05/07/2001 - Packet Tigard Budget Committee 2001
(Note: Items not completed at scheduled meeting will be held over to following meeting.)
May 7, 2001
6:30 p.m.
TVF&R Community Room
(Enter through door at the end of the Water Building parking lot)
■ Call to order
• Approval of Minutes
• Discussion of Department Budgets
El Mayor& Council
13 City Administration
♦ City Management
♦ Human Resources
♦ Risk Management
♦ Network Services
13 City Attorney
• Finance
• Police
El Engineering
13 Street Lights
CIP
■ Public Comment
■ Recess Meeting until May 14, 2001
4
City of Tigard, Oregon
Budget Committee
Meeting Minutes
April 30, 2001
Members Present: Mike Benner, George Burgess, Irene M. Moszer, Sydney L.
Sherwood, Greg Zuffrea, Jim Griffith, Craig Dirksen, Brian Moore, Joyce E. Patton, and
Ken Scheckla.
Members Absent: None.
Staff Present: Bill Monahan, Craig Prosser, Tom Imdieke, Margaret Barnes, and
Heather Burris.
Call to Order: Craig Prosser called the meeting to order at 6:30 PM. All members were
present. The Budget Committee now has two new members. Everyone introduced
himself or herself.
Election of Officers: Craig Prosser, Finance Director, stated that nominations need to be
made to elect a new Chair and Secretary. Craig Dirksen nominated George Burgess for
Chair. Brian Moore seconded the motion. All were in favor of the motion. MSP
(Motion Second Pass)
Ken Scheckla nominated Sydney Sherwood as Secretary. Jim Griffith seconded the
motion. All were in favor of the motion. MSP
Budget 101:
Oregon Local Budget Law requirements
Craig Prosser presented a Power Point slide show on Oregon Local Budget Law. To
begin the slide show, the committee was updated on the budget basics. The Oregon
Local Budget Law (ORS 294.305 to 294.565) sets minimum requirements, establishes
basic process and responsibilities, and established the Budget Committee. The Budget
Committee consists of members of the governing body plus an equal number of citizens
appointed by the governing body. Each member has an equal vote.
The Budget Officer is responsible for reviewing expenditure patterns and needs,
estimating revenues, developing the Proposed Budget and presenting it to the Budget
Committee. A notice must be published in regards to this presentation.
The Budget Committee is responsible for reviewing the budget, taking public comment,
making changes as necessary, approving of property tax amount or rate, and approving of
the budget. Once the budget is approved, it is then sent to the City Council for adoption.
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t .
The Oregon Local Budget Law requires that a budget summary and notice of the budget
hearing be published prior to the meeting. The City Council will then hold a budget
hearing and may modify the Approved Budget as long as changes do not exceed 10% of a
fund's appropriation. Finally the budget is adopted. Adoption is scheduled for June 12,
2001.
The Adopted Budget takes effect on July Is'. It may be amended throughout the fiscal
year by City Council resolution. Major changes require a Supplemental Budget.
Ken Scheckla asked if there have been any changes in the Oregon Local Budget Law in
the last five years. Craig Prosser responded that changes have occurred both in the
supplemental budget process and meeting notice requirements.
Four aspects of a public budget
The budget is used in four ways. It is used as an accounting document, an operational
guide, a policy document and a communications tool. As an accounting document the
budget measures and controls expenditures, tracks revenues, and loads the accounting
system. As an operation guide the budget document identifies work programs and
establishes goals for departments. As a policy document the budget reviews city
operations and processes, community needs, and resources. It then allows for choices to
be made and priorities to be set. As a communications tool it explains the demands,
needs, constraints, resources and opportunities for the City. It communicates the choices
made and the direction in which the City is heading.
Budget Structure
The appropriations are a legally established expenditure limit, which is a not to exceed
amount. The amount can be spent up to the set limit, but may not exceed that amount
without approval from the Council. Appropriations are set by fund. Oregon Budget Law
allows for appropriations to be set at different levels. They made by set by program,
department, category, or line item level. The City of Tigard is set by program level.
The budget document structure contains eight different sections. These sections are
Budget Summary, Revenue Analysis, Program Summaries, Capital Improvements, Debt
Service, Fund Summaries, General Information and Appendix. Craig Prosser gave the
committee a brief review of what was included in each section.
Jim Griffith asked which funds in the City of Tigard are fee supported or self supported.
Craig Prosser responded that the Water Fund, Sanitary/Storm Sewer Fund and Building
Inspection Fund are all fee supported.
Vision Statement: This is the first time that the Tigard Vision Statement is included in
the budget document. The Vision Task Force establishes several goals they would like to
obtain in the near future. This years goals included the following: community character
and quality of life, growth and growth management, public safety, schools and education,
traffic and transportation, urban and public services.
Council Goals: The City Council meets for a yearly goal setting session and establishes
a list of goals they would like to see the City accomplish. The Council goals incorporate
and refine the goals of the Vision Task Force. The Council goals include developing a
transportation improvement program, providing recreational opportunities, supporting the
Tigard Central Business Association to revitalize downtown Tigard, implementing the
City Park Master Plan, determining the City's long term water supply, establishing an
annexation policy, encourage and support private sector programs for affordable housing,
supporting the New Tigard Library Construction Committee, developing a citywide
sewer completion policy, and expanding citizen involvement opportunities.
Ken Scheckla noted that the council goals listed in the proposed budget do not state that
several of the goals will take more than one year to achieve. Craig Prosser agreed to
revise the council goal statement to include this.
Financial Forecast: Beginning in October, the City starts looking at the financial future
of the next five years. They look at the past trends of revenues, expected changes in
consumption, and projected economic activity. On the expenditure side, they look at
changes in personal services, materials and services, capital outlay and capital
improvements.
Craig reviewed the five-year forecast for the General Fund, Development Funds, Water
Funds, Road Funds, and Sewer Funds.
Budget Message: Bill Monahan presented the committee with review of the budget
message. The document has been modified to help facilitate better communication with
the public. Major issues in the budget include annexations, building activity, City
Library, water supply, road funding, and communication.
Last year the City of Tigard annexed in the Walnut Island area. This year the City will be
looking at annexing part of the Bull Mountain area. An analysis will need to be
completed showing the pro's and con's of this annexation.
There was a downturn last year in the growth and development department. An
adjustment was made within the Development department to rectify the problem. The
City of Tigard will be seeing 250 to 300 new units per year compared to 600 units per
year.
The City has public facilities needs at this time. Additional space is needed for the
growth in staff and building renovations are needed in the current facilities. City Council
will need to determine the best way to proceed. The City will also be looking at taking
back possession of property that is currently being leased.
We continue to strive to secure a long-term water supply. One possible source is the City
of Portland. The City of Portland is currently undergoing some new innovative changes.
Joyce Patton reported that she testified at the Portland City Council last week and gave a
brief overview of what occurred.
This year's budget also addresses the issue of limited gas tax funds, and the need for
better communication with the public.
This year the City is proposing a budget of$25,875,485. This is an increase of 4.3% over
last year. They are proposing an increase of 10.42 positions, and $10,415,310 for Capital
Improvement Projects.
Changes in Budget Presentation/Structure: Three major changes have occurred within
the budget document. The most obvious change is the facelift the document has received
to improve readability and communication with the committee and the public. The
budget document now also includes Effectiveness Measures to show how well the City is
doing in achieving desired results. Lastly, the City has moved from using a program
matrix system, which allocated charges based on percentages to a direct charge system.
This will allow for more control directing costs to funds.
Budget Hearing Format:
Schedule
Craig Prosser discussed the draft agenda's that were distributed for future meetings. The
committee agreed that the agendas are acceptable. This year's budget presentation will
include the short departmental summaries as were presented to the budget last year.
These summaries will be sent to the committee members mid-week, so that they may be
reviewed prior to the meeting presentation.
Public Comment
Craig Prosser asked the committee how they would like-to handle public comment. The
committee agreed that public comment should continue to be held at the end of the
Budget Committee Meetings.
Ken Scheckla asked how information that is sent in the mail to committee members
should be handled. He was concerned because the City is currently in negotiations with
both unions. Bill Monahan responded on how the Committee should handle information
that is presented to them outside of the Budget Committee meetings. Bill asked that if
any committee member receives information outside the meeting that they please do not
read the document and pass the information on to him.
Length of Meetings
Future Budget meetings are schedule for the next two Monday evenings and possible a
third, from 6:30 PM until 9:00 PM.
Public Comment: There was no public comment.
George Burgess, Chair recessed the Budget Committee Meeting at 8:08 PM and
discussions will be continued at the May 7th, 2001 meeting.
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FY 2001-02 Budget Review
Mayor and Council
Budget Pages 143 - 145
Department Results Statement:
The City Council:
1. Makes informed decisions that benefit the community and conform with Council and
community goals.
2. Sets clear goals and gives clear direction to city staff.
3. Adopts city laws and changes them as needed.
4. Determines city policies and sets standards.
2001/02 Goals and Objectives:
1. Transportation — Keep people moving through and within Tigard.
2. Recreation — Develop strategies to provide opportunities for Tigard citizens.
3. Tigard Central Business District Association — Support plans to revitalize the downtown.
4. City Park Master Plan — Implement the plan.
5. Long-Term Water Supply— Secure a supply source.
6. Annexation — Develop a strategy for non-island areas.
7. Affordable Housing — Encourage private sector programs.
8. New Tigard Library Construction Committee — Review reports, provide direction.
9. Citywide Sewer Completion — Develop policy for areas on septic systems.
10.Citizen Involvement— Expand opportunities.
11. 2001 Oregon Legislative Session — Monitor and participate.
Workload Measurements:
1998/99 1999/00 2000/01 2001/02
Population served 37,200 37,760 39,672 42,260
Number of Council meetings 38 36 36 36
Average hours of Council meetings 3.42 3.40 3.50 4.00
Number of ordinances adopted 13 31 30 35
Number of resolutions adopted 55 90 75 75
Effectiveness Measures:
1998/99 1999/00 2000/01 2001/02
Goals for the City of Tigard are N/A N/A 100% 100%
reviewed and updated by
January 31 of each year.
The groundrules that the Council N/A N/A 100% 100%
uses to conduct public meetings
are reviewed and updated each year.
Council takes final action on agenda N/A N/A 95% 95%
items requesting Council action.
A budget for the City of Tigard is N/A N/A 100% 100%
adopted by June 30 of each year.
Budget Highlights
• Includes due and memberships in:
Oregon Mayor's Association $80
League of Oregon Cities:
Annual Dues $13,593
The Center $3,301
Transportation Project $1,942
Amicus $777
Voluntary Vision (Livable Cities) $777
Budget Summary
% Change
FY 99-00 FY 00-01 FY 01-02 from
Actual Adopted Proposed Adopted
FTE 0.0 0.0 0.0 N/A
Personal $38,371 $46,681 $46,716 .1%
Services
Materials & 53,805 66,377 69,182 4.3%
Services
Capital 0 0 0 N/A
Outlay
Total $92,176 $113,058 $115,898 2.5%
2
FY 2001-02 Budget Review
Department: City Administration
Summary
Budget Pages 142 - 159
Includes Mayor & Council, City Management, Human Resources, Network Services, and Risk
Management.
Budget Summary
% Change
FY 99-00 FY 00-01 FY 01-02 from
Actual Adopted Proposed Adopted
FTE 15.50 15.80 19.80 25.4%
Personal $1,064,293 $1,126,402 $1,417,255 25.9%
Services
Materials & 665,325 941,591 998,914 6.1%
Services
Capital 153,444 26,400 8,000 (69.7%)
Outlay
Total $1,883,062 $2,094,393 $2,424,169 15.8%
FY 2001-02 Budget Review
Department: City Administration
Division: City Management
Budget Pages 146 - 148
Department Results Statement:
1 Tigard has a reputation for excellence.
2. City staff communicates clearly with citizens regarding City goals and programs.
3. The City Management Division manages the communication process with all participants
on City goal development.
4. The City Management Division manages the City's business and carries out the Council's
plans and directives by coordinating the work of all City departments and employees.
2001/02 Goals and Objectives:
1. Implement the use of the paperless Council packet, which would make information
electronically available to the Council, public, and staff.
2. Implement a media plan to facilitate increased accurate and timely media coverage of
Tigard programs, events, and accomplishments.
3. Issue a goal guide each month highlighting the progress on a Council goal.
Workload Measurements:
1998/99 1999/00 2000/01 2001/02
Cityscape published each month 12 12 12 12
Tentative agendas maintained and 52 52 52 52
distributed to staff for review
Council goals are monitored and a N/A N/A 4 4
report is issued four times a year
# of special cable broadcasts N/A N/A 1 1
# of community connectors N/A N/A 25 80
Effectiveness Measures:
1998/99 1999/00 2000/01 2001/02
Number of Cityscape articles N/A N/A 90% 100%
describing programs or services
that contain a contact name
for more information or to give
input.
Number of Cityscape issues that N/A N/A 80% 90%
are delivered to residents on or before
the last Saturday of the month.
Total increase in number of N/A N/A 100% 220%
Community Connectors from
last fiscal year.
Increase in number of press releases N/A N/A N/A 75%
that are submitted and then printed
by at least one media source.
Budget Highlights
• No FTE increases
• Includes membership dues for Westside Economic Alliance.
Budget Summary
% Change
FY 99-00 FY 00-01 FY 01-02 from
Actual Adopted Proposed Adopted
FTE 5.50 5.80 5.80 N/A
Personal $392,992 $420,493 $458,672 9.1%
Services
Materials & 70,625 91,902 84,721 (7.9%)
Services
Capital 749 0 0 N/A
Outlay
Total $464,366 $512,395 $543,393 6.1%
2
FY 2001 -02 Budget Review
Division: Human Resources
Budget Pages 149 - 151
Department Results Statement:
1. The City attracts, develops, motivates and retains good employees, with consideration to
economics and effectiveness.
2. The City complies with local, state and federal employment laws.
3. Support and assistance are provided to internal customers.
2001/02 Goals and Objectives:
1. Negotiate new labor agreements for OPEU and TPOA bargaining units.
2. Work with the Finance Department to develop an integrated Human Resources/Finance
Information System.
3. Set up a position control system for recruiting/budget/resource planning.
4. Continue to provide assistance and advice to department managers/supervisors regarding
human resource issues.
5. Enhance use of the Internet and Intranet to attract high quality job candidates and increase
employee communications/education.
6. Update and revise personnel policies, compensation/benefit programs, human resources
procedures and related items as appropriate.
7. Review citywide recruitment issues and succession planning needs forthe next 2-3 years.
8. Develop and present employee recognition programs and events.
9. Transition to a new health insurance plan for the City.
Workload Measurements:
1998/99 1999/00 2000/01 2001/02
Total number of recruitments 80 100 100 70
Total number of applications 2,500 2,600 2,680 1,100
/resumes
Total number of participants in 432 200 225 175
training
Total number of training sessions 28 14 12 8
Total number of FTE citywide 241.52 252.20 253.88 264.30
Performance Measures:
1998/99 1999/00 2000/01 2001/02
% of employees successfully N/A N/A 75% 75%
completing probation
% of employees participating in N/A N/A 35% 40%
City events
% of employees still employed after N/A N/A 65% 70%
2, 3, 4, 5 ,6-8, and over 10 years
Budget Highlights
• .5 FTE increase, existing .5 Senior HR/Telecommunications Analyst moved to a full-time
Senior Human Resources Analyst.
• A 15.7% increase in total budget from last year.
Budget Summary
% Change
FY 99-00 FY 00-01 FY 01-02 from
Actual Adopted Proposed Adopted
FTE 3.5 3.5 4.0 14.3%
Personal
Services $228,925 $237,077 $298,990 26.2%
Materials &
Services 87,237 106,712 98,690 (7.6%)
Capital
Outlay 430 0 0 N/A
Total $316,592 $343,789 $397,680 15.7%
2
FY 2001-02 Budget Review
Division: Risk Management
Budget Pages 155 - 159
Department Results Statement:
1. The City's assets are protected from harm and adverse financial impact.
2. Prompt, effective and efficient services are provided to internal and external customers.
2001/02 Goals and Objectives:
1. Contract Management: Develop a Contract Manual, which will provide clear direction to
staff for contract preparation. This will result in the organization using consistent contract
language, minimizing the need for legal counsel services, and allowing staff to create
contracts in a more time-efficient manner.
2. Health & Safety Programs: Protect employees' health and safety by updating or
implementing the following programs:
➢ Existing Hearing Conservation Program; and
➢ New Ergonomic Program.
3. Leave Coordination Program: Develop a new policy and procedures to better manage
and coordinate all employee leave programs (i.e., Workers Comp, FMLA, ADA, LTD). This
will result in a leave program that is easier to understand and implement.
4. Vision Support— 2001: Monitor and report vision accomplishments to ensure the program
is moving forward in all six target areas and the citizens are aware of the progress.
Workload Measurements: 1998/99 1999/00 2000/01 2001/02
Customer Service
# of risk staff dedicated to risk work 1.08 1.08 1.08 1.08
# of City FTE 241.52 252.20 253.88 264.30
Administration
# of documents reviewed for risk N/A N/A 30 35
transfer or assessment
# of risk assessment consultations N/A N/A 65 100
conducted
Property/Casualty Liability Claims
# of claims 37 63 36 35
# of claims closed 34 59 27 30
# of liability claims closed with no 18 26 13 15
payment
Fleet
# of vehicle accidents 22 32 26 35
# of vehicles totaled 1 2 0 0
# of preventable auto accidents 11 13 14 12
Real Property
Total insured value real property $27,285,850 $28,156,675 $29,027,500 $30,502,735
Worker's Compensation
# of claims processed 31 41 22 37
# lost workdays 95 118 15 52
# of claims resulting in appeal 1 3 1 1
Effectiveness Measures: 1998/99 1999/00 2000/01 2001/02
Customer Service
% of direct customers surveyed N/A N/A N/A 75%
rating risk management services as good or better
Administration
% of contracts out within N/A N/A N/A 70%
24-working hours of request
% of assessments conducted N/A N/A 50% 70%
within 24-working hours of request
Citywide Safety Committee
% of hazards and deficiencies 82% 53% 46% 80%
corrected within 60 days of inspection
Worker's Compensation
Worker's Comp. Experience 0.94 0.97 1.02 0.91
modification factor 1.0 = industry average
Budget Highlights
• No increase in FTE
• An increase of 5.2% in total budget from last fiscal year.
Budget Summary
% Change
FY 99-00 FY 00-01 FY 01-02 from
Actual Adopted Proposed Adopted
FTE 2.0 2.0 2.0 N/A
Personal
Services $128,054 $135,662 $146,636 8.1%
Materials &
Services 218,725 272,400 282,580 3.8%
Capital
Outlay 774 0 0 N/A
Total $347,553 $408,062 $429,216 5.2%
2
FY 2001-02 Budget Review
Division: Network Services
Budget Pages 152 - 154
(This will be on the Budget Committee's agenda for May 14, 2001)
Department Results Statement:
1. Network Services provides fast, reliable communications between staff and the public.
2. The department is responsible for insuring that the public receives the most efficient service
from city staff in the areas of computer, telephone and telecommunications systems.
2001/02 Goals and Objectives:
1. This year we expect to be replacing most of the older computers in the City with newer,
faster models.
2. These newer computers are required for proper operation of the latest software releases in
order to provide the best in service.
3. We will expand televised meetings by including the Intergovernmental Water Board,
Citizen Involvement Team, Police Academy and other meetings held in Town Hall.
Budget Highlights
• Increase of 3.5 FTE:
a) Transferred Police Systems Specialist from Police Department.
b) Added the position of Web Administrator.
c) Increased existing half-time Senior HR/Telecommunications Analyst to full-time Network
Technician.
d) Added one new Network Technician.
• Overall budget increase of 30.8%.
• Funds for new and replacement computers are budgeted centrally in Network Services for
all City departments and programs. Replacement of personal computers follows a four-
year cycle. This represents approximately $145,000 of the total Materials and Services
budget.
• The computer software budget includes the purchase of additional Hansen module licenses
used for maintenance management in Public Works, upgrade of the AutoCAD system used
primarily in Engineering, and software for an additional GIS workstation in Long Range
Planning.
• Funds are budgeted to replace a server in the Library.
Workload Measurements:
1998/99 1999/00 2000/01 2001/02
Number of computers 185 200 225 260
Number of Servers N/A N/A 10 11
Volume of data used by City N/A N/A 50 GB 60 GB
departments
Effectiveness Measures
1998/99 1999/00 2000/01 2001/02
Percentage of Network up-time N/A N/A 98% 99%
Percentage of trouble calls fixed N/A N/A 80% 85%
the first time
Budget Summary
% Change
FY 99-00 FY 00-01 FY 01-02 from
Actual Adopted Proposed Adopted
FTE 4.5 4.5 8.0 77.8%
Personal
Services $275,951 $286,489 $466,241 62.8%
Materials &
Services 234,933 404,200 463,741 14.8%
Capital
Outlay 151,491 26,400 8,000 (69.7%)
Total $662,375 $717,089 $937,982 30.8%
2
FY 2001-02 Budget Review
Department: Non-Departmental
Division: City Attorney
Budget Summary
% Change
FY 99-00 FY 00-01 FY 01-02 from
Actual Adopted Proposed Adopted
FTE 00 0 N/A
Personal $0 $0 $0 N/A
Services
Materials & 33,140 50,000 25,000 (100%)
Services
Capital 0 0 0 N/A
Outlay
Total 1 $33,140 $50,000 1 $25,000 1 (100%)
This budget unit includes those costs associated with the City Attorney that are not directly tied
to a specific program or department.
FY 2001-02 Budget Review
Department: Finance
Budget Pages: 160 -- 176
Budget Summary
% Change
FY 99-00 FY 00-01 FY 01-02 from
Actual Adopted Proposed Adopted
FTE 21.00 23.75 24.80 4.4%
Personal
Services $985,074 $1,191,477 $1,329,420 11.6%
Materials &
Services 320,752 373,503 462,299 23.8%
Capital
Outlay 18,426 0 0 0.0%
Total $1,324,252 $1,564,980 $1,791,719 14.5%
FY 2001-02 Budget Review
Department: Finance
Division: Administration
Budget Pages: 161 -- 163
Department Results Statement:
■ The City builds and maintains a strong financial position.
■ The Finance department contributes to the attainment of the Tigard Vision and supports
Council and departmental operational goals.
2001/02 Goals and Objectives:
■ Develop a catalog of all city fees and charges and develop a process to review these fees
and charges on a regular basis.
■ Enhance support to departments for annual rate reviews and rate setting
■ Provide more active support to departments in dealing with financial issues.
■ Develop citywide capital financing strategy.
■ Update City's cost allocation plan.
■ Enhance Franchise Management by actively reviewing all franchises for compliance and
initiating a regular audit program.
Budget Highlights
■ Overall budget is up by 54.8%
■ Addition of one position to monitor and review City revenues, grants and franchise fees.
■ Materials and Services increase 97.5%. Major additions include:
13 $15,000 for City Attorney costs related to franchise management
$6,645 support costs for the new position (office equipment, computer, travel and
training, etc.)
13 $1,500 (for a total of$7,500) for one or two additional franchise audits
$3,850 for additional printing and advertising costs related to the budget
Workload Measurements:
1998/99 1999/00 2000/01 2001/02
Number of franchise audits 0 0 1 1
Number of funds managed 25 26 26 29
Number of budgetary units (divisions) 35 35 35 35
Number of City franchises 9 9 14 16
Effectiveness Measures:
1998/99 1999/00 2000/01 2001/02
Average return on City investment
pool N/A N/A 6.0% 5.5%
The City's general obligation bond
rating is Al or higher Al Al Al Al
Number of departments rating
Finance Department services as
good or excellent N/A N/A 3 7
Tigard wins the GFOA Distinguished
Budget Presentation Award Yes Yes Yes Yes
Budget Summary
% Change
FY 99-00 FY 00-01 FY 01-02 from
Actual Adopted Proposed Adopted
FTE 1.0 2.0 3.0 50.0%
Personal
Services $85,996 $145,005 $211,029 45.5%
Materials &
Services 17,219 31,460 62,120 97.5%
Capital
Outlay 2,467 0 0 0.0%
Total $105,682 $176,465 $273,149 54.8%
FY 2001-02 Budget Review
Department: Finance
Division: Financial Operations
Budget Pages: 164 -- 167
Department Results Statement:
■ The division contributes to the Finance Department's overall desired result of building and
maintaining a strong financial position for the City.
■ Financial and management reporting to city departments that meets both local budget law
and general governmental accounting standards as well as meeting informational needs of
city programs.
■ Support of city programs and departments in minimizing or reducing the cost of doing
business through effective purchasing and contracting initiatives.
■ Maximize revenue sources to the City.
2001/02 Goals and Objectives:
■ Implement GASB 34 requirements before July 1, 2002.
■ Complete annual audit and issue Comprehensive Annual Financial Report by November
15, 2001.
■ Participate in the City's annual budget process with adoption by the Council before July 1,
2002.
■ Review rates and penalties (business tax and other misc. revenues) and make appropriate
recommendations for change to City Management and Council.
■ Conduct a business process review to improve customer service and identify needed
process improvements.
■ Conduct a biannual review of the City's purchasing rules to remain in compliance with state
laws and revise rules where appropriate.
■ Implement outsourcing of utility billing receipting process.
■ Implement on-line payment option for utility billing customers.
Budget Highlights
■ Overall budget is up by 16.9%
■ Staffing increased by .05 FTE for business tax field reviews (added mid-year FY 2000-01)
■ Materials and services increase 45%. Major elements of this increase include:
11 Outsourcing utility bill receipting -- $25,246
Online utility bill payment -- $8,868 (set up charge waived)
13 Single Audit (federal grant requirement) -- $3,000
• Meter reading equipment and software replacement -- $14,120
• Replacement of worn and outdated desks and chairs (completion of replacement
program) -- $11,164
• Credit card fees due to online bill payment program and fees for City purchasing cards -
$3,750
Workload Measurements:
1998/99 1999/00 2000/01 2001/02
Payroll checks processed 6,100 7,200 7,200 6,800
Accounts Payable checks N/A N/A 7,800 7,956
Check Requests/Invoices Processed N/A 19,200 21,530 20,808
Number of Water Accounts N/A N/A 16,400 15,872
Number of Utility Bills Sent 93,000 96,000 98,300 102,528
Number of Water Meters Sold N/A 450 365 350
Number of Purchase Orders
Processed 985 1,000 1,050 1,071
Number of Business Tax Accounts N/A 2,913 3,366 3,020
Size of Investment Pool (LGIP and 3rd
Party) (Millions) $39.2 $32.0 $35.0 $35.0
Effectiveness Measures:
1998/99 1999/00 2000/01 2001/02
Financial Reports accurate and
released on time N/A N/A 85% 100%
% of Council and departmental
requests for information/analyses
responded to within 1 week N/A N/A 90% 90%
Ratio of current water bills 60 days
past due to total billed N/A N/A 2% 2%
Payroll processing, distribution, and
reporting is accurate and
prepared and released on time N/A N/A 100% 100%
Ratio of nonpayment of Business Tax
to total accounts N/A N/A 2.60% 2.00%
Number of departments rating
Financial Operations division
service as good or excellent N/A N/A 7 7
Receive GFOA Award - CAFR Yes Yes Yes Yes
Budget Summary
% Change
FY 99-00 FY 00-01 FY 01-02 from
Actual Adopted Proposed Adopted
FTE 10.00 10.75 10.80 0.5%
Personal
Services $488,221 $555,295 $610,031 9.9%
Materials &
Services 145,954 137,740 199,839 45.1%
Capital
Outlay 8,965 0 0 0.0%
Total $643,140 $693,035 $809,870 16.9%
FY 2001-02 Budget Review
Department: Finance
Division: Office Services
Budget Pages: 168 -- 170
Department Results Statement:
■ The Office Services section supports Council and departmental operational goals through
mail processing, direction of incoming calls, completing work projects and desktop
publishing services.
■ The City's Internet site is easy to navigate and provides the public with comprehensive
information about the City's function and programs.
■ The public is provided access to city meeting rooms.
2001/02 Goals and Objectives:
■ Coordinate the annual Finance Department customer service survey. Implement changes
to respond to customer concerns or needs.
■ Continue to work with the Web Steering Committee to further the Council task of expanding
the use of the City's web site.
■ Continue to work with City Administration to implement the paperless Council meeting.
■ Conduct customer service survey related to the room reservation process.
■ Provide data entry support for increased traffic citation volume.
Budget Highlights
■ Overall budget is up by 4.2%
■ Staffing levels constant
■ Additional Web support to be provided by Web Architect position in Network Services
budget
■ Materials and Services increases related to postage rate increase
Workload Measurements:
1998/99 1999/00 2000/01 2001/02
Average number of calls per day 525 476 450 520
Average # of work projects per month N/A N/A 75 77
Average number of pieces of mail sent
per month 5,207 6,280 6,600 6,245
Average number of hours spent on
room reservations per month N/A N/A 30 30
Average hours per month spent
developing and maintain the
City's Web site 9 15 20 40
Effectiveness Measures:
1998/99 1999/00 2000/01 2001/02
• of staff rating Office Services
response and accuracy as good
or excellent N/A N/A 89% 90%
• of outside users of City rooms
rating customer service as good
or excellent N/A N/A 80% 90%
• of users that return to the City's
web site for information N/A N/A 30% 40%
Budget Summary
% Change
FY 99-00 FY 00-01 FY 01-02 from
Actual Adopted Proposed Adopted
FTE 4.00 4.00 4.00 0.0%
Personal
Services $160,278 $173,640 $176,819 1.8%
Materials &
Services 93,465 92,505 100,433 8.6%
Capital
Outlay 2,653 0 0 0.0%
Total $256,396 $266,145 $277,252 4.2%
FY 2001-02 Budget Review
Department: Finance
Division: Records
Budget Pages: 171 -- 173
Department Results Statement:
■ The Records section supports Council and departmental operational goals by managing
semi-active and inactive records. Provides staff with access to stored records as need.
■ Provides the public with access to City records in a timely manner.
■ Protects City records, with long-term retention requirements, through microfilming.
■ Litigation support is provided through centralizing the gathering, documenting and providing
of materials for the City to respond to lawsuits.
2001/02 Goals and Objectives:
■ Identify records in the records center that have met retention requirements.
■ Complete bi-annual record destructions.
■ Expand inventory of off-site boxes to the file level.
■ Continue to provide staff training on records issues, file storage and retention.
■ Keep microfilming of records current and archival security film stored with the State
Archivist's office.
Budget Highlights
■ Overall budget is up by 2.7%
■ Staffing levels are constant
Workload Measurements:
1998/99 1999/00 2000/01 2001/02
Number of incoming records entered
in to the file system per month 130 323 183 200
Average length of time required to
provide records 45 min. 63 min. 60 min. 60 min.
Average number of records requests
per month 59 59 70 75
Hours per month spent preparing
records for microfilming and
checking film 30 50 63 60
Cubic feet of records destroyed in
annual destruction 312 150 200 150
Effectiveness Measures:
1998/99 1999/00 2000/01 2001/02
% of requests responded to within one
hour N/A N/A 75% 75%
% of microfilmed records to Archives
for storage N/A N/A 75% 100%
• of records meeting minimum
retention requirements destroyed N/A N/A 60% 70%
• of in-house users rating customer
service as good or excellent N/A N/A 90% 95%
Budget Summary
% Change
FY 99-00 FY 00-01 FY 01-02 from
Actual Adopted Proposed Adopted
FTE 3.00 3.00 3.00 0.0%
Personal
Services $120,120 $134,138 $144,035 7.4%
Materials &
Services 14,518 26,169 20,586 (21.3%)
Capital
Outlay 3,576 0 0 0.0%
Total $138,214 $160,307 $164,621 2.7%
FY 2001 -02 Budget Review
Department: Finance
Division: Municipal Court
Budget Pages: 174 -- 176
Department Results Statement:
■ The Municipal Court section furthers the attainment of the Tigard Vision.
■ Provides local court services for the convenience of the public and police officers.
■ Promotes public safety by processing citations in a fair, efficient and courteous manner.
■ Promotes public appreciation of traffic laws and safe driving on City streets and highways.
• Enforces the provisions of the Tigard Municipal Code relating to nuisance, building-code,
licensing and other violations.
2001/02 Goals and Objectives:
■ Process photo-radar citations in a timely and efficient manner while maintaining a high level
of customer service.
■ Study feasibility of implementing software to allow customers to pay and send
correspondence to the court over the Internet.
■ Hire and train an additional employee to help process the increased caseload resulting
from photo enforcement.
■ Increase court hours to accommodate additional customers. Consider court time outside of
regular business hours.
■ Continue to study feasibility of processing misdemeanor and certain juvenile cases through
Municipal Court.
■ Quickly respond to relevant changes in Oregon law following the 2001 legislative session.
Budget Highlights
■ Overall budget is down by 0.8%
■ Staffing levels are constant (including one position added in FY 2000-01 for photo radar,
but not filled)
Workload Measurements:
1998/99 1999/00 2000/01 2001/02
Number of traffic citations processed 7,653 6,086 5,500 5,500
Number of photo enforcement traffic
citations processed 0 0 4,500 6,000
Number of cases suspended for
failure to pay fine 862 1,200 1,900 1,725
Number of trials per year docketed 877 695 855 1,035
Average fine amount collected $49.00 $60.00 $55.00 $50.00
Effectiveness Measures:
1998/99 1999/00 2000/01 2001/02
% of cases disposed of within 90 days
of issuance of citation N/A N/A 90% 85%
% of assessed fines collected within
30 days of imposition N/A N/A 70% 75%
% of cases suspended for failure to
pay N/A N/A 15% 14%
Budget Summary
% Change
FY 99-00 FY 00-01 FY 01-02 from
Actual Adopted Proposed Adopted
FTE 3.00 4.00 4.00 0.0%
Personal
Services $130,459 $183,399 $187,506 2.2%
Materials &
Services 49,596 85,629 79,321 (7.4%)
Capital
Outlay 765 0 0 0.0%
Total $180,820 $269,028 $266,827 (0.8%)
FY 2001-02 Budget Review
Department: Police
Budget Pages: 62 -- 72
Budget Summary
% Change
FY 99-00 FY 00-01 FY 01-02 from
Actual Adopted Proposed Adopted
FTE 72.0 76.33 75.50 (1.0%)
Personal $4,597,976 $5,256,734 $5,397,516 3.0%
Services
Materials & 933,982 1,290,170 1,331,606 3.0%
Services
Capital 236,238 276,600 262,800 (5.0%)
Outlay
Total $5,768,196 $6,823,504 $6,991,922 2.5%
FY 2001-02 Budget Review
Department: Police
Division: Administration
Budget Pages: 63 -- 65
Department Results Statement:
■ The Administration Division prevents and suppresses crime by providing crime prevention
material/programs to multi-family dwellings and businesses.
■ The Administration Division decreases false alarms through alarm ordinance
administration.
■ The Administration Division has increased police visibility with police substations.
2001/02 Goals and Objectives:
■ Formulate strategic plan for the department.
■ Increase Neighborhood Watch participants.
■ Increase Enhanced Security Properties locations.
■ Accomplish accreditation of the department
■ Improve communications in the department.
■ Implement photo radar.
Budget Highlights
■ Overall division budget is up 7.5%
■ Staffing level is constant
■ Materials and Services are up 7%. Major cost increases includes:
13 City Attorney and labor attorney time -- $5,000
13 Development of a fitness program -- $2,500
13 Repair and maintenance for the donated crime prevention vehicle (Volkswagen) --
$3,000
Replacement of office furniture -- $3,764
Workload Measurements:
1998/99 1999/00 2000/01 2001/02
Number of Reported Accidents 1,179 980 1,120 1,085
Number of Injury Accidents 240 193 247 200
Number of Traffic Citations 7,653 6,086 5,500 10,000
Number of Permits Issued N/A N/A 2,106 3,500
Number of False Alarms N/A 1,500 1,425 1,425
Number of Neighborhood Watch
Groups N/A N/A 75 79
Number of Partnership Agreements N/A N/A 21 42
Part I & 11 Reported Crimes 4,989 5,188 5,400 5,484
Effectiveness Measures:
1998/99 1999/00 2000/01 2001/02
Decrease in Accidents (%) N/A N/A 3% 3%
Decrease in False Alarms (%) N/A N/A 5% 5%
Increase in Reported Community
Issues (%) N/A N/A 0% 3%
Budget Summary
% Change
FY 99-00 FY 00-01 FY 01-02 from
Actual Adopted Proposed Adopted
FTE 3.0 3.0 3.0 0.0%
Personal $222,088
Services $231,160 $247,923 7.0%
Materials & 48,286 .
Services 77,967 87,681 12.5%
Capital 24,999
Outlay 2,700 0 (100.0%)
Total $295,373 $311,827 $335,604 7.5%
FY 2001-02 Budget Review
Department: Police
Division: Operations
Budget Pages: 66 -- 68
Department Results Statement:
The Operations Division:
■ Solves community problems and forms community partnerships to maximize crime-
fighting efforts.
■ Provides rapid responses to priority I calls.
■ Prevents, deters, and suppresses crime.
2001/02 Goals and Objectives:
■ Maintain responses to emergency calls of under four minutes and establish patrol case
clearance statistics.
■ Continue with implementation of Problem Solving/Community Policing.
■ Target crime and traffic problems in the community and deploy resources to solve the
targeted problems.
■ Target and suppress gang activity/crime through enforcement, education, and community
involvement.
■ Continue making requests from crime/utility watch groups a high priority.
■ Refer juvenile offenders to the Tigard Peer Court.
Budget Highlights
■ Overall division budget is up 4.9%
■ Staffing is up one FTE, due to the transfer in of one position from the Support Services
Division
■ Materials and Services are down slightly.
■ The budget includes an estimated payment of$129,000 to the photo radar vendor. This
contract is still under development, so this amount may change.
■ The budget includes costs of restoring the K-9 program. Restoration of this program is
dependent upon resolution of union contract issues arising from this program.
Workload Measurements:
1998/99 1999/00 2000/01 2001/02
# of Community Issues N/A N/A 29 58
# of Community Policing Projects N/A N/A 12 24
# of Partnership Agreements N/A N/A 21 42
# of Calls for Service 30,293 34,212 38,212 39,000
Response Time to Priority I Calls
(Minutes) 2.72 3.60 3.91 4.00
# of Priority I Calls N/A N/A 2,814 2,900
# of Officers per 1,000 Population 1.53 1.51 1.51 1.52
Reported Part I & II Crimes 4,989 5,188 5,400 5,484
# of Directed Patrols N/A N/A 21 42
Effectiveness Measures:
1998/99 1999/00 2000/01 2001/02
Increase in Reported Community
Issues Mediated (%) N/A N/A 5% 5%
Decrease in Repeat Calls to
Community Policing Project (%) N/A N/A 5% 5%
Increase of Partnership Agreements N/A N/A 5% 5%
Response Time to Priority I Calls
(Min.) 2.72 3.60 3.91 <4.00
Compare Part I & II Reported Crime
Year to Year 4,989 5,188 5,400 5,484
Budget Summary
% Change
FY 99-00 FY 00-01 FY 01-02 from
Actual Adopted Proposed Adopted
FTE 44.0 46.50 47.50 2.2%
Personal
Services $2,961,845 $3,303,721 $3,473,301 5.1%
Materials &
Services 288,736 563,108 561,188 (0.3%)
Capital
Outlay 168,822 217,525 251,800 15.8%
Total 1 $3,419,403 $4,084,354 $4,286,289 1 4.9%
FY 2001-02 Budget Review
Department: Police
Division: Support Services
Budget Pages: 69 -- 72
Department Results Statement:
■ Timely and thorough follow-up of criminal investigations.
■ Timely and accurate records entry, filing and retrieval.
■ Timely and accurate processing of training requests and training records.
■ Timely and effective response to request for computer assistance, statistical reports, and
database management.
2001/02 Goals and Objectives:
DETECTIVE UNIT
■ Continue enforcement and investigation emphasis on gang and drug related criminal
activity.
■ Focus on person crimes: homicide, assault, rape, robbery, and child abuse.
■ Prioritize investigations in crimes directed towards the elderly.
■ Maintain high levels of clearance rates of crimes and recovered property.
RECORDS UNIT
■ Update and maintain standard operating procedures manual for the Records Section.
• Maintain the PPDS entry timelines.
■ Insure state records retention schedule rules are complied with.
■ Provide LEDs update training for Records Personnel.
■ Receive additional computer training in Microsoft Word, Excel, and other software
programs.
TRAINING
■ Program and coordinate the in-service mandatory training program.
■ Draft biweekly briefing training bulletins.
■ Conduct career development training to prepare department personnel for the future.
■ Design specialized training for specific work groups.
■ Conduct training needs assessment department-wide to reduce liability, and improve officer
safety.
Budget Highlights
■ Overall division budget is down 2.4%
■ Staffing is down 1.83 FTE due to the transfer of 1 position to the Operations Division and 1
position to the Network Services Division and the budgeting of a grant-funded position for a
full year in FY 2001-02 vs. 10 months in FY 2000-01
■ Proposed budget includes one additional property/evidence clerk to maintain evidence
inventory, storage, and checkout.
■ Materials and Services are up 5.2%
■ Computer support will be provided by the Network Services Division of City Administration
Workload Measurements:
1998/99 1999/00 2000/01 2001/02
# of Cases Assigned for follow-up 421 425 500 440
# of Cases Cleared 248 255 238 264
# of Reports Processed N/A N/A 9,000 9,200
# of Requests for Computer N/A N/A 890 930
Assistance
# of Training Requests Processed N/A N/A 100 105
# of Classes Sponsored N/A N/A 1 3
Effectiveness Measures:
1998/99 1999/00 2000/01 2001/02
Assigned cases cleared (%) N/A N/A >60% >60%
Department rating computer services
as good or excellent (%) N/A N/A >90% >85%
Department rating training support as
good or excellent (%) N/A N/A >80% >85%
Budget Summary
% Change
FY 99-00 FY 00-01 FY 01-.02 from
Actual Adopted Proposed Adopted
FTE 25.0 26.83 25.0 (6.8%)
Personal $1,414,043 $1,721,853 $1,676,292 (2.6%)
Services
Materials & 596,960 649,095 682,737 5.2%
Services
Capital 42,417 56,375 11,000 (80.4%)
Outlay
Total $2,053,420 $2,427,323 $2,370,029 (2.4%)
FY 2001-02 Budget Review
Department: Engineering
Division: Street Lights & Signals
Budget Pages 137 - 139
Department Results Statement:
1. Collector Streets are adequately lit for vehicular and pedestrian safety.
2. Major intersections are upgraded with traffic signal systems for safe and efficient movement
of all modes of transportation.
3. Neighborhood streets are provided adequate lighting in accordance with City policies.
2001/02 Goals and Objectives:
1. Assumption of energy and maintenance costs for new signal system added by the Gaarde
Street extension to Walnut Street.
2. Preparation of the Comprehensive Public Facility Plan for Streetlights.
3. Continuation-of energy and maintenance costs for installed systems.
Budget Highlights
• Increase in budget due to projected utility rate increases expected in the Fall of 2001.
Workload Measurements:
1998/99 1999/00 2000/01 2001/02
New signal systems added N/A 1 2 1
New street lights added N/A 10 60 60
Public facility plan for street lights
completed N/A 50% 100% 100%
Existing steel street lights poles
refurbished N/A 35 35 30
Effectiveness Measures:
1998/99 1999/00 2000/01 2001/02
Level of service improvement N/A N/A Yes Yes
in new signalized intersecetions
Mileage of collector streets with N/A N/A N/A 20%
streetlights as a percentage of
total collector street mileage
Public Facilities Plan for streetlights N/A N/A N/A Yes
completed
Steel streetlight poles refurbished as N/A 35% 70% 100%
a percentage of total number of steel
poles
Budget Summary
% Change
FY 99-00 FY 00-01 FY 01-02 from
Actual Adopted Proposed Adopted
FTE 0 0 0 N/A
Personal
Services 0 0 0 N/A
Materials &
Services 321,098 400,000 485,000 21.3%
Capital
Outlay 0 0 0 N/A
Total $321,098 $400,000 $485,000 21.3%
2
FY 2001-02 Budget Review
Department: CIP
Budget Pages: 181 -- 198
Budget Summary
% Change
FY 99-00 FY 00-01 FY 01-02 from
Actual Adopted Proposed Adopted
City Facilities System $519,473 $584,500 $1,060,000 81.4%
Parks System 236,058 1,664,228 1,012,810 (39.1%)
Sanitary Sewer System 709,183 1,290,000 2,230,000 72.9%
Street System 2,944,338 3,432,298 3,373,000 1.8%
Storm Drainage System 223,882 1,139,000 683,500 (40.0%)
Water System 1,153,215 5,595,000 2,056,000 (63.3°/x)
Total $5,786,149 $13,705,026 $10,415,310 (24.0%)
r
FY 2001-02 Budget Review
Department: CIP
Budget Pages: 181 -- 198
City Facilities Projects (Page 184)
■ Energy Conservation Improvement Program $6,900
■ Replace window at the Water Building lunchroom $5,000
■ Replace carpet at the Water Building auditorium, lunch room
and conference room $12,000
■ HVAC replacement at City Hall (to be reprogrammed for Niche
Projects) $252,600
■ Duct work cleaning at City Hall $10,000
■ Duct work cleaning at Police Department $10,000
■ Install 500 square feet of acoustical tiles at Police Department $1,500
■ ADA public restrooms upgrade at Water Building $10,000
■ Replace gutters at Senior Center $2,000
■ New Library Design and Land Acquisition $750,000
Total $1,060,000
Parks System Projects (Page 185)
■ Fanno Creek Wetland Mitigation Monitoring $5,000
■ Cook Park, Phase 1 $656,774
■ Dog Park $20,000
■ Woodard Park Playground equipment $25,000
■ Park Levy Improvement $10,000
■ Tree Planting $50,000
■ Woodard Park Trail Construction $88,000
■ Fanno Creek Trail Land Acquisition $43,046
Total $1,012,810
Sanitary Sewer System Projects (Page 187)
Bonita Road (at Milton Court) $125,000
Neighborhood and Commercial Area Sewer Extension Programs $2,000,000
Sanitary Sewer Major Maintenance Program $80,000
110th Avenue (at Derry Dell Creek) $25,000
Total $2,230,000
Street System Projects (Page 189)
■ Embedded Crosswalk Lights $40,000
■ Pavement Major Maintenance Program (PMMP) $55,000
■ Traffic Calming Program $25,000
■ 79th Avenue (Design) $12,000
■ Gaarde Street (Phase 2) $1,840,000
■ Burnham Street (Design and Right-of-Way) $300,000
■ 121 st Avenue and Walnut Street (Design and Right-of-Way) $250,000
■ Durham Road Signalization $150,000
■ Greenburg Road Improvements (Washington Square Drive to
Tiedeman Avenue) $310,000
■ Bonita Road Improvements $91,000
■ Preventative Maintenance $100,000
■ Bull Mountain/Roshak Road Intersection $100,000
■ 121 st Avenue/Walnut Street Intersection $40,000
■ 69th. Ave. LID $50,000
■ Dartmouth LID $10,000
Total $3,373,000
Storm Drainage System Projects (Page 194)
■ 118th Court Erosion Control $100,000
■ Walnut Street Storm Drainage Improvements $25,000
■ Storm Drainage. Major Maintenance Program $80,000
■ Storm Drain Pipe Rehabilitation $100,000
■ Ann Court $25,000
■ Summer Lake Improvements $350,000
■ Wetland Mitigation Monitoring (Tiedeman Avenue at Fanno
Creek) $3,500
Total $683,500
Water System Projects (Page 196)
■ Water Line Replacements— SW Walnut Street between SW
122nd and SW 135th Avenue $800,000
■ Meter Replacements $40,000
■ Replacement of defective or malfunctioning 5/8" x 3/4" and 1"
meters $10,000
■ Meter Installations $52,500
■ Water Service Installations $10,000
■ Regulator Installations $20,000
■ Fire Hydrant Installation/Replacement $50,000
■ Line Replacements — SW 150th Avenue from SW Bull
Mountain Road to SW Cabernet Street $171,000
■ Pipeline Extensions — 550 ft. Reservoir Supply Feed from $152,000
Menlor Reservoir site to SW Sunrise Lane
■ 550 ft. Reservoir Supply Feed from SW Sunrise Lane to
proposed Reservoir Site $190,000
■ Water Main Oversizing Program $75,000
■ Beaverton Intertie —West end of SW Barrows Road at SW
Scholls Ferry to SW 160th Ave. $275,000
■ Aquifer Storage and Recovery (ASR) Phase 2 $210,500
Total $2,056,000