CITY OF TIGARD FY 2013-2014 BUDGET TRANsmiTTAL Streets. Each year, project prioritization for street improvements relies on leveraging resources we re- ceive or are granted to make street improvements. Project requests from the public consistently exceed the amount of funding available. The adopted Transportation CIP is designed to deliver street im- provements already in design such as Pacific Highway/Gaarde/McDonald intersection and Walnut Street/135th Avenue intersection improvements. In addition, the gas tax and federal grant funding al- lows for new projects such as signal coordination at Upper Boones Ferry/Durham Road, sidewalks in downtown Tigard on Commercial Street, and improvements to signals and sidewalks at Hall Boulevard and McDonald Street. Parks. Tigard is making strong progress to complete voter-approved park land acquisitions by allocat- ing nearly all of the funds from the park bond by February 2014. The city will need to shift from deliv- ering on the promise of investing in buying these properties, to a mode of developing and maintaining park land for the long term, and resources for this have not yet been identified. Our ability to use sys- tem development charges for park improvements, and identifying additional revenues that will allow park development for these properties, continues to be a key policy issue facing the city. The Future. As a city, Tigard has much to do in the area of maintaining and operating our public spaces and facilities well, and completing capital investments will be an important focus for the future. The city must begin the hard work of finding resources for the operation and maintenance of city park properties and providing for repair and replacement of public safety, public works and city hall facili- ties. In addition, the CIP recognizes the need for public infrastructure to be provided in the newly an- nexed area on our western boundary called River Terrace. Every project currently planned for the later years of the CIP will be contingent on the projects and investments needed as the River Terrace area begins to develop. Another key policy question that will face Tigard is how we will balance the re- sources that the current city depends on to build and maintain our existing systems and also accommo- date the infrastructure for the growth in River Terrace. Conclusion The FY 2014 budget is built on our best professional judgment for maintaining the health of the city's general fund for the long term; maintains healthy financial reserves; and maintains financial stability. We continue to align our highest service priorities with the city's available resources, and stay focused for the future. Respectfully submitted, Marty Wine, City Manager INTRODUCTION-PAGE 5 COUNCIL GOALS Tigard City Council Priorities for Six-Month Focus in 2013 Tigard's Strategic Plan • Engage the community to develop and adopt a vision and long-range strategic plan for the next generation. In coming years, annual goals will be guided by the strategic plan Communicate with Tigard residents • Develop new strategies to expand the pool of involved residents, build awareness, and en- gage in ongoing two-way dialogue • Develop Tigard's community identity Financial Sustainability • Balance/adopt 2013-14 budget and CIP, together with Budget Committee 0 Includes focus on key facility needs • Maximize franchise revenue 0 Do not lose current-year PGE revenue collections 0 Implement solid waste franchise fee increases • Labor relations: policy guidance for SEIU and TPOA agreements Economic Development • Develop and adopt Citywide strategy • Development Code improvements to support economic development and improve permit- ting efficiency • Explore Pacific Highway Urban Renewal District options Take the Next Step on Major Projects • Water source and supply 0 Preserve and advance LO-Tigard Water Partnership • Build partnership relationships • Complete West Linn appeal; secure permits to proceed with plant and pipe- line project • Confer with LO regarding 60% design estimates • Evaluate future of partnership roles • Continue transition of amended intergovernmental water agreement River Terrace Community Plan 0 Take part in Stakeholder Working Group 0 Guide Infrastructure Financing Strategy • SW Corridor Plan 0 Acceptance of Alternatives Analysis Implement the Comprehensive Plan 0 Adopt Comp Plan amendments on Goal 10 (Housing Inventory) PAGE 6- CITY OF TIGARD COUNCIL GOALS • Downtown 0 Downtown Plaza Site Acquisition and Design Approval 0 Develop a strategy for redevelopment of city-owned property 0 Other Potential • Determine terms for public private partnerships/developer incentives (for an eligible redevelopment proposal) • Finalize Saxony property purchase for redevelopment and develop design concepts • (If railroad is cooperative), acquire property and develop concepts for Tigard Street Trail; advance options for rail crossing"trade" for Ash Ave- nue at-grade crossing • Determine the need to amend urban renewal plan with new projects • Other initiatives 0 Evaluate options and resources to create a pilot recreation program • Use recreation inventory to match with program demands/service gaps • Determine options for future programming (including partnerships) 0 Evaluate social gaming policy issues and options • Represent Tigard effectively at the regional, state and federal level 0 Funding opportunities 0 Transportation priorities/SW Corridor h ' 7 Fanno Creek Park, Tigard, Oregon INTRODUCTION-PAGE 7 CITY INFORMATION Form of Government. The City of Tigard was incorporated in 1961. An elected Mayor and four Council members who comprise the City Council govern the City of Tigard. The city's charter establishes a Mayor/Council form of government. Members of the City Council are elected at large to serve four-year terms. The Mayor presides at coun- cil meetings and is elected at-large for a four-year term. Together, the Mayor and council provide com- munity leadership, develop policies to guide the city in delivering services and achieving community goals, and encourage citizen awareness and involvement. The City Council appoints the City Manager,who acts as the administrative head of the city govern- ment. The City Manager is responsible for ensuring council policies are implemented using resources appropriated by the Council to achieve desired service results in the community. The Mayor and Council are responsible for establishing city policies. Services Provided: Department Services Administrative Services City Recorder/Records, Design & Communications, Municipal Court City Management City Manager's Office, Human Resources, Risk Management Community Services Police, Library, Social Services & Community Events Community Develop- CD Administration, Building, Community Planning, Development ment Services, Economic Development Finance and Information Finance Administration, Financial Operations, Utility Billing, Infor- Services mation Technology, Contracts/Purchasing Mayor and Council Public Works PW Administration, PW Engineering, Healthy Streams, Parks and PAGE 8 - CITY OF TIGARD CITY INFORMATION CITY INFORMATION Tigard is located in Washington County and is the eleventh largest city in Oregon. It is centrally lo- cated, surrounded by Portland,Lake Oswego,Beaverton and Tualatin. It is conveniently located, directly off of the 1-5 and Highway 217. One of areas largest shopping malls,Washington Square,is located in Tigard. Population Facts: Population Estimate (2013): 49,774 Median Age (2010): 37.4 Average Household Size (2011): 2.49 High School Education or higher (2011): 92.5% Bachelor's Degree or higher (2011): 39.9% Cost of Living Facts: Median Household Income (2011): $62,521 Unemployment Rate (2012): 6.4% Estimated Median House Value (2011): $324,000 Home Ownership Rate (2011): 62.1% Total Housing Units (2010): 20,068 Climate: Elevation: 300 ft. Average Daily High Temperature Jul: 79 F Average Annual Low Temperature: 34 F Average Annual Rainfall: 39.9" Economy: Land Use— Commercial (Acres, %): 7.2% Industrial (Acres, %): 10.3% Mixed-Use (Acres, %): 11.3% Residential (Acres, %): 70.7% INTRODUCTION-PAGE 9 CITY INFORMATION Seventy percent of land within the city is planned to accommodate residential use, ranging from low density single family homes to high density multi-family dwellings. The city tracks buildable lands through a yearly inventory process. The buildable lands inventory is less than 10%, but the newly annexed River Terrace area will add another 243 acres that will be available for development upon the completion of a community plan in 2014. Single family home construction,which includes free standing and attached, hit a high of 335 units in 1995 and had 117 permits issued so far in 2013. The incorporated area of the city is 12.7 square miles or 8,098 acres. The city maintains 20 parks totaling over 493 acres of parks and open spaces. Number of businesses (March, 2013): 3,066 Top Employers in 2013: Employer # of Employees Capital One Services 861 Tigard-Tualatin School District 779 Nordstrom 428 Oregon Public Employees Retirement 396 Macy's Department Stores,Inc. 390 Costco Wholesale Corporation 300 City of Tigard 255 Winco 176 JC Penney 144 Source:US census Bureau,City of Tigard-Community Development Finance Tigard Values In 2006, City Council made the decision to adopt "A Place to Call Home" as the tagline for the city— representing a commitment to having Tigard be a city that everyone could be truly proud of—a place with a true commitment to the community,its employees and to excellence. In an effort to further this vision, the city implemented three values for staff to reflect and embody.These values are: 0 Respect and Care We will treat people well 0 Do the Right Thing We will go the extra mile to exceed expectations 0 Get it Done We will focus on solutions-not excuses PAGE 10- CITY OF TIGARD CITYWIDE ORGANIZATION CHART - BY PROGRAM CITY OF TIGAm CITIZENS OF TIGARD Mayor&City City Attorney Council City Manager Administrative Community Finance& City Managemcnr Library Police Public Works Services Development lnformation Services Design& Human Resources Administration Administration Administration Administration Administration Communications City Recorder/ Risk Management Community Planning Financial Operations Circulation Support Services Public Works Engineering Records Municipal Court City Manager's Office Development Services Information Services Reader Services Police Operations Parks&Grounds Building Utility Billing Technical Services Property Management Economic Development Contracts&Purchasing Storm Water Water Sanitary Sewer Fleet Maintenance Street Maintenance Street Lights& Signals Healthy Streams A —a INTRODUCTION-PAGE 11 CITY OF TIGARD MAP T J O r e g o n HILLSBORO , 7 i � PORT`LAND 10 g 217 S BEAVERTON 217 9 TIGARD ® as LAKE OSW,f.GO 9 - T�UALA_TI_N J SHER I%VO - D �" City of Tigard I ADOPTED BUDGET FY 2013-2014 PAGE 12- CITY OF TIGARD USER'S GUIDE TO THE BUDGET DOCUMENT The budget document describes how the City of Tigard plans to meet the needs of the community. It is also a resource for citizens interested in learning more about the operation of their city government. The city budget fulfills several functions: Firstly, the budget is a communication tool. It is one means that the city uses to explain the various demands,needs, constraints, resources and opportunities it faces. It communicates the choices made and the direction in which the city is headed. At the highest level, the budget is an important policy document. The annual budget process is the one time during the year when all of the city operations and processes are reviewed in a comprehensive manner. (The city reviews the needs of the community,priorities and goals, and then matches re- sources against those needs,priorities, and goals.) Resources are limited, so choices must be made. The annual budget reflects those choices. The budget also serves as an operational guide. It identifies work programs and goals to be achieved for each department or unit in the coming fiscal year. At its most basic level, the budget is an accounting document. It establishes the basic guidelines that the city uses to measure and control expenditures and to track its revenues. The budget document has been organized to assist the reader in understanding how and why the city budgets as it does and to provide more summary level information at the beginning of the budget doc- ument with more detailed information at the end. Not only is the document arranged from a high level summary to more detailed, each section is also arranged in this manner. As the reader reviews the information in this document, he or she will see this arrangement as well as the functions listed above that a budget should fulfill. The City of Tigard's budget document is divided into thirteen primary sections as presented below: Introduction The preceding section contains the Budget Transmittal from the City Manager. This letter summarizes the major provisions that have been included in the FY 2013-14 Adopted Budget. It includes a discus- sion of the major policy issues that were considered and major changes from last year. This section also contains what the council plans to focus on for the first six months of 2013,which provide the foundation and direction for many of the choices made in constructing this budget. There is general city information about Tigard,including a map that shows the city's boundaries. READER'S GUIDE-PAGE 13 USER'S GUIDE TO THE BUDGET DOCUMENT Reader's Guide This section provides an overview of the budget process, the basis of budgeting, and the budget struc- ture. This section is designed to help familiarize the reader with the city and its budget. Budget Summary The Budget Summary is designed to give the reader an overall view of the entire city budget. This section contains summary charts and information to provide a one-stop picture of the budget. These high-level summaries provide an easy reference for overall city trends and conditions. This section also presents the Comprehensive Long Term Financial Forecast. The Financial Forecast projects city revenues and expenses for major operational areas of the city over the next five years, based on current conditions. The city uses the forecast to identify future trends, needed corrective ac- tion, and to forecast the success of current financial efforts. Revenue Analysis The Revenue Analysis section contains information about the city's primary sources of revenue across all funds. This section provides a basic explanation of Oregon's property tax system and a summary of the City of Tigard's property tax revenues and assessed valuation. This section also provides historical trend information for each of the city's major revenue categories. Program Summaries The city's operating budget is organized by major program areas: Community Services, Public Works, Community Development and Policy and Administration. Each program area contains one or more operating departments or budget units. The Program Summaries section provides detailed information for each program area by department and budget unit. The information in this section includes a pro- gram-level narrative and summary expenditures and authorized position counts. The following subsections within the Program Summaries section include a narrative for each budget unit presenting the long term results the unit is working to achieve, a description of the unit's services and activities, FY 2013-14 goals and objectives, accomplishments for the prior fiscal year, and major highlights of the unit's budget. This section also includes workload indicators for each unit showing how much work it has accomplished in the past and how that workload is expected to change in FY 2013-14. Effectiveness measures show the progress of each unit in achieving its long term results. PAGE 14- CITY OF TIGARD USER'S GUIDE TO THE BUDGET DOCUMENT Community Services Program This section includes budget appropriations and explanatory material for the Community Services Pro- gram. The Community Services Program includes Police, Library and Social Services and Community Events. Public Works Program This section includes budget appropriations and explanatory material for the Public Works Program. The Public Works Program includes Public Works Administration, Engineering, Parks and Grounds, Sanitary Sewer, Stormwater, Street Maintenance, Fleet Maintenance, Facilities, Street Lights and Sig- nals,Healthy Streams and Water. Community Development Program This section includes budget appropriations and explanatory material for the Community Development Program. The Community Development Program includes Community Development Administration, Building, Community Planning,Development Services and Economic Development. Policy and Administration Program This section includes budget appropriations and explanatory material for the Mayor and Council, City Management,Administrative Services and Finance and Information Services. Capital Improvement Plan The Capital Improvements section provides information about the city's five-year capital improvement program. It includes information about major construction and capital acquisition projects that are planned during FY 2013-14 as well as projections of capital needs over the following four years. Debt Service The Debt Service section presents information on the City of Tigard's outstanding long term debt. This section shows current and future debt service requirements, calculations of debt ratios, the com- parison to statutory debt limitations, and debt service schedules. READER'S GUIDE-PAGE 15 USER'S GUIDE TO THE BUDGET DOCUMENT Fund Summaries The Fund Summaries section shows the city's fund structure and detailed fund reconciliations for each fund managed by the city. A fund is a self-balancing set of accounts and is used to track revenues and expenditures for specific operations. Under Oregon law and "accounting principles generally accepted in the United States of America," revenues and expenditures of individual funds may not be co- mingled. This section shows current and historical information on the resources and requirements of each of the city's funds. Appendix The Appendix section contains a variety of other budget-related information to assist the reader, such as salary schedules, staffing summary, the city's financial policies, and a glossary of terms used in the budget. This section also includes a listing of advisory board and committee members. Fl :µL' 3lhail ;. Rhododendron Garden within Summerlake Park, Tigard, Oregon PAGE 16- CITY OF TIGARD BUDGET PROCESS Staff begins preparing the annual budget several months prior to adoption. In November and Decem- ber, staff completes a five year forecast of all revenues, expenditures and fund balances. The forecast takes the budget and known future changes in fees, technology,laws and impact of capital construction on operating costs. The forecast does not assume future decisions in staffing levels or proposed pro- grams. By producing a forecast on known items,it allows the city to see the size of decisions that need to be made. As the city works through the budget process in the following months, the forecast is continually updated. The City Manager reviews the forecasts for all funds and directs which future expenditures must be postponed or eliminated to ensure a stable financial future, but still provide the necessary resources to continue to provide current services at the same level of service in the future and accomplish City goals that are set by Council in December. Budget parameters and guidelines for the coming fiscal year are set in relation to the finalized five year forecast. Guidelines can include the number of additional or reduced staffing allowed in the budget requests, changes in programs, equipment replacement, etc. In January, department staff prepare their requested budgets to fulfill City Council goals set for the coming year. These goals and the necessary resources to accomplish them are included in the budget requests and may require adjustments to the forecast and budget guidelines. After departments submit their requested budgets, Finance staff, and the City Manager reviews the re- quests and meets with the departments to discuss the requests and obtain additional information to assist with their analysis. In March and April, Finance staff finalizes their budget analyses and meets with the City Manager and department directors to review the requests. The City Manager makes deci- sions on the requested budgets,which are then incorporated into the proposed budget. In April and into May, the City Manager presents the proposed budget to the Budget Committee. The Budget Committee, in accordance with Oregon Budget Law, is made up of the City Council and an equal number of citizen members. In Tigard's case, the Budget Committee is comprised of the Mayor, four council members, and five citizens. All budget meetings are open to the public and are required to be advertised as such. At each budget meeting, time for public comment and input is provided. After all input has been received, the Budget Committee approves the budget with any changes and forwards it to the City Council for adoption. In June, the City Council holds another public hearing to allow for additional public comment. After the public hearing, the approved budget is adopted by City Council resolution. The adopted budget takes effect on July 1. According to Oregon Budget Law, a budget must be adopted prior to July 1. READER'S GUIDE-PAGE 17 BUDGET PROCESS Budget Finance staff updates the five year revenue and expenditure forecasts and sets growth trends and baselines. November- City Manager reviews forecasts and sets guidelines and policy. December City Council establishes goals for the year. Finance staff prepares budget instructions, provides training as required, and distributes budget guidelines to department staff. Departments prepare budget requests for review by Finance staff. January Finance staff reviews requests and prepares budget analysis. Departments and Finance staff review budget requests The five year forecast is updated based on requested budget amounts and projections for the current fiscal year. February Requested budgets and budget analyses are submitted to the City Manager. Budget discussions between the City Manager, department directors, and Finance staff take place. Finance staff updates five year forecast based on proposed budget. March- The proposed budget document is produced by Finance staff. April Budget Committee meetings are advertised. The City Manager's proposed budget is submitted to the Budget Commit- tee. Public meetings are held to present the proposed budget to the Budget Committee to discuss and to allow citizen comment. The Budget Committee makes changes and then approves the budget before April-May forwarding it to the City Council for adoption. Finance staff updates five year forecast based on approved budget and revised projections for current fiscal year revenues and expenditures. Public Hearing Notice for Budget Adoption is advertised. A public hearing before City Council is held to allow citizens to comment on the approved budget. After the public hearing, the Approved Budg- June et is adopted by City Council resolution. Finance staff updates five year forecast based on adopted budget. J my The adopted budget document is produced by Finance staff. The adopted budget takes effect. PAGE 18- CITY OF TIGARD BUDGET PROCESS Budget Revision Procedures Oregon Local Budget Law establishes procedures to revise the budget as events occur after budget adoption. The type of event determines the procedures to be followed. Budget Amendment The adopted budget appropriates contingencies in several funds. As allowed by Oregon Local Budget Law, contingencies cannot be used unless transferred to a specific appropriation by Council Resolution amending the budget. Budget amendments during a fiscal year cannot exceed 15% of fund appropriations without approval of a supplemental budget. Supplemental Budgets In accordance with Oregon Local Budget Law, a supplemental budget is required to appropriate in- creased resources within a fund (except for gifts, grants, and donations), or if total budget amendments in a fund exceed 15% of the existing appropriations. If at least ten taxpayers make a written request within ten days of the notice, the Council must refer the supplemental budget to the Budget Commit- tee prior to consideration and action. READER'S GUIDE-PAGE 19 BASIS OF BUDGETING The basis of budgeting is largely the same as the basis of accounting with a few exceptions. Budgets are prepared in accordance with the modified accrual basis of accounting for Governmental Fund Types. Proprietary Fund Type budgets follow the accrual basis of accounting,with the exception that depreciation is not shown as a budgetary expense. Proprietary funds also accrue compensated ab- sences when incurred and become a fund liability. In the governmental funds, compensated absences are paid from current resources and are reported as an expenditure in the year they are paid. And fi- nally, both governmental and proprietary funds show debt service proceeds as a resource and debt service payments as an expense under the budgetary basis of accounting. Activities of the general fund, special revenue funds, debt service funds, capital project funds, enter- prise funds, and internal service funds are included in the annual appropriated budget. Annual appro- priations lapse at the end of each fiscal year Qune 30). The level of budgetary control (that is, the lev- el at which expenditures cannot legally exceed the appropriated amount),is established at the program level within each individual fund. The city maintains an encumbrance accounting system as one tech- nique of accomplishing budgetary control. It r % r I J�JJ J PAGE 20-CITY OF TIGARD FUND STRUCTURE The City of Tigard uses various funds to account for its revenues and expenditures. A fund is defined as a fiscal and accounting entity with a self-balancing set of accounts. Also, funds are categorized by fund type as defined by generally accepted accounting principles (GAAP) and Oregon Budget Law. The revenues in each fund may be spent only for the purpose specified by the fund. For example, the revenues in the Water Fund may be used only for purposes related to water operations. However, the General Fund is the primary exception to this rule. The General Fund is used to account for general- purpose revenues and operations of the city. Most of the traditional, core operations of the city (i.e. Police, Library, Parks, Planning, and Mayor and Council) are budgeted in this fund. In FY 2013-14, the city will use the following six funds: • General: account for resources not accounted for in other funds. These resources support most central business services, public safety services, cultural/leisure services and some public development services. • Enterprise: account for goods or services which are provided on a continuing basis to the general public and are financed primarily through user charges. Enterprise funds in Tigard include: sanitary sewer, stormwater, water, water CIP, water debt service, water quality/ water quantity, and water SDC. • Special Revenue: account for restricted resources designated for specific uses. In Tigard, these funds are building, city gas tax, criminal forfeiture, electrical inspection, gas tax, li- brary donation and bequests,parks bond,parks SDC, street maintenance fee, traffic impact fee (TIF), transportation development tax (TDT), tree replacement, and underground utili- ty. • Debt Service: account for the accumulation of resources for the payment of debt princi- pal and interest. Bancroft debt service and general obligation debt service fall into this cate- gory. • Capital Funds: account for financial resources for the acquisition, construction and maintenance of capital facilities. These funds include facilities capital, parks capital, and project funds. • Internal Service: Account for goods or services furnished internally from one department to another. The central services fund, fleet and property management fund, and insurance fund are the three internal service funds in Tigard. A Summary of All Funds is provided in the Budget Summary section to show a summary of each of the funds resources and requirements as budgeted and more detailed breakdown is shown in the Fund Summaries section. Resources include beginning fund balances, current revenues and transfers in from other funds. Requirements include operating expenditures, debt service, loans, capital improve- ments, transfers out to other funds contingencies and ending fund balances or reserves. The FY 2013- 14 budget is considered a balanced budget as total resources are equal to total requirements in each fund. READER'S GUIDE-PAGE 21 PROGRAM BUDGET STRUCTURE The city adopts and manages its budget by program. Each program is an aggregation of departments and their divisions that are similar in nature or function. Some programs have several departments, where others,like Public Works, only has one department. Program . . Administration Police Operations Support Services ...... ...... ... ... ...... ...... .. ... ...... ....... .. ......... ......... ......... ......... ............... Administration Community Readers' Services Services Library Technical Services Circulation ...... ...... ... ... ...... ...... .. ... ...... ......... ......... ......... ......... ............... Social Services Social Services/Community Events Community Events Administration PW-Engineering Property Management Fleet Maintenance Public Works Public Works Healthy Streams Parks/Grounds Sanitary Sewer Streets Stormwater Water Administration Building Community Development Community Development Community Planning Development Services Economic Development City Manager's Office City Management Human Resources Risk Management ...... ... ... ...... ...... .. ... ...... ....... .. ......... ......... ......... ......... ............... Mayor and Council Mayor and Council Design and Communications Policy and Administrative Services City Recorder/Records Administration Municipal Court ...... ... ... ...... ...... .. ... ...... ....... .. Administration Financial Operations Finance and Information Systems Utility Billing Information Technology Contracts and Purchasing PAGE 22-CITY OF TIGARD PROGRAM BUDGET STRUCTURE A breakdown of each of these programs, departments, and budget units' expenditures can be found in the individual program sections. In addition to the four operating programs, Debt Service, Loans to the City Center Development Agency, Capital Improvement,Transfers, and Contingency provide the following functions: • Debt Service includes appropriations for interest and principal on all types for debt, i.e., general obligation, local improvement districts, loans and both short-term and long-term debt for construction projects. • Loans to the City Center Development Agency (CCDA), the city's urban renewal district, are for catalyst projects in the downtown plan. As the Urban Renewal District generates more tax increment financing revenues in the future,it will be able to finance its own pro- jects. Until then, the city may loan monies to the CCDA,which will be repaid as outlined in the intergovernmental agreement between the two entities. • Capital Improvement includes appropriations for all major construction project expendi- tures. Capital improvement projects are included in the long range plan for city facilities and infrastructure. • Transfers will be made between funds when the revenue is received in one fund for an expense that occurs in another fund or when city functions have more than one funding source. Another primary reason for transfers is for a fund to pay for services provided by another fund. • Contingency includes allowance for unforeseen needs that have not been planned for in the current budget and some reserves. Contingency can only be accessed by City Council resolution. READER'S GUIDE -PAGE 23 - - - �-- -"•-�+-#-rte* Summerfield Go�f Course is a 9-bole course in Ti ,gard, Ore City / Tigard ADOPTED / PAGE 24-CITY OF TIGARD WHERE THE MONEY COMES RROM... Resources to meet the City of Tigard's obligations and service needs are derived from three primary sources: beginning fund balance, current revenues,and fund transfers. Beginning fund balance con- sists of revenues carried forward from previous fiscal years,including reserves for specific purposes (e.g., debt reserves and capital improvements) and monies used for cash flow. Current revenues are those earned from city operations or taxes collected during the fiscal year. The principal sources of current revenues are utility fees and charges,property taxes, bond proceeds and building and develop- ment fees and charges. The third source is a transfer between funds to pay for either direct or indirect costs. Transfers 10% Current Revenues 29% Bea nning Fund Balance 61% Total Resources$228,378,575 Current Revenues$67,513,859 Resources Interest F'ai❑nvs otb� Miscellaneous Finan Beginning Fund Balance $ 138,942,053 Cl/o CI% Sources Fines and <1% Current Revenues Fo Z�tuxes Property Taxes 15,338,043 Franchise Fees 5,601,400 Propertp Special Assessments 120,000 Taxes z;% Licenses and Permits 5,551,554 Intergovernmental 10,217,607 Charges for Fran Charges for Services 28,394,343 services 42% Fines and Forfeitures 1,141,783 spew Interest Earnings 493,317 assessments Tia Miscellaneous 294,812 Iutergocem- mental Other Financing Sources 361,000 15% r Licenses and Subtotal Current Revenues 67,513,859 pe=ts 4 0 Fund Transfers 21,922,663 Total Resources $ 228,378,575 BUDGET SUMMARY-PAGE 25 WHERE THE MONEY GOES... City budgetary requirements fall into three primary categories: total requirements, total appropria- tions, and program expenditures (or operating expenditures). Total requirements consist of all funds appropriated for use during the fiscal year plus reserve for future expenditures (ending fund balanc- es),which are not appropriated and are not intended to be used. Reserve for future expenditures are available, but are intended for use in future fiscal years. Total appropriations consist of funds availa- ble for use during the fiscal year and include program expenditures, debt service, capital improve- ments, transfers, and contingencies. Program expenditures reflect the ongoing operating budget for the delivery of services. The following charts provide information about each of these major catego- ries. T-1 App zop-tti 81°o Reserve fax Putu=e Expenditures 19°o Total Requirements$228,378,575 Requirements Current Expenditures Operating Budget $ 52,951,746 Debt Servim 8,500,500 Loan to CCDA 361,000 Capital Improvements 97,641,784 Contingency 3,643,147 Subtotal Current Expenditures 163,098,177 Fund Transfers 21,922,663 Reserve for Future Expenditure 43,357,735 Total Requirements $ 228,378,575 The total requirements of the FY 2013-14 city budget total $228,378,575. Of that amount, 81% is actually appropriated for use during the fiscal year. The remaining 19%is reserve for future expendi- tures. The reserves are available,but are not intended to be used during the fiscal year. PAGE 26-CITY OF TIGARD WHERE THE MONEY GOES... Total Appropriations$185,020,840 program Fund Transfers Expenditures 12% 29% Contingency 2% Debt Service 7% Capital Loan to CCDA Improvements Cl% 53% Total appropriations of$185,020,840 consist of several subcategories of use. Of this amount,Pro- gram Expenditures account for 29% of the total. Program Expenditures make up the city's operat- ing budget. Appropriations are also established for debt service,loans to the City Center Develop- ment Agency, capital improvements,transfers between funds, and contingencies. Debt service ac- counts for 5% of total city appropriations and pays principal and interest on outstanding assessment bonds,loans, and voter-approved General Obligation bonds. Loans to the City Center Develop- ment Agency make up less than 1% of appropriations. Capital improvements account for 53% of total appropriations and consist of major construction or acquisition projects that add to or extend the life of major city facilities and assets. Transfers be- tween funds total roughly 12% of appropriations. Money is transferred between funds to share re- sources or to pay expenses incurred in one fund that also benefit the program in one or more addi- tional funds. Contingencies account for 2% of total appropriations and are used to pay for unex- pected expenses. No money may be spent directly out of a contingency account;if needed,money must be transferred from contingency to another expenditure category by resolution of the City Council. BUDGET SUMMARY-PAGE 27 WHERE THE MONEY GOES... Program expenditures are the operating budget of the city. Program expenditures pay for the day-to- day costs of running the city and providing services to citizens. This is the heart of the city budget. Program expenditures may be looked at from several different perspectives. Each perspective pro- vides a different view of the use of these dollars. The following charts show three different perspec- tives of program expenditures. Program Expenditures Total Operating Budget by Program $52,951,746 Policy& Adnvxustration 14% community Services community 380/0 Development 9% Program Expenditures by program shows the major functional areas that make up the total city op- erating budget. The largest functional areas within the operating budget are the Public Works (39%) and Community Services (38%) programs. The Public Works program consists of services that oper- ate and maintain the city's infrastructure (streets,water system,parks and grounds, sanitary sewer, storm water, fleet maintenance, and city facilities). The Community Services program consists of Police services,Library services, and city grants to social service agencies and community events. The Community Development program accounts for 9% of the total operating budget. This pro- gram area includes building permits and inspections, and land use planning. The Policy and Admin- istration program accounts for 14% of the total operating budget and includes the central city man- agement, administrative functions, Finance, and Information Technology. PAGE 28-CITY OF TIGARD WHERE THE MONEY GOES... Another way of looking at the city's program expenditures is by department. This view reflects the administrative structure of the city. The largest city department is Public Works with 39% of the budget. Public Works is followed by Police with 27%,Library with 10%, Community Development with 9%, Financial and Information Services 7%, City Management with 4%,Administrative Ser- vices with 3%, and the Mayor and City Council at less than 1%. The Social Services and Community Events is a small portion of our operating budget and is allocated based upon one-half of one- percent of the prior year's operating budget. Program Expenditures Total Operating Budget by Department $52,951,746 Community Development 9% SaaalSv &Com Finavaal&Info Events Svc <1% _% Adm tiat,v Sexyices 3% City Management 4% Ltayo&C-1 <1% Finally, the third way to view the Program Expenditures is by major object category. Roughly 53% of the operating budget is for Personal Services which are the salaries and benefits for staff who are operating the programs and providing services to the public. Materials and services, supplies,profes- sional services, small equipment, etc., account for 29% of the operating budget. Capital Outlay (purchases of equipment or vehicles) necessary to running programs and providing services accounts for about 2% of the operating budget. Finally,Interdepartmental expenses pay for services provided within the city and make up 16% of operating expenses. Program Expenditures Total Operating Budget by Category $52,951,746 Adoormoo- 11.tex h&S­ z9% Peisanal Semces Intudepartmental 53% 1G% Capital Outlay 2% BUDGET SUMMARY-PAGE 29 FUND BALANCE Beginning Fund Balances $138,945,053 General Fund 6% Internal Sery ces Funds Enterprise 1% Funds 80% Special Revenue Funds 11% Debt Funds 1% Capital Project Funds 1% The General Fund beginning fund balance is to be $8,156,853. A beginning fund balance is main- tained to provide cash flow for specific operations until current year revenues are received. In the General Fund, enough beginning fund balance needs to held in order to make payroll and pay bills until Property Tax collections arrive in November. The amount needed is about 22 percent of the operating budget. In addition, the fund balance provides funding stability to meet the city's needs projected in the Five Year Financial Forecast. The largest portion of the beginning fund balances is made up of$111.8 million in the Enterprise Funds. These funds are dedicated to the operation,maintenance, and capital investment of the city's sanitary sewer, storm water, and drinking water systems. This category has grown significantly due to the $72.8 million in Water Bond proceeds held in the Water CIP Fund to pay for two years of the Lake Oswego / Tigard Water Partnership Project to jointly update and expand the water treatment plant and secure a water source for the City of Tigard. The Capital Project Funds include $1.0 million for parks development, street capital improvement projects and facilities projects. The purpose of the capital project funds is to provide a single fund to track the expenditures related to the projects. Generally, the revenues to support the projects are not moved to the capital project funds until they are needed,resulting in a low fund balance. Special Revenue Funds include $15.9 million for Gas Tax Funds, Urban Forestry Fund,Building Fund, street maintenance funds, and Parks Bond and Parks SDC funds primarily. The largest con- tributor to fund balance in this group is the $4.8 million remaining in the Parks Bond Fund from the $17 million bond approved by the voters of Tigard in November 2010. The primary revenue for the Gas Tax Fund is from a tax on motor vehicle fuel imposed by Washington County and the State of Oregon. The City Gas Tax Fund was created to account for a local fuel tax imposed by the city, which went into effect in April 2007. Currently all revenues in that fund are dedicated to repaying debt for the Greenburg Road/Pacific Hwy. intersection. The city has two debt funds, General Obligation Debt Service Fund and the Bancroft Bond Debt Service Fund. The beginning fund balances of just over$870,000 are specifically dedicated to the retirement of both General Obligation and Bancroft debt outstanding. The city's Internal Service Funds provide services to other city departments on a reimbursable basis. Most of the fund balance is in the Insurance Fund. This fund provides coverage for losses unfunded by traditional insurance policies, management of insurance/claim activity,and reduction of significant liability exposures. PAGE 30-CITY OF TIGARD SUMMARY OF ALL FUNDS General Fund Gas Tax Fund City Gas Tax Electrical Building Fund Criminal Fund Inspection Forfeiture Fund Fund RESOURCES Beginning Fund Balance 8,156,853 1,476,663 1,488,999 118,014 1,220,661 41,569 Taxes 13,020,535 0 0 0 0 0 Franchise fees 5,601,400 0 0 0 0 0 Special Assessments 0 0 0 0 0 0 Licenses and Permits 900,135 2,602 0 174,837 1,233,117 0 Intergovernmental 5,575,381 3,746,952 724,019 0 8,281 0 Charges for Services 3,230,653 0 0 0 0 0 Fines&Forfeitures 1,098,783 0 0 0 0 43,000 Interest Earnings 103,722 55,732 34,584 1,207 19,782 1,892 Miscellaneous 24,902 60„297 31,735 0 U4090 0 Other Financing Sources 361,000 0 0 0 0 0 Total Revenues 29,916,511 3,865,483 790,338 176,044 1,271„270 44,892 Transfers In 0 100,000 0 0 1801000 0 TOTAL RESOURCES 38,073,364 5,442,146 2,279,337 294,058 2,671,931 86,461 REQUIREMENTS Program Expenditures 295342,027 2,244,308 0 0 1,516,579 50,000 Debt Service 0 606,378 319,390 0 0 0 Loan to CCDA 361,000 0 0 0 0 0 Capital Improvement 0 0 0 0 0 0 Transfers Out 916,292 2,554,452 1,003,778 181,795 0 401 Contingency 1,200,000 35,000 50,000 50,000 200,000 0 Total Budget 315819,319 5,440,138 1,373,168 2315795 1,716,579 50,401 Reserve for Future Exp 6,254,045 2,008 906,169 62,263 955,352 36,060 TOTAL REQUIREMENTS 38,073,364 5,442,146 2,279,337 294,058 2,671,931 86,461 BUDGET SUMMARY-PAGE 31 SUMMARY OF ALL FUNDS Urban Forestry Bancroft Debt General Facilities Transportation Traffic Impact Fund Service Fund Obligation Capital Development Fee Fund Debt Service Projects Fund Tax RESOURCES Beginning Fund Balance 1,051,549 411,392 459,866 751,957 894,189 772,454 Taxes 0 0 2,317,508 0 0 0 Franchise fees 0 0 0 0 0 0 Special Assessments 0 120,000 0 0 0 0 Licenses and Permits 0 0 0 0 176,678 0 Intergovernmental 0 0 0 0 0 0 Charges for Services 0 0 0 0 0 0 Fines&Forfeitures 0 0 0 0 0 0 Interest Eamings 4,060 37,468 4,612 3,212 11,279 4,000 Miscellaneous 25,000 0 0 0 0 0 Other Financing Sources 0 0 0 0 0 0 Total Revenues 29,060 157,468 2,322,120 3,212 187,957 4,000 Transfers In 0 0 0 1,104,576 0 0 TOTAL RESOURCES 1,080,609 568,860 2,781,986 1,859,745 1,082,146 776,454 REQUIREMENTS Program Expenditures 0 0 0 0 0 0 Debt Service 0 499,997 2,193,701 0 0 0 Loan to CCDA 0 0 0 0 0 0 Capital Improvement 0 0 0 747,595 0 0 Transfers Out 156,229 3,821 0 19,384 779,724 768,307 Contingency 0 0 0 50,000 250,000 8,147 Total Budget 156,229 503,818 2,193,701 816,969 1,029,724 776,454 Reserve for Future Exp 924,380 65,042 588,285 1,042,776 52,422 0 TOTAL REQUIREMENTS 1,080,609 56800 2,781,986 1,859,745 1,082,146 776,454 PAGE 32-CITY OF TIGARD SUMMARY OF ALL FUNDS Underground Street Parks Capital Parks Bond Parks SDC Transportation Utility Fund Maintenance Fund Fund Fund CIP Fund Fund RESOURCES Beginning Fund Balance 555,182 1,106,917 139,479 4,872,068 1,873,432 200,369 Taxes 0 0 0 0 0 0 Franchise fees 0 0 0 0 0 0 Special Assessments 0 0 0 0 0 0 Licenses and Permits 15,629 1,946,284 0 0 257,825 0 Intergovernmental 0 0 163,074 0 0 0 Charges for Services 0 -5,050 0 0 0 0 Fines&Forfeitures 0 0 0 0 0 0 Interest Earnings 7,160 2,043 3,015 4,020 19,782 0 Miscellaneous 0 0 0 0 0 0 Other Financing Sources 0 0 0 0 0 0 Total Revenues 22,789 1,943,277 166,089 4,020 277,607 0 Transfers In 0 0 7,421,573 0 0 5,677,081 TOTAL RESOURCES 577,971 3,050,194 7,727,141 4,876,088 2,151,039 5,877,450 REQUIREMENTS Program Expenditures 0 0 0 0 0 0 Debt Service 0 0 0 0 0 0 Loan to CODA 0 0 0 0 0 0 Capital Improvement 0 1,660,000 7,584,647 0 0 5,677,081 Transfers Out 252,089 208,883 100,397 4,876,088 2,065,005 0 Contingency 50,000 200,000 0 0 75,000 0 Total Budget 302,089 2,068,883 7,685,044 4,876,088 2,140,005 5,677,081 Reserve For Future Exp 275,882 981,311 42,097 0 11,034 200,369 TOTAL REQUIREMENTS 577,971 3,050,194 7,727,141 4,876,088 2,151,039 5,877,450 BUDGET SUMMARY-PAGE 33 SUMMARY OF ALL FUNDS Sanitary Sewer Stormwater Water Water Fund Water SDC Water CIP Fund Fund Quality/Quantity Fund Fund Fund RESOURCES Beginning Fund Balance 5,852,119 2,396,647 1,242,369 9,701,503 1,625,904 84,231,728 Taxes 0 0 0 0 0 0 Franchise fees 0 0 0 0 0 0 Special Assessments 0 0 0 0 0 0 Licenses and Permits 433,800 0 4,250 13,202 361,575 0 Intergovernmental 0 0 0 0 0 0 Charges for Services 1,484,277 2,053,830 0 14,240,169 0 0 Fines&Forfeitures 0 0 0 0 0 0 Interest Earnings 100,333 7,936 15,102 30,644 233 13,096 Miscellaneous 128,788 0 0 0 0 0 Other Financing Sources 0 0 0 0 0 0 Total Revenues 2,147,198 2,061,766 19,352 14,284,015 361,808 13,096 Transfers In 936,000 0 0 58,751 0 702,443 TOTAL RESOURCES 8,935,317 4,458,413 1,261,721 24,044,269 1,987,712 84,947,267 REQUIREMENTS Program Expenditures 1,973,373 1,442,387 0 8,139,852 0 0 Debt Service 0 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 0 Capital Improvement 4,944,653 1,165,375 0 0 0 75,862,443 Transfers Out 230,149 478,916 943,659 5,735,926 165 546,672 Contingency 400,000 100,000 0 500,000 100,000 0 Total Budget 7,548,175 3,186,678 943,659 14,375,778 100,165 76,409,115 Reserve for Future Exp 1,387,142 1,271,735 318,062 9,668,491 1,887,547 8,538,152 TOTAL REQUIREMENTS 8,935,317 4,458,413 1,261,721 24,044,269 1,987,712 84,947,267 PAGE 34-CITY OF T'IGARD SUMMARY OF ALL FUNDS Water Debt Central Fleet/Property Insurance Library Total All Service Fund Services Fund Management Fund Donations and Funds Fund Bequests Fund RESOURCES Beginning Fund Balance 6,763,142 199,348 86,512 776,772 474,398 138,942,053 Taxes 0 0 0 0 0 15,338,043 Franchise fees 0 0 0 0 0 5,601,400 Special Assessments 0 0 0 0 0 120,000 Licenses and Permits 0 31,620 0 0 0 5,551,554 Intergovernmental 0 0 0 0 0 10,217,607 Charges for Services 0 5,750,628 1,639,836 0 0 28,394,343 Fines&Forfeitures 0 0 0 0 0 1,141,783 Interest Earnings 0 593 0 7,810 0 493,317 Miscellaneous 0 0 0 14,000 0 294,812 Other Financing Sources 0 0 0 0 0 361,000 Total Revenues 0 5,782,841 1,639,836 21,810 0 67,513,859 Transfers In 4,881,034 961,205 0 0 0 21,922,663 TOTAL RESOURCES 11,644,176 6,943,394 1,726,348 798,582 474,398 228,378,575 REQUIREMENTS Program Expenditures 0 6,494,508 1,698,713 50,000 0 52,951,746 Debt Service 4,881,034 0 0 0 0 81500,500 Loan to CCDA 0 0 0 0 0 361,000 Capital Improvement 0 0 0 0 0 97,641,784 Transfers Out 0 0 0 531 100,000 21,922,663 Contingency 0 340,000 25,000 10,000 0 3,643,147 Total Budget 4,881,034 6,834,508 1,723,713 60,531 100,000 185,020,840 Reserve for Future Exp 6,763,142 8,886 2,635 738,051 374,398 43,357,735 TOTAL REQUIREMENTS 11,644,176 6,943,394 1,726,348 798,582 474,398 228,378,575 BUDGET SUMMARY-PAGE 35 SUMMARY OF CONTINGENCY The FY 2013-14 budget includes contingency appropriations for most operating funds. Contingen- cies are built into the budget to ensure that funds are available for unforeseen events and to build a cushion into revenue estimates. Contingencies may not be spent directly;if needed, they must be transferred to a program expendi- ture by resolution of the city council. If not transferred to a program expenditure during the fiscal year, the contingency amount becomes part of the ending fund balance. Adopted FY 2013-14 Contingency % of Fund Budget FY 2013-14 Budget 100-General Fund $ 31,819,319 $ 1,200,000 3.8% 200-Gas Tax Fund $ 5,440,138 $ 35,000 0.6% 205-City Gas Tax Fund $ 1,373,168 $ 50,000 3.6% 220-Electrical Inspection Fund $ 231,795 $ 50,000 21.6% 230-Building Fund $ 1,716,579 $ 200,000 11.7% 240-Criminal Forfeiture Fund $ 50,401 $ - 0.0% 260-Urban Forestry Fund $ 156,229 $ - 0.0% 300-Bancroft Debt Servioc Fund_ $ 503,818 $ - 0.0% 350-General Obligation Debt Servide Fund $ 2,193,701 $ - 0.0% 400-Facilities Capital Fund $ _816,969 $ 50,000 6.1% 405-Transportation Development Tax $ 1,029,724 $ 250,000 24.3% 410-Traffic Impact Fee Fund $ 776,454 $ 8,147 1.0% 411-Underground Utility Fund $ 302,089 $ 50,000 16.6% 412-Street Maintenance Fund $ 2,068,883 $ 200,000 9.7% 420-Parks Capital Fund $ 7,685,044 $ - 0.0% 421-Parks Bond Fund $ 4,876,088 $ - 0.0% 425-Parks SDC Fund $ 2,140,005 $ 75,000 3.5% 460-Transportation CIP $ 5,677,081 $ - 0.0% 500-Sanitary Sewer Fund $ 7,548,175 $ 400,000 5.3% 510-Stormwater Fund $ 3,186,678 $ 100,000 3.1% 511-Water Quality/Quantity Fund $ 943,659 $ - 0.0% 530-Water Fund $ 14,375,778 $ 500,000 3.5% 531-Water SDC Fund $ 100,165 $ 100,000 99.8% 532-Water CIP Fund $ 76,409,115 $ - 0.0% 533-Water Debt Service Fund $ 4,881,034 $ - 0.0% 600-Central Services Fund $ 6,834,508 $ 340,000 5.0% 650-Fleet/Property Management Fund $ 1,723,713 $ 25,000 1.5% 660-Insuranct Fund $ 60,531 5 10,000 16.5% 980-Ubrary Donation&Bequests $ 100,000 5 - 0.0% Total $185,020,840 $ 3,643,147 2.00/ PAGE 36-CITY OF TIGARD OPERATING BUDGET SUMMARY FY 2011 FY 2012 FY 2013 Proposed Approved Adopted Description Actual Actual Revised 2014 2014 2014 26%05 271.75 255.85 256.05 256.05 256.85 Budget by Category Personal Services $25,693,549 $26,966,755 $27,146,439 $27,924,736 $27,920,396 $27,979,953 Materials&Supplies 11,291,660 11,538,886 15,229,334 15,218,684 15,227,501 15,541,433 Interdepartmental Services 6,281,138 6,164,462 8,369,615 8,403,849 8,403,849 8,403,849 Capital Outlay 1,094,447 1,154,771 774,960 892,043 991,643 1,026,511 Budget by Program Police and Administration $6,301,858 $6,863,633 $7,155,494 $7,282,190 $7,285,467 $7,347,024 Community Development 3,975,258 3,902,223 4,232,164 4,402,635 4,402,635 4,611,567 Community Services 19,182,019 19,638,469 19,986,234 19,997,341 20,098,141 20,098,141 Public Works 14,901,660 15,420,550 20,146,456 20,757,146 20,757,146 20,995,014 040mr—Total by Program $44,360,794 $45,824,874 $51,520,348 S52,439-312 $52,543,389 S52,951,746 Budget by department 1\12%or and Council 5217,366 $276,225 $233,951 $262,377 $265,654 $265,654 City Management 1,933,218 1,887,536 2,110,780 2,100,541 2,100,541 2,100,541 Finance&Information Services 2,871,487 3,287,582 3,399,429 3,499,144 3,499,144 3,499,144 Community Development 3,975,258 3,902,223 4,232,164 4,402,635 4,402,635 4,611,567 Police 13,425,844 13,902,582 14,419,797 14,417,547 14,518,347 14,518,347 Library 5,571,275 5,535,236 5,218,164 5,221,593 5,221,593 5,221,593 Social Service/Community Events 184,900 200,650 348,273 358,201 358,201 358,201 Public Works 14,901,660 15,420,550 20,146,456 20,757,146 20,757,146 20,895,014 Administrative Services 1,279,786 1,412,290 1,411,334 1,420,128 1,420,128 1,4B1,685 Total by Department $44,360,794 $45,824,874 $51,520,348 $52,439,312 S52,543,389 $52,951,746 BUDGET SUMMARY-PAGE 37 FUNDING MATRIX The funding matrix on the following pages show how the FY 2014 Adopted Budget supports expendi- tures by classifying current year revenues as dedicated,generated, or unspecified. • Dedicated revenues are revenues that must be used for a specific purpose as determined by law. Examples of dedicated revenues include state gas tax, system development charges, and bond proceeds. • Generated revenues are revenues that the city receives as a result of our activities. Exam- ples of generated revenues include various fees and fines,internal reimbursements for ser- vices, and utility sales. • Unspecified revenues fall into two categories: • Undedicated general governmental revenues of the General Fund such as property tax, franchise fees, and intergovernmental shared revenue. • Use of fund balance. With the exception of use of General Fund fund balance, these are dedicated resources. Because the matrix displays the current annual reve- nue for FY 13,it displays the support of current expenditures that exceed the cur- rent revenues (use of fund balance) as unspecified. In addition, a category of"CIP/Debt/Transfers/Contingency"is added. This expenditure category represents approximately half of the FY 2014 Adopted Budget. The majority of this area is for the Capital Improvement Plan (CIP) and the transfers from dedicated funds to the capital funds that cen- tralize Tigard's capital expenditures. The 29 funds of Tigard have been summarized into eight groupings plus an All Funds group. The groupings follow the groupings presented in the Comprehensive Long Term Financial Forecast section of the FY 2014 Budget Document that is located in this section, after the Funding Matrix. There are two groupings that were not part of that document, Central Service Funds and Other Funds. Each fund group contains summary level information on the funds, their purpose, notes on dedicated and generated revenues, and notes on the funds' expenditures. PAGE 38-CITY OF TIGARD FUNDING MATRIX General Fund Dedicated Generated Unspecified Revenue Revenue FY 14 Adopted Budget Revenue Support Support Support Resources Beginning Fund Balance 8,156,853 Total FY 2013 Revenue Budget 29,916,511 22,722,255 2,801,378 4,392,878 Total Resources 38,073,364 22,722,255 1 2,801,3781 4,392,878 Expenditures Administrative Services 536,862 519,196 - 17,666 City Management - - Community Develo men[ 3,094,988 2,879,929 215,059 Finance&Information Services - (61,961) - 61,961 Library 5,221,593 2,377,216 2,700,578 143,799 Mayor and Council 265,654 265,654 - - Police 14,468,347 13,369,098 100,800 998,449 Public Works 5,396,382 2,440,438 - 2,955,944 Social Service/Community Events 358,201 358,201 - - CIP/Debt/Transfers/Contingency 2,477,292 2,477,292 - - Total Expenditures 31,819,319 24,625,063 2,801,3781 4,392,878 Change in Budgeted Fund Balances (1,902,808) Reserve for Future Expenditures 6,254,045 Funds Included: General Fund Funds Summary: The General Fund is the primary operating fund of the City. This is the fund that contains the majority of the undedicated revenues,including:Property Tax,Franchise Fees,and State Shared revenues. Dedicated Revenue Nates: The Library receives a share of the County's Operating Levy and Police receives grants. Generated Revenue Notes: Police and Administrative Services(Muni Court)share traffic fines.Community Development generates permit revenue.Public Works receives reimbursement for services related to the CIP from capital funds. Expenditures Notes: The General Fund has a$1,200,000 Contingency and over$916,000 in Transfers. BUDGET SUMMARY-PAGE 39 FUNDING MATRIX Development Funds FY 14 Adopted Unspecified Dedicated Generated Budget Revenue Support Revenue Support Revenue Support Resources Beginning Fund Balance 1,338,674 Total FY 2013 Revenue Budget 1,627,314 - 1,627,314 - Total Resources 2,965,988 - 1,627,314 - Expenditures Administrative Services - - - Cite Management - - - Community Develo mens 1,510,579 110,735 1,627,314 - Finance&Information Services - - - Library - - Mayor and Council - - Police - - Public Works - - Social Service/Community Events - - - - CIP/Debt/Transfers/Contingency 431,795 431,795 - - Total Expenditures 1,948,374 321,060 1,627,314 - Change in Budgeted Fund Balances 1 (321,060) Reserve For Future Expenditures 1 1,017,614 Funds Included: Building Fund and Electrical Inspection Fund Funds Summary: The Development Funds account for the use of permit fees generated through the building process. The operations of the Building Division are paid within the Building Fund. Dedicated Revenue Notes: Both funds generate permit revenue that is dedicated under Oregon State Law to building services. Generated Revenue Notes: None. Expenditures Notes: There are over$181,000 in Transfers out of the Electrical Inspection Fund to the Building Fund for related activities and$250,000 in fund contingencies. PAGE 40-CITY OF TIGARD FUNDING MATRIX Park Funds FY 14 Adopted Unspecified Dedicated Generated Revenue Budget Revenue Support Revenue Support Support Resources Beginning Fund Balance 7,936,527 Total FY 2013 Revenue Budget 7,8982349 7,898,349 Total Resources 15,834,876 1 7,898,349 Expenditures Administrative Services City Management Community Deyelo ment Finance&Information Sen ices Library Mayor and Council Police Public Works Social Service/Community Events - - CIP/Debt/Transfers/Contingency 14,8572366 62959,017 7,898,349 Total Expenditures 14,857,366 62959,017 7,898,349 Change in Budgeted Fund Balances (629592017) Reserve for Future Expenditures 9772510 Funds Included: Parks Capital,Parks Bond,Parks SDC,&Urban Forestry Funds Funds Summary: The Park Funds have been very active in the last couple of years acquiring land using the$17 million Parks Bond approved by voters in Nov 2010. Dedicated Re.enue Notes: The revenues in the Parks Bond and Parks SDC funds are dedicated to expanding park capacity=and are transferred to the Parks Capital Fund for capital expenditures. The Urban Forestry=Fund is dedicated to preserving tree canopy. Generated Revenue Notes: None. Expenditures Notes: The Unspecified Revenue support is a result of the use of fund balance,primarily from the Parks Bond.These revenues are considered dedicated. BUDGET SUMMARY-PAGE 41 FUNDING MATRIX Transportation Funds FY 14 Adopted Unspecified Dedicated Generated Revenue Budget Revenue Support Revenue Support Support Resources Beginning Fund Balance 5,939,591 Total FY 2013 Revenue Budget 12,568,136 - 12,565,534 2,602 Total Resources 18,5075727 - 12,565,534 2,602 Expenditures Administrative Services - - - City Management Community Development Finance&Information Services Library Mayor and Council Police - - Public Works 2,244,308 (1,084,575) 35326,281 2,602 Social Service/Community Events - - - - CIP/Debt/Transfers/Contingency 1451215140 1 4,881,8871 9,239,253 - Total Expenditures 16,365,448 3,797,312 12,565,534 2,602 Change in Budgeted Fund Balances 1 (35797,312) Reserve for Future Expenditures 2,142,279 Funds Included: Gas Tax,City Gas Tax,Transportation Development Tax,Transportation Impact Fee,Street Maintenance Fee,&Transportation Capital Funds Funds Summary: The Transportation Funds provide funding for the Street Maintenance Division of Public Works and capital improvements. Dedicated Revenue Notes: The State and County Gas Tax fund all the operations,with the remainder going to debt service and capital. The TDT,TIF,and City Gas Tax funds are dedicated to capital projects. Generated Revenue Notes: Minor fees paid for Public Works operations Expenditures Nates: The Gas Tax fund revenues are displayed as Public Works operations revenues,but can also be dedicated to CIP and Debt. This accounts for the unused(negative) unspecified revenue in PGC'and the additional unspecified revenue for CIP/Debt. PAGE 42-CITY OF TIGARD FUNDING MATRIX Sanitary Sewer&Stormwater Funds FY 14 Adopted Unspecified Dedicated Generated Revenue Budget Revenue Support Revenue Support Support Resources Beginning Fund Balance 8,248,766 Total FY 2[113 Revenue Budget 5,144,964 1,214,250 3,930,714 Total Resources 13,393,730 1,214,250 3,930,714 Expenditures Administrative Services City Management Community Develo menr Finance&Information Services Library' Mayor and Council Police - - - Public Works 3,415,760 (514,954) 3,930,714 Social Service/Community Events - - - - C_IP/Debt/Transfers/Contingence• 7,319,093 1 6,104,843 1,214,250 - Total Expenditures 1{],734,853 1 5,589,889 1,214,250 3,930,714 Change in Budgeted Fund Balances (5,589,889) Reserve for Future Expenditures 2,658,877 Funds Included: Sewer and 5tormwater Funds Funds Summary: These are enterprise funds*that support sewer and storrnwater operations and maintenance as well as capital construction of pipes and drains. Dedicated Revenue Notes: Some impact fees for capital improvement. Generated Revenue Notes: User fees paid on utility bills. Revenue generated exceeds the Public Works operations and is then used for CIP and transfers. Expenditures Notes: These funds are drawing down fund balance to implement capital improvements, causing the display of unspecified revenue support_ * Enterprise Funds. urtirities tbat can be operated most like u commercial business Expenditures are matcbed nitb rerenue from senwe ebarges to essare that the program is self supporting. Tigard's enterprise activities inehrde sew er,stormy titer and nater utilities BUDGET SUMMARY-PAGE 43 FUNDING MATRIX Water Funds FY 14 Adopted Unspecified Dedicated Generated Revenue Budget Revenue Support Revenue Support Support Resources Beginning Fund Balance 103,564,645 Total FY 2013 Revenue Budget 20,320,499 6,017,132 14,303,367 Total Resources 123,885,144 6,017,132 14,303,367 Expenditure's Administrative Services - City Management Community Development Finance&Information Services Library Mayor and Council Police - - - Public NVorks 8,139,852 (6,222,266) 58,751 14,303,367 Social Service/Community Events - - - - CIP/Debt/Transfers/Contingency 88,569,899 82,611,518 5,958,381 - Total Expenditures 96,709,751 76,389,252 6,017,132 14,303,367 Change in Budgeted Fund Balances (76,389,252) Reserve for Future Expenditures 27,175,394 Funds Included: Water,Water SDC,Water CIP,Water Debt Service,&Water Quality/Quantity Funds Funds Summary: Crater Funds are enterprise funds that support all aspects of building,operating, maintaining the water system and all construction projects related to the Lake Oswego/Tigard Water Partnership. Dedicated Revenue Nates: The dedicated revenues are primarily transfers for capital projects and system development charges. Generated Revenue Notes: User fees paid on utility bills. Revenue generated exceeds the Public Works operations and is then used for CIP,debt,and transfers. Expenditures Notes: The Unspecified Revenue support is a result of the use of fund balance,primarily from the Water Revenue Bond.These revenues are considered dedicated. PAGE 44-CITY OF TIGARD FUNDING MATRIX Central Service Funds FY 14 Adopted Unspecified Dedicated Generated Budget Revenue Support Revenue Support Revenue Support Resources Beginning Fund Balance 1,062,632 Total FY 2013 Revenue Budget 8,305,6921 8,4031 14,000 1 8,283,289 Total Resources 9,368,3241 8,4031 14,000 1 8,283,289 Expenditures Administrative Services 944,823 127,944 - 816,879 City Management 2,100,541 (230,316) 14,0(-;, 2,316,857 Community Development - - - Finance his Information Services 3,499,144 (10,573) 3,509,717 Library - - - Mayor and Council - - - Police - - Public'vVorks 1,698,713 58,87"' 1,639,836 Social Service/Community Events - - - CIP/Debt/Transfers/Contingency 375,531 375,531 - Total Expenditures 8,618,7521 321,4631 14,000 1 8,283,289 Change in Budgeted Fund Balance~ (313,060) Reserve For Future Expenditures 749,572 Funds Included: Central Service,Fleet/Property Management,&Insurance Funds Funds Summary: Central service funds provide HR,finance,fleet,facility,information technology and design/communication services to other departments.The Insurance Fund provides a limited amount of self insurance and deductible coverage. Dedicated Revenue Notes: These are a small amount of insurance proceeds dedicated by the city to the Insurance Fund. Generated Revenue Notes: These funds are reimbursed for their services by the other funds of the city. Expenditures Notes: After the General Fund,the central service fund contain the most operations of the city. The unspecified revenue supports the budgeted contingencies and a small budgeted use of fund balance. BUDGET SUMMARY-PAGE 45 FUNDING MATRIX Other Funds FY 14 Adopted Unspecified Dcdicated Revenue Budget Revenue Support Support Generated Revenue Support Resources Beginning Fund Balance 2,694,364 Total FY 2013 Revenue Budget 3,655,0571 1 3,655,057 Total Resources 6,349,421 3,655,057 Expenditures Administrative Services - City Management Community Develo ment Finance&Information Services Library - - Mayor and Council - - - Police 50,000 5,108 44,892 Public Works - - - Social Service/Community Events - - - CIP/Debt/Transfers/Con tingency 3,916,978 306,813 3,610,165 Total Expenditures 3,966,978 1 311,921 1 3,655,057 Change in Budgeted Fund Balances (311,921) Reserve for Future Expenditures 2,382,443 Funds Included: Criminal Forfeiture,Bancroft Debt Service,General Obligation Debt Senn ce,Facilities Capital, Underground Utility,Library Donations&Bequests Funds(Defined below) Funds Summary: These funds are mostly debt and capital related. Dedicated Revenue Notes: Revenue of these funds are dedicated to debt,capital,Police equipment,and the Library facility. Generated Revenue Notes: None. Expenditures Notes: Expenditures are largely for debt service with some capital expenditures. Definitions: Criminal Forfeiture:Acconntsfor fundi and property seitied firm criminals in connection wab crimes committed prior to passage of Ballot Measure 3. *Bancroft Debt Service. Aceoxnisforpaymeni of Bancroft improvement bond prinrlpal and interest.The source of revenue is the collection of assessments against heneted properly,interest and contributionsfrom oiberfundsfor their share of costs. *General Obligation Debt Service:Arrounisfor payment afgeneral abligatian hand princapa]and interest.The sanrce of revenue ispmpeny taxes and interest earnings. *Facilities Capital: 14fanfes set aside for future major city faaho,improvements *Underground Utility:Accounts for monies received from developers forfnture undergrwend utflity amprorements. *Library Donations&Bequests Funds. Auounisfor amounts received from sereral donations and begrrestsforvarious special projerts and artwork. PAGE 46-CITY OF TIGARD FUNDING MATRIX All Funds FY 14 Adopted Budget Unspecified Dedicated Generated Resources Beginning Fund Balance 138,942,053 Total FY 2013 Revenue Budget 89,436,522 22,730,658 35,793,014 30,912,850 Total Resources 228,378,575 22,730,658 35,793,014 30,912,850 Expenditures Administrative Services 1,481,685 647,140 - 834,545 City Management 2,100,541 (230,316) 14,000 2,316,857 Community Develo mens 4,611,567 2,769,194 1,627,314 215,059 Finance&Information Services 3,499,144 (72,534) - 3,571,678 Library 5,221,593 2,377,216 2,700,578 143,799 Mayor and Council 265,654 265,654 - - Police 14,518,347 13,374,206 145,692 998,449 Public Works 20,895,014 (5,322,481) 3,385,032 22,832,463 Social Service/Community Events 358,201 358,201 - - CIP/Debt/Transfers/Contingency 132,069,094 104,148,696 27,920,398 - Total Expenditures 185,020,840 118,314,976 35,793,014 30,912,850 Change in Budgeted Fund Balances (95,584,318) Reserve For Future Expenditures 43,357,735 Funds Included: Ul Funds Summary: All operations,capital,debt,transfers,and contingencies of the city. Dedicated Revenue Notes: Dedicated revenues support approximately 19%of all expenditures. Generated Revenue Notes: Generated revenues support approximately 17%of all expenditures. Expenditures Notes: Unspecified revenues are either use of fund balance(which is often dedicated) or are the general revenues of the General Fund such as Property Tax, Franchise Fees,and shared intergovernmental revenues. BUDGET SUMMARY-PAGE 47 COMPREHENSIVE LONG TERM FINANCIAL FORECAST Introduction The City of Tigard has developed a comprehensive long term financial forecast every year since the 1980's. This forecast allows the city to project expected revenues and expenditures for each of its funds to help anticipate financial requirements. This tool continues to be central to Tigard's financial management strategy. By forecasting and anticipating financial trends,Tigard can develop strategies to respond to emerging issues. The city forecasts operating and capital fund revenues and expenditures over a five-year period. The forecast is adjusted as each year's final results are known and as new years are budgeted. There are some key assumptions in the design of Tigard's forecasts: The forecasts only assume known decisions and do not presume future decisions of Council. This means that the operating budgets only include those staff and related materials and services that are currently approved, or are proposed in this document. Revenues are forecasts based on best information available for future annual rate of change. Budgeted expenditures and forecasted expenditures are different. Budgeted expenditures represent the maximum expense allowed by Council. Actual expenses are always less than budget be- cause the budget cannot be legally exceeded. The forecast is based on an estimate of actual ex- penditures. Recent history shows that the city spends approximately 95 percent of operating budget (e.g. payroll, supplies, services, and equipment). This is the basis for forecasting operat- ing expenditures. The intent of the forecast is to show the relative size and impact of current decisions and what deci- sions will be required in the future. It is not uncommon for a forecast to show a declining or negative fund balance. That does not mean that the fund balance will be there in five years;it means that the city will take actions of a proportionate size to ensure that the fund balance stays above minimum re- quirements. There are some significant financial issues facing the city over the next five years. One key issue relates to the city's capital improvement needs. The city has identified capital project needs,but does not have the resources to implement all of them. The following charts do not include the needed projects that do not have funding source. The reason for this is because almost all the funds would show large nega- tive fund balances,which is not realistic or practical. The city will continue to prioritize the needed capital projects, seek alternative revenue sources, and develop financing strategies to construct as many of the needed capital projects as possible. General Fund Recent History As a result of these forecasting efforts and a projected decline in general fund balances due to the re- cession, the city took steps to reduce expenditures prior to the end of FY 2010 and again for FY 2013. Staff also continues to revise current fees and charges based on cost recovery and construction cost indices. PAGE 48-CITY OF TIGARD COMPREHENSIVE LONG TERM FINANCIAL FORECAST The general fund is unique in that,unlike the city's other funds,it is unrestricted in nature and can therefore be used for any valid purpose to provide government services. Because these funds are unre- stricted there are also great demands for these resources to fund projects and programs for which oth- er,restricted monies are insufficient or unavailable It is therefore critical that these funds be used judiciously and a sufficient reserve balance be maintained for unforeseen expenditures. General fund needs a minimum of 22% of budget in fund balance; this is represented as the orange line in the graph. Nearly half of the general fund's revenue comes from property tax which is mostly re- ceived in late November and December. From the beginning of the fiscal year in July until the proper- ty tax collection in late November, the general fund expends more than it receives. The fund balance is used in order to make payroll and other regular expenses. Toward the end of fiscal year 2010,the city implemented significant cuts in services,reducing the Gen- eral Fund budget by$2.6 million and 17.20 FTE citywide. The cuts were made with the goal to sustain the new level of services during FY 2011 & FY 2012. The reason for the cuts was a declining general fund balance (i.e., savings), due to the recessionary impacts on revenues. Early in the recession, the city allowed the general fund balance to decline,in order to maintain service levels. Entering FY 2013,it was apparent that the recession would not have a robust recovery and revenues growth would remain muted. This would not allow the city to continue to use fund balance to bridge service levels waiting for additional revenue growth. Under that scenario, the adopted budget for FY 2013 instituted the second round of financial and service level cuts in three years. The cuts were target- ed to achieve 3-5 years of financial stability and were achieved through the following actions: 1. For FY 2013,Tigard again made significant reductions of$1.9 million in General Fund and central service funds and 18.0 FTE citywide. 2. One of the key components to making the forecast sustainable is changing the growth in medical / dental benefits for the non-represented employees paid by the City from ten to five percent annually. Non-represented employees will pick up the difference by contrib- uting more toward these benefits. 3. The Electrical Franchise Fee is increased from 3.5% to 5.0%. Due to the timing of collec- tions, this will add only$174,000 in FY 2013,but will increase General Fund revenue by $700,000 when fully implemented for FY 2014. In addition, the Budget Committee recom- mended increasing the Solid Waste Franchise Fee to 5% for FY 2015. This will add $90,000 annually when implemented. Additionally, the city faced the reality that the General Fund may not end FY 2012 with sufficient re- serves to start FY 2013. Leadership in the city found a number of ways to cut expenditures on a one- time basis,leading to actual ending fund balance that was $1.0 million higher than forecasted without these changes. This allowed FY 2013 to start with a more adequate fund balance that has carried for- ward to FY 2014. BUDGET SUMMARY-PAGE 49 COMPREHENSIVE LONG TERM FINANCIAL FORECAST General Fund based on FY 2014 Proposed Budget 2011 2012 2013 2014 2015 2016 2017 2018 Current Expenditures 28.6 28.6 28.0 29.4 29.8 31.2 31.9 33.2 Current Revenues 28.6 28.5 28.6 29.8 30.1 30.9 31.8 32.8 Required EFB for Next Year 6.1 6.7 6.5 6.6 6.9 7.1 7.3 7.3 Ending Fund Balance 7.3 7.3 7.9 8.5 8.8 8.5 8.3 7.8 General Fund Forecast Financial Forecast Based on FY 2014 Adopted Budget 35 30 25 a 20 15 t/f 10 5 0 2011 2012 2013 2014 2015 2016 2017 2018 �Ending Fund Balance Current Expenditures _Current Revenues -Required EM for Next Year In preparing the Adopted Budget for FY 2014, the cuts made in the prior year and the promise of 3-5 years of stability is foremost in mind. The budget is prepared as a "Level Budget"with very few chang- es that have been outlined in the Budget Message. These include additional professional services for communication,reallocation of an existing position for Economic Development, and implementation of a one percent increase of the solid waste franchise fee to 5%, as recommended by the Budget Com- mittee during the FY 2013 meetings. Under these conditions,we are able to continue the commitment of 3 to 5 years of financial stability. However, the core problem of converging growth in expenditures and revenues still exists. Property Tax growth is under 3 percent and total revenue growth is slightly under 3 percent overall while ex- penses grow at nearly 4 percent. On average, annual expenditures grow by approximately$1,000,000 while annual revenues grow by$780,000. This condition leads to a slowly declining fund balance after year two (2015) of the forecast. While Tigard can hope for, and actively participate in,local, state, and federal legislative change that will allow revenues to grow at a faster rate, the reality is that we will have little impact on the those de- cisions. Failing that change in revenue growth rates,Tigard will be faced with some combination of the following decisions: 1. Impact the rate of growth in expenditures. With personnel expenditures representing ap- proximately 60 percent of operations, this is the area where the most impact can be made. 2. Implement additional city revenue sources. These typically will not grow faster,but will provide a higher starting point for the steady decline,putting off the point where expendi- tures exceed revenues. 3. Make further service level and expenditure reductions. PAGE 50-CITY OF TIGARD COMPREHENSIVE LONG TERM FINANCIAL FORECAST Development Funds Development Funds Financial Forecast Based on FY 2014 Adopted Budget $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 2011 2012 2013 2014 2015 2016 2017 2018 ■Electrical Inspection Fund ■Building Fund The projections for the city's development funds (building and electrical inspection funds) show these funds have stabilized. In 2008-09, building ended the year with a fund balance near zero even after laying off seven staff and reducing hours for the remaining staff in this fund. The fund balance in this fund is not expected to grow significantly in the next five years. In FY 2009-10,the building fund was further stabilized by a one-time $300,000 resource transfer from general fund and a fee increase de- signed to generate an additional $250,000 annually. Activity in the Building Division has had some modest increases. During 2010-11, five positions were restored to full time, adding a total of 1.0 FTE to the division. In FY 2011-12 an additional 0.9 FTE was added. Workload has fluctuated slightly over the last two years. The hours worked for many staff has fluctuated between 32-40 hours per week to manage workload and finances. For FY 2014,workload and revenues have increased suffi- ciently to add 1.0 FTE building inspector. This is the only staff position added to the city's budget in FY 2014. Expenses of all the building inspection services are charged to the building fund. The electrical inspec- tion fund transfers money into the building fund to pay for those costs associated with electrical in- spection services. The transfer is evaluated and updated each year based upon the actual activity. BUDGET SUMMARY-PAGE 51 COMPREHENSIVE LONG TERM FINANCIAL FORECAST Park Funds Parks Funds Financial Forecast Based on FY 2014 Adopted Budget $9,000,000 $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 -$1,000,0Ak 2012 2013 2014 2015 2016 00 ■Parks Capital ■Parks SDC ■Parks Bond ■Urban Forestry The revenues in the parks funds include the system development charge (SDC), urban forestry reve- nues,grants, and the Parks Bond that was approved by voters in November 2010. Resources from the Park SDC Fund are transferred to the Parks Capital Fund to pay the SDC portion of the capital projects. These projects have been identified in the city's Parks Master Plan. The most recent SDC methodology and fee was approved by the City Council in June 2012 in coordination with the budget hearing. In FY 2008-09 the Urban Forestry Fund (formerly known as the Tree Replacement Fund) was estab- lished to account for revenue collected from developers in lieu of planting trees. The fund is then used to plant trees in Tigard. In FY 2010-11, a significant number of commitments from developers who failed to plant were called,increasing the fund balance over$1 million. In November 2010 Tigard voters approved a $17 million Parks Bond to help the city acquire and de- velop additional parks,with at least 80 percent to be used to acquire land and the remaining amount to develop parks. Of the total, ten percent can be used in downtown. By the end of FY 2013, approxi- mately$12.1 million of the parks bond will be spent on development an land acquisition,including Dirksen Nature Park, Sunrise Park, Potso Dog Park, and East Butte Heritage Park. During FY 2014, the remaining$4.9 million will be paired with parks SDC and grant funds to purchase and develop parks. PAGE 52-CITY OF TIGARD COMPREHENSIVE LONG TERM FINANCIAL FORECAST Transportation Funds Transportation Funds Financial Forecast Based on FY 2014 Adopted Budget $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 $500,000 -$1,000,000 2011 2012 2013 2014 2015 2016 2017 2018 ■Gas Tax ■City Gas Tax ■TIF ■TDT ■Street Maint Fee ■Transportation CIP The city's transportation funds include the Gas Tax, the Traffic Impact Fee (TIF),Transportation De- velopment Tax (TDT), Street Maintenance Fee, City Gas Tax, and the Transportation CIP Fund. The city is able to support major projects on Main Street,Walnut Street, and McDonald / Gaarde / Pacific Highway Intersection within the five year forecast period. There are some funding challenges. There are three partially funded projects totaling$1.8 million in the Transportation CIP fund that is driving the fund balance negative in FY 2017 and FY 2018. If funding is not identified,the project will be re-scoped or delayed. The Gas Tax Fund has been the traditional funding source for street improvements for most local ju- risdictions in Oregon, and Tigard is no exception. In addition, maintenance of roads and the electrical bill for traffic and street lights is paid out of gas tax. FY 2013 saw the fully phased implementation of a bill approved by the 2009 Oregon Legislature that implemented revenue increases from vehicle regis- tration fees and additional state gas tax rate. With the additional revenue generated by the approved bill,Tigard is able to fund the debt service that is required to fund Burnham without cutting into oper- ational expenses. Until the debt is paid, there are only limited resources available for additional pro- jects. The city gas tax was established to account for revenues generated from Tigard's local gas tax. The 3- cent tax was developed by a citizen task force who recommended it as a way to fund improvements to the Greenburg Rd./Pacific Hwy./Main St. intersection. Until FY 2014, all proceeds generated have been dedicated to this one project. Repaying the debt service for this project will take about half of the funds resources allowing the fund balance to grow. In FY 2014, $1,000,000 of the accumulated fund balance will be used to help fund the 72nd Avenue / Dartmouth Street intersection. In 2009 the Oregon Legislature passed an update to the state gas tax that required the Tigard City Council to make adjustments to the city gas tax. As a result of the legislative action, the City Council chose to make the city's gas tax continuous, and to identify specific projects BUDGET SUMMARY-PAGE 53 COMPREHENSIVE LONG TERM FINANCIAL FORECAST through a public process for which the tax will be dedicated. It is anticipated that the next project to use the city gas tax will be identified in the next two fiscal years. The traffic impact fee (TIF) is a charge on new development established by Washington County,but collected by cities. This fee was phased out as the transportation development tax (TDT) is phased in. It is anticipated that remaining TIF resources will be spent in FY 2014. The TDT was approved by Washington County voters in November 2008. Because these fees are based on new development, the amount of revenue fluctuates with building ac- tivity and the city has experienced a decline in this activity. In addition, the Washington County Board of Commissioners has granted discounts on the TDT to developers, slowing the phase in of the fee. That action has negatively impacted the city's revenues in this fund. The fees collected from the TIF and TDT may only be used for roadway and transit capital improvements that provide additional ca- pacity to major transportation systems, and to pay the costs of administering the program. Like the gas tax fund, the forecast includes only those street projects that the fund can afford. The TIF and TDT revenues are almost entirely programmed for capital projects through FY 2018. Any money not used for additional projects may be used for debt service in the gas tax fund for repayment of the bonds for the Burnham Street project. The city took steps to address existing local street conditions by adopting a Street Maintenance Fee in November 2003 with an update approved in January 2010. This fee provides a stable source of reve- nue designated for use in the maintenance of existing streets. The Tigard Municipal Code requires that the fee be evaluated every five years. The most recent evaluation showed that the cost of maintaining the roads at the city's standard has increased and the prior Street Maintenance Fee was inadequate to cover the costs. Therefore the fee increased over a two year period with full implementation in January 2012. The revenue from the fee is designed to prevent further deterioration of the city's overall pave- ment condition and the update included right-of-way maintenance component of$100,000. The in- crease in the fee is sufficient to only maintain the current pavement condition. The fund balance is needed, since most of the program's expenditures happen in the beginning of the fiscal year when the weather is good for construction. PAGE 54-CITY OF TIGARD COMPREHENSIVE LONG TERM FINANCIAL FORECAST Sanitary and Stormwater Funds Sanitary Sewer & Stormwater Funds Financial Forecast Based on FY 2014 Adopted Budget $9,000,000 $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 LA I -$1,000,000 -$2,000,000 2011 2012 2013 2014 2015 2016 2017 2018 ■Sanitary Sewer ■5tormwater These funds support all of the sanitary sewer and stormwater collection systems in the city. The city provides these services based upon an Intergovernmental Agreement (IGA) with Clean Water Services (CWS),which is a local service district in Washington County that provides both sanitary sewer treat- ment and stormwater management services. The Board of Directors of CWS sets all service charges and system development charges for both sanitary sewer and stormwater services throughout the ser- vice district. The City of Tigard is undertaking a study of the sewer and Stormwater operations and maintenance to determine how to support the aging infrastructure. One of the outcomes will be a determination if the current business model of work and revenue sharing with CWS is fiscally viable. The forecast antici- pates specific projects and use of the accumulated fund balance to support the projects. When these projects are complete, there does not appear to be sufficient sewer revenue to support operations and base level maintenance projects. The revenues retained from sanitary sewer and stormwater fees are not growing and in some instances are declining. In accordance with the intergovernmental agreement with CWS,the city retains only a portion of the sanitary and storm fees it collects. Each year, CWS revises the split for sanitary sewer fees. Because recent rate increases that have been implemented by CWS have been totally dedicated to pay down debt that CWS has incurred with the expansion and improvements at their sewer treatment plants, the city has not been able to retain a greater share of the revenues collected. In 2009-10, CWS implemented a new way to share system development charges. Prior to 2009-10, Tigard was responsible for any pipe smaller than 20" and received twenty percent of SDC revenue. In 2009-10,Tigard became responsible for pipes under 12",but only receives four percent of a larger SDC. This change in SDC revenue is reflected in the forecast. The stormwater fund shows a stable low-level fund balance in the coming years. In effort to offset lit- tle or no increases from CWS over the past few years, the city has implemented a BUDGET SUMMARY-PAGE 55 COMPREHENSIVE LONG TERM FINANCIAL FORECAST $2.00 per month charge to stormwater fees. This surcharge allows the city to maintain a sustainable cash flow position and to construct needed capital projects in future years. Water Funds Water Funds Financial Forecast Based on FY 2014 Proposed Budget 5100,000,000 $80,000,000 $60,000,000 W,00o,000 $20,000,000 $0 - — I M[ I J I — I — I , E I— , M .I M , -520,0D0,000 -$40,000,000 2011 2012 2013 2014 2015 2016 2017 2018 ■Water ■Water SDC ■Water CIP ■Water Debt Service ■Water Qual/Quant The water funds include the water, the water system development charge (SDC), the water Capital Im- provement Plan (CIP),water debt service, and the water quality/quantity funds. The water CIP Fund is reserved for a long-term water source and other water distribution system capital projects. The costs of the Water Division are funded solely by the revenues in the water fund. The financial condition of the water funds is driven by both the needs in the capital program as well as the cost of the day-to-day operation and maintenance of the water system in the city. The most im- portant factor in the city's capital program remains the need for a long-term source of water. In Au- gust 2008 the city entered into an agreement with the city of Lake Oswego for a long-term water source. The project to upgrade Lake Oswego's water treatment plant is underway. The City of Tigard is paying approximately 57% of the overall cost of the project. In November 2010, City Council adopted a Water Financing Plan through 2020 to fund the LO/Tigard partnership project with a subsequent update to the plan in March 2012. The forecast is based on the financing plan which entails issuance of$132 million in debt and over$157 million in capital projects. The first debt issuance of$97.7 million was issued in May 2012. As is evident in the forecast, an addi- tional bond will need to be issued by FY 2015 to pay for water projects and prevent the negative fund balance that is currently projected. Along with the Water Financing Plan, Council adopted revised water utility charges and System Devel- opment Charges. Water utility charges will roughly double over a five year period and SDCs will roughly triple over a four year period. The Water Quality/Quantity Fund has been allowed to slowly grow over the last few years. The fund will be used on a major stormwater facility in FY 2013-14. PAGE 56-CITY OF TIGARD COMPREHENSIVE LONG TERM FINANCIAL FORECAST Synopsis The city's Five Year Financial Forecast shows that in the short term the city has some challenges, but appears to be in a good position to meet those challenges. The General Fund is sustainable due to cuts in service made in FY 2010 and FY 2013 and increases in franchise fee revenue starting in FY 2013. The Building Fund is stable and is supporting modest growth. Available transportation funding sources to pay debt service on Burnham St and the Greenburg/ Main Street / Pacific Highway inter- section as well as major projects on Main Street,Walnut, and McDonald / Gaarde / Pacific Highway intersection. Issues for transportation remain to fill the gap in partially funded projects. Sewer fund- ing will need to be addressed in the next couple of years. Funding a long-term water source for Tigard is a necessary and expensive process and will require significant borrowing coupled with significant rate increases to repay the debt. The city will continue to monitor its revenues and expenditures and will develop plans and options to manage its resources to continue to provide quality services to its citizens. BUDGET SUMMARY-PAGE 57 .,.ice/✓�J,./✓moi✓✓✓.�✓✓.i✓,..:✓✓�.� .,i.J�/`J�/v 1 ■l T ■t 1S■ � ' Ijll � � � iih � l John WI Tigard House, built in 1880 is in the National Register of Historic Place in TVashington County, Oregon City of Tigard I ADOPTED BUDGET FY 2013-2014 PAGE 58-CITY OF TIGARD CURRENT REVENUE SUMMARY BY FUND FY 2011 FY 2012 FY 2013 FY 2014 FY 2014 FY 2014 Funds Actual Actual Revised Proposed Approved Adopted General Fund $24,854,470 $25,484,533 $28,899,136 $29,916,511 $29,916,511 $29,916,511 Total General Fund $24,854,470 525,484,533 $28,899,136 $29,916,511 $29,916,511 $29,916,511 Sanitary Sewer Fund $1,087,731 $1,201,841 $1,689,396 $2,147,198 $2,147,198 $2,147,198 Stoffnwater Fund 2,181,575 2,408,916 1,956,289 2,061,766 2,061,766 2,061,766 Water Quality/Quantity Fund 74 19,264 19,352 19,352 19,352 192352 Water Fund 9,210,594 11,938,413 13,241,970 14,284,015 14,284,015 14,2842015 Water SDC Fund 340,920 1,167,669 3612808 361,806 361,808 361,808 Water CIP Fund 037,165 101,220,020 13,096 13,096 13,096 132096 Water Debt Service Fund 0 12,542,635 0 0 0 0 Total Enterprise Funds $16,858,061 $13024982758 $17„281,911 $182887,235 $18,887,235 $18,8872235 Gas Tax Fund $3,143591 $228992524 $3,739,594 $3,8652483 $3,865,483 $3,8652483 City Gas Tax Fund 637,755 819,049 797,307 790,338 790,338 7902338 Electrical Inspection Fund 207,736 180,268 168,244 176,044 176,044 176,044 Building Fund 1,264,100 1,304,438 1,027,030 1,271,270 1,271,270 1,271,270 Criminal Forfeiture Fund 3,625 23,086 12,492 44,892 44,892 44,892 Urban Forestry Fund 922,469 38,327 29,060 29,060 29,060 29,060 Transportation Development Tax 326,392 506,301 187,957 187,957 187,957 187,957 Traffic Impact Fee Fund 16,450 52,397 4,000 4,000 4,000 4,000 Underground Utility Fund 14,106 26,837 222789 22,789 22,769 22,789 Street Maintenance Fund 1,168,728 1,746,488 1,905,115 1,943,277 1,943,277 12943,277 Parks Bond Fund 17,141,415 443,335 4,020 4,020 4,020 4,020 Parks SDC Fund 500,021 479,048 414,607 277,607 277,607 277,607 Library Donations and Bequests Fund 2,045 3,062 0 0 0 0 Total Special Revenue Funds $25,348,434 $8,5222161 $8,312,215 $8,6162737 $8,616,737 $8,616,737 Central Services Fund $55,334 $4,5942002 $5,980,181 $527212284 $5,721,284 $5,7822841 Fleet/Property Management Fund 4,905 1,611,263 1,506,121 1,639,836 1,639,836 12639,836 Insurance Fund 36,030 60,604 602746 21,810 21,810 21,810 Total Internal Services Funds $96,269 $622652868 $7,547,048 $7,3822930 $7,382,930 $7,444,487 Bancroft Debt Service Fund $102,611 $97,564 $157,468 $157,468 $157,468 $157,468 General Obligation Debt Service Fund 1,052,933 2,286,736 2,269,173 2,322,120 2,322,120 2,322,120 Total Debt Service Funds $1,155,545 $22384,300 $2,426,641 $2,4792588 $2,479,588 $2,4792588 Facilities Capital Projects Fund $1,344 $2,136 $3,212 $3,212 $3„212 $3,212 Parks Capital Fund 3,390,883 40,865 37,015 166,089 166,089 166,089 Transportation CIP Fund 0 0 1532970 0 0 0 Total Capital Project Funds 53,392,226 543,000 5194,197 $169,301 $169,301 $169,301 Total Revenue $712705,005 $173,1982620 $64,661,148 $6724522302 $67,452,302 $67,513,859 REVENUE ANALYSIS-PAGE 59 GENERAL FUND REVENUE With no sales or income tax revenues, city general funds in Oregon are funded primarily by property taxes, franchise fees, state-shared revenues (e.g., cigarette tax and liquor tax revenues), and some charges/fees for services. Our property tax system has changed significantly over the past 20 years. Limitations on property taxes were put in place twice during the 90's. These two major changes were: Ballot Measure 5 - Taxes from fiscal year 1991-92 to 1995-96 were increasingly limited until the limit of $5 per $1,000 Real Market Value for school taxes and $10 per $1,000 Real Market Value for general government taxes was reached. Ballot Measure 50 - This is a property tax limitation measure which was approved by Oregon's voters in May 1997. The provisions in this measure: rolled 1997 assessed values back to 90 percent of the 1995 value, established permanent rate limits for each tax district; allowed vot- er to approve local option levies outside these rates; established a method for taxing new property at a ratio of market value to the Maximum Assessed Value (giving similar tax savings to the new property); and limited the growth of Maximum Assessed Value for existing prop- erty to a maximum of 3% each year. These limitations have reduced cities' main source of revenue for core services such as police, library, and parks. General Fund - Revenue Sources 4% 11% 44% 19% 19% 3% ■Property Tax ■Franchise Fees ■Licenses and Perimts ■Intergovernmental ■Fee for Service ■Fines&Forfeitures The purpose of this section is to describe the city's major revenue sources, explain the underlying assumptions for the revenue estimates, and discuss significant revenue trends.Throughout this budg- et document, there are revenue trend graphs for the city in total as well as for each of the major fund types. The revenue sources and assumptions used in the budget are summarized on the following pages. PAGE 60-CITY OF TIGARD ASSESSED VALUE Property taxes are assessed by Washington County and are based on your property's assessed value not your property's real market value. Your property's assessed value was established under Meas- ure 50 and is based on the 1995-96 tax roll value less 10% and generally can't increase more than 3% per year unless you have made a major improvement to your property or voters have authorized a new levy. For FY 2013-14, Tigard's total assessed value is projected to be roughly 81% of its real market value. Assessed Value, Since FY 2005-06 $6 $5 Ln $4 0 CD $3 $2 $1 $0 FY 05- FY 06- FY 07- FY 08- FY 09- FY 10- FY 11- FY 12- FY 13- 06 07 08 09 10 11 12 13 14 The city's permanent operating tax rate is $2.51 per $1,000 of assessed value. In 2013, the total value of taxable property in Tigard was more than $5 billion, which generates more than $14 million in property tax revenue. For FY 2013-14, it is assumed that the city's assessed property values will in- crease by 2.3%. REVENUE ANALYSIS-PAGE 61 PROPERTY TAX SUMMARY The property tax system in Oregon has been heavily influenced by Measures 5 and 50, passed in 1990 and 1997 respectively. Since 2008-09, local government property tax revenue lost due to statewide Measure 5 property tax limitations has risen from $51 million to $144 million, a 182 percent reduction of property taxes collected by local governments. The property tax levy continues to be the General Fund's single largest revenue source, estimated at $13 million for FY 2013-14. Property taxes, including prior years' taxes, account for 44% of all availa- ble resources estimated for FY 2013-14. Property taxes pay for police, parks, library,planning, munic- ipal court, and several other services. Property Tax, Since FY 2009-10 $16 $14 c $12 0 $10 � $8 $6 $4 $2 $0 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 ■General Fund EGO Debt Service The city has two voter approved GO Bond property tax levies. In May 2002,Tigard voters approved a $13 million General Obligation Bond to construct a new library. In November 2010,Tigard voters approved a parks bond measure allowing the city to issue up to $17 million in General Obligation Bonds for parks land acquisition. To date, the city has spent approximately$12.1 million of the Park Bond. The remaining money will be used to fund additional park land and open space acquisitions and to construct various park improvements, like shelters, playgrounds, trails, playing fields and re- strooms. Actual Actual Est.Actual Adopted Tax Information 2010-11 2011-12 2012-2013 2013-2014 Property Taxes General Fund $ 11,985,051 12,239,1381 $ 12,216,168 $ 12,809,347 GO Debt Service 1,029,435 2,264,741 2,199,106 2,305,993 Total Tax Levied $ 13,014,486 $ 14,503,879 $ 14,415,274 $ 15,115,340 Assessed Values Prior Year Assessed Value $ 4,893,755,236 5,002,275,070 $ 5,132,783,287 $ 5,253,663,_684 Increase u tp o 3% 90,923,741 117,553,464 99,906,001 87,211,588 Est Annexations&New Const. 17,596,093 12,954,753 20,974,396 33,622,676 Total Assessed Value $ 5,002,275,070 $ 5,132,783,287 $ 5,253,663,684 $ 5,374,497,948 Tax Rates/$1,000 AV _F�ral Fund Permanent Rate $ 2.51310 $ 2.51310 $ 2.51310 $ 2.51310 GO Debt Service 0.45562 0.45280 0.44130 0.46136 Tax Rate $ 2.96872 $ 2.96590 $ 2.95440 $ 2.97446 Assessed Value of Average Home $ 207,834 214,362 $ 220,644 $ 225,719 General Fund _ 522.31 538.71 554.50 567.25 GO Debt Service 94.69 97.06 97.37 104.14 Total Estimated Tax per Household $ 617.00 $ 635.78 $ 651.87 $ 671.39 PAGE 62-CITY OF TIGARD STATE REVENUE SHARING State revenue sharing monies, which include gas, liquor and cigarette taxes, are allocated to cities based on population with an adjustment for local taxing efforts. Using state projections, the League of Oregon Cities has produced the per capita estimates of State Shared Revenues for cities for the coming years. State Shared Revenue,Since FY 2008-09 $6 $5 $4 0 $3 $2 $1 $0 FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 ■Cigarette Tax ■Liquor Tax ■State Revenue Sharing ■Gas Tax Cigarette tax is generated by two cents of the state-imposed $1.18 per pack cigarette tax. Revenue from the tax is allocated as follows: $0.22 to the state's general fund; $0.87 to the Oregon Health Plan; $0.02 to cities; $0.02 to counties; $0.02 to the Oregon Department of Transportation for trans- portation services to the elderly and disabled; and $0.03 to the state's tobacco use reduction account. Cities may use their share for general government purposes, without program restrictions on their use. After a decade of constant decline, cigarette tax revenues are expected to rise slightly before set- tling back into decline. Liquor tax revenue may be used by cities for general government purposes. It is distributed by the Oregon Liquor Control Commission in two different manners: 20% of the state's liquor receipts are allocated as revenues to cities on a per capita basis and distributed monthly; and 14% of state liquor receipts are allocated to cities on a formula basis, as outlined in ORS 221.770. REVENUE ANALYSIS-PAGE 63 STATE REVENUE SHARING These estimates for FY 2013-14 assume no increase in the tax rates for beer, wine or distilled spirits, and no changes in the proportional allocation of revenues. Revenue will closely track the upward and downward trends in Tigard's 20%per capita liquor tax distribution Gas tax is allocated to cities from vehicle title and registration fee and the gas tax. In 2009, the Ore- gon legislature approved Jobs and Transportation Act which raised driver license and vehicle registra- tion fees; sets date for raising fuels taxes; created stable funding base of $300 million/year for city, county and state transportation infrastructure projects. The legislation generated an additional $54.6 million annually to be allocated to cities from vehicle title and registration fee increases and an in- crease in the gas tax. Cities, including Tigard, will realize funding increases over time on the follow- ing schedule: 69%in 2011; 98% by 2012; and 100%by 2013. The legislation adopted prohibited local governments from enacting or amending charter provisions, ordinances or resolutions related to the collection of local motor vehicle taxes until Jan. 2, 2014. The legislation did not apply to Tigard because our local motor vehicle tax was in place. However, Tigard's distribution of the state gas tax is adjusted to account for revenue received from the local gas tax which was grandfathered in under the legislation. State Revenue Sharing is allocated to cities based on population with an adjustment for local taxing effort. It is anticipated that receipts from state revenue sharing will be much the same as actually re- ceived in FY 2012-13. i iL �.,. Historical Tigard Tigard Today Picture courtesy of the Tigard Historical Association PAGE 64-CITY OF TIGARD FRANCHISE FEE REVENUE Franchise fees are charged as part of an agreement between local governments and utilities that use public rights-of-way. These agreements ensure that companies receiving special use of rights-of-way are paying fees to reimburse local governments for use of public services, and to prevent general tax- payers from subsidizing extraordinary use. Franchise agreements outline the terms under which utility companies use city rights-of-way, including compensation requirements. Franchise fees are typically calculated on a percentage of the revenues derived from sales of the utility company to customers in that service area or territory. Current franchisees and franchise rates are: Service Provider R � Cable Television Comcast 5`% Electric Portland General Electric 5%* Garbage All Haulers 5%** Natural Gas Northwest Natural Gas 5% Sanitary Sewer City of Tigard 5% Telecommunications All providers 5% Water City of Tigard 5% *includes 1.5%increase implemented in FY 13 **increase was implemented effective in FY 14 budget ' The increase in franchise fees revenue is a result of establishing a 1.5% increase to the electrical fran- chise fee in FY 2012-13. The amount is calculated as a percentage of the revenues collected by PGE from all customers within the city boundaries. REVENUE ANALYSIS-PAGE 65 FRANCHISE FEE REVENUE Franchise Fee Revenue $6 ■sanitary Seaver $5 ■Water Q $4 0Cab leTV ■Garbage $3 ■Telecom $2 ■Gas $1 ■Electric 5a FY 10-11 FY 11-12 FY 12-13 FY 13-14 Cable TV — The Metropolitan Area Communications Commission (MACC), a consortium of cities in the metro area, administers the cable television franchise. While revenues from tele- com franchise fees have been decreasing the last three fiscal years, cable franchises have in- creased 10%. Electricity - Portland General Electric (PGE) pays a franchise fee representing 5 percent of their gross revenues to Tigard. Garbage—The city is served by two franchised solid waste haulers: Pride Disposal Company and Waste Management Incorporated. In April 2013, the City Council passed an ordinance in- creasing the solid waste franchise fee from 4% to 5% which is forecast to bring in an addi- tional $90,000 in revenue. The average household, with a 32 gallon garbage bin, will see monthly bills go from $20.60 to $22.90. The increase is reflected in the adopted budget for FY 2013-14. Natural Gas - Northwest Natural Gas pays 5% of gross revenues as a franchise fee to Tigard. Revenue projections remain steady for FY 2013-14. Sanitary Sewer - In FY 2009-10, the city brought the methodology used to calculate the Sanitary Sewer Franchise Fee more in line with the intention of the ordinance. As a result, an addi- tional$300,000 will be paid to the General Fund each year. Telecommunications — While electrical franchise fees have increased, the shift from land line telephones to wireless technologies has resulted in an erosion of telecommunications reve- nues in Tigard and throughout Oregon cities. Over the last three years, Tigard has seen a 45% decrease in telecommunications franchise revenues. Water - New water rates took effect on January 1, 2013 and another water rate increase will oc- cur on January 1, 2014. Water customer charge and water usage charge increased by 14% with both increases. Rate increases applied to all water customers, including non-residential customers. The average residential customer experienced an increase of$5 to $8 per month. The increase in water rates will increase franchise fee revenue proportionately. PAGE 66-CITY OF TIGARD ENTERPRISE FUNDS - USER FEES User fees include water, sanitary sewer, and storm drainage fees charged to all users of such services. The sanitary and storm fees are established by the Clean Water Services Agency (CWS) and updated by the agency each year. The City Council, through an intergovernmental agreement with other system participants, sets the water rates. User Fees,Since FY 20084Y9 $18 $16 $14 .2 $12 $10 $4 $2 $0 FY 06-04 FY 04-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 ■Sanitary ■Stormwater ■Water Per the intergovernmental agreement with CWS, the city retains only a portion of the sanitary and storm fees it collects. It is anticipated that the sanitary sewer and stormwater revenues will see minimal growth during FY 2013-14. In 2008, Tigard entered into a water partnership with the City of Lake Oswego on a long-term water source. The projects associated with the water partnership are estimated to cost more than $200 mil- lion. Tigard's share of the improvements and cost to buy into Lake Oswego's existing system is esti- mated to be $132 million. In order to pay for future bond issuances that will be necessary to complete the project,water rates will increase during the coming years. In January 2011,water rates increased by approximately 34% and are projected to increase by about 14%per year through January 2014. REVENUE ANALYSIS-PAGE 67 CONNECTION FEES Connection fees include traffic development tax (TDT), storm and sanitary sewer connection charges, water connection and system development charges, and parks system development charges. The TDT is assessed on new development to help provide funds for the increased capacity transportation im- provements needed to accommodate the additional vehicle traffic and demand for transit facilities gen- erated by that development. Connection fees Since FY 2008-09 $2,50DADD $2, , $1,50D,0[0 1,0M,000 $500,000 $0 FY 06-09 FY 09-14 FY I(11 FY 11-12 FY 12-13 FY 13-14 ■Water ■Sewer ■Roads ■Rarks This revenue category has shown a marked decline in recent years, particularly in fees for roads and sewer, which coincides with the decreased level of development activity that has occurred in Tigard. The city anticipates development activity will remain at below historic levels over the next few years due to economic factors. The TDT provides funds for these capacity improvements to county and city arterials, certain collec- tors, and certain state and transit facilities as listed in the County's Capital Improvements Project List. The TDT is categorized as an Improvement Fee. Revenue must be dedicated to capital improvements that expand capacity and may not be used for maintenance,repair, or other non-capital improvements. As part of the funding of the water project with Lake Oswego, water system development charges (SDC) increased. In February 2011, the water SDC increased 87 percent. The increase fully imple- mented the reimbursement portion of the water SDC. Over a four year period, the improvement por- tion of the water SDC will be phased in, resulting in water SDC fees tripling by February 2014. Fiscal Year 2013-14 anticipates the continued increase in water SDC revenue. PAGE 68-CITY OF TIGARD PERMIT FEE REVENUE Permit fee revenues are recorded in the Building Fund, the Electrical Inspection Fund and the General Fund. The primary fees that are represented in the chart include: Engineering Public Improvement Fee, Sign Permits, Land Use Planning Application Fees, and all related Building Permit Fees. Nearly all fees are related to development activity and, therefore, reflect the level of that activity. Permit Fees, Since FY 2008-09 $1,60D,000 $1,40D,000 $1,20D,000 $1,()()0,000 $800,000 $6()0,000 $400,000 $200,000 0 FY 06-093 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 ■Building Fund ■Electrical Inspection Fund ■General Fund In October 2010, building fees increased to bring them in line with area communities. Combined with modest growth in activity, permit revenues have recovered, but are expected to remain at reduced lev- els through FY 2013-14. When development activity does return, the city expects small, gradual in- creases in permit revenue. REVENUE ANALYSIS-PAGE 69 COUNTY SHARED REVENUE County Shared Revenues include the Washington County gas tax, the Washington County Cooperative Library System (WCCLS) levy, and a countywide hotel/motel tax. County Shared Revenue,Since FY 2005-09 $3,50D,000 $3,0M,000 $2,50D,000 $2,0M,000 $1,50D,000 $1,430o'co0 J J ��oo,00a FY 06-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 ■County Gas Tax ■Hotel-Motel Taos ■ OCLS Washington County collects a one-cent per gallon tax on gasoline, which is distributed to cities in the county to be used for road maintenance activities. This revenue source has seen very minor growth over the past few years because under current state law the tax per gallon cannot be increased. The hotel/motel tax is collected by Washington County at a 7% rate and is distributed to all participat- ing jurisdictions. Tigard receives about one-third of the amount collected in the city limits. Tax collec- tions are directly related to room rental rates, the number of hotel and motel rooms within the city, and the economy. As the economy continues in a prolonged downturn, the city projects that this reve- nue source will continue to remain depressed from historical levels. WCCLS funds come from the county property taxes generated from the county's permanent property tax rate. WCCLS funds are distributed to cities with public libraries based upon a formula heavily weighted to increases in circulation. The $0.17 per $1,000 of assessed value five-year levy supports WCCLS member libraries, including Tigard, and central services that link the twelve libraries together. The levy was renewed in the November 2010 election at the same rate. PAGE 70-CITY OF TIGARD FINE AND FORFEITURE REVENUE This source of revenue includes traffic and civil infraction citations,which are processed by the Munic- ipal Court, and fines for late and lost materials at the Library. Fine collections are directly related to the number of citations issued. The bail schedule is updated annually by the Municipal Court Judge. Fine and Forfeiture Revenue, Since FY 2008-09 $1,20D,000 $11OOD,000 $sao,aaa $60D'000 $4,00,000 $2cDr0oo $0 r FY 08-09 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 ■ Library Fines ■Traffic-Civillnfractians Revenue from fines and forfeitures are forecasted to increase gradually in FY 2013-14. REVENUE ANALYSIS-PAGE 71 INTEREST EARNINGS Interest earnings are generated from the investment of cash on hand in various funds of the city. In- terest earnings are directly attributable to the amount of cash available for investment and current in- terest rates. Interest Earnings $500,000 $450,000 $400,000 $350,000 $300,000 $250,000 $200,000 $150,000 $100,000 $50,000 $0 1 16 FY 09-10 FY 10-11 FY 11-12 FY 12-13 FY 13-14 An increased interest earnings in FY 2013-14 is because of larger reserves due to increased borrowing for capital projects. The city is assuming an interest rate of 0.6% for its investments, and anticipates that interest earnings will be flat in FY 2013-14 as interest rates remain historically low. PAGE 72-CITY OF TIGARD INTERFUND TRANSFERS Interfund transfers are the transfer of revenues between funds when the revenue is received in one fund for an expense that occurs in another fund or when city functions have more than one funding source. Another primary reason for transfers is for a fund to pay for services provided by another fund (for example, Financial Operations Division providing utility billing services for the Water, San- itary Sewer, Stormwater, and Street Maintenance Funds). A transfer-out is an expense to the fund that is transferring the money out or buying services. A transfer-in is a resource to the fund that is receiving the money or selling the service. For every ex- pense transfer-out, there is a corresponding resource transfer-in. The corresponding transfers must show the same dollar amount. The various types of interfund transfers are defined below: General Resource Transfer Transfer of resources from one fund to another which are not based upon a cost allocation plan, ac- tual expenditure, or any expectation of a payment for services provided. This type of transfer is simply a transfer of resources from one fund to another. Direct Resource Transfer/Capitallmprovement Plan (CIP) Transfer Transfer of resources from one fund to another which are based upon a cost allocation plan and ac- tual expenditures or an expectation of a payment for services provided. This type of transfer is typi- cally based upon actual expenditure needs by a certain fund and are "trued up" from the budget fig- ure based upon actual expenditures. Debt/Loan Repayment Transfer Transfer of resources from one fund to another to pay either all or a portion of an interfund loan. This type of transfer is typically based upon a five-year repayment schedule for capital loans. Indirect Cost Transfer The Indirect Cost Transfers Out are typically budgeted along with a division's operating budget to show the true cost for that division to the city. In turn, transfers received for services provided, are allocated based upon a cost allocation plan. In FY 2012, the city hired FCS Group to develop a fed- erally approved indirect cost allocation plan. For the city, the following bases of these allocations are used for those functions or programs listed on the pages to follow: REVENUE ANALYSIS-PAGE 73 INTERFUND TRANSFERS From To Amount Type Description Bancroft Debt Central Services Fund 3,821.00 In-Direct Fund Level Indirect Transfer to Central Service Fund Service Fund Total Bancroft Debt Service Fund Transfer Out City Gas Tax Fund Central Services Fund 3,778.00 In-Direct Fund Level Indirect Transfer to Central Service Fund City Gas Tax Fund Transportation CIP 1,000,000.00 CIP CIP-95035: 72nd Avenue/Dartmouth Fund Street Intersection Improvement Po and Transfer O Criminal Forfeiture Central Services Fund 401.00 In-Direct Fund Level Indirect Transfer to Central bund Service Fund Total Electrical Inspection Central Services Fund 1,795.00 In-Direct Fund Level Indirect Transfer to Central Fund Service Fund Electrical Inspection Building Fund 180,0004)0 Direct Transfer of funds to support electrical Fund inspections by Building Division. Tot Facilities Capital Central Services Fund 79,384.00 In-Direct Fund Level Indirect Transfer to Central Projects Fund Service Fund Total Facilities Capital Projects Fund Transfer Out 79,384.00 PAGE 74-CITY OF TIGARD INTERFUND TRANSFERS From To Amount Type Description Gas Tax Fund Transportation CIP 55,000.00 CIP CIP-95040:Tigard Transportation Fund SDC Gas Tax Fund Transportation CIP 801000.00 CIP CIP-95027: Cin-aide Pedestrian& Fund Cyclist Improvements Gas Tax Fund Facilities Capital 27,345.00 General Transfer of funds for new Public Works Projects Fund facility Gas Tax Fund Transportation CIP 55,000.00 CIP CIP-95039: Update Transportation Fund System Plan for River Terrace Gas Tax Fund Transportation CIP 610,050.00 CIP CIP-95035: 72nd Avenue/Dartmouth Fund Street Intersection Improvement Gas Tax Fund Transportation CIP 163,189.00 General System Infrastructure Projects. Based Fund on proportionate share of time coded to system projects in first 6 months of FY13 and applied to 15%or Proposed PW Engineering budget,which is the estimated amount of billable project time that will be spent on infrastrucute per meeting w/PlX'and FIS on 3/5/2013. Gas Tax Fund Transportation CIP 950,868.00 CIP CIP-97003: Main Street/Green Street Fund Retrofit Gas Tax Fund Transportation CIP 115,000.00 CIP CIP-95041 :Upper Boones Ferry Fund Rd/Durham Adaptive Signal Coordination Gas Tax Fund Transportation CIP 16,000.00 CIP CIP-95023:Walnut St Fund Improvements-116th Ave to Tiedeman &135th Ave Intersection Gas Tax Fund Transportation CIP 482,000.00 CIP CIP-95037: 92nd Avenue Sidewalk Fund (\Vaverly Dr.to Cook Park) General Fund Fater Fund 27,460.00 Direct Water building lease Year 6 of 10. General Fund Facilities Capital 3,704.00 General System Infrastructure Projects. Based Projects Fund on proportionate share of time coded to system projects in first 6 months of FY13 and applied to 15%or Proposed PW Engineering budget,which is the estimated amount of billable project time that will be spent on infrastrucute per meeting w/PSG'and FIS on 3/5/2013. General Fund Facilities Capital 132,607.00 General Transfer of funds for new Public Works Projects Fund facility. General Fund Facilities Capital 743,881.00 CIP CIP-91013:Permit Projects Fund Center/Police/City Hall Exterior Walls General Fund Central Services Fund 8,640.00 In-Direct Fund Level Indirect Transfer to Central Service Fund Total General Fund Transfer vu 916,292.00 REVENUE ANALYSIS-PAGE 75 INTERFUND TRANSFERS From To Amount Type Description Insurance Fund Central Services Fund 531.00 In-Direct Fund Level Indirect Transfer to Central Service Fund Fund Transfer Out Library Donations Facilities Capital 100,000.00 Direct Transfer of funds for needed and Bequests Fund Projects Fund miscellaneous library improvements. Total Library Donations and Bequests Fund 100, Wsfer Out Parks Bond Fund Parks Capital Fund 394,655.00 CIP CIP-92022:Jack Park Parks Bond Fund Parks Capital Fund 315,000.00 CIP CIP-92027:Park Land Development Parks Bond Fund Parks Capital Fund 556,599.00 CIP CIP-92016: Dirksen Nature Park (formerly Summer Creek Park) Parks Bond Fund Parks Capital Fund 156,238.00 CIP CIP-92006: Fanno Creek House Parks Bond Fund Parks Capital Fund 376,680.00 CIP CIP-92003:East Butte Heritage Park Development Parks Bond Fund Parks Capital Fund 505000.00 CIP CIP-92045:Senn Park Parks Bond Fund Parks Capital Fund 336,628.00 CIP CIP-92029:Downtown Park Improvements Parks Bond Fund Parks Capital Fund 1,3352000.00 CIP CIP-92028: Downtown Land Acquisition Parks Bond Fund Central Services Fund 24,883.00 In-Direct Fund Level Indirect Transfer to Central Service Fund Parks Bond Fund Parks Capital Fund 105000.00 CIP CIP-92031:East Bull Mountain Parks Bond Fund Parks Capital Fund 1005000.00 CIP CIP-92034:Tigard Street Trail Parks Bond Fund Parks Capital Fund 1355000.00 CIP CIP-92035: COT-TTSD Park Development Partnership Parks Bond Fund Parks Capital Fund 1,0505405.00 CIP CIP-92026:Park Land Acquisition Parks Bond Fund Parks Capital Fund 35,000.00 CIP CIP-TBD-31:Potso Dog Park Total Parks Bond Fund Transfer Qi 4,876,088.00 Parks Capital Fund Central Services Fund 100,397-00 In-Direct Fund Level Indirect Transfer to Central Service Fund Total Parks Capp PAGE 76-CITY OF TIGARD INTERFUND TRANSFERS From To Amount Type Dc>cnnion Parks SDC Fund Central Services Fund 13,197.00 In-Direct Fund Level Indirect Transfer to Central Service Fund Parks SDC Fund Parks Capital Fund 25,000.00 CIP CIP-92012:Parks System Development Charge Update Parks SDC Fund Parks Capital Fund 2175560.00 CIP CIP-TBD-30:Fanno Creek Trail (Grant Ave to Woodard Park) Parks SDC Fund Parks Capital Fund 26,199.00 General System Infrastructure Projects. Based on proportionate share of time coded to system projects in first 6 months of FY13 and applied to 15%or Proposed PVL'Engineering budget,which is the estimated amount of billable project time that will be spent on infrastrucute per meeting w/PW and FIS on 3/5/2013. Parks SDC Fund Parks Capital Fund 405000.00 CIP CIP-TBD-31 :Potso Dog Park Parks SDC Fund Parks Capital Fund 4755000.00 CIP CIP-92027:Park Land Development Parks SDC Fund Parks Capital Fund 9705171.00 CIP CIP-92026:Park Land Acquisition Parks SDC Fund Parks Capital Fund 995878.00 CIP CIP-92003:East Butte Heritage Park Development Parks SDC Fund Parks Capital Fund 555000.00 CIP CIP-92047:Update the Parks Master Plan for River Terrace Parks SDC Fund Parks Capital Fund 1435000.00 CIP CIP-92024:Fanno Creek Trail-Main Street to Grant Ave Total Parks SDC Fund Transfer Out Sanitary Sewer Fund Facilities Capital 18,736.00 General Transfer of funds for new Public Works Projects Fund facility Sanitary Sewer Fund Transportation CIP 165000.00 CIP CIP-95023:Walnut St Fund Improvements-116th Ave to Tiedeman &135th Ave Intersection Sanitary Sewer Fund Parks Capital Fund 825000.00 CIP CIP-92024:Fanno Creek Trail-Main Street to Grant Ave Sanitary Sewer Fund Water CIP Fund 100,000.00 CIP CIP-96035:Barrows/Scholls Ferry 16"Line Extensions(River Road) Sanitary Scwer Fund Water Fund 13,413.40 Direct Water building lease Year 6 of 10. Total Sanitary MWd Transfer Out 230,149.00 REVENUE ANALYSIS-PAGE 77 INTERFUND TRANSFERS From To Amount Type Description Stormwater Fund Transportation CIP 123,000-00 CIP CIP-95037: 92nd Avenue Sidewalk Fund (Waverly Dr.to Cook Park) Stormwater Fund Nater Fund 17,878-00 Direct Water building lease Year 6 of 10. Stormwater Fund Facilities Capital 35,478-00 General Transfer of funds for new Public Works Projects Fund facility Stormwater Fund Parks Capital Fund 217,560.00 CIP CIP-TBD-30:Fanno Creek Trail (Grant Ave to Woodard Park) Stormwater Fund Transportation CIP 76,000.00 CIP CIP-95023:Walnut St Fund Improvements-116th Ave to Tiedeman &135th Ave Intersection Stormwater Fund Parks Capital Fund 69,000.00 CIP CIP-92024: Fanno Creek Trail-Main Street to Grant Ave Street Maintenance Central Services Fund 108,883.00 In-Direct Fund Level Indirect Transfer to Central Fund Service Fund Street Maintenance (.as Tax Fund 1001000.00 Direct Transfer of funds to support right-of- Fund wav maintenance at a total cost of $100,000. vtal Street Maintenance Fund Transfer Out Traffic Impact Fce Central Services Fund 2,307.00 In-Direct Fund Level Indirect Transfer to Central Fund Service Fund Traffic Impact Fee Transportation CIP 520,000.00 CIP CIP-95035: 72nd Avenue/Dartmouth Fund Fund Street Intersection Improvement Traffic Impact Fee Transportation CIP 246,000.00 CIP CIP-95033:Pacific Highway/Gaarde Fund Fund Street/McDonald Street Improvements Total Traffic Impact Fee Fund Transfer Ou Transportation Transportation CIP 15,350.00 CIP CIP-95035: 72nd Avenue/Dartmouth Development Tax Fund Street Intersection Improvement Transportation Central Services Fund 10,374.00 In-Direct Fund Level Indirect Transfer to Central Development Tax Service Fund Transportation Transportation CIP 754,000.00 CIP CIP-95033:Pacific Highway/Gaarde Development Tax Fund Street/McDonald Street Improvements ax Transfer Ou[ ALI Underground 1.iilin, Central Services Fund 2,089.00 In-Direct Fund Level Indirect Transfer to Central Fund Service Fund Underground Utility Transportation CIP 150,000.00 CIP CIP-95035: 72nd Avenue/Dartmouth Fund Fund Street Intersection Improvement Underground Utility Transportation CIP 100,000.00 CIP GIP-95023:Walnut St Fund Fund Improvements-116th Ave to Tiedeman &135th Ave Intersection and Utility Fund Transfe PAGE 78-CITY OF TIGARD INTERFUND TRANSFERS From To Amount Type Description Urban Forestry Fund Parks Capital Fund 50,000.00 CIP CIP-92037:Damaged Tree Replacement Program Urban Forestry Fund Central Services Fund 6,229.00 In-Direct Fund Level Indirect Transfer to Central Service Fund Urban Forestry Fund Parks Capital Fund 100,000.00 CIP CIP-92017:Tree Canopy Replacement Program Total Urban Forestry Fund Transfer Out 11-aicr CIP Fund Central Services Fund 546,672.00 In-Direct Fund Level Indirect Transfer to Central Service Fund Watcr Fund Facilities Capital 42,825.00 General Transfer of funds for new Public Works Projects Fund facility Water Fund Water CIP Fund 56,000.00 CIP CIP-96029:Main Street Waterline Replacement Water Fund Water Debt Service 161,184.00 Direct Year 2 of 20 ARRA Loan payment Fund Waicr Fund Water CIP Fund 100,000.00 CIP CIP-96028:Fire Hydrant Replacements Program Water Fund Water Debt Service 427195850.00 Debt/Loan Water System Revenue Bonds,Series Fund Repayments 2012 Water Fund Water CIP Fund 140,000-00 CIP CIP-96024:Fater Line Replacement Program 11 aicr I Bund Fater C.IP Fund 2005000.00 CIP CIP-96003:Water Meter Replacement Program Water Fund Transportation CIP 1932624.00 CIP CIP-97003:Main Street/Green Street Fund Retrofit Water Fund Transportation CIP 162000.00 CIP CIP-95023:Walnut St Fund Improvements-116th Ave to Tiedeman &135th Ave Intersection Waicr Fund Water CIP Fund 552000.00 CIP CIP-96037:Fater Master Plan Update for River Terrace Water Fund Water CIP Fund 512443.00 General System Infrastructure Projects. Based on proportionate share of time coded to system projects in first 6 months of FY13 and applied to 15%or Proposed PW Engineering budget,which is the estimated amount of billable project time that will be spent on infrastrucute per meeting w/PW and FIS on 3/5/2013. Total Water Fund Transfer Out 5,735,926.00 REVENUE ANALYSIS-PAGE 79 INTERFUND TRANSFERS From To Amount Type Description Water Sanitary Sewer Fund 936,000.00 CIP CIP-93014:Benchview Creek Sewer Quality/Quantity Stabilization Fund Water Central Services Fund 7,659.00 In-Direct Fund Level Indirect Transfer to Central Qualit%/Quantiry Service Fund Fund Total Water Quality/Quantity Fund Transfer Out 943,659.00 11 mcr SDC Fund Central Services Fund 165M In-Direct Fund Level Indirect Transfer to Central Service Fund Total Water SDC Fund Transfer Out h165.00 21,92-2,663.00 City of Tigard I ADOPTED BUDGET FY 2013-2014 PAGE 80-CITY OF TIGARD PROGRAM SUMMARIES The city adopts and manages its operating expenditures by program. The city has four operating pro- grams: Policy&Administration, Community Development, Community Services, and Public Works. Within each of these programs are one or more departments and budgets units, or divisions. A more detailed explanation of the city's program structure can be found in the Reader's Guide section. The following charts give a summary of the expenditures for the programs, budget classifications, and staffing levels. FY 2011 11 FY 2012 11 FY 2013 11 FY 2014 11 FY 2014 1 FY2014 Actual Actual Revised Proposed Approved Adopted Description Expenditure by Program Policy and Administration $6,301,858 $6,8632633 $7,155,494 $72282,190 $7,285,467 $7,347,024 Community Development 3,9752258 3,902,223 4,232,164 4,402,635 4,402,635 42611,567 Community Services 19,1822019 19,63B,468 19,986,234 19,997,341 20,098,141 2020982141 Public Warks 14,901,691 15,420,550 20,146,456 20,757,146 20,757,146 20,895,014 Debt Service 0 0 0 0 0 0 General Government 0 0 0 0 0 0 Total Expenditures by Progam $44,360,825 $452824,874 $51,520,348 $52,439,312 $52,543,389 $52,951,746 Number of FTE by Program Policy and Administration 44.15 44.95 43.95 43.15 43.15 43.95 Community Development 26.60 27.50 24.60 25.60 25.60 25.60 Communin,Services 128.90 129.90 1-19.30 119.30 119.30 119.30 Public Works 69.40 69.40 68.00 68.00 68.00 68.00 Number of FTE by Program 269.05 271.75 255.85 256.05 256.05 256.85 Expenditure per FTE Policy and Administration $142,737 $15205 $162,810 $168,765 S168,840 $1672168 Community Development 149,446 141,899 1722039 171,978 171,978 180,139 Community Services 148,813 151,181 167,529 167,622 168,467 166,467 Public Works 214,722 222,198 296,271 305,252 305,252 307,280 Total Expenditure per FTE $164,879 $168,629 $201,369 $204,801 $205,208 $2062158 PROGRAM SUMMARIES-PAGE 81 OPERATING BUDGET HISTORY FY 2011 FY 2012 FY 2013 Proposed Approved Adopted Description Actual Actual Revised 2014 2014 2014 Number of FTE 269.05 271.75 255.85 256,05 256.05 256.85 51001-Salaries-Management $7,946,192 $8,259,395 $7,905,770 $8,076,782 $8,101,192 $9,101,192 51002-Salaries-General 3,934,082 3,956,609 4,093,097 3,837,953 3,837,953 3,874,411 51003-Salaries-Police 3,811,425 3,811,554 3,851,473 3,989,824 3,989,824 3,989,824 51004-Part Time-Regular 1,007,371 1,018,610 952,218 1,440,305 1,440,305 1,440,305 51005-Part Time-Temporary 471,804 441,712 340,896 385,995 385,995 385,995 51006-Overtime 485,328 440,375 525,286 528,501 528,501 528,501 51007-Incentive Pay 330,337 380,415 430,228 443,108 443,108 443,108 52001-Unemployment 39,952 128,186 249,829 260,960 261,302 261,812 52002-Worker's Compensation 216,273 250,564 377,378 290,104 290,104 290,222 52003-Social Security/Medicare 1,368,681 1,402,328 1,391,070 1,427,924 1,429,791 1,432,580 52004-Tri-Met Tax 123,637 127,908 125,895 131,177 131,351 131,611 52005-Retirement 2,262,279 2,520,697 2,647,191 2,700,744 2,692,512 2,696,158 52007-VEBA-ER 164,252 225,682 216,330 217,990 217,980 218,880 52008-Life Ins/ADD/LTD 22,529 22,455 69,068 84,664 84,664 84,850 52009-Long Term Disability= 38,888 39,022 3,816 0 0 0 52010-Medical/Dental/Vision 3,085,828 3,542,147 3,914,954 4,062,228 4,039,327 4,054,017 52011-Dental Benefits 363,106 411,733 0 0 0 0 52012-Accrued Vacation 21,583 -12,637 51,940 46,467 46,487 46,487 53001-Office Supplies 324,181 293,406 396,147 393,963 393,963 394,963 53002-Small Tools&Equipment 167,418 117,056 237,448 219,049 219,049 219,049 53003-Fuel 272,442 332,379 307,317 364,504 364504 364,504 53004-Books&Circulation Materials 624,649 545,728 550,000 550,000 550,000 550,000 53005-Ammunition and Range Supplies 24,550 31,241 61,442 61,292 61,292 61,292 53006-Technology Equipment under$5,000 142,752 113,713 165,050 166,450 166,450 166,450 53007-Grant Expenditures 2,215 0 0 6,955 6,955 61955 53008-Library Contribution Materials 16,583 11,506 0 0 0 0 53307-Dog Park Social Srvc Grant Exp 688 363 0 0 0 0 53308-Dog Park Trust Account Expense 96 0 0 0 0 0 53316-CCIS-Worksite Wellness Funds 398 686 0 0 0 0 53 53 0-Water Costs:L.O.&Ptld 2,650,107 2,904,433 3,800,000 3,808,302 3,808,302 3,808,302 54001-Professional/Contractual Services 2,645,354 2,700,021 3,900,795 3,534,764 3,534,764 3,847,696 54002-Water Costs:Sampling 31,277 34,683 40,000 40,000 40,000 40,000 54003-Legal Fees 30040 298,371 372,420 379,666 379,666 379,666 54004-Printing Services 881 3,729 3,900 2,400 2,400 2,400 54006-Software License and Maintenance 304,496 410,987 455,198 475,613 477,613 477,613 54101 -R&M-Facilities 301,222 294,912 326,192 327,892 327,892 327,892 54102-R&M-Water Lines 136567 30,937 32,000 32,000 32,000 32,000 54103-R&M-Control Valves 18,550 18,944 10,000 20,000 20,000 20,000 54104-R&M-Reservoir 1,174 2,993 6,000 6,000 6,000 61000 54105-R&M-Grounds 61,664 93,442 102,420 102,420 102,420 102,420 54106-R&M-Pump Station 784 3,532 81500 81500 8500 81500 PAGE 82-CITY OF TIGARD OPERATING BUDGET HISTORY FY 2011 FY 2012 FY 2013 Proposed Approved Adopted Description Actual Actual Revised 2014 2014 2014 54107-R&M-SCADA 5,026 1,492 81000 8,000 81000 85000 54108-R&M-Wells 7,044 20,034 11,500 11,500 11,500 11,500 54109-R&M-Meters 71,285 15,129 25,000 25,000 25,000 25,000 54110-R&M-Service Lines 42,367 13,376 15,000 15,000 15,000 15,000 54112-R&M-Fire Hydrant 85,944 11,049 20,000 20,000 20,000 20,000 54113-R&M-Vehicles 436,428 3052514 418,618 371,010 371,010 371,010 54114-R&M-Office Equipment 43,135 44,949 70,453 68,335 68,335 68,335 54115-Vehicle Usage 0 0 45,000 0 0 0 54201-Utilities-Electric 876,802 8572741 1,052,216 1,0522216 1,052„216 12052,216 54202-Utilities-Water/Sewer/SWM 116,155 154,634 158,012 163,012 163,012 163,012 54203-Utilities-Natural Gas 79,855 67,417 115,756 115,756 115,756 115,756 54205-Utilites-Phone/Pager/Cells 200,620 223,079 213,510 222,514 229,331 229,331 54300-Advertising&Publicity 94,119 992054 115,807 1072805 107,805 107,805 54301-Fees and Charges 28,165 1502423 92,995 1022949 102,949 1022949 54302-Dues&Subscriptions 150,303 1592581 153518 1602683 16003 1602683 54303-Travel and Training 158,896 1552142 221,770 2572497 257,497 2572497 54305-Conservation Expenses 30,616 32,661 31,700 31,700 31,700 31,700 54307-Insurance 288,778 2882345 317,728 3275402 327,402 3272402 54308-Property Damage 7,812 3,742 11,250 11,250 11,250 11,250 54309-Rents and Leases 64,736 66,861 73,080 82,862 82,B62 82,862 54310-Bad Debt Expense 1,796 1,105 8,200 12,200 12,200 12,200 54311-Special Department Expenses 267,006 401,369 935,928 1,273,210 1,273,210 1,273,210 54312-Bank Fees 3,187 3,952 3,400 3,400 3,400 3,400 54402-Contributions to Community Org 194,900 207,001 266,064 275,613 275,613 275,613 54900-Drug Enforcement Expenses 0 22,175 70,000 0 0 0 56001-Land 0 0 0 15,000 15,000 15,000 56002-Buildings&Improvements 17_3,960 173,484 100,801 127,187 127,187 127,187 56003-Vehicles 460,662 334,661 124,500 236,900 236,900 271,768 56004-Computer Hardware and Software 332,701 431,945 373,181 413,566 513,166 513,166 56006-Equipment 115,718 153,924 71,300 45,000 45,000 45,000 56007-GIS Hardware and Software 61,505 00,756 105,178 542390 54,390 54,390 Total Capital Outlay $1,094,447 S1,154,771 3 S1,026,511 58000-Interdepartmental Costs 0 0 914,906 120602888 1,06008 120602888 58100-Indirect Charges-City Management 548,461 386,830 950,822 745,700 745,700 745,700 58110-Indirect Charges-Human Resources 675,173 648,788 680,383 779,833 779,833 779,833 59120-Indirect Charges-Risk Management 609,121 591,852 450,331 547,377 547,377 547,377 59130-Indirect Charges-Office Services 434,091 463,096 381,518 407,977 407,977 407,977 58150-Indirect Charges-Records 354,702 390,547 300,827 281,823 281,823 281,823 58200-Indirect Charges-Finance Administra 445,954 258,188 64,686 34,689 34,689 34,689 58210-Indirect Charges-Financial Operation 368,977 451,260 614,972 6282089 628,089 6282089 5B220-Indirect Charges-Utility Billing 0 0 920,955 9432049 943,049 9432049 PROGRAM SUMMARIES-PAGE 83 OPERATING BUDGET HISTORY FY 2011 FY 2012 FY 2013 Proposed Approved Adopted Description Actual Actual Revised 2014 2014 2014 58230-Indirect Charges-Technology 1,350,890 1,245,396 1,377,221 1,171,209 1,171,209 1,171,209 58250-Indirect Charges-Contracts and Purc 0 123,137 206,973 163,379 163,379 163,379 58630-Indirect Charges-Fleet Maintenance 218,179 219,476 244,184 260,757 260,757 2602757 58640-Indirect Charges-Propern!Mamgeme 1,275,689 1,.385,892 1,261,937 1,.379,079 1,379,079 1,379,079 Total InterdepartmentalServices 56,281,138 S6,164,162IM8,369,615 S8,403,84�3,849 S8,403AN Total Operating Budget 544,360,794 $45,824,874 551,520,348 $52,439,312 552,543,389 $52,951,746 The city has seen significant changes in its operating budget that reflect the changes implemented in order to right-size its budget to meet service requirements. Below is the percentage change in opera- tions as compared to the prior fiscal year: FY 2012 FY 2013* FY 2014 3.3% 12.4% 2.7% FY 2011 to FY 2012 - The reason for the increase in expenditure growth is primarily the result of increased costs associated with employee healthcare and other benefits. The three percent increase is a typical historical trend for the city. *FY 2012 to FY 2013 - The reported growth is due to comparing actual expenses in FY 2012 and budgeted expenses in FY 2013. The city never spends its entire budget, making a comparison of one year's actual to the following year's budget a bit difficult. Although FY 2013 shows a growth of 12.4%, the actual FY 2012 is lower than FY 2013 budget accounting for more than half of the in- crease. The main source of the increase in operating costs is due to a change in how the city's internal costs are handled. In FY 2012, Tigard City Council approved the development of a federally ap- proved indirect cost study plan. Historically, the city has charged each division for their fair share of internal services to reflect the cost of providing services to Tigard citizens. Prior to the federally ap- proved indirect cost study, two areas had not been included as operating services: payments for non- general fund divisions for department administration, and payment by utility funds for Utility Billing services. Prior to FY 2013, these costs were handled via transfers, and not operating costs. Although these costs are not new, handling them as operating costs is new and accounts for the increase from FY 2012 to FY 2013. FY 2013 to FY 2014 - Fiscal Year 2014 reflects a slight increase in operations. The primary cause of the increase is the result of the rising cost of healthcare and other employee benefits. Otherwise, the city has been able to control cost such as materials, supplies, and capital outlay in order to maintain a level budget. PAGE 84-CITY OF TIGARD STAFFING LEVELS The Adopted Budget for FY 2014 reflects an increase in staffing from a Projected FY 2013 Budget of 255.85 FTE to 256.85 FTE. This increase of 1.0 FTE equates to a 0.4%increase in staffing due to the addition of a Building Inspector 1 in the Community Development Department. A summary of the changes by department is below. Full-Time Equivalent Positions 300 200 100 0 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Actual Projected Adopted Community Development The Adopted Budget for FY 2014 shows an increase of 1.0 FTE in the Building Division. The Building Inspector 1 position will be responsible for inspections as well as resolving code compliance issues due to the dramatic increase in building activity. There are no changes in the number of staff planned for FY 2014 in Police,Library, Public Works, City Management,Administrative Services, and Finance and Information Services. City FTE Per 1,000 Population 6 5 4 3 2 1 0 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 Actual Actual Actual Projected Adopted PROGRAM SUMMARIES-PAGE 85 id }`\, < a x. x A landscape view from the Sunrise proper y, located on Bull Mountain in Tigard, Oregon. This area was bought in 2011, and will be a future community park for the city. City of Tigard I ADOPTED BUDGET FY 2013-2014 PAGE 86-CITY OF TIGARD COMMUNITY SERVICES ORGANIZATION CHART COMMUNITY SERVICES P0110E LIBRARY SOCIAL ERVICES/COMNIUNITY EVENTS COMMUNITY SERVICES-PAGE 87 COMMUNITY SERVICES PROGRAM The Community Services Program consists of programs provided by the Police Department and the Library, and several Social Services and Community Event grants made by the city. Police programs include traditional public safety efforts (patrol, enforcement, traffic safety, etc.), but also include work with community groups to increase public safety awareness. Library programs include circulation of a wide variety of print and other media materials and the offer- ing of a few programs designed to increase reading,computer skills, and lifelong learning. Social Service and Community Event grants provide funding to a variety of community organizations and groups that provide services to those in need in the community or which offer events that pro- mote a greater sense of community. The primary source of funding for this program area is the General Fund. 1 L � - • r fir} r ' t 1 �� ■ rti Tigard Public Library t Baxter Canine Department, Tigard Police PAGE 88-CITY OF DGARD EXPENDITURE/FTE SUMMARY FY 2011 FY 2412 FY 2013 FY 2014 FY 2014 FY 2014 2014 Adopted Actual Actual Revised Proposed Approved11 Adopted -2013 Revised Description Number of Positions 135.90 129.90 128.80 119.30 119.30 119.30 -7.4% Budget By Category Personal Services 12,674,110 13,337,490 13,339,085 13,584,632 13,584,632 13,584,632 1.8% Materials&Services 2,844,598 2,694,432 3,242,416 2,915,201 2,917,201 2,9172-01 -10.0% Interdepartmental Costs 3,332,945 3,343,554 3,326,598 32-41,658 3,241,658 3,241,659 -2.6% Capital Outlay 330,366 262,992 78,135 255,850 354,650 35050 353.9% Total All Category 19,182,019 19,638,468 19,986,234 19,997,341 20,098,141 20,098,141 0.6% Budget By Division Police Administration 647,319 662,187 696,003 713,221 713,221 713,221 2.5% Police Operations 7,213,943 7,463,825 7,993,964 8,255,819 8,356,618 8,356,619 4.5% Support Services 5,564,582 5,776,569 5,729,830 5,449,509 5,448,508 5,448,509 -4.9% Library Administration 1,013,833 1,031,359 604,460 611,948 611,948 611,949 1.2% Reader Services 2,382,315 2,246,662 2,530,212 2,541,617 2,541,617 2,541,617 0.5% Technical Services 742,288 756,927 727,798 720,563 720,563 720,563 -1.0% Circulation 1,432,839 1,500,289 1,355,694 1,347,465 1,347,465 1,347,465 -0.6% Social Services 130,400 145,650 262,873 268,738 268,738 268,738 2.2% Community Events 54,500 55,000 85,400 89,463 89,463 89,463 4.8% Total All Division 19,182,019 19,638,468 19,986,234 19,997,341 20,098,141 20,098,141 0.6% Budget by Fund General Fund-100 19,182,019 19,638,468 19,986,234 19,947,341 20,048,141 20,048,141 0.3% Criminal Forfeiture Fund-240 0 0 0 50,000 50,000 50,000 100.0% Library Donations and Bequests F 0 0 0 0 0 0 -100.011/0 Total All Fund 19,182,019 19,638,468 19,986,234 19,997,341 20,098,141 20,098,141 0.6% COMMUNITY SERVICES-PAGE 89 POLICE ORGANIZATION CHART POLICE ADMINISTRATION 0PERATIONS I SUPPORT SERVICES FY 2011 11 FY 2012 11 FY 2013 FY 2014 FY 2014 FY 2014 I 2014 Adopted Description Actual Actual Revised Proposed Approved Adopted vs.2013 Reused Number of Positions 90.10 91.10 84.50 84.50 84.50 84-50 001/0 Budget By Category Personal Services 9,676,627 10,275,155 10,376,224 10,598,887 10,598,887 10,598,887 2.1% Materials&Services 1,828,404 1,787,784 2,278,455 1,936,570 1,938,570 1,938,570 -14.9% Interdepartmental Costs 1,591,440 1,592,375 1,690,118 1,627,490 1,627,490 1,627,490 -3.7% Capital Outlay 329,374 247,266 75,000 254,600 353,400 353,400 371.2% Total All Category 13,425,844 13,902,582 14,419,797 14,417,547 14,518,347 14,518,347 0.7% Budget By Division Police Administration 647,319 662,187 696,003 713,221 713,221 713,221 2.5% Police Operations 7,213,943 7,463,825 7,993,964 8,255,818 8,356,618 8,356,618 4.5% Support Services 5,564,582 5,776,569 5,729,830 5,448,508 5,448,508 5,448,509 -4.9% Total All Division 13,425,844 13,902,582 14,419,797 14,417,547 14,518,347 14,518,347 0.7°/a Budget by Fund General Fund-100 13,425,844 13,902,582 14,419,797 14,367,547 14,468,347 14,468,347 0.3% Criminal Forfeiture Fund-240 0 0 0 50,000 50,000 50,000 100.0% Total All Fund 13,425,844 13,902,582 14,419,797 14,417,547 14,518,347 14,518,347 0.7°/o PAGE 90-CITY OF DGARD POLICE ADMINISTRATION BUDGET UNIT: 4000 PROGRAM RESULTS: Tigard Police Department MISSION The Mission of the Tigard Police Department is to create the highest level of livability possible by working with our citizens to preserve and protect life,liberty,and property. VISION The Tigard Police Department is committed to achieving our mission by. • Partnering with citizens and other departments • Developing well trained,ethical,and accountable employees • Earning public trust and confidence through our actions and values GOALS The goals of the Tigard Police Department are: •To reduce crime and the fear of crime •To assist the City of Tigard in the accomplishment of municipal goals and objectives •To enhance the safety and security of Tigard's residents,visitors,and businesses •To preserve constitutional and civil rights,and foster good citizenship in our youth CORE VALUES Attitude- Leadership - Integrity-Service -Teamwork PROGRAM DESCRIPTION.- •The Police Administration Division is responsible for the overall administration and management of the Police Department. The Administration Division is dedicated to fulfilling the mission of the city and the department,and dedicated to evaluating the structure,strategies,and programs of the Police Department in light of crime trends and resource levels_ •The Administration Division is involved in identifying,establishing,maintaining,and furthering strategic relationships with other government agencies. These mutually beneficial relationships facilitate the sharing of intelligence and resources. •The Public Information Officer (PIO) works to maintain positive media relations centering from the Police Department. The PIO also coordinates the"Neighborhood Watch"program which provides these citizens/community groups with valuable crime prevention resources while promoting citizen involvement in community policing. In addition,the PIC also partners with several other Washington County law enforcement agencies to offer training and resources to rental property owners and managers in an effort to improve livability for both tenants and the neighborhood they serve. The Executive Assistant to the Chief of Police provides support for the hiring process,assists the Chief with day-to-day affairs of the Office of Chief of Police,and manages the Tigard High School parking permit zone. The Executive Assistant is also responsible for administration of the city's Alarm Ordinance which involves processing alarm permit applications,billing or recurring false alarms,and closely monitoring the incidence of false alarms. COMMUNITY SERVICES-PAGE 91 POLICE ADNIINISTRATION BUDGET UNIT: 4000 ACCOMPLISHMENTS: FY 2012-2013: • Continued to provide leadership and management for the department in support of the city's strategic plans and objectives • Continued to implement the Mission,Vision,and Goals of the department and the city. All employee evaluations were carefully reviewed to ensure that these topics were emphasized • Continued to oversee department activities,evaluate policies, organizational structure,working conditions,and customer service levels;manage resources,develop partnerships and programs; direct strategic planning through policy management • Continued to develop ethical,accountable,productive,and well-trained employees • Conducted periodic meetings with the Chief's Advisory Panel • Chair of the Metro Gang Task Force •Vice-Chair/Secretary of Law Enforcement Council of Washington County. • Conducted another successful National Night Out which works to unite residents in their neighborhoods. • Graduated 23 Tigard residents in recognition of their successful completion of the Citizens Police Academy • Continued to offer a monthly landlord forum for rental property owners and managers • Provided in excess of 50 presentations surrounding crime prevention or other educational matters held closely by law enforcement • Offered all-day training for landlords and rental property managers which encourages sound practices resulting in safer properties •Raised$5,593 at the Tip-A-Cop event,and was again the number one department in the State of Oregon. There were 18 police departments participating throughout the state. This effort helps Oregon Special Olympics provide year-round sport training and competition for those with disabilities •Processed over 2,500 alarm permit applications ■ Continued to administer the Alarm Ordinance • Continued to provide the Chief of Police,Assistant Chief,Business Manager,and Captain with confidential executive administrative assistance • Provided administrative support to the Metra Gang Task Force,Law Enforcement Council of Washington County,and Chiefs Advisory Panel • Continued to aggressively recruit,process,and hire quality employees • Continued to partner with other law enforcement agencies in Washington County through participation in the Westside Crime Prevention Coalition which offers programs to enhance safety while improving overall livability through education • Participated in various City of Tigard community events such as Festival of Balloons, Fourth of July Celebration,Halloween on Main Street,and the Tigard Tree Lighting event • Collected over 1,000 lbs of unwanted prescription medication through DEA sponsored"turn- in events"as well as the installed receptacle located inside the Tigard Police lobby • Conducted two shred events offered free to the community. Both events yielded over 11,000 lbs of paper materials collected and shredded PAGE 92-CITY OF DGARD POLICE ADMINISTRATION BUDGET UNIT: 4000 GOALS&OaLECTIVES: FY 2013-2014: • Update strategic plan • Evaluate space needs and prepare long-term facility plan in cooperation with city facility planning efforts. •Refine implementation plan for District Team concept. (Please see section on"Tigard Police— The Patrol District Team Concept) •Review and evaluate staffing needs • Identify and implement career development training,build career paths for staff •Review compliance of personnel with OSHA/ORSHA safety rules and requirements • Continue with staffing and support of the Chief's Advisory Panel • Prepare and present annual reports to the City Council •Review and update Lexipol Policy Manual twice per year •Review and manage quality assurance program •Assess training needs and requirements and update as necessary • Continue to expand and increase participation in monthly landlord forums • Continue to provide crime prevention outreach opportunities •Review planned developments for Crime Prevention Through Environmental Design (CPTED) compliance • Implement Daily Training Bulletins (DTBs) produced by Lexipol Tigard Policing—The Patrol District Team Concept Your police department command staff has been focused on steadily improving how we deliver police services to our citizens,businesses and visitors of the City of Tigard. One policing concept we have been refining over the last five years is an effort to address the unique needs of residents and stakeholders in our city, focused around the District Officer Team concept. These Teams are specifically dedicated to the geographic area encompassing a defined area of the city. The Team concept enables the District Officer to take ownership of community problems, and have the day-to-day familiarity with "the word on the street" and greater knowledge of what is happening in your various neighborhoods. Our patrol district team concept was designed to address three critical focus areas: • Inconsistent city-wide response times for highest priority emergency calls—where lives are at risk and police services are needed immediately—due to call load peaks and valleys. When 911 call volumes are at their peak,police response times may be higher than the commonly accepted response time of four minutes to priority calls for service,and better than expected when the call load is low. • Patrol officers are not always familiar with the specific crime trends and community needs of the five districts that make up the City of Tigard,that are based on established neighborhood boundaries. Too often information flow from one shift to another does not get passed along in a timely manner,and the other shift's District Oficerwho may need data is not aware of it while perhaps in a position to make an impact. • Patrol officers,as a whole,do not have sufficient time to dedicate to proactive or specific problem solving activities and investigative follow-up because they are responding to 911 calls during the ever-increasing peak workload times. COMMUNITY SERVICES-PAGE 93 POLICE ADNIINISTRATION BUDGET UNIT: 4000 We are working hard at how we match our police resources to the workload generated by the community as a whole. We are striving to better identify and respond to problems that are both foreseen and unanticipated as well. Through this refinement of how we deliver police services,it is clear that improving district assignment to a more predictable and proactive methodology will increase the District Officer abilities to take ownership for their patrol beats and improve our community response to reported crime and the fear of crime day-to-day- Geographic boundaries for our five districts established around current neighborhoods within the City. After we reestablished our patrol beats from six districts to five we quickly realized that we fell short of establishing a clear priority in assigning officers to districts allowing them to become more familiar with the areas they patrol. Although the redistricting stabilized a more equitable workload for the officers,they rotated areas throughout their work weeks,and therefore never truly gained a sense of ownership for the crimes that occurred within one area compared to the next. With the development of the District Officer format these assignment properties have enabled the District Of eer to get to know the people,good and bad,and the issues specific to those neighborhoods so they can employ the many aspects of community policing towards solving the root problems_ The department is working towards meeting this goal,but the realization of full implementation of this concept will depend on the availability of resources to reach a staffing level that would sustain the program. • Patrol deployment structure. These changes in how we have deployed our District Officers will allow for more coordinated and consistent shift management and closer supervision of personnel, community issues,training,and administrative requirements. The new structure will also allow for more balanced workloads amongst police officers and stronger accountability to ensure everyone is contributing equally,yet based on their experience levels tailored to the needs of the citizen calls for service_ Additionally,officers will maintain the strong sense of responsibility for the community they serve as a Tease across shift lines to accomplish the overall objectives of our city. • Revised roles and responsibilities for patrol personnel. Ensuring our patrol members clearly understand their roles as District Officers and know what is expected of them is critical to successful deployment. The city's job descriptions for all ranks and specific operational roles falling under the patrol divisions have been reviewed and revised to reflect the needs of our district officer deployment structure and the overall vision for effective community policing. The guiding principles of strong leadership,accountability,consistency,and flexibility have been addressed from the Chief of Police to the front-line levels. • New shift priorities to match workload needs. Proactive community oriented policing requires intelligent and committed members to affect the changes we've proposed. In concert with increased emphasis during the hiring and recruit training processes,we are seeing an enhancement in our coordinated patrol activities towards lowering crime and the fear of crime in our community. These shift priorities are expected to still address the overall health,safety,and lifestyle needs of our officers through better planning and effective application of their policing efforts. For several years now,we have been developing and refining what we call the"District Officer" concept. Essentially,this concept strives to assign the same uniformed patrol officer to the same geographic or"district"boundary on each day or shift that officer works. The concept of the district officer is not a new one,but embraces the very basic tenets of community policing. Because the district officer has substantial knowledge of the area they work;they are empowered to solve any minor problems they encounter before those problems become more serious. PAGE 94-CITY OF TIGARD POLICE ADMINISTRATION BUDGET UNIT: 4000 Data-Driven Approaches to Crime and Traffic Safety (DDACTS) This past year,the department has also embarked on the concept DDACTS. Building on our successes of the district officer concept,the Tigard Police Department being committed to excellence,professionalism and innovation,currently embraces several key policing strategies designed to maximize our staffing and impact on crime and traffic related issues throughout the city. To do this we have employed directed traffic patrols based on crash data,citizen complaints and traffic studies. We have also employed several well-known and effective crime strategies throughout the city,predominantly the district policing model where officers are assigned to areas and expected to take ownership of that area,as well as communing policing through problem solving. While both have been effective for Tigard,they are considered models that are considered people based enforcement models that deal with behavior that have occurred and are designed to curtail future behavior leading to crime and traffic crashes. In the interest of remaining cutting edge and innovative the department has been exploring and preparing to implement a new method of policing that has been developed through extensive research,testing and successful implementation around the country. This research has been evaluated and sponsored by The U.S. Departments of Justice and Transportation and the National Highway Traffic Administration (NHTSA), the Bureau of Justice (BJA) and the National Institute of Justice (NIJ) in partnership with universities around the country and implemented by police agencies (ex. Baltimore Co.MD,Shawnee KS,Winter Park FL etc.). This method has been called DDACTS (Data-Driven Approaches to Crime and Traffic Safety). Research conducted leading to the advent of DDACTS concluded that crime and traffic collisions are not randomly distributed across space and that many factors make certain areas in a community more prone to high crime levels and traffic collisions. Research also concluded,in areas where high visibility traffic enforcement was occurring, there were corresponding reductions in both traffic collisions and criminal offenses. The DDACTS operational model being implemented by law enforcement agencies across the nation simultaneously addresses crime and traffic safety issues. Using local data to map criminal and crash activity within a community,locations with high incidences of both crime and crashes emerge as hotspots. These focus areas are then analyzed to identify common prevailing factors.High-visibility traffic enforcement is deployed to these areas,serving as a countermeasure that simultaneously addresses both issues through a common intervention. The DDACTS operational model being implemented by law enforcement agencies across the nation simultaneously addresses crime and traffic safety issues. The DDACTS operational model being implemented by law enforcement agencies across the nation simultaneously addresses crime and traffic safety issues. Using local data to map criminal and crash activity with a community,locations with high incidences of both crime and crashes emerge as hotspots. The DDACTS model ensures accountability and provides a dynamic,evidenced-based problem- solving approach to crime and crashes.This approach,grounded in community-oriented law enforcement,suggests that time- and place-based policing, as opposed to [traditional] person-based policing,is more efficient as a focus of law enforcement actions;provides a more stable target for law enforcement activities;has a stronger evidence base;and raises fewer ethical and legal problems. COMMUNITY SERVICES-PAGE 95 POLICE ADNIINISTRATION BUDGET UNIT: 4000 DDACTS positions traffic enforcement as a core policing intervention for deterring or interdicting criminal activity while improving traffic safety and reducing traffic crashes. Drawing on the deterrent value of highly visible traffic enforcement and the knowledge that crimes often involve the use of motor vehicles,high-visibility traffic law enforcement has proven to be an effective countermeasure for disrupting organized criminal enterprises. Research shows these strategies are most effective when used in high-crime areas. Driven by local issues and managed by local authorities, DDACTS is intelligent,place-based policing with a community focus.The goal is to reduce social harm,defined as the serious social and financial cost caused by crime, crashes and traffic violations. Analyzing local data identifies the prevailing criminal activities and the common contributing factors in crashes that result in injuries or fatalities. Resources can then be appropriately directed. There are seven guiding principles for implementation of DDACTS: partnership and stakeholder participation; data collection;data analysis; strategic operations; information sharing and outreach; monitoring and adjusting;and measuring outcomes.The first essential element,partnership and stakeholder participation requires buy-in and ownership at every level within an agency, not just among leadership.Additionally,by involving traditional and non-traditional community partners, DDACTS sites will effectively gain public support. Building and maintaining DDACTS stakeholder support is only possible with thorough, frequent information sharing and outreach activities.Agencies will sustain high levels of community support by providing regular,transparent data-based updates and by inviting community feedback. While a new DDACTS model site will identify a kick-off date,there is no prescribed conclusion, but rather a continuous and careful monitoring,evaluation and adjusting,so that outcomes can be effectively described. Building and maintaining DDACTS stakeholder support is only possible with thorough, frequent information sharing and outreach activities. In order to sustain high levels of community support we will be providing regular,transparent data-based updates and seeking community feedback. DDACTS is a dynamic operational model. In most cases,agencies can pursue implementation with existing resources. It does not require a significant funding stream or new technology. To implement DDACTS effectively,an agency's executive leadership must embrace the model,attain support,and achieve full understanding, acceptance and ownership throughout the agency, jurisdiction and community. The Tigard Police Department will not abandon our core district officer model but add a level of proactive,preventative enforcement by adding DDACTS. WORKLOAD MEASURES 2014-2411 2011-2012 2012-2013 2013-2014 Alarm Permits Processed 2,300 2,448 2,600 2,650 Crime Prevention Presentations 50 40 50 51 Number of Neighborhood Watch Groups 111 115 115 115 Review Planned Development Proposals 15 3 2 6 for Community Development Based on Crime Statistics PAGE 96-CITY OF TIGARD POLICE ADMINISTRATION BUDGET UNIT: 4000 EFFECTIYEIVESS MEASURES 2010-2011 2011-2012 2012-2013 2013-2014 Citizen Survey Results-Do Citizens N/A 8 N/A 8.5 Actually Feel Safe in Tigard Residents Feel Safe-Actual Rating of How Well Respondents Describe Tigard,Mean Score (Scale of 1 to 10,with 10 meaning how they believe how safe they fee) Citizen Survey Results-How Important is N/A 8.7 N/A 9 Feeling Safe to Citizens Residents Feel Safe-Rating of Citizen Survey Results Importance-Average Rating(Scale of 1 to 10- 10 Being Very Important Crime Prevention-% Change in Stolen 16% -15.9% 33.0% -15.0% Vehicles Crime Prevention-% Change in Larceny 18% -11.1% -7.0% -2.0% Crime Prevention-% Change in Residential -14% 11.9% 28.0% -5.0% Burglary Change In Number of Alarm Permits -1% 6.5% 6.2% 2.0% Processed %of Planned Development Proposals Not 80% 100% 100% 100% Requiring Comments or Recommendations Change in Number of Crime Prevention 2% -10% 10% 2% Presentations Change in Number of Neighborhood 0% 4% 0% 0% Watch Groups All Submitted Planned Development 100% 100% 100% 100% Proposals Reviewed Within One Week From Receipt FULL-TIME EQUIVALENT POSITIONS 2010-2011 2011-2012 2012-2013 2013-2014 Confidential Executive Assistant 1.00 1.00 1.00 1.00 Confidential Police Office Assistant 0.60 0.60 0.00 0.00 Police Chief 1.00 1.00 1.00 1.00 Public Information Officer 1.00 1.00 1.00 1.00 Total FTE 3.60 3.60 3.00 3.00 COMMUNITY SERVICES-PAGE 97 POLICE ADNIINISTRATION BUDGET UNIT: 4000 FY 2011 FY 2012 FY 2013 2014 2014 2014 Adopted vs. Actual Actual ReTised Budget Resource Summary Proposed Approved Adopted FY 13 3.60 3.60 3.00 Total FTE 3.00 3.00 3.00 U 0 0 43401-Alarm Perm it Fees 0 0 0 0.0% U 0 0 Total Licenses and Permits 0 0 0 0.0% 0 0 0 49999-Transfer In 0 0 0 0.0% 0 0 0 Total Transfers In 0 0 0 0.0% 269,104 275,016 256,744 51001-Salaries-Management 259,701 259,701 259,701 1.2% 0 0 0 51002-Salaries-General 0 0 0 0.0 0 0 0 51003-Salaries-Police 0 0 0 0.0% 0 0 0 51005-Part Time-Temporary 0 0 0 0-0 11,690 11,276 12,377 51006-Overtime 12,500 12,500 12,500 1.0% 0 0 0 51007-Incentive Pay 0 0 0 0.0% 280,794 286,2191 269,121 Total Personal Services-Salaries 272,201 272,201 272,201 1-1 611 2,066 3,711 52001-Unemployment 3,805 3,805 3,805 2.5% 3,890 4,362 6,495 52002.Worker's Compensation 5,762 5,762 5,762 -11-3 20,015 21,130 20,587 52003-Social Security/Medicare 20,792 20,792 20,792 1.0% 1,940 2,050 1,862 52004.Tri-Met Tax 1,908 1,908 1,908 2-5 46,167 53,991 38,531 52005-Retirement 38,050 38,050 38,050 -1.2% 0 0 0 52006-Retirement-30/ER Match 0 0 0 0.0% 2,420 2,320 1,800 52007-VEBA-ER 1,800 1,800 1,800 0.0% 352 356 1,260 52008-Life Ins/ADD/LTD 1,593 1,593 1,593 26.4% 780 828 0 52009-Long Term Disability 0 0 0 0.0% 46,162 55,671 46,337 52010-Medical/Dental/Vision 52,772 52,772 52,772 13.9% 5,951 5,679 0 52011-Dental Benefits 0 0 0 0.0% 128,288 148,451 120,583 Total Personal Services-Benefits 126,482 126,482 126,482 4.9% 5,007 4,449 8,600 53001-Office Supplies 4,500 4,500 4,500 -47.7% 230 110 450 53002-Small Tools&Equipment 450 450 450 0.0% 3,542 3,956 5,400 53003-Fuel 4,632 4,632 4,632 -14.2% 0 0 0 53005-Ammunition and Range Supplies 0 0 0 0.0% 8,779 8,515 14,450 Total Supplies 9,582 9,582 9582 -33.7% PAGE 98-CITY OF TIGARD POLICE ADMINISTRATION BUDGET UNIT: 4000 FY 2011 FY 2012 FY 2013 2014 2014 2014 Adopted vs. Actual Actual Revised Budget Resource 5urnrnaiy proposed Approved Adopted FY 13 6,386 12,576 33,825 54001-Professional/Contractual Services 40,785 40,785 40,785 20-6% 360 694 15,000 54003-Legal Fees 15,000 15,000 15,000 0.0% 5,430 551 9,556 54006-Software License and Maintenance 14,956 14,956 14,956 56.5% 0 797 2,000 54101-R&M-Facilities 2,000 2,000 2,000 0.0% 10,695 755 5,000 54113-R&M-Vehicles 3,000 3,000 3,000 -40-0% 95 338 350 54114-R&M-Office Equipment 750 750 750 114.3% 0 0 0 54202-Utilities-Water/Sewer/S'WM 0 0 0 0.0% 2,955 5,856 5,500 54205-Utilites-Phone/Pager/Cells 6,200 6,200 6,200 12.7% 4,746 769 5,000 54300-Advertising&Publicity 5,000 5,000 5,000 0-0% 410 1,936 0 54301-Fees and Charges 2,198 2198 2,198 100.0! 849 2,904 1,201 54302-Dues&Subscriptions 1,251 1,251 1,251 42% 10,534 7,059 5,700 54303-Travel and Training 8,950 8,950 8,950 57.0% 0 0 0 54307-Insurance 0 0 0 0-0% 0 28 750 54309-Rents and Leases 1,702 1,702 1,702 126.9% 10,078 17,948 17,925 54311-Special Department Expenses 15,900 15,900 15,900 -11.3% 52,538 52,212 101,807 Total Services 117,692 117,692 117,692 15.6% 0 0 0 56002-Buildings&Improvements 0 0 0 0.0% 27,663 0 0 56003-Vehicles 0 0 0 0-0% 1,718 10,853 0 56004-Computer Hardware and Software 0 0 0 0.0% 0 0 0 56006-Equipment 0 0 0 0.0% 29,381 10,853 0 Total Capital Improvement 0 0 0 0.0% 0 0 0 57000-Transfer Out 0 0 0 0.0% 0 0 0 57600-Transfer Out to Central Services Fund 0 0 0 0.0% 0 0 0 57650-Transfer Out to Fleet/Property 0 0 0 0.0% Management Fund 0 0 0 Total Transfers Out 0 0 0 0.0% 0 0 0 58000-Interdepartmental Costs 0 0 0 0.0% M36 6,418 27,336 58100-Indirect Charges-City Management 38,009 38,009 38,009 39.0% 11,181 10,497 9,903 58110-Indirect Charges.Human Resources 11,100 11,100 11,106 12-1% 9,008 8,933 5,764 58120-Indirect Charges-Risk Management 6,228 6,228 6,228 92% 48,679 53,108 14,328 58130-Indirect Charges-Office Services 12,515 12,515 12515 -12.7% 13,885 17,090 33,147 58150-Indirect Charges-Records 27,568 27,568 27568 -16.8% 6,691 4,282 656 58200-Indirect Charges.Finance 350 350 350 -46-6% Administration 4,824 7,759 18,850 58210-Indirect Charges.Financial Operatiom 18,427 18,427 18,427 -22% 0 0 0 58220-Indirect Charges-Utility Billing 0 0 0 0.0% 33,317 30,970 17,183 58230-Indirect Charges-Technology 15,852 15,852 15,852 -7.7% 0 2,328 5,160 58250-Indirect Charges-Contracts and 3,767 3,767 3,767 -27.0% Purchasing 3,918 5,067 11,418 58630-Indirect Charges.Fleet Maintenance 299 299 299 -97.4% 8,599 9,414 46,357 58640-Indirect Charges.Property 53,149 53,149 53,149 14-7% 147,538 155,865 190,042 Total Internal Services 187,264 187,264 187,264 -1-5% 647,318 662,187 696,003 Total Police Administration 713,821 0 COMMUNITY SERVICES-PAGE 99 POLICE OPERATIONS BUDGET UNIT: 4100 PROGRAM RESULTS: • Carries out the directives of Police Department in support of strategic plans and objectives. •Provides rapid response to serious calls for service (Priority 1 calls),and non-emergency response to routine citizen calls for service (less serious calls). • Solves and prevents community problems and works in partnership with citizens,businesses, and neighboring agencies to create the highest level of livability possible. • Prevents,deters,and reduces crime and the fear of crime. •Enhances the safety and security of Tigard's residents,visitors,and businesses. • Preserves constitutional and civil rights,and fosters good citizenship in our youth. •Earns the trust and confidence of the public. • Coordinates the department's training to ensure compliance with the Department of Public Safety and Standards Training requirements. PROGRAM DESCRIPTION: The Operations Division consists of three shifts operating 24 hours a day,365 days a year. The division is responsible to provide first responders to calls for service and emergencies. The Operations Division is also responsible for follow-up investigation of misdemeanor,traffic crimes, and many Class C felony crimes. This division is comprised of uniformed Patrol,Traffic Officers and Community Services Officers who are committed to enhancing the safety and security of Tigard's residents,visitors, and businesses. These officers specialize as first responders to calls for service. While not responding to calls for service,the officers are engaged in proactive community-based policing efforts utilizing the District Officer concept. Our practice of permanently assigning officers to districts enhances their knowledge of geographic specific problems related to safety and security of Tigard's neighborhoods. Operations Division personnel receive specialized training in order to maintain certifications and the many varied skills that law enforcement requires. ACCOMPLISHMENTS.- FY CCOMPLISHMENTS:FY 2012-2013: • Continued implementing Problem Solving/Community Policing by identifying and creating problem-solving projects to address high repeat-call locations and neighborhood complaints. Additionally we responded to chronic city nuisance sites such as problem businesses and liquor establishments in partnership with other city departments and State enforcement authorities. Seventeen projects were created this year and twelve were closed with positive results. •The Traffic Safety Unit maintained an interactive Citizen Traffic Complaint portion of the city's PAGE 100-CITY OF TIGARD POLICE OPERATIONS BUDGET UNIT: 4100 website,allowing our residents,visitors and businesses to relay issues they feel are important for us to address. • Continued with implantation of internal Domestic Violence Resource Team consisting of four patrol officers and one sergeant in a partnership with the District Attorney's Office to improve our investigations and delivery of follow-up services to victims at the earliest stages of police involvement_ • During the first year of operation the Domestic Violence Resource Team reviewed 136 cases. • Continued to place emphasis on the Graffiti Ordinance by tracking graffiti incidents and cleanup efforts. Increased emphasis on this facet of the patrol work in the field training and evaluation training of newer officers. The department took 233 reported graffiti cases,identified 80 as gang related,and made 12 arrests of juvenile offenders. • Partnered with all the metro police agencies and ODOT for targeted DUII Detection,Child Safety Seat inspections,Crosswalk awareness and Seat Belt enforcement missions. •Department Drug Recognition Experts continue to provide specialized consultations as a resource to patrol officers in the detection and apprehension of impaired drivers. •Maintained training requirements for all patrol officers in the area of DLIII and State required intoxilyzer testing procedures,providing follow-up refreshers on Standardized Field Sobriety Testing_ • Entered into a partnership with METRO to cleanup illegal dumps and campsites by supervised inmate work crews. • Continued responding to requests from Neighborhood Watch Groups as a high priority working with the Department's Public Information Officer. • Continued to assign patrol officers to established patrol beats every six months on the three shifts,allowing them increased familiarity and ownership with specific areas of the City they work in day-to-day while on duty. Fully implemented the District Car concept- Will onceptWill continue to refer juvenile offenders to Tigard Peer Court and continued referring juvenile misdemeanor cases in Tigard Municipal Court with the appointment of a new part-time Youth Services Officer. •Participated in the TriMet's Transit Police Division with four full-time permanently allocated officer positions and a full-tune transit sergeant. • Utilized the Department's Crime Analyst to develop tools to measure performance and performance measurement. Instituted a weekly briefing with department command staff to assist supervisors with direction of divisional patrol efforts and assets. •Recertified all divisional personnel on their use and conducted bi-annual first aid,AED and CPR training for all sworn and reserves officers as required by the Department of Public Safety Standards and Training to maintain their police certifications. • Currently deploying a canine patrol unit to assist officers in the apprehension of criminal suspects,location of discarded evidence and increased officer safety. The canine unit provided demonstrations to several citizen and youth organizations throughout the year. • Canine team conducted over 107.5 hours of in-service training,with 28 suspect captures and 46 article finds. Additionally,the canine team participated in 18 different demonstrations throughout the city. Also,the canine team worked 352 specific K9 tasks this year, 305 hours dedicated to Tigard and 18 hours dedicated to outside agencies. •All Terrain Vehicle (ATV) Team continues to patrol in the city parks and the Westside Express rail alignment.The ATV Team worked during festivals,several city events,and when inclement weather necessitated their use to get to certain locations other patrol vehicles were unable to negotiate in order to render aid and police services. COMMUNITY SERVICES-PAGE 101 POLICE OPERATIONS BUDGET UNIT: 4100 • Continued to lead the metropolitan area by instructing a highly desirable police motorcycle training program involving multiple outside agencies. Leading seven inner agency motor training events and participated in 12 traffic regional traffic details with 4 in the City of Tigard. • Continued to train our first responder police officers in crisis intervention training to address community mental health issues. • Placed additional emphasis on traffic safety and heightened enforcement through the use of assigned guild" cars on shift overlaps and when all patrol districts are filled day-to-day. These officers have the ability to perform the same mission that a Traffic Officer does for the city during commute hours, focusing their enforcement efforts on problem areas and locations citizens have asked for increased police visibility. • Coordinated department participation in Oregon Special Olympics "Torch Run"and"Tip a Cop"fundraisers.The department raised$5,593 for Oregon Special Olympics during the "Tip a Cop"fundraiser with Red Robin,and was again the number one department in the State of Oregon. •Department Honor Guard participated in several events to include:High School Graduation, Red Ribbon Week,events honoring returning veterans and fallen officers. •Hired and trained two new police officers,one lateral and one recruit officer and rehired two police officers who had been laid off due to budget reductions. •Participated in a grant funded statewide seatbelt and DUII traffic enforcement program. •Department's four Reserve Officers logged 1,590.75 hours of volunteer service. •Hired one new police reserve officer to bring department total up to five. •New reserve officer graduated from the Reserve Police Officer Academy. •Reserve Officers participated in 20 different community events, 16 in the City of Tigard and 4 in adjoining communities. • Department patrol officers responded to 52,420 calls for service throughout Tigard area. • Department patrol officers started to attend the CP04B (Bull Mt.) and CP04M (Nletzger) monthly meetings. •Department Honor Guard members organized and sponsored the 2012 Washington County Law Enforcement Memorial ceremony. GOALS&OBLECTMES: FY 2013-2014: •Respond to Priority 1 calls for service within an average of less than five minutes (annually). •Work with Neighborhood Crime Watch Groups (annually). •Refer juvenile offenders to Tigard Municipal Court and Tigard Peer Court(annually). • Participate in the Portland Police Bureau/Transit Police Division (annually). • Form mutually beneficial community partnerships. These include DUII and local traffic enforcement partnerships with adjoining agencies. (annually). •Monitor traffic safety statistics and trends (annually). • Closely monitor crime statistics and trends and evaluate responses to determine the effectiveness (annually). •Evaluate Problem Solving Projects and make changes as needed to maintain effectiveness (annually). PAGE 102-CITY OF TIGARD POLICE OPERATIONS BUDGET UNIT: 4100 Implement intermediate and advanced training for response to Weapons of Mass Destruction (WMD) events (annually). ■Deploy ATV's and bicycles as staffing allows. ■Emphasize traffic safety by dedicating additional resources_ 9 Continue to pursue training opportunities for supervisory and management staff in the areas of crisis and tactical response,police liability and best practice management skills for developing internal management candidates. *Hold district car meetings monthly,bi-monthly,and quarterly basis as resources allow. ■ Continue with Crisis Intervention Training(CIT) to better address community mental health issues that will be provided to all first responders. e Continue to work with fleet management to evaluate department's current fleet needs. 9 Recruit, hire and train more reserve police officers. ■ Implement Data-Driven Approach to Crime and Traffic Safety (DDACTS) within current District Officer concept model. • Continue to meet with regional CP04B and CP04M monthly meetings and provide requested data. WORKLOAD MEASURES 2010-2011 2011-2012 2012-2013 2013-2014 Dispatched Calls for Service(911 and Sgt) 22,625 21,697 22,675 23,355 Number of Problem-Solving Projects 19 20 22 20 Number of Special Events Covered 9 9 9 9 Number of Traffic Citations Issued 7,021 8,308 8,939 9,385 Number of Traffic Enforcement Events 6 6 6 6 Self-Initiated by Officer During 26,733 30,529 29,745 30,637 Uncommitted Time Total Calls for Service 49,358 52,226 52,420 53,992 EFFECTIVENESS MEASURES 2010-2011 2011-2012 2012-2013 2013-2014 Change in Part I Crimes 19% -13% -3.0% -1.0% Change in Part 1I Crimes 3% 1.8% 2.0% -5.0% Clearance of Problem Solving Cases 80% 70% 70% 80% Traffic Complaints Responded To 100% 100% 100% 100% Average response Time to Priority 1 Calls 4.3 4.3 4.3 4.3 (Minutes) Change In Number of Total Citations -23% 18.4% 7.6% 5.0% COMMUNITY SERVICES-PAGE 103 POLICE OPERATIONS BUDGET UNIT: 4100 FULL-TIME EQUIVALENT POSITIONS 2010-20111 2011-2012 2012-20113 2013-2014 Assistant Police Chief 0.50 0.50 0.00 1.00 Community Service Officer 2.00 2.00 2.00 2.00 Police Captain 1.00 1.00 1.00 0.00 Police Lieutenant 2.00 2.00 2.00 2.00 Police Officer 40.00 40.00 37.00 37.00 Police Sergeant 8.00 8.00 8.00 8.00 Total FTE 53.50 53.50 50.00 50.00 PAGE 104-CITY OF TIGARD POLICE OPERATIONS BUDGET UNIT: 4100 FY 2011 FY 2012 FY 2013 2014 2014 2014 Adopted vs. Actual Actual Revised Budget Resource Summary proposed Approved Adopted FY 13 53.50 53-50 50.00 Tota[FTE 50-00 50.10 50.00 0 0 0 49999-Transfer In 0 0 0 0.0% 0 0 0 Total Transfers In 0 0 0 0.0% 1,020,013 1,078,101 1,008,971 51001-Salaries-Management 1,046,792 1,046,792 1,040,792 3.7% 0 0 0 51002-Salaries-General 0 0 0 0.0% 2,458,930 2,410,069 2,481,128 51003-Salaries-Police 2,577,175 2,577,175 2,577,175 3.9% 0 0 20,675 51004-Part Time-Regular 0 0 0 -100.0% 62 0 0 51005-Part Time-Temporary 0 0 0 0.0% 241,506 225,638 266,101 51006-Overtime 255,250 255,250 255,250 -4.1% 158,836 188,365 220,617 51007-Incentive Pay 241,775 241,775 241,775 9.6% 3,879,347 3,902,173 3,997,492 Total Personal Services-Salaries 4,120,992 4,120,992 4,120,992 3.1% 8,488 27,452 54,054 52001-Unemployment 57,476 57,476 57,476 6.3% 75,594 82,902 126,940 52002-Worker's Compensation 98,949 98,949 98,949 -22.1% 297,112 299,173 305,755 52003-Social Security/Medicare 314,109 314,109 314,109 2.7% 26,708 27,224 27,658 52004-Tri-Met Tax 28,871 28,871 28,871 4.4% 576,229 720,588 771,636 52005-Retirement 796,324 796,324 796,324 3.2% 0 0 0 52006-Retirement-3%ER Match 0 0 0 0.0% 6,867 46,305 40,800 52007-VESA-ER 41,700 41,700 41,700 2.2% 3,244 3,745 9,300 52008-Life Ins/ADD/LTD 11,262 11,262 11,262 21.1% 5,804 5,866 0 52009-Long Term Disability 0 0 0 0.0% 652,984 737,636 826,475 52010-Medical/Dental/Vision 858,147 858,147 858,147 3.8% 74,391 85,907 0 52011-Dental Benefits 0 0 0 0.0% 1,727,417 2,036,797 2,162,618 Total Personal Services-Benefits 2,206,838 2,206,838 2,206,838 2.0% 7,180 8,019 14,375 53001-Office Supplies 16,375 16,375 16,375 13.9% 77,577 24,561 116,631 53002-Small Tools&Equipment 81,721 81,721 81,721 -29.9% 107,217 129,941 110,000 53003-Fuel 135,100 135,100 135,100 22-8% 24,550 31,241 61,442 53005-Ammunition and Range Supplies 61,292 61,292 61,292 -0.2% 73,783 72,574 99,100 53006-Technology Equipment under$5,000 99,100 99,100 99,100 0.0% 290,307 266,335 401,548 Total Supplies 393,588 393,588 393,588 -2.0% COMMUNITY SERVICES-PAGE 105 POLICE OPERATIONS BUDGET UNIT: 4100 FY 2411 FY 2012 FY 201[3 2014 2014 2014 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 13 11,666 9,595 14,425 54001-Professional/Contractual Services 14,925 14,925 14,925 3.5% 0 5,860 8,327 54006-Software License and Maintenance 13,691 15,691 15,691 88.4% 4,403 537 800 54101-R&M-Facilities 1,000 100 1,000 25.0% 182,681 117,453 169,668 54113-R&M-Vehicles 110,000 110,000 110,000 -352% 0 0 0 54114-R&M-Office Equipment 0 0 0 0.0% 0 0 0 54115-Vehicle Usage 0 0 0 0.0% 0 0 0 54202-Utilities-Water/Sewer/SWM 0 0 0 0.0% 36,228 54,143 37,000 $4205-Utihtes-Phone/Pager/Cells 38,000 38,000 38,000 23% 104 1,340 0 54300-Advertising&Publicity 0 0 0 0.0% 809 0 12,678 54301-Fees and Charges 12,850 12,850 12,850 1.4% 619 1,140 1,895 54302-Dues&Subscriptions 1,775 1,775 1,775 -6.3% 26,950 14,452 29,940 54303-Travel and Training 29,940 29,940 29,940 0.0% 0 0 0 54306-Credit Card Fees 0 0 0 0A% 0 0 0 54307-Insurance 0 0 0 0.0% 666 1,119 0 54308-Property Damage 0 0 0 0.0% 0 400 0 54309-Rents and Leases 0 0 0 0.0% 51,696 50,612 75,500 54311-Special Department Expenses 70,000 70,000 70,000 -7.3% 315,813 256,651 350,233 Total Services 292,181 294,181 294,181 -16.0% 0 0 0 56002-Buildings&Improvements 0 0 0 0.0% 52,041 190,383 65,000 56003-Vehicles 236,900 236,900 236,900 264.5% 156,270 9,222 0 56004-Computer Hardware and Software 17,700 116,500 116,500 100-0% 0 0 10,000 56006-Equipment 0 0 0 -100.0% 208,311 199,605 75,000 Total Capital Improvement 254,600 353,400 353,400 371.2% 0 0 0 57000-Transfer Out 0 0 0 0.0% 0 0 0 57600-Transfer Out to Central Services Fund 0 0 0 0.0% 0 0 0 57650-Transfer Out to Fleet/Property 0 0 0 0.0% Management Fund 0 0 0 Total Transfers Out 0 0 0 0.0% 0 0 0 58000-Interdepartmental Costs 0 0 0 0.0% 87,080 78,446 146,559 58100-Indirect Charges-City Management 101,444 101,444 101,444 -30.8% 167,901 153,366 158,454 58110-Indirect Charges-Human Resources 185,005 185,005 185,005 16.8% 139,150 119,447 115,604 58120-Indirect Charges-Risk Management 159,310 159,310 159,310 37.8% 0 0 35,707 58130-Indirect Charges-Office Services 27,188 27,188 27,188 -23.9% 0 0 0 58150-Indirect Charges-Records 1,465 1,465 1,465 100.0% 69,895 52,263 7,444 58200-Indirect Charges-Finance 4,003 4,003 4,003 -46.2% Administration 50,405 84,601 80,382 58210-Indirect Charges-Financial Operations 79,430 79,430 79,430 -1.2% 0 0 0 58220-Indirect Charges-Utility Billing 0 0 0 0-0% 81,437 75,692 127,401 58230-Indirect Charges-Technology 122,213 122,213 122,213 -4.1% 0 25,236 10,570 58250-Indirect Charges-Contracts and 15,195 15,195 15,195 43.8% Purchasing 67,908 75,982 144,968 58630-Indirect Charges-Fleet Maintenance 107,828 107,828 107,828 -25.6% 128,974 137,231 179,984 58640-Indirect Charges-Property 184,538 184,538 184,538 2.5% 792,750 802,264 1,007,073 Total Internal Services 987,619 987,619 987,619 -1.9% 7,213,945 7,463,825 7,993,964 Total Police Operations 8,255,818 8,356,618 8,356,618 4.5% PAGE 106-CITY OF TIGARD POLICE SUPPORT SERVICES BUDGET UNIT: 4200 PROGRAMRESULTS. •The Support Services Division carries out the directives of the Police Department in support of strategic plans and objectives. •The Services Captain provides leadership and management to the Services Division which consists of the following functional units, services and duties: Criminal Investigations Unit Commercial Crimes Unit Records Unit Property and Evidence Unit School Resource Unit Background Investigations Police Crime Analyst Business Services Information and Technology Services Youth Program Services Professional Standards and Inspection duties Department Training and Certifications duties PROGRAM DESCRIPTION.- The Detectives in the Criminal Investigations Unit are responsible for investigating serious crimes against persons and property,which include murder,assault,sex abuse,child abuse,rape,burglary, major theft, computer crimes,and cases requiring specialized training and experience. While all detectives handle a variety of these felony cases,certain cases require specialization. Therefore,our Criminal Investigations Unit detectives have areas of expertise in areas such as: •Child sexual abuse •computer forensics •robbery •homicide •rape/sex Crimes •serious assaults The Criminal Investigations Unit (CIU) has historically partnered with multi-disciplinary teams throughout the metropolitan area to coordinate information,collaborate on investigatory resources, and combine and prosecutorial efforts. The Property and Evidence Unit records and maintains the chain of custody for evidence and found property,ensures the proper release of items in their care to owners,manages the destruction of evidence per statute of limitations and court orders,and supports all sworn personnel by releasing evidence as needed for court presentations. The Records Management Unit fields thousands of contacts with the public every year,both in person and over the phone. The Records Unit supports the sworn personnel by providing timely information used in the apprehension and prosecution of criminals. Records Specialists are responsible for processing records requests from police department personnel,outside agencies,the COMMUNITY SERVICES-PAGE 107 POLICE SUPPORT SERVICES BUDGET UNIT: 4200 media and the public,while adhering to confidentiality laws. This unit is also responsible for data entry into various law enforcement records management systems,the processing of traffic citations, field interrogations cards, false alarm notifications,apartment incident cards,and liquor license applications. The records unit maintains departmental records in compliance with the Oregon State Archives Records Retention Schedule. The Business and Information Technology Services staff provides specialized administrative support of the Chief of Police and division commanders,manages projects in support of department initiatives and new system implementations,and advises on information technology planning and budgeting. The Police Crime Analyst provides critical information which assists officers in solving crimes and detecting crime patterns in the City of Tigard. This person also supports management's efforts in allocating resources appropriately and effectively and provides tactical and strategic analysis to various members of the department. The four School Resource Officers provide service to the Tigard Tualatin School District by a visible and interactive role with the staff and children at their corresponding schools and after-school events when requested. They investigate juvenile crimes and certain neglect child abuse cases. The School Resource Officers also provide investigative assistance to the Patrol Division on matters involving schools,the investigation of reports of abuse and the neglect of children,conduct follow-up investigations on school-age missing persons and provide the schools with DARE and GREAT and internet safety training_ The Youth Services Program Specialist administers the Tigard Peer Court Program,coordinates referrals to juvenile courts,and supports the SROs who teach DARE and GREAT curriculum in the schools.The YSPS also functions as the department liaison to the Tigard Youth Advisory Council and school backpack program. The Commercial Crimes Unit(CCL)) is a team oriented policing partnership whose purpose is to reduce commercial and business crimes through focused proactive investigations,education,and directly working with business owners on specific target hardening projects. The Background Section provides a thorough investigative pre-employment background on all department personnel. The unit also provides pre-employment CJIS clearance checks for the City of Tigard and other internal investigations on an as-needed basis_ The Tigard Police Department also has four detectives out-sourced with the region on interagency teams. One detective participates in the Federal Bureau of Investigation's Metro Gang Task Force, whose mission is to identify and target for prosecution criminal groups responsible for drug trafficking,money laundering,alien smuggling,crimes of violence,robbery,violent street gangs,as well as to focus on the apprehension of dangerous fugitives. One detective is assigned to the Drug Enforcement Administration anti-narcotics Task Force that is detailed to investigate illegal manufacturing,transporting and sales of narcotics. Two detectives are detailed to METRO's Solid Waste Enforcement Team investigating illegal dumping and other violations of environmental laws, ordinances and codes throughout the area. PAGE 108-CITY OF TIGARD POLICE SUPPORT SERVICES BUDGET UNIT: 4200 ACCOMPLISHMENTS: FY 2012-'?0I 3: Cadet Program ■ Dive Tigard Cadets participated in the 2012 Law Enforcement Challenge at Camp Rilea. ■ Cadets participated in the Tigard Festival of Balloons,Fourth of July parade and fireworks display. ■ Eight Cadets attended the Clackamas County Cadet Academy,graduating in May, 2012. ■ Currently nine Cadets are enrolled in the Cadet program,volunteering more than 2,080 hours. School Resource Officer Program(SRO) ■Hosted the Oregon School Resource Officers'Association's (OSROA) four-day summer conference,with approximately 110 attendees. ■As a member of OSROA,hosted Computer Investigations training in McMinnville. ■ Continued partnership with the OSROA,including membership on the board of directors. ■ Continued educational collaboration with area schools,offering presentations,assemblies, training,and informational meetings to both school personnel and families. ■ Earned their GREAT Trainer Certification. ■ Continued participation as GREAT National Trainer team members. ■ Presented internet safety classes,theft talks to elementary school students,behavior talks to middle school students,"When I'm in Charge"classes, suicide prevention classes,and self- defense to 5th grade girls. ■ Participated in the"Child Abuse Family Violence Summit"in April ■Provided traffic safety and control at area schools. ■ Continued teaching DARE at Tigard area schools and GREAT curriculum at Tigard elementary schools. ■ Provided supervision at school events (basketball games,dances). ■ Continued collaboration with Tigard Turns the Tide. ■Participated in school Red Zone meetings with the school district to help identify Individualized Education Plan (IEP) and at-risk students. ■Worked with Beaverton and Portland on a sex abuse case. ■Worked with OLCC to conduct spot checks of local businesses to assure compliance with ordinances prohibiting the sale of liquor to minors. Criminal Investigations Unit(CIU ■ Investigated a series of coffee shop robberies. The suspect also robbed Cricket stores in Beaverton and Hillsboro. The suspect was identified and was arrested on six robberies. ■As members of the Major Crimes Team,Detectives participated in several investigations on a multi-jurisdictional level. ■ Continued participation on the Hostage Negotiations Team (I INT). ■ Continued participation on FBI's Lost Innocence Task Force. ■Detective presented an award by US District Attorney in recognition of his work on a human trafficking case. ■ Continued to participate with METRO in the enforcement of their regional solid waste management ordinance. ■ Continued to participate with the federal Department of Justice Metro Gang Task Force. ■ Continued to participate with the Drug Enforcement Agency COMMUNITY SERVICES-PAGE 109 POLICE SUPPORT SERVICES BUDGET UNIT: 4200 o Concluded participation with the Westside Interagency Narcotics Taskforce. ■Hosted an eight-week internship for a PSU student. ■Tigard PD hosted the 2012 Law Enforcement Memorial,honoring fallen Washington County law enforcement officers_ o Maintained Law Enforcement Data System (LEDS) compliance. o Maintained Criminal Justice Information System (CJIS) security compliance. • Implemented digital fingerprinting for CJIS applicants. • Implemented digital fingerprinting policy and procedure for offering fingerprinting to the public. 9 Utilized a grant to update briefing software and hardware. o Hosted"Inside the Tape" Homicide and Crime Scene Managemefrt training. o Hosted"Inner Circle" R.o66ery Investigations training. •Hosted Patrol Response to the Suspicious Death and Homicide Scene conference. Commercial Crimes Unit [CCU *Working closely with the Secret Service and Clackamas County,investigated a forgery/counterfeiting case with more than 12 victim businesses. o Cleared multiple Organized Retail Crimes occurring at Safeway. o Cleared multiple Organized Retail Crimes occurring at Washington Square,with suspects stealing high end merchandise. Multiple arrests occurred. o After months of investigation, CCU arrested two suspects involved in serial burglary throughout multiple Washington County jurisdictions. o After a six month investigation,CCU finalized a fraud case involving more than 555,000 in check kiting. The case is awaiting prosecution. o As a member of the DEA Taskforce,a detective culminated an investigation resulting in the seizure of approximately 200,000 ecstasy tablets,believed to be the largest ecstasy seizure in state history. •As a member of MGET, a detective culminated an investigation resulting in the seizure of cash,narcotics and firearms tied to drug trafficking out of California. Multiple arrests were made. ■ Oversaw Secondhand Dealer licensing and acted as liaisons for local secondhand dealers. 9 Conducted spot checks of local secondhand dealers. ■ CCU website generated 646 hits during the period January—December,2012. Crime Analysis • Led presentations at 4 quarterly meetings for Mall Loss Prevention Staff at Washington Square. •Assisted with the preparation of the department's annual report. o Prepared weekly intelligence presentation for department's supervisors,weekly intelligence bulletins for district officers. o Prepared weekly, monthly,quarterly, and yearly statistics as directed ■Prepared separate statistical reports for other divisions such as CCU,Traffic Safety Unit,and Use of Force. o Reviewed thousands of case reports to identif,trends and patterns o Reviewed daily call logs from our agency and call lags of other agencies as provided looking for patterns and trends. PAGE 110-CITY OF TIGARD POLICE SUPPORT SERVICES BUDGET UNIT: 4200 •Assisted in the development of a City web-based intranet Intel Page with city staff that provides timely intelligence and statistical information for district officers and command staff •Worked with the Traffic Safety Unit sergeant and the IT department of the city to take the Intel Page to the next level,and provide a visual map display of crime trends and patterns that links to the CAD data providing access to the actual call information. •Gave presentation to the Citizen's Academy on what an analyst does for Tigard PD. •Posted Tigard Crime Bulletins to Law Enforcement and Loss Prevention partnered websites to assist in identifying suspects in Tigard crimes. GOALS&DBfECTIVES FY 2013-2014: Commercial Crimes Unit •Review all non-Measure 11 crimes and assignment of cases with leads not investigated by Patrol (annually) •Analyze crime trends in the target area and prepare quarterly reports (annually) •Address the top 10 priority crime trends identified and develop a response plan (annually) •Respond to individual business concems/issues (annually) •Maintain partnership with the IRS Task Force Criminal Investigations Unit •Evaluate effectiveness of Police Department's involvement with various regional task forces (annually) •Participate in Washington County Major Crimes Team(annually) •Investigate all major crimes (annually) •Participate with Metro in the enforcement of their regional solid waste management ordinance •Maintain partnership with the DEA,FBI and METRO Task Forces Records Management Unit •Continue to participate in the evaluation and selection of proposed new regional Records Management enterprise software being developed by the City of Portland •Process reports into records management system within 48 hours of receipt •Review and release/destroy documents as authorized Property and Evidence Section •Complete full inventory/audit of property and evidence •Comply with property and evidence regulations and procedures Business, Crime Analyst and Information Technology Services •Coordinate annual review and update of policy manual (annually) •Develop and monitor the department's annual operating budget •Research and develop grant funding opportunities •Conduct assessment and recommend technology for possible additions,upgrades and/or replacements •Assist with the preparation of the Department's Annual Report to the City Council COMMUNITY SERVICES-PAGE 111 POLICE SUPPORT SERVICES BUDGET UNIT: 4200 9 Manage department business systems 9 Generate crime maps using GIS which aid Department initiatives (annually) 9 Assist patrol with crime analysis reports •Work with other Department units in preparation of the quarterly reports •Monitor and evaluate data from CAD and PPDS systems 9 Provide information to district patrol officers specific to their assigned districts Schaal Resource Unit Conduct DARE and GREAT training (annually) 9 Investigate all DHS referrals assigned (annually) • Investigate school related crines (annually) • Conduct Cadet Program 9 Conduct analysis of Peer Court and other police youth programs (annually) Inspections Unit 9 Review every force response report 9 Prepare annual report to the Chief of Police on Force Response, Pursuits, Complaints and Awards;and inspect and report on holding facility usage (annually) 9 Conduct audit of property/evidence procedures (annually) Conduct an audit of various Department functions (annually) WORKLOAD MEASURES 2010-2011 2011-2012 2012-2013 2013-2014 Commercial Crimes Unit- Number of 1,573 550 600 600 Business Contacts Made (Definition of business contact has been changed to exclude mailings) Commercial Crimes Unit- Number of 173 250 300 350 Cases Investigated Commercial Crimes Unit- Number of 17 21 20 20 Problem Solving Projects Number of Cases Assigned to SROs and 755 700 705 720 Detectives Number of Cases Cleared Assigned to 608 600 655 650 SRO's and Detectives Number of Graffiti Incidents Reported 307 312 233 300 Number of Reports Processed(Records 10,391 10,500 10,410 10,675 Unit) Number of Training Requests Processed 585 590 525 550 PAGE 112-CITY OF TIGARD POLICE SUPPORT SERVICES BUDGET UNIT: 4200 EFFECTIVENESS MEASURES 2014-2011 2011-2012 2012-2013 2013-2014 %of Cases Assigned to SROs and 81% 90% 92% 90% Detectives Cleared Commercial Crimes Unit-% Businesses 40% 50% 60% 60% Contacted Participating in Hardening Programs Commercial Crimes Unit-% Cases Cleared 50% 55% 50% 60% Commercial Crimes Unit-% Change in 14% -13.7% 28.0% -15% Burglary Crimes Reported Commercial Crimes Unit-% Change in -16% -14.3% -4.0% 0% Embezzlement Crimes Reported Commercial Crimes Unit-% Change in -68% -12.9% 120% -50% Foregery/Counterfeit Crimes Reported Commercial Crimes Unit-% Change in -34°/o -12.9 0% 0% Fraud Crimes Reported Commercial Crimes Unit-% Change in 17% -11.1% -7.0% -5.0% Larceny Crimes Reported Compliance with Graffiti Removal 100% 100% 100% 100% PPDS Cases Entered within 48 Hours 90% 90% 90% 90% FULL-TIME EQUIVALENT POSITIONS 2010-2011 21111-2012 2012-2013 2013-2014 Assistant Police Chief 0.50 0.50 0.00 0.00 Business Manager 1.00 1.00 1.00 1.00 Community Service Officer 0.00 0.00 0.50 0.00 Crime Analyst 1.00 1.00 1.00 1.00 Detective Secretary 1.50 1.50 1.00 1.00 Police Captain 1.00 1.00 1.00 1.00 Police Lieutenant 1.00 1.00 1.00 1.00 Police Officer 15.00 16.00 15.00 15.00 Police Records Specialist 6.00 5.00 5.00 5.00 Police Records Supervisor 1.00 1.00 1.00 1.00 Police Sergeant 2.00 2.00 2.00 2.00 Police Technology Specialist 1.00 1.00 1.00 1.00 Program Development Specialist 1.00 1.00 0.00 0.00 Property Evidence Specialist 1.00 2.00 2.00 2.00 Youth Services Program Specialist 0.00 0.00 0.00 0.50 Total FM 33.00 34.00 31.50 31.50 COMMUNITY SERVICES-PAGE 113 POLICE SUPPORT SERVICES BUDGET UNIT: 4200 FY 2011 FY 2012 FY 2013 2014 2014 2014 Adopted vs. Actual Actual Revised Budget Resource Summary proposed Appro%ed Adopted FY 13 33.00 34.00 3150 Total FTE 31.50 3 1 31.50 0 0 0 43002- 0 0 0 0.0 0 0 0 Total Licenses and Permits 0 0 0 0.0% 0 0 0 49999-Transfer In 0 0 0 0 0 0 Total Transfers In 0 0 0 0.0% 806,315 826,873 711,337 51001-Salaries-Management 708,425 708,425 708,425 -0.4% 1,352,495 1,401,485 1,370,345 51003-Salaries-Police 1,412,649 1,412,649 1,412,649 3.1% 0 0 0 51004-Part Time-Regular 27,873 27,873 27,873 100.0% 77,736 43,405 33,613 51005-Part Time-Temporary 34,714 34,714 34,714 33% 151,623 128,085 147,397 51006-Overtime 153,150 153,150 153,150 3.9% 167,140 184,784 199,606 51007-Incentive Pay 191,328 191,328 191,328 -4.1% 2,555,309 2584,632 2,462,298 Total Personal Services-Salaries 2,528,139 2,528,139 2,528,139 2.7% 5570 18,334 34,912 52001-Unemployment 35,204 35,204 35,204 0.8% 37,434 42,733 66,482 52002-Worker's Compensation 43,991 43,991 43,991 -33.8% 194,603 198,662 193,616 52003-Social Security/Medicare 192,406 192,406 192,406 -0.6% 17,622 18,183 17,510 52004-Tri-Met Tax 17,696 17,696 17,696 1.1% 368,293 451,967 483,613 52005-Retirement 482,988 482,988 482,988 -0.1% 0 0 0 52006-Retirement-3%ER Match 0 0 0 0.0% 5,793 29,618 26,400 52007-VESA-ER 26,400 26,400 26,400 0.0% 2,148 2,376 6,120 52008-Life Ins/ADD/LTD 7,584 7,584 7,584 23.9° 4,074 4,128 0 52009-Long Term Disability 0 0 0 0.0% 420,924 494,106 535,460 52010-Medical/Dental/Vision 537,966 537,966 537,966 0.5% 49,010 56,704 0 52011-Dental Benefits 0 0 0 0.0% 1,105,471 1,316,810 1,364,112 Total Personal Services-Benefits 1,344,235 1,344,235 1,344,235 -15 40,885 36,911 56,680 53001-Office Supplies 58,680 58,080 58,080 25 14533 11,472 34,123 53002-Small Tools&Equipment 25,335 25,335 25,335 -25.8% 29,018 33,021 30,000 53003-Fuel 34,740 34,740 34,740 15.8% 0 0 0 53005-Ammunition and Range Supplies 0 0 0 0.0% 3,704 0 19,800 53006-Technology Equipment under$5,000 21,200 21,200 21,200 7.1°! 88,140 81,404 140,603 Total Supplies 139,355 139,355 139,355 -0.9% 884,393 835,790 915,108 54001-Professional/Contractual Services 725,241 725,241 725,241 -20.7% 0 0 0 54003-Legal Fees 0 0 0 0.0% 2,860 5,450 12,656 54006-Software License and Maintenance 30,340 30,340 30340 139.7% 4,914 602 4,000 SUM-R&M-Facilities 4,000 4,000 4,000 0-0 24,614 24,925 31,000 54113-R&M-Vehicles 31,000 31,000 31,000 0.0 0 0 2,500 54114-R&M-Office Equipment 500 500 500 -80.0% 0 0 0 54115-Vehicle Usage 0 0 0 0.0% 0 0 0 54202-Utilities-Water/Sewer/SWM 0 0 0 0.0% 23,464 23,194 24,500 54205-Utilites-Phone/Pager/Cells 24,500 24,500 24,506 0.0% 16 38 0 54300-Advertising&Publicity 0 0 0 0.0% 4,383 1,605 4,310 54301-Fees and Charges 5,201 5,201 5,201 20.7% 2,038 852 2,435 54302-Dues&Subscriptions 2,485 2,485 2,485 2.1 17,696 21,197 26,805 54303-Travel and Training 32,305 32,305 32,305 20.5% 0 0 0 54306-Credit Card Fees 0 0 0 0.0% 0 0 0 54307-Insurance 0 0 0 0.0% 27,904 28,066 27,900 54309-Rents and Leases 27,900 27,900 27,900 0-0% 80544 158,772 148,600 54311-Special Department Expenses 50,700 50,700 50,700 -65-9% 0 22,175 70,000 54900-Drug Enforcement Expenses 0 0 0 -100.0% 1,072,826 1,122,667 1,269,814 Total Services 934,172 934,172 934,172 -26.4% PAGE 114-CITY OF TIGARD POLICE SUPPORT SERVICES BUDGET UNIT: 4200 FY 2011 FY 2012 FY 2013 Budget Resource Summa 20014 2014 2014 Adopted vs. Actual Actual Revised Proposed Approved Adopted FY 13 0 0 0 56002-Buildings&Improvements 0 0 0 0.0% 25,401 37,441 0 56003-Vehicles 0 0 0 0.0% 47,478 -632 0 56004-Computer Hardware and Software 0 0 0 0.0% 18,804 0 0 56006-Equipment 0 0 0 0.0% 91,683 36,809 0 Total Capital Improvement 0 0 0 0A0% 0 0 0 57000-Transfer Out 0 0 0 0.0% 0 0 0 57600-Transfer Our to Central Services Fund 0 0 0 0.07 0 0 0 57650-Transfer Out to Fleet/Property 0 0 0 0.0% Management Fund 0 0 0 Total Transfers Out 0 0 0 0.07 0 0 0 58000-Interdepartmental Costs 0 0 0 0.0% 72,865 59,377 102,133 58100-Indirect Charges-City Management 64,588 64,588 64,588 -36.8% 107,143 99,117 102,335 58110-Indirect Charges-Human Resources 116,553 116,553 116,553 13.9% 85,893 74,876 39,837 58120-Indirect Charges-Risk Management 39,563 39,563 39,563 -0.7% 0 0 25,426 58130-Indirect Charges-Office Services 19,495 19,495 19,495 -23.3 1,018 1,168 0 58150-Indirect Charges.Records 973 973 973 100.0% 58,484 39,455 5,855 58200-Indirect Charges.Finance 2,658 2,658 2,658 -54.6 Administration 42,163 63,821 67,639 58210-Indirect Charges-Financial Operations 62,281 62,281 62,281 -7.9% 0 0 0 58220-Indirect Charges-Utility Billing 0 0 0 0.0% 166581 154,812 139,127 58230-Indirect Charges-Technology 99,580 99,580 99,580 -28.4% 0 18,989 10,651 58250-Indirect Charges-Contracts and 9,002 9,002 9,002 -153% Purchasing 34,709 33,763 0 58630-Indirect Charges.Fleet Maintenance 37,914 37,914 37,914 100-0% 82,298 88,869 0 58640-Indirect Charges.Property 0 0 0 0-0 651,154 634,247 493,003 Total Internal Services 452,607 452,607 452,607 -8.2% 5,564,583 5,776,569 5,729,830 Total Support Services 5,398,508 5,398,508 5,398,508 04 FY 2011 FY 2012 FY 2013 2014 2014 2014 Adopted vs. Actual Actual Revised Budget Resource Surnrnaty Proposed Approved Adopted FY 13 0.00 0.00 0.00 Total FTE 0.00 0.00 0.00 0 0 0 53002-Small Tools&Equipment 25,000 25,000 25,000 100.0% 0 0 0 Total Supplies 25,000 25,000 25,000 100-0 0 0 0 54001-Professional/Contractual Services 25,000 25,000 25,000 100.0% 0 0 0 54006-Software License and Maintenance 0 0 0 0.0% 0 0 0 54311-Special Department Expenses 0 0 0 0.0% 0 0 0 Total Services 25,000 25,000 25,000 100.0% 0 0 0 56004-Computer Hardware and Software 0 0 0 0.0" 0 0 0 Total Capital Improvement 0 0 0 Total Support Services 2 0,000 100.0°!0 A small portion of Police Support Services is funded from the Criminal Forfeiture fund. Prior to FY 2014, these funds were transferred to the General Fund. In FY 2014, the expenditures are being made directly out of the Criminal Forfeiture fund. COMMUNITY SERVICES-PAGE 115 LIBRARY ORGANIZATION CHART LIBRARY ADMINISTRATION TECHNICAL SERVICES READERS' SERVICES CIRCULATION FY 2011 FY 2012 FY 2013 11 FY 2014 11 FY 2014 FY 2014 2014 Adopted Description Actual Actual Revised Proposed Approved Adopted vs.2013 Revised Number of Positions 38.80 38.80 34.80 34.80 34.80 34.80 0.0% Budget By Category Personal Services 2,997,483 3,062,335 2,962,861 2,985,745 2,985,745 2,985,745 0.80/0 Materials&Services 831,295 705,998 717,897 723,018 723,018 723,018 0.7% Interdepartmental Costs 1,741,505 1,751,179 1,534,271 1,511580 1,511,580 1511,580 -1.50/6 Capital Outlay 992 15,724 3,135 1,250 1,250 1,250 -60.1% Total All Category 5,571,275 5,535,236 5,218,164 5,221,593 5,221,593 5,221,593 0.10/0 Budget By Di-6sion Library Administration 1,013,833 1,031,359 604,460 611,948 611,948 611,948 1.2% Reader Services 2,382,315 2,246,662 2,530,212 2,541,617 2,541,617 2,541,617 0.50/0 Technical Services 742,288 756,927 727,798 720,563 720,563 720,563 -1.0% Circulation 1,432,839 1,500,289 1,355,694 1,347,465 1,347,465 1,347,465 -0.6% Total All Division 5,571,275 5,535,236 5,218,164 5,221,593 5,221,593 5,221,593 0.10/6 Budget by Fund General Fund-100 5,571,275 5,535,236 5,218,164 5,221,593 5,221,593 5,221,593 0.1% Criminal Forfeiture Fund-240 0 0 0 0 0 0 0.00/6 Library Donations and Bequests 0 0 0 0 0 0 -100.00/0 Total All Fund 5,571,275 5,535,236 5,218,164 5,221,593 5,221,593 5,221,593 0.10/0 PAGE 116-CITY OF TIGARD LIBRARY ADMINISTRATION BUDGET UNIT: 5000 PROGRAMRESULTS: •The library serves the Tigard community by promoting reading and providing materials in all formats to meet residents'informational,cultural,educational and recreational needs. •The library has adequate space for programs and services. •Adequate funding is available for library programs and services. •The Tigard community has a high degree of awareness of library programs and services. • Internal and external customers receive accurate and timely service. •The library plays an important role in helping keep people current in a fast-paced,information- driven society. •The community can become closely involved in the library through its volunteer programs. PROGRAM DESCRIPTION.• The Tigard Library acquires,organizes and provides customer assistance in accessing materials,data and services to meet the informational,educational,cultural and recreational needs of the community. The library fosters life-long learning with an array of programs and services to encourage the development of well-rounded citizens. Library Administration oversees the operations of the library. It manages the volunteer and public information activities. More than six years after the current building opened,circulation and library use continue to rise. Both volunteer and public information efforts have been essential in helping the library manage the impacts of its Thursday closure. Various public information activities have informed the public and media about changes in operations,programs and services. Library publications have helped introduce patrons to library services. With emerging technologies altering the way people get information,the Library has incorporated online resources into its promotional efforts,including establishing Facebook and Twitter accounts. The volunteer program relied on over 450 people to provide service to the library.The volunteer corps is as diverse as our community, ranging in ages from pre-teens to seniors. Many new volunteers are unemployed or looking for new jobs.Volunteering helps them learn new skills, feel productive and boost their resume. Library Administration also operates as a liaison between the Friends of the Library,the Tigard Library Foundation and library staff. The Friends continued their generous contributions to enable the Library to provide a healthy variety of programs year-round. In calendar year 2012, they contributed more than$20,000,which allowed the library to provide a wider variety of programs adults,and sponsored book groups for children and teens. The Library Foundation has been reinvigorated and has engaged in long-term planning efforts regarding future library needs. COMMUNITY SERVICES-PAGE 117 LIBRARY ADMINISTRATION BUDGET UNIT: 5000 ACCOMPLISHMENTS: • FY 2012-2013: • Implemented the third year of the library's 2010-15 Strategic Plan and provided a mid-point status report to the Library Board in January • Continued to improve the library website,which was redesigned in 2010-11 to make it more current and user-friendly. It incorporates contemporary features to help people find information and learn about library services more easily • Completed a year of operations with the new RED system that replaces barcodes and security strips_ The system allows patrons and staff to check out items quicker,while assuring a high level of security for library materials. It encourages patrons to become even more self-sufficient in using the library and was a timely improvement in operation given the cutbacks in FY 2012-2013 • Informed more than 20,000 library users about library programs and services through the library programs and services through the library's monthly e-newsletter'Books&Bits'is sent only to library cardholders white'Cityscape'is sent mainly to Tigard addresses. The combination of'Books &Bits' and'Cityscape'allows the library to reach a broad audience of both library users and non-users • Continued to implement the citywide values initiative to encourage staff to take pride in their work,improve relationships with co-workers in the library and the other city departments and to convert those values into improved customer service • Conducted our annual patron survey both in-house and in'Cityscape' to reach a broader audience. The community filled our more than 3,000 surveys.By offering a number of options to take the survey on-line both in the library and from home,the library encouraged people to respond to the survey whether or not they use library services regularly. Those who receive the 'Books&Bits' e-newsletter could access the survey directly from their e-mail, too. The library offered the survey in both Spanish and English • Implemented changes in services and operations as a result of feedback from the annual survey. The survey also served as an educational tool to inform the public about new or lesser-known library services • Continued a successful relationship with the Friends of the Library,who raise funds through their popular used book sales. Among the many programs they have supported are the Adult Summer Reading program,kids and teens book groups and many musical and other cultural performances. They also donated funds for children's materials to inspire young imaginations. Their sponsorship allows the library to provide a wider variety of programs and amenities that the library could offer solely with budgeted funds •Redesigned and updated a Spanish new patron brochure,the most visible publication the library hands out • Continued to develop group volunteer events,including community groups,church groups and student groups who devoted time to make a difference in the library PAGE 118-CITY OF TIGARD LIBRARY ADMINISTRATION BUDGET UNIT: 5000 • Increased corporate volunteering events • Coordinated with Circulation staff to enhance volunteer training •A total of 94 teens volunteered a record number of 3,634 hours during the summer. •Expanded outlets for promoting library programs and services,particularly online through various non-library websites • Collaborated with the Tigard Library Foundation in their efforts to assess future needs for the library • Instituted a more accurate way to gather statistics about how people use the library's website GOALS&OBfECTI VES: FY 2013-2014: • Publicize and implement the goals and objectives of the 2010-2015 Strategic Plan • Implement changes in programs,policies or operations based on feedback received from the annual patron survey • Continue to provide programs and services to assist people in finding jobs; maintaining contact with friends, family and business associates,and offering their families affordable entertainment during the continuing recession • Celebrate library's 50th anniversary with a variety of events and activities •Host a communitywide program in honor of former Oregon poet laureate William Stafford •Begin to investigate automated materials handling system to improve efficiency of operations • Identify additional publicity activities using social media • Continue to enhance the professional look of publications to communicate with the public about features and services of the library • Use demographic data to target populations who do not use the library and inform them about library programs and services • Identify new volunteer opportunities to support Library programs and services •Develop volunteer retention strategies • Continue to build on the success of teen summer volunteering • Continue to work with the Friends of the Library and the Tigard Library Foundation to generate funds in order to further support the Library • Keep pace with technological advances to enhance library operations and to offer relevant new technology to library users COMMUNITY SERVICES-PAGE 119 LIBRARY ADMMISTRATION BUDGET UNIT: 5000 WORKLOAD MEASURES 2010-2011 2011-2012 2012-2013 2013-2014 Value of volunteer hours $540,000 *$507,000 $490,000 $490,000 *Hourly calculation rate changed Number of volunteer hours per year 25,104 26,892 26,000 26,000 Annual visits 550,129 576,000 550,000 550,000 Population served(includes non-city 68,212 68,500 69,000 69,000 residents) EFFECTIVENESS MEASURES 2010-2011 2011-2012 2012-2013 2013-2014 Weekly open hours 66 66 58 58 Increase in annual circulation 3% 3% 2% 1% Volunteers rating their experience as 95% 95% 95% 95% satisfying Patrons who rate overall service as good or 97% 95% 90% 90% excellent FULL-TIME EQUIVALENT POSITIONS 2010-2011 2011-2012 2012-2013 2013-2014 Library Volunteer Coordinator 0.80 0.80 0.80 0.80 Library Communications Coordinator 0.50 0.50 0.50 0.50 Library Director 1.00 1.00 1.00 1.00 Confidential Executive Assistant 1.00 1.00 0.90 0.90 Total FTE 3.30 3.30 3.20 3.20 PAGE 120-CITY OF TIGARD LIBRARY ADMINISTRATION BUDGET UNIT' 5000 FY 2011 FY 2012 FY 2013 2014 2014 2014 Adopted vs. Actual Actual Revised Budget Resource Summary Approved Adopted FY 13 3.30 3.31} 3.20 Total FTE 3.20 3.70 3.20 0 0 0 46010-Library Fines 0 0 0 00.0% 0 0 0 Total Fines&Forfeitures 0 0 0 0-0% 0 0 0 49999-Transfer In 0 0 0 0.0% 0 0 0 Total Transfers In 0 0 0 0.0% 250,867 264,416 246,530 51001-Salaries-Management 248,592 248,592 248,592 0.8% 0 0 0 51002-Salaries-General 0 0 0 0.0% 0 0 0 51004-Part Time-Regular 0 0 0 0.0% 0 0 0 51005-Part Time-Temporary 0 0 0 0.0% 0 0 0 51006-Overtime 0 0 0 0.0% 250,867 264,416 246,530 Total Personal Services-Salaries 248,592 248,592 248,592 0.8% 545 1,851 3,399 52001-Unemployment 3,480 3,480 3,480 2.4% 430 593 783 52002-Worker's Compensation 669 669 669 -14.6% 18,7--0 19,333 18,859 52003-Social Security/Medicare 19,017 19,017 19,017 0.8% 1,724 1,835 1,707 52004-Tri-Met Tax 1,744 1,744 1,744 2.2% 34,465 36,341 34,514 52005-Retirement 34,803 34,803 34,803 0.8% 0 0 0 52006-Retirement-3a/a ER Match 0 0 0 0.0% 2,420 2,420 2,400 52007-VEBA-ER 2,400 2,400 2,400 0.0% 1,004 1,038 1,680 52008-Life Ins/ADD/LTD 2,124 2,124 2,124 26.4% 725 759 0 52009-Long Term Disability 0 0 0 0-0% 25,824 30,085 35,152 52010-Medical/Dental/Vision 31,391 31,391 31,391 -10.7% 3,206 3,690 0 52011-Dental Benefits 0 0 0 0.0% 89,063 97,945 98,494 Total Personal Services-Benefits 95,628 95,628 95,628 -2.9% °9,728 17,052 18,000 53001-Office Supplies 17,000 17,000 17,000 -5.6% 784 3,487 1,000 53002-Small Tools&Equipment 1,000 100 1,000 0.0% 47 61 700 53003-Fuel 700 700 700 0.0% 0 0 0 53004-Books&Circulation Materials 0 0 0 0.0% 16,583 11,506 0 53008-Library Contribution Materials 0 0 0 0.0% 47,142 32,107 19,700 Total Supplies 18,700 18,700 18,700 -5.1% COMMUNITY SERVICES-PAGE 121 LIBRARY ADMINISTRATION BUDGET UNIT' 5000 FY 2011 FY 2012 FY 2013 2014 2014 2014 Adapted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adapted FY 13 3,827 4045 6,000 54001-Professional/Contractual Services 6,000 6,000 6,000 0.0% 1,440 4,419 4,000 54003-Legal Fees 4,000 4,000 4,000 0.0% 0 0 0 54101-R&M-Facilities 0 0 0 0.0% 0 0 1,500 54113-R&M-Vehicles 1,500 1,500 1,500 0.0% 429 649 0 54114-R&M-Office Equipment 500 500 500 100.0% 0 0 0 54115-Vehicle Usage 0 0 0 0.0% 0 0 0 54202-Utilities-Water/Sewer/SWM 0 0 0 0.0% 1,031 2,012 2,000 54205-Utilites-Phone/Pager/Cells 2,000 2,000 2,000 0.0% 572 1,053 1,500 54300-Advertising&Publicity 1,500 1,500 1,500 0.0% 0 0 2,500 54301-Fees and Charges 2,500 2,500 2500 0.0% 1,111 841 1,250 54302-Dues&Subscriptions 1,250 1,250 1,250 0.0% 383 1,662 3,000 54.303-Travel and Training 3,000 3,000 3,000 0.0% 0 0 0 54306-Credit Card Fees 0 0 0 0.0% 0 0 0 54307-Insurance 0 0 0 0-0% 2,794 3,758 0 54309-Rents and Leases 3,740 3,740 3,740 100.0% 4,395 4,842 5,000 543 11-Special Department Expenses 5,000 5,000 5,000 0.0% 15,982 21,280 26,750 Total Services 30,990 30,990 30,990 159% 0 333 1,000 56004-Computer Hardware and Software 1,000 1,000 1,000 0.0% 0 15,392 0 56006-Equipment 0 0 0 0.0% 0 15,724 1,000 Total Capital Improvement 1,000 1,000 1,000 0.0% 0 0 0 57000-Transfer Out 0 0 0 0.0% 0 0 0 57600-Transfer Out to Central Services Fund 0 0 0 0.0% 0 0 0 57650-Transfer Out to Fleet/Property 0 0 0 0.0% Management Fund 0 0 0 Total Transfers Out 0 0 0 0.0% 0 0 0 58000-Interdepartmental Costs 0 0 0 0-0% 6,057 4,870 16,085 58100-Indirect Charges-City Management 11,783 11,783 11,783 -26.7% 10553 9417 10,233 58110-Indirect Charges-Human Resources 11,840 11,840 11,840 15.7% 13539 18,155 10,706 58120-Indirect Charges-Risk Management 11,255 11,255 11,255 5.1% 142,379 150,731 27,152 58130-Indirect Charges-Office Services 53,204 53,204 53,204 95.9 2,505 3,110 1,860 58150-Indirect Charges-Records 3,260 3,260 3,260 75-3% 4,861 3,249 1,051 58200-Indirect Charges-Finance 297 297 297 -71.7% Administration 3,502 5,911 17,481 58210-Indirect Charges-Financial Operations 16,008 16,008 16,008 -8.4% 0 0 0 58220-Indirect Charges-Utility Billing 0 0 0 0.0% 373,878 347,411 96,363 58230-Indirect Charges-Technology 77,360 77,360 77,360 -19.7% 0 1,504 1,916 58250-Indirect Charges-Contracts and 2,791 2,791 2,791 45.7% Purchasing 0 0 621 58630-Indirect Charges-Fleet Maintenance 0 0 0 -100.0% 53506 57,328 28,518 58640-Indirect Charges-Property 29,240 29,240 29,240 2.5% 610,780 599,886 211,986 Total Internal Services 217,038 217,038 217,038 2.4% Ir 1,013,834 1A31AI9 6014,460 Total Library Administration 611,948 611,948 611,948 14 PAGE 122-CITY OF TIGARD LIBRARY READER SERVICES BUDGET UNIT: 5100 FROGRAM RESULTS: • Patrons receive accurate,timely and courteous reference service. • Reference staff assists patrons in using library materials in all formats,including electronic resources. • Sufficient staffing is present at all reference desks,including adult, children's and young adult. • Patrons have access to materials that reflect their needs and interests. • Division staff plans and provides a rich variety of classes,workshops and programs for all ages. Feedback from programs evaluations,the annual library survey and informal patron comments help guide program planning,as well as attendance statistics. • As the economy continues its slow recovery,assisting job seekers and providing outreach to underserved populations continues to be a high priority. • Division staff are trained and supported in professional development opportunities to maintain and expand knowledge and skills in the ever-changing world of information and library services. PROGRAM.DESCRIPTION: Readers Services is responsible for selecting and managing all library materials,providing professional assistance using the library's collections and electronic resources and accessing additional resources through Interlibrary Loans.The division also provides children's,young adult,adult and intergenerational programming to enhance lifelong learning and recreational experiences. ACCOMPLISHMENTS: FY 2012-2013: The reduction of staff and open hours in FY 2012-13 resulted in cuts to programs for all ages, including elimination of some weekly story times for children and fewer programs for adults and teens,and a 10%reduction in our collection budget. Despite this,the Readers Services staff worked hard to continue to provide the highest level of service for our patrons. • Continued to provide patrons with materials that reflected their needs and interests.Eighty- four percent of the almost 240,000 items in the collection were checked out at least once during the 2012 calendar year.Although overall circulation was down 6% for July-December 2012 compared to the same period last year,the Library still anticipates circulating almost 1.5 million items in FY13. ■At the mid-point of FY13,Readers Services has reached approximately 10,441 children,teens, and adults with 381 program offerings,including story times for ages 0-6,music and dance COMMUNITY SERVICES-PAGE 123 LIBRARY READER SERVICES BUDGET UNIT: 5100 performances,how-to workshops,book clubs for kids and teens,local history presentations and more. In response to the public's increasing use of e-books,we held six events attended by 111 patrons,including"gadget petting zoos"and Library2Go demonstration sessions. In total,we will provide about 500 programs for children and teens and 250 for adults in FY13,meeting or exceeding our goals. • Outreach efforts have yielded 14 visits to schools and five visits to senior centers so far in FY13,reaching over 800 people. Began visiting summer school classrooms in August 2012 to get those students involved in the Summer Reading Program.The Library reached 286 at-risk kids in summer school last year and plan to make this an annual activity. • 2,982 kids,teens and adults signed up for the 2012 Summer Reading Program,a 7.9%increase from 2011. Encouraging children and families to read for fun throughout the summer is an important way to fight the"summer setback" that negatively affects student achievement and reading abilities. •Readers Services staff have had 30,316 service transactions at the three reference desks (Children's,Young Adult, and Adult) in the first half of FY13,an 18.9%reduction in service transactions compared to the first half of FY12. Some of this can be attributed to the 12% reduction in open hours as of July 2012. Since February 2012, reference staff have received more than 300 questions specifically about e-books,e-readers,and tablet computers,ranging from what to consider when choosing a device to how to download library e-books onto iPads,Kindles and Nooks. GOALS&OBfECTIVES: FY 2013-2014: • Continue to provide patrons with materials that reflect their needs and interests using responsive and conscientious selection and collection maintenance techniques. • Provide approximately 500 programs for children and teens and 250 for adults while maintaining staffing at reduced but stable levels. • Continue outreach efforts as staffing allows,with special attention to schools,Head Start classes and seniors. • Continue to prioritize activities that meet goals outlined in the 2010-2015 Library Strategic Plan. •Address the growing trend of reading on digital devices by offering patrons relevant programs, classes and resources. PAGE 124-CITY OF TIGARD LIBRARY READER SERVICES BUDGET UNIT: 5100 WORALOAD MEASURES 2010-2411 2011-2012 2012-2013 2013-2014 Adult Services programs 355 330 250 250 Adult Services programs attendance 6,709 5,167 3,200 3,200 Computer class attendance 877 810 600 500 Youth Services programs 718 677 500 500 Youth Services programs attendance 25,004 22,947 18,000 18,000 Contacts with children in school and 6,691 4,761 3,500 3,500 childcare Summer Reading Program registrants 2,763 2,982 2,800 2,600 Service interactions 76,479 73,139 60,000 55,000 Public computer user sessions 110,383 99,745 76,800 60,000 Wireless user sessions 19,127 23,277 20,720 22,000 EFFECTIVENESS MEASURES 2010-2011 2011-2012 2012-2013 2013-2014 Adult Services programs attendance 8.9% -22.9% -38% 0% %change Computer class attendance% change -5.1% -7.6% -25.9% -16.6% Youth Services programs attendance -9.1% -8.2% -21.5% 0% %change Summer Reading Program registrants -1.3% +7.9% -6.1% -7.1% %change Service interactions%change -6.6% -4.4% -17.9% -8.3% Library patrons who rated reference service 97.1% 97.9% 96% 96% as good or excellent FULL-TIME EQ U.IVALENT POSITIONS 2010-2011 2011-2012 2012-2013 2013-2014 Senior Library Assistant 2.50 2.50 1.70 1.60 Librarian 8.20 8.20 7.20 7.20 Senior Librarian 1.00 1.00 0.90 0.90 Library Services Supervisor 2.00 2.00 2.00 2.00 Library Division Manager 1.00 1.00 1.00 1.00 Total FTE 14.70 14.70 12.80 12.70 COMMUNITY SERVICES-PAGE 125 LIBRARY READER SERVICES BUDGET UNIT: 5100 FY 2011 FY 2012 FY 2013 Budget Resource Summary 2014 2014 2014 Adopted vs. Actual Actual Revised ry Proposed Approved Adopted FY 13 14-70 14-70 1280 Total FTE 12-70 1-^-70 1_^-70 0 0 0 49999-Transfer In U 0 0 0.0% 0 0 0 Total Transfers In 0 0 9 0.0% 206,121 184,564 225,565 51001-Salaries-Management 211,205 211,205 211,205 -6.4% 418,731 343,652 310,590 51002-Salaries-General 0 0 0 -100.0% 193,456 255,801 739,989 51004-Part Time-Regular 554,628 554,628 554,628 131-1°% 33,197 33,720 M,951 51005-Part Time-Temporary 41,154 41,154 41,154 3.0% 34 0 0 51006-Overtime 0 0 9 0.0% 851,539 817,737 816,095 Total Personal Services-Salaries 806,987 806,987 806,987 -1.1% 1,856 5,720 11,400 52001-Unemployment 11,298 11,298 11,298 -0.9% 1,228 1,639 3,197 52002-Worker's Compensation 1,901 1,901 1,901 -40.57 6+,277 61,613 63,247 52003-Social Security/Medicare 61,733 61,733 61,733 -2.4% 5,854 5,670 5,719 52004-Tri-Met Tax 5,671 5,671 5,671 -0.87 88,252 79,681 86,029 52005-Retirement 85,031 85,031 85,031 -1.2% 0 0 0 52006-Retirement-3%ER Match 0 0 0 0.07 14,319 13,791 13,050 52007-VESA-ER 12,938 12,938 12,938 -0.9% 874 847 3,360 52008-Life Ins/ADD/LTO 3,895 3,895 3,895 15.97 2,050 1,805 0 52009-Lang Term Disability 0 0 0 0.0% 130,513 131,133 143,788 52010-Medical/Dental/Vision 175,428 175,428 175,428 22-0% 15,768 14,989 0 52011-Dental Benefits 0 0 0 0.0% 324,991 316,888 329,790 Total Personal Services-Benefits 357,895 357,895 357,895 8.57 1,537 916 1,770 53001-Office Supplies 1,785 1,785 1,785 0.8% 598 0 985 53002-Small Tools&Equipment 550 550 559 -44.2% 17 118 100 53003-Fuel 100 100 100 0.0% 624,649 545,728 550,000 53004-Books&Circulation Materials 550,000 550,000 550,000 0.0% 68 0 1,250 53006-Technology Equipment under$5,000 1,250 1,250 1,250 0.0% 2,215 0 0 53007-Grant Expenditures 6,955 6,955 6,955 100.0°1 629,084 546,762 554,105 Total Supplies 560,640 560,640 560,640 1.2% 13,570 17,085 11,704 54001-Professional/Contractual Services 10,810 10,810 10,810 -7.6% 0 0 250 54114-R&M-Office Equipment 100 100 100 -60-0% 0 0 0 54115-Vehicle Usage 0 0 0 0.0% 0 0 0 54202-Utilities-Water/Sewer/SWM 0 0 0 0.0% 0 0 0 54205-Udlites-Phone/Pager/Cells 0 0 0 0.0% 2,161 1,037 830 54300-Advertising&Publicity 830 830 830 0-0% 3,403 1,754 21275 54302-Dues&Subscriptions 2,275 2,275 2,275 0.0% 771 777 21481 54303-Travel and Training 2,500 2,500 2,500 0-8% 9 0 0 54307-Insurance 0 0 9 0.0% 13,286 8,845 121349 54311-Special Department Expenses 6,835 6,835 6,835 -44-7% 33,191 29,498 29,889 Total Services 23,350 23,359 23,350 -21.9% 992 0 0 56004-Computer Hard-are and Soft,,are 0 0 0 0.0% 0 0 0 56006-Equipment 0 0 0 0.0% 992 0 0 Total Capital Improvement 0 0 0 0.0% PAGE 126-CITY OF TIGARD LIBRARY READER SERVICES BUDGET UNIT: 5100 FY 2011 FY 2012 FY 2013 2014 2014 2014 Adopted vs. Actual Actual Revised Budget Resource 5urnrnary Proposed Approved Adopted FY 13 0 0 0 57000-Transfer Out 0 0 0.0% 0 0 0 57600-Transfer Out to Central Services Fund p 0 0 0.0% 0 0 0 57650-Transfer Out to Fleet/Property L} 0 0 0.0% Management Fund 0 0 0 Total Transfers Out 0 0 0 0.0% 0 0 0 58000-Interdepartmental Costs 0 0 0 0.0% 28,383 21,938 46,577 58100-Indirect Charges-City Management 32,443 32,443 32,443 -30.3% 48,622 42,847 42,254 58110-Indirect Charges-Human Resources 46,991 46,991 46,991 112 39,178 36,871 19,517 58120-Indirect Charges-Risk Management 18,689 18,689 18,689 -42% 0 0 44,970 58130-Indirect Charges-Office Services 84,819 84,819 84,819 88-6% 0 0 0 58150-Indirect Charges-Records 456 456 456 100.0% 22,783 14,635 2,256 58200-Indirect Charges.Finance 1,246 1,246 1,246 -44-8% Administration 16,434 26,630 64,500 58210-Indirect Charges-Financial Operations 57,006 57,006 57,006 -11-6 0 0 0 58220-Indirect Charges.Utility Billing 0 0 0 0-0% 140,668 130,736 180,200 58730-Indirect Charges-Technology 144,297 144,297 144,297 -19.9% 0 6,809 13,506 58250-Indirect Charges.Contracts and 10,465 10,465 10,465 -22.5% Purchasing 0 0 0 58630-Indirect Charges-Fleet Maintenance 0 0 0 0.0% 246,451 255,309 386,553 58640-Indirect Charges.Property 396,333 396,333 396,333 2.5 542.519 535,776 800,333 Total Internal Services 792,743 792,745 792.743 -0.9% 2,382,316 2,246,662 2,530,212 Total Reader Services 2,541,617 2,541,617 2,541,617 -- ti-y 4 f The library has a wide variety ofprogram speakers. One of the mostpopularprograms is the Reptile Man COMMUNITY SERVICES-PAGE 127 LIBRARY TECHNICAL SERVICES BUDGET UNIT: 5200 PROGRAM RESULTS: •Provide new materials to the public quickly. • Bibliographic and item records accurately identify the materials so that the public can easily find them in the catalog_ •Materials are processed consistently and accurately so that the public can easily find them on the shelf. •Processing enhances the item's durability so that it will withstand substantial public use. PROGRAM DESCRIPTION.- The Technical Services Division orders,receives,catalogs,processes and maintains Tigard Public Library holdings in the countywide catalog. It also mends all books for the library collection. ACCOMPLISHMENTS: FY 2012-2013: • Between July and December 2012,Technical Services staff placed orders for 18,516 items •Added 19,312 new items,mended 859 items,withdrew 17,338 items and added 2,922 bibliographic records manually to the Washington County Cooperative Library System (WCCLS) shared catalog. •The average number of days to place an order was 2.63 and the average number of days to process and catalog new materials was 18.78.Placing orders came close to meeting the goal of less than 2 days.Met goal for processing and cataloging of 35 days.The calendar year 2012 turnover rate of items circulated was 84.24%. •Technical Services is committed to improving efficiencies.The average turnaround during the first six months of FY13 has improved by 27.4%over the same time during FY12. Since receiving RFID in April 2012 pulling up an item's record in Polaris and moving items between collections has become quicker.This helps improve the division's speed with daily tasks. •Used volunteers in preprocessing and special projects.Technical Services has the equivalent of 0.45 FTE in volunteer hours. GOALS Br OBJECTIVES: FY 2013-2014: • Cataloging time for new materials in an average of 30 days or less. • Place orders in an average of 3 days or less. PAGE 128-CITY OF TIGARD LIBRARY TECHNICAL SERVICES BUDGET UNIT: 5200 •Assist with maintaining collection vitality demonstrated through turnover rate of actual items that circulated in collection of 85%or higher. ■Use volunteers to process new library materials and complete special projects. • Continue to assist with the implementation of Library's Strategic Plan 2010-2015. • Continue to transition to new cataloging standard,Resource Description and Access (RDA) from previous standard,Anglo-American Cataloguing Rules, Second Edition (AACR2). WORKLOAD MEASURES 2010-2011 2011-2012 2012-2013 2013-2014 New items added 47,227 44,554 39,500 37,500 New titles added to catalog 6,392 7,628 6,300 6,000 Orders placed 43,635 39,641 38,000 36,000 Orders received 43,457 37,554 36,000 34,000 Materials withdrawn 27,085 43,105 35,000 35,000 EFFECTIVENESS MEASURE5 2010-2011 2011-2012 2012-2013 2013-2014 Average number of days between orders 36 22 22 30 received and circulation Average number of days between orders 1 1 3 3 submitted and placed Turnover rate of actual items that circulated 85% 89% 85% 85% in collection FULL-TIME EQUIVALENT POSITIONS 2010-2011 2011-2012 2012-2013 2013-2014 Library Division Manager 1.00 1.00 1.00 1.00 Acquisitions Coordinator 1.00 1.00 0.80 0.80 Librarian 1.00 1.00 0.80 0.80 Senior Library Assistant 2.00 2.00 1.60 1.60 Library Assistant 1.00 1.10 1.00 1.00 Library Aide 0.50 0.50 0.50 0.50 Total FTE 6.50 6.60 5.70 5.70 COMMUNITY SERVICES-PAGE 129 LIBRARY TECHNICAL SERVICES BUDGET UNIT: 5200 FY 2011 FY 2012 FY 2013 2014 2014 2014 Adopted vs. Actual Actual Revised Budget Resource 5urnrnary Proposed Approved Adopted FY 13 630 6-60 5-70 Total FTE 5-70 5.70 5-70 0 0 0 49999-Transfer In 0 0 0 0.0% 0 0 0 Total Transfers In 0 0 0 0-0% 129,412 134,679 131,114 51001-Salaries-Management 135,275 135,275 135,275 3.2% 146,689 150,135 124,674 51002-Salaries-General 0 0 0 -100.0% 50,496 53,573 54,734 51004-Part Time-Regular 172,123 172,123 172,123 214-5% 0 0 0 51005-Part Time-Temporary 0 0 0 0.0% 0 0 0 51006-Overtime 0 0 0 0-0% 602 602 619 51007-Incentive Pay 600 600 600 -3.1% 327,199 338,989 311,141 Total Personal Services-Salaries 307,998 307,998 307,998 -1.0% 709 2,375 4,288 52001-Unemployment 4,311 4,311 4,311 0.5% 454 666 1,167 52002-Worker's Compensation 781 781 781 -33.1% 25,044 25,980 23,802 52003-Social Security/Medicare 23,561 23,561 23,561 -1.0% 2,249 2,355 2,153 52004-Tri-Met Tax 2,162 2,162 2,162 0.4% 37,201 36,965 36,189 52005-Retirement 36,210 36,210 36,210 0.1°/ 0 0 0 52006-Retirement-3%ER Match 0 0 0 0.0% 6,138 6,626 6,600 52007-VEBA-ER 6,600 6,600 6,600 0.0% 377 362 1,848 52008-Life Ins/ADD/LTD 2,178 2,178 2,178 17.9 831 825 0 52009-Long Term Disability 0 0 0 0.0% 64,273 70,927 83,774 52010-Medical/Dental/Vision 92,814 92,814 92,814 10.8% 7,118 8,216 0 52011-Dental Benefits 0 0 0 0.0% 14-4,394 155,297 159,821 Total Personal Services-Benefits 168,617 168,617 168,617 5.5% 24,128 15,537 14,087 53001-Office Supplies 13,050 13,050 13,050 -7.4% 219 748 0 53002-Small Tools&Equipment 500 500 500 100.0% 12 382 192 53003-Fuel 192 192 192 0.0% 0 0 0 53004-Books&Circulation Materials 0 0 0 0.0% 24,359 16,667 14,279 Total Supplies 13,742 13,742 13,742 -3-8% 50,205 40,651 51,053 54001-Professional/Contractual Services 49,355 49,355 49,355 -3.3% 0 0 0 54114-R&M-Office Equipment 0 0 0 0.0% 0 0 0 54115-Vehicle Usage 0 0 0 0-0% 0 0 0 54202-Utilities-Water/Sewer/SWM 0 0 0 0.0% 0 0 0 54205-Utilites-Phone/Pager/Cells 0 0 0 0-0% 0 0 0 54300-Advertising&Publicity 0 0 a 0.0% 115 100 120 54302-Dues&Subscriptions 125 125 125 4.2% 370 237 780 54303-Travel and Training 3,495 3,495 3,495 348.1% 0 0 0 54307-Insurance a 0 0 0-0% 475 698 490 54311-Special Department Expenses 490 490 490 0.0% 51,165 41,686 52,443 Total Services 53,445 53,465 53,465 1.9% 0 0 735 56004-Computer Hardware and Software 250 250 250 -66.0°/ 0 0 0 56006-Equipment 0 0 0 0.0% 0 0 735 Total Capital Improvement 250 250 250 -66.0% PAGE 130-CITY OF TIGARD LIBRARY TECHNICAL SERVICES BUDGET UNIT: 5200 FY 2011 FY 2012 FY 2013 2014 2014 2014 Adopted vs. Actual Actual Revised Budget Resource 5urnrnaly Proposed Approved Adopted FY 13 0 0 0 57000-Transfer Out 0 0 0 0.0% 0 0 0 57600-Transfer Out to Central Services Fund 0 0 0 0.0% 0 6 0 57650-Transfer Out to Fleet/Property 0 0 0 0.0% Management Fund 0 0 o Total Transfers Out 0 0 0 0.0% 0 0 0 58000-Interdepartmental Costs 0 0 0 0,0% 8,022 6,573 18,845 58100-Indirect Charges-City Management 13,561 13,561 13,561 -28-0% 20,780 19,244 18,816 58110-Indirect Charges-Human Resources 21,091 21,091 21,091 12.1% 20,291 21,974 13,329 58120-Indirect Charges-Risk Management 13,470 13,470 13,470 1.1% 0 0 4,024 58130-Indirect Charges-Office Services 3,042 3,042 3,042 -24.4% 0 0 0 58150-Indirect Charges-Records 131 131 131 100.0% 6,438 4,367 739 58200-Indirect Charges-Finance 358 358 358 -51.6 Administration 4,633 7,947 28,881 58210-Indirect Charges-Financial Operations 26,476 26,476 26,476 -8.3 0 0 0 58220-Indirect Charges-Utility Billing 0 0 0 0.0% 29,615 27,522 39,518 58230-Indirect Charges-Technology 33,427 33,427 33,427 -15.4% 0 2,034 8,190 58250-Indirect Charges-Contracts and 6,455 6,455 6,455 -21.2% Purchasing 0 0 0 58630-Indirect Charges-Fleet Maintenance 0 0 0 0.0% 105,391 114,627 57,037 58640-Indirect Charges-Property 58,480 58,480 58,480 2.5 195,170 204,288 189,379 Total Internal Services 176,491 176,491 176,491 -6.8°/ 742,287 756,427 727,798 Total Technical Services X63 720,563 720,563 -1.0% START HERE - - Every S minutes that the library is open, a new item is made available to the public � - COMMUNITY SERVICES-PAGE 131 LIBRARY CIRCULATION BUDGET UNIT: 5300 PROGRAM RESULTS: • Patrons receive library materials in a timely and accurate manner. • Patrons receive courteous,respectful and helpful service from circulation staff. • Patrons are able to easily access library materials through accurate and timely check-in and shelving. • Patrons are self-sufficient in checking out their own materials,accessing their account online to renew and reserve items and picking up their own book holds. • Patrons know how to find,evaluate and use all types of information. • Patrons receive accurate and helpful information about using the library. • Patrons are kept well-informed about library programs and activities. • Patrons are kept up to date on new technologies and services offered. PROGRAM DESCRIPTION. The Circulation Division of the library is responsible for checking materials in and out;answering users' questions about library facilities and programs;shelving all library materials;renewing materials; collecting fines;issuing new library cards;reconciling patron records; answering the phone at the entry point and routing calls to their appropriate destination;applying RED tags as needed, and answering general questions. The Circulation service desks are often the patron's first and last contact with library staff.Excellent customer service is a vital aspect of circulation operations. Circulation staff promotes programs verbally and by distributing printed materials.Circulation staff helps patrons search for items and place Hold requests on the public catalog computers. The staff also shows patrons how to use the self-checkout machines and where to pick up their reserved books. Circulation staff searches for and retrieves lost and missing items and maintains accurate patron records on Polaris,the countywide shared library database. The division is also responsible for processing patrons'Holds requests and handling all materials donated to the library. Circulation staff train and work with volunteers on a daily basis and handling including Community Service and Peer Court volunteers. In addition to their regular responsibilities,Circulation staff actively participates in the Annual Patron Survey,which is conducted during the first two weeks in February. PAGE 132-CITY OF TIGARD LIBRARY CIRCULATION BUDGET UNIT: 5300 ACCOMPLISHMENTS. FY 2012-2013: • Helped convert the entire library collection (approximately 245,000 items) from a barcode- based system to an RFID (radio frequency) system.This has increased accuracy,efficiency and response times,both for checking items out and checking them back in.The new RFID checkout/check-in system helped Circulation exceed the expected reduced service response tunes for re-shelving materials and completing other regular Circulation Division tasks,such as pulling patron Hold requests. While it takes longer to do these tasks than the previous fiscal year because of staff reductions,the Circulation Division was able to complete these daily tasks sooner than anticipated. ■ Circulated over 1,400,000 items. Considering the library's open hours have been reduced by 14%, a drop in circulation of 4%was less than expected. 0 Maintained Circulation Desk coverage and customer service levels by shifting staff schedules and reassigning tasks. • Improve the Teen Summer Volunteer and regular Volunteer programs through better recruiting,training and retention. • Improved item security with new RFID security gates. 0 Increased self-check machine usage,going from by 26% from 24.4%to 30.8%. GOALS&OBfECTIVES. FY 2013-2014: • Continue to exceed projected service response times for checking in and re-shelving materials and pulling Hold requests for patrons. 0 Implement new Circulation workflow ideas suggested by staff to increase efficiency in checking in and shelving materials. 0 Inventory the entire library collection (approximately 245,000 items) using the DLA (Digital Library Assistant) tool that was purchased by WCCLS. ■ Circulate over 1,500,000 items. • Maintain Circulation Desk coverage and customer service levels by continuing to analyze and adjust staff scheduling and workflow. ■ Continue to improve Volunteer program through better recruiting,training and retention. ■ Increase self-check machine usage to 33%_ COMMUNITY SERVICES-PAGE 133 LIBRARY CIRCULATION BUDGET UNIT: 5300 WORKLOAD MEASURES 2010-2011 2011-2012 2012-2013 2013-2014 Materials checked out per year 1,507,248 1,522,422 1,459,334 1,488,520 First-time checkouts 1,042,412 1,029,718 969,290 988,675 Materials checked in per year 1,020,412 1,006,108 955,668 974,780 Yearly circulation per staff member 103,776 107,213 111,400 113,625 Intra-library crates delivered per year 13,493 13,430 12,578 12,830 Library cards issued per year 5,418 4,522 3,905 3,985 Cultural Passes checked out per year 1,090 938 716 730 EFFECTIVENESS MEASURES 2010-2011 2011-2012 2012-2013 2013-2014 Library patrons who rated service received 95% 97% 97% 97% at Checkout counter as "Excellent"or 'Good„ %of materials returned to shelf within 48 80% 80% 70% 75% hours Materials checked out on self-checkout 24% 24% 30% 33% machines-%of 1st time checkouts FULL-TIME EQUIVALENT POSMONS 2010-2011 2011-2012 2012-2013 2013-2014 Circulation Supervisor 2.00 2.00 2.00 2.00 Library Aide 1.50 1.50 1.50 1.50 Library Assistant 8.40 8.40 7.40 7.40 Library Division Manager 1,00 1.00 1.00 1.00 Senior Library Assistant 1,40 1.30 1.20 1.30 Total FTE 14.30 14.20 13.10 13.20 PAGE 134-CITY OF TIGARD LIBRARY CIRCULATION BUDGET UNIT: 5300 FY 2011 FY 2012 FY 2013 2014 2014 2014 Adopted vs. Actual Actual Revised Budget Resource Summary proposed Approved Adopted FY 13 14.30 14.20 13.10 Total FTE 13.20 13.20 1320 0 0 0 49999-Transfer In 0 0 0 0.0% 0 0 0 Total Transfers In 0 0 4 0-0% 216,097 224,395 231,033 51001-Salaries-Management 216,031 216,031 216,031 -6-5% 108,256 115,362 24,543 51002-Salaries-General 0 0 0 -100.0% 303,550 309,021 383,230 51004-Part Time-Regular 416,363 416,363 416,363 8.6°1 136,052 123,108 59,162 51005-Part Time-Temporary 60,908 60,908 60,908 3-0% 1,171 916 1,404 51006-Overtime 1,452 1,452 1,452 3.4% 602 602 619 51007-Incentive Pay 638 638 638 3.1% 765,728 773,403 699,991 Total Personal Services-Salaries 695,392 695,392 695,392 -0.7% 1,666 5,414 10,037 52001-Unemployment 9,737 9,737 9,737 -3.0% 1,352 1,919 4,118 52002-Worker's Compensation 1,648 1,648 1,648 -60.0% 57,314 57,529 54,747 52003-Social Security/Medicare 53,196 53,196 53,196 -2-8% 5,264 5,369 4,953 52004-Tri-Met Tax 4,888 4,888 4,888 -1.3% 69,017 73,332 73,160 52005-Retirement 72,088 72,088 72,088 -1.5% 0 0 0 52006-Retirement-3%ER Match 0 0 0 0-0% 18,785 18,891 17,550 52007-VEBA-ER 17,662 17,662 17,662 0.6% 780 813 4,200 52008-Life Ins/ADD/LTD 4,871 4,871 4,871 16.0°f 1,369 1,520 0 52009-Long Term Disability 0 0 0 0.0% 77,221 116,800 132,234 52010-Medic2l/Dental/Vision 140,546 140,546 140,54-6 6.3% 10,934 16,072 0 52011-Dental Benefits 0 0 0 0-0% 0 0 0 52012-Accrued Vacation 0 0 0 0.0% 243,702 297,659 300,999 Total Personal Services-Benefits 304,636 304,636 304,636 12% 14,410 4,194 11,620 53001-Office Supplies 10,332 10,332 10,332 -11.1% 2,048 729 2,825 53002-Small Tools&Equipment 2,125 2,125 2,125 -24.8% 0 0 100 53003-Fuel l00 100 100 0.0% 16,458 4,923 14,545 Total Supplies 12,557 12,557 12,557 -133% 12,332 11,962 4,600 54001-Professional/Contractual Services 7,988 7,988 7,988 73.7% 0 0 0 54114-R&M-Office Equipment 0 0 0 0.0% 0 0 0 54115-Vehicle Usage 0 0 0 0-0% 0 0 0 54300-Advertising&Publicity 0 0 0 0.0% 160 0 160 54302-Dues&Subscriptions 160 160 160 0.0% 220 0 1,226 54303-Travel and Training 1,226 1,226 1,226 0-0°I 0 0 0 54307-Insurance 0 0 0 0.0% 0 0 0 54309-Rents and Leases 0 0 0 0.0°1 667 561 200 54311-Special Department Expenses 200 200 200 0-0% 535 552 0 54.312-Bank Fees 0 0 0 0.0% 13,914 13,075 6,186 Total Services 9,574 9,574 9,574 54-8% 0 0 1,400 56004-Computer Hardware and Software 0 0 0 -100-0% 0 0 0 56006-Equipment 0 0 0 0.0% 0 0 1,40) Total Capital Improvement 0 0 0 -100-0% COMMUNITY SERVICES-PAGE 135 LIBRARY CIRCULATION BUDGET UNIT: 5300 FY 2011 FY 2012 FY 2013 2014 2014 2014 Adapted vs. Actual Actual Revised Budget Resource 5urnrnaly Proposed Approved Adopted FY 13 0 0 0 57000-Transfer Out 0 0 0 0.O% 0 0 0 57600-Transfer Out to Central Services Fund 0 0 0 0.0% 0 0 0 57650-Transfer Out to Fleet/Property 0 0 0 0.0% Management Fund 4 0 0 Total Transfers Out 0 0 0 0.0% 0 0 0 58000-Interdepartmental Costs 0 0 0 0.0% 15,624 12,260 41,373 58100-Indirect Charges-City Management 30,568 30,568 30,568 -26.1% 44,149 41,394 43,245 58110-Indirect Charges-Human Resources 48,841 48,841 48,841 12.9% 36,136 35,946 20,608 58120-Indirect Charges-Risk Management 20,389 20,389 20,389 -1.1% 0 0 9,173 58130-Indirect Charges-Office Services 8,123 8,123 8,123 -11.4% 0 0 0 58150-Indirect Charges-Records 242 242 242 100.0% 12516 8,162 1,427 58200-Indirect Charges-Finance 662 662 662 -53.6% Administration 9,031 14,850 20,231 58210-Indirect Charges-Financial Operations 19,188 19,188 19,188 -5.2% 0 0 0 58220-Indirect Charges-Utility Billing 0 0 0 0-0% 51,827 48,169 53,554 58230-Indirect Charges-Technology 50,649 50,649 50,649 -5.4% 0 3,803 383 58250-Indirect Charges-Contracts and 458 458 458 19.6% Purchasing 0 0 0 58630-Indirect Charges-Fleet Maintenance 0 0 0 0-0% 223,752 246,644 142,579 58640-Indirect Charges-Property 14-6,186 146,186 146,186 2.5% 393,035 411,229 332,573 Total Internal Services 325,306 325,306 325,306 -2.2% 1,432,837 1,300,289 1,355,694 Total Circulation 1,347,465 1-1 1,347,465 _ The Tigard Library is the largest lender of materials to :5 other Washington County libraries, which includes books, CDs and DVDs. They have been the highest net lender for sixyears in a roan, which is a testament as to hose ro- bust is their collection a�V;A0 . PAGE 136-CITY OF TIGARD SOCIAL SERVICES AND COMMUNITY EVENTS BUDGET UNIT: 5900/5910 Program Description: Each year the city appropriates funds to support Social Service and Community Event activities that assist or benefit Tigard citizens. Community organizations are invited to submit requests in January of each year. A subcommittee of the Budget Committee meets to review Social Service requests and to recommend funding in the Proposed Budget. Community Event requests are reviewed informally by the Council. The Proposed Budget presents the results of both reviews. The budget committee guideline is to set total events and social service appropriations at approximately one-half of 1% of the prior year's operating budget. Also, the city budgets three set asides within this appropriation in addition to the target amount for grants: the Housing Program "emergency fund" to assist occupants of housing declared to be unsafe; the Affordable Housing Set-Aside to assist providers of low-income housing; and the Residential Services Agency Emergency Set-Aside to assist agencies that provide emergency food and housing to those in need. The city received 287,031 in grant requests for community events and social services for FY 2012-13. In addition to direct grants, some of the grant recipients also receive in-kind services from the city. These services range from provision of a building and its operating costs for the Loaves and Fishes/ Tigard Senior Center to Tigard Public Works and Police time to support community events. ' Ti gard's Middle of Millen Drive parade is a favorite 411 of July activity Tigard's 4th of July celebration culminates with afire- works fire-works display at Tigard High School ti COMMUNITY SERVICES-PAGE 137 SOCIAL SERVICES AND COMMUNITY EVENTS BUDGET UNIT: 5900/5910 FY 2011 FY 2012 FY 2013 2014 2014 2014 Adopted vs. Actual Actual Revised Budget Resource 5urnrnary proposed Approved Adopted FY 13 0-00 0-00 0-00 Total FTE 0-00 0-00 0A0 0 0 0 53001-Office Supplies 0 0 0 0.0% 0 0 0 Total Supplies 0 0 0 0.0% 0 0 0 54001-Professional/Contractual Services 0 0 0 0-0% 0 0 0 54311-Special Department Expenses 0 0 0 0.0% 130,400 145,650 160,664 54402-Contributions to Community Org 166,150 166,150 166,150 3-4% 130,400 145,650 160,664 Total Services 166,150 166,150 166,150 3.4% 0 0 0 57600-Transfer Out to Central Services Fund 0 0 0 0-0% 0 0 0 57650-Transfer Out to Fleet/Property 0 0 0 0.0% Management Fund 0 0 0 TolalTransfers Out 0 0 0 0.0% 0 0 1,720 58100-Indirect Charges-City Management 249 249 249 -85.5% 0 0 0 58110-Indirect Charges-Human Resources 0 0 0 0.0% 0 0 0 58120-Indirect Charges-Risk Management 16 16 16 100.0% 0 0 87 S9130-Indirect Charges-Office Services 22 22 22 -74.7% 0 0 0 58150-Indirect Charges-Records 18 18 18 100.0% 0 0 241 58200-Indirect Charges-Finance 50 50 50 -79.3% Administration 0 0 1,327 58210-Indirect Charges-Financial Operations 765 765 765 -42-4% 0 0 0 S9220-Indirect Charges-Utility Billing 0 0 0 0.0% 0 0 0 58230-Indirect Charges-Technology 118 118 118 100-0% 0 0 0 S9250-Indirect Charges-Contracts and 15 15 15 100.0% Purchasing 0 0 0 58630-Indirect Charges-Fleet Maintenance 0 0 4 0.0% 0 0 98,834 58640-Indirect Charges-Property 101,335 101,335 101,335 2.5% 0 0 102,209 Total Internal Services 102,588 102,588 102,588 0.4% 130,400 145,650 262,873 Total Social Services 268,739 268,738 268,738 2.21% FY 2011 FY 2012 FY 2013 Bu" et Resource Summa 2014 2014 2014 Adapted vs. Actual Actual Revised Proposed Approved Adopted FY 13 0.0 0.00 0.00 Total FTE 0.00 0.00 O-W 54,500 55,000 85,400 54402-Contributions to Community Org 89,463 89,463 89,463 4.8% 54,500 55,000 85,400 Total Services 89,463 89,4-63 89,463 4.8% 0 0 0 58210-Indirect Charges-Financial Operations 0 0 0 0.0% 0 0 0 58250-Indirect Charges-Contracts and 0 0 0 0.0% Purchasing 0 Total Internal Services 0 0.0% 54,500 55,000 85,400 01otal Community Events 89,463 89,463 89,463 4.86/. PAGE 138-CITY OF TIGARD SOCIAL SERVICES AND COMMUNITY EVENTS BUDGET UNIT: 5900/5910 City of Tigard City of Tigard FY 2013-14 FY 2013-14 Community Event Grant Requests Social Services Grant Requests Agency Recommended Agency Recommended Res 00-22 Broadway Rose* Direct $ 10,000 Affordable Housing Set-Aside Direct $ 250 $10,000/yr Res 00-20 Festival of the Balloons** Direct $ 20,000 Housing Prog Emergency Fund Direct $ 250 $10,000/yr In-Kind $ 65,000 Res 00-21 Tigard 4th of July*** Direct $ 15,000 Residential Services Agency Direct $ 250 $7,500/yr 7/1-12,000 issued In-Kind $ 1,600 Undesignated Set-Aside $ 413 Undesignated Direct $ 250 Set Aside Total Set Aside Total Direct $ 45,413 Direct $ 1,000 In-Kind $ 66,600 In-Kind $ Tigard Little League Direct $ 2,950 Caring Closet Direct $ 5,000 City of Tigard Dog Park Direct $ 400 CommunityAction Org Direct $ 6,000 Compassion Tigard Direct $ 10,000 Community Warehouse Direct $ 3,500 Downtown Tigard Street Fair Direct $ 700 Domestic Violence Res Center Direct $ 5,000 Mask 8c Mirror Direct $ 6,000 Fairhaven Recovery Homes Direct $ 3,000 Relay for Life of Tigard/Tualatin Direct $ 1,000 Good Neighbor Center Direct $ 15,000 Tigard Area Farmers Market Direct $ 8,500 Helping Hands Hearts of Gold Fnd Direct $ 1,500 Tigard Christmas Tree Lighting Direct $ 2,500 Jubilee Transition Homes Direct $ 4,500 In-Kind $ 1,720 LifeWorks Direct $ 20,000 Tigard High Graduation Parry Direct $ 2,000 Meals On Wheels/Senior Center Direct $ 29,000 Tigard Historical Association Direct $ 1,500 In-Kind $ 101,335 Tigard Safety Town Direct $ 4,000 Luke Dorf Direct $ 30,000 Tualatin Riverkeepers Direct $ 2,500 Oregon Human Development Corp Direct $ 15,150 In-Kind $ 1,000 Rebuilding Together Washington Cou Direct $ 2,000 Tualatin Valley Community Band Direct $ 2,000 Retired&Senior Volunteer Prog Direct $ 6,000 St.Anthony Severe Weather Shelter Direct $ 3,000 St.Vincent De Paul(St.Anthony) Direct $ 2,000 Tigard Area Chamber of Commerce Direct $ 5,000 Tigard Tualatin Resourco Center Direct $ 6,500 Washington Co Project Homeless Ct Direct $ 3,000 Sub-total Sub-total Direct $ 44,050 Direct $ 165,150 In-Kind $ 2,720 In-Kind $ 101,335 Total(Set asides and others) Total(Set asides and others) Direct $ 89,463 Direct $ 166,150 In-Kind $ 69,320 In-Kind $ 101,335 COMMUNITY SERVICES-PAGE 139 1 -- r i ZZ Tigard Balloon Festival, held annually at Cook Park City of Tigard I ADOPTED BUDGET FY 2013—2014 PAGE 140-CITY OF TIGARD PUBLIC WORKS ORGANIZATION CHART PUBLIC WORKS ADMINISTRATION PROPERTY MANAGEMENT PW ENGINEERING PARKS AND GROUNDS FLEET MAINTENANCE SANITARY SEWER STREET MAINTENANCE WATER STORMWATER STREET LIGHTS & SIGNALS HEALTHY STREAMS :1 PUBLIC WORKS- PAGE 141 PUBLIC WORKS PROGRAM The Public Works Department encompasses the planning, design, construction, operation and mainte- nance of the public infrastructure. That infrastructure includes domestic water, sanitary sewer convey- ance, storm water management,public parks, streets, city buildings and fleet. From a broad perspective, the department is made up of two groups: 1) operational staff who handle the day-to-day operation, maintenance and repair of the infrastructure; and 2) engineering staff who manage the city's capital improvement program and handle traffic/transportation management and long-term master planning of infrastructure. The Lake Oswego Tigard Water Partnership is one of the department's largest initiatives; partnership funding spans several fiscal years. Tigard entered into the partnership in 2008—the culmination of Tigard's 15-year search to obtain ownership and control in a secure, dependable, high-quality drinking water source. Through the partnership, Tigard and Lake Oswego will update and expand Lake Oswego's existing water system to serve both communities' future water needs. When the water system comes online in 2016,Tigard will receive at least 14 million gallons of water per day—enough water to meet the needs of its 58,000 customers in the Tigard Water Service Area. Public Forks employees restaping a Tigard street r� P Bishop Scbeckla Pavilion at Cook Park PAGE 142-CITY OF TIGARD EXPENDITURE/FTE SUMMARY FY 2011 11 FY 2012 11 FY 2013 11 FY 2014 FY 2014 FY 2014 2014 Adopted Actual Actual Revised Proposed Approved Adopted vs.2013Re�ised Description Plumber of Positions 61.10 69.40 69.40 68.00 68.00 68.00 -2.0% Budget By Category Personal Services 6,039,269 6,493,292 6,596,919 6,768,977 6,768,977 6,768,977 2.6% Materials&Services 6,447,834 6,531,737 9,206,424 9,484,340 9,484,340 9,587,340 4.1% Interdepartmental Costs 1,826,511 1,722,801 3,856,666 4,031,926 4,031,926 4,031,926 4.5% Capital Outlay 588,076 672,721 486,447 471,903 471,903 506,771 4.2% Other 0 0 0 0 0 0 0.0% Total All Category 14,901,691 15,420,550 20,146,456 20,757,146 20,757,146 20,895,014 3.7% Budget By Division Public Works Administration 1,390,099 1,471,532 1,659,992 1,681,793 1,681,793 1,688,793 1.7% Parks and Grounds 1,430,204 1,509,874 1,627,953 1,697,074 1,697,074 1,697,074 4.2% Street Maintenance 1,089,622 1,173,084 1,499,193 1,554,810 1,554,810 1,569,810 4.7% PW Engineering 1,521,681 1,592,331 1,876,656 2,010,514 2,010,514 2,010,514 7.1% Healthy Streams 0 0 206,028 10,138 10,138 10,138 -95.1% Fleet Maintenance 226,780 213,637 145,763 156,713 156,713 191,581 31.4% Property Management 1,288,778 1,435,581 1,444,107 1,507,132 1,507,132 1,507,132 4.4% Water 5,065,732 5,331,984 7,950,086 8,094,852 8,094,852 8,139,852 2.40/. Sanitary Sewer 1,068,150 866,961 1,560,428 1,966,373 1,966,373 1,973,373 26.5% Stormwater 1,192,562 1,217,997 1,446,432 1,418,249 1,418,249 1,432,249 -1.0% Street Lights and Signals 628,083 607,570 729,817 659,498 659,498 674,498 -7.60/a Total All Division 14,901,691 15,420,550 20,146,456 20,757,146 20,757,146 20,895,014 3.74A Budget by Fund General Fund-100 4,341,985 4,573,737 5,164,601 5,389,382 5,389,382 5,396,382 4.5% Gas Tax Fund-200 1,717,705 1,780,653 2,229,010 2„214,308 2,214,308 2,244,308 0.7% Parks Capital Fund-420 0 0 0 0 0 0 0.0% Sanitary Sewer Fund-500 1,068,150 866,961 1,560,428 1,966,373 1,966,373 1,973,373 26.5% Stormwater Fund-510 1,192,562 1,217,997 1,652,460 1,428,387 1,428,387 1,442,387 -12.70/a Water Quality/Quantity Fund-51 0 0 0 0 0 0 0.01/n Water Fund-530 5,065,732 5,331,984 7,950,086 8,094,852 8,094,852 8,139,852 2.4% Water CIP Fund-532 0 0 0 0 0 0 0.00/0 Fleet/Property Management Fund 1,515,557 1,649,217 1,589,871 1,663,845 1,663,845 1,698,713 6.8% Total All Fund 14,901,691 15,420,550 20,146,456 20,757,146 20,757,146 20,895,014 3.7% PUBLIC WORKS-PAGE 143 PUBLIC WORKS ADMINISTRATION BUDGET UNIT: 6000 PROGRAMRESULTS. •Is responsible for the city's Emergency Management Program.This program trains staff to operate the city's Emergency Operations Center,and coordinates and conducts Community Emergency Response Team(CERT) training and 72-hour emergency preparedness training for citizen volunteers. •Manages the implementation of departmental communication,such as Cityscape articles,press releases, communication plans,etc.,for the various divisions with the department. •Represents the interests of Tigard Water Service Area customers in regional water management organizations. •Administers department-wide service contracts. •Provides oversight to the Engineering Division,including the development and administration of the city's Capital Improvement Plan(CIP). •Manages overall department budgets,including utility rate structure development,CIP budget development and research into alternate funding sources. PROGRAMDESCRIPTION. The Public Works Department is responsible for the planning,design,construction, operation and maintenance of the city's major infrastructure systems. These systems include parks,streets,sanitary sewers,storm drainage,water,and city facilities. ACCOMPLISHMENTS: FY 2012-2013: •Continued to implement the Lake Oswego-Tigard Water Partnership. •The Public Works Director transitioned to where he spent 75%of his time on the Lake Oswego Water Partnership.Consistent with this,75%of his FTE was allocated to the Water Division. •Provided on-going program management for the acquisition of park and green space parcels in line with the bond measure. •Provided staff support and resources to enable each division to meet its objectives. •Provided oversight for preparation and implementation of each division's budget. •Began data conversion efforts related to the implementation of the Computerized Maintenance Management System(CMMS) replacement. PAGE 144-CITY OF TIGARD PUBLIC WORKS ADMINISTRATION BUDGET UNIT: 6000 •Continued to improve asset data information and track work order performance through the Computerized Maintenance Management System (CMMS). • Continued to implement the city's Emergency Management Training Plan and participated in county-level exercises. • Continued to recruit citizen volunteers and city staff to participate in the city's Community Emergency Response Team (CERT) program and enhanced the training plan. •Continued to implement a 72-hour emergency preparedness training program for citizen volunteers. • Continued membership and participation in the Office of Consolidated Emergency Management (OCEM) for Washington County. • Continued to develop and refine Tigard's Emergency Operations Plan. • Completed draft business continuity Continuity of Operations Plan. • Completed a sustainability action plan for Public Works. • Continued to support and reflect the city's core values. GOALS&OBfECTlYES.- FY 2013-2014= • Continue to implement the new MaintStar CMMS project. • Continue to implement the city's Emergency Management NIMS Compliant Mitigating, Training,and Planning,as well as participate in county-level exercises,and continue to recruit citizen volunteers and city staff to participate in the Community Emergency Response Team (CERT) program. • Continue to improve asset data information and track work order performance through the Computerized Maintenance Management Systems (CMMS). • Continue to implement an emergency preparedness training program through partnering and outreach to Tigard citizens,business and organizations. • Continue membership and participation in the Office of Consolidated Emergency Management for Washington County. •Evaluate Solid Waste rates. • Continue to work with the Finance and Information Services (FIS) department to ensure that timekeeping in support of the CIP is accomplished. • Implement City Council goals related to sustainability,recreation,the Lake Oswego water partnership,downtown development,and continue to reduce traffic congestion. •Improve Public Works project communication to the public. PUBLIC WORKS-PAGE 145 PUBLIC WORKS ADMINISTRATION BUDGET UNIT: 6000 WORKLOAD MEASURES 2010-2011 2011-2012 2012-2013 2013-2014 Number of customer service requests 1,780 1,900 2,000 2,100 Number of Cityscape and H2O articles 55 55 55 55 published each year Number of data features and system assets 109,661 134,230 134,500 141,145 maintained in CMMS: Number of staff-hours devoted to fixed 1,920 1,920 1,920 1,920 asset valuation in CMMS: Number of data features and system assets 152,799 150,107 150,500 174,536 maintained in GIS: Number of staff-hours devoted to GIS 1,920 1,920 1,920 1,920 Number of citizens trained in CERT 150 330 400 460 program Training sessions provided citizens in 72- 6 6 6 6 hour preparedness EFFECTIVENESS MEASURES 2010-2011 2011-2012 2012-2013 2013-2014 Number of CERT teams maintained 6 6 6 6 through enhanced training Number of citizens trained in 72 hours 680 975 1,075 1,135 preparedness training Overall system asset data match between 70% 77% 99% 99% CMMS and GIS: Percentage of citizens surveyed•vho report 89% 90% NA NA that the information and assistance they received from the city was accurate and helpful. Percentage of people that name the 49".-'0 54% NA NA Cityscape as good source of information. FULL-TIME EQUIVALENT POSITIONS 2010-2011 2011-2012 2012-2013 2013-2014 Administrative Specialist II 1.00 1.00 1,00 1.20 Asst.Public Works Director 1.00 1.00 1.00 1.00 Business Manager 1.00 1.00 1.00 1.00 CMMS Software Specialist 1.00 1.00 1,00 1.00 Confidential Exec. Assistant 1.00 1.00 1.00 1.00 Emergency Services Coordinator 1.00 1.00 1,00 1.00 Environmental Program Coordinator 0.75 0.00 0,00 0.00 GIS Technician 1.00 1.00 1.00 1.00 Public Works Director 1.00 0.75 1.00 1.00 Sr. Administrative Specialist 1.00 1.00 1,00 1.00 Total FTE 9.75 8.75 9.00 9.20 PAGE 146-CITY OF TIGARD PUBLIC WORKS ADMINISTRATION BUDGET UNIT: 6000 FY 2011 FY 2012 FY 2013 2014 2014 2014 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 13 9-75 8-75 9-00 T0121 FTE 9-20 920 9 2 0 0 0 49999-Transfer In 0 0 0 0.0% 0 0 0 Tota ITransfers ln 0 0 0 0.0% 392,868 409,508 439,310 SUM-Salaries-Management 450,524 450,524 450,524 2.6% 247,863 228,054 207,723 51002-Salaries-General 219,578 219,578 219,578 5.7% 0 0 0 51004-Part Time-Regular 0 0 0 0.0% 21,718 1,461 0 51005-Part Time-Temporary 0 0 0 0.0% 2,783 935 3,094 51006-Overtime 3,094 3,094 3,094 0.0% 0 0 2,579 51007-Incentive Pay 2,579 2,579 2,579 0.0% 665,232 639,958 652,706 Total Personal Services-Salaries 675,775 675,775 675,775 3.5% 1,410 4,534 9,075 52001-Unemployment 9,437 9,437 9,437 4.0% 5,437 5,143 7,612 52002-Worker's Compensation 6,105 6,105 6,105 -19.8% 48,884 48,866 50,162 52003-Social Security/Medicare 51,568 51,568 51,568 2-8% 4,444 4,498 4,536 52004-Tri-Met Tax 4,731 4,731 4,731 4.3% 71,864 78,953 83,385 52005-Retirement 85,365 85,365 85,365 2.4% 0 0 0 52006-Retirement-3%ER Match 0 0 0 0.0% 6,876 6,647 6,600 52007-VE13A-ER 6,780 6,780 6,780 23% 1,124 1,052 2,772 52008-Life Ins/ADD/LTD 3,436 3,436 3,436 24.0% 1,509 1,765 1,750 52009-Long Term Disability 0 0 0 -100.01/. 104,097 125,068 129,472 52010-Medical/Dental/Vision 136,347 136,347 136,347 5.3% 11,576 13,015 0 52011-Dental Benefits 0 0 0 0.0% 0 0 3,000 52012-Accrued Vacation 3,000 300 3,000 0.0% 257,221 289,541 298,363 Total Personal Services-Benefits 306,769 306,769 306,769 2.8% 4,896 8,626 20,000 53001-Office Supplies 20,000 20,000 20,000 0.0% 0 0 500 53002-SmallTools&Equipment 500 500 500 0.0% 2,023 2,225 3,000 53003-Fuel 3,000 300 3,000 0.0% 6,919 10,851 23,500 Total Supplies 23,500 23,500 23,500 0.0% 10,010 12,226 123,541 54001-Professional/Contractual Services 83,029 83,029 90,029 -27.1% 1,127 3,797 6,000 54003-Legal Fees 6,000 6,000 6,000 0A% 8,432 10,054 10,000 54006-Software License and Maintenance 5,000 5,000 5,000 -50.0% 0 0 0 54101-R&M-Facilities 0 0 0 0.0% 4,964 1,356 4,000 54113-R&M-Vehicles 4,000 4,000 4,000 0.0% 0 0 1,500 54114-R&M-Office Equipment 1,500 1,500 1$00 0.0% 0 0 0 54115-Vehicle Usage 0 0 0 0.0% 0 0 0 54202-Utifities-Water/Sewer/SWM 0 0 0 0.0% 7,472 11,319 12,920 54205-Utilizes-Phone/Pager/Cells 12,920 12,920 12,920 0.0% 1,339 1,416 1,400 54300-Advertising&Publicity 1,400 1,400 1,400 0.0% 3,463 1,424 610 54301-Fees and Charges 610 610 610 0.0% 32,001 55,573 53,752 54302-Dues&Subscriptions 53,752 53,752 53,752 0.0% 7,150 4,058 7,275 54303-Travel and Training 7,175 7,175 7,175 -1.4% 0 0 0 54306-Credit Card Fees 0 0 0 0.0% 0 0 0 54307-Insurance 0 0 0 0.0% 0 0 0 54309-Rents and Leases 0 0 0 0.0% 27,179 67,467 63,315 54311-Special Department Expenses 75,603 75,603 75,603 19.4% 103,137 168,692 284,313 Total Services 250,989 250,989 257,989 -9.3% PUBLIC WORKS-PAGE 147 PUBLIC WORKS ADMINISTRATION BUDGET UNIT: 6000 FY 2011 FY 2012 FY 2013 s 2014 2014 2014 Adopted vs. Actual Actual Revised Budget Resource SUrnrnary Proposed Approved Adopted FY 13 0 0 0 56003-Vehicles 0 0 0 0.0% 5,206 10,982 10,300 56004-Computer Hardware and Software 10,300 10,300 10,300 0.0% 0 0 0 56006-Equipment 0 0 0 0.0% 5,206 10,982 10,300 Total Capital Improvement 10,300 10,300 10,300 0.0% 0 0 0 57000-Transfer Out 0 0 0 0.0% 0 0 0 57600-Transfer Out to Central Services Fund 0 0 0 0.0% 0 0 0 57650-Transfer Out to Fleet/Property 0 0 0 0.0% Management Fund 0 0 17 Total Transfers Out 0 0 0 ob% 0 0 0 58000-Interdepartmental Costs 0 0 0 0.0% 15,771 12,229 55,494 58100-Indirect Charges-City Management 45,229 45,229 45,229 -18.5% 31510 25,505 29,710 58110-Indirect Charges-Human Resources 34,041 34,041 34,041 14.6% 26,926 24,089 15,696 58120-Indirect Charges-Risk Management 16,221 16,221 16,221 3.3% 79,792 84,375 16,334 58130-Indirect Charges-Office Services 14,951 14,951 14,951 -8.5% 27,430 33,784 28,466 58150-Indirect Charges-Records 20,783 20,783 20,783 -27.0% 12,657 8,158 1,544 58200-Indirect Charges-Finance 795 795 795 -48.5% Administration 9,117 14,844 26,716 58210-Indirect Charges-Financial Operations 26,291 26,291 26,291 -1.6% 0 0 0 58220-Indirect Charges-Utility Billing 0 0 0 0-0% 92,542 86,015 127,808 58230-Indirect Charges-Technology 105,247 105,247 105,247 -17-7% 0 3,794 6,445 58250-Indirect Charges-Contracts and 6,049 6,049 6,049 -6-1% Purchasing 3,018 3,378 0 58630-Indirect Charges-Fleet Maintenance 1,267 1,267 1,267 100.0% 53,620 55,337 82,597 58640-Indirect Charges-Property 143,586 143,586 143586 73.8% 354383 351,509 390,810 Total Internal Services 414,4(11 414,460 414,460 6.1% 1,390,098 1,471,532 1,659,992 'Fatal Public Works Administration 1,681,793 1,681,793 1,688,793 1. i Fr t - } t• Public r t Works . t a rnham Street, Tigard ■ PAGE 148-CITY OF TIGARD PARKS AND GROUNDS BUDGET UNIT: 6100 PROGRAM RESULTS: The Parks and Grounds Division ensure the city's park and open space system: • Is safe,clean,and well maintained. • Is aesthetically pleasing and hospitable to users. •Expands through the purchase of additional park/open space properties. •Provides increased outdoor recreational opportunities for the community. PROGRAM DESCRIPTION.- The Parks&Grounds Division maintains safe,clean parks and open space and continues to provide a variety of outdoor recreational opportunities to the growing Tigard community.Park facilities are maintained to a standard that fosters and encourages their use. As park facilities are added and upgraded,the division's maintenance responsibilities are increased_ ACCOMPLISHMENT5: FY 2012-2013: • Provided the necessary resources to serve customers and maintain facilities. • Constructed and replaced trails to offer more outdoor opportunities/access. • Processed shelter/sports field reservations. •Accomplished City Council and Park and Recreation Advisory Board goals. •Removed non-native vegetation and installed native plants at Jack,Woodard,Summerlake, Cook,Englewood and Summer Creek parks. • Implemented additional Americans with Disabilities Act(ADA)upgrades. • Completed master plans for East Butte Heritage Park,Jack Park,Summer Creek Park,Sunrise, and Paull properties. • Started park development on East Butte Heritage Park,Jack Park,and Summer Creek property. • Completed planning and started construction on the Fanno Creek House for use as a public facility. •Partnered with Tualatin Riverkeepers in a long term contract to provide educational opportunities using the modular facility and surrounding lands at Summer Creek Park. • Purchased additional acreage for parks and open space using the Park Bond and Park SDC funds. PUBLIC WORKS-PAGE 149 PARKS AND GROUNDS BUDGET UNIT: 6100 GOALS&OBfECTIVES FY 2013-2014: • Park Development: continue implementation of Park System Master Plan and Greenway Trails Master Plan including land acquisition and development through use of park bond funds,park SDCs,and outside funding sources. • Develop maintenance standards for the new acquisitions including trails,open space and developed parks. • Identify needs and collect information that will help the Park and Recreation Advisory Board and the City Council meet their respective goals, such as land acquisition and development. • Develop interpretive signage for the Fanno Creek Trail in cooperation with the Intertwine and continue signage upgrades onto other trail systems. • Continue to identify new methods to improve and manage open spaces. • Continue Park Development projects recommended by the Park and Recreation Advisory Board and approved by Council using the park bond funds. •Expected park usage for the coming fiscal year: Studies show local park usage increases during tunes of economic downturn. This occurs because people reduce their travel and forego more expensive forms of recreation. The Parks Division is prepared to meet increased demand through the use of seasonal workers and equipment upgrades made during stronger economic times. WORRL OAD MEASURES 2010-2011 2011-2012 2012-2013 2013-2014 Acres of greenway under stewardship of 211 214 245 252 Tigard Parks Acres of park land managed 232 240 248 251 Estimated park acres purchased using parks 70 11 20 10 bond (does not include acres already purchased). Miles of pedestrian paths 11 11 11 11 inspected/maintained weekly Number of shelters cleaned daily and 9 9 9 9 available For use Sport fields renovated three times per year 8 8 8 9 Playground areas meeting ASTM Standards 17 17 17 18 and are inspected weekly PAGE 150-CITY OF TIGARD PARKS AND GROUNDS BUDGET UNIT: 6100 EFFECTIVENESS MEASURES 2010-2011 2011-2012 2012-2013 2013-2014 Acres of parks/greenspaces per 1000 9.3 9.7 10.3 10.4 citizens Number of complaints regarding facilities 5 5 5 9 Park picnic shelters used daily during peak 80% 80% 80% 80% season (Goal=100%) Playable/available baseball/softball fields 95% 95% 95% 95% (Goal=95%) Playable/available soccer fields (190 days = 85% 85% 85% 85% 100°/0) (Gaal=90%) Playground that meet ASTM Standards (°/o) 95% 95% 97% 97% (Goal=100%) FULL-TIME EQ DIVALENT POSITIONS 2010-2011 2011-2012 2012-2013 2013-2014 Environmental Program Coordinator 1.00 1.00 1.00 1.00 Parks & Grounds Manager 0.75 0.75 0.75 0.75 Parks & Grounds Supervisor 1.00 1.00 1.00 1.00 Senior Utility Worker 2.00 2.00 2.00 2.00 Utility Worker II 5.00 5.00 5.00 5.00 Total FTE 9.75 9.75 9.75 9.75 dL 1 Voodard Park in Tigard, Oregon PUBLIC WORKS-PAGE 151 PARKS AND GROUNDS BUDGET UNIT: 6100 FY 2011 FY 2012 FY 2013 Budget et Resource Summa 2014 2014 2014 Adopted vs. Actual Actual Revised Proposed Approved Adopted FY 13 9.75 9.75 9.75 Total FTE 9.75 9.75 9.75 0 0 0 49999-Transfer In 0 0 0 0-0% 0 0 0 Total Transfers In 0 0 0 0.0% 122,958 132,173 142,315 51001-Salaries-Management 140,380 140,380 149,380 -1.4% 400,000 416,854 391,451 51002-Salaries-General 436,311 436,311 436,311 11.5% 62,770 84,086 103,140 51005-Part Time-Temporary 116,116 116,116 116,116 12.6% 11,269 7,837 12,377 51006-Overtime 12,377 12,377 12,377 0-0% 596,997 640,950 649,283 Total Personal Services-Salaries 705,184 705,184 705,184 8.6% 1,320 4,547 8,819 52001-Unemployment 9,832 9,832 9,832 11.5% 13503 17,099 21,970 52002-Worker's Compensation 18,226 18,226 18,226 -17.0% 45,733 49,739 49,070 52003-Social Security/Medicare 53,915 53,915 53,915 9.9% 4,104 4,508 4,437 52004-Tri-Met Tax 4,962 4,962 4,962 11-8% 52,625 59,321 62,801 52005-Retirement 64,462 64,462 64,462 2.6% 0 0 0 52006-Retirement-Y/a ER Match 0 0 0 0.0% 8,193 8,094 7,350 52007-VESA-ER 8,250 8,250 8,250 12.2°i 575 579 1,911 52008-Life Ins/ADD/LTD 2,417 2417 2,417 26.5% 1,246 1,340 0 52009-Long Term Disability 0 0 0 0.0% 119,681 143,760 151,612 32010-Medical/Dental/Vision 171,879 171,879 171,879 13.4% 14,229 16,192 0 52011-Dental Benefits 0 0 0 0.0°/ 0 0 0 52012-Accrued Vacation 0 0 0 0.0% 261,209 305,179 307,979 Total Personal Services-Benefits 333,943 333,943 333,943 8.4% 1463 700 800 53001-Office Supplies 800 800 800 0.0% 9,003 1626 6,000 53002-Small Tools&Equipment 6,000 6,000 6,000 0.0% 22,996 30,046 28,500 53003-Fuel 30,494 30,494 30,494 7.0% 688 363 0 53307-Dog Park Social Srvc Grant Exp 0 0 0 0-01 96 0 0 53308-Dog Park Trust Account Expense 0 0 0 0.0% 34,446 36,735 35,300 Total Supplies 37,294 37,294 37,294 5.6°/ 68,7--9 87,871 185,285 54001-Professional/Contractual Services 147,075 147,075 147,075 -20.6 4,914 5,832 2,000 54003-Legal Fees 2,000 2,000 2,000 0.0% 760 305 5,100 54101-R&M-Facilities 5,100 5,100 5,100 0.01 54,286 72,545 89,700 54105-R&M-Grounds 89,700 89,700 89,700 0.0% 47,085 29,533 35,980 54113-R&M-Vehicles 35,000 35,000 35,000 -23% 0 0 0 54114-R&M-Office Equipment 0 0 0 0.0% 0 U 0 54115-Vehicle Usage 0 0 0 0.0% 0 0 0 54201-Utilities-Electric 0 0 0 0.0% 406 541 500 54202-Utilities-Water/Sewer/SWM 500 500 500 0.0% 0 0 0 54204-Utilities-Garbage 0 0 0 0.0% 3,985 5,453 5,400 34205-Utilites-Phone/Pager/Cells 5,400 5,400 5,400 0.0% 765 0 0 54300-AAvertising&Publicity 1,000 1,000 1,000 100.0% 47 50 967 54301-Fees and Charges 1,046 1,046 1,046 8-2% 4,025 1,000 4,200 54302-Dues&Subscriptions 2,200 2,200 2,200 -47.6% 3,267 4,364 2,600 54303-Travel and Training 2,900 2,900 2,900 11-5% 0 0 0 54306-Credit Card Fees 0 0 0 0-0% 0 0 0 54307-Insurance 0 0 0 0-0% 988 2,179 5,000 54309-Rents and Leases 6,250 6,250 6,250 25.0% 3,664 3,986 3,800 54311-Special Department Expenses 4,400 4,400 4,400 15.8% 192,321 213,658 340,532 Total Services 302,571 302,571 302,571 -11.1 PAGE 152-CITY OF TIGARD PARKS AND GROUNDS BUDGET UNIT: 6100 FY 2011 FY 2012 FY 2013 BUdgct Resource Summary 2014 2014 2014 Adopted vs. Actual Actual Revised Proposed Approved Adopted FY 13 0 0 0 56001-Land 15,000 15,000 15,000 100.01/. 47533 23,123 0 56002.Buildings&Improvements 0 0 0 0.0% 0 0 0 56003-Vehicles 0 0 0 0.0% 0 577 4,000 56004-Computer Hardware and Software 4,000 4,000 4,000 0.01/ 78,089 66,533 45,000 56006-Equipment 30,000 30,000 30,000 -33.34 125,622 90,232 49,000 Total Capital Improvement 49,000 49,000 49,000 0.04 0 0 0 57000.Transfer Out 0 0 0 0.0% 0 0 0 57600.Transfer Out to Central Services Fund 0 0 0 0.0% 0 0 0 57650-Transfer Out to Fleet/Property 0 0 0 0.0% Management Fund 0 0 0 Total Transfers Out 0 0 0 0.0% 0 0 0 58000-Interdepartmental Costs 0 0 0 0-0% 19514 15,938 30,622 58100-Indirect Charges-City Management 23,018 23,018 23,018 -24.8% 31,183 28,421 28,885 58110-Indirect Charges-Human Resources 36,076 36,076 36,076 24-9 41,021 41,314 33,616 58120-Indirect Charges-Risk Management 39,735 39,735 39,735 18.2% 0 0 10,214 58130-Indirect Charges-Office Services 10,290 10,290 10,290 0-7 0 0 0 58150-Indirect Charges-Records 299 299 299 100.0% 15,662 10,615 1,504 58200.Indirect Charges-Finance 818 818 818 -45-6 Administration 11,291 19,314 32,676 58210-Indirect Charges-Financial Operations 32,787 32,787 32,787 0.3% 0 0 0 58220.Indirect Charges-Utility Billing 0 0 0 0.0°/ 22,211 20,646 39,648 58230-Indirect Charges-Technology 36,204 36,204 36,204 -8.7% 0 4,940 15,245 58250.Indirect Charges-Contracts and 10,569 10,569 10,569 -30.7 Purchasing 25,655 20,259 13,184 58630-Indirect Charges-Fleet Maintenance 24,680 24,680 24,680 87.2% 53,075 61,673 40,274 58640-Indirect Charges-Property 54,606 54,606 54,606 35.6% 219,612 223,120 245,868 Total Internal Services 269,082 269,082 269,082 9.4% 1,430,207 1509,874 1,627,953 Total Parks and Grounds 1,697,074 1,697,674 1,697,074 PUBLIC WORKS-PAGE 153 STREET MAINTENANCE BUDGET UNIT: 6200 PROGRAMRESULTS. The Streets Maintenance Division provides a transportation system that is safe for pedestrians, bicyclists,and the motoring public. PROGRAM DESCRIPTION.- The Street Maintenance Division's primary functions include: • Installation and maintenance of street and traffic signs. • Installation and maintenance of guardrails and barricades •Pavement preservation,crack sealing,and patching • Grading and maintenance of rock roads and road shoulders •Maintenance of off-street bicycle paths • Installation and maintenance of street markings • Installation and maintenance of traffic control devices •Tree trimming and streetlight clearance • Snow and ice management The Street Maintenance Division also administers the contract for street sweeping services,though this contract cost is budgeted in the Stormwater Division. The Street Maintenance Division is responsible for. •Maintaining street light clearance on a yearly cycle. • Inspecting and refreshing street markings throughout the city. • Complete dig-out repairs on arterial,collector,and residential streets. • Completing all pavement repairs for the Water,Stormwater,and Sanitary Sewer Divisions' utility excavations. • Inspecting and maintaining 10,700 signs and posts in the city. • Overseeing a contract for right-of-way mowing. • Overseeing the street sweeping contractor. • Overseeing the Right of Way Maintenance contract funded by the Street Maintenance Fee. The functions performed by the Street Maintenance Division are accomplished through a combination of in-house and contracted services. ACCOMPI_LSHMFNTS: IN 2012-2013: • Repaired or refreshed street markings in all school zones within the city. • Cleared street lights of all obstructions due to overgrown vegetation. • Repaired or refreshed street markings as needed citywide. • Supported the Capital Improvement Plan (CIP)project and major maintenance by completing excavations and patching prior to surface treatments. PAGE 154-CITY OF TIGARD STREET MAINTENANCE BUDGET UNIT: 6200 GOALS&OBJECTIVES. FY 2013-2014: • Manage the maintenance database. • In cooperation with the city's capital transportation,maintenance and improvement programs, operate a transportation system that is safe for pedestrians,bicyclists,and the motoring public_ •Provide outstanding service to internal and external customers. •Continue to develop the Right of Way Maintenance Program with funds received from the ROW maintenance component of the Street Maintenance Fee. •Complete all dig out paving repairs prior to slurry sealing and major overlays. WORKLOAD MEASURES 2010-2011 2011-2012 2012-2013 2013-2014 Dig out pothole repairs(square yards) 2,380 3,159 3,000 3,000 Freshen street markings in sections 5 5 5 5 EFFECTIVENESS MEASURES 2010-2011 2011-2012 2012-2013 2013-2014 Number of complaints regarding high 5 5 4 4 weeds and grass obstructing visibility Number of complaints regarding street 10 10 8 8 conditions Overall Pavement Condition Index (PCI)of 68.7 69 69.4 69.5 Street Svstem: (Goal,based upon Council approval of SMF increase in January,2010,is to meet or exceed a PCI of 67.0) FULL-TIME EQUIVALENT POSITIONS 2010-2011 2011-2012 2012-2013 2013-2014 Park tk Grounds Manager 0.00 0.00 0,00 0.25 Senior Utility Worker 1.00 1.00 1,00 1.00 Street Supervisor 1.00 1.00 1.00 1.00 Utility Worker II 5,00 5.00 5,00 5.00 Total FTE 7,00 7.00 7.00 7.25 PUBLIC WORKS-PAGE 155 STREET MAINTENANCE BUDGET UNIT: 6200 FY 2011 FY 2012 FY 2013 2014 2014 2014 Adapted vs. Actual Actual Revises Budct Resource 5urnrnary proposed Approved Adopted FY 1.3 7.01 7.00 7.00 TotaIFTE 7.25 7.25 7.25 67,943 69,527 71,435 51001-Salaries-Management 94,258 94,258 94,258 31.9% 275,834 287,557 302,286 51002-Salaries-General 306,954 306,954 306,954 1.5% 0 0 0 51005-Part Time-Temporary 0 0 0 0.0% 9,937 4,978 8,251 51006-Overtime 8,251 8,251 8,251 0.0% 353,714 362,062 381,972 Total Personal Services-Salaries 409,463 409,463 409,463 7.2% 767 2,540 5,265 52001-Unemployment 5,734 5,734 5,734 8.9% 14,033 16,723 25,004 52002-Worker's Compensation 21,973 21,973 21,973 -12.1% 27,145 27,503 29,2220 52003-Social Security/Medicare 31,324 31,324 31,324 7.2% 2,433 2,518 2,642 52004-Tri-Met Tax 2,874 2874 2,874 8.8% 38,215 37,121 41,056 52005-Retirement 44,716 44,716 44,716 8.9% 0 U 0 52006-Retirement-3%ER Mitch 0 0 0 0.0% 5,818 6,107 6,000 52007-VEBA-ER 6,150 6,150 6,150 2.5% 347 352 1,428 52008-Life Ins/ADD/LTD 1,780 1,780 1,780 24.6% 902 866 0 52009-Long Term Disability 0 0 0 0.0% 68,999 87,480 106,478 52010-Medical/Dental/Vision 113,237 113,237 113,237 6.3% 7,812 10,163 0 52011-Dental Benefits 0 0 0 0.0010 166,471 191,372 217,093 Total Personal Services-Benefits 227,788 227,788 227,788 4.9% 130 126 250 53001-Office Supplies 250 250 250 0.0% 5,404 5,713 5,960 53002-Small Tools&Equipment 5,960 5,960 5,960 0.0% 17,401 27,189 25,000 53003-Fuel 30,000 30,000 30,000 20.0% 22,935 33,027 31,210 Total Supplies 36,210 36,210 36,210 16.0% 126,206 123,019 268,970 54001-Professional/Contractual Services 229,370 229,370 244,370 -9.1% 2,127 273 1,000 54003-Legal Fees 1,000 1,000 1,000 0.0010 90,932 90205 131,036 54101-R&M-Facilities 131,036 131,036 131,036 0.0% 25,641 14,239 26,000 54113-R&M-Vehicles 26,000 26,000 26,000 0.0% 0 0 0 54114-R&M-Office Equipment 0 0 0 0.0% 0 0 0 54115-Vehicle Usage 0 0 0 0.0% 0 0 0 54202-Utilities-Water/Sewer/SWM 5,000 5,000 5,000 100.0% 1,687 2,211 6,480 54205-Utifites-Phone/Pager/Cells 6,480 6,480 6,480 0.0% 808 0 300 54300-Advertising&Publicity 300 300 300 0.0% 100 0 400 54301-Fees and Charges 0 0 0 -100.0% 116 119 300 54302-Dues&Subscriptions 300 300 300 0.0% 1,593 179 2,470 54303-Travel and Training 2,470 21470 2,470 O.O% 0 0 0 54306-Credit Card Fees 0 0 0 0.0% 0 0 0 54307-Insurance 0 0 0 0.0% 0 476 1,000 54308-Property Damage 1,000 1,000 1,0D0 O.O% 1,078 0 6,000 54309-Rents and Leases 11,000 11,000 11,000 83.3% 1,647 2,336 2,000 54311-Special Department Expenses 2,000 2,000 2,000 0.0% 251,935 233,056 445,956 Total Services 415,956 415,956 430,956 -3.4% 0 77,737 0 56003-Vehicles 0 0 0 0.0% 0 47'90 44,508 56004-Computer Hardware and Software 44,508 44,508 44,508 0.0% 4,614 72,000 0 56006-Equipment 0 0 0 0.0% 4,614 197,026 44,508 Total Capital Improvement 44,508 44,508 44,508 0.0% PAGE 156-CITY OF TIGARD STREET MAINTENANCE BUDGET UNIT: 6200 FY 2011 FY 2012 FY 2013 2014 2014 2014 Adopted vs. Actual Actual Revised Budget RC50uiCC Summary 2014 Approved Adopted FY 13 0 u 0 57600-Transfer Out to Central Services Fund 0 41 0 0.0% 0 0 i) 57650-Transfer Out to Fleet/Property 0 0 0 ok% Management Fund 0 0 II Total Transfers Out 0 0 0 0.0% 0 0 174,279 58000-Interdepartmental Costs 2121850 212,850 212,850 22.1% 98,778 12,652 24,633 58100-Indirect Charges-City Management 17,846 17,846 17,846 -27-0% 0 20,411 23,108 58110-Indirect Charges-Human Resources 26,826 26,826 26,826 16-1% 0 19,094 23,027 58120-Indirect Charges-Risk Management 32,832 32,832 32,832 42.6% 0 0 4,463 58M-Indirect Charges-Office Services 3,444 3,444 3,444 -22-8% 0 0 0 58150-Indirect Charges-Records 385 385 385 100-0% 79,294 8,440 6,168 58200-Indirect Charges-Finance 1,051 1,051 1,051 -83-0% Administration 57,176 15,357 21,978 58210-Indirect Charges-Financial Operations 23,655 23,655 23,655 7.6% 0 0 0 58220-Indirect Charges-Utility Billing 0 0 0 0.07. 0 17,200 15,740 58230-Indirect Charges-Technology 13,643 13,643 13,643 -13.3% 0 3,927 3,855 58250-Indirect Charges-Contracts and 15,521 15,521 15,521 302.6% Purchasing 16,600 15393 7,750 58630-Indirect Charges-Fleet Maintenance 12,593 12,593 12,593 62.5% 38,105 44,264 73,4.53 58640-Indirect Charges-Property 60,239 60,239 60,239 -18.0% 289,955 156,540 378,454 Total Internal Services 420,885 420,883 4``'0,885 11.2% 1,089,622 1,173,084 1,499,193 Total Street Maintenance 1,554,810 1,554,810 1,569,810 4.7% 1 h A City workers install a crosswalk on a street with high foot traffic PUBLIC WORKS -PAGE 157 PW ENGINEERING BUDGET UNIT: 6250 PROGRAM RESULTS: • Provide professional level support for the adopted City Council goals and objectives. • Insure that the city's infrastructure is maintainable and upgradable as required to protect and extend its useful life and provide capacity for future growth. • Provide transportation projects that address all modes of travel (transit,bike,pedestrian and vehicular) that maximize safety while minimizing long term maintenance costs. •Enhances environmental quality and addresses potential health and safety issues for the citizens of Tigard by providing exceptional quality drinking water,storm drain,and sanitary sewer facilities. •Fosters the creation of partnerships with other local,regional and state jurisdictions to plan, fund and construct improvements to key local state and county infrastructure facilities within the city. •Related to the (5) Year Capital Improvement Plan:gather,analyze,prioritize infrastructure improvements and recommend to the City Council a planned and adequately funded program. PROGRAM DESCRIPTIO N.• The Engineering Division is directed by the City Engineer and provides professional level services related to design,project management,construction inspection and similar services for publically funded capital improvement projects on the city's infrastructure. Engineering also provides similar technical services on an `as needed'basis to the Community Development Department for privately financed residential,commercial and industrial development occurring within the city and technical assistance to other departments for infrastructure master planning efforts,cost estimation, infrastructure operations/maintenance,traffic management and provides infrastructure `as-built' information to the city's GIS. ACCOMPLISHMENTS: FY 2012-2013: Highlights of the Capital Improvement Plan (CIP)implementation in FY 2012-2013 include the following. • Continued improvements to the city's roadway infrastructure under the ciWs `Pavement Management Program'by: overlaying approximately (3) miles,slurry sealing approximately (16) miles and crack sealing approximately(18) miles. Continued planning for similar related projects in 2013-2014 is planned. • Pacific Highway 99W/Gaarde/McDonald Project: completed alternative analysis,made recommendation on alternative to move forward into design to the City Council (accepted and adopted),entered into a Cooperative Improvement Agreement with the Oregon Department of Transportation (ODOT) and Washington County to secure sufficient funding commitments to move through preliminary design and right-of-way acquisition into construction(Estimated project completion is 2016). PAGE 158- CITY OF TIGARD PW ENGINEERING BUDGET UNIT: 6250 •Main Street Reconstruction Project:Phase 1- Evaluated design `refinements' requested by the City Council, finalized the construction plans/specifications and commenced the acquisition of the necessary easements and right-of-way. Estimated project completion is 2015. Phase 2- Commenced the application process to secure funding. Main Street`off street'parking lot- Completed the design and finalized the construction plans/specifications (Estimated project completion is 2012). •Tigard Street Trail,the proposed Ash Avenue rail crossing and the Tiedeman/North Dakota reconfiguration: met with representatives of the ODOT Rail Division and the Portland and Western Railroad to finalize the`railroad related'requirements for the projects. •Related to a previously unfunded CIP to reconstruct Walnut Street between 116th and Tiedeman: secured funding under the Washington County`MSTIP'to finalize the previously prepared City design and to proceed to construction(Estimated completion is 2015). • Completed the McDonald/103rd storm drainage improvements_ • Benchview Creek Sewer Line Stabilization project: completed property acquisition,commenced design and permitting processes. • Derry Dell sewer and culvert replacement project: completed property acquisition,commenced design and permitting processes.Responded to dozens of citizen requests planned/complaints regarding traffic issues and implemented several minor traffic flow and/or parking adjustments for improved safety and livability. • `Park Bond'projects: commenced the master planning process for Summer Creek Park (Estimated completion 2013),finalized construction plans/specifications for East Butte Heritage Park and the Fanno Creek House (Estimated completion 2013). • Completed the replacement of 138`pedestrian count down'signal heads throughout the city. •Related to the proposed Wal-Mart project: worked extensively with the project engineer and ODOT to prepare and finalize plans/specifications for conditioned improvements to the city's infrastructure,completed the execution of a`Cooperative Improvement Agreement'outlining the individual responsibilities of the city,Wal-Mart and ODOT related to condition improvements to the city's infrastructure (Estimated completion 2014). •Related to the Washington County Scholls Fern Widening Project: commenced the design of upsizing the City's water and sanitary sewer lines within the planned roadway for future service to River Terrace (Estimated completion 2014). •Related to the CWS `Healthy Streams'initiative: continued to provide necessary program compliant projects and planning efforts. Professional technical and project management support. •Related to the Lake Oswego-Tigard Water Partnership: commenced the property acquisition process for the Milton Court Pump Station Facility and continued to provide professional level support on other planned improvements. PUBLIC WORKS-PAGE 159 PW ENGINEERING BUDGET UNIT: 6250 GOALS&OBfECTIVES.- FY 2013-2014: • Implement the funded projects in the Capital Improvement Plan(CIP). • Coordinate with Clean Water Services(CWS) on the ongoing Fanno Creek Master Planning efforts. •With input from the City Council and others,revise the CIP prioritization program/process. • Continue to coordinate with and provide assistance to other divisions and departments as needed in support of council goals,city programs,and proposed developments. • Continue implementation strategy relating to Tigard's 20-year City Facility Plan. • Continue to improve the Engineering Department sourced`time tracking'program to improve resource allocation information for future projects and funding requirements. • Continue to evaluate and develop a`user friendly'financial software tool/program to replace the existing manual sourced process of tracking CIP expenditures. •Provide technical support for the City of Tigard Water Partnership. WORALOAD MEASURES 2010-2011 2011-2012 2012-2013 2013-2014 Number of Active CIP Projects 34 45 41 40 Pavement Management Program Miles of 5 2.5 3 3.5 Overlay Per Year.*includes stimulus funded overlays in 2010-2011 Pavement Management Program Miles of 13 14 16 13 Slurry Seal Per Year. Pavement Management Program Overall 1,943,900 1,100,000 1,390,000 1,660,000 Dollars Invested Per Year.*includes stimulous funding in FY 2010-2011 EFFECTIVENESS MEASURES 2010-2011 2011-2012 2012-2013 2013-2014 Overall Pavement Condition Index (PCI)of 68.7 69.0 69.4 69.5 Street System: (Goal,based upon Council approval of SMF increase in January,2010,is to meet or exceed a PCI of 67.0) Percent of CIP projects rated as 100% 100% 100% 100% "Successful"by Project Review Teams (PRT's). (Goal=100%) PAGE 160-CITY OF TIGARD PW ENGINEERING BUDGET UNIT: 6250 FULL-TIME EQUIVALENT POSITIONS 2010-2011 2011-2012 2012-2013 2013-2014 City Engineer 1.00 1.00 1.00 1.00 City Surveyor 1.00 1.00 0.00 0.00 Engineering Inspection Supervisor 1.00 1.00 1.00 1.00 Engineering Manager 1.00 1.00 1.00 1.00 Engineering Technician I 0.00 0.00 1.00 1.00 Engineering Technician II 1.00 1.00 1.00 1.00 Environmental Program Coordinator 0.00 0.00 0.00 1.00 Project Engineer 1.00 1.00 1.00 1.00 Senior Administrative Specialist 0.80 0.80 1.00 1.00 Senior Engineering Technician 3.00 3.00 3.00 3.00 Senior Project Engineer 2.00 2.00 2.00 2.00 Total FTE 11.80 11.80 12.00 13.00 Capital Improvement Projects SWB'ROGKMAw•sr� / 0 street • Sanitary w SW ■ • Water ® Parks s hq'4,4 y • Storm Water 0 Facility y O P o r t land z Tigard City Boundary 3 2 y s Amino Beaverton o zq x y 9L� h w �P h F • f�\�• y 3 ■ + Ooh 9'<•NWT *It S�•KFR•R o �r i 3 • SW GAARDE•S•T S�ODO -1)S, • L.•� ® Lake Oswego 6 � SWBONITA•RD y GSC M0UT�IIN.R,D w S O O x ` � o King 3 y •BEEF•BENO•RD City SWi RHAM•RD 5`t't o � J Durham �ivalatin Map of Tigard, illustrating projects throughout the city. PWI Engineering design and constructs Capital Improvement pro- jects from improving public streets, city-maintained water, sewer and stormwater utilities, as well as construction of new facilities forparks PUBLIC WORKS-PAGE 161 PW ENGINEERING BUDGET UNIT: 6250 FY 2011 FY 2012 FY 2013 2014 2014 2014 Adopted vs. Actual Actual Revises Budget Resource 5urnrnary Proposed Approved Adopted FY 13 11-80 11-80 12-00 Total FTE 13-00 13-00 13-00 0 0 0 49999-Transfer In 0 0 0 0.0% 0 0 0 Total Transfers In 0 0 0 0.0% 556,948 572,448 461,139 51001-Salaries-Management 461,157 461,157 461,157 0-0% 283,710 306,331 427,417 51002-Salaries-General 518,396 518,396 518,396 213% 0 -1,748 0 51004-Part Time-Regular 0 0 0 0.0% 10,984 10,428 0 51005-Part Time-Temporary 0 0 0 0.0% 9,119 8,170 7,220 51006-Overtime 7,220 7,220 7,220 0.0% 860,761 895,629 895,776 Total Personal Services-Salaries 986,773 986,773 986,773 102% 1,877 6,378 12,379 52001-Unemployment 13,490 13,490 13,490 9.0% 7,385 8,548 13,844 52002-Worker's Compensation 13,404 13,404 13,404 -32% 66,496 70,350 69,041 52003-Social Security/Medicare 75,423 75,423 75,423 92% 5,917 6,329 6,242 52004-Tri-Met Tax 6,922 6,922 6,922 10.9% 165,289 105,505 110,866 52005-Retirement 117,007 117,007 117,007 5.5% 0 0 0 52006-Retirement-3%ER Match 0 0 0 0.0% 8,772 8,393 9,150 52007-VEBA-ER 10,200 10,200 10,200 11-5% 928 847 3,248 52008-Life Ins/ADD/LTD 4,125 4,125 4,125 27.0% 2,329 2,079 0 52009-Long Term Disability 0 0 0 0.0% 145,708 167,852 183,081 52010-Medic2l/Dent2l/Vision 223,286 223,286 223,286 22-0% 17.246 17,963 0 52011-Dental Benefits 0 0 0 0.0% 0 6 2,796 52012-Accrued Vacation 2,796 2,796 2,796 0.0% 361,947 394,241 410,646 Total Personal Services-Benefits 466,653 466,653 466,653 13.6% 9,196 6,773 9,150 53001-Office Supplies 9,350 9,350 9,350 2-2% 1,249 9,815 5,000 53002-Small Tools&Equipment 5,378 5,378 5,378 7.6% 2,260 4,'`05 2,000 5.3003-Fuel 6,961 6,961 6,961 248.1% 12,705 20,793 16,150 Total Supplies 21,689 21,689 21,689 343% 10,630 13,040 78,700 54001-Professional/Contractual Services 93,733 93,733 93,733 19-1% 3,878 1,683 4,000 54003-Legal Fees 4,000 4,000 4,000 0.0% 7,115 6,742 9,000 54006-Software License and Maintenance 9,000 9,000 9,000 0.0% 1,128 0 0 541[01-R&M-Facilities 0 0 0 0-0% 5,035 4241 4,000 54113-R&M-Vehicles 7,500 7,500 7$00 87.5% 0 0 2,000 54114-R&M-Office Equipment 2,000 2,000 2,000 0.0% 0 0 0 54115-Vehicle Usage 0 0 0 0.0% 0 0 0 54202-Utilities-Water/Sewer/SWM 0 0 0 0.0% 3,330 3,449 2,400 54205-Utifites-Phone/Pager/Cells 4,220 4,220 4,220 75.8% 0 90 0 54300-Advertising&Publicity 0 0 0 0.0% 2,018 1,034 1,500 54301-Fees and Charges 1,500 1,500 1500 0.0% 1,499 1,420 2,000 54302-Dues&Subscriptions 2,000 2,000 2,000 0-0% 7,129 8,672 9,500 54303-Travel and Training 10,071 10,071 10,071 6.0% 0 0 0 54306-Credit Card Fees 0 0 0 0.0% 0 0 0 54307-Insurance 0 0 0 0-0% 0 0 0 54309-Rents and Leases 0 0 0 0.0% 11,670 2,460 3,850 54311-Special Department Expenses 4,150 4,150 4,150 7.8% 53,432 40,231 116,950 Total Services 138,174 138,174 138,174 18.1% PAGE 162-CITY OF TIGARD PW ENGINEERING BUDGET UNIT: 6250 FY 2011 FY 2012 FY 2013 B `a et Resource Summa 2014 2014 2014 Adapted vs. Actual Actual Revised Proposed Approved Adopted FY 13 0 0 0 56003-Vehicles 0 0 0 0.0% 0 5,501 5,000 56004-Computer Hardware and Software 5,000 5,000 5,000 0.0% 0 0 0 56006-Equipment 0 0 0 0.0% 0 5,501 5,000 Total Capital Improvement 5,000 5,000 5,000 0,0% 0 0 0 57000-Transfer Out 0 0 0 0.0% 0 0 0 57600-Transfer Out to Central Services Fund 0 0 0 0,0% 0 0 0 57650-Transfer Out to Fleet/Property 0 0 0 0.0% Management Fund 0 0 0 Total Transfers Out 0 0 0 0.0% 0 0 0 58000-Interdepartmental Costs 0 0 0 0.0% 18,806 10,303 77,485 58100-Indirect Charges-City Management 68,422 68,422 68,422 -11.7% 37,741 34,397 39,613 58110-Indirect Charges-Human Resources 48,101 48,101 48,101 21.4% 31,209 29,706 24,36 58120-Indirect Charges-Risk Management 30,766 30,766 30,766 26.5% 4,713 4,914 30,066 58130-Indirect Charges-Office Services 30,279 30,279 30,279 0.716 34,076 41,187 50,250 58150-Indirect Charges-Records 33,083 33,083 33,083 -34.2% 15,107 10,898 1,651 58200-Indirect Charges-Finance 1,002 1,002 1,002 -39.3% Administration 10,895 19,831 28,208 58210-Indirect Charges-Financial Operations 29,148 29,148 29,148 3.3% 0 0 0 58220-Indirect Charges-Utility Billing 0 0 0 0.0% 33,317 30,970 145,398 58230-Indirect Charges-Technology 119,679 119,679 119,679 -17.7% 0 5,566 7,603 58250-Indirect Charges-Contracts and 4,039 4,039 4,039 -46,916 Purchasing 2,147 0 5,406 58630-Indirect Charges-Fleet Maintenance 1,302 1,302 1,302 -75.9*6 44,825 42,100 22,128 58640-Indirect Charges-Property 26,404 26,404 26,404 19.31/0 _'32,856 235,932 432,134 Total Internal Services 39 ,-5 3112,225 392225 -9,2% 1,521,681 1592,331 1,876,6 Total PW Engineering 2010,514 2,010,514 2,010,514 7- PUBLIC WORKS-PAGE 163 HEALTHY STREAMS BUDGET UNIT: 6260 PROGRAM RESULTS: The Healthy Streams Program implements watershed protection and restoration actions that improve the health of our green storm water infrastructure (our local creeks and streams). PROGRAM DESCRIPTION.• The program focuses on improving water quality in the Tualatin Basin and is tied to actions needed to meet water quality standards for the regional TMDL and MS4 permits (state and federal permits required to run our regional storm and sewer infrastructure) The program focuses on three components including storm water outfall retrofits,culvert improvements,and riparian corridor restoration. For FY 2013-2014,the staff support for this service was moved to PW Engineering. Related professional services will continue to run through this division. ACCOMPLISHMENTS.- FY CCOMPLISHMENTS:FY 2012-2013: • Implemented the Clean Water Services (CWS) Healthy Streams Plan community tree planting goals by hosting two"Tree for Alls" These activities attracted 210 volunteers who donated more than 840 hours of labor and installed 2,305 native plants along city awned stream corridors. Also supported 5 volunteer events for ivy pulling, fern/wildflower planting,and trash pickup in city riparian corridors. • Implemented additional community tree planting goals through the use of contracted labor installing over 5,160 native trees and shrubs and restoring 9.5 acres of riparian corridor on Fanno, Kruger,and Pinebrook Creeks. • Supported the purchase of flood plain at the mouth of Derry Dell Creek to support reconnection of the stream back to the flood plain and to accommodate the replacement of the Walnut Street culvert at Derry Dell Creek and the removal of a culvert at the edge of Fanno Creek. • Completed an outfall study and identified the top 20 outfalls for future retrofitting. • Promoted the Canines for Clean Water Program and designed and installed signs that educated the public about the water quality effects of duck feeding at 3 problem feeding sites. This work was completed in partnership with Tualatin Basin Partners for Clean Water • Completed site assessments of all culverts located along Derry Dell Creek. GOALS&OBfECTIVES.- FY 2013-2014: Implement CWS Healthy Streams Plan recommendations for Tigard by: •Restoring a minimum of 4.66 acres of riparian corridor along new sections of Fanno and Ash Creeks. PAGE 164-CITY OF TIGARD HEALTHY STREAMS BUDGET UNIT: 6260 •Working in partnership with CWS,remove a culvert at the mouth of Derry Dell Creek and replace 2 failed fish blocking culverts at Walnut Street and Derry Dell Creek. • Developing conceptual plans and cost estimates for the retrofitting of 2 priority outfalls. • Completing on site assessments of Summer Creek and Krueger Creek culverts W01ML.OAD MEASURES 2010-2011 2011-2012 2012-2013 2013-2014 Native trees/shrubs planted for Healthy 20,309 16,924 13,539 10,154 Streams Plan EFFECTIVENESS MEASLIR 2010-2011 2011-2012 2012-2013 2013-2014 New Acres of Riparian Corridor Under 8.10 6.80 5.40 4.66 Restoration(increased shade/nutrient uptake/erosion control) FULL-TIME EQUIVALENT POSITIONS 2010-2011 2011-2012 2012-2013 2013-2014 Environmental Program Coordinator 0.00 0.00 1.00 0.00 Total FTE 0.00 0.00 1.00 0.40 Fanno Creek is a 15 mile tributary of the Tualatin River, that connects communities in the metro region from Portland to Durham. It runs 2.7 miles through Tigard PUBLIC WORKS-PAGE 165 HEALTHY STREAMS BUDGET UNIT: 6260 FY 2011 FY 2012 FY 2013 2014 2014 2014 Adopted vs. Actual Actual Revised Budget Resource Summary proposed Approved Adapted FY 13 6.00 0.00 1.00 T012IFTE 0.00 0.U0 0.00 0 0 71,068 51002-Salaries-General 0 0 0 -100-0% 0 0 0 MOOS-Part Time-Temporary 0 0 0 0.0% 0 0 0 51006-Overtime U 0 0 0.0% 0 0 0 51007-Incentive Pay 0 0 0 0.0% 0 0 71,068 Total Personal Services-Salaries 0 0 0 -100-0% 0 0 979 52001-Unemployment 0 0 0 -100.0% O 0 _,041 52002-Worker's Compensation 0 0 0 -100.07. O 0 5,437 52003-Social Security/Medicare 0 0 0 -100.07. 0 0 492 52004-Tri-Met Tax 0 0 0 -100-0% 0 0 7,106 52005-Retirement 0 0 0 -100-0% 0 0 900 52007-VERA-ER 0 0 0 -100.0% 0 0 168 52008-Life Ins/ADD/LTD 0 0 0 -100.0.1° O 0 0 52009-Long Term Disability 0 0 0 0.0% 0 0 21,193 52010-Medical/Dental/Vision 0 0 0 -100-0 0 0 0 52011-Dental Benefits 0 0 0 0-0 0 0 0 52012-Accrued Vacation 0 0 0 0.0% 0 0 38,916 Total Personal Services-Benefits 0 0 0 -100.0°10 0 0 200 53001-Office Supplies 0 0 0 -100-0% 0 0 378 53002-Small Tools&Equipment 0 0 0 -100.0% 0 0 1,000 53003-Fuel 0 0 0 -100.0 0 0 0 53006-Technology Equipment under$5,000 0 0 0 0.0% 0 0 1,578 Total Supplies 0 0 0 -100-0 0 0 84,658 54001-Professional/Contractual Services 10,000 10,000 10,000 -88-2 0 0 1,000 54113-R&M-Vehicles 0 0 0 -100-0 0 0 720 54205-Utilites-Phone/Pager/Cells 0 0 0 -100.07° 0 0 0 54300-Advertising&Publicity 0 0 0 0.07° 0 0 0 54302-Dues&Subscriptions 0 0 0 0.0% 0 0 571 54303-Travel and Training 0 0 0 100.0% 0 0 300 54311-Special Department Expenses 0 0 0 -100.0% 0 0 87,249 Total Services 10,000 10,000 10,000 -88-5 0 0 0 56004-Computer Hardware and Software 0 0 0 0.0% 0 0 0 Total Capital Improvement 0 0 0 0.0% 0 0 0 57600-Transfer Out to Central Services Fund 0 0 0 0.0! 0 0 0 57650-Transfer Out to Fleet/Property 0 0 0 0.0% Management Fund 0 0 0 Total Transfers Out 0 0 0 0-0 0 0 1,861 58100-Indirect Charges-City Management 42 42 42 -97.714 0 0 3,361 58110-Indirect Charges-Human Resources 0 0 0 -100-0% O 0 928 58120-Indirect Charges-Risk Management 3 3 3 -%7% 0 0 574 58130-Indirect Charges-Office Services 4 4 4 -99-3% O 0 0 58150-Indirect Charges-Records 3 3 3 100-0% 0 0 0 58200-Indirect Charges-Finance 8 8 8 100.0% Administration 0 0 553 58210-Indirect Charges-Financial Operations 56 56 56 -899% 0 0 0 58220-Indirect Charges-Utility Billing 0 0 0 0.0% 0 0 0 58230-Indirect Charges-Technology 20 20 20 100-0% O O 0 58250-Indirect Charges-Contracrs and 2 2 2 100.0° Purchasing 0 0 0 58630-Indirect Charges-Fleet Maintenance 0 0 0 0-0°4 0 0 0 58640-Indirect Charges-Property n 0 0 0.0 0 0 7,217 Total Internal Services 13h 138 138 -98.1% IN206,328 Total Healthy Streams 10,138 PAGE 166-CITY OF TIGARD FLEET MAINTENANCE BUDGET UNIT: 6300 PROGRAMRESULTS. The Fleet Maintenance Division of Public Works maintains and repairs city vehicles and equipment with an emphasis on safety,cost effectiveness,and dependability. PROGRAMDESCRIPTION. The Fleet Maintenance Division is responsible for the routine maintenance and repair of all city vehicles and equipment.The Public Works Department currently contracts most of these services with local vendors and continues to monitor the work for cost effectiveness and quality.All work is recorded in the department's maintenance management software. ACCOMPLISHMENTS.- FY CCOMPLISHMENTS:FY 2012-2013: •Fleet continues to use the replacement plan that is based on vehicles meeting two of four of the following replacement criteria: •Age of vehicle; •Mileage; • Cumulative O &M costs exceed current depreciation value;or • Cost of individual repair exceeds the annual depreciation payment. *Completed a successful merger of the Fleet and Property Management divisions in response to reductions in resources and made substantial improvements in the work flow and organization of the fleet maintenance function. •Continued to improve asset data work cost information and track work order performance through the Computerized Maintenance Management System (CMMS). GOALS&OBfECTIVES• FY 2013-2014: •Continue to produce detailed repair and maintenance cost reports to all departments and divisions to help our customers better track their expenditures against the budget. •Continue to improve asset data information and track work order performance through the Computerized Maintenance Management System(CMMS). •Develop an accurate way to track and manage inventory. •Continue to look for ways to improve sustainable practices. PUBLIC WORKS-PAGE 167 FLEET MAINTENANCE BUDGET UNIT: 6300 WORALOAD MEASURES 2010-2011 2011-2012 2012-2013 2013-2014 Number of other vehicle work orders 136 296 140 140 Number of scheduled vehicle maintenance 290 35 54 55 work orders Number of vehicle repair work orders 349 345 300 250 Number of vehicles maintained in fleet 149 149 148 148 Total number of equipment work orders 160 109 45 100 Total number of vehicle work orders 924 825 642 593 EFFECTIYEIVESS MEASURES 2010-2011 2011-2012 2012-2013 2013-2014 Maximum percentage of fleet vehicles that 5% 2.5% 5% 5% are out of service at any given time. (Goal: 5%or less) Percent of customers reporting that staff n/a 95% 95% 95% was professional an courteous (based on customer service survey) (Goal=95%) Percent of vehicles vas completed when nla 91% 95% 95% promised(based on customer service survey) (Goal=95%) FULL-TIME EQUIVALENT POSITIONS 2010-2011 2011-2012 2012-2013 2013-2014 Administrative Specialist II 0.60 0.60 1.00 0.45 Facilities Services Supervisor 0.00 0.00 0.50 0.50 Fleet Services Coordinator 1.00 1.00 0.00 0.00 Utility Worker I 1.00 1.00 0.00 0.00 Total FTE 2.60 2.60 1.50 0.95 City of Tigard truck lit up for the holiday PAGE 168-CITY OF TIGARD FLEET MAINTENANCE BUDGET UNIT: 6300 FY 2011 FY 2012 FY 2013 2014 2014 2014 Adopted vs. Actual Actual Revised Budget Resource Summary Approved Adopted FY 13 2.60 2.60 1.50 Total FTE 0.95 0.95 (J-93 68,655 61,769 37,267 51001-Salaries-Management 35,704 35,704 35,704 -42% 42,692 36,071 0 51002-Salaries-General 20,845 20,845 20,845 100.0% 24,253 27,802 26,485 51004-Part Time-Regular 0 0 0 -100.0% 0 0 14,700 51005-Part Time-Temporary 33,176 33,176 33,176 125.7% 608 201 1,444 51006-Overtime 1,444 1,444 1,444 0.0% 136,208 125,843 79,896 Total Personal Services-Salaries 91,169 91,169 91,169 14.1% 298 918 900 52001-Unemployment 1,276 1,276 1,276 41.8% 2,161 1549 1,346 52002-Worker's Compensation 1,055 1,055 1,055 -21.6% 10,569 10,102 4,987 52003-Social Security/Medicare 6,975 6,975 6,975 39.9% 937 909 452 52004-Tri-Met Tax 643 643 643 42.4% 15,631 14,684 7,929 52005-Retirement 7,226 7,226 7,226 -8.9% 0 0 0 52006-Retirement-3%ER Match 0 0 0 0-0% 2,420 2,117 1,200 52007-VESA-ER 705 705 705 -41.3% 178 149 378 52008-Life Ins/ADD/LTD 350 350 350 -7.4% 369 317 379 52009-Long Term Disability 0 0 0 -100.0% 28,086 29,249 16,197 52010.Medical/Dental/Vision 15,214 15,214 15,214 -6.1% 3,042 2,644 0 52011-Dental Benefits 0 0 0 0.0% 283 0 0 52012-Accrued Vacation 0 0 0 0.0% 63,974 63,637 33,767 Total Personal Services-Benefits 33,444 33,444 33,444 -1.0% 1,230 1,738 800 53001-Office Supplies 800 800 800 0-0% 3,216 1,259 7,800 53002-Small Tools&Equipment 7,800 7,800 7,800 0.0% 1583 1,127 5,500 53003-Fuel 5,500 5,500 5,500 0.0% 6,029 4,124 14,100 Total Supplies 14,100 14,100 14,100 0.0% 1,277 1,969 2,000 54001-Professional/Contractual Services 2,000 2,000 2,000 0.0% 0 0 0 54003-Legal Fees 0 0 0 0.0% 4,893 8,557 8,700 54101-R&M-Facilities 8,700 8,700 8,700 0.0% 8,638 4,967 5,500 54113-R&M-Vehicles 5,500 5,500 5,500 0.0% 0 0 0 54115-Vehicle Usage 0 0 0 0-0% 989 1,128 0 54205-Utilites-Phone/Pager/Cells 0 0 0 0.0% 55 19 500 54301-Fees and Charges 500 500 500 0.0% 7 119 0 54302-Dues&Subscriptions 0 0 0 0-0% 3,983 2,545 500 54303-Travel and Training 500 500 500 0.0% 0 0 0 54306-Credit Card Fees 0 0 0 0.0% 728 729 800 54311-Special Department Expenses 800 800 800 0.0% 20,570 20,034 18,000 Total Services 18,000 18,000 18,000 0.0% 0 0 0 56003-Vehicles 0 0 34,868 100.0% 0 56004-Computer Hardware and Software 0 0.0% 0 Total Capital Improvement 34,868 100.0% 226,781 213,637 145,763 Total Fleet Maintenance 156,713 156,7131,581 31.4% PUBLIC WORKS-PAGE 169 PROPERTY MANAGEMENT BUDGET UNIT: 6400 PROGRAM RESULTS: •Provides clean,safe,well-maintained,environmentally efficient city facilities for public and the employees. •Implements maintenance practices which preserve the citizens'investment in city facilities. •Ensures adequate facility space is available to meet the current and future needs of city staff •Ensures the most effective,energy-efficient lighting in our public buildings. PROGRAM DESCRIPTION. The Property Management Division is responsible for the environmental health,safety and security (access control),operations,maintenance,and repair of all city facilities.The division administers the city's janitorial contract. This division provides the following services: •Responds to work order requests from city and Senior Center staff. •Provides room setup for meetings,seminars,training sessions,and classes in city facilities_ •Performs bi-monthly maintenance and participates in yearly state inspection and licensing of building elevators. •Monitors HVAC systems at city facilities. •Performs quarterly maintenance and service of HVAC and electrical systems. •Performs monthly inspection and quarterly servicing of medical/first-aid cabinets. •Monitors lighting throughout the city Conducts or oversees: •Janitorial services for all city facilities. •Annual testing and servicing of fire sprinkler systems. •Semi-annual testing and servicing of fire and security alarm systems. •Annual testing and maintenance of emergency lights and exit lights. •Semi-annual testing and maintenance of kitchen fire suppression(annual wet chemical) systems. •24 hours a day,seven days a week monitoring services for phone line based systems such as the fire alarm,security/burglar/intrusion alarm,and CCTV cameras. •Monthly inspection and annual servicing of portable fire extinguishers located in vehicles,heavy equipment,and facilities. ACCOMPLISMMENTS. FY 2012-2013: • Recoated the Police Department roof. •Recoated the City Hall roof •Updated the HVAC control system for the Police Department. •Upgraded the HVAC computer control system in the City Hall. •Researched ways to reduce the cost of paper towel and toilet paper usage without reducing quality of paper products and installed new automated roll towel dispensers in all city facilities. •Researched opportunities to reduce electrical costs for city facilities. •Replaced over 215 lights in the Library with more energy-efficient LED lights. PAGE 170-CITY OF TIGARD PROPERTY MANAGEMENT BUDGET UNIT: 6400 GOALS&OBfECTlVES FY 2013-2014: • Install fire alarm pull stations and smoke detectors in the Public Works building. 9 Upgrade lighting in the City Hall lobby with more energy-efficient LED lights. ■Re-seal the ceramic tile in the Library. ■Re-grout and seal the ceramic file in the City Hall Lobby. ■Continue to improve"cost per building"data collection and reporting tools using the Springbrook financial system. WORKLOAD MEASURES 2010-2011 2011-2012 2012-2013 2013-2014 Number of online Request for Actions 69 69 67 77 processed monthly Number of work orders 174 174 149 124 accomplished/month *Footnote: Please note that 2008-2010 includes Parks and Property Management. 2010-11 is Property Management only. EFFECTIV IVE_SS MEA SIIRFS 2010-2011 2011-2012 2012-2013 2013-2014 Work orders to be completed within 48 95".-'0 95% 98% 95% hours(Goal = 95%) FULL-TIME KQ UIVALENT POSITIONS 2010-2011 2011-2012 2012-2013 2013-2014 Administrative Specialist II 0.00 0.00 0.00 0.35 Building Maintenance Tech. II 2.00 2.00 2.00 2.00 Senior Building Maintenance Tech 1.00 1.00 1,00 1.00 Facilities Services Supervisor 1,00 1.00 0,50 0.50 Parks&Grounds Manager 0,25 0.25 0,25 0.00 Total FTE 4,25 4.25 3,75 3.85 PUBLIC WORKS-PAGE 171 PROPERTY MANAGEMENT BUDGET UNIT: 6400 FY 2011 FY 2012 FY 2013 2014 21114 2014 Adopted vs. Actual Actual Revised Budget Resource 5urnrnary proposed Approved Adopted FY 13 325 4.25 3.75 Total FTE 3.85 3.85 3.85 85,843 90,048 60,534 51001-Salaries-Management 35,704 35,704 35,704 -41-0% 128,074 105,313 177,164 51002-Salaries-General 161,539 161,539 161,539 -8-8% 0 0 0 51004-Part Time-Regular 0 0 0 0.0% 12,942 36,211 12,872 51005-Part Time-Temporary 16,588 16,588 16,588 28.9% 2,259 1,897 3,610 51006-Overtime 3,610 3,610 3,610 0-0% 229,118 233,469 254,180 Total Personal Services-Salaries 217441 217,441 217,441 -14.5% 501 1,635 3,558 52001-Unemployment 3,045 3,045 3,045 -14.4% 3,843 5,169 6,833 52002-Worker's Compensation 5,141 5,141 5,141 -24.8% 17,291 17,676 18,728 52003-Social Security/Medicare 16,635 16,635 16,635 -11-2% 1576 1,621 1,785 52004-Tri-Met Tax 1,528 1,528 1,528 -14.4% 23,218 22,994 26,591 52005-Retirement 21,513 21,513 21,513 -19.1°/ 0 0 0 52006-Retirement-3%ER Match 0 0 0 0.0% 3,291 3,171 3,150 52007-VESA-ER 3,315 3,315 3,315 5.2% 273 264 819 52008-Life Ins/ADD/LTD 889 889 889 83% 360 384 0 52009-Long Term Disability 0 0 0 0-0% 38,190 46,634 53,346 52010-Medical/Dental/Vision 54,906 54,906 54,906 2.9% 3,628 4,566 0 52011-Dental Benefits 0 0 0 0-0% 622 3,115 0 52012-Accrued Vacation 0 0 0 0-0% 92,793 107,230 114,810 Total Personal Services-Benefits 106,972 106,972 106,972 -6.8% 1,518 2,576 1,500 53001-Office Supplies 1,500 1,500 1,500 0.0^ 4,628 4,071 3,425 53002-Small Tools&Equipment 3,425 3,425 3,425 0-0% 3,214 3,267 2,700 53003-Fuel 3,999 3,999 3,999 48.1% 9,360 9,914 7,625 Total Supplies 8,924 8,924 8,924 17.0% 368,734 375,109 340,700 54001-Professional/Contractual Services 418,347 418,347 418,347 22.8% 0 1,872 1,500 54003-Legal Fees 1,500 1,500 1,500 0-0% 94,468 103,558 101,600 54101-R&M-Facilities 101,600 101,600 101,600 0.0% 72 0 0 54105-R&M-Grounds 0 0 0 0.0% 4,425 4,181 5,800 54113-R&M-Vehicles 5,800 5,800 5,800 0.0% 209,188 221,933 227,523 54201-Utilities-Electric 227,523 227,523 227,523 0.0% 115,045 153,366 153,512 54202-Utilities-Water/Sewer/SWM 153,512 153,512 153,512 0.0% 79,855 67,417 115,756 54203-Utilities-Natural Gas 115,756 115,756 115,756 0.0% 2,689 3,448 5,400 54205-Utibtes-Phone/Pager/Cells 5,400 5,400 5,400 0.0% 0 0 1,000 54300-Advertising&Publicity 1,000 1,000 1,000 0.0% 910 442 2,800 54301-Fees and Charges 3,500 3,500 3,500 25.0% 750 583 450 54302-Dues&Subscriptions 450 450 450 0.0% 954 650 2,200 54303-Travel and Training 2,200 2,200 2,200 0.0% 0 0 0 54306-Credit Card Fees 0 0 0 0,0% 1,202 0 150 54309-Rents and Leases 150 150 150 0.0% 2,238 1,448 2,000 54311-Special Department Expenses 2,000 2,000 2,000 0.0% 880,530 934,006 960,391 Total Services 1,038,738 1,038,738 1,038,738 8.2°% 76,327 150,362 100,801 56002-Buildings&Improvements 127,187 127,187 127,187 26.2% 651 600 5,000 56004-Computer Hardware and Software 7,870 7,870 7,870 57.4% 0 0 1,300 56006-Equipment 0 0 0 -100.0% 76,978 150,96 107,101 Total Capital Improvement 135,057 135,057 135,057 26.1°/ F 1,288,779 1,435,581 1,444,107 Total Property Management 1,507,132 1,507,132 1,507,132 PAGE 172- CITY OF TIGARD WATER BUDGET UNIT: 6500 PROGRAM RESULTS: The Public Works Water Division provides safe and reliable drinking water that meets or exceeds all Environmental Protection Agency(EPA) and State of Oregon standards for water quality. The division holds to these standards under normal,peak,and emergency situations. The division encourages efficient water use with a goal of reducing water consumption by implementing the benchmarks as described in the approved 2011 Tigard Water Management and Conservation Plan.The division purchases wholesale drinking water from the City of Portland and the City of Lake Oswego. As part of the Lake Oswego-Tigard Water Partnership,the division completed a water financial plan in November, 2010 that estimated the revenue requirements for project expenditures,debt service and operations for a 20 year period. Through this planning the City Council adopted a 30%revenue increase for 2011, 14%revenue increase for 2012, 14%revenue increase for 2013, 14%revenue increase for 2014,and a 4.3%revenue increase for 2015. The council has approved authority to bond 5160,000,000 to fund the 2010 Water Master Plan and Lake Oswego-Tigard Water Partnership that will provide 14 million gallons of water per day by June 2016. To assure that new development pays their fair share,council also adopted a SDC Methodology update that includes increasing SDC fees effective February 1,2011 to$3,821 with a systematic phase-in of the maximum allowable SDC of 56,474(please note construction cost index not included)in 2014. SDC fees increase on February 1,2013,as adopted. PROGRAM DESCRIPTION.- The ESCRIPTION.The Public Works Water Division has the primary responsibility to operate,maintain,repair,and expand the water system while at the same time providing a high-quality,dependable water supply to its customers. The Tigard Water Service Area is comprised of the cities of Durham,King City,two- thirds of Tigard,and unincorporated areas to the south and west of Tigard(Tigard Water District). The service area has 18,200 service connections supplying approximately 58,000 residents,making it the tenth largest water utility in the State of Oregon. The FY 2013-2014 budget follows the recommendations of the recent water financial plan. The city anticipates Portland Water Bureau will continue to increase wholesale water purchase costs. Portland Water Bureau wholesale water costs increased 11.1%in FY 2013. These costs are expected to continue to increase by an additional 10%in FY 2014. The Water Division has a 10yearfinancial forecast regarding revenues and expenditures based on the 2010 Water Rate Study and Water SDC Methodology update total. Revenues are anticipated to increase 14%in FY 2014 to meet the operational,maintenance,replacement, and debt requirements to provide water to the service area. PUBLIC WORKS-PAGE 173 WATER BUDGET UNIT: 6500 ACCOMPLISHMENTS: FY 2012-2013: • Implemented the use of administrative rules regarding water utility services business practices and procedures. These rules will allow better clarity regarding business practices necessary to operate the utility without encumbering the municipal code. • Continued to implement the Lake OswegoTigardWater Partnership. • Completed Stage 1 Disinfection Byproduct Rule February 2012 and implemented Stage 2 Disinfection Byproduct Rule starting May 2012. • Improve asset data information and track work order performance through the Computerized Maintenance Management System (CMMS). This system is being replaced with a more robust asset management system. Testing and roll-out scheduled for July 2013. GOALS&OBfECTIYES: FY 2013-2014: The goals and objectives of the Public Works Water Division are to continue to provide safe and adequate water supply to our customers. To meet these goals,the division will effectively and efficiently: • Operate and maintain the water distribution system utilizing Best Management Practices. • Continue to meet the obligations of the Lake Oswego-Tigard Water Partnership to increase water supply capacity to meet both cities daily water demands. • Continue to operate the city's Aquifer Storage Recovery system in the most economical and efficient manner to meet the peak seasonal water needs of our customers. • Implement an enhanced backflow device testing program for residential customers to address compliance performance issues. • Continue to improve asset data information and track work order performance through the Computerized Maintenance Management System (CMMS). •Provide outstanding customer service. • Continue to provide better communication with customers through quarterly newsletters with pertinent information regarding rates,billing,water quality,water conservation,backflow and cross connection prevention,contact information,long-term water supply,etc. • Continue to collect data,plan,organize,and publish the Water Audit Report,Water Conservation Report,Water Energy Report and Water Demand Forecast Report. PAGE 174-CITY OF TIGARD WATER BUDGET UNIT: 6500 • Continue to provide financial and technical support for the Lake Oswego-Tigard Water Partnership. •Provide public notification of 14% water rate increase effective January 1,2014. WORKLOAD MEASURES 2010-2011 2011-2012 2012-2013 2013-2014 Water Conservation presentation given 24 12 12 12 Number of Bacteriological Water Samples 732 732 732 732 taken during the year Miles of distribution piping maintained 245 245 248 250 (w/BMP's) *Footnote.In merging Water Conservation and Water Quality programs,the number of water conservation presentations is reduced to prioritize water quality tasks. Time spent by staff managing water 12 12 12 12 sampling(work weeks) EFFECTIVEIVESS MEASURES 2010-2411 2011-2012 2012-2013 2013-2014 Percentage of residential backflow 75% 85% 57% 85% customers who comply with annual testing requirements (Goal=85%) Percentage of water samples taken that 100% 100% 100% 100% meet or exceed water quality standards as set by USEPA (Goal=100%) FULL-TIME EQUIVALENT POSITIONS 2010-2011 2011-2012 2012-2013 2013-2014 Backflow Cross Connections Specialist 1.00 1.00 1.00 1.00 Environmental Program Coordinator 1.50 1.00 1.00 1.00 Public Works Director 0.00 0.25 0.00 0.00 Public Works Manager 1.00 1.00 1.00 0.50 Senior Utility Worker 1.00 1.00 1.00 1.00 Senior Water Utility Technician 1.00 1.00 1.00 1.00 Utility Worker II 4.50 4.50 4.50 4.50 Water Operations Supervisor 1.00 2.00 2.00 2.00 Water Utility Technician 1.00 1.00 1.00 1.00 Total FTE 12.00 12.75 12.50 12.00 PUBLIC WORKS-PAGE 175 WATER BUDGET UNIT: 6500 FY 2011 FY 2012 FY 2013 2014 2014 2014 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 13 12.00 12.75 12.50 Total FTE 12.00 12.00 12.00 0 0 0 45105-Fire Hydrant Flow Testing Srvc 2,000 2,000 2,000 100-0% 0 0 0 Total Charges for Services 2,000 2,000 2,000 100.016 0 0 0 49999-Transfer In 0 0 0 0.0% 0 0 0 Total Transfers In 0 0 0 0.016 186,068 258,195 234,309 51001-Salaries-Management 188,936 188,936 188,936 -19.4% 444,382 477,730 464,996 51002-Salaries-General 530,752 530,752 530,752 14.11!0 0 0 0 51004-Part Time-Regular 0 0 0 0.0% 0 0 0 51005-Part Time-Temporary 0 0 0 0.0% 19,507 16,574 26,559 51006-Overtime 26,559 26,559 26,559 0.0% 649,957 752,499 725,864 Total Personal Services-Salaries 746,247 746,247 746,247 2-8°/n 1,425 5,272 10,008 52001-Unemployment 10,443 10,443 10,443 4.411a 14,922 18,444 25,969 52002-Worker's Compensation 20,851 20,851 20,851 -19.7% 49,723 57,307 55,528 52003-Social Security/Medicare 57,056 57,056 57,056 2.8% 4,474 5,226 5,021 52004-Tri-Met Tax 5,237 5,237 5,237 4.3'10 70,930 86,444 81,961 52005-Retirement 82,123 82,123 82,123 0.2% 0 0 0 52006-Retirement-3%ER Match 0 0 0 0.016 9,450 10,221 9,450 52007-VESA-ER 10,050 10,050 10,050 6-3% 702 921 2,688 52008-Life Ins/ADD/LTD 3,095 3,095 3,095 15.1% 1,565 1,838 0 52009-Long Term Disability 0 0 0 0.0% 139,763 164,346 185,368 52010-Medical/Dental/Vision 197,407 197,407 197,407 6.5% 16,956 19,964 0 52011-Dental Benefits 0 0 0 0.0% 309,910 369,984 375,993 Total Personal Services-Benefits 386,262 386,252 386,262 2.7% 1,348 688 2,000 53001-Office Supplies 2,000 2,000 2,000 0.0% 12,855 16,847 21,000 53002-Small Tools&Equipment 21,150 21,150 21,150 0.7% 33,338 33,794 35,000 53003-Fuel 38,499 38,499 38,499 10.0% 2,650,107 2,904,433 3,800,000 53530-Water Costs:L.O.&Ptld 3,808,302 3,808,302 3,808,302 0.2% 2,697,648 2,955,761 3,858,000 Total Supplies 3,869,951 3,869,951 3,869,951 0.3% PAGE 176-CITY OF TIGARD WATER BUDGET UNIT: 6500 FY 2011 FY 2012 FY 2013 2014 2014 2014 Adopted vs. Actual Actual Revised Beet Resource Summary Propcncd Approved Adopted FY 13 186,473 123,184 313,257 54001-Profession al/Contractnal Services 266,331 266,331 311,331 -0.61/. 31,277 34,683 40,000 54002-Water Costs:Sampling 40,000 40,000 40,000 0.0% 15,956 5,518 30,000 54003-Legal Fees 30,000 30,000 30,000 0.0% 1,416 2,165 1,800 54006-Software License and Maintenance 6,800 6,800 6,800 277.8% 1,597 1,861 9,000 54101-R&M-Facilities 9,000 9,000 9,000 0.0% 136,567 30,937 32,000 54102-R&M-Water Lines 32,000 32,000 32,000 0.0% 18,550 18,944 10,000 54103-R&M-Control Valves 20,000 20,000 20,000 100.01/1 1,174 2,993 6,000 54104-R&M-Reservoir 6,000 6,000 6,000 0.01/1 7,307 10,897 12,720 54105-R&M-Grounds 12,720 12,720 12,720 0.0% 784 3,532 8,500 54106-R&M-Pump Station 8,500 8,500 8,500 0.01/1 5,026 1,492 8,000 54107-R&M-SCADA 8,000 8,000 8,000 0.0% 7,044 2034 11,500 54108-R&M-Wells 11,500 11,500 11,500 0.01/. 71,285 15,129 25,000 54109-R&M-Meters 25,000 25,000 25,000 0.01/1 42,367 13,376 15,000 54110-R&M-Service Lines 15,000 15,000 15,000 0.01/1 0 0 0 54111-R&M-Regulators 0 0 0 0.0% 85,944 11,049 20,000 54112-R&M-Fire Hydrant 20,000 20,000 20,000 0.0% 51,357 48,868 52,500 54113-R&M-vehicles 55,000 55,000 55,000 4-8% 0 33 0 54114-R&M-011ice Equipment 0 0 0 0.0% 0 0 0 54115-Vehicle Usage 0 0 0 0.01/. 152,010 155,164 280,000 54201-Utilities-Electric 280,000 280,000 280,000 0.01/. 627 578 1,500 54202-Utilities-Water/Sewer/SWM 1,500 1,500 1,500 0-0% 0 0 0 54203-Utilities-Natural Gras 0 0 0 0.0% 5,815 6,729 10,000 54205-Utilites-Phone/Pager/Cells 12,160 12,160 12,160 21.61/1 30,057 35,370 44,000 54300-Advertising&Publicity 39,000 39,000 39,000 -11.41/1 1,206 420 9,000 54301-Fees and Charges 9,000 9,000 9,000 0.0% 46,165 2000 10,000 54302-Dues&Subscriptions 12,000 12,000 12,000 20.01/1 8,811 7,466 8,500 54303-Travel and Training 9,500 9,500 9,500 11.81/1 0 0 0 54304-Election Expenses 0 0 0 0.0% 30,616 32,661 31,700 54305-Conservation Expenses 31,700 31,700 31,700 0.01/. 0 0 0 54306-Credit Card Fees 0 0 0 0.01/ 0 6 0 54307-Insurance 0 0 0 0.01/. 5,176 1,751 8,000 54308-Property Damage 8,000 8,000 8,000 0.01/1 2,554 621 3,000 54309-Rents and Leases 3,000 3,000 3,000 0.0% 751 498 6,000 54310-Bad Debt Expense 10,000 10,000 10,000 66.7% 4,611 3,990 464,000 54311-Special Department Expenses 508,000 508,000 508,000 9.5% 10,000 6,351 20,000 54402-Contributions to Community Org 20,000 20,000 20,000 0.0% 962,523 624,288 1,490,977 Total Services 1,509,711 1,509,711 1,554,711 4.3% 0 0 0 55200-Interest Expense 0 0 0 0-0% 0 0 0 Total Debt Service 0 0 0 0.0% 0 0 0 56001-Land 0 0 0 0.0% 0 0 0 56002-Buildings&Improvements 0 0 0 0.0% 18,687 0 37,500 56003-Vehicles 0 0 0 -100.01!1 679 156,222 159,900 56004-Computer Hardware and Software 153,300 153,300 153,300 -4-1% 31 0 0 56005-Work in Progress 0 0 0 0.01/. 0 0 0 56006-Equipment Cl 0 0 0.01/. 0 0 0 56900-Gain/Loss Sale Fixed Asst 0 0 0 0.01/. 19,397 156,222 197,400 Total Capital Improvement 153,300 153,300 153,300 -22.3% PUBLIC WORKS-PAGE 177 WATER BUDGET UNIT: 6500 FY 2011 FY 2012 FY 2013 2014 2014 2014 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 13 0 0 0 57000-Transfer Out 0 0 0 0.0% 0 0 0 57600-Transfer Out to Central Services Fund 0 0 0 0.0% 0 0 0 57650-Transfer Out to Fleet/Property 0 0 0 0.0% Management Fund 0 0 0 Total Transfers Out 0 0 0 0.0% 0 0 311,842 58000-Interdepartmental Costs 357,791 357,791 357,791 14.7% 57,550 65,110 85,734 58100-Indirect Charges-City Management 65,123 65,123 65,123 -24.0% 38,369 36,442 41,264 58114-Indirect Charges-Human Resources 44,401 44,401 44,401 7.6% 58,036 66,003 55,963 58120-Indirect Charges-Risk Management 67,089 67,089 67,089 19.9% 0 0 28,698 58130-Indirect Charges-Office Services 30,410 30,410 30,410 6-0% 11,379 13,981 11,811 58150-Indirect Charges-Records 16,098 16,098 16,098 36.3% 46,202 43,401 15,194 58200-Indirect Charges-Finance 3,894 3,894 3,894 -74.4% Administration 77,174 78,970 43,936 58210-Indirect Charges-Financial Operations 63,472 63,472 63,472 44.5% 0 0 579,245 58220-Indirect Charges-Utility Silting 635,080 635,080 635,080 9.6% 48,114 44,722 50,373 58230-Indirect Charges-Technology 43,871 43,871 43,871 -12.9% 0 20,195 17,034 58250-Indirect Charges-Contracts and 24,511 24,511 24511 43.9% Purchasing 24,148 25,325 26,234 58630-Indirect Charges-Fleet Maintenance 42,243 42,243 42.243 61.0% 65,323 79,082 34,524 58640-Indirect Charges-Property 35,398 35,398 35,398 2.5% 4'r..")5 473,230 1,301,852 Total Internal Services 1,429,381 1,429,381 1,439,381 9.8% 5,065,730 5,331,984 7,950,086 8,094,852 8,09 8,139,852 20 This is ASA-2, completed in 2006. ASB r stands for Aquifer Storage Recovery. Wlinter water is stored through injection into the aquifer underground. This system stores up to 200 million gallons of water for peak and emergency ?, r - use. The well pump gstem can deliver 9,500 4 gallons per minute or over 2 million gallons of water per day to meet customer water needs. , P PAGE 178-CITY OF TIGARD SANITARY SEWER BUDGET UNIT: 6600 PROGRAM RESULTS: The Sanitary Sewer Division maintains and operates a safe and reliable wastewater collection system that protects public health,protects the environment,and meets or exceeds all regulatory standards. This year's budget reflects a consistent level of service with no expected major additions to the sanitary system. The economic downturn has slowed construction and thus the expansion of the city's infrastructure. There will be continued focus on maintenance of the existing sanitary sewer system. PROGRAM DESCRIPTION.• The Sanitary Sewer Division manages and operates 165 miles of pipe in the wastewater collection system within the city limits of Tigard. This division provides a wide range of services to the community such as: * Sanitary Service Line Repairs/Replacements—repairs or replaces damaged sanitary sewer lines in the public right-of-way. * Customer Service and 24/7 Emergency Response—provides outstanding customer service on wastewater related issues and round-the-clock emergency response to overflows,blocked main and service lines, etc_ • Sanitary Sewer Line Cleaning—cleans over 41 miles of pipe per year,or about one-quarter of the city's wastewater lines,to prevent blockages and overflows. +Video Inspection of Sanitary Lines—inspects 24 miles of pipe per year,or about one-seventh of the city's wastewater lines,for structural integrity,location of service connections,root blockages,etc. 9 Utility Locates—assures public sanitary sewer lines are marked with green paint prior to excavation. • Sanitary System Repairs—repairs damaged sanitary sewer lines once they have been identified by video inspection. •The city operates and maintains the public sanitary sewer system in accordance with an intergovernmental agreement with Clean Water Services (CWS). CWS acts as the overall permit holder with the DEQ and sets the performance standards for operation and maintenance best management practices. The cities within CWS'boundaries are expected to meet or exceed those performance standards and provide periodic reports to CWS to keep them updated. Tigard participates with CWS and the other cities through a variety of periodic meetings to ensure ongoing cooperation and collaboration as to any necessary changes in performance standards. PUBLIC WORKS-PAGE 179 SANITARY SEWER BUDGET UNIT: 6600 ACCOMPLISHMENTS: FY 2012-2013: •Performed 7 sanitary service repairs in the public right-of-way. •Exceeded annual maintenance goals in accordance with Clean Water Services'(CWS) performance standards. The division cleaned 41.7 miles of pipe and video inspected over 23.8 miles of sanitary sewer main,which exceeded our goals. •Responded to approximately 35 customer service requests. •Maintained an accurate mapping and database management system. GOALS&OBfECTIVES.• FY 2013-2014: •Continue maintenance programs in accordance with GWS performance standards. •Provide outstanding customer service to our internal and external customers. •Maintain an accurate mapping and database management system. •Contract with CWS to insure that food establishments are adhering to the Fats,Oils and Grease(FOG) Program. •Continue to improve asset data information and track work order performance through the Computerized Maintenance Management Systems (CMMS). •Although the division meets or exceeds annual TVI work rates related to CWS performance measures,there are a number of lines in the system that are out of compliance with that measure due to a shift in how the department organizes the work. The department and GWS have discussed this issue and agree that an acceptable solution would be for Tigard to contract outside resources to bring those particular lines up to standard as far as the TVI cycle. •Zero overflows or backups. WORKLOAD MEASURES 2010-2011 2011-2012 2012-2013 2013-2014 Miles of sanitary sever lines cleaned annually 41 41 41.5 41.5 Miles of sanitary sewer system 163 165 166.9 166.9 Mites of sewer lines video inspected annually 23 24 23.7 23.8 PAGE 180-CITY OF TIGARD SANITARY SEWER BUDGET UNIT: 6600 EFFECTIVENESS MEASURES 2010-2011 2011-2012 2012-2013 2013-2014 Number of overflows or backups (Goal: 0) n/a 1 3 0 Percentage of sewer line system cleaned 25% 25% 25% 25% (Gaal. 25% of system annually) Percentage of sever line video inspected 14% 14% 14% 14% (Goal: 14% of system annually) FULL-TIME EQUIVALENT POSITIONS 2010-2011 2011-2012 2012-2013 2013-2014 Senior Utility Worker 1.00 1.00 1.00 1.50 Utility Division Manager 0.00 0.00 0.00 0.25 Utility Worker II 3.25 4.25 4.25 3.75 Wastewater Operations Supervisor 1.00 1.00 1.00 1.00 Total FTE 5.25 6.25 6.25 6.50 r.' e'rt � h Citywide Sanitary Seaver Extension Program Capital Improvement Plan, 2012-2013 PUBLIC WORKS-PAGE 181 SANITARY SEWER BUDGET UNIT: 6600 FY 2011 FY 2012 FY 2013 2014 2014 2014 Adopted vs. Actual Actual Revised Budget Resource Summary* Proposed ApproNed Adopted FY 13 5.25 6.25 6.25 Tot2IFTE 6a0 6.50 6.50 0 0 0 49999-Transfer In 0 0 0 0.0% 0 0 0 Total Transfers In 0 0 0 0.0% 67,371 69,526 71,435 51001-Salaries-Management 94,258 94,258 94,258 31.9% 204,274 289,027 274,930 51002-Salaries-General 274,483 274,483 274,483 -0.2% 0 U 0 51004-Part Time-Regular 0 0 0 0.0% 24,438 21,166 25,785 51005-Part Time-Temporary 33,176 33,176 33,176 28.7% 2,940 6,701 8,841 51006-Overtime 8,841 8,841 8,841 0-0% 299,023 386,420 380,991 Total Personal Services-Salaries 410,758 410,758 410,758 7.8% 652 2,709 5,253 52001-Unemployment 5,750 5,750 5,750 9-5% 6,318 8,%7 11,535 $2002-Worker's Compensation 10,294 10,294 10,294 -10.8% 23569 30,222 29,144 52003-Social Security/Medicare 31,423 31,423 31,423 7.8% 2,058 2,686 2,635 52004-Tri-Met Tax 2,887 2,887 2,887 9.6% 30,192 39,355 38,458 52005-Retirement 41,529 41,529 41,529 8.0% 0 0 0 52006-Retirement-3%ER Match 0 0 0 0-0% 4,358 5,891 5,325 52007-VESA-ER 4,575 4,575 4,575 -14.1% 316 403 1,302 52008-Life Ins/ADD/LTD 1,454 1,454 1,454 11.7% 709 915 887 52009-Long Term Disability 0 0 0 -100.0% 69,436 97,405 105,397 52010-Medical/Dental/Vision 103,835 103,835 103,835 -1-5% 9,212 13,011 0 52011-Dental Benefits 0 0 0 0.0% 0 0 0 52012-Accrued Vacation 0 0 0 0.0% 146,820 201,565 199,937 Total Personal Services-Benefits 201,747 201,747 201,747 0.9% 312 105 400 53001-Office Supplies 400 400 400 0.0% 9,564 8,229 9,379 53002-Small Tools&Equipment 9,400 9,400 9,400 0.2% 17,385 24,368 21,125 53003-Fuel 27,997 27,997 27,997 32.5% 27,261 32,702 30,904 Total Supplies 37,797 37,797 37,797 22.3% 69,204 62,764 260,728 54001-Professional/Contractual Services 132,626 132,626 139,626 -46.47 0 0 0 54002-Water Costs:Sampling 0 0 0 0.0% 0 273 0 54003-Legal Fees 0 0 0 0.07 9,931 9,461 10,500 54101-R&M-Facilities 10,500 10,500 10,500 0.07 0 0 0 54112-R&M-Fire Hydrant 0 0 0 0.07 30,462 22,776 38,000 54113-R&M-Vehicles 38,000 38,000 38,000 0.0% 0 0 0 54114-R&M-Office Equipment 0 0 0 0.0% 0 0 0 54115-Vehicle Usage 0 0 0 0.0% 39 37 0 54202-Utilities-Water/Sewer/SWM 0 0 0 0.0% 2,457 2,265 7,920 54205-Utifites-Phone/Pager/Cells 7,080 7,080 7,080 -10.6% 709 602 602 54300-Advertising&Publicity 600 600 600 -0.3% 200 600 500 54301-Fees and Charges 500 500 500 0.0% 116 119 120 54302-Dues&Subscriptions 150 150 150 25.07 694 2,377 2,983 54303-Travel and Training 3,000 3,000 3,000 0.67 0 0 0 54306-Credit Card Fees 0 0 0 0.07 0 0 0 54307-Insurance 0 0 0 0.07 504 295 1,000 54308-Property Damage 1,000 1,000 1,000 0.07 746 156 1,500 54309-Rents and Leases 1,500 1,500 1,500 0.0% 839 387 1,200 54310-Bad Debt Expense 1,200 1,200 1,200 0.0% 2,055 1,457 3,500 54311-Special Department Expenses 438,277 438,277 438,277 12422.2% 117,956 103,568 328,553 Total Services 634,433 634,433 641,433 95.2% PAGE 182-CITY OF TIGARD SANITARY SEWER BUDGET UNIT: 6600 FY 2011 FY 2012 FY 2013 2014 2014 2014 Adopted vs. Actual Actual Revised Budget Resource SummarProposed Approved Adopted FY 13 0 « 0 55200-Interest Expense 0 0 0 0.0% 0 0 0 Total Debt Service 0 0 0 0.0% 0 0 0 56002-Buildings&Improvements 0 0 0 0.0% 336,871 0 0 56003-Vehicles 0 0 0 0.0% 3,318 23,060 21,700 56004-Computer Hardware and Software 21,700 21,700 21,700 0.0% 14,211 0 15,000 56006-Equipment 15,000 15,000 15,000 0.0% 354,400 23,060 36,700 Total Capital Improvement 36,700 36,700 36,700 0.0% 0 0 0 57000-Transfer Out 0 0 0 0.0% 0 0 0 57600-Transfer Out to Central Services Fund 0 0 0 0.0% 0 0 0 57650-Transfer Out to Fleet/Property 0 0 0 0.0% Management Fund 0 0 0 Tota I Transfers Out 0 0 0 0.0% 0 0 148,105 58000-Inee rdepartrneaW Costs 195,026 195,026 195,026 31-7% 14,873 7,581 45,845 58100-Indirect Charges-City Management 36,281 36,281 36,281 -20.9% 15,550 18,222 20,632 58110-Indirect Charges-Human Resources 24,051 24,051 24,051 16.6% 16,469 17,439 21,554 SSI20-Indirect Charges-Risk Management 34,631 34,631 34,631 60-7% 0 0 5,318 58130-Indirect Charges-Office Services 5,867 5,867 5,867 10.3% 0 0 0 58150-Indirect Charges-Records 3,982 3,982 3,982 100.0% 17,564 5,551 11,040 58200-Indirect Charges-Finance 11,127 11,127 11,127 0.8% Administration 11,119 10,101 22,129 58210-Indirect Charges-Financial Operations 24,675 24,675 24,675 11.5% 0 0 235,864 58220-Indirect Charges-Utility Billing 196,415 196,415 196,415 -16.7% 3,446 3,448 26,315 58230-Indirect Charges-Technology 47,666 47,666 47,666 81.1% 0 2,585 5,114 58250-Indirect Charges-Contracts and 15,465 15,465 15,465 202.4% Purchasing 15,091 15,193 14,775 58630-Indirect Charges-Fleet Maintenance 22,429 22,429 22,429 51.8% 28,578 39,527 26,649 58640-Indirect Charges-Property _'7,323 27,323 27,323 2.5% 122,690 119,646 583,343 Total Internal Services 644,938 644,938 644,938 10.6% 1,068,150 866,961 1,560,428= Total Sanitary Sewer 1,966,373 1,966,373 1,973,373 26.501 PUBLIC WORKS-PAGE 183 STORMWATER BUDGET UNIT: 6700 PROGRAMRESULTS. The Stormwater Division provides a safe and reliable stormwater system and implements watershed protection and restoration actions that consistently promote surface water quality and stream health. PROGRAM DESCRIPTION.- This ESCRIPTION.This year's budget reflects a consistent level of service with no expected major additions to the Stormwater system. The economic downturn has slowed construction and thus the expansion of the city's infrastructure. There will be an increased focus on maintenance of the existing storm drainage system and water quality facilities. ACCOMPLISHMENTS. FY 2012-2013= o Held four Leaf Collection/Food Drive Events in the Fall of 2012. ■Maintained an accurate mapping and database management system. Storm utility maps and the corresponding data base are updated bi-annually. •Continued storm system maintenance programs in accordance with Clean Water Services performance standards. GOALS&OB[ECTIVES. FY 2013-2014: •Provide to the public four Leaf Collection/Food Drive Events in the fall of 2013. •Continue to maintain an accurate mapping and database management system. Storm utility maps and the corresponding data base are updated bi-annually. •As recommended by Washington County Health Department,treat 2,840 surnped catch basins with hirvaecide to combat West Nile Virus. •Continued storm system maintenance programs in accordance with Clean Water Services performance standards. Storm drainage maintenance is included in the annual Capital Improvement Plan PAGE 184-CITY OF TIGARD STORMWATER BUDGET UNIT: 6700 WORKLOAD MEASURES 2010-2011 2011-2012 2012-2013 2013-2014 Number of WQF's rehabilitated/enhanced 3 2 2 4 Number of public Water Quality Facilities 90 92 125* 126 (WQF)* Yards of leaves collected 900 950 1,000 1,000 Fall leaf collection events 4 4 4 4 Sumped catch basins cleaned 2,806 2,821 2,840 2,838 Miles of stormwater line video inspected 15 16 16 16.1 Miles of system cleaned 31 31 32 21.6 Total miles of stormwater system 129 129 126* 129.5 * Footnote. Data clean up through the GIS sytem is improving the accuracy of Public Works data. EFFECTIVENESS MEASURES 2010-2011 2011-2012 2012-2013 2013-2014 Amount of storm line system cleaned 25% 25°0 100% 100% (Goal. 25%of system annually) Amount of storm line system video 13% 13% 12.7% 12.5% inspected(Goal. 12.5%of system annually) Catch basin cleaning(Goal. Clean 100%of 100% 100% 25% 25% catch basins annually) FULL-TIME EQUIVALENT POSITIONS 2010-2011 2011-2012 2012-2013 2013-2014 Environmental Program Coordinator 1.75 2.00 1.00 1.00 Senior Utility Worker 1.00 1.00 1.00 0.50 Utility Division Manager 0.00 0.00 0.00 0.25 Utility Worker II 3.25 2.25 2.25 2.75 Wastewater Operations Supervisor 1.00 1.00 1.00 1.00 Total FTE 7.00 6.25 5.25 5.50 PUBLIC WORKS-PAGE 185 STORMWATER BUDGET UNIT: 6700 FY 2011 FY 2012 FY 2013 2014 2014 2014 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 13 7.00 6.25 5.25 Total FTE 5.50 5.50 5.50 0 0 0 49999-Transfer In 0 0 0 0.01/. 0 0 0 Total Transfers In 0 0 0 0.0% 66,387 69,523 71,435 51041-Salaries-Management 94,258 94,258 94,258 31.9% 318,969 261,499 235,528 51002-Salaries-General 186,579 186,579 186,579 -20.8% 0 0 0 51004-Part Time-Regular 0 0 0 0.0% 0 0 0 51005-Part Time-Temporary 0 0 0 0.0% 6,131 11,333 10,314 51006-Overtime 14,253 14,253 14,253 38.2% 391,487 342,354 317,277 Total Personal Services-Salaries 295,090 295,090 295,090 -7.0% 851 2,399 4,374 52001-Unemployment 4,131 4,131 4,131 -5.6% 8,722 8,515 10,512 52002-Worker's Compensation 8,162 8,162 8,162 -22.4% 30,193 26,100 24,271 52003-Social Security/Medicare 22,574 221574 22,574 -7.0% 2,691 2,379 2,195 52004-Tri-Met Tax 2,072 21072 2,072 -5.6% 40,001 37,308 34,586 52005-Retirement 33,280 33,280 33,280 -3-8% 0 0 0 52006-Retirement-3%ER Match 0 0 0 0-0% 6,023 4,846 4,425 52007-VESA-ER 3,675 3,675 3,675 -16-9% 399 344 1,134 52008-Life Iris/ADD/LTD 1,268 1,268 1,268 11.8% 861 778 800 52009-Long Term Disability 0 0 0 -100-0% 93,278 95,151 108,113 52010-Medical/Dental/Vision 92,337 92,337 92,337 -14.6% 13,412 13,537 0 52011-Dental Benefits 0 0 0 0.0% 0 0 0 52012-Accrued Vacation 0 0 0 0.0% 196,431 191,357 190,410 Total Personal Services-Benefits 167,499 167,499 167,499 -12.0% 4373 329 400 53001-Office Supplies 400 400 400 0.0% 11,552 8,106 7,742 53002-Small Tools&Equipment 7,755 7,755 7,755 0.2% -0,140 22,350 19,750 53003-Fuel 25,090 25,090 25,090 27.0% 33,065 30,784 27,892 Toil Supplies 31245 33,245 33,245 19.2% 299,911 366,431 350,721 54001-Professional/Contractual Services 347,954 347,954 361,954 3.2% 2,277 1,854 500 54003-Legal Fees 500 500 500 0.0% 75,899 61,538 53,456 54101-R&M-Facilities 54,956 54,956 54,956 2.8% 23,090 21,862 21,620 54113-R&M-Vehicles 24,620 24,620 24,620 139% 0 0 0 54114-R&M-Office Equipment 0 0 0 0.0% 39 112 2,500 54202-Ut{lities-Water/Sewer/SWM 2,500 2,500 2,500 0.0% 2,230 3,906 3,960 54205-Utirites-Phone/Pager/Cells 3,840 3,840 3,840 -3-0% 4,915 9,570 5,700 54300-Advertising&Publicity 700 700 700 -87-7% 458 930 625 54301-Fees and Charges 625 625 625 0.0% 1,016 1,069 990 54302-Dues&Subscriptions 210 210 210 -78.8% 3,766 1,665 3,429 54303-Travel and Training 3,410 3,410 3,410 -0.6% 0 0 0 54306-Credit Card Fees 0 0 0 0.0% 0 0 0 54307-Insurance 0 0 0 0.0% 1,277 101 1,250 54308-Property Damage 1,250 1,250 1,250 0.0% 2,727 3,179 4,500 54309-Rents and Leases 4,500 4,500 4,500 0.0% 206 220 1,000 54310-Bad Debt Expense 1,000 1,000 1,000 0.0% 2,755 2,526 2,300 54311-Special Department Expenses 2,300 2,300 2,300 0.0% 420,566 474,962 45,551 Total Services 448,365 448,365 462,365 2.2% PAGE 186-CITY OF TIGARD STORMWATER BUDGET UNIT: 6700 FY 2011 FY 2012 FY 2013 2014 2014 2014 Adopted vs. Actual Actual Revised Budget Resource 5urnrnaryr proposed Approved Adopted FY 13 0 0 0 56001-Land 0 0 0 0-0% 0 0 0 56003-Vehicles 0 0 0 0.0% 1,858 38,735 36,438 56004-Computer Hardware and Software 38,038 38,038 38,038 4-4% 0 0 0 56006-Equipment 0 0 0 0.0% 1,858 38,735 36,438 Total Capital Improvement 38,038 38,038 38,038 4.4% 0 0 0 57000-Transfer Out 0 0 0 0.0% 0 0 0 57600-Transfer Out to Central Services Fund 0 0 0 0.0% 0 0 0 57650-Transfer Out to Fleet/Property 0 0 0 0.0% Management Fund 0 0 0 Total Transfers Out 0 0 0 0-0% 0 0 0 57999-Loan to CCDA 0 0 0 0.0% 0 0 0 Total Loan to CCDA 0 0 0 0.0% 0 0 162,371 58{100-Interdepartmental Costs 155,216 155,216 155,216 -4-4% 16,811 13,077 26,906 58100-Indirect Charges-City Management 20,089 20,089 20,089 -25.3% 22,388 18,222 17,331 58110.Indirect Charges-Human Resources 20,351 20,351 20,351 17-4% 20,267 16,500 13,908 58120-Indirect Charges-Risk Management 19,617 19,617 19,4517 41.0% 0 0 5,437 58130-Indirect Charges-Office Services 5,621 5,621 5,(121 3.4% 0 0 0 58150-Indirect Charges-Records 1,282 1,282 1,282 100.0% 13,491 8,724 2,780 58200-Indirect Charges-Finance 3,569 3,569 3,569 28.4% Administration 14,916 15,874 26,744 58210-Indirect Charges-Financial Operations 26,168 26,168 26,168 -2.2% 0 0 105,8441 58220-Indirect Charges.Utility Billing 111,554 111,554 111,554 5-4% 11,106 10,324 32,495 58230-Indirect Charges-Technology 32,496 32,496 32,496 0.0% 0 4,053 14,090 58250-Indirect Charges-Contracts and 19,470 19,470 19,470 38.2% Purchasing 12,072 13,504 13,956 58630-Indirect Charges-Fleet Maintenance 4,994 4,994 4,994 -04.2% 38,105 39,527 0 58640-Indirect Charges-Property 15,585 15,585 15,583 100.0% 149.156 139,804 421,864 Total Internal Services 436,012 436,01' 436.0I' 3.4° 1,192,563 1,217,947 1,446,432 Total Stormwa ter 1,418,249 1,418,249 1,432,249 A.W. PUBLIC WORKS-PAGE 187 STREET LIGHTS & SIGNALS BUDGET UNIT: 6800 PROGRAMRESULTS: •Public streets are adequately lit for vehicular and pedestrian safety. •Major intersections have traffic signal systems for safe and efficient movement of all modes of transportation. PRO GRAM DESCRIPTION.• The Street Maintenance Division of the Public Works Department is responsible for street lights and signals. This budget item provides for the maintenance and energy costs for street lighting and traffic signals on public streets_ Street lights and signals are entirely funded by the city's share of state and county gas taxes. The city contracts with Washington County signal technicians to perform signal maintenance. ACCOMPLISHMENTS: FY 2012-2013: •Ensured that existing systems were properly maintained and operational. •Initiated a"Wooden Street Light pole"replacement program. GOALS&ORfECTIYES.- FY 2013-2014: • Assume energy and maintenance costs for traffic signal systems installed through the Capital Improvement Program. •Work with PGE to install essential street lights as needed throughout the city. •Ensure that existing systems are maintained properly for optimum operation. •Initiate a`LED street light" replacement program. WORKLOAD MEASURES 2010-2011 2011-2012 2012-2013 2013-2014 Total number of street lights in the system. 4,140 4,140 4,140 4,140 Total number of wooden street light poles n/a 10 (est.) 25 (est,) 20 replaced. PAGE 188-CITY OF TIGARD STREET LIGHTS & SIGNALS BUDGET UNIT: 6800 FY 2011 FY 2012 FY 2013 2014 2014 2014 Adopted vs. Actual Actual Revised Budget Resource 5urnrnary proposed Approved Adopted FY 13 O.IKI 0.00 0.00 Total FTE 0.00 0.00 0.00 0 0 i) 52006-Retirement-3%ER Match 0 0 0 0.01/0 0 0 it Total Personal Services-Benefits 0 0 0 0.0% 66,599 86,416 90,000 S4001-Professional/Contractual Services 90,000 90,000 105,000 16.7% 12,296 17,491 0 54101-R&M-Facilities 0 0 0 0.0% 0 0 0 54114-R&M-Office Equipment 0 0 0 0.0% 515,604 480,643 544,693 54201-Utilities-Electric 544,693 544,693 544,693 0.0% 594,499 584,550 634,693 Total Services 834,693 634,693 049493 2.4% 0 0 0 S6004-Computer Hardware and Software 0 0 0 0.0% 0 0 0 Total Capital Improvement 0 0 0 0.0% 0 0 0 57600-Transfer Out to Central Services Fund 0 0 0 0.0% 0 0 0 57650-Transfer Out to Fleet/Property 0 0 0 0.0% Management Fund 0 0 0 Total Transfers Out 0 0 0 0.0% 0 0 0 58000-Interdepartmental Costs 0 0 0 0.0% 14,104 7,230 4,593 58100-Indirect Charges-City Management 1,777 1,777 1,777 -01.3% 0 0 0 58110-Indirect Charges-Human Resources 0 0 0 0.0% 0 0 0 58120-Indirect Charges-Risk Management 116 116 116 100.0% 0 0 233 58130-Indirect Charges-Off-ice Services 157 157 157 -32.6% 0 0 0 58150-Indirect Charges-Records 131 131 131 100.0% 11,319 4,806 643 58200-Indirect Charges-Finance 357 357 357 -44-5% Administration 8,161 8,744 15,543 58210-Indirect Charges-Financial Operations 18,860 18,860 18,860 21.3% 0 0 0 S9220-Indirect Charges-Utility Billing 0 0 0 0.0% 0 0 0 58230-Indirect Charges-Technology 841 841 841 100.0% 0 2,241 74,112 58250-Indirect Charges-Contracts and 2,566 2,566 2,568 -96.5% Purchasing 0 0 0 58630-Indirect Charges-Fleet Maintenance 0 0 0 0.0% 0 0 0 58640-Indirect Charges-Property 0 0 0 0.0% 33,584 ^-3.0^_0 95,124 Tota I Internal Services 24,805 24,.W5 24,805 -73.9% 628,093 607,570 729,81 TaraI Street Lights and Signals 659,49$ 659,498 674,498 7.6°!0 PUBLIC WORKS-PAGE 189 Pedestrian crosswalk signal recently installed across Hall Blvd, connecting City Hall And Tigard's Public Library City of Tigard ADOPTED BUDGET FY 2013-2014 PAGE 190-CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - EXECUTIVE SUMMARY The Capital Improvement Plan (CIP) establishes Tigard's annual budget for capital improvements to its public facility system and plans the following four years to make a 5-year plan. The city allocates funding for its major construction activities in six defined capital improvement categories such as Gen- eral Capital Facilities, Streets,Water,Parks, Stormwater, and Sanitary Sewer. A CIP project is any project that improves or adds value to the city's infrastructure, costs $50,000 or more, and has a useful life or extends the useful life of infrastructure for 5 years or more. Public facili- ties addressed by the CIP are roads,parks, sanitary sewer, storm drainage,water quality management, domestic water,public buildings, and operations facilities. Adopted Master Plans along with estab- lished prioritization lists are matched to available funding to identify projects to be budgeted in the cur- rent and later years. In addition, staff capacity is considered when building the CIP. Total cost for the FY 2014-18 CIP is estimated to be $156 million over the next five years. Spending for the city's CIP in FY 2014 is $97 million across all capital funds. During the development of the five year capital improvement program, the city has a process in place for prioritization of all projects that includes input from city staff and citizen members. Project Tiers The first year of the CIP contains more projects than the city has the capacity to complete. In a per- fect world, there would never be project delays due to weather,permitting, or other factors outside the city's control. Because these delays do exist, the city has moved some of the projects that would ideally be in year 2 or 3 of the CIP into the first year. By over-programing year 1 of the CIP, the city has queued up projects that can be started early if, and when, delays in other projects occur. The CIP defines these projects into tiers. Tier 1 projects are those that the city will work to complete first. These are the projects that get done in our ideal world. Tier 2 projects are those that have been moved from year 2 or 3 into the first year. The city will only work on Tier 2 projects when time is made available due to delays in Tier 1 projects. Tier 1 includes those projects that are currently in pro- gress, or are fully funded and do not start until the out-years of the CIP. Tier 2 consists of those pro- jects that have yet to start, are high priority, and are fully funded beginning in FY 2014. With the imple- mentation of the tier system, the city can better manage its program resources and avoid the appear- ance of overpromising and under-delivering its' CIP. Below are key projects budgeted for FY 2013-14: General Capital Facilities • Replacement of exterior wall materials at the Permit Center/City Hall/Police buildings CAPITAL IMPROVEMENT PLAN-PAGE 281 CAPITAL IMPROVEMENT PLAN - EXECUTIVE SUMMARY Parks • Development of Potso Dog Park and Senn Park • Design and construction of the Fanno Creek Trail-Grant Avenue to Woodard Park • Parks Master Plan Update for River Terrace • Continued purchase of open spaces using proceeds obtained from the city's $17 million parks bond approved in FY 2010 Sewer • Stabilization project at Red Rock Creek • Sanitary Sewer Master Plan Update for River Terrace • 72nd Avenue Sewer Replacement at Bonita Road Stormwater • Slope stabilization project located at Derry Dell Creek and 118th Avenue • Stormwater Master Plan Update for River Terrace Streets • 72nd Avenue/Dartmouth Street intersection improvement • Design and construction of major sidewalks including Tiedeman (Tigard Street to Green- burg Road), Commercial Street (Lincoln to Main) • Update of the Transportation System Plan for River Terrace as well as a transportation sys- tem development charge study Water • Continuation of the projects associated with the Tigard/Lake Oswego Partnership • New Water Source System-wide Improvements • Replacement of a waterline on Johnson Street • Water Master Plan Update for River Terrace The following pages provide: • A discussion of the impact of the CIP on annual operating costs, • A discussion of the prioritization and CIP development process, • A list of all the projects considered as a part of the CIP process in priority order including their estimated cost and funding status, • Detailed information on all funded projects by system. PAGE 282- CITY OF TIGARD IMPACT OF CAPITAL IMPROVEMENT PLAN ON OPERATING COSTS Capital projects can impact the future operating and maintenance costs of the city. In some instances, such as the construction of a new facility, operating costs will increase. In other instances, such as re- placement of old and defective water meters, operating costs may decrease. As the city makes deci- sions about which capital projects to implement, it must also evaluate the impact these projects will have on future operating costs and determine if the city will be able to afford those costs in future years. By approving the CIP projects, the city is making a commitment to adequately fund those fu- ture operating costs. The following discussion summarizes the anticipated major operating cost within each capital improve- ment system: General Facilities Capital Projects System Program The General Facilities Capital Projects System Program's FY 2013-14 CIP includes required repairs of city facilities. These projects will have very minimal impact on future operating costs as it will not re- quire additional staffing or materials. 600000 500000 400000 ------------------------------------ 300000 200000 100000 0 2014 2015 2016 2017 2018 Parks System Program The Parks System Program FY 2013-14 CIP includes projects that will have a direct impact on the city's operating costs. The very nature of a park system requires ongoing maintenance costs both for new additions to a system as well as maturing parks or trails. Significant projects listed within the FY 2013-14 parks system include land acquisitions and development resulting from the $17 million dollar parks bond that was approved by voters in November 2010. A total of$4.9 million dollars has been programmed for both park land acquisition and development as recommended by the city's Parks & Recreation Advisory Board (PRAB). Of the $4.9 million dollars, a total of $1.7 million has been set aside for acquisition and development for potential sites located within the downtown area. As a result of the bond, a total 105 acres of land has been preserved and is expected to require maintenance in the coming years. CAPITAL IMPROVEMENT PLAN-PAGE 283 IMPACT OF CAPITAL IMPROVEMENT PLAN ON OPERATING COSTS 10000000 8000000 6000000 4000000 2000000 0 2014 2015 2016 2017 2018 Sanitary Sewer Program Many of the projects in the Sanitary Sewer Program, such as the Major Maintenance and Line Replace- ment programs, address existing and potential maintenance problems and thereby serve to reduce and prevent future operating cost impacts. The Sanitary Sewer Rehabilitation Program addresses those infrastructure needs that have been identified by the Sanitary Sewer Master Plan. Although additional sewer lines increase operating costs somewhat, these costs are offset by the additional revenues re- ceived by new sewer customers. No new positions related to the Sanitary Sewer program are anticipat- ed in the coming years. 5000000 4000000 3000000 2000000 1000000 0 2014 2015 2016 2017 2018 Street System Program The operating cost impact of the Streets Program is minimal and no new positions are forecast in the next few years. The Pavement Management Program (PMP) provides corrective and preventative maintenance on city streets including right-of-way maintenance. The program restores the wearing course of the streets and thereby improves the pavement's integrity,improves ride ability, and enhanc- es traffic safety. By performing these upgrades and improvements to the city's streets on a regular schedule, the city is able to reduce future operating costs. PAGE 284- CITY OF TIGARD IMPACT OF CAPITAL IMPROVEMENT PLAN ON OPERATING COSTS The FY 2013-14 CIP budget does contain a couple of major intersection improvements that are partial- ly funded through grants. These include Pacific Highway/McDonald Street/Gaarde Street Intersection and the Main Street Green Street Retrofit project which is also reflected in the CIP for the Urban Re- newal District. In addition, plans are in development to improve the 72nd Avenue/Dartmouth Street Intersection in conjunction with a substantial private development project. With the complete recon- struction of these streets, the impact on future operating costs is minimal. 8,000,000 -,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 2014 2015 2016 2017 2018 Storm Water Program The projects within the Storm Water Program are typically designed to address erosion and storm drainage problems and to return wetland areas to a more natural, native state. These projects have a tendency to show a positive impact on future operating costs by postponing the need for additional staff. As a result,no new positions are forecast in the coming years related to this program. 600,000 500,000 400,000 300,000 200,000 100,000 2014 2015 2016 2017 2018 Water System Program In the FY 2013-14 CIP, the Water System Program has a variety of projects planned. A number of these projects, including the Water Main Line Over-sizing projects which consists of the maintenance or replacement of existing infrastructure. By maintaining the existing system, the city avoids higher future costs than if the system were allowed to deteriorate. While difficult to calculate, it is safe to say that these projects create savings in future operating costs. CAPITAL IMPROVEMENT PLAN-PAGE 285 IMPACT OF CAPITAL IMPROVEMENT PLAN ON OPERATING COSTS The FY 2013-14 CIP also sees the continuation of the Lake Oswego Partnership. This project will provide Tigard with a long-term water supply with delivery scheduled for 2016. The project will in- clude a raw water intake facility on the Clackamas River, increased piping size, increased water treat- ment plant capacity, and other capacity increases. The full impact of this project on future operating cost is extremely difficult to forecast this early in the project but it is certain there will be a significant effect on materials,utilities, and likely personnel costs. 50,000,000 70,000,000 60,000,000 50,000,000 40,000,000 30,000,000 20,000,000 10,000,000 2014 2015 2016 2017 2015 PAGE 286 - CITY OF TIGARD PRIORITIZATION AND DEVELOPMENT OF THE CIP Development of this Capital Improvement Plan (CIP) started almost as soon as the prior CIP was adopted. The list of potential projects to be considered started with funded and unfunded projects in the prior CIP. To this, the city solicited input from citizens and neighborhood groups over a two month period, queried staff, and reviewed master plans. The prioritization process starts after the entire list of potential CIP projects is finalized. Since many of the projects in the prior CIP are underway, those projects are assumed to continue to move forward and do not need to be prioritized. All of the remaining projects then make up the list for prioritization. Prioritization is different than budgeting. The prioritization is intended to state what is most important to Tigard regardless of cost. Prioritization is performed by two groups that are each provided equal weight to the scoring. The city has a team of staff that ranks all potential projects. The city's team uses set criteria that include such aspects as public health and safety, environmental impact, system reliability, and implementation of master plan.s The second group are citizen advisory committees. These committees include the Parks and Recreation Advisory Board (PRAB),Tigard Transportation Advisory Committee (TTAC), and City Center Advisory Committee (CCAC). These citizen committees develop their own ranking criteria and rank projects in specific systems such as parks and transportation. The final prioritization comes from combining the scoring of the two groups. Prioritization is important as an expression of Tigard's needs. It differs from budgeting in that it is blind of available resources. It is common for high priority projects to go unfunded due to their cost and available resources. The priority of unfunded projects remains important for the city when dis- cussing these projects with our regional partners. This has allowed Tigard to partner with agencies such as Washington County, Oregon Department of Transportation, and Metro. When combining the available resources of Tigard and our partners, the city is able to provide high priority infrastructure that could not be provided on our own. The timeline for CIP development and prioritization is as follows: • September 1 until October 31—Citizen project suggestion period. • November and December—All submitted projects (includes citizen suggestions and pro- jects that are already in the prior CIP, but not underway) are evaluated and prioritized by staff, Council, and citizens from the Transportation Advisory Committee and the Parks and Recreation Advisory Board. • Mid February—CIP is submitted to City Manager as part of the proposed budget. • Mid April—Proposed CIP is considered by the Budget Committee in public meetings. • First Council Meeting in June—City Council adoption of Capital Improvement Plan. CAPITAL IMPROVEMENT PLAN-PAGE 287 PRIORITIZATION AND DEVELOPMENT OF THE CIP TotalPriority ProjectNarne Funding Status Funding Source 5-Year Street Projects Current Pavement Management Program In Progress Street Maintenance Fee $ 8,860,000 Gas Tax,Water,Underground Walnut Street Improvements(116th Ave.to Tiedeman Ave.)along with In Progress-awarded$4 million Utility,Sanitary Sewer,& Current Walnut 5treet/135thAve.Intersection Improvement grant thru WaCo Stormwater $ 616,000 Current Citywide Sidewalk and Pedestrian Improvements In Progress Gas Tax $ 282,000 In Progress-awarded$76million Transportation Development Tax Current I Pacific Hwy/Gaarde5t./McDonald St.Improvement grant thruSTIP,ODOT,&Waco &Traffic Impact Fee $ 11800,000 Underground Utility, Transportation Development Tax, Current 72nd Ave./Dartmouth St.Intersection lmprovement In Progress &Gas Tax $ 2,295,400 Current 92nd Ave.Sidewalk(Waverly Dr.to Cook Park) In Progress Gas Tax,&Stormwater $ 605,000 In Progress-$3.4 million in MTIP Current Main St./Green St.Retrofit and MSTIP funding Gas Tax,&Water $ 1,144,492 In Progress-$1.15 million in STIP Gas Tax,Water,Sanitary Sewer, Current Main St./Green St.Improvements-Phase 2 funding Stormwater,&Urban Renewal $ 1,200,000 Fully Funded-awarded$650,000 1 s Ferry/DuhRd. gra $ -------------Upper------------Bocne---------------ram--------------Adaptive----------Signal-----Coordination System------------------------------------federal------ nt Gas-Tax-------------------------------------Tax----------------------------------- --------------165,000 --------- Gas Tax,Water,Sanitary Sewer,& 2 121stAvenue(WaInuttoGaarde)CompleteStreet,Whistlerto.TippItt-St. Unfunded Stormwater $ 5,300,000 Gas Tax,Sanitary Sewer, 3 lWalnut Street Complete Street,Tiedeman to Pacific Hwy Unfunded Stormwater,&Water $ 9,850,000 Gas Tax,Stormwater,&Other ------------4 Citizen-- --Request:- ----- ---------Sidewalks-Tiedeman Ave.(Tigard St.-Greenburg Rd.) Partially Funded Agencies $ 905,000 - ----- -- -- --------_____---_____---_--_---------------------------------------------------------- ---------------------------------------- ----------------------- Gas Tax,Stormwater,&Other 5 Citizen Request:Sidewalks-Hall (Bonita Rd.to Durham Rd.) Unfunded $ ----------------------------------------------------Blvd.-------------------------------------------------- Unfnded-----------------------------------------Agcies---------------------------------------- -------------905,000 ---------- Fully Funded-PendingTriMet Gas Tax,Stormwater,&Other 6 CommercialStreet(Lincoln toMain)Sidewalk Funding at 80-20match Agencies $ 905,000 ------------------------------------------------------------------------------------------------------ ------------------------------------- ----------------------- Gas Tax,Water,Sanitary Sewer, 7 Scoffins/Hall/HunzikerRealignment unded Stormwater,&OtherAgencies $ 11,550,000 Partially Funded-Will seek grant Gas Tax,Water,SanitarySewer, 8 Hall/McDonald Intersection Improvement(Left-Turn Lane) funding Stormwater,&Other Agencies $ 1,860,000 ----------------------------------------------------------------------------------------------------------------------------- Eligible for federal bridge 9 N.Dakota Bridge Replacement Unfunded replacement funding $ 4,400,000 ------------------------St.--------------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------------- Citizen Request:Tiedeman/Greenburg Rd./N.Dakota Intersection Gas Tax,Water,Sanitary Sewer, 10-----Improvements Unfunded-roadstudyrequired Stormwater,&Other Agencies $ 2,750,000 -------- -------------------------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------------- 11 Citizen Request:Sidewalks(Hall Blvd.between Bonita&McDonald) Unfunded Gas Tax $ 300,000 12 72nd Ave.Improvements(Hwy 217 to Elmhurst St.) Unfunded $ 14,050,000 ............ ._......................................—— — -- —— -- — -- —— ---- -------------------------------------------- ........................ 13 Ash St.crossing of the WES Rail Line Unfunded $ 8,550,000 14 Tiedeman/N.Dakota/Tigard St.Realignment Unfunded $ 2,750,000 --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------------- 1- Citizen Request:Sidewalks(SW 72nd from u $ 1, ----------------------------------------------------------------Hwy----217----to--------Bonita-----Rd)----------------- Unfnded--------------------------------------------------------------------------------- -------------770,000 ---------- 16 Citizen Request: /Benchview/139th $ 11,850,000 ----------------------------------Bull---Mountain---------------------------------Roundabout-------------------------------------Unfunded--------------------------------------------------------------------- --------- ------- - ------------- 17 Citizen Request:Greenfield Dr.Complete Street Unfunded $ 11,850,000 --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------------- ----Staff--- Pacific Highway Gateway(At Hall Blvd.) Unfunded Urban Renewal $ NR Park St Sidewalk(Pacific Unfunded $ 905,000 ------------------ _ _ ____ ______---_-----------------------_-__---------------------------------------------- NR Improve Warner Street Unfunded ODOTwill notgive access rights $ 2,510,000 NR Watkins Sidewalk(Parkto Walnut) Unfunded $ 1,770,000 NR Main Street Bridge Painting/Rehabilitation Unfunded Urban Renewal $ 1,500,000 -------------- -- - - - - -- - -------------------------------------------------------------------------------------------------------------------------[-$ ----------------------- Staff Update Transportation System Plan-River Terrace Fully Funded Gas Tax $ 55,000 --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------------- Staff Tigard Transportation System Development Charge Fully Funded Gas Tax $ 55,000 ----------- ----------------------------------------------------------------------------------------- --------------------------------------------------------------------------------- ----------------------- Staff River Terrace Capital Improvement Projects Unfunded Unknown Shaded projects are"Unfunded". Priority of"Current"=Project is in progress during the prior fiscal year(FY 2013)indicating it is already a high priority. Priority of"Staff"=Project submitted bystaffafter prioritization process was completed in December,but needed to be considered for CIP. Priority that includes"UR"=Project ranked by the City Center Advisory Committee(CCAC) Priority of"NR"=Project not ranked due to timing of submition to list after prioritization process was completed PAGE 288 - CITY OF TIGARD PRIORITIZATION AND DEVELOPMENT OF THE CIP Water Current Water Meter Replacement Program In Progress Water $ 110001000 Current Water Main Line Oversizing In Progress Water CIP $ 775,000 Current Aquifer Storage and Recovery Well#3 In Progress Water CIP $ 3,167,000 Current Lake Oswego-Tigard Water Partnership In Progress Water CIP $ 103,644,900 Current Water Line Replacement Program In Progress Water $ 700,000 Current Fire Hydrant Replacement Program In Progress Water $ 500,000 Current Main Street Waterline Replacement In Progress Water,Water CIP $ 621,700 Current Pipeline Connecting 550Zoneto530Zone In Progress Water CIP $ 2260,000 Current Annual Fire Flow Improvement Program In Progress Water CIP $ 500,000 Current Johnson Street Waterline Replacement In Progress water CIP IT 285,000 1 New_Water Source Systemwide Improvements Fully Funded WaterClP_ $ 835,000 2 Barrows/Scholls Ferry 16"Line Extension(River Road) Fully Funded Water CIP,Sanitary Sewer $ 500,000 3 Tigard HS Water Well Abandonment Fully Funded WaterClP $ 115,000 Staff Pacific Hwy/Gaarde Utility Casing Bore Crossing Fully Funded Water,Water CIP $ 520,000 Staff Water Master Plan Update-River Terrace Fully Funded Water $ 55,000 Staff River Terrace Capital Improvement Projects Unfunded Unknown -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- ------------------------ General Capital Facilities ------------------------------------ Current City Hall/Permit Center/Police Exterior Walls In Progress General Fund $ 1,694,602 --------------------________________________________---------------------------------------_--_-- - -------------- Water,Sanitary Sew 1 New PWYard/Decommission AshSt.Yard Unfunded Stormwater,&Gas-Tax $ 47,100,000 5-UR Saxony Property Demolition/Site Planning/Construction Unfunded Parks Bond $ 2,000,000 ---------------------------------------------------------------------------------------------------------------------------------------------- ------------------------------------- -- Staff Library Soil Removal Unfunded General Fund $ 300,000 ----------- -------Y------ ----------------------------------------------------------------- ---------------------------------------- ------------------------------- ------ Staff Library Autom $ i 320,000 ----------------- Parks Projects _ _�__________ Current East Butte Heritage Park Development In Progress Parks Bond $ 476,558 Current Fanno Creek House In Progress Parks Bond $ 156,238 Current Dirksen Nature Park(formerly Summer Creek Park) In Progress-Partially Funded Parks Bond $ 556,599 Current Tree Canopy Replacement Program In Progress Urban Forestry $ 500,000 Current Jack Park In Progress Parks Bond $ 394,655 Sanitary Sewer,Stormwater, Current Fanno Creek Trail.Main St.to Grant Ave. In Progress Parks Bond,Parks SDC $ 421,000 In Progress-$802,400funding thru Current Fanno Creek Trail.GrantAve.to Woodard Park STIP Parks SDC,Stormwater $ 1,036,000 Current Park Land Acquisition In Progress Parks Bond,Parks SDC $ 1,010,576 Current Park Land Development In Progress Parks Bond $ 790,000 Current Downtown Land Acquisition In Progress Parks Bond $ 1,335,000 Current Downtown Park Improvements In Progress Parks Bond $ 336,628 Current Tigard Street Trail In Progress Parks Bond $ 100,000 Current COT/TTSDPark Development Partnership In Progress Parks Bond $ 135,000 Current Damage Tree Replacement Program In Progress Urban Forestry $ 250,000 -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------------- 1 Potso Dog Park(Partof the"Park Land Development"project) Fully Funded Parks SDC&Parks Bond $ 75,000 -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------------- 1-UR Plaza Purchase/Design/Construction Unfunded Urban Renewal $ 460,000 --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------------- 2 Fa nnoCreekTrailBridgeReplacement(CWSRe-meander) Unfunded $ 2,905,000 -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------------- 3 Fanno CreekTrail(LibrarytoMiltonCourt) Unfunded Applying for Metro Grant in FY 14 $ -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------------- 4 Senn Park Fully Funded Parks Bond $ 50,000 -------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------------- Project is going thru planning process at Metro;no city funds 5 Bonneville PowerTrall(WestsldeTrall) Unfunded neededatthistime. $ --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- ----------------------- 10-UR Pacific Hwy at Hall Blvd.Gateway(Flagpole) Unfunded Urban Renewal $ 11-UR Downtown Clock Tower Unfunded Urban Renewal $ - ------------- -------------- ------------- - ------- --------------------- - NR Turf Fields at Comm.Parks Unfunded $ - __________________________________________ _________W_________________________________W_________W___W_ ____________________________ Staff Tigard Triangle Area(P3) Unfunded $ __------------------------------------------- ---------__------------------------ — __ ------- Staff Parks System Development Charge UpdateFully Funded Parks SDC $ 25,000 Staff East Bull Mountain Fully Funded _ Parks Bond $ 10,000 --------------------------------------------------------------------------------- ---------- --------- Staff Update Parks Master Plan-River Terrace Fully Funded Parks SDC $ 55,000 --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------I----------------------- Staff River Terrace Capital Improvement Projects Unfunded Unknown $ Shaded projects are"Unfunded". Priority of"Current"=Project is in progress during the prior fiscal year(FY 2013)indicating it is already a high priority. Priority of"Staff"=Project submitted by staff after prioritization process was completed in December,but needed to be considered for CIP. Priority that includes"UR"=Project ranked by the City Center Advisory Committee(CCAC) Priority of"NR"=Project not ranked due to timing of submition to list after prioritization process was completed CAPITAL IMPROVEMENT PLAN-PAGE 289 PRIORITIZATION AND DEVELOPMENT OF THE CIP Stormwater Current Storm Drain Major Maintenance Program In Progress Stormwater $ 250,000 Current Copper Creek Bank Stabilization In Progress Stormwater $ 172,000 1 Fanno Creek South Bank from DeAnn Ct.to Brown Property Unfunded Stormwater $ 835,000 2 Storm Drain Upgrade-Canterbury(106th to Pacific Hwy) Unfunded Stormwater $ 250,000 ---------------------------------------------------------------------------------------------------------------------------------------------- --------------------------------------- ----------------------- 3 BurlcrestDr.,Summer Crest to121stAve. Unfunded Stormwater $ 250,000 ---------------------------------------------------------------------------------------------------------------------------------------------- --------------------------------------- ----------------------- Staff Slope Stabilization(Derry Dell Creek at 118th Ave.) Fully Funded Stormwater $ 835,000 ---------------------------------------------------------------------------------------------------------------------------------------------- --------------------------------------- ----------------------- Staff Greenfield Storm Drain Replacement Unfunded Stormwater $ 250,000 ---------------------------------------------------------------------------------------------------------------------------------------------- --------------------------------------- ----------------------- Staff Storm Facility Replacement(Greenfield Drive near Pine View) Unfunded Stormwater $ 250,000 ---------------------------------------------------------------------------------------------------------------------------------------------- --------------------------------------- ----------------------- Staff Storm Drainage Extension at 11445 SW Tiedeman Unfunded Stormwater $ 25 0,000 Staff Ridgefield WQ Facility Repair/Stabilization Unfunded Stormwater $ 250,000 Staff Main Street Bridge Storm Rehabilitation Unfunded Stormwater $ 835,000 Staff Stormwater Master Plan Update-River Terrace Fully Funded Stormwater $ 55,000 Staff River Terrace Capital Improvement Projects Unfunded Unknown $ - ---- -------- -------- Sanitary Sewer HIMINININININ Current Citywide Sanitary Sewer Extension Program In Progress Sanitary Sewer $ 425,000 Current Sanitary Sewer Major Maintenance Program In Progress Sanitary Sewer $ 510,000 Current FannoCreek Slope Stabilization(Arthur Court) In Progress Sanitary Sewer $ 583,000 Current Main St.Sewer/Fanno Creek Crossing Elimination In Progress Sanitary Sewer $ 212,000 Current 128th Ave./Shore Dr.Sewer Replacement In Progress Sanitary Sewer $ 872,000 Current ffastligardSewerReplacement In Progress Sanitary Sewer $ 345,000 Sanitary Sewer,Water Current I Benchview Creek Sewer Stabilization In Progress Quality/Quantity $ 1,300,000 Current Sewer Rehabilitation Program In Progress Sanitary Sewer $ 2,525,000 Current Derry Dell Creek&Sewer Interceptor Relocation In Progress Sanitary Sewer $ 75,000 Current Dartmouth Street Sewer Repair In Progress Sanitary Sewer $ 420,000 1 Red Rock Creek/Slope Stabilization Fully Funded Sanitary Sewer $ 200,000 Staff 72nd Ave.Sewer Replacement at Bonita Road Fully Funded Sanitary Sewer $ 800,000 f Tree Plan ti ng SummerCreek-116thAve.to Unfunded SanitarySewe 54,000 - ----------------------------------------------------------------------=---------------------------------------------------------------------- --------------------------------------- ---------------------- Staff CommunityTreePIanting Fully Funded Sanitary Sewer $ 70,000 ----- ---- ------------------------------------------------------------------------------------------- --------------------------------------- ----------------------- Staff SanitarySewer Master PlanUpdate-River Terrace Fully Funded Sanitary Sewer $ 55,000 ---------------------------------------------------------------------------------------------------------------------------------------------- --------------------------------------- ----------------------- Staff River Terrace Capital Improvement Projects lUnfuncled lUnknown I$ - Shaded projects are"Unfunded". Priority of"Current"=Project is in progress during the prior fiscal year(FY 2013)indicating it is already a high priority. Priority of"Staff'=Project submitted by staff after prioritization process was completed in December,but needed to be considered for CIP. Priority that includes"UR"=Project ranked by the City Center Advisory Committee(CCAQ Priority of"NR"=Project not ranked due to timing of submition to list after prioritization process was completed PAGE 290 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS Project Name 2014 2015 2016 2017 2018 5-Yr Total Tier 1 Pavement Management Program 1,660,000 1,800,000 1 1,800,000 1,800,000 1,800,000 8,860,000 Walnut St Improvements- 116th Ave to 164,000 164,000 164,000 124,000 - 616,000 Tiedeman&135th Ave Intersection _ Citywide Pedestrian&Cyclist 80,000 _- 141,000 - 141,000 362,000 Pacific Highway/Gaarde 1,000,000 500,000 200,000 100,000 - 1,800,000 Street/McDonald Street Improvements 72nd Avenue/Dartmouth Street, 2,295,400 - - - - 2,295,400 Intersection Improvement 92nd Avenue Sidewalk(Waverly Dr.to 605,000 - - - 605,000 Cook Park) Main Street/Green Street Retrofit 1,144,492 - - - _ - 1,144,492 Main Street/Green Street Improvements - 850,000 350,000 - - 1,200,000 Phase 2 _ Tiedeman Sidewalk(Tigard St to - - - 905,000 - 905,000 Update Transportation System Plan for 55,000 - - - 55,000 River Terrace Tigard Transportation SDC 55,000 - - 55,000 I Tier Subtotal 7,058,892 3,314,000 2,655,000 2,929,000 1,941,000 17,897,892 Tier 2 Upper Boones Ferry Rd/Durham 115,000 50,000 - - - 165,000 Adaptive Signal Coordination Commercial St.Sidewalk(Lincoln to - 905,000 - 905,000 Main) Hall/McDonald Intersection - - - 1,860,000 1,860,000 Improvements(Left Turn Lane) Tier 2 Subtotal 115,000 955,000 - 1,860,000 - 2,930,000 System Total 7,173,892 4,269,000 2,655,000 4,789,000 1,941,000 20,827,892 * The CIP defines these projects into tiers. Tier 1 projects are those that the city will work to complete first. These are the projects that get done in our ideal world. Tier 2 projects are those that have been moved from year 2 or 3 into the first year. The city will only work on Tier 2 projects when time is made available due to delays in Tier 1 projects.Tier 1 includes those projects that are currently in progress,or are fully funded and do not start until out-years of the CIP.Tier 2 consists of those projects that have yet to start,are high priority,and are fully funded beginning in FY 2014.With the implementa- tion of the tier system, the city can better manage its program resources and avoid the appearance of overpromising and under-delivering its'CIP. CAPITAL IMPROVEMENT PLAN-PAGE 291 CAPITAL IMPROVEMENT PLAN - STREETS 95401-Pavement Management Program This program that is funded by the Street Maintenance Fee,consists of pavement overlays,crack seals and slurry seals on various streets throughout the city in order to preserve the city's investment in the existing street surface. Crack seals are planned for Spring.Pavement overlays and slurry seals are planned for Summer. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Construction Management 0 40,000 169,033 150,000 150,000 150,000 150,000 150,000 919,033 Design and Engineenng 0 0 108,071 0 0 0 0 0 108,071 Project Management 0 10,400 24,937 801000 801000 801000 60,000 60,000 424,937 Public Involvement 0 0 1,134 0 0 0 0 0 1,134 Total Internal 0 50,400 303,175 230,000 230,000 230,000 230,000 230,000 1,453,175 External Expenses Design and Engineering 3,540 40,000 27,104 40,000 40,000 40,000 40,000 40,000 227,104 Public Involvement 1,241 0 240 10,000 10,000 10,000 10,000 10,000 50,240 Construction 1,095,466 1,029,600 1,316,722 1,380,000 1,520,000 1,520,000 1,520,000 1,520,000 8,776,722 Total External 1,100,247 1,069,600 1,344,066 1,430,000 1,570,000 1,570,000 1,570,000 1,570,000 9,054,066 Total Project Expense 1,100,247 1,120,000 1,647,241 1,660,000 1,800,000 1,800,000 1,800,000 1,800,000 10,507,241 REVENUES Revenue Funding Source 412-Street Maintenance 1,100,247 1,120,000 1,647,241 1,660,000 1,800,000 1,800,000 1,800,000 1,800,000 10,507,241 Fund Total Revenue Funding 1,100,247 1,120,000 1,647,241 1,660,000 1,800,000 1,800,000 1,800,000 1,800,000 10,507,241 Total Revenues 1,100,247 1,120,000 1,647,241 1,660,000 1,800,000 1,800,000 1,800,000 1,800,000 10,507,241 PAGE 292- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 95023-Walnut St Improvements-116th Ave to Tiedeman&135th Ave Intersection This project will reconstruct the existing roadway with through and left-turn lanes.In addition,sidewalks,bike lanes,planter strips,and storm drainage will be constructed along Walnut Street from 116th Avenue to Tiedeman Avenue and in front of Fowler Middle School. This project will also reconstruct a roundabout or a traffic signal with turn lanes at the northern intersection of Walnut Street with 135th Avenue. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Construction Management 0 0 202 0 0 0 0 0 202 Public Involvement 0 0 644 0 0 0 0 0 644 Design and Engineering 0 0 1,079 0 0 0 0 0 1,079 Project Management 0 0 6,324 80,000 801000 801000 30,000 0 276,324 Total Internal 0 0 M49 80,000 80,000 80,000 30,000 0 278,249 External Expenses Construction 0 0 0 64,000 84,000 84,000 94,000 0 346,000 Total External 0 0 0 84,000 84,000 84,000 94,000 0 346,000 Total Project Expense 0 0 8,249 164,000 164,000 164,000 124,000 0 624,249 REVENUES Revenue Funding Source 530-Water Fund 0 0 0 16,000 16,000 16,000 6,000 0 54,000 200-Gas Tax Fund 0 0 8,249 16,000 16,000 16,000 6,000 0 62,249 411-Underground Utility 0 0 0 100,000 100,000 1001000 100,000 0 400,000 Fund 500-Sanitary Sewer Fund 0 0 0 16,000 16,000 16,000 61000 0 54,000 510-Stormwater Fund 0 0 0 16,000 16,000 16,000 6,000 0 54,000 Total Revenue Funding 0 0 8,249 164,000 164,000 164,000 124,000 0 624,249 Other Revenue Source Washington County 0 0 800,000 800,000 800,000 800,000 800,000 0 4,000,000 Total ether Revenue 0 0 800,000 800,000 800,000 800,000 8001000 0 4,000,000 Total Revenues 0 0 808,249 964,000 964,000 964,000 924,000 0 4,624,249 CAPITAL IMPROVEMENT PLAN-PAGE 293 CAPITAL IMPROVEMENT PLAN - STREETS 95027-Citywide Pedestrian&Cyclist Improvements This program allows the addition of sidewalks,bike lanes,short trail connections,and related facilities in order to link key gaps in the city's pedestrian and bicycle systems. This program also provides funding for the pedestrian amenities on major capital projects. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Construction Management 0 12,200 466 0 0 91990 0 91990 20,446 Design and Engineering 0 0 1,755 0 0 0 0 0 1,755 Project Management 0 12,200 1,506 10,000 0 9,995 0 9,995 31,496 Total Internal 0 24,400 3,727 10,000 0 19,985 0 19,985 53,697 External Expenses Land/Right of Way 0 10,000 0 50,000 0 10,005 0 10,005 70,010 Acquisition Construction 0 88,300 31,638 0 0 96,000 0 96,000 223,638 Design and Engineering 0 12,200 0 20,000 0 10,010 0 10,010 40,020 Public Involvement 0 6,100 0 0 0 5,000 0 5,000 10,000 Total External 0 116,600 31,638 70,000 0 121,015 0 121,015 343,668 Total Project Expense 0 141,000 35,365 80,000 0 141,000 0 141,000 397,365 REVENUES Revenue Funding Source 200-Gas Tax Fund 0 141,000 35,365 80,000 0 141,000 0 141,000 397,365 Total Revenue Funding 0 141,000 35,365 80,000 0 141,000 0 141,000 397,365 Total Revenues 0 141,000 35,365 80,000 0 141,000 0 141,000 397,365 PAGE 294- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 95033-Pacific Highway/Gaarde Street/McDonald Street Improvements The Pacific Highway,Gaarde Street,and McDonald Street intersection has a low level-of-service(LOS)as well as the highest accident count of any intersection in Tigard. This project improves the intersection by adding through lanes and new turn lanes. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Public Involvement 0 0 2,020 0 0 0 0 0 2,020 Project Management 0 25,653 14,164 50,000 50,000 20,000 5,000 0 139,164 Construction Management 0 0 781 0 0 0 0 0 781 Design and Engineering 0 0 3,564 0 0 0 0 0 3,564 Total Internal 0 25,653 20,529 50,000 50,000 20,000 5,000 0 145,529 External Expenses Construction 0 0 0 950,000 450,000 180,000 95,000 0 1,675,000 Design and Engineering 0 54,545 200,000 0 0 0 0 0 200,000 Land/Right of Way 0 162,067 0 0 0 0 0 0 0 Acquisition Total External 0 216,612 200,000 950,000 450,000 180,000 95,000 0 1,875,000 Total Project Expense 0 242,265 220,529 1,000,000 500,000 200,000 100,000 0 2,020,529 REVENUES Revenue Funding Source 405-Transportation 0 242,265 220,529 754,000 500,000 200,000 100,000 0 1,774,529 Development Tax 410-Traffic Impact Fee 0 0 0 246,000 0 0 0 0 246,000 Fund Total Revenue Funding 0 242,265 220,529 1,000,000 500,000 200,000 100,000 0 2,020,529 Other Revenue Source Federal Surface 0 883,333 883,333 863,333 842,334 0 0 0 2,609,000 Transportation Program Washington County 0 1,333,333 1,333,333 1,333,333 1,333,334 0 0 0 4,000,000 Oregon Department of 0 316,666 316,666 316,667 316,667 0 0 0 950,000 Transportation Total Other Revenue 0 2,533,332 2,533,332 2,533,333 2,492,335 0 0 0 7,559,000 Total Revenues 0 2,775,597 2,753,861 3,533,333 2,992,335 200,000 100,000 0 9,579,529 CAPITAL IMPROVEMENT PLAN-PAGE 295 CAPITAL IMPROVEMENT PLAN - STREETS 95035-72nd Avenue/Dartmouth Street Intersection Improvement This project will improve the level-of-service(LOS),and a short section of 72nd Avenue to five lanes with sidewalks and street trees. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2016 Total EXPENSES Internal Expenses Construction Management 0 54,900 0 60,950 0 0 0 0 60,950 Project Management 0 61,000 11,565 60,950 0 0 0 0 72,515 Land/Right of Way 0 0 5,099 0 0 0 0 0 5,099 Acquisition Public Involvement 0 0 422 0 0 0 0 0 422 Total Internal 0 115,900 17,086 121,900 0 0 0 0 138,986 External Expenses Construction 0 976,900 0 1,723,500 0 0 0 0 1,723,500 Design and Engineering 0 200,000 89,098 0 0 0 0 0 89,098 Public Involvement 0 12,200 46 0 0 0 0 0 46 Land/Right of Way 0 100,000 2,850 450,000 0 0 0 0 452,850 Acquisition Total External 0 1,289,100 91,994 2,173,500 0 0 0 0 2,265,494 Total Project Expense 0 1,405,000 109,080 2,295,400 0 0 0 0 2,404,480 REVENUES Revenue Funding Source 205-City Gas Tax Fund 0 0 0 1,000,000 0 0 0 0 1,000,000 411-Underground Utility 0 0 0 150,000 0 0 0 0 150,000 Fund 410-Traffic Impact Fee 0 630,000 49,042 520,000 0 0 0 0 569,042 Fund 405-Transportation 0 0 0 15,350 0 0 0 0 15,350 Development Tax 200-Gas Tax Fund 0 775,000 60,038 610,050 0 0 0 0 670,088 Total Revenue Funding 0 1,405,000 109,080 2,295,400 0 0 0 0 2,404,480 Total Revenues 0 1,405,000 109,080 2,295,400 0 0 0 0 2,404,480 PAGE 296 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 95037-92nd Avenue Sidewalk(Waverly Dr.to Cook Park) Currently there are no sidewalks leading into Cook Park south of Waverly Drive.This project would construct a single sidewalk along the east side of 92nd Avenue from Waverly Drive to Cook Park due to expanding wetlands. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Public Involvement 0 0 1,487 0 0 0 0 0 1,487 Design and Engineering 0 0 4,720 0 0 0 0 0 4,720 Construction Management 0 54,900 0 25,000 0 0 0 0 25,000 Project Management 0 54,900 7,043 25,000 0 0 0 0 32,043 Total Internal 0 109,800 13,250 50,000 0 0 0 0 63,250 External Expenses Design and Engineering 0 50,000 100,034 60,000 0 0 0 0 160,034 Construction 0 280,200 0 495,000 0 0 0 0 495,000 Land/Right of Way 0 50,000 0 0 0 0 0 0 0 Acquisition Public Involvement 0 0 143 0 0 0 0 0 143 Total External 0 380,200 100,177 555,000 0 0 0 0 655,177 Total Project Expense 0 490,000 113,427 605,000 0 0 0 0 718,427 REVENUES Revenue Funding Source 510-Stormwater Fund 0 MOW 22,518 123,000 0 0 0 0 145,518 200-Gas Tax Fund 0 392,000 90,909 482,000 0 0 0 0 572,909 Total Revenue Funding 0 490,000 113,427 605,000 0 0 0 0 718,427 Total Revenues 0 490,000 113,427 605,000 0 0 0 0 718,427 CAPITAL IMPROVEMENT PLAN-PAGE 297 CAPITAL IMPROVEMENT PLAN - STREETS 97003-Main Street/Green Street Retrofit The Main Street project is a multi-gear project including comprehensive redesign and construction of the full length of Main Street. The project is divided into 2 phases:Phase 1 starts at the railroad tracks and proceeds south to Pacific Highway. Phase 1,which is funded through the Metropolitan Transportation Improvement Program(MTIP)is to reconstruct the street in accordance with Green Street Standards for 1400 lineal feet of Main Street. It encompasses the entire public right-of-way(ROVO and includes streets,curbs,sidewalks, landscape and drainage improvements. Design will be based on concept plans as approved in the Downtown Streetscape Plan. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Project Management 0 31,055 8,824 30,000 0 0 0 0 38,824 Public Involvement 0 0 7,052 0 0 0 0 0 7,052 Design and Engineering 0 0 30,962 0 0 0 0 0 30,962 Construction Management 0 0 91 0 0 0 0 0 91 Total Internal 0 31,055 46,929 30,000 0 0 0 0 76,929 External Expenses Public Involvement 0 0 4,124 0 0 0 0 0 4,124 Land/Right of Way 0 600,000 220,205 0 0 0 0 0 220,205 Acquisition Design and Engineering 0 3,333 7,703 25,000 0 0 0 0 32,703 Construction 0 401,066 59 1,089,492 0 0 0 0 1,089,551 Total External 0 1,004,399 232,091 1,114,492 0 0 0 0 1,346,583 Total Project Expense 0 1,035,454 279,020 1,144,492 0 0 0 0 1,423,512 REVENUES Revenue Funding Source 200-Gas Tax Fund 0 859,427 265,336 950,868 0 0 0 0 1,216,204 940-Urban Renewal 0 0 5,689 0 0 0 0 0 5,689 Capital Improvements 530-Water Fund 0 176,027 7,995 193,624 0 0 0 0 201,619 Total Revenue Funding 0 1,035,454 279,020 1,144,492 0 0 fl 0 1,423,512 Other Revenue Source Metropolitan 500,000 2,174,929 2,174,929 425,576 0 0 0 0 2,600,505 Transportation Improvement Program Total Other Revenue 500,000 2,174,929 2,174,929 425,576 0 0 0 0 2,600,505 Total Revenues 500,000 3,210,383 2,453,949 1,570,068 0 0 0 0 4,024,017 PAGE 298 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 97017-Main Street/Green Street Improvements-Phase 2 This project would reconstruct Main Street from the railroad crossing to Scoffins Street. It would include improved landscaping, sidewalks,parking improvements,stormwater treatment,and pedestrian amenities working towards the vision of Main Street as a walkable town center. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Construction Management 0 0 67 0 50,010 49,990 0 0 100,067 Public Involvement 0 0 6,301 0 0 0 0 0 6,301 Design and Engineering 0 0 4,933 0 0 0 0 0 4,933 Project Management 0 0 435 0 49,990 50,010 0 0 100,435 Total Internal 0 0 11,736 0 100,000 100,000 0 0 211,736 External Expenses Public Involvement 0 0 0 0 25,000 0 0 0 25,000 Land/Right of Way 0 0 0 0 100,000 0 0 0 100,000 Acquisition Design and Engineenng 0 0 0 0 375,000 0 0 0 375,000 Construction 0 0 0 0 250,000 250,000 0 0 500,000 Total External 0 0 0 0 750,000 250,000 0 0 1,000,000 Total Project Expense 0 0 11,736 0 550,000 350,000 0 0 1,211,736 REVENUES Revenue Funding Source 940-Urban Renew al 0 0 2,542 0 153,000 63,000 0 0 218,542 Capital Improvements 200-Gas Tax Fund 0 0 5,024 0 348,500 143,500 0 0 497,024 500-Sanitary Sewer Fund 0 0 1,390 0 110,500 45,500 0 0 157,390 510-Stormwater Fund 0 0 1,389 0 119,000 49,000 0 0 169,389 530-Water Fund 0 0 1,391 0 119,000 49,000 0 0 169,391 Total Revenue Funding 0 0 11,736 0 850,000 350,000 0 0 1,211,736 Other Revenue Source Metropolitan 0 0 0 0 500,000 734,424 0 0 1,234,424 Transportation Improvement Program Total Other Revenue 0 0 0 0 500,000 734,424 0 0 1,234,424 Total Revenues 0 0 11,736 0 1,350,000 1,084,424 0 0 2,446,160 CAPITAL IMPROVEMENT PLAN-PAGE 299 CAPITAL IMPROVEMENT PLAN - STREETS 95038-Tiedeman Sidewalk(Tigard St to Greenburg) This project will construct a sidewalk and bicycle lane along the southeast side of Tiedeman Avenue for 900 feet southwest of Greenburg Road.This will complete the sidewalk from Greenburg Road to Tigard Street. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Project Management 0 0 0 0 0 0 90,000 0 90,000 Construction Management 0 0 0 0 0 0 90,000 0 90,000 Total Internal 0 0 0 0 0 0 180,000 0 180,000 External Expenses Construction 0 0 0 0 0 0 500,000 0 500,000 Public Involvement 0 0 0 0 0 0 25,000 0 25,000 Design and Engineering 0 0 0 0 0 0 150,000 0 150,000 Land/RightofWay 0 0 0 0 0 0 50,000 0 50,000 Acquisition Total External 0 0 0 0 0 0 725,000 0 725,000 Total Project Expense 0 0 0 0 0 0 905,000 0 905,000 REVENUES Revenue Funding Source 510-Stormwater Fund 0 0 0 0 0 0 362,000 0 362,000 200-Gas Tax Fund 0 0 0 0 0 0 398,000 0 398,000 Total Revenue Funding 0 0 0 0 0 0 760,000 0 760,000 Other Revenue Source Other 0 0 0 0 0 0 145,000 0 145,000 Total Other Revenue 0 0 0 0 0 0 145,000 0 145,000 Total Revenues 0 0 0 0 0 0 905,000 0 905,000 95039-Update Transportation System Plan for River Terrace Update the Transportation System Plan to incorporate the traffic modeling/level-of-service(LOS)efforts undertaken as a result of the River Terrace Community Plan development. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Project Management 0 0 0 5,000 0 0 0 0 5,000 Total internal 0 0 0 5,000 0 0 0 0 5,000 External Expenses Project Management 0 0 0 50,000 0 0 0 0 50,000 Total External 0 0 0 50,000 0 0 0 0 50,000 Total Project Expense 0 0 0 55,000 0 0 0 0 55,000 REVENUES Revenue Funding Source 200-Gas Tax Fund 0 0 0 55,000 0 0 0 0 55,000 Total Revenue Funding 0 0 0 55,000 0 0 0 0 55,000 Total Revenues 0 0 0 55,000 0 0 0 0 55,000 PAGE 300- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 95040-Tigard Transportation SDC Based upon the update of the Transportation System Plan(TSP)resulting from River Terrace,a study will be conducted to create a City of Tigard Transportation System Development Charge based on level-of-service(LOS). Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Project Management 0 0 0 5,000 0 0 0 0 5,000 Total Internal 0 0 0 5,000 0 0 0 0 5,000 External Expenses Project Management 0 0 0 50,000 0 0 0 0 50,000 Total External 0 0 0 50,000 0 0 0 0 50,000 Total Project Expense 0 0 0 55,000 0 0 0 0 55,000 REVENUES Revenue Funding Source 200-Gas Tax Fund 0 0 0 55,000 0 0 0 0 55,000 Total Revenue Funding 0 0 0 55,000 0 0 0 0 55,000 Total Revenues 0 0 0 55,000 0 0 0 0 55,000 95041-Upper Boones Ferry Rd/Durham Adaptive Signal Coordination This project involves the installation of adaptive traffic signal control system connecting several intersections along Upper Boones Ferry Road and Durham Road from Interstate 5 to near Tigard High School_The signal operates according to traffic demands. Actual Remised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Project Management 0 0 0 25,000 25,010 0 0 0 50,010 Construction Management 0 0 0 25,000 24,990 0 0 0 49,990 Total Internal 0 0 0 50,000 50,000 0 0 0 100,000 External Expenses Design and Engineering 0 0 0 65,000 0 0 0 0 65,000 Total External 0 0 0 65,000 0 0 0 0 65,000 Total Project Expense 0 0 0 115,000 50,000 0 0 0 165,000 REVENUES Revenue Funding Source 200-Gas Tax Fund 0 0 0 115,000 50,000 0 0 0 165,000 Total Revenue Funding 0 0 0 115,000 50,000 0 0 0 165,000 Other Revenue Source Federal Intelligent 0 0 650,000 0 0 0 0 0 650,000 Transportation System Total Other Revenue 0 0 650,000 0 0 0 0 0 650,000 Total Revenues 0 0 650,000 115,000 50,000 0 0 0 815,000 CAPITAL IMPROVEMENT PLAN-PAGE 301 CAPITAL IMPROVEMENT PLAN - STREETS 95042-Commercial St.Sidewalk(Lincoln to Main) Construct a sidewalk along the south side of Commercial Street under the Pacific Highway viaduct to connect the adjacent neighborhood to downtown Tigard.The start of this project is contingent upon funding provided by TriMet that requires an 15%local match of Gas Tax Funds. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/16/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Project Management 0 0 0 0 901000 0 0 0 90,000 Construction Management 0 0 0 0 90,000 0 0 0 90,000 Total Internal 0 0 0 0 180,000 0 0 0 180,000 External Expenses Design and Engineering 0 0 0 0 150,000 0 0 0 150,000 Land/Right of Way 0 0 0 0 50,000 0 0 0 50,000 Acquisition Public Involvement 0 0 0 0 25,000 0 0 0 25,000 Construction 0 0 0 0 500,000 0 0 0 500,000 Total External 0 0 0 0 725,000 0 0 0 725,000 Total Project Expense 0 0 0 0 905,000 0 0 0 905,000 REVENUES Revenue Funding Source 200-Gas Tax Fund 0 0 0 0 108,000 0 0 0 108,000 510-Stormwater Fund 0 0 0 0 362,000 0 0 0 362,000 Total Revenue Funding 0 0 0 0 470,000 0 0 0 470,000 Other Revenue Source TriMet(Pending 0 0 0 0 435,000 0 0 0 435,000 Approval) Total Other Revenue 0 0 0 0 435,000 0 0 0 435,000 Total Revenues 0 0 0 0 905,000 0 0 0 905,000 PAGE 302- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 95043-Hall/McDonald Intersection Improvements(Left Turn Lane) This project will assist to alleviate the low level-of-service(LOS)at the intersection by adding signal coordination,an additional left-turn lane on Hall Boulevard,as well as an additional receiving lane along Hall. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Construction Management 0 0 0 0 0 0 150,000 0 150,000 Project Management 0 0 0 0 0 0 150,000 0 150,000 Total Internal 0 0 0 0 0 0 300,000 0 300,000 External Expenses Land/Right of Way 0 0 0 0 0 0 250,000 0 250,000 Acquisition Public Involvement 0 0 0 0 0 0 10,000 0 10,000 Construction 0 0 0 0 0 0 1,000,000 0 1,000,000 Design and Engineering 0 0 0 0 0 0 300,000 0 300,000 Total External 0 0 0 0 0 0 1,560,000 0 1,560,000 Total Project Expense 0 0 0 0 0 0 1,860,000 0 1,860,000 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 0 0 0 0 0 0 111,600 0 111,600 510-Stormwater Fund 0 0 0 0 0 0 446,400 0 446,400 530-Water Fund 0 0 0 0 0 0 111,600 0 111,600 Total Revenue Funding 0 0 0 0 0 0 669,600 0 669,600 Other Revenue Source Other 0 0 0 0 0 0 1,190,400 0 1,190,400 Total Other Revenue 0 0 0 0 0 0 1,190,400 0 1,190,400 Total Revenues 0 0 0 0 0 0 1,860,000 0 1,860,000 CAPITAL IMPROVEMENT PLAN-PAGE 303 CAPITAL IMPROVEMENT PLAN - PARKS Project Name 2014 2015 2016 2017 2018 5-Yr Total Tier 1 East Butte Heritage Park Development 476,558 - - - - 476,558 Fanno Creek House 156,238 - - - - 156,238 Dirksen Nature Park(formerly Summer 556,599 - - - - Creek Park) 556,599 Tree Canopy Replacement Program 100,000 100,000 100,000 100,000 100,000 500,000 Jack Park 394,655 - - - - 394,655 Fanno Creek Trail-Main Street to Grant 421,000 - - - - 421,000 Park Land Acquisition 2,020,576 - - - - 2,020,576 Park Land Development 790,000 - - - - 790,000 Downtown Land Acquisition 1,335,000 - - - - 1,335,000 Downtown Park Improvements 336,628 - - - - 336,628 Tigard Street Trail 100,000 - - - - 100,000 COT-TTSD Park Development 135,000 - - - 135,000 Damaged Tree Replacement Program 50,000 50,000 50,000 0 0 50,000 250,000 Fanno Creek Trail(Grant Ave to 1,036,000 - - - - Woodard Park) 1,036,000 Update the Parks Master Plan for River 55,000 - - - _ Terrace 55,000 Tier 1 Subtotal 7,963,254 150,000 150,000 150,000 150,000 8,563,254 Tier 2 Parks System Development Charge 25,000 - - - - Update _ 25,000 Senn Park 50,000 - - 50,000 East Bull Mountain 10,000 - - - 10,000 Tier 2 Subtotal 85,000 - - - - 85,000 System Total 8,048,254 150,000 150,000 150,000 150,000 8,648,254 * The CIP defines these projects into tiers. Tier 1 projects are those that the city will work to complete first. These are the projects that get done in our ideal world. Tier 2 projects are those that have been moved from year 2 or 3 into the first year. The city will only work on Tier 2 projects when time is made available due to delays in Tier 1 projects.Tier 1 includes those projects that are currently in progress,or are fully funded and do not start until out-years of the CIP.Tier 2 consists of those projects that have yet to start,are high priority,and are fully funded beginning in FY 2014.With the implementa- tion of the tier system, the city can better manage its program resources and avoid the appearance of overpromising and under-delivering its'CIP. PAGE 304- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 92003-East Butte Heritage Park Development The city has purchased property to develop a neighborhood park. Park development will include a playground structure,picnic shelter, restroom,picnic tables,benches,garbage cans,and soft and hard surface trails.This project was selected by the Parks&Recreation Ad-6sory Board(PRAB)for consideration of funding by parks bond proceeds. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Construction Management 0 33,000 3,542 36,400 0 0 0 0 39,942 Design and Engineering 83,195 0 36,864 0 0 0 0 0 36,864 Project Management 0 30,000 18,200 36,400 0 0 0 0 54,600 Public Involvement 0 0 267 0 0 0 0 0 267 Total Internal 83,195 63,000 58,873 72,800 0 0 0 0 131,673 External Expenses Construction 0 367,000 74,457 403,758 0 0 0 0 478,215 Design and Engineering 0 0 26,508 0 0 0 0 0 26,508 Total External 0 367,000 100,965 403,758 0 0 0 0 504,723 Total Project Expense 83,195 430,000 159,838 476,558 0 0 0 0 636,396 REVENUES Revenue Funding Source 421-Parks Bond Fund 0 305,000 133,411 376,680 0 0 0 0 510,091 425-Parks SDC Fund 83,195 125,000 26,427 99,878 0 0 0 0 126,305 Total Revenue Funding 83,195 430,000 159,838 476,558 0 0 0 0 636,396 Total Revenues 83,195 430,000 159,838 476,558 0 0 0 0 636,396 CAPITAL IMPROVEMENT PLAN-PAGE 305 CAPITAL IMPROVEMENT PLAN - PARKS 92006-Fanno Creek House The city's Fanno Creek House will begin its second phase of improvement.Phase 1 consisted of remodeling the house in FY 2010-11. Phase 2 includes landscaping,parking,and riparian improvements. This project was presented to the Parks&Recreation Advisory Board (PRAB)for consideration of funding by parks bond proceeds.This project is expected to be completed in FY 2014. Actual Re-6sed YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Construction Management 119,514 0 0 21,238 0 0 0 0 21,238 Design and Engineering 67,400 0 20,085 0 0 0 0 0 20,085 Project Management 0 0 3,472 0 0 0 0 0 3,472 Total Internal 186,914 0 23,557 21,238 0 0 0 0 44,795 External Expenses Construction 0 65,000 224 135,000 0 0 0 0 135,224 Total External 0 65,000 224 135,000 0 0 0 0 135,224 Total Project Expense 186,914 65,000 23,781 156,238 0 0 0 0 180,019 REVENUES Revenue Funding Source 100-General Fund 32,805 0 0 0 0 0 0 0 0 400-Facilities Capital 117,909 0 0 0 0 0 0 0 0 Projects Fund 421-Parks Bond Fund 36,200 65,000 23,781 156,738 0 0 0 0 180,019 Total Revenue Funding 186,914 65,000 23,781 156,238 0 0 0 0 180,019 Total Revenues 186,914 65,000 23,781 156,738 0 0 0 0 180,019 PAGE 306 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 92016-Dirksen Nature Park(formerly Summer Creek Park) The city has acquired land for the development of a community park_[Within the park,natural areas will be preserved and enhanced,and a ball field and interpretive center will be constructed.The development plan will be phased in with the construction plan to include restroom and shelter,parking lot,and educational center upgrades. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Project Management 0 28,600 6,477 56,599 0 0 0 0 63,076 Design and Engineering 0 0 7,365 0 0 0 0 0 7,365 Public Involvement 50 0 723 0 0 0 0 0 723 Construction Management 0 30,000 0 0 0 0 0 0 0 Total Internal 50 58,600 14,565 56,599 0 0 0 0 71,164 External Expenses Design and Engineering 76,832 341,400 52,500 500,000 0 0 0 0 552,500 Land/Right of Wav 3,395,791 0 0 0 0 0 0 0 0 Acquisition Total External 3,472,623 341,400 52,500 500,000 0 0 0 0 552,500 Total Project Expense 3,472,673 400,000 67,065 556,599 0 0 0 0 623,664 REVENUES Revenue Funding Source 425-Parks SDC_Fund 29,956 0 0 0 0 0 0 0 0 421-Parks Bond Fund 3,437,823 400,000 67,065 556,599 0 0 0 0 623,664 100-General Fund 4,894 0 0 0 0 0 0 0 0 Total Revenue Funding 3,472,673 400,000 67,065 556,599 0 0 0 0 623,664 Total Revenues 3,472,673 400,000 67,065 556,599 0 0 0 0 623,664 CAPITAL IMPROVEMENT PLAN-PAGE 307 CAPITAL IMPROVEMENT PLAN - PARKS 92017-Tree Canopy Replacement Program The City of Tigard collects funds from developers who remove trees and are unable to meet replacement requirements.This program utilizes the tree replacement fund for planting trees,thereby replacing lost tree canopy.Annually,the city will deliver and plant free street trees in the Fall/Winter for eligible Tigard residents requesting trees.After the free street tree program is completed in the spring,the city will then pursue a large scale planting opportunity in stream corridors,on school grounds,along highways,or where canopy replacement is needed.Funds will also be used to maintain prior planting during an establishment period. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES External Expenses Construction 141,629 125,000 2,835 1001000 100,000 100,000 100,000 100,000 502,835 Total External 141,629 125,000 2,835 100,000 100,000 100,000 100,000 1001000 502,835 Total Project Expense 141,629 125,000 2,835 100,000 100,000 1001{]00 100,000 100,000 502,835 REVENUES Revenue Funding Source 260-Grban Forestry Fund 141,629 125,000 2,835 100,000 100,000 100,000 100,000 100,000 502,835 Total Revenue Funding 141,629 125,000 2,835 100,000 100,000 100,000 100,000 100,000 502,835 Total Revenues 141,629 125,000 2,835 100,000 100,000 100,000 100,000 100,000 502,835 92022-Jack Park This project will improve the addition of Jack Park that was purchased in 2008.Phase 1 that is to be completed in 2013-14,includes construction of the bridge and trail to allow access to Jack Park from the new city property as well as the existing parking lot next to Tualatin Valley Fire and Rescue(IVFR)Station 50. Phase 2 will include a play structure and community gardens on the addition in the future. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Construction Management 0 24,400 0 31,900 0 0 0 0 31,900 Design and Engineering 65,223 0 0 0 0 0 0 0 0 Project Management 0 24,400 11,576 31,900 0 0 0 0 43,476 Total Internal 65,223 48,800 11,576 63,800 0 0 0 0 75,376 External Expenses Public Involvement 0 6,100 0 0 0 0 0 0 0 Design and Engineering 0 0 56,789 0 0 0 0 0 56,789 Construction 0 280,100 0 330,855 0 0 0 0 330,855 Total External 0 286,200 56,789 330,855 0 0 0 0 387,644 Total Project Expense 65,223 335,000 68,365 394,655 0 0 0 0 463,020 REVENUES Revenue Funding Source 421-Parks Bond Fund 65,223 335,000 68,365 394,655 0 0 0 0 463,020 Total Revenue Funding 65,223 335,000 68,365 394,655 0 0 0 0 463,020 Total Revenues 65,223 335,000 68,365 394,655 0 0 0 0 463,020 PAGE 308 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 92024-Fanno Creek Trail-Main Street to Grant Ave This project includes the installation of a trail from Main Street to Grant Avenue.This trail is a Ivey part of the larger Fanno Creek Regional Trail System from Portland to Tualatin.The funding provided is for permitting and construction.Construction on this project is expected to be completed in FY 2014. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Construction Management 0 12„200 0 40,310 0 0 0 0 40,310 Public Involvement 0 0 155 0 0 0 0 0 155 Project Management 0 91800 276 40,310 0 0 0 0 40586 Design and Engineering 32,720 0 20,516 0 0 0 0 0 20,516 Total Internal 32,720 22,000 20,947 80,620 0 0 0 0 101,567 External Expenses Land/Right of Way 86,995 0 0 0 0 0 0 0 0 Acquisition Construction 0 299,000 11,493 340,380 0 0 0 0 351,873 Total External 86,995 299,000 11,493 340,380 0 0 0 0 351,873 Total Project Expense 119,715 321,000 32,440 421,000 0 0 0 0 453,440 REVENUES Revenue Funding Source 510-Stormwater Fund 0 20,000 1,291 69,000 0 0 0 0 70„291 500-Sanitary Sewer Fund 0 35,000 2,053 82,000 0 0 0 0 84,053 425-Parks SDC Fund 34,666 132,000 19,362 143,000 0 0 0 0 162,362 100-General Fund 85,049 0 0 0 0 0 0 0 0 421-Parks Bond Fund 0 100,000 9,734 0 0 0 0 0 9,734 Total Revenue Funding 119,715 287,000 32,440 294,000 0 0 0 0 326,440 Other Revenue Source Metro Greenspace 0 3000 0 127,000 0 0 0 0 127,000 Total Other Revenue 0 34,000 0 127,000 0 0 0 0 127,000 Total Revenues 119,715 321,000 32,440 421,000 0 0 0 0 453,440 CAPITAL IMPROVEMENT PLAN-PAGE 309 CAPITAL IMPROVEMENT PLAN - PARKS 92026-Park Land Acquisition Potential land acquisitions have been identified as a result of the$17 million Parks Bond. The Parks&Recreation Advisory Board is continuing to identify potential site acquisitions for FY 2011 Properties that have been purchased include E.iswerth,Sagan,and Fields Park. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Public Involvement 0 0 3,658 0 0 0 0 0 3,658 Project Management 0 0 100 0 0 0 0 0 100 Design and Engineering 0 0 274 0 0 0 0 0 274 Total Internal 0 0 4,032 0 0 0 0 0 4,032 External Expenses Design and Engineering 0 0 48,612 0 0 0 0 0 48,612 Land/Right of Way 4,218 4,150,000 2,087,066 2,020,576 0 0 0 0 4,107,642 Acquisition Public Involvement 0 0 2,513 0 0 0 0 0 2,513 Total External 4,218 4,150,000 2,138,191 2,020,576 0 0 0 0 4,158,767 Total Project Expense 4,216 4,150,000 2,142,223 2,020,576 0 0 0 0 4,162,799 REVENUES Revenue Funding Source 421-Parks Bond Fund 0 1,850,000 1,136,665 1,050,405 0 0 0 0 2,187,070 425-Parks SDC Fund 0 2,300,000 1,005,458 970,171 0 0 0 0 1,975,629 420-Parks Capital Fund 4,216 0 0 0 0 0 0 0 0 Total Revenue Funding 4,218 4,150,000 2,142,123 2,020,576 0 0 0 0 4,162,699 Total Revenues 4,218 4,150,000 2,142,123 2,020,576 0 0 0 0 4,162,699 PAGE 310-CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 92027-Park Land Development This project consists of the development of land that has been purchased via the$17 million Park Bond.Locations for future development have vet to be determined.Park projects that are scheduled for development include Commercial,Summerlake,Pathfinder, and various trail segments. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Construction Management 0 0 51089 82,950 0 0 0 0 88,039 Design and Engineering 0 0 24,189 0 0 0 0 0 24,189 Public Involvement 0 0 607 0 0 0 0 0 607 Project Management 0 0 9,652 82,950 0 0 0 0 92,602 Total Internal 0 0 39,537 165,900 0 0 0 0 205,437 External Expenses Public Involvement 0 0 0 12,482 0 0 0 0 12,482 Land/Right of Way 0 0 205,803 0 0 0 0 0 205,803 Acquisition Design and Engineering 0 0 11,504 143,543 0 0 0 0 155,047 Construction 265 400,000 51,592 468,075 0 0 0 0 519,667 Total External 265 400,000 268,899 624,100 0 0 0 0 892,999 Total Project Expense 265 400,000 308,436 790,000 0 0 0 0 1,098,436 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 0 67,503 475,000 0 0 0 0 542,503 421-Parks Bond Fund 265 400,000 240,933 315,000 0 0 0 0 555,933 Total Revenue Funding 265 400,000 308,436 790,000 0 0 0 0 1,098,436 Total Revenues 265 400,000 308,436 790,000 0 0 0 0 1,098,436 CAPITAL IMPROVEMENT PLAN-PAGE 311 CAPITAL IMPROVEMENT PLAN - PARKS 92028-Downtown Land Acquisition This project includes costs associated with potential sites the city will purchase within the downtown area. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES External Expenses Land/Right of Way 371 1,360,000 450,000 1,335,000 0 0 0 0 1,785,000 Acquisition Total External 371 1,360,000 450,000 1,335,000 0 0 0 0 1,785,000 Total Project Expense 371 1,360,000 450,000 1,335,000 0 0 0 0 1,785,000 REVENUES Revenue Funding Source 421-Parks Bond Fund 371 1,360,000 450,000 1,335,000 0 0 0 0 1,785,000 Total Revenue Funding 371 1,360,000 450,000 1,335,000 0 0 0 0 1,785,000 Total Revenues 371 1,360,000 450,000 1,335,000 0 0 0 0 1,785,000 92029-Downtown Park Improvements This project will earmark funding for development of potential sites within the downtown area. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES External Expenses Design and Engineering 499 336,628 0 336,628 0 0 0 0 336,628 Total External 499 336,628 0 336,628 0 0 0 0 336,628 Total Project Expense 499 336,628 0 336,628 0 0 0 0 336,628 REVENUES Revenue Funding Source 421-Parks Bond Fund 499 336,628 0 336,628 0 0 0 0 336,628 Total Revenue Funding 499 336,628 0 336,628 0 0 0 0 336,628 Total Revenues 499 336,628 0 336,628 0 0 0 0 336,628 PAGE 312-CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 92034-Tigard Street Trail The project includes the acquisition and development of a pedestrian and bicycle boulevard on the abandoned railroad line along Tigard Street.This project was identified by the Parks and Recreation Advisory Board(DRAB)due to its connectivity to downtown for pedestrians and bicyclists. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Project Management 0 30,500 1,471 10,500 0 0 0 0 11,971 Construction Management 0 94,500 381 10,500 0 0 0 0 10,881 Total Internal 0 125,000 1,852 21,000 0 0 0 0 22,852 External Expenses Design and Engineering 0 0 0 16,590 0 0 0 0 16,590 Land/Right of Way 0 0 1,357 0 0 0 0 0 1,357 Acquisition Public Involvement 0 0 685 11580 0 0 0 0 2,265 Construction 0 0 0 60,830 0 0 0 0 60,830 Total External 0 0 2,042 79,000 0 0 0 0 81,042 Total Project Expense 0 125,000 3,894 100,000 0 0 0 0 103,894 REVENUES Revenue Funding Source 421-Parks Bond Fund 0 125,000 3,894 100,000 0 0 0 0 103,894 Total Revenue Funding 0 125,000 3,894 100,000 0 0 0 0 103,894 Total Revenues 0 125,000 3,894 100,000 0 0 0 0 103,894 CAPITAL IMPROVEMENT PLAN-PAGE 313 CAPITAL IMPROVEMENT PLAN - PARKS 92035-GOT-TTSD Park Development Partnership A partnership between Tigard and the Tigard Tualatin School District that would fund enhanced park amenities on school district property for public use. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES External Expenses Construction 0 118,600 0 102,600 0 0 0 0 102,600 Design and Engineering 0 25,000 0 21,600 0 0 0 0 21,600 Public Involvement 0 12,200 0 10,800 0 0 0 0 10,800 Total External 0 156,000 0 135,000 0 0 0 0 135,000 Total Project Expense 0 156,000 0 135,000 0 0 0 0 135,000 REVENUES Revenue Funding Source 421-Parks Bond Fund 0 156,000 0 135,000 0 0 0 0 135,000 Total Revenue Funding 0 156,000 0 135,000 0 0 0 0 135,000 Total Revenues 0 156,000 0 135,000 0 0 0 0 135,000 92437-Damaged Tree Replacement Program This program funds the replacement of down and removed trees in parks with large replacement trees.It also funds the planting of large park trees in park areas where the tree canopy needs to be enhanced. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES External Expenses Construction 0 25,000 25,000 50,000 50,000 50,000 50,000 50,000 275,000 Total External 0 25,000 25,000 50,000 50,000 50,000 50,000 50,000 275,000 Total Project Expense 0 25,000 25,000 50,000 50,000 50,000 50,000 50,000 275,000 REVENUES Revenue Funding Source 260-1:rban Forestry Fund 0 25,000 25,000 501000 50,000 501000 50,000 50,000 275,000 Total Revenue Funding 0 25,000 25,000 50,000 50,000 50,000 50,000 50,000 275,000 Total Revenues 0 25,000 25,000 50,000 50,000 50,000 50,000 50,000 275,000 PAGE 314-CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 92046-Fanno Creek Trail(Grant Ave to Woodard Park) Development of the project includes a boardwalk,bridges,and trails on easements and properties that were previously acquired by the city.This project will complete the last segment of this trail and requires a 10%local match in city funds. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Construction Management 0 0 0 60,000 0 0 0 0 60,000 Project Management 0 0 0 60,000 0 0 0 0 60,000 Total Internal 0 0 0 120,000 0 0 0 0 120,000 External Expenses Construction 0 0 0 730,000 0 0 0 0 730,000 Public Involvement 0 0 0 5,000 0 0 0 0 5,000 Design and Engineering 0 0 0 156,000 0 0 0 0 156,000 Land/Right of Way 0 0 0 25,000 0 0 0 0 25,000 Acquisition Total External 0 0 0 9161000 0 0 0 0 916,000 Total Project Expense 0 0 0 1,036,000 0 0 0 0 1,036,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 0 0 217,560 0 0 0 0 217,560 510-Stormwater Fund 0 0 0 217,560 0 0 0 0 217,560 Total Revenue Funding 0 0 0 435,120 0 0 0 0 435,120 Other Revenue Source Transportation 0 0 0 600,880 0 0 0 0 600,880 Enhancement Total Other Revenue 0 0 0 600,880 0 0 0 0 600,880 Total Revenues 0 0 0 1,036,000 0 0 0 0 1,036,000 CAPITAL IMPROVEMENT PLAN-PAGE 315 CAPITAL IMPROVEMENT PLAN - PARKS 92047-Update the Parks Master Plan for River Terrace Update the Parks Master Plan to incorporate changes necessitated by River Terrace. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Project Management 0 0 0 5,000 0 0 0 0 5,000 Total Internal 0 0 0 5,000 0 0 0 0 5,000 External Expenses Project Management 0 0 0 50,000 0 0 0 0 50,000 Total External 0 0 0 50,000 0 0 0 0 50,000 Total Project Expense 0 0 0 55,000 0 0 0 0 55,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 0 0 551000 0 0 0 0 551000 Total Revenue Funding 0 0 0 55,000 0 0 0 0 55,000 Total Revenues 0 0 0 55,000 0 0 0 0 55,000 92012-Parks System Development Charge Update The city's update of its Parks System Development Charge(SDC)methodology was adopted on June 12,2012.A consultant conducted the update which established new rates and determined the methodology for applying SDC's.Another rate study will be conducted in FY 2014 that will include the River Terrace properties that were annexed in August 2011. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES External Expenses Design and Engineering 0 16,000 0 25,000 0 0 0 0 25,000 Total External 0 16,000 0 25,000 0 0 0 0 25,000 Total Project Expense 0 16,000 0 25,000 0 0 0 0 25,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 16,000 0 25,000 0 0 0 0 25,000 Total Revenue Funding 0 16,000 0 25,000 0 0 0 0 25,000 Total Revenues 0 16,000 0 25,000 0 0 0 0 25,000 PAGE 316-CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 92045-Senn Park The Senn Park land was acquired along with the Senn open space in 2006.Funding will provide land use as well as some park amenities for this small park. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Construction Management 0 0 0 5,500 0 0 0 0 5,500 Project Management 0 0 0 5,500 0 0 0 0 5,500 Total Internal 0 0 0 111000 0 0 0 0 11,000 External Expenses Public Involvement 0 0 0 390 0 0 0 0 390 Construction 0 0 0 29,640 0 0 0 0 29,640 Design and Engineering 0 0 1,082 8,970 0 0 0 0 10,052 Total External 0 0 1,082 39,000 0 0 0 0 40,082 Total Project Expense 0 0 1,082 50,000 0 0 0 0 51,082 REVENUES Revenue Funding Source 421-Parks Bond Fund 0 0 1,082 50,000 0 0 0 0 51,082 Total Revenue Funding 0 0 1,082 50,000 0 0 0 0 51,082 Total Revenues 0 0 1,082 50,000 0 0 0 0 51,082 92031-East Bull Mountain The city purchased 3 parcels of property totalling 10 acres.A concept master plan will be developed for this new neighborhood park. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES External Expenses Design and Engineering 6,214 0 11,504 10,000 0 0 0 0 21,504 Total External 6,214 0 11,504 10,000 0 0 0 0 21,504 Total Project Expense 6,214 0 11,504 101000 0 0 0 0 21,504 REVENUES Revenue Funding Source 421-Parks Bond Fund 6,214 0 112504 101000 0 0 0 0 21,504 Total Revenue Funding 6,214 0 11,504 10,000 0 0 0 0 21,504 Total Revenues 6,214 0 11,504 10,000 0 0 0 0 21,504 CAPITAL IMPROVEMENT PLAN-PAGE 317 CAPITAL IMPROVEMENT PLAN - WATER Project Name 2014 2016 2017 2018 5-Yr Total Tier 1 Water Meter Replacement Program 200,000 200,000 200,000 200,000 200,000 1,000,000 Water Main Line Oversizing 155,000 155,000 155,000 155,000 155,000 775,000 Aquifer Storage&Recovery Well#3 3,167,000 - - - - 3,167,000 Lake Oswego-Tigard Water Partnership 68,017,300 33,652,500 1,353,000 622,100 - 103,644,9_00 Water Line Replacement Program 140,000 140,000 140,000 140,000 140,000 700,000 Fire Hydrant Replacements Program 100,000 100,000 100,000 100,000 100,000 500,000 Main Street Waterline Replacement 621,700 - - - - 621,700 Pipeline Connecting 550 Zone to 530 Zone 2,260,000 - - - - 2,260,000 Annual Fire Flow Improvement Program 100,000 100,000 100,000 100,000 100,000 500,000 Johnson Street Waterline 285,000 - - - 285,000 New Water Source Systemwide Improvements 210,000 200,000 175,000 125,000 125,000 835,000 Barrows/Scholls Ferry 16"Line Extensions(River Road) 500,000 - - - 500,000 Pacific Highway/Gaarde Utility Casing Bore Crossin�,rl - 520,000 - 520,000 Water Master Plan Update for River Terrace 55,000 - - - - 55,000 Tier 1 Subtotal 75,811,000 35,067,500 2,223,000 1,442,100 820,000 115,363,600 Tier 2 Tigard High School Well Abandonment - 115,000 - - - 115,000 Tier 2 Subtotal - 115,000 - - - 115,000 System Total 75,811,000 35,182,500 2,223,000 1,442,100 820,000 115,478,600 * The CIP defines these projects into tiers. Tier 1 projects are those that the city will work to complete first. These are the projects that get done in our ideal world. Tier 2 projects are those that have been moved from year 2 or 3 into the first year. The city will only work on Tier 2 projects when time is made available due to delays in Tier 1 projects.Tier 1 includes those projects that are currently in progress,or are fully funded and do not start until out-years of the CIP.Tier 2 consists of those projects that have yet to start,are high priority,and are fully funded beginning in FY 2014.With the implementa- tion of the tier system, the city can better manage its program resources and avoid the appearance of overpromising and under-delivering its'CIP. PAGE 318-CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - WATER 96003-Water Meter Replacement Program Replacement of large and small water meters that are deemed defective or at the end of their useful service life(over 20 years). Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Project Management 0 30,000 0 30,000 30,000 30,000 30,000 30,000 150,000 Total Internal 0 30,000 0 30,000 30,000 30,000 30,000 30,000 150,000 External Expenses Construction 0 170,000 40,760 170,000 170,000 170,000 170,000 170,000 890,760 Total External 0 170,000 40,760 170,000 170,000 170,000 170,000 170,000 890,760 Total Project Expense 0 200,000 40,760 200,000 200,000 200,000 200,000 200,000 1,040,760 REVENUES Revenue Funding Source 530-Water Fund 0 200,000 40,760 200,000 200,000 200,000 200,000 200,000 1,040,760 Total Revenue Funding 0 200,000 40,760 200,000 200,000 200,000 200,000 200,000 1,040,760 Total Revenues 0 200,000 40,760 200,000 200,000 200,000 200,000 200,000 1,040,760 96008-Water Main Line Oversixing The city may elect to upsize water transmission lines in conjunction with new development and the Water Master Plan.Lines earmarked for upsizing are identified in the Water Distribution System Hydraulic Study. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Design and Engineering 0 0 363 0 0 0 0 0 363 Project Management 0 6,100 0 5,000 51000 51000 5,000 5,000 25,000 Total Internal 0 6,100 363 5,000 51000 5,000 5,000 5,000 25,363 External Expenses Construction 0 73,900 0 150,000 150,000 150,000 150,000 150,000 750,000 Total External 0 73,900 0 150,000 150,000 150,000 150,000 150,000 750,000 Total Project Expense 0 80,000 363 155,000 155,000 155,000 155,000 155,000 775,363 REVENUES Revenue Funding Source 532-Water CIP Fund 0 80,000 363 155,000 155,000 155,000 155,000 155,000 775,363 Total Revenue Funding 0 80,000 363 155,000 155,000 155,000 155,000 155,000 775,363 Total Revenues 0 80,000 363 155,000 155,000 155,000 155,000 155,000 775,363 CAPITAL IMPROVEMENT PLAN-PAGE 319 CAPITAL IMPROVEMENT PLAN - WATER 96010-Aquifer Storage&Recovery Well#3 The Water Master Plan identified a need for the expansion of the city's Aquifer Storage and Recovery program to meet its long term water demand.Improvements include the installation of a pump,motor,and accompanying pipe and chlorination system to the well improvements that were completed in FY 2007-08.The pump station will provide 2.5 million gallons of water per day during dry summer months. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/16/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Land/Right of Way 0 0 31,982 0 0 0 0 0 31,982 Acquisition Project Management 0 147,600 88 101000 0 0 0 0 101088 Construction Management 0 164,700 2,817 110,000 0 0 0 0 112,817 Total Internal 0 312,300 34,887 120,000 0 0 0 0 154,887 External Expenses Design and Engineering 0 424,000 0 530,000 0 0 0 0 530,000 Construction 0 2,143,700 129 2,517,000 0 0 0 0 2,517,129 Total External 0 2,567,700 129 3,047,000 0 0 0 0 3,047,129 Total Project Expense 0 2,880,000 35,016 3,167,000 0 0 0 0 3,202,016 REVENUES Revenue Funding Source 532-Water CIP Fund 0 2,880,000 35,016 3,167,000 0 0 0 0 3,202,016 Total Revenue Funding 0 2,880,000 35,016 3,167,000 0 0 0 0 3202,016 Total Revenues 0 2,880,000 35,016 3,167,000 0 0 0 0 3,202,016 PAGE 320 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - WATER 96018-Lake Oswego-Tigard Water Partnership In 2008,Tigard entered into an agreement to develop a long-term water supply with the City of Lake Oswego.The new water supply is expected to be online in 2016. Capital construction projects include:expansion of the raw water intake structure on the Clackamas River, and increases in treatment plant capacity,transmission pipe sizing,storage capacity,and pumping capacity.Tigard's share of the total project cost is estimated at$110 million.Revenue bonds will likely be used to finance partnership projects- Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Construction Management 0 0 362 0 0 0 0 0 362 Design and Engineering 0 0 93,805 0 0 0 0 0 93,805 Project Management 0 171,500 93,915 171,500 171,500 171,500 0 0 608,415 Public Involvement 0 0 7,145 0 0 0 0 0 7,145 Total Internal 0 171,500 195,227 171,500 171,500 171,500 0 0 709,727 External Expenses Construction 0 8,888,857 1,216 61,588,310 29,692,362 891,568 622,100 0 92,795,556 Design and Engineering 14,027,203 4,509,228 5,959,947 2,055,575 586,723 23,106 0 0 8,625,351 Land/Right of Way 0 0 367,413 0 0 0 0 0 367,413 Acquisition Project Management 40,416 3,201,915 0 4,201,915 3,201,915 266,826 0 0 7,670,656 Total External 14,067,619 16,600,000 6,328,576 67,845,800 33,481,000 1,181,500 622,100 0 109,458,976 Total Project Expense 14,067,619 16,771,500 6,523,803 68,017,300 33,652,500 1,353,000 622,100 0 110,168,703 REVENUES Revenue Funding Source 532-Water CIP Fund 14,067,619 16,771,500 6,523,803 68,017,300 33,652,500 1,353,000 622,100 0 110,168,703 Total Revenue Funding 14,067,619 16,771,500 6,523,803 68,017,300 33,652,500 1,353,000 622,100 0 110,168,703 Total Revenues 14,067,619 16,771,500 6,523,803 68,017,300 33,652,500 1,353,000 622,100 0 110,168,703 CAPITAL IMPROVEMENT PLAN-PAGE 321 CAPITAL IMPROVEMENT PLAN - WATER 96024-Water Line Replacement Program This program includes replacement of water lines that are not serviceable,or have reached the end of their 50 year life cycle. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Project Management 0 6,100 581 5,000 5,000 5,000 5,000 5,000 25,581 Construction Management 0 6,100 0 5,000 5,000 5,000 5,000 5,000 25,000 Total Internal 0 12,200 581 10,000 10,000 10,000 10,000 10,000 50,581 External Expenses Public Involvement 0 6,100 0 5,000 5,000 51000 5,000 55000 25,000 Construction 43,240 96,700 0 100,000 100,000 100,000 1001000 1001000 500,000 Design and Engineering 0 25,000 0 25,000 25,000 25,000 25,000 25,000 125,000 Total External 43,240 127,800 0 130,000 130,000 130,000 130,000 130,000 650,000 Total Project Expense 43,240 140,000 581 140,000 140,000 140,000 140,000 140,000 700,581 REVENUES Revenue Funding Source 530-Water Fund 43,240 140,000 581 140,000 140,000 140,000 140,000 140,000 700,581 Total Revenue Funding 43,240 140,000 581 140,000 140,000 140,000 140,000 140,000 700,581 Total Revenues 43,240 140,000 581 140,000 140,000 140,000 140,000 140,000 700,581 96028-Fire Hydrant Replacements Program Currendy,there are 2,041 hydrants in the city system. There are 550 hydrants that have been identified for replacement due to parts that are no longer available which in turn limits the city's ability to maintain them.This program will allow for the replacement of 50 aging hydrants per year. It is estimated that it will take approximately 11 years to replace all 550 hydrants.The city is in year 2 of the program. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Design and Engineering 0 0 2,181 0 0 0 0 0 2,181 Total Internal 0 0 2,181 0 0 0 0 0 2,181 External Expenses Construction 69,392 1001000 91,961 100,000 100,000 1001000 100,000 100,000 591,961 Total External 69,392 100,000 91,961 100,000 100,000 100,000 100,000 100,000 591,961 Total Project Expense 69,392 100,000 94,142 100,000 100,000 100,000 100,000 100,000 594,142 REVENUES Revenue Funding Source 530-Water Fund 69,392 100,000 94,142 100,000 100,000 100,000 100,000 100,000 594,142 Total Revenue Funding 69,392 100,000 94,142 100,000 100,000 100,000 100,000 100,000 594,142 Total Revenues 69,392 100,000 94,142 100,000 100,000 100,000 100,000 100,000 594,142 PAGE 322- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - WATER 96029-Main Street Waterline Replacement This project is necessary to provide water supply improvements concurrent with street improvements on S\X'Main Street(Tigard Downtown). The city intends to replace an 8-inch diameter pipeline with a 16-inch diameter pipeline in SW Main Street,from SW Burnham Street to SW Tigard Avenue,and an 8 inch diameter pipeline from Burnham Street South to Pacific Highway. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2019 Total EXPENSES Internal Expenses Project Management 0 6,100 181 35,000 0 0 0 0 35,181 Construction Management 0 12,200 0 35,000 0 0 0 0 35,000 Design and Engineering 0 0 20,537 0 0 0 0 0 20,537 Total Internal 0 18,300 20,718 70,000 0 0 0 0 90,718 External Expenses Construction 0 346,700 0 496,700 0 0 0 0 496,700 Design and Engineering 0 55,000 0 55,000 0 0 0 0 55,000 Total External 0 401,700 0 551,700 0 0 0 0 551,700 Total Project Expense 0 420,000 20,718 621,700 0 0 0 0 642,418 REVENUES Revenue Funding Source 532-Water CIP Fund 0 84,000 20,718 565,700 0 0 0 0 586,418 530-Water Fund 0 336,000 0 56,000 0 0 0 0 56,000 Total Revenue Funding 0 420,000 20,718 621,700 0 0 0 0 642,418 Total Revenues 0 420,000 20,718 621,700 0 0 0 0 642,418 CAPITAL IMPROVEMENT PLAN-PAGE 323 CAPITAL IMPROVEMENT PLAN - WATER 96030-Pipeline Connecting 550 Zone to 530 Zone The project,identified in the Fater Master Plan,connects the 530 and 550 hydraulic elevation zones through the construction of 5,000 linear feet 16-inch diameter pipe along SCC'Bull Mountain Road. This project alleviates the largest fire flow deficiency in Tigard's water distribution system,as well as improving storage requirements for the 530 zone. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Construction Management 0 0 0 100,000 0 0 0 0 100,000 Project Management 0 61,000 0 111,000 0 0 0 0 111,000 Total internal 0 61,000 0 211,000 0 0 0 0 211,000 External Expenses Construction 0 800,000 0 1,600,000 0 0 0 0 1,600,000 Design and Engineering 0 437,900 0 437,900 0 0 0 0 437,900 Public Involvement 0 6,100 0 11,100 0 0 0 0 11,100 Total External 0 1,244,000 0 2,049,000 0 0 0 0 2,049,000 Total Project Expense 0 1,305,000 0 2,260,000 0 0 0 0 2,260,000 REVENUES Revenue Funding Source 532-Water CIP Fund 0 1,305,000 0 2,260,000 0 0 0 0 2,260,000 Total Revenue Funding 0 1,305,000 0 2,260,000 0 0 0 0 2,260,000 Total Revenues 0 1,305,000 0 2,260,000 0 0 0 0 2,260,000 96031-Annual Fire Flow Improvement Program These project funds provide water pipeline replacement improvement for those areas that fire flow capacity is restricted due to undersized pipe diameter or low pressure-Improvements are determined throughout the fiscal year on a case-by-case engineering evaluation,and materials and workforce are provided by the Public Works Department as resources can be allocated. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Project Management 0 6,100 0 5,000 5,000 5,000 5,000 5,000 25,000 Design and Engineering 0 0 1,252 0 0 0 0 0 1,252 Construction Management 0 6,100 0 5,000 5,000 5,000 5,000 5,000 25,000 Total Internal 0 12,200 1,252 10,000 10,000 10,000 10,000 10,000 51,252 External Expenses Design and Engineering 0 18,300 0 15,000 15,000 15,000 15,000 15,000 75,000 Construction 0 69,500 0 75,000 75,000 75,000 75,000 75,000 375,000 Total External 0 87,800 0 90,000 90,000 90,000 90,000 90,000 450,000 Total Project Expense 0 100,000 1,252 100,000 100,000 100,000 100,000 100,000 501,252 REVENUES Revenue Funding Source 532-''ater CIP Fund 0 100,000 1,252 100,000 100,000 100,000 100,000 100,000 501,252 Total Revenue Funding 0 100,000 1,252 100,000 100,000 100,000 100,000 100,000 501,252 Total Revenues 0 100,000 1,252 100,000 100,000 100,000 100,000 100,000 501,252 PAGE 324- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - WATER 96032-Johnson Street Waterline Replacement This project will replace approximately 260 linear feet of a 6-inch cast iron water pipe line between S%-�'Johnson Street eliminating two existing deadend lines and improving system operation. This project is in conjunction with the Derry Dell Creek&Sewer Interceptor Relocation project and combines other underground work within the easement and permits to reduce costs. Actual Reprised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Project Management 0 0 186 35,000 0 0 0 0 35,186 Construction Management 0 0 0 35,000 0 0 0 0 35,000 Design and Engineering 0 0 1,452 0 0 0 0 0 1,452 Total Internal 0 0 1,638 70,000 0 0 0 0 71,638 External Expenses Public Involvement 0 0 0 5,000 0 0 0 0 5,000 Construction 0 0 0 200,000 0 0 0 0 200,000 Design and Engineering 0 0 7,817 10,000 0 0 0 0 17,817 Total External 0 0 7,817 215,000 0 0 0 0 222,817 Total Project Expense 0 0 9,455 285,000 0 0 0 0 294,455 REVENUES Revenue Funding Source 532-Water CIP Fund 0 0 9,455 285,000 0 0 0 0 294,455 Total Revenue Funding 0 0 9,455 285,000 0 0 0 0 294,455 Total Revenues 0 0 9,455 285,000 0 0 0 0 294,455 CAPITAL IMPROVEMENT PLAN-PAGE 325 CAPITAL IMPROVEMENT PLAN - WATER 96034-New Water Source Systemwide Improvements This project is in conjunction with the Joint Water Supply Project through the Fater Partnership with Lake Oswego. Various minor water supply connections and improvements will be needed to ensure Tigard meets adequate water pressure and water quality standards. The City Engineer will make a determination of the specific minor pipe,pressure,or water quality improvements. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6118113 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Construction Management 0 0 0 20,000 15,000 15,000 10,000 10,000 70,000 Project Management 0 0 0 20,000 15,000 15,000 10,000 10,000 70,000 Total Internal 0 0 0 40,000 30,000 30,000 20,000 20,000 140,000 External Expenses Construction 0 0 0 125,000 125,000 125,000 100,000 100,000 575,000 Design and Engineering 0 0 0 25,000 25,000 0 0 0 50,000 Public Involvement 0 0 0 20,000 20,000 20,000 5,000 5,000 70,000 Total External 0 0 0 170,000 170,000 145,000 105,000 1052000 6952000 Total Project Expense 0 0 0 210,000 200,000 175,000 125,000 125,000 8352000 REVENUES Revenue Funding Source 532-Water CIP Fund 0 0 0 210,000 200,000 175,000 125,000 125,000 835,000 Total Revenue Funding 0 0 0 210,000 200,000 175,000 125,000 125,000 8352000 Total Revenues 0 0 0 2102000 200,000 175,000 125,000 1252000 835,000 PAGE 326 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - WATER 96035-Barrows/Scholls Ferry 16"Line Extensions(River Road) As part of a Washington County Department of Land Use and Transportation Scholls Ferry Road improvement project,the City will be extending services to the newly planned River Terrace area.The City will extend water service by installing an 18-inch water line from existing water lines in Barrows Road to the intersection of Scholls Ferry Road and Roy Rogers Road Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2016 Total EXPENSES Internal Expenses Construction Management 0 0 1,631 50,000 0 0 0 0 51,631 Public Involvement 0 0 644 0 0 0 0 0 644 Design and Engineering 0 0 25,414 0 0 0 0 0 25,414 Project Management 0 0 1,290 50,000 0 0 0 0 511290 Total Internal 0 0 28,979 100,000 0 0 0 0 128,979 External Expenses Design and Engineering 0 0 31,169 25,000 0 0 0 0 56,169 Construction 0 0 4,685 375,000 0 0 0 0 379,685 Total Externa] 0 0 35,854 400,000 0 0 0 0 435,854 Total Project Expense 0 0 64,833 500,0()0 0 0 0 0 564,833 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 0 0 64,833 100,000 0 0 0 0 164,833 532WaterCIP Fund 0 0 0 400,000 0 0 0 0 400,000 Total Revenue Funding 0 0 64,833 500,0()0 0 0 0 0 564,833 Total Revenues 0 0 64,833 500,000 0 0 0 0 564,833 CAPITAL IMPROVEMENT PLAN-PAGE 327 CAPITAL IMPROVEMENT PLAN - WATER 96036-Pacific Highway/Gaarde Utility Casing Bore Crossing As part of Pacific Highway/Gaarde Street/McDonald Street Improvement project,the city will be installing a 36-inch utility casing pipe that will serve as a future drinking water line crossing of Pacific Highway. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Construction Management 0 0 0 0 10,000 0 0 0 101000 Project Management 0 0 0 0 101000 0 0 0 10,000 Total Internal 0 0 0 0 20,000 0 0 0 20,000 External Expenses Construction 0 0 0 0 400,000 0 0 0 400,000 Design and Engineering 0 0 0 0 100,000 0 0 0 100,000 Total External 0 0 0 0 500,000 0 0 0 500,000 Total Project Expense 0 0 0 0 520,000 0 0 0 520,000 REVENUES Revenue Funding Source 530-1,Vater Fund 0 0 0 0 260,000 0 0 0 260,000 532-Water CIP Fund 0 0 0 0 260,000 0 0 0 260,000 Total Revenue Funding 0 0 0 0 520,000 0 0 0 520,000 Total Revenues 0 0 0 0 520,000 0 0 0 520,000 96037-Water Master Plan Update for River Terrace Cpdate the Fater Master Plan to incorporate changes necessitated by the River Terrace Community Plan. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Project Management 0 0 0 5,000 0 0 0 0 5,000 Total Internal 0 0 0 5,000 0 0 0 0 5,000 External Expenses Project Management 0 0 0 50,000 0 0 0 0 50,000 Total External 0 0 0 50,000 0 0 0 0 50,000 Total Project Expense 0 0 0 55,000 0 0 0 0 55,000 REVENUES Revenue Funding Source 530-'%'ater Fund 0 0 0 55,000 0 0 0 0 55,000 Total Revenue Funding 0 0 0 55,000 0 0 0 0 55,000 Total Revenues 0 0 0 55,000 0 0 0 0 55,000 PAGE 328 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - WATER 96433-Tigard High School Well Abandonment This project will abandon in place a well suspected of seeping into the impacted area of Aquifer Storage&Recovery#3.In order to develop ASR#3,some type of mitigation is necessary to prevent further well seepage. This project will include removal of the well pump,and facilitate an engineering investigation to meet regulatory approval. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Construction Management 0 0 0 0 51000 0 0 0 5,000 Project Management 0 0 0 0 5,000 0 0 0 5,000 Total Internal 0 0 0 0 10,000 0 0 0 10,000 External Expenses Construction 0 0 0 0 75,000 0 0 0 75,000 Design and Engineering 0 0 0 0 25,000 0 0 0 25,000 Public Involvement 0 0 0 0 5,000 0 0 0 5,000 Total External 0 0 0 0 105,000 0 0 0 105,000 Total Project Expense 0 0 0 0 115,000 0 0 0 115,000 REVENUES Revenue Funding Source 532-1Y'ater CIP Fund 0 0 0 0 115,000 0 0 0 115,000 Total Revenue Funding 0 0 0 0 115,000 0 0 0 115,000 Total Revenues 0 0 0 0 115,000 0 0 0 115,000 CAPITAL IMPROVEMENT PLAN-PAGE 329 CAPITAL IMPROVEMENT PLAN - SANITARY SEWER Project Name 2014 2015 2016 2017 2018 5-Yr Total Tier 1 Citywide Sanitary Sewer Extension Program 212 500 212,500 - - - 425,000 Sanitary Sewer Major Maintenance Program 102,000 102,000 102,000 102,000 102,000 510,000 Fanno Creek Slope Stabilization(Arthur Court) 583,000 - - 583,000 Derry Dell Creek&Sewer Interceptor Relocation 75,000 - 75,000 Main Street Sewer/Fanno Creek Crossing 212,000 - - 212,000 128th Ave/Shore Dr Sewer Replacement 872,000 - - 872,000 East Tigard Sewer Replacement 345,000 - 345,000 Benchview Creek Sewer Stabilization 1,300 000 - - 1,300 000 Dartmouth Street Sewer Repair 420,000 - - 420,000 Sewer Rehabilitation Program 505,000 505,000 505,000 505,000 505,000 2,525,000 72nd Ave Sewer Replacement at Bonita Rd _- - 400,000 400,000 - 800,000 Sewer Master Plan Update for River Terrace 55,000 - - - - 55,000 Tier 1 Subtotal 4,681,500 819,500 1,007,000 1,007,000 607,000 8,122,000 Tier 2 Community Tree Planting 35,000 35,000 1 - - - 70,000 Red Rock Creek/ Slope Stabilization 200,000 - 200,000 Tier 2 Subtotal 235,000 35,000 - 270,000 System Total 4,916,500 854,500 1,007,000 1,007,000 607,000 8,392,000 * The CIP defines these projects into tiers. Tier 1 projects are those that the city will work to complete first. These are the projects that get done in our ideal world. Tier 2 projects are those that have been moved from year 2 or 3 into the first year. The city will only work on Tier 2 projects when time is made available due to delays in Tier 1 projects.Tier 1 includes those projects that are currently in progress,or are fully funded and do not start until out-years of the CIP.Tier 2 consists of those projects that have yet to start,are high priority,and are fully funded beginning in FY 2014.With the implementa- tion of the tier system, the city can better manage its program resources and avoid the appearance of overpromising and under-delivering its'CIP. PAGE 330 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - SANITARY SEWER 93002-Citywide Sanitary Sewer Extension Program The Sanitary Sewer Extension Program began in FY 2001-02 in order to extend sewers to all developed but un-served residential areas citywide.The city utilizes the formation of reimbursement districts to construct the sewers. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Construction Management 0 24,400 1,189 20,000 20,000 0 0 0 41,189 Design and Engineering 0 0 16,132 0 0 0 0 0 16,132 Project Management 0 24,400 0 20,000 20,000 0 0 0 40,000 Total Internal 0 4800 17,321 40,000 40,000 0 0 0 97,321 External Expenses Construction 0 76,900 0 100,000 100,000 0 0 0 200,000 Design and Engineering 0 73,200 0 60,000 60,000 0 0 0 120,000 Land/Right:of Way 0 7,500 0 7,500 7,500 0 0 0 15,000 Acquisition Public Involvement 0 6,100 0 5,000 5,000 0 0 0 10,000 Total External 0 163,700 0 172,500 172,500 0 0 0 345,000 Total Project Expense 0 212,500 17,321 212,500 212,500 0 0 0 442,321 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 0 212,500 17,321 212,500 212,500 0 0 0 442,321 Total Revenue Funding 0 212,500 17,321 212,500 212,500 0 0 0 442,321 Total Revenues 0 212,500 17,321 212,500 212,500 0 0 0 442,321 CAPITAL IMPROVEMENT PLAN-PAGE 331 CAPITAL IMPROVEMENT PLAN - SANITARY SEWER 93003-Sanitary Sewer Major Maintenance Program This program is used for urgent projects to renew,repair,or replace sections of the sewer system that have failed or are near failure. Normal operations and maintenance includes work on sewers that keep the system functioning but do not result in renewing the pipe or other assets.These projects go beyond normal operations and maintenance as they result in a new pipeline with a renewed service life. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Construction Management 0 12,200 860 10,000 10,000 MOOO 10,000 10,000 50,860 Design and Engineering 0 0 2,104 0 0 0 0 0 2,104 Project Management 0 14,600 4,410 12,000 12,000 12,000 12,000 12,000 64,410 Total Internal 0 26,800 7,374 22,000 22,000 22,000 22,000 22,000 117,374 External Expenses Public Involvement 0 6,100 0 5,000 5,000 5,000 5,000 5,000 25,000 Design and Engineering 0 0 3,000 0 0 0 0 0 3,000 Construction O 69,100 2,873 75,000 75,000 75,000 75,000 75,000 377,873 Total External 0 75,200 5,873 80,000 80,000 80,000 80,000 80,000 405,873 Total Project Expense 0 102,000 13,247 102,000 102,000 102,000 102,000 102,000 523,247 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 0 102,000 13,247 102,000 102,000 102,000 102,000 102,000 523,247 Total Revenue Funding 0 102,000 13,247 102,000 102,000 102,000 1025000 1025000 523„247 Total Revenues 0 102,000 13,247 102,000 102,000 102,000 102,000 102,000 523,247 PAGE 332- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - SANITARY SEWER 93009-Fanno Creek Slope Stabilization(Arthur Court) The Fanno Creek bank near Arthur Court has been eroded due to high water levels damaging a storm line and threatening a sewer main. A portion of the Fanno Creek trail that runs along the top of the bank may also be undermined if the erosion is not addressed properly. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Construction Management 0 30,500 0 70,000 0 0 0 0 70,000 Design and Engineering 0 0 14,404 0 0 0 0 0 14,404 Project Management 0 9,200 2,067 90,000 0 0 0 0 92,067 Public Involvement 0 0 178 0 0 0 0 0 178 Total Internal 0 39,700 16,649 160,000 0 0 0 0 176,649 External Expenses Construction 0 377,133 0 423,000 0 0 0 0 423,000 Design and Engineering 12,060 117,803 46,437 0 0 0 0 0 46,437 Public Involvement 0 6,100 0 0 0 0 0 0 0 Total External 12,060 501,036 46,437 423,000 0 0 0 0 469,437 Total Project Expense 12,060 540,736 63,086 583,000 0 0 0 0 646,086 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 12,060 540,736 63,086 583,000 0 0 0 0 646,086 Total Revenue Funding 12,060 540,736 63,086 583,000 0 0 0 0 646,086 Total Revenues 12,060 540,736 63,086 563,000 0 0 0 0 646,086 CAPITAL IMPROVEMENT PLAN-PAGE 333 CAPITAL IMPROVEMENT PLAN - SANITARY SEWER 93410-Derry Dell Creek&Sewer Interceptor Relocation The city is partnering with Clean Fater Service(CWS)to acquire the Skelton Property in order to replace existing sewers along a new route,and reroute Derry Dell Creek to protect it from future erosion. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Design and Engineering 0 0 6,178 0 0 0 0 0 6,178 Project Management 0 0 1,774 75,000 0 0 0 0 76,774 Public Involvement 0 0 2,236 0 0 0 0 0 2,236 Total Internal 0 0 10,188 75,000 0 0 0 0 85,188 External Expenses Design and Engineering 0 0 26,295 0 0 0 0 0 26,295 Land/Right of Way 10,939 1,105,000 430,003 0 0 0 0 0 430,003 Acquisition Public Involvement 0 0 1,200 0 0 0 0 0 1,200 Total External 10,939 1,105,000 457,498 0 0 0 0 0 457,498 Total Project Expense 10,939 1,105,000 4672686 75,000 0 0 0 0 5422686 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 10,939 1,105,000 4672686 75,000 0 0 0 0 5422686 Total Revenue Funding 10,939 1,105,000 4672686 75,000 0 0 0 0 542,686 Total Revenues 10,939 1,105,000 4672686 75,000 0 0 0 0 542,686 PAGE 334- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - SANITARY SEWER 93011-Main Street Sewer/Fanno Creek Crossing Elimination There is an 8"diameter scu cr line that runs over Fanno Creek under the Main Street bridge.This project would reroute the sewer so that the creek crossing is eliminated. This would remove the risk of dumping raw sewage into the creek. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Construction Management 0 12,200 294 10,000 0 0 0 0 10,294 Project Management 0 4,033 807 10,000 0 0 0 0 10,807 Design and Engineering 0 0 22,034 0 0 0 0 0 22,034 Total Internal 0 16,233 23,135 20,000 0 0 0 0 43,135 External Expenses Design and Engineering 4,566 35,667 23,527 0 0 0 0 0 23,527 Land/Hight of Way 11,210 50,000 3,145 25,000 0 0 0 0 28,145 Acquisition Construction 0 97,100 1,154 167,000 0 0 0 0 168,154 Total External 15,776 182,767 27,826 192,000 0 0 0 0 219,826 Total Project Expense 15,776 199,000 50,961 212,000 0 0 0 0 262,961 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 15,776 199,000 50,961 212,000 0 0 0 0 262,961 Total Revenue Funding 15,776 199,000 50,961 212,000 0 0 0 0 262,961 Total Revenues 15,776 199,000 50,961 212,000 0 0 0 0 262,961 CAPITAL IMPROVEMENT PLAN-PAGE 335 CAPITAL IMPROVEMENT PLAN - SANITARY SEWER 93012-128th Ave/Shore Dr Sewer Replacement Additional pipe capacity is needed to prevent overflows into Summer Lake during high flow events.This project involves either increasing the size or paralleling the lines that run along 128th Avenue and Shore Drive through Summerlake Park. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Project Management 0 32,285 404 70,000 0 0 0 0 70,404 Construction Management 0 36,600 0 70,000 0 0 0 0 70,000 Total Internal 0 6805 404 140,000 0 0 0 0 140,404 External Expenses Construction 0 562,600 0 732,000 0 0 0 0 732,000 Design and Engineering 0 120,000 0 0 0 0 0 0 0 Total External 0 682,600 0 732,000 0 0 0 0 732,000 Total Project Expense 0 751,485 404 872,000 0 0 0 0 872,404 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 0 751,485 404 872,000 0 0 0 0 872,404 Total Revenue Funding 0 751,485 404 872,000 0 0 0 0 872,404 Total Revenues 0 751,485 404 872,000 0 0 0 0 872,404 93013-East Tigard Sewer Replacement This project involves increasing the size or paralleling the side of the sewer that runs from Hunziker street to the railroad. Additional pipe capacit% is needed to prevent overflows during high flow events. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Project Management 0 13,233 627 5,000 0 0 0 0 5,627 Construction Management 0 8,167 0 10,000 0 0 0 0 10,000 Total Internal 0 21,400 627 15,000 0 0 0 0 15,627 External Expenses Public Involvement 0 6,100 0 0 0 0 0 0 0 Design and Engineering 0 71,667 0 0 0 0 0 0 0 Construction 0 97,333 0 330,000 0 0 0 0 330,000 Total External 0 175,100 0 330,000 0 0 0 0 330,000 Total Project Expense 0 196,500 627 345,000 0 0 0 0 345,627 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 0 196,500 627 345,000 0 0 0 0 345,627 Total Revenue Funding 0 196,500 627 345,000 0 0 0 0 345,627 Total Revenues 0 196,500 627 345,000 0 0 0 0 345,627 PAGE 336 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - SANITARY SEWER 93014-Benchview Creek Sewer Stabilization Benchview Creek has eroded endangering an existing sanitary sewer line.One homeowners backyard has been seriously eroded.This project will modify and fortify the existing slopes to protect the sanitary sewer lines. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/16/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Construction Management 0 24,400 0 501000 0 0 0 0 50,000 Design and Engineering 0 0 3,095 0 0 0 0 0 3,095 Project Management 0 48,800 3,774 100,000 0 0 0 0 103,774 Total Internal 0 73,200 6,869 150,000 0 0 0 0 156,869 External Expenses Public Involvement 0 6,100 0 0 0 0 0 0 0 Land/Right of Way 0 25,000 453,378 0 0 0 0 0 453,378 Acquisition Construction 0 218,167 0 8501000 0 0 0 0 850,000 Design and Engineering 0 335,700 6,619 300,000 0 0 0 0 306,619 Total External 0 584,967 459,997 1,150,000 0 0 0 0 1,609,997 Total Project Expense 0 658,167 466,866 1,300,000 0 0 0 0 1,766,866 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 0 184,287 191,535 364,000 0 0 0 0 555,535 511-Water 0 473,880 275,331 936,000 0 0 0 0 1,211,331 Quality/Quantity Fund Total Revenue Funding 0 658,167 466,866 1,300,000 0 0 0 0 1,766,866 Total Revenues 0 658,167 466,866 1,300,000 0 0 0 0 1,766,866 CAPITAL IMPROVEMENT PLAN-PAGE 337 CAPITAL IMPROVEMENT PLAN - SANITARY SEWER 93015-Dartmouth Street Sewer Repair The 43 year old sewer line that crosses Dartmouth Street near Costco is broken and requires repair. The break is located under concrete pavement and cannot be easily excavated and repaired without affecting traffic for several weeks.This project may require alternative trenchless technology so that traffic impacts can be minirnized.This project was completed in FY 2012. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Construction Management 47,793 0 0 45,000 0 0 0 0 45,000 Project Management 0 0 0 45,000 0 0 0 0 45,000 Total Internal 47,793 0 0 90,000 0 0 0 0 90,000 External Expenses Construction 0 0 0 250,000 0 0 0 0 250,000 Design and Engineering 0 0 0 75,000 0 0 0 0 75,000 Public Involvement 0 0 0 51000 0 0 0 0 5,000 Total External 0 0 0 330,000 0 0 0 0 330,000 Total Project Expense 47,793 0 0 420,000 0 0 0 0 420,000 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 47,793 0 0 420,000 0 0 0 0 420,000 Total Revenue Funding 47,793 0 0 420,000 0 0 0 0 420,000 Total Revenues 47,793 0 0 420,000 0 0 0 0 420,000 PAGE 338 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - SANITARY SEWER 93016-Sewer Rehabilitation Program The Sanitary Sewer Master Plan identified areas of the sewer system where water is leaking into the system that comes through old leaking pipes and manholes. This program starts the process of replacing the older portions of the system that experience excessive infiltration and inflow(rainfall runoff that is directed into the sanitary sewer). The early years of this long term pipe renewal program will focus on the areas identified in the master plan as high leakage areas. Later years of the program will continue the work through the other older portions of the system where pipe conditions warrants replacement. Actual Revised YM 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Construction Management 0 19,500 0 30,500 25,000 25,000 25,000 25,000 130,500 Project Management 0 19,500 0 30500 25,000 25,000 25,000 25,000 130,500 Total Internal 0 39,000 0 61,000 50,000 50,000 50,000 50,000 261,000 External Expenses Construction 0 202,400 0 337,900 350,000 350,000 350,000 350,000 1,737,900 Design and Engineering 0 60,000 0 100,000 100,000 100,000 100,000 100,000 500,000 Public Involvement 0 3,600 0 6,100 5,000 5,000 5,000 5,000 26,100 Total External 0 266,000 0 444,000 455,000 455,000 455,000 455,000 2,264,000 Total Project Expense 0 305,000 0 505,000 505,000 505,000 505,000 505,000 2,525,000 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 0 152,500 0 252,500 252,500 252,500 252500 252,500 1,262,500 Total Revenue Funding 0 152,500 0 252,500 252,500 252,500 252,500 252,500 1,262,500 Other Revenue Source Clean Water Services 0 152,500 0 252,500 252,500 252,500 252,500 252,500 1,262,500 Total Other Revenue 0 152500 0 252,500 252,500 252500 252,500 252,500 1,262,500 Total Revenues 0 305,000 0 505,000 505,000 505,000 505,000 505,000 2,525,000 CAPITAL IMPROVEMENT PLAN-PAGE 339 CAPITAL IMPROVEMENT PLAN - SANITARY SEWER 93017-72nd Ave Sewer Replacement at Bonita Rd An existing 10-inch line of inadequate capacity will be upsixed or flow will be diverted to another sewer_ Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Construction Management 0 0 0 0 0 40,000 40,000 0 80,000 Project Management 0 0 0 0 0 40,000 40,000 0 80,000 Total Internal 0 0 0 0 0 80,000 80,000 0 160,000 External Expenses Construction 0 0 0 0 0 250,000 250,000 0 500,000 Public Involvement 0 0 0 0 0 5,000 5,000 0 10,000 Design and Engineering 0 0 0 0 0 (,5,000 65,000 0 130,000 Total External 0 0 0 0 0 320,000 320,000 0 640,000 Total Project Expense 0 0 0 0 0 400,000 400,000 0 800,000 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 0 0 0 0 0 400,000 400,000 0 800,000 Total Revenue Funding 0 0 0 0 0 400,000 400,000 0 800,000 Total Revenues 0 0 0 0 0 400,000 400,000 0 800,000 93052-Sewer Master Plan Update for River Terrace Update the Sewer Master Plan to incorporate changes necessitated by The River Terrace Community Plan. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Project Management 0 0 0 51000 0 0 0 0 5,000 Total Internal 0 0 0 5,000 0 0 0 0 5,000 External Expenses Project Management 0 0 0 50,000 0 0 0 0 50,000 Total External 0 0 0 50,000 0 0 0 0 50,000 Total Project Expense 0 0 0 55,000 0 0 0 0 55,000 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 0 0 0 551000 0 0 0 0 551000 Total Revenue Funding 0 0 0 55,000 0 0 0 0 55,000 Total Revenues 0 0 0 55,000 0 0 0 0 55,000 PAGE 340 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - SANITARY SEWER 94013-Community Tree Planting The city will plant native trees and shrubs along creeks and streams in order to meet the community tree planting goals identified in the Healthy Streams Plan. Actual Remised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES External Expenses Construction 0 0 0 35,000 35,000 0 0 0 70,000 Total External 0 0 0 35,000 35,000 0 0 0 70,000 Total Project Expense 0 0 0 35,000 35,000 0 0 0 70,000 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 0 0 0 35,000 35,000 0 0 0 70,000 Total Revenue Funding 0 0 0 35,000 35,000 0 0 0 70,000 Total Revenues 0 0 0 35,000 35,000 0 0 0 70,000 93053-Red Rock Creek/Slope Stabilization Eroding creek banks are threatening the stability of a public sewer.The city has made temporary repairs on two separate occasions, however permanent repairs are required.This project will prepare a study that will provide recommendations for a long term solution. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Construction Management 0 0 0 10,000 0 0 0 0 10,000 Project Management 0 0 0 10,000 0 0 0 0 10,000 Total Internal 0 0 0 20,000 0 0 0 0 20,000 External Expenses Public Involvement 0 0 0 51000 0 0 0 0 5,000 Design and Engineering 0 0 0 25,000 0 0 0 0 25,000 Construction 0 0 0 150,000 0 0 0 0 150,000 Total External 0 0 0 180.000 0 0 0 0 180,000 Total Project Expense 0 0 0 200,000 0 0 0 0 200,000 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 0 0 0 200,000 0 0 0 0 200,000 Total Revenue Funding 0 0 0 200,000 0 0 0 0 200,000 Total Revenues 0 0 0 200,000 0 0 0 0 200,000 CAPITAL IMPROVEMENT PLAN-PAGE 341 CAPITAL IMPROVEMENT PLAN - STORMWATER Project Name 2014 2015 2016 2017 2018 5-Yr Total Tier 1 Storm Drainage Major Maintenance 50,000 1 50,000 1 50,000 1 50,000 1 501,000 250,0_00 Copper Creek Bank Stabilization 172,000 - - - - 172,000 Stormwater Master Plan Update for River 55,000 - - 55,000 Tier 1 Subtotal 277,000 50,000 50,000 50,000 50,000 477,000 Tier 2 Slope Stabilization(Derry Dell Creek at 118th 835,000 - - - - 8353000 Avenue) Tier 2 Subtotal 835,000 - - - - 835,000 ■ System Total 1,112,000 50,000 50,000 50,000 50,000 1312 000 * The CIP defines these projects into tiers. Tier 1 projects are those that the city will work to complete first. These are the projects that get done in our ideal world. Tier 2 projects are those that have been moved from year 2 or 3 into the first year. The city will only work on Tier 2 projects when time is made available due to delays in Tier 1 projects.Tier 1 includes those projects that are currently in progress,or are fully funded and do not start until out-years of the CIP.Tier 2 consists of those projects that have yet to start,are high priority,and are fully funded beginning in FY 2014.With the implementa- tion of the tier system, the city can better manage its program resources and avoid the appearance of overpromising and under-delivering its'CO. 94001-Storm Drainage Major Maintenance This yearly program addresses minor storm drainage problems requiring more than the normal maintenance efforts provided by the city's Public Works Department.The program includes projects located at various locations throughout the city. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Construction Management 0 6,100 0 5,000 5,000 5,000 5,000 5,000 25,000 Design and Engineering 0 0 880 0 0 0 0 0 880 Project Management 0 6,100 110 51000 51000 5,000 5,000 51000 25,110 Total Internal 0 12,200 990 10,000 10,000 10,000 10,000 10,000 50,990 External Expenses Construction 0 37,800 17,878 40,000 40,000 40,000 40,000 40,000 217,878 Total External 0 37,800 17,878 40,000 40,000 40,000 40,000 40,000 217,878 Total Project Expense 0 50,000 18,868 50,000 50,000 50,000 50,000 50,000 268,868 REVENUES Revenue Funding Source 510-Stormwater Fund 0 50,000 18,868 50,000 50,000 50,000 50,000 50,000 268,868 Total Revenue Funding 0 50,000 18,868 50,000 50,000 50,000 50,000 50,000 268,868 Total Revenues 0 50,000 18,868 50,000 50,000 50,000 50,000 50,000 268,868 PAGE 342- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STORMWATER 94022-Copper Creek Bank Stabilization Copper Creek has eroded the southwest corner of Durham Road and Copper Creek Drive.The work includes bank stabilization,culvert repair,energy dissipation,and planting required by anticipated wetland permits. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Project Management 0 0 1,547 6,000 0 0 0 0 7,547 Design and Engineering 6,300 0 6,964 0 0 0 0 0 6,964 Construction Management 0 12,200 739 6,000 0 0 0 0 6,739 Total Internal 6,300 12,200 9,250 12,000 0 0 0 0 21,250 External Expenses Public Involvement 0 6,100 0 0 0 0 0 0 0 Design and Engineering 0 0 12,234 0 0 0 0 0 12,234 Construction 0 121,700 0 160,000 0 0 0 0 160,000 Total External 0 127,800 12,234 160,000 0 0 0 0 172,234 Total Project Expense 6,300 140,000 21,484 172,000 0 0 0 0 193,484 REVENUES Revenue Funding Source 510-Stormwater Fund 6,300 140,000 21,484 172,000 0 0 0 0 193,484 Total Revenue Funding 6,300 140,000 21,484 172,000 0 0 0 0 193,484 Total Revenues 6,300 140,000 21,484 172,000 0 0 0 0 193,484 94030-Stormwater Master Plan Update for River Terrace Update the Stormwater Master Plan to incorporate changes necessitated by the River Terrace Community Plan. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Project Management 0 0 0 5,000 0 0 0 0 5,000 Total Internal 0 0 0 5,000 0 0 0 0 5,000 External Expenses Project Management 0 0 0 50,000 0 0 0 0 50,000 Total External 0 0 0 50,000 0 0 0 0 50,000 Total Project Expense 0 0 0 55,000 0 0 0 0 55,000 REVENUES Revenue Funding Source 510-Stormwater Fund 0 0 0 55,000 0 0 0 0 55,000 Total Revenue Funding 0 0 0 55,000 0 0 0 0 55,000 Total Revenues 0 0 0 55,000 0 0 0 0 55,000 CAPITAL IMPROVEMENT PLAN-PAGE 343 CAPITAL IMPROVEMENT PLAN - STORMWATER 94016-Slope Stabilization(Derry Dell Creek at 118th Avenue) Derry Dell Creek has eroded its banks along a section just downstream of 118th Avenue. This erosion is occurring on city-owned Proper",and could result in a failure thereby affecting neighboring properties. This project will stabilize the slope on city property thereby protecting the neighboring back yards. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Project Management 0 0 0 90,000 0 0 0 0 90,000 Construction Management 0 0 0 90,000 0 0 0 0 90,000 Total Internal 0 0 0 180,000 0 0 0 0 180,000 External Expenses Construction 0 0 0 500,000 0 0 0 0 500,000 Design and Engineering 0 0 0 150,000 0 0 0 0 150,000 Public Involvement 0 0 0 5,000 0 0 0 0 5,000 Total External 0 0 0 655,000 0 0 0 0 655,000 Total Project Expense 0 0 0 835,000 0 0 0 0 835,000 PAGE 344- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - FACILITIES Project Name 2014 2015 2016 2017 2018 5-Yr Total Tier 1 Permit Center/Police/City 743,881 510,000 440,721 - - 1,694,602 Hall Exterior Walls Tier 1 Subtotal 743,881 510,000 440,721 - - 1,694,602 Tier 2 Tier 2 Subtotal - - - - - - System Total 743,881 510,000 440,721 - - 1,694,602 * The CIP defines these projects into tiers. Tier 1 projects are those that the city will work to complete first. These are the projects that get done in our ideal world. Tier 2 projects are those that have been moved from year 2 or 3 into the first year. The city will only work on Tier 2 projects when time is made available due to delays in Tier 1 projects.Tier 1 includes those projects that are currently in progress, or are fully funded and do not start until out-years of the CO.Tier 2 consists of those projects that have yet to start,are high priority, and are fully funded beginning in FY 2014.With the implementa- tion of the tier system, the city can better manage its program resources and avoid the appearance of overpromising and under-delivering its'CIP. 91013-Permit Center/Police/City Hall Exterior Walls This project requires the removal,repair and painting of the Exterior Insulation Finishing System(EIFS)stucco at the Permit Center, Citv Hall,and the Police Department.After reviewing test data,it is apparent that these buildings have numerous water infiltration points resulting in framing and drywall damage.Improvements will begin with the Permit Center and will be completed in FY 2014.City Hall improvements will be done in FY 2015 with improvements being completed for the Police Department in FY 2016. Actual Revised YTD 2013 through Budget as of Projected 2012 2013 6/18/13 2014 2015 2016 2017 2018 Total EXPENSES Internal Expenses Project Management 0 12,200 0 10,000 10,000 10,000 0 0 30,000 Construction Management 0 1,033 0 9,167 0 0 0 0 9,167 Total Internal 0 13,233 0 19,167 10,000 10,000 0 0 39,167 External Expenses Design and Engineering 0 107,600 0 0 0 0 0 0 0 Construction 0 59,565 45,980 724,714 500,000 430,721 0 0 1,701,415 Total External 0 167,165 45,980 724,714 500,000 430,721 0 0 1,701,415 Total Project Expense 0 180,398 45,980 743,881 510,000 440,721 0 0 1,740,582 REVENUES Revenue Funding Source 100-General Fund 0 180,398 45,980 743,881 510,000 440,721 0 0 1,740,582 Total Revenue Funding 0 180,398 45,980 743,881 510,000 440,721 0 0 1,740,582 Total Revenues 0 180,396 45,980 743,881 510,000 440,721 0 0 1,740,582 CAPITAL IMPROVEMENT PLAN-PAGE 345 >r�ht Y d Y � 41 j m: Fanno Creek House, owned bj the GO I Tigard, I r s and will be availableforpublic City of Tigard I ADOPTED BUDGET DEBT SERVICE The city has four types of debt currently outstanding. • Two general obligation bonds secured by the city's authority to levy property taxes; • A Build America Bond (BAB) for transportation projects that will be repaid with gas tax, city gas tax, transportation impact fees, and transportation development tax; • Assessment bonds secured by installment payment contracts with property owners; and • Water revenue debt used to pay for the city's water agreement with the City of Lake Oswego. The water revenue debt is in two pieces: a $97.7 million water revenue bond and $2.4 million ARRA loan. Also, the city has the authority to issue short term bond anticipa- tion notes secured by the city's full faith and credit and the ability to assess property owners when the related project is complete. The city's current outstanding debt payments (principal plus interest) are as follows: General Build Water Fiscal Year Obligation America Bonds Assessments Revenue Debt FY 13-14 2,193,700 925,768 118,621 4,881,033 8,119,122 FY 14-15 2,194,700 915,535 499,997 4,881,034 8,491,266 ... .... FY 15-16 2,194,500 . 904,433 103,411 1 4,881,033 8,083,377 ... ......... ........ ......... ........ ......... FY 16-17 2,193,100 892,460 103,389 6,722,983 9,991,932 FY 17-18 2,195,425 884,618 339,481 6,721,233 10,140,757 FY 18-19 21,328,350 1,731,575 0 166,289,413 189,349,339 FY 41-42 Total 32,299,775 6,254,388 1,164,889 194,376,730 234,095,791 The portion of the Build America Bonds that are repaid with Gas Tax revenues will compete with op- erational needs for road maintenance. Otherwise, existing debt levels have no direct impact on current or future city operations. The most recent general obligation bond rating occurred in 2010 and the rat- ing given by Moody's was Aa2 and by AA by Standard and Poor's. This is a two-step increase over the city's prior bond rating. In 2012, the city received its first revenue bond ratings for its water reve- nue bond. The city received ratings of Al by Moody's and AA- by Standard and Poor's. Legal Debt Limit Oregon statutes limit local government debt to 3% of true cash value. The debt limit calculations ex- cludes debt related to assessments, therefore only outstanding general obligation debt is subject to the limitation. The limit for FY 2013-14 will be $201,491,244 based upon the estimated market value of $6,716,374,791. Future Debt Limit At this time, the city intends to issue a second Water Revenue Bond of$31 million in FY 2014-15. The following tables and graphs depict future debt service requirements in total and by debt service type. These figures also present schedules detailing required debt service expenditures for FY 2013- 14. DEBT SERVICE-PAGE 347 DEBT SERVICE SUMMARY FY 2013-14 Debt Service GENERAL OBLIGATION BONDS- Paid from property taxes Parks Bond $1,291,875 Library Bond $901,825 $2,193,700 BUILD AMERICA BOND Paid primarily from Gas Tax and City Gas Tax 2010 Transportation Bond $925,768 $925,768 ASSESSMENTS -BANCROFT IMPROVEMENT BONDS Paid primarily from special assessments 2002 69th Avenue LID 103,377 2003 Dartmouth Street LID 15,244 Additional Bond Calls 0 $118,621 WATER REVENUE DEBT Paid primarily from Water Rates & SDCs 2012 Water Revenue Bond $4,719,850 ARRA Loan $161,183 $4,881,033 TOTAL 2013-14 DEBT SERVICE $8,119,122 Debt Service by Type Water Revenue Debt 60% General Build America Bancroft Obligation Bond Improvement 27% 11% 2% Per Capita Debt Service $180.00 $160.00 $140.00 $120.00 $100.00 $80.00 $60.00 $40.00 $20.00 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 FY 2012-13 FY 2013-14 Actual Actual Actual Actual Revised Proposed PAGE 348 - CITY OF TIGARD OUTSTANDING DEBT ISSUES Original Interest Original Principal Final Source of Issue Amount Rate Issue Date Outstanding Maturity Payment GENERAL OBLIGATION BONDS Library Bond $8,655,000 2.92% 02/03/11 $7,520,000 06/01/23 Property Taxes Parks Bond $17,000,000 4.15% 02/03/11 $15,980,000 06/01/31 Property Taxes TOTAL GENERAL OBLIGATION BONDS OUTSTANDING $23,500,000 SPECIAL ASSESSMENT BONDS 69th Avenue Local Improvement District Special Series 2002 $1,307,969 7.25% 06/27/02 $575,447 07/01/17 Assessments Dartmouth Street Local Improvement District Special Series 2003 $1,947,678 3.90% 12/03/03 $390,833 05/15/15 Assessments TOTAL SPECIAL ASSESSMENT BONDS $966,280 BUILD AMERICA BOND Gas Tax,City Gas 2010 Transportation Bonds $7,250,000 4.35% 06/21/10 $5,305,000 06/01/20 Tax,TIF,&TDT TOTAL BUILD AMERICA BONDS $5,305,000 WATER REVENUE DEBT Water User Fees& 2012 Water Revenue Bond $97,720,000 4.04% 05/01/12 $97,720,000 08/01/42 Water SDC's Water User Fees& ARRA Loan $2,398,000 3.00% 03/06/12 $2,293,486 12/01/31 Water SDC's TOTAL WATER REVENUE DEBT OUTSTANDING $100,013,486 GRAND TOTAL-CITY OF TIGARD DEBT OUTSTANDING $129,784,766 DEBT SERVICE-PAGE 349 DEBT SERVICE SCHEDULE GENERAL OBLIGATION BOND-LIBRARY The Tigard Public Library general obligation bond was authorized by voters on May 21,2002. The initial bond was purchased in whole by the State of Oregon through the Oregon Economic and Com- munity Development Department. In 2011, the initial bond was refunded at the same time that Tigard sold the Parks bond. The new issue saved Tigard property tax payers $863,289 over the remaining life of the bond. Bond proceeds were used to purchase a 14.7 acre parcel and construct a two-story 47,500 square foot library. The new library opened in August 2004. Amount Issued: $8,655,000 Issue Date: 2/3/2011 Original Issue True Interest Rate (TIC): 2.923% Principal Outstanding as of July 1,2013: $7,520,000 Interest Total Debt Payment Due Rate Principal Due Interest Due Service 6/1/2014 3.00% 645,000 256,825 901,825 6/1/2015 3.00% 665,000 237,175 902,175 6/1/2016 3.00% 685,000 216,925 901,925 6/l/2017 3.00% 705,000 196,075 901,075 6/1/2018 3.00% 730,000 174,550 904,550 6/1/2019 3.00% 755,000 148,500 903,500 6/l/2020 4.00% 785,000 117,700 902,700 6/l/2021 4.00% 815,000 85,700 900,700 6/l/2022 4.00% 850,000 52,400 902,400 6/l/2023 4.00% 885,000 17,700 902,700 Total $7,520,000 $1,503,550 $9,023,550 PAGE 350 - CITY OF TIGARD DEBT SERVICE SCHEDULE GENERAL OBLIGATION BOND-PARKS The Tigard Parks general obligation bond was authorized by voters on November 2, 2010. Bond pro- ceeds will be used to purchase and develop parks in Tigard. At least 80 percent of the proceeds will be used to purchase land and the remainder can be used to develop parks. In addition, 10 percent can be used in Downtown Tigard in the same 80/20 split. Amount Issued: $17,000,000 Issue Date: 2/3/2011 Original Issue True Interest Rate (TIC): 4.148% Principal Outstanding as of July 1,2013: $15,980,000 Interest Total Debt Payment Due Rate Principal Due Interest Due Service 12/1/2013 323,438 323,438 6/1/2014 3.00% 645,000 323,438 968,438 12/1/2014 313,763 313,763 6/1/2015 3.00% 665,000 313,763 978,763 12/1/2015 303,788 303,788 6/1/2016 3.00% 685,000 303,788 988,788 12/1/2016 293,513 293,513 6/1/2017 3.00% 705,000 293,513 998,513 12/1/2017 282,938 282,938 6/1/2018 3.00% 725,000 282,938 1,007,938 12/1/2018 272,063 272,063 6/1/2019 3.00% 750,000 272,063 1,022,063 12/1/2019 257,063 257,063 6/1/2020 4.00% 780,000 257,063 1,037,063 12/1/2020 241,463 241,463 6/1/2021 4.00% 810,000 241,463 1,051,463 12/1/2021 225,263 225,263 6/1/2022 4.00% 845,000 225,263 1,070,263 12/1/2022 208,363 208,363 6/1/2023 4.00% 875,000 208,363 1,083,363 12/1/2023 190,863 190,863 6/l/2024 4.00% 910,000 190,863 1,100,863 12/1/2024 172,663 172,663 6/l/2025 4.00% 950,000 172,663 1,122,663 12/1/2025 152,475 152,475 6/l/2026 4.25% 990,000 152,475 1,142,475 12/1/2026 131,438 131,438 6/l/2027 4.25% 1,030,000 131,438 1,161,438 12/1/2027 108,263 108,263 6/l/2028 4.50% 1,075,000 108,263 1,183,263 12/1/2028 84,075 84,075 6/l/2029 4.50% 1,125,000 84,075 1,209,075 12/1/2029 57,356 57,356 6/1/2030 4.75% 1,180,000 57,356 1,237,356 12/1/2030 29,331 29,331 6/l/2031 4.75% 1,235,000 29,331 1,264,331 Total $15,980,000 $7,296,225 $23,276,225 DEBT SERVICE-PAGE 351 GENERAL OBLIGATION BOND-SUMMARY Projected Annual Debt Service $1,000,000 $900,000 $800,000 $700,000 v $600,000 N H .0 $500,000 N D $400,000 C Q $300,000 $200,000 $_ 444 11 W $100,000 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Fiscal Year Principal ■Interest FY 2013-14 debt service on the outstanding General Obligation Bonds is as follows: General Obligation Bonds Date Interest Principal Total 2011A Issue- Parks Bond 12/01/13 $323,438 $323,438 06/01/14 $323,438 $645,000 $968,438 2002 Issue - Library Building 06/01/14 $256,825 $645,000 $901,825 Total General Obligation Bond Debt Service $903,700 $1,290,000 $2,193,700 PAGE 352- CITY OF TIGARD DEBT SERVICE SCHEDULE TIGARD TRANSPORTATION BUILD AMERICA BOND The Tigard Transportation Bond is a full faith and credit obligation authorized by Tigard City Council in Resolution #10-26 and issued on June 21, 2010. The bond has a ten year repayment with an oppor- tunity to call the bond after seven years. The bond is a Build America Bond (BAB) which is part of the American Recovery and Reinvestment Act (ARRA). A BAB is a taxable bond for the bond holder. To make the bond attractive to the bond holder, the interest rate is higher than a tax-exempt bond;how- ever, the Federal Government reimburses to Tigard 35% of the interest paid by the City (the BAB Sub- sidy). The result for this Transportation Bond is that Tigard pays interest at 4.35% to the Bond Hold- er, but after the BAB Subsidy,the net debt service is lowered and the net interest cost to Tigard is only 2.83%. The bond was issued to pay for two projects -Burnham Street Reconstruction and the Greenburg Rd. / Main Street / Pacific Highway (Hwy 99) Intersection. Of the $7.25 million in proceeds, $4.75 million (65.5%) is for the Burnham Street Reconstruction and will be repaid with Gas Tax Fund reve- nues. The remaining$2.5 million (34.5%) in bond proceeds is for the Greenburg Road / Main Street/ Pacific Highway Intersection and will be repaid with City Gas Tax Fund revenues. Payments will be made proportionally from each fund. The projects are also eligible for Transportation Impact Fee Fund (TIF) and Transportation Development Tax Fund (TDT) revenues which may also be used for repayment. From a budgetary basis,Tigard will adopt the Total Debt Service payment, the BAB Subsi- dy will be proportionally returned to the contributing funds and the proceeds can be used within the limitations of those funds. One potential use will be to contribute to the following year's payments. Amount Issued: $7,250,000 Issue Date: 6/21/2010 Original Issue True Interest Rate(TIC): 4.350% Principal Outstanding as of July 1,2013: $5,305,000 Resulting Interest Total Debt Net Debt Net Interest Payment Due Rate Principal Due Interest Due Service BAB Subsidy Service Rate 12/1/2013 4.35% 115,383.75 115,383.75 40,384.31 74,999.44 2.83% 6/1/2014 4.35% 695,000 115,383.75 810,383.75 40,384.31 769,999.44 2.83% 12/1/2014 4.35% 100,267.50 100,267.50 35,093.63 65,173.87 2.83% 6/1/2015 4.35% 715,000 100,267.50 815,267.50 35,093.63 780,173.87 2.83% 12/1/2015 4.35% 84,716.25 84,716.25 29,650.69 55,065.56 2.83% 6/1/2016 4.35% 735,000 84,716.25 819,716.25 29,650.69 790,065.56 2.83% 12/1/2016 4.35% 68,730.00 68,730.00 24,055.50 44,674.50 2.83% 6/1/2017 4.35% 755,000 68,730.00 823,730.00 24,055.50 799,674.50 2.83% 12/1/2017 4.35% 52,308.75 52,308.75 18,308.06 34,000.69 2.83% 6/1/2018 4.35% 780,000 52,308.75 832,308.75 18,308.06 814,000.69 2.83% 12/1/2018 4.35% 35,343.75 35,343.75 12,370.31 22,973.44 2.83% 6/1/2019 4.35% 800,000 35,343.75 835,343.75 12,370.31 822,973.44 2.83% 12/1/2019 4.35% 17,943.75 17,943.75 6,280.31 11,663.44 2.83% 6/1/2020 4.35% 825,000 17,943.75 842,943.75 6,280.31 836,663.44 2.83% Total $5,305,000 949,387.50 6,254,387.50 332,285.62 5,922,101.88 DEBT SERVICE-PAGE 353 TIGARD TRANSPORTATION BUILD AMERICA BOND SUMMARY Projected Annual Net Debt Service $900,000 $800,000 $700,000 $600,000 1 OF - G1 u - y $500,000 a.+ $400,000 3 C a $300,000 $200,000 $100,000 2014 2015 2016 2017 2015 2019 2020 Fiscal Year ©Principal ■Net Interest FY 2013-14 debt service on the outstanding 2010 Transportation Build America Bond is as follows: Net Net 2011 Transportation BAB Date Interest Principal Total Interest Total Bond Payment 12/1/2013 $115,384 $0 $115,384 $74,999 $74,999 Bond Payment 6/1/2014 $115,384 $695,000 $810,384 $74,999 $769,999 Total 2013 Transportation BAB Debt Service $230,768 $695,000 $925,768 $149,999 $844,999 PAGE 354- CITY of TIGARD DEBT SERVICE SCHEDULE ASSESSMENT-69TH AVENUE LOCAL IMPROVEMENT DISTRICT The 69th Avenue Local Improvement District (LID) was finalized in 2002. This Bancroft Bond was issued to retire the interim financing used for construction of the LID. The source of revenue for re- payment of the bonds are payments on installment contracts executed by benefited property owners. LID assessments are secured by liens on the benefited property. Amount Issued: $1,307,969 Issue Date: 6/27/2002 Original Issue True Interest Rate (TIC): 7.250% Principal Outstanding as of July 1,2013: $575,447 Interest Total Debt Payment Due Rate Principal Due Interest Due Service 7/1/2013 7.25% 62,500 40,877 103,377 7/1/2014 7.25% 67,100 36,262 103,362 7/1/2015 7.25% 72,100 31,311 103,411 7/1/2016 7.25% 77,400 25,989 103,389 7/1/2017 7.25% 296,347 43,134 339,481 Total $575,447 $177,573 $753,020 DEBT SERVICE-PAGE 355 DEBT SERVICE SCHEDULE ASSESSMENT-DARTMOUTH LOCAL IMPROVEMENT DISTRICT - 2003 The Dartmouth Local Improvement District was finalized in 1998;however, two property owners had contested the assessment amounts. In September 2003, the court ruled in favor of the City of Tigard and the assessments stood. The source of revenue for repayment of the bonds are payments on in- stallment contracts executed by benefited property owners. LID assessments are secured by liens on the benefited property. Amount Issued: $1,947,678 Issue Date: 12/3/2003 Original Issue True Interest Rate (TIC): 3.900% Principal Outstanding as of July 1,2013: $390,833 Interest Total Debt Payment Due Rate Principal Due Interest Due Service 05/15/2014 3.90% 0 15,244 15,244 05/15/2015 3.90% 390,833 5,802 396,635 Total $390,833 $21,046 $411,879 PAGE 356 - CITY OF TIGARD ASSESSMENT-BANCROFT IMPROVEMENT BONDS SUMMARY Projected Annual Debt Service $500,000 $450,000 $400,000 $350,000 v u i 41 $300,000 N Q $250,000 �6 C $200,000 C Q $150,000 $100,000 $50,000 2014 2015 2016 2017 2018 Fiscal Year ❑Principal ■Interest FY 2013-14 debt service on outstanding Bancroft Bonds is scheduled as follows: Bancroft Bonds Interest Date Principal Total 2003 - Dartmouth Street $15,244 05/15/14 $0 $15,244 2002- 69th Ave LID $40,877 07/01/13 $62,500 $103,377 Additional Bond Calls as Needed $0 $0 $0 Total Bonds $56,121 $62,500 $118,621 Total Bancroft Debt Service $56,121 $62,500 $118,621 DEBT SERVICE-PAGE 357 WATER REVENUE DEBT-WATER REVENUE BOND The Water Revenue Bond was issued in May 2012. This is the first revenue bond issue that will pay for Tigard's water infrastructure and securing a water source for Tigard through the Lake Oswego /Tigard Water Partner- ship. The Partnership will expand the capacity of the Lake Oswego Water Treatment Plant,providing Tigard with 14 million gallons of water per day. The bonds will be repaid by water usage rates and is eligible to be re- paid using Water SDCs as well. Tigard is scheduled to receive water from the plant in 2016,when water pur- chases from Portland will end. The debt service is set up to make interest only payments through 2015 with higher annual debt service payments that include principal starting in 2016 when Portland water is no longer being purchased. Tigard has authority to issue up to $62.3 million more water revenue debt and anticipates a second issue in FY 2015 of approximately$31.3 million to complete the project. Amount Issued: $97,720,000 Issue Date: 5/1/2012 Original Issue True Interest Rate(TIC): 4.0429/6 Principal Out tanding as of July 1,2013: $97,720,000 Interest Total Debt Payment Due Rate Principal Due Interest Due se—i- 8/1/2013 ervice8/1/2013 3.00% O 2,359,925 2,359,925 2/1/2014 2,359,925 2,359,925 8/1/2014 3.00% O 2,359,925 2,359,925 2/1/2015 2,359,925 2,359,925 8/1/2015 3.00% O 2,359,925 2,359,925 2/1/2016 2,359,925 2,359,925 8/1/2016 3.00% 1,870,000 2,359,925 4,229,925 2/1/2017 2,331,875 2,331,875 8/1/2017 4.00% 1,935,000 2,331,875 4,266,875 2/1/2018 2,293,175 2,293,175 8/1/2018 4.00% 2,015,000 2,293,175 4,308,175 2/1/2019 2,252,875 2,252,875 8/1/2019 4.00% 2,100,000 2,252,875 4,352,875 2/1/2020 2,210,875 2,210,875 8/1/2020 4.00% 2,185,000 2,210,875 4,395,875 2/1/2021 2,167,175 2,167,175 8/1/2021 4.00% 2,275,000 2,167,175 4,442,175 2/1/2022 2,121,675 2,121,675 8/1/2022 4.00% 2,365,000 2,121,675 4,486,675 2/1/2023 2,074,375 2,074,375 8/1/2023 5.00% 2,475,000 2,074,375 4,549,375 2/1/2024 2,012,500 2,012,500 8/1/2024 5.00% 2,605,000 2,012,500 4,617,500 2/l/2025 1,947,375 1,947,375 8/1/2025 5.00% 2,735,000 1,947,375 4,682,375 2/l/2026 1,879,000 1,879,000 8/1/2026 5.00% 2,875,000 1,879,000 4,754,000 2/l/2027 1,807,125 1,807,125 8/1/2027 5.00% 3,025,000 1,807,125 4,832,125 2/1/2028 1,731,500 1,731,500 8/1/2028 5.00% 3,180,000 1,731,500 4,911,500 2/1/2029 1,652,000 1,652,000 8/1/2029 5.00% 3,340,000 1,652,000 4,992,000 2/l/2030 1,568,500 1,568,500 8/1/2030 5.00% 3,515,000 1,568,500 5,083,500 2/1/2031 1,480,625 1,480,625 8/1/2031 5.00% 3,695,000 1,480,625 5,175,625 2/l/2032 1,388,250 1,388,250 8/1/2032 5.00% 3,885,000 1,388,250 5,273,250 2/l/2033 1,291,125 1,291,125 8/1/2033 5.00% 4,080,000 1,291,125 5,371,125 2/1/2034 1,189,125 1,189,125 8/1/2034 5.00% 4,290,000 1,189,125 5,479,125 2/l/2035 1,081,875 1,081,875 8/1/2035 5.00% 4,510,000 1,081,875 5,591,875 2/1/2036 969,125 969,125 8/1/2036 5.00% 4,745,000 969,125 5,714,125 2/1/2037 850,500 850,500 8/1/2037 5.00% 4,985,000 850,500 5,835,500 2/1/2038 725,875 725,875 8/1/2038 5.00% 5,240,000 725,875 5,965,875 2/1/2039 594,875 594,875 8/1/2039 5.00% 5,510,000 594,875 6,104,875 2/1/2040 457,125 457,125 8/1/2040 5.00% 5,795,000 457,125 6,252,125 2/1/2041 312,250 312,250 8/1/2041 5.00% 6,090,000 312,250 6,402,250 2/l/2042 160,000 160,000 8/1/2042 5.00% 6,400,000 160,000 6,560,000 0 Total $97,720,000 $93,621,025 $191,341,025 PAGE 358 - CITY OF TIGARD WATER REVENUE DEBT-ARRA WATER LOAN As part of the American Recovery and Reinvestment Act of 2009,Tigard received a grant and a loan to rehabili- tate the water pump and seismic upgrades at our 10 mil water reservoir.The loan became set with the comple- tion of the project in March 2012.The debt will be repaid with water user fees. Amount Issued: $2,398,000 Issue Date: 3/6/2012 Original Issue True Interest Rate (ITC): 3.000% Principal Outstanding as of July 1,2013: $2,293,486 Interest Total Debt Payment Due Rate Principal Due Interest Due Service 12/1/2013 3.00% 92,379 68,805 161,183 12/1/2014 3.00% 95,150 66,033 161,183 12/1/2015 3.00% 98,005 63,179 161,183 12/1/2016 3.00% 100,945 60,239 161,183 12/1/2017 3.00% 103,973 57,210 161,183 12/1/2018 3.00% 107,092 54,091 161,183 12/1/2019 3.00% 110,305 50,878 161,183 12/1/2020 3.00% 113,614 47,569 161,183 12/1/2021 3.00% 117,023 44,161 161,183 12/1/2022 3.00% 120,533 40,650 161,183 12/1/2023 3.00% 124,149 37,034 161,183 12/1/2024 3.00% 127,874 33,310 161,183 12/1/2025 3.00% 131,710 29,473 161,183 12/1/2026 3.00% 135,661 25,522 161,183 12/1/2027 3.00% 139,731 21,452 161,183 12/1/2028 3.00% 143,923 17,260 161,183 12/1/2029 3.00% 148,241 12,943 161,183 12/1/2030 3.00% 152,688 8,495 161,183 12/1/2031 3.00% 130,491 3,915 134,406 Total $2,293,486 $742,219 $3,035,705 DEBT SERVICE-PAGE 359 WATER REVENUE DEBT SUMMARY Projected Annual Debt Service $7,000,000 $6,500,000 $6,000,000 $5,500,000 $5,000,000 $4,500,000 v U $4,000,000 d -0 $3,500,000 CU U $3,000,000 c Q $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 2014 2019 2024 2029 2034 2039 Fiscal Year L Principal ■Interest FY 2013-14 debt service on the outstanding Water Revenue Debt is as follows: Water Revenue Debt Date Interest Principal Total Water Revenue Bond 08/01/13 $2,359,925 0 $2,359,925 02/01/14 $2,359,925 0 $2,359,925 ARRA Loan 12/01/13 $68,805 $92,379 $161,183 Total General Obligation Bond Debt Service $4,788,655 $92,379 $4,881,033 PAGE 360 - CITY OF TIGARD FUND SUMMARIES INTRODUCTION The following section shows a detailed listing of the resources and requirements for each fund used by the city. Explanatory narratives are provided for each of the funds. In FY 2013-14, the city will use the following funds: Fund Type Fund Name General General Fund Enterprise Sanitary Sewer, Stormwater,Water,Water CIP,Water Debt Service,Water Quality/Quantity,Water SDC Building, City Gas, Criminal Forfeiture, Electrical Inspection, Gas Tax,Library Special Revenue Donation and Bequests,Parks Bond, Parks SDC, Street Maintenance,Traffic Impact Fee,Transportation Development Tax,Urban Forestry,Underground Utility Debt Service Bancroft, General Obligation Capital Projects Facilities,Parks,Transportation CIP Internal Service Central Services, Fleet/Property Maintenance,Insurance FUND SUMMARIES-PAGE 361 GENERAL FUND The General Fund is used to account for the city's revenues and expenditures that are of a general na- ture and therefore not required to be recorded in another fund. General Fund revenues include prop- erty taxes, fees and charges for services, franchise fees, fines, interest, revenue from other agencies, and transfers from other funds. Expenditures out of the General Fund include programmatic expens- es such as Police, Library, Community Development, and Parks, as well as transfers for capital im- provement. In total, the General Fund has, and continues to see very limited growth in revenues. Some revenue streams may remain constant, such as property taxes,while others are expected to remain significantly flat, such as planning fees. Property taxes constitute the largest single source of revenue for the Gen- eral Fund. Revenues received from other agencies include Hotel/Motel Tax,Washington County Co- operative Library Services (WCCLS) distribution share,Liquor Tax, Cigarette Tax, State Revenue Shar- ing distribution, and miscellaneous other Intergovernmental Revenue. Franchise Fees are paid by utili- ty entities for their use of public right-of-ways and are based on a percentage of their gross revenues collected within the city. Property Tax, Intergovernmental, and Franchise Fees make up the three largest revenue categories. These three areas continue to see very limited growth due to the downturn in the economy. The city anticipates that General Fund revenues will continue to grow slowly in the next couple of fis- cal years. As the City of Tigard, along with the State of Oregon and the nation, begin to slowly climb out of the economic downturn, especially in development and construction, revenues will see slight increases. The Total Budget and Total Requirements in the General Fund show a modest increase in the fiscal year 2013-14 budget when compared to the previous fiscal year budget. Program Expenditures for operations is only increasing 0.5%. PAGE 362- CITY OF TIGARD GENERAL FUND FY 2011 FY 2012 2013 2014 2014 2014 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 13 40000-Beginning Fund Balance 7,341,51 7,327,165 6,341,359 7,865,921 7,940,921 8,156,853 28-6°/n Total Beginning Fund Balance 7,341,251 7,327,165 6,341,359 7,865,921 7,940,921 8,156,853 28.6% 40100-Current Property Taxes 11,985,051 12,239,138 12,515,239 12,809,347 12,809,347 12,809,347 2-3% 40101-Prior Year Property Taxes 258,906 132,050 211,188 211,188 211,188 211,188 0.0% Total Taxes 12,243,957 12,371,188 12,726,427 13,020,535 13,0'_'0,535 13,020,535 2.3% 41000-Franchise Application Fees 0 0 2,000 2,000 2,000 2,000 0.0% 41001-Franchise Fees-Electric 1,555,359 1,658,046 1,727,565 2,194,008 2,194,008 2,194,008 27.0% 41002-Franchise Fees-Gas 760,896 835,411 1,028,235 839,588 839,588 839,588 18-3°l 41003-Franchise-Telecomm 383,711 458,341 276,018 360,000 360,000 360,000 30.4°/0 41004-Franchise Fees-Garbage 370,295 453,595 424,360 548,578 548,578 548,578 29.3% 41005-Franchise Fees-Cable TV 476,209 559,125 449,975 524,585 524,585 524,585 16.0% 41006-Franchise Fees-Water 348,556 430,277 623,681 689,168 689,168 689,168 10-5% 41007-Franchise Fees-Sanitary Swr 480,393 485,842 434,777 443,473 443,473 443,473 2.0% Total Franchise Fees 4,375,420 4,880,635 4,966,611 5,601,400 5,601,400 5,601,400 12.8% 43001-Business Tax 693,676 673,789 658,690 675,157 675,157 675,157 2.5% 43107-Erosion Control Plan Check Fee 211 142 389 389 389 389 0.0% 43112-CDC Review Fees 19,232 27,313 4,172 4,172 4,172 4,172 0.0% 43113-Address Fee 1,423 4,250 810 810 810 810 0.0°f 43114-Engineering Public Improvement 81,585 103,404 36,000 36,000 36,000 36,000 0.0% 43115-Sign Permit Fees 16,307 16,766 4,576 4,576 4,576 4,576 0.0% 43116-Land Use Application Fee 137,293 88,174 56,260 56,260 56,260 56,260 0.0% 43117-Long Range Planning Surcharge 23,792 19,663 8,854 8,854 8,854 8,854 0.0% 43LM-Miscellaneous Fees/Charges 0 0 62,397 63,645 63,045 63,645 2.0% 43134-Street Maintenance Fee 0 0 0 0 0 0 0.0% 43401-Alarm Permit Fees 52,100 46,395 47,000 47,000 47,000 47,000 0-0% 43402-Liquor Permit Fees 3,600 3,I35 3,152 3,272 3,272 3,272 3-8% Total Licenses and Permits 1,029,219 983,030 882,300 900,135 900,135 900,135 2.0% 40201-Hotel/Motel Tax 430,770 482,522 405,769 407,798 407,798 407,798 0.5% 44100-Cigarette Tax 72,745 70,566 60,127 57,241 57,241 57,241 -4.8% 44101-Liquor Tax 556,266 616,774 736,341 791,567 791,567 791,567 7-5% 44102-State Revenue Sharing 391,590 425,492 430,560 452,088 452,088 452,088 5-0% 44103-911 Emergency Tax 233,899 237,116 235,727 0 0 0 -100,014 44501-I n tergovernm en tal Reven ue 759,054 839,715 1,078,115 1,056,888 1,056,888 1,056,888 -2.0% 44800-Federal Grants 544,099 214,665 31,121 103,912 103,912 103,912 233.9% 44601-State Grants 79,642 6,941 53,085 12,264 12,264 12,264 -76.91/. 44803-WCCLS Grants 2,869 380 2,941,089 2,640,807 2,693,623 2,693,623 2,693,623 2.0% Total Intergovernmental 5,937,445 5,834,880 5,671,652 5,575,381 5,575,381 5,575,381 -1.7% 45301-Lien Search Fees 50,470 44,205 48,043 46,890 46,890 46,890 -2.4% FUND SUMMARIES-PAGE 363 GENERAL FUND FY 2011 FY 2012 2013 2014 2014 2014 Adapted vs Description Actual Actual Revised Proposed Approved Adopted FY 13 45303-Vehicle Release Fee 26,620 17,900 45,547 27,38 27,328 27,328 -4U4% 45304-Passport Processing Fees 33,775 3°,470 65,222 61,961 61,961 61,961 54°! 45.305-Park Revenue 58,137 67,055 44,923 42,677 42,677 42,677 -5.0% 45306-HELP-Need Desc 45306 8,600 7,390 0 0 0 0 0.0% 45310-Library Copier Receipts 1,819 0 1,981 1,882 1,882 1,882 -50% 45311-Library Miscellaneous Income 13,404 15,584 12,894 12,249 12,249 12,249 -54% 45319-Miscellaneous Fees&Charges -3,098 42,431 31448 0 0 0 -100.0% 45320-Rental Income 10,582 6,000 21,475 20,401 20,401 20,401 -50% 45321-Community Garden Rental Income 930 520 0 0 0 0 0.0% 45330-Donations/Gifts 10,000 10,296 0 0 0 0 0.0% 45580-Interdepartmental Services Revenue 0 2,797 2,902,910 3,017,265 3,017,265 3,017,265 3-9% Total Charges for Services 211,238 246,649 3,174,643 3,230,653 3,230,053 3,230,653 1.8% 4600-Forfeitures -7 0 0 0 0 0 0-0% 46001-Traffic Fines 783,270 946,111 940,626 968,115 968,115 968,115 2.9% 46002-Civil Infractions 1,995 679 1,000 1,000 1,000 1,000 0.0% 46010-Library Fines 121,958 122,781 127,500 1?9,668 129,668 139,668 17% Total Fines&Forfeitures 907,216 1,069,571 1,069,126 1,098,783 1,098,783 1,098,783 2.8% 47000-Interest Earnings 101,003 42,105 103,722 103,722 103,722 103,722 0.0% Total Interest Earnings 101,003 42,105 103,722 103,722 103,722 103,722 0.01/. 48000-Other Revenue 21,663 0 0 0 0 0 0.0% 48001-Recovered Expenditures 27,308 56,475 24,655 24,902 24,902 24,902 10% 48002-Surplus 0 0 0 0 0 0 110% Total Miscellaneous 48,972 56,475 24,655 24,902 24,902 24,902 1.0°/ 49001-Debt Proceeds 0 0 280,000 361,000 361,000 361,000 28.9% 49002-Proceeds from Loan Repayment 249,000 0 0 0 0 0 0-0% Total Other Financing Sources 249,000 0 280,000 361,000 361,000 361,000 28.9% 49200-Transfer In from Gas Tax Fund 449,326 142,231 0 0 0 0 041/. 49205-Transfer In from City Gas Tax Fund 204,553 0 0 0 0 0 0.01/. 49230-Transfer In from Building Fund 94,031 199,844 0 0 0 0 0.01/o 49240-Transfer In from Criminal Forfeiture Fund 0 30,833 70,000 0 0 0 -100-0% 49300-Transfer In from Bancroft Bond Debt Svc Fund 800,000 0 0 0 0 0 0.0% 49400-Transfer In from Capital Projects Fund 1,211 3,341 0 0 0 0 0.0% 49412-Transfer In from Street Maintenance Fund 96,437 0 0 0 0 0 0.01/. 49420-Transfer In from Parks Capital Fund 51,898 291,693 0 0 0 0 041/. 49460-Transfer In from Transportation CIP Fund 0 240,218 0 0 0 0 0.0% 49500-Transfer In from Sanitary Seaver Fund 159,314 402,447 0 0 0 0 0.0% 49510-Transfer In from Stormwater Fund 132,250 232,801 0 0 0 0 0.0% 49530-Transfer In from Water Fund 541,223 731,771 0 0 0 0 0.0% 49532-Transfer In from Water CIP Fund 778,738 754,971 0 0 0 0 0.01/. 49660-Transfer In from Insurance Fund 200,000 0 0 0 0 0 0.01/. PAGE 364- CITY OF TIGARD GENERAL FUND FY 2011 FY 2012 2013 20142014 2014 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 13 Total TransfersIn 3,508,981 3,030,150 70,000 0 0 0 -100.0% Total Resources 35,953,703 35,841,848 35,310,495 37,782,432 37,857,432 38,073,364 ReqLiirements Program Expenditures Community Development 2,941,551 2,831,974 2,965,740 2,886,056 2,886,056 3,094,988 4.41/. Community Services 19,182,019 19,638,468 19,986,234 19,947,341 20,048,141 20,048,141 0.3% Policy and Administration 711,743 819,034 757,357 799,239 802,516 802516 6,M. Public Works 4,341,985 4,573,737 5,164,601 5,389,382 5,389,382 5,396,382 4.5% Total Program Expenditures 27,177,298 27,863,213 28,873,932 29,022,018 29,126,095 29,342,027 1.6% Total Loan to CCDA 80,695 375,000 80,000 361,000 361,000 361,000 351.3% Total Transfers Out 1,368,545 353,628 623,264 841,292 916,292 916,292 47.0% Total Contingency 0 0 963,575 1,200,000 1,200,000 1,200,000 24,5% Total Budget Reserve for Future Expense 7,327,165 7,250,007 4,769,724 6,358,122 6,254,045 6,254,045 31.1% Total Requirements 953,703 35,841,848 FUND SUMMARIES-PAGE 365 ENTERPRISE FUND-SANITARY SEWER Funds collected in the Sanitary Sewer Fund are applied to the operation, maintenance, repair, and up- grade of the city's sanitary sewer infrastructure. Within Washington County, a special district, Clean Water Services (CWS), provides stormwater and sanitary sewer treatment and sets all fees related to these services. CWS contracts with the City of Tigard for billing and collection of sanitary sewer charges within the city's limits and to provide stormwater system maintenance within the city. Sanitary Sewer Connection Fees are charged to developers and property owners upon connection to the city's sewer system. The amount of this fee is determined by CWS each year. CWS also sets the base monthly sewer service charges. A customer's monthly sewer charge is comprised of the base charge plus a consumption charge which is based on the customer's average water consumption during the previous winter. The city retains approximately 16% (11%in the Sanitary Sewer Fund and 5% as a franchise fee in the General Fund) of these revenues and sends the remaining 84% to CWS each month. PAGE 366 - CITY OF TIGARD ENTERPRISE FUND-SANITARY SEWER FY 2011 FY 2012 2013 201A 2014 2014 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 13 40000-Beginning Fund Balance 8,626,584 8,267,131 6,844,337 4,720,119 5,845,119 5,852,119 -1451/. Total Beginning Fund Balance 8,626584 8,267,131 6,844,337 4,720,119 5,845,119 5,852,119 -14.5% 431M-Sewer Connection Fees 28,163 46,701 25,750 25,750 25,750 25,750 0.0% 431M-Miscellaneous Fees/Charges 0 0 1521500 408,050 41}8,050 408,050 167.6% Total Licenses and Permits 28,163 46,701 178,250 433,800 433,800 433,8W 143.4% 45100-Utility Sales 1,035,273 1,037,743 1,333,800 1,534,777 1,534,777 1,534,777 15.1% 45199-Bad Debt -73,835 -12,010 -50,500 -50,500 -50,500 -50,500 0.0°% 45319-Miscellaneous Fees&Charges 12,369 0 0 0 0 0 0.0% Total Charges for Services 973,807 1,025,732 1,283,300 1,484,277 1,484,277 1,484,277 15.7% 47000-Interest Earnings 37,728 9,554 100,333 100,333 100,333 100,333 0.0° Total Interest Earnings 37,728 9,554 100,333 100,333 100,333 100,333 0.0% 48001-Recovered Expenditures 48,034 119,854 127,513 128,788 128,788 128,788 l.i!° Total Miscellaneous 48,034 119,854 127,513 128,788 128,788 128,788 1.0°% 49511-Transfer In From Water Qnaliry/Quantity Fund 0 41 3---9,000 936,000 936,000 936,000 1845°% Total Transfers In 11 11 329,000 936,000 936,000 936,000 184.5% Total Resources 9,714,315 9,468,972 8,862,733 7,803,317 8,928,317 8,935,317 0.8% Requirements Program Expenditures Public Works 1,068,130 866,961 1,360,428 1,966,373 1,966,373 1,973,373 2681/. Total Program Expenditures 1,068,150 866,961 1,560,428 1,966,373 1,966,373 1,973,373 26.5% Total Loan to CCDA 0 0 200,000 0 0 0 100.0% Total Transfers Out 249,931 879,680 170,163 198,149 230,149 230,149 35.3% Total Work in Progress 129,103 350,410 4,121,388 3,851,653 4,944,653 4,944,653 20.011. Total Contingency 0 0 159,986 400,000 400,000 400,000 150.0/ Total Budget Reserve for Future Expense 8,267,131 7,371,920 2,650,769 1,387,142 1,387,142 1,387,142 -47.7% Total Requirements FUND SUMMARIES-PAGE 367 ENTERPRISE FUND-STORMWATER Funds collected in the Stormwater Fund are applied to the operation, maintenance, repair, and up- grade of the city's stormwater facilities. Within Washington County, a special district, Clean Water Services (CWS), provides stormwater and sanitary sewer treatment and sets all fees related to these services. CWS contracts with the City of Tigard for billing and collection of stormwater charges with- in the city's limits and to provide stormwater system maintenance within the city. The city currently retains 75% of the stormwater fees collected by the city. The city also assesses a $2 per month sur- charge for stormwater system maintenance. FY 2011 FY 2012 2013 2014 2014 2014 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 13 40000.Beginning Fund Balance 840,910 1,522,777 1,084,671 2,198,647 2,382,647 2,396,647 121.0" Total Beginning Fund Balance 840,910 1,522,777 1,684,671 2,198,647 2,382,647 2,396,647 121.01/. 45100-Utility Sales 1,355,646 1,608,130 1,318,461 1,423,938 1,423,938 1,423,938 80% 45103-Tigard SWM Surcharge 830,771 796,610 629,892 629,892 629,892 629,892 00% 45199-Bad Debt -15,378 -2,550 0 0 0 0 00% 45319-Miscellaneous Fees&Charges 5,533 0 0 0 0 0 0-0% Total Charges for Services 2,176,572 2,402,189 1,948,353 2,053,836 2,053,830 2,053,830 5.4% 47000-Interest Earnings 3,353 9,105 7,936 7,936 7,936 7,936 00% 47100-Gain/Loss on Investments 0 -2,752 0 0 0 6 0-0% Total Interest Earnings 3,353 054 7,936 7,936 7,936 7,936 0.0% 48001-Recovered Expenditures 1,650 373 0 0 0 0 0-0% Total Miscellaneous 1,650 373 0 0 0 0 0.0% 49500-Transfer In from Sanitary Sewer Fund tt 0 103,014 i 0 -1W 0% Total Transfers in u u 110,014 i) it 0 -100.0°% ' Total Resources 3,022,485 3,931,694 3,143,974 4,26{1,413 4,444,413 4,458,413 41.9% Requirements Program Expcnditures Public Works 1,192,562 1,217,997 1,652,460 1,428,387 1,428,387 1,442,387 -12.7% Total Program Expenditures 1,192,562 1,217,997 1,652,460 1,428,387 1,428,387 1,442,387 -12.7% Total Transfers but 286,363 284,832 173,356 404,916 478,916 478,916 176.31/. Total Work in Progress 20,783 233,863 331,807 1,055,375 1,165,375 1,165,375 251.21/. Total Contingency 0 0 100,000 100,000 1fk1,000 100,000 0.0°% Total Budget 1,499,7_1.736,692 2.257,623 2,988,678 3,172,678 3,186,678 41.2% Reserve for Future Expense 1,5'_2,777 °,1V9,!ala 886,351 1,271,735 1,^_;1,715 1,^'1,733 43.5°1. -Total Requirements 3,022,485 3.931,694 3.143,974 4,260,413 4,444,413 4,458,413 41.8% PAGE 368 - CITY OF TIGARD ENTERPRISE FUND-WATER The City of Tigard manages the operation of the water system through intergovernmental agreements with the cities of King City and Durham and with the Tigard Water District. The Water Fund is the primary operating fund for the water system and accounts for all costs associated to the water opera- tion,including ongoing maintenance. The Water Fund also transfers to the Water CIP Fund for vari- ous capital improvement projects and to the Water Debt Service Fund to pay debt service on water revenue bonds. The Water Fund maintains a Rate Stabilization Account of$2 million. In 2008 Tigard entered into a water partnership with the City of Lake Oswego on a long-term water source. The two cities agreed to jointly: • Expand Lake Oswego's water treatment facility • Replace the existing river intake • Construct a reservoir • Upsize transmission lines • Develop existing water rights and permits on the Clackamas River The improvements would allow Tigard and Lake Oswego to produce up to 38 million gallons of water per day. Of this amount,Tigard would receive between 14 and 20 million gallons per day. Water is anticipated to begin flowing from the new facility by 2016. In October 2010, City Council approved the Water Rate Study that was completed by Red Oak Con- sulting. Based on this water financing plan,Tigard's share of the improvements and cost to buy into Lake Oswego's existing system is estimated to total $132 million. FUND SUMMARIES-PAGE 369 ENTERPRISE FUND-WATER FY 2011 FY 2012 2013 2014 2014 2014 Adopted vs Dc9cription Actual Actual Revised Proposed Approved Adopted FY 13 40000-Beginning Fund Balance 2,783,752 3,642,090 6,300,490 9,524,503 9,656,503 9,701,503 54.0° Total Beginning Fund Balance 2,783,752 3,642,090 6,300,490 9,524,503 9,656,503 9,701,503 540% 43126-Developer Overhead 1,560 8,966 10,030 10,030 10,030 10,030 0.0% 43128-Fire Service Reimbursement 1,400 2,800 0 0 0 0 00% 431M-Miscellaneous Fees/Charges 0 0 3,110 3,172 3,172 3,172 2.0% 43301-SDC Reimbursement 86,676 0 0 0 0 0 0.0% Total Licenses and Permits 89,636 11,766 13,140 13,'_'02 13,202 13,202 0.5•/. 45100-Utility Sales 8,918,133 11,626,748 13,032,592 14,075,199 14,075,199 14,075,199 8-0% 45101-Other Utility Sales 13,179 8,188 4,456 4,456 4,456 4,456 0-0% 45102-Leaks/Misreads Credits -21,501 -18,969 -22,984 -22,984 -22,984 -22,984 0.0Y. 45104-Meter Sales 72,099 111,804 27,762 27,762 27,762 27,762 0.0% 45105-Fire Hydrant Flow Testing Swe 1,300 975 2,006 4,006 4,006 4,006 99.7% 45150-Late Penalties/Charges 113,875 114,850 121,136 121,136 121,136 121,136 0.0% 45151-Returned Check Fees 1,560 1,540 1,290 1,290 1,290 1,290 0.0% 45199-Bad Debt -14,699 -14,302 -20,544 -20,544 -20,544 -20,544 0.01/. 45319-Miscellaneous Fees&Charges 3,873 1,800 392 372 372 372 -5-1% 45320-Rental Income 43,8E 50,642 52,080 49,476 49,476 49,476 -5-0% Total Charges for Services 9,131,624 11,863,277 13,198,186 14,240,169 14,240,169 14,240,169 7.9% 47000-Interest Earnings 11,724 8,433 30,644 30,644 30,644 30,644 0.0% Total Interest Earnings 11,724 8,433 30,644 30,644 30,644 30,644 0-0% 48000-Other Revenue 0 2,929 0 0 0 0 0.0% 48001-Recovered Expenditures -22,390 32,008 0 0 0 0 0-0% Total Miscellaneous -22,390 34,937 0 0 0 0 0.01/. 491W-Transfer In from General Fund 109,840 27,460 27,460 27,460 27,460 27,460 0-0% 49500-Transfer In from Sanitary Sewer Fund 53,642 13,413 13,413 13,413 13,413 13,413 0.0Y. 49510-Transfer In from Stormwater Fund 71,524 17,878 17,878 17,878 17,878 17,878 0-0% Total Transfers In 235,006 58,751 58,'5 t 58,751 58,751 5 ?5 i 0-0 Total Resources 1,229,353 15,639,254 19,601,211 23,867,269 23,999,269 24,044,269 22.71 Program Expcnditures 0 0 0 0 0 0 0,0% Public Works 5,065,701 5,331,984 7,950,086 8,094,852 8,094,852 8,139,852 2.4% 'Fatal Program Expenditures 5,065,701 5,331,984 7,950,086 8,094,852 8,094,852 8,139,852 2.41/. Total Transfers Out 3,521,531 1,879,979 4,660,675 5,603,926 5,735,926 5,735,926 23.1% Total Work in Progress 31 0 0 0 0 0 0-0% Total Contingency 0 0 500,000 500,000 500,000 500,000 0.01/ Total Budget Reserve for Future Expense 3,642,090 8,427,291 6,490,450 9,668,491 9,668,491 9,668,491 49-0% Total Requirements PAGE 370 - CITY OF TIGARD ENTERPRISE FUND-WATER CIP The Water CIP Fund accounts for major capital improvement projects for the water system. Re- sources in this fund consist largely of transfers from the Water Fund and borrowing proceeds. In fis- cal year 2013-14, the fund will have a beginning fund balance of over $72 million from water revenue bonds. These dollars will be utilized to continue to fund the city's long-term water project. In 2008 Tigard entered into a water partnership with the City of Lake Oswego on a long-term water source. The two cities agreed to jointly: • Expand Lake Oswego's water treatment facility • Replace the existing river intake • Construct a reservoir • Upsize transmission lines • Develop existing water rights and permits on the Clackamas River The improvements would allow Tigard and Lake Oswego to produce up to 38 million gallons of water per day. Of this amount, Tigard would receive between 14 and 20 million gallons per day. Water is anticipated to begin flowing from the new facility by 2016. In October 2010, City Council approved the Water Rate Study that was completed by Red Oak Con- sulting. Based on this water financing plan, Tigard's share of the improvements and cost to buy into Lake Oswego's existing system is estimated to be $132 million. In May 2012, $102.5 million of water revenue bonds were issued. The majority of the proceeds were deposited into the Water CIP Fund to pay for capital projects for the water system, including the Lake Oswego/Tigard Water Partnership. This accounts for the substantial fund balance in this fund. Bonding revenues will be received in the Water CIP Fund and annual bond payments in subsequent years will show in the Water Debt Service Fund. Funding for the bond payments will come from wa- ter rates and will be transferred by the Water Fund into the Water Debt Service Fund. FUND SUMMARIES-PAGE 371 ENTERPRISE FUND-WATER CIP FY 2011 FY 2012 2013 2014 2014 2414 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 13 Revised 40000-Beginning Fund Balance 2,359,832 1,2021897 90,000,000 72,778,028 83,701,728 84,231,798 -6-4% Total Beginning Fund Balance 2,559,832 1,202,897 90,000,000 72,778,028 83,701,728 84,231,728 -6.4% 43300-System Development Charges 107,188 6 0 0 0 U 0.0110 Total Licenses and Permits 107,188 0 0 0 0 0 0.0% 44800-Federal Grants 812,494 1,585,506 0 0 0 0 0.0% Total Intergovernmental 812,494 1,585,506 0 0 0 0 0.01/6 47000-Interest Earnings 17,303 435 13,096 13,096 13,096 13,096 0.0% Total Interest Earnings 17,363 435 13,096 13,096 13,096 13,096 0.01% 48001-Recovered Expenditures 120 0 0 0 0 0 0.01/. Total Miscellaneous 120 0 0 0 0 0 0.01% 49001-Debt Proceeds 3,100,000 99,634,079 0 0 0 0 0.01/. Total Other Financing Sources 3,100,000 99,634,079 0 0 0 0 0.0% 49100-Transfer In from General Fund 349,429 181,216 71,930 0 0 0 -100.0% 49425-Transfer In from Parks SDC Fund 268,203 151,369 49,610 0 0 0 -100.0% 49500-Transfer In from Sanitary Sewer Fund 0 0 0 100,000 100,000 100,000 100.0% 495M-Transfer In from Water Fund 2,532,125 732,866 520,000 602,443 602,443 602,443 15.9% 49531-Transfer In from Water SDC Fund 25,000 361,575 267,131 0 0 0 -100.0% Total Transfers In 3,174,817 1,427,026 908,671 702,443 702,443 702,443 -223% Total Resources 9, 84,947A7 i Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Debt Service 89,645 0 0 0 0 0 0.0% Total Work in Progress 7,523,029 9,535,084 22,706,500 64,408,743 75,332,443 75,862,443 234.1% Total Transfers Out 778,738 1,136,929 132,452 546,672 546,672 546,672 312.7% 1,412 10,672,013 Reserve for Future Exp 1,380,402 93,177,930 68,082,815 8,538,152 8,538,152 8,538,159 -87.5°/ Total Requirements 17 -6.6% PAGE 372- CITY OF TIGARD ENTERPRISE FUND-WATER DEBT SERVICE The Water Debt Service Fund accounts for revenues and debt service payments related to the issuance of water revenue bonds. The fund also maintains a fund balance to provide an estimated Debt Service Reserve Fund of$6.5 million. FY 2011 FY 2012 2013 2014 2014 2014 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 13 Revised 40000-Beginning Fund Balance 0 0 8,900,000 6,763,142 6,763,142 6,763,142 -24.0% Total Beginning Fund Balance 0 0 8,900,000 6,763,142 6,703,142 6,763,142 -24.0% 47000-Interest Earnings 0 3,962 0 0 0 0 0.0110 Total Interest Earnings 0 1962 0 0 0 0 00/0 49001-Debt Proceeds 0 12,538,672 0 0 0 0 0-0% Total Other Financing Sources 0 12,538,672 0 0 0 0 0.0% 49530-Transfer In From Water Fund 0 65,652 3,961,184 4,881,034 4,881,034 4,881,034 23-2% Total Transfers In 0 65,652 3,961,184 4,881,034 4,881,034 4,881,034 23.21/6 Total Resources 0 12,608,287 12,861,184 11,644,176 11,644,176 11,644,176 ' Requirements Prcicrrraln E'-wenditures Program Expenditures 0 0 0 0 0 0 0.0x/0 Total Debt Service 0 6,039,242 3,961,184 4,881,034 4,881,034 4,881,034 23.2% Total Contingency 0 0 0 0 0 0 0.0% 0 6,039,242 Mor"r 4,881,034 4 Reserve for Future Exp 0 6,569,045 8,900,000 6,763,142 6,763,142 6,763,142 -24.0% Total Requirements FUND SUMMARIES-PAGE 373 ENTERPRISE FUND-WATER QUALITY/QUANTITY The Water Quality/Quantity Fund is a subsidiary fund of the Stormwater Fund. The city charges Wa- ter Quality/Quantity fees,which are established by Clean Water Services, on certain development ac- tivities in the city. Revenues collected are used to fund offsite stormwater system improvements and capacity improvements to the system. Revenues, as they are tied directly to development activities, fluctuate to a degree and as such have been down over the past few years. In addition to a slowdown in development activity, some developers are choosing to build their own on-site stormwater detention facilities rather than pay the fee FY 2011 FY 2012 2013 2014 2014 2014 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 13 Revised 40000-Beginning Fund Balance 1,551,'294 1,551,368 1,570,645 1,242,369 1;-4'-,369 1,'-42,369 -20.9% Total Beginning Fund Balance 1,551,294 1,551,368 1,570,645 1,242,369 1,242,369 1,242,369 -20.9% 43122-Fee In-Lieu H2O Quantity -1,350 8,525 3,250 3,250 3,250 3,250 0.01/1 43123-Fee in Lieu Water Quality 1,350 1,575 1,000 1,000 1,000 1,04X1 0.01/9 Total Licenses and Permits 0 10,100 4,250 4,250 4,250 4,256 0-01/0 47000-Interest Earnings 0 9,164 15,102 15,102 15,102 15,102 0A Total In temst Earnings 0 9,164 15,102 15,102 15,102 15,102 OU 48001-Recovered Expenditures 74 0 0 0 0 11 TotalMisce]laneous 74 0 0 0 ii 0 0-U% Total Resources 1,551,368 1,570,633 1,589,997 1,261,721 1,261,791 1'_61,721 _ Pfograrn Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Work in Progress 0 0 0 0 0 0 0-0% Total Transfers Out 0 0 347,616 943,659 943,659 943,659 171.5% Total Contingency 0 0 U u 0 0 0.0% Total Budget 7,616 943,659 ,659 171.5% Reserve For Future Exp 1,551,368 1,570,633 1,242,381 318,962 318,062 318,062 -74.4% Total Requirements 721 -20.6% PAGE 374- CITY OF TIGARD ENTERPRISE FUND-WATER SDC The Water System Development Charge (SDC) Fund is a subsidiary of the Water Fund. Water SDCs are charged when new water meters are sold and installed. The total purpose of the Water SDC is to fund future capacity-increasing projects and pay a reimbursement fee for existing assets. In October 2010, the city completed its update of the Water SDCs. City Council agreed to phase in the increase over four years. The third of the four rate increases went into effect on February 1 2013 with the final phase-in scheduled for February 1, 2014. As SDCs are tied to development activity they tend to fluctuate. The city is beginning to see an up- ward trend in these revenues. FY 2011 FY 2012 2013 2014 2014 2014 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 13 Revised 40000-Beginning Fund Balance 414,388 730,308 730,540 1,625,904 1,625,904 1,625,904 122.6°/ Total Beginning Fund Balance 414,388 730,308 730,540 1,625,904 1,625,904 1,625,904 122.6% 43300-System Development Charges 178,822 376,412 361,575 361$75 361,575 361$75 00A 43301-SDC Reimbursement 160,246 787,666 0 0 0 0 00". Total Licenses and Permits 339,068 1,164,078 361,575 361,575 361,575 361,575 0.0% 47000-Interest Earnings 1,85'' 3,590 233 233 233 233 0.01/. Total Interest Earnings t.852 3,590 233 233 233 233 6.0% Total Resources 755,308 1,897,977 1,092,348 1,987,712 2 820'/. Requirements Program Expenditures Program Expenditures 0 0 0 6 0 0 0.01/. Total Work in Progress 0 0 0 0 0 0 0-0% Total Transfers Out 25,000 361,575 272,306 165 165 165 -99.9% Total Contingency 0 0 0 100,000 100,000 100,000 100.0% - Total Bndgc3L Reserve For Future Exp 730,308 1,536,462 820,042 1,887547 1,887,547 1,887,547 130.2% Total Requirements FUND SUMMARIES-PAGE 375 SPECIAL REVENUE FUND-BUILDING The Building Fund is used to track building permit revenues and expenditures. All activities of the city's Building Division are appropriated in this fund. The Building Division, a part of the Community Development Department,is responsible for reviewing plans,issuing permits, and inspecting construc- tion to ascertain compliance with the State of Oregon specialty codes. The specialty codes include building, fire,plumbing, mechanical, electrical codes and other State of Oregon rules and statutes. The division enforces requirements of the Tigard Municipal Code and Community Development codes and ordinances. Revenues collected in the Building Fund are dedicated to supporting the divisional activities and relat- ed administrative expenses. The amount of the charge for a building-related fee is detailed in ORS 455.210 and OAR 918-020-0220. J 4 1 } •r � . N y 4 NI F - x V }v Arial view of the city office buildings PAGE 376 - CITY OF TIGARD SPECIAL REVENUE FUND-BUILDING FY 2011 FY 2012 2013 2014 2014 2014 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 13 46000-Beginning Fund Balance 390,660 702,023 602,913 1,220,661 1,220,661 1,220,661 102.5% Total Beginning Fund Balance 390,660 702,023 6OZ913 1,220,661 1,220,661 1,220,661 102,5% 43101-Plumbing Permits 111,501 116,477 82,160 116,160 116,160 116,160 41-4% 43102-Mechanical Permits 243,467 176,995 139,400 174,400 174,400 174,400 25.1% 43104-Building Permits 489,930 447,961 426,300 496,300 496,300 496,300 16.4% 43105-Metro Construction Excise 5% 3,693 1,622 1,791 1,791 1,791 1,791 0-0% 43106-Building Plan Check Fee 268,014 370,349 225,500 290,500 290,500 290,500 28.8% 43107-Erasion Control Plan Check Fee 4,783 4,109 1,198 1,198 1,198 1,198 0-0% 43108-Fire Life Safety Plan Ck Fee 79,747 118,559 76,500 100,500 100,500 100,500 31.4/r 43109-Plumbing Plan Check Fee 25 764 117 1,217 1,217 1,217 940.2% 43 111-Mechanical Plan Check Fee 38,301 24,881 28,840 28,840 28,840 28,840 0-0% 43112-CDC Review Fees 2,126 772 1,412 1,412 1,412 1,412 0-0% 43118-Sewer Inspection Fee 4,340 4,345 3,737 3,737 3,737 3,737 0.0% 43tM-Sewer Connection Fees 0 35 0 0 0 0 0.0% 43130-Miscellaneous Fees/Charges 0 0 2,003 2,043 2,043 2,043 2.0% 43135-Info Processing&Archiving 5,922 14,918 0 15,000 15,000 15,000 100-0% 43301-SDC Reimbursement 0 0 19 19 19 19 0-0% Total Licenses and Permits 1,251,847 1,281,786 988,977 1,233,117 1,233,117 1,233,117 24.7% 44502-Beaverton School CET V1, 3,041 1,481 1,813 1,813 1,813 1,813 0.0% 44503-Tigard-Tualatin School CET 4•/. 9,764 10,917 6,J68 6,468 6,468 6,468 0-0% Total l ntergovemmental 12,806 12,398 8,281 8,281 8,281 8,281 0.0•/. 45151-Returned Check Fees 0 20 0 0 0 0 0.0% 45199-Bad Debt 0 0 0 0 0 0 0-0% 45319-Miscellaneous Fees&Charges -4,633 6,992 0 0 0 0 0.0% Total Charges for Services -4,633 7,012 0 0 0 0 0-0% 47000-Interest Earnings 2,548 3,242 19,782 19,782 19,782 19,782 0-01'0 Total Interest Earnings 2,548 3,242 19,782 19,782 19,782 19,782 0.0% 48001-Recovered Expenditures 1,533 0 9,990 10,090 10,090 10,090 1.0% Total Mis 11-ous 1,533 0 9,990 10,090 10,090 10,090 1-0% 49220-Transfer In From Electrical Inspection Fund 175,000 197,037 200,000 180,000 180,000 18Q000 -10.0% Total Transf In 175,000 197,037 200,000 180,(W0 180,000 180,000 -10.O°/. Total Resources 1,829,761 2,203,498 1,829,943 2,671,931 2,671,931 2,671,93 Requirements Program Expenditures Community Development 1,033,706 1,070,249 1,266,424 1,516,579 1,516,579 1,516,579 1991/. Total Program Expenditures 1,033,766 1,070,249 1,266,424 1,516,579 1,516079 1,516,579 19.8% Total Transfers Out 94,031 199,844 6 0 0 0 0.0% Total Contingency 0 0 200,000 200,000 200,000 200,000 0.0% Total Budget Reserve for Future Expense 702,023 933,405 363519 955,352 955,352 955,352 162.8% Total Requirements 943 2,671,931 2,671,931 2,671,931 FUND SUMMARIES-PAGE 377 SPECIAL REVENUE FUND-CITY GAS TAX The City Gas Tax Fund is used to account for revenues generated from and projects funded by Tigard's local gas tax. The tax was developed by a citizen task force in 2006 as a means to fund im- provements to the Greenburg Road/Pacific Highway/Main Street intersection. The plan was to sunset the tax after paying for the project. In 2009, a change in state law forbade cities from changing their local gas tax, resulting in an inability to sunset the tax. The decision was made by the Tigard City Council to have the tax remain in effect permanently as a source to fund other future transportation project needs as recommended by a citizen task force. The Greenburg Road/Pacific Highway/Main Street intersection project was completed in December 2010, and the revenue coming into the fund is currently being used to pay debt service on that project. The Tigard Transportation Advisory Commit- tee (TTAC) will advise council of potential transportation projects that can be funded by this revenue in the future. FY 2011 FY 7012 2013 2014 2014 2014 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 13 Reviser 40000-Beginning Fund Balance 2,429,893 511,352 894,975 1,488,999 1,488,999 1,488,999 66.4" Total Beginning Fund Balance 2,429,893 51052 894,975 1,488,999 1,488,999 1,488,999 W 4% 44200-Gas Tax 615,571 739,478 699,881 720,877 720,877 720,877 3.0% 44801-State Grants 0 0 31,421 3,142 3,142 3,142 -90.0% Total In tergovernmental 615,571 739,478 731,302 724,019 724,019 724,019 -1.01/0 470D0-Interest Earnings 22,171 8,737 34,584 34,584 34,584 34,584 0.0110 Total Interest Earnings 22,171 8,737 34,584 34,584 34,584 34,584 0.01/9 48001-Recovered Expenditures 13 70,834 31,421 31,735 31,735 31,735 1.0% Total Miscellaneous 13 70,834 31,421 31,735 31,735 31,735 1.0% Total Res aurces 3,067,647 1,330,4,01 1,692,282 2,279,337 2,279,337 2,2279,337 34.71/n Requirements Program Expenditures Program Expenditures 0 0 11 0 n 0 0.0% Total Debt Service 338,854 327,239 324,420 319,390 319,390 319,390 -1.61/u Total Work in Progress 1,940,019 0 0 0 0 0 0.01A Total Transfers Out 277,422 0 3,271 3,778 1,003,778 1,003,778 30587.2% Total Contingency 0 0 50,000 50,000 50,000 50,000 0.01/0 Total Budget Reserve for Future Exp 511,352 1,003,162 1,314,591 1,906,169 906,169 906,169 -31.1% Total Requireme PAGE 378 - CITY OF TIGARD SPECIAL REVENUE FUND- CRIMINAL FORFEITURE The Criminal Forfeiture Fund records revenues received from the seizure of assets used in criminal activity. Prior to FY 2014, a transfer out to the General Fund was established each fiscal year in order for the Tigard Police Department to have as-needed access to fund-allowable police and drug enforce- ment activities. Starting in FY 2014, the police related expenditures are made directly out of the fund. FY 2011 FY 2012 2013 2014 2014 2014 Adopted vs Desefiption Actual Actual Revised Proposed Approved Adopted FY 13 40000-Beginning Fund Balance 57,246 60,871 70,000 41,369 41,569 41,569 -40.6% Total Beginning Fund Balance 57,246 60,871 70,000 41,569 41,569 41,569 -40.6% 46000-Forfeitures 3,932 22,725 10,600 43,W0 43,000 43,000 305-7 46001-Traffic Fines 0 0 0 0 0 0 0.0% Total Fines&Forfeitures 3,932 22,725 10,600 43,000 43,000 43,000 305-7 A 47000-Interest Earnings 279 362 1,892 1,892 1,892 1,892 0.0% Total Interest Earnings 279 362 1,892 1,892 1,892 1,892 0.0% 48001-Recovered Expenditures -586 it it it it 0 0-0% Total Miscellaneous -586 0 p i i 0 0-0% Total Resources 60,871 83,958 82,492 86,461 86,461 86,461 4.8°Po Requirements Program Expenditures Community Services ii 0 0 50,000 50,000 50,000 IOikL} Total program Expenditures i 0 0 50,000 50,000 50,006 100-0% Total Transfers Our 0 30,833 70,000 Al 4M 401 -99.4% Total Budget L50,401 50,401 Reserve for Future Expense 60,871 53,124 12,492 36,060 36,060 36,060 188.71A Total Requirements 60, FUND SUMMARIES-PAGE 379 SPECIAL REVENUE FUND-ELECTRICAL INSPECTION The Electrical Inspection Fund records revenues related to electrical permits and plan check fees in the city. The fees are established by single or multi-family dwelling units or by type of service, and are es- tablished following the guidelines detailed in ORS 455.210 and OAR 918-020-0220. These guidelines specify that the fees charged are necessary and are to be set at a level that reasonably recovers costs. The revenues are then transferred to the Building Fund to support the costs associated with these fees. FY 2011 FY 2012 2013 2014 2014 2014 Adopted vs Description Actual Actual Revised Proposed Approved Adapted FY 13 Revise 40000-Beginning Fund Balance 108,829 141,363 112,766 118,014 118,014 118,014 4.7% Total Beginning Fund Balance 108,829 141,565 112,766 118,014 118,014 118,014 4.7% 43103-Electrical Permit Fees 198,623 172,849 150,331 170,331 170,331 170,331 9.01/0 43110-Electrical Plan Check Fee 10,489 0,209 10,706 4,50,6 4,506 4,506 -57.9% 43121-Charges in Lieu of Assessments 2,039 0 0 0 0 0 0.00/9 Total Licenses and Permits 207,072 179,058 167,037 174,837 174,837 174,837 4.7% 47000-Interest Earnings 664 1,21(1 1,207 1,207 1,207 1,207 0-00/4 Total Interest Earnings 064 1,210 1,207 1,207 1,207 1,207 0.0% Total Resources 321,834 281,010 294,.q Requirements Program Expcnditures Program Expenditures 0 0 0 0 0 0 0.00/0 ToW`transfers Out 175,000 197,037 202,827 181,795 181,795 181,795 -10.4% Total Contingency 0 0 50,000 50,000 50,000 50,000 0.0% Total Budget Reserve for Future Exp 141,565 124,797 28,183 62,263 62,263 62,263 120.9% Total Requirements PAGE 380 - CITY OF TIGARD SPECIAL REVENUE FUND- GAS TAX The Gas Tax Fund records shared revenues from the State of Oregon and Washington County taxes on the sale of motor vehicle fuel. The city utilizes these revenues to fund various construction,recon- struction,improvements, repairs,maintenance, and operation of public highways, roads, and streets. These monies may also be used for street lighting and cleaning, storm drainage, traffic control devices, administrative costs and debt service. State of Oregon gas tax and vehicle registration fees are shared with cities and counties throughout the State using a formula set by the legislature. The expenditure of state gas tax revenue is restricted to the uses outlined in Article IX, section 3a of the Oregon Constitution. Washington County collects one cent per gallon for all motor vehicle fuel sold within the county. Portions of this collection are distributed to cities within the county according to a formula set by the county. FY 2011 FY 2012 2013 2014 2014 2014 Adopted vs DCScription Actual Actual Revised Proposed Approved Adopted FY 13 400110-Beginning Fund Balance 4,333,927 1,981,045 1,690,204 506,663 1,446,663 1,476,663 -12-6% Total Beginning Fund Balance 4,433,927 1,981,045 1,690,204 506463 1,446,663 1,476,663 -12.6% 43119-Street Lighting Fees 2,827 677 2,186 2,186 2,186 2,186 0.0% 43125-Fee In-Lieu Bicycle Striping 0 0 416 416 416 416 0.0% 43133-Fee In-Lieu of 1/2 St Impmmnt 22,500 0 0 0 0 0 0.0% Total Licenses and Permits 25,327 677 2,602 2,602 2,602 2,602 09°Io 44200-Gas Tax 2,331,837 2,628,133 2,826,073 2,910,855 2,910,855 2,910,855 3.0% 44201-Other Gas Tax 183,274 185,294 195,487 199,397 199,397 199,397 2.0% 44501-Intergovernmental Revenue 0 0 600,000 636,600 636,600 636,600 6-1% 44800-Federal Grants 498,164 0 0 0 0 0 00% 44802-Grants-Other 1,056 0 0 0 0 0 OSP/. Total Intergovernmental 3,014,330 2,813,427 3,621,560 3,746,852 3,746,852 3,746,852 3.5% 45319-Miscellaneous Fees&Charges 130 it 0 0 0 0 0.0% Total Charges for Services 130 0 0 0 0 0 0.0% 47000-Interest Earnings 34,925 27,052 55,732 55,732 55,732 55,732 0.01• Total Interest Earnings 34,925 27,052 55,732 55,732 55,732 55,732 0-0°/ 48001-Recovered Expenditures 68,879 58,369 59,700 60,297 60,297 60,297 1-0% Total Miscellaneous 68,879 58,369 59,700 60,297 60,297 60,297 1.0% 49405-Transfer In from Trans.Dev.Tax Fund 36,403 0 0 0 0 0 0.0rf 49410-Transfer In From Traffic Impact Fee Fund 98,575 0 0 0 0 0 0.0r/ 49,412-Transfer In from Street Maintenance Fund 250,000 75,000 100,000 100,000 100,000 100,000 0.0r/ Total Tmnsfers In 384,978 75,000 100,000 100,000 100,000 100,000 0.01/4 Total Resources 7,962,496 4,955,570 5,529,798 4,472,146 ■5,412,146 5,442,I4G FUND SUMMARIES-PAGE 381 SPECIAL REVENUE FUND— GAS TAX FY 2011 FY 2012 2013 2014 2014 2014 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 13 Requirements Program Expenditures Public Works 1,717,705 1,780,653 2,229,010 2,214,308 2,214,308 2,244,308 0.7t•. Total Program Expenditures 1,717,705 1,780,653 2,229,010 2,214,308 2,214,308 2,244,308 0.7% Total Debt Service 564,000 621,818 615,928 606,378 606,378 606,378 -1.6% Total Tra nsfe"Out 875,622 980,432 2,290,163 1,614,452 2,554,452 -^1554,452 11-5% Total Work in Progress 2,824,123 0 0 0 0 0 0.01/ Total Contingency 0 0 251,970 35,000 35,000 35,000 -8G.1% Total Budget 5,981, 5,410,138 5,440,138 ' Reserve for Future Expense 1,981,045 1,572,666 142,727 2,008 =1 i,,18 "Nab -98.6% Total Requirements 5,412,146 5,442,146 PAGE 382- CITY OF TIGARD SPECIAL REVENUE FUND- LIBRARY DONATIONS & BEQUESTS The Library Donations and Bequest Fund accounts for the money remaining from several donations and bequests that were provided to the Library for various special projects and artwork. A transfer to the Facilities Capital Projects Fund is appropriated in FY 2013-14 for any of these projects or artwork that arise. FY 2011 FY 2012 2013 2014 2014 2014 Adopted vs Description Actual Actual Revised proposed Approved Adopted FY 13 40000-Beginning Fund Balance 469,290 471,335 376,045 474,398 474,398 474,398 26.2% Total Beginning Fund Balance 469,290 471,335 376,045 474,398 474,398 474,398 26.21/. 47000-IntetestEarnings 9,045 3,062 0 0.0/. Total Interest Earnings 2,045 3,416, 0 0.0% Total Resources 471,335 474,398 376,045 474,398 473,398 Requirements Program Expenditures Community Services U 0 0 1� u 0 -100.01. Total Program Expenditures 0 0 0 1� i} 0 -100.0% Total Transfers Out 0 0 100,000 100,000 100.000 100,000 0(1,: - Total Budge 0 100,000 100,000 1� 100,000 0.01/. Resetve For Future Expense 471,335 473,396 _76¢145 3:4,398 374,398 373,398 35_(T Toral Requiremen 471,335 474,398 376,045 474,398 41nnh,474.3913 2 6.2-/. FUND SUMMARIES-PAGE 383 SPECIAL REVENUE FUND— PARKS BOND In November 2010, voters approved a $17 million parks bond for purchase of land and greenspaces to be used for parks. A minimum of 80% of the proceeds can be used for land acquisitions with the remaining 20% to be utilized for park improvements. Funding for land acquisitions and improve- ments will come from the Parks Bond Fund,with expenditures recorded in the Parks Capital Fund. Remaining park bond resources will be expended during FY 2013-2014. FY 2011 FY 2012 2013 2014 2014 2014 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 13 Revised 40000-Beginning Fund Balance 0 7,906,647 6,170,647 3,302,896 4,872,068 4,872,068 -21.0% Total Beginning Fund Balance 0 7,906,647 6,170,647 3,302,896 4,872,068 4,872,068 -21.0% 47000-Interest Earnings 24,193 43,335 4,020 4,020 4,020 4,020 0.01/1 Total Interest Earnings 24,193 43,335 4,020 4,0'`0 4,020 4,020 0.0% 48001-Recovered Expenditures 9 400,000 0 0 0 0 0.0% Total Miscellaneails 9 400,000 0 0 0 0 0.0% 49001-Debt Proceeds 17,117,213 0 0 0 0 0 0.0% Total Other Financing Sources 17.117,213 0 0 0 0 0 0.0% Total Resources 17,141,415 8,349,981 6,174,667 3,306,916 Requirements Pro -ram Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Debt Service 0 0 0 0 0 0 0-0% Total Work in Progress 0 0 0 0 0 0 0-0% Total Transfers Out 9,234,768 2,446,583 5,877,628 3,306,916 4,876,088 4,876,088 -17-0% Total Contingency 0 0 0 0 0 0 0-W. Total Budget 2,446,5 Reserve for Future Exp 7,906,647 5,903,399 297,039 0 0 0 -100.0% Total Requirements PAGE 384- CITY OF TIGARD SPECIAL REVENUE FUND- PARKS SDC The Parks System Development Charge (SDC) Fund was established to track the revenues and expend- itures associated with the collection of the Parks SDCs. Parks SDCs are charged when a building per- mit is issued for any new residential, multi-family, or commercial construction. Funds collected are used for the acquisition, development, and expansion of additional recreation spaces and facilities that are included in the city's Parks Master Plan. In June 2012, the city completed its update of the Parks SDCs. City Council agreed to phase in the in- crease over two years. The second increase goes into effect on at the beginning of FY 2014 on July 1, 2013. FY 2011 FY 2012 2013 2014 2014 2014 Adopted vs I}cscription Actual Actual Revised Proposed Approved Adopted FY 13 Revised 40000-Beginning Fund Balance 2,515,159 2,426,083 2,326,273 1,481,554 1,873,432 1,873,432 -19.5% Total Beginning Fund Balance 2515,159 2,426,083 2,326,273 1,481,554 1,873,432 1,873,432 -19.5% 43300-System Development Charges 509,734 467,997 394,825 257,825 257,825 257,825 -34.7 Total Licenses and Permits 509,734 467,997 394,825 257,825 257,825 257,825 -343% 44802-Grants-Other 3,974 0 0 0 0 0 0.0% Total Intergovernmental 3,974 0 0 0 0 0 0.0°/u 47000-Interest Earnings 9,882 11,051 19,782 19,782 19,782 19,782 0-0% Total Interest Earnings 9,882 11,051 19,782 19,782 19,782 19,782 0.0% 48001-Recovered Expenditures -23,569 0 0 0 0 0 001". Total Miscellaneous -23,569 0 0 0 0 0 0.0% 49421-Transfer 1.from Parks Bond Fund 1,957,269 0 n t !t U 00". Total Transfers In 1,957,269 41 p n [1 0 0.0'/0 Total Resources 4,972,449 2,905,131 2,740,880 1,759,161 2,151,039 2,151,039 21-5% Requirements Program Expenditures Program Expenditures ii ii 0 0 0.0% Total Debt service 281,848 282,710 0 0 0 0 0-0% Total Work in Progress 0 0 0 0 0 0 0.0% Total Transfers Out 2,264,519 296,148 2,618,325 1,673,127 2,065,005 2,065,005 -21-1 Total Contingency 0 0 91,000 75,000 75,000 75,000 -17-6% Total Budget Reserve for Future Exp 2,426,083 2,326,272 31,555 11,034 11,034 11,034 -65.0% Total Requirements FUND SUMMARIES-PAGE 385 SPECIAL REVENUE FUND- STREET MAINTENANCE FEE The Street Maintenance Fee Fund was established to track the revenues and expenditures associated with the Street Maintenance Fee that was approved through Ordinance No. 03-10 by the City Council in November 2003 and updated with revised fees in January 2010. The Street Maintenance Fee is a monthly fee designed specifically for the maintenance of existing roads in Tigard. Monthly fees are billed to and collected from both residential and non-residential customers through the city's utility billing system. The fee provides a stable source of revenue designated for the use in the maintenance of existing streets and right-of-way maintenance with the city. This includes applying new street surfaces such as slurry seals,pavement overlays, and repairing deteriorating streets. FY 2011 FY 2012 2013 2014 2014 2014 Adopted vs Desctiptinn Actual Actual Revised Proposed Approved Adopted FY 13 Revised 40000-Beginning Fund Balance 346,703 454,022 1,034,860 1,106,917 1,106,917 1,106,917 7-0% Total Beginning Fund Balance 346,703 454,022 1,034,860 1,106,917 1,106,917 1,106,917 7.0% 43129-Line Extension Rebate 1,176,062 1,746,506 0 0 0 0 0-0% 43LM-Miscellaneous Fees/Charges 0 0 1,908,122 1,946,284 1,946,284 1,946,284 2.0°/0 Total Licenses and Permits 1,176,062 1,746506 1,908,122 1,946,284 1,946,284 1,946,284 2.01!0 45199-Bad Debt -8,671 -1,336 -5,050 -5,050 -5,050 -5,050 0.0010 45319-Miscellaneous Fees&Charges 0 181 0 0 0 0 0.01/0 Total Charges for Services -8,671 -1,155 -5,050 -5,050 -5,050 -5,050 0.0% 47000-Interest Earnings 1,337 1,136 2,043 2,043 2,043 2,043 0.0°% Total Interest Earnings 1,337 1,136 2,043 2043 2,043 2,(43 0.0°-, 49200-Transfer In from Gas Tax Fund 200,00) 0 0 0 0 0 0-0 Total Transfers In 200,000 0 0 0 0 0 00% Total Resources 1,715,431 2,200,510 2,939 94 3.7% Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 6-0°% Total Work in Progress 806,955 1,006,238 1,730,000 1,660,000 1,660,000 1,660,000 -4-0°/ Total Transfers Out 454,454 155,323 193,645 208,883 208,883 208,883 7.9% Total Contingency 6 0 150,000 200,000 200,000 M,000 33-3% Total Budget Reserve for Future Exp 454,022 1,038,949 866,330 981,311 981,311 981,311 13.3% Total Requirements PAGE 386 - CITY OF TIGARD SPECIAL REVENUE FUND- TRAFFIC IMPACT FEE The Traffic Impact Fee (TIF) Fund was implemented to account for the revenues and expenditures associated with the Traffic Impact Fee which was a charge on new development assessed by Washing- ton County,but collected by cities. The TIF was replaced by the Transportation Development Tax on July 1, 2009 and was phased out over an approximately three-year period. Remaining resources collected under the TIF program will be expended during 2013-14 fiscal year. FY 2011 FY 2012 2013 2014 2014 2014 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 13 Revised 40000-Beginning Fund Balance 918,694 851,621 855,972 772,454 772,454 772,454 -9.8% Total Beginning Fund Balance 918,694 851,621 855,972 772,454 772,454 772,454 43321-TIF Fees-Residential -5,390 25,258 0 0 0 0 0.0°/ 43323-TIF Fees-Office 9,542 14,667 0 0 0 0 0.0% 43324-TIF Fees-Industrial 0 40 0 0 0 0 0.01/0 43325-TIF Fees-Mass Transit 795 2,282 0 0 0 0 0.0% 43326-TIF Fees-Institutional 0 884 a 0 0 0 0-0% Total Licenses and Permits 4,947 43,131 0 0 0 0 0.0°% 47000-Interest Earnings 11,503 8,838 4.00 400 4,000 4,000 0.0 Total Interest Earnings 11,503 8,838 4,000 4,000 4,000 4,000 0.01/. 48001-Recovered Expenditures 0 4''8 0 0 0 0 0 01;'� Total Miscellaneous 0 428 0 0 0 0 0.01/. Total Resources 935,145 904,018 859,972 776,454 77 -9.7% Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Work in Progress 0 0 0 0 0 0 0.0% Total Transfers Out 83,524 18,703 636,861 768,307 768,307 768,307 20.6% Total Contingency 0 0 20,000 8,147 8,147 8,147 -59.3% Total Budget S 93 Reserve for Future Exp 851,621 885,315 203,111 0 0 0 -100.0% Total Requirements FUND SUMMARIES-PAGE 387 SPECIAL REVENUE FUND-TRANSPORTATION DEVELOPMENT TAX The Transportation Development Tax (TDT) Fund accounts for a Washington County Tax approved by the voters in November 2008 that is administered and collected by the City of Tigard. The tax went into effect on July 1, 2009, replacing the Traffic Impact Fee (TIF) program. Like TIF,TDT is assessed on new development to help provide funds for the increased capacity trans- portation improvements needed to accommodate the additional vehicle traffic and demand for transit facilities generated by that development. It provides funds for these capacity improvements to county and city arterials, certain collectors, and certain state and transit facilities as listed in the County's Capi- tal Improvements Project List. The TDT is categorized as an Improvement Fee. Revenue must be dedicated to capital improvements that expand capacity and may not be used for maintenance, repair, or other non-capital improvements. Since the TDT was approved by Washington County voters, the Washington County Board of Com- missioners has granted a discount to developers and slowed the phase-in of the TDT. While develop- ment activity has been slow, the revenue that has been collected on the limited activity has been nega- tively impacted. FY 2011 FY 2012 2013 2014 2014 2014 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 13 Revised 40000-Beginning Fund Balance 179,029 469,018 304,935 894,189 894,189 894,189 193.2% Total Beginning Fund Balance 179,024 469,018 304,935 894,189 894,189 894,189 193.2% 43320-TDT Fees 325,297 503,603 170,678 176,678 176,678 176,678 0-0% Total Licenses and Permits 375,297 503,663 176,678 176,678 176,678 176,678 0.01/0 47000-Interest Earnings 1,095 2,637 11,279 11,^-711 177U 7?'1 1111 Total Interest Earnings 1,095 2,637 11;?9 II,?77 11,7;9 11,719 0.0"� Total Resources 5111,421 975,319 492,892 1,082,146 1,083,14-6 1,082,146 119.01/6 Requirements Program Expenditures Program Expenditures 0 0 u u 0.0% Total Work in Progress 0 0 0 0 0 0 0.0% Total Transfers Out 36,403 24,269 244,818 779,724 779,724 779,724 218.50Io Total contingency 0 0 40,000 250,000 250,000 250,000 525.00/. Total Budget 24,269 284,818 Reserve for Future Eap 469,018 951,050 208,074 52,422 52,422 52,422 -74.8% Total Requirements PAGE 388 - CITY OF TIGARD SPECIAL REVENUE FUND- URBAN FORESTRY The Urban Forestry Fund was established to account for funds collected from developers in lieu of preserving trees. Monies collected in this fund can be used by the city to plant trees in public rights-of- way and other public properties. These resources can also be used to provide care and maintenance to the trees planted by the city for three years after the planting. FY 2011 FY 2012 2013 2014 2014 2014 Adopted vs Description Actual Actual Revised Proposed Approved Adapted FY 13 Revised 40000-Beginning Fund Balance _'04,957 1,297,714 1,165,876 1,051,549 1,051,549 1,051,549 Total Beginning Fund Balance 204,957 1,297,714 1,165,876 1,051,549 1,051,549 1,051,549 9.8% 470M-Interest Earnings 5,378 9,2-93 4,060 4,060 4,060 4,060 0.01/1 Total Interest Earnings 5,378 9,293 4,060 4,060 4,060 4,060 0.01/ 48001-Recovered Expenditures -15,387 0 0 0 0 0 0-O% 48101-Tree Replacement Revenue 932,478 29,034 25,000 25,000 25,000 25,000 0.01/1 Total Miscellaneous 917,091 29,034 25,000 25,D00 25,000 25,000 00% 49100-Transfer In From General Fund 371,778 0 0 0 0 0 0.0% Total Transfers In 371,778 0 0 0 0 0 00/o Total Resources 1,499,204 Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Work in Progress 0 0 0 0 0 0 0.0% Total Transfers Out 201,490 160,843 152,710 156,229 156,229 156,229 2-3% Total Contingency 0 0 0 0 0 0 0.0% EL�29 156,229 Reserve for Future Exp 1,297,714 1,175,199 1,042,226 924,380 924,380 924,380 -11-3% Total Requirementm FUND SUMMARIES-PAGE 389 SPECIAL REVENUE FUND- UNDERGROUND UTILITY The Underground Utility Fund was established to record funds that are received in lieu of under- grounding utilities. The resources in this fund are used primarily to support various capital improve- ment projects that require underground utility components. FY 2011 FY 2012 2013 2014 2014 2014 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 13 Revised 40000-Beginning Fund Balance 506,663 503,718 528,471 555,182 555,182 555,182 Total Beginning Fund Balance 506,663 505,718 528,471 555,182 555,182 555,182 5.1% 43124-Fee In-Lieu Undergrounding 11,951) 23,828 15429 15,429 13,699 15,429 0.01;10 Total Licenses and Permits 11,950 23,828 15,629 15,629 15,629 15,629 0.0% 47000-Interest Earnings 2,156 3,009 7,1611 7,16() 7,10! 7.kW )l.')` Total Interest Earnings 2,156 3,009 7,160 7,160 ;,160 7,160 0.0, Total Resources 520,769 532,555 551,260 577,971 577,971 577,971 48% Requirements Program Expenditures Program Expenditures 0 0 0 0 U 0 0.0% Total Work in Progress 0 0 0 0 0 0 0.01I6 Total Transfers Out 15,051 0 162 252,089 252,089 252,089 155510.5% Total Con tinge Bey 0 0 0 50,000 50,000 50,000 100.0% Total Budget Reserve For Future Exp 505,718 532,555 551,098 275,882 275,882 275,882 -49.9% Total Requirements 77,971 577,971 PAGE 390 - CITY OF TIGARD DEBT SERVICE FUND- BANCROFT DEBT SERVICES The Bancroft Debt Service Fund accounts for revenues and debt service payments related to two local improvement districts (LID) within the city. In July of 2002, the city sold bonds for the 69th Avenue LID project. In December of 2003, the city sold bonds to finance the remaining portion of the Dart- mouth LID project. Revenues are derived from assessments on properties that participate within these districts. The reserve for future expenses is to be used to protect against fluctuations and non- payment of assessments by property owners and to provide cash flow to pay debt service as scheduled. FY 2011 FY 2012 2013 2014 2014 2014 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 13 Revised 40000-Beginning Fund Balance 1,337,713 393,832 362,533 411,392 411,392 411,392 13.5% Total Beginning Fund Balance 1,337,714 393,832 362,533 411,392 411,392 411,392 13.5% 420M-Spec Assmt Principal D D 120,000 120,000 120,000 120,000 0.0% 42001-Spec Assmt Principal-2003 Dartmouth 5,923 6,223 0 0 0 0 0.0% 42002-Spec Assmt Principal 34,241 32,553 O 0 0 0 0.0% Total Special Assessments 40,164 38,776 120,OOD 120,000 120,000 120,000 0.01/6 47000-Interest Earnings 4,502 1,930 37,468 37,468 37,468 37,468 0.01/. 47001-Interest-Assmts 2003 Dartmouth 467 247 0 0 0 0 0.0% 47002-Interest-Assmts 69th Ave 6D,874 56,283 0 0 0 0 0-0% 47003-Interest-Assmts 1998 Dartmouth 407 327 0 0 0 0 0.0% Total Interest Earnings 66,310 58,788 37,468 37,468 37,468 37,468 0.0% 46001-Recovered Expenditures -3,863 O 0 0 0 0.0% Total Miscellaneous -3,863 u 0 0 0 0 OA'/o Total Resources L W,326 491,395 5 Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Debt Service 246,494 119,099 118,621 499,997 499,997 499,997 321.5% Total Transfers Out 80D,000 4,830 852 3,821 3,821 3,821 348-5% Total Contingency 0 0 0 0 0 0 0.0% Reserve For Future Exp 393,832 367,466 400,528 65,042 65,042 65,042 -83.8*4 Total Requirements FUND SUMMARIES-PAGE 391 DEBT SERVICE FUND- GENERAL OBLIGATION DEBT SERVICE The General Obligation Debt Service Fund accounts for revenues and debt service payments related to the 2002 voter-approved bond measure for a new library and the 2011 voter-approved bond meas- ure for the purchase and development of parks. Property taxes collected through the debt levies will be used to repay these bonds and ending fund balance is used to protect against fluctuations in proper- ty tax payments and provide cash flow to match collections and payments. FY 2011 FY 2012 2013 2014 2014 2014 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 13 Revised 40000-Beginning Fund Balance 175,458 181,836 309,160 459,866 459,866 459,866 48-7�•, Total Beginning Fund Balance 175,458 181,836 309,160 459,866 459,866 459,866 48.7N 40100-Current Property Taxes 1,029,435 2,253,643 2,253,046 2,305,993 2,305,993 2,305,993 2.4% 40101-Prior Year Property Taxes 20,534 11,098 11,515 11,515 11,515 11,515 0.01/9 Total Taxes 1,049,969 2,2264,741 2,264,561 2317,508 2,317,508 2,317,508 2.3% 47000-Interest Earnings 2,985 21,995 4,612 4,612 4,612 4,612 Total Interest Earnings 2,985 21,995 4,612 4,612 4,612 4,612 0.0% 48001-Recovered Expenditures -,o 0 1 i j j I i I1.u°, Total Miscellaneous -11) 0 Total Resources 1,228,391 2,468,571 9,578,333 2,781,986 2,781,986 2,781,986 7-9°I Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Debt Service 1,226,555 2,195,950 2,191,504 2,193,701 2,193,701 2,193,701 0.1% Total Transfers Out 0 0 0 0 0 0 0.0% Total Contingency 0 0 0 11 ii 0 0.0% Total Budget ,226,555 2,195,950 2,191,5043,701 2,193,701 Reserve For Future Exp 1,836 .622 386,829 588,285 588,285 588,285 52.1% Total Requirements ffEM8,391 2,468,571 81,986 2,781,986 PAGE 392- CITY OF TIGARD CAPITAL PROJECTS FUND- FACILITIES CAPITAL PROJECTS The Facilities Capital Projects Fund is used largely for general construction, reconstruction, replace- ment, and expansion related to the city's facilities. Transfers into this fund come from the various other funds that will benefit directly from these projects. The fund is currently building a reserve to construct a new Public Works facility with transfers from the General Fund, Water Fund, Sanitary Sewer Fund, Stormwater Fund and Gas Tax Fund supporting this reserve. FY 2011 FY 2012 2013 2014 2014 2014 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 13 Revised 40000-Beginning Fund Balance 310,304 417479 500,328 751,957 751,957 751,957 50.3% Total Beginning Fund Balance 310,304 417,479 500,328 751,957 751,957 751,957 50-3% 47000-Interest Earnings 1,269 2,136 3,212 3,212 3,212 3,212 00'o Total Interest Earnings 1,269 2,136 3,212 3,212 3,212 3,212 0.0% 48001-Recovered Expenditures 74 0 0 0 0 0 00% TotalMiseellatteovs 74 0 0 0 0 0 0.01/ 49100-Transfer In from General Fund 431,427 14,736 507,205 805,192 880,192 880,192 73.5% 49200-Transfer In from Gas Tax Fund 26,296 0 27,345 27,345 27,345 27,345 0.0% 49500-Transfer In from Sanitary Sewer Fund 19,722 9,849 18,736 18,736 18,736 18,736 0.0% 49510-Transfer In from Stormwater Fund 26,296 0 35,478 35,478 35,478 35,478 0.0% 495M-Transfer In from Water Fund 45,079 9,849 42,825 42,825 42,825 42,825 0.0% 49980-Transfer I from Library Don.&Beq. 0 0 100,000 100,000 100,000 100,000 0.0% Fund Total Transfers In 548,820 34,433 731,589 1,029,576 1,104,576 1,104576 51.0% Total Resources 860,468 1784,745 1,859,745 1,859,745 Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 00% Total Work in Progress 438,539 21,050 424,598 672,585 747,585 747,585 76-1% Total Transfers Out 4,450 4,174 8,299 19,384 19,384 19,384 133.6% Total Contingency 0 0 50,000 50,000 50,000 50,000 0.01/6 Total Budge_ Reserve for Future Exp 417,479 428,823 752,232 1,042,776 1,042,776 1,042,776 38-6% Total Requirements FUND SUMMARIES-PAGE 393 CAPITAL PROJECTS FUND- PARKS CAPITAL The Parks Capital Fund tracks various parks and greenspaces projects. Revenues accounted for in the Parks Capital Fund include various federal and state grants,intergovernmental revenues, and transfers- in. FY 2011 FY 2012 2{113 2014 2014 2014 Adapted vs Description Actual Actual Revised Proposed Approved Adopted FY 13 Revised 40000-Beginning Fund Balance 126,266 69,078 141,884 139,479 139,479 139,479 -1-7t'. Total Beginning Fund Balance 126,266 69,078 141,884 139,479 139,479 139,479 -1.7% 44501-Intergovernmental Revenue 0 0 34,000 163,074 163,074 163,074 379.6% 44802-Grants-Other 1,180 0 0 0 0 0 0.0% Total Intergovernmental 1,180 0 34,000 163,074 103,074 163,074 379.6% 45330-Donations/Gifts 3,373,317 0 0 0 0 0 0.01/0 Total Charges for Services 3,373,317 0 0 0 0 0 0.00/0 47000-Interest Earnings 223 406 3,015 3,015 3,015 3,015 0.0% Total Interest Earnings 223 406 3,015 3,015 3,015 3,015 0-0% 48001-Recovered Expenditures 16,163 40,459 0 0 0 0 0.0% Total Miscellaneous 16,163 40,459 0 0 0 0 0.01/. 49100-Transfer In from General Fund 106,071 33,967 0 0 0 0 0.01/0 49260-Transfer In from Tree Replacement Fund 201,490 156,830 150,000 150,000 150,000 150,000 0.01/r 49421-Transfer In from Parks Bond Fund 7,277,499 2,396,213 5,877,628 3,282,033 4,851,205 4,851,205 -17.5% 49425-Transfer In from Parks SDC Fund 1,996,256 152,656 2566,000 1,659,930 2,051,808 2,051,808 -20.0% 49500-Transfer In from Sanitary Sewer Fund 0 0 35,000 50,000 82,000 82,000 134.3% 49510-Transfer In from Stormwater Fund 0 0 20,000 267,560 286,560 286,560 1332.8% Total Transfers In 9,581,316 21739,665 8,648,628 5,409,523 7,421,573 7,421,573 -14.2% Total Resources 13,098,465 $844.608 7,727,141 Requirements Progra - Program Expenditures Program,Expenditures 0 0 0 0 0 0 0.0^1 Total Debt Service 0 0 0 0 0 0 0.0% Total Work in Progress 12,957,489 2,334,477 8,819,628 5,572597 7,584,647 7,584,647 -140% Total Transfers Out 71,898 462,197 0 100,397 100,397 100,397 100-0% Total Contingency 0 0 0 0 0 6 0.0°Po Total Badge 13,029,387 2,796,674 8,619,628 5,672,994 Reserve For Future Exp 9 .,-.931 1.8911 42,097 42,097 42,097 433.0% Total Requirements 13,098,465 2,849,608 8,827,527 51 7, , PAGE 394- CITY OF TIGARD CAPITAL PROJECTS FUND- TRANSPORTATION CIP The Transportation CIP Fund tracks all capital improvement projects that are funded with transporta- tion revenues including Gas Tax, Traffic Impact Fees (TIF) and Transportation Development Tax (TDT). Resources to the fund include state and federal grants and transfers-in. FY 2011 FY 2012 2013 2014 2014 2014 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 13 Revisec 40000-Beginning Fund Balance 0 0 71,086 200,369 200,369 200,369 181.9% Total Beginning Fund Balance 0 0 71,086 200,369 200,369 200,369 181.9% 44501-Intergovernmental Revenue 0 0 153,970 0 0 0 _100.01/. Total Intergovernmental 0 0 153,970 0 0 0 -100-0% 47000-Interest Earnings 0 0 0 0 0 0 0.0% Total Interest Earnings 0 0 0 0 0 0 0.0% 49200-Transfer In from Gas Tax Fund 0 799,492 2,262,818 1,587,107 2,527,107 2,527,107 11.7% 49205-Transfer In from City Gas Tax Fund 0 0 0 0 1,000,000 1,000,000 100.0% 49405-Transfer In from Trans.Dev.Tax Fund 0 62,978 242,265 769,350 769,350 769,350 217.6% 49410-Transfer In from Traffic Impact Fee Fund 0 18,703 630,000 766,000 766,000 766,000 21.6% 494 11-Transfer In from Underground Utility 0 0 0 250,000 250,000 250,000 100.0% Fund 49500-Transfer In from Sanitary Sewer Fund 0 0 0 16,000 16,000 16,000 100.0% 49510-Transfer In from Stormwater Fund 0 0 100,000 84,000 139,000 139,000 39.0% 49530-Transfer In from Water Fund 0 12,205 136,666 77,624 209,624 209,624 53.4% Total Transfers In 0 893,378 3,371,749 3,550,081 5,677,081 5,677,081 68.4% Total Resources ` 3-996X5 �L 5,877,450 5,877,450 614% Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Work in Progress 0 560,827 3,560,719 3,550,081 5,677,081 5,677,081 59A°/6 Total Transfers Out 0 240,218 0 0 0 0 0.0% Total Contingency 0 0 0 0 11 0 0.01/. Total Budget lb 7,081 5,677,081 _ Reserve for Future Exp 0 92,333 36,086 200,369 200,369 200,369 455.3% Total Requirements 450 5,877,450 FUND SUMMARIES-PAGE 395 INTERNAL SERVICE FUND- CENTRAL SERVICES The Central Service Fund was established to track the revenues and expenditures of the central admin- istrative functions in the city. The resources for this fund are largely interdepartmental charges to oth- er city funds. These charges are allocated to departments through a federally approved indirect cost plan. The basis for these allocated costs is reviewed each year based on anticipated use or benefits that are provided to other city departments or divisions. FY 2011 FY 2012 2013 2014 2014 2014 Adopted vt Desct iption Actual Actual Revised Proposed Approved Adopted FY 13 40000-Beginning Fund Balance 39,014 163,674 518,408 199,348 199,348 199,348 _61.6% Total Beginning Fund Balance 39,014 103,674 518,408 199,348 199,348 199,348 61.0% 431M-Miscellaneous Fees/Charges 0 0 31,000 31,620 31,620 31,620 10% Total Licenses and Permits 0 0 31,000 31,620 31,620 31,620 2.0% 45319-Miscellaneous Fees&Charges 38,792 32,968 0 0 0 0 0.0°% 45580-Interdepartmental Services Revenue 0 4,559,093 5,948,388 5,689,071 5,689,071 5,750,628 -3-3,/o Total Charges for Services 38,792 4,592,061 5,948,588 5,689,071 5,689,071 5,750,628 -3.3% 47000-Interest Earnings 1,321 1,777 393 593 593 593 0.0% Total Interest Earnings 1,321 1,777 593 593 593 593 0.0% 48001-Recovered Expenditures 15,221 163 0 0 0 0 0.0% Total Miscellaneous 15,221 164 0 0 0 0 0.0% 49100-Transfer In from General Fund 3,774,225 8,103 16,669 8,640 8,640 8,640 -48.2% 49200-Transfer In from Gas Tax Fund 268,831 0 0 0 0 0 0.0% 49205-Transfer In from City Gas Tax Fund 72,869 0 3,271 3,778 3,778 3,778 15.5% 49220-Transfer In from Electrical Inspection Fund 0 0 2,827 1,795 1,795 1,795 -36.51/. 492M-Transfer In from Building Fund 227,060 0 0 0 0 0 0.0% 49240-Transfer In from Criminal Forfeiture Fund 0 0 0 401 401 401 100.0% 49260-Transfer In from Tree Replacement Fund 0 4,013 2,710 6,229 6,229 6,229 1299% 49300-Transfer In from Bancroft Bond Debt Svc Fund 0 4,830 852 3,821 3,821 3,821 348.51/o 49400-Transfer In from Capital Projects Fund 3,239 833 8,299 19,384 19,384 19,384 1336% 49405-Transfer In from Trans.Dev.Tax Fund 0 0 2,553 10,374 10,374 10,374 306.3% 49410-Transfer In from Traffic Impact Fee Fund 0 0 6,861 2,307 2,307 2,307 -66-4% 494 11-Transfer In from Underground Utility Fund 0 0 162 2,089 2,089 2,089 1189.5% 49412-Transfer In from Street Maintenance Fund 108,017 80,323 93,645 108,883 108,883 108,883 16-3°% 49420-Transfer In from Parks Capital Fund 20,000 170,50=4 0 100,397 100,397 100,397 100.0% 49421-Transfer In from Parks Bond Fund 0 0 0 24,883 24,883 24,883 100.0% 49425-Transfer In from Parks SDC Fund 0 34,335 2,715 13,197 13,197 13,197 386.1% 49500-Transfer In from Sanitary Sewer Fund 98,602 453,971 0 0 0 0 0.0% 49510-Transfer In from Stormwater Fund 155,272 34,153 0 0 0 0 0.0% 49511-Transfer In from Water Quality/Quantiry Fund 0 0 3,416 7,659 7,659 7,659 124.2% 49530-Transfer In from Water Fund 739,929 327,636 0 0 0 0 0.0% 49531-Transfer In from Water SDC Fund 0 0 5,175 165 165 165 -96.8% 49532-Transfer In from Water CIP Fund 177,505 381,958 132,452 546,672 546,672 546,672 3127% 4%60-Transfer In from Insurance Fund 0 0 870 531 531 531 -39.0% Total Transfers In 5,645,550 1,500,719 282,477 861,205 861,205 861,205 204.9% Total Resources 5,739,898 6,258,396 6,781,126 6,781,837 6,781,837 PAGE 396 - CITY OF TIGARD INTERNAL SERVICE FUND— CENTRAL SERVICES FY 2011 FY 2012 2013 2014 2014 2014 Adopted vs Description Actual Actual Revised Proposed Approved Adapted FY 13 Requirements Program Expenditures Policy and Administration 5,576,225 6,044,599 6,298,137 6,432,951 6,432,951 65,494,508 1M. Total Program Expenditures 5,576,225 6,044,599 6,°48,137 6,432,951 6,432,951 6,494,508 3.1% Tatalt:ontingency 0 0 294,000 340,000 340,000 340,004J 15-61/0 Toni B.r� Reserve for Future Expense 163,674 213,796 188,989 8,886 8,886 8,886 -95.3% Total Requirements FUND SUMMARIES-PAGE 397 INTERNAL SERVICE FUND- FLEET/PROPERTY MANAGEMENT The Fleet/Property Management Fund tracks the revenues and expenditures of the Fleet Maintenance Division and Property Management Division. The resources for this fund are largely interdepart- mental charges to other city funds that are based on a federally approved cost allocation plan that is revised each year. The cost allocation plan is based on anticipated use of benefits that are provided to other city departments or divisions. FY 2011 FY 2012 2013 2014 2014 2014 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 13 40000-Beginning Fund Balance 94,270 77,486 113,817 71,644 71,644 86,512 -25.3% Total Beginning Fund Balance 94,270 77,486 115,817 71,644 71,544 86,512 -25.3% 45580-Interdepartmental Services Revenue 0 1,605,368 1,506,121 1,639,836 1,639,836 1,639,836 8.914 Total Charges for Services 0 1,605,368 1,506,121 1,639,836 1,639,836 1,639,836 8.9% 47000-Iateres t Earnings 783 609 0 0 0 0 0.0% Total Interest Earnings 783 609 0 0 0 0 0.0% 48001-Recovered Expenditures 4,122 5,285 0 0 0 0 0-0% Total Miscellaneous 4,122 5,285 0 0 0 0 0.0% 49100-Transfer In from General Fund 1,224,346 96,245 0 0 0 0 0.0% 49200-Transfer In from Gas Tax Fund 54,705 0 0 0 0 0 0.0% 49230-Transfer In from Building Fund 31,500 0 0 0 0 0 0.0% 49500-Transfer In from Sanitary Sewer Fund 43,669 0 0 0 0 0 0.0% 49510-Transfer In from Stormwater Fund 50,177 0 0 0 0 0 0-0% 49511-Transfer In from Water Quality/Quantity Fund 0 0 15,200 0 0 0 -100.0% 495M-Transfer In from Water Fund 89,471 0 0 0 0 0 0.0% Total Transfers In 1,493,868 96,245 15,200 0 0 0 -100.0% Total Resources 1,593,043 1,784,993 1,637,138 1,711,480 1,711,480 Requirements Program Expenditures Public Works 1,515,557 1449,217 1,589,871 1,663,845 1,1563,845 1,698,713 6.81/. Total Program Expenditures 1,515,557 1,649,217 1,589,871 1,663,845 1,663,845 1,698,713 6.8% Total Contingency 0 0 25,300 45,000 45,000 25,000 -1.2% Total Bud 08,845 1,708,845 Reserve for Future Expense 77,486 135,776 21,968 2.633 7.631 2,635 -88.01 Total Requirements 1,711,480 1,711,480 , PAGE 398 - CITY OF TIGARD INTERNAL SERVICE FUND- INSURANCE This is an internal service fund established to track worker's compensation and other insurance related revenues as well as limited expenditures. Expenditures in this fund are for self-insured retentions on losses unfunded by traditional insurance policies, management of insurance/claim activity and reduc- tion of significant liability exposures. FY 2011 FY 2012 2013 2014 2014 2014 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 13 40[100-Beginning Fund Balance 929,152 751,292 792,663 776,772 776,772 776,772 Total Beginning Fund Balance 929,152 751,292 792,663 776,772 776,772 776,772 -2-0% 47000-Interest Earnings 3,704 4,344 7,810 7,810 7,810 7,810 0.0% Total Interest Earnings 3,704 4,344 7,810 7,810 7,810 7,810 0.0% 48001-Recovered Expenditures 32,326 56,260 5°;136 I 1j le it 14,000 14,000 -73-6% Total Miscellaneous 32,326 56,260 52,936 14,0m) 14,000 14,000 -73,6% Total Resources 965,18^_ 811,896 853,409 798,582 798,58^_ 79�"� Requirements Program Expenditures Policy and Administration 13,890 0 100,000 50,000 50,000 50,000 Total Program Expenditures 13,890 0 100,000 50,000 50,000 50,000 -50.0% Total Transfers Out 200,000 0 870 531 531 531 -39.0°-0 Total Contingency 0 0 10,000 10,000 10,000 10,000 0 V/ Total Budget Reserve for Future Expense 751,292 811,896 742,539 738,051 738,051 738,051 -0.6% Total Requirements FUND SUMMARIES-PAGE 399 r s 16 r ' ••r 1 �T 'L J r� L G Windmill Park is located in the middle of Tigard. The windmill was built around the turn of the century, and is a Tigard landmark. City of Tigard ADOPTED BUDGET FY 2013-2014 PAGE 400 - CITY OF TIGARD SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted General Fund Policy and Administration 799,239 3,277 802,516 0 802,516 Community Development 2,886,056 0 2,886,056 208,932 3,094,988 Community Services 19,947,341 100,800 20,048,141 0 20,048,141 Public Works 5,389,382 0 5,389,382 7,000 5,396,382 Debt Service 0 0 0 0 0 Loan to CCDA 361,000 0 361,000 0 361,000 Transfer 841,292 755000 916,292 0 916,292 Capital Improvements 0 0 0 0 0 Contingency 1,200,000 0 1,200,000 0 1,200,000 General Government 0 0 0 0 0 31,424,310 179,077 31,603,387 215,932 31,819,319 Gas Tax Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 2,214,308 0 2,214,308 305000 2,244,308 Debt Service 606,378 0 606,378 0 606,378 Loan to CCDA 0 0 0 0 0 Transfer 1,614,452 940,000 2,554,452 0 2,554,452 Capital Improvements 0 0 0 0 0 Contingency 35,000 0 35,000 0 35,000 4,4701,138 940,000 5,410,138 30,000 5,440,138 City Gas Tax Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Senrice 319,390 0 319,390 0 319,390 Loan to CCDA 0 0 0 0 0 Transfer 3,778 1,000,000 1,003,778 0 1,003,778 Capital Improvements 0 0 0 0 0 Contingency 50,000 0 50,000 0 50,000 373,168 1,000,000 1,373,168 0 1,373,168 APPENDIX-PAGE 401 SCHEDULE OF APPROPRIATIONS Budget Comnuttee Council Fund Program Proposed Changes Approved Changes Adopted Electrical Inspection Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CODA 0 0 0 0 0 Transfer 181,795 0 181,795 0 181,795 Capital Improvements 0 0 0 0 0 Contingency 50,000 0 50,000 0 50,000 231,795 0 231,795 0 231,795 Building Fund Policy and Administration 0 0 0 0 0 Community Development 1,516,579 0 1,516,579 0 1,516,579 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Ser-trice 0 0 0 0 0 Loan to CODA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 0 0 0 0 0 Contingency 200,000 0 200,000 0 200sOOO 1,716,579 0 1,716,579 0 1,716,579 Criminal Forfeiture Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 50,000 0 50,000 0 50,000 Public Works 0 0 0 0 0 Debt Ser-,rice 0 0 0 0 0 Loan to CODA 0 0 0 0 0 Transfer 401 0 401 0 401 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 50,401 0 50,401 0 50,401 PAGE 402- CITY OF TIGARD SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Urban Forestry Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Sen=ice 0 0 0 0 0 Loan to CODA 0 0 0 0 0 Transfer 156,229 0 156,229 0 156,229 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 156,229 0 156,229 0 156,229 Bancroft Debt Service Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 499,997 0 499,997 0 499,997 Loan to CODA 0 0 0 0 0 Transfer 3,821 0 3,821 0 3,821 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 503,818 0 503,818 0 503,818 General Obligation Debt Service Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Sen ice 2,193,701 0 2,193,701 0 2,193,701 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 2,193,701 0 2,193,701 0 2,193,701 APPENDIX-PAGE 403 SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Facilities Capital Projects Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 19,384 0 19,384 0 19,384 Capital Improvements 672,585 75,000 747,585 0 747,585 Contingency 50,000 0 50,000 0 50,000 741,969 75,000 816,969 0 816,969 Transportation Development Tax Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 779,724 0 779,724 0 779,724 Capital Improvements 0 0 0 0 0 Contingency 250,000 0 250,000 0 250,000 1,029,724 0 1,029,724 0 1,029,724 Traffic Impact Fee Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public'Works 0 0 0 0 0 Debt Senesce 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 768,307 0 768,307 0 768,307 Capital Improvements 0 0 0 0 0 Contingency 8,147 0 8,147 0 8,147 776,454 0 776,454 0 776,454 PAGE 404- CITY OF TIGARD SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Underground Utility Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to C.CDA 0 0 0 0 0 Transfer 252,089 0 252,089 0 252,089 Capital Improvements 0 0 0 0 0 Contingency 50,000 0 50,000 0 50,000 302,089 0 302,089 0 302,089 Street Maintenance Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to C.CDA 0 0 0 0 0 Transfer 208,883 0 208,883 0 208,883 Capital Improvements 1,660,000 0 1,660,000 0 1,660,000 Contingency 200,000 0 200,000 0 200,000 2,068,883 0 2,068,883 0 2,068,883 Parks Capital Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Seri-ice 0 0 0 0 0 Loan to C.CDA 0 0 0 0 0 Transfer 100,397 0 100,397 0 100,397 Capital Improvements 5,572,597 2,012,050 7,584,647 0 7,584,647 Contingency 0 0 0 0 0 5,672,994 2,012,050 7,685,044 0 7,685,044 APPENDIX-PAGE 405 SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Parks Bond Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CODA 0 0 0 0 0 Transfer 3,306,916 1,569,172 4,876,088 0 4,876,088 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 3,306,916 1,569,172 4,876,088 0 4,876,088 Parks SDC Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 1,673,127 391,878 2,065,005 0 2,065,005 Capital Improvements 0 0 0 0 0 Contingency 75,000 0 75,000 0 75,000 1,748,127 391,878 2,140,005 0 2,140,005 Transportation CIP Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 3,550,081 2,127,000 5,677,081 0 5,677,081 Contingency 0 0 0 0 0 3,550,081 2,127,000 5,677,081 0 5,677,081 PAGE 406 - CITY OF TIGARD SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Sanitary Sewer Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 1,966,373 0 1,966,373 7,000 1,973,373 Debt Service 0 0 0 0 0 Loan to CODA 0 0 0 0 0 Transfer 198,149 32,000 230,149 0 230,149 Capital Improvements 3,851,653 12093,000 4,944,653 0 4,944,653 Contingency 400,000 0 400,000 0 400,000 6,416,175 12125,000 7,541,175 7,000 7548,175 Storrnwater Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 1,428,387 0 1,428,387 145000 1,442,387 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 404,916 74,000 478,916 0 478,916 Capital Improvements 1,055,375 1105000 1,165,375 0 1,165,375 Contingency 100,000 0 100,000 0 100,000 2,988,678 1842000 3,172,678 14,000 3086,678 Water Quality/Quantity Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CODA 0 0 0 0 0 Transfer 943,659 0 943,659 0 943,659 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 943,659 0 943,659 0 943,659 APPENDIX-PAGE 407 SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Water Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 8,094,852 0 8,094,852 45,000 8,139,852 Debt Service 0 0 0 0 0 Loan to CODA 0 0 0 0 0 Transfer 5,603,926 1325000 5,735,926 0 5,735,926 Capital Improvements 0 0 0 0 0 Contingency 500,000 0 500,000 0 500,000 14,198,778 132,000 14,330,778 455000 14,375,778 Water SDC Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Sen-ice 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 165 0 165 0 165 Capital Improvements 0 0 0 0 0 Contingency 100,000 0 100,000 0 100,000 100,165 0 100,165 0 100,165 Water CIP Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 546,672 0 546,672 0 546,672 Capital Improvements 64,408,743 105923,700 75,332,443 530,000 75,862,443 Contingency 0 0 0 0 0 64,955,415 105923,700 75,879,115 5305000 76,409,115 PAGE 408 - CITY OF TIGARD SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Water Debt Service Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 4,881,034 0 4,881,034 0 4,881,034 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 4,881,034 0 4,881,034 0 4,881,034 Central Services Fund Policy and Administration 6,432,951 0 6,432,951 61,557 6,494,508 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 0 0 0 0 0 Contingency 340,000 0 340,000 0 340,000 General Government 0 0 0 0 0 6,772,951 0 6,772,951 61,557 6,834,508 Fleet/Property Management Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 1,663,845 0 1,663,845 34,868 1,696,713 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 0 0 0 0 0 Contingency 45,000 0 45,000 -20,000 25,000 1,708,845 0 1,708,845 1068 1,723,713 APPENDIX-PAGE 409 SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Insurance Fund Policy and Administration 50,000 0 50,000 0 50,000 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CODA 0 0 0 0 0 Transfer 531 0 531 0 531 Capital Improvements 0 0 0 0 0 Contingency 10,000 0 10,000 0 10,000 60,531 0 60,531 0 60,531 Library Donations and Bequests Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 100,000 0 100,000 0 100,000 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 100,000 0 100,000 0 100,000 All Funds Policy and Administration 7,282,190 3,277 7,285,467 61,557 7,347,024 Community Development 4,402,635 0 4,402,635 208,932 4,611,567 Community Services 19,997,341 100,800 20,098,141 0 20,098,141 Public Works 20,757,146 0 20,757,146 137,869 20,8952014 Debt Sennice 82500,500 0 8,500,500 0 8,500,500 Loan to CCDA 361,000 0 361,000 0 361,000 Transfer 17,708,613 4,214,050 21,922,663 0 21,9222663 Capital Improvements 80,771,034 16,340,750 97,111,764 530,000 97,6412764 Contingency 3,663,147 0 3,663,147 -20,000 3,643,147 General Government 0 0 0 0 0 163,443,606 20,658,877 184,102,483 918,357 185,020,840 PAGE 410-CITY OF TIGARD FINANCIAL POLICIES The City of Tigard has an important responsibility to its citizens to carefully account for public funds, manage municipal finances wisely and plan adequate funding for services and facilities desired and needed by the public. The city has established a formal set of financial policies to ensure that the pub- lic's trust is upheld. With these financial policies, the city has established the framework under which it conducts its financial affairs, ensuring that it is, and will continue to be, capable of funding and provid- ing outstanding local government services. The goals of Tigard's financial policies are as follows: • Enhance City Council's policy-making ability by providing accurate information on program and operating costs. • Assist sound management of the city government by providing accurate and timely information on current and anticipated financial conditions. • Provide sound principles to guide important decisions of the council and management that have significant financial impact. • Set forth operational principles which minimize the cost and financial risk of local government consistent with services desired by the public. • Employ revenue policies that prevent undue or unbalanced reliance on any one source, distribute the cost of municipal services fairly and provide adequate funds to operate desired programs. • Provide and maintain essential public facilities,utilities,infrastructure and capital equipment. • Protect and enhance the city's credit rating. • Ensure that all surplus cash is prudently invested in accordance with the investment policy adopted by the council to protect city funds and realize a reasonable rate of return. The city uses the following financial policies to guide its financial affairs: Revenue Policy • Maintain a diversified and stable revenue system to shelter the government from short-term fluctu- ations in any one-revenue source. • One-time revenues will be used only for one-time expenditures. The city will avoid using tempo- rary revenues to fund mainstream services. • All revenue forecasts shall be conservative. • Regular reports comparing actual to budgeted revenues will be prepared by the Finance Depart- ment and presented to the City Manager. • All city funds shall be safely invested to provide a sufficient level of liquidity to meet cash flow needs and to provide the maximum yield possible in that order. One hundred percent of all idle cash will be continuously invested • The city will maintain an unallocated fund balance or retained earnings equal to or greater than two months of general operating expenditures or expenses. This reserve will be calculated based on the adopted annual operating budget of the city. These funds will be used to avoid cash-flow interrup- tions,generate interest income,reduce need for short-term borrowing and assist in maintaining an investment grade bond rating capacity. APPENDIX-PAGE 411 FINANCIAL POLICIES The city will also end each fiscal year with an adequate fund balance in the General Fund to pro- vide resources necessary for cash flow from July 1 until property taxes are received in November. Operating Budget Policy • Regular reports comparing actual to budgeted expenditures will be prepared by the Finance De- partment and distributed to the City Manager. • Departmental objectives will be integrated into the city's annual budget and monthly departmental reports. • Before the city undertakes any agreements that create fixed costs, both operating and capital, the implications of such agreements will be fully determined for current and future years. • All non-salary benefits, such as social security, pension and insurance will be estimated and their impact on future budgets assessed annually. • Cost analysis of salary increases will include the effect of such increases on the city's share of relat- ed fringe benefits. • The city will annually submit documentation to obtain the Award for Distinguished Budget Presentation from the Government Finance Officers Association (GFOA). Capital Improvement Policy • Systems development charges (SDCs) will be used for infrastructure capacity expansion and im- provements,including in-house engineering and design. • Future operating costs associated with new capital improvements will be projected and included in the operating budget forecast. • The city will determine and use the most effective and efficient method for financing all new capi- tal projects. • Special funds dedicated for capital improvements will be segregated in the accounting system and used only for the intended capital purposes. Fixed Asset Policy • The city will control capital assets by assigning accountability and responsibility to specific depart- ments. • The city will provide documentation of equipment loss to the insurance companies in the event of losses due to fire or theft. • The city will maintain and provide information such as depreciation and obsolescence needed for city's enterprise funds (Water, Sanitary Sewer and Stormwater). • The city will provide budget information for capital replacements and additions. • The city will maintain inventories of all city equipment to avoid duplication of equipment. • The city will maintain a list of all assets and their values to ensure the capital assets are properly insured. PAGE 412-CITY OF TIGARD FINANCIAL POLICIES Accounting Policy • The city will maintain high standards of accounting. Accounting principles generally accepted in the United States of America (GAAP) will be used in accordance with the standards developed by the Governmental Accounting Standards Board (GASB) and endorsed by the Government Finance Officers'Association (GFOA). • An independent annual audit will be performed by a public accounting firm,which will issue an official opinion on the annual financial statements and management letter detailing areas that need improvement. • Full disclosure will be provided in the financial statements and bond representations. • Financial systems will be maintained to monitor expenditures and revenues on a monthly basis, with thorough analysis. • The accounting system will provide monthly information about cash position and investment per- formance. • The city will annually submit documentation to obtain the Certificate of Achievement for Excel- lence in Financial Reporting from GFOA. Debt Policy • Capital projects financed through bond proceeds shall be financed for a period not to exceed the useful life of the project. • Long term borrowing will be confined to capital improvements too large to be financed from cur- rent revenues. • Issuance of assessment bonds will be pursued to finance local improvement districts approved by City Council. • Bond anticipation notes will be used as needed to finance construction of local improvements. Single Owner Local Improvement District Policy Local improvement districts (LIDs) are usually initiated either by the City Council or by written request of the property owners owning at least fifty percent of the property benefited by the local improve- ment. On occasion, the city receives requests to form a LID in which there would be only one proper- ty owner involved. City Council has established a formal policy for single owner LIDs. The following are the conditions that must be met before council will consider allowing the LID to be formed. • The property is zoned and proposed to be used for industrial, commercial or office development. • The applicant demonstrates the "Public Purpose"involved,which may include the creation of jobs in the community. • The applicant demonstrates that the risk to the city government or the general taxpayer is mini- mized. As a guideline, the City Council will request the following: a. That the applicant provide an appraisal of the property affected, such appraisal being done by an appraiser acceptable to the City Manager. b. That the amount to be assessed against the property not exceed 25% of the appraised value of the land only, excluding any improvements to the property. APPENDIX-PAGE 413 FINANCIAL POLICIES • That financial documents be provided as required to the City Manager which can demonstrate that the property owner has the financial ability to pay the assessments levied on the property. INVESTMENT POLICY The following Investment Policies are intended to meet the requirements of ORS 294.035 and to pro- vide the framework within which City of Tigard funds may be invested. Authority The Finance and Information Services Director shall serve as the investment officer of the city. The investment officer is responsible for ensuring that funds are invested so as to make necessary cash available to meet current obligations and to invest excess cash in accordance with ORS 294.035 through ORS 294.047 and these Investment Policies. The Finance and Information Services Director may assign the delegation of authority to persons re- sponsible for investment transactions. This person would then act as investment officer with prior ap- proval of the City Manager. Scope These Investment Policies apply to all excess cash related to all activities and funds under the direction of the Tigard City Council. Cash accumulations related to bond proceeds or short-term borrowing is included unless more restrictive state or federal regulations are applicable. Excess cash shall be defined as all liquid assets not necessary to meet current obligations. Deferred Compensation Deferred compensation funds are placed with a third party for investment and are therefore excluded from the restrictions set forth in these guidelines. Objectives The objectives of these policies are to provide for the preservation of city assets, the availability of such assets to meet obligations as they come due,and to provide for a reasonable rate of return on those assets,in that order. Prudent Investor Investments shall be made under the prudent investor's rule,which states, "Investments shall be made with judgment and care, under circumstances then prevailing,which persons of prudence, discretion and intelligence exercise in the management of their own affairs, not for speculation but for invest- ment, considering the probable safety of their capital as well as the probable income to be derived." PAGE 414-CITY OF TIGARD FINANCIAL POLICIES Internal Controls The investment officer shall maintain a system of written internal controls,which will be reviewed an- nually by the independent auditor. Cash Flow Analysis The investment officer shall maintain a historical cash flow record and a cash flow projection,which extends twelve months into the future. The projection shall be reviewed and updated on a regular ba- sis. No fixed maturity securities shall be purchased unless the cash flow projection indicates that the funds invested will not be required until the maturity date of the investment. Bond Proceeds Surplus funds resulting from debt issuance shall be considered as a separate portfolio and shall not be restricted by the maturity and instrument diversification section of these policies. Such funds may be invested for periods exceeding 18 months and up to 60 months. Such maturities shall coincide with the projected cash flow needs resulting from the projected construction schedule. Diversification The investment officer will diversify the general portfolio to avoid unreasonable risks within the fol- lowing parameters: • Maturity Diversification Investment maturities shall be scheduled to coincide with projected cash flow needs. Thirty percent of the portfolio will mature in less than 90 days. No investments will be made for a period to ex- ceed 18 months unless: This investment policy has been submitted to the Oregon Short Term Fund Board (OSTF) for comment prior to being approved by council and complies with the requirements of ORS 294.135. In this case, the maximum maturity shall be defined in policy. If the funds are being accumulated for a specific purpose,including future construction projects, and upon approval of the council, the maximum maturity date matches the anticipated use of the funds (ORS 294.135(1)(b)). If this investment policy has been submitted for review by the OSTF Board as specified above and in accordance with ORS 294.135(1)(a), debt service reserves may be invested to mature not longer than five years. Otherwise, debt service reserves shall not be invested to a maturity date exceeding one year as specified under ORS 294.135(3). APPENDIX-PAGE 415 FINANCIAL POLICIES The investment officer may make investments having maturity longer than 18 months, but not more than 36 months,with the exception of bond proceeds. The city's investment portfolio shall not con- tain more than 20% of the total dollar value of its investments with maturities between 18 months and 36 months. • Instrument Diversification Certificates of Deposit 25%maximum Corporate Indebtedness 35%maximum Bankers Acceptance 50%maximum Treasury/Agency Securities 90%maximum Local Government Investment Pool 100% maximum Demand Deposits 10%maximum Lawfully issued Debt Obligations of the States of Oregon, Washington, Idaho and California and political subdivisions of those states 25% maximum • Institution Diversification Bank liabilities with any one qualified financial institution shall not exceed 20 percent of the portfo- lio. Bank liabilities of any one qualified financial institution shall not exceed one percent of the institution's total assets. Investment in Corporate Indebtedness shall not exceed 5 percent of the portfolio in any one Oregon corporate entity meeting the rating requirements of P-2/A-2 or better, or 5 percent of the portfolio in any one corporate entity outside the State of Oregon (ORS 294.035 section C). For purposes of these guidelines, the state local government investment pool (LGIP) shall be considered to have a one-day liquidity. Selection of Investment Instruments Investments shall be made by the investment officer through the exercise of his/her judgment after requesting quotes from financial institutions. Selections will be made so as to provide the highest rate of return within the parameters of these policies. Qualified Institutions The investment officer shall maintain a list of all authorized institutions that are approved for invest- ment purposes. The investment officer will request, analyze and keep on file periodic financial state- ments and related information to satisfy himself/herself as to the creditworthiness of each institution on the approved list. PAGE 416-CITY OF TIGARD FINANCIAL POLICIES Reporting The investment officer shall prepare an investment activity report at the end of each month for review by the City Manager. Amendments These investment policies may be amended at the request of the investment officer, the City Manager, or members of City Council. Such amendments shall be approved by the City Council in the same manner as the investment policies. Authorized Investment Instruments The investment officer shall invest the money of the city only in qualifying investments according to guidelines in ORS 294.035. These investments include: • Demand deposits with approved institutions. • Deposits in the Oregon Local Government Investment Pool. • Certificates of Deposit with Oregon banks. • Banker's acceptances. • Qualifying corporate indebtedness not to exceed 5% of the portfolio on any one corpora- tion. • Lawfully issued debt obligations of the United States and obligation guaranteed by the United States, the agencies of the United States or enterprises sponsored by the United States government,not to exceed 40% of the portfolio on any one government sponsored enterprise. • Lawfully issued debt obligations of the States of Oregon,Washington, Idaho and California and political subdivisions of those states. Safekeeping A third-party custodian, as evidenced by safekeeping receipts,will hold securities (excluding funds in- vested in the state local government investment pool (LGIP),bank deposits, and Certificates of De- posits). Other Policy Considerations Any investment currently held that does not meet the guidelines of this policy shall be exempted from the requirements of this policy. At maturity or liquidation, such monies shall be reinvested only as pro- vided by this policy. APPENDIX-PAGE 417 GLOSSARY OF BUDGET RELATED TERMS Adopted Budget: The budget amended and together with periodic interest at a specified approved by the Budget Committee becomes rate. the adopted budget after City Council takes action on it. The adopted budget becomes Bond Anticipation Note (BAN): effective July 1. BANS are a form of short-term borrowing in anticipation of a future sale of long-term Ad Valorem Tax: A tax based on value, such bonds. BANs are used frequently to finance as a property tax. construction of local improvement district improvements and are retired by eventual sale Appropriations: Legal authorization granted of Bancroft bonds or collection of special by the City Council to spend public funds. assessments from benefited property owners. Appropriations within each program may not be exceeded. Budget: A plan of financial operation embodying an estimate of adopted resources Approved Budget: The proposed budget as and expenditures for a given year. The budget amended and approved by the Budget is the legal spending limit for city activities. Committee and recommended to the City Council for adoption is referred to as the Budget Message: Opening section of the Approved Budget. budget which provides the City Council and public with a general summary of the most Assets: Property owned by the city, which important aspects of the budget, changes has monetary value. from current and previous fiscal years and views and recommendations of the City Balanced Budget: A budget is "balanced" Manager. when total resources (beginning fund balance plus current revenues plus transfers-in) equals Capital Improvement Projects (CIP): total requirements (expenditures plus Expenditures which result in the acquisition contingency plus transfers-out plus ending of land, improvements to existing facilities fund balance) for each fund. and construction of streets, sewers, storm drains, park facilities and other public Bancroft: Section of Oregon Law that allows facilities. benefited property owners within an LID to pay their assessments in installments. This is Capital Improvement Plan: Long-range made possible by the sale of long term plan for city facilities and infrastructure. "Bancroft" bonds, proceeds of which are used to pay LID costs. Principal and interest on Capital Outlays: Expenditures equal to or Bancroft bonds are paid by assessments greater than $5,000, for equipment, vehicles received from property owners within an or machinery that results in the acquisition or LID, though these bonds also carry the full addition to fixed assets. faith and credit guarantee of the city. City Center Development Agency Bond: A written promise to pay a specified (CCDA): The Urban Renewal Agency sum of money, called the face value or approved by the voters in May, 2006. The principal amount, at a specified date or dates CCDA is comprised of members of the City in the future, called the maturity date(s), Council as its governing body. PAGE 418-CITY OF TIGARD GLOSSARY OF BUDGET RELATED TERMS Clean Water Services (CWS): Clean Water Fiscal Year: Period used for accounting year. Services owns and operates all major sewage The City of Tigard has a fiscal year of July 1 treatment plants within Washington County. through the following June 30. CWS establishes sewer rates and contracts with most cities to collect monthly charges Franchise: A special privilege granted by a from residents and perform most sewer government, permitting the continued use of maintenance and repair within city limits. public property, such as city streets, and usually involving the elements of monopoly Contingency: Appropriation established in and regulation. certain funds for the funding of unforeseen events. Contingency may be appropriated for FTE: Abbreviation for Full Time Equivalent. a specific purpose by the City Council by Staffing levels are measured in FTE's to give a approval of a resolution. consistent comparison from year to year. In most cases, an FTE is one full time position Debt Service: Interest and principal on filled for the entire year. However, in some outstanding bonds due and payable during the instances an FTE may consist of several part fiscal year. time positions. Employee Benefits: Benefits include social Fund: A fiscal and accounting unit with a security, retirement, group health, dental and self-balancing set of accounts in which cash life insurance, workers' compensation and and other financial resources, liabilities, disability insurance. equities and changes therein are recorded to carry on specific activities and/or objectives. Enterprise Funds: Governmental activities that can be operated most like a commercial Fund Balance: Amount left over after business are referred to as enterprise activities expenditures are subtracted from resources. and are accounted for in enterprise funds. Each fund begins and ends each fiscal year Tigard's enterprise activities include sewer, with a positive or negative fund balance. stormwater and water utilities. Expenditures are matched with revenue from service General Fund: The primary discretionary charges to ensure the program is self- fund of the city, which accounts for general- supporting. purpose revenues (such as property tax) and general-purpose operations. Expenditure: Actual payment made by city check or wire transfer for services or goods Generally Accepted Accounting Principles received or obligations extinguished. (GAAP): Uniform minimum standards and guidelines for financial accounting and Fees: General term used for any charge levied reporting. They govern the form and content by local government in connection with of the financial statements of an entity. providing a service, permitting an activity or imposing a fine or penalty. Major types of Intergovernmental Revenues: Revenue fees include building permits, business and from other governments, primarily Federal non-business taxes, fines and user charges. and State grants and State shared revenues, also payments from other local governments. APPENDIX-PAGE 419 GLOSSARY OF BUDGET RELATED TERMS Local Improvement District (LID): An Operating Budget: The portion of the LID is an entity formed by a group of budget that includes appropriations for direct property owners or the city to construct services to the public including wages and public improvements (such as streets, sewers, benefits, materials and services and capital storm drains, streetlights, etc.) to benefit outlay. Excluded from the operating budget properties. Costs of such improvements are are capital improvement projects, debt service then assessed among benefited properties. requirements, transfers, contingency and reserves. Measure 5: A constitutional limit on property tax rates passed by voters in the State of ODOT: the Oregon Department of Oregon in November 1990. Transportation. Measure 47: A Constitutional limit on Permanent Tax Rate: The dollar-per- individual property tax collections approved thousand figure used to calculate property tax by voters in November 1996. revenues. Under Measure 50, all tax bases in Oregon were converted to a permanent tax Measure 50: Passed by voters in May 1997, rate. This rate,when applied to assessed value this legislatively referred measure repealed of property within a jurisdiction, produces the Measure 47, and significantly reduced future property tax revenues used to support general property taxes. city operations. Tigard's Permanent Tax Rate is $2.5131 per $1,000. Metro: Metro is responsible for regional transportation and land use planning. It also Personal Services: Compensation to city manages the Oregon Zoo, the Oregon employees in the form of salaries, wages and Convention Center, the Portland Center for employee benefits. the Performing Arts, and the Exposition Center. Metro is also responsible for regional Program Budget: A budget wherein solid waste disposal. expenditures are based primarily on programs of work and secondarily on character, Modified Accrual Basis: The accrual basis classification, and performance. Programs of accounting adapted to the governmental within the City of Tigard's adopted budget fund-type measurement focus. Under it, include Community Services, Public Works, revenues and other financial resource Community Development, and Policy & increments (e.g., bond issue proceeds, Administration. property taxes and/or special assessments) are recognized when they become both Proposed Budget: City budget developed by measurable and available to finance the City Manager and submitted to the Budget expenditures of the current period. Committee for their deliberation. Object Classification: Indicates type of Reserved Fund Balance: Those portions of expenditure being made, i.e., personal fund balance that are not appropriable for services, materials and services, capital outlay, expenditure or that are legally segregated for a etc. specific future use. PAGE 420 - CITY OF TIGARD GLOSSARY OF BUDGET RELATED TERMS SDC: Abbreviation for systems development Urban Renewal District: In May of 2006, charges. SDCs are paid by developers and Tigard voters approved the formation of an builders to fund expansion of infrastructure Urban Renewal District encompassing the necessary due to increased usage. Such downtown and surrounding areas. With the charges are collected for sewers, storm drains, formation of this district, future increases in streets,parks and schools. property tax revenues from property within the district, called tax increment, will provide Special Assessment: A charge made against an important source of funding for a number certain properties to defray all or part of the of needed capital projects. cost of a specific capital improvement or service deemed to benefit primarily those Urban Service Area: The area of properties. unincorporated Washington County within the City of Tigard's area of interest, but Special Revenue Fund: A fund used to outside Tigard city limits. The city and the account for the proceeds of specific revenue county entered into an agreement in which sources that are legally restricted to the city provided development services to the expenditure for specified purposes. area.. Tigard collected all fees and charges from such development and used the funds to Tax Base: Oregon law used to allow cities pay for the related costs of that service. In within the State, with voter approval, to FY 2006-07, the city and county terminated establish a dollar amount of property tax that the contract and the city no longer provides may be levied on property within the city. services to this area. Once established, a tax base was allowed to increase by 6% each year without further WCCLS: Abbreviation for Washington voter approval. All tax bases in the State were County Cooperative Library Services. All eliminated by Measure 50 and replaced with libraries within Washington County are permanent tax rates. partially funded through a county-wide serial levy. Funds are distributed twice each fiscal Tax Increment Financing: Financing year in accordance with a formula that takes secured by the anticipated incremental into account circulation, open hours, and increase in tax revenues, resulting from the collection development. redevelopment of an area. TIF: Abbreviation for Traffic Impact Fee. These are revenues from a County-instituted fee on development. It was approved by voters in 1989. Funds are used for highway and transit capital improvements, which provide additional capacity to major transportation systems and recovery of costs of administering the program. The city collects this fee inside its boundaries. APPENDIX-PAGE 421 ADVISORY COMMITTEES Budget Committee The committee is established by Oregon Local Budget Law. The committee consists of the four elect- ed council members, the Mayor and five members from the community appointed by the City Council for three year terms. The committee is responsible for deliberating on the proposed budget submitted by the City Manager and for sending the approved budget to the City Council for adoption. The com- mittee must also approve tax levies. They meet approximately six times throughout the year, with the majority of those in late April/May to review and approve the proposed budget. Members Melanie Boekee, Citizen Marland Henderson, Councilor Gretchen Buehner, Councilor Cameron James, Citizen John L.Cook,Mayor Clifford Rone, Citizen Don Fisher, Citizen Jason Snider, Councilor Melody Graeber, Citizen Marc Woodard, Councilor City Center Advisory Commission This committee's role is defined in the City Charter and is to assist the Urban Renewal Commission in developing and carrying out an Urban Renewal Plan. They meet the 2nd Wednesday of the month. Members Carine Arendes,Alternate Paul Miller Deanie Bush Thomas Murphy Sherrie Devaney Linli Pao Laura Fisher Elise Shearer Mathur Hemendra,Alternate Philip Thornburg Neighborhood Involvement Committee The committee is charged with oversight of the Neighborhood Network Program and finding ways to engage residents in the program.This committee meets the 3rd Wednesday of every quarter. Members Jeremy Audritsh Bev Froude Basil Christopher Cathy Olson Sue Carver John Pierce Larry Daw Connie Ramaekers PAGE 422- CITY OF TIGARD ADVISORY COMMITTEES Intergovernmental Water Board The Intergovernmental Water Board consists of five members and was established through an inter- governmental agreement between the cities of Tigard, Durham and King City and the Tigard Water District (TWD). Each jurisdiction is represented by one member and one member is appointed at large. This committee meets the 2nd Wednesday of the month. Members Keith Jehnke,Durham David Newham, King City Alternate Chris Hadfield,Durham Alternate Ken Henschel,TWD Gretchen Buehner,Tigard Julie Russell,TWD Alternate Marc Woodard,Tigard Alternate Andrew Barrett,Member-at-Large Dick Winn, King City Library Board The board consists of seven citizen members appointed by the City Council to serve four year terms. The board advises the City Manager and City Council on matters related to library operations. They meet the 2nd Thursday of the month. Members David Burke Linda Monahan Laura Cadiz Cecilia Nguyen Stephanie Carter John Storhm Scott Hancock Dan Snyder Katie Harris Park and Recreation Advisory Board The board consists of seven voting members, two ex-officio members, and one Youth Advisory Coun- cil representative. One ex-officio member represents the Tigard Planning Commission and one repre- sents the Tigard-Tualatin School District 23-J. The board advises the City Council on matters pertain- ing to the creation, operation, and maintenance of recreation facilities under the jurisdiction of the city. The committee meets the 2nd Monday of the month. Members David Brown Troy Mears Hong Dao Gary Romans Margaret Faber Holly Polivka Marshall Henry Barry Albertson,TTSD 23J Rep Gordon Kunkle APPENDIX-PAGE 423 ADVISORY COMMITTEES Planning Commission The commission consists of nine citizen members, appointed by the City Council to serve four year terms. The commission's responsibilities include assisting the City Council to develop, maintain, up- date and implement the City Comprehensive Plan; to formulate the City Community Investment Pro- gram; and to review and take action on development projects and Development Code provisions dele- gated to the commission. They meet the Pt and 3rd Monday of the month. Members Tom Anderson Matthew Muldoon Margaret Doherty Jason Rogers Brian Feeney Donald Schmidt Calista Fitzgerald Richard Shavey Tim Gaschke Tigard Transportation Advisory Committee (TTAQ Created in 2009, the TTAC is advisory to City Council and staff on transportation matters. The com- mittee provides a venue for citizen involvement in transportation decisions. This committee meets the 1St Wednesday of the month. Members Steven Bass Don Schmidt Mark Bogert Jennifer Stanfield Karen Hughart Mike Stevenson George Hetu Shane Brown Dennis Mitchell Tree Board The board was established by City Council resolution. The board consists of up to seven members, who are appointed by the City Council for two or four year terms. The role of the board is to develop and administer a comprehensive tree management program for the maintenance, removal, replacement and protection of tress on public property. This committee is currently inactive and may reconstitute or disband during this year. Members Morton Ettelstein Wayne Gross Bret Lieuallen Paul Jackson David Walsh PAGE 424- CITY OF TIGARD STAFFING SUMMARY 2011 2012 2013 - 2x14- -- Actual Actual Adopt Proposed Approved Adopted Community Development Commantly DmIopmenr Community Development Administration 2.00 3.00 2.00 2.00 2.00 2.00 Building 7.20 8.10 7.80 8.80 8.80 8.80 Development Services 7.80 5.90 4.80 3.80 3.80 3.80 Community Planning 7.00 9.00 9.00 9.00 9.00 9.00 Capital Construction&Transportation 0.00 0.00 0.00 0.00 0.00 0.00 Development Services-Engineering 1.60 0.00 0.00 0.00 0.00 0.00 Economic Development 1-00 1-50 1-00 2-00 2-00 2-00 Code Compliance 0.00 0.00 0.00 0.00 0.00 0.00 Dept Total-Community Development 26.60 27.50 24.60 25.60 25.60 25.60 Program Total-Community Development 26.60 27.50 24.60 25.60 25.60 25.60 Community Services Library Library Administration 3.30 3.30 3.20 3.20 3.20 3.20 Reader Services 14.70 14.70 12.80 12.70 12.70 12.70 Technical Services 6.50 6.60 5.70 5.70 5.70 5.70 Circulation 14.30 14.20 13.10 13.20 13.20 13.20 Dept Total-Library 38.80 38.80 34.80 34.80 34.80 34.80 Police Police Administration 3-60 3-60 3-00 3-00 3-00 3-00 Police Operations 53.50 53.50 50.00 50.00 50.00 50.00 Support Services 33.00 34.00 31.50 31.50 31.50 31.50 Dept Total-Police 90.10 91.10 84.50 84.50 84.50 84.50 Program Total-Community Services 128.90 129.90 119.30 119.30 119.30 119.30 Policy and Administration Admimstrafue Sentees Design&Communications 3.05 3.25 3.05 3.05 3.05 3.05 Municipal Court 3.75 3.75 3.65 3.65 3.65 3.65 City Recorder/Records 3.25 3.35 4.15 3.35 3.35 4.15 Dept Total-Administrative Services 10.05 10.35 10.85 10.05 10.05 10.85 City Alanagemen, City Manager's Office 4.50 4.20 4.00 4.00 4.00 4.00 Human Resources 5.00 5.00 4.80 4.80 4.80 4.80 Risk Management 2.30 2.30 2.10 2A0 2.10 2.10 Dept Total-City Management 11.80 11.50 10.90 10.90 1090 10.90 APPENDIX-PAGE 425 STAFFING SUMMARY 2011 2012 2013 - 2014- Actual Actual Adopt Proposed Approved Adopted Finance&Informuriox Sentms Finance&Info.Services Admin. 3.00 3.00 3.00 3.00 3.00 3.00 Financial Operations 4.50 4.50 4.60 4.60 4.60 4.60 Utility Billing 5.50 6.30 6.50 6.80 6.80 6.80 Information Technology 7.00 7.00 6.30 5.80 5.80 5.80 Contracts and Purchasing 2.30 2.30 1.80 2.00 2.00 2.00 Dept Total-Finance&Information Services 22.30 23.10 22.20 22.20 22.20 22.20 lf6or and Couxal Mayor and Council 0.00 0.00 0.00 0.00 0.00 0.00 Dept.Total-Mayor and Council 0-00 0-00 0-00 600 0.00 0-00 Program Total-Policy and Administration 44.15 44.95 43.95 43.15 43.15 43.95 Public Works Public Works Public Warks Administration 9.75 8.75 9.00 9.20 9.20 9.20 Parks and Grounds 9.75 9.75 9.75 9.75 9.75 9.75 Street Maintenance 7.00 7.00 7.00 7.25 7.25 7.25 PW Engineering 11.80 11.80 12.00 13.00 13.00 13.00 Healthy Streams 0.00 0.00 1.00 0.00 0.00 0.00 Fleet Maintenance 2.60 2.60 1.50 0.95 0.95 0.95 Property Management 4.25 4.25 3.75 3.85 3.85 3.85 Water 12.00 12.75 12.50 12.00 12.00 12.00 Sanitary Sewer 5.25 6.25 6.25 6.50 6.50 6.50 Stormwater 7.00 6.25 5.25 5.50 5.50 5.50 Street Lights and Signals 0.00 0.00 0.00 0.00 0.00 0.00 Dept Total-Public Works 69.40 69.40 68.00 68.00 68.00 68.00 Program Total-Public Works 69.40 69.40 68.00 68.00 68.00 68.00 Total All Programs 269.05 271.75 255.85 256.05 256.05 256.85 PAGE 426 - CITY OF TIGARD MANAGEMENT/PROFESSIONAL GROUP SALARY SCHEDULE Range # Min Max M18 Mo $3,456 $4,631 ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,„,,,,,,,,,,,,,,,,,,,,,,,,,,.,,,,,,,,,,,,,,,,.,,,,,,,,,,,,„,,,,,,,,,.... .......I,,,...... ...... ,,,,,,,,,,.,,,,,,,,,,,,,,,,,.,,,,,,,,,,,,,,,,.,,,,,,,,,,,,,,,,.,,, Human Resources Assistant Hr $19.94 $26.72 ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,„,,,,,,,,,,,,,,,,,,,,,,,,,,.,,,,,,,,,,,,,,,,.,,,,,,,,,,,,„,,,,,,,,,.... .......I,,,...... ,..... Yr $41,474 $55,577 ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,„,,,,,,,,.,,,,,,............,,,......,,,,,,,.,,,,,,,,,,,,„,,.,,,,,,.... .......I,,,...... ,..... PP $1,594.93 $2,137.47 ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,„,,,,,,,,,,,,,,,,,,,,,,,,,,.,,,,,,,,,,,,,,,,.,,,,,,,,,,,,„,,,,,,,,,.... ....,,,,,,,,,...... ,..... ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,„,,,,,,,,,,,,,,,,,,,,,,,,,,.,,,,,,,,,,,,,,,,.,,,,,,,,,,,,„,,,,,,,,,.... ....,,,,,,,,,...... ,..... M19 Mo $3,541 $4,746 ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,„,,,,,,,,,,,,,,,,,,,,,,,,,,.,,,,,,,,,,,,,,,,.,,,,,,,,,,,,„,,,,,,,,,.... .......I,,,...... ,..... Confidential Executive Assistant lir $20.43 $27.39 ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,„,,,,,,,,,,,,,,,,,,,,,,,,,,.,,,,,,,,,,,,,,,,.,,,,,,,,,,,,„,,,,,,,,,.... .......I,,,...... ,..... Yr $42,486 $56,960 .............................................................................................................................................................................................................................................................................................. ................... ................................................................................................................................................ PP $1,634.27 $2,190.60 ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,„,,,,,,,,,,,,,,,,,,,,,,,,,,.,,,,,,,,,,,,,,,,.,,,,,,,,,,,,„,,,,,,,,,.... ....,,,,,,,,,...... ,..... ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,„,,,,,,,,.,,,,,,,,,,,,,,,,,.,,,,,,,,,,,,,,,,.,,,,,,,,,,,,„,,.,,,,,,.... ....,,,,,,,,,...... ,..... M20 Mo $3,631 $4,865 ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,„,,,,,,,,,,,,,,,,,,,,,,,,,,.,,,,,,,,,,,,,,,,.,,,,,,,,,,,,„,,,,,,,,,.... .......I,,,...... ,..... Deputy City Recorder Hr $20.95 $28.07 ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,„,,,,,,,,,,,,,,,,,,,,,,,,,,.,,,,,,,,,,,,,,,,.,,,,,,,,,,,,„,,,,,,,,,.... ....,,,,,,,,,...... ,..... Payroll Specialist Yr $43,567 8,382 ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,„,,,,,,,,,,,,,,,,,,,,,,,,,,.,,,,,,,,,,,,,,,,.,,,,,,,,,,,,„,,,,,,,,,.... .......I,,,...... ,..... PP $1,675.65 ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,„,,,,,,,,,,,,,,,,,,,,,,,,,,.,,,,,,,,,,,,,,,,.,,,,,,,,,,,,„,,,,,,,,,.... ....,,,,,,,,,...... ,..... ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,„,,,,,,,,,,,,,,,,,,,,,,,,,,.,,,,,,,,,,,,,,,,.,,,,,,,,,,,,„,,,,,,,,,.... ....,,,,,,,,,...... ,..... M21 .... . ........ . ............... ..................... ........ ................................. ....... ........ . ............. ............. . . ............. ................ ....... . ........ . ........_........................................ Ac uisitions Coordinator Mo $3,721 $4,957 ,,,,,,,,,,,„ .........I,,,,,,,,.,,,,,,,,,,,,,,,............,,,,,,,,,,,,,,,,,,,,,,,,,,.,,,,,,,,,,,,,,,,,,,,,,,,„,,,,,,,,,,,,,,,,,,,,,,,,,,.,,,,,,,,,,,,,,,,.,,,,,,,,,,,,„,,,,,,,,,.... .......I,,,...... ,..... Assistant Planner lar $21.47 $28.-- ... ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,„,,,,,,,,,,,,,,,,,,,,,,,,,,.,,,,,,,,,,,,,,,,.,,,,,,,,,,,,„,,,,,,,,,.... ....,,,,,,,,,...... ,..... Libra Yvlunteer Coordinator Yr $44,651 $59,842 PP $1,717.54 $2,301.46 ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,„,,,,,,,,,,,,,,,,,,,,,,,,,,.,,,,,,,,,,,,,,,,.,,,,,,,,,,,,„,,,,,,,,,.... ....,,,,,,,,,...... ,..... ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,„,,,,,,,,.,,,,,,,,,,,,,,,,,.,,,,,,,,,,,,,,,,.,,,,,,,,,,,,„,,.,,,,,,.... ....,,,,,,,,,...... ,..... M22 Mo $3,814 $5,112 ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,„,,,,,,,,,,,,,,,,,,,,,,,,,,.,,,,,,,,,,,,,,,,.,,,,,,,,,,,,„,,,,,,,,,.... .......I,,,...... ,..... Human Resources Technician Hr $22.01 $29.49 ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,„,,,,,,,,,,,,,,,,,,,,,,,,,,.,,,,,,,,,,,,,,,,.,,,,,,,,,,,,„,,,,,,,,,.... .......I,,,...... ,..... Risk Mana ernent Technician Yr $45,778 $61,341 ,,,,,,,, ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,„,,,,,,,,,,,,,,,,,,,,,,,,,,.,,,,,,,,,,,,,,,,.,,,,,,,,,,,,„,,,,,,,,,.... .......I,,,...... ,..... PP $1,760.45 $2,359.19 ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,„,,,,,,,,,,,,,,,,,,,,,,,,,,.,,,,,,,,,,,,,,,,.,,,,,,,,,,,,„,,,,,,,,,.... ....,,,,,,,,,...... ,..... ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,„,,,,,,,,,,,,,,,,,,,,,,,,,,.,,,,,,,,,,,,,,,,.,,,,,,,,,,,,„,,,,,,,,,.... ....,,,,,,,,,...... ,..... M23 Mo 3,910 5,239 ,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,„,,,,,,,,,,,,,,,,,,,,,,,,,,.,,,,,,,,,,,,,,,,.,,,,,,,,,,,,„,,,,,,,,,.... .......I,,,...... ,..... Confidential Office Manager Hr $22.55 $30.22 .... . ........ . ......... ........ ........ . ......... ....... ........ . ......... ........ . . ....... ........._ ....... . ........ . ........_ ....... ......... Executive Assistant to the Ci�Mana r Yr $46,918 $62865 ,,,,,,,,,,,, ,,,,,,, ,,,,,......,,,„............,..... e ...... ...... , I..,,,,,,,,,,.,,,,,,, PP $1,804.39 $2,417.94 APPENDIX-PAGE 427 MANAGEMENT/PROFESSIONAL GROUP SALARY SCHEDULE Range # Min Max M25 Mo $4,108 $5,505 .........................................................„„.............„„.............--.............--..............,,„..............,,„...............................,„................................ ................ ................„....... ....„............. ,,................„.................,,.................,,...................,.....................................................,..................,,,,,,, Accountant Hr $23.70 $31.76 .........................................................„„.............„„.............--.............--..............,,„..............,,„...............................,„................................ ................ ................„....... ....„............. ,,................„.................,,.................,,...................,.....................................................,..................,,,,,,, Erne! en Services Coordinator Yr $49,288 $66,054 ............................................--.............„„ „„.............--..............,,„..............,,„..............,,„...............,„...............,„................ ................ ................„....... ....„............. ,,................„.................,,.................,,...................,..................................,..................,..................,,,,,,, Microcomputer Support Technician PP $1,895.83 $2,540.55 ............................................„„.............„„.............„„.............„„.............„„..............,,„..............,,„..............,,„...............,„...............,„................ ................ ................„....... ....„............. „................„.........................................................,........................................................................,,,,,,, Program Development Specialist .........................................................„„.............„„.............„„.............„„..............,,„..............,,„..............,,„...............,„................ ................ ................ ................„....... ....„............. „................„.........................................................,........................................................................,,,,,,, Web Services Coordinator .........................................................„„.............„„.............„„.............„„................ ................ ................ ................ ................ ................ ................ ................„....... ....„............. „................„.........................................................,........................................................................,,,,,,, .........................................................„„.............„„.............„„.............„„................ ................ ................ ................ ................ ................ ................ ................„....... ....„............. „................„.........................................................,........................................................................,,,,,,, M27 Mo $4,315 $5,782 .........................................................„„.............„„.............„„.............„„................................................................ ................ ................ ................ ................„....... ....„............. ,,................„..................,..................,...................,.....................................................,..................,,,,,,, Associate Planner Hr $24.89 $33.36 .........................................................„„.............--.............--.............--..............,,„..............,,„............................... ................ ................ ................ ................„....... ....„............. ,,................„.................,,.................,,...................,.....................................................,..................,,,,,,, Circulation Su ervisor Yr $51,772.59 $69,384.50 .........................................................„„.............„„.............„„.............„„..............,,„„ ,,,.,,„................................ ................ ................ ................ ................„....... ....„............. ,,................„.................,,.................,,...................,.....................................................,..................,,,,,,, PP $1,991 $2,669 .........................................................„„.............„„.............„„.............„„................................................................ ................ ................ ................ ................„....... ....„............. „................„.........................................................,........................................................................,,,,,,, ............................................ .............„„.............„„.............„„.............„„................ ................ ................ ................ ................ ................ ................ ................„....... ....„............. „................„.........................................................,........................................................................,,,,,,, M29 Mo $4,534 $6,076 .........................................................„„.............„„.............„„.............--................................................................ ................ ................ ................ ................„....... ....„............. ,,................„.................,,.................,,...................,.....................................................,..................,,,,,,, Building Division Services Supervisor Hr $26.16 $35.05 ...............................„„............,„„.............„„.............„„.............„„.............„„..............,,„..............,,„..............,,„...............,„...............,„................ ................ ................„....... ....„............. ,,................„..................,..................,...................,.....................................................,..................,,,,,,, Court Operations Supervisor Yr $54,411 $72,907 ................................................................................................................................................................................................................................................................................................. ................... ............................................................................................................................................................. Facilities Services Su ervisor PP $2,092.52 $2,804.16 ..................„„............,„„............,„„.............„„.............„„.............„„.............„„..............,,..,...,,......,,,„, ,,,,,,,„...............,„................................................................„....... ....„............. „................„.........................................................,........................................................................,,,,,,, ..,.:Graphics Services Supervisor Grounds Supervisor .........................................................„„.............„„.............„„.............„„.............. ............,,„............,,................................................................................................................. ..................... ,..................................................................................,..............,,..................,..................,.......................... Library Services Supervisor .........................................................--.............--.............--.............--..............,,„..............,,„..............,,„...............,„................ ................ ................ ................„....... ....„............. „................„.........................................................,........................................................................,,,,,,, Police Records Supervisor .........................................................„„.............--.............--.............--..............,,„..............,,„................ ................ ................ ................ ................ ................„....... ....„............. „................„.........................................................,........................................................................,,,,,,, Project Planner .........................................................„„.............--.............--.............--..............,,„..............,,„................ ................ ................ ................ ................ ................„....... ....„............. „................„.........................................................,........................................................................,,,,,,, Public Information Officer- Police ...................................................................„„.............--.............--.............--..............,,„..............,,„..............,,„................ ................ ................ ................ ................„....... ....„............. „................„.........................................................,........................................................................,,,,,,, Senior Accountant ...................................................................„„.............--.............--.............--..............,,„..............,,„..............,,„................ ................ ................ ................ ................„....... ....„............. „................„.........................................................,........................................................................,,,,,,, Street Supervisor Utili�Bi Supervisor .....................................................--.............„ .....--...., ..............,,„..............., „...............,„................ ................ ................„....... ....„............. ................„......................................................... ........................................................................,,,,,,, Wastewater Operations,Su ervisor .........................................„„.............„„.............„„.............„„,,,, .„„............,,,,„............,......,................ ,,,,...,„................................................................„.. „............. ................„....................................................... .................................................................... Water Operations Supervisor .........................................................„„.............„„.............„„.............„„................ ................ ................ ................ ................ ................ ................ ................„....... ....„............. „................„.........................................................,........................................................................,,,,,,, .........................................................„„.............„„.............„„.............„„................ ................ ................ ................ ................ ................ ................ ................„....... ....„............. „................„.........................................................,........................................................................,,,,,,, M30 Mo $4,647 $6,227 .........................................................„„.............„„.............„„.............--................................................................ ................ ................ ................ ................„....... ....„............. ,,................„.................,,.................,,...................,.....................................................,..................,,,,,,, City Recorder Hr $26.80 $35.93 .........................................................„„.............„„.............--.............--..............,,„..............,,„................................ ................ ................ ................ ................„....... ....„............. ,,................„.................,,.................,,...................,.....................................................,..................,,,,,,, Crime An st Yr $55,756 $74,726 .........................................................„„.............„„.............--.............--..............,,„ ',„................................................................................................„....... ....„............. ,,................„.................,,.................,,...................,..................................,..................,..................,,,,,,, Engineering Inspection Supervisor PP $2,144.63 $2,874.15 ....................................... „.............„„......, „„.............„ ..........,,„..............,,„..............,,„ ........,„...............,„...............,„...............,„................„....... ....„............. ,................„.................,,.................,,................... ..............,,..................,..................,.................. ,...... Human Resources Ana„�st .........................................................„„.............--.............--.............--..............,,„.............,,„..............,,„ ............................................................................................... ..................... ,................................................................................. ,,,,,,,,,,,.,,,,,,,,,,,,,,,,,,,.,,,,,,,,,,,,,,,,,,.,,,,,,,,,,,,,,,,,,.,,,,,,, Management Analyst ,,, PAGE 428 - CITY OF TIGARD MANAGEMENT/PROFESSIONAL GROUP SALARY SCHEDULE Range # Min Max M31 1110 54,763 $6,382 Ci Surve or Hr 527.48 $36.81 Senior Planner Yr $57,152.23 $76,582.96 Senior Transportation Planner PP $2,198 $2,946 M33 Mo $5,004 $6,707 Development Engineer Hr $28.87 $38.69 GIS Coordinator Yr $60,047 $80,477 Pro'ect E 'neer PP $2,309.64 $3,095.35 M34Mo $5,129 $6,874 Senior Human Resources Analyst Hr $29.59 $39.66 Senior Management Analyst Yr $61,546 $82,488 PP $2,367.36 $3,172.49 .. . ........ . ......... ........ ..................... ..................._ ....... ........ ........ . ......... ....... . . .............. ................ ....... . ........ .............................. ........................... M35Mo $5,258 $7,045 Accounting Supervisor Hr $30.33 $40.65 Database Administrator Yr $63,095 $84,550 Library Communications Coordinator PP $2,426.62 $3,251.68 Network Administrator Plans Examination Supervisor Police Technology Specialist M36Mo $5,388 $7,221 Ins ection Su ervisor Hr $31.09 $41.66 Yr $64,658.10 $86,650.57 PP $2,487 $3,333 M37 Mo $5,523 $7,403 Principal Planner Hr $31.87 $42.71 Redevelo rnent Pro'ect Mana er Yr $66,285 $88,828 Senior Pro'ect E neer PP $2,549.23 $3,416.69 APPENDIX-PAGE 429 MANAGEMENT/PROFESSIONAL GROUP SALARY SCHEDULE Range # Min Max M38 N1a $5,662 $7,592 ................„,..............................................................-..............,,--...........,,„„„„.....,,„„„„„,,.,„„„„„,,.,,,,„„„„.............---.............„„............................................................„....... .... „,,,,,,, „„„„„,,,.„„„„„„,.,,„„„„„,.,,,,,„„„„,.,,,,,,„„„................ .................................................. Police Business Mana er Hr $32.66 $43.80 Police Ser giant Yr $67,937 $91,108 PP $2,613.09 $3,504.05 ................„,.........................................................................................,,„„„„.....,,„„„„„,,.,„„„„„,,.,,,,„„„„............. „.............„„............................................................„....... .... „,,,,,,, „„„„„,,,.„„„„„„,.,,„„„„„,.,,,,,„„„„,.,,,,,,„„„................„,,................................................. ...................,.............................................................. ................ ...............................,,„„„„„,,.,„„„„„,,.,,,,„„„„............. „...............................................................................„....... .... „,,,,,,, „„„„„,,,.„„„„„„,.,,„„„„„,.,,,,,„„„„,.,,,,,,„„„................„,,................................................. M39 N1a $5,803 $7,777 Administrative Services Manager Hr $33.48 $44.87 Assistant to the CityMara er Yr $69,641 $93,323 Economic Develo rnent Man er PP $2,678.48 $3,589.36 ...............................................................................-..............,,--...,,.....,,„„„„,,,,.,,„„„„, ,„„„„,,.,,,,„„„„.............-„.,,, .,,,,.......................................................„....... .... „,,,,,,, „„„„„,,,.„„„„„„,.,,„„„„„,.,,,,,„„„„,.,,,,,,„„„................................................................... LibrarV Division Mana ger Parks and Facilities Man er Utility Division Manager ............................................................................................................„„„„,,,,.,,„„„„„,,.,„„„„„,,.,,,,„„„„............. „.............„„............................................................„....... .... „,,,,,,, „„„„„,,,.„„„„„„,.,,„„„„„,.,,,,,„„„„,.,,,,,,„„„................ ................................................... M40 N1a $5,949 $7,972 Planning Manager Hr $34.32 $45.98 ........................................................................................................................................................................................................................................................................................... ................. .......................................................................................................................................... Yr $71,395 $95,655 ............................................................................................................„„„„,,,,.,,„„„„„,,.,„„„„„,,.,,,,„„„„............. „.............„„............................................................„....... .... „,,,,,,, „„„„„,,,.„„„„„„,.,,„„„„„,.,,,,,„„„„,.,,,,,,„„„................-................................................... PP $2,745.92 $3,679.27 ............................................................................................................„„„„,,,,.,,„„„„„,,.,„„„„„,,.,,,,„„„„............. „.............„„............................................................„....... .... „,,,,,,, „„„„„,,,.„„„„„„,.,,„„„„„,.,,,,,„„„„,.,,,,,,„„„................................................................... M41 N1a $6,098 $8,171 ............................................................................................................„„„„,,,,.,,„„„„„,,.,„„„„„,,.,,,,„„„„............. „.............„„............................................................„....... .... „,,,,,,, „„„„„,,,.„„„„„„,.,,„„„„„,.,,,,,„„„„,.,,,,,,„„„................ ................................................... Engineering Manager Hr $35.18 $47.14 ............................................................................................................„„„„,,,,.,,„„„„„,,.,„„„„„,,.,,,,„„„„............. „.............„„............................................................„....... .... „,,,,,,, „„„„„,,,.„„„„„„,.,,„„„„„,.,,,,,„„„„,.,,,,,,„„„................ ................................................... Yr $73,176 $98,050 PP $2,814.37 $3,771.23 ............................................................................................... .............„„„„,,,,.,,„„„„„,,.,„„„„„,,.,,,,„„„„............. „.............„„............................................................„....... .... „,,,,,,, „„„„„,,,.„„„„„„,.,,„„„„„,.,,,,,„„„„,.,,,,,,„„„................ ................................................... M42 N1a $6,249 $8,376 ............................................................................................................„„„„,,,,.,,„„„„„,,.,„„„„„,,.,,,,„„„„............. „.............„„............................................................„....... .... „,,,,,,, „„„„„,,,.„„„„„„,.,,„„„„„,.,,,,,„„„„,.,,,,,,„„„................ ................................................... Building Official Hr $36.05 $48.32 Yr $74,995 $100,509 PP $2,884.36 $3,865.74 ............................................................................................................„„„„,,,,.,,„„„„„,,.,„„„„„,,.,,,,„„„„............. „.............„„............................................................„....... .... „,,,,,,, „„„„„,,,.„„„„„„,.,,„„„„„,.,,,,,„„„„,.,,,,,,„„„.................................................................. ............................................................................................... .............„„„„,,,,.,,„„„„„,,.,„„„„„,,.,,,,„„„„............. „.............„„............................................................„....... .... „,,,,,,, „„„„„,,,.„„„„„„,.,,„„„„„,.,,,,,„„„„,.,,,,,,„„„................ ................................................... M44 N1a $6,566 $8,799 Police Lieutenant Hr $37.88 $50.76 ............................................................................................................„„„„,,,,.,,„„„„„,,.,„„„„„,,.,,,,„„„„............. „.............„„............................................................„....... .... „,,,,,,, „„„„„,,,.„„„„„„,.,,„„„„„,.,,,,,„„„„.....,,,„„„,............... ................................................... Yr $78,786 $105,582 PP $3,030.47 $4,060.89 PAGE 430 - CITY OF TIGARD MANAGEMENT/PROFESSIONAL GROUP SALARY SCHEDULE Range # Min Max M46 Mo $6,898 $9,245 .................................„„„„„„.....................,„„„„„„.....................,„„„„„.......................,,„„„--.............I-.......................,,„„„„„.......................,,„„„„„,.....................„„„„„„,............ ....„„„„„, ,,„„„„.........................„„„„„„.....................,,,,„„„,,......................,„„„„„,,....................... Assistant CommunityDevelopment Director Hr $39.80 $53.33 .................................„„„„„„.....................,„„„„„„.....................,„„„„„,,.............,,,, ,„„„,,.......,,,,„„,,.......,,,,�,.,,„„„„„,,.....................,,„„„„„,.....................„„„„„„,............ ....„„„„„, ,,„„„„„......................„„„„„„.....................,,,,„„„,,......................,„„„„„,,.....................,,„„ Assistant Finance Director Yr $82,782 $110,936 Assistant Public Works Director PP $3,183.73 $4,266.77 City Engineer Information Technology Manager .................................„„„„„„.....................,„„„„„„.....................,„„„„„.......................,,„„„„„............. .......................,,„„„„„.......................,,„„„„„......................„„„„„„............. .... „„„, „„„„„„......................„„„„„„...................... „„„„........................,„„„„„......................... .................................„„„„„„.....................,„„„„„„.....................,„„„„„.......................,,„„„„„............. .......................,,„„„„„.......................,,„„„„„......................„„„„„„............. .... „„„, „„„„„„......................„„„„„„...................... „„„„........................,„„„„„......................... M47Mo $7,071 $9,475 .................................„„„„„„....................., ....................., .......................,,„„„„„,,........... .......................,,„„„„„.......................,,„„„„„......................„„„„„„............. ....„„„„„, „„„„„......................„„„„„„.....................,, ........................,„„„„„,,....................... Police Ca tain Hr $40.79 $54.66 Yr $84,845 $113,702 PP $3,263.43 $4,373.03 .......................„„„„„„.....................,„„„„„„.....................,„„„„„.......................,,„„„„„............. .......................,,„„„„„.......................,,„„„„„......................„„„„„„............. .... „„„, „„„„„„......................„„„„„„...................... „„„„........................,„„„„„......................... M48 Mo $7,248 $9,713 .................................„„„„„„.....................,„„„„„„.....................,„„„„„.......................,,„„„„„............. .......................,,„„„„„.......................,,„„„„„......................„„„„„„............. ....„„„„„, ,,„„„„„......................„„„„„„.....................,,,,„„„........................,„„„„„......................... Human Resources Director Hr $41.81 $56.04 .................................„„„„„„.....................,„„„„„„.....................,„„„„„,,.....................,,„„„„„,,...........I-.......................,,„„„„„,,.....................,,„„„„„......................„„„„„„............. ....„„„„„, ,,„„„„„......................„„„„„„.....................,,,,„„„........................,„„„„„......................... Yr $86,971 $116,559 ........................................................................................................................................................................................................................................................................................ ............... ............................................................................................................................................. PP $3,345.17 $4,482.87 M50Mo $7,615 $10,204 .................................„„„„„„....................., ....................., .......................,,„„„„„,,........... .......................,,„„„„„.......................,,„„„„„......................„„„„„„............. ....„„„„„, ,,„„„„„......................„„„„„„.....................,, ........................,„„„„„......................... Director of Community Development Hr $43.93 $58.87 .......................„„„„„„.....................,„„„„„„.....................,„„„„„,,.....................,,„„„„„,,...........I-.......................,,„„„„„,,.....................,,„„„„„......................„„„„„„............. ....„„„„„, ,,„„„„„......................„„„„„„.....................,,,,„„„........................,„„„„„......................... Director of Library Services Yr $91,390 $122,451 .......................„„„„„„.....................,„„„„„„.....................,„„„„„,,.....................,,„„„„„,,...........I-.......................,,„„„„„,,.....................,,„„„„„......................„„„„„„............. ....„„„„„, ,,„„„„„......................„„„„„„.....................,,,,„„„........................,„„„„„......................... Financial and Information Services Director PP $3,514.77 $4,709.70 Public Works Director M52 Mo $7,999 $10,720 Assistant Ci Mana er Hr $46.14 $61.85 .................................„„„„„„.....................,„„„„„„.....................,„„„„„,,.................,.,,„„„, ,,,.....I-...............,,,,,,,. ,„„„,,.,,,,,,,,,,,,,,,,,,,.,,„„„„„,...................,.„„„„„„............. ....„„„„„, „„„„„„......................„„„„„„...................... „„„„........................,„„„„„......................... Assistant Police Chief Yr $95,988 $128,637 .................................„„„„„„....................., ....................., .......................,,„„„„„............. .......................,,„„„„„.......................,,„„„„„......................„„„„„„............. ....„„„„„, ,,„„„„„......................„„„„„„.....................,,,,„„„........................,„„„„„......................... PP $3,692.05 $4,947.76 .................................„„„„„„....................., ....................., .......................,,„„„„„............. .......................,,„„„„„.......................,,„„„„„......................„„„„„„............. .... „„„, „„„„„„......................„„„„„„...................... „„„„........................,„„„„„......................... M54 Mo $8,405 $11,264 Police Chief Hr $48.49 $64.98 .................................„„„„„„.....................,„„„„„„.....................,„„„„„.......................,,„„„„„............. .......................,,„„„„„.......................,,„„„„„....................,.„„„„„„,............ ....„„„„„, ,,„„„„„......................„„„„„„......................,,„..........................,„„„„„,,.....................,,„„ Yr $100,855 $135,170 .................................„„„„„„.....................,„„„„„„.....................,„„„„„.......................,,„„„„„............. .......................,,„„„„„.......................,,„„„„„......................„„„„„„............. ,,,PP, ,,„„„„„.............,3.879.02......,,,„„„.....................,5„198.60.. $ , $ , APPENDIX-PAGE 431 TIGARD POLICE OFFICERS ASSOCIATION SALARY SCHEDULE Range# Step 1 Step 2 Step 3 Step 4 Step 5 Step 5 PG Mo 53,307 53,368 $3,535 $3,711 S3,897 54,092 . .................... ......................... Detective Secretary Hr 518.50 519.43 $30.40 $21.41 $23.48 S23.61 Police„Records S ecialist Yr S,38,480 S+i?,fll.............$42,422 S++,536 $46,762 ,S+9,1118 PP $1,480.00 S1,55+.37 51,631.63 $17712.92 $1,798.54 $1,888.77 ......................... ......................... ......................... ........................... ...................... ......................... Plo Mo S3,540 S3,716 $37901 S4,098 S4,303 $4,518 Propertv Evidence Specialist Hr 5'-1142 S21 44 .$22.51 „$23;64 $2+-82 .$26.06 ......................... ...... .. ............ ... .. Youth Services Program Specialist Yr S42,478 $44,5 87 546,816 S49,1 7_' $51,631 53+,'13 ........................ PP S1633.77 51,714.88 517800.63 S1,891.23 $1,985.81 S2,u85.12 ......................... ......................... ......................... ........................... ........................ ......................... Pll Mo S3,627 S3,809 $37999 $4,199 $4,409 $4,630 Communitx Service Offieer Hr $2093 S21-97 ,$23.07 „$24,22 $25-44 .S26.71 ...... ... ... .. Yr $43,527 S457703 $47,989 S50,388 5523907 555356+ ......................... ......................... ......................... PP $1,674.12 513757.81 51,845.73 S1,938-00 $2,034-88 S^_,137.08 ......................... ......................... ......................... ........................... ....................... ......................... P19 Mo S+,328 $47641 $47873 S5,t 1- $5,373 553642 .................. ......................... ......................... Police Officer Hr S26.12 $26.78 $28.11 $39.53 $31-00 S32.55 ......................... ......................... ........................ ......................... Yr S5+,339 $55,694 $58,479 $61,402 564,473 567,707 ......................... ......................... ....................... PP .. ......... r 52,089.90 52,142-09 S^_,"49.19 $37361.62 S2,+79-73 $^r +.1?360 PAGE 432- CITY OF TIGARD OREGON PUBLIC EMPLOYEES UNION SALARY SCHEDULE Monthly Salary Range Range# Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 S9 Monthly $1,863 51,956 S2,054 52,157 $2,265 $2,378 $2,497 Library Aide Hourly $10.75 $11.28 S11.85 512.44 $13A7 $13.72 $14.41 Annually 522,356 $23,472 $24,648 $25,884 $27,180 528,536 $29,964 S22 Monthly $2,566 52,694 S2,829 S2,970 $3,119 $3,275 $3,439 Accounting Assistant I Houtly $14.80 515.54 S16.32 S17,131 517.99 $18.89 $19.84 Administrative Specialist I Annually 530,792 $32,328 $33,948 $35,640 $37,428 539,300 $41,268 Court Clerk I S24 Monthly 52,696 52,831 52,973 53,122 $3,278 $3,442 53,614 Reprographics Specialist Hourly $15.55 $16.33 S17.15 518.01 $18.91 $19.86 520.85 Annually 532,352 $33,972 $35,676 $37,464 $39,336 S41,304 $43,368 S25 Monthly $2,764 $2,902 53,047 S3,199 $3,359 $3,527 $3,703 Building Maint Tech I Hourly $15.95 516.74 SIT58 S18.46 $1938 $20.35 521.36 Library Assistant Annually 533,168 $34,824 $36,564 $38,388 $40,308 542,324 $44,436 Utility Worker I S26 Monthly $2,833 $2,975 53,124 S3,280 $3,444 $3,616 $3,797 Records Technician Hourly $16.34 $17.16 SM02 S18.92 $19.87 $20.86 $21.91 Annually 533,996 $35,700 $37,488 $39,360 $41,328 543,392 $45,564 828 Monthly $2,978 $3,127 53,283 53,447 $3,619 $3,800 53,990 Accounting Assistant II Hourly 517.18 $18.04 518.94 519.89 $20.88 521.92 $23.02 Administrative Specialist II Annually S35,736 $37,524 $39,396 $41,364 $43,428 545,600 $47,880 Court Clerk II Customer Service Spec S29 Monthly $3,052 $3,205 53,365 53,533 $3,710 $3,896 $4,091 Customer Service Field Worker Hourly 517.61 $18.49 519.41 520.38 $21.40 522.48 $23.60 Permit Technician Assistant Annually S36,624 $38,460 $40,380 $42,396 $44,520 S46,752 $49,092 Senior Library Assistant S31 Monthly 53,205 53,365 53,533 53,710 $3,896 54,091 $4,296 Building Maintenance Tech II Hourly 518.49 519.41 520.38 521.40 $22.48 523.60 $24.78 Engineering Tech I Annually S38,460 $40,380 $42,396 544,520 $46,752 S49,092 $51,552 Utility Worker II Salary schedule is unchanged from 2012-2013 budget due to continued labor negotiations when the budget document was published. APPENDIX-PAGE 433 OREGON PUBLIC EMPLOYEES UNION SALARY SCHEDULE Monthly Salary Range Range# Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 S32 Monthly 53,286 53,450 53,623 53,804 $3,994 $4,194 54,404 Sr Accounting Assistant Hourly 518.96 519.90 520.90 521.95 $23.04 $24.20 525.41 Sr Administrative Specialist Annually 539,432 $41,400 $43,476 545,648 $47,928 550,328 $52,848 S33 Monthly 53,368 $3,536 53,713 53,899 $4,094 $4,299 $4,514 Sr Customer Service Field Worker Hourly 519.43 $20.40 521.42 522.49 $23.62 $24.80 $26.04 Annually S40,416 $42,432 $44,556 546,788 $49,128 551,588 554,168 S34 Monthly 53,452 53,625 53,806 S3,996 54,196 $4,406 $4,626 Engineering Assistant Hourly 519.92 520.91 521.96 523.05 $24.21 $25.42 $26.69 Purchasing Assistant Annually S41,424 $43,500 $45,672 $47,952 $50,352 552,872 $55,512 835 Monthly 53,538 53,715 53,9D154,096 54,301 $4,516 54,742 Backflow-Cross Connection Spec Hourly $20.41 $21.43 522.51 523.63 $24.81 $26.05 527.36 CMMS Software Specialist Annually 542,456 $44,580 $46,812 $49,152 $51,612 $54,192 $56,904 Mechanic Permit Technician Records Management Spec Sr Building Maintenance Tech Sr Utility Worker Water Utility Tech S36 Monthly 53,628 $3,809 53,999 S4,199 54,409 $4,629 $4,860 GIS Technician Hourly 520.93 521.98 523.07 524.23 $25.44 $26.71 $28.04 Annually 543,536 $45,708 $47,988 $50,388 $52,908 555,548 $58,320 S37 Monthly $3,718 $3,904 54,099 54,304 $4,519 $4,745 $4,982 Building Inspector I Hourly $21.45 522.52 523.65 524.83 $26.07 $27.38 $28.74 Code Compliance Officer Annually S44,616 $46,848 $49,188 $51,648 $54,228 $56,940 $59,784 Engineering Technician 11 Librarian S39 Monthly $3,904 54,099 54,304 54,519 $4,745 $4,982 55,231 Sr Permit Tech Hourly 522.52 523.65 524.83 526.07 $27.38 $28,74 $30.18 Sr Water Utility Tech Annually S46,848 $49,188 $51,648 554,228 $56,940 559,784 $62,772 PAGE 434- CITY OF TIGARD OREGON PUBLIC EMPLOYEES UNION SALARY SCHEDULE Monthly Salary Range Range# Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 S40 Monthly $4,004 54,204 S4,414 $4,635 $4,867 $5,110 $55366 Graphic Designer Hourly 523.10 $24.25 S25.47 526.74 $28.08 529.48 $30.96 Information Technology Spec Annually S48,048 $50,448 $52,968 555,620 $58,404 561,320 $64,392 S41 Monthly 54,103 $4,308 54,523 S4,749 $4,986 $5,235 $5,497 Livability Compliance Specialist Hourly S23.67 $24.85 526.09 S27.40 $28.77 $30.20 $31.71 Sr Engineering Tech Annually S49,236 $51,696 $54,276 $56,988 $59,832 S62,820 $65,964 Sr Librarian S42 Monthly 54,206 $4,416 S4,637 54,869 55,112 $5,368 $5,636 Plans Examiner Hourly $24.2' $25.48 526.75 S28.09 $29.49 $30.97 532.52 Annually S50,472 $52,992 $55,644 S58,428 $61,344 564,416 $67,632 S43 Monthly 54,312 $4,528 54,754 S4,992 $5,242 $5,504 55,779 Building Inspector II Hourly 524.88 526.12 527.43 S28.80 830.24 $31.75 $33.34 Bldg-Housing Code Camp Officer Annually S51,744 $54,336 $57,048 559,904 $62,904 S66,048 $69,348 S44 Monthly 54,419 54,640 S4,872 S5,116 $5,372 $5,641 55,923 Environmental Program Coord Hourly $25.49 $26.77 S28.11 S29.52 $30.99 $32.54 $34.17 GIS Programmer Analyst Annually 553,028 $55,680 $58,464 561,392 $64,464 56,,692 $71,076 845 Monthly $4,530 $4,757 54,995 55,245 $5,507 $5,782 $6,071 Engineering Construction Insp Hourly S26.13 527.44 S28.82 S30.26 531.77 $33.36 $3573 Annually 554,360 $57,084 $59,940 $62,940 $66,084 S69,384 $72,852 S46 Monthly S4,643 $4,875 S5,119 S5,375 $5,644 $5,926 $6,222 Senior Plans Examiner Hourly S26.79 $28.13 S29.53 S31.01 832.56 $34.19 535.90 Annually 555,716 $58,500 $61,428 564,500 $67,728 8'1,112 $'4,664 S47 Monthly $4,758 $4,996 55,246 S5,508 $5,783 $6,072 $6,376 Senior Building Inspector Hourly 527,45 $28.82 530.27 531.78 $33.36 $35.03 $36.78 Annually 557,096 $59,952 $62,952 566,096 $69,396 S72,864 $76,512 548 Monthly 54,87' S5,121 S5,377 55,646 55,928 $6,224 $6,535 Sr Environmental Prog Coord Hourly 528.14 529.54 S31.02 S32.57 S34.20 $35.91 $37.74 Annually S58,524 $61,452 $64,524 $67,752 $?1,136 S74,688 $78,420 APPENDIX-PAGE 435 ` 1 �4`.�l•'• ' rte -;? s - +�{� _„�^"- ��_ � "� �w � ,' —' ✓ �-SII� Y, - _ 1��-- _.. -: _ 3!'3 v