05/14/2001 - Packet Tigard Budget Committee 2001
(Note: Items not completed at scheduled meeting will be held over to following meeting.)
May 14, 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
13 Library
Social Services & Community Events
13 Public Works
♦ PW Administration
♦ Parks & Grounds
♦ Sanitary Sewer
♦ Storm Sewer
♦ Fleet Maintenance
♦ Property Management
♦ Water
Community Development
♦ CD Administration
♦ Building Inspection
♦ Current Planning
♦ Long Range Planning
13 Debt Service
13 Other
• State Shared Revenues: Public Hearing
• Public Comment
• Approve Budget
• Process debriefing
• What worked well?
• What did not work?
■ Future Meetings (quarterly schedule)
• Adjourn
(Note: If agenda not completed, items will be carried over to May 21, 2001 meeting)
City of Tigard, Oregon
Revised Budget Committee
Meeting Minutes
May 7, 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, Ron Goodpaster, Margaret
Barnes, and Heather Burris.
Visitor: Martha Bishop.
Call to Order: George Burgess called the meeting to order at 6:32 PM. All members
were present.
Approval of Minutes: The meeting minutes of May 15, 2000 were approved. MSP
The meeting minutes of April 30, 2001 were approved. MSP
Ethics Training: Bill Monahan noted that an Ethics Training will be provided to all
employees as well as volunteers. This training will be held Monday, July 16th , at 7:00
PM in Town Hall. An invitation is extended to all Budget committee members to take
part in this training.
Mayor and City Council: The Mayor and City Council budget is primarily made up of
Personal Services and Contractual Services. Wages have remained the same for this
fiscal year. The last increase for City Council wages occurred in 1999. The City Council
budget reflects an increase of approximately $2,000.00 for this year, primarily due to an
increase in fees, dues and subscriptions, and also travel and training.
Irene Moszer asked why utility costs were so low. Craig Prosser responded that the
utility costs are primarily cellular telephone costs.
City Administration: The City Administration Department is proposing an increase in
FTE's from 15.80 to 19.80. A total of four new positions are proposed.
City Management: Personal Services costs have increased due to the new employees
hired in the last fiscal year and their eligibility for benefits. The budget has built in a
25% increase for medical benefits for this year. Overall, the City Management budget
shows an increase of 9.1% in Personal Services and a 7.9% decrease in Materials and
Services. For this fiscal year, the City Management Division proposes a$30,000
increase.
George Burgess asked what a Community Connector is (as shown in the Effectiveness
Measures). Bill Monahan answered that a Community Connector is a citizen within the
community who makes a commitment to help bring the community together by passing
along information given to them from Liz Newton. Ken Scheckla and George Burgess
made other suggestions on how to better distribute this information to the public.
George Burgess noted that the City Management Division does not show the number of
volunteers or number of volunteer hours in the Effectiveness Measures. Bill Monahan
made a note of this and will be including this information.
Human Resources: The Human Resources Division is proposing an increase of 0.5
FTE's. Currently one staff person works part-time as a Human Resources employee and
part-time as a Network Services employee. This change would allow for a full-time
employee in Human Resources and a full-time employee in Network Services. This
increase is necessary due to the increase of employees in the City of Tigard.
Ken Scheckla asked why the number of applications received this year would be going
down. Bill Monahan responded that this year a lot of the entry level Police Department
positions have been filled as opposed to last year.
Personal Services costs are increasing 26.2% and Materials and Services costs are
decreasing 7.6%. The Human Resources Division is proposing an increase of 15.7%.
Network Services: The Network Services Division is requesting an FTE increase of 3.5
positions. This increase would include the transfer of the Police Systems Specialist from
the Police department, addition of a Web Master, increase of an existing Senior
HR/Telecommunications Analyst to full-time Network Technician, one new Network
Technician, and one Software Support person. This would increase the Network Services
budget 30.8% for the fiscal year.
Jim Griffith asked why utilities increased drastically for this Division. Craig Prosser
responded that in prior years the telephone costs were budgeted under Property
Management. This year, the cost is being transferred to Network Services.
Ken Scheckla asked if there would be enough room in the "Niche"building for the
additional staff. Bill Monahan reported that the training room would be changed to allow
workstations for the new employees.
Risk Management: The Risk Management Division requested no additional FTE's.
Personal Services are up 8.1%. This increase is primarily in Professional and Contractual
Services for additional legal services due to the upgrading of City contracts. Materials
and Services are up 3.8% for an ergonomic workstation. The Risk Management Division
is proposing an increase of 5.2% for the fiscal year.
City Attorney: The actual budget for attorney fees citywide will be approximately
$154,500 for the year, however, that amount is distributed throughout all departments.
The City Attorney has a proposed budget for citywide services of$25,000 for fiscal year
2001/02.
Finance: The Finance Department proposes an increase of 14.5%, and 1.05 FTE
positions. Personal Services are up 11.6% and Materials and Services are up 23.8%.
Finance Administration: The Finance Administration Division would like to achieve
the following goals for this fiscal year: develop a catalog of all city fees and charges and
develop a process to review these fees and charges; enhance the support to Departments
for annual rate reviews and rate settings; provide more active support to Departments in
dealing with financial issues; develop a citywide capital financing strategy; update the
City's cost allocation plan, and enhance franchise management by actively reviewing all
franchises for compliance and initiating a regular audit program. Franchise Fee revenue
makes up 15% of the General Fund.
The overall budget for the Finance Administration Division is up 54.8%. This increase is
due to an increase of one FTE position, City Attorney costs related to franchise
management, and increased advertising and printing costs for the budget document.
Joyce Patton noted that the Effectiveness Measures did not include any statistics in
regards to auditing. Craig Prosser responded that the Effectiveness Measures would be
revised to include this.
Ken Scheckla asked why the travel and training costs have increased. Craig Prosser
responded that costs are up due to the addition of the new position.
Financial Operations: The Financial Operations Division would like to achieve the
following goals for this fiscal year: implement GASB 34 requirements prior to July 1,
2002; complete the annual audit by November 15, 2001; participate in the City's annual
budget process; review rates and penalties; review the options for changing the City's
financial software; and implement outsourcing of the utility billing receipting process.
The overall budget for Financial Operations increases by 16.9% from FY 2000/01. This
includes a small increase in hours for business tax field reviews. Materials and Services
increases 45%. This increase is primarily due to the outsourcing of utility billing
payment, online utility payments, new meter reading equipment and software, credit card
fees for online payments, and replacement of worn office equipment.
Ken Scheckla asked what percentage of utility customers are delinquent. Tom Imdieke
responded that approximately 3% of Tigard customers are delinquent in paying their
water bills. Jim Griffith asked if the Business Tax is the same as a Business License.
Craig Prosser responded that the City of Tigard does not have a Business License, only a
Business Tax. Business Tax revenue is approximately $230,00 a year.
Office Services: The Office Services Section would like to achieve the following goals
for this fiscal year: continue to respond to the Finance Department customer service
survey and implement changes requested by customers; continue to work with the Web
Steering Committee; continue to work towards a paperless City Council; develop and
conduct a room reservation survey; and provide data entry support for increased traffic
citation volume.
The overall budget for Office Services increases by 4.2%. Personal Services will remain
constant with an increase of 1.8% and Materials and Services increases 8.6%. This
increase is due primarily to the increased cost of postage.
Records: The Records Section would like to achieve the following goals for this fiscal
year: identify records that have met retention requirements, complete a bi-annual records
destruction; train staff on records issues, file storage, and retention; and continue
microfilming of records.
The overall budget for Records is up 2.7%. Staffing levels remain constant.
Municipal Court: The Municipal Court Section would like to achieve the following
goals for this fiscal year: study the feasibility of implementing software to allow
customers to pay over the internet; increase court hours to accommodate additional
customers; continue to study feasibility of processing misdemeanor and certain juvenile
cases through Municipal Court; and quickly respond to relevant changes in Oregon law
following the 2001 legislative session.
The overall budget for Municipal Court decreases .8%. Staffing levels are constant with
one vacant position to be filled with the implementation of photo radar.
Police: The Police Department has proposed a 2.5% increase for fiscal year 2001/02.
Staffing levels remain constant, with the transfer of one FTE employee to the Network
Services Division and the addition of one FTE.
The Police Department is comprised of three divisions: Police Administration,
Operations, and Support Services. Every Division supports the Operations Division.
This year the Police Department had added three Workload Measures to reflect more
active involvement in community policing.
Police Administration: The overall budget of the Police Administration Division
increases 7.5%. This increase is due primarily to costs related to accreditation of the
Department, the development of a fitness program, and the photo radar program. The
cost of the photo radar program is expected to be offset by revenue.
Police Operations: The overall budget for the Police Operations Division is up 4.9%.
Staffing has increased one FTE person, due to the transfer of one position from the
Support Services Division. The budget includes an estimated payment of$129,000 to the
photo radar vendor. The Police Operations Division also wants to purchase thermal
imaging equipment. The cost of this equipment is approximately $48,000. The Police
Department is currently seeking a grant to purchase the equipment.
Ken Scheckla asked how long it would take to get the grant. Ron Goodpaster responded
that the process would take approximately three to four months. Joyce Patton asked at
what response time level would priority I calls be considered unacceptable. Ron
Goodpaster responded that four minutes was considered an excellent response time to
priority I calls. Improvement would be needed once the length of time reached five
minutes.
Support Services: The budget for the Police Support Services Division is down
approximately 2.4%. Staffing is down 1.83 FTE due to the transfer of one person to the
Operations Division and one 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
2001/01.
The Support Services Division is requesting the addition of one additional
Property/Evidence Clerk to maintain evidence inventory, storage and checkout. There is
currently only one Property/Evidence Clerk who is responsible for approximately 5,500
pieces of property.
Joyce Patton noted that the Effectiveness Measures included information in regards to
computer services that will no longer be included in the Police Department's budget.
Ron Goodpaster responded that the Effectiveness Measure would be transferred to the
Network Services budget.
Craig Prosser noted that the Police Department's proposed budget would have two
additional changes. The first is a typing error that will reduce the budget by$27,000.
The second is a change in the Police Department's retirement fund that will increase the
budget by $14,000.
Library: Margaret Barnes presented the Budget Committee with the Library's FY
2001/02 proposed budget. Over the last year, the Library incurred five to six staff
changes in both management and general staff. For FY 2001/02, the Library is
requesting a slight increase in staff of 0.7% and a total budget increase for the
Department of 9.8%. The additional staff hours would allow the Library to remain open
later on Friday evenings.
Library Administration: The Library Administration Division increases 14.6%. This
increase is primarily due to the increased cost of postage and office supplies. Staffing
levels remain constant.
Library Readers Services: The Library Readers Services division increases 14.9%, and
staffing is up one FTE person due to the transfer of one position from the Technical
Services Division. Personal Services increases 17.4% due to the additional position and
part-time staff now receiving pro-rated City benefits. Materials and Services increases
9.9%. This increase is primarily due to new workstations for staff and increased funding
for purchasing new books and other materials.
Library Technical Services: The Library Technical Services Division decreases 20.4%
due to the transfer of 1.4 FTE to other divisions.
This Division is responsible for the processing and cataloging of all materials. The
Division is working on a method to perform their tasks in a more timely manner with the
configuration of workstations.
Library Circulation: The Library Circulation Division increases 20.9%. Most of this
increase is due to an increase in Materials and Services. The Library needs to lease a new
check-out machine, and is purchasing a new check-in machine.
George Burgess asked why the population served has decreased over the last year.
Margaret Barnes responded that this number is derived from a formula determined by
WCCLS. George Burgess also asked why the materials checked in per year are greater
than the materials checked out. Margaret Barnes responded that the Library takes in
materials that were checked out from neighboring Libraries.
Debt Service: Tom Imdieke reported that the City of Tigard has very little debt. The
Debt Service is comprised of General Obligation Bonds, Bancroft Bonds and Bond
Anticipation Notes. The final payment of the General Obligation bonds is scheduled for
FY 2003.
Strategic Planning Meeting: Bill Monahan reported that there would be a Strategic
Planning meeting during the City Council session next week, Tuesday, May 15th at
7:30PM. An invitation was extended to the citizen members of the Budget Committee to
attend this meeting.
Public Comment: There was no public comment.
George Burgess recessed the Budget Committee meeting at 9:12 PM.
CITY OF TIGARD
Engineering Department
Shaping A Better Community
MEMORANDUM
CITY OF TIGARD
13125 SW Hall Blvd.
Tigard, OR 97223
Phone 503-639-4171
Fax: 503-624-0752
TO: Budget Committee
Bill Monahan, City Manager
Craig Prosser, Finance Director
FROM: Gus Duenas Til�
City Engineer
DATE: May 14, 2001
SUBJECT: Impact of the Enhanced Right-of-Way Maintenance
on the Pavement Major Maintenance Program
The establishment of the Enhanced Right-of- Nay (ROW) Maintenance Program in the FY 2001-
02 Public Works Budget costs approximat:,ly $172,000. This amount includes three personnel, a
new vehicle, miscellaneous minor equipment, and materials and supplies. The portion of this
proposed program that is chargeable to the State Gas Tax is approximately $111,000. Funding
this program from the State Gas Tax reduces the amount available for the preventative and
corrective maintenance of existing City streets in the FY 2001-02 Capital Improvement Program
(CIP) and fiscal years beyond.
The amount available for the CIP from the State Gas Tax has been steadily decreasing over the
last few years. The amount typically available for the Pavement Major Maintenance Program
(PMMP), Traffic Calming, miscellaneous minor street improvements and traffic studies has
ranged from $500,000 to $800,000. The PMMP takes a major part of the funding. The amount
available dropped to $394,000 in FY 2000-01, and will drop to $132,000 in FY 2001-02. At some
point over the next few years, the State Gas Tax, if not increased by the State Legislature, will no
longer be a viable source of funds for anything other than routine maintenance.
p,.
Council has given direction to proceed with implementation of the Enhanced ROW Program,
directing that the program be introduced as part of the FY 2001-02 budget. In review of the entire
budget package, Council may wish to consider the program under three scenarios:
Funding Through State Gas Tax
After deducting $111,000 from the amount available for the CIP, the sum of$132,000 remains for
the PMMP, traffic calming, embedded crosswalk lights, and miscellaneous other minor work. We
have allocated $55,000 for the PMMP, which is sufficient to do only one major preventative
maintenance project. The forecast for the fiscal years following FY 2001-02 is grim since the
$132,000 now available will most likely decrease as operating costs increase and other equipment
needs surface. Thus, if State Gas Tax funds are used for the program, a major portion of the
available funding would be devoted to right-of-way maintenance, assuming no increase in the gas
tax over the next few years.
Funding Through the General Fund
Absorbing the Enhanced ROW Maintenance Program in the General Fund would detract from
other programs that are already relying on that funding, including development and upgrading of
City facilities. In addition, the overall amount available from the General Fund itself will continue
to decrease each year as operating costs increase and the need to maintain an adequate level of
service persists. Additional General Fund revenues through a local option levy will be needed
soon, whether or not the righ.-of-way maintenance program is funded by this fund. If the program
is funded through the General Fund, the local option levy would be essential even sooner than
anticipated.
Reconsideration of the Program
Council could choose to keen the status quo. The anticipated increase in energy costs this fall
would probably limit the amount that could be made available for the CIP from the gas tax. We
expect the increase in the CIP to be in the $90,000 to $110,000 range. This additional amount
would allow us to do much more to protect our investment in the City's street infrastructure. In
the long term, it would be a stopgap measure while we explore alternative sources of funding for
preventative and corrective maintenance. The downside of keeping the status quo would most
likely be an increase in code enforcement efforts to have homeowners maintain the areas along
their frontages on collectors, and continuing complaints from homeowners who feel that work is
not their responsibility.
I am providing this information so that the full impact of the establishment of the Enhanced ROW
Program can be considered before decisions on the budget are finalized. Ed Wegner and I will be
available to discuss this matter further at the Budget Committee meeting on May 14, 2001.
c: Ed Wegner
I:\Eng\Gus\Word Documents\lrnpact of the Enhanced ROW Maintenance on the PMMP
Enhanced Right-of-Way Program Impact
Page 2 of 2
MEMORANDUM
CITY OF TIGARD, OREGON
TO: Budget Committee Members
FROM: Bill Monahan p'
DATE: May 14, 2001
SUBJECT: Fiscal Year 2001-2002 Proposed Building Improvements
The Public Works Department has proposed a number of building improvements that are
found within the proposed budget on page 184. As I mentioned to the Budget Committee
at the initial meeting of the Committee on April 30, 1 propose to modify my
recommendation.
The HVAC replacement at City Hall, shown as the fourth project under the list of FY 2001-
02 proposed projects, is a large project estimated to cost$252,600. While this is a project
that does require attention, the HVAC replacement in the Niche is needed even more. As
a result, I have modified my recommendation to commit to utilizing the Niche for up to 10
years. Therefore, I recommend replacing the HVAC replacement at City Hall with a series
of improvements to the Niche.
Attached is a memo from Arnie Manzano to Ed Wegner proposing a modified list of
projects totaling $310,100. This is roughly the same amount as is shown on page 184
before adding the new library design and land acquisition. I propose setting aside
$750,000 for costs related to the new library.
Please consider the projects identified in Arnie Manzano's memo in place of the proposed
projects shown on page 184. Staff is aware of the caution provided by Stan Johnson of
Reitmeier Mechanical in his letter of May 9, 2001, where he notes the need to be prepared
to make repairs to the HVAC system at City Hall as the HVAC unit has run its useful life.
Unless some unforeseen circumstances arise, I expect the HVAC replacement for City
Hall will be proposed in the FY 2002-03 budget.
aft
c: Craig Prosser
I:VIDMI13ILLNEMOS1PROPOSED BLDG IMPROVEMENTS 2001-02.DOC
Date: May 9, 2001
To: Ed Wegner, Director of Public Works
Subject: FY01-02 Bldg.&Improvements
Ed:
Per your request,following is a list of items taken from Scheme'B"(except the HVAC Replacement @ CH for
$250,000),and other selected items from Scheme"A"of my April 4, 2001 memorandum.
Items from Scheme "B" (April 4 Memo):
HVAC Replacement @ Niche* $12,000
O/H (Insulated/Security) Door @ Niche* 6,000
Repaint Exterior @ Niche* 4,000
Recarpet Work Areas @ Niche* 13,000
Additional Ceiling Insulation @ Niche* 1,600
Duct Work Cleaning @ PD 10,000
Install 500 SF Acoustical Tiles @ PD 1,500
Replace Carpet @ WB(Auditorium) 12,000
From Scheme"B"Subtotal = $60,100
Items from Scheme "A" (April 4 Memo):
Duct Work Cleaning @ CH 10,000
Energy Conservation/Relighting @ 5C 6,900
Replace Gutter @ SC 2,000
Replace Window @ WB(Kitchen/Lunch Rm.) 5,000
ADA Public Restrooms Upgrade @ WB 10,000
From Scheme"A"Subtotal =$33,900
Building Maintenance Reserve Fund** $216,100
Grand Total= $310,100
*HVAC is about 20 years old, compressor is defective & condensate pan is leaking; O/H door is made of very thin
plastic, which offers zero security; Building exterior needs paint badly: Carpeting is worn out: and Ceiling could use
additional insulation to further conserve energy. Payback period for HVAC Unit is estimated @ less than 10 years &
expected extended useful life of the Niche Building, after all the above improvements are done, is about 10 years.
(Total Niche'Cost = $36.6k)
We all agree that the above items (from Schemes "A" & "B"), are important and should be accomplished in FY01-02.
However, doing so by differing the HVAC Replacement Project @ City Hall for next year could be a very problematic
and risky move. These HVAC Units are obsolete and should they break down unexpectedly, we might not be able to get
parts for them. Most of the dampers are either broken or disabled. The clock/set-back control system is broken and
purposely has been by-passed several years ago, because parts were no longer available to repair it. And should we
decide to modify or replace these HVAC Units, we need time to properly design the whole system, like we did for the
PD HVAC Modification Project.
Recommendation:
**A building Maintenance Reserve Fund must be established and funded -a contingency fund to cover unforeseen needs
or events (e.g. sudden breakdown of HVAC Units @ City Hall,which could occur in the near future, because of age).
If you need additional information,please let me know.
Sincerely,
Jrnie Manzano
Copy to:John Roy
May-10-01 09:52A Keitmeier Mecnanica I 5V3 uuz$ aJia" r v�
Reltmeler
echanical
C.C.B.NO. 63242
• 7051 S.W. SANDBURG ST. • SUITE 400 TIGARD, OREGON 97223-8011 • (503)603-0205 • FAX(503)603-0150 •
May 09, 2001
Mr. Arnie Manzano
City of Tigard
13125 SW Hall Blvd
Tigard, OR 97223
Subject: HVAC Units for City Hall
Dear Arnie:
I have reviewed the HVAC units as requested and have the following information for
you:
1. All(4)units have a 1985 manufacture date code.
2_ The ASHRE life expectancy standard for rooftop package HVAC units is
12 years.
3. Replacement parts are still available with OEM parts or after market parts.
Because of the elevated temperatures within the roofed over well area that contain the
HVAC units, I suspect you have experienced high repair costs. When you replace these
units it would be worth considering removing the roof and either repair the roof leaks or
cover over the well and set the new units outside on the covered over area. The new units
could be the bottom discharge type set on roof curbs.
A budget cost to replace the existing units would be approximately$$0,000, excluding
any work with removing or replacing the roof over the well. To upgrade the control
system to be comparable with what is being installed in the Police HVAC Remodel add
an additional $35,000.
Considering the age of the existing HVAC units we recommend replacing the equipment
as soon as finance allow.
Sincerely,
44t'
Stan Johnson
Cc: John Roy
24 Hour - 7 Day Service
Industrial • Commercial • Service • installation • Maintenance
Controls Heating • Air Conditioning • Refrigeration 0 Boiler
Public Works Management
April 2001
Director
.... ..........
Program
Assistant
Administrative
Staff
Property Utility
Manager Manager
Parks Water
Operations
Streets Water
Quality
Building Sanitary
Maintenance /Storm
Fleet
Public Works Department
July 2001
Staffing impact
■ Change existing request for UW II position in
Parks to Park Manager
■ Utilize proposed .5 FTE budgeted in Water for
maintenance of water sites for Park Manager
■ Shift duties amongst other UW's and contract
out maintenance duties at City Hall and Water
Building ($16,000)
Funding impact
Position Proposed Request
UW 11 40,511
Water .5 FTE 20,674
Proposed Budget Dollars 617185
Manager salary 66,263
Contract services 16,000
Additional funds needed 21 ,078
Public Works Management
July 2001
Director
Program
Assistant
Administrative
Staff
Property ' Park Utility
Manager Manager Manager
Streets Park Water
Maintenance Operations
Building Park Water
Maintenance Planning Quality
Fleet Urban Sanitary
Forester /Storm
Cook Park
Expansion
Park CIP'
Public Works Management
January 2002
Director
Program
Assistant
Assistant Administrative
Director Staff
.. ... ........................... ...........
Field Park
Operations Manager
Manager
Streets Water Parks
Operations
Fleet Water Building
Quality Maintenance
Sanitary
/Storm
Public Works Department
January 2002
Staffing mpact
■ Add Assistant Director Position
■ Eliminate Utility Manager
■ Reclass Property Manager to Field Operations
Manager
Funding impact
■ $7,500 to be budgeted between Water,
Sanitary/Storm, Streets ($1 ,875 per division)
Public Works Management
July 2002
Director
..,. Program
Assistant
Assistant Administrative
Director Staff
Field Park
Operations Manager
Manager
Streets Water Parks
Operations
Fleet Water Building
Quality Maintenance
Sanitary Storm
Public Wo, rks Management
July 2003
Director
Program
Assistant
Assistant Administrative
Director Staff
Park Utility Operations
Manager Manager Manager
Parks Water Water Streets
Operations Quality
Sanitary Storm Fleet
Building
Maintenance
a
MEMORANDUM
TO: City of Tigard4" inancedget Committee
FROM: Craig Prosse Director
RE: Amendments to FY 2001-02 Proposed Budget
DATE: May 9, 2001
Capital Improvement Projects Amendments
The FY 2001-02 Proposed Budget contains estimated amounts in various funds for
Capital Improvement Projects (CIPs). Because of the schedules currently followed by
the City for the preparation of the CIP and the Proposed Budget, CIP amounts in the
budget are estimates only. Minor changes are often necessary because projects will
not be completed by the end of the fiscal year and funds need to be carried over to
cover the actual expenditures at the time they occur.
City Engineer Gus Duenas will present a brief discussion of the preliminary CIP at the
May 14 meeting of the Budget Committee. The preliminary CIP will be presented to the
Planning Commission for their approval on May 21. The changes identified in this
memo are needed to accommodate the preliminary CIP.
1. General Fund - Police HVAC Project - $100,000
Increase the Beginning Fund Balance by $100,000 and increase CIP funding by the
same amount. Although this project is underway, staff is projecting that the final
billings for the project will not be received until after July 1, 2001.
2. Water Quality/Quantity Fund - Washington Square Pretreatment - $50,000
Increase the Beginning Fund Balance by $50,000 and increase CIP funding by the
same amount. This project was authorized in FY 2000-01 but will not be
implemented until FY 2001-02.
3. Storm Sewer Fund - Storm Drainage Analysis - Washington Square Plan
Implementation Study - $12,000
Increase the Beginning Fund Balance by $12,000 and increase CIP funding by the
same amount. This project was authorized in FY 2000-01 but will not be
implemented until FY 2001-02.
Operating Budget Adjustments
Since the publication of the FY 2001-02 Proposed Budget, staff has identified several
changes that should be made the operating budget prior to final approval by the Budget
Committee. These changes are explained below:
1. Library Grants - $14,100
The Library anticipates receiving three grants during next fiscal year. They are:
a) Live at the Library Grant in the amount of$2,000 that requires a General Fund
match of$1,000. This grant promotes adult reading programs by bringing
authors and speakers to the library for individual presentations.
b) Ready to Read Grant in the amount of$8,100. This grant awarded by the
Oregon State Library Association provides funds for programs and workshops for
concerned parents of preschool, school aged children, and teenage/young adults
that address common issues.
c) Regional Arts and Culture Council (RACC) Grant in the amount of$1,500. The
grants provided by RACC to Washington County libraries provide performances
geared for audiences ranging from children to adults. This grant requires a
General Fund match of$1,500.
2. Police Department - PERS Rate Adjustment - $14,222
As explained at the May 7 Budget Committee meeting, this adjustment is necessary
based on the most recent rate information provided by PERS.
3. Police Department - Reduce Materials and Services by $27,000
This adjustment needs to be made as a result of a typographical error in the
Proposed Budget.
4. Street Maintenance - Street Sweeper Contract - $25,580
The proposed budget was calculated on the basis of 6 street sweepings per year.
The actual number of sweepings is 12. This adjustment provides the funds to pay
for the correct number of sweeps.
5. City Management - Rotary Dues - $200
The dues for the City Manager were inadvertently not included in the Proposed
Budget. This is a technical adjustment to correct the oversight.
6. City Management - Election Costs for the Library - $5,000
This amendment would provide funds to cover the expenses of an election if the City
Council decides to ask voter approval for the issuance of bonds to pay for the
construction of a new library.
7. Mayor and Council - National League of Cities Dues - $3,013
The membership fee for the National League of Cities will now be based on the 2000
census data. Given the increase in the City's population, the dues are based on the
population range of 40,001-50,000.
8. Public Works - Reorganization
The Department Director will present proposed department reorganization to the
Budget Committee. Adjustments required to implement this reorganization will be
presented in a separate memo that evening.
9. Social Services and Community Events - Tualatin Valley Community Band
The band had originally requested an additional $500 to cover additional insurance
costs that they incur. The most recent quote from their carrier requires an additional
$100 for next fiscal year.
The attached chart reflects the adjustments to the Proposed Budget that would be
necessary to incorporate the changes as presented in this memo.
cc: Bill Monahan, City Manager
City of Tigard
FY 2001-02 Proposed Budget
Amendments
May 14,2001
General Fund Storm Sewer Water Quality/Quantity Central Services Fund State Gas Tax County Gas Tax
Proposed Change Revised Proposed I Change I Revised Proposed Change I Revised Proposed Change Revised Proposed Change I Revised Proposedl Change I Revised
Resources
Beginning Balance $5,982,150 $100,000 $6,082,150 $948,638 $12,000 $960,638 $1,099,297 $50,000 $1,149,297 $0 $0 $0 $149,452 $0 $149,452 $37,068 $0 $37,068
Transfers In 2,313,423 25,580 2,339,003 0 0 0 0 0 0 4,396,903 0 4,396,903 0 0 0 0 0 0
Federal Grants 97,860 2,000 99,860 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
State Grants 7,778 1,822 9,600 0 0 0 0 0 0 0 0 0 0 0 0
All Other Revenues 14,498,487 0 14,498,487 1,515,060 0 1,515,060 156,900 0 156,900 0 0 0 1,681,288 0 1,681,288 176,580 0 176,580
Total Resources $22,899,698 $129,402 $23,029,100 $2,463,698 $12,000 $2,475,698 $1,256,197 $50,000 $1,306,197 $4,396,903 $0 $4,396,903 $1,830,740 $0 $1,830,740 $213,648 $0 $213,648
Requirements
Community Services $9,068,891 $1,422 $9,070,313 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0
Public Works 2,548,149 25,580 2,573,729 458,891 0 458,891 0 0 0 0 0 0 0 0 0 0 0 0
Development Services 2,532,431 2,532,431 0 0 0 0 0 0 0 0 0 485,000 0 485,000 0 0 0
Policy and Administration 382,725 3,013 385,738 0 0 0 0 0 0 3,833,163 5,200 3,838,363 0 0 0 0 0 0
General Government 0 0 0 0 0 0 0 0 25,000 0 25,000 0 0 0 0 0 0
Total Operating 14,532,196 30,015 14,562,211 458,891 0 458,891 0 0 0 3,858,163 5,200 3,863,363 485,000 0 485,000 0 0 0
Capital Improvements 310,000 100,000 410,000 330,000 12,000 342,000 353,500 50,000 403,500 0 0 0 132,000 0 132,000 0 0 0
Transfers Out 3,622,584 0 3,622,584 501,141 4,860 506,001 1,156 0 1,156 95,840 0 95,840 1,143,101 16,627 1,159,728 203,640 4,093 207,733
Contingency 1,000,000 0 1,000,000 182,000 (4,860) 177,140 53,000 0 53,000 192,900
(5,200) 187,700 19,800 0 19,800 10,000 (4,085) 5,915
Debt Service&Other 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total Budget $19,464,780 $130,015 $19,594,795 $1,472,032 $12,000 $1,484,032 $407,656 $50,000 $457,656 $4,146,903 $0 $4,146,903 $1,779,901 $16,627 $1,796,528 $213,640 $8 $213,648
Ending Balance 3,434,918 (613) 3,434,305 991,666 0 991,666 848,541 0 848,541 250,000 0 250,000 50,839 (16,627) 34,212 8 (8) 0
Total Requirements $22,899,698 $129,402 $23,029,122J $2,463,698 $12,000 $2,475,698 $1,256,197 $50,000 $1,306,197 $4,396,903 $0 $4,396,903 $1,830,740 $0 $1,830,740 1$213,648 $0 $213,648
FY 2001-02 Budget Review
Department: Library
Budget Pages: 73 -- 87
Budget Summary
% Change
FY 99-00 FY 00-01 FY 01-02 from
Actual Adopted Proposed Adopted
FTE 29.70 30.00 30.20 0.7%
Personal
Services $1,259,422 $1,446,746 $1,575,378 8.9%
Materials &
Services 304,363 330,074 367,246 11.3%
Capital
Outlay 18,324 0 8,995 NA
Total $1,582,109 $1,776,820 $1,951,619 9.8%
FY 2001-02 Budget Review
Department: Library
Division: Administration
Budget Pages: 74 -- 76
Department Results Statement:
■ The Library meets the information, educational, and cultural needs of the community.
■ The Library has space and funding to provide adequate programs and services to the
community.
■ The Tigard community has a high degree of awareness of Library programs and services.
■ Internal and external customers receive accurate and timely service.
2001/02 Goals and Objectives:
■ Working with the Library Foundation to implement a capital campaign to raise money for a
new library.
■ Actively promote the Library's program and services through print and electronic media.
■ Begin the implementation of the activities outlined in the Five-Year Strategic Plan.
■ Continue to promote and provide access to new technologies.
■ Continue to strengthen the relationship with the school district.
• Continue to expand volunteer opportunities to contributing to the library's services and
efficiency.
Budget Highlights
■ Overall division budget is up 14.6%
■ Staffing level is constant
■ Personal Services increase due to filling vacant Library Director position
• Materials and Services are up 7.1%. Major element of increase is postage for overdue notices.
In FY 2000-01 these notices would go out electronically through WCCLS. That has not
happened.
Workload Measurements:
1998/99 1999/00 2000/01 2001/02
Population Served 49,043 50,220 50,600 47,778
% of Population Registered 74% 75% 76% 75%
Annual Visits 245,165 232,000 240,120 252,126
Volunteer Hours Per Year 10,911 12,000 12,750 14,400
Value of Volunteer Hours $113,256 $127,680 $139,051 $150,000
Effectiveness Measures:
1998/99 1999/00 2000/01 2001/02
Refer to the specific divisions within
the Library
Budget Summary
% Change
FY 99-00 FY 00-01 FY 01-02 from
Actual Adopted Proposed Adopted
FTE 2.50 2.70 2.70 0.0%
Personal
Services $148,811 $158,631 $185,178 16.7%
Materials &
Services 40,459 44,478 47,629 7.1%
Capital
Outlay 5,024 0 0 0.0%
Total $194,294 $203,109 $232,807 14.6%
FY 2001-02 Budget Review
Department: Library
Division: Readers' Services
Budget Pages: 77 -- 81
Department Results Statement:
• Patrons will receive accurate, effective and personable reference service.
■ Patrons will have assistance in the basic use of library materials in all formats, including
electronic resources.
■ Patrons will have access to materials at the Library that reflect their needs and interests.
■ Patrons will have access to programs at the Library that address their interests.
■ Patrons will find current resources and services, addressing their entrepreneurial interests,
investments and the changing business environment.
■ Patrons will have access to an array of resources and services that address their career
needs in a changing work environment.
2001/02 Goals and Objectives:
■ Develop new ways to promote Library resources and programs so all patrons, including
those whose primary language is not English, become more aware of Library offerings.
■ Develop and enhance the Library's web page.
■ Assess the Adult Fiction and Juvenile Non-Fiction Collections for range of coverage to
address patron demand.
■ Expand resources in the Career and Education collection by including materials in multiple
formats.
■ Enhance computer resources for children, adding more educational software to build basic
computer skills on in-house computers.
■ Increase the number of programs for adults that are offered through the year.
■ Establish links to financial resources on the Library's web page.
■ Establish links to small business management resources on the Library's web page.
Budget Highlights
■ Overall division budget is up 14.9%
■ Staffing is up 1 FTE due to the transfer of 1 position from Technical Services Division
■ Personal Services increases include a reallocation of hours of part-time staff to improve
scheduling. Regular part-time staff now receive pro-rated City benefits.
■ Materials and Services are up 9.9%. major elements of this increase include:
El New work stations for staff-- $6,827
El Increased funding for purchases of books and other materials -- $15,763
Workload Measurements:
1998/99 1999/00 2000/01 2001/02
Population Served 49,043 49,800 50,600 47,778
Reference Questions Answered 43,264 41,000 40,000 37,000
Interlibrary Loans 56,616 59,500 60,000 77,000
Storytime Programs 167 196 196 165
Attendance at Storytime Programs 4,766 5,684 5,684 4,700
Children's Special Programs 46 46 46 45
Attendance at Children's Special 4,783 4,800 4,900 4,000
Programs
Participants in Summer Reading: 1,080 1,100 1,100 1,375
Children 860 860 860 1,100
Young Adults 220 240 240 275
Young Adults Programs 105 105 105 95
Attendance at Young Adults Programs 1,022 1,100 1,200 1,700
Adult Special Programs 36 25 25 36
Attendance at Adult Special Programs 1,039 750 750 1,000
Computer Classes 130 65 65 200
Attendance at Computer Classes 340 340 340 600
Internet Use 19,078 22,000 25,000 42,000
Effectiveness Measures:
1998/99 1999/00 2000/01 2001/02
Patrons Who Rate Reference Service N/A N/A N/A 80%
as Good or Excellent (%)
Computer Users Who Rate the N/A N/A N/A 80%
Availability of Internet Computers
as Good or Excellent (%)
Computer Users Who Rate the N/A N/A N/A 80%
Availability of Word Processing
Computers in the Library as
Good or Excellent (%)
People Taking Computer Resource N/A N/A N/A 80%
Classes at the Library Who Feel
Their Skills Improved as a Result
of that Class
Patrons Surveyed Who Were Satisfied N/A NIA N/A 80%
with Materials Available at the
Library
Budget Summary
% Change
FY 99-00 FY 00-01 FY 01-02 from
Actual Adopted Proposed Adopted
FTE 9.60 9.60 10.60 10.4%
Personal
Services $477,802 $501,343 $588,535 17.4%
Materials &
Services 238,007 252,731 277,791 9.9%
Capital
Outlay 9,441 0 0 0.0%
Total $725,250 $754,074 $866,326 14.9%
FY 2001-02 Budget Review
Department: Library
Division: Technical Services
Budget Pages: 82 -- 84
Department Results Statement:
■ Library materials are made available quickly and efficiently.
■ Library materials are easily accessible through useful and accurate cataloging and
processing.
2001/02 Goals and Objectives:
■ Reduce cataloging backlog to no more than 4 weeks.
■ Centralize ordering of new materials through the automated acquisitions system.
■ Decrease average number of days for placing orders by 25%.
■ Implement Polaris serials and/or standing order functions.
■ Document procedures and policies of Technical Services, including acquisitions,
processing, and cataloging.
Budget Highlights
■ Overall division budget is down 20.4%
■ Staffing is down 1.4 FTE due to the transfer of 1 position to readers' Services Division and
the reallocation of regular part-time staff to other divisions
■ Materials and Services are down 2.4%
Workload Measurements:
1998/99 1999/00 2000/01 2001/02
Orders Placed N/A N/A 12,500 13,000
Orders Received 10,811 11,473 11,500 13,000
New Titles Added to Catalog N/A N/A 6,700 7,000
New Items Added(includes periodicals 13,854 16,698 16,600 16,000
and donations)
Materials Withdrawn 10,298 11,000 11,500 13,000
Effectiveness Measures
1998/99 1999/00 2000/01 2001/02
Average # of days between orders
being submitted and being
placed N/A N/A 20 15
Average # of days between order
being received and item being
ready for circulation N/A N/A 65 30
% of staff rating services provided by
Technical Services as good or
excellent N/A N/A 82% 90%
Budget Summary
% Change
FY 99-00 FY 00-01 FY 01-02 from
Actual Adopted Proposed Adopted
FTE 6.50 6.60 5.20 (21.2%)
Personal
Services $235,562 $312,037 $244,233 (21.7%)
Materials &
Services 16,477 22,596 22,063 (2.4%)
Capital
Outlay 2,792 0 0 0.0%
Total $254,831 $334,633 $266,296 (20.4%)
FY 2001-02 Budget Review
Department: Library
Division: Circulation
Budget Pages: 85 -- 87
Department Results Statement:
■ Patrons receive library materials in a timely manner.
■ Patrons are self-sufficient in using the library.
■ Patrons are aware of library programs and activities.
2001/02 Goals and Objectives:
■ Continue to increase patron self-sufficiency by providing good self-checkout service and
staff support for learning how to use this machine.
■ Actively participate in promotion and implementation of library programs.
■ Implement improvements in check-in area to increase efficiency.
■ Continue to work to retain Circulation staff through better training and enhanced shifts.
Budget Highlights
■ Overall division budget is up 20.9%
■ Staffing increases due to the addition of .2 FTE to bring a Circulation Supervisor position to
full-time to allow Friday evening open hours, and the reallocation of part-time staff hours
■ Personal Services increases include a reallocation of hours of part-time staff to improve
scheduling. Regular part-time staff now receive pro-rated City benefits.
■ Materials and Services increase 92.5%. This increase is due to the addition of$10,476 for
the first year of a three-year lease of a new self-checkout machine.
■ Capital outlay includes a new workstation for the Circulation area.
Workload Measurements:
1998/99 1999/00 2000/01 2001/02
Materials checked out per year 577,108 625,000 670;000 655,000
Materials checked in per year 625,000 787,000 871,000 812,000
Materials checked out per week on N/A N/A 1,600 1,260
self checkout
Materials shelved per week N/A 14,454 14,400 15,600
Library cards issued per week N/A 66 74 77
Effectiveness Measures
1998/99 1999/00 2000/01 2001/02
Materials checked out on self
checkout machine (%) N/A N/A 4% 15%
Materials returned to shelf within 24
hours (%) N/A N/A 25% 30%
New library cards entered into
computer error free (%) N/A N/A 80% 85%
Customers served at circulation desk
within 5 minutes (%) N/A N/A 70% 73%
Budget Summary
% Change
FY 99-00 FY 00-01 FY 01-02 from
Actual Adopted Proposed Adopted
FTE 11.10 11.10 11.70 5.4%
Personal
Services $397,247 $474,735 $557,432 17.4%
Materials &
Services 9,420 10,269 19,763 92.5%
CIP (if
applicable) 1,067 0 8,995 NA
Total $407,734 $485,004 $586,190 20.9%
FY 2001-02 Budget Review
Department: Public Works
Budget Pages: 89 -- 114
Budget Summary
% Change
FY 99-00 FY 00-01 FY 01-02 from
Actual Adopted Proposed Adopted
FTE 64.00 64.00 67.50 5.5%
Personal
Services $3,044,816 $3,540,200 $3,830,352 8.2%
Materials &
Services 4,802,728 4,464,525 4,382,129 (1.8%)
Capital
Outlay 356,482 797,300 260,150 (67.4%)
Total $8,204,026 $8,802,025 $8,472,631 (3.7%)
Department Director Ed Wegner will discuss a departmental reorganization with the budget
committee. This reorganization will require some changes in the proposed budget
FY 2001-02 Budget Review
Department: Public Works
Division: Administration
Budget Pages: 91 -- 93
Department Results Statement:
■ Leadership and management are provided to the Public Works Department in support of
the City's strategic plans/objectives.
■ Citizen groups are trained under the City's Emergency Management Plan to be self
sufficient for 72 hours following an emergency.
■ City staff is trained to support the City's Emergency Operations Center.
2001/02 Goals and Objectives:
■ Provide staff support and resources to enable each division to meet its objectives.
■ Oversee the preparation and implementation of division's budgets.
■ City's Emergency Management Plan will include training of staff to effectively operate the
Emergency Operations Center, as well as train citizen groups to be self sufficient for 72-
hour emergency preparedness.
Workload Measurements:
1998/99 1999/00 2000/01 2001/02
Number of city employees trained in
Emergency Management N/A N/A 50 25
Training sessions provided to citizens
in 72 hr. preparedness N/A N/A 1 2
Effectiveness Measures:
1998/99 1999/00 2000/01 2001/02
# of employees certified in emergency
management ' N/A N/A 25 25
# of citizens trained in 72 hour
preparedness N/A N/A 50 20
Budget Highlights:
■ Overall division budget is up 10.3%
■ Staffing levels are constant
■ Materials and Services are up 21%. Major budget increases include:
El Increased maintenance costs for software programs (Hansen, park reservations, and
training management)
$6,880 for additional training, particularly on various software programs used by the
department.
Budget Summary
% Change
FY 99-00 FY 00-01 FY 01-02 from
Actual Adopted Proposed Adopted
FTE 6.00 6.00 6.00 0.0&
Personal
Services $263,973 $323,229 $350,036 8.3%
Materials &
Services 42,892 60,410 73,105 21.0%
Capital
Outlay 26,996 0 0 0.0%
Total $333,861 $383,639 $423,141 10.3%
FY 2001-02 Budget Review
Department: Public Works
Division: Parks and Grounds
Budget Pages: 94 -- 96
Department Results Statement:
The Parks/Grounds division is on a maintenance and renovation schedule that is improving
park facilities and grounds. Improvements to park facilities have resulted in increased use.
2001/02 Goals and Objectives:
■ Increase field availability.
■ Upgrade maintenance schedule of park facilities and city properties.
■ Provide facilities for a clean, safe balloon festival.
■ Expand the urban forestry program including increased tree plantings and the hazardous
tree evaluations.
■ Use volunteers on city properties to augment existing staff and budget resources.
■ Continue the program to repair and upgrade the pedestrian paths.
■ Continue implementation of Cook Park Master Plan and monitoring of wetlands.
Workload Measurements:
1998/99 1999/00 2000/01 2001/02
# of Playground equipment
inspected/repaired weekly 8 8 8 10
# of Soccerfields renovated three
times per year 3 3 5 5
# of shelters that are cleaned daily
and available for use 3 3 5 6
Miles of pedestrian paths inspected
and maintained weekly 8 8 8 9
Miles of soft trails renovated yearly 2 2 2 3
# of restrooms cleaned daily during
season of use 14 14 14 26
Acres of park land 141 154 161 161
Acres of greenway 127 133 126 136
Effectiveness Measures:
1998/99 1999/00 2000/01 2001/02
Playgrounds that meet ASTM
standards (%) N/A N/A 50% 67%
Playable/available soccer fields with
an 190 day standard (%) N/A N/A 75% 85%
Playable/available baseball fields (%) N/A N/A 75% 85%
Park picnic shelters utilized daily
during peak season (%) N/A N/A 75% 75%
Paths requiring replacement (%) N/A N/A 15% 13%
Soft trails renovated yearly (%) N/A N/A 95% 100%
# of complaints regarding facilities N/A N/A 10 8
Budget Highlights:
■ Overall division budget is up 5.6%
■ Proposed budget includes one new position for parks and grounds maintenance
■ Materials and Services are up 13.6%. Major budget increase is $33,000 for recycled water
for irrigation of Cook Park (purchased from the Unified Sewerage Agency)
Budget Summary
% Change
FY 99-00 FY 00-01 FY 01-02 from
Actual Adopted Proposed Adopted
FTE 9.50 9.50 10.50 10.5%
Personal
Services $489,352 $561,658 $623,531 11.0%
Materials &
Services 255,413 201,547 228,868 13.6%
Capital
Outlay 111,952 182,200 145,500 (20.1%)
Total $856,717 $945,405 $997,899 5.6%
i
FY 2001-02 Budget Review
Department: Public Works
Division: Sanitary Sewer
Budget Pages: 97 -- 99
Department Results Statement:
Tigard provides a safe and reliable wastewater system that meets or exceeds all regulatory
standards.
2001/02 Goals and Objectives:
■ Maintenance programs are performed in accordance to USA recommended standards.
■ Maintain an accurate mapping and database management system.
■ Make a decision regarding implementation of proposed USA Service Area Contract.
Workload Measurements:
1998/99 1999/00 2000/01 2001/02
Footages cleaned annually 327,699 497,790 240,000 245,000
Footages inspected annually 117,479 153,406 104,000 105,000
Manholes sealed annually 0 0 10 10
Off road manholes lowered to grade N/A N/A 5 5
Effectiveness Measures:
1998/99 1999/00 2000/01 2001/02
Percent of sanitary collector system
cleaned each year 45% 69% 34% 34%
Percent of sanitary collector system
video inspected each year 14% 21% 15% 15%
Number of blockages related to lack of
maintenance N/A N/A 2 1
% of internal/external customer
requests responded to within 24
hours N/A N/A 75% 80%
Budget Highlights:
■ Overall division budget is down 22.7%%
■ Staffing levels are constant
■ Materials and Services are down 6.4%.
• Capital Outlay is down 98.4%. The FY 2000-01 budget included one half the cost of a
vactor (shared with the Storm Sewer Division). This was a once-every-ten-years purchase.
Budget Summary
% Change
FY 99-00 FY 00-01 FY 01-02 from
Actual Adopted Proposed Adopted
FTE 7.00 7.00 7.00 0.0%
Personal
Services $335,446 $376,252 $379,825 0.9%
Materials &
Services 66,897 83,150 80,285 (6.4%)
Capital
Outlay 24,383 139,000 2,250 (98.4%)
Total $426,726 $598,402 $462,360 (22.7%)
FY 2001-02 Budget Review
Department: Public Works
Division: Storm Sewer
Budget Pages: 100 -- 102
Department Results Statement:
Tigard provides a safe and reliable storm water system that meets or exceeds all regulatory
standards.
2001/02 Goals and Objectives:
■ Enhance our Adopt-a-Stream program to include stream plantings, fish passage and
expanded volunteer opportunities.
■ Maintain an accurate mapping and database management system.
■ Make decisions regarding implementation of proposed USA Service Area Contract.
■ Analyze and recommend options regarding handling and disposal of our storm line cleaning
debris.
Workload Measurements:
1998/99 1999/00 2000/01 2001/02
Footages video inspected annually 91,722 90,367 64,000 65,000
Footages cleaned annually 130,246 212,909 150,000 155,000
Catch basins cleaned annually 3,575 3,551 3,200 3,300
Water quality manholes cleaned twice
annually N/A N/A 20 23
Water quality facilities maintained 24 29 33 35
Effectiveness Measures:
1998/99 1999/00 2000/01 2001/02
Percentage of surface water system 29% 38% 25% 25%
video inspected every year
Percentage of the surface water 28% 16% 13% 13%
system cleaned every year
Percent of internal and external N/A N/A 75% 80%
customers responded to within
24 hours
Budget Highlights:
■ Overall division budget is down 23.1%%
■ Staffing levels are constant
■ Materials and Services are down 18.6% due to an adjustment in the cost of repair and
maintenance of vehicles and due to the list of small tools t be purchased in FY 2001-02
■ Capital Outlay is down 98.4%. The FY 2000-01 budget included one half the cost of a
vactor (shared with the Sanitary Sewer Division). This was a once-every-ten-years
purchase.
Budget Summary
% Change
FY 99-00 FY 00-01 FY 01-02 from
Actual Adopted Proposed Adopted
FTE 7.00 7.00 7.00 0.0%
Personal
Services $326,899 $348,905 $367,690 5.4%
Materials &
Services 109,273 109,210 88,951 (18.6%)
Capital
Outlay 2,199 139,000 2,250 (98.4%)
Total $438,371 $597,115 $458,891 (23.1%)
FY 2001-02 Budget Review
Department: Public Works
Division: Street Maintenance
Budget Pages: 103 -- 105
Department Results Statement:
Tigard has a safe and reliable street system.
2001/02 Goals and Objectives:
■ Perform 60 dig out repairs.
■ Crack seal 180,000 lineal feet of cracks on city streets.
■ Continue to trim street trees and around streetlights to provide improved visual clearance
and vehicle safety.
■ Perform roadside mowing.
■ Implement the Enhanced Right of Way program along major collectors in areas zoned
residential.
■ Complete the data collection for the Hansen Maintenance Management System.
■ Continue to install hot plastic on the 5-year cycle of street marking.
■ Continue to install speed humps as per Council goal.
Workload Measurements:
1998/99 1999/00 2000/01 2001/02
Crack sealing completed annually 104,025 122,692 150,000 180,000
Lane miles maintained in the
performance of street tree
trimming program N/A N/A 262 268
Miles of street right of ways
maintained at city standards N/A N/A 44 45
Effectiveness Measures:
1998/99 1999/00 2000/01 2001/02
• of streets being maintained at city N/A N/A 33% 34%
maintenance standards
• of major collectors maintained at an N/A N/A 33% 34%
increased level as set by Council
Budget Highlights;
■ Overall division budget is nearly constant
■ The proposed budget includes one new position and the reprogramming of two existing
positions for an enhanced right-of-way maintenance program.
■ Total cost of the enhanced right-of-way maintenance program is $171,940
■ Materials and Services are down 3.7% due to deletion of materials for repair of roads within
the urban services area. (The City discontinued road repair services in this area after
adoption of the FY 2000-01 budget.)
■ Capital Outlay is down 41.2% due to periodic equipment purchases budgeted in FY 2000-
01.
Budget Summary
% Change
FY 98-99 FY 99-00 FY 00-01 from
Actual Adopted Proposed Adopted
FTE 11.50 11.50 12.50 8.7%
Personal
Services $571,797 $697,871 $742,737 6.4%
Materials &
Services 289,760 $352,992 $339,872 (3.7%)
Capital
Outlay 53,264 75,700 44,500 (41.2%)
Total $914,821 $1,126,563 $1,127,109 0.0%
FY 2001-02 Budget Review
Department: Public Works
Division: Fleet Maintenance
Budget Pages: 106 -- 108
Department Results Statement:
The City of Tigard has a safe and reliable fleet of vehicles and equipment.
2001/02 Goals and Objectives:
■ Continue to refine the Hansen database for accurate reports and statistics.
■ Create a vehicle rotation and replacement schedule for Fiscal Year 2002/2003.
■ Reduce parts inventory by 10%.
■ Organize shop equipment and supplies to increase floor space.
■ Create a general use vehicle pool.
Workload Measurements:
1998/99 1999/00 2000/01 2001/02
Total number of rolling stock 122 118 130 134
Number of Public Works vehicles 57 57 68 70
Number of Police vehicles 44 40 47 48
Number of other City vehicles 21 21 15 16
Effectiveness Measures:
1998/99 1999/00 2000/01 2001/02
• of repairs completed in-house N/A N/A 88% 88%
• of repairs by vendors N/A N/A 12% 12%
Budget Highlights:
■ Overall division budget is up 10.3%
■ Staffing levels are constant
■ The Proposed budget consolidates general-use vehicle costs in the Fleet Management
budget to create a central fleet for the City. Departments will check out vehicles on an as-
needed basis.
■ Materials and Services are down 14.8% due to elimination of a service contract for an
engine analyzer. Also, the FY 2000-01 budget included replacement of a workstation
which did not have to be rebudgeted in FY 2001-02.
■ Capital Outlay is up 488.2% due to the replacement of a sedan.
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 $145,785 $168,984 $176,596 4.5%
Materials &
Services 16,211 25,455 21,682 (14.8%)
Capital
Outlay 2,377 3,400 20,000 488.2%
Total $164,373 $197,839 $218,278 10.3%
FY 2001-02 Budget Review
Department: Public Works
Division: Property Management
Budget Pages: 109 -- 111
Department Results Statement:
Clean, safe, well-maintained facilities to create the optimum working environment for City
employees and to preserve the citizens' investment in the facilities that have been provided.
2001/02 Goals and Objectives:
■ Continue HVAC unit replacement program, City Hall.
■ Continue ADA upgrades program, public restrooms/Water Building.
■ Continue ductwork cleaning program, Police Department.
■ Develop Equipment Change Out Program (Space & Water Heaters, Appliances, etc.).
■ Develop Energy Efficient Lighting Change Out Program.
■ Develop Seismic Upgrades Program (Police, City Hall, Library & Senior Center).
■ Replace carpet at Water Building (auditorium, lunch and conference rooms)
Workload Measurements:
1998/99 1999/00 2000/01 2001/02
Facilities participating in an energy N/A N/A 4 12
efficient lighting program
HVAC replacement N/A N/A 1 1
ADA facility upgrades N/A N/A 1 1
Effectiveness Measures:
1998/99 1999/00 2000/01 2001/02
• of facilities meeting ADA standards N/A N/A 20% 40%
• of reduction in energy consumption N/A N/A 3% 3%
• of RFA's responded to within 48 N/A N/A 10% 10%
hrs.
Budget Highlights:
■ Overall division budget is down 26.1%
■ Staffing levels are constant
■ Materials and Services are down 9.1% due to the transfer of citywide telephone costs to the
Network Services Division. This reduction is partially offset by the following utility rate
increases:
13 Electricity— 25%
Natural Gas —20%
Water— 15.5%
Capital Outlay is $0. The FY 2000-01 budget included CIP projects under capital outlay.
That has been corrected in FY 2001-02.
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 $133,884 $137,052 $163,205 19.1%
Materials &
Services 481,939 431,608 392,145 (9.1%)
Capital
Outlay 4,616 182,500 0 NA
Total $620,439 $751,160 $555,350 (26.1%)
f
FY 2001-02 Budget Review
Department: Public Works
Division: Water
Budget Pages: 112
Department Results Statement:
■ Safe and reliable water that meets or exceeds all EPA standards for water quality provided
under normal, peak and emergency situations.
■ Tigard water service area has adequate and innovative funding mechanism to develop
regional/subregional water sources.
■ Efficient water use will reduce water consumption per customer by 1%, per year for the
next ten years.
2001/02 Goals and Objectives:
■ Expand and enhance our current level of Water Conservation programs.
■ Pursue the development of regional and sub-regional water source development as well as
take part in the development of the new Portland Wholesale Contract.
■ Begin construction of intermediate water supply sources.
■ Implementation of annual water main flushing program.
■ Develop Best Management Practice standards for the water distribution and operating
system.
Workload Measurements:
1998/99 1999/00 2000/01 2001/02
Number of outdoor residential water
audits 40 50 150 75
Number of youth education programs
presented 10 26 34 32
Number of conservation workshops 1 1 2 4
Average daily demand (mgd) 6.18 6.28 5.8 6.0
Peak day demand (mgd) 13.29 12.79 13.1 13.0
Replace old 2" galvanized water
services N/A N/A N/A 20
Replace old, two port fire hydrants N/A N/A N/A 20
Effectiveness Measures:
1998/99 1999/00 2000/01 2001/02
Reduction of seasonal water usage by N/A N/A 10% 0.5%
participants of residential audits
Ratio of storage to average daily N/A N/A 4.2:1 4:1
demand
Budget Highlights:
■ Overall division budget is down less than 1%
■ The Proposed budget ads 1.5 FTE. The .5 FTE portion of this increase is offset by a
reduction in temporary staffing.
■ Materials and Services are down 2.3% due to replacement of higher cost water purchased
from Lake Oswego and the Tualatin Valley Water District with lower cost water purchased
from the Joint Water Commission
■ Capital Outlay is down 39.5%. This reduction is due to the specific equipment to be
purchased in FY 2001-02 as compared to the equipment budgeted in FY 2000-01 and due
to inclusion of paving of the Canterbury Yard in FY 2000-01.
Budget Summary
% Change
FY 99-00 FY 00-01 FY 01-02 from
Actual Adopted Proposed Adopted
FTE 17.00 17.00 18.50 8.8%
Personal
Services $777,680 $926,249 $1,026,732 10.8%
Materials &
Services 3,763,509 3,230,328 3,157,221 (2.3%)
Capital
Outlay 130,695 75,500 45,650 (39.5%)
Total $4,671,884 $4,232,077 $4,229,603 0.0%
FY 2001-02 Budget Review
Department: Community Development
Budget Pages 117 - 130
Includes CD Administration, Building Inspection, Current Planning, and Long Range Planning
Budget Summary
% Change
FY 99-00 FY 00-01 FY 01-02 from
Actual Adopted Proposed Adopted
FTE 34.5 28.5 30.5 7.1%
Personal
Services $1,780,390 $1,738,491 $1,962,619 12.9%
Materials &
Services 262,439 428,180 425,597 (.6%)
Capital
Outlay 10,181 0 0 N/A
Total $2,053,010 $2,166,671 $2,388,216 6.3%
FY 2001-02 Budget Review
Department: Community Development
Division: Administration
Budget Pages 118 - 120
Department Results Statement:
Growth and development of Tigard are consistent with state, regional, and local goals and
standards.
2001/02 Goals and Objectives:
1. Enhance customer service by providing internet access to planning and building related
forms.
2. Maintain liaison to the City Council, Tigard Central Business District Association, and other
civic organizations.
Workload Measurements:
1998/99 1999/00 2000/01 2001/02
# of building permits issued N/A N/A 5,100 5,230
# of inspections performed by building N/A N/A 22,000 22,550
division
# of planning permits issued N/A N/A 334 360
# of land use cases referred for permit N/A N/A 50 50
coordination
Effectiveness Measures:
1998/99 1999/00 2000/01 2001/02
Tigard's building inspection program N/A N/A Yes Yes
meets all state statues and rules
Tigard's current planning program N/A N/A 100% 100%
complies with all state and regional
programs, statutes, and rules
Tigard's long range planning program N/A N/A Yes Yes
complies with all state and regional
goals and rules
Comply with.Metro and DLCD N/A N/A Yes Yes
regulations
The Community Development N/A N/A Yes Yes
department meets council's goals
Budget Highlights:
1. No change in FTE.
2. Overall operating budget decrease of 2.7%.
Budget Summary
% Change
FY 99-00 FY 00-01 FY 01-02 from
Actual Adopted Proposed Adopted
FTE 9.0 3.0 3.0 N/A
Personal
Services $443,894 $214,776 $236,507 10.2%
Materials &
Services 96,515 89,435 59,655 (33.3%)
Capital
Outlay 2,910 0 0 N/A
Total $543,319 $304,211 $296,162 (2.7%)
FY 2001-02 Budget Review
Department: Community Development
Division: Building Inspection
Budget Pages 121 - 124
Department Results Statement:
1. Buildings are constructed and built to the State of Oregon specialty codes and are safe for
all occupants and users.
2. Existing housing is safe, habitable and in good repair.
3. Accurate records of building permits and inspection records are maintained.
4. The Building Division is a supported by a dedicated fund, which is produced by permit
revenues.
2001/02 Goals and Objectives:
1. Monitor budget on an on-going basis to ensure expenditures are within budgetary restraints
in order to accumulate additional reserve funding.
2. Work with homeowners, landlords, and property managers in resolving housing
deficiencies as related to the Housing Code Program.
3. Provide building, plumbing, mechanical and electrical plan review services for new
construction within service level standards.
4. Provide building, plumbing, mechanical and electrical inspection services for new
construction within service level standards.
Worload Measurements:
1998/99 1999/00 2000/01 2001/02
Single Family Permits (Tigard) 225 190 170 250
Single family Permits (URB) 210 210 160 170
Multi-family Units (Tigard) 372 337 N/A 15
Multi-family Units (URB) N/A N/A N/A 10
Commercial (Tigard) N/A N/A 600 540
Commercial (URB) N/A N/A N/A 2
Number of inspections (Tigard) 19,000 18,000 16,400 14,200
Number of inspections (URB) 8,000 8,000 6,150 7,600
Total number of permits (Tigard) 4,050 3,800 3,600 3,700
Total number of permits (URB) 1,650 1,650 1,500 1,500
Effectiveness Measures:
1998/99 1999/00 2000/01 2001/02
Percentage of inspections N/A N/A 34% 31%
requiring reinspections due to
code deficiencies
Number of housing complaints N/A N/A 165 185
inspected
Number of housing complaint N/A N/A 138 155
investigations that obtain compliance
(verifiable violations)
Monitor dedicated funds - N/A N/A $280,000 $458,000
reserve fund balancesat end
of Fiscal Year
" Perform all requested building N/A N/A 99% 99%
inspections the following business
day of receipt of such requests
Mail out survey to applicants with N/A N/A Yearly Yearly
"How did we do?"
Budget Highlights:
1. Added a Building Technician in response to increased building activity after the downturn
during 2000.
2. Overall budget increase of 17.8%.
3. Includes funds for the upgrade of the City's permitting software program.
4. Increase in Professional Services for additional contractual inspection services if there are
significant changes in construction activity.
5. For the first time, the budget includes funds for accepting credit cards at the front counter in
City Hall.
Budget Summary
% Change
FY 99-00 FY 00-01 FY 01-02 from
Actual Adopted Proposed Adopted
FTE 15.0 12.5 13.5 8.0%
Personal
Services $774,347 $780,064 $890,979 14.2%
Materials &
Services 105,491 133,330 184,665 38.5%
Capital
Outlay 3,520 0 0 N/A
Total $883,358 $913,394 $1,075,644 17.8%
IVAW
*ft
*&AW FY 2001-02 Budget Review
Department: Community Development
Division: Current Planning
Budget Pages 125 - 127
Department Results Statement:
1. The Tigard community will be improved and made more livable by:
2. All development will meet Comprehensive Plan and Development Code standards.
3. All development will be compatible with environmental conditions including steep slopes,
wetlands, hazards, and flood plains.
4. All land use development will be served with water, sewer, storm sewer, streets and public
facilities meeting City standards and requirements.
2001/02 Goals and Objectives:
1. Continue to monitor the effectiveness of the development code adopted in 1998.
2. Process all development applications within service standards.
3. Continue developing a list of potential code revisions.
4. Train new staff that specifically relate to their responsibilities.
5. Implement new'Washington Square Regional Plan development requirements.
6. Implement code amendments relating to hillsides, downtown parking, water quality
standards, and others
Workload Measurements:
1998/99 1999/00 2000/01 2001/02
# of development applications N/A N/A 334 360
Director's Land Use Decisions 291 310 325 327
Planning Commission/Hearings Officer 22 20 20 25
City Council use hearings 18 12 10 8
Effectiveness Measures:
1998/99 1999/00 2000/01 2001/02
% of decisions within 120 days N/A N/A 100% 100%
% of decisions within service standards N/A N/A 85% 90%
All developments meet ordinance N/A N/A 100% 100%
standards and process
Budget Highlights:
1. No increase in FTE.
2. Operating budget increase of 9.1% over last fiscal year.
3. Includes funds for the upgrade of the City's permitting software program.
4. For the first time, the budget includes funds for accepting credit cards at the front counter in
City Hall.
Budget Summary
% Change
FY 99-00 FY 00-01 FY 01-02 from
Actual Adopted Proposed Adopted
FTE 6.5 9.0 9.0 N/A
Personal
Services $306,318 $461,345 $497,722 7.9%
Materials &
Services 19,500 47,125 57,049 21.1%
Capital
Outlay 2,680 0 0 N/A
Total $328,498 $508,470 $554,771 9.1%
r
FY 2001-02 Budget Review
Department: Community Development
Division: Long Range Planning
Budget Pages 128 - 130
Department Results Statement:
Accommodate growth while protecting the character and livability of the community through
long range planning and through implementation of the City's Vision.
2009/02 Goals and Objectives:
1. Continue implementation process of Washington Square Regional Center Plan.
2. Provide most commonly used GIS layers online in a dynamic map view.
3. Accommodate projected growth in residential, industrial and commercial development
Workload Measurements:
1998/99 1999/00 2000/01 2001/02
Rewrite/update Comp. plan N/A N/A 6/30/01 N/A
Hire consultant for Washington N/A N/A N/A YES
Square Implementation/Public
Involvement Plan
Tigard Database N/A N/A N/A Update
Provide the benefits of GIS to N/A N/A N/A Update
the online community
Effectiveness Measures:
1998/99 1999/00 2000/01 2001/02
City Council acceptance of N/A N/A Yes N/A
Washington Square Implemen-
tation Plan
Updated and printed Tigard Database N/A N/A N/A Yes
80% of residential density is built N/A N/A 90% 90%
into development
GIS provision of all available services N/A N/A 20% 40%
online
Budget Highlights:
1. Added one FTE (Assistant Planner) to improve the production and use of the City's
Geographical Information System (GIS).
2. Overall budget increase of 4.6%.
3. Budget includes pass through funds and City's portion of the Economic Improvement
District formed to revitalize the downtown area.
Budget Summary
% Change
FY 99-00 FY 00-01 FY 01-02 from
Actual Adopted Proposed Adopted
FTE 4.0 4.0 5.0 25.0%
Personal
Services $255,831 $282,306 $337,411 19.6%
Materials &
Services 40,933 158,290 124,228. (21.6%)
Capital
Outlay 1,071 0 0 N/A
Total $297,835 $440,596 $461,639 1 4.6%
FY 2001-02 Budget Review
Department: Engineering
Summary
Budget Pages 131 - 139
Includes Engineering and Street Lights & Signals.
Budget Summary
% Change
FY 99-00 FY 00-01 FY 01-02 from
Actual Adopted Proposed Adopted
FTE 15.50 15.50 16.00 3.3%
Personal $933,672 $1,004,988 $1,095,736 9.1%
Services
Materials & 392,432 542,455 604,323 11.4%
Services
Capital 40,164 5,800 4,800 (17.3%)
Outlay
Total $1,883,062 $2,094,393 $2,424,169 15.8%
FY 2001-02 Budget Review
Department: Engineering
Budget Pages 132 - 136
Department Results Statement:
The Engineering Department supports the City's goals and objectives.
Private developments are designed and constructed in accordance with the City's standards
and requirements:
1. Public improvements by developers are constructed to meet city design standards and
development code provisions.
2. Hillside development is constructed in accordance with city and state regulations.
3. As-built information system is space efficient and provides up-to-date, accurate information
for the city's customers.
4. Public improvements perform in accordance with design life.
The City's transportation system is safe and efficient for all modes of travel:
1. The City's street infrastructure is properly maintained and upgraded as needed to meet
future traffic demands.
2. Capital improvement projects are designed and constructed properly to enhance traffic flow
and traffic safety while minimizing maintenance costs.
3. The City's neighborhood streets are safe for pedestrians, bicyclists and motorists and carry
traffic volumes appropriate for residential neighborhoods.
The Engineering Department enhances environmental quality in the City by providing
adequate storm drain and sanitary sewer services to citizens of Tigard.
The Engineering Department keeps abreast of and addresses regional and national issues that
may affect the City.
City Engineer: Provides overall management of the Department.
Two Divisions, each directed by an Engineering Manager
• Capital Improvement Division manages the Capital Improvement Program for public
streets and utilities, and prepares facilities plans for future improvement needs. The
Capital Improvement Program for each year is formed through citizen input, planning
commission review, and City Council review and approval. This Division has 6
personnel assigned to it.
• The Development Review Division provides:
Technical review of proposed private development projects
Issues permits for private development of public facilities
Provides inspection for compliance with City standards.
Maintains records relating to public facilities (as-built documents, addressing).
This division has 6 personnel assigned to it.
In addition to the two divisions, the department has administrative support and a utility
engineer that addresses sanitary sewer and storm drainage issues, and other special projects
involving water quality and wetlands enhancements.
2001/02 Goals and Objectives:
1. Complete Comprehensive Public Facility Plans.
2. Continue Private Development Review improvements.
3. Develop and implement the annual Capital Improvement Program.
4. Implement programs within Walnut Island.
5. Explore and develop feasible funding strategies for implementation of high priority
transportation projects.
6. Incorporate citizen involvement processes in the Engineering Department programs.
7. Upgrade equipment and software needed in support of Engineering Department activities
and program changes.
Budget Highlights
• Increase of .5 Administrative Specialist II for administrative and clerical support in the
Capital Improvements Program area.
• Overall budget increase of 5.8%.
• The department plans to upgrade the AutoCAD software program and funds are included in
the Network Services budget for this project (approximately $18,000).
• This year the department will be sharing in the cost of the upgrade to the permitting
software program used by Community Development, Engineering, and other City
departments ($4,300).
2
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.
Continuation-bf"O iergyand-maintenarice costsfor 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 $584,506--$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°/x)
Water System 1,153,215 5,595,000 2,056,000 (63.3%)
Total $5,786,149 $13,705,026 $10,415,310 (24.0%)
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