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05/09/2005 - Packet a' Tigard Budget Committee 2005 (Note: Items not completed at scheduled meeting will be held over to following meeting.) May 9, 2005 6:30 p.m. Library Community Room 13500 SW Hall Blvd. • Call to Order • Approval of Minutes • Discussion of Department Budgets o Police o Finance o Social Services and Community Events o Debt Service • Public Comment • Recess Meeting until May 16, 2005 Budget Committee Meeting May 9, 2005 Sign In Sheet 1. ze 'Kell, A 9�1arJ, z '�l 2. (r( n 3. ' 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. City of Tigard, Oregon Budget Committee Meeting Minutes ' May 2, 2005 Members Present: Mike Benner, Craig Dirksen, Mark Haldeman, Sally Harding, Katie Schwab, Sydney Sherwood, and Susan Yesilada. Nick Wilson arrived at 6:33 PM. Members Absent: Tom Woodruff Staff Present: Margaret Barnes, Roger Dawes, Maureen Denny, Jaime Dumdi, Gary Ehrenfeld, Tom Imdieke, Dennis Koellermeier, Liz Newton, Craig Prosser, and Michelle Wareing. Visitors: Martha Bishop, Gretchen Buehner, Henrietta Cochrun, Janet Goetze, and Jason Snider. Call to Order: Mark Haldeman called the meeting to order at 6:30 PM. Approval of Minutes: The meeting minutes of April 25, 2005 were approved. MSP Introductions/Housekeeping: Mayor Dirksen introduced Jason Snider to the Budget Committee. Irene Moszer's resignation has left a vacancy for a citizen budget committee member. Mayor Dirksen and Tom Woodruff have interviewed new candidates. Jason Snider is their recommendation to Council to fill the vacancy. It is anticipated that Jason will be officially appointed at the May 10, 2005 Council meeting. Once Jason is appointed he will be a voting member of the Budget Committee, until then Jason was invited to attend and participate in the meetings, but not vote, to become familiar with proceedings. Tom Imdieke discussed the four handouts. The first is page corrections to the budget document due to an older version being printed. The correction replaced pages 27-30 of the proposed budget. There were Ifte three additional handouts, one explaining the forecasting process and the forecasting software that the City uses in forecasting. The next handout addressed the General Fund analysis and the question Councilor Woodruff raised at the last meeting. The last handout addressed the impact of Materials and Services. Tom Imdieke encouraged the Board to review the materials and bring any question to the next budget meeting. City Administration: Liz Newton,Assistant to the City Manager, presented the Committee with the City Administration Department budget which includes the Mayor and Council, City Management, Human Resources, Risk Management, and Information Technology(IT)divisions. Liz pointed out the increase in FTE by 1.0 is due to a transfer of a position from Public Works to the IT Division. This is not an added position and the corresponding reduction will be seen in the Public Works budget. Mayor and Council. The Mayor and Council represent the legislative and policy leadership for City government. They are elected officials. The City Council is responsible for hiring the City Manager. The Mayor and Council focus primarily on working to accomplish the goals of the Council and provide direction to the staff. The proposed budget includes funds for three Councilors to attend the National League of Cities Conference this year in Charlotte, North Carolina. The Council has asked the Committee to look at replacing this with the Congress of Cities held in Washington, DC in the spring. The substitution would increase the expense for three Councilors by$700. If four Councilors attended the cost would increase by$3,000 and for five participants the total increase would be$5,400. The budget reflects a slight increase in Fees and Dues as the League of Oregon Cities dues have increased. 1 City Management:The City Management Division consists of the City Manager and staff supporting the activities of the City Council. A major focus of this Division is on communications citywide. The Division is looking at increasing the number of Cityscape issues from 9 to 12. The workload measures on page 182 do not reflect the increase and will be corrected for the Adopted Budget. " The Volunteer Coordinator position will be changed to a Program Development Specialist. City Administration is looking at moving the volunteer coordination into the Departments, such as the Library and Public Works. This position will oversee the volunteer programs; develop citizen participation programs, and internal programs as directed or needed. Personal Services shows a significant increase in FY 2004-05 due to the severance package for the City Manager who left in January and recruitment expenses for his replacement. Professional and Contract figures are down as the need for a temporary replacement for the City Recorder is not needed in FY 2005-06. Other increases are for Citizen Leadership program, increase of the number of Cityscape issues, and increase of ICMA dues. The Travel and Training includes funds to send the new City Manager to the ICMA conference. Councilor Sherwood questioned the elimination of the City Recorder from City Management. Liz explained this position has moved to Office Services. Liz also clarified the transfer of the position from Public Works is to IT and not City Management. This position handles card lock security, building security done by the computer, and can also provide back up for the communications system. Councilor Harding asked if the new Program Development position would be an increase in pay. Since the person left the position had been at the top of the scale the cost would be lower initially. Technically, it is a higher classification, but it would not increase the budget for several years. Liz stated there is a request from Councilor Harding for software. The staff is looking at funding it in the current year and will be putting together a memo for the Council to see if other members want to take advantage as well. Human Resources: This Division provides human resources management to the City, primarily recruitment, benefit administration, and compliance with employment laws. There is no increase in staffing for the Division. There is a significant decrease in Professional and Contract services as both of the new providers for the employee assistance and flexible spending accounts programs are significantly less expensive. Human Resources'Travel &Training line item includes costs for citywide training. This amount stays about the same as the previous year. Councilor Sherwood asked what the significant change was from FY 2003-04 and FY 2004-05. Craig Prosser explained in previous years the City planned for citywide training, but did not offer it. The Division has budgeted more this fiscal year and would like to continue at a higher level. The types of training include supervisory training and sexual harassment training that is not department specific. Mark Haldeman noticed an increase in the total numbers of employees attending training. This is due to the increase of training sessions offered. Information Technology: This Division provides support for all of the City's technology. It includes computer systems installation and maintenance, cell phone management, telephone services, and the cable television service provided. There is a position increase of 1.0 FTE which was discussed earlier. This is the transfer from Public Works to IT. Professional and Contract Services show a decrease for technical support for citywide equipment. The funds are there if needed but it is not always necessary to use the full amount. Small Tools & Equipment shows an increase for network switches. Fees, Dues, and Subscriptions includes the new licenses, however the increase is due primarily to the Portland Police Data Systems (PPDS) connection. The line item for Computer Software is for new network licenses and upgrades. 2 Risk Management: Risk Management provides insurance and manages the City's safety program. The City has received another gold medal from the League of Oregon Cities for its safety and risk management programs. There has been an increase in insurance costs due to the market and increase in property insurance due to expanded City facilities. The first Technical Adjustment on the list addresses the Travel and Training costs for City Council to attend the Washington, DC conference, possibly sending additional members. The Mayor stated he would be interested in the citizen members'views on this subject. General Government: This program includes the City Attorney and Technology. City Attorney: Liz presented the City Attorney portion of the program. The City contracts with private firms to provide legal services including legal advice, support, and policy review. In January 2006, the City will begin negotiations with the Tigard Police Officers Association (TPOA) resulting in an increase in expenses for Professional and Contract Services. Mark Haldeman asked about last year's negotiation with the TPOA. Craig Prosser stated that last year the City was in negotiations with TPOA and SEIU. The City reached settlement with SEIU on a three-year contract. The City was unable to reach settlement with TPOA and under state law went to binding arbitration. The City lost the arbitration and TPOA was awarded their requested contract which was a two-year contract. One of the issues in the TPOA negotiations was in the employee portion of the health insurance premium. For TPOA members, the City pays for 90% of the health insurance premium. For all other employees, the City covers 79.4%of the cost. The question was raised for having a staff attorney versus contracting an outside firm. Staff has completed an analysis comparing costs based on other local governments and has arrived at a figure of $316,000. The cost includes salary plus benefits for an attorney of$135,000, salary plus benefits for an administrative support person of$68,000, contract for a labor attorney for$89,000 (which is built in to the proposed budget), approximately$15,000 for other services for specialty legal work, and Materials and Services. This is about$82,000 more than what is budgeted for outside attorney in FY 2005-06. Councilor Wilson asked how many FTEs would the billable hours represent. Roger Dawes estimated about 75-80 bi-monthly but offered to do further research. Tom Imdieke stated that the drivers for the FY 2005-06 budget are the Comprehensive Plan Update, Urban Renewal, and the TPOA negotiations. The current contract expires with the existing contracted firm in October and this is a timely topic. Craig Prosser stated there are pros and cons for in-house versus contract and it is a policy choice for the best way to obtain legal services for the City. Councilor Harding asked if an in-house attorney's duties could cross-over into other areas. Based on discussions with other cities, this is really not the case. Some may handle the prosecutor work through the Municipal Court; currently this service is contracted out. Councilor Harding mentioned the LOC has attorneys available as a resource; however, they are limited to the service they can provide. The decision was to leave this off the issues list and proceed as proposed. Technology:Gary Ehrenfeld, Director of Information Technology, presented the budget for Technology. This budget is used to purchase new hardware and software identified during monthly meetings with Directors, Executive Staff meetings, and the City's User Group. The User Group reviews the requests and prioritizes the need for software and hardware. The Office Supplies is actually the hardware and has decreased from last year as the request from the Departments has decreased. Dues, Fees, and Subscriptions have increased due to the three major systems the City uses for Finance, Permit System, and Public Works. Computer Software has increased due to the additional Hansen Pavement modules for Engineering. Other software packages are for Risk Management, sketching software for the Police Department, Crystal Reports, AutoCAD, and Engineering Pavement Management. This is strictly all new programs; the upgrades for software are reflected in the IT budget. Sue Yesilada asked if the level of funding is expected to increase going forward. Gary stated that IT just finished an audit of its licenses and identified the need for additional licenses in FY 2005-06. Next year should be significantly lower. In 2003-04, the decision was made to computer hardware and 3 software costs out of the IT Division budget and into the newly created Technology Division. This was done to better track the Departments request and expenditures. Public Works: Dennis Koellermeier, Public Works Director, and Jaime Dumdi, Management Analyst for *000 Public Works, presented the Proposed Budget for Public Works. Dennis stated that he wanted to talk about expenditures, revenues, technical adjustment, and four issue papers. The Public Works budget and the issues are directly tied to this year's Council goals, including the acquisition of additional park land. The overall mission of Public Works is to provide public infrastructure, recreational, and environmental services essential for community living. The Department maintains and operates all of the City's major infrastructure systems including parks, streets, sanitary sewer, storm sewer, water system, City facilities, and the City's fleet. The Department has recently adopted a motto, which is"Taking Care of Tigard". The Department is funded from storm and sewer charges, water sales, gas tax, property tax, and General Fund. A little over 11% of the Public Works program is supported by the General Fund.Additional revenue forecasted is in two areas. A proposed water rate increase of 7% is estimated to generate $435,000 a year in revenue. The other adjustment is in the Park Reservation fees. This is the second of a three-year rate phase in program. The first year, the Department has brought the program into the black. The total Public Works budget is$10.8 million, which is approximately 33% of the entire City budget. The Department has 62.0 FTE which reflects a decrease. This was due mainly to the unsuccessful negotiation of taking over expanded services from Clean Water Services (CWS). Public Works Administration: The total budget is almost$760,000 which is up from last year by 19%. There was a transfer of.25 FTE back to the Water Division. The Department is currently in the first year of its Citizen Emergency Response Team (CERT) program. The program trains citizen volunteers in basic search and rescue and triage. Currently, there are 30 trained volunteers and it is planned that an additional 20 will be trained in FY 2005-06. The Department has introduced a customer satisfaction survey as way to measure public satisfaction with Public Work's crew response. There has been a very positive feedback from the citizens with a 96%satisfaction rate. Public Works has applied for a grant to upgrade some of the emergency radio communication equipment. This has to be budgeted as an expense of$68,000. There is also a new membership with three other local agencies which is called the Office of Consolidated Emergency Management. This will provide a higher level of emergency management expertise. Parks and Grounds:This is predominately funded by the General Fund. This year the budget is just over $1M and reflects a 4.9% increase. Parks has 10.75 FTEs which remained the same from last year. There was discussion of adding one FTE but was decided to use the funds for seasonal employees. This is necessary for the additional days and higher usage during the summer season. Dennis stated that Parks is experimenting with contracting out some services that had been done in-house. Currently, the City has a contract for maintenance for all of the grounds for the Library,Water Building, and City Hall. Mayor Dirksen stated he was pleased this topic had been brought up and would like to explore this option further for other purposes. Councilor Wilson has spoken with a manager from a firm that maintains medians in Lake Oswego and was told landscapes can be maintained for 7-8 cents per square foot. Storm Sewer.- There is about an 8% decrease in the budget mainly resulting from the CWS expansion not happening. The Division is in the process of filling a vacant supervisor position and it is expected to that the position will be filled by the end of the fiscal year. Some of the major expenses include replacing a backhoe and a TV van, which are on a replacement schedule. There is also one new vehicle scheduled for purchase. The Division is pretty aggressive on their maintenance and it pays off in less claims. . Katie Schwab asked for clarification for the Professional and Contract Services increase in FY 2004-05. This was a one time expense for the Master Plan and also the transfer the street sweeping expenses to the Storm budget from the Street Maintenance budget. 4 Sanitary Sewer. The budget shows a decrease of approximately 26%. This is also due to the CWS expansion take over not happening. The budget includes an additional day for the leaf collection program, from two to three days. The program is very popular and cost effective. It is done in conjunction with a canned food drive and is partially manned by volunteers. The Division is also expanding its surface water quality education program. Streets: The budget is up 1%. The Division has eliminated a vacant position. This Division provides prime subcontracting opportunities. Approximately 34% of Materials and Services budget is for subcontractor work and it is expected that subcontracting work will increase. The Division is evaluating services such as Right of Way(ROW) mowing and has renewed the contract. Councilor Sherwood asked why the fuel costs have decreased with the price of fuel on the rise. Jaime Dumdi explained they have refined the process of estimating fuel and feel they have a more accurate number. Dennis noted in FY 2004-05 fuel costs were over budgeted. Crack sealing is also being contracted out. Dennis states they get more crack sealing for the dollar by contracting this service out. Another factor increasing the budget is the need to upgrade signage to meet the new federal signing standards. Fleet Maintenance:The costs have been declining by approximately 25% by contracting out services. Because they have contracted services they have been able to eliminate a vacant mechanic position, but are adding .5 FTE administrative support position. Property Management: The budget has increased by 13%. Part of the increase is due to higher energy costs. The contract for janitorial services is up due to underestimating from last year. In addition, this will reflect a full year of utility and janitorial costs for the new Library. Water: No significant changes in the budget for Water. The FTE is up by.25 due to a transfer from Public Works Administration to Water. Of the$5.2M budget, $3.5M will be used to buy water. Other aspects of the Water budget that have changed from last year is the Aquifer Storage and Recover(ASR) well. The well is transitioning from an experimental phase to an operational phase. Energy costs are up in the budget. Two major pieces of equipment are scheduled for replacement. There is one technical adjustment to the FY 2005-06 budget. The ASR#2 project was scheduled to be completed by 6/30/05. There were some unexpected design issues. The good news is the well will be able to pump 2.5M gallons per day instead of the 1M gallons as originally planned. In order to accommodate the higher flow rate additional changes are necessary. By taking advantage of the higher flow rate, construction completion will be delayed until fall; however, it will be on schedule for injection this winter. Due to the unexpected design issues, it is estimated that the cost will be$1,048,500. The current CIP doesn't include any funding for this project in FY 2005-06. In FY 2004-05, there is about$720,000 budgeted for the ASR#2 well. Since design and construction is behind schedule, $400,000 needs to be carried over. This$400,000 is included in the total need for FY 2005-06 of$1,048,500. This issue will be discussed in more depth at the CIP budget presentation on May 16th's budget meeting. Issue Papers: Dennis presented four issue papers to the committee. #1: Recreation Grants—This is in response to a request from the Parks and Recreation Advisory Board (PRAB)and citizens responding to a Parks and Recreation Needs survey. This would provide funds for certain agencies and schools to help provide recreational opportunities. The funds have not been included in the FY 2005-06 budget due to limited funding. If the Budget Committee wishes to fund this program, it will need to shift funds from other programs to come up with $25,000 per year for recreation grants or would need to draw down fund balances. Recreation Grants was added to the Technical Adjustment list for further discussion. These grants would be funded by the General Fund. #2: Right of Way(ROW)Grants—At the request of the Council, this program will provide funding to assist citizens enhance ROW maintenance on major arterials and collector streets. The funds would be provided to property owners who demonstrate a financial or physical need to assist them in enhancements/clean up. The ROW grant program is not included in the FY 2005-06 budget. If the Budget Committee wishes to fund this program, it will need to shift funds from other programs to come up with $25,000 per year for ROW grants or would need to draw down fund balances. ROW Grants was 5 added to the Technical Adjustment list for further discussion. These grants would be funded by the Gas Tax Fund. #3: Water Rates—Water Rates are the primary revenue source of the Water Fund. In FY 2004-05, water rates are anticipated to account for over 90% of Water Fund revenues. To assist the City in its analysis of annual revenue requirements, a financial model was developed. This tool allows the City to forecast expenditures for up to 20 years in advance, which allows revenue need projections to be developed. Another section of this model projects rate adjustments needed to meet the cash flow needs determined by future financial obligations. Analysis of the water rate model suggests substantial water rate increases lie ahead, as Tigard makes decisions on a water source and builds the infrastructure to deliver it. It is projected that Capital Projects in the future will be from $40M-120M. Based on this, Public Works and Finance staff collectively recommends a 3 year rate adjustment package, adjusting rates 7%each year for three years. It is estimated the rate increase will generate an additional$400,0004500,000 annually. The rate increase will first go to the Water Board and then the Council. This matter is not up for decision at this time. #4: Parks Funding—The goal is to provide 11 acres per thousand residents, currently there are 8 acres per thousand. By the end of FY 2004-05, there will be a fund balance of approximately$2.2 million in the Parks Capital Fund. Of this total, approximately$1.9 million will be SDC revenue. The remaining amount will be non-SDC revenue. The SDC revenues of$1.9 million will be transferred to the newly created Park SDC Fund in FY 2005-06. This will allow for better tracking of SDC revenues. All project costs will be budgeted in the Parks Capital Fund and SDC revenues will be transferred into the Parks Capital Fund to cover the costs of those projects that are SDC eligible. The challenge for the City is to identify and secure the required non-SDC funding portion for land acquisition and development projects. SDC funds may not be expended without the corresponding non- SDC portion. Currently, the only non-SDC funds available are from the General Fund. In FY 2005-06, the General Fund will transfer about$770,000 into the Parks Capital Fund to pay for the non-SDC portions of projects planned for FY 2005-06. However, the General Fund is not a reliable source of funding for the long term because each year there are tremendous demands for General Fund dollars to fund the many and varied needs of the City. No action is recommended at this time. The Department will continue to evaluate all external funding sources and position the City to be able to leverage them. Craig Prosser added that the purchase of park land is in the City's Capital Improvement Plan which will be presented on May 16`h. The proposal will allow the City to take first step towards meeting the community's desire for more park space In addition to land acquisition, the development of the land is an issue. Development is funded by both SDC and non-SDC funds. Once land is developed, it must be maintained. Park maintenance is funded by the General Fund, which as stated previously, does not have a positive, future outlook. Mayor Dirksen would like to have citizen input to help Council decide on revenue options, whether it would be to raise taxes or lower service levels.The decision should be based on a recommendation from the citizens for long term stabilization of the General Fund Balance. Library: Margaret Barnes presented the Library's Proposed Budget. The Library consists of four divisions—Administration, Readers' Services, Technical Services, and Circulation. The new Library has been very successful as a whole. Administration, Technical Services, and Circulation budgets show small increases in Materials and Services. The Materials and Services in the Library Readers' Services reflect the purchase of books, audio books, and DVDs. The book budget is up to maximize the WCCLS formula. For every dollar the City spends on books,WCCLS will reimburse dollar for dollar in the next year. The facility has grown from 13,000 square 6 feet to 48,000 square feet and is considered a 20 year facility. Based on the survey results, citizens requested more books and more hours. FTEs will increase by 1.5 to meet the demand. Katie Schwab asked if the survey asked if patrons would be willing to pay for additional services. Margaret stated there were no finance type questions. Mike Benner asked about the use of volunteers in the Library. The Library has a very successful volunteer program with about 200 volunteers per month. This is the largest volunteer effort in any of the City. The hours work equate to approximately 6-8 FTEs. Mike Benner also asked if the number of patrons had increased. A comparison from January to March 2005 and the same period in 2004 showed an increase of 35%. Sunday has shown to be a very popular day with patrons, with over 4,000 visitors and 9,000 check outs in seven Sundays. The Library is also issuing 700-800 new cards per month. Issue Paper: #5: Library Operational Hours—During the first six months of operation in the new building, the library experienced dramatic increase in use, despite the reduction in hours. The library and the City received numerous comments/complaints about the library being closed on Sundays. Some patrons were understandably upset that just as the City opened a new library strongly supported by Tigard voters, it became more inconvenient for many of them to use the library. In the Library's 2005 annual survey conducted in February, 71% of the respondents requested that the Library be open on Sundays. In addition, when asked an open-ended question about what one thing they would change about the new library, the#1 response (498 people)was for the library to be open on Sundays. Because of the popularity of Sundays at the library, the FY 2005-2006 budget was adjusted to allow the library to remain open on Sundays with a skeletal staff. When the Council approved re-opening on Sundays, some Councilors expressed concern about re-opening for four months not knowing whether funding would exist for the next fiscal year. Because of these concerns and the enthusiastic response of the public to Sundays, the Library has readjusted its budget priorities to allow for Sunday hours. Although staffing will be stretched to allow this, staff believes that the public would prefer the library to be open on Sundays even if it means longer lines or reduced service. Making it more convenient to use the Library has introduced more people to the programs and services it offers, thereby increasing library use. Our funding from the county is impacted by the level of library use. Therefore, the Library recommends the approval of the personal services budget to maintain Sunday hours. Public Hearing on State Shared Revenues: The Chairman opened up a Public Hearing to receive public testimony on the proposed uses of State Revenue Sharing Funds as mandated by state law. It was explained that the City anticipates receiving about$288,659 this next year and that traditionally these funds are placed in the City's General Fund and are used for programs funded by the General Fund. No public testimony was received and the Chairman closed the hearing. The final hearing on State Revenue Shared Funds will be held at the time of the final adoption of the budget. Public Comment: There was no public comment. The Budget Committee was recessed at 9:30 PM until May 09, 2005. SOK 7 MEMORANDUM TO: Budget Committee Members Craig Prosser, Interim City Manager FROM: Michelle Wareing, Management Analyst RE: Travel and Training Analysis DATE: May 9, 2005 At the Budget Meeting on May 2, 2005, discussion took place about the Travel and Training budgets and their impact on Materials and Services. Total Citywide proposed budget for Travel and Training is $210,873. The proposed amount is an increase of $22,889 over current fiscal year. It should be noted that of the total citywide travel training budget for FY 2005-06, $63,336 or about 30% is for mandatory or liability training for Police, Public Works, and Building Inspection staff. The training is required to maintain licenses or help decrease insurance costs by providing recommended training to these employees. Also, $13,505 of the total proposed Police travel and training budget will be paid for with grants or forfeiture funds. Attached is a spreadsheet showing different comparisons of travel and training expenditures. The first comparison is of travel and training costs per FTE. The Mayor & Council travel and training were not included in the total citywide view as Mayor& Council are not part of the City's FTE count. Instead, a separate comparison was done for Mayor & Council on a per member basis. Based on the total proposed travel and training budget and FTE for FY 2005-06 (less the amount for Mayor and Council), the average travel and training cost per FTE is $749. A per FTE cost has been calculated for each department except for City Administration. A per member cost was calculated for Mayor & Council and per FTE cost was calculated for the remaining City Administration divisions less the amount budgeted in Human Resources for citywide training. It would not be a fair comparison to include the citywide training. A separate per FTE cost was calculated for the citywide training dollars budgeted in the Human Resources division. The Human Resources proposed budget includes $22,500 for citywide staff training. This training is done on-site with outside consultants, attorneys, or experts in certain fields being brought-in as needed. Of the total $22,500, $12,500 is for quarterly training of supervisory staff. Staff is provided training on such issues as collective bargaining contracts, disciplinary actions, performance appraisals, interviewing/hiring, ADA laws, FMLA laws, and proper implementation of the City's personnel policies. The cost per supervisor per year would be $250. The $10,000 for all city staff includes sexual harassment, workplace violence, and customer service training. The cost per City employee is about $38 per year The next comparison shows Travel and Training as a percentage of total operating expenditures. On a citywide basis, Travel and Training is .64% of the total operating budget for FY 2005-06. Travel and Training as a percentage of operating expenditures was also done at the department level. Finally, the last comparison shows Travel and Training as a percentage of total Materials & Services operating expenditures only. On a citywide basis, Travel and Training is 1.96% of the total Materials & Services operating budget for FY 2005-06. Travel and Training as a percentage of Materials & Services operating expenditures was also done for each department. ACTUAL ACTUAL ACTUAL ACTUAL ACTUAL ADOPTED PROPOSED FY 1999-00 FY 2000-01 FY 2001-02 FY 2002-03 FY 2003-04 FY 2004-05 FY 2005-06 Travel and Training Per FTE Citywide (excludes Mayor&Council) $609 $477 $515 $356 $340 $673 $749 Police $626 $537 $658 $492 $424 $810 $781 Library $504 $342 $182 $79 $213 $202 $275 Public Works $502 $363 $528 $319 $306 $512 $599 Community Development $488 $377 $435 $276 $370 $772 $714 Engineering $545 $511 $566 $468 $187 $419 $942 Mayor&Council $922 $849 $2,180 $1,526 $1,258 $1,903 $1,849 City Administration (less Mayor& Council and HR Citywide Training) $1,507 $1,260 $460 $533 $499 $1,927 $2,094 HR Citywide Training $0 $0 $0 $0 $14 $85 $84 Finance $608 $350 $565 $263 $275 $520 $705 Travel and Training as Percentage of Total Operating Expenditures Citywide 0.70% 0.56% 0.61% 0.41% 0.37% 0.60% 0.64% Police 0.78% 0.66% 0.78% 0.55% 0.46% 0.73% 0.66% Library 0.95% 0.64% 0.30% 0.13% 0.34% 0.28% 0.35% Public Works 0.39% 0.31% 0.44% 0.26% 0.24% 0.30% 0.34% Community Development 0.82% 0.53% 0.60% 0.40% 0.49% 0.89% 0.79% Engineering 0.62% 0.57% 0.60% 0.49% 0.20% 0.39% 0.81% Mayor& Council 5.00% 4.31% 10.18% 9.65% 7.43% 8.82% 8.63% City Administration (less Mayor& Council and HR Citywide Training) 1.30% 1.07% 0.40% 0.47% 0.39% 1.36% 1.52% Finance 0.96% 0.57% 0.90% 0.38% 0.40% 0.65% 0.84% Travel and Training as Percentage of M&S Operating Expenditures Citywide 1.96% 1.71% 1.85% 1.30% 1.19% 1.80% 1.96% Police 4.82% 4.16% 4.70% 3.46% 3.00% 4.45% 3.81% Library 4.92% 3.36% 1.58% 0.69% 1.85% 1.58% 1.98% Public Works 0.67% 0.59% 0.82% 0.50% 0.46% 0.55% 0.64% Community Development 6.42% 2.87% 3.88% 4.95% 4.75% 10.33% 5.86% Engineering 11.85% 7.24% 10.19% 13.13% 7.47% 9.22% 19.71% Mayor& Council 8.57% 6.89% 13.37% 19.13% 16.74% 18.56% 18.33% City Administration (less Mayor& Council and HR Citywide Training) 3.82% 2.58% 1.03% 1.29% 1.14% 4.01% 4.37% Finance 3.98% 2.58% 3.79% 1.68% 1.99% 2.82% 3.87% MEMORANDUM TO: Budget Committee Members Craig Prosser, Interim City Manager FROM: Roger Dawes, Senior Accountant RE: Legal FTE Analysis DATE: May 5, 2005 An analysis was completed in response to a question asked at the May 2 Budget Committee meeting regarding how many FTE's our current City attorney (Ramis, Crew & Corrigan) might use during a fiscal year. The analysis covered FY 2003-2004 and the current fiscal year, July 1, 2004 through March 31, 2005. The analysis looked at total hours for attorneys, legal aides, and clerical. With 2080 hours equal to one FTE, the analysis yielded the following: for FY 03-04 attorney hours were 48% of an FTE, legal aide hours were 5% of an FTE, and clerical hours were 5% of an FTE. With billings from July 1, 2004 through March 31, 2005 of current fiscal year, attorney hours are 38% of an FTE, legal aide hours are 1% of an FTE, and clerical hours are 2% of an FTE. CIS Best Practices Law Enforcement Survey 7FireExtinguishers A OAR 437-002-0041 Must B OAR 437-002-0180)e Must D Exit markings OAR 437-002-0161)i Must F First-Aid Kits Available OAR 437-002-0161 Must G Bio-hazard kit and disposal available Must H MSDS sheets posted Must I Proper storage of hazardous materials Must J Building evacuation plans posted Must K Eye wash stations where required Must L Emergency action plan Must Security C Access to LEDS and NCIC data restricted (OAR 257-015- Must 0060 and 0070 D Sensitive or confidential information not available to Must unauthorized viewing OAR 257-015-0070 Holding Facility B The holding facility is inspected and approved annually as Must required by statute and administrative rules (OAR 291-167- 0015 Jail D Inmates have access to law library Must E Adequate medical and mental health services Must G Appropriate inmate and cell search procedures Must Evidence A The agency has a secure evidence room that has access Must limited to a designated person(s) ORS 133.537 D Explosives, flammables and hazardous materials are not Must stored within the facility I Directives require that evidence be submitted to an Must approved evidence locker by officers prior to the end of their shift J Directives require posting of hazardous labels whenever Must hazardous materials(including bio-hazards) are stored in evidence OAR 437-002-0360 K .Firearms, cash and controlled substances are stored in Must separate secure locations Records A Access to areas containing police records are limited to Must authorized personnel only OAR 257-015-0070 NOW . . Emergency Communications A The agency ensures field officers have 24/7 access to Must emergency communications support Maintenance A Vehicles are well maintained and regularly inspected to Must ensure safe operation OAR 437-002-0223 (3)(b)) Equipment A Patrol service vehicles are equipped with emergency lights, Must siren, and police radio (ORS 816.250; OAR 735-110-0010; 735-110-0050 B Patrol vehicles are equipped with first-aid kits, equipment for Must protection against blood borne pathogens, blanket, flares and/or traffic cones, fire extinguisher, investigative supplies, traffic safety vests and hazardous material manuals (OAR 437-002-0128 for reflective vests F Vehicles are inspected by the operator at the beginning Must each day/shift to ensure they meet minimum safety standards OAR 437-002-0223 (19)(a)) Selection A For entry level sworn position, the agency utilizes: Must -written examination -oral Interview -Thorough background investigation -physical examination -baseline audio logic test Training A The agency complies with all DPSST training requirements Must in regard to attendance to the basic academy and formal FTEP pro ram B The agency updates records of employees following their Must artici ation in training programs C The agency meets DPSST minimum in-service Must requirements for all sworn personnel D Sworn personnel receive annual training, at minimum, in use Must of force, firearms qualification, hazardous materials, blood borne pathogens, first-aid/CPR, hearing conservation, legal updates, defensive tactics,workplace harassment, workplace safety and officer safety (to include fitness for dut ,Amber Alert Plan, portable fire extinguisher use F Supervisory and management personnel successfully Must complete the required courses within a year of appointment Reserves A The selection criteria for reserves is the same as that for full- Must time officers �rw Officer Equipment A All sworn personnel are individually issued protective body Must armor and directed by policy that they be worn during patrol duty C All agency personnel are required to utilize occupant safety Must restraints while in a moving vehicle ' D Sworn personnel are provided with and required to use Must hearing and eye protection devices complying with Oregon OSHA standards while in the vicinity of live fire on the range E Every officer in the field has the availability of a portable Must radio Employment Liability C Workplace harassment/discrimination policy and regular Must training for all personnel G Agency staff is aware of and use CIS re-loss legal services Must Safety Committee and Policy A Management commitment to provide a safe workplace-it is Must visible and communicated to employees B Regular Safety Committee Meetings held Must Employee Safety Training A Employees are aware of safe workplace rules in their own Must section B Knowledge of and compliance with required OR-OSHA Must training and written programs C Personal protective equipment certification and training Must completed and documented Return-to-Work Program C Aware of programs in the workers compensation program Must that provide reimbursement of light duty wages, etc. em to or at injury program) Volunteers A Resolution adopted declaring volunteers will be covered Must under worker's compensation B Job descriptions completed and class codes for wage Must reportinq verified. C Safe work rules and physical requirements established for Must volunteers Accident Reporting Procedures C Worker's Compensation (801)forms completed for work Must injured requiring medical treatment or illnesses, and faxed to CIS claims within 48 hours or ASAP D Accident investigation report completed and submitted Must within 5 work da s F Aware of OR-OSHA reporting requirements (overnight or Must Ion er hos italization within 24 hours; fatality within 8 hours G The agency has a directive covering the reporting of, and Must appropriate response to, exposures to blood borne pathogens or hazardous substances P Policies and Procedures C Directive covering routine, emergency and pursuit driving; Must practice complies with directive D Use of force directive with annual training Must E Arrest, Search and seizures are covered by directive Must H Hearing conservation program in place Must J Radio"dead spots"are identified and made known Must O Electronic media policy addressing e-mail and internet use, Must addressing confidentiality, viruses, harassment, installing unauthorized software, copyright infringement and non-work related use Q Agency provides for appraisal of towed vehicles by person Must authorized to make such appraisals under ORS 819.230 ORS 819.110 4 and 819.120 7 CIS Law Enforcement Best Practices Survey p�IFANI1 ` : i INIMMU afety A ire Alarm OAR 437-002-0041 B ire Extinguishers OAR 437-002-0180 D It markin s OAR.437-002-0041 Ffr'o2er rst-Aid kits available OAR 437-002-0161 Gio-hazard kit and disposal available OAR 437-002-0360 HSDS sheets Posted OAR 437-002-0360 I storage of hazardous materials OAR 437-002-0180 K rye wash stations where required OAR 437-002-0161 L pmergency Action Plan(>10 employees)(OAR 437-002 001 ecurity TDItive ss to LEDS and NCIC data restricted(OAR 257-015- and 0070) or confidential Information not available to horized viewing (257-015-0070) P ng Facility [lhe holding facility is Inspected and approved annually as Bequired by statute and administrative rules(OAR 291-167- 015) Evidence A he agency has a secure evidence room that has access imited to a designated persons)(ORS 133.537) irectives require posting of hazard labels whenever J azardous materials(including blo-hazards)are stored in vidence(OAR 437-002-0360) rRecords areas containing police records are limpersonnel only (OAR 257-015-0070) rA nce wellmaintained and regularly inspectedoperation (OAR 437-002-0223(3xb)) S l3atrol quipment atrol service vehicles are equipped with emergency 4hts, ren,and police radio (ORS 816250;OAR 735-110-Q010; 5-110-0050) vehicles are equipped with first-aid kits,equipment for rotection against blood borne pathogens,blanket,flares Band/or tra#fic cones,fire extinguisher,investigative supplies, raffic safety vests and hazardous material manuals(OAR 1.37-002-0128 for reflective vests) ehicles are Inspected by the operator at the beginning each F day/shift to ensure they meet minimum safety standards (OAR 437-002-0223(19)(a)) election or entry level sworn positions,the agency utilizes: written examination(OAR 259-008-0010) oral interview(OAR 259-008-0015) A thorough background investigation(OAR 259-008-0010 nd 0015) physical examination(OAR 259-008-0010) baseline audio logic test(OAR 437-002-0080) lr raining he agency complies with all DPSST training requirements in gard to attendance to the basic academy and formal FTEP ogram (OAR 259-008-0025) Bhe agency updates records of employees following their participation in training programs(259-008-0065) O he agency meets DPSST minimum in-service training requirements for all swom personnel (OAR 259-0084)065) r worn personnel receive annual training,at minimum,to use force,firearms qualification(259408-0065),hazardous aterials(437-002-0100),blood bOMB pathogens(431-002- D )360),first-AMM(259a8-0M hearing conservatlon 437-002-0080),legal updates,delionsive tactics,workplace arassment,workplace safety and ollloer safety(to InoWe itness for duty),Amber Alert Plan,portable fire extingt)Isher use(437-002-0180) hup=)ry and management personnel successfully.F the required courses within a year of appointment -008-0025(3)and(4)) Reserves A he selection criteria for reserves is the same as that for full- me officers (ORS 181.640;OAR 259-008-0010) fficer Equipment I swom personnel are individually Issued protective body A rmor and directed by policy that urey be wom during patrol uty(437-002-0123) � If agency personnel are required to utilize occupant safety estraints while in a moving vehicle(ORS 811.210) worn personnel are provided with and required to use O earing and eye protection devioes complying with Oregon SHA standards while in the vicinity of live fire on therange OAR 437-002-0080;437-002-0095;437-002-0120) Special Operations olice Canine,if any,have completed at least 360 hou of E raining and are certified through the Oregon Police Cane ssociation or a comparable certifying body. (ORS 16 .310) r *M es and Procedures gency provides for appraisal of towed vehicles by person O uthorized to make such appraisals under ORS 819.230 ORS 819.110(4)and 819.120(7)) Toms lmdieke bud ethoursma q .doc : n Page 1 y CITY OF TIGARD MEMORANDUM TO: City of Tigard Budget Committee FROM: Margaret Barnes,Library Director DATE: May 6,2005 SUBJECT: Library Hours/Use C: Craig Prosser,Interim City Manager Tom Imdieke,Interim Finance Director At the May 2 budget hearing committee member Katie Schwab asked which day was the least busy at the new library. We examined the following indicators: Visitor Count Circulation Service/Reference Transactions Public Computer/Internet Use Program Attendance No one day logs the lowest statistics in all categories. Some days are busier in some categories; others are busier in others. The amount of activity on any given day of the week may also differ from month to month. Based on an analysis of March 2005(our busiest month to date),Thursdays register lowest in average number of visitors per hour and average number of items checked out per hour. Yet,for both program attendance and public computer use Thursdays are busier than other days of the week. As the following numbers indicate,Thursdays are still busy days: Average circulation for this day: 2,351 Average circulation per hour: 235 Average number of visitors for the day: 1,136 Average number of visitors per hour: 114 Average number of Service/Reference Transactions per hour: 28 These numbers show that members of the community come to visit and use their library daily on a regular basis. The inability to identify one particular day in all categories illustrates that the public uses the library at varying times and for many different reasons. The proposed budget attempts to respond to public demand for service and access to the library Tomr Imdieke- bud ethoursmay05.doc Pa e 2, at times that are convenient for them. The budget presented on May 2nd will fund 54 hours of operation adequately. Given current budget constraints we recommend stretching it to maintain staffing for 58 open hours in order to respond to repeated public requests for accessibility.