Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
Home
My WebLink
About
City of Tigard Budget - FY 2010-2011
u..N; 7 4 City of Tigard ADOPTED BUDGET F I S C A L Y E A R 2 0 1 0- 2 0 1 1 l 2 J r s ___I ON 13125 SW Hall Boulevard I Tigard, OR 97223 1 www.tigard-or.gov ®,a. ® 8 7 ooooo~ I tr r i I i i i • - 'All V 01 f ell" -4 I` p t art i i 5{{{( f i J t Above is the new Tigard Bike Map created by the City's Planning and Information Technology Divisions, using the City's Geographic Information System (GIS). The map is available on the City's website at «-\v-,v.tigard.or-us/community/bike tigard where you can download the map or request that the map be mailed to you. On the front cover: The Burnham Street Construction Project is one of the City's major work project for 2010 and 2011. It is part of the Downtown Redevelopment that will be taking place over the next several years. Pictured is the exciting day for the project when the first trucks rolled in, bringing the new water line. From the lower right corner, the Ash Street Dog Park has its own inspector, "Thor", honorary chairman of the "dog" park committee. Next to Thor are workers who spent many hours on the water, sewer and storm lines under Burnham Street. Bottom right is a small view of the stacks of sewer pipe awaiting installation under Burnham Street. Many hours were spent by crews removing the old road bed as part of this major reconstruction project as depicted in the lower middle picture. The lower left picture shows a portion of the 10,000 tons of rock that will go into building the new road bed before paving. CITY OF TIGARD, OREGON FY 2010-11 ADOPTED BUDGET F BUDGET COMMITTEE John Bailey Mayor Craig Dirksen Dan Goodrich Councilor Gretchen Buehner Cameron James Councilor Marland Henderson Mona Moghimian Councilor Sydney Webb Rick Parker Councilor Nick Wilson Dena Struck CITYEXECUTIVE STAFF City Manager Craig Prosser Assistant City Manager Liz Newton Chief of Police Alan Orr Community Development Director Ron Bunch Finance and Information Services Director Toby LaFrance Human Resources Director Sandy Zodrow Library Director Margaret Barnes Public Works Director Dennis Koellermeier Assistant City Manager/Risk Manager Loreen Mills City Attorney Jordan Schrader Ramis Prepared by the following City of Tigard Staff: Craig Prosser, City Manager Toby LaFrance, Finance and Information Services Director Debbie Smith-Wagar, Assistant Finance Director Loreen Mills, Assistant to the City Manager Amy Lawson, Accounting Supervisor Carissa Collins, Senior Management Analyst Joe Barrett, Senior Management Analyst Kent Wyatt, Management Analyst Liz Lutz, Confidential Executive Assistant TIGARD-ii www.tigard-or.gov e { r r ~u n.;c ,''aA ,,L,. ,i,t :gt. ,f"sr r~ t` ,~c R1 S, P 1 1 - A 'l+.i .it7l ~1 1 ltittt• '.t:P.•~+-l,'`•Y,?i"A-,E3`r;"•t' n'' i 1 'iy,rJ_+•- ,`t: 1 , t ,~'+I+f lye,, 'lk b Ir r.sf t :1.•' h a ¢ ~a i?• 't t' t11 Yr, :;wr', { Yr.;,y.,f}dni i, ~ltsi.* , 3t r "~'~C,• i ~ r~ sTJ' axe. 'y'j. M1'N °~ei .T' - ' :r d i `M1" t Y' r. P•~g ~r`'i A:•~ r.e- Fi~ ~ `t4Jf4~'r t « :s' n n :s' o a .{t Yr4 s ~ t rll 4ti'•~`;"T. -~~1~•.f;u~~(.Itlr r t# $fst"~x.~;~,r' s,,. a ,..,r y }~(:`s"4, i:5y;:~}.u.;,vt- q O ~ fD A~ O O r-r CD ~F#<_i~j, .:Y"f~ .;4 '`c1,,'.:rty-t'"~,ir...r`2 .3~' ~ii~~r,f. tt•E`,~~ 1~,1 sr t;',~.;J ~•r,s"'tr'•#,,~•t".,•A, s~y_, GI vy,(r ,i~ti;:'t?y t ua .t'., Tllrtpq•;"r a~' r3 s ;G t~.,;3k r~•[„T. (yam ~t fD {tYi r.1~„}ia. +>!d rt< .t~ J? •,r -I ~Y5-15711 ~ '~~1,' >y -F•F r'T t~ t'x .~i a 1 ~ rtSts~l~' , s•ry n ;v rd 1fF+f' i ~y.., Mumma 1 I., i y u~T;~i:#'.at , '~i, ft „+yt _ ,!~~1'Rui:~'§t#1r'~,-''yta!'{ r~7; i6~} t'irRm,~ i'?•+q,•`{1,'ti a -a 5}t rl; l'! • tit Y rt# t, 't~G ,,.,I :iS,,,~ rri} ;I Z',, ; t f ; z fiM t;.w r: a~ '"'f 1w,, Y?' Jf tv^t ~ x rt O O 1,aN± r r s'i is >r Fni I 'i':' 77'~ •~y~'•N, }~w d1e7 tent! C e~• t'D O . ,.a,r e -t{; ~',.+a : ,#i ~1i,t z{ 'tt i,aii I'L;1^, p1,:~ 1. N.}1 F.~~~ r, r.Y f• 1' A~ r.krl •P:i ,c,' trr={:tr• '4 q}-~ i 1'r,tFS7 ! ta, y'..I, r•F?,. Y' tsrn'r,! , t` . ' ?Jn?+. j,~j``1.. ':,t• 6 P~ ~ h ~ •3. sa~'`5'': `,i,;✓F.~t"yr, J. .,ii`~i,~ r", ;;.I;i,,' ~;~,1 i,''pN~,, b'fg6~;lfau ' ,.,~~q;,. ~C3f~r-n7~iy.t.uit. ,f~q,+, P.tVi{;1t, ~•:~~;t•yN,, rY y C `'is' , a^iS#S~ x # : `i s 'sf~ { 1 ~ r i1Y~ h F":{, ; Sa!t1 i,R Jt? }.a /.:.','~4 , l;~s'~'• v k~„a , I ~ 1. .J~:;:,. n G- Q'' !7 CD .t'~~ s 6^ f;t & art, t~ ,wc;~• ;;'('#":7 ~,,.''m, 1';^,i ,.",~i~,c '~sr•Y'r t. O n A~ t•t ::dr«: , t ~ 1 R~?'~ r,'irn :~t: ,f'a;I'D (D r'Ills r it~T''r a t ,q ~y"; ~lF 9,}.~f„(y ,j r 'i:' t ,Pitt`-+ r _ t•. aNiiYl ',l+~r 'r ~~:##~~..u..t,~{..t','i!!`'}`~~ °;N;~i'11r 1°'# r P,~'~4~„}~~-s V'n}N,,IS, ls;s:~i,T!. h~4'~.~,,,.;aa n.+-{r,~r d.;!. • 9+ u h''''. d, . 'Yna ' t, Yi: t;:, 4€ i N r 4 , J„ :,Y . a3!r: I ' 1!'"' Ft Vi N ~f!4:vrs:.&1~ r~:~ '♦s~ g !f.~i r. ssj! ,m ;7'+?'- I~'tdu..9ff ,~r.{~'~'_ { t•{,1 3 ~';aF,.Y q ~ t, h,•'.t a't- ~c~j.: .r-'y,. !i r i.~,tj`i tt r it' Q' t-*Y ~ s k. Ss? ,gi„^ ,tT ,ifY"; I. e fD { it ~S ~71 .3+•1~VON JJF Yrt•1,: t+g+ :1}„ Tl # tvrrru • PS'{ ? il,.:~ ;f,t a: , •,tu, Iw,tir, .'rl ;'I k, cii ? , r7c~ r.,r a '1,4:,°.;t':c,, r ,a,ttt }~J d s,k ~i 1=b'i..r•, : { ~ Bch {a' "':u•3, -tip°"R , #~H tr , . i tl " -,~i,, f,r ,~..,frt : J! r. <I,rt;'i;@,:, 1 7 "t~_'F: r "3.~~ • Yr ~ ~ . . n I R ~r•$ ,^rfj..l ..~,r„ v t;<'-t'°%. s~~•~'+ #r ,~lY, t.'~~~ I rl,•~~'~" ;i~t Ijrtltgl 4~~a~~~`'i~: ~s.;..'1~; r, c•& ; i~~ '•~'A,~p;l: trl'~'~~i i'•'~~. r^t fD +ki >a•'~t~t~, ~~"~l'`r!',~; .'4,2«4t '~17i 'lid ~ %~Jrrn ;Fi,:- ~,t ,r. ~I.ik. r,.•~...Y~.l~J,1,~;',7 .'tf{t.sr~,J~ r~.t~•{{•{h-~ t"{t '?~'..•,f~•,~rrv';rs:,>Yy3ir{ 1 5 Srrt1'~t, ,'c>,~• IC.4.l, 'trn` t: .n>'"@'•'k 't 'r" ':'S'' NO., ':.x „•4 . ;y :i{'~S; [ . X '.•:7•.ui(' • ~t.•Y {,$.'.t y 17.;.,. d'4 ~1,~( fr ',i• {!1, ,F. ;r, l; l;i fy O PY ~ ~•l. t.„H~,Fi • T"";, Y1 `ii•:.#tt ,td ,I'+, k, 17 t}j,J .sSE~a, , {,;Jtht",ii dM.P%~.',tSjr 'SE .i~¢~..t 1`r~Si'%~" Flint-*~ ~~'^{"'{i; :'~,YuY.\; ..,I+u•. ii't , NtY eo F>yr~ ' },P,, M. ra~ #.~,.ij1 .a?,,(? ;.t e 'ss e;r, 3 , ai§~,~,. , I- t < < 44e '.f',}„ ~ n ~ .f 1~,1, ,d'"•k> ty'Pii.;4,.i1(~ 4-s~'r-'',4~~# r+ ,;1t, :'•1.I:{, ,tl{:'Y{vsi'r` '-',,..r"i +'•~1~:'"',~ :1 f t.aj lr 3 +r":t k ~k7,! ~v, ~i.. ,Y :rtk' t CD E 7'" '4 r !I •T vn e, ,u 1 , t ",41j ~Y,,p i('(;; slpt 3~ F,-.J {t ~.r.~„r 41 'irir';_r'.'s .rsv:'1'4:i1,. 7. rt" i?q i..a v' ;,f r.d1llY•' , 4 •J, ;r"fila+;s..# ''I''I{:: f~,,... ai y ~t>i i'_~ ktht:(•r jc . ~i ~'6 ~.::,(,.i.,, '~w ~3t;!' I. CD t f~~ ~i:f:`f ~V, 'i 43e, -~7 r ,1 fD I•t #~j?it'1` d4t{l,!i::I.t; ltp~'t 's,h,J.((.~~,a.:l,~~t~tthkt }v'1l . LS t ~ „fd rq'SL1„ , t,;a,r,;.N: ! '~'la 1 t r'„ . w { ~1 ic.` .'1•!,~••,; c,l,;' r,~!{ Q •J;'~~ n, }f 'a if{r.. !.+.`,kr., (M1rt tt t'{hYlaa6~`'y1 i'•,`r j''.; y ;±,r}yCi -i{, dtcr,, -F:? 1, F4•'.§{.`.+.,-",;,1,,.i?(h„ O t t =~.9 1 _ ;d l':, . S{. D,,,,, ,.d, `f't,•r , i','~ ,4'i t; ~ (n ~`rl ,ti~5' i57' }'j y.,! ',h :la rb ri'i I J ~'n ,:,6 ~ ~~tlu f. r~ i" "r~:..v:*t ;i,'~,I,~~rl,,,:.i r~;'.1 'aYr..v,•:r ~2." O{{ a, k,'°d, :t„Si'.c:l•N'~ tr M8`ar.+ ?{~'r;4f 1. tt.la;' t f'{= r i ,R :'t:s.. sn ~'s' P d tr Ik W.' wX'r ~„i"I;.3;in• :,n i, ,a,>~ 'N~, ~r•'i!'f' ;.1 ~ y,~ "'S, 1 ,{t',~Y., ;'ta'i `.>k. }'h`: tf~ ~1;,,. . ~^I: f"1 >y < n h `jl, tJ., 7 "'s, ;h,'''S~t',%'rGiw' ty. iJ"<'. °.jn r{ ' tY .o: dr'1,,ttt:Y I: +;i a?' •i :~i `•:1.)? stlT th • re ~..:.lti~i"ili: ;{11-t l ll`S,' .tt~..:: ~Se~.':7 .7F•i! .rl `C fD t7 ft3~Ilr ~l•' I `~~...'ttd± ~-`::~t^I<tfl.~,{,t.a,..,s, ata'J {;ltitxt tft",ll «',tr ak~a,'t4.3.t..,:: 1,:,, ,~..ws'd.:ca'y,Fj'..,:.!'r,':„ y, i , ~ i + ,•It +,G t: t,! ^~b, ~L 4'' ~ a= . r ? t 7 c;~ ^l +FFa'1~rr-!'.:¢ . 4- ;•I , :S 't{! + J' :4: v .1't +t< tT'.E f' 1. /,n-, 5;~:"~:i r~ eu;E~lF a.~ r t.t 's f&.'tri?t sn 3.i~ ',y a, c,..:.c:. t ;g. t:• tr +~:3-], ~ t,,,. d ii; UAW t' 7, O It 4~IF'~ '.a^~~1~16 -,A e~~J,_r ,fit ,.X,i,:+,[ t~` ;t~rleync,:!~{{t..~.• ;F~ f,,•r..r ;J~+,'i. f~'. '7 :i i .r N79'l :tjir4!Y «?f~; J N'~!{P°.'rrti„"~. vlI• 1, ,t: O fD C ~ .#,r „ l,.~ v• 'Msx#?`r}jPtn fi~~}>~'ni }Y`i "1't',~d,'~r fci-t ~;L Yt r; btl¢ ,e+~•i"", r, ,~',r ;a W.'wa~k1,'<"~,,. z~'•-~y,n l~, ni . r;, f~ a..x-. It•} l,.t;!rn,J(1'e ~~,l;: c.' tp, I,., I,ya, r~,i,3:F.:}.~4,~ xil.,.u, 'Is' ro N ~ .trs~ .s~S~R: u r`5,,, ~>fs.r n+~` !p ,r, h,. ~yr:•;. r}.1-: ff { ~r :S i^,IJ ri• ' I „ V : F~~:_S F .:1 - 4, F, rt O ~ rt "t :,r' ::t`.mi~•~' ('iRa ,,'f~~riq_r, l:' ~i~~.;{~-rt.7;;;t "-yl r~ar';:9tlr'3'"5~r? ! a t 'f: .{`i':1 :•~`:~>1.>; ' i''~, ..,,r.,;'J (D r r Q n S'r i(4,;.a:trt St,,rxi{.,I r{„ j S.F??:v •~-r :`F :IT:.,f 't !,t t: 4• «t,a:o, ,n• s.jt' S'rT a`: :.t,y . ea O {,tsY,t. 4.i~a' tNtvla:.,.r~t,~~,f,.','~'~'ar,;++t.+ .r:''.I'.~~.. %tiar. X11 fYvlh~. L, ~3}1~W ,&,~','t':I nr;. l:,i r "r;t ir.i, rlY,d.,•d S !{y , .l; y f rk 1'I .1 "J ' N rV fD O A- ggl ~t„t?r}iiw" y ~1ryt„ 1109, ~t::l" W fD y .rt,r ''~i n~!r I E ` Yr , , , {+~•Mr'r q•, t 1 j i'' Ft W r-r n '.r ,i iL E,~?<<,r1 n,?...11'u;•,:vSi~SL.c ';iwida , r~~.,sf1r' r aaa '.,•t4.:+t9u , :,ttil~l f' 1~i."t+e;,{rt. Ikil~ d ,y~:J:t~:'{' ! ' 'f! 'li fD f•t PY ~y ~a •1 ~qkd , r•~ '.Y. , r'L, ,"dam ,4b'34 j{! ~ . ,f~,~;l"`~'•'):.k,,pms::3 5~°~+..T~. j , ,fit ( ~"{(a,u'-,, f:, ;1,5:r'{ . I-•, V ~ -~l r. '~1;1 p~y ~}„l .rj''' .l.r'• f _ id, ~ i,7 ,.A 1 iM1' '~e''`.T 9~'~~>'~. i,,,:yi:'~~t {;t: ,F; - n `.3 r r t t t, 1, v.::l} . r r, ;.a, r q,o a4t : !u..~,, L •'r' f d . (4: a :I':;"r u'r` , t~`~'t., ail '1 {t?.;:'i• O l l,F!;, •'tgh+,1 -1".a.f. i'>I,:~ , too !Id,;lltli M1..L., r7Ui,iII~ :.i{, iyi ,a C_.i, 4. r,~1 Gq, S_~:.• r. .YL PY fD t.f#.t ~j.s•t,.lt' _d .er.t 1~ i✓ O 6~: t, ;•IS~;; ,+ii~.F ,a,st ~~°:,7u,pg~ ;~'u,f,~_.?'•.%: ,4;rrr~..o r:Tr J,,, .i•.':'..;.-".;1°r;.;1: ,ry:, I , ''f'~~t aik pi~i' .P"~;; ,,;,r" ~I F:;, :~~1_.~:• tp:;:, Q' 'Z3 fD t • -':~6w=. i:it.:?.,• '1'^ya.i'tr. .;'ji. ;:i},,If'+'Mpp~~J;7~ y:,~1{' ,a':I::~J+a.'a:f' '1, J~''•,tt'~l , ~,f1t' . , °3~i'x:,f,t,:p+.I: - ''sd:~~. `C '1 ~,;3 :~7r;; , . i;t". c:,~?ti,r,..,tit'. ,L"Or S''t,#. ''~',lt: ;~r,rI,{4tgF;r~ r ' ,,s~;!li,~"'.t'+ ts:r a u,. p'~e• • i1e4~a✓,r 'r''`' :'e ' CD 'r:3 a': k:~'Yt.'1tJl.t;::!' ,i"' rw tti ',a~,S. ,t.:y.,,,i.otit;' s..~.,'¢e,^:'IS ~,'+}::rr ,.^t'":~-it,N td';, ~'~t'ijd.l l,` :~'~~'.ti;': f•t r•r O lit: 1:-:~~~{"'ddt ° ,.'.4,= ,-,:€Y: r{, ~jO.SS,;'f !d°a:0(1.+`." tai rr%,^w m LI, 'vt!;,, a;~~T7 .c.. »f*"t..r. r7 r >y F•h sA ,y' i,r,j., .,,t::~p,~,i..ht','~i;;ii., .}"fi,~ ,fJ.1sl '.t, -q •',i. .s - f'~' 11?fl-I'i•n _ t.'J', :1.,. ii:. •.}•~,I r' •.,y, a Q-ki,f ;4„• tX ,.j» 11'Ui:+ - •tr"'" cr.!~'.PS~~`k V , , ssv ; 't'9 •'I{,.; i,S•.,` r V'' . a. uFtU,i1i'1: rah.? I'' •.1'' ~il.,i• ft a.,"I ,,.~i3"xs..it(y~t' t'''' - 401m ';y, CPT "~1, 7i;h'>:'r:.I, '''f•,,=r1•.:. ;r1-,.dr'j rd ;'1 '!t', Y•,-4 .Itt ,~•e',.A. i-Y O r-f rC-t t'D '.I, ' • :~:,r, .1 :•t' -S 4't'ri, t'i.l+ r.+ t. d.'•i .r:'. R O ~ ,.u: ••IF••~, 11~~-+ sd~. tit :1't', .i, I; 7 t1::' ;'tom"' a r•`,.rvY'! 7. '..1. tt+r~#~^' C7" i,t~4 ,t:. l.~tYS•-~ i ir,~• a'; G:' ~ t't J. ~ ~',s -`i.:,~, t ~ ~1 . +4: F'l ~ ..y.;;•,,, .:dJ'; , r-F CD r-r r•r , M ..,_f~~'F,tI "'d iit~t':: r l:;,i~`f.2`~S'iri ;!?i; (`f'f''~ ; j ~E/;:dia;~'r'~,!,`;iit'.:`~a.:+~t,~,~,d ,~r: i"+i(: cn:-:, .:r:r•L m. d•. im ~U :N„ I~ ':,ff,~ '4i: r -tYit.~ '.i"~ O r•T i~~` r:.'hi'j.~s?,~~f,i: '~^'jy.'~`' .:e 'i 1;'sl a: •s t .i.l+ Jt s` .~i CC1Y ~ CD i.sS, ;ypp.~~,rv_i,_{:U 5~! ;:+~,;1~ ..2.~J~%%1,"~~i~' f~r-!I• r.- z,k~~~~~E, t"'r:'~~{G;;',:,91'r{pp4~p~~ • 4J CD ~ ~ ~~t1 ~.r,y.171 kr1, I;jp"n. !~4.~ .i. .,11141 dl, j.~9, .r 6r .i;y;~, ~ 'i.,.:,•,/,6* '~11• ~ ':t,'',t .rF'd,la.:;,,, ia? .,f .i• ~ICS•:S !"'.j; t'' ~t't•'~ , 1~ I''~ .,J,{r•. ,fig 'r:rt,'r tTf O v' ~ 3t{{~.'F:t~;; •,•_7,.r:';ttt~ 'N` 4-'•>:'• ;{,'r_ /~;/.t' •G*~'~ r~'• "x:,-~ r' ~ ~ • r7 ,;f", .sl.~•.r' :r': ,.I"'. ,J~` d ;~N: } ',q I, . T'' 1 'tom" ~'1. ~ Y:i:: - ~ , sn ,ij'. C": ~1, 1-, .p. :i'.•®e. •,i~ 'L•, pp, .d+•','1:~~:.~~~'r.,, t. ~ `C N ,k5.tlt t'ist~1't`~' t, <'; Nf i,.'' i _ ,r„ '-!'1}.u, Q' O to I., -'tlfae t"P.':~rla ~•G i.'~ /,'iS q iil. `t:r~j. •'ti r"4 F"1•, ";i~; A, ;'j',S.}.,. ,1 ,f ;t, n: ;~c:.9,.i,,.. ,.I,-'-;.', ~,•+,n.., O h ~ ~ ~,A~~-hrv 1 Pr ~4.• 1>•'' •;oa '},i'~~ :i I V~,''•~-~ ~i. CD i~ 11, tYr`~~,°i''r (tj ar,• 0~1';°;•~: ~:'t, ,'t ..n.•'•cl`:,I t. ,7.: r ;;`c;::~C,:' .q 5 12 as p- 1'yaz ;4 $d t? ; is ...1'•' ,d;•::; r•r hit n ~pp~'J`YI N1,~'u~j ti 7s 1,•S! v a}, tp t r I _ e 1 , ~ ~ i , I. y, „I. i• i •t• , p F~ ;d': 1 f ,t-. °•'r.,,. i', f,,' A .r•1!i 1 , ' rl ~ n F~ ~ .(tt~~•as~,r,,; 4°~'SfiJ~'t`~SY'~^.Jt ~ny~''' l"~ ~r{, ,:(1: ~-,1:,: ~'j,' `1i -i•.,•... .t,.•~~:;~i. p .':i1 4, J';~1f:,.1,wA 5 4rlr': • t, l) YI)~, ':i'S''• ,t'n'.:~ d>a,:; ~ •IJ,' ..9,. , J r ti?,~fL.s''ii. ;,,;t': t[•Y}'b ~ ~ ~ F~ AY ",f:{,h~, ii;i7i,ti .?•pt!., S";i. :i•t A„n;` ,~r! _ ~ :d s7:•..; ;,j i,. il'',S , ' r~•r n (p V'"ti {ol ti„' .1++X:"yi~fle;i!i Y{°'s. 't.a• ! ,,,!;,~').~'',,°i'Ii 1t•, .I, i' ' rn O ~ '~3 ',1St#r, rtr~ rr,.,nr,..k• b. 7G". •`I' ca'r'' la.:,~.`, i.~ , ;i~ _i',. 'u;}' r ? f~y7 kr.•~. 71 F',.~~'•'yF'"'~i":;`•~'fi=' air' 'i~' r."r~ ~~'"r ~ ~:i" r . ~ F+ 1••. O F.'t:~^3!t~'J ;-~1:. ,.;~F'tir ~I, .Y:~• :1 ` rn r!y'* ~ YFD ~~Srty}t7 J,:, '"''j$::~,.L; '1, ~ a:rt „ ~ ~ ~ ran A~ - } tY rc?'cirsiL+ ii!t' ) YiF :..fd,t~J ' '-1♦' :.i ~ , O f ~ ~ Cp 'rx;zr"T.,a,,•~Y„ ,t1'^ v , j.v - ,r.~ t- , O ~ Oti? '~~rq.:.tb'ft4 'lrkr3•. 'a; r'' P 4*.%' O ~I.?~•r; ~t.,,.4 ;1,x!4 p;, Jsf rr '.t' _ „a'a•'' .:r`•': r•r ,6°~sa!-•,*;i{~tt~.,~~cf'',t14 ._jtt: 'Ii`'. d_i, .7;:'. r>•t S'!I,* .1. TABLE OF CONTENTS INTRODUCTION 2010-2011 Budget Transmittal ....................................................................................................1 Council Goals 6 Citywide Organization Chart - By Program 8 READER'S GUIDE User's Guide to the Budget Document 9 Budget Process ...........................................................................................................................13 Basis of Budgeting 16 Fund Structure ............................................................................................................................17 Program Budget Structure ........................................................................................................18 Operating Division Funding 20 City Information 22 City of Tigard Map 26 BUDGET SUMMARY Where the money comes from... 27 Where the money goes 28 Fund Balance 32 Summary of All Funds 33 Summary of Contingency 38 Operating Budget Summary 39 Comprehensive Long Term Financial Forecast 40 REVENUEANALYSIS Current Revenue Summary by Fund 49 Property Tax Summary 50 Assessed Valuation 51 Property Tax Revenue 52 State Revenue Sharing 53 Enterprise Funds - User Fees 54 Connection Fees 55 Permit Revenue 56 County Shared Revenue 57 Fine and Forfeiture Revenue 58 Interest Earnings 59 Franchise Fee Revenue 60 Interfund Transfers 61 PROGRAM SUMMARIES Program Summaries 65 Expenditure Summary by Program 66 Operating Budget History 67 Staffing Levels 69 COMMUNITY SERVICES PROGRAM Community Services Organization Chart 71 Expenditure/FTE Summary 72 Police Organization Chart/FTE Summary 74 Police Mission Statement 75 Police Administration 76 Police Operations 85 Police Support Services ..........................................................................................91 Library Organization Chart/FTE Summary 99 Library Administration .....................................................................................................100 Library Reader Services ....................................................................................................105 Library Technical Services ...............................................................................................112 Library Circulation ...............................................................................................116 Social Services and Community Events .........................................................................121 PUBLIC WORKS PROGRAM Public Works Organization Chart .........................................................................................125 Expenditure/FTE Summary ..................................................................................................126 Public Works Public Works Administration ..........................................................................................128 Parks and Grounds ...........................................................................................................133 Street Maintenance ...........................................................................................................138 Fleet Maintenance .............................................................................................................142 Property Management ......................................................................................................145 Water ...................................................................................................................................149 Sanitary Sewer ....................................................................................................................155 Stormwater .........................................................................................................................158 Public Works Engineering ...............................................................................................163 Street Lights and Signals ..................................................................................................168 COMMUNITYDEVELOPMENT PROGRAM Community Development Organization Chart ...................................................................171 Expenditure/FTE Summary ..................................................................................................172 Community Development Community Development Administration ...................................................................174 Building .............................................................................................................................179 Development Services-Planning .....................................................................................183 Long Range Planning .......................................................................................................187 Development Services-Engineering ...............................................................................192 Downtown Redevelopment ............................................................................................195 Capital Construction & Transportation .........................................................................200 POLICYAND ADMINISTRATION PROGRAM Policy and Administration Organization Chart ...................................................................205 Expenditure/FTE Summary ..................................................................................................206 City Administration Organization Chart/FTE Summary ....................................................................................207 Mayor & City Council ............................................................................................................208 City Management ....................................................................................................................212 Human Resources ...................................................................................................................216 Risk Management ...................................................................................................................220 Communications /Graphic Design ........................................................................................224 Municipal Court 228 City Recorder/Records 231 Finance and Information Services Organization Chart/FTE Summary ......................................................................................234 Finance and Information Services Administration .............................................................235 Financial Operations ...............................................................................................................239 Utility Billing ............................................................................................................................242 Information Technology .........................................................................................................245 Contracts and Purchasing .......................................................................................................249 CAPITAL IMPROVEMENT PLAN Capital Improvement Plan Summary ....................................................................................253 Streets ........................................................................................................................................263 Downtown 268 Parks ..........................................................................................................................................270 Water 275 Sanitary Sewer ...........................................................................................................................279 Stormwater 282 Facilities 287 DEBT SERVICE Debt Service 289 Debt Service Summary 290 Outstanding Debt Issues 291 General Obligation Bond-Library 292 Loan-Cook Park Expansion 294 Tigard Transportation Build America Bond 296 Assessment-69th Avenue Local Improvement District 298 Assessment-Dartmouth Local Improvement District - 2003 299 Assessment-Bancroft Improvement Bonds 300 FUND SUMMARIES Fund Summaries Introduction 301 General Fund General Fund 302 Enterprise Funds Stormwater Fund 305 Sanitary Sewer Fund 306 Water Fund 308 Water CIP Fund 310 Water Quality/Quantity Fund 312 Water SDC Fund 313 Special Revenue Funds Building Fund 314 City Gas Tax Fund 316 Criminal Forfeiture Fund 317 Gas Tax Fund 318 Electrical Inspection Fund 320 Tree Replacement Fund 321 Library Donations & Bequests Fund 322 Debt Service Funds Bancroft Debt Services Fund 323 General Obligation Debt Service Fund 324 Capital Projects Funds Facilities Capital Projects Fund ......................................................................................325 Parks Capital Fund ...........................................................................................................326 Parks SDC Fund 327 Underground Utility Fund ...............................................................................................328 Street Maintenance Fund .................................................................................................329 Traffic Impact Fee Fund ..................................................................................................331 Transportation Development Tax Fund 332 Internal Services Funds Central Services Fund ......................................................................................................333 Fleet/Property Management Fund 334 Insurance Fund ..................................................................................................................335 APPENDIX Schedule of Appropriations 337 Financial Policies ......................................................................................................................346 Glossary of Budget Related Terms .......................................................................................353 Advisory Committees ..............................................................................................................358 Staffing Summary 362 Management/Professional Group Salary Schedule 364 Tigard Police Officers Association Salary Schedule 368 Oregon Public Employees Union Salary Schedule .............................................................369 11 i INTRODUCTION H n ' 2010-2011 Budget Transmittal 1 0 Council Goals 6 i Citywide Organization Chart - By Program 8 11 i ~ 1 FY 2010-2011 BUDGET TRANSMITTAL To the Citizens of Tigard, Once again, I present you with the Adopted Budget for the City of Tigard. This was a difficult budget to put together. It represents a reduction in services and expenditures in recognition of current finan- cial realities. However, I believe that the budget process was thoughtful and responsible and the result is a budget that should sustain City services at the adopted level for the next two years as we measure our economic recovery. The services that local government provides to its citizens are crucial to the well-being of the commu- nity. That is why we exist. Communities form cities to provide services essential to the common good and necessary to supporting a vital and livable community in a healthy environment. The services pro- vided by local government are never more important than they are during hard economic times. Public safety issues traditionally increase. As personal budgets tighten and private sector offerings become more limited, citizens increasingly turn to public resources such as public libraries and public parks. At the same time, important public infrastructure such as roads, water and sewer lines, and parks still need to be maintained and even improved to aid in the needed recovery. Last year, as we built the FY 2009-10 Budget, we were in the early stages of the recession. Based on the best information we had at that time, it appeared that the economy would start to recover late in calendar year 2010. With all of this in mind, we built the FY 2009-10 Budget to bridge to the antici- pated economic recovery. With the exception of our Building program, we were able to maintain ser- vice levels and staffing. City staff have done a great job in providing needed services to our citizens in a cost effective-manner. Impact of the Economy The economy has improved, but experts are now saying that the recovery will be long and slow. De- velopment activity is not expected to pick up significantly until FY 2014-15. Many of our largest Gen- eral Fund revenues are dependent upon development and economic activity. Despite our best efforts, we are no longer able to continue bridging these hard economic times. We need to position Tigard to survive until the recovery takes hold. Accordingly, Tigard adopted a budget for next year at a level that can be sustained for two years with little growth in our revenues. As much as I would prefer otherwise, this budget reduces programs and services. Every department is affected by these reductions. Budget Approach In developing the Budget, the City was cognizant of citizen priorities expressed in recent surveys and of adopted City Council Goals. Surveys consistently reveal that citizens' top concern is traffic and con- gestion in the City and particularly on Pacific Highway (99W). They also express concern for the fol- lowing items within the City's area of responsibility: street improvements & maintenance, crime & drugs, level of taxation, and parks & recreation. (Citizens also list education and schools as an area of concern, but this is the responsibility of the Tigard-Tualatin School District.) INTRODUCTION - PAGE 1 FY 2010-2011 BUDGET TRANSMITTAL Council Goals for calendar year 2010 reflect these concerns: Implement the City's Comprehensive Plan (complete the Transportation System Plan and area plans for the Tigard Triangle and the Pacific Hwy. corridor; update the Tree Code; and con- tinue to promote and plan for Pacific Hwy. Light Rail. Implement Downtown Urban Renewal Strategize with the Park and Recreation Advisory Board on a 2010 Parks Bond Advance methods of communication including external communication with citizens and internal communications with staff, and Support 2010 Washington County Cooperative Library Services and Washington County Public Safety Levies. These goals are reflected within the Adopted Budget. The resources available to support programs and services are made up from two primary elements: (1) revenues from taxes and fees received during the year and (2) savings (fund balances) carried forward from the previous fiscal year. The earlier Tigard starts saving these resources, the more money we is available to carry over into the budget. Because of that, I implemented the FY 2010-11 program and service reductions in the spring of FY 2009-10. In addition, I instituted a hiring freeze, reduced hours for several staff, and issued lay-off notices to several more staff. I wished that these measures were not necessary. However, I believed they were. We need to position this City to continue to provide services to our citizens during these difficult times. Service levels will be affected and our workforce will be smaller. I truly regret the reduction in services to our citizens and the pain and disruption that this causes to employees directly affected by these reductions and to the organization as a whole. Adopted Budget Document The Adopted Budget document contains the details of the City's finances. The budget complies with the City's financial policies found in the Appendix. All departments made significant reductions to their budgets. City-wide cuts implemented at the end of FY 2010 reduced the FY 2011 Adopted Budget by nearly $2.0 million compared to the FY 2010 Budget. The cuts include reduced FTE by 17.2 with a payroll reduction of $1.4 million. This is a six percent reduction in FTE and payroll. In addition, there is a reduction in Materials and Services total- ing over $600,000. The reduction in personnel is a long-term reduction that impacts service levels and hours of operations to serve citizens and businesses of Tigard. While some of the Material and Service reductions are associated with the program reduction, many of the cuts put off expenses to future years and are not sustainable over the long haul. However, with these reductions, Tigard is positioned to be fiscally stable for at least two years through FY 2012. The following table below displays the reduc- tions to budgets by department. PAGE 2 - CITY OF TIGARD FY 2010-2011 BUDGET TRANSMITTAL Departmental Summary of FTE and Budget Reductions - Revised 2010 vs Adopted 2011 Reduction Personnel M&S plus Capital Department in FTE Savings Outlay Savings Total Savings LIBRARY (3.10) (102,929) (24,042) (126,971) PUBLIC WORKS (3.90) (207,223) 93,132 (114,091) POLICE (4.00) (527,039) (139,153) (666,192) COMMUNITY DEVELOPMENT (3.00) (332,455) 76,286 (256,169) FINANCE & INFO. SVCS. (1.20) (22,730) (185,917) (208,647) CITY ADMINISTRATION 2.00 (170,091) (431,850) (601,941) Totals (17.20) $ (1,362,467) $ (611,544) $ (1,974,011) In the Library, materials and services were reduced by approximately $24,000 and FTE were reduced by 3.1 (a combination of reduced work hours and layoffs). This will result in the Library reducing open hours from 69 to 66 hours per week. I anticipate that patrons will experience longer lines and wait times for service. The Library will encourage more self-sufficiency by promoting services such as the self-check machine and the use of online services. In addition the Library expects to provide fewer programs to children and adults. Public Works saw significant changes in fiscal year 2009-10 due to a reorganization of engineering ser- vices. To align services, the engineers who plan projects were moved from Community Development to Public Works where the projects are implemented. Because of capital project reductions, fewer en- gineers are needed. In fiscal year 2009-10 two project engineers and an engineering technician were laid off. Other than capital projects, most Public Works' programs maintain status quo for fiscal year 2010-11, with the exception of meeting room reservations. The City has discontinued its room reservation ser- vice, which allowed the public to rent City-owned rooms for meetings and events. An analysis of the cost of providing this service showed that rental rates would need to increase fourfold in order to cover the cost of providing the service, including clean-up and repairs. The Public Works Street Maintenance Division is moving from the General Fund to the Gas Tax Fund. In prior years a transfer from the Gas Tax Fund to the General Fund provided the resources to pay for street maintenance. Now the expenditures will be recorded directly in the Gas Tax Fund. The Police Department is reducing staff by four FTE, which consists of one property evidence clerk, two sworn officers, and one police sergeant. Due to staffing vacancies these positions were unstaffed at the time of the cuts and did not result in any layoffs of existing staff. The department also cut nearly $140,000 out of the budget in materials and services. This includes delaying the purchase of replace- ment vehicles and is not sustainable for more than one or two years. INTRODUCTION - PAGE 3 FY 2010-2011 BUDGET TRANSMITTAL Community Development is experiencing a significant reduction in current planning fees because of the low level of planning activity. The department has reduced staff by three FTE, which includes the elimination of a Planning Manager position and the Code Enforcement Officer. The rest of the FTE reduction is made up of five positions in Planning that will each be reduced by 20%. This will result in the Permit Center Counter being closed on Mondays. The Building Department began closing on Mondays after the downturn in housing hit the department hard in fiscal year 2008-09. Vital code en- forcement activities will be provided by remaining staff; however there will be a reduction in the level of code enforcement service. City Administration, Finance, and Information Services have reduced staffing by 3.2 FTE. As part of the reduction, the City is eliminating the switchboard operator position and will move to an automated attendant to answer the City's main phone line. We will encourage citizens to can direct phone lines rather than going through the City's main switchboard. For those calls that do not go to a specific per- son or department, Utility Billing will answer the call and provide a live person to direct the call. I have eliminated the Community Events Coordinator position and reduced hours for the Risk Management Technician. Additionally, in Finance I have eliminated the Passport Clerk due to a reduction in de- mand. Because Utility Billing staff will have to cover passports and the main phone line, Tigard is re- ducing the hours the Utility Billing counter is open by five hours per week and will only accept pass- port applications three days per week. Lastly, Finance and Information Services cut over $185,000 in materials and services. A large portion of the cuts will affect a planned enhancement of Tigard Maps, the interactive on-line GIS system. The news is not entirely bleak. The Building Fund conducted a detailed analysis of the City's building- related fees and was able to construct and implement a new fee schedule that is intended to support a full-service Building Division. Although staff remain at 32-hour weeks, this fund's budget does not require any General Fund support for fiscal year 2010-11. This is an improvement from FY 2009-10 where the General Fund subsidized the Building Fund by $300,000. Capital Improvement Projects The City expects to acquire a strategic piece of land in fiscal year 2010-11 for a community park. Com- munity partners are joining with the City to accumulate the more than $5 million that will be needed for the purchase. These funds are restricted by law for park expansion and are not available for opera- tions. This project is expected to reduce the fund balance in the Parks SDC Fund to near zero. The City has key large capital projects either in the planning stages or underway. These projects will require the City to borrow a significant amount of money and will require future revenues to pay off the debt. The Burnham Street Reconstruction project is well underway. Primarily a street project, its main fund- ing source is the Gas Tax Fund. The City borrowed $4.25 million before the end of fiscal year 2009-10 to pay for the project. It is estimated that all State and County gas tax revenue not used for operations for the next ten years will be needed for street maintenance and debt service on the Burnham Street project, so no additional projects can be funded with State and County gas tax revenues for a number of years. PAGE 4 - CITY OF TIGARD FY 2010-2011 BUDGET TRANSMITTAL The City Gas Tax was instituted to provide funding for the Greenburg/Pacific Hwy./Main Street re- alignment and improvement. The City borrowed $3.0 million before the end of fiscal year 2009-10 to pay for this project. It is estimated that all City Gas Tax revenue for the next ten years will be needed for debt service on this project, so no additional projects can be funded with City Gas Tax revenues for a number of years. The City's long-term water project in partnership with Lake Oswego is also underway. The City cur- rently has a $6 million line of credit that is expected to be tapped out by the end of fiscal year 2010-11. The City will issue revenue bonds for this project in fiscal year 2011-12, with the balance of the neces- sary bonds issued in 2013-14. The current estimate for Tigard's portion of this project is $118 million. The City is in the process of conducting a water rate and system development charge study to deter- mine sustainable rates to fund this project. The City has historically maintained a low level of debt, and has accumulated funds to pay for improve- ments rather than borrow money. However all of these projects require debt-related financing. Summary This has been a challenging budget. We have continued to spend down reserves in an effort to main- tain historical levels of service, but it is clear the economy will not allow us to continue that path. Last year I outlined three choices. (1) Leave the budget largely intact and work throughout 2009-10 to find additional resources, review existing service levels, and hope that the economy recovers within the time -frame expected. (2) Work with City staff over the next year to reduce the cost of providing services. (3) Make cuts in services now to avoid larger cuts later, recognizing that this would impair our ability to provide services when they are most needed. It is now clear that the economy will not recover in the timeframe that was outlined one year ago. This FY 2011 Adopted Budget reflects the measures neces- sary to maintain the financial health of the City with the least impact on services. I wish I had a happier message; however that would not be realistic. I look forward to working with Tigard Citizens, City Council, the Budget Committee, and your dedicated City Staff to forge the finan- cial future of the City. Sincerely, Craig Prosser City Manager INTRODUCTION - PAGE 5 COUNCIL GOALS Council Goals for 2010 Implement Comprehensive Plan Complete the Transportation System Plan (TSP) and begin area plans (Tigard Triangle, Pa- cific Hwy., etc) Update Tree Code Continue to promote and plan for Pacific Hwy Light Rail Implement Downtown Urban Renewal Initiate developer outreach/recruitment Adopt Downtown Circulation Plan Strategize with Park and Recreation Advisory board on a 2010 Parks Bond Decide whether to return to ballot and, if so, when Develop land acquisition strategies (potential options to purchase, etc.) Advance Methods of Communication External: Develop communication strategy and methods in support of City goals Internal: Support staff efforts to change the organizational culture to create a proactive environment of exceptional people and service, promoting the values of "respect and care," "get it done," and "do the right thing" (Strategic Clarity) Support 2010 Washington County Cooperative Library Services (WCCLS) and Washing- ton County Public Safety Levies Five-Year Goals Obtain Ash Street railroad crossing in downtown Explore Pacific Hwy Urban Renewal District Continue to support the Legislature in addressing the financial needs of state and local gov- ernments in Oregon Develop long-term financial strategy Start implementing plan for City facility needs Continue pursuing opportunities to reduce traffic congestion Continue implementing Downtown Urban Renewal Plan Continue to monitor the Tigard/Lake Oswego Water Partnership PAGE 6 - CITY OF TIGARD COUNCIL GOALS Long Term Goals • Pursue opportunities to reduce traffic congestion in Tigard • Seek to improve Pacific Hwy Corridor (land use, alternative routes, traffic, etc.) • Implement Downtown Urban Renewal Plan r r INTRODUCTION - PAGE 7 CITYWIDE ORGANIZATION CHART - BY PROGRAM CITIZENS OF TIGARD E MAYOR & CITY COUNCIL { CY & Co~dDdiJPIIw PURUC COACUUNrrY =MINI SERVICES WORKS DEVELop rRaT ION PUM= Comdna -mw c rry F uvAwm A2M POLICE i EBRAR ' woes DEvE o tmmT AnuNnnmAnox b4MXWAn0N SEMI= Alma==fi= Arir =smratiAm Ad 5suatim Admzdci~crzxb= H.3afcm and Qlll a Atm_ me sermon Eb Bwl&mg C a Ope- op- i °R Sec s FaeiSrtie Sir F$=an Rraniees utffly B@rmg GSn a F6eea Lang Risk hr...ge , 3mbmc> a Fh-6-9 iecfimakrg~ PaaksJGmouads D-.kF- CQMM=n azfM sj Caatfamts and Srr.*,ccs-Engrg CraplEc DemiF Ptsrehas 9 Downromm Saniaaar Sea ec ~ sFa] Caret Street, City Reeaaiea/Rmam& 5ta= Chita aPaoa PAGE 8 - CITY OF TIGARD READER'S GUIDE User's Guide to the Budget Document 9 Budget Process ..................................................................................................................13 Basis of Budgeting .............................................................................................................16 Fund Structure ...................................................................................................................17 Program Budget Structure .................................................................................................18 w a Operating Division Funding 20 G1 City Information 22 a City o Tigard Ma 26 It's t USER'S GUIDE TO THE BUDGET DOCUMENT The budget document describes how the City of Tigard plans to meet the needs of the community. It is also a resource for citizens interested in learning more about the operation of their City government. The City budget fulfills several functions: • Firstly, the budget is a communications tool to explain the various demands, needs, con- straints, resources, and opportunities it faces. It communicates the choices made and the direction in which the City is headed. • At the highest level, the budget is an important policy document. The annual budget proc- ess is the one time during the year when City operations and processes are reviewed in a comprehensive manner. The City reviews the needs of the community, priorities, and goals and then matches resources against those needs, priorities, and goals. Resources are lim- ited, so choices must be made. The annual budget reflects those choices. • The budget also serves as an operational guide. It identifies work programs and goals to be achieved for each department or unit in the coming fiscal year. • At its most basic level, the budget is an accounting document the City uses to measure and control expenditures and to track its revenues. The budget document has been organized to assist the reader in understanding how and why the City budgets as it does and to provide more summary level information at the beginning of the budget document with more detailed information at the end. The document is arranged from a high level summary to more detailed, each section is also arranged in this manner. As the reader reviews this document, they will see this arrangement as well as the functions listed above that a budget should fulfill. The City of Tigard's budget document is divided into thirteen primary sections as presented below: Introduction This section contains the Budget Transmittal from the City Manager. This letter summarizes the major provisions that have been included in the FY 2010-11 Adopted Budget. It includes a discussion of ma- jor policy issues that were considered and major changes from last year. This section also contains Council goals which provide the foundation and direction for many of the choices made in construct- ing this budget. A Citywide organization chart orienting the reader as to the programs and services provided by the City is included in this section. READER'S GUIDE - PAGE 9 USER'S GUIDE TO THE BUDGET DOCUMENT Reader's Guide This section provides an overview of the budget process, the basis of budgeting, the budget structure, and general City information including a map. This section is designed to help familiarize the reader with the City and its budget. Budget Summary The Budget Summary is designed to give the reader an overall view of the entire City budget. This section contains summary charts and information to provide a one-stop picture of the budget. These high-level summaries provide an easy reference for overall City trends and conditions. This section also presents the Comprehensive Long Term Financial Forecast. The Financial Forecast projects City revenues and expenses for major operational areas of the City over the next five years, based on current conditions. The City uses the forecast to identify future trends, needed corrective action, and to forecast the success of current financial efforts. Revenue Analysis The Revenue Analysis section contains information about the City's primary sources of revenue across all funds. This section provides a basic explanation of Oregon's property tax system and a summary of the City of Tigard's property tax revenues and assessed valuation. This section also provides historical trend information for each of the City's major revenue categories. Program Summaries The City's operating budget is organized by major program areas: Community Services, Public Works, Community Development, and Policy and Administration. Each program area contains one or more operating departments or budget units. The Program Summaries section provides detailed information for each program area by department and budget unit. The information includes a program-level nar- rative and summary expenditures and authorized position counts. Subsections within the Program Summaries section include a narrative for each budget unit presenting the long term results the unit is working to achieve, a description of the unit's services and activities, FY 2010-11 goals and objectives, accomplishments for the prior fiscal year, and major highlights of the unit's budget. This section also includes workload indicators for each unit showing how much work it has accomplished in the past and how that workload is expected to change in FY 2010-11. Effectiveness measures for each unit are included to show the progress of each unit in achieving its long term results. PAGE 10 - CITY OF TIGARD USER'S GUIDE TO THE BUDGET DOCUMENT Community Services Program This section includes budget appropriations and explanatory material for the Community Services Pro- gram. The Community Services Program includes Police, Library, and Social Services and Community Events. Public Works Program This section includes budget appropriations and explanatory material for the Public Works Program. The Public Works Program includes Public Works Administration, Engineering, Parks and Grounds, Sanitary Sewer, Stormwater, Street Maintenance, Fleet Maintenance, Facilities, Street Lights & Signals, and Water. Community Development Program This section includes budget appropriations and explanatory material for the Community Development Program. The Community Development Program includes Community Development Administration, Building, Development Services-Planning, Long Range Planning, Development Services-Engineering, and Downtown Redevelopment. i Policy and Administration Program This section includes budget appropriations and explanatory material for City Administration and Fi- nance and Information Services. The City Administration Program includes the Mayor and Council, City Management, Human Resources, Risk Management, Communications /Graphic Design, City Re- corder/Records, and Municipal Court. Finance and Information Services includes Administration, Financial Operations, Utility Billing, Information Technology, and Contracts and Purchasing. Capital Improvements The Capital Improvements section provides information about the City's five-year capital improve- ment program. It includes information about major construction and capital acquisition projects that are planned during FY 2010-11 as well projects Tigard expects to fund and undertake over the follow- ing four years. Debt Service The Debt Service section presents information on the City of Tigard's outstanding long term debt. This section shows current and future debt service requirements, calculations of debt ratios, the com- parison to statutory debt limitations, and debt service schedules. i READER'S GUIDE - RAGE 11 USER'S GUIDE TO THE BUDGET DOCUMENT Fund Summaries The Fund Summaries section shows the City's fund structure and detailed fund reconciliations for each fund. A fund is a self-balancing set of accounts and is used to track revenues and expenditures for spe- cific purpose. Under Oregon law and Generally Accepted Accounting Principles, revenues and expen- ditures of individual funds may not be co-mingled. This section shows current and historical informa- tion on the resources and requirements of each of the City's funds. Appendix The Appendix section contains a variety of other budget-related information including salary sched- ules, staffing summary, the City's financial policies, and a glossary of terms. This section also includes a listing of Advisory Board and Committee members. PAGE 12 - CITY OF TIGARD BUDGET PROCESS Budget Process Staff begins preparing the annual budget several months prior to adoption. From December through March, staff completes a five year forecast of all revenues, expenditures and fund balances. The fore- cast takes the budget and known future changes in fees, technology, laws, and impact of capital con- struction on operating costs. The forecast does not assume future decisions in staffing levels or pro- posed programs. By producing a forecast on known items, it allows the City to see the size of deci- sions that need to be made. The City Manager reviews the forecasts for all funds and determines which future expenditures must be postponed or eliminated to ensure a stable, financial future, but still provide the necessary resources to continue to provide current services at the same level of service in the future and accomplish City goals. Budget parameters and guidelines for the coming fiscal year are set in relation to the finalized five year forecast. Guidelines can include the number of additional or reduced staffing allowed in the budget requests, changes in programs or equipment replacement. In January, department staff prepares their requested budgets while at the same time the City Council sets its goals for the coming year. These goals and the necessary resources to accomplish them are included in the budget requests and may re- f quire adjustments to the forecast and budget guidelines. After departments submit their requested budget, Finance staff reviews the requests and meets with the departments to discuss the requests and obtain additional information to assist with their analysis. In March and April, Finance staff finalizes their budget analyses and meets with the City Manager and De- partment Directors to review the requests. The City Manager makes decisions on the requested budg- ets, which are then incorporated into the Proposed budget. In May, the City Manager presents the Proposed Budget to the Budget Committee. The Budget Com- mittee, in accordance with Oregon Budget Law, is made up of the City Council and an equal number of citizen members. In Tigard's case, the Budget Committee is the Mayor, four Council Members, and five citizens. All budget meetings are open to the public and are required to be advertised as such. At each budget meeting, time for public comment and input is provided. After all input has been re- ceived, the Budget Committee approves the budget with any changes and forwards it to the City Coun- cil for adoption. In June, the City Council holds a final public hearing to allow for additional public comment. After the public hearing, the Approved Budget is adopted by City Council resolution. The Adopted Budget takes effect on July 1. According to Oregon Budget Law, a budget must be adopted prior to July 1. READER'S GUIDE - PAGE 13 BUDGET PROCESS Budget Calendar December - March Finance staff updates the five year revenue and expenditure forecasts and sets growth trends and baselines. City Manager reviews forecasts and sets guidelines and policy for next year's budget. January Finance staff prepares budget instructions, provides training as required, and distributes budget guidelines to department staff. City Council establishes goals for the year. February Departments prepare budget requests for review by Finance staff Department staff submits revenue and expenditure projections for the current fiscal year. Finance staff reviews requests and prepares budget analysis. The five year forecast is updated based on requested budget amounts and projec- tions for the current fiscal year. March/April Requested budgets and budget analyses are submitted to the City Man- ager. Budget discussions between the City Manager, Department Direc- tors, and Finance staff take place. i Finance staff updates five year forecast based on Proposed budget. The Proposed Budget document is produced by Finance staff. Budget Committee meetings are advertised. May The City Manager's Proposed Budget is submitted to the Budget Com- mittee for deliberation. Public meetings are held to present the Pro- posed Budget to the Budget Committee to discuss and to allow citizen comment. The Budget Committee makes changes as appropriate and then approves the Budget before forwarding it to the City Council for adoption. PAGE 14 - CITY OF TIGARD BUDGET PROCESS Finance staff updates five year forecast based on approved budget and revised projections for current fiscal year revenues and expenditures. Public Hearing Notice for Budget Adoption is advertised. June A public hearing before City Council is held to allow citizens to com- ment on the Approved Budget. After the public hearing, the Approved Budget is adopted by City Council resolution. Finance staff updates five year forecast based on adopted budget. The Adopted Budget document is produced by Finance staff. July The Adopted Budget takes effect. Budget Revision Procedures Oregon Local Budget Law establishes procedures to revise the budget as events occur after budget adoption. The type of event determines the procedures to be followed. Budget Amendment The Adopted Budget appropriates contingencies in several funds. As allowed by Oregon Local Budget Law, contingencies can be transferred to a specific appropriation by Council Resolution amending the budget. Budget amendments can be used, if necessary, for up to 15 percent of fund appropriations without approval of a Supplemental Budget. Supplemental Budgets In accordance with Oregon Budget Law, a Supplemental Budget is required to appropriate increased resources within a fund (except for gifts, grants, and donations), or if total budget amendments in a fund exceed 15 percent of the existing appropriations. Supplemental Budgets must be advertised prior to adoption by the City Council. Supplemental Budgets with more than a 10 percent change of a fund are adopted by Council in a public hearing. If at least ten taxpayers make a written request within ten days of the notice, the Council must refer the Supplemental Budget to the Budget Committee prior to consideration and action. READER'S GUIDE - PAGE 15 BASIS OF BUDGETING The basis of budgeting is similar to the basis of accounting with a few exceptions. Budgets are pre- pared in accordance with the modified accrual basis of accounting for Governmental Fund Types. Proprietary Fund Type budgets follow the accrual basis of accounting, with the exception that depre- ciation is not shown as a budgetary expense. Proprietary funds also accrue compensated absences when incurred and become a fund liability. In the Governmental Funds, compensated absences are paid from current resources and are reported as an expenditure in the year they are paid. Activities of the general fund, special revenue funds, debt service funds, capital project funds, enter- prise funds, and internal service funds are included in the annual appropriated budget. Annual appro- priations lapse at the end of each fiscal year Qune 30). The level of budgetary control (that is, the level at which expenditures cannot legally exceed the appropriated amount), is established at the program level within each individual fund. The City maintains an encumbrance accounting system as one tech- nique of accomplishing budgetary control. i PAGE 16 - CITY OF TIGARD FUND STRUCTURE The City of Tigard uses various funds to account for its revenues and expenditures. A fund is defined as a fiscal and accounting entity with a self-balancing set of accounts. Funds are categorized by type as defined by generally accepted accounting principles (GAAP) and Oregon Budget Law. The revenues in each fund may be spent only for the purpose specified by the fund. For example, the revenues in the Water Fund may be used only for purposes related to water operations. However, the General Fund is the primary exception to this rule. The General Fund accounts for general-purpose revenues and operations of the City. Most of the traditional, core operations of the City (i.e. Police, Library, Parks, Planning, and Mayor and Council) are budgeted in this fund. In FY 2010-11, the City will use the following funds: General General Fund Enterprise Sanitary Sewer Fund Water CIP Fund Stormwater Fund Water Quality/Quantity Fund Water Fund Water SDC Fund Special Revenue Building Fund Tree Replacement Fund City Gas Tax Fund Library Donation and Bequests Fund Criminal Forfeiture Fund Gas Tax Fund Electrical Inspection Fund Debt Service Bancroft Debt Services Fund General Obligation Debt Service Fund Capital Funds Facilities Capital Street Maintenance Fee Fund Projects Fund Parks SDC Fund Parks Capital Fund Transportation Development Tax Fund Traffic Impact Fee Fund Underground Utility Fund Internal Service Central Services Fund Insurance Fund Fleet/Property Management Fund The Budget Summary Section shows each of the funds resources and requirements as budgeted. A more detailed breakdown is shown in the Fund Summaries Section. Resources include beginning fund balances, current revenues, and transfers in from other funds. Requirements include operating expen- ditures, debt service, loans, capital improvements, transfers out to other funds, contingencies, and un- appropriated ending fund balances or reserves for future expenditures. The FY 2010-11 Adopted Budget is considered a balanced budget as total resources are equal to total requirements in each fund. READER'S GUIDE - PAGE 17 PROGRAM BUDGET STRUCTURE Program Budget Structure The City adopts and manages its budget by program. Each fund shows the budgeted amount for the programs within that fund. Each program is an aggregation of budget units that are similar in nature or function. The City has established the following program structure. Program Program Department /Function Department /Function Division/Budget Unit Division/Budget Unit Community Services Policy & Administration Police City Administration Administration Mayor and Council Operations City Management Support Services Human Resources Library Risk Management Administration Communications /Graphic Readers' Services Design Technical Services City Recorder/Records Circulation Municipal Court Social Services/ Community Events Finance and Information Services Social Services Administration Community Events Financial Operations Utility Billing Public Works Information Technology Public Works Contracts and Purchasing 1 Administration Public Works-Engineering Property Management Fleet Maintenance Community Development Parks/Grounds Community Development Sanitary Sewer Administration Street Maintenance Building Stormwater Development Services- Water Planning Long Range Planning Development Services- Engineering Downtown Redevelop- ment Each of these programs, departments, and budget units' expenditures can be found in the individual program sections. PAGE 18 - CITY OF TIGARD PROGRAM BUDGET STRUCTURE In addition to the seven operating programs, Debt Service, Loans to the City Center Development Agency (CCDA), Capital Improvement, Transfers, and Contingency provide the following functions: • Debt Service includes appropriations for interest and principal on all types for debt, i.e. general obligation, Bancroft, loans, and short term debt for construction projects. • Loans to the CCDA, the City's Urban Renewal District, are for catalyst projects in the down- town plan. As the Urban Renewal District generates more tax increment financing revenues in the future, it will be able to finance its own projects. Until then, the City may loan monies to the CCDA, which will be repaid as outlined in the intergovernmental agreement between the two entities. • Capital Improvement includes appropriations for all major construction project expenditures. Capital improvement projects are included in the long range plan for City facilities and infra- structure. • Transfers will be made between funds when the revenue is received in one fund for an expense that occurs in another fund or when City functions have more than one funding source. An- other primary reason for transfers is to pay for services provided by another fund. • Contingency includes allowance for unforeseen needs in the current budget and some reserves. Contingency can only be accessed by City Council resolution. READER'S GUIDE - PAGE 19 OPERATING DIVISION FUNDING FUND C O V U C~' 6J ~ ~ LL Go Budget Unit A H 3 b (Division) w w Police Administration ✓ Police Operations Police Support Services ✓ ✓ Library Administration ✓ Readers Services ✓ Technical Services ✓ Circulation ✓ Social Services & Community Events ✓ Public Works Administration ✓ ✓ ✓ ✓ ✓ Public Works- Engineering ✓ Parks & Grounds ✓ Sanitary Sewer ✓ Stormwater ✓ Street Maintenance ✓ Fleet Maintenance ✓ ✓ ✓ ✓ ✓ ✓ Property Management ✓ ✓ ✓ ✓ ✓ ✓ Water ✓ Street Lights & Signals Community Development Administration ✓ ✓ ✓ Building ✓ ✓ ✓ PAGE 20 - CITY OF TIGARD OPERATING DIVISION FUNDING FUND Budget Unit b 0 Development Services-Planning ✓ ✓ ✓ ✓ Long Range Planning Development Services- ✓ ✓ ✓ ✓ Engineering Downtown Redevelopment Mayor & Council ✓ City Management ✓ ✓ ✓ ✓ ✓ ✓ Human Resources ✓ ✓ ✓ ✓ ✓ ✓ Risk Management ✓ ✓ ✓ ✓ ✓ ✓ Communications/ Graphic Design ✓ ✓ ✓ ✓ ✓ ✓ City Recorder/Records ✓ ✓ ✓ ✓ ✓ ✓ Municipal Court ✓ Finance Administration ✓ ✓ ✓ ✓ ✓ ✓ Financial Operations ✓ ✓ ✓ ✓ ✓ ✓ Utility Billing ✓ ✓ ✓ ✓ ✓ Information Technology ✓ ✓ ✓ ✓ ✓ ✓ Contracts/ Purchasing ✓ ✓ ✓ ✓ ✓ ✓ READER'S GUIDE - PAGE 21 CITY INFORMATION Form of Government.• The City of Tigard was incorporated in 1961. An elected Mayor and four Council members who comprise the City Council govern the City of Ti- gard. Members of the City Council are elected at large to serve four-year terms. The Mayor presides at Council meetings and is elected at-large for a four-year term. Together, the Mayor and Council pro- vide community leadership, develop policies to guide the City in delivering services and achieving com- munity goals, and encourage citizen awareness and involvement. The City's Charter establishes a Council/Manager form of government. The City Council appoints the City Manager, who acts as the administrative head of the City government. The City Manager is re- sponsible for ensuring Council policies are implemented using resources appropriated by the Council to achieve desired service results in the community. The Mayor and Council are responsible for estab- lishing City policies. Services Provided.• Community Services Community Development City Administration Police CD Administration Mayor and Council Library Building City Management Social Services & Development Services-Planning Human Resources Community Events Long Range Planning Risk Management Development Services-Engineering Communications/ Graphic Design Downtown Redevelopment City Recorder/Records Municipal Court Finance & Information Services Public Works Finance Administration PW Administration Financial Operations PW Engineering Utility Billing Property Management Information Technology Parks/Grounds Contracts and Purchasing Sanitary Sewer Street Lights & Signals Streets Stormwater Water PAGE 22 - CITY OF TIGARD CITY INFORMATION Population Facts Po ulation-Factfinder.census. ov Estimated Population (2010)* 47,700 Median Age 2008 37 ears old Average Household Size 2008 2.51 persons per unit Median Household Income 2008 $77,227 Number of Housing Units 2008 19,119 Number of Occupied Units 18,408 Owner Occupancy 2008 64.0% *Population data received from-Community Development - Population by year: Age of Tigard Residents, 2008 2010 47,700 factfindercensus.gov 2009 47,315 10000 9421 2008 46,715 7403 2007 46,400 sooo 6328 U8039 2006 46,300 0 6000 2005 45,500 ° 2842 4145 " 4000 2582 2004 44,650 2003 44,070 2000 1990 27,050 0 1980 14,286 h5 ks o 1970 1960 347 6 tio~ ~ ti ~ O ~ Quickfacts.census. ov Hispanic or Latino of anrace 4,245 8.9% White 40,736 85.4% Black or African American 525 1.1% American Indian/Alaskan Indian 2,385 5.0% Asian 2,671 5.6% Native Hawaiian + Other Pacific 239 0.5% Islander Some other race 2,480 5.2% Two or more races 1,479 3.1% *Note: Hispanic or Latino is considered separately by the Census because an individual can be Hispanic or Latino and of any race READER'S GUIDE - PAGE 23 CITY INFORMATION Physical/Geographic Facts The incorporated area of the City is 11.81 square miles or 7,570 acres. The City maintains 14 parks totaling more than 180 acres and an additional 202 acres considered greenways where development cannot occur. Tigard Land Uses - 2010 Tigard Facts Land Use Acres Percentage Square Miles 11.81 Count Washington Commercial 597 7.9% School District Tigard-Tualatin * Industrial 836.5 11.1% Annual Average Rainfall 37.4 inches Mixed-Use 908.8 12.0% Average Dail Temperature - an 38.9 Average Dail Temperature - July 65.8 Residential 5,228 69.1% Highest Elevation - Bull Moutain Total 7,570 Summit 713 ft Land use area is based on current zoning districts. Lowest Elevation - Cook Park River- Source: Tigard Urban Planning, April front 104 ft 2010 *Scholls Ferry area served b Beaverton District Economic Facts Tigard's location in the Portland metropolitan area provides citizens with diverse employment oppor- tunities. The unemployment rate in the Portland metropolitan area averaged 10.2 percent in May, 2010, representing a slight decrease of .4 percent from the previous year. The Portland metropolitan area has unemployment rates greater than the national average, which was 9.5 percent at the end of June, 2009. Almost 70 percent of land within the City is planned for residential use, ranging from low density sin- gle family homes to high density multi-family dwellings. The City tracks buildable lands through a yearly inventory process. At the end of 2008, less than 10 percent of land within the City was consid- ered buildable. Single family home construction, which includes free standing and attached, hit a high of 335 units in 1995 and dipped to a low of 120 in 2008. The top ten employers in Tigard, as of March 2010, are: Employer # of Employees HSBC Card Services, Inc. 948 Tigard-Tualatin School District 779 Macy's 704 Nordstrom 579 Oregon Public Employees Retirement 396 Providence Health System 377 Costco Wholesale Corporation 300 City of Tigard 266 The Cheesecake Factory 250 Home Depot 241 PAGE 24 - CITY OF TIGARD CITY INFORMATION The top ten taxpayers in the City of Tigard are: Type of Business Percent of Total Assessed Valuation Pacific Realty Associates 3.73% Washington Square Shopping Mall 2.76% Lincoln Center Office Park 1.71% Verizon Northwest Inc. 1.22% Sprint Spectrum LP 0.93% Park 217 & Nelson Business Park 0.78% Portland General Electric 0.63% Northwest Natural Gas 0.57% Macy's Department Stores 0.56% Holland Holdings 1 Arbor Heights, LLC 0.52% Economic Data Number of Businesses, 2009 3,355 801 home-based Jobs 1997 Economic Census estimate 28,233 Primary Economic Sector (receipts /sales Wholesale Trade Permanent Tax Rate $2.51310 per $1,000 of assessed value Total Assessed Value 2008-09 $4,741,943,700 READER'S GUIDE - PAGE 25 I City of Tigard Oregon 13125 SW Hall Blvd ~ ' O Tigard, OR 97223 R~ f ~xf ► (503)639-4171 i' ~ www-llgard-or.gov fc~+xY~ 40 ` Irrrv Ilk, 4u 4r I.aAe ~y 1 P r r a d a ~p~ Rd I~,,. imMa~n a~dara arR rk view P k ~orvoarclM Park Ash Str" ffi PaKk Porto h !1 C4 Dog Park I r1 r-. I. Pam T1gait C it, [I' ll Tigar Tigard PuhliAtibr~1-V Gnb~r I t 8atl Gitrtds St 1& nald St Bonita t Mountain--. - Rd w, AIL per/` rci = - lkrlwm Rd Water Freeways r Cray of Tigard Park - Major Streets 1 y _ it Tigard City Limits Streets r 1 I I{ c . :lfr al Tgrd N.co 1 I BUDGET SUMMARY Where the money comes from 27 Where the money goes 28 Fund Balance 32 Summary of All Funds 33 Summary of Contingency 38 Operating Budget Summary 39 Comprehensive Long Term Financial Forecast 40 as h •c i WHERE THE MONEY COMES FROM... Resources to meet the City of Tigard's obligations and service needs are funded from three primary sources: beginning fund balance, current revenues, and fund transfers. Beginning fund balance are revenues carried forward from previous fiscal years, including reserves for specific purposes (e.g., debt reserves and capital improvements) and monies used for cash flow. Current revenues are those earned from City operations or taxes collected during the fiscal year. The principal sources of current reve- nues are utility fees and charges, property taxes and building and development fees and charges. The third source is a transfer between funds to pay for either direct or indirect costs. Beginning Transfers Fund 17% Balance 34% r Current Revenues 49% Total Resources $110,619,892 Current Revenues $53,945,765 Resources h7ix?Ilaneuus other Financing Beginning Fund Balance $ 37,339,684 Inter?stEarnings Sources 5. o Current Revenues Fines and Property Taxes 13,207,000 forfeRurcs - ~ ze.. Franchise Fees 4,706,831 Special Assessments 120,000 Licenses and Permits 3,936,889 Propert~ 25,; 3'?' Intergovernmental 15,762,370 Chargesfur Charges for Services 11,813,633 Services 2296 Fines and Forfeitures 936,000 Interest Earnings 486,530 Franchise Fees Miscellaneous 227,512 49e Other Financing Sources 2,749,000 Subtotal Current Revenues 53,945,765 Perm,ts Fund Transfers 19,334,443 Permits Intergo:enr 7% Total Resources $ 110,619,892 me ntal pedal Asst ssme nts 1`b BUDGET SUMMARY - PAGE 27 WHERE THE MONEY GOES... City budgetary requirements fall into three primary categories: total requirements, total appropriations, and program expenditures (or operating expenditures). Total requirements consist of all funds appro- priated for use during the fiscal year plus ending fund balances, which are not appropriated and cannot be used. Ending fund balances are reserved for use in future fiscal years. Total appropriations consist of funds available for use during the fiscal year and include program expenditures, debt service, capital improvements, transfers, and contingencies. Program expenditures reflect the ongoing operating budget for the delivery of services. The following charts provide information about each of these ma- jor categories. Total Requirements Appropriations 78-A Current Expenditures Operating Budget $ 47,097,461 Debt Service 2,639,609 Loan to CCDA 449,000 Capital Improvements 21,801,345 Contingency 2,423,418 Subtotal Current Expenditures 74,410,833 Fund Transfers 11,889,962 dingPland Balance Ending Fund Balance 24,319,097 22% Total Requirements $ 110,619,892 Total Requirements $110,619,892 The total requirements of the FY 2010-11 City budget total $110,619,892. Of that amount, 78% is ac- tually appropriated for use during the fiscal year. The remaining 22% is ending fund balances. These balances cannot be used during the fiscal year and are reserved for future requirements and cash flow. PAGE 28 - CITY OF TIGARD WHERE THE MONEY GOES... Total Appropriations $86,300,795 Fund Transfers 14% I Contingency 30A Program 1r' xpendihme s 55% Capital Improvements 25% Loan to CCDA 1% Debt Service 3*A Total appropriations of $86,300,795 consist of several subcategories of use. Of this amount, Program Expenditures account for 55% of the total. Program Expenditures make up the City's operating budget. Appropriations are also established for debt service, loans to the City Center Development Agency, capital improvements, transfers between funds, and contingencies. Debt service accounts for 3% of total City appropriations and pays principal and interest on outstanding assessment bonds, loans, and voter-approved General Obligation bonds. Loans to the City Center Development Agency make up less than 1% of appropriations. Capital improvements account for 25% of total appropriations and consist of major construction or acquisition projects that add to or extend the life of major City facilities and assets. Transfers between funds total roughly 14% of appropriations. Money is transferred between funds to share resources or to pay expenses incurred in one fund that also benefit the program in one or more additional funds. Contingencies account for 3% of total appropriations and are used to pay for unexpected expenses. No money may be spent directly out of a contingency account; if needed, money must be transferred from contingency to another expenditure category by resolution of the City Council. BUDGET SUMMARY - PAGE 29 WHERE THE MONEY GOES... Program expenditures are the operating budget and pay for the day-to-day costs of running the City and providing services to citizens. This is the heart of the City budget. The following charts show three different views of program expenditures. Program Expenditures Total Operating Budget by Program $47,097,461 conmMm ity Development Hof q- Policy & Adninistration 15% Public Works 36*16 C omezariity Services 41% Program Expenditures by program shows the major functional areas that make up the total City oper- ating budget. The largest functional areas within the operating budget are the Community Services (411/o) and Public Works programs (36%). The Community Services program consists of Police ser- vices, Library services, and City grants to social service agencies and community events. The Public Works program consists of services that operate and maintain the City's infrastructure (streets, water system, parks and grounds, sanitary sewer, storm water, fleet maintenance, and City facilities). The Community Development program accounts for 9% of the total operating budget. This program area includes building permits and inspections, and land use planning. The Policy and Administration pro- gram accounts for 15% of the total operating budget and includes the central City administrative func- tions, Finance, and Information Technology. PAGE 30 - CITY OF TIGARD WHERE THE MONEY GOES... Another way of looking at the City's program expenditures is by department. This view reflects the administrative structure of the City. The largest City department is Public Works with 36% of the budget. Public Works is followed by Police with 28%, Library with 12%, Community Development with 9%, City Administration with 7%, Financial and Information Services 6%, and the Mayor and City Council at 1%. Program Expenditures Total Operating Budget by Department $47,097,461 Public Works 36% C omornarity Lkvelop-t 9% Social Svcs & Com Events 1% \ - _ _F id & lnfo Svcs 6% Libaasy 1 12°l _ City AdmaisKation T/. Mgos & Cousscil 1•!. Po}iee 281 A third way to view Program expenditures is by major object category. Approximately 53 percent of the operating budget is for Personal Services. These expenditures are salaries and benefits for staff. Materials and Services, supplies, professional services, small equipment, etc., account for 30 percent of the operating budget. Capital Outlay (purchases of equipment or vehicles) necessary to running programs and providing services accounts for about 3 percent of the operating budget. Interdepart- mental expenses pay for services provided within the City and are 14 percent of operating expenses. Program Expenditures Total Operating Budget by Category $47,097,461 Ma acid, &Services 30 % Personal Services 53 Intxdepae-hl 14% Capital Cud y 3% BUDGET SUMMARY - PAGE 31 FUND BALANCE Beginning Fund Balances $37,339,684 Enterprise Funds 46% General Fund 16°/ Intemal Servi ces _ Funds 3% ~ ~CapFundojed SpeaalRevenue Fund s Funds Debt Funds 12% 20% 3% The General Fund beginning fund balance is projected to be $6,117,299. Fund revenues are primarily from property taxes, fees and charges for services, franchise fees, and revenue from other agencies. These revenues fund a variety of services provided to the community such as Police protection, Li- brary, Parks, Planning, Municipal Court, and City Council. A beginning fund balance is maintained to provide cash flow for specific operations until current year revenues are received. In addition, the fund balance provides funding stability to meet the City's needs projected in the Five Year Financial Fore- cast. The largest portion of the beginning fund balances is made up of $14.6 million in the Enterprise Funds. These funds are dedicated to the operation, maintenance, and capital investment of the City's sanitary sewer, storm water, and drinking water systems. The Capital Project Funds include $6.9 million for Traffic Impact Fee (TIF) and Traffic Development Tax (TDT) funds, Parks development and street maintenance projects. The TDT is a charge on new development assessed by Washington County, but is collected by cities (it replaces TIF). The revenues may only be used for highway/road and transit capital improvements which provide additional capacity to major transportation systems and to pay the costs of administering the program. Special Revenue Funds include $7.1 million for Gas Tax Funds and the Tree Replacement Fund pri- marily. The primary revenue for the Gas Tax Fund is from a tax on motor vehicle fuel imposed by Washington County and the State of Oregon. These revenues are then shared with local governments for the operation, maintenance, and construction of public roads and streets. The City Gas Tax Fund was created to account for a local fuel tax imposed by the City, which went into effect in April 2007. These revenues will be dedicated to a specific capital street project. Currently all revenues in that fund are dedicated to the Greenburg Road/Pacific Hwy. intersection. The City has two debt funds, General Obligation Debt Service Fund and Bancroft Bond Debt Service Fund. The beginning fund balances of just over $1.0 million are specifically dedicated to the retirement of both General Obligation and Bancroft debt outstanding. The City's Internal Service Funds provide services to other City departments on a reimbursable basis. Most of the fund balance is in the Insurance Fund. This fund provides coverage for losses unfunded by traditional insurance policies, management of insurance/claim activity, and reduction of significant liability exposures. PAGE 32 - CITY OF TIGARD SUMMARY OF ALL FUNDS SUMMARY OF ALL FUNDS General Fund Gas Tax Fund City Gas Tax Electrical Building Fund Criminal Fund Inspection Forfeiture Fund Fund RESOURCES Beginning Fund Balance 6,117,299 3,963,528 2,384,221 79,293 162,031 56,852 Taxes 12,218,117 0 0 0 0 0 Franchise fees 4,706,831 0 0 0 0 0 Special Assessments 0 0 0 0 0 0 Licenses and Permits 861,296 2,602 0 146,726 798,881 0 Intergovernmental 5,616,141 2,586,716 665,000 0 1,470 0 Charges for Services 254,793 0 0 0 0 0 Fines & Forfeitures 936,000 0 0 0 0 0 Interest Earnings 102,184 54,906 34,071 1,189 19,489 1,864 Miscellaneous 22,209 0 0 0 9,793 0 Other Financing Sources 249,000 0 0 0 0 0 Total Revenues 24,966,571 2,644,224 699,071 147,915 829,633 1,864 Transfers In 3,523,981 877,310 210,000 0 175,000 0 TOTAL RESOURCES 34,607,851 7,485,062 3,293,292 227,208 1,166,664 58,716 REQUIREMENTS Program Expenditures 27,732,394 1,986,472 0 0 1,011,736 0 Debt Service 0 564,000 399,000 0 0 0 Loan to CCDA 249,000 200,000 0 0 0 0 Capital Improvement 0 4,187,915 2,253,900 0 0 0 Transfers Out 872,956 475,622 279,257 175,000 94,031 15,000 Contingency 918,466 58,000 0 0 60,129 0 Total Budget 29,772,816 7,472,009 2,932,157 175,000 1,165,896 15,000 Reserve for Future Exp 4,835,035 13,053 361,135 52,208 768 43,716 TOTAL REQUIREMENTS 34,607,851 7,485,062 3,293,292 227,208 1,166,664 58,716 BUDGET SUMMARY - PAGE 33 SUMMARY OF ALL FUNDS SUMMARY OF ALL FUNDS Tree Bancroft Debt General Facilities Transportation Traffic Impact Replacement Service Fund Obligation Capital Development Fee Fund Fund Debt Service Proiects Fund Tax RESOURCES Beginning Fund Balance 464,412 954,003 78,761 316,364 116,433 740,788 Taxes 0 0 988,883 0 0 0 Franchise fees 0 0 0 0 0 0 Special Assessments 0 120,000 0 0 0 0 Licenses and Permits 0 0 0 0 166,536 64,000 Intergovern mental 0 0 0 0 0 0 Charges for Services 0 0 0 0 0 0 Fines & Forfeitures 0 0 0 0 0 0 Interest Earnings 4,000 36,913 4,544 3,164 11,112 11,112 Miscellaneous 40,000 0 0 0 0 510 Other Financing Sources 0 0 0 0 0 0 Total Revenues 44,000 156,913 993,427 3,164 177,648 75,622 Transfers In 0 0 0 363,320 0 0 TOTAL RESOURCES 508,412 1,110,916 1,072,188 682,848 294,081 816,410 REQUIREMENTS Program Expenditures 0 0 0 0 0 0 Debt Service 0 193,378 976,383 0 0 0 Loan to CCDA 0 0 0 0 0 0 Capital Improvement 0 0 0 168,320 0 0 Transfers Out 204,500 800,000 0 4,450 36,403 313,408 Contingency 0 0 0 0 0 0 Total Budget 204,500 993,378 976,383 172,770 36,403 313,408 Reserve for Future Exp 303,912 117,538 95,805 510,078 257,678 503,002 TOTAL REQUIREMENTS 508,412 1,110,916 1,072,188 682,848 294,081 816,410 PAGE 34 - CITY OF TIGARD SUMMARY OF ALL FUNDS SUMMARY OF ALL FUNDS Underground Street Parks Capital Parks SDC Sanitary Stormwater Utility Fund Maintenance Fund Fund Sewer Fund Fund Fund RESOURCES Beginning Fund Balance 470,191 201,256 115,020 2,546,398 9,884,621 781,889 Taxes 0 0 0 0 0 0 Franchise fees 0 0 0 0 0 0 Special Assessments 0 0 0 0 0 0 Licenses and Permits 15,629 1,271,046 0 356,976 25,000 0 Intergovern mental 0 0 3,350,000 0 0 0 Charges for Services 0 -5,000 0 0 1,700,000 1,796,757 Fines & Forfeitures 0 0 0 0 0 0 Interest Earnings 7,053 2,013 0 19,489 98,846 7,819 Miscellaneous 0 0 0 0 125,000 0 Other Financing Sources 0 0 0 0 0 0 Total Revenues 22,682 1,268,059 3,350,000 376,465 1,948,846 1,804,576 Transfers In 0 0 2,692,100 0 0 0 TOTAL RESOURCES 492,873 1,469,315 6,157,120 2,922,863 11,833,467 2,586,465 REQUIREMENTS Program Expenditures 0 0 0 0 1,068,269 1,315,372 Debt Service 0 0 0 281,848 0 0 Loan to CCDA 0 0 0 0 0 0 Capital Improvement 0 840,400 6,074,100 0 829,667 304,000 Transfers Out 97,202 254,454 71,898 2,408,263 196,289 214,839 Contingency 0 0 0 0 265,000 270,000 Total Budget 97,202 1,094,854 6,145,998 2,690,111 2,359,225 2,104,211 Reserve for Future Exp 395,671 374,461 11,122 232,752 9,474,242 482,254 TOTAL REQUIREMENTS 492,873 1,469,315 6,157,120 2,922,863 11,833,467 2,586,465 BUDGET SUMMARY - PAGE 35 SUMMARY OF ALL FUNDS SUMMARY OF ALL FUNDS Water Water Fund Water SDC Water CIP Central Fleet/Property Quality/Quantit Fund Fund Services Fund Management vFund Fund RESOURCES Beginning Fund Balance 1,487,844 2,410,162 76,749 2,290,176 58,376 174,751 Taxes 0 0 0 0 0 0 Franchise fees 0 0 0 0 0 0 Special Assessments 0 0 0 0 0 0 Licenses and Permits 4,250 55,000 78,947 70,000 20,000 0 Intergovernmental 0 0 0 3,543,043 0 0 Charges for Services 0 8,067,083 0 0 0 0 Fines & Forfeitures 0 0 0 0 0 0 Interest Earnings 14,878 24,086 230 12,902 584 0 Miscellaneous 0 0 0 0 0 0 Other Financing Sources 0 0 0 2,500,000 0 0 Total Revenues 19,128 8,146,169 79,177 6,125,945 20,584 0 Transfers In 0 0 0 3,261,652 6,517,963 1,713,117 TOTAL RESOURCES 1,506,972 10,556,331 155,926 11,677,773 6,596,923 1,887,868 REQUIREMENTS Program Expenditures 0 6,334,338 0 0 6,031,190 1,602,691 Debt Service 0 0 0 225,000 0 0 Loan to CCDA 0 0 0 0 0 0 Capital Improvement 0 0 0 7,143,043 0 0 Transfers Out 0 3,910,366 25,000 1,141,024 0 0 Contingency 0 70,487 0 0 559,336 222,000 Total Budget 0 10,315,191 25,000 8,509,067 6,590,526 1,824,691 Reserve for Future Exp 1,506,972 241,140 130,926 3,168,706 6,397 63,177 TOTAL REQUIREMENTS 1,506,972 10,556,331 155,926 11,677,773 6,596,923 1,887,868 PAGE 36 - CITY OF TIGARD SUMMARY OF ALL FUNDS SUMMARY OF ALL FUNDS Insurance Fund Library Total All Funds Donations and Bequests Fund RESOURCES Beginning Fund Balance 941,944 466,322 37,339,684 Taxes 0 0 13,207,000 Franchise fees 0 0 4,706,831 Special Assessments 0 0 120,000 Licenses and Permits 0 0 3,936,889 Intergovern mental 0 0 15,762,370 Charges for Services 0 0 11,813,633 Fines & Forfeitures 0 0 936,000 Interest Earnings 9,419 4,663 486,530 i Miscellaneous 30,000 0 227,512 Other Financing Sources 0 0 2,749,000 Total Revenues 39,419 4,663 53,945,765 Transfers In 0 0 19,334,443 TOTAL RESOURCES 981,363 470,985 110,619,892 REQUIREMENTS Program Expenditures 15,000 0 47,097,461 Debt Service 0 0 2,639,609 Loan to CCDA 0 0 449,000 Capital Improvement 0 0 21,801,345 Transfers Out 200,000 100,000 11,889,962 Contingency 0 0 2,423,418 Total Budget 215,000 100,000 86,300,795 Reserve for Future Exp 766,363 370,985 24,319,097 TOTAL REQUIREMENTS 981,363 470,985 110,619,892 BUDGET SUMMARY - PAGE 37 SUMMARY OF CONTINGENCY The FY 2010-11 budget includes contingency appropriations for most operating funds. Contingencies ensure funds are available for unforeseen events and build a cushion into revenue estimates. Contingencies are sized according to the maximum amount allowed by Oregon Local Budget Law or amount based on the size of the fund. ? Revised FY i Proposed FYI Approved FYI Adopted FY Fund 09-10 j 10-11 j 10-11 10-11 1,100-General Fund L$ 750,000- $ _ 1,000,000 $ - 918,466 $ - 918,466 ' 200-Gas Tax Fund 87,750 58,000 $ 58,000 ~ - - - - - - - - - ---a $ 58,000 205-City Gas Tax Fund_ 109,412, - - - - - - r - - - 220-Electrical Inspection Fund 24,780 230-Building Fund 120,000 - 60,129-__-l $ 60 - - -,1 _ 9 2 $ 60,129 _ - 240-Criminal Forfeiture Fund 1260-Tree Replacement Fund - - - - - 300-Bancroft Debt Service Fund 350-General Obligation Debt Service Fund _ 400-Facilities Ca ital Fund 23,250 - - - 405-Transportation Development _T_ ax _ 622 ,41 0-Traffic Impact Fee Fund 60,724 Y - r - 411-Und round UtiliFund 52,941 - T - - 412-Street Maintenance Fund_ 151,765 - - 420-Parks Capital Fund 150,000 1425-Parks SDC Fund - - ~ - -157,593 - _ - - - - _ ~ _ _ 500-Sanitary Sewer Fund 423,895 300,000 $ 265,000 265,000 510-Stormwater Fund _ 40,000 - - 270,000 $ 27(00 0 $ 270 000 511-Water Quality/Quantity Fund 56,683 ? 530-Water Fund 125,000 70,487 ! $ 70,487 $ 70,487 .531 -Water SDC Fund 532-Water CIP Fund j 6_00_-Central Services Fund _ 250,000 58_0,0_00 j $ 559,336 I $ 559,336 j 650-Fleet/Property Man agement Fund - 100,000 j _ 250,000 j $ 222,000 i $ 222,000 T- ~ 660-Insurance Fund - - 930-Urban Renewal Debt Service - - - - - - - 94_0-Urban Renewal Capital Improvements 980-Library Donation & Bequests i - - ; - - Total Contingency $ 2,684,415 $ 2,588,616 $ 2,423,418 i $ 2,423,418 Contingencies, if needed, can be transferred to a program expenditure by resolution of the City Coun- cil. The amount remaining in Contingency at the end of the fiscal year becomes part of the ending fund balance. PAGE 38 - CITY OF TIGARD OPERATING BUDGET SUMMARY FY 2007-08 FY 2008-09 FY 200940 FY 2010-11 FY 2010-11 FY 2010-11 Description Actual Actual Revised Proposed Approved Adopted Budget by Category Personal Services $ 22,927,841 $ 24,990,171 $ 26,639,091 $ 25,298,577 $ 25,257,211 $ 25,277,210 Materials & Services $ 9,928,104 $ 10,765,260 $ 13,191,625 $ 13,682,477 $ 13,891,042 $ 14,004,942 Interdepartmental Costs $ - $ - $ 7,610,265 $ 6,554,909 $ 6,554,909 $ 6,554,909 Capital Outlay $ 845,931 $ 2,244,270 $ 2,594,038 $ 1,232,400 $ 1,260,400 $ 1,260,400 Total by Category $ 33,745,659 $ 37,999,701 $ 50,035,019 $ 46,768,364 $ 46,963,562 $ 47,097,461 Budget by Program Policy and Administration $ 4,930,808 $ 5,880,047 $ 7,726,914 $ 6,814,036 $ 6,854,700 $ 6,854,700 Community Development $ 5,189,286 $ 5,790,046 $ 5,458,646 $ 3,889,243 $ 3,957,977 $ 4,061,877 Community Services $ 13,759,028 $ 15,580,452 $ 20,085,571 $ 19,304,054 $ 19,304,054 $ 19,304,053 Public Works $ 9,866,537 $ 10,749,156 $ 16,763,888 $ 16,761,031 $ 18,846,831 $ 16,876,831 Total by Program $ 33,745,659 $ 37,999,701 $ 50,035,019 $ 46,768,364 $ 48,963,562 $ 47,097,461 Budget by Department Mayor and Council $ 141,355 $ 215,624 $ 336,488 $ 299,730 $ 299,730 $ 299,730 City Administration $ 2,625,298 $ 2,619,827 $ 4,133,357 $ 3,465,884 $ 3,506,548 $ 3,506,547 Finance & Information Services $ 2,164,155 $ 3,044,596 $ 3,257,069 $ 3,048,422 $ 3,048,422 $ 3,048,422 Community Development $ 5,189,286 $ 5,790,046 $ 5,458,646 $ 3,889,243 $ 3,957,977 $ 4,061,877 Police $ 10,416,851 $ 11,626,916 $ 14,026,973 $ 13,376,720 $ 13,376,720 $ 13,376,720 Library $ 3,172,017 $ 3,748,918 $ 5,846,498 $ 5,666,418 $ 5,666,418 $ 5,666,418 Soda] Service/ Community Events $ 170,161 $ 204,618 $ 212,100 $ 260,916 $ 260,916 $ 260,916 Public Works $ 9,866,537 $ 10,749,156 $ 16,763,888 $ 16,761,031 $ 16,846,831 $ 16,876,831 Total by Department $ 33,745,659 $ 37,999,701 $ 50,035,019 $ 46,768,364 $ 46,963,562 $ 47,097,461 Number of FTE 289.30 283.45 284.85 267.60 267.60 267.60 BUDGET SUMMARY - PAGE 39 COMPREHENSIVE LONG TERM FINANCIAL FORECAST The City of Tigard has developed a comprehensive long term financial forecast every year since the 1980's. This forecast allows the City to project expected revenues and expenditures for each of its funds to help anticipate financial requirements. This tool continues to be central to Tigard's financial management strategy. By forecasting and anticipating financial trends, Tigard can develop strategies to respond to emerging issues. The City forecasts operating and capital fund revenues and expenditures over a five-year period. The forecast is adjusted as each year's final results are known and as new years are budgeted. As a result of these forecasting efforts and a projected decline in General Fund balances over the next few years, the City has taken steps to reduce expenditures starting FY2010 and seek alternative revenue sources. Staff also continues to revise current fees and charges based on cost recovery and construction cost indexes. There are some significant financial issues facing the City over the next five years, particularly in rela- tion to the City's capital improvement needs. The City has identified about $165 million in needed capital projects, but does not have the resources to implement all of them. The following charts do not include the needed projects that do not have funding source. The reason for this is because almost all the funds would show large negative fund balances, which is not realistic or practical. City staff will continue to prioritize the needed capital projects, seek alternative revenue sources, and develop financ- ing strategies to construct as many of the needed capital projects as possible. General Fund General Fund Financial Forecast through FY 14/15 35,000,000 30,000,000 25,000,000 - - 20,000,000 - - 15,000,000 i 10,000,000 - i 5,000,000 _ ~ ■ 2008 2009 2010 2011 2012 2013 2014 2015 Ending Fund Balance 'Requirements Resources w/o Beg. Fund Balance PAGE 40 - CITY OF TIGARD COMPREHENSIVE LONG TERM FINANCIAL FORECAST The General Fund is unique in that, unlike the City's other funds, it is unrestricted in nature and can therefore be used for any valid purpose to provide government services. Because these funds are unre- stricted there are also great demands for these resources to fund projects and programs for which other, restricted monies are insufficient or unavailable. It is therefore critical that these funds be used judiciously and a sufficient reserve balance be maintained for unforeseen expenditures. For several years the City has been projecting a declining General Fund balance (i.e., savings), and we have seen this materialize in the past two years. The General Fund needs a minimum of $5.5 million in fund balance. Nearly half of the General Fund's revenue comes from Property Tax which is mostly received in late November and December. From the beginning of the fiscal year in July until the Prop- erty Tax collection in late November, the General Fund expends more than it receives. The fund bal- ance is used in order to make payroll and other regular expenses. The budgets for 2008-09 and 2009-10 were prepared with the expectation that beginning fund balances would be used to cushion the economic decline. In 2008-09, the City spent approximately $3 million of fund balance. In 2009-10, it is estimated the City will spend about $1 million in fund balance. This cannot continue as the City is approaching the minimum fund balance of $5.5 million it can maintain in the General Fund and still have enough savings to carry it from July to November of each fiscal year, when the majority of the property tax revenue for the year is received. In addition, experts are now saying that the economic recovery will be long and slow. The City took the unusual step in 2009-10 of reducing staff by 17.20 FTE. This was a combination of layoffs and reduction in hours, and should position the City to get through 2011-12 without any addi- tional reductions in staff In addition to the staff reductions, the City also reduced materials and ser- vices, and cut most of the capital projects that required General Fund support. The forecast expenses for 2010-11 are different than the budgeted expenditures. In the forecast, we assume that the City spends 94% of the budget. Historically, Tigard has spent 91% of General Fund budget. Due to the economy, we anticipate fewer vacancies as staff will want to hold on to their jobs and there are fewer opportunities to leave. In addition, departments have refined their budgets and will likely need a higher percentage of their budget to maintain anticipated services. In prior forecasts, the General Fund fund balance has gone negative in the third or fourth year of the five-year forecast. Although the fund balance does not go negative in this forecast, in the third year it does drop below the minimum $5.5 million that the City needs to get from July to November. This situation will be monitored in the future to determine if revenues will be sufficient to maintain General Fund fund balance at a sustainable level, or if additional reductions in service will be necessary. r BUDGET SUMMARY - PAGE 41 COMPREHENSIVE LONG TERM FINANCIAL FORECAST Development Funds Development Funds Financial Forecast through FY 14/15 Ending Fund Balances $1,200,000 - $1,000,000 - - - $800,000 $600,000 - $400,000 - $200,000 - _ $(200,000) _2009---2oos ■ Electrical InMection Fund ■ Buildine Fund The projections for the City's Development Funds (Building and Electrical Inspection Funds) show these funds have stabilized. In 2008-09, Building ended the year with a fund balance near zero even after laying off seven staff and reducing hours for the remaining staff in this fund. The fund balance in this fund is not expected to grow significantly in the next five years. In 2009-10, the fund balance is expected to remain low, even after a one-time $300,000 resource transfer from General Fund and a fee increase designed to generate an additional $250,000 annually. The forecast in subsequent years does not include further resource transfers, however the current rate structure appears sufficient to maintain the current level of service. Expenses of all the building inspection services are charged to the Building Fund. The Electrical In- spection Fund transfers money into the Building Fund to pay for those costs associated with electrical inspection services. The transfer is evaluated and updated each year based upon the actual activity. The building activity trend appears flat. The City is seeing a significant number of permits, but those permits are made up of fewer new construction permits and more small remodeling permits. That means the amount of money brought in per permit is lower than it has been in the past. The Electrical Inspection Fund is more stable than the Building Fund. The revenues in this fund are more directly tied to remodeling activity which has not see the same level of decline as other develop- ment activities. Like the Building Fund, periodic fee adjustments have been projected during the fore- cast period and included in the revenue projections. PAGE 42 - CITY OF TIGARD COMPREHENSIVE LONG TERM FINANCIAL FORECAST Park Funds Parks Funds Financial Forecast through FY 14/15 Ending Fund Balances $3,500,000 $3,000,000 $2,500,000 I- - - - i $2,000,000 - $1,500,000 - - $1,000,000 - $500,000 - $(500,000) 2008 2009 2010 2011 2012 2013 2014 2015 ■ Parks Capital ■ Parks SDC Tree Replacement The revenues in the Parks Funds include the system development charge (SDC), tree replacement reve- nues, grants, and Metro greenspace levy. Resources from the Park SDC Fund are transferred to the Parks Capital Fund to pay the SDC portion of the proposed capital projects. These projects have been identified in the City's Parks Master Plan. The most recent SDC methodology and fee was approved by the City Council in January 2005. In FY 2008-09 the Tree Replacement Fund was established to account for revenue collected from de- velopers in lieu of planting trees. Also, over the fiscal year the City will receive about $1.0 million in Metro greenspace levy. In FY 2006-07, voters in the Portland metro region, which includes Tigard, approved a bond levy that would provide funds for purchase of park and greenspace property. This revenue is one time in nature and its use is limited to purchase of land. The Forecast is showing that by FY 2010-11 the Parks Capital and the Parks SDC Funds will be near or below a zero fund balance. This is due to the Metro greenspace revenues being completely used supporting several parks projects being completed. In addition to using the greenspace revenue, the projects will require an interfund loan and will use the remaining resources in the SDC fund. In November 2009 Tigard asked voters to approve a Parks Bond to help the city acquire and develop additional Parks. That measure was narrowly defeated, but turnout was low and the City Council is considering revamping the request and putting it on the November 2010 general election ballot. With- out this measure the Parks Funds are virtually depleted at the end of 2010-11. BUDGET SUMMARY - PAGE 43 4 COMPREHENSIVE LONG TERM FINANCIAL FORECAST Transportation Funds Transportation Funds Financial Forecast through FY 14/15 Ending Fund Balances $4,000,000 $3,500,000 $3,000,000 s- $2,500,000 - $2,000,000 $1,500,000 $1,000,000 $500,000 2008 2009 2010 2011 2012 2013 2014 2015 0 Gas Tax City Gas Tax ■ TIF & TDT 'A Street Maint Fee The City's Transportation Funds include the Gas Tax, the Traffic Impact Fee (TIF), Transportation Development Tax ('I"DT), Street Maintenance Fee, and City Gas Tax Funds. The City Gas Tax Fund was established in FY 0206-07 to account for the City's local fuel tax. In 2009-10, the City is borrowing approximately $7.25 million for two projects: the Burnham Street improvements and reconstruction, and the Greenburg Rd./Pacific Hwy./Main St. intersection im- provements. It is estimated that the fund balance in the Gas Tax Fund will be approximately $500,000 by the end of 2010-11 and the fund balance in the City Gas Tax Fund will be near zero. Revenues in these funds will be used for debt service payments for the next ten years. The Gas Tax Fund has been the traditional funding source for street improvements for most local ju- risdictions in Oregon, and Tigard is no exception. In addition, maintenance of roads and the electrical bill for traffic and street lights is paid out of Gas Tax. Gas Tax revenues are expected to increase over the next five years as a bill approved by the 2009 Oregon Legislature is implemented that adds revenue from increased vehicle registration fees and additional state gas tax rate, and as the economy improves. With the additional revenue generated by the approved bill, Tigard is able to fund the debt service that is required to fund Burnham without cutting into operational expenses. However, the additional reve- nues are not available for additional projects until the debt is paid. PAGE 44 - CITY OF TIGARD COMPREHENSIVE LONG TERM FINANCIAL FORECAST The Traffic Impact Fee (TIF) is a charge on new development established by Washington County, but collected by cities. This fee is being phased out as the Transportation Development Tax (TDT) is be- ing phased in. The TDT was approved by Washington County voters in November 2008. However developments approved prior to July 1, 2009 still pay the TIF. Because these fees are based on new development, the amount of revenue fluctuates with building activity and the City has experienced a decline in this activity. In addition, the Washington County Board of Commissioners granted a dis- count on the TDT to developers in 2009-10. That action has negatively impacted the City's revenues in this fund. The fees collected from the TIF and TDT may only be used for highway and transit capi- tal improvements that provide additional capacity to major transportation systems, and to pay the costs of administering the program. Like the Gas Tax Fund, the forecast includes only those street projects that the Fund can afford. The fund balance in TIF and TDT is expected to grow to about $1.9 million by 2015. The money will be used for additional projects if it is not needed for debt service in the Gas Tax Fund for repayment of the bonds for the Burnham Street project. The City took steps to address existing local street conditions by adopting a Street Maintenance Fee in November 2003. This fee provides a stable source of revenue designated for use in the maintenance of existing streets. The Tigard Municipal Code requires that the fee be evaluated every three years. The most recent evaluation showed that the cost of maintaining the roads at the City's standard has in- creased and the current Street Maintenance Fee is inadequate to cover the costs. Therefore the fee is set to increase over a three year period with full implementation by FY2012-13. The revenue from the fee is designed to prevent further deterioration of the City's overall pavement condition. The increase in the fee is not enough to improve the pavement condition. The projected fund balance for FY 2014- 15 is $558,500. The City Gas Tax was established to account for revenues generated from Tigard's local gas tax. The 3 -cent tax was developed by a citizen task force who recommended it as a way to fund improvements to the Greenburg Rd./Pacific Hwy./Main St. intersection. All proceeds generated are currently dedicated to this one project. In 2009 the Oregon Legislature passed an update to the state gas tax that required the Tigard City Council to make adjustments to the City Gas Tax. As a result of the legislative action, the City Council chose to make the City's gas tax continuous, and to identify specific projects through a public process for which the tax will be dedicated. Due to the cost of the Greenburg Rd./Pacific Hwy./Main St. project, it is estimated that all City gas tax revenue through 2014-15 will be dedicated to that project and the repayment of debt to complete that project. r BUDGET SUMMARY - PAGE 45 COMPREHENSIVE LONG TERM FINANCIAL FORECAST Sanitary and Storm water Funds Sanitary Sewer & Stormwater Funds Financial Forecast through FY 14/15 Ending Fund Balances $14,000,000 $12,000,000 $10,000,000 $8,000,000 - i $6,000,000 - - - I $4,000,000 - $2,000,000 f- - - - i 2008 2009 2010 2011 2012 2013 2014 2015 • Sanitary Sewer ■ Stormwater These funds support all of the sanitary sewer and stormwater collection systems in the City. The City provides these services based upon an Intergovernmental Agreement (IGA) with Clean Water Services (CWS), which is a local service district in Washington County that provides both sanitary sewer treat- ment and stormwater management services. The Board of Directors of CWS sets all service charges and system development charges for both sanitary sewer and stormwater services throughout the ser- vice district. Although the City's customer base continues to grow with development, the revenues retained from sanitary sewer and stormwater fees are not growing and in some instances are declining. In accordance with the intergovernmental agreement with CWS, the City retains only a portion of the sanitary and storm fees it collects. Each year, CWS revises the split for sanitary sewer fees. Because recent rate in- creases that have been implemented by CWS have been totally dedicated to pay down debt that CWS has incurred with the expansion and improvements at their sewer treatment plants, the City has not been able to retain a greater share of the revenues collected. This has resulted in these funds showing a minimal increase over the forecast period. Because of this, the City will need to analyze what steps need to be implemented over time so that these funds can adequately support any future capital im- provement projects as well as continuing to adequately maintain the infrastructure. In 2009-10, CWS implemented a new way to share system development charges. Prior to 2009-10, Tigard was responsi- ble for any pipe smaller than 20" and received twenty percent of SDC revenue. In 2009-10, Tigard be- came responsible for pipes under 12", but only receives four percent of a larger SDC. This change in SDC revenue is reflected in the forecast. The Stormwater Fund shows modest growth in the coming years. In effort to offset little or no in- creases from CWS over the past few years, the City has implemented a $2.00 per month charge to stormwater fees. This surcharge allows the City to maintain a sustainable cash flow position and to construct needed capital projects in future years. Expenditures in the Water Quality/ Quantity Fund are minimal in the next five years as the fund bal- ance in this fund is being increased to allow for future projects. A strategy for spending this money will be developed in the next few years as the balance grows. PAGE 46 - CITY OF TIGARD COMPREHENSIVE LONG TERM FINANCIAL FORECAST Water Funds Water Funds Financial Forecast through FY 14/15 Ending Fund Balances $80,000,000 i $70,000,000 - - $60,000,000 i f $50,000,000 - $40,000,000 - $30,000,000 - i $20,000,000 - $10,000,000 $(10,000,000) 2008 2009 2010 2011 2012 2013 2014 2015 ■ Water ■ Water SDC Water CIP The Water Funds include the Water, the Water System Development Charge (SDC), and the Water Capital Improvement Plan (CIP) funds. The Water CIP Fund is reserved for a long-term water source and other water distribution system capital projects. The costs of the Water Division are funded solely by the revenues in the Water Fund. The financial condition of the Water Funds is driven by both the needs in the capital program as well as the cost of the day-to-day operation and maintenance of the water system in the City. The most im- portant factor in the City's capital program remains the need for a long-term source of water. In Au- gust 2008 the City entered into an agreement with the City of Lake Oswego for a long-term water source. The project to upgrade Lake Oswego's water treatment plant is underway. The City of Tigard is paying approximately 57% of the overall cost of the project. In the Proposed Budget for 2010-11, the water funds are fully utilized. These funds are paying for Wa- ter Operations and over $8.6 million in capital projects. This is made possible by borrowing $2.5 mil- lion on a line-of-credit in 2010-11. That borrowing will tap out the $6 million line-of-credit that was obtained in 2008-09 and will be repaid from water revenue bonds. The forecast anticipates a $23.5 mil- lion water revenue bond in 2011-12 and $92.5 million water revenue bond in 2013-14. This will re- quire an increase in water fees, but since the amount of the increase is unknown at this time the reve- nue forecast does not include the increase. With the increase in place, the Water Fund should not go negative in the out years of the forecast. In addition, re-scoping of projects using Water SDC funds may need to occur in the out years of the forecast. The Water Funds have one other large project starting in 2009-10 and running into 2010-11 to replace a pump station. This project is being funded with American Recovery and Reinvestment Act (ARRA) funds in the form of a low-interest loan and a loan with principal forgiveness. This project is estimated to cost approximately $4.9 million. BUDGET SUMMARY - PAGE 47 COMPREHENSIVE LONG TERM FINANCIAL FORECAST Synopsis The City's Five Year Financial Forecast shows that in the short term the City has some serious chal- lenges. The General Fund is now sustainable, but only through cuts in service. The Building Fund is stable at a severely reduced level. Burnham Street reconstruction is using most available transportation funding sources to pay debt service on the project for the next five or more years. The Greenburg Road/Pacific Highway/Main Street project will use most of the City Gas Tax revenue for the foresee- able future to repay debt issued for that project. Funding a long-term water source for Tigard is a nec- essary and expensive process and will require significant borrowing coupled with significant rate in- creases to repay the debt. The City will continue to monitor its revenues and expenditures and will de- velop plans and options to manage its resources to continue to provide quality services to its citizens. PAGE 48 - CITY OF TIGARD .REVENUE ANALYSIS Current Revenue Summary by Fund 49 Property Tax Summary 50 Assessed Valuation 51 Property Tax Revenue 52 State Revenue Sharing 53 Enterprise Funds - User Fees 54 Connection Fees 55 Permit Revenue 56 County Shared Revenue 57 Fine and Forfeiture Revenue 58 Interest Earnings 59 Franchise Fee Revenue 60 Interfund Transfers 61 11 i ~ 1 CURRENT REVENUE SUMMARY BY FUND Actual Actual Revised Adopted Funds 2007-08 2008-09 2009-10 2010-11 General Fund $23,726,854 $23,287,241 $23,910,365 $24,966,571 Total General Fund 23,726,854 23,287,241 23,910,365 24,966,571 Sanitary Sewer Fund $2,882,874 $1,727,357 $1,755,592 $1,948,846 Stormwater Fund 1,628,360 1,512,564 1,769,958 1,804,576 Water Quality/ Quantity Fund 107,107 72,196 25,368 19,128 Water Fund 7,425,946 7,753,693 8,618,398 8,146,169 Water SDC Fund 50,813 57,061 89,838 79,177 Water CIP Fund 258,427 3,033,430 4,214,564 6,125,945 Total Enterprise Funds $12,353,527 $14,156,301 $16,473,718 $18,123,841 Gas Tax Fund $2,595,949 $2,232,191 $9,117,388 $2,644,224 City Gas Tax Fund 713,355 723,604 3,907,217 699,071 Electrical Inspection Fund 204,215 125,866 124,378 147,915 Building Fund 1,085,849 552,268 727,368 829,633 Criminal Forfeiture Fund 2,197 4,894 5,534 1,864 Tree Replacement Fund 0 293,781 100,000 44,000 Library Donations 8c Bequests Fund 0 21,307 4,524 4,663 Total Special Revenue Funds $4,601,565 $3,953,911 $13,986,409 $4,371,370 Central Services Fund $71,437 $97,739 $7,338 $20,584 Fleet/Property Management Fund 4,107 31,809 1,228 0 Insurance Fund 102,316 121,076 67,849 39,419 Total Internal Services Funds $177,860 $250,624 $76,415 $60,003 Bancroft Debt Service Fund $268,571 $174,021 $135,184 $156,913 General Obligation Debt Service Fund 1,010,754 818,959 993,041 993,427 Total Debt Service Funds $1,279,325 $992,980 $1,128,225 $1,150,340 Facilities Capital Projects Fund $153,295 $10,067 $234,432 $3,164 Traffic Impact Fee Fund 722,408 251,458 162,602 75,622 Underground Utility Fund 124,914 62,347 56,414 22,682 Street Maintenance Fund 874,231 875,578 860,000 1,268,059 Parks Capital Fund 756,373 281,710 1,125,270 3,350,000 Parks SDC Fund 605,599 307,530 206,300 376,465 Tigard Triangle LID #1 0 0 0 0 Transportation Development Tax 0 0 100,622 177,648 Total Capital Projects Funds $3,236,820 $1,788,690 $2,745,640 $5,273,640 Total Revenue $45,375,951 $44,429,747 $58,320,772 $53,945,765 REVENUE ANALYSIS - PAGE 49 PROPERTY TAX SUMMARY Tigard's permanent property tax rate of $2.5131 per thousand is applied to the assessed value of prop- erty in the City each year. This permanent tax rate produces revenues to support General Fund operat- ing costs such as Police, Library, and Parks. Under the Oregon Constitution (as amended by Measure 50 in 1997), assessed values may increase three percent per year. The City's total property assessed value has grown at a rate greater than three percent due to new construction and annexations. New construction is added to the tax rolls, not at real market value, but at a calculated lower rate, which is on average about 60 percent of real market value in Tigard. The City's total projected assessed value is multiplied by its permanent tax rate per $1,000 of assessed value to calculate the anticipated property tax revenue. Due to various factors, the City assumes a 94 percent collection rate on property taxes for FY 2010-11. This is in line with previous year's collection estimates and reflective of the current collection steam. 1 Actual Actual Est. Actual Adopted ,Tax Information 2007-08 2008-09 2009-10 2010-11 Property Taxes i JGeneral Fund $ 11,025,296 $ 11,261,295 $ 11,671,590 1 $ 11,988,851 _ I GO Debt Se_rv_ice $ 1,002,985 I $ 813,350 $ 991,563 $ 988,883 Total Tax Levied $ 12,028,281 $ 12,074,645 $ 12,663,153 $ 12,977,734 Assessed Values I I Prior Year Assessed Value $ 4,572,357,820 $ 4,732,621,073 $ 4,893,755,236 Allowable 3% Increase $ 137 170,735 $ _ 141,97_8,632 146,812,657 Est. Annexations & New Const. ! $ 58,000,000 $ 29,000,000 29,000,000 Total Assessed Value; $ 4,767,528 555 $ 4,903,599,705 ; $ 5,069,567,893 Tax Rates /$1,000 AV General Fund Permanent R_ate_ $ 2.51310 .51310 $ $ - 2.51310-1 $ 2 2.51310 4GO Debt Service $ 0.22733 $ 0.17510 ! $ 0.21360 j $ 0.20489 Tax Rate $ 2.74043 $ 2.688201 $ 2.72670 j $ 2.71799 Assessed_ Value of Average Home $ 1_95,042_ $ 201,723 $ 207,775 I $ 214,008 General-Fund - 1 490.16 j $ 506.95 $ - 522.16 1-$ - 537.82-1 GO Debt Service $ 44.34 ; $ 35.32 $ 44.38 $ 43.85 I Total Estimated Tax per Household! $ 534.50 i $ 542.27 $ 566.54 ! $ 581.67 PAGE 50 - CITY OF TIGARD ASSESSED VALUATION At the beginning of each fiscal year, the Washington County Assessor determines assessed values of properties in the City. Prior to Measure 50, Oregon's property tax system was based on dollars levied instead of tax rates, therefore increased values had the effect of lowering property tax rates, not chang- ing the amount of taxes that could be collected. With the approval of Measure 50 in 1997, assessed values on individual properties were rolled back to FY 1995-96 levels and then reduced by 10 percent. Assessed values are limited to an annual three per- cent increase. The difference between market value and assessed value is expected to widen in future years due to the three percent capon assessed value growth. For FY 2010-11, Tigard's total assessed value is projected to be 67 percent of its real market value. Assessed value is used for spreading the operating levies, while market values are used to meet the Measure 5 cap requirements, which limit tax rates to $15 per $1,000 of real market value ($5 for schools and an aggregate $10 for all other government), and to spread debt service levies, which are exempt from Measures 5 and 50. $6,000,000,000 $51000,000,000 $4,000,000,000 $3,000,000,000 s2100o,o00,000 $1,0001000,000 so FY 03-04 FY 0405 FY 05-06 FY 06-07 FY 07-08 FY 08-09 FY 09-10 FY 10-11 Fiscal Year Assessed Value FY 03-04 $3,754,359,399 FY 04-05 $3,908,208,975 FY 05-06 $4,087,904,786 FY 06-07 $4,344,958,735 FY 07-08 $4,572,357,820 FY 08-09 $4,741,943,700 FY 09-10 $4,893,755,236 FY 10-11 (estimate) $5,069,567,893 REVENUE ANALYSIS - PAGE 51 PROPERTY TAX REVENUE Property Tax Revenues $12,000,000 $10,500,000 $9,000,000 r $7,500,000 $6,000,000 $4,500,000 $3,000,000 $1,500,000 $o FY2006-07 FY2007-08 FY2008-09 FY2009-10 FY2010-11 Actual Actual Actual Projected Adopted ® Property Tax Revenue GDebt Service Revenue The City has a General Obligation Bond property tax levy. In May 2002, Tigard voters approved a $13 million General Obligation Bond to construct a new library. The FY 2010-11 property tax revenues include the debt service for this bond. PAGE 52 - CITY OF TIGARD STATE REVENUE SHARING State Revenue Sharing $2,500,000 $2,250,000 $2,000,000 $1,750,000 $1,500,000 $1,250,000 $1,000,000 $750,000 $500,000 $250,000 $0 FY2006-07 Actual FY2007-08 Actual FY2008-09 Actual FY2009-10 FY2010-11 Adopted Projected ®44100 -Cigarette Tax 044101-LiquorTax a 44102 -State Shared Revenues 044200 -Gas Tax State revenue sharing monies, which include gas, liquor and cigarette taxes, are allocated to cities based on population with an adjustment for local taxing efforts. Since FY 2005-06, the City has received close to $3 million a year in state shared revenue. The City's Cigarette Tax revenue is generated by two cents of the state-imposed $1.18 per pack ciga- rette tax. After a decade of constant decline, cigarette tax revenues stabilized for a few years; however, revenue forecasts show a decline in the next five years. The City's Liquor Tax revenue is distributed by the Oregon Liquor Control Commission to cities in two different manners: • 20 percent of the state's liquor receipts are allocated as revenues to cities on a per capita basis and distributed monthly; and • 14 percent of state liquor receipts are allocated to cities on a formula basis, as outlined in ORS 221.770. Oregon's 2009 Transportation Package generates an additional $54.6 million annually to be allocated to cities from vehicle title and registration fee increases and an increase in the gas tax. Cities, including Tigard, will realize funding increases over time on the following schedule: 20 percent by 2010; 69 per- cent by 2011; 98 percent by 2012; and 100 percent by 2013. Tigard's distribution will be adjusted to account for revenue received from the local gas tax which was grandfathered in under the legislation. To project state shared revenues, the City used the League of Oregon Cities (LOC) 2010 State Shared Revenue Estimates and the Oregon Economic and Revenue Forecast prepared by the State of Oregon Office of Economic Analysis (OEA). REVENUE ANALYSIS - PAGE 53 ENTERPRISE FUNDS - USER FEES Enterprise Funds - User Fees $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $0 FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 Actual Actual Actual Projected Adopted 05anitary ■stormwater ®Water User fees include water, sanitary sewer, and stormwater fees charged to all customers of the services. The sanitary and storm fees are established by the Clean Water Services Agency (CWS) and updated each year. The City Council, through an intergovernmental agreement with other system participants, sets the water rates. In 2008, Tigard entered into long-term water source partnership with the City of Lake Oswego. The two cities agreed to jointly expand a treatment facility, replace an existing river intake on the Clackamas River, and construct a reservoir. The improvements will allow Tigard and Lake Oswego to produce up to 38 million gallons of water per day. Of this amount, Tigard will receive between 14 and 20 million gallons per day. Water is anticipated to begin flowing from the new facility by 2016. Developing the new water source will be costly. The projects associated with the water partnership are estimated to cost more than $200 million. Tigard's share of the improvements and cost to buy into Lake Oswego's existing system is estimated to be $116 million. In order to pay for future bond issu- ances that will be necessary to complete the project, water rates, and therefore water revenues, are an- ticipated to increase during the coming years. Per the intergovernmental agreement with CWS, the City retains a portion of the sanitary and storm fees it collects. Each year, CWS revises the split for these fees. It is anticipated that the sanitary sewer and stormwater revenues will see minimal growth during FY 2010-11. PAGE 54 - CITY OF TIGARD CONNECTION FEES Connection Fees $1,000,000 $900,000 r _ $800,000 $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 r $0 FY2006-07 FY2007-08 FY2008-09 FY2009-10 FY2010-11 Actual Actual Actual Projected Adopted ®water ■5ewer ®Roads ■Parks Connection fees include Traffic Impact Fees (TIF), storm and sanitary sewer connection charges, water connection and system development charges, and parks system development charges. This revenue category has shown a marked decline in recent years which coincides with the decreased level of devel- opment activity occurring within Tigard. The City anticipated development activity will remain at be- low historic levels over the next few years. The Transportation Development Tax (TDT) went into effect on July 1, 2009, replacing the Traffic Impact Fee MF) program. Like TIF, TDT is assessed on new development to help provide funds for the increased capacity transportation improvements needed to accommodate the additional vehicle traffic and demand for transit facilities generated by that development. It provides funds for these ca- pacity improvements to county and city arterials, certain collectors, and certain state and transit facili- ties as listed in the County's Capital Improvements Project List. The TDT is categorized as an Im- provement Fee. Revenue must be dedicated to capital improvements that expand capacity and may not be used for maintenance, repair, or other non-capital improvements. In fiscal year 2009-10, the Washington County Board of Commissioners granted a discount to develop- ers. This has negatively impacted the City's revenues in this fund. REVENUE ANALYSIS - PAGE 55 PERMIT REVENUE Permit Fee Revenues $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,900 $590,099 $D FY 2006-07 FY 2007-08 FY 2008-09 FY 200940 FY 201041 Actual Actual Actual Projected Adopted Permit fee revenues are recorded in the Building Fund, the Electrical Inspection Fund, the General Fund, and, formerly, in the Urban Services Fund. The primary fees that are represented in the chart include: Engineering Public Improvement Fee, Sign Permits, Land Use Planning Application Fees, and all related Building Permit Fees. Nearly all fees are related to development activity and, therefore, reflect the level of that activity. Tigard continues to experience a slow down in development activity as does much of Oregon and the US. Permit revenues are expected to remain down through FY 2011-12. When development activity does return, the City expects small, gradual increases in permit revenue. A return to the revenue levels seen in FY 2005-06 is unlikely. In 2009, staff conducted a detailed analysis of the City's building-related fees. This analysis resulted in the adoption of a new fee schedule that is intended to support a full-service Building Division. PAGE 56 - CITY OF TIGARD COUNTY SHARED REVENUE County Shared Revenues $2,800,000 $2,400,000 $2,000,000 $1,600,000 $1,200,000 $800,000 $400,000 $0 LA - _4 FY 2006-07 FY 2007-05 FY 2005-09 FY 200940 FY 201041 Actual Actual Actual Projected Adopted MCounty Gas Tax ■Hotel-MotelTax pWCCLS County Shared Revenues include the Washington County Gas Tax, the Washington County Coopera- tive Library System (WCCLS) levy, and a countywide Hotel/Motel tax. Washington County collects a one-cent per gallon tax on gasoline, which is distributed to cities in the County to be used for road maintenance activities. Since the County has not increased the gas tax, this revenue source has seen very minor growth over the past few years. The Hotel/Motel tax is collected by Washington County at a seven percent rate and is distributed to all participating jurisdictions. Tigard receives about one-third of the amount collected in the city limits. Tax collections are directly related to room rental rates, the number of hotel and motel rooms within the City, and the economy. As the economy continues in a prolonged downturn, the City projects that this revenue source will continue to remain depressed from historical levels. WCCLS funds are generated from the County's permanent property tax rate. The funds are distributed to cities with public libraries based upon a formula heavily weighted to increases in circulation. In No- vember 2006, a new WCCLS levy increased the annual revenues received by the City by nearly $1 mil- lion. This levy is up for renewal in November 2010. REVENUE ANALYSIS - PAGE 57 FINE AND FORFEITURE REVENUE Fine and Forfeiture Revenues $900,000 $800,000 _ $700,000 $600,000 $500,000 r $400,000 $300,000 $200,000 $100,000 $0 FY 2006-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 Actual Actual Actual Projected Adopted oTraffic- Civil Infractions ■ Library Fines This source of revenue includes traffic and civil infraction citations, which are processed by the Mu- nicipal Court, and fines for late and lost materials at the Library. Fine collections are directly related to the number of citations issued. The bail schedule is updated annually by the Municipal Court Judge. PAGE 58 - CITY OF TIGARD INTEREST EARNINGS Interest Earnings $2,500,000 $2,000,000 y a $1,500,000 $1,000,000 $500,000 r N' $0 FY2006-07 FY2007-08 FY 200"9 FY2009-10 FY2010-11 Actual Actual Actual Projected Adopted Interest earnings are generated from the investment of cash on hand in various funds of the City. In- terest earnings are directly attributable to the amount of cash available for investment and current in- terest rates. The City is assuming an interest rate of 1 percent for its investments due to the low rate of returns in the current market. It is anticipated that interest earnings will be flat in FY 2010-11 as capi- tal improvement project needs begin to take from the fund balances in many funds and interest rates remain historically low. REVENUE ANALYSIS - PAGE 59 FRANCHISE FEE REVENUE Franchise Fee Revenue $5,000,000 $4,500,000 $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 FY2006-07 FY2007-08 FY2008-09 FY200940 FY201041 Actual Actual Actual Projected Adopted Franchise fees are charged to private utilities for the use of the public rights-of-way. Private franchised activities paying the fee include electricity, natural gas, telecommunications, cable television, and solid waste haulers. In FY 2006-07, the City began charging a 5 percent franchise fee to its public utilities, water and sanitary sewer. All franchise fees are computed as percentage of gross proceeds generated within Tigard's city limits. All franchises, with exception of cable television, are directly between the City and the franchise holder. The Metropolitan Area Communications Commission (MACC), a consortium of cities in the metro area, administers the cable television franchise. In January 2006, the solid waste franchise fee was increased from three to four percent. In FY 2009-10 the City brought the methodology used to calculate the Sanitary Sewer Franchise Fee more in line with the spirit of the ordinance. As a result, an additional $300,000 will be paid to the General Fund each year. Current franchisees and franchise rates are: Service Provider Rate Cable Television Comcast/Verizon 5.0% Electricity Portland General Electric 3.5% Garbage All haulers 4.0% Natural Gas Northwest Natural Gas 5.0% Sanitary Sewer City of Tigard 5.0% Telecommunications All providers 5.0% Water City of Tigard 5.0% PAGE 60 - CITY OF TIGARD INTERFUND TRANSFERS Interfund transfers are the transfer of revenues between funds when the revenue is received in one fund for an expense that occurs in another fund or when City functions have more than one funding source. A primary reason for transfers is for a fund to pay for services provided by another fund (for example, Financial Operations Division providing utility billing services for the Water, Sanitary Sewer, Stormwater, and Street Maintenance Funds). A transfer-out is an expense to the fund that is transferring the money out or buying services. A trans- fer-in is a resource to the fund that is receiving the money or selling the service. For every expense transfer-out, there is a corresponding resource transfer-in. The corresponding transfers must show the same dollar amount. The various types of interfund transfers are defined below: General Resource Transfer Transfer of resources from one fund to another which are not based upon a cost allocation plan, actual expenditure, or any expectation of a payment for services provided. This type of transfer is simply a transfer of resources from one fund to another. Direct Resource Transfer Transfer of resources from one fund to another which are based upon a cost allocation plan and actual expenditures or an expectation of a payment for services provided. This type of transfer is typically based upon actual expenditure needs by a certain fund and are "trued up" from the budget figure based upon actual expenditures. Debt/Loan Repayment Transfer Transfer of resources from one fund to another to pay either all or a portion of an interfund loan. This type of transfer is typically based upon a five-year repayment schedule for capital loans. Indirect Cost Transfer Transfers received for services provided, which have been allocated based upon a cost allocation plan. The Indirect Cost Transfers Out are typically budgeted along with a division's operating budget to show the true cost for that division to the City. For the City, the following bases of allocation are used for those functions or programs listed below: City Management - size of budget Finance - size of budget Financial Operations - size of budget Human Resources - FTE count Risk Management - FTE/Auto Assignment/Bond Premium/Property Premiums Information Technology - number of personal computers assigned to budget unit and number of li- censes for specific software applications. Communications/Graphic Design- percent of time spent working on projects City Recorder/Records - percentage of Council items processed/percentage of records requests Property Management - square footage Fleet Maintenance - vehicle assignment Since the internal transfers are complex and can be difficult to follow and trace through the budget document, the following explanation is provided for each transfer, by fund. REVENUE ANALYSIS - PAGE 61 INTERFUND TRANSFERS From To Amount Type Description Transfer of funds to support Community Development Building Fund General Fund $ 94,031 Indirect Administration Total Building Transfers Out $ 94,031 Facilities Capital Central Service Projects Fund Fund $ 3,239 Indirect Transfer of funds to support CM, FIS Admin, FIS Ops FacilitiesCapital Projects Fund General Fund $ 1,211 Indirea Transfer of faands to support PXX' Fngineenng Facilities Capital Projects Transfers Out $ 4,450 Central Seri>ice Citv Gas Tax Fund $ 74,704 Indirect Transfer of funds to support CM, FIS Admin, FIS Ops City Gas Tax General Fund $ 204,553 Indirect Transfer of funds to support PW' Engineering City Gas Tax Transfers Out $ 279,257 Criminal Forfeiture 'T'ransfer of funds for allowed expenses on Police related Fund General Fund $ 15,000 Direct programs Total Criminal Fft Transfers Out $ 15,000 Electrical "Transfer of funds to support electrical inspections by the Inspection Fund Building Fund $ 175,000 Direct Building Division Total Electrical Inspection Transfers Out $ 175,000 Gas Tax Fund General Fund $ 91,862 Indirect Transfer of funds to support Public Works Administration Gas Tax Fund General Fund $ 357,464 Indirect 'T'ransfer of funds to support PW Engineering Facilities Capital Gas Tax Fund Projects Fund $ 26,296 General Transfer of funds for new Public Works facility Total Gas Tax Transfers Out $ 475,622 Facilities Capital General Fund Projects Fund $ 132,607 General Transfer of funds for new Public Works facility Facilities Capital General Fund Projects Fund $ 13,320 CIP Capital Improvement Projects Parks Capital General Fund Fund $ 347,600 CIP Capital Improvement Projects Debt/Loan Canterbury 1st (82,600), 2nd (76,030), and 3rd (80,973) of General Fund Water CIP Fund $ 239,603 Repayment five-year payment schedule Debt/Loan Repayment of Clute Property loan - 2nd year of four-year General Fund Water CIP Fund $ 109,826 Repayment repayment schedule Fleet/Property Seal Coat and restriping of the Tigard Christian Church General Fund Mgmt $ 10,000 CIP parking lot Central Services General Fund Fund $ 20,000 Direct IGA with Beaverton and Portland to audit utility franchises Total General Transfers Out $ 872,956 Insurance Fund General Fund $ 200,000 General Transfer of funds for general use Total Insurance Transfers Out $ 200,000 Library Donation Facilities Capital Transfer of funds for miscellaneous Library facility and Bequest Fund Projects Fund $ 100,000 Direct improvements Total Library Donation and Bequest Transfers Out $ 100,000 Bancroft Debt Administrative fees associated with Bancroft Debt Service Service Fund Genera Fund $ 800,000 Direct fund Total Bancroft Debt Serv Transfers $ 800,000 Central Services Parks Capital Fund Fund $ 20,000 Indirect Transfer of funds to support CM, FIS Admin, FIS Ops Parks Capita Fund Genera Fund $ 51,898 Indirect Transfer of funds to support PW Engineering Total: Parks Capital Transfers Out $ 71,898 Debt/Loan Repayment of Clute Property loan - 1st year of three-year Parks SDC Fund Water CIP Fund $ 101,759 Repayment repayment schedule Parks Capita Parks SDC Fund Fund $ 2,140,000 CIP Capita Improvement Projects Debt/Loan Canterbury 1st (57,400), 2nd (52,835), and 3rd (56,269) of Parks SDC Fund Water CIP Fund $ 166,504 Repavmhent five-year payanent schedule Total Parks SDC Transfers Out $ 2,408,263 PAGE 62 - CITY OF TIGARD INTERFUND TRANSFERS From To Amount Type Description Sanitary Sewer Central Services Fund Fund $ 17,253 Indirect Transfer of funds to support Utility Billing Sanitary Sewer Facilities Capital Fund Projects Fund $ 19,722 General Transfer of funds for new Public Works facility Sanitary Sewer Fund General Fund $ 83,854 Indirect Transfer of funds to support Public Works Administration Sanitary Sewer Fund General Fund $ 75,460 Indirect Transfer of funds to support PW Engineering Total Sanitary Transfers Out $ 196,289 Central Services Stormwater Fund Fund $ 56,293 Indirect 'T'ransfer of funds to support Utility Billing Facilities Capital Stormwater Fund Projects Fund $ 26,296 General Transfer of funds for new Public Works facility Stormwater Fund General Fund $ 104,600 Indirect Transfer of funds to support PublicWorks Administration Stormwater Fund General Fund $ 27,650 Indirect Transfer of funds to support PW Fngineering Total Stormwater Transfers Out $ 214,839 Street INLuntenance Central Services Fund Fund $ 84,000 Indirect Transfer of funds to support Utility Billing Street Maintenance Central Services Fund Fund $ 24,017 Indirect Transfer of funds to support CM, FIS Admin, FIS Ops Street Maintenance Fund Gas Tax Fund $ 50,000 Direct Transfer of funds to support pavement maintenance Street Maintenance Fund General Fund $ 76,437 Indirect Transfer of funds to support PW Engineering Fund temporary .5 FTE for street and transportation data Street Maintenance eollcuion/maintenance and mapping in support of PMP Fund General Fund $ 20,000 Direct program Total Street Maint Transfers Out $ 254,454 Transportation Development Tas Fund Gas Tax Fund $ 36,403 CIP Capital Improvement Projects Total TDT Transfers Out $ 36,403 Traffic Impact Fee Fund Gas Tax Fund $ 313,408 CIP Capital Improvement Projects Total TIF Transfers Out $ 313,408 Tree Replacement Parks Capital Fund Fund $ 204,500 CIP Capital Improvement Projects Total Tree Replacement Transfers Out $ 204,500 Underground Utilitv Fund Gas Tax Fund $ 97,202 CIP Capital Improvement Projects Total Underground Utility Transfers Out $ 97,202 Central Services Water Fund Fund $ 295,104 Indirect Transfer of funds to support Utility Billing City Gas Tax Water Fund Fund $ 210,000 CIP Capital Improvement Projects Facilities Capital Water Fund Projects Fund $ 45,079 General Transfer of funds for new Public Works facility Water Fund Gas Tax Fund $ 200,000 CIP Capital Improvement Projects Water Fund General Fund $ 541,223 Indirect Transfer of funds to support Public Works Administration Water Fund Water CIP Fund $ 2,393,960 CIP Capital Improvement Projects Debt/Loan Transfer of funds to line of credit payment for Long Term Water Fund Water CIP Fund $ 225,000 Repayment Water borrowing Total Water Transfers Out $ 3,910,366 Water CIP Fund Gas Tax Fund $ 180,297 CIP Capital Improvement Projects Water CIP Fund General Fund $ 181,989 Indirect Transfer of funds to support CM, FIS Admin, FIS Ops Water CIP Fund General Fund $ 778,738 Indirect Transfer of funds to support PW Engineering Total Water CIP Transfers Out $ 1,141,024 \N ater SI?C fund tx'ater CIP fund S 25,000 CIP Capital Improvement Projects Total Water SDC Transfers Out $ 25,000 REVENUE ANALYSIS - PAGE 63 TIGARD PAGE 64 - CITY OF TIGARD PROGRAM SUMMARIES Program Summaries 65 Expenditure Summary by Program 66 Operating Budget History 67 Staffing Levels 69 n 0 as n 1\ ~ ~ PROGRAM SUMMARIES The City adopts and manages its operating expenditures by program. The City has four operating pro- grams: Policy & Administration, Community Development, Community Services, and Public Works. Within each of these programs are one or more departments and budgets units, or divisions. A more detailed explanation of the City's program structure can be found in the Reader's Guide Section. The following charts give a summary of the expenditures for the programs, budget classifications, and staffing levels. PROGRAM SUMMARIES - PAGE 65 EXPENDITURE SUMMARY BY PROGRAM FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 201041 FY 2010-11 Description Actual Actual Revised Propose d Approved Ado ted Expenditure by Program Policy and Administration $4,933,410 $5,997,149 $7,726,914 $6,814,036 $6,854,700 $6,854,699 Community Development $5,191,792 $5,794,319 $5,458,646 $3,889,243 $3,957,977 $4,061,877 Community Services $13,801,110 $15,584,782 $20,085,571 $19,304,054 $19,304,054 $19,304,054 Public Works $9,880,933 $10,756,136 $16,763,888 $16,761,031 $16,846,831 $16,876,831 Total Expenditure by Program $33,807,245 $38,132,386 $50,035,019 $46,768,364 $46,963,562 $47,097,461 Number of FTE by Program Policy and Administration 43.30 45.55 43.90 43.90 43.90 43.90 Community Development 54.50 41.90 25.40 25.40 25.40 25.40 Community Services 130.40 135.90 128.90 128.90 128.90 128.90 Public Works 61.10 61.10 69.40 69.40 69.40 69.40 Total FTE by Program 289.30 284.45 267.60 267.60 267.60 267.60 Expenditure per FTE Policy and Administration $113,936 $131,661 $176,012 $155,217 $156,144 $156,143 Community Development $95,262 $138,289 $214,907 $153,120 $155,826 $159,916 Community Services $105,837 $114,678 $155,823 $149,760 $149,760 $149,760 Public Works $161,717 $176,042 $241,555 $241,513 $242,750 $243,182 Total Expenditure by FTE $116,859 $134,057 $186,977 $174,770 $175,499 $175,999 PAGE 66 - CITY OF TIGARD OPERATING BUDGET HISTORY FY 2008 FY 2009 FY 2010 Proposed Approved Adopted Description Actual Actual Revised 2011 2011 2011 Number of FTE 289.30 284.45 267.60 267.60 267.60 267.60 Personal Services Salaries - Management 6,833,387 7,489,743 7,934,241 7,590,016 7,592,616 7,592,616 Salaries - General 4,705,321 4,562,860 4,296,973 4,049,185 4,049,185 4,049,185 Salaries - Police 3,158,555 3,545,369 3,769,016 3,805,293 3,805,293 3,805,293 Part Time - Regular 477,727 851,919 1,294,602 1,121,926 1,106,926 1,106,926 Part Time - Temporary 345,593 385,830 463,063 517,863 474,161 494,161 Overtime 573,297 616,935 601,384 584,710 609,710 609,710 Incentive Pay 182,458 246,273 266,558 289,782 289,782 289,782 Unemployment 32,169 17,728 17,674 16,493 16,493 16,493 Worker's Compensation 327,009 325,224 328,470 244,149 244,149 244,149 Social Security/Medicare 1,238,169 1,349,111 1,345,647 1,257,234 1,257,234 1,257,234 Tri-Met Tax 107,032 118,249 116,898 112,543 112,543 112,543 Retirement 1,923,723 2,111,648 2,256,099 2,008,168 2,008,168 2,008,168 Retirement - 3% ER Match 194,527 204,943 235,884 213,686 213,686 213,686 VEBA - ER 176,099 176,391 181,200 160,800 160,800 160,800 Life Ins/ADD/LTD 23,656 24,079 78,323 68,892 68,892 68,892 Long Term Disability 36,819 39,131 0 425 425 425 Medical/Dental/Vision 2,351,152 2,618,156 3,459,976 3,174,800 3,174,800 3,174,800 Dental Benefits 284,468 307,055 0 3,000 3,000 3,000 Accrued Vacation 1,142 104,502 0 79,612 69,348 69,348 Total Personal Services 22,972,303 25,095,146 26,646,008 25,298,577 25,257,211 25,277,211 Materials & Services Office Supplies 478,894 393,558 491,266 473,560 473,460 473,460 Small Tools & Equipment 246,413 216,093 236,299 206,290 206,290 206,290 Fuel 266,805 223,943 276,900 271,924 271,924 271,924 Books & Circulation Materials 454,703 520,134 575,725 610,000 610,000 610,000 Ammunition and Range Supplies 0 0 85,650 55,955 55,955 55,955 Technology Equipment under $5,0000 0 0 0 155,174 155,174 155,174 Water Costs: L.O. & Ptld 2,018,733 2,681,807 3,060,000 3,362,145 3,362,145 3,362,145 Professional/Contractual Services 3,020,586 2,872,707 4,014,387 3,151,811 3,309,811 3,423,711 Water Costs: Sampling 40,849 50,393 39,246 39,745 39,745 39,745 Legal Fees 0 50,636 0 331,570 346,570 346,570 Software License and Maintenance 0 0 0 507,721 507,721 507,721 R & M - Facilities 445,268 469,487 354,181 395,297 395,297 395,297 R & M - Water Lines 89,500 74,550 100,000 70,000 70,000 70,000 R & M - Control Valves 10,845 13,802 15,000 17,000 17,000 17,000 R & M - Reservoir 4,218 11,621 6,000 6,000 6,000 6,000 R & M - Grounds 6,877 7,174 120,200 104,700 104,700 104,700 R & M - Pump Station 2,538 89 9,000 8,500 8,500 8,500 R & M - SCADA 1,625 4,237 7,000 8,000 8,000 8,000 R & M -Wells 26,316 14,788 10,000 11,500 11,500 11,500 R & M - Meters 10,016 7,968 15,000 227,100 227,100 227,100 R & M - Service Lines 8,082 9,952 7,700 20,500 20,500 20,500 R& M- Regulators 8,546 210 0 0 0 0 PROGRAM SUMMARIES - PAGE 67 OPERATING BUDGET HISTORY FY 2008 FY 2009 FY 2010 Proposed Approved Adopted Description Actual Actual Revised 2011 2011 2011 R & M - Fire Hydrant 26,457 19,149 32,000 120,000 120,000 120,000 R & M - Vehicles 377,139 445,346 315,485 333,260 333,260 333,260 R & M - Office Equipment 13,649 91,497 162,279 78,605 78,605 78,605 Vehicle Usage 3,147 4 0 0 0 0 Utilities - Electric 858,716 853,669 972,825 1,042,821 1,042,821 1,042,821 Utilities-Water/Sewer/SWM 92,152 97,171 127,480 129,000 129,000 129,000 Utilities - Natural Gas 86,312 94,009 109,039 113,510 113,510 113,510 Utilites - Phone/Pager/Cells 131,421 155,551 194,134 194,000 194,000 194,000 Advertising & Publicity 95,676 77,931 165,167 106,766 127,430 127,430 Fees and Charges 44,577 7,816 61,470 65,730 65,730 65,730 Dues & Subscriptions 131,552 116,663 152,638 148,274 148,274 148,274 Travel and Training 229,658 198,981 361,732 269,315 269,315 269,315 Conservation Expenses 29,152 27,791 0 31,700 31,700 31,700 Credit Card Fees 0 26,674 0 0 0 0 Insurance 381,397 370,817 371,610 335,309 335,309 335,309 Property Damage 2,147 1,124 8,945 9,000 9,000 9,000 Rents and Leases 37,067 64,488 85,196 79,153 79,153 79,153 Bad Debt Expense 2,185 1,647 4,200 7,950 7,950 7,950 Special Department Expenses 240,812 319,502 644,566 484,197 499,197 499,197 Contributions to Community Org 0 199,107 0 99,396 99,396 99,396 Drug Enforcement Expenses 0 1,791 0 0 0 0 Total Materials & Services 9,924,030 10,793,877 13,192,320 13,682,477 13,891,041 14,004,941 Indirect Charges Interdepartmental Costs 0 0 7,610,265 6,554,909 6,554,909 6,554,909 Indirect Charges- City Management 0 0 8,103 0 0 0 Indirect Charges- Human Resources 0 0 8,922 0 0 0 Indirect Charges- Risk Management 0 0 7,901 0 0 0 Indirect Charges- Office Services 0 0 70,414 0 0 0 Indirect Charges- Records 0 0 5,718 0 0 0 Indirect Charges- Finance Administration 0 0 11,379 0 0 0 Indirect Charges-Technology 0 0 14,015 0 0 0 Indirect Charges- Fleet Maintenance 0 0 0 0 0 0 Indirect Charges- Property Management 0 0 12,470 0 0 0 Total Indirect Charges 0 0 7,749,187 6,554,909 6,554,909 6,554,909 Capital Outlay Land 43,783 -840 0 0 0 0 Buildings & Improvements 18,188 17,753 97,900 60,100 88,100 88,100 Vehicles 707,170 304,478 833,665 550,000 550,000 550,000 Computer Hardware and Software 1,724,349 1,872,792 1,464,102 342,472 342,472 342,472 Equipment 0 13,760 198,371 179,200 179,200 179,200 GIS Hardware and Software 0 0 0 100,628 100,628 100,628 Water Quality Enhancement 0 0 0 0 0 0 Total Capital Outlay 2,493,490 2,207,943 2,594,038 1,232,400 1,260,400 1,260,400 Total Operating Budget 5,389,833 38,096,966 50,181,553 46,768,363 46,963,561 47,097,461 PAGE 68 - CITY OF TIGARD STAFFING LEVELS Full-Time Equivalent Positions 300 - - 250 200 - - - 150 100 50 FY 2007-08 FY 2008-09 FY 200940 FY 201041 Actual Actual Projected Proposed Between FY 2009-10 and FY 2010-11, City staff levels decreased 6.2 percent or 17.2 FTE. A summary of the changes by department is below. Library The Library reduced 3.1 FTE in FY 2009-10. This decrease is due to the overall flat revenues in the General Fund. It includes of a combination of reduced hours and eliminated positions. Community Development The Community Development Department decreased 3.0 FTE in FY 2009-10 by eliminating a plan- ning manager and code enforcement officer. In addition, five planning and engineering positions saw their hours reduced to 32 hours a week. Public Works The Public Works Department has an FTE decrease of 3.9 in FY 2009-10. This decrease reflects the reduced level of engineering services required for fewer capital projects and elimination of the City's room reservations. Police As part of the General Fund reductions, the Police Department eliminated 4.0 FTE. The cuts include the elimination of a property evidence clerk, two patrol officers, and a police sergeant. City Administration City Administration decreased 2.0 FTE in FY 2009-10. Elimination of the switchboard operator and the Community Events Coordinator position make up the cuts. PROGRAM SUMMARIES - PAGE 69 STAFFING LEVELS Finance and Information Services Finance and Information Services decreased 1.2 FTE in FY 2009-10 with the elimination of a dedi- cated passport acceptance agent and a reduction in hours for the purchasing assistant. City FTE Per 1,000 Population 6 5 - - - - - 4 3 - - - 2 1 0 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 Actual Actual Projected Adopted PAGE 70 - CITY OF TIGARD 11 COMMUNITY SERVICES PROGRAM C) 0 o. Community Services Organization Chart 71 n Expenditure/FTE Summary 72 Police Organization Chart/FTE Summary 74 Police Mission Statement 75 Police Administration 76 Police Operations 85 Police Support Services 91 Library Organization Chart/FTE Summary 99 Library Administration 100 Library Reader Services 105 Library Technical Services 112 Library Circulation 116 Social Services and Community Events 121 t ~ ~ COMMUNITY SERVICES ORGANIZATION CHART COMMUNITY SERVICES - POLICE LIBRARY SOCIAL SERVICES/COMMUNITY EVENTS COMMUNITY SERVICES - PAGE 71 COMMUNITY SERVICES PROGRAM The Community Services Program consists of programs provided by the Police Department and the Library, and several Social Services and Community Event grants made by the City. Police programs include traditional public safety efforts (patrol, enforcement, traffic safety, etc.), and work with community groups to increase public safety awareness. Library programs include circulation of a wide variety of print and other media materials and the offer- ing of programs designed to increase reading, computer skills, and lifelong learning. Social Service and Community Event grants fund community organizations that provide services to those in need or which offer events that promote a greater sense of community. The primary source of funding for this program area is the General Fund. PAGE 72 - CITY OF TIGARD COMMUNITY SERVICES PROGRAM FY 2008 FY 2009 FY 2010 FY 2011 FY 2011 11 FY 2011 11 2011 Adopted 11 Actual Revised 11 Proposed 11 Approved Adopted 11 vs.2010 Revised Description Actual Number of Positions 130.40 135.90 128.90 128.90 128.90 128.90 0.0% Budget By Category Personal Services 10,941,357 12,288,967 13,061,748 12,446,780 12,431,780 12,431,780 4.8% Materials & Services 2,502,072 2,911,669 3,082,915 3,246,791 3,261,791 3,261,791 5.8% Interdepartmental Costs 0 0 3,489,778 3,452,608 3,452,608 3,452,608 -1.1% Capital Outlay 357,681 384,146 451,130 157,875 157,875 157,875 -65.0% Total All Category 13,801,110 15,584,782 20,085,571 19,304,054 19,304,054 19,304,054 -3.9% Budget By Division Police Administration 384,979 507,164 773,514 707,814 707,814 707,814 -8.5% Police Operations 5,604,278 6,104,689 7,266,084 7,188,279 7,188,279 7,188,279 -1.1% Support Services 4,466,186 5,018,617 5,987,375 5,480,627 5,480,627 5,480,627 -8.5% Library Administration 346,096 408,357 1,039,022 1,028,150 1,028,150 1,028,150 -1.0% Reader Services 1,462,561 1,790,780 2,489,710 2,422,428 2,422,428 2,422,428 -2.7% Technical Services 426,407 534,357 791,460 743,892 743,892 743,892 -6.0% Circulation 940,442 1,016,200 1,526,306 1,471,949 1,471,949 1,471,949 -3.6% Social Services 170,161 204,618 212,100 161,520 161,520 161,520 -23.8°x6 Community Events 0 0 0 99,396 99,396 99,396 100.0% Total All Division 13,801,110 15,584,782 20,085,571 19,304,054 19,304,054 19,304,054 -3.9% Budget by Fund General Fund -100 13,801,110 15,584,782 20,085,571 19,304,054 19,304,054 19,304,054 -3.9% Library Donations and Bequests F 0 0 0 0 0 0 0.0% Total All Fund 13,801,110 15,584,782 20,085,571 19,304,054 19,304,054 19,304,054 -3.9% COMMUNITY SERVICES - PAGE 73 POLICE ORGANIZATION CHART POLICE ADMINISTRATION OPERATIONS SUPPORT :SERVICES FY 2008 FY 2009 FY 2010 FY 2011 FY 2011 FY 2011 11 2011 Adopted Description Actual Actual Revised Proposed Approved Adopted vs.2010 Revised Number of Positions 89.50 94.00 90.10 90.10 90.10 90.10 0.0% Budget By Category Personal Services 8,416,535 9,389,952 9,949,485 9,437,446 9,422,446 9,422,446 -5.1% Materials & Services 1,731,903 1,952,289 2,043,118 2,150,050 2,165,050 2,165,050 5.2% Interdepartmental Costs 0 0 1,638,135 1,654,074 1,654,074 1,654,074 1.0% Capital Outlay 307,005 288,229 396,930 135,150 135,150 135,150 -66.0% Total All Category 10,455,443 11,630,470 14,027,668 13,376,720 13,376,720 13,376,720 -4.6% Budget By Division Police Administration 384,979 507,164 773,514 707,814 707,814 707,814 -8.5% Police Operations 5,604,278 6,104,689 7,266,779 7,188,279 7,188,279 7,188,279 -1.1% Support Services 4,466,186 5,018,617 5,987,375 5,480,627 5,480,627 5,480,627 -8.5% Total All Division 10,455,443 11,630,470 14,027,668 13,376,720 13,376,720 13,376,720 4.6% Budget by Fund General Fund -100 10,455,443 11,630,470 14,027,668 13,376,720 13,376,720 13,376,720 A.6% Total All Fund 10,455,443 11,630,470 14,027,668 13,376,720 13,376,720 13,376,720 4.6% PAGE 74 - CITY OF TIGARD POLICE MISSION STATEMENT r l I Tigard Police Department MISSION The mission of the Tigard Police Department is to create the highest level of livability possible by working with our citizens to preserve and protect life, liberty, and property. VISION The Tigard Police Department is committed to achieving our mission by: • Partnering with citizens and other departments • Developing well trained, ethical, and accountable employees • Earning public trust and confidence through our actions and values GOALS The goals of the Tigard Police Department are: • To reduce crime and the fear of crime • To assist the City of Tigard in the accomplishment of municipal goals and objectives • To enhance the safety and security of Tigard's residents, visitors, and businesses • To preserve constitutional and civil rights, and foster good citizenship in our youth CORE VALUES Attitude Leadership Integrity Service Teamwork COMMUNITY SERVICES - PAGE 75 POLICE ADMINISTRATION BUDGET UNIT: 4000 Program Results: • Officers and staff have ownership, familiarity, and knowledge of the unique needs of each pa- trol district making this City "A Place to Call Home," with Tigard Police being here for yLu! • Provides leadership and management to the Department in support of the City's strategic plans and objectives, including the "Values Integration Project." • Increases police effectiveness by developing ethical, accountable, productive, and well-trained employees. • Oversees Department activities, evaluates policies, organizational structure, working conditions, and customer service levels; manages resources, develops partnerships and programs; directs strategic planning. • The Public Information Officer (PIO) prevents and suppresses crime by providing crime pre- vention materials and programs to the media. Supports the City's efforts in the "Neighborhood Network" and works with rental property owners and community members in the prevention of crime. • The Executive Assistant to the Chief of Police/Alarm Coordinator supports the Office of the Chief of Police and administers the City of Tigard Alarm Ordinance. Program Description: • The Police Administration Division is responsible for the overall administration and manage- ment of the Police Department. The Administration Division is dedicated to fulfilling the mis- sion of the City and the Department, and dedicated to evaluating the structure, strategies, and programs of the Police Department in light of crime trends and resource levels. • The Administration Division is involved in identifying, establishing, maintaining, and further- ing strategic relationships with government agencies. These mutually beneficial relationships facilitate the sharing of intelligence and resources. • The Public Information Officer (PIO) coordinates the Neighborhood Watch Program which provides these community groups with valuable crime prevention material and promotes citi- zen involvement in community policing. The Enhanced Safety Properties Program is a three- phase crime prevention program that accomplishes the same objectives for multi-family units. Provides several hundred hours of crime prevention programming annually to a wide variety of citizens, businesses, and groups. • The Executive Assistant to the Chief of Police/Alarm Coordinator provides support for the hiring process, assists the Chief of Police with day-to-day affairs of the Office of Chief of Po- lice, and manages the Tigard High School parking permit zone. Administration of the City's Alarm Ordinance involves processing alarm permit applications, billing for recurring false alarms, and closely monitoring the incidence of false alarms. FY 2009-10 Accomplishments: • Continued to oversee Department activities, evaluate policies, organizational structure, working conditions, and customer service levels; manage resources, develop partnerships and programs; direct strategic planning and support accreditation through policy management. PAGE 76 - CITY OF TIGARD POLICE ADMINISTRATION BUDGET UNIT: 4000 • Continued to provide leadership and management for the Department in support of the City's strategic plans and objectives. • Successfully transitioned to a new command structure after the retirement of Chief Bill Dickinson. • Completed internal promotion process for two Captains, two Lieutenants, and several Ser- geant positions. • Continued to implement the Mission, Vision, and Goals of the Department. All employee evaluations were carefully reviewed to ensure that these topics were emphasized. • Continued to develop ethical, accountable, productive, and well-trained employees. • Completed process of replacing the previous General Order system with Lexipol, an en- hanced web-based protocol manual. • Held two events for the shredding of documents to help reduce identity theft. One being the first evening event ever held in the area. • Partnered with ACS Testing in a project donating bicycles and helmets to children in need. • Sponsored a Tigard Bicycle Initiative at seven HUD properties serving over 400 pardci- pants. • Participated in National Night Out. • Held engraving events for catalytic converters. • Held a nine week Citizen's Police Academy. • Participated in "Christmas for Kids" providing plush toys to 275 children. • Participated in a monthly landlord forum. • Hosted "Take Charge Tigard" an educational forum to prevent financial fraud to seniors and retirees. • Held a collection event for used cell phones for refurbishment and redirected to those in need. • Held two eight hour training sessions for landlords and rental property management. • Provided 47 crime prevention presentations. • Processed 2,341 alarm permit applications. • Continued to administer the Alarm Ordinance. • Continued to provide the Chief of Police, Assistant Chief and Captain with confidential executive administrative assistance. • Continued to aggressively recruit, process, and hire quality employees. • Promoted ten employees. FY2010-11 Goals and Objectives: • Prepare and present annual report to City Council (annually). • Refine implementation plan for District Team concept. (Please see section on "Tigard Police - The Patrol District Team Concept") • Evaluate space needs and prepare long-term facility plan. • Update strategic plan (annually). • Review and update Lexipol Policy Manual. • Expand on the number and types of child safety events. • Evaluate need for enhanced internal emergency operation center for responding to critical events. • Review and evaluate staffing needs (annually). COMMUNITY SERVICES - PAGE 77 POLICE ADMINISTRATION BUDGET UNIT: 4000 • Review and manage quality assurance program (annually). • Review information technology plan (annually). • Assess training requirements /needs (annually). • Identify and implement career development training; build career paths for staff (annually). • Participate in City's Neighborhood Network initiative. • Review compliance of personnel with OSHA/ORSHA safety rules and requirements. • Review planned developments for Crime Prevention Through Environmental Design (CPTED) compliance. Tigard Policing - The Patrol District Team Concept As this new decade dawns, your police department command staff has been focused on steadily im- proving how we deliver police services to our citizens, businesses and visitors of the City of Tigard. One policing concept we have been refining over the last five years is an effort to address the unique needs of residents and stakeholders in our City, focused around the District Officer and Team concept. These Teams are specifically dedicated to the geographic area encompassing a defined area of the City. This Team concept enables the District Officer to take ownership of community problems, and have the day-to-day familiarity with "the word on the street" and greater knowledge of what is happening in your various neighborhoods. Our patrol district team concept was designed to address three critical focus areas: • Inconsistent city-wide response times for the highest priority emergency calls - where lives are at risk and police services are needed immediately - due to call load peaks and valleys. When 9-1-1 call volumes are at their peak, police response times may be higher than the commonly accepted response time of four minutes to priority calls for service, and better than expected when the call load is low. • Patrol officers are not always familiar with the specific crime trends and community needs of the five districts that make up the City of Tigard based on established neighborhood boundaries. Too often information flow from one shift to another does not get passed along in a timely manner, and the other shift's District Officer who may need the data is not aware of it while perhaps in a position to make an impact. • Patrol officers, as a whole, do not have sufficient time to dedicate to proactive or specific problem solving activities and investigative follow-up because they are responding to 9-1-1 calls during the ever-increasing peak workload times. We are looking hard at how we match our police resources to the workload generated by the commu- nity as a whole. We are striving to better identify and respond to problems that are both foreseen and unanticipated as well. Through this refinement of how we deliver police services, it is clear that im- proving district assignment to a more predictable and proactive methodology will increase the District Officers' abilities to take ownership for their patrol beats and improve our community response to re- ported crime and the fear of crime day-to-day. PAGE 78 - CITY OF TIGARD POLICE ADMINISTRATION BUDGET UNIT: 4000 • Geographic boundaries for our five districts established around current neighbor- hoods within the City. We reestablished our patrol beats from six districts to five in an effort to coordinate them with the existing City of Tigard neighborhoods a couple of years ago, but fell short of establishing a clear priority in assigning officers to districts allowing them to become more familiar with the areas they patrol. Although the redistricting stabi- lized a more equitable workload for the officers, they rotated areas throughout their work weeks, and therefore never truly gained a sense of ownership for the crimes that occurred within one area compared to the next. These assignment priorities will enable the District Officers to each get to know the people, good and bad, and the issues specific to those neighborhoods so they can employ the many aspects of community policing towards solv- ing the root problems. The realization of the full implementation of this will depend on the availability of resources to reach a staffing level that would sustain the program. • Patrol deployment structure. The changes in how we deploy our District Officers will allow for more coordinated and consistent shift management and closer supervision of per- sonnel, community issues, training, and administrative requirements. The new structure will also allow for more balanced workloads amongst police officers and stronger accountability to ensure everyone is contributing equally, yet based on their experience levels tailored to the needs of the citizen calls for service. Additionally, officers will maintain the strong sense of responsibility for the community they serve working as a Team shift lines to accomplish the overall objectives of our City. • Revised roles and responsibilities for patrol personnel. Ensuring our patrol members clearly understand their roles as District Officers and know what is expected of them is critical to successful deployment. The City recently reviewed and modified job descriptions for all ranks and specific operational roles falling under the patrol divisions have been re- viewed and revised to reflect the needs of the new patrol deployment structure and the overall vision for effective community policing. The guiding principles of strong leadership, accountability, consistency, and flexibility have been addressed from the Chief of Police to the front-line levels. • New shift priorities to match workload needs. Proactive community oriented policing requires intelligent and committed members to affect the changes we've proposed, and in concert with increased emphasis during the hiring and recruit training processes we expect to see an enhancement in our coordinated patrol activities towards lowering crime and the fear of crime in our community. These shift priorities are expected to still address the overall health, safety, and lifestyle needs of our officers through better planning and effec- tive application of their policing efforts. COMMUNITY SERVICES - PAGE 79 POLICE ADMINISTRATION BUDGET UNIT: 4000 The Tigard Police Department continues to provide excellent service to the people who live and work here. We have added additional programs and responsibilities without increasing staffing levels. This was accomplished by focusing our efforts to make our department as well-equipped and efficient as possible through the addition of cutting edge technology, training, and resources. This will be a chal- lenge to maintain over the next couple of years with the reduction of available resources in the City's General Fund. For several years now, we have been developing and refining what we call "the District Officer Con- cept". Essentially, this concept strives to assign the same uniformed patrol officer to the same geo- graphic or "district" boundary on each day or shift that officer works. This adds a measure of account- ability for each patrol officer for a specific area. As they develop area-specific knowledge and relation- ships with individuals within their geographic responsibility, they are more likely to embrace and dem- onstrate the City of Tigard values of "get it done, do the right thing, and respect and care". The concept of the district car is not a new one, but embraces the very basic tenets of community po- licing. Because the district officer has substantial knowledge of the area they work; they are empow- ered to solve any minor problems they encounter before those problems become more serious. This is not unlike the treatment for cancer being much more effective if treated at an earlier stage. This con- cept is also the reason the City of Tigard Police Department has devoted considerable resources to early childhood and youth programs. We believe that focusing our efforts in these areas will make the Tigard Police Department an even better place to work; a place where everyone is proud to serve. PAGE 80 - CITY OF TIGARD POLICE ADMINISTRATION BUDGET UNIT: 4000 WORKLOAD MEASURES 2007-08 2008-09 2009-10 2010-11 Alarms permits processed 2,266 2,341 2,320 2,300 Number of Neighborhood Watch Groups 105 108 111 111 Crime Prevention presentations 60 47 49 50 Review planned developments 0 50 15 15 proposals for CD based on crime EFFECTIVENESS MEASURES 2007-08 2008-09 2009-10 2010-11 All submitted planned development proposals NA 100% 100% 100% reviewed within one week from receipt Change in number of alarm permits processed 5.0% NA NA NA Change in number of Neighborhood Watch Groups 7.2% -21.0% 4.26% 2.04% Change in number of Crime Prevention presentations NA 80% 80% 80% % of planned development proposals -11.10% -10.90% -6.96% -2.0% not requiring comments or recommendations Crime Prevention-% change in residential -6.5% -10.4% 6.09% -5.0% burglary COMMUNITY SERVICES - PAGE 81 POLICE ADMINISTRATION BUDGET UNIT: 4000 2007-08 2008-09 2009-10 2010-11 Crime Prevention-change in residential -11.0% -10.9% -6.96% -2.0% burglary Crime Prevention-change in larceny -6.5% -10.4% 6.09% -5.0% Crime Prevention-change in stolen 0.0% -20.4% -34.89% -1.0% vehicles Citizen Survey Results Residents feel safe-rating of importance 8.6 NA 8.80 NA Average rating (scale of 1 to 10-10 being very important) Residents feel safe-actual rating of how well respondents describe Tigard) 7.4 NA 7.7 NA FULL-TIME EQUIVALENT POSITIONS 2007-08 2008-09 2009-10 2010-11 Chief of Police 1.0 1.0 1.0 1.0 Confidential Executive Assistant 1.0 1.0 1.0 1.0 Confidential Police Office Specialist 0.0 0.5 0.6 0.6 Community Services Officer 1.0 1.0 0.0 0.0 Public Information Officer 0.0 0.0 1.0 1.0 Total 3.0 3.5 3.6 3.6 PAGE 82 - CITY OF TIGARD POLICE ADMINISTRATION BUDGET UNIT: 4000 FY 2008 FY 2009 FY 2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs.09-10 3.00 3.50 3.60 Total FTE 3.60 3.60 3.60 196,937 236,525 258,735 51001-Salaries-Management 255,238 255,238 255,238 -1.4% 0 0 0 51003 - Salaries - Police 0 0 0 0.0% 14,149 13,435 0 51005 - Part Time -Temporary 0 0 0 0.0% 10,227 11,366 13,000 51006-Overtime 12,000 12,000 12,000 -7.7% 0 0 0 51007 - Incentive Pay 0 0 0 0.0% 221,313 261,326 271,735 Total Personal Services-Salaries 267,238 267,238 267,238 -1.7% 441 263 259 52001-Unemployment 256 256 256 -1.2% 7,718 8,682 6,777 52002 -Worker's Compensation 3,682 3,682 3,682 -45.7% 16,561 19,589 18,555 52003 - Social Security/Medicare 19,526 19,526 19,526 5.2% 1,466 1,756 1,738 52004-Tri-Met Tax 1,740 1,740 1,740 0.1% 30,762 35,266 37,652 52005-Retirement 34,994 34,994 34,994 -7.1% 6,233 7,265 7,762 52006 - Retirement- 3% ER Match 3,997 3,997 3,997 -48.5% 1,649 2,094 2,400 52007 - VEBA - ER 1,800 1,800 1,800 -25.0% 1,073 1,092 1,780 52008 - Life Ins/ADD/LTD 1,380 1,380 1,380 -22.5% 634 688 0 52009 - Long Term Disability 0 0 0 0.0% 29,660 38,247 62,667 52010-Medical/Dental/Vision 48,539 48,539 48,539 -22.5% 3,968 4,897 0 52011- Dental Benefits 0 0 0 0.0% 100,165 119,839 139,590 Total Personal Services - Benefits 115,914 115,914 115,914 -17.0°/. 7,631 6,849 8,450 53001 -Office Supplies 8,600 8,600 8,600 1.8°A 114 106 450 53002 - Small Tools & Equipment 450 450 450 0.0% 2,745 2,154 4,500 53003-Fuel 5,400 5,400 5,400 20.0% 10,490 9,109 13,400 Total Supplies 14,450 14,450 14,450 7.8% 18,108 74,041 82,725 54001-Professional/Contractual Services 63,675 63,675 63,675 -23.0'/0 0 0 0 54003 - Legal Fees 15,000 15,000 15,000 100.0°x6 0 0 0 54006 - Software License and Maintenance 3,500 3,500 3,500 100.0% 0 1,800 0 54101 - R & M - Facilities 2,000 2,000 2,000 100.00A 2,724 5,852 3,000 54113 - R & M - Vehicles 5,000 5,000 5,000 66.7% 36 0 450 54114 - R & M - Office Equipment 350 350 350 -22.2% 1,468 1,882 1,700 54205 - Utilites - Phone/Pager/Cells 2,300 2,300 2,300 35.3% 7,841 6,416 9,000 54300 -Advertising& Publicity 7,000 7,000 7,000 -22.2% 14 19 0 54301-Fees and Charges -1,300 -1,300 -1,300 kDiv/0! 789 942 1,020 54302 - Dues & Subscriptions 2,270 2,270 2,270 122.5% 8,203 8,279 8,510 54303-Travel and Training 9,390 9,390 9,390 10.3% 0 4,767 0 54307-Insurance 0 0 0 0.0% 200 0 500 54309 - Rents and Leases 750 750 750 50.0% 10,378 9,364 12,560 54311 - Special Department Expenses 19,300 19,300 19,300 53.7% 49,761 113,362 119,465 Total Services 129,235 129,235 129,235 8.2% 0 0 0 56003-Vehicles 30,000 30,000 30,000 100.0% 3,250 3,528 35,000 56004-Computer Hardware and Software 0 0 0 -100.0% 3,250 3,528 35,000 Total Capital Improvement 30,000 30,000 30,000 -14.3% COMMUNITY SERVICES - PAGE 83 POLICE ADMINISTRATION BUDGET UNIT: 4000 0 0 194,324 58000 - Interdepartmental Costs 150,977 150,977 150,977 -22.3% 0 0 0 $8100 - Indirect Charges- City Management 0 0 0 0.0% 0 0 0 58110 - Indirect Charges- Human Resources 0 0 0 0.0% 0 0 0 58120 - Indirect Charges- Risk Management 0 0 0 0.0% 0 0 0 58130 -Indirect Charges- Office Services 0 0 0 0.0% 0 0 0 58150 - Indirect Charges- Records 0 0 0 0.0% 0 0 0 58200 - Indirect Charges- Finance Administratic 0 0 0 0.0% 0 0 0 58230 - Indirect Charges- Technology 0 0 0 0.0% 0 0 0 58630 - Indirect Charges- Fleet Maintenance 0 0 0 0.0% 0 0 0 58640 - Indirect Charges- Property Managemen 0 0 0 0.0% 0 0 194,324 Total Internal Services 150,977 150,977 150,977 -22.3% 384,979 507,164 773,514 Total Police Administration 707,814 707,814 707,814 -8.5% PAGE 84 - CITY OF TIGARD POLICE OPERATIONS BUDGET UNIT: 4100 Program Results: • Carries out the directives of Police Department Administration in support of strategic plans and objectives. • Provides rapid response to serious calls for service (Priority 1 calls), and non-emergency re- sponse to routine citizen calls for service (less serious calls). • Solves and prevents community problems and works in partnership with citizens, businesses, and neighboring agencies to create the highest level of livability possible. • Prevents, deters, and reduces crime and the fear of crime. • Enhances the safety and security of Tigard's residents, visitors, and businesses. • Preserves constitutional and civil rights, and fosters good citizenship in our youth. • Earns the trust and confidence of the public. • Coordinates the Department's training to ensure compliance with the Department of Public Safety and Standards Training requirements. Program Description: The Operations Division consists of three shifts operating 24 hours a day, 365 days a year. The Divi- sion is the first responder to calls for service and emergencies. The Operations Division is also respon- sible for follow-up investigation of many misdemeanor and Class C felony crimes. This Division is comprised of uniformed Patrol, Traffic Officers and Community Services Officers who are committed to enhancing the safety and security of Tigard's residents, visitors, and businesses. These officers specialize as first responders to calls for service. While not responding to calls for ser- vice, the officers are engaged in proactive community-based policing efforts. Our practice of perma- nently assigning officers to districts enhances their knowledge of geographic specific problems related to safety and security of Tigard's neighborhoods. Operations Division personnel receive specialized training in order to maintain certifications and the many varied skills that law enforcement requires. The Training Coordinator is responsible for the development, administration, and documentation of mandated and specialized training for Department personnel in support of certifications. T Y2009--10 Accomplishments: • Continued implementing Problem Solving/Community Policing by responding to high repeat- call locations and neighborhood complaints. Additionally we responded to chronic city nui- sance sites such as problem businesses and liquor establishments in partnership with other City departments and State enforcement authorities. • Established a new cross-reporting system with the Crime Analyst to record community policing projects and traffic directed patrol into PPDS, allowing better tracking and crime trend analysis for patrol daily briefings and shift coordination. • Continued to place emphasis on implementing the Graffiti Ordinance by tracking graffiti inci- dents and cleanup efforts. Increased emphasis on this facet of the patrol work in the field training and evaluation training of newer officers. COMMUNITY SERVICES - PAGE 85 POLICE OPERATIONS BUDGET UNIT: 4100 • Partnered with all the metro police agencies and ODOT for targeted DUII missions, and trained two new Drug Recognition Experts to aid in the detection and apprehension of im- paired drivers. Fully implemented new training requirements for all patrol officers in the area of DUII and State required intoxilyzer testing procedures. • Continued responding to requests from Neighborhood Watch Groups as a high priority work- ing with the Department's Public Information Officer. • Identified established patrol beats for individual officers every six months on the three shifts, allowing them increased familiarity and ownership with specific areas of the City they work in day-to-day while on duty. • Continued to refer juvenile offenders to Tigard Peer Court and continued referring juvenile misdemeanor cases in Tigard Municipal Court. • Participated in the TriMet's Transit Police Division with three full-time permanently allocated positions and a full-time sergeant. • Promoted and trained a new division captain, a new lieutenant and four new patrol sergeants. Identified several new Use of Force instructors (EVOC, Firearms, Defensive Tactics, Taser etc.) and field training officers within the division. • Utilized the Department's Crime Analyst to develop tools to measure performance and looked at software for tracking performance measurement. Instituted a bi-monthly briefing at man- agement and command staff to assist supervisors with direction of divisional patrol efforts and assets. • Distributed automatic electric defibrillator devices to the Senior Center and Cook Park. Recerti- fied all divisional personnel on their use and conducted bi-annual first aid and CPR training for all sworn officers and reserves. • Fully deployed a canine patrol unit to assist officers in the apprehension of criminal suspects, location of discarded evidence and increased officer safety. The canine unit gave a demonstra- tion to several citizen and youth organizations. • Obtained and deployed two All Terrain Vehicles (ATV's) for use in the City parks and the Westside Express rail alignment. Utilized these ATV's during festivals, several City events, and when inclement weather necessitated their use to get to certain locations other patrol vehicles were unable to negotiate in order to render aid and police services. • Obtained and deployed an additional motorcycle/motorcycle officer for traffic enforcement. Continued to lead the metropolitan area with a highly desirable police motorcycle training pro- gram involving multiple outside agencies. • Majority of first responder officers received crisis intervention training. • Placed additional efforts on traffic safety and enforcement through the use of more dedicated positions, training and technology. PAGE 86 - CITY OF TIGARD POLICE OPERATIONS BUDGET UNIT: 4100 FY2010-11 Goals and Objectives: • Respond to Priority 1 calls for service within an average of less than five minutes (annually). • Work with Neighborhood Crime Watch Groups (annually). • Refer juvenile offenders to Tigard Municipal Court (annually). • Participate in the Portland Police Bureau/Transit Police Division (annually). • Form mutually beneficial community partnerships. These include DUII and local traffic enforcement partnerships with adjoining agencies. (annually). • Monitor traffic safety statistics and trends (annually). • Closely monitor crime statistics and trends and evaluate responses to determine the effec- tiveness (annually). • Evaluate Problem Solving Projects and make changes as needed to maintain effectiveness (annually). • Implement intermediate and advanced training for response to Weapons of Mass Destruc- tion (WMD) events (annually). • Deploy ATV's and bicycles as staffing allows. • Emphasize traffic safety by dedicating additional resources. • Renew night DUII/traffic car position once staff has been trained. • Continue to pursue training opportunities for supervisory and management staff in the ar- eas of crisis and tactical response, police liability and best practice management skills for developing internal management candidates. • Hold district car meetings monthly, bi-monthly, and quarterly basis, as resources allow. COMMUNITY SERVICES - PAGE 87 POLICE OPERATIONS BUDGET UNIT: 4100 WORKLOAD MEASURES 2007-08 2008-09 2009-10 2010-11 Dispatched calls for service 27,466 25,565 23,047 24,000 (911 and Sgt) Self-Initiated by Officer 22,650 24,550 28,111 28,000 during uncommitted time Total calls for service 50,116 50,115 51,158 52,000 Number of traffic citations issued 6,672 6,925 9,101 8,250 Number of problem-solving projects NA NA 15 20 Number of special events covered NA NA 9 9 Number of traffic enforcement events NA NA 4 6 EFFECTIVENESS MEASURES 2007-08 2008-09 2009-10 2010-11 Change in number of total citations issued 46.38% 2.50% 31.40% -9.35% Average response time to Priority 1 calls 4.25 4.30 4.30 4.30 Change in number of total calls for service (number) 8.96% 2.32% 12.0% 2.0% Change in Part I crimes -7.2% -10.52% -1.32% -7.0% Change in Part 11 crimes -3.0% -6.74% -11.28% -5.0% Clearance of problem solving cases NA NA 80% 80% Traffic complaints responded to NA NA 100% 100% PAGE 88 - CITY OF TIGARD POLICE OPERATIONS BUDGET UNIT: 4100 FULL-TIME EQUIVALENT POSITIONS 2007-08 2008-09 2009-10 2010-11 Assistant Chief of Police 0.0 0.0 05 0.5 Captain 1.0 1.0 1.0 1.0 Community Service Officer 2.0 2.0 2.0 2.0 Lieutenant 3.0 3.0 2.0 2.0 Police Officer 38.0 41.0 40.0 40.0 Sergeant 8.0 8.0 8.0 8.0 Total 52.0 55.0 53.5 53.5 COMMUNITY SERVICES - PAGE 89 POLICE OPERATIONS BUDGET UNIT: 4100 FULL-TIME EQUIVALENT POSITIONS 2007-08 2008-09 2009-10 2010-11 Assistant Chief of Police 0.0 0.0 05 0.5 Captain 1.0 1.0 1.0 1.0 Community Service Officer 2.0 2.0 2.0 2.0 Lieutenant 3.0 3.0 2.0 2.0 Police Officer 38.0 41.0 40.0 40.0 Sergeant 8.0 8.0 8.0 8.0 Total 52.0 55.0 53.5 53.5 COMMUNITY SERVICES - PAGE 89 POLICE OPERATIONS BUDGET UNIT: 4100 FY ZOOS FY 2009 FY 2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs.09-10 52.00 55.00 53.50 Total FTE 53.50 53.50 53.50 964,032 1,043,798 1,053,710 51001 - Salaries - Management 929,591 929,591 929,591 -11.8% 1,981,161 2,211,126 2,400,615 51003 - Salaries - Police 2,566,775 2,566,775 2,566,775 6.9% 0 0 7,500 51004 - Part Time - Regular 0 0 0 -100.0% 5,983 2,512 0 51005 - Part Time - Temporary 0 O 0 0.0% 335,728 307,641 362,455 51006-Overtime 353,000 353,000 353,000 -2.6% 77,875 109,738 110,862 51007 - Incentive Pay 136,990 136,990 136,990 23.6% 3,364,779 3,674,815 3,935,142 Total Personal Services - Salaries 3,986,356 3,986,356 3,986,356 1.3% 6,653 3,681 3,658 52001 - Unemployment 3,489 3,489 3,489 4.6% 120,703 115,280 119,794 52002 - Worker's Compensation 85,626 85,626 85,626 -28.5% 257,467 281,569 279,841 52003 - Social Security/Medicare 267,473 267,473 267.473 4.4% 22,114 24,562 23,803 S2004 - Tri-Met Tax 23,831 23,831 23,831 0.1% 559,941 592,060 658,902 52005 - Retirement 530,133 530,133 530,133 -19.5% 28,296 29,431 31,611 52006 - Retirement - 3% ER Match 27,887 27,887 27,887 -11.8% 7,378 7,234 7,200 52007 - VERA - ER 6,300 6,300 6,300 -12.5% 3,257 3,334 10,826 52008 - Life Ins/ADD/LTD 9,570 9,570 9,570 -11.6% 5,421 5,687 0 52009 - Long Term Disability 0 0 0 0.0% 491,870 530,505 749,686 52030-Medical/Dental/Vision 680,741 680,741 680,741 -9.2% 56,887 60,615 0 52011 - Dental Benefits 0 0 0 0.0% 1,559,987 1,653,958 1,885,321 Total Personal Services- Benefits 1,635,050 1,635,050 1,635,050 -13.3% 14,477 9,997 12,730 53001 - Office Supplies 13,675 13,675 13,675 7.4% 125,002 106,389 106,529 53002 - Small Tools & Equipment 93,976 93,976 93,976 -11.8% 118,962 98,459 115,000 53003 - Fuel 108,000 108,000 108,000 -6.1% 0 0 85,650 53005 - Ammunition and Range Supplies 55,955 55,955 55,955 -34.7% 0 0 0 53006 - Technology Equipment under $5,0000 76,774 76,774 76,774 100.0% 258,441 214,845 319,909 Total Supplies 348,380 348,380 348,380 8-9% 11,372 9,149 16,650 54001- ProfessionaVContractual Services 17,425 17,425 17,425 4.7% 0 0 O 54006 - Software License and maintenance 7,500 7,500 7,500 100.0% 5,931 447 700 54101 - R 8, M - Facilities 750 750 750 7.1% 143,666 184,916 141,200 54113 - R & M - Vehicles 156,000 156,000 156,000 10.5% 4,002 1,616 14,500 54114 - R & M - Office Equipment 14,000 14,000 14,000 -3.4% 0 13 0 54115 - Vehicle Usage O 0 O 0.0% 13,838 17,610 33,200 54205 - Utifftes - Phone/Pager/Cells 32,000 32,000 32,000 -3.6% 1,947 -180 O 54300 - Advertising & Publicity O O 0 0.0% 328 17 0 54301 - Fees and Charges 500 Soo Soo 100.0% 1,886 1,065 11,970 54302 - Dues & Subscriptions 13,085 13,085 13,085 9.3% 24,846 22,759 37,532 54303-Travel and Training 39,845 39,845 39,845 6.2% O 674 0 54306 - Credit Card Fees 0 0 0 0.0% 0 71,228 0 54307 - Insurance 0 0 0 0.0% 136 0 0 S4309 - Rents and Leases -1,300 -1,300 -1,300 #Div/OI 55,387 60,240 55,240 54311 - Special Department Expenses 52.080 52,080 52,080 -5.7% 263,359 369,554 310,992 Total Services 331,885 331,885 331,885 6.7% 157,331 152,294 141,000 56003-Vehicles 60,000 60,000 60,000 -57.4% 381 39,223 80,427 56004 - Computer Hardware and Software 0 0 0 -100.0% 0 0 5,000 56006 - Equipment O O O -100.0% 157,712 191,517 226,427 Total Capital Improvement 60,000 60,000 60,000 -73.5% 0 0 588,293 58000 - Interdepartmental Costs 826,608 826,608 826,608 40.5% 0 0 0 58110 - Indirect Charges- Human Resources 0 0 0 0.0% 0 0 0 58120 - Indirect Charges- Risk Management 0 0 0 0.0% 0 0 0 58230 - Indirect Charges- Technology 0 0 0 0.0% 0 0 0 58630 - Indirect Charges- Fleet Maintenance 0 0 0 0.0% 0 0 0 58640 - Indirect Charges- Property Managemen 0 0 0 0.0% 0 0 588,293 Total Internal Services 826,608 826,608 826,608 40.590 5,604,278 6,104,689 7,266,084 Total Police Operations 7,188,279 7,188,279 7,188,279 -1.1% PAGE 90 - CITY OF TIGARD POLICE SUPPORT SERVICES BUDGET UNIT: 4200 Program Results: • Carries out the directives of Police Department Administration in support of strategic plans and objectives. • The Support Services Captain provides leadership and management to the Support Services Division which consists of the following functional units: • Criminal Investigations Unit • Property and Evidence • Records Unit • Business/Technical Services • Police Crime Analyst • School Resource Officers • Youth Services Manager & Youth Programs Inspections Unit • Commercial Crimes Unit • Background Investigations Unit Program Description: The Detectives in the Criminal Investigations Unit are responsible for investigating serious crimes against persons and property, which include murder, assault, sex abuse, child abuse, rape, burglary, ma- jor theft, computer crimes, and cases requiring specialized training and experience. While all detectives handle a variety of these felony cases, certain cases require specialization. Therefore, our Criminal In- vestigations Unit detectives have areas of expertise in areas such as: • child sexual abuse • computer forensics • robbery • homicide • rape/sex crimes • serious assaults The Criminal Investigations Unit has historically partnered with multi-disciplinary teams throughout the metropolitan area to share information and combine prosecution efforts. The Property and Evidence Unit maintains the proper evidentiary chain of custody for found property or evidence, ensures the proper release of property to owners, manages the destruction of weapons and drugs per statute of limitations and court orders, and supports all sworn personnel by releasing evi- dence as needed. The Records Unit fields thousands of contacts with the public every year, both in person and over the phone. The Records Unit supports the sworn personnel by providing timely information used in the apprehension and prosecution of criminals. Records Specialists are responsible for processing records requests from Department personnel, outside agencies, the media and the public, while adher- ing to confidentiality laws. This Unit is also responsible for data entry into various law enforcement records management systems, the processing of traffic citations, field interrogations cards, handgun sales records, false alarm notifications, and apartment incident cards. COMMUNITY SERVICES - PAGE 91 POLICE SUPPORT SERVICES BUDGET UNIT: 4200 The Business /Technical Services Unit conducts administrative crime analysis in support of the Chief of Police and Assistant Chief of Police, manages projects in support of Department initiatives, and oversees information technology planning and budgeting. This Unit also provides tactical and strategic analysis to various members of the Department. The Police Crime Analyst provides critical information which assists officers in solving crimes and de- tecting crime patterns in the City of Tigard. This person also supports management's efforts in allocat- ing resources appropriately and effectively. School Resource Officers provide service to Tigard schools by investigating juvenile crimes and child abuse/neglect cases. The School Resource Officers provide investigative assistance to the Patrol Divi- sion on matters involving schools, the investigation of reports of abuse and the neglect of children, conduct follow-up investigations on school-age missing persons and provide the schools with DARE and GREAT training. The School Resource Officers also work with the Interagency Gang Enforce- ment Team and the Metropolitan Task Force in identifying and addressing gangs and graffiti in and around our schools. The Youth Services Manager administers the Tigard Peer Court Program, coordinates referrals to juve- nile courts, and develops and teaches DARE and GREAT curriculum in the schools. The School Re- source Officers and the Youth Services Officer work as a team to provide five, week-long "DARE to be GREAT" summer camps for area middle school-age children. Organizes the after-school programs (TOGA - Tigard Organized GREAT Activities), coordinates the Tigard Youth Advisory Council, teaches women's self defense classes and coordinates the Tigard Police Department Explorer Program. The Commercial Crimes Unit is a team oriented policing partnership whose purpose is to reduce com- mercial and business crimes through education and working proactively with business owners on spe- cific target hardening projects. The Background Unit provides a thorough investigative pre-employment background on all depart- ment personnel. The Background Unit also provides pre-employment CJIS clearance checks for the City of Tigard. Currently, members of the unit are assisting the Property and Evidence Unit with a sys- tem-wide property and evidence audit. The Tigard Police Department also participates in the Metro Gang Task Force (MGTF) Safe Streets Task Force (SSTF) whose mission is to identify and target for prosecution criminal groups responsible for drug trafficking, money laundering, alien smuggling, crimes of violence, robbery, violent street gangs, as well as to focus on the apprehension of dangerous fugitives. PAGE 92 - CITY OF TIGARD POLICE SUPPORT SERVICES BUDGET UNIT: 4200 FY2009-10 Accomplishments: • Fully implemented the Police Department's first Explorer Post. • Members of the Explorer Post competed in their first state-wide explorer competition. • Successfully adopted Tigard Municipal Code 7.70 - Secondhand Dealers and Transient Mer- chants Code - reflecting update, clarifying procedures, definitions and reporting requirements. • Internal recruitment and promotion of a new Captain to manage the Support Services Division. • Internal recruitment and promotion of a new Support Services Lieutenant. • Internal recruitment and promotion of a new Investigations Sergeant • Internal recruitment and promotion of a new Youth Services Sergeant. • Internal recruitment and transfer of a new Detective for the Criminal Investigations Unit. • Recruitment and appointment for the position of Police Department Technology Specialist. • Continued to participate in Washington County Major Crimes Team, adding one additional member to the team. • Continued to participate with Metro in the enforcement of their regional solid waste manage- ment ordinance. • Identified a member of the Police Department to participate with the Federal Department of Justice Metro Gang Task Force. • School Resource Officer completed and graduated from National GREAT instructor training. Will be responsible for training future GREAT officers. • School Resource Officer completed and graduated from National DARE instructor training. Will be responsible for training future DARE officers. • Continued to offer GREAT FAMILY training in Tigard. Incorporates concepts for families affected by gang activity to improve communication and cope. • Completed major sexual assault investigation. • Concluded major robbery investigation involving Craigslist ad. • Coordinated and completed major serial robbery investigation. • Conducted lead investigation on major police shooting case in Washington County. • Continued department wide training regarding new "Karly's" law. • Continued to maintain Peer Court. • Provided support to the Tigard Youth Advisory Council. • Worked with Tigard-Tualatin School District on the implementation of the Safe Schools pro- gram and the Tigard Turns the Tide Grant. Participated with grant Coordinating Council Team and Family Advisory meetings. • Completed entry of all 2009 data for the Uniform Crime Reporting. • Maintained Law Enforcement Data System (ZEDS) compliance. • Maintained Criminal Justice Information System (CJIS) security compliance. • Completed implementation of a new property/evidence software including bar-coding system. • Started recommended system-wide audit of property and evidence in Department custody. • Generated crime maps and reports which aid Department initiatives. COMMUNITY SERVICES - PAGE 93 POLICE SUPPORT SERVICES BUDGET UNIT: 4200 • Provided Gang Resistance Awareness and Education (GREAT) to 950 students, DARE train- ing was provided to 900 students, and summer camp was attended by 450 students. Conducted back to school and anti-bullying training to 175 students. • Officer received national DARE mentor training. • Implemented after school program at Fowler Middle School. • Started "Keeping it Real" program at Fowler Middle School. • Continued detective unit rotation at Westside Interagency Narcotics Task Force. • Police Detective certified as Master Taser Instructor. • School Resource Officers team up with high school Stop Tigard Underage Drinking (STUD) group to prevent underage drinking. • Youth Services Manager completed certification for the National Training Team for GREAT. • Explorers logged more than 540 volunteer hours from July 2009 to September 2009. • Completed web-based Lexipol policy manual. • Completed deployment of new mobile data computers throughout the department. • Acquired and installed new alarm permitting software. • Began working on new firewall and backup system for the department. • Updated all AED's throughout the City. • Received over $86,000 in grants from the federal recovery program for implementation of an e- ticketing system. FY2010--11 Goals and Obiectives: Commercial Crimes Unit • Review all non-Measure 11 crimes and assignment of cases with leads not investigated by Patrol (annually). • Analyze crime trends in the target area and prepare quarterly reports (annually). • Address the top 10 priority crime trends identified and develop a response plan (annually). • Respond to individual business concerns/issues (annually). • Partner with the Traffic Unit for identifying and planning directed patrols (annually). Criminal Investigations Unit • Evaluate effectiveness of Police Department's involvement with various regional task forces (annually). • Participate in Washington County Major Crimes Team (annually). • Investigate all major crimes (annually). • Participate with Metro in the enforcement of their regional solid waste management ordi- nance. • Maintain partnership with the Metro Gang Enforcement Task Force. Property and Evidence Unit • Continue to implement budget audit recommendations. • Complete full inventory/audit of property and evidence. • Comply with property and evidence regulations and procedures. PAGE 94 - CITY OF TIGARD POLICE SUPPORT SERVICES BUDGET UNIT: 4200 Records Unit • Research and implement scanning technology for Records Unit. • Participate in the evaluation and selection of proposed new regional Records Management enterprise software being developed by the City of Portland. • Process reports into records management system within 48 hours of receipt. • Review and release/destroy documents as authorized. Business /Technical Services Unit • Coordinate annual review and update of policy manual (annually). • Develop and monitor the department's annual operating budget. • Research and develop grant funding opportunities • Conduct assessment and recommend technology for possible additions, upgrades and/or replacements. • Assist with the preparation of the Department's Annual Report to the City Council. • Manage department business systems. • Generate crime maps using GIS which aid Department initiatives (annually). • Assist patrol with crime analysis reports. • Work with other Department units in preparation of the quarterly reports. • Monitor and evaluate data from CAD and PPDS systems. • Provide information to district patrol officers that is specific to the district assigned. School Resource Officers & Youth Programs Manager • Conduct DARE and GREAT training (annually). • Process all DHS referrals (annually). • Investigate school related crimes (annually). • Conduct Explorer program. • Conduct analysis of Citywide and police youth programs (annually). Inspections Unit • Review every use of force report. • Prepare annual report to Chief for Use of Force, Pursuits, Complaints and Awards; and inspect and report on holding facility usage (annually.) • Conduct audit of property/ evidence procedures (annually). • Conduct an audit of various Department functions (annually). COMMUNITY SERVICES - PAGE 95 POLICE SUPPORT SERVICES BUDGET UNIT: 4200 WORKLOAD MEASURES 2007-08 2008-09 2009-10 2010-11 Number of cases assigned to SRO's and Detectives 855 657 700 735 Number of cases cleared 470 633 650 683 Number of reports processed (Records Unit) 9,000 6,736 9,700 10,185 Number of training requests processed 675 700 725 750 Commercial Crimes Unit Number of business contacts made NA 848 1,000 1,000 Number of problem solving projects NA 15 15 15 Number of cases investigated NA 146 190 200 Number of graffiti incidences reported NA 410 312 350 EFFECTIVENESS MEASURES 2007-08 2008-09 2009-10 2010-11 Assigned cases cleared 55% 96% 92% 92% PPDS cases entered within 48 hours 90% 70% 90% 90% Criminal Crimes Unit Businesses contacted participating in har- dening programs NA 31% 40% 40% Cases cleared NA 68% 75% 80% Forgery/ counterfeit crimes reported NA -7% 10% -3% Embezzlement crimes reported NA -3.6% -50.0% -10.0% Burglary crimes reported NA 47.5% -20.0% 0.0% Larceny crimes reported NA -10.4% 6.0% -5.0% Fraud crimes reported NA NA -4.0% -5.0% Compliance with graffiti removal 100% 100% 100% 100% PAGE 96 - CITY OF TIGARD POLICE SUPPORT SERVICES BUDGET UNIT: 4200 FULL-TIME EQUIVALENT POSITIONS 2007-08 2008-09 2009-10 2010-11 Assistant Chief 1.0 1.0 0.5 0.5 Business Manager 1.0 1.0 1.0 1.0 Business Specialist 1.0 1.0 0.0 0.0 Crime Analyst 0.0 1.0 1.0 1.0 Detective Secretary 1.5 1.5 1.5 1.5 Lieutenant 1.0 1.0 1.0 1.0 Captain 0.0 0.0 1.0 1.0 Police Officer 16.0 16.0 15.0 15.0 Police Records Supervisor 1.0 1.0 1.0 1.0 Property/ Evidence Clerk 2.0 2.0 1.0 1.0 Records Specialist 6.0 6.0 6.0 6.0 Sergeant 3.0 3.0 2.0 2.0 Program Development Specialist 1.0 1.0 1.0 1.0 PD Technology Specialist 0.0 0.0 1.0 1.0 Total 34.5 35.5 33.0 33.0 COMMUNITY SERVICES - PAGE 97 POLICE SUPPORT SERVICES BUDGET UNIT: 4200 FY 2008 FY 2009 FY 2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs.09-10 34.50 35.50 33.00 Total FTE 33.00 33.00 33.00 677,481 805,599 827,957 51001-Salaries-Management 827,919 827,919 827,919 0.0% 1,177,394 1,334,243 1,368.401 51003-Salaries-Police 1,238,518 1,238,518 1,238,518 -9.5% 0 0 15,585 51004-Part Time - Regular 22,816 7,816 7,816 -49.8% 67,401 78,927 82,358 51005 -Part Time -Temporary 84,780 84,780 84,780 2.9% 172,819 215,190 141,556 51006-Overtime 149,600 149,600 149,600 5.7% 103,907 135,333 145,775 51007 - Incentive Pay 142,292 142,292 142,292 -2.4% 2,199,002 2,569,292 2,581,632 Total Personal Services - Salaries 2,465,925 2,450,925 2,450,925 -5.1% 4,346 2,579 2,394 52001-Unemployment 2,084 2,084 2,084 -12.9% 58,683 59,907 53,776 52002 -Worker's Compensation 36,095 36,095 36,095 -32.9% 166,990 194,747 182,311 52003 - Social Security/Medicare 159,824 159,824 159,824 -12.3% 14,474 17,197 15,070 52004-Td-Met Tax 14,239 14,239 14,239 -5.5% 329,245 390,462 377,637 52005-Retirement 306,547 306,547 306,547 -18-8% 20,807 22,535 24,839 52006 - Retirement - 3% ER Match 22,078 22,078 22,078 -11.1% 5,052 5,987 6,000 52007 - VEBA - ER 5,700 5,700 5,700 -5.0% 2,150 2,419 7,767 52008-Life lns/ADD/LTD 6,870 6,870 6,870 -11.5% 3,656 4,225 0 52009 - Long Term Disability O 0 O 0.0% 328,293 367,876 466,271 52010 -Medical/Dental/Vision 413,526 413,526 413,526 -11.3% 37,593 42,788 0 52011 -Dental Benefits 0 0 0 0.0% 971,289 1,110,722 1,136,065 Total Personal Services - Benefits 966,963 966,963 966,963 -14.9% 87,473 66,963 67,680 53001 -Office Supplies 67,680 67,680 67,680 0.0% 32,059 19,527 34,615 53002 -Small Tools & Equipment 29,515 29,515 29,515 -14.7% 16,771 11,909 19,250 53003-Fuel 19,200 19,200 19,200 -0.3% 0 0 0 53006 -Technology Equipment under $5,0000 12,600 12,600 12,600 100.0% 136,303 98,399 121,545 Total Supplies 128,995 128,995 128,995 6.1% 810,286 815,908 795,695 54001 -Professional/Contractual Services 861.282 861,282 861,282 8.2% 0 0 0 54006 - Software License and Maintenance 12,656 12,656 12,656 100.0% 280 10,842 2,645 54101 - R & M - Facilities 3,200 3,200 3,200 21.0% 39,286 29,924 34,000 54113 -R & M - Vehicles 32,000 32,000 32,000 -5.9% 350 2,362 4,000 54114 -R & M - Office Equipment 4,000 4,13W 4,000 0.0% 30 44 0 54115 - Vehicle Usage 0 0 0 0.0% 0 0 0 54202-Utilities-Water/Sewer/SWM 0 0 0 0-0% 14,894 18,475 18,600 54205-Utilites-Phone/Pager/Cells 19,000 19,000 19,000 2.2% 602 2,064 0 54300 -Advertising& Publicity 0 0 0 0.0% 1,178 1,032 870 54301 -Fees and Charges 1,070 1,070 1,070 23.0% 758 1,112 2,395 54302 -Dues & Subscriptions 2,789 2,789 2,789 16.5% 34,535 22,802 67,528 54303 -Travel and Training 51,833 51,833 51,833 -23.2% 0 1,032 0 54306 - Credit Card Fees 0 0 0 0.0% 0 41,581 0 54307-Insurance 0 0 0 0.0% 26,550 27,450 31,500 54309 -Rents and Leases 30,000 30,000 30,000 -4.8% 84,800 170,601 199,879 54311- Special Department Expenses 179,275 194,275 194,275 -2.8% 0 1,791 0 54900 -Drug Enforcement Expenses 0 0 0 0.0% 1,013,549 1,147,020 1,157,112 Total Services 1,197,105 1,212,105 1,212,105 4.8% O O 10.000 56002 - Buildings 8, Improvements 0 O O -100.0% 114,945 75,965 50,000 56003 - Vehicles 25,000 25,000 25,000 -50.0% 31,098 17,219 75,503 56004- Computer Hardware and Software 16,150 16,150 16,150 -78.6% O O O 56006 - Equipment 4,000 4,000 4,000 100.0% 146,043 93,164 135,503 Total Capital Improvement, 45,150 45,150 45,150 -66. 0 O 855,518 58000- Interdepartmental Costs 676,489 676,489 676,489 -20.9% 0 O O 58100 - Indirect Charges- City Management O O O 0.0% O O O 58110 - Indirect Charges- Human Resources O O O 0.0% O O O 58120 - Indirect Charges- Risk Management O 0 O 0.0% 0 0 O 58150 - Indirect Charges- Records O 0 0 0.0% O O O 58200 - Indirect Charges- Finance Administratic O O 0 0.0% 0 O O 58230 - Indirect Charges- Technology 0 O O 0.0% O O O 58630 -Indirect Charges- Fleet maintenance O O O 0.0% O O O 58640 - Indirect Charges- Property Managemen O O O O.O O O S55.518 Total Internal Services 676.489 676,489 676,489 -20.9 o 4,466,186 5,018,617 5,987,375 Total Support Services 5,480,627 5,460,627 5AMA27 $S% PAGE 98 - CITY OF TIGARD LIBRARY ORGANIZATION CHART LIBRARY - - - - , ADMINISTRATION TECHNICAL SERVICES f READERS' SERVICES =CIRCULATION FY 2008 FY 2009 FY 2010 FY 2011 FY 2011 FY 2011 2011 Adopted Description Actual Actual Revised Proposed Approved Adopted vs.2010 Revised Number of Positions 40.90 41.90 38.80 38.80 38.80 38,80 0.0•/0 Budget By Category Personal Services 2,524,822 2,899,015 3,112,263 3,009,334 3,009,334 3,009,334 -3.3% Materials & Services 600,008 754,762 828,392 835,825 835,825 835,825 0.9% Interdepartmental Costs 0 0 1,851,643 1,798,534 1,798,534 1,798,534 -2.9% Capital Outlay 50,676 95,917 54,200 22,725 22,725 22,725 -58.1% Total All Category 3,175,506 3,749,694 5,846,498 5,666,418 5,666,418 5,666,418 -3.1% Budget By Division Library Administration 346,096 408,357 1,039,022 1,028,150 1,028,150 1,028,150 -1.0% Reader Services 1,462,561 1,790,780 2,489,710 2,422,428 2,422,428 2,422,428 -2.7% Technical Services 426,407 534,357 791,460 743,892 743,892 743,892 -6.0% Circulation 940,442 1,016,200 1,526,306 1,471,949 1,471,949 1,471,949 -3.6% Total All Division 3,175,506 3,749,694 5,846,498 5,666,418 5,666,418 5,666,418 -3.1% Budget by Fund General Fund -100 3,175,506 3,749,694 5,846,498 5,666,418 5,666,418 5,666,418 -3.1% Library Donations and Bequests 0 0 0 0 0 0 0.0% Total All Fund 3,175,506 3,749,694 5,846,498 5,666,418 5,666,418 5,666,418 -3.1% COMMUNITY SERVICES - RAGE 99 LIBRARY ADMINISTRATION BUDGET UNIT: 5000 ProboTam Results, • The Library serves the Tigard community by promoting reading and providing materials in all formats to meet residents' informational, cultural, educational and recreational needs. • The Library has adequate space for programs and services. • Adequate funding is available for Library programs and services. • The Tigard community has a high degree of awareness of library programs and services. • Internal and external customers receive accurate and timely service. • The Library is open at times that are most convenient for the majority of users. • The Library plays an important role in helping keep people current in a fast-paced, infor- mation driven society. • The community can become closely involved in the library through its active volunteer pro- gram. Program Des jz.~tron: The Tigard Library acquires, organizes and provides customer assistance in accessing materials, data and services to meet the informational, educational, cultural and recreational needs of the community. The Library fosters life-long learning with an array of programs and services to encourage the develop- ment of well-rounded citizens. Library Administration oversees the operations of the Library. It manages the volunteer and public information activities. More than five years after the current building opened, circulation and Library use continue to rise. The passage of the countywide operational library levy in November 2006 helped ease the impact of the growing number of users of Library services and facilities by allowing the Li- brary to open more hours. In calendar year 2009, the Library continued to break records for circula- tion, library use and use of the self-checkout machine. For the past three years, the Library has checked out more than one million items annually. Both the volunteer and public information efforts were essential in helping the Library cope with the impacts of this increased use. Public information activities also helped inform the public about changes in operations, programs and services. Library publications have helped introduce patrons to library services. With emerging technologies altering the way people get information, the Library has incorporated online resources into its promotional efforts. The volunteer program relied on over 200 people to provide service to the Library to help enhance service to the public during this record-breaking year. The volunteer corps is as diverse as our commu- nity, ranging in ages from pre-teens to seniors. PAGE 100 - CITY OF TIGARD LIBRARY ADMINISTRATION BUDGET UNIT: 5000 FY20094O Accomplishments • Hosted a celebration of the Library building's fifth anniversary. More than 770 people at- tended. Guests shared their wishes for the Library by signing a giant "anniversary card." The card was signed in at least seven different languages. • Launched Books & Bits, an e-newsletter that promotes Library programs and services. It is sent to approximately 20,000 addresses each month. • Initiated a complete redesign of the Library's website to make it more current and user-friendly and to incorporate contemporary features that will help people find information and learn about Library services more easily. • Created and implemented the Library's 2010-15 Strategic Plan with assistance from members of the community. • Created and implemented a major project involving the Citywide Values Initiative. Staff from all divisions and job positions developed the content. All staff received training in the sub- stance and purpose of the values. • Conducted annual patron survey both in-house and in Cityscape to reach a broader audience. Received over 3,000 responses from public. Offered patrons option of taking in-house survey on-line. Three computers in the Library were dedicated to the survey. It was also available to take on-line from the Internet computers in the Library. Patrons could also take it on-line from home through the Library's website. Those who receive the Books & Bits e-newsletter could access the survey directly from their email, too. The survey was offered in both Spanish and English. • Implemented changes in services and operations as a result of feedback from the annual survey. • Maintained successful relationship with the Friends of the Library, who continue to raise funds through successful used book sales. Friends' contributions sponsored the Prime Time Family Reading program, which provided the opportunity primarily for low-income families to bond around reading and talking about books. The Friends also sponsored the Tigard Reads com- munity-wide reading program, the Adult Summer Reading program, a summer outdoors con- cert series and many cultural performances. • Developed major promotional campaign for the Library's second Food for Fines program to help people reduce the amount of fines owed while contributing food to help re-stock the local food pantry. The amount of food collected---2,652 pounds-- exceeded the amount collected in 2008. • Continued to develop group volunteer events, including community groups, church groups and student groups who devoted a day to make a difference in the Library. • Upgraded and updated publications to attract more volunteers. • Hosted programs and educational opportunities for jobseekers in light of the continuing reces- sion. • Expanded outlets for promoting Library programs and services, particularly online. • Enhanced statistics-gathering to assess how often people viewed Library-related entries on websites or blogs not hosted by the City or the Library. COMMUNITY SERVICES - PAGE 101 LIBRARY ADMINISTRATION BUDGET UNIT: 5000 • Developed a major promotional campaign for Tigard Reads, the Library's third annual commu- nity reading program. For the first time in 2010, the program featured books, discussion groups and events for all ages. • Redesigned some of the Library's major publications to make them more eye-catching and user -friendly. The Library produces more than 300 publications yearly. • Worked with the Tigard Foundation to reinvigorate the organization and determine how best it can assist in fundraising efforts. • Checked out more than one million items in calendar year 2009 for the third year in a row. Each year the date of the "Million Mark" has come earlier. In 2007, it was at the end of De- cember. In 2008, it came at the end of October. In 2009, it occurred on September 14. • Continued to enhance outreach to non-native English-speaking community. TY2010--11 Goals and Objectives: Library Administration will reassess Library operations in light of funding reductions. Primary goals will be to enhance patron self-sufficiency and operational efficiencies to minimize the impacts of the cutbacks on the public. Explaining the reasons for the funding reductions and enlisting the help and understanding of the public will be crucial. • Limit changes in programs, policies or operations based on feedback received from the annual patron survey to those that will enhance operational efficiency and reduce impacts of cutbacks on public. • Promote greater patron self-sufficiency to limit impact of service delays, such as longer lines, because of funding reductions. • Re-assign Library staff temporarily to assist patrons at public service desks during peak Library use periods. • Continue to work with the Friends of the Library and the Tigard Library Foundation to gener- ate funds in order to further support the Library. • Develop and implement informational program related to the countywide operational levy. • Maintain professional look of publications to communicate with public about features and ser- vices of library. Focus communication efforts on explaining funding reductions. • Limit outreach program to identify under-served populations and to attract new users to the library. • Identify new volunteer opportunities to support Library programs and services. Develop vol- unteer retention strategies to reduce amount of time staff spends on volunteer training. • Delay implementation of Library Strategic Plan for 2010-2015. • Implement technological advances that increase the efficiency of library operations and encour- age patrons to become more self-sufficient in using the Library. • Continue to provide programs and services to assist people in finding jobs; maintaining contact with friends, family and business associates; and offering their families affordable entertainment during the continuing recession. • Develop joint partnerships with local agencies to maximize use of resources. RAGE 102 - CITY OF TIGARD LIBRARY ADMINISTRATION BUDGET UNIT: 5000 WORKLOAD MEASURES 2007-08 2008-09 2009-10 2010-11 Population served (includes non-City residents) 66,610 67,500 68,000 68,500 Annual visits 432,000 495,103 523,932 576,325 Number of volunteer hours per year 16,000 18,900 26,000 26,000 Value of volunteer hours $312,160 $382,725 $533,000 $533,000 EFFECTIVENESS MEASURES 2007-08 2008-09 2009-10 2010-11 Patrons who rate overall service as good or excellent 95% 95% 95% 95% Volunteers rating their experience as satisfying 95% 95% 95% 95% Increase in annual circulation 20% 20% 20% 3% Weekly open hours 66 69 69 65 FULL-TIME EQUIVALENT POSITIONS 2007-08 2008-09 2009-10 2010-11 Confidential Executive Assistant 1.0 1.0 1.0 1.0 Library Director 1.0 1.0 1.0 1.0 Communications Coordinator 0.5 0.5 0.5 0.5 Volunteer Coordinator 0.8 0.8 0.8 0.8 Total 3.3 3.3 3.3 3.3 COMMUNITY SERVICES - PAGE 103 LIBRARY ADMINISTRATION BUDGET UNIT: 5000 FY 2008 FY 2009 FY 2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs.09-10 3.30 3.30 3.30 Total FTE 3.30 3.30 3.30 0 0 0 46010 - Library Fines 0 0 0 0.0% 0 O 0 Total Fines & Forfeitures 0 0 0 0.0% 220,288 237,025 249,426 51001-Salaries-Management 247,765 247,765 247,765 -0.7% 0 0 0 S1002-Salaries-General 0 0 0 0.0% 220,288 237,025 249,426 Total Personal Services - Salaries 247,765 247,765 247,765 -0.7% 435 237 249 52001-Unemployment 240 240 240 -3.6% 846 872 513 52002-Worker's Compensation 428 428 428 -16.6% 16,637 17,852 18,580 52003-Social Security/Medicare 18,369 18,369 18.369 -1.1% 1,447 1,581 1,676 52004 -Tri- Met Tax 1,637 1,637 1,637 -2.3% 23,718 26,073 27,437 52005-Retirement 26,414 26,414 26,414 -3.7% 6.067 6,547 7,483 52006 - Retirement - 3% ER Match 7,204 7,204 7,204 -3.7% 2,429 2,411 2,400 52007 - VEBA - ER 2,400 2,400 2,400 0.0% 380 378 1,780 52008 - Life Ins/ADDATD 1,680 1,680 1,680 -5.6% 651 702 0 52009 - Long Term Disability 0 0 0 0.0% 20,747 22,314 27,391 52010-Medical/Dental/Vision 27,307 27,307 27,307 -0.3% 2,752 2,843 0 52011 - Dental Benefits 0 0 0 0.0% 76,109 81,810 87,509 Total Personal Services - Benefits 85,679 85,679 85,679 -2.1% 24,910 22,099 37,070 53001 -Office Supplies 30,200 30,200 30,200 -18.5% 169 90 500 S3002 - Small Tools 8, Equipment 3,000 3,000 3,000 500.0% 0 O 0 53003 - Fuel 300 300 300 100.0% 418 249 0 53004 - Books & Circulation Materials 0 0 0 0.0% 25,497 22,438 37,570 Total Supplies 33,500 33,500 33,500 -10.8% 172 1,924 9,352 54001 - Professional/Contractual Services 5,725 5,725 5,725 -38.8% 0 0 0 54003 - Legal Fees 3,000 3,000 3,000 100.0% 0 8O 0 54113 - R& M- Vehicles 0 O O 0.0% 3,464 1,175 8,000 54114 - R & M - Office Equipment 4,000 4,000 4,000 -50.0% 145 354 0 54115 - Vehicle Usage 0 0 O 0.0% 1,095 1,082 1,500 54205 - Utiltes - Phone/Pager/Cells 2,500 2,500 2,500 66.7% 1,888 1,207 4,500 S4300-Advertising &Publicity 3,000 3,000 3,000 -33.3% 1,073 0 0 54301 - Fees and Charges o 0 O 0.0% 1,088 488 1,530 54302 - Dues & Subscriptions 1,175 1,175 1,175 -23.2% 2,128 1,504 5,055 54303-Travel and Training 1,960 1,960 1,960 -61.2% 0 330 0 54306 - Credit Card Fees O 0 O 0.0% 0 5,732 0 54307-Insurance 0 0 0 0.0% 3,497 2,812 3,048 54309 - Rents and Leases 3,740 3,740 3,740 22.7% 3,438 4,224 4,500 54311- Special Department Expenses 3,250 3,250 3,250 -27.8%, 17,988 20,912 37,485 Total Services 28,350 28,350 28,350 -24.4% 6,214 46,172 46,200 S6004 - Computer Hardware and Software 16,625 16,625 16,625 -64.0% 6,214 46,172 46,200 Total Capital Improvement 16,625 16,625 16,625 -64.0% O O 580,832 58000 -Interdepartmental Costs 616,231 616,231 616,231 6.1% 0 0 0 58100 - Indirect Charges- City Management O 0 0 0.0% 0 O 0 58110 - Indirect Charges- Human Resources 0 O 0 0.0% 0 O 0 58120 - Indirect Charges- Risk Management O O 0 0.0% 0 O 0 58330 - Indirect Charges- Office Services 0 O 0 0.0% 0 0 0 58150 -Indirect Charges- Records 0 0 0 0.0% O O 0 5820 - Indirect Charges- Finance Administratic 0 O 0 0.0% 0 0 0 58230 -Indirect Charges- Technology O O 0 0.0% 0 O 0 58640 - Indirect Charges- Property Managemen O 0 0 0.0% 0 C 520.337 Total Internal Services 616_'31 515.??1 616.231 6. 1_346,095 408,357 1,039,022 Total Library Administration 1,028,150 1,028,150 1,028,150 -1.0% PAGE 104 - CITY OF TIGARD LIBRARY READER SERVICES BUDGET UNIT: 5100 Program Results: • Patrons receive accurate, timely and courteous reference service. • Patrons are assisted in the basic use of library materials in all formats, including electronic re- sources. • Sufficient, appropriate and stable staffing is present at all service desks (adult, young adult, chil- dren's). • Patrons are provided with materials that reflect their needs and interests. • Classes, workshops, and programs, informed by patron evaluations, provide computer applica- tions offerings and additional content-based Internet workshops, including databases. • Special attention is given to outreach. • Division staff are trained and supported in professional development opportunities to maintain and expand knowledge and skills in the ever-changing information world. Program Description: Readers Services is responsible for selecting and managing all Library materials, providing professional assistance using the Library's collections and electronic resources, accessing additional resources through interlibrary loans, and providing children's, young adult, adult and intergenerational program- ming to enhance lifelong learning and recreational experiences. T Y2009-2010 Accomplishments • The Youth Services staff continued to draw families and young patrons to the library with ex- citing programs including book clubs for kids and teens, Spring and Winter Break Crafts and Movies, Dogs and Tales, Teen Game Fests, Teen Animanga Club, Weekend Adventure pro- grams, monthly Super Tuesday events, and nine or more busy story times each week. We've nearly doubled the number of book club sessions from the previous fiscal year, and have seen a total increase of 25 percent more children's programming in FY 08-09. We are on pace to maintain this level of programming through FY 09-10. As of December 2009, we've offered 12 percent more programs than we did in the same period in FY 08-09. We've reached 11,277 kids, teens and caregivers so far this fiscal year, a slight increase over this time last year. • Outreach to schools continues to be an important focus and area of growth. While our visits to schools have been concentrated in the spring in years past, we were able to attend Back to School Nights at almost every Tigard school this fall. We have conducted 14 school visits and reached 956 students and teachers so far this year, a 40 percent increase from this time last year. This corresponds with the 40 percent jump in the number of children and teens we reached during school visits in FY 08-09, 6,635 up from 4,895 in FY 07-08. We look forward to many more visits this spring to promote the Summer Reading Program, instruct students in the use of databases and other library resources, and represent the library at activities such as Family Literacy Nights. i COMMUNITY SERVICES - RAGE 105 LIBRARY READER SERVICES BUDGET UNIT: 5100 • The 2009 Summer reading Program was a big success with 2,021 kids registered for "Be Crea- tive @ Your Library" and 569 teens registered for "Express Yourself @ Your Library." While these numbers stay consistent with 2008 levels, 322 teens finished the summer reading program in 2009, up 20 percent from August 2008. A total of 209 people participated in the adult ver- sion of the "Picnic Basket Bingo" Summer Reading Program and submitted 262 Bingo cards. The format of the program changed substantially over those of prior years, so direct compari- sons are not as readily applicable. For example, the total number of books read was considera- bly lower at 828 books compared to 1,129 in 2008, but Picnic Basket Bingo encouraged pa- trons not just to read books but to attend library programs and computer classes. The number of books read per participant increased substantially to 10 compared with the previous year's 5 books per participant. A sampling of registrants revealed that 61 percent were new partici- pants. • Juvenile and Young Adult collections continued to reflect the public's desire for "Current Top- ics and Titles", with continued focus on areas such as juvenile Graphic Novels, Young Adult Music, Early Readers, Juvenile DVDs, Juvenile World Languages and the introduction of a new Young Adult DVD collection. Circulation records continue to be broken on a regular basis, and we often hear comments from the public about the quality and responsiveness of our col- lection. • Youth Services continues to build on a state-wide Reading for Healthy Families initiative that early literacy training staff received last year. We are conducting early literacy trainings during outreach visits to teen parents, the parents of children in Head Start and other preschool pro- grams and preschool educators. A direct result of this initiative can be seen in our work with community organizations. In FY 08-09, we increased the number of visits to and from local organizations such as Healthy Start by over 100 percent and reached 878 parents, children and care givers through this outreach as compared to 398 in FY 07-08. • A Programming Plan for Adult Services has been further developed to guide the selection of adult programs and ensure that these programs are fulfilling four areas of the 2005-2010 Li- brary's Strategic Plan: Current Topics and Titles; Cultural Awareness; Information Literacy; and, Serving as a Commons meeting area. • Adult Services has offered three Book Discussion groups, one in the morning, one in the eve- ning, and a Mystery book group. A total of 190 people attended 35 sessions in FY 08-09, and 57 people attended 11 sessions during the first half of FY 09-10. The Mystery Book discus- sions ceased in September 2009. • In FY 08-09 Readers Services staff showed 21 movies, which were attended by 888 people. These included the Movie with Margaret series, Summer and Sunday movie matinees, Movies from Great Books, Anime films for teens, Fall Festival movies, Winter Break movies and Spooky Film Night. In the first half of FY 09-10, the library presented 12 movies attended by 215 people. PAGE 106 - CITY OF TIGARD LIBRARY READER SERVICES BUDGET UNIT: 5100 • An average of ten computer-related classes are being offered each month, ranging from "Getting Started with Computers" and "Getting Started on the Web" to classes featuring Mi- crosoft Word, Excel, and PowerPoint. A total of 155 computer classes were offered in FY 08- 09 with 714 attendees. The curricula and materials used for all of the computer classes were updated in 2008. New short-term classes that feature library databases and Microsoft Office templates are in development. Basic classes are being translated in Spanish. In addition, the library provides an open computer lab on three days for six hours each week, an increase of one session weekly. A total of 322 people took advantage of help offered in 119 sessions in FY 08-09. In the first half of FY 09-10 we offered 75 computer classes, which were attended by 254 people, and 185 people attended 78 open computer labs. Staff is also offering assistance to the public in Skype during the open computer lab hours. • Music programming has continued to develop at the library. In FY 08-09 a wide range of per- formances from a big band and a pops choir to marimba, woodwind and ancient instruments. Multicultural performers included music from Latin America to China. A Guitar Festival in September 2008 attracted 384 people to five events. In the first half of FY 09-10 nine musical performances have taken place, with 800 people attending. In October 2009 a World Music program featuring three performers was enjoyed by 191 patrons. • The library hosted a four seminars on key financial and life issues for seniors. • The library has increased its offering of intergenerational programs that bring together teens and adults, children and seniors. In the first half of FY 09-10, 44 intergenerational programs, such as "Gathering of the Ages", "Family Game Fest" and "The Civil War Game" have already been offered. • In all, the Adult Services staff conducted 408 programs attended by 6,573 people in FY 08-09 as compared with 375 programs attended by 4,757 people in FY 07-08. Youth Services staff provided 727 programs attended by 26,686 people in FY 08-09 as compared to 598 programs attended by 23,869 people in FY 07-08. Together, the Readers Services staff held 1,135 pro- grams attended by 33,259 people in FY 08-09, as compared to 973 programs attended by 28,626 people in FY 07-08. From July to December 2009, there have been 220 programs for adults attended by 3,183, and 368 programs for children and teens attended by 11,277. That's a total of 588 programs attended by 14,460 people in the first half of FY 09-10. • We provided and supported 87 computers for public access to library databases, the Internet, and personal productivity software. These computers were accessed a total of 132,252 times for 107,965 hours of use in FY 08-09, as compared to 101,983 hours of use in FY 07-08. Dur- ing the first half of FY 09-10, the computers have been accessed 65,707 times for 57,176 hours, which compares with 62,845 uses for 49,663 hours in the same period the previous year. The Children's Educational Game computers were used 13,509 times in FY 08-09, up from 12,726 in FY 07-08. • The Local History Room is open 2 hours per week, and a number of projects have been under- taken, including the indexing of over 4,400 names from local obituaries and other print re- sources. Plans are underway to open the room at least 6 hours per week. • The library's three study rooms are a popular forum for small groups to meet or for individual quiet study. These rooms were used 2,565 times during FY 08-09, up from 2,176 times during FY 07-08. From July to December 2009 they were used 1,324 times. COMMUNITY SERVICES - RAGE 107 LIBRARY READER SERVICES BUDGET UNIT: 5100 • The library further developed its partnerships with the Tigard Historical Association, and Tu- alatin Family History Center in creating programs centered on local history for the 2010 Tigard Reads program. • The library continued to reach out to the homebound through its Friendly Visitor Program as well as through promotional visits to the Tigard Senior Center and two local assisted living fa- cilities. In addition, program information packets were mailed to senior and community cen- ters. • The number of service transactions at the library's three reference desks (Children's, Young Adult, and Adult) increased to 79,074 in FY 08-09 from 77,509 in FY 07-08. In the first half of FY 09-10 the number of interactions at the desks was 38,119, up from 36,760 during the same period a year ago. • In partnership with AARP, tax assistance was provided to 254 individuals in 2009 as compared to 242 in 2008. • The library borrowed 1,461 items through inter-library loan for Tigard patrons from institu- tions outside of Washington County in FY 08-09. In FY 07-08, that number was 1,071. • The number of tests proctored rose from 50 in FY 07-08 to 62 in FY 08-09. Displays were provided throughout the year ranging from exhibits on classic toys to jewelry- making to comic book memorabilia. .FY2010--11 Goals and Objectives: With funding reductions, there will be some changes in programs for all ages, including elimination of some story times for children and book discussion groups for adults. Additional impacts include in- 1 creased wait times for reference assistance, and diversion of staff from their normal assignments to as- sist at other public service desks during peak library use periods. Every effort will be made to provide the highest level of service for our patrons. • Develop and implement a schedule that will emphasize assistance at public service desks over other duties. • Through responsive and conscientious selection and collection maintenance, continue to pro- vide patrons with materials that reflect their needs and interests. • Provide 150 computer and internet classes as staffing allows. This is a reduction from the ap- proximately 300 classes provided previously. • Staffing levels will determine the number of programs at all age levels. Our goal is to provide 500 youth programs and 250 adult programs. This is a reduction from the approximately 750 youth programs and 440 adult programs provided previously. • Actively involve Readers' Services staff in explaining the reduction of programs and services due to budget cuts. • Continue our outreach efforts in a more limited capacity. • Delay implementing the Library Strategic Plan for 2010-2015. PAGE 108 - CITY OF TIGARD LIBRARY READER SERVICES BUDGET UNIT: 5100 WORKLOAD MEASURES 2007-08 2008-09 2009-10 2010-11 Service interactions 77,509 79,074 79,500 80,000 Computer class attendance 993 1,036 1,100 750 Public computer user sessions 131,129 132,252 132,250 135,000 Inter-library loan transactions 2,241 3,178 2,762 3,100 Youth Services programs 598 727 736 500 Youth Services programs attendance 23,869 26,686 27,000 20,000 Summer reading program registrants 2,405 3,015 3,015 3,200 Contacts with children in school and childcare 5,736 7,262 7,300 7,300 Adult programs 375 408 440 250 Adult programs attendance 4,757 6,573 6,600 5,000 EFFECTIVENESS MEASURES 2007-08 2008-09 2009-10 2010-11 Increase in service interactions 9.00 0.1% 1.1% 0.60% Increase in Youth Services program attendance 14.0% 11.8% 6.9% -26.0% Increase in Summer Reading program participation 37.0% 25.4% 0.0% -6.0% Increase in Adult Services program attendance 66.0% 74.6% 0.10% -24.0% Increase in computer class attendance 2.0% 4.3% 6.20% -52.0% Increase in public computer use 13.0% 0.1% 0.0% 2.0% Library patrons who rated reference 96.8% 97.0% 98.0% 98.0% service as good or excellent COMMUNITY SERVICES - PAGE 109 LIBRARY READER SERVICES BUDGET UNIT: 5100 FULL-TIME EQUIVALENT POSITIONS 2007-08 2008-09 2009-10 2010-11 Librarian 9.2 9.2 8.2 8.2 Library Division Manager 1.0 1.0 1.0 1.0 Library Services Supervisor 2.0 2.0 2.0 2.0 Senior Librarian 1.0 1.0 1.0 1.0 Senior Library Assistant 2.0 2.5 2.5 2.5 Total 15.2 15.7 14.7 14.7 PAGE 110 - CITY of TIGARD LIBRARY READER SERVICES BUDGET UNIT: 5100 FY 2008 FY 2009 FY 2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs.09-10 15.20 15.70 14.70 Total FTE 14.70 14.70 14.70 189,603 207,614 222,695 51001-Salaries-Management 204,342 204,342 204,342 -8.2% 384,076 453,386 383,289 51002 - Salaries - General 346,489 346,489 346,489 -9.6% 119,836 151,255 259,746 S1004 -Part Time -Regular 269,157 269,157 269,157 3.6% 29,475 37,141 52,419 51005-Part Time - Temporary 54,407 54,407 54,407 3.8% 0 0 0 51006-Overtime 0 0 0 0.01% 722,990 849,396 918,149 Total Personal Services - Salaries 874,395 874,395 874,395 -4.8% 1,427 849 866 52001-Unemployment 821 821 821 -5.2% 1,669 1,782 1,394 52002-WorkersCompensation 1,147 1,147 1,147 -17.7% 55,084 64,677 66,228 52003 -Social Security/Medicare 62,731 62,731 62,731 -5.3% 4,752 5,667 5,816 S2004-Tri-Met Tax 5,591 5,591 5,591 -3.9% 61,105 79,882 88,800 52005-Retirement 84,040 84,040 84,040 -5.41A 5,397 6,086 6,681 52006-Retirement -3%ERMatch 6,130 6,130 6,130 -8.2% 13,794 15,375 15,750 52007 - VEBA - ER 14,850 14,850 14,850 -5.7% 921 988 4,116 52008 -Life Ins/ADD/LTD 3,696 3,696 3,696 10.2% 1,771 2,146 0 52009 - Long Term Disability 0 0 0 0.0% 88,733 113,679 147,321 52010 - Medical/Dental/Vision 131,386 131,386 131,386 10.8% 10,584 12,997 0 52011 - Dental Benefits 0 0 0 0.0% 245,237 304,128 336,972 Total Personal Services - Benefits 310,392 310,392 310,392 -7.9% 6,656 2,352 3,540 53001 -Office Supplies 2,370 2,370 2,370 -33.1% 293 475 1,000 53002 - Small Tools & Equipment 976 976 976 -2.4% 0 0 200 53003 - Fuel 200 200 200 0.0% 454,285 519,885 575,725 53004 -Books & Circulation Materials 610,000 610,000 610,000 6.0% 461,234 522,712 580,465 Total Supplies 613,546 613,546 613,546 5.7% 15,106 15,279 33,920 54001 -Professional/Contractual Services 31,339 31,339 31,339 -7.6% 0 0 80 54114 -R & M - Office Equipment 80 80 80 0.0% 0 12 0 54115 -Vehicle Usage 0 0 0 0.0% 309 0 0 54205 - Utilites - Phone/Pager/Cells 0 0 0 0.0% 1,232 3,183 4,782 54300 -Advertising& Publicity 2,132 2,132 2,132 -55.4% 1,887 2,526 2,825 54302 - Dues & Subscriptions 2,675 2,675 2,675 -5.3% 2,100 1,854 8,669 54303 -Travel and Training 2,790 2,790 2,790 -67.81A 0 28,393 0 54307-Insurance 0 0 0 0.0% 12,466 14,767 20,515 54311 - Special Department Expenses 16,949 16,949 16,949 -17.4% 33,100 66,014 70,791 Total Services 55,965 55,965 55,965 -20.9°/ 0 48,530 2,950 56004 - Computer Hardware and Software 2,000 2,000 2,000 -32.2°A 0 48,530 2,950 Total Capital Improvement 2,000 2,000 2,000 -32.2% 0 0 580,383 58000 -Interdepartmental Costs 566,130 566,130 566,130 -2.5% 0 0 0 58100 -Indirect Charges- City Management 0 0 0 0.0% 0 0 0 58110 - Indirect Charges- Human Resources 0 0 0 0.0% 0 0 0 58120 - Indirect Charges- Risk Management 0 0 0 0.0% 0 0 0 58200 - Indirect Charges- Finance Administratic 0 0 0 0.0% 0 0 0 58230 -indirect Charges- Technology 0 0 0 0.0% 0 0 0 58640 - Indirect Charges- Property Managemen 0 0 0 0.01/. 0 0 580,383 Total Internal Services 566,130 566,130 566,130 -25% 1,462,561 1,790,780 2,489,710 Total Reader Services 2,422,428 2,422,428 2p22A28 -2.7% COMMUNITY SERVICES - RAGE 111 LIBRARY TECHNICAL SERVICES BUDGET UNIT: 5200 Program Results: • Materials are made quickly available to the public. • Bibliographic and item records are an accurate representation of the materials allowing the public to find items they require through the catalog. • Materials are processed consistently and accurately to allow longevity and easy searching on the shelf. Program DescrlPtion: The Technical Services Division orders, receives, catalogs, processes and maintains Tigard Public Li- brary holdings in the countywide catalog, and mends all books for the library collection. FY2009-10Accomp& hments: • Between July and December 2009, Technical Services staff placed orders for 21,101 materi- als, added 20,567 new items, mended 1,445 items, withdrew 8,110 items and added 2,910 bibliographic records manually to the Washington County Cooperative Library System (WCCLS) shared catalog. The average number of days to place an order was 1.80 and the average number of days to process and catalog new materials was 29.78. Placing orders met the goal of less than five days and the goal for processing and cataloging of 32 days was met. • Technical Services broke two records during this time, as well. The new record for the number of items ordered in one month was set in August 2009 and was 4,351 items. The new record for the number of items added in one month was set in December 2009 and was 4,048 items. • Technical Services is committed to improving efficiencies. Proof of improved efficiencies is that the average number of items cataloged per month during the first six months of FY10 has increased 5.3 percent from FY09 and we are 10.5 percent faster with an average turn- around of 29.78 days from last year's 33.29 days. • The Technical Services Division actively participated with formulating the new Library Strategic Plan for 2010-2015. Management facilitated and coordinated many community and staff meetings to ensure that the Library Strategic Plan is a reflection of what the com- munity envisions for its library. Staff participated in meetings to contribute specific details to the Strategic Plan. • We continue to utilize volunteers in preprocessing and special projects. Technical Services has the equivalency of 0.6 FTE of volunteer hours and is increasing to 0.9 FTE of volun- teer hours. PAGE 112 - CITY of TIGARD LIBRARY TECHNICAL SERVICES BUDGET UNIT: 5200 FY2010-11 Goals and Objectives: The impact of funding budget reductions on Technical Services will mean that it will take longer to order, process and catalog items. Thus, it will take longer for materials to reach patrons, who may then seek to check them out at other libraries. Staff may be diverted from regular duties to assist at the pub- lic service desks. • Average cataloging time for new materials will be about 45 days. This is an increase from the prior goal of 30 days. • Average time for placement of orders will be as much as five days. • Assist with maintaining collection vitality demonstrated through turnover rate of actual items that circulated in collection of 85 percent or higher. • Use equivalent of 0.9 FTE in volunteers for processing of new library materials and special projects. This is an increase from prior use of 0.6 FTE. • Set future date for implementation of the Library's Strategic Plan 2010-2015. COMMUNITY SERVICES - PAGE 113 LIBRARY TECHNICAL SERVICES BUDGET UNIT: 5200 WORKLOAD MEASURES 2007-08 2008-09 2009-10 2010-11 Orders placed 31,651 37,423 40,000 38,000 Orders received 31,514 37,102 39,700 39,700 New titles added to catalog 10,783 6,620 5,700 5,500 New items added 32,907 39,057 41,000 40,000 Materials withdrawn 16,629 18,243 16,000 17,600 EFFECTIVENESS MEASURES 2007-08 2008-09 2009-10 2010-11 Average number of days between orders being submitted and being placed 3.24 1.79 2.00 5.00 Average number of days between order being received and ready for circulation 36.58 33.29 30.00 45.00 Staff rating services provided by Technical Services as good or excellent 100% 100% 0% 0% Turnover rate of actual items that circulated in collection NA NA NA 85% FULL-TIME EQUIVALENT POSITIONS 2007-08 2008-09 2009-10 2010-11 Librarian 0.5 1.0 1.0 1.0 Library Aide 1.0 0.5 0.5 0.5 Library Assistant 1.4 1.9 1.0 1.0 Library Services Manager 1.0 1.0 1.0 1.0 Senior Library Assistant 2.5 2.0 2.0 2.0 Technical Services Coordinator 1.0 1.0 1.0 1.0 Total 7.4 7.4 6.5 6.5 PAGE 114 - CITY OF TIGARD LIBRARY TECHNICAL SERVICES BUDGET UNIT: 5200 FY 2008 FY 2009 FY 2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs.09-10 7.40 7.40 6.50 Total FTE 6.50 6.50 6.50 99,968 117,490 128,164 51001-Salaries-Management 123,335 123,335 123,335 -3.8% 111,879 136,563 141,330 51002-Salaries-General 146,150 146,150 146,150 3.4% 74,981 79,842 84,445 51004 - Part Time - Regular 57,626 57,626 57,626 -31.8% 61 601 600 51007-Incentive Pay 600 600 600 0.00% 286,889 334,496 354,539 Total Personal Services - Salaries 327,711 327,711 327,711 -7.6% 566 334 355 52001-Unemployment 323 323 323 -9.0% 667 687 570 52002 -Worker's Compensation 453 453 453 -20.5% 21,178 25,512 27,122 52003-Social Security/Medicare 24,813 24,813 24,813 -8.5% 1,886 2,231 2,378 52004 - Tri- Met Tax 2,212 2,212 2,212 -7.0% 26,777 33,801 36,736 52005-Retirement 33,669 33,669 33,669 -8.3% 2,763 3,525 3,845 52006-Retirement -3%ERMatch 3,700 3,700 3,700 -3.8% 8,510 7,496 7,500 52007 - VEBA - ER 6,600 6,600 6,600 -12.0% 341 413 2,146 52008 -Life Ins/AOD/LTD 1,848 1,848 1,848 -13.9% 614 831 0 52009 - Long Term Disability 0 0 0 0.0% 28,458 44,130 47,213 52010-Medical/Dental/Vision 62,557 62,557 62,557 32.5% 3,928 4,494 0 52011 - Dental Benefits 0 0 0 0.0% 95,688 123,454 127,865 Total Personal Services - Benefits 136,175 136,175 136,175 6.5% 19,612 19,055 22,910 53001 -Office Supplies 23,300 23,300 23,300 1.7% 0 0 100 53003-Fuel 144 144 144 44.0% 19,612 19,055 23,010 Total Supplies 23,444 23,444 23,444 1.9% 22,984 43,113 44,155 54001-Professional/Contractual Services 49,423 49,423 49,423 11.9% 525 -45 900 54300 -Advertising& Publicity 0 0 0 -100.0% 80 105 105 54302 - Dues & Subscriptions 105 105 105 0.0% 629 1,134 4,058 54303 -Travel and Training 1,050 1,050 1,050 -74.1% 0 12,855 0 54307-Insurance 0 0 0 0.0% 0 190 140 54311 - Special Department Expenses 0 0 0 -100.0% 24,218 57,352 49,358 Total Services 50,578 50,578 50,578 2.5% 0 0 3,220 56004 - Computer Hardware and Software 1,700 1,700 1,700 -47.2% 0 0 3,220 Total Capital Improvement 1,700 1,700 1,700 -47.2% 0 0 233,468 58000 - Interdepartmental Costs 204,283 204,283 204,283 -12.5% 0 0 0 58100 - Indirect Charges- City Management 0 0 0 0.0% 0 0 0 58110 - Indirect Charges- Human Resources 0 0 0 0.0% 0 0 0 58120 - Indirect Charges- Risk Management 0 0 0 0.0% 0 0 0 58200 -indirect Charges- Finance Administratic 0 0 0 O.N. 0 0 0 58230 - Indirect Charges- Technology 0 0 0 0.0% 0 0 0 58640 - Indirect Charges- Property Managemen 0 0 0 0.0% 0 0 233.468 Total Internal Services 204,2S3 204,283 204,283 -12.5% 426,407 534,357 791,460 Total Technical Services 743,892 743,892 743,892 -6.0% COMMUNITY SERVICES - RAGE 115 LIBRARY CIRCULATION BUDGET UNIT: 5300 Program Results: • Patrons receive library materials in a timely and accurate manner. • Patrons receive courteous, respectful and helpful service from Circulation staff. • Patrons are able to access library materials easily through accurate and timely check-in and shelving. • Patrons can be self-sufficient in checking out their own materials and accessing their account online to renew items and reserve items. • Patrons are self-sufficient in skills necessary to find, evaluate and use all types of information. • Patrons receive accurate information about using the library. Program Description: The Circulation Division of the Library is responsible for checking materials in and out; answering us- ers' questions about library facilities and programs; shelving all Library materials; renewing materials; collecting fines; issuing new library cards; reconciling patron records; answering the phone at the Entry Point and routing calls to their appropriate destination; and answering general questions. Circulation staff tracks down and retrieves lost and missing items and maintains accurate patron records on Po- laris, the countywide library database. Circulation staff is also responsible for the processing of pa- trons' holds requests. In addition, Circulation staff handles materials donated to the Library. The Circulation Desk is often the patron's first and last contact with Library staff. Strong customer service is a vital aspect of Circulation operations. Circulation staff promotes Library programs verbally and by distributing written materials. Circulation staff is often involved in helping patrons search for items and place hold requests on the public catalog computers. Circulation staff also shows patrons how to use the self-checkout machines. FY2009--10 Accomplishments: • Circulation staff was actively involved in library-wide efforts to implement and promote library programs. • Further expanded an on-going training program for check-in and shelving staff and volunteers taught by Circulation staff • Handled a record number of checkouts, check-ins, and infra-library materials. • Interacted with a record number of library visitors. • Improved workflow and procedures for taking Friends of the Library monies. • Implemented new re-shelving plan and streamlined existing procedures to reach the goal of re- shelving returned items within 24 hours. PAGE 116 - CITY OF TIGARD LIBRARY CIRCULATION BUDGET UNIT: 5300 PY2010-11 Goals and Objectives: Emphasis on patron self-sufficiency will accelerate in the face of budget reductions. Examples include encouraging patrons to renew their own items on the Web and using the self-checkout machine. With fewer staff, lines are likely to get longer and not all work stations may be staffed during some peak use times. With reduced staff and open hours, utilization of the self check-out machine will help reduce longer wait times. • Strive to provide excellent customer service by adopting best practices in library Circulation service despite reduced services. • Focus on increasing patron self-sufficiency to reduce impact of budget reductions on the public while maintaining customer satisfaction. This will include increasing self-check machine usage, increasing patron online renewals of materials, and increasing patron overall use of Library and WCCLS websites. • Evaluate efficient use of available staff and space in the face of reduced staff and anticipated continued growth in library use and an increase in annual circulation by three percent. • Delay implementation of Library Strategic Plan activities targeted for FY 2010-2011. • Continue to increase use of volunteers for shelving, working at the Library's entry point and a variety of other tasks. • Actively involve circulation staff in public education about the reduction of programs and ser- vices due to budget cuts. • Investigate the ability to pay fines and fees online. COMMUNITY SERVICES - PAGE 117 LIBRARY CIRCULATION BUDGET UNIT: 5300 WORKLOAD MEASURES 2007-08 2008-09 2009-10 2010-11 Materials checked out per year 1,131,071 1,308,249 1,462,304 1,506,173 Yearly circulation per staff member 75,405 84,403 94,342 103,776 Materials checked in per year 833,135 973,262 1,086,348 1,194,983 Cultural passes checked out per year 1,119 1,256 1,452 1,597 Materials renewed per year 274,494 314,415 363,678 400,046 Library cards issued per year 6,292 6,440 5,258 5,784 Materials checked out per year on self-checkout machine 148,207 159,202 212,087 362,546 Materials shelved per year 833,165 973,262 1,086,348 1,194,983 Infra-library loans per year (crates) 9,048 10,652 12,266 13,493 First time checkouts 856,577 993,834 1,098,626 1,208,488 EFFECTIVENESS MEASURES 2007-08 2008-09 2009-10 2010-11 Materials checked out on self-checkout machine* 17.3% 16.0% 19.3% 30.0% Materials returned to shelf within 48 hours 90% 91% 91% 80% Library patrons who rated service received as "good" or "excellent" at the Check Out Counter 97% 98% 98% 95% *percentage of 1st time checkouts, not total Circulation RAGE 118 - CITY OF TIGARD LIBRARY CIRCULATION BUDGET UNIT: 5300 FULL-TIME EQUIVALENT POSITIONS 2007-08 2008-09 2009-10 2010-11 Circulation Supervisor 2.0 2.0 2.0 2.0 Library Aide 0.0 1.5 1.5 1.5 Library Assistant 10.6 9.6 8.4 8.4 Library Division Manager 1.0 1.0 1.0 1.0 Senior Library Assistant 1.4 1.4 1.4 1.4 Total 15.0 15.5 14.3 14.3 COMMUNITY SERVICES - IMAGE 119 LIBRARY CIRCULATION BUDGET UNIT: 5300 FY 2008 FY 2009 FY 2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs.09-10 15.00 15.50 14.30 Total FTE 14.30 14.30 14.30 169,441 193,506 209,735 51001 - Salaries - Management 217,640 217,640 217,640 3.8% 187,232 150,046 36,484 51002-Salaries-General 23,466 23,466 23,466 -35.7% 210,057 279,674 426,753 51004 - Part Time - Regular 415,696 415,696 415,696 -2.6% 101,415 116,394 117,425 53005 -Part Time -Temporary 128,033 128,033 128,033 9.0% 974 776 1,133 51006-Overtime 1,200 1,200 1,200 5.9% 615 601 600 51007-Incentive Pay 600 600 600 0.0% 669,734 740,997 792,130 Total Personal Services - Salaries 786,635 786,635 786,635 -0.7% 1,322 742 674 52001-Unemployment 658 658 658 -2.4% 1,773 1,866 1,083 52002 -Worker's Compensation 918 918 918 -15.2% 50,705 55,671 51,528 52003 -Social Security/Medicare 50,245 50,245 50,245 -2.5% 4,401 4,943 4,521 52004-Tri-Met Tax 4,478 4,478 4,478 -1.0% 53,776 60,782 69,455 52005 -Retirement 67,858 67,858 67,858 -2.3% 5,083 5,805 6,292 52006 - Retirement- 3% ER Match 6,530 6,530 6,530 18% 18,721 19,788 21,150 52007 - VEBA - ER 19,350 19,350 19,350 -8.5% 842 900 5,192 52008 -Life Ins/ADD/LTD 4,536 4,536 4,536 -12.6% 1,410 1,539 0 52009 - Long Term Disability 0 0 0 0.0% 61,661 66,300 85,778 52010-Medical/Dental/Vision 86,009 86,009 86,009 0.3% 8,193 9,373 0 52011 - Dental Benefits 0 0 0 0.0% 207,887 227,709 245,673 Total Personal Services - Benefits 240,582 240,582 240,582 -2.1% 1,757 3,652 8,650 53001 -Office Supplies 14,470 14,470 14,470 67.3% 8,487 5,377 4,600 53002 - Small Tools & Equipment 2,225 2,225 2,225 -51.6% 0 0 100 53003-Fuel 100 100 100 0.0% 10,244 9,029 13,350 Total Supplies 16,795 16,795 16,795 25.8% 6,484 7,096 12,611 54001 -Professional/Contractual Services 12,261 12,261 12,261 -2.8% 0 0 500 54300 -Advertising & Publicity 0 0 0 -100.0% 60 275 60 54302 - Dues & Subscriptions 160 160 160 166.7% 655 199 2,842 54303 -Travel and Training 1,226 1,226 1,226 -56.9% 0 27,795 0 54307-Insurance 0 0 0 0.0% 833 1,735 0 54309 - Rents and Leases 0 0 0 0.0% 83 150 350 54311-Special Department Expenses 0 0 0 -100.0% 8,115 37,250 16,363 Total Services 13,647 13,647 13,647 -16.6% 44,462 1,215 1,830 56004 - Computer Hardware and Software 2,400 2,400 2,400 31.1% 44,462 1,215 1,830 Total Capital Improvement 2,400 2,400 2,400 31.1% 0 0 456,960 58000 - Interdepartmental Costs 411,890 411,890 411,890 -9.9% 0 0 0 58100 - Indirect Charges- City Management 0 0 0 0.0% 0 0 0 58110 - Indirect Charges- Human Resources 0 0 0 0.0% 0 0 0 58120 - Indirect Charges- Risk Management 0 0 0 0.0% 0 0 0 58200 - Indirect Charges- Finance Administratic 0 0 0 0.0% 0 0 0 58230-Indirect Charges-Technology 0 0 0 0.0% 0 0 0 58640 - indirect Charges- Property Managemen 0 0 0 0.0% 0 0 456,960 Total Internal Services 411,890 411,890 411,890 -9.9111 0 940,442 1,016,200 1,526,306 Total Circulation 1,471,949 1,471,949 1,471,949 -3.6% PAGE 120 - CITY OF TIGARD SOCIAL SERVICES AND COMMUNITY EVENTS BUDGET UNIT: 5900/5910 Program Description: Each year the City appropriates funds to support Social Service and Community Event activities that assist or benefit Tigard citizens. Community organizations are invited to submit requests in January of each year. A subcommittee of the Budget Committee meets to review Social Service requests and to recommend funding in the Adopted Budget. Community Event requests are reviewed informally by the Council. The Adopted Budget presents the results of both reviews. The budget committee policy is to set total events and social service appropriations at 0.005% of the prior year's operating budget. The policy limit for FY 20010-11 is $248,490. Also, the City budgets three set asides within this appropriation in addition to the target amount for grants: the Housing Pro- gram "emergency fund" to assist occupants of housing declared to be unsafe; the Affordable Housing Set-Aside to assist providers of low-income housing; and the Residential Services Agency Emergency Set-Aside to assist agencies that provide emergency food and housing to those in need. The City received $294,720 in grant requests for community events and social services for FY 2010-11. In addition to direct grants, some of the grant recipients also receive in-kind services from the City. These services range from provision of a building and its operating costs for the Loaves and Fishes/ Tigard Senior Center to Tigard Public Works and Police time to support community events. FY 2008 11 FY 2009 11 FY 2010 FY 2011 FY 2011 11 FY 2011 11 2011 Adopted Description Actual Actual Revised Proposed Approved Adopted vs.2010 Revised Number of Positions Budget By Category Materials & Services 170,161 204,618 212,100 260,916 260,916 260,916 23.0% Total All Category 170,161 204,618 212,100 260,916 260,916 260,916 23.0% Budget By Division Social Services 170,161 204,618 212,100 161,520 161,520 161,520 -23.8% Community Events 0 0 0 99,396 99,396 99,396 100.00/0 Total All Division 170,161 204,618 212,100 260,916 260,916 260,916 23.0% Budget by Fund General Fund -100 170,161 204,618 212,100 260,916 260,916 260,916 23.0% Total All Fund 170,161 204,618 212,100 260,916 260,916 260,916 23.0% COMMUNITY SERVICES - PAGE 121 SOCIAL SERVICES AND COMMUNITY EVENTS BUDGET UNIT: 5900/5910 FY 2008 FY 2009 FY 2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs.09-10 Total FTE 0 11 0 53001- Office Supplies 0 0 0 0.01% 0 11 0 Total Supplies 0 0 0 0.0% 170,062 0 212,100 54001-Professional/Contractual Services 161,520 161,520 161,520 -23.8% 99 5,500 0 54311- Special Department Expenses 0 0 0 0.0% 0 199,107 0 54402 - Contributions W Community Org 0 0 0 0.0% 170,161 204,607 210,100 Total Services 161,520 161.520 161.520 -23.816 170,161 204,618 212,100 Total Social Services 161,520 161,520 161,520 -23.8% FY 2008 FY 2009 FY 2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs.09-10 Total FTE 0 0 0 54402 - Contributions to Community Org 99,396 99,396 99,396 100.0% C C 0 Total Services 99,396 99,396 99,396 100.C`. 0 0 0 Total Community Events 99,396 991396 99,396 100.0% PAGE 122 - CITY OF TIGARD SOCIAL SERVICES AND COMMUNITY EVENTS BUDGET UNIT: 5900/5910 Ci of Ti acct - - - ~ - - J rCi of Ti acct - ~ LF~L2010-11 FY 2010-11 - - I I Communi Event Grant R uests Social Servia!s - Grant Requests -i -----i -Agency 'Recommended Agency - Recommended Res 00-22 Broadway Rose*-- Direct $ 10,000 Affordable Housing Set-Aside - - Direct $ 10,000 - - - - - - - $10,000/yr - - t--- - - - r- - - - - - - - - - - - - - - Res 00-20 Festival of the Balloons** Direct $ 15,000 HousingProg Emergency Fund Direct - 10,000 $10,000/3 -1- - - - - - - - - - - Res 00-21 -!Tigard 4th of )uly*** Direct $ 11,500 Residential Services Agency Direct $ 6,000 $7,500/yr - ` - - In-Kind $ - 1,600 - - - U_ndesignated for year -i Direct - $ 5,000 Undesignated for year Direct $ - - 5,520 t Set Aside Total Set Aside Total Direct I $ 41,500 Direct $ 31,520 In-Kind! $ 1,600 ! In-Kind $ Atfalari Recreation District - Direct 1 $ 5,000 Boys and Girls Aid Society Direct . $ 1,000 American Legion !Direct - 2,000 CommunityAction Or., - Direct $ 6,000 - _ City of Tigard Dog Park - Direct $ - 400 Domestic Violence Res Center Direct $ 4,000 - Tigard Area Farmers Market ~Di ect -8,500 Essential Health Clinic - Direct $ 7,500 -!Tigard High Graduation Party Direct $ 2,000 Good Neighbor Center - j Direct $ 15,000 Tigard Historical Association Direct $ 1,500 LifeWorks Direct 1$ 20,000 Tualatin Riverkeepers ~Dired $ 2,000 Louves and Fishes/ Senior Center Direct 27,000 - 1_ - In-Kind', $ _ 2,300 lIn-Kindl $ 66,000 Tualatin Valley Community Band 'Direct $ 2,000 Luke Dorf ---Direct I $ 27,000 Retired & Senior Volunteer Prog- 'Direct $ 6,000 St. Anthony Severe Weather Shelter Direct $ 2,000 Tigard Area Visitor C_tr (Chamber) _Direct $ 8,000 - - - - - - - - - - - _'In-Kind $ 4,000 - Tigard Tualatin Family Resourm Ctr 'Direct $ - - 6,500 Sub-total Sub-total Direct $ 23,400 -Direct $ 130,000 I In-Kind $ 2,300 In-End, $ 70,000 Total (Set asides and others) _ Total (Set asides and others Direet $ 64,900 Direct $ 161,520 In-Kind $ 3,900 In-Kind, $ 70,000 COMMUNITY SERVICES - PAGE 123 TIGARD RAGE 124 - CITY OF TIGARD PUBLIC WORKS PROGRAM Public Works Organization Chart 125 Expenditure/FTE Summary 126 Public Works Public Works Administration 128 ~ o- Parks and Grounds 133 0 Street Maintenance 138 Fleet Maintenance 142 Property Management 145 Water 149 Sanitary Sewer 155 Stormwater 158 Public Works Engineering 163 Street Lights and Signals 168 its t ~ 1 PUBLIC WORKS ORGANIZATION CHART PUBLIC WORKS ADMINISTRATION PROPERTY MANAGEMENT PW ENGINEERING PARKS AND GROUNDS t FLEET MAINTENANCE SANITARY SEWER i STREET MAINTENANCE WATER STORMWATER STREET LIGHTS & SIGNALS r 0 PUBLIC WORKS - PAGE 125 PUBLIC WORKS PROGRAM The Public Works Program encompasses the Public Works Department, and includes the maintenance of the City's infrastructure (roads, parks, grounds and City buildings) as well as provision of water, sanitary sewer and stormwater sewer services. In 2009, the City hired a consulting firm to identify ways to improve Engineering services and to make it more efficient and responsive. A result of the review was the Capital Construction and Transporta- tion Division moving to Public Works so that one department would manage all engineering construc- tion services. The reader will find fiscal year 2010-2011 budget and programming information located in the Public Works Program section. The historical Capital Construction and Transportation Division information is located in the Community Development Program section. PAGE 126 - CITY OF TIGARD PUBLIC WORKS PROGRAM FY 2008 FY 2009 11 FY 2010 FY 2011 FY 2011 FY 2011 11 2011 Adopted Description Actual 11 Actual Revised 11 Proposed Approved Adopted vs.2010 Revised Number of Positions 61.10 61.10 69.40 69.40 69.40 69.40 0.0% Budget By Category i Personal Services 4,413,908 4,795,729 6,337,576 6,110,353 6,110,353 6,130,353 -3.6% Materials & Services 4,927,462 5,677,841 7,065,063 7,995,371 8,053,171 8,063,171 14.0% Interdepartmental Costs 0 0 2,351,345 1,909,307 1,909,307 1,909,307 -18.8% Capital Outlay 539,563 282,566 1,009,904 746,000 774,000 774,000 -23.4% Total All Category 9,880,933 10,756,136 16,763,888 16,761,031 16,846,831 16,876,831 0.7% Budget By Division Public Works Administration 821,753 917,944 1,637,997 1,418,977 1,476,180 1,476,180 -9.9% Parks and Grounds 1,211,810 1,190,688 1,699,675 1,523,257 1,525,057 1,525,057 -10.3% Street Maintenance 723,726 794,701 1,297,822 1,317,400 1,317,400 1,317,400 1.5% PW Engineering 0 0 1,399,846 1,527,452 1,548,452 1,568,452 10.6°x6 Fleet Maintenance 134,460 222,639 259,404 195,980 224,170 224,170 -13.6% Property Management 1,124,836 1,188,287 1,398,928 1,340,521 1,368,521 1,378,521 -2.2% Water 4,313,088 4,902,519 6,682,336 6,419,731 6,334,338 6,334,338 -5.2% Sanitary Sewer 709,914 562,590 890,764 1,033,269 1,068,269 1,068,269 19.9% Stormwater 841,346 976,768 1,497,116 1,315,372 1,315,372 1,315,372 -12.1% Street Lights and Signals 0 0 0 669,072 669,072 669,072 100.00/0 Total All Division 9,880,933 10,756,136 16,763,888 16,761,031 16,846,831 16,876,831 0.7% Budget by Fund General Fund -100 2,757,289 2,903,333 6,035,340 4,469,686 4,549,689 4,569,689 -24.6% Gas Tax Fund - 200 0 0 0 1,986,472 1,986,472 1,986,472 100.0°/0 Sanitary Sewer Fund - 500 709,914 562,590 890,764 1,033,269 1,068,269 1,068,269 19.9% Stormwater Fund - 510 841,346 976,768 1,497,116 1,315,372 1,315,372 1,315,372 -12.1% Water Fund - 530 4,313,088 4,902,519 6,682,336 6,419,731 6,334,338 6,334,338 -5.2% Fleet/Property Management Fun 1,259,296 1,410,926 1,658,332 1,536,501 1,592,691 1,602,691 -4.0% i Total All Fund 9,880,933 10,756,136 16,763,888 16,761,031 16,846,831 16,876,831 0.7% PUBLIC WORKS - PAGE 127 PUBLIC WORKS ADMINISTRATION BUDGET UNIT: 6000 Program Results: The Public Works Administration Division: • Provides leadership and management in support of the City's strategic plans /objectives and the Public Works Department's mission and values. • Is responsible for the City's Emergency Management Program. This program trains staff to operate the City's Emergency Operations Center, and coordinates and conducts Community Emergency Response Team (CERT) training and 72-hour emergency preparedness training for citizen volunteers. • Administers communication, such as Cityscape articles, press releases, communication plans, etc., for the various divisions within the Department. • Represents the interests of Tigard Water Service Area customers in regional water management organizations. • Administers department-wide service contracts. • Provides oversight to the Engineering Division, including the development and administration of the City's Capital Improvement Program (CIP). • Manages overall department budgets, including utility rate structure development, Capital Im- provement Plan budget development, and research into alternate funding sources. Program Descrlptron: The Public Works Department is responsible for the planning, design, construction, operation and maintenance of the City's major infrastructure systems. These systems are parks, streets, sanitary sew- ers, storm drainage, water, and city facilities. FY2009-10 Accomp&,bments: • Worked to implement the Lake Oswego -Tigard water partnership. • Provided staff support and resources to enable each division to meet its objectives. • Oversaw the preparation and implementation of each division's budget. • Continued to support and implement the citywide enterprise GIS. • Took over responsibility for public rentals of city facilities. • Continued to improve the use of the computerized maintenance management system and worked toward an overall asset management plan. • Continued to implement the City's Emergency Management Training Plan and participated in county-level exercises. • Continued to recruit citizen volunteers and City staff to participate in the City's Community Emergency Response Team program and enhanced the training plan. • Continued to implement a 72-hour emergency preparedness training program for citizen volun- teers. • Continued membership and participation in the Office of Consolidated Emergency Manage- ment for Washington County. • Continued to develop and refine Tigard's Emergency Operations Plan. PAGE 128 - CITY OF TIGARD PUBLIC WORKS ADMINISTRATION BUDGET UNIT: 6000 • Conducted a pilot project with department staff and the city's consultant to establish compe- tencies and behaviors that support the city's core values. • Awarded a $2.4 million grant and $2.4 million low-interest loan for reservoir improvements and pump station transfer project. • Awarded a $230,500 Energy Efficiency and Conservation Block Grant to replace the Permit Center roof • Began the implementation of a reorganization of the city's engineering services. FY2010-11 Goals and Objectives: • The Public Works Administration Division experienced reductions in staffing and funding in FY 2009-10. These reductions will impact emergency management, GIS support, and public rentals of city facilities • Continue to implement necessary changes in support of the reorganization of the city's engi- neering services. • Continue to implement the Lake Oswego-Tigard water partnership. • Acquire and develop additional parks and greenspaces. • Provide staff support and resources to enable each division to meet its objectives. • Oversee the preparation and implementation of each division's budget. • Continue to support and implement the citywide enterprise GIS. Continue to improve the use of the computerized maintenance management system (CMMS) and work cooperatively with other departments toward an overall asset management plan. • Continue to implement the city's Emergency Management Training Plan and participate in county-level exercises. Continue to recruit citizen volunteers and city staff to participate in the city's Community Emergency Response Team program. • Continue to implement a 72-hour emergency preparedness training program for citizen volun- teers. • Continue membership and participation in the Office of Consolidated Emergency Management for Washington County. • Continue to develop and refine Tigard's Emergency Operations Plan. • Support and reflect the city's core values. PUBLIC WORKS - PAGE 129 PUBLIC WORKS ADMINISTRATION BUDGET UNIT: 6000 WORKLOAD MEASURES 2007-08 2008-09 2009-10 2010-11 Training sessions provided to citizens in 72-hour preparedness 4 4 6 2 Number of citizens trained in Citizen Emergency Response Team (CERT) program 230 135 175 150 Number of park shelter rentals made by the public 400* 425 415 400 *estimate Number of city facility rentals made by the public NA 640* 575 0 *estimate EFFECTIVENESS MEASURES 2007-08 2008-09 2009-10 2010-11 Number of CERT's maintained through enhanced training and exercises 6 8 10 6 Total number of citizens trained by 72-hour preparedness presentations 650 750 800 680 FULL-TIME EQUIVALENT POSITIONS 2007-08 2008-09 2009-10 2010-11 Administrative Specialist II 1.60 1.60 1.60 1.00 Assistant Public Works Director 1.00 1.00 1.00 1.00 Confidential Executive Assistant 1.00 1.00 1.00 1.00 Emergency Services Coordinator 1.00 1.00 1.00 1.00 CMMS Software Specialist 1.00 1.00 1.00 1.00 Environmental Program Coordinator 0.00 0.00 0.75 0.75 GIS Technician 0.00 0.00 0.00 1.00 Management Analyst 1.00 1.00 1.00 1.00 Public Works Director 1.00 1.00 1.00 1.00 Senior Administrative Specialist 1.00 1.00 1.00 1.00 Volunteer Coordinator 0.25 0.25 0.00 0.00 Total 8.85 8.85 9.35 9.75 RAGE 130 - CITY OF TIGARD PUBLIC WORKS ADMINISTRATION BUDGET UNIT: 6000 FY 2008 FY 2009 FY2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs.09-10 8.85 8.85 9.35 Total FTE 9.35 9.75 9.75 360,939 359,164 402,168 51001-Salaries-Management 385,516 385,516 385,516 -4.1% 102,248 135,030 176,288 51002-Salaries-General 195,426 251,226 251,226 42.5% 42,656 47,864 52,433 51004 - Part Time - Regular 22,874 0 0 -100.0% 0 4,287 0 51005 -Part Time -Temporary 0 0 0 0.01% 301 3,135 0 51006-Overtime 3,000 3,000 3,000 100.01% 0 0 2,000 51007 -Incentive Pay 2,500 2,500 2,500 25.0°/ 506,144 549,480 632,889 Total Personal Services - Salaries 609,316 642,242 642,242 1.5% 999 547 630 52001-Unemployment 604 637 637 1.1% 3,983 4,559 5,421 52002 -Worker's Compensation 4,844 5,471 5,471 0.91% 38,285 41,448 47,692 52003-Social Security/Medicare 46,192 48,711 48,711 2.1% 3,328 3,650 4,235 52004 - Tri-Met Tax 4,117 4,341 4,341 2.5% 52,082 58,103 67,057 52005-Retirement 67,800 71,093 71,093 6.0% 9,223 8,941 12,065 52006 - Retirement - 3% ER Match 9,680 9,680 9,680 -19.8% 6,437 6,828 8,523 52007 - VEBA - ER 6,675 6,675 6,675 -21.7% 946 920 3,213 52008 -Life Ins/ADD/LTD 2,598 2,598 2,598 -19.1% 1,451 1,482 106 52009 -Long Term Disability 0 0 0 -100.0% 61,876 71,983 101,178 52010-Medical/Dental/Vision 100,048 117,629 117,629 16.3% 6,968 7,918 512 52011 - Dental Benefits 0 0 0 -100.01Y. 0 0 0 52012 -Accrued Vacation 3,000 3,000 3,000 100.0°/ 185,578 206,379 250,632 Total Personal Services - Benefits 245,558 269,835 269,835 7.7% 25,224 8,064 13,000 53001-Office Supplies 20,600 20,600 20,600 58.5% 0 0 500 53002 - Small Tools & Equipment 500 500 500 0.0% 2,153 1,400 3,000 53003 - Fuel 3,450 3,450 3,450 15.0% 27,377 9,464 16,500 Total Supplies 24,550 24,550 24,550 48.8% 9,717 15,744 173,300 54001 -Professional/Contractual Services 27,700 27,700 27,700 -84.0% 0 0 0 54003 - legal Fees 6,000 6,000 6,000 100.0°/ 0 155 0 54101 - R& M- Facilities 0 0 0 0.0% 1,470 2,075 1,200 54113 - R & M - Vehicles 1,200 1,200 1,200 0.01% 0 0 1,500 54114 - R & M - Office Equipment 1,500 1,500 1,500 0.0% 30 150 0 54115 - Vehicle Usage 0 0 0 0.0% 4,914 7,950 8,640 54205-Utilites-Phone/Pager/Cells 8,640 8,640 8,640 0.0% 1,735 -45 600 54300 -Advertising& Publicity 1,400 1,400 1,400 133.3% 320 405 360 54301 -Fees and Charges 3,130 3,130 3,130 769.4% 37,430 37,333 49,925 54302 - Dues & Subscriptions 51,350 51,350 51,350 2.9% 10,804 31,194 17,150 54303-Travel and Training 8,150 8,150 8,150 -52.5% 0 260 0 54306 - Credit Card Fees 0 0 0 0.0% 0 9,622 0 54307 -Insurance 0 0 0 0.0°A 14,495 9,642 13,775 54311 - Special Department Expenses 57,875 57,875 57,875 320.1% 80,915 114,485 266,450 Total Services 166,945 166,945 166,945 -37.3% i 0 0 0 56003-Vehicles 0 0 0 0.0% 21,739 38,136 43,100 56004 -Computer Hardware and Software 10,300 10,300 10,300 -76.1% 21,739 38,136 43,100 Total Capital Improvement 10,300 10,300 10,300 -76.1% PUBLIC WORKS - RAGE 131 PUBLIC WORKS ADMINISTRATION BUDGET UNIT: 6000 FY 2008 FY 2009 FY2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs.09-10 0 0 428,426 58000 -Interdepartmental Costs 362,308 362,308 362,308 -15.4% 0 0 0 58100 -Indirect Charges- City Management 0 0 0 0.0% 0 0 0 58110 - Indirect Charges- Human Resources 0 0 0 0.0% 0 0 0 58120 - Indirect Charges- Risk Management 0 0 0 0.0% 0 0 0 58130 - Indirect Charges- Office services 0 0 0 0.0% 0 0 0 58150 - Indirect Charges- Records 0 0 0 0.0% 0 0 0 58200 - Indirect Charges- Finance Administratic 0 0 0 0.0% 0 0 0 58230 - Indirect Charges- Technology 0 0 0 0.00/0 0 0 0 58630 - Indirect Charges- Fleet Maintenance 0 0 0 0.0% 0 0 0 58640 - IndirectCharges- Property Managemen 0 0 0 0.0% 0 0 428,426 Total lntemal services 362,308 362,308 362,308 -15.4 6 821,753 917,944 1,637,997 Total Public Works Administration 1,418,977 1,476,180 1,476,180 -9.9% PAGE 132 - CITY OF TIGARD PARKS AND GROUNDS BUDGET UNIT: 6100 Program Results: The Parks & Grounds Division ensures the city's park and greenway system: • Is safe, clean, and well maintained. • Is aesthetically pleasing and hospitable to users. • Expands through the purchase of additional park/greenway properties. • Provides increased outdoor recreational opportunities for the community. Program Description: The Parks & Grounds Division maintains safe, clean parks and greenways and continues to provide a variety of outdoor recreational opportunities to the growing Tigard community. Park facilities are maintained to a standard that fosters and encourages their use. As park facilities are added and up- graded, the Division's maintenance responsibilities are increased. FY2009-10 Accomp j!shments: • Adoption of a Park System Master Plan. • Completed one entryway monument. • Provided the necessary resources to serve customers and maintain facilities. Resources are pro- vided seven days a week from April through October. • Constructed and replaced trails to offer more outdoor opportunities /access. • Processed shelter/sports field reservations. • Accomplished City Council and Park and Recreation Advisory Board goals. • Established maintenance practices for newly opened Price Park. • Continued planning for park development on multiple parks. • Added interpretive signage in parks citywide. • Removed non-native vegetation and installed native plants at Jack, Woodard, Summerlake and Englewood Parks. • Implemented additional Americans with Disabilities Act (ADA) upgrades. • Worked cooperatively with TVF&R to jointly develop enhanced community room facilities and expand park and greenway property at Jack Park. • Opened Tigard's first community garden. FY2010-11 Goals and Ohjectives: • Park Development • Continue implementation of Park System Master Plan including land acquisition and de- velopment. • Improve Cook Park entrance and install new restroom at Shelter #1. PUBLIC WORKS - PAGE 133 PARKS AND GROUNDS BUDGET UNIT: 6100 • Develop maintenance standards for new acquisitions including greenspaces and trails. • Identify needs and collect information that will help the Park and Recreation Advisory Board and the City Council meet their respective goals, such as 2010 land acquisition bond measure. • Identify new methods to improve open spaces. • Expected park usage for the coming fiscal year. • Studies show local park usage increases during times of economic downturn. This occurs be- cause people reduce their travel and forego more expensive forms of recreation. The Parks Division is prepared to meet increased demand through the use of seasonal workers and equip- ment upgrades made during stronger economic times. WORKLOAD MEASURES 2007-08 2008-09 2009-10 2010-11 Playground areas meeting ASTM Standards and are inspected weekly 16 17 17 17 Number of sports fields renovated three times per year 8 8 8 8 Miles of pedestrian paths inspected and maintained weekly 11 11 11 11 Number of shelters cleaned daily and available for use 9 9 9 9 Miles of soft trails renovated yearly 3 3 3 3 Number of restrooms cleaned daily during season of use 36 37 37 39 Acres of park land maintained 184 184 186 231 Acres of greenway under stewardship of Tigard Parks 201 201 201 207 PAGE 134 - CITY OF TIGARD PARKS AND GROUNDS BUDGET UNIT: 6100 EFFECTIVENESS MEASURES 2007-08 2008-09 2009-10 2010-11 Playgrounds that meet ASTM standards 95% 95% 95% 95% Playable/available soccer fields (190 days = 100%) 85% 85% 85% 85% Playable/available baseball/softball fields 95% 95% 95% 95% Park picnic shelters used daily during peak season 80% 80% 80% 80% Number of complaints regarding facilities 5 5 5 5 Acres of parks and greenspaces per 1, 000 Tigard population (National goal is 11 acres/1, 000 population) 8.5 8.4 8.4 9.3 FULL-TIME EQUIVALENT POSITIONS 2007-08 2008-09 2009-10 2010-11 Environmental Program Coordinator 0.00 0.00 0.00 1.00 Grounds Supervisor 1.00 1.00 1.00 1.00 Park & Grounds Manager 0.75 0.75 0.75 0.75 Senior Utility Worker 3.00 3.00 3.00 2.00 Utility Worker II 5.00 5.00 5.00 5.00 Total 9.75 9.75 9.75 9.75 PUBLIC WORKS - PAGE 135 PARKS AND GROUNDS BUDGET UNIT: 6100 FY 2008 FY 2009 FY2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs.09-10 9.75 9.75 9.75 Total FTE 9.75 9.75 9.75 123,179 119,803 110,970 51001-Salaries-Management 122,936 122,936 122,936 10.8% 374,382 378,105 404,375 51002-Salaries-General 405,190 405,190 405,190 0.2% 65,530 55,241 80,000 51005 -Part Time -Temporary 92,000 92,000 92,000 15.0% 4,335 9,458 12,000 51006-Overtime 12,000 12,000 12,000 0.0% 567,426 562,607 607,345 Total Personal Services - Salaries 632,126 632,126 632,126 4.1% 1,119 563 515 52001 -Unemployment 527 527 527 2.3% 19,087 17,676 16,960 52002-Worker's Compensation 14,197 14,197 14,197 -16.3% 43,444 43,136 39,424 52003-Social Security/Medicare 40,400 40,400 40,400 2.5% 3,730 3,755 3,462 52004-Tri-Met Tax 3,601 3,601 3,601 4.0°k 51,439 52,102 52,644 52005-Retirement 57,181 57,181 57,181 8.6% 3,101 1,930 3,329 52006-Retirement -3%ERMatch 3,688 3,688 3,688 10.8% 8,348 7,788 8,250 52007 - VEBA - ER 7,350 7,350 7,350 -10.9% 640 573 2,214 52008 -Life Ins/ADD/LTD 2,031 2,031 2,031 -8.3% 1,409 1,259 0 52009 -Long Term Disability 0 0 0 0.0% 98,710 100,080 138,383 52010-Medical/Dental/Vision 121,004 121,004 121,004 -12.6% 12,680 12,687 0 52011 -Dental Benefits 0 0 0 0.0°A 0 0 0 52012 -Accrued Vacation 3,080 3,080 3,080 100.0°/. 243,707 241,549 265,181 Total Personal Services - Benefits 253,059 253,059 253,059 -4.61/. 603 1,526 1,800 53001-Office Supplies -1,000 800 800 -55.61A 14,192 11,587 12,750 53002-Small Tools & Equipment 7,000 7,000 7,000 -45.1% 20,698 22,378 23,650 53003-Fuel 27,000 27,000 27,000 14.2% 35,493 35,491 38,200 Total Supplies 33,000 34,800 34,800 -8.9% I 60,218 70,981 129,385 54001 - Professional/Contractual Services 113,285 113,285 113,285 -12.4% 0 0 0 54003 - Legal Fees 2,000 2,000 2,000 100.0% 109,040 88,513 9,000 54101 - R & M - Facilities 5,100 5,100 5,100 -43.3% 0 0 110,200 54105 -R & M - Grounds 92,700 92,700 92,700 -15.9% 27,851 40,713 30,000 54113 -R & M - Vehicles 30,000 30,000 30,000 0.0% 143 112 0 54115 - Vehicle Usage 0 0 0 0.01A 2,532 890 3,000 54202-Utilities-Water/Sewer/SWM 3,000 3,000 3,000 0.01/ 2,591 4,805 7,800 54205-Utilites-Phone/Pager/Cells 8,000 8,000 8,000 2.6% 1,326 457 1,000 54300 -Advertising & Publicity 1,000 1,000 1,000 0.0% 536 0 1,030 54301 -Fees and Charges 1,030 1,030 1,030 0.0% 992 250 1,200 54302 - Dues & Subscriptions 1,200 1,200 1,200 0.0% 3,338 4,221 6,225 54303-Travel and Training 2,900 2,900 2,900 -53.4% 0 102 0 54306 - Credit Card Fees 0 0 0 0.0% 0 21,602 0 54307 - Insurance 0 0 0 0.0% 1,938 1,834 5,700 54309 -Rents and Leases 5,500 5,500 5,500 -3.5% 4,478 3,018 4,100 54311 - Special Department Expenses 4,100 4,100 4,100 0.0% 214,983 237,498 308,640 Total Services 269,815 269,815 269,815 -12.6% 43,783 -840 0 56001 - Land 0 0 0 0.01A 0 8,455 75,000 56002 - Buildings & Improvements 12,700 12,700 12,700 -83.1% 62,527 38,206 70,000 56003-Vehicles 0 0 0 -100.0% 43,891 67,722 4,000 56004 - Computer Hardware and Software 4,000 4,000 4,000 0.0% 0 0 37,000 56006 -Equipment 90,000 90,000 90,000 143.2% 150,201 113,543 186,000 Total Capital Improvement 106,700 106,700 106,700 -42.6% PAGE 136 - CITY OF TIGARD PARKS AND GROUNDS BUDGET UNIT: 6100 FY 2008 FY 2009 FY 2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs.09-10 0 0 294,309 58000 - Interdepartmental Costs 228,557 228,557 228,557 -22.3% 0 0 0 58100 - Indirect Charges- City Management 0 0 0 0.0% 0 0 0 58110 -Indirect Charges- Human Resources 0 0 0 0.0% 0 0 0 58120 -Indirect Charges- Risk Management 0 0 0 0.0% 0 0 0 58200 - Indirect Charges- Finance Administratic 0 0 0 0.0% 0 0 0 58230 - Indirect Charges- Technology 0 0 0 0.00/0 0 0 0 58630 - Indirect Charges- Fleet Maintenance 0 0 0 0.0% 0 0 0 58640 - Indirect Charges- Property Managemen 0 0 0 0.0% 0 0 294,309 Total Internal Services 228.557 228.557 228,557 -22.39 1,211,810 1,190,688 1,699,675 Total Parks and Grounds 1,523,257 1,525,057 1,525,057 -10.3% PUBLIC WORKS - PAGE 137 STREET MAINTENANCE BUDGET UNIT: 6200 Program Results: The Streets Maintenance Division provides a transportation system that is safe for pedestrians, bicy- clists, and the motoring public. Program Desctt_~?tion: The Street Maintenance Division's primary functions include: • Installation and maintenance of street and traffic signs. • Installation and maintenance of guardrails and barricades. • Crack sealing and street patching. • Grading and maintenance of rock roads and road shoulders. • Maintenance of off-street bicycle paths. • Installation and maintenance of street markings. • Installation and maintenance of traffic calming devices. • Tree trimming and streetlight clearance. The Street Maintenance Division also administers the contract for street sweeping services, though this contract cost is budgeted in the Stormwater Division. The Street Maintenance Division is responsible for: • Overseeing a contract for repairing and sealing 160,000 linear feet of pavement cracks. • Maintaining street light clearance on a yearly cycle. • Inspecting and refreshing street markings throughout the city. • Complete dig-out repairs on arterial, collector, and residential streets. • Completing all pavement repairs for the Water, Stormwater, and Sanitary Sewer Divisions' utility excavations. • Inspecting and maintaining 10,700 signs and posts in the city. Overseeing a contract for right-of-way mowing. The functions performed by the Street Maintenance Division are accomplished through a combination of in-house and contracted services. FY2009-10Ac~i ents: • Installed six traffic calming devices. • Completed street light clearance citywide. • Repaired or refreshed street markings in all school zones within the city. • Repaired or refreshed street markings as needed citywide. • Managed the contract for 160,000 linear feet of crack sealing, right-of-way mowing, and street sweeping. • Reviewed the crack sealing program. • Reviewed the roadside right-of-way mowing program. PAGE 138 - CITY OF TIGARD STREET MAINTENANCE BUDGET UNIT: 6200 .FY2010-11 Goals and Objectives: • Work with the Engineering Division to refine how the Pavement Major Maintenance Pro- gram drives the Division's functions. • Manage the maintenance database. • In cooperation with the city's capital transportation, maintenance and improvement pro- grams, operate a transportation system that is safe for pedestrians, bicyclists, and the mo- toring public. • Provide outstanding service to internal and external customers. • Implement any changes needed to the roadside right-of-way mowing program. • Review the right-of-way vegetation maintenance. • Implement any changes needed to the crack sealing program. WORKLOAD MEASURES 2007-08 2008-09 2009-10 2010-11 Crack sealing completed annually 160,000 160,000 160,000 160,000 (linear feet) Freshen street markings in sections 5 5 5 5 Dig out and pothole repairs (square yards) 3,500 3,633 4,000 4,000 EFFECTIVENESS MEASURES 2007-08 2008-09 2009-10 2010-11 Number of complaints regarding street 10 12 10 10 conditions Number of complaints regarding visibility from high grass and weeds in the right of way 5 6 5 5 Overall pavement condition index (PCI) of 68.0 68.1 67.9 67.3 street system; (Goal, based upon Council approval of SMF increase in January, 2010, is to meet or exceed a PCI of 67.0) FULL-TIME EQUIVALENT POSITIONS 2007-08 2008-09 2009-10 2010-11 Streets Supervisor 1.0 1.0 1.0 1.0 Senior Utility Worker 2.0 2.0 2.0 1.0 Utility Worker II 4.0 4.0 4.0 5.0 Total 7.0 7.0 7.0 7.0 PUBLIC WORKS - PAGE 139 STREET MAINTENANCE BUDGET UNIT: 6200 With the adopted FY 2011 budget, the Street Maintenance Division was moved from the General Fund to the Gas Tax Fund. These two pages reflect the history in the General Fund and the 2011 budget in the Gas Tax Fund. FY 2008 FY 2009 FY 2010 2011 2011 2011 Adopted Actual Actual Revised Budget Resource Summary Proposed Approved Adopted vs.09-10 7.00 7.00 7.00 Total FTE 0.00 0.00 0.00 60,245 65,885 68,305 51001 - Salaries - Management 0 0 O -100.0% 241,489 269,119 283,095 51002 - Salaries - General 0 0 0 -100.0% 0 0 0 51005 - Part Time - Temporary O 0 0 0.0% 2,531 8,205 0 51006 - Overtime 0 0 0 0.01Y. 304,265 343,209 351,400 Total Personal Services - Salaries O 0 0 -100.0% 601 344 351 52001 - Unemployment 0 0 0 -100.0% 20,740 21,387 23,055 52002- Worker's Compensation O 0 O -100.0% 23,274 26,452 26,882 52003 - Social Security/Medicare 0 0 0 -100.0% 2,002 2,295 2,361 52004 - Tri-Met Tax 0 O 0 -100.0% 26,042 33,175 35,823 52005 - Retirement 0 0 0 -100.0% 1,819 2,059 2,049 52006 - Retirement - 3% ER Match 0 O 0 -100.01% 5,830 6,035 6,000 52007 - VEBA - ER O O O -100.0% 354 381 1,521 52008 - Life Ins/ADD/LTD 0 0 0 -100.0% 746 907 0 52009 - Long Term Disability 0 0 0 0.0% 58,014 60,452 80,189 52010-Medical/Dental/Vision 0 0 0 -100.0% 7,148 6,937 0 52011 - Dental Benefits O 0 O 0.0% 146,570 160,424 178,231 TOWI Personal Services - Benefits 0 O 0 -100.0% 77 130 250 53001 - Office Supplies 0 O O -100.0% 6,552 3,584 5,960 53002 - Small Tools & Equipment O 0 0 -5001% 19,274 17,610 24,500 53003-Fuel 0 O o -100.0% 25,903 21,324 30,710 Total Supplies 0 0 0 -100.0% 131,907 109,037 161,895 54001 - Professional/Contractual Services 0 0 0 -100.0% 77,613 108,116 148,036 54101 - R & M - Facilities 0 0 O -100.0% 30,603 30,275 30,500 54113 - R & M - Vehicles 0 0 0 -100.0% 1,952 2,357 5,280 54205 - Utiftes - Phone/Pager/CeOs 0 0 0 -100.0% 869 164 300 54300 - Advertising & Publicity 0 0 O -100.0% 308 214 400 54301 - Fees and Charges 0 O O -100.0% 207 280 600 54302 - Dues & Subscriptions 0 O O -100.0% 51 1,586 3,670 54303 - Travel and Training 0 O 0 -100.0% 0 178 O 54306 - Credit Card Fees O 0 0 0.0% 0 13,294 0 54307-Insurance 0 O 0 0.0% 0 O 1,000 54308 - Property Damage 0 0 0 -100.0% 1,200 34 11,000 54309- Rents and Leases 0 0 0 -100.0% 2,278 3,032 2,000 54311 - Special Department Expenses 0 0 0 -100.0% 246,988 266,567 364,681 Total Services 0 0 O -100.0% 0 0 140,000 56003 - Vehicles O 0 0 -100.0% 0 1,177 3,100 56004 - Computer Hardware and Software 0 O 0 -100.0% 0 0 12,000 56006 - Equipment 0 0 0 -300.0% 0 1,177 155,100 Total Capital Improvement O 0 0 -300.0% 0 0 217,700 58000 - Interdepartmental Costs 0 0 0 -100.0% 0 0 0 58100 - Indirect Charges- City Management 0 0 0 0.0% 0 0 0 58110 - Indirect charges- Human Resources 0 0 0 0.0% 0 0 0 58120 - Indirect charges- Risk Management 0 0 0 0.0% 0 0 O 58200 - Indirect Charges- Finance Administratio 0 O 0 0.0% 0 0 0 58230 - Indirect charges- Technology 0 0 0 0.0% 0 0 0 58630 - Indirect Charges- Fleet Maintenance 0 0 0 0.0% 0 0 0 58640 - Indirect Charges- Property Managemen 0 0 0 0.0% C 0 217.7CC Total intemal Services C 0 C -10C 0`11 723,726 794,701 1,297,822 Total Street Maintenance 0 0 0 -100.0% PAGE 140 - CITY OF TIGARD STREET MAINTENANCE BUDGET UNIT: 6200 FY 2008 FY 2009 FY 2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs.09-10 0.00 0.00 0.00 TotalFTE 7.00 7.00 7.00 0 0 0 51001- Salaries - Management 65,868 65,868 65,868 100.0% 0 0 0 51002 - Salaries - General 288,358 288,358 288,358 100.0% 0 0 0 51006 - Overtime 8,000 8,000 8,000 100.0% 0 0 0 Total Personal Services- Salaries 362,226 362,226 362,226 100.01/6 0 0 0 52001- Unemployment 354 354 354 100.0% 0 0 0 52002 - Worker's Compensation 19,377 19,377 19,377 100.0% 0 0 0 52003 - Social Security/Medicare 27,099 27,099 27,099 100.09% 0 0 0 52004 - Tri-Met Tax 2,414 2,414 2,414 100.0% 0 0 0 52005 - Retirement 36,081 36,081 36,081 100.0% 0 0 0 52006 - Retirement - 3% ER Match 1,976 1,976 1,976 100.0% 0 0 0 52007 - VEBA - ER 6,000 6,000 6,000 100.01Y. 0 0 0 52008 - Life Ins/ADD/LTD 1,428 1,428 1,428 100.0% 0 0 0 52010-Medical/Dental/Vision 68,139 68,139 68,139 100.0°/ 0 0 0 Total Personal Services - Benefits 162,868 162,868 162,868 100.0% 0 0 0 53001- Office Supplies 250 250 250 100.01Y. 0 0 0 53002 - Small Tools & Equipment 5,960 5,960 5,960 100.0°/ 0 0 0 53003 - Fuel 20,000 20,000 20,000 100.0% 0 0 0 Total Supplies 26,210 26,210 26,210 100.0% 0 0 0 54001- Professional/Contractual Services 195,802 195,802 195,802 100.0% 0 0 0 54101- R & M - Facilities 135,036 135,036 135,036 100.01% 0 0 0 54113 - R & M - Vehicles 26,000 26,000 26,000 100.0% 0 0 0 54205 - Utiites - Phone/Pager/Cells 5,880 5,880 5,880 100.0% 0 0 0 54300 - Advertising & Publicity 300 300 300 100.0% 0 0 0 54301-Fees and Charges 400 400 400 100.0% 0 0 0 54302 - Dues & Subscriptions 300 300 300 100.0% 0 0 0 54303 - Travel and Training 2,470 2,470 2,470 100.0% 0 0 0 54308 - Property Damage 1,000 1,000 1,000 100.0% 0 0 0 54309 - Rents and Leases 6,000 6,000 6,000 100.0% 0 0 0 54311- Special Department Expenses 2,000 2,000 2,000 100.0% 0 0 0 Total Services 375,188 375,188 375,188 100.0°/ 0 0 0 56004 - Computer Hardware and Software 20,000 20,000 20,000 100.0% 0 0 0 56006 - Equipment 72,000 72,000 72,000 100.0% 0 0 0 Total Capital improvement 92,000 92,000 92,000 100.0% 0 0 0 58000 - Interdepartmental Costs 298,908 298,908 298,908 100.0°/ 0 0 0 Total Internal Services 298,908 298,908 298,908 100.0°0 0 0 0 Total Street Maintenance 1,317,400 1,317,400 1,317,400 100.0% PUBLIC WORKS - RAGE 141 FLEET MAINTENANCE BUDGET UNIT: 6300 Program Results: The Fleet Maintenance Division maintains and repairs city vehicles and equipment with an emphasis on safety, cost effectiveness, and dependability. Program Descy ~2tion: The Fleet Maintenance Division repairs and maintains all city vehicles and equipment to industry stan- dards. The Fleet Maintenance Division is responsible for the maintenance of 160 pieces of rolling stock that are serviced by the following categories and intervals: • Three motor pool vehicles are serviced every 120 days. Service can be completed and the vehi- cle returned to the pool within 24 hours if needed. • 40 Police Department patrol vehicles are serviced every 45 days. • 25 investigative, administrative, and special use vehicles are serviced every 60 days. • 91 Public Works Department and Building Division vehicles are serviced every 120 days. FY2009--10 Accomplishments: • Purchased and outfitted six new replacement vehicles with specialized equipment. • Sold two surplus vehicles and six pieces of small equipment through the State of Oregon surplus division. • Continued replacement of city fleet vehicles with more energy efficient hybrid vehicles. • Updated fuel island card lock system. FY2010-11 Goals and Objectives: • Continue using bio-diesel fuel in fleet vehicles. • Upgrade fuel island with DEQ-mandated cathodic protection system. • Verify all city vehicles comply with DEQ standards. • Keep the total citywide repair and maintenance costs within 20 percent of the FY 2009-10 level.* * As a cost saving measure in FY 2010-11, several scheduled vehicle and equipment purchases have been postponed. Retaining these older vehicles and equipment will increase repair and maintenance costs. PAGE 142 - CITY OF TIGARD FLEET MAINTENANCE BUDGET UNIT: 6300 WORKLOAD MEASURES 2007-08 2008-09 2009-10 2010-11 Number of vehicles maintained in City fleet 153 158 160 162 EFFECTIVENESS MEASURES 2007-08 2008-09 2009-10 2010-11 Maximum percentage of fleet vehicles that are out of service at any one time NA 2% 2% 5% Note: As a cost saving measure in FY 2010-11,several scheduled vehicle and equipment pur- chases have been postponed. Retaining these older vehicles and equipment will increase re- pair and maintenance costs. FULL-TIME EQUIVALENT POSITIONS 2007-08 2008-09 2009-10 2010-11 Administrative Specialist II 0.5 0.5 0.0 0.6 Fleet Services Coordinator 1.0 1.0 1.0 1.0 Mechanic 1.0 0.0 0.0 0.0 Utility Worker 1 0.0 1.0 1.0 1.0 Total 2.5 2.5 2.0 2.6 PUBLIC WORKS - RAGE 143 FLEET MAINTENANCE BUDGET UNIT: 6300 FY 2008 FY 2009 FY 2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs.09-10 2.50 2.50 2.00 Total FTE 2.00 2.60 2.60 34,690 64,479 67,583 51001-Salaries-Management 65,868 65,868 65,868 -2.5% 41,116 41,359 63,966 51002-Salaries-General 42,528 42,528 42,528 -33.5% 4,048 0 0 51004 - Part Time - Regular 0 22,874 22,874 100.0% 273 1,049 1,400 S1006-Overtime 1,200 1,200 1,200 -14.3% 80,127 106,887 132,949 Total Personal Services -Salaries 109,596 132,470 132,470 -0.4% 159 107 132 52001-Unemployment 109 132 132 0.0% 1,440 2,700 3,383 52002 -Worker's Compensation 2,782 2,814 2,814 -16.8% 6,056 8,229 10,063 52003 -Social Security/Medicare 8,292 10,042 10,042 -0.2% 526 715 884 52004 - Tri-Met Tax 739 895 895 1.2% 7,959 11,357 13,831 52005-Retirement 11,498 13,785 13,785 -0.3'% 832 1,303 2,027 52006-Retirement -3%ERMatch 1,976 1,976 1,976 -2.5% 1,531 1,540 2,400 52007 - VEBA - ER 1,500 2,400 2,400 0.0% 134 166 804 52008 - Life Ins/ADD/LTD 588 756 756 -6.0% 253 335 0 52009 - long Term Disability 0 0 0 0.0% 13,053 20,637 32,841 52010-Medical/Dental/Vision 28,450 28,450 28,450 -13.4% 1,356 2,115 0 52011-Dental Benefits 0 0 0 0.0% 0 1,655 0 52012 - Accrued Vacation 0 0 0 0.0% 33,299 50,859 66,365 Total Personal Services - Benefits 55,934 61,250 61,250 -7.7% 1,012 763 1,400 53001-Office Supplies 800 800 800 -42.9% 50 2,283 3,500 53002 - Small Tools & Equipment 4,000 4,000 4,000 14.3% 5,603 3,107 4,000 53003-Fuel 4,500 4,500 4,500 12.5% 6,665 6,153 8,900 Total Supplies 9,300 9,300 9,300 4.5% 2,879 2,228 2,000 54001-Professional/Contractual Services 0 0 0 -100.0% 4,369 7,229 11,000 54101- R & M - Facilities 8,000 8,000 8,000 -27.3% 4,024 50,631 3,500 54113 - R & M - Vehicles 4,500 4,500 4,500 28.6% -169 -4,593 0 54115 -Vehicle Usage 0 0 0 0. 01Y. 856 1,077 3,240 54205-Utilites-Phone/Pager/Cells 3,300 3,300 3,300 1.9% 0 0 0 54301 -Fees and Charges 500 500 500 100.0% 65 222 250 54302 - Dues & Subscriptions 150 150 150 -40.0% 1,440 1,049 2,600 54303 -Travel and Training 3,500 3,500 3,500 34.6% 0 195 0 54306 - Credit Card Fees 0 0 0 0.0% 905 702 200 54311- Special Department Expenses 800 800 800 300.0% 14,369 58,740 22,790 Total Services 20,750 20,750 20,750 -9.0% 0 0 28,000 56003 -Vehicles 0 0 0 -100.0% 0 0 400 56004 - Computer Hardware and Software 400 400 400 0.0% 0 0 28,400 Total Capital Improvement 400 400 400 -98.6% 134,460 222,639 259,404 Total Fleet Maintenance 195,980 224,170 224,170 -13.6% PAGE 144 - CITY OF TIGARD PROPERTY MANAGEMENT BUDGET UNIT: 6400 Program Results: The Property Management Division: • Provides clean, safe, well-maintained, environmentally-efficient city facilities for employees and the public. • Implements maintenance practices which preserve the citizens' investment in city facilities. • Ensures adequate facility space is available to meet the current and future needs of citizens and city staff. Program Description: The Property Management Division is responsible for the environmental health, safety and security (access control), operations, maintenance, and repair of all city facilities. The Division administers the city's janitorial contract. This Division provides the following services: • Responds to work order requests from city and Senior Center staff. • Provides room setup for meetings, seminars, training sessions, and classes in city facilities. • Performs bi-monthly maintenance and participates in yearly state inspection and licensing of building elevators. • Monitors HVAC systems at city facilities. • Performs quarterly maintenance and service of HVAC and electrical systems. • Performs monthly inspection and quarterly servicing of medical/first-aid cabinets. • Conducts or oversees: • Annual testing and servicing of fire sprinkler. • Semi-annual testing and servicing of fire and security alarm systems. • Annual testing and maintenance of emergency lights and exit lights. • Semi-annual testing and maintenance of kitchen fire suppression (annual wet chemical) sys- tems. • 24 hours a day, seven days a week monitoring services for phone line based systems such as the fire alarm, security/burglar/intrusion alarm, and CCTV cameras. • Monthly inspection and annual servicing of portable fire extinguishers located in vehicles, heavy equipment, and facilities. • Manage all services necessary to maintain clean, safe, and environmentally-efficient facilities for city employees and the public. Such services include: janitorial services, electrical and mechani- cal services, plumbing systems, card lock/access control system, intrusion and security systems, and door/lock repair services, etc. FY2009-10 Accomplishments: • Completed Phase 1 and 2 of Senior Center Renovations. • Initiated installation of new Energy Star roof on the Permit Center. • Accomplished 100 percent of city facility room setups within one hour before the scheduled meeting, seminar, training session or class. • Closely monitored contractor and vendor contracts for maintenance services. PUBLIC WORKS - PAGE 145 PROPERTY MANAGEMENT BUDGET UNIT: 6400 • Continued implementation of HVAC replacement program. • Upgraded security at city facilities. • Cleaned ductwork at the Police Department, Public Works Building, and Niche. • Painted exterior of three Public Works Department buildings. • Upgraded HVAC computer system for the Niche. • Demolished Clute house and Loucks-Burton house. • Installed new gutters and HVAC unit at the Fanno Creek House. • Carpeted Police Department. • Upgraded panic door hardware for Permit Center and Public Works Building. ,FY2010-11 Goals and Objectives: • Complete installation of new Energy Star roof on the Permit Center. • Facility inspections (monitor contractors, janitorial service, and building maintenance). • Continue to provide clean, safe, and well-maintained facilities (including ductwork cleaning in 5 -year cycles). • Update security card locks. • Upgrade HVAC computer control system. • Clean ductwork at the library. PAGE 146 - CITY OF TIGARD PROPERTY MANAGEMENT BUDGET UNIT: 6400 WORKLOAD MEASURES 2007-08 2008-09 2009-10 2010-11 Number of work orders accomplished/month 260 345 319 345 Number of online Request for Actions 80 90 69 90 processed monthly EFFECTIVENESS MEASURES 2007-08 2008-09 2009-10 2010-11 Work orders to be completed within 48 90% 93% 93% 90% hours FULL-TIME EQUIVALENT POSITIONS 2007-08 2008-09 2009-10 2010-11 Building Maintenance Tech. II 1.00 2.00 2.00 2.00 Facilities Services Coordinator 1.00 1.00 1.00 1.00 Parks Manager 0.25 0.25 0.25 0.25 Senior Building Maintenance Tech 1.00 1.00 1.00 1.00 Total 3.25 4.25 4.25 4.25 PUBLIC WORKS - PAGE 147 PROPERTY MANAGEMENT BUDGET UNIT: 6400 FY 2008 FY 2009 FY2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs.09-10 3.25 4.25 4.25 Total FTE 4.25 4.25 4.25 68,823 76,149 83,660 S1001-Salaries-Management 81,506 81,506 81,506 -2.6% 108,485 138,643 143,844 51002-Salaries-General 145,652 145,652 145,652 1.3% 11,311 7,340 24,961 51005 -Part Time -Temporary 12,480 12,480 12,480 -50.0% 0 404 4,000 51006 - Overtime 3,500 3,500 3,500 -12.5% 188,619 222,536 256,465 Total Personal Services - Salaries 243,138 243,138 243,138 -5.2% 372 223 228 52001-Unemployment 226 226 226 -0.9% 4,793 5,521 5,865 52002 -Worker's Compensation 4,982 4,982 4,982 -15.1% 14,349 16,894 17,404 52003 - Social Security/Medicare 17,377 17,377 17,377 -0.2% 1,240 1,484 1,528 52004-Td-Met Tax 1,549 1,549 1,549 1.4% 16,679 22,283 23,587 52005-Retirement 23,530 23,530 23,530 -0.2% 1,775 1,963 2,510 52006-Retirement -3%ERMatch 2,445 2,445 2,445 -2.6% 3,079 3,466 3,450 52007 - VEBA - ER 3,450 3,450 3,450 0.0% 270 302 1,095 52008 - Life Ins/AOD/LTD 1,029 1,029 1,029 -6.0% 316 422 0 52009 - Long Term Disability 425 425 425 100.0% 27,687 33,617 40,476 52010-Medical/Dental/Vision 39,529 39,529 39,529 -2.3% 2,894 3,551 0 52011 -Dental Benefits 3,000 3,000 3,000 lOD.0% 0 6,558 0 52012 -Accrued Vacation 378 378 378 100.0% 73,454 96,284 96,143 Total Personal Services - Benefits 97,920 97,920 97,920 1.8% 1,201 1,778 3,200 53001 -Office Supplies 1,500 1,500 1,500 -53.1% 3,782 4,467 3,200 53002 -Small Tools & Equipment 3,425 3,425 3,425 7.0% 2,732 2,147 2,700 53003-Fuel 2,700 2,700 2,700 0.0% 7,715 8,392 9,100 Total Supplies 7,625 7,625 7,625 -16.2% 330,402 301,133 381,404 54001 -Professional/Contractual Services 359,525 359,525 369,525 -3.1% 112,137 117,217 114,500 54101 - R & M - Facilities 101,750 101,750 101,750 -11.1% 2,951 10,776 3,700 54113 - R & M - Vehicles 3,700 3,700 3,700 0.0% 211,017 196,114 221,225 54201-Utilities-Electric 227,853 227,853 227,853 3.0% 87,667 95,463 117,000 54202-Utilities-Water/Sewer/SWM 120,000 120,000 120,000 2.6% 86,312 94,009 109,039 54203 - Utilities - Natural Gas 113,510 113,510 113,510 4.1% 2,045 3,705 3,480 S420S - Utilites - Phone/Pager/Cells 5,400 5,400 5,400 55.2% 105 102 3,500 54300 -Advertising & Publicity 1,000 1,000 1,000 -71.4% 1,000 385 1,550 54301 - Fees and Charges 1,900 1,900 1,900 22.6% 182 332 350 54302 -Dues & Subscriptions 450 450 450 28.6% 1,542 3,374 3,800 54303-Travel and Training 2,200 2,200 2,200 -42.1% 0 Sal 0 54306 -Credit Card Fees 0 0 0 0.0% 0 0 150 54309 -Rents and Leases 150 150 150 0.0% 1,500 1,021 2,000 54311- Special Department Expenses 2,000 2,000 2,000 0.0% 836,860 824,212 961,698 Total Services 939,438 939,438 949,438 -1.3% 18,188 9,298 12,900 56002 - Buildings & Improvements 47,400 75,400 75,400 484.5% 0 27,565 0 56004 - Computer Hardware and Software 5,000 5,000 5,000 100.0% 0 0 62,622 56006-Equipment 0 0 0 -100.0% 15,188 36,863 75,522 Total Capital Improvement 52,400 80,400 80,400 6.5% 1,124,836 1,188,287 1,398,928 Total Property Management 1,340,521 1,368,521 1,378,521 -1.5% PAGE 148 - CITY OF TIGARD WATER BUDGET UNIT: 6500 Program Results: The Water Division: • Provides safe and reliable water that meets or exceeds all Environmental Protection Agency standards for water quality. The Division holds to these standards under normal, peak, and emergency situations. • Ensures the Tigard Water Service Area has adequate and innovative funding mechanisms to develop regional and sub-regional water sources. • Encourages efficient water use with a goal of reducing water consumption per customer by one percent a year for the next ten years. Program Description: The Water Division has the primary responsibility to maintain, repair, and expand the water system while at the same time providing a high-quality, dependable water supply to its customers. The Tigard Water Service Area is comprised of the cities of Durham, King City, two thirds of Tigard, and unincor- porated areas to the south and west of Tigard. The service area has 17,894 service connections supply- ing approximately 57,500 residents, making it the tenth largest water utility in the State of Oregon. The FY 2010-2011 budget represents several changes from last year's adopted budget. These changes include moving certain capital improvement project costs to repair and maintenance (R&M) line items. These items are specifically related to water meters, fire hydrants and small water main replacements. Also, the city anticipates Portland Water Bureau will continue to increase wholesale water purchase costs. More specifically: • Wholesale water costs were increased by Portland Water Bureau by 11.7 percent in 2009. These costs are expected to remain flat for 2010 and then increase by an additional ten percent in 2011. • 400 fire hydrants are scheduled for replacement over the next eleven years at a cost of approxi- mately $120,000 per year. • All water meter replacement, new installation and repair, and meter accuracy testing is under the line item R&M Meters. • Full time employment for the Water Division was reduced by one Utility Worker position. FY2009--10Accomp hments: • Completed the electrical motor controller panel upgrade at High Tor Pump Station. This pro- ject replaced a below ground, 40-year electrical system with state of the art units relocated above ground to reduce the threat of flood damage. • Completed the Water Management and Conservation Plan. • Completed approximately 1,500 linear feet of 12-inch pipeline replacement on Burnham Street. • Completed the Water System Master Plan including a projected 20-year capital improvement plan list, dynamic hydraulic water distribution system model, and projected water use demand to year 2030. • Continued public outreach efforts and evaluated the city's various conservation efforts and programs for youth and adults. PUBLIC WORKS - PAGE 149 WATER BUDGET UNIT: 6500 • Continued to utilize the Aquifer Storage Recovery (ASR) system to store low cost, interruptible water (at 80 percent below wholesale cost) to supplement peak season water demand. • Continued to meet the financial and technical partnering obligations of the Lake Oswego- Tigard Water Partnership. • Completed implementation and participation in the citywide Geographic Information Systems (GIS) project. • Completed review, organized, and implemented upgraded mapping of the water distribution system. • Purchased future water supply carrying capacity option with City of Sherwood regarding re- gional pipeline construction. • Initiated the Water Rate Study and Water System Development Charge Update; completion is slated for FY 2010-2011. • Initiated and published a new quarterly direct mail newsletter which provided customers with information on fluoride, water quality issues, and water conservation. • Monitored and improved the Cross Connection Program by identifying new private owner de- vices, providing educational brochures and letters, and updating databases. • Replaced 200 linear feet of old steel pipe with ductile iron pipe in Tigard. • Replaced 31 blow off assemblies (end of water line) to enhance water quality maintenance. • Replaced 30 fire hydrants due to damage or age. • Inspected 2,317 water valves to ensure they are operational. , • Replaced 420 water meters due to damage or age. i .FY2010-11 Goals and Objectives: • Maintain the water distribution system utilizing Best Management Practices. • Continue to meet the obligations of the Lake Oswego-Tigard Water Partnership to increase water supply capacity and to meet both cities' daily water demands. • Review, plan, and organize final completion of Independent Distribution System Evaluation & Unregulated Contaminants Monitoring Regulations Phase 2 Water Quality Sampling projects. • Continue to improve asset data information and track work order performance through the Computerized Maintenance Management System (CMMS). • Provide outstanding customer service. • Continue to provide better communication with customers through quarterly newsletters with pertinent information regarding rates, billing, water quality, water conservation, backflow and cross connection prevention, contact information, long term water supply, etc. • Complete the Water Rate Study and Water System Development Charge Update. • Continue to collect data, plan, organize, and publish the Water Audit Report, Water Conserva- tion Report, Water Energy Report and Water Demand Forecast Report. • Continue to provide financial and technical support for the Lake Oswego-Tigard Water Part- nership. • Replace 40 Pacific States scissor style, three-port fire hydrants (11 year replacement program). PAGE 150 - CITY OF TIGARD WATER BUDGET UNIT: 6500 WORKLOAD MEASURES 2007-08 2008-09 2009-10 2010-11 Miles of distribution piping maintained (w/BMP's) 217 225 235 245 Time spent by staff managing water sampling (work weeks) 12 12 12 12 Water conservation presentations given 24 24 24 24 Number of Bac-T water samples taken during the year 732 732 732 732 EFFECTIVENESS MEASURES 2007-08 2008-09 2009-10 2010-11 Percentage of water samples taken that meet or exceed water quality standards as set by EPA 100% 100% 100% 100% Percentage of residential backflow customers who comply with annual testing requirements 50% 75% 75% 85% PUBLIC WORKS - PAGE 151 WATER BUDGET UNIT: 6500 FULL-TIME EQUIVALENT POSITIONS 2007-08 2008-09 2009-10 2010-11 Backflow Cross Connections Specialist 0.0 1.0 1.0 1.0 Engineering Technician II 1.0 1.0 0.0 0.0 Environmental Program Coordinator 4.0 2.0 1.5 1.5 GIS Technician 0.8 0.8 1.0 0.0 Senior Project Engineer 1.0 1.0 0.0 0.0 Senior Utility Worker 2.0 1.0 1.0 1.0 Senior Water Utility Technician 0.0 1.0 1.0 1.0 Utility Division Manager 1.0 1.0 1.0 1.0 Utility Worker II 5.5 5.5 4.5 4.5 Water Operations Supervisor 1.0 1.0 1.0 1.0 Water Utility Technician 0.0 1.0 1.0 1.0 Total 16.3 16.3 13.0 12.0 FY 2008 FY 2009 FY2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs.09-10 16.30 16.30 13.00 Total FTE 13.00 12.00 12.00 200,564 222,459 232,539 51001-Salaries-Management 150,180 150,180 150,180 -35.4% 629,541 666,464 711,765 51002-Salaries-General 592,796 536,996 536,996 -24.61Y. 0 0 0 51005 -Part Time -Temporary 25,000 0 0 0.01% 18,883 23,660 25,000 51006-Overtime 0 25,000 25,000 0.0°% 848,988 912,583 969,304 Total Personal Services-Salaries 767,976 712,176 712,176 -26.5°% 1,677 914 944 52001-Unemployment 740 684 684 -27.5% 27,629 27,934 31,582 52002-Worker's Compensation 21,228 20,569 20,569 -34.91/. 65,135 69,909 72,239 52003-Social Security/Medicare 56,839 52,570 52,570 -27.2% 5,582 6,096 6,344 52004-Tri-Met Tax 5,064 4,684 4,684 -26.21/. 85,103 93,555 96,756 52005-Retirement 75,798 70,218 70,218 -27.49'. 6,144 6,856 6,976 52006-Retirement -3%ERMatch 4,505 4,505 4,505 -35.4% 13,623 13,659 13,770 52007 - VEBA - ER 11,100 10,200 10,200 -25.9% 1,051 1,055 3,721 52008 -life Ins/ADD/LTD 2,688 2,520 2,520 -32.3% 2,230 2,373 0 52009-Long Term Disability 0 0 0 0.0% 157,566 176,722 219,078 52010-Medical/Dental/VWon 162,712 145,131 145,131 -33.8°% 20,080 21,459 0 52011 -Dental Benefits 0 0 0 0.0°% 385,820 420,532 451,410 Total Personal Services - Benefits 340,674 311,081 311,081 -31.1% 6,081 3,739 7,000 53001 -Office Supplies 2,000 2,000 2,000 -71.4% 20,115 19,655 18,000 53002 -Small Tools & Equipment 20,043 20,043 20,043 11.4% 27,692 20,619 27,000 53003-Fuel 25,500 25,500 25,500 -5.6% 2,018,733 2,681,807 3,060,000 53530 -Water Costs: L.O. & Ptid 3,362,145 3,362,145 3,362,145 9.9% 2,072,621 2,725,820 3,112,000 Total Supplies 3,409,688 3,409,688 3,409,688 9.6% PAGE 152 - CITY OF TIGARD WATER BUDGET UNIT: 6500 FY 2008 FY 2009 FY2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs.09-10 336,594 235,840 574,590 54001 -Professional/Contractual Services 384,390 384,390 384,390 -33.1% 40,849 50,393 39,245 54002-Water Costs: Sampling 39,745 39,745 39,745 13% 0 50,636 0 54003 -Legal Fees 30,900 30,900 30,900 100.0% 3,015 9,078 7,000 54101 - R & M - Facilities 8,500 8,500 8,500 21.4% 89,500 74,550 100,000 54102 - R & M - Water Lines 70,000 70,000 70,000 -30.0% 10,845 13,802 15,000 54103 - R & M - Control Valves 17,000 17,000 17,000 13.3% 4,218 11,621 6,000 54104 - R & M - Reservoir 6,000 6,000 6,000 0.0% 6,877 7,174 10,000 54105 - R & M - Grounds 12,000 12,000 12,000 20.0% 2,538 89 9,000 54106 - R & M - Pump Station 8,500 8,500 8,500 -5.6% 1,625 4,237 7,000 54107 - R & M - SCADA 8,000 8,000 8,000 14.3% 26,316 14,788 10,000 54108 - R & M - Wells 11,500 11,500 11,500 15.01% 10,016 7,968 15,000 54109 - R & M - Meters 227,100 227,100 227,100 1414.0% 8,082 9,952 7,700 54110 - R & M - Service Lines 20,500 20,500 20,500 166.20/. 8,546 210 0 54111 - R & M - Regulators 0 0 0 0.01% 26,457 19,149 32,000 54112 - R & M - Fire Hydrant 120,000 120,000 120,000 275.01% 54,530 30,390 25,000 54113 -R & M - Vehicles 25,000 25,000 25,000 0.0% 81 111 0 54115 - Vehicle Usage 0 0 0 0.0% 184,340 154,022 251,600 54201-Utilities-Electric 271,728 271,728 271,728 8.0% 1,953 818 4,000 54202-Utilities-Water/Sewer/SWM 1,000 1,000 1,000 -75.0% 5,531 7,364 8,440 54205-Utilites-Phone/Pager/Cells 9,706 9,706 9,706 15.0% 12,791 10,998 67,500 54300 -Advertising & Publ kity 43,167 43,167 43,167 -36.0% 1,097 1,011 1,500 54301 - Fees and Charges 1,725 1,725 1,725 15.0°/ 8,529 6,351 6,000 54302 - Dues & Subscriptions 6,900 6,900 6,900 15.01Y. 8,148 7,174 8,510 54303 -Travel and Training 7,250 7,250 7,250 -14.8% 29,152 27,791 0 54305-Conservation Expenses 31,700 31,700 31,700 100.0% 0 2,330 0 54306 - Credit Card Fees 0 0 0 0.0% 0 46,820 0 54307-Insurance 0 0 0 0.01A 0 559 1,000 54308 - Property Damage 5,750 5,750 5,750 475.01/. 471 0 3,000 54309 - Rents and Leases 3,000 3,000 3,000 0.0° 796 513 2,000 54310 - Bad Debt Expense 5,750 5,750 5,750 187.5% 6,685 9,865 7,400 54311 - Special Department Expenses 8,000 8,000 8,000 8.1% 889,582 815,604 1,218,485 Total Services 1,384,811 1,384,811 1,384,811 13.7% 95,789 0 60,000 56003-Vehicles 70,000 70,000 70,000 16.7% 20,288 14,220 3,500 56004 -Computer Hardware and Software 3,100 3,100 3,100 -11.4% 0 13,760 80,000 56006-Equipment 0 0 0 -100.0% 116,077 27,980 143,500 Total Capital Improvement 73,100 73,100 73,100 -49.1% 0 0 0 57650 -Transfer Out to Fleet/Property 0 0 0 0.0% Management Fund 0 0 0 Total Transfers Out 0 0 0 0.0% PUBLIC WORKS - PAGE 153 WATER BUDGET UNIT: 6500 FY 2008 FY 2009 FY 2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs.09-10 0 0 787,637 58000 - Interdepartmental Costs 443,482 443,482 443,482 -43.7% 0 0 0 58100 - Indirect Charges- City Management 0 0 0 0.0% 0 0 0 58110 - Indirect Charges- Human Resources 0 0 0 0.0% 0 0 0 58120 - Indirect Charges- Risk Management 0 0 0 0.0% 0 0 0 58150 - Indirect Charges- Records 0 0 0 0.0% 0 0 0 58200 - Indirect Charges- Finance Administratic 0 0 0 0.0% 0 0 0 58230 - Indirect Charges- Technology 0 0 0 0.0% 0 0 0 58630 - Indirect Charges- Fleet Maintenance 0 0 0 0.0% 0 0 0 58640 - Indirect Charges- Property Managemen 0 0 0 0.0% 0 0 787,637 Total Internal Services 443,482 443,482 443,482 -43.7°/. 4,313,088 4,902,519 6,682,336 Total Water 6,419,731 6,334,338 6,334,338 -5.2% RAGE 154 - CITY OF TIGARD SANITARY SEWER BUDGET UNIT: 6600 Program Results: The Sanitary Sewer Division provides a safe and reliable wastewater system that meets or exceeds all regulatory standards. • This year's budget reflects a consistent level of service with no expected major additions to the sanitary system. The economic downturn has slowed construction and thus the expansion of the city's infrastructure. There will be an increased focus on maintenance of the existing sani- tary sewer system. Program Description: The Sanitary Sewer Division manages and operates 162 miles of pipe in the wastewater collection sys- tem within the city limits of Tigard. This Division provides a wide range of services to the community such as: • Sanitary Service Line Repairs/Replacements - repairs or replaces damaged sanitary sewer lines in the public right-of-way. • Customer Service & Emergency Response 24 Hours a Day, Seven Days a Week - provides outstanding customer service on wastewater related issues and round-the-clock emergency re- sponse to overflows, blocked main and service lines, etc. • Sanitary Sewer Line Cleaning - cleans over 40 miles of pipe per year, or about one-quarter of the city's wastewater lines, to prevent blockages and overflows. • Video Inspection of Sanitary Lines - inspects 23 miles of pipe per year, or about one-seventh of the city's wastewater lines, for structural integrity, location of service connections, root blockages, etc. • Utility Locates - assures public sanitary sewer lines are marked with green paint prior to exca- vation. • Sanitary System Repairs - repairs damaged sanitary sewer lines once they have been identified by video inspection. FY200940 Accomplishments: • Performed six sanitary service repairs in the public right-of-way. • Met annual maintenance goals in accordance with Clean Water Services' (CWS) recommenda- tions. The Division cleaned over 60 miles of pipe and video inspected over 24 miles of sanitary sewer main. • Responded to approximately 50 customer service requests. • Maintained an accurate mapping and database management system. FY2010-11 Goals and Objectives: • Continue maintenance programs in accordance with CWS recommended standards. Provide outstanding customer service to our internal and external customers. • Maintain an accurate mapping and database management system. • Work with CWS to insure that food establishments are adhering to the fat, oils and grease (FOG) program. PUBLIC WORKS - PAGE 155 SANITARY SEWER BUDGET UNIT: 6600 WORKLOAD MEASURES 2007-08 2008-09 2009-10 2010-11 Miles of sanitary sewer system 158.0 162.8 162.8 162.8 Miles of sanitary sewer lines cleaned annually 61.00 40.70 40.70 40.75 Miles of sewer lines video inspected annually 25.00 23.25 23.25 23.28 EFFECTIVENESS MEASURES 2007-08 2008-09 2009-10 2010-11 Sewer line cleaning goal met (goal: 25% of system annually) 25% 25% 25% 25% Sewer line video inspection goal met 14.0% 14.3% 14.3% 14.3% (goal: 14.3% of system annually) FULL-TIME EQUIVALENT POSITIONS 2007-08 2008-09 2009-10 2010-11 GIS Technician 0.10 0.10 0.00 0.00 Senior Utility Worker 2.00 1.00 1.00 1.00 Utility Worker 11 4.25 3.25 3.25 3.25 Wastewater Operations Supervisor 1.00 1.00 1.00 1.00 Total 7.35 5.35 5.25 5.25 PAGE 156 - CITY OF TIGARD SANITARY SEWER BUDGET UNIT: 6600 FY 2008 FY 2009 FY2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs.09-10 7.35 5.35 5.25 TotaIFTE 5.25 5.25 5.25 62,377 66,114 68,305 51001 - Salaries - Management 65,868 65,868 65,868 -3.6% 188,234 189,264 202,813 51002 - Salaries - General 202,930 202,930 202,930 0.1% 0 0 O 51005 - Part Time - Temporary 25,000 25,000 25,000 100.01% 2,645 3,256 3,000 51006 - Overtime 5,000 5,000 5,000 66.7% 253,256 258,634 274,118 Total Personal Services - Salaries 298,798 298,798 298,798 9.0% 501 259 271 52001 - Unemployment 268 268 268 -1.1% 8,072 7,703 8,600 52002 - Worker's Compensation 7,424 7,424 7,424 -13.7% 19,741 20,327 20,740 52003 - Social Security/Medicare 20,564 20,564 20,564 -0.8% 1,664 1,726 1,821 52004 - Tri-Met Tax 1,832 1,832 1,832 0.6% 22,235 24,576 27,795 52005 - Retirement 27,537 27,537 27,537 -0.9% 1,872 1,984 2,049 52006 - Retirement - 3% ER Match 1,976 1,976 1,976 -3.6% 4,744 4,589 4,515 52007 - VERA - ER 4,425 4,425 4,425 -2.0% 335 339 1,225 52008-Life Ins/ADD/LTD 1,134 1,134 1,134 -7.4% 627 684 0 52009 - Long Term Disability 0 0 0 0.0% 54,207 55,185 70,792 52010-Medical/Dental/Vision 64,144 64,144 64,144 -9.4% 7,575 7,135 0 52011 - Dental Benefits 0 0 0 0.0% O 0 0 52012 - Accrued Vacation 0 0 0 0.0% 121,573 124,507 137,808 Total Personal Services- Benefits 129,304 129,304 129,304 -6.2% 650 1,691 400 53001 - Office Supplies 400 400 400 0.0% 7,534 8,242 8,160 53002 - Small Tools & Equipment 7,500 7,500 7,500 -8.1% 21,888 23,598 17,500 53003-Fuel 21,125 21.125 21,125 20.7% 30,072 33,531 26,060 Total Supplies 29,025 29,025 29.025 11.4% 7,508 11,693 7,260 54001- Professional/Contractual Services 11,000 46,000 46,000 533.6% 0 0 1 54002 - Water Costs: Sampling 0 0 O -100.0% 11,218 17,382 10,650 54101 - R & M - Facilities 7,000 7,000 7,000 -34.3% 42,993 33,946 14,500 54113 - R 8, M - Vehicles 15,000 15,000 15,000 3.4% 20 0 0 54114 - R& M- Office Equipment 0 0 0 0.0% 38 0 0 54115 - Vehicle Usage 0 O O 0.0% 0 0 3,480 54202 - Utilties-Water/Sewer/SW M 2,500 2,500 2,500 -28.21/. 1,739 2,183 3,480 54205 - Utiftes - Phone/Pager/Cells 4,800 4,800 4,800 37.9% 664 328 350 54300 - Advertising & Publicity 350 350 350 0.0% 1,516 337 300 54301 - Fees and Charges 500 500 500 66.7% 107 280 120 54302 - Dues & Subscriptions 120 120 120 0.0% 2,306 2,892 4,080 54303 - Travel and Training 3,500 3,500 3,500 -14.2% 0 150 0 54306 - Credit Card Fees 0 0 0 0.0% O 12,522 0 54307 - Insurance 0 0 0 0.0% 2,147 565 5,000 54308 - Property Damage 1,000 1,000 1,000 -80.0% 955 3,827 3,000 54309 - Rents and Leases 1,500 1,500 1,500 -50.0% 1,070 838 1,200 54310 - Bad Debt Expense 1,200 1,200 1,200 0.0% 1,706 1,242 1,550 54311 - Special Department Expenses 1,700 1,700 1,700 9.7% 73,987 88,185 54,971 Total Services 50,170 85,170 85,170 54.9% 228,608 38,013 180,000 56003 - Vehicles 365,000 365,000 365,000 102.8% 2,418 19,720 22,600 56004 - Computer Hardware and Software 9,300 9,300 9,300 -58.8% 0 0 0 56006 - Equipment 13,200 13,200 13,200 100.0% 231,026 57,733 202,600 Total Capital improvement 387,500 387,500 387,500 91.3% 0 0 195,207 58000 - Interdepartmental Costs 138,472 138,472 138,472 -29.1% 0 0 0 58100 - Indirect Charges- City Management 0 0 0 0.0% 0 0 0 58110 - Indirect Charges- Human Resources 0 0 0 0.0% 0 0 0 58120 - Indirect Charges- Risk Management 0 0 0 0.0% 0 0 0 58200 - Indirect Charges- Finance Administratio 0 0 0 0.0% 0 0 0 58230 - Indirect Charges- Technology 0 0 0 0.01y. 0 0 0 58630 - Indirect Charges- Fleet Maintenance 0 0 0 0.0% 0 0 0 58640 - Indirect Charges- Property Managemen 0 0 0 0.0% 0 0 195.2C7 Total Intemal Services 138.472 138,472 138.472 -29.1% 709,914 562,590 890,764 Total Sanitary Sewer 1,033,269 1,068,269 1,068,269 19.9% PUBLIC WORKS - PAGE 157 STORMWATER BUDGET UNIT: 6700 Program Results: The Stormwater Division provides a safe and reliable stormwater system and implements watershed protection and restoration actions that consistently promote surface water quality and stream health. Program Desc. i born: The Stormwater Division manages the stormwater collection and treatment systems within the city lim- its of Tigard. This encompasses: 131 miles of pipe, 4,437 catch basins, 79 water quality facilities and 8.5 miles of ditch. This Division provides a wide range of services to the community such as: • Customer Service and Emergency Response 24 Hours a Day, Seven Days a Week - provides outstanding customer service on all stormwater related issues and round-the-clock emergency response. • Healthy Streams Plan and Volunteer Coordination - takes the lead in coordinating the city's responsibilities in the implementation of Clean Water Services' (CWS) Healthy Streams Plan, which includes the use of volunteers for tree planting and stream restoration projects. • Leaf Collection/Food Drive Events- sponsors four free leaf collection events held each fall. • West Nile Virus (WNV) Program - participates in a partnership with Washington County Health Department to monitor, test, treat catch basins and identified ponds and wetland areas to prevent the spread of WNV. • Storm Line Cleaning - cleans the entire storm system once every four years, approximately 33 miles of pipe per year. • Video Inspection of Storm Lines - inspects the entire storm system once every eight years, ap- proximately 16 miles of pipe per year. This goal was changed from a seven- year to an eight- year frequency. • Utility Locates - assures public storm lines are marked prior to excavation. • Storm System Repairs and Improvements - repairs damaged storm lines and installs pipes, catch basins, and manholes to improve stormwater drainage. • Stormwater Quality Facility Maintenance -collects trash and cleans grates at detention ponds and swales. CWS is the sanitary sewer and stormwater authority for Washington County. As such, all programs and responsibilities of the Stormwater Division are: • Implemented in accordance with CWS standards and recommended programs. • In response to community based initiatives and Council goals. • Based on sound environmental policies. Significant changes in this year's Stormwater Division budget are: • Private Water Quality Facility Program- This program was mandated by CWS to be implemented by all cities under their jurisdiction. The city is required to locate all private water quality facilities within the City of Tigard and help the facility owners gain maintenance compliance through public outreach. It also requires the city to map and track certain data requirements of all private water quality facilities. PAGE 158 - CITY OF TIGARD STORMWATER BUDGET UNIT: 6700 • This year's budget reflects a consistent level of service with no expected major additions to the Stormwater system. The economic downturn has slowed construction and thus the expansion of the City's infrastructure. There will be an increased focus on maintenance of the existing storm drainage system and water quality facilities. FY2009-10 Accomp&L,bmen ts: • Maintained an accurate mapping and database management system. Storm utility maps and the corresponding data base are updated bi-annually. • Held four Leaf Collection/Food Drive Events in the fall of 2009. • As recommended by Washington County Health Department, treated 2,415 sumped catch ba- sins with larvacide to combat West Nile Virus. • Implemented CWS' Healthy Stream Plan community tree planting goals by hosting two "Tree for Alls" and sponsoring stream restoration projects with Cascade Education Corporation and Quest School. These activities attracted 355 volunteers who donated more than 1500 hours of labor and installed 5850 native plants along city-owned stream corridors. • Implemented additional community tree planting goals through the use of contracted labor, installing over 19,000 native trees and shrubs and restoring approximately 20 acres of riparian corridor. • Implemented maintenance programs in accordance with CWS' recommended standards. FY2010-11 Goals and Objectives: • Perform maintenance programs in accordance to Clean Water Services standards. • Maintain an accurate mapping and database management system. • Provide outstanding customer service to our internal and external customers. • As funding allows, implement CWS' Healthy Streams Plan recommendations for Tigard by: • Restoring new sections of stream corridor along Summer Creek and Acension Creek. • Constructing a culvert removal project at the mouth of Derry Dell Creek (working with the Engineering Division). • Completing permitting to remove a culvert on the Derry Dell Creek upstream of Eden Court. • Implement CWS' Healthy Streams Plan recommendations for Tigard by: • Restoring new sections of Summer Creek. • Working in partnership with CWS to remove a culvert at the mouth of Derry Dell Creek. • Conducting an outfall study to identify and develop plans to retrofit significant untreated outfalls within Tigard. • Continue to support and promote the Canines for Clean Water campaign to raise public awareness of the effects of dog waste on our city's surface water quality. PUBLIC WORKS - PAGE 159 STORMWATER BUDGET UNIT: 6700 WORALOAD MEASURES 2007-08 2008-09 2009-10 2010-11 Total miles of stormwater system 119.80 122.50 122.58 122.60 Miles of system cleaned 40.98 30.60 30.64 30.70 Miles of stormwater line video inspected 19.0 17.9 15.3 15.3 annually Sumped catch basins cleaned 2,157 2,415 2,498 2,498 Number of public Water Quality Facilities 78 78 72 73 (WQF) Number of WQF's rehabilitated/enhanced 0 1 0 1 Fall leaf collection depots 3 4 4 4 Yard of leaves collected 720 840 850 900 Native trees/shrubs planted for Healthy 7,979 15,539 16,924 20,309 Streams Plan EFFECTIVENESS MEASURES 2007-08 2008-09 2009-10 2010-11 Storm line cleaned (25% goal) 34% 25% 25% 25% Storm line system TV'd (12.5% goal) 16% 14% 13% 13% Catch basins cleaning goal met 100% 100% 100% 100% FULL-TIME EQUIVALENT POSITIONS 2007-08 2008-09 2009-10 2010-11 Environmental Program Coordinator 0.75 1.75 1.75 1.75 GIS Technician 0.10 0.10 0.00 0.00 Senior Utility Worker 1.00 1.00 1.00 1.00 Utility Worker II 3.25 3.25 3.25 3.25 Wastewater Operations Supervisor 1.00 1.00 1.00 1.00 Total 6.10 7.10 7.00 7.00 PAGE 160 - CITY OF TIGARD STORMWATER BUDGET UNIT: 6700 FY 2008 FY 2009 FY 2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs.09-10 6.10 7.10 7.00 Total FTE 7.00 7.00 7.00 58,006 63,383 69,826 51001-Salaries- Management 67,067 67,067 67,067 -4.01/0 247,254 294,062 327,959 51002 - Salaries - General 325,223 325,223 325,223 -0.8% 6,565 7,911 10,191 51006- Overtime 10,000 10,000 10,000 -1.9% 311,825 365,356 407,976 Total Personal Services - Salaries 402,290 402,290 402,290 -1.4% 616 365 398 52001- Unemployment 391 391 391 -1.8% 11,820 12,112 13,505 52002- Worker's Compensation 11,129 11,129 11,129 -17.61A 24,006 28,101 30,431 52003 - Social Security/Medicare 30,010 30,010 30,010 -1.4% 2,051 2,438 2,672 52004 - Tri-Met Tax 2,673 2,673 2,673 0.011% 31,801 35,170 40,477 52005-Retirement 39,898 39,898 39,898 -1.4°% 1,439 2,012 2,095 52006 - Retirement - 3% ER Match 2,012 2,012 2,012 -4.0% 5,699 5,929 6,090 52007 - VEBA - ER 6,000 6,000 6,000 -1.5% 423 432 1,539 52008 - Life Ins/ADD/LTD 1,428 1,428 1,428 -7.2% 874 887 0 52009 - long Term Disability 0 0 0 0.0% 73,692 74,818 97,140 52010 - Medical/Dental/Vision 94,542 94,542 94,542 -2.7°% 10,836 11,639 0 52011- Dental Benefits 0 0 0 0.0% 0 0 0 52012 - Accrued Vacation 0 0 0 0.N. 163,257 173,903 194,347 Total Personal Services - Benefits 188,083 188,083 188,083 -3.2% 923 721 600 53001- Office Supplies 600 600 600 0.0% 9,642 13,642 7,660 53002 - Small Tools & Equipment 8,120 8,120 8,120 6.0% 15,823 12,439 17,625 53003 - Fuel 20,750 20,750 20,750 17.7% 26,388 26,802 25,885 Total Supplies 29,470 29,470 29,470 13.81% 265,233 296,712 389,115 54001-Professional/Contractual Services 410,164 410,164 410,164 5.4°% 53,981 71,942 50,650 54101- R & M - Facilities 68,961 68,961 68,961 36.2°% 7,065 12,678 21,000 54113- R & M -Vehicles 22,260 22,260 22,260 6.0% 0 0 0 54202-Utilities-Water/Sewer/SWM 2,500 2,500 2,500 100.0% 1,639 2,310 4,680 54205 - Utifites - Phone/Pager/Cells 6,480 6,480 6,480 38.5% 322 756 700 54300 - Advertising & Publicity 4,867 4,867 4,867 595.3% 745 494 650 54301-Fees and Charges 625 625 625 -3.8% 897 1,892 990 54302 - Dues & Subscriptions 990 990 990 0.0% 4,083 1,254 5,000 54303 - Travel and Training 5,000 5,000 5,000 0.0% 0 30 0 54306 - Credit Card Fees 0 0 0 0.0% 0 8,935 0 54307 - Insurance 0 0 0 0.0% 0 0 1,250 54308 - Property Damage 1,250 1,250 1,250 0.0% 687 3,872 4,500 54309 - Rents and Leases 4,500 4,500 4,500 0.0% 213 228 1,000 54310 - Bad Debt Expense 1,000 1,000 1,000 0.0% 2,679 2,470 2,600 54311- Special Department Expenses 2,300 2,300 2,300 -11.5% 337,544 403,573 482,135 Total Services 530,897 530,897 530,897 10.1°% 0 0 164,665 56003-Vehicles 0 0 0 -100.0% 2,332 7,134 0 56004- Computer Hardware and Software 9,100 9,100 9,100 100.0% 2,332 7,134 164,665 Total Capital Improvement 9,100 9,100 9,100 -94.5% PUBLIC WORKS - PAGE 161 STORMWATER BUDGET UNIT: 6700 FY 2008 FY 2009 FY2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs.09-10 0 0 222,108 58000 - Interdepartmental fasts 155,532 155,532 155,532 -30.01 0 0 0 58100 - Indirect Charges- City Management 0 0 0 0.0% 0 0 0 58110 - Indirect Charges- Human Resources 0 0 0 0.D% 0 0 0 58120 - Indirect Charges- Risk Management 0 0 0 0.0% 0 0 0 58200 - Indirect Charges- Finance Administratio 0 0 0 0.0% 0 0 0 58230 - Indirect Charges- Technology 0 0 0 0.0% 0 0 0 58630 - Indirect Charges- Fleet Maintenance 0 0 0 0.0% 0 0 0 58640 - Indirect Charges- Property Managemen 0 0 0 0.0% 0 C 222,108 Total intemal Services 155.532 155,532 155,532 -30.0% 841,346 976,768 1,497,116 Total Stormwater 1,315,372 1,315,372 1,315,372 -111% PAGE 162 - CITY OF TIGARD PW ENGINEERING BUDGET UNIT: 6250 Program Results: • The Engineering Division supports the city's goals and objectives. • The city's transportation system is safe and efficient for all modes of travel. • The city's street infrastructure is maintainable and upgraded as needed to protect or extend its useful life. • Street improvement projects are designed and constructed properly to enhance traffic flow and traffic safety while minimizing maintenance costs. • The Engineering Division enhances environmental quality and addresses potential health and safety issues for the citizens of Tigard by providing adequate drinking water, storm drain, and sanitary sewer facilities. • The Engineering Division fosters the creation of partnerships with other jurisdictions to fund and construct improvements to key state and county infrastructure facilities within the city. Program Description: The Engineering Division is directed by the City Engineer. It designs and constructs Capital Improve- ment Program (CIP) projects in accordance with city standards. The CIP includes projects to maintain and improve the City's infrastructure. The program includes maintenance and improvement of public streets, City-maintained water, sewer, and storm water utili- ties, construction of new facilities for parks and city government, rehabilitation and expansion of exist- ing facilities, to improve efficiency and extend useful service life. The Division provides engineering and construction management expertise to other City departments. It coordinates, collaborates and cooperates with other departments to address the needs of the City and sets engineering standards for City-maintained infrastructure. FY2009-10 Accomplishments: • Engineering services were consolidated in a major reorganization in summer 2009. • New project management procedures and practices have been implemented, including a multi- departmental oversight team for all projects. • New purchasing procedures have been implemented to improve the bidding processes. • Highlights of the Capital Improvement Plan (CIP) implementation in FY 2009-10 include the following: • The new Burnham Street/Ash Avenue project commenced construction. • Two sanitary sewer system extension projects were completed, with the next two projects ready to start construction. • Arranged for stimulus funding and started construction for pavement overlays, traffic signal upgrades, and a major water pump station project. • Completed water quality enhancement project at Steve Street. • Started three creek slope stabilization projects. • Completed design and started construction on four facilities and parks projects. PUBLIC WORKS - PAGE 163 PW ENGINEERING BUDGET UNIT: 6250 • Completed two infill sidewalk projects. • Placed approximately two miles of pavement overlay on city streets as part of the PMMP (Pavement Major Maintenance Program). • Installed approximately 5.3 miles of slurry seal application on city streets to complete the FY 2009-10 PMMP. TY2010-11 Goals and Objectives: • Complete the engineering services improvement program and measure its outcomes. • Finish the project manager's handbook of practices and procedures. • Establish cost control and reporting processes that capture all internal and external costs and forecasts project cost outcomes. • Implement the funded projects in the Capital Improvement Program.* • Develop and jointly implement solutions with ODOT and Washington County to improve traffic circulation across and within the Highway Pacific Highway corridor. • Continue construction of the Hall Boulevard/Pacific Highway and Greenburg Road/ Pacific Highway/Main Street intersection improvement projects. • Continue construction of the new Burnham Street/Ash Avenue project. • Coordinate funding with Clean Water Services (CWS) and implement sanitary sewer pro- jects in accordance with the CWS' Sanitary Sewer Master Plan. • Integrate citizen involvement processes in improvement projects. • Implement the updated long-term Street Maintenance Plan based on available funding. • Complete a full review of the street maintenance fees being charged to all commercial cus- tomers. • Coordinate closely with and provide assistance to other divisions and departments as needed in support of Council goals and city programs. • Participate in the implementation strategy relating to Tigard's 20-Year City Facility Plan. * Due to limited General Fund dollars, the number of FY 2010-11 of capital improvement projects has declined. RAGE 164 - CITY OF TIGARD PW ENGINEERING BUDGET UNIT: 6250 WORKLOAD MEASURES 2007-08 2008-09 2009-10 2010-11 Pavement Management Program (PMP): Overall dollars invested per year NA NA NA $800,000 Miles of slurry seal per year NA NA NA 5.3 Miles of overlay per year NA NA NA 2.0 Number of active CIP projects NA NA NA 25 Note: Due to limited General Fund dollars, the number of FY 2010-11 capital improvement projects has declined. Historically information for this division is found under the Community Development Pro- gram in Capital Construction & Transportation. EFFECTIVENESS MEASURES 2007-08 2008-09 2009-10 2010-11 Overall pavement condition index (PCI) NA NA NA 67.3% of street system (goal, based on Council approval of SMF increase in January, 2010, is to meet or exceed a PCI of 67.0) CIP projects rates as "successful" by Project Review teams NA NA NA 100% FULL-TIME EQUIVALENT POSITIONS 2007-08 2008-09 2009-10 2010-11 City Engineer 0.0 0.0 1.0 1.0 City Surveyor 0.0 0.0 1.0 1.0 Engineering Manager 0.0 0.0 1.0 1.0 Engineering Supervisor 0.0 0.0 1.0 1.0 Engineering Technician II 0.0 0.0 1.0 1.0 Project Engineer 0.0 0.0 1.0 1.0 Senior Administrative Specialist 0.0 0.0 0.8 0.8 Senior Engineering Technician 0.0 0.0 3.0 3.0 Senior Project Engineer 0.0 0.0 2.0 2.0 Total 0.0 0.0 11.8 11.8 PUBLIC WORKS - PAGE 165 PW ENGINEERING BUDGET UNIT: 6250 FY 2008 FY 2009 FY2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs.09-10 0.00 0.00 11.80 TotalFTE 11.80 11.80 11.80 0 0 427,829 51001- Salaries - Management 479,154 479,154 479,154 12.011. 0 0 290,641 51002 - Salaries - General 354,929 354,929 354,929 22.1% 0 0 16,515 51004 - Part Time - Regular 0 0 0 -100.0°/ 0 0 18,291 51005 - Part Time - Temporary 21,200 21,200 41,200 125.2% 0 0 8,257 51006.Overtime 7,000 7,000 7,000 -15.2% 0 0 761,533 Total Personal Services - Salaries 862,283 862,283 882,283 15.90A 0 0 983 52001- Unemployment 833 833 833 -15.3% 0 0 10,505 52002 - Worker's Compensation 9,217 9,217 9,217 -12.3% 0 0 54,773 52003 - Social Security/Medicare 63,808 63,808 63,808 16.5% 0 0 5,027 52004 - Tri-Met Tax 5,686 5,686 5,686 13.1% 0 0 75,843 52005 - Retirement 94,219 94,219 94,219 24.2% 0 0 10,505 52006 - Retirement - 3% ER Match 13,756 13,756 13,756 30.9°/ 0 0 10,505 52007 - VEBA - ER 8,100 8,100 8,100 -22.9% 0 0 2,927 52008 - Life Ins/ADD/LTD 3,480 3,480 3,480 18.91/0 0 0 343 52009 - Long Term Disability 0 0 0 -100.0°/ 0 0 132,069 52010-Medical/Dental/Vision 147,309 147,309 147,309 11.51% 0 0 0 52012 - Accrued Vacation 2,796 2,796 2,796 100.0% 0 0 303,480 Total Personal Services- Benefits 349,204 349,204 349,204 15.1% 0 0 7,952 53001-Office Supplies 9,150 9,150 9,150 15.1% 0 0 7,151 53002 - Small Tools & Equipment 5,000 5,000 5,000 -30.1% 0 0 4,667 53003 - Fuel 2,500 2,500 2,500 -46.4% 0 0 19,770 Total Supplies 16,650 16,650 16,650 -15.8% 0 0 66,031 54001- Professional/Contractual Services 15,000 36,000 36,000 -45.55A 0 0 0 54003-Legal Fees 2,000 2,000 2,000 100.0% 0 0 2,090 54113 - R & M -Vehicles 2,000 2,000 2,000 -4.3% 0 0 1,022 54114 - R & M - Office Equipment 2,000 2,000 2,000 95.7% 0 0 4,399 54205 - UtiGtes - Phone/Pager/Cells 0 0 0 -100.01/0 0 0 1,022 54300 - Advertising & Publicity 1,500 1,500 1,500 46.8% 0 0 1,129 54301- Fees and Charges 700 700 700 -38.0°.6 0 0 2,123 54302 - Dues & Subscriptions 0 0 0 -100.01A 0 0 14,271 54303-Travel and Training 10,000 10,000 10,000 -29.9% 0 0 6,001 54311- Special Department Expenses 4,000 4,000 4,000 -33.3% 0 0 98,088 Total Services 37,200 58,200 58,200 -40.711. 0 0 11,017 56004 - Computer Hardware and Software 14,500 14,500 14,500 31.6% 0 0 11,017 Total Capital Improvement 14,500 14,500 14,500 31.6% PAGE 166 - CITY OF TIGARD PW ENGINEERING BUDGET UNIT: 6250 FY 2008 FY 2009 I FY 2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs.09-10 0 0 0 58000-Interdepartmental Costs 247,615 247,615 247,615 100.0% 0 0 25,351 58100 - Indirect Charges- City Management 0 0 0 -100.0% 0 0 22,471 58110 - Indirect Charges- Human Resources 0 0 0 -100.00/0 0 0 19,019 58120 - Indirect Charges- Risk Management 0 0 0 -100.0% 0 0 3,787 58130 - Indirect Charges- Office Services 0 0 0 -100.0% 0 0 43,087 58150 - Indirect Charges- Records 0 0 0 -100.0% 0 0 28,559 58200 - Indirect Charges- Finance Administratio 0 0 0 -100.00/6 0 0 36,223 58230 - Indirect Charges- Technology 0 0 0 -100.00/0 0 0 3,792 58630 - Indirect Charges- Fleet Maintenance 0 0 0 -100.0% 0 0 23,669 58640 - Indirect Charges- Property Managemen 0 0 0 -100.0% 0 0 205,958 Total Internal Services 247,615 247,615 247,615 20.2% 0 0 1,399,846 Total PW Engineering 1,527,452 1,548,452 1,568,452 12.0% PUBLIC WORKS - PAGE 167 STREET LIGHTS & SIGNALS BUDGET UNIT: 6800 Program Results: • Arterial and collector streets are adequately lit for vehicular and pedestrian safety. • Major intersections have traffic signal systems for safe and efficient movement of all modes of transportation. • Neighborhood streets are provided adequate lighting in accordance with city policies. Program Description: The Street Maintenance Division of the Public Works Department is responsible for street lights and signals. This budget item provides for the maintenance and energy costs for street lighting and traffic signals on public streets. Street lights and signals are entirely funded by the city's share of state and county gas taxes. The city contracts with Washington County signal technicians to perform signal maintenance. No city personnel are funded by this budget. FY2009-10 Accomplishments: • Ensured that existing systems were properly maintained and operational. FY2010-11 Goals and Objectives: • Assume energy and maintenance costs for traffic signal systems installed through the Capital Improvement Program. • Install essential street lights as needed on collector and arterial streets. • Ensure that existing systems are maintained properly for optimum operation. PAGE 168 - CITY OF TIGARD STREET LIGHTS & SIGNALS BUDGET UNIT: 6800 WORKLOAD MEASURES 2007-08 2008-09 2009-10 2010-11 Total number of street lights in system NA NA 4,064 4,124 FY 2008 FY 2009 FY2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs.09-10 TotaIFTE 0 0 0 54001-Professional/Contractual Services 36,399 36,399 36,399 100.0% 0 0 0 54101- R & M - Facilities 55,000 55,000 55,000 100.0% 0 0 0 54201- Utilities - Electric 543,240 543,240 543,240 100.0% 0 0 0 Total Services 634,639 634,639 634,639 100.0% 0 0 0 58000-Interdepartmental Costs 34,433 34,433 34,433 100.0% 0 0 0 Total Internal Services 34.433 34,433 34,433 100.0% 0 0 0 Total Street Lights and Signals 669,072 669,072 669,072 100.0% PUBLIC WORKS - RAGE 169 TIGARD PAGE 170 - CITY OF TIGARD COMMUNIT'YDEVELOPMENT PROGRAM Community Development Organization Chart 171 Expenditure/FTE Summary 172 Community Development Community Development Administration 174 Building 179 Development Services-Planning 183 Long Range Planning 187 Development Services-Engineering 192 Downtown Redevelopment 195 0 Capital Construction & Transportation 200 o 0'Q C7 c~ 0 IRS i ~ 1 COMMUNITY DEVELOPMENT ORGANIZATION CHART COMMUNITY DEVELOPMENT ADMINISTRATION LONG RANGE PLANNING - BUILDING DEVELOPMENT SERVICES-ENGINEERING DEVELOPMENT DOWNTOWN REDEVELOPMENT SERVICES-PLANNING COMMUNITY DEVELOPMENT - PAGE 171 COMMUNITY DEVELOPMENT PROGRAM This section includes budget appropriations and explanatory materials for the Community Develop- ment Program. The Community Development Department budget includes six activity areas: Com- munity Development Administration, Building, Development Services-Planning, Long Range Planning, Development Services-Engineering, and Downtown Redevelopment. Historically, the Capital Construction & Transportation Division was managed in the Community De- velopment Department. There were engineers responsible for capital construction also in the Public Works Department. The City hired a consulting firm during the fall of 2009 to review the delivery of engineering services to identify ways to improve the services and to make them more efficient and re- sponsive. Because of this review, the Capital Construction and Transportation Division was moved to the Public Works Department so that one department would manage all engineering construction ser- vices. In this budget document, the reader will find the historical Capital Construction and Transportation Division information here in the Community Development Program. Fiscal Year 2010-2011 budget and programming information is located in the Public Works Program. The Community Development Department is significantly affected by the economic recession; particu- larly through the downturn in development related revenues. PAGE 172 - CITY OF TIGARD COMMUNITY DEVELOPMENT PROGRAM FY 2008 FY 2009 11 FY 2010 FY 2011 FY 2011 FY 2011 2011 Adopted Description Actual Actual Revised Proposed 11 Approved Adopted vs.2010 Revised Number of Positions 54.50 41.90 25.40 25.40 25.40 25.40 0.0% Budget By Category Personal Services 4,189,556 4,155,797 2,832,147 2,526,058 2,499,692 2,499,692 -11.7% Materials & Services 936,721 1,161,791 1,072,167 358,862 453,962 557,862 -57.7% Interdepartmental Costs 0 0 1,545,449 997,223 997,223 997,223 -35.5% Capital Outlay 65,515 476,731 8,883 7,100 7,100 7,100 -20.1% Total All Category 5,191,792 5,794,319 5,458,646 3,889,243 3,957,977 4,061,877 -25.6% Budget By Division Community Development Admini 222,156 550,790 676,812 459,742 500,376 500,376 -26.1% Building 1,532,810 1,328,842 1,066,695 1,011,736 1,011,736 1,011,736 -5.2% Development Services-Planning 803,719 1,008,710 1,475,682 974,421 974,421 974,421 -34.0% ` Long Range Planning 733,404 640,941 1,095,159 983,310 1,011,410 1,115,310 -7.6% Capital Construction & Transport 1,015,188 1,110,515 261,790 0 0 0 -100.0% Development Services-Engineerin 354,042 461,761 169,125 300,679 300,679 300,679 77.8% Street Lights & Signals 530,473 S9S,76S 592,374 0 0 0 -100.0% Downtown Redevelopment 0 96,995 121,009 159,355 159,355 159,355 31.7% Code Compliance 0 0 0 0 0 0 0.00/0 Total All Division 5,191,792 5,794,319 5,458,646 3,889,243 3,957,977 4,061,877 -25.6% Budget by Fund General Fund -100 3,128,509 3,869,712 3,799,577 2,877,507 2,946,241 3,050,141 -22.5% Gas Tax Fund - 200 530,473 595,765 592,374 0 0 0 -100.0°/ Building Fund - 230 1,532,810 1,328,842 1,066,695 1,011,736 1,011,736 1,011,736 -5.2% Total All Fund 5,191,792 5,794,319 5,458,646 3,889,243 3,957,977 4,061,877 -25.6% COMMUNITY DEVELOPMENT - PAGE 173 COMMUNITY DEVELOPMENT ADMINISTRATION BUDGET UNIT: 3000 Program Results: Employees in the Community Development Department are highly motivated, well trained and service oriented to ensure that the City Council, Boards, Commissions and citizens are provided: • Effective and innovative long range and transportation planning services • Implementation of up-to-date Community Development Code and Comprehensive Plan • Compliance with the City's land use regulations, and Municipal Code through timely develop- ment permit review and enforcement • Building plan review and inspection that improves and enhances community safety • Review and inspection of public improvements associated with private development to ensure compliance with City codes and standards • Protection of natural resources consistent with federal, state, and local requirements • Innovative and effective community outreach and information efforts • Effective representation at intergovernmental venues • Efficient and knowledgeable permit services • Affordable housing opportunities as may occur through advocacy and coordination • Leveraging other resources to accomplish City objectives such as acquisition of grants and in- tergovernmental cooperation • Effective coordination with other departments to achieve City goals Program Descri~tron: The Community Development Director is responsible for the overall management of the Department through preparation of the annual budget, monitoring annual expenditures, ensuring compliance with personnel systems, developing and implementing training plans, and coordinating departmental work programs with Council goals and meeting agendas. The Community Development Director or desig- nees also represents the City at important intergovernmental venues. The Department's functions consist of 1) development review permit services 2) development engi- neering 3)long range and transportation planning 4) city code enforcement; 5) building inspection and permit services; 7) downtown urban renewal, and 8) CD administration. .FY2009-10Accoma& hments: • Implemented key Council goals involving Downtown Urban Renewal; promoting High Capac- ity Transit on Pacific Hwy; Transportation System Plan; resolution of traffic congestion issues; acceptance of an Urban Forestry Plan; representation of the City at intergovernmental venues • Received planning, infrastructure and Community Development Block Grant funds or com- mitments for approximately $850,000 • Provided oversight of Engineering Division prior to reorganization to Public Works • Coordinated the preparation of approximately 180 Council agenda items PAGE 174 - CITY OF TIGARD COMMUNITY DEVELOPMENT ADMINISTRATION BUDGET UNIT: 3000 • Effectively managed the Department to achieve Council goals and provide high levels of ser- vice within allocated budgets TY2010 -11 Goals and Objectives: • Implement Council goals as assigned • Ensure continued efficient and effective communication of Community Development projects and efforts with the City Council • Pursue grants and other intergovernmental sources of revenues to achieve community objec- tives • Ensure the City has up-to-date and relevant Comprehensive Plan provisions and land use re- lated codes and standards • Make progress on implementing Downtown Urban Renewal • With other departments and agencies, make progress on Pacific Highway High Capacity Tran- sit and supporting land use plans • Investigate the prospect of Urban Renewal within the vicinity of Pacific Highway • Effectively represent the City in intergovernmental venues • Lead the Department to respond to unanticipated opportunities or issues as they may arise • Reorganize the Department's planning functions to achieve greater flexibility, increase effi- ciency and enhance employee professional development and satisfaction. • Provide opportunities for employees' professional development to meet the City's goals and objectives. • Encourage and support the ongoing values integration program within the Department. • Manage the Department's human and fiscal resources to accomplish annual division work pro- grams. • Collaborate with other departments, Council, and City Manager to propose and, when feasible, implement programs and initiatives to enhance Tigard's quality of life and prosperity. • Provide local and regional leadership for high priority projects and initiatives. • Implement new process and procedures for removal of signs and other materials illegally placed with the public right of way. • Review Code Enforcement Policy and approach with City Council • Establish a tracking system for all code enforcement cases and expenditures • Reorganize the Code Compliance function to integrate land use enforcement into Develop- ment Services-Planning and to address nuisance compliance through abatement consulting ser- vices. • Initiate a survey process and rating system to evaluate Community Development services to Council, the City Manager, and boards and commissions. COMMUNITY DEVELOPMENT - PAGE 175 COMMUNITY DEVELOPMENT ADMINISTRATION BUDGET UNIT: 3000 WORKLOAD MEASURES 2007-08 2008-09 2009-10 2010-11 Council agenda items originating in CD NA NA 95 100 Major CD division projects/initiatives NA NA NA 20 CD intergovernmental meetings/events NA NA 60 60 Staffing citizen boards, commissions, standing and ad-hoc committees NA NA 7 8 Department and program budget realignment, effectiveness and efficiency initiatives NA NA 2 3 Support to City Council and City Manager initiatives NA NA 2 1 Issues/topics considered by CD staffed boards, commissions, and ad-hoc committees NA NA 50 50 Total number of code compliance inquiries/ contacts received NA NA NA 200 EFFECTIVENESS MEASURES 2007-08 2008-09 2009-10 2010-11 Funds acquired or committed through grants NA NA $850,000 $500,000 Success of CD divisions in achieving their work programs NA NA NA 80% PAGE 176 - CITY OF TIGARD COMMUNITY DEVELOPMENT ADMINISTRATION BUDGET UNIT: 3000 FULL-TIME EQUIVALENT POSITIONS 2007-08 2008-09 2009-10 2010-11 Community Development Director 1.0 1.0 1.0 1.0 Confidential Executive Assistant 1.0 1.0 1.0 1.0 Management Analyst 0.0 1.0 0.0 0.0 Senior Management Analyst 0.0 0.0 0.0 0.0 Total 2.0 3.0 2.0 2.0 COMMUNITY DEVELOPMENT - PAGE 177 COMMUNITY DEVELOPMENT ADMINISTRATION BUDGET UNIT: 3000 FY 2008 FY 2009 FY 2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs.09-10 2.00 3.00 2.00 Total FTE 2.00 2.00 2.00 148,651 251,398 168,688 51001 - Salaries - Management 152,002 154,602 154,602 -8.4% 0 0 0 51005-Part Time - Temporary 18,702 0 0 0.09: 0 566 2,000 51006 - Overtime 2,000 2,000 2,000 0.0% 148,651 251,964 170,688 Total Personal Services - Salaries 172,704 156,602 156,602 -8.3% 294 252 171 52001-Unemployment 152 152 152 -11.1% 394 132 347 52002 - Worker's Compensation 273 273 273 -21.3% 11,392 19,456 12,999 52003 - Social Security/Medicare 11,628 11,628 11,628 -10.5% 977 1,682 1,151 52004-Tri-MetTax 1,037 1,037 1,037 -9.91% 16,352 27,716 18,845 52005 - Retirement 16,720 16,720 16,720 -11.3% 4,459 6,697 5,140 52006 - Retirement - 3% ER Match 4,560 4,560 4,560 -11.3% 1,214 1,691 1,277 52007 - VEBA - ER 1,200 1,200 1,200 -6.0% 109 186 1,247 52008 - Life Ins/A0D/LTD 840 840 840 -32.6% 167 518 -202 52009 - Long Term Disability 0 0 0 -100.0% 9,628 21,051 31,410 52010 - Medical/Dental/Vision 30,221 30,221 30,221 -3.8% 903 2,132 -568 52011-Dental Benefits 0 0 0 -100.0% 0 0 0 52012 - Accrued Vacation 10,264 0 0 0.0% 45,689 81,513 71,817 Total Personal Services- Benefits 76,895 66,631 66,631 -7.2% 16,205 17,379 17,260 53001 - Office Supplies 16,760 16,760 16,760 -2.9% 0 0 0 53003-Fuel 750 750 750 100.0% 16,205 17,379 17,260 Total Supplies 17,510 17,510 17,510 1.4% 348 184,305 121,212 54001 - Professional/Contractual Services 14,200 66,200 66,200 -45.4% 0 0 0 54003 - Legal Fees 0 15,000 15,000 100.0% 0 0 0 54113 - R & M - Vehicles 700 700 700 100.0% 0 0 250 54114 - R & M - Office Equipment 250 250 250 0.0% 68 4 0 54115 - Vehicle Usage 0 0 0 0.0% 689 824 1,224 54205 - Utiites - Phone/Pager/Cells 1,224 1,224 1,224 0.0% 0 50 500 54300 - Advertising & Publicity 500 500 500 0.0% 4 0 0 54301 - Fees and charges 0 0 0 0.01/ 8,900 8,947 6,770 54302 - Dues & Subscriptions 1,680 1,680 1,680 -75.2% 703 1,357 3,500 54303 - Travel and Training 2,350 2,350 2,350 -32.9% 0 56 0 54306 - Credit Card Fees 0 0 0 0.0% 0 3,653 0 54307-Insurance 0 0 0 0.0% 699 249 31,771 54311- Special Department Expenses 1,310 1,310 1,310 -95.9% 11,411 199,445 165,227 Total Services 22,214 89,214 89,214 -46.0% 0 489 3,300 56004 - Computer Hardware and Software 500 500 500 -84.8% 0 489 3,300 Total Capital Improvement 500 500 500 -84.8% 0 0 248,520 58000 - Interdepartmental Costs 169,919 169,919 169,919 -31.6% 0 0 0 58100 - Indirect Charges- City Management 0 0 0 0.0% 0 0 0 58110 - Indirect Charges- Human Resources 0 0 0 0.0% 0 0 0 58120 - Indirect Charges- Risk Management 0 0 0 0.0% 0 0 0 58130 - Indirect Charges- Office Services 0 0 0 0.0% 0 0 0 58150 - Indirect Charges- Records 0 0 0 0.0% 0 0 0 58200 - Indirect Charges- Finance Administratio 0 0 0 0.0% 0 0 0 58230 - Indirect Charges- Technology 0 0 0 0.0% 0 0 0 58640 - Indirect Charges- Property Managemen 0 0 0 0.0% 0 0 248.520 Total Internal Services 169,919 169,919 169,919 -31.6% 222,156 550,790 676,812 Total Community Development Administration 459,742 500,376 500,376 -26.1% PAGE 178 - CITY OF TIGARD BUILDING BUDGET UNIT: 3100 Program Results: The Building Division provides services that assure private developments are designed and constructed in accordance with applicable building standards and requirements and are properly documented. Spe- cifically: • Timely and responsive Building Permit and Code services. • Coordination with Planning, Engineering, Public Works and other departments to ensure that the full range of codes and City standards are complied with. • Buildings are constructed and built to the State of Oregon specialty codes and are safe for all occupants and users. • Existing housing is safe, habitable, and in good repair. • The Building Inspection Division is accounted for in a dedicated fund, which is supported by permit revenues pursuant to State requirements. Program DescrtPtion: The Building Division, part of the Community Development Department, is responsible for reviewing plans, issuing permits, and inspecting construction to ascertain compliance with the State of Oregon specialty codes. The specialty codes include building, fire, plumbing, mechanical, electrical codes and other State of Oregon rules and statutes. The Division enforces requirements of the Tigard Municipal Code and Community Development Codes and ordinances, including the Housing Code. The Build- ing Division is managed by the Building Official and is comprised of plans examiners, inspectors and support staff. The Code Compliance Division was disbanded and work was distributed among other Divisions. Nui- sance issues will be addressed on a priority / severity basis by existing staff in the Building Division, augmented by abatement consulting services. Mediation services will be used to the extent possible. The integration and downsizing of Code Compliance functions will be managed by CD Administra- tion. T Y2009--10 Accom pkEhmern ts: • The Building Division revised hours of operation to provide more consistent and reliable ser- vice to the citizens and building community. • The Division implemented an upgrade to the inspection scheduling system. The upgrade pro- vides better control and flexibility of the daily inspection workload. This decreases the number of rescheduled inspections and time spent waiting for our inspectors to show up at the jobsite. • Staff continued to analyze current processes and modify as necessary to improve customer ser- vice and efficiency. • Staff conducted a detailed analysis of Building Fees. This analysis resulted in the adoption of a new fee schedule intended to support a full service Building Division. COMMUNITY DEVELOPMENT - RAGE 179 BUILDING BUDGET UNIT: 3100 FY2010-11 Goals and Objectives: • Recognize and meet the requirements of the adopted Building Division operating plan and program standards as mandated through the State of Oregon Building Codes Division and the Tri-County Service Center. • Operate a financially responsible Building Division that balances the costs of providing ser- vices with the demand for services. • Work to put the Division in a position to provide services five days a week. WORKLOAD MEASURES 2007-08 2008-09 2009-10 2010-11 New single family permits 224 28 75 80 Multi-family units 100 13 48 35 Residential alterations /additions permits 50 172 130 150 New commercial buildings permits 10 4 4 5 Commercial buildings alterations permits 600 172 200 225 Number of inspections 23,500 8,424 8,700 9,000 Total number of permits 4,850 2,564 3,025 3,350 Number of housing complaints referred to other cities/departments 34 NA NA NA Number of housing code compliance cases 162 85 55 50 Number of housing complaints 172 NA NA NA PAGE 180 - CITY OF TIGARD BUILDING BUDGET UNIT: 3100 EFFECTIVENESS MEASURES 2007-08 2008-09 2009-10 2010-11 Percentage of housing complaints investigated obtaining compliance 98% 100% 100% 100% Housing complaints investigated within 48 hours NA NA NA 100% Requested building inspections performed the following business day of receipt of request 99% 100% 100% 100% Plan review turnaround time (Single. family) (weeks) 3 3 4 3 Plan review turnaround time (Commercial tenant improvement) (weeks) 3 2 2 2 Plan review turnaround time (Commercial - new buildings) (weeks) 4 4 4 4 FULL-TIME EQUIVALENT POSITIONS 2007-08 2008-09 2009-10 2010-11 Administrative Specialist I 1.00 0.00 0.00 0.00 Administrative Specialist II 1.00 0.00 0.00 0.00 Building Div Services Supervisor 0.00 0.00 0.64 0.64 Building Official 1.00 0.80 0.80 0.80 Inspection Supervisor 1.00 0.00 0.00 0.00 Inspector I 1.00 0.00 0.00 0.00 Inspector II 3.00 0.80 0.80 0.80 Management Analyst 1.00 0.00 0.00 0.00 Permit Coordinator 0.00 0.00 0.00 0.00 Permit Systems Supervisor 0.80 0.60 0.00 0.00 Permit Technician 3.00 0.80 0.80 0.80 Plans Examination Supervisor 1.00 0.00 0.00 0.00 Senior Inspector 3.00 1.60 1.60 1.60 Senior Plans Examiner 2.00 0.80 0.80 0.80 Senior Permit Technician 0.00 0.80 0.80 0.80 Total 18.80 6.20 6.24 6.24 COMMUNITY DEVELOPMENT - PAGE 181 BUILDING BUDGET UNIT: 3100 FY 2008 FY 2009 FY 2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs.09-10 18.80 6.20 6.24 TotaIFTE 6.24 6.24 6.24 290,631 192,695 116,516 51001 - Salaries - Management 114,809 114,809 114,809 -1.5% 726,771 357,716 0 51002 - Salaries - General 0 0 0 0.0% 0 173,979 311,774 51004 - Part Time - Regular 313,975 313,975 313,975 0.7% 27,397 8,780 25,000 51005 - Part Time - Temporary 25,000 25,000 25,000 0.01% 1,256 27 0 51006 - Overtime 0 0 0 0.0% 0 0 6,721 51007 - Incentive Pay 6,800 6,800 6,800 1.2% 1,046,055 733,197 460,011 Total Personal Services- Salaries 460,584 460,584 460,584 0.1% 2,068 737 435 52001-Unemployment 430 430 430 -1.1% 8,120 7,627 4,181 52002-Worker's Compensation 4,121 4,121 4,121 -1.4% 79,190 56,073 33,278 52003 - Social Security/Medicare 32,803 32,803 32,803 -1.4% 6,882 4,897 2,877 52004-7ri-Met Tax 2,922 2,922 2,922 1.6% 101,669 73,605 44,666 52005- Retirement 44,029 44,029 44,029 -1.4% 8,769 4,573 3,495 52006 - Retirement- 3% ER Match 3,445 3,445 3,445 -1.4% 14,402 9,796 6,450 52007 - V EBA - ER 6,480 6,480 6,480 0.5% 1,196 815 1,855 52008 - Life Ire/ADO/LTD 1,764 1,764 1,764 -4.9% 2,484 1,761 0 52009 - Long Term Disability 0 0 0 0.0% 125,189 122,497 98,180 52010 - Medical/Dental/Vision 101,810 101,810 101,810 3.7% 13,973 12,522 0 52011 - Dental benefits 0 0 0 0.0% 363,942 294,903 195,417 Total Personal Services - Benefits 197,804 197,804 197,804 1.2% 14,897 2,760 6,000 53001 - Office Supplies 5,000 5,000 5,000 -16.7% O O 500 53002 - Small Tools & Equipment 500 500 500 0.0% 6,512 3,289 4,700 53003 - Fuel 3,500 3,500 3,500 -25.5% 21,409 6,049 11,200 Total Supplies 9,000 9,000 9,000 -19.6% 40,956 8,647 46,093 54001 - Professional/Contractual Services 40,830 40,830 40,830 -11.4% 0 0 0 54003-Legal Fees 4,000 4,000 4,000 100.0% 4,184 2,539 2,700 54113 - R & M - Vehicles 2,500 2,500 2,500 -7.4% 200 0 700 54114 - R & M - Office Equipment 700 700 700 0.0% 0 24 0 54115 - Vehicle Usage 0 0 0 0.0% 3,976 3,643 6,000 54205 - Utiltes - Phone/Pager/Cells 3,500 3,500 3,500 -41.7% 7,882 -75 1,500 54300 - Advertising 8, Publicity 1,500 1,500 1,500 0.0% 64 0 0 54301 - Fees and Charges 0 0 0 0.0% 835 447 893 54302 - Dues 8, Subscriptions 925 925 925 3.6% 14,023 4,766 2,212 54303-Travel and Training 2,150 2,150 2,150 -2.8% 0 21,343 0 54307-Insurance 0 0 0 0.0% 3,889 1,985 3,680 54311 - Special Department Expenses 3,560 3,560 3,560 -3.3% 76,009 43,319 63,778 Total Services 59,665 59,665 59,665 -6.4% 25,395 0 0 56003 - Vehicles 0 0 0 0.0% 0 251,374 0 56004 - Computer Hardware and Software 5,000 5,000 5,000 100.0% 25,395 251,374 0 Total Capital Improvement 5,000 5,000 5,000 100.0% 0 0 336,289 58000- Interdepartmental Costs 279,683 279,683 279,683 -16.8% 0 0 0 58100 - Indirect Charges- City Management O 0 0 0.0% 0 0 0 58110 - Indirect Charges Human Resources O 0 O 0.0% O 0 O 58120 - Indirect Charges Risk Management 0 0 0 0.0% O 0 0 58130 - Indirect Charges- Office Services 0 0 0 0.0% 0 O 0 58150 - Indirect Charges- Records 0 0 0 0.0% O 0 O 58200 - Indirect Charges Finance Administratio 0 0 0 0.0% 0 0 0 58230 - Indirect Charges Technology 0 0 O 0.0% 0 O 0 58630 - Indirect Charges Fleet Maintenance 0 0 0 0.0% 0 0 0 58640 - Indirect Charges Property Managemen 0 O 0 0.0% 0 O 336.289 Total Internal Services 279,683 279.683 279,6S3 -16.8% 1632.810 1,326,W 1,066,695 Total Building 1,011,736 1,011.736 1,n1,736 -5.2% PAGE 182 - CITY OF TIGARD DEVELOPMENT SERVICES-PLANNING BUDGET UNIT: 3200 Program Results: The Development Services - Planning Division provides land use review services to assure private de- velopments meet the City's standards and requirements and are properly documented. Specifically the program assures that: • Tree protection / preservation as defined in the City tree program and mitigation of lost trees will be provided. • All development will meet Comprehensive Plan and Development Code standards. • All development will be compatible with environmental conditions, including steep slopes, wetlands, hazards, and floodplains. • All land use development will be served with water, sanitary, storm sewer, streets, and pub- lic facilities meeting City standards and requirements. • Land use activities comply with the City codes and standards Program Descg ion: The activities within the Development Services - Planning Division include providing zoning and de- velopment information, arborist review of tree planting, and conducting pre-application conferences and reviewing applications. Applications include zone changes, sensitive lands, subdivisions, variances, planned developments, land partitions, site design reviews, conditional uses, temporary uses, signs, sign code exceptions, land use decision appeals to the Hearings Officer, Planning Commission, and City Council. The Development Services - Planning Division works in concert with Development Services - Engineering on private development activities. Development Services - Planning works with the Long Range Planning Division to coordinate and review comprehensive plan amendments and annexations. Individual annexation applications are processed by Development Services - Planning. Development Services - Planning applies and updates the Community Development Code and updates some provisions of the Comprehensive Plan. Staff support is provided to the Planning Commission, Hearings Officer/Referee, Tree Board, and ad-hoc working groups as needed. The Code Compliance Division has been eliminated as the result of signifi- cant revenue shortfalls for the FY-2010 -11 budget. It will be reorganized so that land use enforce- ment cases will be assigned to planning staff. FY2009-10 Accom p&hmen ts: • Arborist completed Urban Forestry Master Plan. • Tree mitigation funds to plant trees at Alberta Rider, Mary Woodward, free street trees, Pa- cific Hwy right of way improvement project in coordination with ODOT. • Code revisions: Seasonal outdoor sales, electronic message centers, approval extensions, on street parking, CBD collectors, and Omnibus collection (47). • Completed over 200 code enforcement cases. • Staff trained to implement new Downtown Regulations. COMMUNITY DEVELOPMENT - PAGE 183 DEVELOPMENT SERVICES-PLANNING BUDGET UNIT: 3200 FY2010-11 Goals and Objectives: • Process 95% of all development applications within service standards. • Complete at least three scheduled Development Code amendments from draft list. • Assist in review of tree code; prepare amendment based on council goals. • Assume responsibility for land use code compliance • Maintain service standards for permit processing within a reduced schedule WORKLOAD MEASURES 2007-08 2008-09 2009-10 2010-11 Number of development applications 450 460 370 370 Number of land use decisions made by: Director 432 449 350 350 Planning Commission/ Hearings Officer 12 7 10 10 City Council 28 4 10 10 EFFECTIVENESS MEASURES 2007-08 2008-09 2009-10 2010-11 Land use decisions made within 120 days or extensions 100% 100% 100% 100% Land use decisions made within service standards 90.0% 95.8% 95.0% 95% Developments that meet ordinance standards and process 100% 100% 100% 100% PAGE 184 - CITY OF TIGARD DEVELOPMENT SERVICES-PLANNING BUDGET UNIT: 3200 FULL-TIME EQUIVALENT POSITIONS 2007-08 2008-09 2009-10 2010-11 Administrative Specialist 1.00 0.00 0.00 0.00 Assistant Planner 0.00 0.00 1.00 1.00 Associate Planner 3.00 3.00 2.00 2.00 Associate Planner/Arborist 1.00 1.00 1.00 1.00 Bldg Div Svcs Supervisor 0.00 0.00 0.16 0.16 Code Compliance Specialist 1.00 1.00 0.00 0.00 Permit Coordinator 1.00 1.00 0.80 0.80 Permit Systems Supervisor 0.20 0.20 0.00 0.00 Permit Technician 2.00 2.00 0.80 0.80 Planning Assistant 0.00 1.00 1.00 1.00 Planning Manager 1.00 1.00 0.00 0.00 Senior Permit Technician 0.00 0.00 0.80 0.80 Total 10.20 10.20 7.56 7.56 COMMUNITY DEVELOPMENT - PAGE 185 DEVELOPMENT SERVICES-PLANNING BUDGET UNIT: 3200 FY 2008 FY 2009 FY 2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs.09-10 10.20 10.20 7.56 Total FTE 7.56 7.56 7.56 281,053 299,829 432,330 51001 - Salaries - Management 250,750 250,750 250,750 -42.0% 256,988 250,522 334,277 51002 - Salaries - General 194,894 194,894 194,894 -41.7% 0 15,635 0 51004 - Part Time - Regular 0 0 0 0.0% 0 0 610 51005-Part Time -Temporary 21,261 21,261 21,261 3385.4% 0 0 0 51006 - Overtime 500 500 500 100.0% 538,041 565,986 767,217 Total Personal Services - Salaries 467,405 467,405 467,405 -391% 1,064 566 772 52001 - Unemployment 447 447 447 -42.1% 4,225 3,855 6,583 52002 - Worker's Compensation 1,907 1,907 1,907 -71.0% 41,288 43,483 58,930 52003 - Social Security/Medicare 34,092 34,092 34,092 -42.1% 3,536 3,779 5,187 52004 - Tri-Met Tax 3,039 3,039 3,039 -41.4% 54,104 59,650 81,594 52005 - Retirement 47,072 47,072 47,072 -42.3% 7,894 9,089 10,419 52006 - Retirement - 3% ER Match 7,523 7,523 7,523 -27.8% 7,658 7,406 9,065 52007 - VERA - ER 6,120 6,120 6,120 -32.5% 819 783 3,383 52008 - Life Ins/ADO/LTD 2,436 2,436 2,436 -28.0% 1,528 1,605 418 52009 - Long Term Disability 0 0 0 -100.0% 78,397 85,799 144,190 52010-Medical/Dental/Vision 101,648 101,648 101,648 -29.5% 8,954 9,788 3,291 52011 - Dental Benefits 0 0 0 -100.0% 0 0 0 52012 - Accrued Vacation 16,620 16,620 16,620 100.01Y. 209,467 225,803 323,832 Total Personal Services - Benefits 220,904 220,904 220,904 -31.8% 10,159 4,927 9,388 53001 - Office Supplies 7,000 7,000 7,000 -25.4% 335 399 625 53003-Fuel 0 0 0 -100.0% 10,494 5,326 10,013 Total Supplies 7,000 7,000 7,000 -30.1% 12,699 68,796 19,700 54001 - Professional/Contractual Services 18,330 18,330 18,330 -7.0% 0 0 0 54003-Legal Fees 30,000 30,000 30,000 100.0% 451 225 800 54113 - R 8, M - Vehicles 0 0 0 -100.0% 36 0 0 54114 - R& M- Office Equipment 0 0 0 0.0% 361 148 0 54115 - Vehicle Usage 0 0 0 0.0% 422 452 1,200 54205 - UtiRes - Phone/Pager/Cells 600 600 600 -50.0% 3,607 5,645 6,000 54300 - Advertising & Publicity 6,000 6,000 6,000 0.0% 564 0 1,000 54301- Fees and Charges 1,000 1,000 1,000 0.0% 1,012 1,428 1,265 54302 - Dues & Subscriptions 925 925 925 -26.9% 3,367 3,503 10,635 54303- Travel and Training 3,965 3,965 3,965 -62.7% 0 1,191 0 54306 - Credit Card Fees 0 0 0 01% 0 11,248 0 54307-Insurance 0 0 0 0.0% 623 964 1,525 54311- Special Department Expenses 2,760 2,760 2,760 81.0% 23,142 93,600 42,125 Total Services 63,580 63,580 63,580 50.9% 22,575 0 O 56003 - Vehicles 0 0 0 0.0% 0 117,995 0 56004 - Computer Hardware and Software 0 0 0 0.0% 22,575 117,995 0 Total Capital Improvement 0 0 0 0.0% 0 0 332,495 58000 - Interdepartmental Costs 215,532 215,532 215,532 -35.2% 0 0 0 58100 - Indirect Charges- City Management 0 0 0 0.0% 0 0 0 58110 - Indirect Charges- Human Resources 0 0 0 0.0% 0 0 0 58120 - Indirect Charges- Risk Management 0 0 0 0.0% 0 0 0 58150 - Indirect Charges- Records 0 0 0 0.0% 0 0 0 58200 - Indirect Charges- Finance Administratio 0 0 0 0.0% 0 0 0 58230 - Indirect Charges- Technology 0 0 0 0.0% 0 0 0 58630 - Indirect Charges- Fleet Maintenance 0 0 0 0.0% 0 0 0 58640 - Indirect Charges- Property Managemen 0 0 0 0.0% 0 0 332,495 Total Internal Services 215,532 215,532 215,532 -35.2% 803,719 1,008,710 1,475,682 Total Development Services-Planning 974,421 974,421 974,421 -34.0% PAGE 186 - CITY OF TIGARD LONG RANGE PLANNING BUDGET UNIT: 3300 Program Results: The Long Range Planning Program provides services that engage community stakeholders, leaders and partner agencies to create and implement Tigard's future vision. Specifically the program activities: • Plan and implement appropriate public outreach/involvement and public information efforts for all Community Development related projects and programs to assure community awareness and understanding of activities and to provide ample opportunity for community input and in- fluence on outcomes. Assist other departments on public outreach and Information activities as appropriate. • Maintain and update the City's Comprehensive Plan to meet regional and state requirements and to provide guidance for public and private investments in infrastructure, land development and economic development activities. • Prepare legislative actions for Planning Commission and Council consideration - such as De- velopment Code amendments; specific area plans; and Plan and Zoning Map amendments - that meet regional, state and federal requirements, and satisfy the stated purpose of the effort. • Develop and implement a transportation planning function that addresses the multi-modal transportation needs of the community and integrates land use, economic development and infrastructure needs. • Represent the City's interests at intergovernmental and regional venues. • Support the activities of citizen boards, commissions, Council appointed ad hoc committees and, occasionally, the City Council. • Support other City departments, when needed, to accomplish citywide goals. • Monitor and maintain relevant socioeconomic and demographic information. • Monitor and coordinate land use related natural resource protection and update City regula- tions as needed. • Apply for, and administer, land use, transportation, housing and other grants that support and further the community's goals and the Department's activities. • Participate in work force and special needs housing programs. • Maintain/update planning related GIS files and other data. • Undertake data and GIS analyses and create data and cartographic products /reports. Program Description: The Long Range Planning Division engages Tigard's citizens and other community stakeholders in planning activities that manage growth, plan and implement the transportation system, protect and pre- serve natural resources, provide for parks, allow for development of a full range of housing types that are affordable to community residents, and enhance the community's quality of life. The activities un- dertaken by the Division include citizen outreach and involvement, legislative amendments to the Comprehensive Plan and Community Development Code, intergovernmental coordination, develop- ing/updating specific area plans, maintaining compliance with state and regional land use regulations, land use visioning, natural resource protection, planning and assisting with implementation of a multi- modal transportation system, securing grants, and maintaining land use and demographic information and data. COMMUNITY DEVELOPMENT - PAGE 187 LONG RANGE PLANNING BUDGET UNIT: 3300 The Long Range Planning Division also works closely with other divisions in the Community Devel- opment Department, and collaborates with all City departments to help enhance the Community's quality of life and to assure that public investments in infrastructure, land development and economic development are supportive of the Comprehensive Plan Goals and Policies; provides technical and data support for a variety of planning related efforts and provides staff support is provided to the City Council, Planning Commission, Committee for Citizen Involvement, Tree Board, City Center Advisory Commission, and ad-hoc working groups as needed. FY2009-10 Accomplishmen ts: Completed: • Tigard Neighborhood Trails Plan • Tigard Transportation System Plan Update • Downtown Circulation Plan (incorporated into TSP) • Interim Tree Regulations (not adopted by Council) • Final document and printing of updated Comprehensive Plan • Participation in Urban Reserves designation and Regional Transportation Plan Update • Omnibus Amendments to the Community Development Code • Amendments to the Community Development Code to address Seasonal Outdoor (Farmer's) Markets, Electronic Message Boards at High Schools, and Extension of Land Use Deci- sion.approvals in Response to economic conditions • Evaluation of annexation policy with regard to islands Initiated and/or made progress towards: • Economic Opportunity Analysis (Periodic Review element) • Tree Code Update Project • Tree Grove Protection Program • Tigard Trails Master Plan (TGM Grant) • Pacific Highway HCT Land Use Analysis and Prototypes (TGM Grant) • Participation in Washington County's Concept Planning for Area 64 and Rural Element • Creation of and staffing for a coordinated transportation planning function • Acquisition of property needed to complete Fanno Creek Trail from Grant to Main Street • Rail to Trail Project through Downtown Tigard Provided ongoing support to: • Planning Commission • City Council • City Center Advisory Commission (CCAC) • Committee for Citizen Involvement (CCI) • Tree Board • Tigard Transportation Advisory Committee (T'TAC) • Other City Departments and Divisions PAGE 188 - CITY OF TIGARD LONG RANGE PLANNING BUDGET UNIT: 3300 FY2010-11 Goals and Objectives: Complete: • Economic Opportunity Analysis • Tree Code Update Project • Tree Grove Protection Program • Tigard Trails Master Plan (TGM Grant) • Pacific Highway HCT Land Use Analysis and Concept Prototypes (TGM Grant) • Participation in Washington County's Concept Planning for Area 64 and Rural Element • Assist with implementation of Fanno Creek Trail from Grant to Main Street • Amendments to the Community Development Code to address strategic needs (3) Initiate and/or make progress towards: • Tigard's Periodic Review requirement to update the Public Facility Plan for drinking water, sanitary sewer, stormwater management, and transportation • Tigard's Periodic Review recommendation to develop a Aquifer Storage and Recovery Area Protection Plan and Standards • Prioritize implementation of the Comprehensive Plan (identify specific actions to implement Plan goals and policies) • Comprehensive Evaluation and Update of the Tigard Development Code (3 year program) • Establish the basis to consider Zoning Map Amendments for Tigard Triangle, Pacific Highway, and employment areas • Support Public Works Department in developing a land inventory to meet Tigard's long-term mitigation needs • Intergovernmental discussions necessary to update the Tigard Urban Services Agreement Ongoing activities: • Undertake legislative and policy oriented quasi-judicial land use actions as needed, i.e. transfer of density and planned development standards. • Provide staff support to elected and appointed decision-makers. • Apply for grants as opportunities arise and effectively administer those received • Apply for and effectively administer the City's share of Washington County, CDBG Funds. • Represent the City's housing interests at the Washington County Consortium. • Represent the City's interests at Metro, Washington County, and State as needed. • Provide file maintenance support and participate in upgrade planning for enterprise GIS • Update Tigard Community Profile, Buildable Lands Inventory, and Development Trends Analysis. • Public outreach/involvement and Public Information assistance to all Community Develop- ment Department efforts. COMMUNITY DEVELOPMENT - PAGE 189 LONG RANGE PLANNING BUDGET UNIT: 3300 WORKLOAD MEASURES 2007-08 2008-09 2009-10 2010-11 Number of legislative amendment decisions 23 6 9 4 made by Council Major land use reports/studies/plans completed 6 7 11 8 Commission/board meetings attended 148 71 90 80 Grant writing and administration - number 5 9 2 3 of grants to apply for and awarded Intergovernmental involvement and 25 99 120 90 coordination meetings to attend with other governments EFFECTIVENESS MEASURES 2007-08 2008-09 2009-10 2010-11 Reports/studies/plans adopted/accepted by Council NA 100% 85% 100% Accuracy of planning related GIS data distributed to public NA 100% 100% 100% Legislative amendments acknowledged by DLCD without revisions /remands NA NA NA 100% FULL-TIME EQUIVALENT POSITIONS 2007-08 2008-09 2009-10 2010-11 Administrative Specialist II 1.0 1.0 0.0 0.0 Assistant Community Development Director 1.0 1.0 0.0 1.0 Associate Planner 4.0 2.0 4.0 2.0 Project Planner 0.0 1.0 0.0 1.0 Senior Administrative Specialist 0.0 2.0 1.0 1.0 Senior Planner 1.0 0.0 2.0 1.0 Sennior Transportation Planner 0.0 0.0 0.0 1.0 Total 7.0 7.0 7.0 7.0 PAGE 190 - CITY OF TIGARD LONG RANGE PLANNING BUDGET UNIT: 3500 FY 2008 FY 2009 FY2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs.09-10 7.00 7.00 7.00 TotaIFTE 7.00 7.00 7.00 399,150 333,204 375,352 51001- Salaries - Management 395,892 395,892 395,892 5.5% 33,764 36,252 43,141 51002 - Salaries - General 43,139 43,139 43,139 0.01Y. 13,654 12,176 18,720 51005 - Part Time - Temporary 0 0 0 -100.0% 0 470 4,500 51006 - Overtime 4,500 4,500 4,500 0.0% 446,568 382,102 441,713 Total Personal Services - Salaries 443,531 443,531 443,531 0.46/o 882 382 418 52001- Unemployment 438 438 438 4.8% 4,360 3,982 4,036 52002 - Worker's Compensation 3,534 3,534 3,534 -12.4% 34,385 29,525 32,015 52003 - Social Security/Medicare 33,586 33,586 33,586 4.95/6 2,934 2,548 2,811 52004-Tri-M et Tax 2,993 2,993 2,993 6.5% 44,498 40,334 45,603 52005-Retirement 51,515 51,515 51,515 13.0% 10,183 8,355 11,261 52006 - Retirement - 3% ER Match 9,943 9,943 9,943 -11.7% 5,161 4,247 4,500 52007 - VERA - ER 3,900 3,900 3,900 -13.3% 708 597 2,850 52008 - Life Iris/ADD/LTD 2,388 2,388 2,388 -16.2% 1,357 1,192 0 52009-Long Term Disability 0 0 0 0.0% 64,400 65,061 87,337 52010-Medical/Dental/Vision 74,024 74,024 74,024 -15.21% 8,069 7,921 0 52011- Dental Benefits 0 0 0 0.0% 0 0 0 52012 - Accrued Vacation 14,467 14,467 14,467 100.0% 176,937 164,144 190,831 Total Personal Services - Benefits 196,788 196,788 196,788 3.1% 21,424 3,253 21,700 53001- Office Supplies 20,100 18,200 18,200 -16.1% 0 0 0 53002 - Small Tools & Equipment 0 0 0 0.0% 0 0 0 53003 - Fuel 0 0 0 0.0% 21,424 3,253 21,700 Total Supplies 20,100 18,200 18,200 -16.1% 71,790 62,982 116,000 54001- Professional/Contractual Services 48,500 78,500 182,400 57.2% 0 0 0 54003 - Legal Fees 35,000 35,000 35,000 100.0% 0 0 0 54114 - R& M- Office Equipment 0 0 0 0.0% 538 569 0 54115 - Vehicle Usage 0 0 0 0.0% 246 0 650 54205 - Utiltes - Phone/Pager/Cells 0 0 0 -100.0% 3,058 5,895 2,000 54300 - Advertising & Publicity 2,000 2,000 2,000 0.0% 3,381 982 2,205 54302 - Dues & Subscriptions 4,700 4,700 4,700 113.2% 8,784 6,195 11,675 54303 - Travel and Training 7,850 7,850 7,850 -32.8% 0 6,493 0 54307 - Insurance 0 0 0 0.0% 534 1,496 1,577 54311 - Special Department Expenses 3,083 3,083 3,083 95.5% 88,331 84,612 134,107 Total Services 101,133 131,133 235,033 75.3% 144 6,830 1,000 56004 - Computer Hardware and Software 1,200 1,200 1,200 20.0°/ 144 6,830 1,000 Total Capital Improvement 1,200 1,200 1,200 20.0% O 0 305,808 58000 - Interdepartmental Costs 220,558 220,558 220,558 -27.9% 0 0 0 58100 - Indirect Charges- City Management 0 0 0 0.0% 0 0 O 58110 - Indirect Charges- Human Resources O 0 0 0.0% 0 0 0 58120 - Indirect Charges- Risk Management O 0 0 0.0% 0 0 0 58150 - Indirect Charges- Records 0 0 0 0.0% 0 0 0 58200 - Indirect Charges- Finance Administratio 0 0 0 0.0% 0 0 0 58230 - Indirect Charges- Technology 0 0 0 0.0% O 0 0 58640 - Indirect Charges- Property Managemen 0 0 0 0.0% 0 C 305.=.05 Total Intemal Services ^C.555 "C.55S 220.15S -27 9',. 733,404 640,941 1,095,159 Total Long Range Planning 983,310 1,011,410 1,115,310 1.8% COMMUNITY DEVELOPMENT - PAGE 191 DEVELOPMENT SERVICES-ENGINEERING BUDGET UNIT: 3500 Program Results: The Development Services - Engineering program provides services that assure private developments are designed and constructed in accordance with the City's standards and requirements and are prop- erly documented. Specifically: • Public improvements by developers are constructed to meet City design standards and develop- ment code provisions. • Hillside development is constructed in accordance with City and State regulations. • As-built information is stored efficiently, is easily retrievable, and provides up-to-date, accurate information for the City's customers. • Public improvements built through private developers perform in accordance with design life. Program Description: The Development Services - Engineering program works in concert with Development Services - Planning and the Public Works Department. The Division provides technical review and issues per- mits for proposed private development projects, provides inspections to assure compliance with City standards, and maintains records relating to public facilities. FY2009-10 Accomplishments: Processed new permits for minor and major projects totaling approximately $1 million in public im- provements within the City. Reviewed and inspected public improvements in such major development projects as National • Safety Office, Sonic Restaurant, Luke-Dorf Facility Expansion, Edgewood II, Greco Develop- ment, Lamphere Canopy Extension, Keyway Office Conversion and engineering review of the Tigard Retail Center in the Tigard Triangle and Community Partners for Affordable Housing (50-unit housing project for seniors). FY2010--11 Goals and Objectives: • Continue private development review and inspection in accordance with City standards. • Work with ODOT and Washington County to require adequate public improvements on State and County facilities with private development applications. • Provide support for Transportation Planning and Public Works /Engineering inspection as needed. • Maintain service standards for permit processing within a reduced work schedule PAGE 192 - CITY OF TIGARD DEVELOPMENT SERVICES-ENGINEERING BUDGET UNIT: 3500 WORKLOAD MEASURES 2007-08 2008-09 2009-10 2010-11 Public Facility Improvement permits issued 110 89 35 35 for private development Land use applications reviewed for public NA 12 11 12 engineering Public Facility Improvement Permits issued for right-of-way and utilities NA 143 90 100 Inspections conducted for utility line replacements, services and upgrades NA NA 40 150 EFFECTIVENESS MEASURES 2007-08 2008-09 2009-10 2010-11 Inspections conducted within 24 hours NA 100% 100% 100% FULL-TIME EQUIVALENT POSITIONS 2007-08 2008-09 2009-10 2010-11 Engineering Manager 1.0 1.0 0.0 0.0 Engineering Technician 1 1.0 1.0 0.0 0.0 Development Engineer 0.0 0.0 08 0.8 Senior Engineering Technician 3.0 2.0 0.8 0.8 Total 5.0 4.0 1.6 1.6 COMMUNITY DEVELOPMENT - PAGE 193 DEVELOPMENT SERVICES-ENGINEERING BUDGET UNIT: 3500 FY 2008 FY 2009 FY 2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs.09-30 5.00 4.00 1.60 TotaIFTE 1.60 1.60 1.60 81,373 89,143 35,729 51001 - Salaries - Management 83,186 83,186 83,186 132.8% 156,055 170,818 -25,707 51002 - Salaries - General 50,486 50,486 50.486 -296.4% 0 4,500 0 51005 - Part Time - Temporary 0 0 0 0.0% 237,428 264,461 10,022 Total Personal Services - Salaries 133,672 133,672 133,672 1233.8% 469 265 21 52001 - Unemployment 133 133 133 533.3% 2,645 2,969 -105 52002 - Worker's Compensation 1,577 1,577 1,577 -1601.9% 17,821 20,268 112 52003 - Social Security/Medicare 4,496 4,496 4,496 3914.3% 1,560 1,767 292 52004 - Tri-Met Tax 911 911 911 212.0% 24,564 26,918 604 52005 - Retirement 13,368 13,368 13,368 2113.2% 2,441 2,674 510 52006 - Retirement - 3% ER Match 1,869 1,869 1,869 266.5% 3,350 3,316 -563 52007 - VERA - ER 1,500 1,500 1,500 -366.4% 280 275 439 52008 - Life Ins/ADD/LTD 588 588 588 33-9% 654 664 -214 52009 - Long Term Disability 0 O 0 -100.01% 30,916 33,030 -1,444 52010-Medical/Dental/Vision 30,270 30,270 30,270 -2196.3% 3,815 3,941 -2,081 52011 - Dental Benefits 0 0 O -100.0% 88,515 96,087 -2,429 Total Personal Services - Benefits 54,712 54,712 54,712 -2352.4% 2,718 1,575 299 53001-Office Supplies 1,100 1,100 1,100 267.9% 0 395 0 53002 - Small Tools 8, Equipment 400 400 400 100.0% 0 228 1,098 53003 - Fuel 1,200 1,200 1,200 93% 2,718 2,198 1,397 Total supplies 2,700 2,700 2,700 93.3% 2,889 10 8,250 54001 - Professional/Contractual Services 3,700 3,700 3,700 -55.2% O 0 O 54003 - Legal Fees 4,000 4,000 4,000 100.0% 4,161 1,388 532 54113 - R & M - Vehicles 1,000 1,000 1,000 88.01Y 0 0 0 54114 - R& M- Office Equipment 0 O 0 0.0% 165 402 0 54115 - Vehicle Usage 0 0 0 0.0% 1,503 1,486 946 54205 - Utigtes - Phone/Pager/Cells 1,800 1,800 1,800 90.3% 627 -45 0 54300 - Advertising & Publicity 0 0 0 0.0% 0 0 73 54301 - Fees and Charges 0 0 0 -100.0% 107 290 60 54302 - Dues & Subscriptions 720 720 720 1100.0% 6,646 3,861 -1,024 54303 - Travel and Training 4,270 4,270 4,270 -517.0% 0 0 0 54306 - Credit Card Fees 0 O 0 0.0% 0 7,437 0 54307-Insurance 0 0 0 0.0% 0 0 0 54309 - Rents and Leases 0 0 0 0.0% 2,563 1,875 1,604 54311 - Special Department Expenses 860 860 860 -46.4% 18,661 16,704 10,441 Total Services 16,350 16,350 16,350 56.6% 0 0 0 56003-Vehicles 0 0 0 0.0% 6,720 82,311 499 56004 - Computer Hardware and Software 400 400 400 -19.8% 6,720 82,311 499 Total Capital improvement 400 400 400 -19.8% 0 0 178,836 58000 - Interdepartmental Costs 92,845 92,845 92,845 -48.1% 0 0 -2,149 58100 - Indirect Charges- City Management 0 0 0 -100.0% 0 0 -2,609 58110 - Indirect Charges- Human Resources 0 0 0 -100.0% 0 0 -1,913 58120 - Indirect Charges- Risk Management 0 0 0 -100.0% 0 0 -8,213 58150 - Indirect Charges- Records 0 0 0 -100.0% 0 0 -2,421 58200 - Indirect Charges- Finance Administratic 0 0 0 -100.0% 0 0 -8,999 58230- Indirect Charges- Technology 0 0 0 -300.0% 0 0 -589 58630 - Indirect Charges- Fleet Maintenance 0 0 0 -100.0% 0 0 -2,748 58640- Indirect Charges- Property Managemen 0 0 0 -100.0% C C 149.195 Total intemal Services 92.E45 9',54= 9'1.245 -37 3" 354,042 461,761 169,125 Total Development Services-Engineering 300,679 300,679 300,679 77.8% PAGE 194 - CITY OF TIGARD DOWNTOWN REDEVELOPMENT BUDGET UNIT: 3700 Program Results: The Downtown Redevelopment Program implements Tigard's Downtown Urban Renewal Plan and plans for other areas of potential redevelopment. Activities include: • Developing and updating strategies, work programs, and action plans to implement revitaliza- tion of the Downtown and other areas of potential redevelopment. • Developing and executing key projects to stimulate redevelopment in the Downtown. • Preparing financial strategies to maximize use of tax increment funds and other funding sources for projects in Downtown. • Developing operating and capital budgets for the Division. • Inter-departmental actions for Downtown related projects. • Coordinating with business and property owners; outside agencies to develop Downtown pro- jects. • Serve as City liaison for Downtown business and property owners on development issues. • Providing staff liaison services to the City Center Advisory Commission (CCAC) and City Cen- ter Development Agency (CCDA). Program Description: The Downtown Redevelopment Division is responsible for engaging community stakeholders, leaders and partner agencies in a broad range of planning and development activities that implement the Ti- gard Downtown Improvement Plan and Urban Renewal Plan. The efforts undertaken by the Division seek to prepare and implement plans to increase economic activity and housing in the Downtown, to aide and support new development and to encourage redevelopment and beautification. The program is also focused on creating a complete Downtown that offers jobs, commerce, housing, recreational opportunities and easy access to a variety of transportation options. PY2009--10 Accomplishments: Completed: • Adoption of Downtown Land Use Regulation and Design Standards. • Developed, implemented, and managed Main Street Facade Improvement Program pilot pro- ject. • Development Opportunity Study of Transit Center redevelopment with Metro and TriMet. • Land use planning support for affordable housing development in Downtown (Community Partners for Affordable Housing project). • Redesigned the Downtown website • Organized Downtown Open House with 50+ attendees • Initial property and business owner outreach for Main Street project • Obtained $30,000 from Metro TOD program to perform development opportunity study • Pacific Higbway Corridor Vision document in collaboration with the University of Oregon • Successful joint application with Metro for $189,000 TGM grant to perform Tigard High Ca- pacity Transit Corridor Land Use Plan COMMUNITY DEVELOPMENT - PAGE 195 DOWNTOWN REDEVELOPMENT BUDGET UNIT: 3700 Initiated and made substantial progress on: • Downtown Circulation Plan • Participation in management team for Main Street Green Street redesign & reconstruction pro- ject. • Participation in management team for Tigard High Capacity Transit Corridor • Land Use Plan Provided ongoing support to: • City Center Development Agency (CCDA). • City Center Advisory Commission (CCAC) • Monthly updates to Tigard Central Business District Association as requested. FY2010-11 Goals and Objectives: • Adoption of the Downtown Circulation Plan and related Development Code Amendments • Conduct feasibility studies for redevelopment of downtown properties • Develop final design for Main Street reconstruction (railroad to southwest entrance at Pacific Highway) with stakeholder input • Organize developers roundtable to market Downtown • Engage in discussions concerning railroad at-grade crossing at Ash Avenue • Develop final recommendations for improving organizational leadership in Downtown • Engage Downtown property and business owners in discussion of future redevelopment po- tential of the Downtown and improvement of business environment. • Evaluate options for City purchase of properties for redevelopment or additional open space • Make progress on "Rail-to-Trail" corridor through Downtown • Apply for MTIP grant for second phase of Main Street Green Street Project PAGE 196 - CITY OF TIGARD DOWNTOWN REDEVELOPMENT BUDGET UNIT: 3700 WORKLOAD MEASURES 2007-08 2008-09 2009-10 2010-11 Projects completed as part of the Downtown NA 7 10 12 Work Program/Major Urban Renewal Coordination/management of inter- NA 12 12 14 department downtown projects Intergovernmental coordination with other NA 10 10 12 agencies Properties engaged in active redevelopment NA NA 3 4 Development opportunity studies managed NA NA 3 4 Stakeholder outreach and support efforts NA NA 12 14 Council/CCDA/CCAC citizen board meetings staffed NA NA 35 40 Developers Forum organized NA NA NA 1 Storefront improvement cases managed NA NA 4 8 EFFECTIVENESS MEASURES 2007-08 2008-09 2009-10 2010-11 Improvement to land value 131% 131% TBD TBD Annual Tax increment revenues $38,000 $177,004 $242,182* $209,000 Incremental assessed value (millions) NA $9.3 $20.4 $17.1 Increase in assessed value from prior year NA NA 118% 29% Number of businesses in Urban Renewal Area 244 TBD TBD 250 Number of employees in URA 1351 TBD TBD 1400 Number of Housing units in URA 255 255 305 350 *represents intermittent state utility assessment COMMUNITY DEVELOPMENT - PAGE 197 DOWNTOWN REDEVELOPMENT BUDGET UNIT: 3700 2007-08 2008-09 2009-10 2010-11 Estimated annual value of development permits (millions) $1.3 $.46 $1.0 $1.3 Properties participating in Fagade Improvement Program NA NA 4 6 Number of storefront improvement grants awarded NA NA 2 4 Number of properties engaged in active redevelopment NA NA 3 4 Number of stakeholder outreach and support efforts NA NA 12 15 FULL-TIMEEQUIVALENT POSITIONS 2007-08 2008-09 2009-10 2010-11 Principal Planner-Downtown 1.0 1.0 1.0 0.0 Redevelopment Project Manager 0.0 0.0 0.0 1.0 Total 1.0 1.0 1.0 1.0 PAGE 198 - CITY OF TIGARD DOWNTOWN REDEVELOPMENT BUDGET UNIT: 3700 FY 2008 FY 2009 FY 2010 2011 2011 2011 Adopted Actual Actual Revised Budget Resource Summary Proposed Approved Adopted vs.09-10 1.00 1.00 1.00 TotalFTE 1.00 1.00 1.00 0 51,766 67,387 51001- Salaries - Management 68,686 68,686 68,686 1.9% 0 0 0 51005 - Part Time - Temporary 0 0 0 0.0% 0 51,766 67,387 Total Personal Services - Salaries 68,686 68,686 68,686 1.9% 0 52 67 52001- Unemployment 69 69 69 3.00% 0 516 803 52002 - Worker's Compensation 811 811 811 1.0% 0 4,061 5,155 52003 - Social Security/Medicare 5,254 5,254 5,254 1.9% 0 345 453 52004 - Tri-Met Tax 468 468 468 3.3% 0 5,694 7,413 52005 - Retirement 7,555 7,555 7,555 1.90% 0 11384 2,022 52006 - Retirement- 3% ER Match 2,061 2,061 2,061 1.9% 0 407 600 52007 - VEBA - ER 600 600 600 0.095 0 73 445 52008 - Life Ins/ADD/LTD 420 420 420 -5.6% 0 142 0 52009 - long Term Disability 0 0 0 0.0% 0 31166 5,698 52010-Medical/Dental/Vision 15,135 15,135 15,135 165.6% 0 373 0 52011- Dental Benefits 0 0 0 0.0% 0 16,213 22,656 Total Personal Services- Benefits 32,373 32,373 32,373 42.9% 0 167 4,400 53001- Office Supplies 4,400 4,400 4,400 0.0% 0 0 0 53002 - Small Tools & Equipment 200 200 200 100.095 0 167 4,400 Total Supplies 4,600 4,600 4,600 4.5% 0 25,192 0 54001- Professional/Contractual Services 15,300 15,300 15,300 100.0% 0 0 0 54003 - Legal Fees 12,000 12,000 12,000 100.01Y. 0 34 0 54115 - Vehicle Usage 0 0 0 0.0% 0 0 0 54205 - Utiites - Phone/Pager/Cells 480 480 480 100.0% 0 1,576 2,000 54300 - Advertising & Publicity 2,000 2,000 2,000 0.0% 0 0 1,125 54302 - Dues & Subscriptions 500 500 500 -55.6% 0 1,334 4,600 54303 - Travel and Training 2,500 2,500 2,500 -45.7% 0 713 200 54311- Special Department Expenses 2,230 2,230 2,230 1015.0°/ 0 28,849 7,925 Total Services 35,010 35,010 35,010 341.8% 0 0 18,641 58000-Interdepartmental Costs 18,686 18,686 18,686 0.2% 0 0 0 58100 - Indirect Charges- City Management 0 0 0 0.0% 0 0 0 58110 - Indirect Charges- Human Resources 0 0 0 0.0% 0 0 0 58120 - Indirect Charges- Risk Management 0 0 0 0.0% 0 0 0 58200 - Indirect Charges- Finance Administratio 0 0 0 0.0% 0 0 0 58230 - Indirect Charges- Technology 0 0 0 0.0% 0 0 0 58640 - Indirect Charges- Property Managemen 0 0 0 0.0% 0 0 18.641 Total Internal Services 18,686 18,686 18,686 0.2% 0 96,995 121,009 Total Downtown Redevelopment 159,355 159,355 159,355 31.7% COMMUNITY DEVELOPMENT - PAGE 199 CAPITAL CONSTRUCTION & TRANSPORTATION BUDGET UNIT: 3400 Budget Note: Historically, the Capital Construction & Transportation Division was managed in the Community De- velopment Department. There were engineers responsible for capital construction also in the Public Works Department. The City hired a consulting firm during the fall of 2009 to review the delivery of engineering services to identify ways to improve the services and to make them more efficient and responsive. Because of this review, the Capital Construction and Transportation Division was moved to the Public Works Depart- ment so that one department would manage all engineering construction services. In this budget document, the reader will find the historical Capital Construction and Transportation Division information here in the Community Development Program. Fiscal Year 2010-2011 budget and programming information is located in the Public Works Program. PAGE 200 - CITY OF TIGARD CAPITAL CONSTRUCTION & TRANSPORTATION BUDGET UNIT: 3400 WORKLOAD MEASURES 2007-08 2008-09 2009-10 2010-11 Pavement Management Program (PMP) Overall Dollars invested per year $793,374 $761,955 $770,000 NA Miles of slurry seal per year NA NA 5.3 NA Miles of overlay per year NA NA 2 NA Number of active CIP projects NA NA 40 NA Note: This Division was relocated to be managed by Public Works Engineering Division (budget unit 6250) EFFECTIVENESS MEASURES 2007-08 2008-09 2009-10 2010-11 Overall Pavement Condition Index (PCI) of street system 68.0 68.1 67.9 NA (Goal, based upon Council approval of SMF increase in January, 2010, is to meet or exceed a PCI of 67.0) FULL-TIME EQUIVALENT POSITIONS 2007-08 2008-09 2009-10 2010-11 Administrative Specialist II 0.5 0.5 0.0 0.0 City Engineer 1.0 1.0 0.0 0.0 City Surveyor 0.0 1.0 0.0 0.0 Engineering Assistant 1.0 1.0 0.0 0.0 Engineering Manager 1.0 1.0 0.0 0.0 Engineering/ Survey Specialist 1.0 0.0 0.0 0.0 Lead Engineering Construction Inspector 0.0 1.0 0.0 0.0 Project Engineer 2.0 2.0 0.0 0.0 Rights of Way Administrator 1.0 1.0 0.0 0.0 Senior Engineer Technician 3.0 2.0 0.0 0.0 Sr. Project Engineer/Right of Way Admin. 0.0 0.0 0.0 0.0 Total 10.5 10.5 0.0 0.0 COMMUNITY DEVELOPMENT - PAGE 201 CAPITAL CONSTRUCTION & TRANSPORTATION BUDGET UNIT: 3400 FY 2008 FY 2009 FY 2010 2011 2011 2011 Adopted Actual Actual Revised Budget Resource Summary Proposed Approved Adopted vs.09-10 10.50 10.50 0.00 Total FTE 0.00 0.00 0.00 383,094 465,767 32,693 51001- Salaries - Management 0 0 0 -100.0% 245,705 247,504 35,416 51002-Salaries- General 0 0 0 -100.01% 8,888 0 3,266 51004 - Part Time - Regular 0 0 0 -100.0% 0 20,704 1,709 51005 - Part Time - Temporary 0 0 0 -100.0°/ 9,901 6,255 2,243 51006 - Overtime 0 0 0 -100.0% 647,588 740,230 75,327 Total Personal Services - Salaries 0 0 0 -100.0% 1,280 741 -192 52001 - Unemployment 0 0 0 -100.0°! 6,955 7,751 -1,161 52002 - Worker's Compensation 0 0 0 -100.01% 49,506 56,654 7,356 52003 - Social Security/Medicare 0 0 0 -100.0% 4,263 4,943 133 52004 - Tri-Met Tax 0 0 0 -100.0% 55,919 75,721 9,600 52005 - Retirement 0 0 0 -100.01/. 8,678 11,037 6,424 52006 - Retirement - 3% ER Match 0 0 0 -100.0% 7,910 7,944 -1,540 52007 - VEBA - ER 0 0 0 -100.0°/ 1,509 1,607 966 52008 - Life Ins/ADD/LTD 0 0 0 -100.0% 1,518 2,011 -681 52009 - Long Term Disability 0 0 0 -100.0% 91,212 106,058 18,475 52010-Medical/Dental/Vision 0 0 0 -100.0°/ 11,725 12,961 -1,722 52011- Dental Benefits 0 0 0 100.0% 0 0 0 52012 - Accrued Vacation 0 0 0 0.0% 240,475 287,428 37,658 Total Personal Services - Benefits 0 0 0 100.0% 13,417 6,820 1,999 53001- Office Supplies 0 0 0 -100.0% 3,754 3,304 2,849 53002 - Small Tools & Equipment 0 0 0 -100.0°! 2,229 2,100 985 53003-Fuel 0 0 0 -100.0% 19,400 12,224 5,833 Total Supplies 0 0 0 -100.0% 67,276 30,705 17,219 54001-Profess ional/ContractuaIServices 0 0 0 -100.01/. 0 0 0 54003 - Legal Fees 0 0 0 0.0'/ 70 0 0 54101- R& M- Facilities 0 0 0 0.0°/ 4,947 1,227 478 54113 - R & M -Vehicles 0 0 0 -100.01/. 752 90 978 54114 - R & M - Office Equipment 0 0 0 -100.0% 645 1,472 0 54115 - Vehicle Usage 0 0 0 0.0% 2,922 2,544 415 54205 - UtiGtes - Phone/Pager/Cells 0 0 0 -100.0°/ 1,623 1,520 593 54300 - Advertising & Publicity 0 0 0 -100.0% 366 360 -312 54301-Fees and Charges 0 0 0 -100.0% 836 1,503 91 54302 - Dues & Subscriptions 0 0 0 -100.0% 15,718 5,987 979 54303-Travel and Training 0 0 0 -100.0°x6 0 0 0 54306 - Credit Card Fees 0 0 0 0.0°/ 0 10,412 0 54307-Insurance 0 0 0 0.0% 0 0 0 54309 - Rents and Leases 0 0 0 0.0% 1,889 2,547 1,320 54311- Special Department Expenses 0 0 0 -100.0°/ 97,044 58,367 21,761 Total Services 0 0 0 -100.0°/ 0 0 0 56003 - Vehicles 0 0 0 0.0% 10,681 12,266 4,084 56004 - Computer Hardware and Software 0 0 0 100.01Y. 0 0 0 56006 - Equipment 0 0 0 0.0°/u 10,681 12,266 4,084 Total Capital Improvement 0 0 0 100.0% PAGE 202 - CITY OF TIGARD CAPITAL CONSTRUCTION & TRANSPORTATION BUDGET UNIT: 3400 FY 2008 FY 2009 FY 2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs,09-10 0 0 293,444 58000 - Interdepartmental Costs 0 0 0 -100.0°0 0 0 -23,202 58100 - Indirect Charges- City Management 0 0 0 -100.00/0 0 0 -19,862 58110 - Indirect Charges- Human Resources 0 0 0 -100.00A 0 0 -17,106 58120 - Indirect Charges- Risk Management 0 0 0 -100.0% 0 0 -3,787 58130 - Indirect Charges- Office Services 0 0 0 -100.0% 0 0 -34,874 58150 - Indirect Charges- Records 0 0 0 -100.0% 0 0 -26,138 58200 - Indirect Charges- Finance Administratio 0 0 0 -100.0% 0 0 -27,224 58230 - Indirect Charges- Technology 0 0 0 -100.0% 0 0 -3,203 58630 - Indirect Charges- Fleet Maintenance 0 0 0 -100.0% 0 0 -20,921 58640 - Indirect Charges- Property Managemen 0 0 0 -100.030 0 0 117,127 Total Internal Services 0 0 0 -100.0% 1,015,188 1,110,515 261,790 Total Capital Construction & Transportation 0 0 0 .100.0% COMMUNITY DEVELOPMENT - PAGE 203 TIGARD PAGE 204 - CITY OFT IGARD POLICYAND ADMINISTRA TION PROGRAM Policy and Administration Organization Chart 205 Expenditure/FTE Summary 206 City Administration Organization Chart/FTE Summary 207 Mayor & City Council 208 City Management 212 Human Resources 216 Risk Management 220 Communications/Graphic Design 224 Municipal Court 228 City Recorder/Records 231 Finance and Information Services Organization Chart/FTE Summary 234 Finance and Information Services Administration 235 Financial Operations 239 R° o 00 Utility Billing 242 Information Technology 245 Contracts and Purchasing 249 foot POLICY & ADMINISTRATION ORGANIZATION CHART POLICY & ADMINISTRATION MAYOR AND COUNCIL FINANCE & INFORMATION SERVICES CITY ADMINISTRATION i POLICY AND ADMINISTRATION - RAGE 205 POLICY AND ADMINISTRATION PROGRAM The Policy and Administration Program consists of City Administration and the Finance and Informa- tion Service Departments. This program includes a wide variety of functions such as accounting, ad- ministrative support, city management, computer and information services, contracts & purchasing, financial management, human resource management, municipal court, records management, risk man- agement, strategic planning and utility billing. The Mayor and Council and the Municipal Court budgets are funded entirely from the General Fund. Charge backs to other City programs that use these common services fund the other budget units. FY 2008 11 FY 2009 11 FY 2010 FY 2011 FY 2011 FY 2011 2011 Adopted Description Actual Actual Revised Proposed Approved Adopted vs.2010 Revised Number of Positions 43.30 45.55 43.90 4190 43.90 43.90 0.0% Budget By Category Personal Services 3,427,482 3,854,653 4,407,620 4,215,386 4,215,386 4,215,386 -4.4% Materials & Services 1,284,485 1,042,508 1,971,480 2,081,454 2,122,118 2,122,118 7.6% Interdepartmental Costs 0 0 223,693 195,771 195,771 195,771 -12.5% Capital Outlay 221,443 1,099,988 1,124,121 321,425 321,425 321,425 -71.4% Total All Category 4,933,410 5,997,149 7,726,914 6,814,036 6,854,700 6,854,700 -11.3% Budget By Division Mayor and Council 141,370 215,624 336,488 299,730 299,730 299,730 -10.9% City Management 604,123 637,430 872,964 709,506 730,170 730,170 -16.4% Human Resources 559,176 585,009 844,877 762,879 762,879 762,879 -9.7% Risk Management 579,642 252,332 715,290 627,437 647,437 647,437 -9.5% Communications/Graphic Design 630,600 520,853 589,293 436,908 436,908 436,908 -25.9% Municipal Court 256,140 310,696 506,976 508,780 508,780 508,780 0.4% City Recorder/Records 0 377,118 603,957 420,374 420,374 420,374 -30.4% Finance & Info. Services Admin. 354,733 717,673 599,304 434,418 434,418 434,418 -27.5% Financial Operations 980,964 469,889 525,370 438,533 438,533 438,533 -16.5% Utility Billing 0 451,202 557,751 502,701 502,701 502,701 -9.9% Information Technology 826,662 1,203,287 1,574,644 1,465,309 1,465,309 1,465,309 -6.9% FIS Interim Plan 0 256,036 0 0 0 0 0.0°x6 Contracts and Purchasing 0 0 0 207,461 207,461 207,461 100.0% Total All Division 4,933,410 5,997,149 7,726,914 6,814,036 6,854,700 6,854,700 -11.3% Budget by Fund General Fund - 100 397,510 782,356 843,464 808,510 808,510 808,510 -4.1% Central Services Fund - 600 4,535,900 5,214,793 6,883,450 5,990,526 6,031,190 6,031,190 -12.4% Insurance Fund - 660 0 0 0 15,000 15,000 15,000 100.0% Total All Fund 4,933,410 5,997,149 7,726,914 6,814,036 6,854,700 6,854,700 -11.3% RAGE 206 - CITY OF TIGARD CITY ADMINISTRATION ORGANIZATION CHART CITY ADMINISTRATION MAYOR AND COUNCIL HUMAN RESOURCES CITY MANAGEMENT COMMUNICATIONS/GRAPHIC - RISK MANAGEMENT DESIGN CITY RECORDER/ RECORDS ! MUNICIPAL COURT FY 2008 FY 2009 FY 2010 FY 2011 11 FY 2011 FY 2011 11 2011 Adopted i Description Actual Actual Revised Proposed 11 Approved Adopted vs.2010 Revised Number of Positions 21.30 23.55 21.60 21.60 21.60 21.60 0.0% Budget By Category Personal Services 1,796,632 2,109,165 2,302,290 2,132,199 2,132,199 2,132,199 -7.4% Materials & Services 825,827 457,269 1,239,763 1,082,799 1,123,463 1,123,463 -12.7% Interdepartmental Costs 0 0 158,357 133,489 133,489 133,489 -15.7% Capital Outlay 7,222 117,004 432,947 117,397 117,397 117,397 -72.9°x6 Total All Category 2,629,681 2,683,438 4,133,357 3,465,884 3,506,548 3,506,548 -1S.2% Budget By Division City Management 604,123 637,430 872,964 709,506 730,170 730,170 -18.7% Human Resources 559,176 585,009 844,877 762,879 762,879 762,879 -9.7% Risk Management 579,642 252,332 715,290 627,437 647,437 647,437 -12.3% Communications/Graphic Desig 630,600 520,853 589,293 436,908 436,908 436,908 -25.9% Municipal Court 256,140 310,696 506,976 508,780 508,780 508,780 0.4% City Recorder/Records 0 377,118 603,957 420,374 420,374 420,374 -30.4% Total All Division 2,629,681 2,683,438 4,133,357 3,465,884 3,506,548 3,506,548 -15.2% Budget by Fund General Fund - 100 256,140 310,696 506,976 508,780 508,780 508,780 0.4°x6 Central Services Fund - 600 2,373,541 2,372,742 3,626,381 2,942,104 2,982,768 2,982,768 -18.9% Insurance Fund-660 0 0 0 15,000 15,000 15,000 100.0% Total All Fund 2,629,681 2,683,438 4,133,3S7 3,465,884 3,506,548 3,506,548 -15.2% POLICY AND ADMINISTRATION - PAGE 207 MAYOR & CITY COUNCIL BUDGET UNIT: 0500 Program Results: • Basic city services provided to citizens are cost-effective and are delivered without interruption. • Tigard's interest in regional and statewide activities is coordinated with appropriate agencies and jurisdictions. • Tigard citizens are involved in the community and participate effectively. • Programs and activities are available in the community to meet the needs of a diverse popula- tion. • External and internal City assets are well managed and utilized. Program Description: The Mayor and Council represent the legislative and policy leadership for City government. The Mayor and Councilors are elected by citizens for four-year terms on a non-partisan basis and serve part -time. The Council hires the City Manager to run day-to-day operations. The City Council reviews, revises, and adopts City laws and policies and sets the overall direction of the City. FY2009-10 Accomplishments: • The City's received American Recovery and Reinvestment Act (ARRA) funding for the following projects: • 1.0MG Reservoir Improvements and Transfer Pump Station ($4.796 million) Pavement Preservation Overlays ($1.116 million) Small Fix Congestion Solutions ($160,000) Permit Center Roof ($230,500) New Lazy Enforcement Technology ($20,903) E-ticketing Technology ($86,099) • Move forward with Burnham Street project The Burnham Street groundbreaking ceremony was held on October 20, 2009 and construction started October 26. The contractor, Kodiak Pacific Construction, and their sub-contractor, Clopton Excavating, began sanitary sewer re- pairs, installation of new storm line, storm sewer installation. • Develop a 50-year aspiration goal in support of Urban/Rural Reserves Program Tigard participated with Metro and the region's other cities and counties in the final public comment period to determine what lands are needed to accommodate the region's long term growth projections (urban reserves) and those lands that should remain rural (rural reserves). • Prepare for 2010 Bond Measure for Parks, Open Spaces, and Trails A $20 million dollar bond measure was sent to voters in November 2009 for Parks and Open Space acquisition & maintenance. Voter turnout for this election was low and the measure did not pass. • Complete Parks Master Plan-The Park System Master Plan was adopted by the Council on July 14, 2009. PAGE 208 - CITY OF TIGARD MAYOR & CITY COUNCIL BUDGET UNIT: 0500 .FY2010--11 Goals and Objectives: 2010 Council Goals Implement Comprehensive Plan • Complete the Transportation System Plan (TSP) and begin area plans (Tigard Triangle, Pacific Highway Corridor, etc.) • Update Tree Code • Continue to promote and plan for Pacific Highway Light Rail Implement Downtown Urban Renewal • Initiate developer outreach/recruitment • Adopt Downtown Circulation Plan Strategize with Park and Recreation Advisory Board on a 2010 Parks Bond • Decide whether to return to ballot and, if so, when? • Develop land acquisition strategies (potential options to purchase, etc.) Advance Methods of Communication • External: Develop communication strategy and methods in support of City goals. • Internal: Support staff efforts to change the organizational culture to create a proactive environment of exceptional people and service, promoting the values of "respect and care," "get it done," and "do the right thing" (Strategic Clarity). Support 2010 Washington County Cooperative Library Services (WCCLS) and Washington County Public Safety Levies Five-Year Council Goals • Obtain Ash Street railroad crossing in downtown • Explore Pacific Highway Urban Renewal District • Continue to support the Legislature in addressing the financial needs of state and local gov- ernments in Oregon • Develop long-term financial strategy • Start implementing plan for City facility needs • Develop Sustainability Plan Long-Term Council Goals • Continue pursuing opportunities to reduce traffic congestion • Continue implementing Downtown Urban Renewal Plan • Continue to monitor the Tigard/Lake Oswego Water Partnership POLICY AND ADMINISTRATION - PAGE 209 MAYOR & CITY COUNCIL BUDGET UNIT: 0500 WORKLOAD MEASURES 2007-08 2008-09 2009-10 2010-11 Population served 46,400 47,300 47,500 47,700 Number of Council meetings 44 44 45 46 (plus joint Meetings & 5th Tuesday) Average hours of Council meetings 4.0 2.7 3.5 2.5 Number of ordinances adopted 10 16 24 20 Number of resolutions adopted 75 77 78 78 Number of regional committees requiring NA 4 6 8 elected officials attendance EFFECTIVENESS MEASURES 2007-08 2008-09 2009-10 2010-11 Average rating on citizen's highest NA 7.2 7.5 7.5 service priorities Citizens rating overall city service as good 57% 75% 75% 77% or better Citizens who feel that Tigard will be a better place to live and work in the future NA NA 80% 82% FULL-TIME EQUIVALENT POSITIONS City Councilors receive $350 per month. The Mayor receives compensation equivalent to approximately one-half of a City Director's salary and is specified in the salary section, if approved by sitting Council members. PAGE 210 - CITY OF TIGARD MAYOR & CITY COUNCIL BUDGET UNIT: 0500 FY 2008 FY 2009 FY 2010 Budget Resource Summary 2011 2011 2011 Actual Actual Revised Proposed Approved Adopted Adop9t-led 0 0.00 0.00 0.00 Total FTE 0.00 0.00 0.00 22,500 51,664 58,800 51001- Salaries - Management 58,800 58,800 58,800 0.00 22,500 51,664 58,800 Total Personal services - Salaries 58,800 58,800 58,800 0.0% 45 52 59 52001- Unemployment 58 58 58 -1.7% 116 207 136 52002 - Worker's Compensation 116 116 116 -14.7% 1,721 3,952 4,498 52003 - Social Security/Medicare 4,497 4,497 4,497 0.0% 148 345 395 52004-Tri-Met Tax 402 402 402 1.8% 32,509 38,911 54,373 52010 - Medical/Dental/Vision 54,975 54,975 54,975 1.1% 3,197 3,767 0 52011- Dental Benefits 0 0 0 0.0% 37,736 47,234 59,461 Total Personal Services- Benefits 60,048 60,048 60,048 1.0% 5,655 1,324 1,400 53001- Office Supplies 5,900 5,900 5,900 321.4% 5,655 1,324 1,400 Total Supplies 5,900 5,900 5,900 321.4% 3,950 54,839 61,500 54001- Professional/Contractual Services 10,900 10,900 10,900 -82.3% 0 0 0 54003-Legal Fees 12,000 12,000 12,000 100.01ya 27 0 0 54115 - Vehicle Usage 0 0 0 0.0% 1,903 0 0 54300 - Advertising & Publicity 0 0 0 0.0% 51,180 40,939 44,040 54302 - Dues & Subscriptions 44,000 44,000 44,000 -0.1% 15,693 18,759 27,700 54303 - Travel and Training 31,900 31,900 31,900 15.2% 2,726 865 18,251 54311- Special Department Expenses 13,900 13,900 13,900 -23.8% 75,479 115,402 151,491 Total Services 112,700 112,700 112,700 -25.6% 0 0 65,336 58000-Interdepartmental Costs 62,282 62,282 62,282 -4.7% 0 0 0 58100 - Indirect Charges- City Management 0 0 0 0.0% 0 0 0 58150 - Indirect Charges- Records 0 0 0 0.0% 0 0 0 Sg200 - Indirect Charges- Finance Administratio 0 0 0 0.01ya 0 0 0 58230 - Indirect Charges- Technology 0 0 0 0.046 0 0 65,336 Total I ntemal Services 62,82 62.252 62,82 -4.7% 141,370 215,624 336,488 Total Mayor and Council 299,730 299,730 299,730 -10.9% POLICY AND ADMINISTRATION - PAGE 211 CITY MANAGEMENT BUDGET UNIT: 1000 Program Results: • Tigard citizens have access to accurate information on current issues in a variety of formats. • Plans and programs are in place for coordinated management of the City's assets. • Tigard citizens participate in programs and activities that connect them with decision-makers and community members. • City departments proactively manage issues and achieve stated goals. Program Descri)2tion: The City Management Division consists of the City Manager and staff supporting the activities of the City Council and assisting in the overall management of city programs. The City Manager is hired by the City Council to run the daily affairs of the city and to implement poli- cies adopted by the Council. A major focus of this Division is on communications among the city, citi- zens, and employees. Specific activities of this Division include: • Communicate the direction from City Council on policies, laws, and directives to the Execu- tive Staff and employees. • Encourage the use of a variety of communication tools, including the Cityscape, the city's web page, cable television programming, Neighborhood Network Web pages and use other means to make information available to citizens and employees. • Review and refine the information presented to the City Council. • Seek other financing options through grant opportunities for programs already identified. FY2009--10 Accom pl! shmen ts: • Cityscape Newsletter rated as the most preferred method for communication to citizens on city programs and activities. • Work programs and project timelines were developed for all major projects and programs. The City Manager and Department Directors met bi-weekly to review project status to ensure timelines were met. • Progress on Council Goals was monitored and updates were issued quarterly. • Web pages for all 13 of the Neighborhood Network areas were active and steering committees were active in three of the neighborhood areas by the end of the year. FY2010-11 Goals and Objectives: • Continuously improve communications through review of communication tools used to pro- vide timely, easily accessed information about city services, programs and accomplishments. Ensure the information on the web site is current and written communication tools are de- signed and reviewed to ensure information is clear, accurate and timely. • Continuously improve the City's operational efficiency through regular review of departmental goals and operations. PAGE 212 - CITY OF TIGARD CITY MANAGEMENT BUDGET UNIT: 1000 • Anticipate actions and decisions needed from the Council by administering and encouraging the establishment of work programs and project timelines. The City Manager and Department Directors will continue to meet bi-weekly to review the status of projects to ensure timelines are met. • Monitor progress on Council Goals and issue updates quarterly. • Continue implementation of the Neighborhood Network Program citywide, focusing on the activation of Steering Committees. WORKLOAD MEASURES 2007-08 2008-09 2009-10 2010-11 Number of City Manger meetings with Councilors and Mayor 87 80 84 96 Cityscape issues published each year 12 12 12 6 Legislative status reports issued weekly during Legislative Session 8 0 0 15 Active Neighborhood Steering Committees NA 3 5 6 EFFECTIVENESS MEASURES 2007-08 2008-09 2009-10 2010-11 Citizens ranking the quality of city services as good or better NA 77% 77% 80% Citizens ranking responsiveness of city staff to inquiries as good or better NA 88% 88% 90% People that name Cityscape as a good source of information about the city 69% 49% 50% 55% People that name the City's website as a source of information 17% 8% 10% 10% Awards for quality city programs 6 1 2 4 Active Neighborhood Network with an active Steering Committee which participate NA 23% 50% 50% in program activities POLICY AND ADMINISTRATION - PAGE 213 CITY MANAGEMENT BUDGET UNIT: 1000 FULL-TIME EQUIVALENT POSITIONS 2007-08 2008-09 2009-10 2010-11 Assistant City Manager 1.0 1.0 1.0 1.0 Assistant to the City Manager 0.0 0.5 0.5 0.5 City Manager 1.0 1.0 1.0 1.0 Community Events Coordinator 0.0 0.0 0.0 0.0 Communications/Graphic Designer 0.0 1.0 1.0 1.0 Executive Assistant to City Administration 1.0 1.0 1.0 1.0 Program Development Specialist 0.8 0.8 0.0 0.0 Total 4.8 5.3 4.5 4.5 PAGE 214 - CITY of TIGARD CITY MANAGEMENT BUDGET UNIT: 1000 FY 2008 FY 2009 FY 2010 2011 2011 2011 Adopted Actual Actual Revised Budget Resource Summary Proposed Approved Adopted vs.09-10 4.80 5.30 4.50 Total FTE 4.50 4.50 4.50 384,860 429,141 475,567 51001- Salaries - Management 421,207 421,207 421,207 -11.4% 0 2,984 0 51004 - Part Time - Regular 0 0 0 0.0% 0 91 0 51006 - Overtime 0 0 0 0.01% 384,860 432,216 475,567 Total Personal Services - Salaries 421,207 421,207 421,207 -11.4% 763 434 476 52001- Unemployment 421 421 421 -11.6% 1,187 957 1,017 52002 - Worker's Compensation 773 773 773 -24.01/. 27,421 29,852 33,188 52003 - Social Security/Medicare 32,223 32,223 32,223 -2.9% 2,539 2,893 3,195 52004 - Tri-Met Tax 2,872 2,872 2,872 -10.1% 42,514 47,693 52,312 52005 - Retirement 46,332 46,332 46,332 -11.4% 14,146 16,049 17,149 52006-Retirement -3%ERMatch 15,537 15,537 15,537 -9.4% 3,027 3,074 3,300 52007 - VEBA - ER 2,700 2,700 2,700 -18.2% 2,324 2,324 2,448 52008 - life Ins/ADD/LTD 1,890 1,890 1,890 -22.8% 1,143 1,198 0 52009-Long Term Disability 0 0 0 O.W. 13,958 26,002 33,510 52010-Medical/Dental/Vision 33,124 33,124 33,124 -1.2% 2,621 2,886 0 52011- Dental Benefits 0 0 0 0.0% 6,262 18,602 0 52012-Accrued Vacation 13,150 13,150 13,150 100.0% 117,905 151,964 146,595 Total Personal Services - Benefits 149,022 149,022 149,022 1.7% 11,515 4,775 5,400 53001- Office Supplies 9,890 9,890 9,890 83.1% 0 0 0 53002 - Small Tools & Equipment 0 0 0 0.0% 0 0 0 53003 - Fuel 25 25 25 100.0% 11,515 4,775 5,400 Total Supplies 9,915 9,915 9,915 83.6% 36,672 6,204 54,500 54001-Professiona l/ Contractual Services 11,120 11,120 11,120 -79.6% 0 0 0 54003 - Legal Fees 4,000 4,000 4,000 100.0% 103 97 0 54115 - Vehicle Usage 0 0 0 0.0% 1,439 1,463 2,280 54205 - Utiltes - Phone/Pager/Cells 1,080 1,080 1,080 -52.6% 36,592 33,410 47,000 54300 - Advertising & Publicity 23,500 44,164 44,164 -6.0% 0 173 2,520 54301- Fees and Charges 0 0 0 -100.0% 2,134 3,207 2,250 54302 - Dues & Subscriptions 1,713 1,713 1,713 -23.9% 12,266 2,790 7,535 54303 - Travel and Training 0 0 0 -100.0% 514 1,131 129,317 54311 - Special Department Expenses 87,150 87,150 87,150 -32.6% 89,720 48,475 245,402 Total Services 128,563 149,227 149,227 -39.2% 123 0 0 56004 - Computer Hardware and Software 799 799 799 100.01y. 123 0 0 Total Capital Improvement 799 799 799 100.0% 604,123 637,430 872,964 Total City Management 709,506 730,170 730,170 -16.4% POLICY AND ADMINISTRATION - PAGE 215 HUMAN RESOURCES BUDGET UNIT: 1100 Program Results: • The City attracts, develops, motivates and retains the best employees who reflect the organiza- tion's reputational values and meet its organizational goals • The City complies with local, state and federal employment laws. • Human Resources support and assistance is provided to internal customers to enhance the efficiency and effectiveness of operating departments. Program Description: The Human Resources Division provides human resource leadership and support to City departments by proactively providing quality policies, programs, systems and services, which contribute to the at- tainment of organizational goals and values. Human Resources is responsible for maintaining compli- ance with employment laws and providing supervisory staff with the training and support to effec- tively lead their work units and model the organization's reputational values. Program services include recruitment and selection, testing, benefit administration, new employment orientation, labor negotia- tions and contract administration, employee and supervisory training, personnel policy and employee relations administration, job classification and salary administration, personnel record management, workforce planning, wellness /employee life balance efforts, organizational development and perform- ance management, equal employment opportunity and diversity, dispute resolution, and employee rec- ognition. FY2009--10 Accomplishments: • Development and implementation of human resources modules within IFAS system including Employee Online, Applicant On Line, Professional Development; assisted with development of Payroll module and Timecard Online • Implementation of City Wide Values Integration Project in each department; modification of personnel evaluation tool to reflect business service values • Coordinated Behavior Interviewing workshops for all supervisors/managers to support values based hiring city wide • Coordinated various city wide training workshops for employees and supervisors • Negotiated with unions, worked with impacted employees and assisted departments in imple- menting furloughs for SEIU employees • Provided human resource support to team, supervisors, and employees in the review and reor- ganization of the Engineering Division to maximize staff competencies and minimize work- force disruption Updated City Wide Personnel Policies and involved appropriate stakeholders FY2010-11 Goals and Objectives: • Negotiate new collective bargaining agreement with SEIU/OPEU (General Employees) • Negotiate reopener clause with TPOA (Tigard Police Officer Association) • Strengthen managers' and supervisors' competence, confidence and consistency in leading staff PAGE 216 - CITY OF TIGARD HUMAN RESOURCES BUDGET UNIT: 1100 • Work with study groups of employees and managers on crucial human resource issues • Broaden recruitment efforts and market the City of Tigard as an employer of choice in order to provide a highly qualified, diverse applicant pool to serve the citizens of Tigard • Provide additional consultation and instruction to city departments on hiring appropriate can- didates and avoiding interview and selection pitfalls • Continue to explore and implement health plan cost effective strategies, educational efforts, and administrative efficiencies with the assistance of the City Wide Health Plan Committee. Continue to reinforce successful performance standards so that time and talent are used effec- tively, and expectations are linked to organizational goals and measures. WORKLOAD MEASURES 2007-08 2008-09 2009-10 2010-11 Number of recruitments 70 31 40 30 Total number of job applications received 2,300 1,825 1,900 2,000 Total number of attendees at HR sponsored employee events/education/information 850 428 428 275 programs Total number of HR sponsored employee 45 22 40 30 events/education/information programs Number of FMLA/ADA requests processed NA NA 140 140 Number of benefit related assistance provided NA NA 680 720 Number of consulting engagements NA NA 1,070 1,100 Total number of City FTE 283 296 285 267 EFFECTIVENESS MEASURES 2007-08 2008-09 2009-10 2010-11 Employees successfully completing probation 100% 98% 100% 100% Employees still employed after five years 65% 60% 62% 65% POLICY AND ADMINISTRATION - PAGE 217 HUMAN RESOURCES BUDGET UNIT: 1100 2007-08 2008-09 2009-10 2010-11 Classification reviews completed within 15 NA NA 75% 80% business days Employees who report the result of training is NA NA 70% 75% that it will help them on the job Citywide turnover rate NA NA 4.2% 4.0% FULL-TIME EQUIVALENT POSITIONS 2007-08 2008-09 2009-10 2010-11 Human Resources Assistant 1.0 1.0 1.0 1.0 Human Resources Director 1.0 1.0 1.0 1.0 Human Resources Technician 0.0 1.0 1.0 1.0 Senior Human Resources Analyst 2.0 2.0 2.0 2.0 Total 4.0 5.0 5.0 5.0 PAGE 218 - CITY OF TIGARD HUMAN RESOURCES BUDGET UNIT: 1100 FY 2008 FY 2009 FY2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs.09-10 4.00 5.00 5.00 TotaIFTE 5.00 5.00 5.00 276,368 311,949 363,991 51001- Salaries - Management 358,834 358,834 358,834 -1.40/a 4,907 13,351 18,500 51005 - Part Time - Temporary 2,000 2,000 2,000 -89.2% 281,275 325,300 382,491 Total Personal Services - Salaries 360,834 360,834 360,834 -5.7% 556 325 364 52001- Unemployment 359 359 359 -1.40/a 628 650 663 52002 - Worker's Compensation 566 566 566 -14.6% 21,517 25,252 27,687 52003 - Social Security/Medicare 27,451 27,451 27,451 -0.9% 1,848 2,171 2,445 52004 - Tri-Met Tax 2,446 2,446 2,446 0.00/0 30,400 33,501 40,039 52005 - Retirement 39,472 39,472 39,472 -1.4% 8,291 9,136 10,920 52006 - Retirement - 3% ER Match 10,766 10,766 10,766 -1.4% 2,429 2,549 3,000 52007 - VEBA - ER 3,000 3,000 3,000 0.0% 435 438 1,780 52008 - Life Ins/ADD/LTD 2,100 2,100 2,100 18.0% 929 1,009 0 52009-Long Term Disability 0 0 0 0.00/0 28,286 31,455 54,373 52010 - Medical/Dental/Vision 47,854 47,854 47,854 -12.0% 2,853 3,077 0 52011- Dental Benefits 0 0 0 0.0% 2,674 18,354 0 52012 - Accrued Vacation 0 0 0 O.N. 100,846 127,917 141,271 Total Personal Services - Benefits 134,014 134,014 134,014 -5.1% 12,325 7,258 11,645 53001- Office Supplies 12,650 12,650 12,650 8.6% 0 0 0 53002 - Small Tools & Equipment 0 0 0 0.00/0 12,325 7,258 11,645 Total Supplies 12,650 12,650 12,650 8.6% 147,200 113,046 159,700 54001- Professional/Contractual Services 8,606 8,606 8,606 -94.6% 0 0 0 54003 - legal Fees 113,920 113,920 113,920 100.0% 4 8 0 54115 - Vehicle Usage 0 0 0 0.0% 564 642 1,080 54205 - Utiltes - Phone/Pager/Cells 1,080 1,080 1,080 0.0% 123 310 0 54300 - Advertising & Publicity 0 0 0 0.0% 1,328 744 2,940 54302 - Dues & Subscriptions 2,940 2,940 2,940 0.0% 8,520 2,742 32,250 54303 - Travel and Training 16,200 16,200 16,200 -49.8% 6,217 6,498 13,500 54311- Special Department Expenses 12,635 12,635 12,635 -6.4% 163,956 123,990 209,470 Total Services 155,381 155,381 155,381 -25.8% 774 544 100,000 56004 - Computer Hardware and Software 100,000 100,000 100,000 0.0% 774 544 100,000 Total Capital Improvement 100,000 100,000 100,000 0.0% 559,176 585,009 844,877 Total Human Resources 762,879 762,879 762,879 -9.7% POLICY AND ADMINISTRATION - PAGE 219 RISK MANAGEMENT BUDGET UNIT: 1200 Program Results: • The City's employees and assets are protected from harm and adverse financial impact. • Prompt, effective & efficient services are provided to internal & external customers. Program Des!g i tron: The division provides risk management services to the City Council and all departments in the City. The Assistant to the City Manager reports directly to the City Manager. Risk Management provides a comprehensive program that strives to achieve the following citywide results: • Establish, to the extent possible, an exposure-free work and service environment in which per- sonnel as well as members of the public can enjoy safety and security in the course of their daily pursuits. • Preserve assets and service capabilities from loss, destruction, or depletion. • Minimize the total long-term cost of all activities related to the identification, prevention and control of unplanned losses and their consequences. • Create and maintain a system of internal procedures providing a constant reassessment of fluc- tuating exposure to loss and available financial resources, including insurance. • Advise and otherwise assist the City Manager, other City staff and the public on liability reduc- tion and safety enhancement. FY2009-10 Accomplishments: • Coordinated self-requested external audit of the City's risk management practices. Tigard ranked in the top 10% of Oregon cities for best practices. Audit recommendations to be im- plemented over the next couple of years. • Received League of Oregon Cities Silver Safety Award for maintaining a low injury frequency rate. • Provided special project support for City Manager to ensure effective and efficient services citywide, which included • internal reviews of various City services and business management practices; • external review of the delivery of engineering services; • update and review of various franchise agreements; o emergency management continuity of operations plan for pandemic; and o liaison with Loaves & Fishes in providing Tigard's senior services. • Coordinated the City's federal and state stimulus funding requests. Tigard awarded grants and funding which totaled over $6.4 million. • Tracked federal and state legislation relevant to the City Council's four legislative priorities and included regular updates for City Council and staff on relevant bills passed during the 2009 Oregon Legislative Session. RAGE 220 - CITY OF TIGARD RISK MANAGEMENT BUDGET UNIT: 1200 • Coordinated efforts to complete the Council's 2009 Community Attitudes Survey. The statis- tically valid phone survey of 400 residents tracked changes and trends in resident attitudes. Preserved City's ability to purchase property/casualty and worker's compensation insurance at reasonable rates. FY2010-11 Goals and Objectives: • Preserve City's ability to purchase property/casualty and worker's compensation insurance at reasonable rates. • Review & update City policies and procedures to reflect best practices. • Provide special project support for City Manager to ensure effective and efficient services city- wide. • Evaluate auto exposure investigations, review reporting procedures citywide and departmental protocols for auto exposure investigations to reduce occurrences; provide defensive driving training for city employees; develop a collision review board to analyze all city business-related vehicle incidents to determine preventability. • Continue coordination of the monthly Safety Committee meetings to improve safety and health awareness with employees as well as review the City's safety program. • Initiate phased-in implementation of 2009 risk audit recommendations. WORKLOAD MEASURES 2007-08 2008-09 2009-10 2010-11 Number of general liability claims 42 44 50 52 (property & casualty) Number of vehicle collisions 18 23 17 16 Number preventable auto accidents 15 15 7 7 Number of Worker Compensation (WC) claims processed 14 23 16 17 EFFECTIVENESS MEASURES 2007-08 2008-09 2009-10 2010-11 Percentage of general liability claims that proceed to litigation 4.8% 2.3% 6.0% 4.6% Traffic collision incidents involving law 1.73 2.26 2.26 2.13 enforcement (per 100k miles) POLICY AND ADMINISTRATION - PAGE 221 1 RISK MANAGEMENT BUDGET UNIT: 1200 2007-08 2008-09 2009-10 2010-11 Average cost of traffic collision-law enf. $6,644 $2,667 $5,576 $5,248 Traffic collisions other light vehicles 1.04 1.25 0.83 0.83 (per 100k miles) Average cost of traffic collision-light vehicle $227 $262 $240 $240 Average number of worker days lost per 5.4 1.7 3.3 5.0 Worker's Compensation claim Worker's Compensation experience 0.93 0.95 0.76 0.74 modification factor (1.0= industry average) FULL TIMEEQUIVALENT POSITIONS 2007-08 2008-09 2009-10 2010-11 Assistant to the City Manager 1.0 0.5 0.5 0.5 Risk Management Technician 1.0 1.0 0.8 0.8 Management Analyst/Risk 0.0 1.0 1.0 0.0 Senior Management Analyst 0.0 0.0 0.0 1.0 Total 2.0 2.5 2.3 2.3 PAGE 222 - CITY OF TIGARD I RISK MANAGEMENT BUDGET UNIT: 1200 FY 2008 FY 2009 FY 2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs.09-10 2.00 2.50 2.30 TotalFTE 2.30 2.30 2.30 123,698 155,785 162,319 51001-Salaries- Management 153,832 153,832 153,832 -5.2% 0 1,339 0 51006 - Overtime 0 0 0 0.0% 123,698 157,124 162,319 Total Personal Services - Salaries 153,832 153,832 153,832 -5.2% 246 157 162 52001- Unemployment 154 154 154 -4.9% 266 318 292 52002 - Worker's Compensation 240 240 240 -17.8% 9,403 12,161 12,417 52003 - Social Security/Medicare 11,768 11,768 11,768 -5.26/ 813 1,051 1,090 52004 - Tri-Met Tax 1,050 1,050 1,050 -3.7% 13,607 13,993 17,855 52005- Retirement 16,921 16,921 16,921 -5.2% 2,150 3,008 4,870 52006 - Retirement - 3% ER Match 4,713 4,713 4,713 -3.2% 1,182 1,276 1,500 52007 - VEBA - ER 1,500 1,500 1,500 0.0% 212 211 1,113 52008 - Life Ins/ADD/LTD 1,050 1,050 1,050 -5.7% 406 327 0 52009 - Long Term Disability 0 0 0 0.0% 17,248 23,098 32,841 52010-Medical/Dental/Vision 37,835 37,835 37,835 151% 2,061 2,466 0 52011- Dental Benefits 0 0 0 0.0% 2,558 11,434 0 52012 - Accrued Vacation 3,280 3,280 3,280 100.0% 50,152 69,500 72,140 Total Personal Services - Benefits 78,511 78,511 78,511 8.8% 9,251 6,631 7,358 53001 - Office Supplies 4,000 4,000 4,000 -45.6% 0 352 475 53002 - Small Tools & Equipment 0 0 0 -100.0% 0 0 0 53003 - Fuel 0 0 0 0.0% 9,251 6,983 7,833 Total Supplies 4,000 4,000 4,000 -48.9% 826 7,954 38,425 54001-Professional/Contractual Services 34,290 54,290 54,290 41.3% 0 0 0 54003 - Legal Fees 4,500 4,500 4,500 100.0% 0 0 0 54006 - Software License and Maintenance 690 690 690 100.0% 17 323 0 54115 - Vehicle Usage 0 0 0 0.0% 312 847 720 54205 - Utilltes - Phone/Pager/Cells 1,080 1,080 1,080 50.0% 0 210 120 54300 - Advertising & Publicity 0 0 0 -100.0% 650 690 855 54302 - Dues 8, Subscriptions 0 0 0 -100.0% 3,243 3,964 3,889 54303 - Travel and Training 225 225 225 -94.2% 381,397 1,654 371,610 54307-Insurance 335,309 335,309 335,309 -9.8% 9,406 165 56,679 54311- Special Department Expenses 0 0 0 -100.0% 395,851 15,807 472,298 Total Services 376,094 396,094 396,094 -16.1% 690 2,918 700 56004 - Computer Hardware and Software 0 0 0 -100.0% 690 2,918 700 Total Capital improvement 0 0 C -100.01,, 579,642 252,332 715,290 Total Risk Management 612,437 632,437 632,437 -11.6% FY 2008 FY 2009 FY 2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs.09-30 Total FTE 0 0 0 56004 - Computer Hardware and Software 15,000 15,000 15,000 100.0% 0 0 0 Total Capital Improvement 15,000 15,000 15,000 100.0°/ 0 0 0 Total Risk Management 15,000 15,000 15,000 100.0% POLICY AND ADMINISTRATION - PAGE 223 COMMUNICATIONS/GRAPHIC DESIGN BUDGET UNIT: 1300 Program Results: • Centralized communications, graphic design and reprographic support is provided to inter- nal customers. • Professional design and marketing services contribute to the City's branding efforts and Council's communication goals. • Design assistance and backup is provided for updating the City's website and intranet. • US Mail pickup, delivery and distribution services are provided to all departments on a daily basis, as well as assistance with UPS and FedEx shipments. Program Descyl2tron: The Communications/ Graphic Design section (previously called Office Services) is supervised by the Administrative Support Supervisor and is managed by the Administrative Services Manager, who re- ports to the Assistant City Manager. The Communications/ Graphic Design section provides professional centralized design, communica- tions and marketing services to departments to further the City's branding efforts and support City Council's emphasis on communication with citizens. Project support includes promotional and infor- mational project materials for programs with an external audience as well as some internal programs. Design and communications services includes flyers, brochures, posters, signage, presentation materi- als, annual reports, report covers, newsletters, postcards, invitations, certificates, external forms and artwork for vendor-produced promotional items. Design staff also review work produced in other de- partments to provide quality control and to ensure brand consistency. Other services include some ed- iting/copywriting of text for communications projects, daily citywide internal and external mail service and shipping assistance, assistance with copy and bindery projects, backup support for web updates and page design, and oversight of the City's copier program. The Administrative Support Supervisor works with departments to help assess and refine their com- munication/design project needs and makes recommendations for informational collateral. Coordina- tion with vendors for services such as specialized or non-standard printing, imprinting of promotional materials; folding and bindery; and laminating/mounting of presentation materials is also provided. Departments are responsible for the cost of vendor services when they request items requiring outside work. Direct services provided by this team, as part of normal business, are those that can be accomplished with existing staffing levels, within established time frames. New projects and those requiring a longer time commitment are completed within negotiated time frames. PAGE 224 - CITY OF TIGARD COMMUNICATIONS/GRAPHIC DESIGN BUDGET UNIT: 1300 ,FY2009-10 Accomplishments: • Office Services provided uninterrupted, quality service as it dealt effectively with staffing changes and re-training resulting from a City reorganization that involved layoffs, as well as a decrease in staff time as a result of furloughs affecting four of its five staff members. • The work group increased the scope and number of hours spent on design and marketing ma- terials for all departments due to increased demand and awareness. Project examples include: Comprehensive Plan page design and technical assistance to staff; redesign assistance for the downtown web pages presence; design and layout of the High Capacity Transit brochure, Ur- ban Forestry Master Plan, Economic Stimulus brochure, WES week promotional materials, CIP document, Hall Blvd. Pedestrian Crossing materials, Fanno Creek Remeander materials, Downtown Open House displays, Tigard Bike Map, Tigard Parks brochure, Tigard Maps logo and banner design, Curtis Tigard's 100th Birthday Celebration materials, Police Department and Library Annual Reports, Commercial Crimes Unit promotional materials, Skate Park Challenge banners, posters and flyers, Annual Water Quality Report and Know H2O Newsletters, Mobile Police Signage, Main Street Green Street materials, Main Street Facade Improvement materials, Arbor Day Celebration materials, Tigard Trail System Update Report design, and the Health and Benefits Fair promotional materials. FY2010-11 Goals and Obiectives: • Establish a set of standards for the level of support that can be provided based on current staffing levels and clearly communicate that to our internal customers. • Team with communications staff in City Management to coordinate communication efforts as they cross the web, intranet, Cityscape, etc. • Further define the work group as the communications /graphic design resource for city depart- ments as it relates to materials intended for an external audience and to enforce branding stan- dards consistent with City Council and City Administration directives. • Explore solutions to more effectively schedule project requests in order to meet citywide re- quirements for promotional and other business materials. • Create a filing system of project requests by department/division. • Create a system of archiving projects from the City's server. POLICY AND ADMINISTRATION - PAGE 225 COMMUNICATIONS/ GRAPHIC DESIGN BUDGET UNIT: 1300 WORKLOAD MEASURES 2007-08 2008-09 2009-10 2010-11 Average number of switchboard calls per day 300 274 280 0 Average number of pieces of mail sent annually 79,896 78,552 80,000 82,400 Hours spent annually on copy/ binding/ folding/ stuffing projects NA 628 600 620 Hours spent annually on administrative projects NA 170 170 NA Hours spent annually on design projects NA 1,020 1,225 1,260 EFFECTIVENESS MEASURES 2007-08 2008-09 2009-10 2010-11 Rated good/excellent on response/accuracy 96% 99% 99% 99% Administrative projects delivered by committed time NA 98% 98% 99% Requests responded to within two hours 98% 98% 98% 95% Design projects delivered by committed date NA 97% 97% 99% FULL-TIME EQUIVALENT POSITIONS 2007-08 2008-09 2009-10 2010-11 Administrative Services Manager 0.50 0.50 0.00 0.00 Administrative Specialist I 1.00 1.00 1.00 1.00 Administrative Specialist II 1.00 1.00 0.00 0.00 Administrative Support Supervisor 0.00 0.00 1.00 1.00 City Recorder 1.00 0.00 0.00 0.00 Confidential Administrative Specialist II 1.00 0.00 0.00 0.00 Customer Service Specialist 1.00 1.00 0.00 0.00 Graphic Designer 0.00 0.00 0.80 0.80 Office Services Supervisor 1.00 1.00 0.25 0.25 Senior Administrative Specialist 1.00 0.00 0.00 0.00 Total 7.5 4.5 3.05 3.05 PAGE 226 - CITY OF TIGARD COMMUNICATIONS/ GRAPHIC DESIGN BUDGET UNIT: 1300 FY 2008 FY 2009 FY 2010 2011 2011 2011 Adopted Actual Actual Revised Budget Resource Summary Proposed Approved Adopted vs.09-10 7.50 4.50 3.05 TotalFTE 3.05 3.05 3.05 199,726 106,848 113,347 51001- Salaries - Management 86,946 86,946 86,946 -23.3% 139,905 59,117 44,901 51002 - Salaries - General 68,433 68,433 68,433 52.4% 0 55,095 91,774 51004 - Part Time - Regular 0 0 0 100.01 1,200 9,120 0 51005 - Part Time - Temporary 0 0 0 0.0% 0 154 1,000 51006 - Overtime 0 0 0 100.0% 340,831 230,334 251,022 Total Personal Services - Salaries 155,379 155,379 155,379 -38.1% 673 230 250 52001- Unemployment 155 155 155 -38.0% 868 246 389 52002 - Worker's Compensation 254 254 254 -34.7% 25,803 17,291 19,127 52003 - Social Security/Medicare 11,886 11,886 11,886 -37.9% 2,239 1,536 1,680 52004 - Tri-Met Tax 1,059 1,059 1,059 -37.0% 34,616 22,153 26,136 52005-Retirement 16,406 16,406 16,406 -37.2% 6,332 3,236 3,400 52006 - Retirement - 3% ER Match 2,608 2,608 2,608 -23.3% 5,526 3,681 4,500 52007 - VEBA - ER 1,650 1,650 1,650 -63.3% 584 336 1,385 S2008 - Life Ins/ADD/LTD 813 813 813 -41.3% 1,076 672 0 52009-Long Term Disability 0 0 0 0.0% 77,866 54,963 71,705 52010-Medical/Dental/Vision 44,730 44,730 44,730 -37.6% 9,564 6,725 0 52011- Dental Benefits 0 0 0 0.0% -7,540 7,775 0 52012 - Accrued Vacation 2,560 2,560 2,560 100.0% 157,607 118,844 128,572 Total Personal Services- Benefits 82,121 82,121 82,121 -36.1% 102,211 115,828 138,535 53001- Office Supplies 142,320 142,320 142,320 2.71% 0 2,800 400 53002 - Small Tools & Equipment 0 0 0 .100.01Y. 0 61 600 53003 - Fuel 350 350 350 -41.7% 102,211 118,689 139,535 Total Supplies 142,670 142,670 142,670 2.2% 16,185 0 0 54001- Professional/Contractual Services 150 150 150 100.0% 500 0 0 54101- R& M- Facilities 0 0 0 0.0% 0 315 1,285 54113 - R & M - Vehicles 400 400 400 -68.9% 1,161 28,073 31,449 54114 - R & M - Office Equipment 26,475 26,475 26,475 -15.8% 494 181 0 54115 - Vehicle Usage 0 0 0 0.0% 82 0 0 54205 - Utiites - Phone/Pager/Cells 0 0 0 0.0% 828 414 5,650 54300 - Advertising & Publicity 450 450 450 -92.0% 1,044 0 0 54301- Fees and Charges 0 0 0 0.0% 550 444 591 54302 - Dues 8, Subscriptions 457 457 457 -22.7% 7,845 545 2,069 54303 - Travel and Training 1,895 1,895 1,895 -8.4% 600 22,924 22,798 54309 - Rents and Leases 25,313 25,313 25,313 11.01% 182 90 175 54311- Special Department Expenses 0 0 0 -100.0% 29,471 52,986 64,017 Total Services 55,140 55,140 55,140 -13.9% 480 0 4,398 56004 - Computer Hardware and Software 1,598 1,598 1,598 -63.7% 0 0 1,749 56006 - Equipment 0 0 0 100.0% 480 0 6,147 Total Capital Improvement 1,598 1,598 1,598 -74.0% 630,600 520,853 589,293 Total Communications/Graphic Design 436,9D8 436,908 436,908 -25.9% POLICY AND ADMINISTRATION - PAGE 227 MUNICIPAL COURT BUDGET UNIT: 1400 Program Results: • Court services are provided locally. • Public education provided about Oregon law and traffic safety concerns in Tigard. Program Description: Municipal Court is part of a three-section division managed by the Administrative Services Manager. The Administrative Services Manager reports to the Assistant City Manager. Tigard Municipal Court provides a local forum for the resolution of parking, minor traffic citations, and limited misdemeanors. Provisions of the Tigard Municipal Code relating to nuisance, building code, licensing, and other violations are also enforced through Tigard's Municipal Court. The majority of cases heard in Municipal Court are traffic violations. The City's Youth Court is an additional component of the Municipal Court. Under a general order of the Washington County Circuit Court, the Tigard Youth Court adjudicates misdemeanor and status offenses for first-time juvenile offenders who are fourteen and older. FY2009--10 Accomplishments: • Legislative changes to substantive law and base fine schedule were implemented. • Court rules were reviewed, updated and posted on the Court's web page. • Monthly "Rules of the Road" published in Cityscape and distributed to the public in handouts. • Implemented an on-line payment option for paying citations. • Implemented the electronic citation process in collaboration with Tigard Police Department. FY2010-11 Goals and Objectives: • Review effectiveness of FullCourt software and begin providing customized reports through Crystal report writing. • Monitor and implement legislative changes as appropriate. • Review court information and materials provided on the website and update as needed. PAGE 228 - CITY OF TIGARD MUNICIPAL COURT BUDGET UNIT: 1400 WORALOAD MEASURES 2007-08 2008-09 2009-10 2010-11 Number of traffic citations processed 6,491 6,935 9000 9,250 Number of licenses suspended for failure to pay fine 981 987 1,350 1,295 Number of trials per year docketed 771 795 990 1,015 Total financial obligation assessed $1,057,293 $1,029,136 $1,300,0000 $1,387,500 Total amount collected $944,940 $786,901 $990,000 $1,068,375 EFFECTIVENESS MEASURES 2007-08 2008-09 2009-10 2010-11 Cases disposed of within 90 days of issuance of citation 96% 95% 95% 95% Cases resulting in license suspension for 15% 14% 14% 14% failure to pay Assessed fines collected during 80% 76% 76% 77% the year FULL-TIME EQUIVALENT POSITIONS 2007-08 2008-09 2009-10 2010-11 Administrative Services Manager 0.50 0.50 0.50 0.50 Court Clerk I 0.50 0.50 0.00 0.00 Court Clerk II 2.00 2.00 3.00 3.00 Municipal Court judge 0.00 0.25 0.00 0.00 Total 3.00 3.25 3.50 3.50 POLICY AND ADMINISTRATION - PAGE 229 MUNICIPAL COURT BUDGET UNIT: 1400 FY 2008 FY 2009 FY 2010 2011 2011 2011 Adopted Actual Actual Revised Budget Resource Summary Proposed Approved Adopted vs.09-10 3.00 3.25 3.50 TotaIFTE 3.50 3.50 3.50 39,148 88,463 91,900 51001- Salaries - Management 88,844 88,844 88,844 -3.3% 128,280 88,039 91,625 51002 - Salaries - General 137,412 137,412 137,412 50.0% 14,899 15,963 17,894 51004 - Part Time - Regular 0 0 0 -100.0% 0 0 1,649 51006 - Overtime 1,650 1,650 1,650 0.1% 182,327 192,465 203,068 Total Personal Services- Salaries 227,906 227,906 227,906 12.2% 360 192 201 52001- Unemployment 180 180 180 -10.4% 442 339 264 S2002 - Worker's Compensation 199 199 199 -24.6% 13,952 14,770 15,409 52003 - Social Security/Medicare 13,737 13,737 13,737 -10.9% 1,198 1,284 1,353 52004 - Tri-Met Tax 1,224 1,224 1,224 -9.5% 14,008 15,015 15,769 52005 - Retirement 18,377 18,377 18,377 16.5% 1,175 1,256 1,314 S2006 - Retirement - 3% ER Match 1,264 1,264 1,264 -3.8% 3,036 3,014 3,000 52007 - VEBA - ER 3,000 3,000 3,000 0.0% 167 166 761 52008 - Life I ns/ADD/LTD 714 714 714 -6.2% 377 386 0 52009 - Long Term Disability 0 0 0 0.0% 19,772 21,233 26,050 52010 - Medical/Dental/Vision 35,521 35,521 35,521 36.4% 2,644 2,695 0 52011- Dental Benefits 0 0 0 0.0% 0 0 0 52012 - Accrued Vacation 5,004 5,004 5,004 100.0% 57,131 60,350 64,121 Total Personal Services- Benefits 79,220 79,220 79,220 23.5% 3,092 3,363 3,375 53001- Office Supplies 3,300 3,300 3,300 -2.2% 3,092 3,363 3,375 Total Supplies 3,300 3,300 3,300 -2.2% 4,681 43,715 40,250 54001- Professional/Contractual Services 5,500 5,500 5,500 -86.3% 0 0 0 54003-Legal Fees 46,000 46,000 46,000 100.0% 0 0 0 54006 - Software License and Maintenance 7,200 7,200 7,200 100.0% 0 0 150 54114 - R& M- Office Equipment 0 0 0 -100.0% 0 0 0 54300 - Advertising & Publicity 0 0 0 0.0% 125 0 0 54301- Fees and Charges 0 0 0 0.0% 135 330 425 54302 - Dues & Subscriptions 400 400 400 -5.9% 3,222 1,366 7,210 54303 - Travel and Training 5,475 5,475 5,475 -24.1% 0 3,431 0 $4307 - Insurance 0 0 0 0.0% 272 176 420 54311- Special Department Expenses 290 290 290 -31.0% 8,435 49,018 48,455 Total Services 64,865 64,865 64,865 33.9% 5,155 5,500 29,600 56004 - Computer Hardware and Software 0 0 0 -100.0% 5,155 5,500 29,600 Total Capital Improvement 0 0 0 -100.0% 0 0 158,357 58000 - Interdepartmental Costs 133,489 133,489 133,489 -15.7% 0 0 158,357 Total Internal Services 133,489 133 489 133.489 -15 7% 256,140 310,696 506,976 Total Municipal Court 508,780 508,780 508,780 0.4% PAGE 230 - CITY OF TIGARD CITY RECORDER/ RECORDS BUDGET UNIT: 1500 Program Results: • Centralized and efficient customer service is provided to internal and external customers. • City Recorder support is provided to City Council. • Records are provided to the public as required under Oregon's public records law. • Management of inactive departmental records is provided. • City records are protected through use of current records management practices and use of technology. Program Description: The City Recorder/Records section is supervised by the City Recorder and managed by the Adminis- trative Services Manager, who reports to the Assistant City Manager. The City Recorder Section provides legislative, electoral, and record-keeping services to the City Coun- cil, the public, and staff and facilitates public access to the legislative process to ensure compliance with legislative requirements and openness of the decision-making process. Citywide support also includes file management, records retrieval, coordination of litigation records, and training on records management issues. The section develops and updates policies supporting the retention and disposition of City records in accordance with schedules developed by the State of Ore- gon Division of Archives and adopted by City Council. This section creates the destruction lists for departmental approval and coordinates the destruction of the approved records. Additionally, staff provides assistance to the public by responding to their requests for public records and responding to Notary Public requests. FY2009-10 Accomplishments: • Acquired electronic agenda/council packet management software and developed workflow procedure to prepare meeting materials with meeting results and documentation available the next day for the public and staff to view or retrieve. • Formalized and documented the employee training program for records management, demon- strating the City's compliance with consumer protection from identity theft as required by state and federal laws. • Continued the systematic organization-wide implementation of the electronic information man- agement software. • Updated City's Records Management Policies and Procedures Manual. FY2010-11 Goals and Obiectrves: • Electronic documents are integrated incrementally into the electronic document management system; emails are captured in the email archive system, which is searchable by key words and date parameters. • Periodic audits of electronic document management system accompanied with training of staff for problem areas. • Update election information brochures and candidate packets to assist candidates running for the Mayor and Council positions. POLICY AND ADMINISTRATION - PAGE 231 CITY RECORDER/RECORDS BUDGET UNIT: 1500 WORKLOAD MEASURES 2007-08 2008-09 2009-10 2010-11 Number of records entered in files system NA 75 75 75 Average length of time required to provide NA 25 25 20 records (minutes) Avg number of records requested/month NA 45 45 45 Cubic feet of records destroyed annually NA 90 90 90 City Council meetings where minutes were NA 41 40 36 taken EFFECTIVENESS MEASURES 2007-08 2008-09 2009-10 2010-11 Microfilmed records to archives NA 90% 95% 95% Records meeting the min. retention 80% 80% 80% 80% requirements destroyed City Council minutes completed within NA 70% 70% 70% 2 business meetings Municipal Code updates posted online by NA 100% 100% 100% effective date FULL-TIME EQUIVALENT POSITIONS 2007-08 2008-09 2009-10 2010-11 Admin Services Manager 0.00 0.00 0.25 0.25 City Recorder 0.00 1.00 1.00 1.00 Deputy City Recorder 0.00 1.00 1.00 1.00 Records Management Specialist 0.00 1.00 1.00 1.00 Total 0.00 3.00 3.25 3.25 PAGE 232 - CITY OF TIGARD CITY RECORDER/RECORDS BUDGET UNIT: 1500 FY 2008 FY 2009 FY 2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs.09-10 0.00 3.00 3.25 Total FTE 3.25 3.25 3.25 0 115,701 122,576 51001- Salaries - Management 143,113 143,113 143,113 16.8% 0 45,805 49,947 51002 - Salaries - General 50,544 50,544 50,544 1.20% 0 1,922 23,070 51005 - Part Time - Temporary 8,000 8,000 8,000 -65.3% 0 163,428 195,593 Total Personal Services - Salaries 201,657 201,657 201,657 3.1% 0 164 173 52001- Unemployment 194 194 194 12.1% 0 394 364 52002 - Worker's Compensation 338 338 338 -7.1% 0 12,623 13,198 52003 - Social Security/Medicare 14,815 14,815 14,815 12.3% 0 1,090 1,159 52004 - Tri-Met Tax 1,321 1,321 1,321 14.0% 0 17,310 18,478 52005 -Retirement 20,795 20,795 20,795 12.5% 0 3,477 3,677 52006 - Retirement - 3% ER Match 4,293 4,293 4,293 16.8% 0 2,073 2,100 52007 - VEBA - ER 2,250 2,250 2,250 7.1% 0 267 1,070 52008- Life Ins/ADD/LTD 1,113 1,113 1,113 4.0% 0 500 0 52009 - Long Term Disability 0 0 0 0.0% 0 32,019 39,312 52010 - Medical/Dental/Vision 40,657 40,657 40,657 3.4% 0 3,495 0 52011- Dental Benefits 0 0 0 0.0% 0 6,311 0 52012 - Accrued Vacation 2,720 2,720 2,720 100.0% 0 79,723 79,531 Total Personal Services - Benefits 88,496 88,496 88,496 11.3% 0 2,540 3,280 53001-Office Supplies 3,150 3,150 3,150 -4.0% 0 0 0 53003 - Fuel 180 180 180 100.0% 0 0 0 53006 - Technology Equipment under $5,0000 10,800 10,800 10,800 100.0% 0 2,540 3,280 Total Supplies 14,130 14,130 14,130 330.8°/9 0 14,335 17,800 54001- Professional/Contractual Services 17,000 17,000 17,000 -4.5% 0 0 0 54003 - Legal Fees 1,500 1,500 1,500 100.01y. 0 0 0 54006 - Software License and Maintenance 86,410 86,410 86,410 100.0% 0 0 650 $4114 - R & M - Office Equipment 850 850 850 30.81% 0 266 0 54115 - Vehicle Usage 0 0 0 0.0% 0 214 0 54205 - UtiYtes - Phone/Pager/Cells 240 240 240 100.01y. 0 0 300 54300 - Advertising & Publicity 1,500 1,500 1,500 400.0% 0 0 1,500 54301- Fees and Charges 1,300 1,300 1,300 -13.3% 0 795 760 54302 - Dues & Subscriptions 875 875 875 15.1% 0 7,485 7,973 54303 - Travel and Training 6,326 6,326 6,326 -20.7% 0 260 0 54306 - Credit Card Fees 0 0 0 O.W. 0 30 70 54311- Special Department Expenses 90 90 90 28.6% 0 23,385 29,053 Total Services 116,091 116,091 116,091 299.6% 0 108,042 296,500 56004 - Computer Hardware and Software 0 0 0 -100.0% 0 108,042 296,500 Total Capital Improvement 0 0 0 -100.0% 0 377,118 603,957 Total City Recorder/Records 420,374 420,374 420,374 -30.4% POLICY AND ADMINISTRATION - PAGE 233 FINANCE AND INFORMATION SERVICES ORGANIZATION CHART FINANCE AND INFORMATION SERVICES ADMINISTRATION UTILITY BILLING i FINANCIAL OPERATIONS INFORMATION TECHNOLOGY j C CONTRACTS AND PURCHASING i FY 2008 FY 2009 FY 2010 112011 FY 2011 FY 2011 2011 Adopted Description Actual Actual Revised Proposed Approved Adopted vs.2010 Revised Number of Positions 22.00 22.00 22.30 22.30 22.30 22.30 0.0% Budget By Category Personal Services 1,570,614 1,646,590 1,987,069 1,964,339 1,964,339 1,964,339 -1.1% Materials & Services 377,524 468,513 578,826 880,055 880,055 880,055 52.0% Capital Outlay 214,221 982,984 691,174 204,028 204,028 204,028 -70.5% Total All Category 2,162,359 3,098,087 3,257,069 3,048,422 3,048,422 3,048,422 -6.4% Budget By Division Finance & Info. Services Admin. 354,733 717,673 599,304 434,418 434,418 434,418 -27.5% Financial Operations 980,964 469,889 525,370 438,533 438,533 438,533 -16.5% Utility Billing 0 451,202 557,751 502,701 502,701 502,701 -9.9% Information Technology 826,662 1,203,287 1,574,644 1,465,309 1,465,309 1,465,309 -6.9% FIS Interim Plan 0 256,036 0 0 0 0 0.0% Contracts and Purchasing 0 0 0 207,461 207,461 207,461 100.0% Total All Division 2,162,359 3,098,087 3,257,069 3,048,422 3,048,422 3,048,422 -6.4% Budget by Fund General Fund -100 0 256,036 0 0 0 0 0.0°x6 Central Services Fund - 600 2,162,359 2,842,051 3,257,069 3,048,422 3,048,422 3,048,422 -6.4°x6 Total All Fund 2,162,359 3,098,087 3,257,069 3,048,422 3,048,422 3,048,422 -6.4°x6 PAGE 234 - CITY OF TiGARD FINANCE & INFORMATION SERVICES ADMIN BUDGET UNIT: 2000 Program Results: • The City builds and maintains a strong financial position. • The Finance and Information Services Department contributes to the attainment of the Tigard Council Goals. • The Finance and Information Services Department supports departmental, operational, and programmatic goals. • The Finance and Information Services Department provides expert financial advice and assistance and policy analysis to City departments. O The Finance and Information Services Department provides expert technical leadership and support of the City's information technology infrastructure. Program Description: Activities of staff in Finance and Information Services Administration include the annual budget proc- ess, long range financial planning, financial analysis, project management, issuance of Business Li- censes for Tigard business owners, and advice to the City Council, departments, and various boards and committees. The Division manages the issuance of debt as required for general and enterprise activities and manages the City's investment portfolio. This program is responsible for the oversight of the Financial Operations, Utility Billing, Purchasing and Contracts, and Information Technology divi- sions. Finance and Information Services Administration continues to actively work to anticipate issues and to develop policies and procedures to allow the City to deal with issues as they occur. The Director of Finance and Information Services reports directly to the City Manager and is responsible for all finan- cial transactions and information technology. PY 2009-10 Accomplishments: • Received Government Finance Officers Association's Distinguished Budget Presentation Award for FY 2009-10. • Working with the Public Works and Community Development Departments, created a five year capital improvement plan for the budget process. • Provided financial and policy support to other City departments as needed on special pro- jects. • Completed and published the FY 2009-10 Annual Budget document. • Initial implementation for the financial system completed • New budget & forecast system implemented citywide. • Provided assistance and expertise in developing and implementing updated Building Fees and Street Maintenance Fees POLICY AND ADMINISTRATION - PAGE 235 FINANCE & INFORMATION SERVICES ADMIN BUDGET UNIT: 2000 FY2010-11 Goals and Obiectives: • Develop a Strategic Financial Plan for City of Tigard including financial obstacles for op- erations and capital projects, fund by fund revenue analysis, and a debt management plan. • Continue to improve and integrate the Budget/Forecast/CIP system. • Assist Tigard with its borrowing needs for Water, Streets, and Parks. • Aid new Purchasing and Contracting Division to develop consistent service levels, policies, and practices. • Work with Information Services to update the Strategic Technology Plan. • Continue to update, improve, and create City policies as they pertain to Finance and Infor- mation Services. • Continue actively participating in the development of standards, planning and implementa- tion of the city-wide geographical information systems initiative while transitioning the GIS project from implementation and enhancements toward a system maintenance focus. • Complete functionality enhancements to the Business License billing and payment process, as outlined in the Strategic Technology Plan. • Submit the FY 2010-11 budget to the Government Finance Officers Association and earn the Distinguished Budget Presentation Award. PAGE 236 - CITY OF TIGARD FINANCE & INFORMATION SERVICES ADMIN BUDGET UNIT: 2000 WORKLOAD MEASURES 2007-08 2008-09 2009-10 2010-11 Amount of Debt Outstanding (in millions) $13.70 $14.92 $16.20 $31.89 Number of funds managed 28 28 27 27 Number of budgetary units (divisions) 35 36 36 37 Number of Special Assessment Accounts 18 21 20 20 Number of Business Licenses issued 3,500 3,246 3,300 3,350 EFFECTIVENESS MEASURES 2007-08 2008-09 2009-10 2010-11 Ratio of nonpayment of Business License to total licenses 1.5% 1.0% 1.0% 1.0% Percent of scheduled debt payments made on time 100% 100% 100% 100% Tigard receives the GFOA Distinguished Budget Presentation Award Yes Yes Yes Yes FULL-TIME EQUIVALENT POSITIONS 2007-08 2008-09 2009-10 2010-11 Administrative Specialist 1 0.0 0.0 .5 0.0 Confidential Executive Assistant 1.0 1.0 1.0 1.0 Finance and Information Services Director 1.0 1.0 1.0 1.0 Purchasing Assistant 0.0 0.0 0.8 0.0 Senior Management Analyst 1.0 1.0 2.0 1.0 Total 3.0 3.0 5.3 3.0 POLICY AND ADMINISTRATION - PAGE 237 FINANCE & INFORMATION SERVICES ADMIN BUDGET UNIT: 2000 FY 2008 FY 2009 FY 2010 2011 2011 2011 Adapted Actual Actual Revised Budget Resource Summary Proposed Approved Adopted vs.09-10 3.00 3.00 5.30 TotalFTE 3.00 3.00 3.00 231,090 221,627 281,124 51001- Salaries - Management 220,054 220,054 220,054 -21.7% 0 0 17,121 51002 - Salaries - General 0 0 0 -100.0% 0 0 0 51005 - Part Time - Temporary 0 0 0 0.0% 4,669 0 0 51006 - Overtime 0 0 0 0.0% 235,759 221,627 298,245 Total Personal Services- Salaries 220,054 220,054 220,054 -26.2% 466 222 296 52001- Unemployment 220 220 220 -25.7% 552 451 542 52002 - Worker's Compensation 364 364 364 -32.8% 18,209 17,286 22,719 52003 - Social Security/Medicare 16,834 16,834 16,834 -25.9% 1,551 1,483 1,986 52004 - Tri-Met Tax 1,500 1,500 1,500 -24.5% 24,741 19,704 32,344 52005- Retirement 24,206 24,206 24,206 -25.2% 6,084 6,256 8,354 52006 - Retirement - 3% ER Match 6,602 6,602 6,602 -21.0% 1,619 2,090 3,108 52007 - VEBA - ER 1,800 1,800 1,800 42.1% 979 1,100 1,446 52008-Life Ins/ADD/LTD 1,260 1,260 1,260 -12.9% 620 655 230 52009-Long Term Disability 0 0 0 -100.0% 27,571 29,446 45,314 52010-Medical/Dental/Vision 41,348 41,348 41,348 -8.8% 3,362 3,404 568 52011- Dental Benefits 0 0 0 -100.0% 448 9,141 0 52012 - Accrued Vacation 0 0 0 0.0% 86,202 91,238 116,907 Total Personal Services - Benefits 94,134 94,134 94,134 -19.5% 5,890 5,464 6,945 53001- Office Supplies 5,995 5,995 5,995 -13.7% 0 0 0 53003-Fuel 50 50 50 100.0% 5,890 5,464 6,945 Total Supplies 6,045 6,045 6,045 -13.0% 17,910 25,408 79,300 54001- Professional/ContractualServices 44,820 44,820 44,820 -43.5% 0 0 0 54003-Legal Fees 4,000 4,000 4,000 100.0% 0 0 0 54006 - Software License and Maintenance 10,000 10,ODO 10,000 100.0% 149 147 0 54115 - Vehicle Usage 0 0 0 0.0% 0 0 240 54205 - Utihes - Phone/Pager/Cells 0 0 0 -100.0% 1,085 1,765 3,000 54300 - Advertising & Publicity 2,250 2,250 2,250 -25.0% 385 0 0 54301- Fees and Charges 0 0 0 0.0% 3,470 1,156 4,200 54302 - Dues & Subscriptions 1,300 1,300 1,300 -69.0% 977 1,647 9,100 54303-Travel and Training 5,115 5,115 5,115 43.8% 360 160 35,167 54311- Special Department Expenses 500 500 500 -98.6% 24,336 30,283 131,007 Total Services 67,985 67,985 67,985 -48.1% 2,546 369,061 46,200 56004 - Computer Hardware and Software 46,200 46,200 46,200 0.0% 2,546 369,061 46,200 Total Capital improvement 46,200 46.200 46.200 0.0%0 354,733 717,673 599,304 Total Finance & Info. Services Admin. 434,418 434,418 434,418 -27.5% PAGE 238 - CITY OF TIGARD FINANCIAL OPERATIONS BUDGET UNIT: 2100 Program Results: • The Division contributes to the Finance and Information Services Department's overall desired result of building and maintaining a strong financial position for the City. • Financial and management reporting being provided to City departments meets local budget law and generally accepted governmental accounting standards as well as meeting the informational needs of City programs. • Support of City programs and departments in managing the cost of doing business through timely and effective financial reporting. • Maximize revenue sources to the City. Program Desjz, ~tion: This Division includes accounts payable, accounts receivable, payroll, fixed assets, inventory recording and reporting, general ledger, preparation of the annual Comprehensive Annual Financial Report (CAFR), cost accounting, grant accounting, preparation of financial and special reports, as requested, and investment of City funds. PY2009--10 Accomplishments: • Received Government Finance Officers Association's Certificate of Achievement for Ex- cellence in Financial Reporting (CAFR) for Fiscal Year 2007-08. • Completed FY 2008-09 audit and Comprehensive Annual Financial Report (CAFR) and submitted it to Government Finance Officers Association for evaluation. • Continued the process to upgrade the City's financial software system. .FY2010-11 Goals and Objectives: • Complete annual audit and issue Comprehensive Annual Financial Report (CAFR) by No- vember 30, 2010. • Receive Government Finance Officers Association's Certificate of Achievement for Excel- lence in Financial Reporting (CAFR) in FY 2008-09. • Participate in the City's annual budget process with adoption by the Council before June 30, 2010. • Participate in updating the City's Five-Year Financial Forecast. • Review and implement improved tracking system for City issued debt management. • Develop and execute continuous improvement plan in order to enhance financial tracking and reporting functions. • Review and enhance financial policies and procedures. POLICY AND ADMINISTRATION - PAGE 239 FINANCIAL OPERATIONS BUDGET UNIT: 2100 WORKLOAD MEASURES 2007-08 2008-09 2009-10 2010-11 Accounts payable checks issued 5,937 4,849 4,800 4,750 Check requests/invoices processed 11,288 12,556 13,000 13,500 Size of investment pool (LGIP and 3rd Party) (average millions) $52.0 $46.0 $43.5 $42.0 Number of passport applications processed NA 2,710 2,800 2,750 EFFECTIVENESS MEASURES 2007-08 2008-09 2009-10 2010-11 Average return on City investment pool 4.0% 3.0% 1.8% 1.0% Financial Reports accurate and released on time 100% 100% 98% 100% Number of departments rating Financial Operations Division 100% 100% 100% 100% service as good or excellent FULL-TIME EQUIVALENT POSITIONS 2007-08 2008-09 2009-10 2010-11 Accountant 1.0 1.0 1.0 1.0 Accounting Assistant II 2.0 0.0 0.0 0.0 Accounting Supervisor 1.0 1.00 1.0 1.0 Assistant Finance Director 0.0 0.0 0.5 0.5 Contract/Purchasing Coordinator 1.0 0.0 0.0 0.0 Financial Operations Manager 1.0 0.5 0.0 0.0 Payroll Specialist 1.0 1.0 1.0 1.0 Purchasing Assistant 0.0 0.0 0.0 0.0 Senior Accounting Assistant 2.0 1.0 1.0 1.0 Senior Administrative Specialist 1.0 1.0 0.0 0.0 Utility Worker II 2.0 0.0 0.0 0.0 Total 12.0 5.5 4.5 4.5 PAGE 240 - CITY OF TIGARD FINANCIAL OPERATIONS BUDGET UNIT: 2100 FY 2008 FY 2009 FY2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs.09-10 12.00 5.50 4.50 TotaIFTE 4.50 4.50 4.50 271,288 159,834 216,553 51001- Salaries - Management 218,388 218,388 218,388 0.8% 294,824 99,388 103,724 51002 - Salaries - General 44,928 44,928 44,928 -56.7% 2,362 333 0 51004 - Part Time - Regular 0 0 0 0.0% 0 0 0 S1005 - Part Time - Temporary 0 0 0 0.01y. 1,796 2,414 0 51006 - Overtime 2,560 2,560 2,560 100.0% 570,270 261,969 320,277 Total Personal Services - Salaries 265,876 265,876 265,876 -17.0% 1,128 262 320 52001- Unemployment 264 264 264 -17.5% 4,373 535 516 52002 - Worker's Compensation 367 367 367 -28.9% 42,770 20,147 24,501 52003 - Social Security/Medicare 20,144 20,144 20,144 -17.8% 3,748 1,749 2,152 52004 - Tri-Met Tax 1,794 1,794 1,794 -16.6% 57,444 21,459 33,587 52005 - Retirement 28,515 28,515 28,515 -15.1% 7,773 3,804 4,678 52006 - Retirement - 3% ER Match 6,551 6,551 6,551 40.0% 9,024 3,880 4,200 52007 - VEBA - ER 3,000 3,000 3,000 -28.6% 836 395 1,651 52008 - Life Ins/ADD/LTD 1,638 1,638 1,638 -0.8% 1,639 612 0 52009 - Long Term Disability 0 0 0 0.0% 97,167 39,365 67,188 52010-Medical/Dental/Vision 47,334 47,334 47,334 -29.5% 12.163 4,357 0 52011- Dental Benefits 0 0 0 0.0% -6,101 11,974 0 52012 - Accrued Vacation 0 0 0 0.0% 231,964 108,539 138,793 Total Personal Services - Benefits 109,607 109,607 109,607 -21.0Y> 14,907 10,105 10,000 53001- Office Supplies 5,000 5,000 5,000 -50.0% 4,124 0 0 53002 - Small Tools & Equipment 0 0 0 0.0% 3,388 0 0 53003 - Fuel 0 0 0 0.0% 22,419 10,105 10,000 Total Supplies 5,000 5,000 5,000 -50.0% 97,618 53,866 33,250 54001- Professional/Contractual Services 32,500 32,500 32,500 -2.3% 0 0 0 54006 - Software License and Maintenance 12,000 12,000 12,000 100.01y. 4,790 0 0 54113 - R& M- Vehicles 0 0 0 0.0% 36 0 0 54114 - R& M- Office Equipment 0 0 0 0.0% 141 6 0 54115 - Vehicle Usage 0 0 0 0.01y. 375 1,094 0 54205 - Utiites - Phone/Pager/Cells 0 0 0 0.0% 1,890 914 500 54300 - Advertising & Publicity 0 0 0 -100.0% 2,813 480 1,000 54301- Fees and Charges 1,000 1,000 1,000 0.0% 1,105 582 1,400 54302 - Dues & Subscriptions 2,500 2,500 2,500 78.6% 5,077 2,960 7,650 54303 - Travel and Training 9,050 9,050 9,050 18.3% 0 2,050 0 54306 - Credit Card Fees 0 0 0 0.0% 8,183 195 1,000 54311- Special Department Expenses 1,000 1,000 1,000 0.0% 122,028 62,147 44,800 Total Services 58,050 58,050 58,050 29.6% 34,283 27,129 11,500 56004 - Computer Hardware and Software 0 0 0 -100.0% 34,283 27,129 11,500 Total Capital Improvement 0 0 0 -100.0%, 980,964 469,889 525,370 Total Financial Operations 438,533 438,533 438,533 -16.5% POLICY AND ADMINISTRATION - PAGE 241 UTILITY BILLING BUDGET UNIT: 2200 Program Results: • The Division contributes to the Finance and Information Services Department's overall desired result of building and maintaining a strong financial position for the City. • Provides support to various City departments to maximize enterprise revenues. • Provides accurate utility billing information and passport services to customers through knowl- edgeable and friendly service staff. Program Description: The Division includes utility billing and passport issuance, requests and photos. The utility billing team is responsible for customer account maintenance for about 18,000 connections and manages all water, sanitary sewer, street maintenance fee and various other utility billings and collections for the City. Utility billing is one of the City's divisions that have the most direct interaction with the general public. FY2009--2010 Accomplishments: • Changed Utility Billing payment system to allow customers to receive bimonthly billings elec- tronically, saving the City money in reduced mailing fees. • Successfully implemented new processing fee for utility bills that are paid late, resulting in re- couped expenses related to billing and meter reading. • Interactive Voice Response JVR) system implemented to automatically notify customers by telephone when utility bill payments are late. TY2010-2011 Goals and Objectives: • Successfully notify all utility customers of any increase to rates based upon any increases com- ing from the Public Works Department or Clean Water Services. • Look for ways to maximize Passport revenues, including cost savings to the City, through a streamlined process. • Successfully implement upgrade version of Springbrook Utility Billing Software. • Explore the possibility of automatic withdrawal from debit/credit cards from customers. • Participate in a water rate study that will be necessary to update the City's water rates in prepa- ration for moving forward with the Lake Oswego joint water project. RAGE 242 - CITY OF TIGARD UTILITY BILLING BUDGET UNIT: 2200 WORKLOAD MEASURES 2007-08 2008-09 2009-10 2010-11 Calls per day NA NA NA 35 Registered online users 5,802 6,895 7,500 8,000 Online transactions annually 9,048 9,673 10,000 11,000 Total revenue collected through online $946,865 $990,149 $1,050,000 $1,100,000 transactions Water accounts 17,775 17,843 17,900 17,900 Total number of utility accounts 19,653 19,726 19,750 19,750 Utility bills sent 114,116 116,739 116,800 116,800 Water meters sold 136 62 65 75 EFFECTIVENESS MEASURES 2007-08 2008-09 2009-10 2010-11 Ratio of water bills 60 days past 3.14% 3.55% 3.90% 3.50% due to total billed Increase in online users from previous year 1,183 1,093 237 500 Increase in online users from previous year 25.61% 18.84% 2.43% 6.67% FULL-TIME EQUIVALENT POSITIONS 2007-08 2008-09 2009-10 2010-11 Accounting Assistant 1 0.0 0.0 0.0 0.0 Accounting Assistant 11 0.0 2.0 2.0 2.0 Administrative Specialist 1 0.0 1.0 0.0 0.0 Assistant Finance Director 0.0 0.0 0.5 0.5 Customer Services Field Worker 0.0 0.0 2.0 2.0 Financial Operations Manager 0.0 0.5 0.0 0.0 Senior Accounting Assistant 0.0 1.0 1.0 1.0 Utility Worker II 0.0 2.0 0.0 0.0 Total 0.0 6.5 5.5 5.5 POLICY AND ADMINISTRATION - RAGE 243 UTILITY BILLING BUDGET UNIT: 2200 FY 2008 FY 2009 FY 2010 2011 2011 2011 Adopted Actual Actual Revised Budget Resource Summary Proposed Approved Adopted vs.09-10 0.00 6.50 5.50 TotaIFTE 5.50 5.50 5.50 0 22,679 47,570 51001- Salaries - Management 44,623 44,623 44,623 -6.2% 0 186,999 253,514 51002 - Salaries - General 226,435 226,435 226,435 -10.796 0 29,295 0 51004 - Part Time - Regular 0 0 0 0.0% 0 3,366 0 51006 - Overtime 0 0 0 0.0% 0 242,339 301,084 Total Personal Services - Salaries 271,058 271,058 271,058 -10.0% 0 246 301 52001- Unemployment 271 271 271 -10.0% 0 2,717 3,596 52002 - Worker's Compensation 2,846 2,846 2,846 -20.9% 0 18,137 23,033 52003 - Social Security/Medicare 20,736 20,736 20,736 -10.0% 0 1,640 2,023 52004 - Tri-Met Tax 1,848 1,848 1,848 -8.7% 0 22,284 30,584 52005 - Retirement 27,551 27,551 27,551 -9.9% 0 476 1,427 52006 - Retirement - 3% ER Match 1,338 1,338 1,338 -6.2% 0 4,540 5,700 52007 - VEBA - ER 4,800 4,800 4,800 -15.8% 0 290 1,299 52008 - Life Ire/ADD/LTD 1,050 1,050 1,050 -19.2% 0 589 0 52009 - Long Term Disability 0 0 0 0.0% 0 46,918 78,504 52010-Medical/Dental/Vision 54,103 54,103 54,103 -31.1% 0 5,738 0 52011- Dental Benefits 0 0 0 0.09. 0 3,822 0 52012 - Accrued Vacation 0 0 0 0.0% 0 107,397 146,467 Total Personal Services - Benefits 114,543 114,543 114,543 -21.8% 0 5,269 6,000 53001.Office Supplies 4,000 4,000 4,000 -33.3% 0 245 500 53002 - Small Tools & Equipment 500 500 500 0.0% 0 2,046 3,600 53003 - Fuel 4,500 4,500 4,500 25.0% 0 7,560 10,100 Total Supplies 9,000 9,000 9,000 -10.9% 0 60,103 74,000 54001- Professional/Contractual Services 68,000 68,000 68,000 -8.1% 0 0 0 54006 - Software License and Maintenance 15,500 15,500 15,500 100.0% 0 2,835 0 54113 - R 8, M - Vehicles 6,000 6,000 6,000 100.0% 0 0 3,500 54114 - R& M- Office Equipment 0 0 0 -100.0% 0 60 0 54115 - Vehicle Usage 0 0 0 0.0% 0 65 1,000 54205 - Utiltes - Phone/Pager/Cells 0 0 0 -100.0% 0 982 0 54300 - Advertising & Publicity 0 0 0 0.0% 0 489 1,000 54301- Fees and Charges 500 500 500 -50.00/. 0 54 500 54302 - Dues & Subscriptions 0 0 0 -100.0% 0 2,324 1,450 54303 - Travel and Training 1,400 1,400 1,400 -3.4% 0 40 0 54306 - Credit Card Fees 0 0 0 0.0% 0 167 1,000 54311- Special Department Expenses 1,200 1,200 1,200 20.0% 0 67,119 82,450 Total Services 92,600 92,600 92,600 12.3% 0 26,787 17,650 56004 - Computer Hardware and Software 15,500 15,500 15,500 -12.2% 0 26,787 17,650 Total Capital Improvement 15,500 15,500 15,500 -12.2 0 451,202 557,751 Total Utility Billing 502,701 502,701 501,701 -9.9% PAGE 244 - CITY OF TIGARD INFORMATION TECHNOLOGY BUDGET UNIT: 2300 Program Results: • Information Technology (IT) fully supports and properly maintains the citywide technology infrastructure that is both highly reliable and secure. • IT maintains a user-friendly computing environment at the Tigard Public Library for citizens. • IT provides information technology support and assistance to all City departments and staff. Program Description: The Information Technology Division is responsible for all computing, networking and telecommuni- cations technology used within the City organization. IT performs the traditional helpdesk functions of PC management, troubleshooting and installation as well as maintaining the City's network infra- structure (switches, cables and servers) and software that City departments require that run on both servers and staff PCs. Telecommunications responsibilities include maintaining the City's phone system and voice mail system, automated attendant, cellular phones, pagers and PDAs. IT is also responsible for the City's enterprise GIS system. FY2009-10 Accomplishments: • Upgraded library camera system • Started testing and migrating from Windows XP to Windows 7 on the desktop. • GIS upgraded to 2.0 version with new features. • Implemented virtualization to consolidate six servers into two servers. • WW X'.Tigardmaps.com 2.0 went live for public access. • Public wireless installed in the Downtown Tigard. • Integrated GIS with new Accela permitting system. • Replaced firewall with new generation firewall. • Two factor authentication deployed for VPN. • Replacement and data migration of over 30 Blackberry phones. • Installed card reader in back of Niche building to track access. • Helped to setup workflow in new IFAS financial system. • Replaced spam filter • Change library public catalog machines from a fat client to web based • Computer room remodel begun with new racks and power. • Moved servers to new racks in computer room. FY2010-11 Goals and Objectives: • Upgrade from Exchange 2007 to Exchange 2010 • Lead IT project management for system upgrades • Upgrade desktop PC's from Windows XP to Windows 7 • Integrate GIS with the document management system. • Integrate GIS with the E-Citation database. POLICY AND ADMINISTRATION -IMAGE 245 INFORMATION TECHNOLOGY BUDGET UNIT: 2300 FY2010-11 Goals and Objectives (continued): • Upgrade from Exchange 2007 to Exchange 2010 • Lead IT project management for system upgrades • Upgrade desktop PCs from Windows XP to Windows 7 • Integrate GIS with the document management system. • Integrate GIS with the E-Citation database. • Plan for a replacement phone system. • Stream City Council meetings live over the Internet. • Replace outdated network equipment with state of the art equipment. • Evaluate card locks and camera system to determine if new locations are needed. • Continue to provide computer support with a 90% problem resolution on first visit. • Continue to virtualize servers. • Replace library public monitors. WORKLOAD MEASURES 2007-08 2008-09 2009-10 2010-11 Number of laptops and computers 435 455 488 491 1 Number of servers 34 32 38 40 Number of cell phones and pagers 225 165 170 172 ' Number of service calls 6,500 4,948 4,965 5,100 Number of phone lines maintained 279 289 292 295 Spam Email Messages 549,057 328,900 401,000 410,000 Non-Spam Email Messages 277,288 328,900 401,000 410,000 EFFECTIVENESS MEASURES 2007-08 2008-09 2009-10 2010-11 Network up-time 99% 99% 99% 99% Service calls fixed on first call 87% 87% 87% 88% Backups performed as required 95% 98% 98% 98% PAGE 246 - CITY OF TIGARD INFORMATION TECHNOLOGY BUDGET UNIT: 2300 FULL-TIME EQUIVALENT POSITIONS 2007-08 2008-09 2009-10 2010-11 Computer Support Coordinator 1.0 0.0 1.0 0.0 GIS Coordinator 1.0 1.0 1.0 1.0 GIS Programmer/Analyst 0.0 1.0 1.0 1.0 Information Technology Manager 1.0 1.0 1.0 1.0 IT Specialist 0.0 0.0 0.0 1.0 Microcomputer Support Technician 1.0 1.0 0.0 1.0 Network Administrator 1.0 1.0 1.0 2.0 Network Technician 2.0 2.0 2.0 0.0 Total 7.0 7.0 7.0 7.0 POLICY AND ADMINISTRATION - PAGE 247 INFORMATION TECHNOLOGY BUDGET UNIT: 2300 FY 2008 FY 2009 FY 2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted vs.09-10 7.00 7.00 7.00 TotalFTE 7.00 7.00 7.00 214,184 263,257 290,192 51001-Salaries- Management 365,737 365,737 365,737 26.0°/ 107,093 168,659 183,165 51002-Salaries- General 121,297 121,297 121,297 -33.8% 3,171 0 0 51005 - Part Time - Temporary 0 0 0 0.0% 394 171 8,000 51006- Overtime 8,000 8,000 8,000 0.0% 324,842 432,087 481,357 Total Personal Services - Salaries 495,034 495,034 495,034 2.8% 641 432 473 52001 - Unemployment 488 488 488 3.2% 2,255 2,890 3,224 52002 - Worker's Compensation 2,169 2,169 2,169 -32.7% 24,879 33,234 36,212 52003 - Social Secudty/Medicare 37,258 37,258 37,258 2.9% 2,133 2,883 3,180 52004-Tri-M et Tax 3,321 3,321 3,321 4.4% 30,623 39,192 50,238 52005-Retirement 56,394 56,394 56,394 12.3% 5,301 6,026 8,706 52006 - Retirement - 3% ER Match 8,837 8,837 8,837 1.5% 3,737 5,102 5,100 52007 - VEBA - ER 4,200 4,200 4,200 -17.6% 381 515 2,319 52006 - Life Ins/ADD/LTD 2,136 2,136 2,136 -7.9% 858 1,105 0 52009 - Long Term Disability 0 0 0 0.0% 42,806 60,686 74,487 52010- Medical/Dental/Vision 75,806 7S,806 75,806 1.8% 5,122 7,259 0 52011- Dental Benefits 0 0 0 0.0% 2,841 8,876 0 52012 - Accrued Vacation 2,293 2,293 2,293 100,0% 121,577 168,200 183,939 Total Personal Services - Benefits 192,902 192,902 192,902 4.9% 33,107 44,730 39,650 53001- Office Supplies 28,400 28,400 28,400 -28.4% 10,544 13,573 17,000 53002 - Small Tools & Equipment 13,000 13,000 13,000 -23.5% 0 0 1,500 53003 - Fuel Soo 500 500 -66.7% 0 0 0 53004 - Books & Circulation Materials 0 0 0 0.0% 0 0 0 53006 - Technology Equipment under $5,0000 55,000 55,000 55,000 100.0% 43,651 58,303 58,150 Total Supplies 96,900 96,900 96,900 66.6% 42,230 10,152 35,000 54001- Professional/ContractualServices 22,150 22,150 22,150 -36.7% 0 0 0 54006 - Software License and Maintenance 352,265 352,265 352,265 100.046 1,423 4,561 0 54113 - R & M - Vehicles 0 0 0 0.01% 3,592 8,181 40,050 54114 - R & M - Office Equipment 24,400 24,400 24,400 -39.1% 137 60 0 54115 - Vehicle Usage 0 0 0 0.0% 66,020 71,477 73,940 54205 - Utiites - Phone/Pager/Cells 74,910 74,910 74,910 1.3% 4,611 -45 1,350 54300 - Advertising & Publicity 1,350 1,350 1,350 0.0% 20,071 2,400 46,900 54301- Fees and Charges 47,750 47,750 47,750 1.8% 972 672 805 54302 - Dues & Subscriptions 920 920 920 14.3% 18,766 16,121 22,829 54303-Travel and Training 14,400 14,400 14,400 -36.9% 0 17,215 0 54306 - Credit Card Fees 0 0 0 0.0% 1,378 4,168 14,500 54311- Special Department Expenses 0 0 0 -100.0% 159,200 134,962 235,374 Total Services 538,145 538,145 538,145 128.6% 0 0 0 5602 - Buildings & Improvements 0 0 0 0.0% 177,392 409,735 615,824 56004 - Computer Hardware and Software 41,700 41,700 41,700 -93.2% 0 0 0 56007 - GIS Hardware and Software 100,628 100,628 100,628 100.0% 177,392 409,735 615,824 Total Capital Improvement 142.328 142,328 142,328 -769°- 626,662 1,203,287 1,574,644 Total Information Technology 1,465,309 1,465,309 1,465,309 -6.9% PAGE 248 - CITY OF TIGARD CONTRACTS & PURCHASING BUDGET UNIT: 2500 Program Results: • The Contracts and Purchasing Division contributes to the Finance and Information Ser- vices Department's overall desired result of building and maintaining a strong financial po- sition for the City. • The Contracts and Purchasing Division provides expert advice, assistance, and policy analy- sis and development to City departments on contracting and purchasing. • Provides oversight of efficient purchasing process, including P-Cards. Program Description: The Division reports to the Director of Finance and Information Services and supports the activities of the Director. Activities of staff in Contracts and Purchasing include contract management, solicita- tion development and execution, project management, procurement policy development and oversight, general procurement process development, assist in the preparation of the City's annual budget and Capital Improvement Program, and advice to the City Council and City departments on general con- tracting and procurement related issues. Contracts and Purchasing continues to actively work to anticipate issues and to develop policies and procedures to allow the City to stay in line with applicable Federal and State laws, statutes, and regula- tions. TY2009--10Acc~s ents: • The Contracts and Purchasing Division was created in FY 2009-10. • Provided expert advice, assistance, and policy analysis and development to City depart- ments on contracting and purchasing. • Developed new Citywide Travel Policies. • Oversaw expanded usage within the City's Purchasing Card Program. TY2010-11 Goals and Obiectives: • Update and streamline the City's Public Contracting Rules. • Update and streamline the City's Contracting and Purchasing Manual. • Enhance the working relationship between departments to ensure better communication with regards to contract solicitation. • Explore the development of a Contracts Database with a goal of providing "one-stop" in- formation to the departments. • Review and enhance P-Card workflow for City's departments. POLICY AND ADMINISTRATION - RAGE 249 CONTRACTS & PURCHASING BUDGET UNIT: 2500 WORKLOAD MEASURES 2007-08 2008-09 2009-10 2010-11 Purchase orders processed 243 257 250 230 Purchasing card transactions 5,199 6,781 7,500 7,500 EFFECTIVENESS MEASURES 2007-08 2008-09 2009-10 2010-11 Average time to process purchase order NA NA NA 1 (Goal-less than one day) Purchasing card monthly audit completed NA NA NA 100% on time (Goal is 100%) Award Protest Received (Goal is less NA NA NA 1% than 2%) Contracts executed within 30 days of NA NA NA 100% award notice (Goal is 95%) FULL-TIME EQUIVALENT POSITIONS 2007-08 2008-09 2009-10 2010-11 Purchasing Assistant 0.0 0.0 0.0 0.8 Senior Management Analyst 0.0 0.0 0.0 1.0 Administrative Specialist I 0.0 0.0 0.0 0.5 Total 0.0 0.0 0.0 2.3 Note: This division used to be located in Financial Operations PAGE 250 - CITY OF TIGARD CONTRACTS & PURCHASING BUDGET UNIT: 2500 FY 2008 FY 2009 FY 2010 Budget Resource Summary 2011 2011 2011 Adopted Actual Actual Revised Proposed Approved Adopted M09-10 0.00 0.00 0.00 TotaIFTE 2.30 2.30 2.30 0 0 0 51001- Salaries - Management 74,520 74,520 74,520 100.00/. 0 0 0 51002 - Salaries - General 42,480 42,480 42,480 100.0% 0 0 0 51004 - Part Time - Regular 19,782 19,782 19,782 100.09'0 0 0 0 Total Personal Services - Salaries 136,782 136,782 136,782 100.0% 0 0 0 52001- Unemployment 137 137 137 100.0% 0 0 0 52002 - Worker's Compensation 165 165 165 100.0% 0 0 0 52003 - Social Security/Medicare 10,464 10,464 10,464 100.0% 0 0 0 52004 - Tri-Met Tax 933 933 933 100.096 0 0 0 52005 - Retirement 15,743 15,743 15,743 100.0% 0 0 0 52006-Retirement -3%ERMatch 2,236 2,236 2,236 100.0% 0 0 0 52007 - VEBA - ER 1,500 1,500 1,500 100.0% 0 0 0 52008 - life Ins/ADD/LTD 708 708 708 100.0% 0 0 0 52010-Medical/Dental/Vision 32,463 32,463 32,463 100.09'. 0 0 0 Total Personal Services- Benefits 64,349 64,349 64,349 100.0% 0 0 0 53001- Office Supplies 0 0 0 0.0% 0 0 0 Total Supplies 0 0 0 0.0% 0 0 0 54003 - Legal Fees 1,750 1,750 1,750 100.0% 0 0 0 54205 - Utiites - Phone/Pager/Cells 0 0 0 0.0% 0 0 0 54301- Fees and Charges 3,400 3,400 3,400 100.0% 0 0 0 54303 - Travel and Training 1,180 1,180 1,180 100.0% 0 0 0 Total Services 6,330 6,330 6,330 100.0Y. 0 0 0 56006 - Equipment 0 0 0 0.0% 0 0 0 Total Capital Improvement 0 0 0 O.CE. 0 0 0 Total Contracts and Purchasing 207,461 207,461 207,461 100.0% POLICY AND ADMINISTRATION - RAGE 251 TIGARD PAGE 252 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN Capital Improvement Plan Summary 253 Capital Improvement Plan Projects Streets 263 Downtown 2 68 Parks 2 70 Water 275 Sanitary Sewer 279 Stormwater 282 Facilities 287 n i H F't CD rY 11 i ~ 1 CAPITAL IMPROVEMENT PLAN SUMMARY TIGARD CAPITAL IMPROVEMENT PROGRAM FY 2010-15 The Capital Improvement Program (CIP) establishes Tigard's annual budget for capital improvements to its public facility system. Public facilities addressed by the CIP are roads, parks, sanitary sewer, storm drainage, water quality management, domestic water, public buildings, and operations facilities. The CIP is also an important budget-planning tool that prioritizes and assigns costs to needed public facility capital projects over a 5-year period including each budget year. Tigard's CIP management team up- dates the program annually. The management team consists of various representatives from all depart- ments including Public Works, Community Development, and Finance and Information Services. The CIP Management Team's responsibilities include coordinating the CIP update with master plans, city departments, and comments from Tigard residents. The update process provides the public op- portunities to identify needed community infrastructure investments. By definition, a capital improve- ment project is any project that improves or adds value to the City's infrastructure, costs $50,000 or more, and has a useful life or extends the useful life of infrastructure for 5 years or more. Maintenance expenditures are recurring capital expenditures and are not part of the CIP. As a result of the engineering review study, beginning in FY 2011, the Capital Improvement Program has three important changes. The first is that the CIP includes only those projects that are fully funded. The CIP Plan is a document providing details of those fully funded projects and is also up- dated and published annually along with the City's operating budget. The second is that the cost of internal staff is included in the CIP. In prior years, if design work was performed by outside consult- ants, the cost was included, but not if that same work was performed in-house. Thirdly, this CIP in- cludes a summary of all projects by funding source for each year of the 5-year Capital Improvement Program plus a summary for all 5 years. CAPITAL IMPROVEMENT PLAN - PAGE 253 CAPITAL IMPROVEMENT PLAN SUMMARY Impact of CIP on Operating Costs Capital projects can impact the future operating and maintenance costs of the City. In some instances, such as the construction of a new facility, operating costs will increase. In other instances, such as re- placement of old and defective water meters, operating costs may decrease. As the City makes deci- sions about which capital projects to implement, it must also evaluate the impact these projects will have on future operating costs and determine if the City will be able to afford those costs in future years. By approving the CIP projects, the City is making a commitment to adequately fund those fu- ture operating costs. The following discussion summarizes the anticipated major operating cost within each capital improvement system: General Facilities Capital Projects System Program The City General Facilities Capital Projects System Program's FY 2010-11 CIP includes funds for a new roof at the City's Permit Center, and the continued grounds mitigation at the Library. These pro- jects will have very minimal impact on future operating costs as none will require additional staffing or materials. The new Permit Center roof will result in lower operating costs because it will provide an estimated 13 percent in energy savings and will require fewer repairs and less maintenance. Expenses for the Permit Center roof have been offset by grant funding from the Department of Energy in the amount of $230,500. General Facilities Capital Projects $800,000 $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 - - - 2010-11 2011-12 2012-13 2013-14 2014-15 Parks System Program The Parks System Program FY 2010-11 CIP projects include projects that will have a direct impact on the City's operating costs. The very nature of a park system requires ongoing maintenance costs both for new additions to a system as well as maturing parks or trails. Significant projects listed within the FY 2010-11 parks systems include: new segments to Fanno Creek Trail (Main Street to Grant Street), the Fanno Creek House, Fanno Creek Park design, the Cook Park Restroom, and Summer Creek Park. A total of 50 acres of land will be added to the parks system once these projects are completed. Of which, Summer Creek Park is the largest contributor to this system (43 acres) and will require ongoing maintenance to preserve the vitality of the park. PAGE 254 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN SUMMARY Parkland and green spaces have minimal impact on operating costs until the land is developed. While these additions to the City's park system will not require additional staff during the 2010-11 fiscal year, additional staff will likely be required in the future. The development of Sumner Creek Park will re- quire an additional $442,000 in the parks maintenance budget which includes the costs of 2.0 Full Time Equivalent (FTE). Over 50 percent of funding for the initial purchase of Summer Creek Park has been provided by grants from Washington County, Clean Water Services and Metro. The City has hired an Environmental Program Coordinator who is responsible for managing the City's green spaces. In addition to this position, additional park utility workers will be needed over the next five years (at roughly $75,000 annually per FTE) to maintain the City's parks. Additional temporary staffing may also be needed due to the seasonal nature of parks. Other projects in the park system, such as the update to the Parks System Development Charge, are projects that are completed by contracted consultants and are typical one-time expense projects. Park Projects $7,000,000 $6,000,000 $5,000,000 - $4,000,000 - $3,000,000 - I $2,000,000 - $1,000,000 - - I 2010-11 2011-12 2012-13 2013-14 2014-15 Sanitary Sewer Program Many of the projects in the Sanitary Sewer Program, such as the Major Maintenance and Line Replace- ment programs, address existing and potential maintenance problems and thereby serve to reduce and prevent future operating cost impacts. The Sewer Extension program expands the existing sewer sys- tem to areas currently lacking sewer service. The additional sewer lines increase operating costs some- what; however, these costs are offset by the additional revenues received by new sewer customers. No new positions related to the Sanitary Sewer program are anticipated in the coming years. CAPITAL IMPROVEMENT PLAN - PAGE 255 CAPITAL IMPROVEMENT PLAN SUMMARY Sanitary Sewer Projects $900,000 _ $800,000 $700,000 $600,000 $500,000 $400,000 - ; - $300,000 - - - - $200,000 - $100,000 2010-11 2011-12 2012-13 2013-14 2014-15 Street System Program The operating cost impact of the Streets Program is minimal and no new positions are forecast in the next few years. The City's Pavement Management Program (PMP) provides corrective and preventa- tive maintenance on city streets including right-of-way maintenance. The program restores the wearing course of the streets and thereby improves the pavement's integrity, improves ride ability, and en- hances traffic safety. By performing these upgrades and improvements to the City's streets on a regular schedule, the City is able to reduce future operating costs. The FY 2010-11 CIP budget does contain a few street and crosswalk light/signal installation projects. As the streets and crosswalk lights/signals cost the City a little more than $500,000 annually to light, the impact to operating costs will be minimal when rolled into the overall program. The City's use of LCD lights in signals helps to minimize these ongoing costs. Street Projects (excludes Downtown) $5,000,000 - - - - $4,000,000 $ 3,000,000 $2,000,000 i $1,000,000 fLL- - 2010-11 2011-12 2012-13 2013-14 2014-15 PAGE 256 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN SUMMARY As part of the Street System, street projects that are related to the Urban Renewal District are reflected in the CIP. They include the Burnham Street Reconstruction, Ash Avenue Extension, and the Main Street Green Street Retrofit projects. With the complete reconstruction of these streets, the impact on fixture operating costs is minimal. Downtown Street Projects $4,000,000 $3,500,000 $3,000,000 - - - i $2,500,000 $2,000,000 + - - $1,500,000 $1,000,000 - $500,000 $ - 2010-11 2011-12 2012-13 2013-14 2014-15 Storm Water Program The projects within the Strom Water Program are typically designed to address erosion and storm drainage problems and to return wetland areas to a more natural, native state. These projects have a tendency to show a positive impact on future operating costs by postponing the need for additional staff. As a result, no new positions are forecast in the coming years related to this program. Storm Projects $500,000 - - I $400,000 $300,000 I i I $200,000 $100,000 $ 2010-11 2011-12 2012-13 2013-14 2014-15 CAPITAL IMPROVEMENT PLAN - PAGE 257 CAPITAL IMPROVEMENT PLAN SUMMARY Water System Program In the FY 2010-11 CIP, the Water System Program has a variety of projects planned. A number of these projects, including the Water Main Line Over-sizing projects which consists of the maintenance or replacement of existing infrastructure. By maintaining the existing system, the City avoids higher future costs than if the system were allowed to deteriorate. While difficult to calculate, it is safe to say that these projects create savings in future operating costs. There are water system projects that will have a direct impact on operating costs in the coming years. The new 10 MG Transfer Pump Station will increase utility costs by roughly $35,000 annually. Al- though this project does have an impact on operating costs, the new station will provide a higher pumping capacity. The FY 2010-11 CIP also sees the continuation of the Lake Oswego Partnership. This project will provide Tigard with a long term water supply with delivery scheduled for 2016. The project will in- clude a raw water intake facility on the Clackamas River, increased piping size, increased water treat- ment plant capacity, and other capacity increases. The full impact of this project on future operating cost is extremely difficult to forecast this early in the project but it is certain there will be a significant effect on materials, utilities, and likely personnel costs. The main impact on operating costs will be that Tigard will no longer pay other jurisdictions for water purchases, and will save operating dollars by partnering with Lake Oswego to deliver Tigard's water. Water Projects $30,000,000 $25,000,000 j- - $20,000,000 $15,000,000 $10,000,000 $5,000,000 I 2010-11 2011-12 2012-13 2013-14 2014-15 PAGE 258 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN SUMMARY Streets S stem Street Funding=Paid By Project Gas T. Fund Maintenance Other # Project Name 200 Water. Fund 530 City Gas Tax 205 Fund 412 jurisdictions** Total FY 2010-11 95001 Street Right-of-Way Maintenance $ 12,500 $ 12,500 95001 Pavement Management Program $ 827,900 $ 827,900 95005 Greenburg Rd/Pacific Hwy/Main St Intersection Improvements $ 210,000 $ 2,253,900 $ 2,463,900 95007 Barrows Rd. Sidewalk Installation $ 20,000 $ 20,000 95008 Garrett St Sidewalk CDBG $141,790 $ 40,000 $ 40,000 95027 Citywide Sidewalk & Pedestrian hrirovements $141,000 $ 141,000 95031 Pacific H / Hall Intersection $ 42,133 $ 42,133 FY 2011-12 95001 Street Right-of-Way Maintenance $ 75,000 $ 75,000 95001 Pavement Management Program $1,115,400 $ 1,115,400 95027 Citywide Sidewalk & Pedestrian Improvements $141,000 $ 141,000 95031 Pacific H / Hall Intersection $ 21,067 $ 21,067 FY 2012-13 95001 Street Right-of-Way Maintenance $ 100,000 $ 100,000 95001 Pavement Management Program $1,390,400 $ 1,390,400 95027 Citywide Sidewalk & Pedestrian Improvements $ 141,000 $ 141,000 FY 2013-14 95001 Street Right-of-Way Maintenance $ 100,000 $ 100,000 i 95001 Pavement Management Program $1,690,400 $ 1,690,400 95021 N. Dakota Street Bride Replacement $ 231,500 $ 231,500 Citywide Sidewalk & Pedestrian 95027 Improvements $141,000 $ 141,000 FY 2014-15 95001 Street Ri ht-of-Wa Maintenance $ 100,000 $ 100,000 95001 Pavement Management Program $1,690,400 $ 1,690,400 95021 N. Dakota Street Bride Replacement $ 2,232,500 $ 2,232,500 Citywide Sidewalk & Pedestrian 95027 Improvements $141,000 $ 141,000 Streets System Totals $3,091,200 $ 210,000 $ 2,253,900 $7,243,000 $ 60,000 $ 12,858,100 Doa+nttmv System Transportation Underground Urban Renewal Funding Paid 1 Project Gas Tax Food Development Traffic lmpacb Uulides Fund capital Projects By other # Project Name 200 Water Fund 530 Tax 405 Fee Fund 410 411 Water cIP Fund 532 940 Judsdicdo=** Total FY 201041 95030 Ash Ave Extension (Burnham to RR Tracks $235,320 $ 235,320 97002 Burnham St Reconstruction S2,022,152 S 36,403 S 313,408 S 97,202 S 180,297 S 200,000 $2,849,462 97003 1-fain St/Green St Retrofit S450,000 S 200,000 S 44,865 $ 650,000 FY 2011-12 97003 Main St/Green St Retrofit S 389,000 S 1,983,675 $ 389,000 Downtown S stem Totals $3,096,472 $ 200,000 $ 36,403 $ 313,408 $ 97,202 $ 180,297 $ 200,000 $ 2,028,540 $4,123,782 CAPITAL IMPROVEMENT PLAN - PAGE 259 CAPITAL IMPROVEMENT PLAN SUMMARY Parks S stem ' Project General Fund Tree Replacement Parks SDC Fund By Other Paid # Project Name 100 Fund 260 425 Jurisdictions* Total FY 2010-11 92004 Cook Park Restroom $ 128,000 $ 32,000 $ 160,000 92006 Fanno Creek House Schaltz $ 144,600 $ 144,600 92012 Parks SDC Update $ 16,000 $ 16,000 92013 Fanno Creek Park $ 116,000 $ 116,000 92016 Summer Creek Park $ 1,983,000 $ 3,350,000 $ 5,333,000 92017 Tree Canopy Replacement Pro am $ 204,500 $ 204,500 92024 Fanno Creek Trail Main to Grant $ 75,000 $ 25,000 $ 100,000 FY 2011-12 92003 East Butte Heritage Park Development $ 87,750 $ 58,500 $ 146,250 92017 Tree Canopy Replacement Program $ 75,000 $ 75,000 92018 Ent a Monuments $ 67,115 $ 67,115 FY 2012-13 92003 East Butte Heritage Park Development $ 127,950 $ 85,300 $ 213,250 92006 Fanno Creek House Schaltz $ 252,000 $ 252,000 92013 Fanno Creek Park $ 72,641 $ 1,138,035 $ 1,210,675 92017 Tree Canopy Replacement Program $ 75,000 $ 75,000 92018 Entryway Monuments $ 62,115 $ 62,115 FY 2013-14 92013 Fanno Creek Park__ $ 55,841 874,835 $ 930,675 92017 Tree Canopy Replacement Program $ 75,000 $ 75,000 92018 Ent a Monumcnts $ 58,269 $ 58,269 FY 2014-15 92017 Tree Canopy Replacement Pro am $ 75,000 $ 75,000 92018 En a Monuments $ 57,000 $ 57,000 Parks S stem Totals $1,059,799 $ 504,500 $ 2,412,281 $5,394,869 $ 9,371,449 Water S stern Funding Paid Project, Water Fund Water SDC Fund Water CIP Fund Bp Other Project Name 530 531 532 Jurisdictions" Total FY 2010-11 1 96008 Water Main Line Oversizin $ 100,000 $ 100,000 96013 550' Zone Improvements: 10 MG , Transfer Pump Station U de $ 3,543,043 $ 3,543,043 96018 Lake Oswego Partnership $ 2,293,960 $ 2,600,000 $ 4,893,960 96022 Water System Development Charge Update $ 25,000 $ 25,000 96023, Sherwood Partnership $ 1,000,000 $ 1,000,000 FY 2011-12 96008 Water Main Line Oversizin $ 100,000 $ 100,000 96010 Aquifer Storage & Recovery Well #3 $ 132,500 $ 132,500 $ 265,000 550' Zone Improvements: 10 MG 96013 Transfer Pump Station Upgrade $ 226,000 $ 226,000 96018 Lake Oswego Partnership $ 5,093,960 $ 5,093,960 FY 2012-13 96008 Water Main Line Oversizin $ 150,000 $ 150,000 96010 A uifer Storage & Recovery Well #3 $ 1,210,500 $ 1,210,500 $ 2,421,000 96018 Lake Oswego Partnership $ 8,093,960 $ 8,093,960 FY 2013-14 96008 Water Main Line Oversizin $ 150,000 $ 150,000 96010 A uifer Storage & Recovery Well #3 $ 25,000 $ 25,000 $ 50,000 96011 ASR Expansion $ 178,429 $ 178,429 96018 Lake Oswego Partnership $ 25,093,960 $25,093,960 FY 2014-15 96008 Water Main Line Oversizin $ 150,000 $ 150,000 96011 ASR Expansion $ 2,020,571 $ 2,020,571 96018 Lake Oswego Partnership $ 25,093,960 $25,093,960 Water System Totals $4,311,960 $ 3,592,000 $66,975,840 $3,769,043 $78,648,843 PAGE 260 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN SUMMARY Sanitary Sewer System Sanitary Project Sewer Fund # Project Name 500 Total FY 2010-11 Citywide Sanitary Sewer Extension 93002 Program $ 668,167 $ 668,167 Sanitary Sewer Major Maintenance 93003 Program $ 50,000 $ 50,000 Hunziker St. Sanitary Sewer 93007 Replacement $ 50,000 $ 50,000 Fanno Creek Slope Stabilization 93009 Arthur Court $ 61,500 $ 61,500 FY 2011-12 Citywide Sanitary Sewer Extension 93002 Program $ 150,833 $ 150,833 Sanitary Sewer Major Maintenance 93003 Program $ 50,000 $ 50,000 Fanno Creek Slope Stabilization 93009 Arthur Court $ 207,000 $ 207,000 FY 2012-13 Sanitary Sewer Major Maintenance 93003 Program $ 50,000 $ 50,000 FY 2013-14 Sanitary Sewer Major Maintenance 93003 Program $ 50,000 $ 50,000 FY 2014-15 Sanitary Sewer Major Maintenance 93003 Program $ 50,000 $ 50,000 Santa Sewer System Totals $1,387,500 $ 1,387,500 CAPITAL IMPROVEMENT PLAN - PAGE 261 CAPITAL IMPROVEMENT PLAN SUMMARY Storm System, project Stormwater Tree Replacement # Project Name Fund 510 Fund 260 Total FY 2010-11 94001 Storm Drainage Major Maintenance $ 50,000 $ 50,000 Culvert Improvements-Walnut St 94011 De Dell/Fanno Creek $ 89,444 $ 89,444 94021 Tree Planting Summer Creek-Mary Woodward to Summerlake $ 55,000 $ 55,000 94022 Copper Creek Bank Stabilization $ 35,556 $ 35,556 94023 Greenfield Storm Drain Replacement $ 74,000 $ 74,000 FY 2011-12 94001 Storm Drainage Major Maintenance $ 50,000 $ 50,000 Culvert Improvements-Walnut St 94011 De Dell/Fanno Creek $ 203,556 $ 203,556 Culvert Replacement-72nd Ave. to 94012 Dartmouth $ 91,000 $ 91,000 Tree Planting Summer Creek-116th 94019 Ave. to 113th Pl. $ 44,000 $ 44,000 94022 Copper Creek Bank Stabilization $ 124,444 $ 124,444 FY 2012-13 94001 Storm Drainage Major Maintenance $ 50,000 $ 50,000 Culvert Replacement-72nd Ave. to 94012 Dartmouth $ 272,000 $ 272,000 FY 2013-14 94001 Storm Drainage Major Maintenance $ 50,000 $ 50,000 94013 Community Tree Planting $ 35,000 $ 35,000 FY 2014-15 94001 Storm Drainage Major Maintenance $ 50,000 $ 50,000 94013 Community Tree Planting $ 35,000 $ 35,000 Storm System Totals $1,239,000 $ 70,000 $ 1,309,000 Facilities System Funding Paid Project General Fund Facilities Fund By Other # Project Name 100 400 jurisdictions** Total FY 2010-11 91002 Libra Grounds Monitoring $ 13,320 $ 13,320 91015 Permit Center Roof $ 8,320 $ 55,000 $ 63,320 FY 2011-12 91002 Libra Grounds Monitoring $ 13,320 $ 13,320 FY 2012-13 91013 PC/CH/Police Exterior Walls $ 700,000 $ 700,000 FY 2013-14 91013 PC/CH/Police Exterior Walls $ 256,027 $ 256,027 FY 2014-15 none $ - Facilities S stem Totals $982,667 $ 8,320 $ 55,000 $1,045,987 PAGE 262 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS Full Funded Projected Project No. Project Name 2009-10 2010-11 201.1-12 2012-13 2013-14 2014-15 Total 95001 Street Right-of-Way Maintenance - 12,500 75,000 100,000 100,000 100,00 387,500 95001 pavement Management Program 776,000 827,900 1,115,400 190,400 1,690,400 1,690,400 7,490,500 95005 Greenburg Rd /Pacific I lwy/Main St Intersection Improvements 2,999,355 2,463,900 - - - - 5,463,255 95007 Narrows Rd. Sidewalk Installation 50,075 20,000 70,075 95008 Garrett St Sidewalk (CDBG $141,790) 105,390 40,000 - - - - 145,390 95021 N. Dakota Street Bridge Replacement - - - - 231,500 2,232500 2,464,000 95027 Citywide Sidewalk & Pedestrian Improvements - 141,000 141,000 141,000 141,000 141,000 705,000 95031 Pacific I Iwv/hall Bled Intersection - 42,133 21,067 - - 63,200 TotlFunded 3,930,820 3,547,433 1,352,467 1,631,400 2,162,900 4,163,900 16,788,920 95001-Street Right-of-Way Maintenance Funded by the street maintenance fee, the any will maintain the rights-of-way on arterial and collector streets. Work will include mowing, vegetation trimming, maintenance of stormwater infiltration planters, and minor landscaping to maintain and enhance community aesthetics. Actual Revised Through Budget Projected 2008-09 2009-10 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Total External Expenses Construction 0 0 0 12,500 75,000 100,000 100,000 100,000 r 387,500 Total 0 0 0 12,500 75,000 100,000 100,000 100,000 387,500 Internal Expenses Project Management 0 0 0 0 0 0 0 0 r 0 Total 0 0 0 0 0 0 0 0 0 Total Project Expense 0 0 0 12,500 75,000 100,000 100,000 100,000 387,500 Revenue Funding Source Street Maintenance Fund 0 0 0 12,500 75,000 100,000 100,000 100,000 387,500 Total Project Revenues 0 0 0 12,500 75,000 100,000 100,000 100,000 387,500 1 Other Revenue Source 0 0 0 0 0 0 0 0 r 0 Total 0 0 0 0 0 0 0 0 0 CAPITAL IMPROVEMENT PLAN - PAGE 263 f CAPITAL IMPROVEMENT PLAN - STREETS 95001-Pavement Management Program Funded by the street maintenance fee, the city will apply pavement overlays and slum seals on various streets throughout the city. This work preserves pavement life and the city's investment in existing roadways. In the summer of 2010, pavement overlays are planned for Sequoia Parkway, PfafOe Street, and portions of Commercial Street, 121st Avenue, 98th Avenue, and North Dakota Street. Slurry seals arc planned for the Picks landing area south of Durham Road and in neighborhoods around the intersection of 135th Avenue and Walnut Street. The actual number ofoverlays and slum seals applied may vary depending upon paving costs. Actual Revised Through Budget Projected 2008-09 2009-10 200940 2010-11 2011-12 2012-13 201314 2014-15 Total External Expenses Design and Engineering 0 0 0 40,000 40,000 40,000 40,000 40,000 200,000 Construction 850,089 850,089 776,000 737,500 1,025,000 1,300,000 1,600,000 1,600,000 7,038,500 Total 850,089 850,089 776,000 777,500 1,065,000 1,340,000 1,640,000 1,640,000 7,238,500 Internal Expenses Project Management 0 0 0 10,400 10,400 10,400 10,400 10,400 52,000 Construction Management 0 0 0 40,000 40,000 40,000 40,000 40,000 200,000 Total 0 0 0 50,400 50,400 50,400 50,400 50,400 252,000 Total Project Expense 850,089 850,089 776,000 827,900 1,115,400 1,390,400 1,690,400 1,690,400 7,490,500 Revenue Funding Source Gas Tax 87,903 0 0 0 0 0 0 0 0 Street Main tenanw Fund 762,186 776,000 776,000 827,900 1,115,400 1,390,400 1,690,400 1,690,400 7,490,500 Total Project Revenues 850,089 776,000 776,000 827,900 1,115,400 1,390,400 1,690,400 1,690,400 7,490,500 Other Revenue Source 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 95005-Pacific Hwy 99W /Greenburg Rd/Main St Intersection Improvements The Hall Boulevard and Greenburg Road/Main Street intersections along PadficHighway combine to cause some of the wont traffic congestion in "Tigard. The dry has partnered with the countyand the state to improve both intersections. Improvanwts will indude a) A third through lane on Pacific Highway through both intersections. b) Additional turn lanes on Hall Boulevard, Greertburg Road, and Main Street for more efficient intersection operation. c) Improved roadwaygeometry (turning radius, etc). d) Wider sidewalks, crossing improvements, and new bike lanes. e) Stotmwaterpollution-reduction treatment. f Iands©pingto improve the aesthetics ofthearea. Dollar figures reflect the city's share of the project costs. Construction started in May 2010; the project should be completed in the spring of 2011. Actual Revised Through Budget Projected 2008-09 2009-10 2009-10 2010-11 2011-12 2012-13 201314 2014-15 Total External Expenses land/Right of Way Acquisition 0 620,000 1,640,007 0 0 0 0 0 1,640,007 Design and Enginmring 285,772 0 488,348 0 0 0 0 0 488,348 Ccrostmction 0 351,450 871,000 2,034,900 0 0 0 0 2,905,900 Total 285,772 971,450 2,999,355 2,034,900 0 0 0 0 5,034,255 Internal Expenses Project Management 0 0 0 79,000 0 0 0 0 79,000 Construction Management 0 0 0 350,000 0 0 0 0 350,000 Total 0 0 0 429,000 0 0 0 0 429,000 Total Project Expense 285,772 971,450 2,999,355 2,463,900 0 0 0 0 5,463,255 Revenue Funding Source City Gas Tax 285,772 0 2,855,355 2,253,900 0 0 0 0 5,109,255 Water Fund 0 0 144,000 210,000 0 0 0 0 354,000 Total Project Revenues 285,772 0 2,999,355 2,463,900 0 0 0 0 5,463,255 Other Revenue Source 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 PAGE 264 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 95007-Barrows Rd. Sidewalk Installation The city completed the sidewalk in fiscal year 2009-10 and will install landscaping in fiscal year 2010-11. A developer paid the city $71,814 to construct these improvements due to a scheduling conflict with another county project. The $71,814 was deposited in the Gas Tax Fund. Actual Revised Through Budget Projected 2008-09 2009-10 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Total External Expenses Construction 0 71,814 50,075 20,000 0 0 0 0 70,075 Total 0 71,814 50,075 20,000 0 0 0 0 70,075 Internal Expenses Project Management 0 0 0 0 0 0 0 0 0 Construction Management 0 0 0 0 0 0 0 0 r 0 Total 0 0 0 0 0 0 0 0 0 Total Project Expense 0 71,814 50,075 20,000 0 0 0 0 70,075 Revenue Funding Source Gas Tae 0 71,814 50,075 20,000 0 0 0 0 70,075 Total Project Revenues 0 71,814 50,075 20,000 0 0 0 0 70,075 Other Revenue Source Washington County 0 0 50,075 20,000 0 0 0 0 70,075 Total 0 0 50,075 20,000 0 0 0 0 70,075 95008-Garrett Street Sidewalk By June 30, 2010, the cirv will complete improvements to the existing storm drainage system and construct missing sections of sidewalk on the south side of Garrett Street between Ash Avenue and Pacific Highway. During the summer of 2010, a pavement overlay will be applied. The city received a 5141,790 Community Development Blod, Grant for this project and will provide engineering and construction management services as a local match. Actual Revised Through Budget Projected 2008-09 2009-10 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Total External Expenses Design and Engineering 0 0 3,600 0 0 0 0 0 3,600 Construction 0 141,790 101,790 40,000 0 0 0 0 141,790 Total 0 141,790 105,390 40,000 0 0 0 0 145,390 Internal Expenses Project Management 0 0 0 0 0 0 0 0 0 Construction Management 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 Total Project Expense 0 141,790 105,390 40,000 0 0 0 0 145,390 Revenue Funding Source Gas Tax 0 141,790 105,390 40,000 0 0 0 0 145,390 Total Project Revenues 0 141,790 105,390 40,000 0 0 0 0 145,390 Other Revenue Source Community Development Block Grant 0 0 105,390 40,000 0 0 0 0 145,390 Total 0 0 105,390 40,000 0 0 0 0 145,390 CAPITAL IMPROVEMENT PLAN - PAGE 265 r CAPITAL IMPROVEMENT PLAN - STREETS 95021-N. Dakota Street Bridge Replacement The existing North Dakota Street bridge over Fanno Creek is ven, narrow, lacks space for pedestrians and cyclists, and may have deteriorated to a condttion in which it may be eligible for badge replacement grant funds. This project would replace the existing bridge with a new bridge wide enough to accommodate pedestrians and cyclists along with motor vehides. Actual Revised Through Budget Projected 2008-09 2009.10 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Total External Expenses Design and Engineering 0 0 0 0 0 0 200,000 0 200,000 Construction 0 0 0 0 0 0 0 2,001,000 r 2,001,000 Total 0 0 0 0 0 0 200,000 2,001,000 2,201,000 Internal Expenses Project Management 0 0 0 0 0 0 31,500 31,500 r 63,000 Construction Management 0 0 0 0 0 0 0 200,000 r 200,000 Total 0 0 0 0 0 0 31,500 231,500 263,000 Total Project Expense 0 0 0 0 0 0 231,500 2,232,500 2,464,000 Revenue Funding Source Gas Tax 0 0 0 0 0 0 231,500 2,232,500 2,464,000 Total Project Revenues 0 0 0 0 0 0 231,500 2,232,500 2,464,000 Other Revenue Source 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 95027-Citywide Sidewalk and Pedestrian Improvements The city will add sidewalks and short trail connections to fill existing gaps in the pedestrian transportation system. Projects will be selected each year based on pedestrian need, safety, benefit, mobility options and ability to leverage other resources. Potential project locations are identified in the Transportation System Plan and include Hall Boulevard, 121st Avenue, Tiedeman Avenue, Tigard Street, North Dakota Street and crossings at busy streets such as McDonald Street and Greenburg Road. Actual Revised Through Budget Projected 2008-09 2009-10 2009-10 2010-11 2011-12 2012-13 201314 2014-15 Total External Expenses Land/Right of Way Acquisition 0 0 0 10,000 10,000 10,000 10,000 10,000 50,000 Design and Engineering 0 0 0 10,000 10,000 10,000 10,000 10,000 50,000 Construction 0 0 0 101,000 101,000 101,000 101,000 101,000 505,000 Total 0 0 0 121,000 121,000 121,000 121,000 121,000 605,000 Internal Expenses Project Management 0 0 0 10,000 10,000 10,000 10,000 10,000 50,000 Construction Management 0 0 0 10,000 10,000 10,000 10,000 10,000 50,000 Total 0 0 0 20,000 20,000 20,000 20,000 20,000 100,000 Total Project Expense 0 0 0 141,000 141,000 141,000 141,000 141,000 705,000 Revenue Funding Source Gas Tax 0 0 0 141,000 141,000 141,000 141,000 141,000 705,000 Total Project Revenues 0 0 0 141,000 141,000 141,000 141,000 141,000 705,000 Other Revenue Source 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 PAGE 266 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 95031-Pacific Highway/Hall Boulevard Intersection The dty expects to contribute 563,200 in staff tune related to protect management for the PadficHighway/Greenburg Road/illam Street Intersection Improvements. See the project 95005 for a detailed description. Actual Revised Through Budget Projected 2008-09 2009-10 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Total External Expenses Land/Right ofWayA(ijuisition 0 0 0 0 0 0 0 0 r 0 Design and Engineering 0 0 0 0 0 0 0 0 0 Construction 0 0 0 0 0 0 0 0 r 0 Total 0 0 0 0 0 0 0 0 0 Internal Expenses Project Management 0 0 0 42,133 21,067 0 0 0 63,200 Total 0 0 0 42,133 21,067 0 0 0 63,200 Total Project Expense 0 0 0 42,133 21,067 0 0 0 63,200 Revenue Funding Source Gas Tax 0 0 0 42,133 21,067 0 0 0 63,200 Total Project Revenues 0 0 0 42,133 21,067 0 0 0 63,200 Other Revenue Source 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 CAPITAL IMPROVEMENT PLAN - PAGE 267 CAPITAL IMPROVEMENT PLAN - DOWNTOWN Full Funded Projected Project No. Project Name 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Total 95030 Ash Ave Extension (Burnham to RR Tracks) 181,029 235,320 416,349 97002 Burithatn St Rcconstruction 3,253,244 2,849,462 - 6,102,706 97003 Main St/Green St Retrofit 101,000 650,000 389,000 1,140,000 Total Funded 3,535 273 3,734,782 389,000 7,659,055 95030-Ash Ave. Extension (Burnham to RR) The city, will construct a 24-foot-wide paved section from the future Burnham Street/Ash Avenue intersection to the new Park and Ride parking lot at the commuter rail station. The paved section will consist of two travel lanes and a 5-foot-wide sidewalk on the west side. Streetlights, storm drainage, and sanitary sewer pipes will also be installed as pan of this project. Actual Revised Through Budget Projected 2008-09 200940 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Total External Expenses Land/Right of Way Acquisition 381,583 0 0 0 0 0 0 0 0 Design and Engineering 2,082 0 0 0 0 0 0 0 0 Construction 0 390,749 181,029 216,185 0 0 0 0 397,214 Total 383,665 390,749 181,029 216,185 0 0 0 0 397,214 Internal Expenses Project Management 0 0 0 19,135 0 0 0 0 19,135 Total 0 0 0 19,135 0 0 0 0 19,135 Total Project Expense 383,665 390,749 181,029 235,320 416,349 Revenue Funding Source Gas Tax 381,583 250,000 35,711 235,320 0 0 0 0 271,031 Water SDC 0 100,749 104,500 0 0 0 0 0 104,500 WaterCIP 0 40,000 40,818 0 0 0 0 0 40,818 Total Project Revenues 381,583 390,749 181,029 235,320 0 0 0 0 416,349 i Other Revenue Source 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 PAGE 268 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - DOWNTOWN 97002-Burnham St. Reconstruction The city will reconstruct and widen Burnham Street between Main Street and 1 fall Boulevard. Sidewalks, landscaped medians, pedestrian crossings and on-street parking will be provided as part of the widening. In addition, a traditional four-way intersection will be installed at Burnham Street and Ash Avenue. Greet street storinwater management features will be constructed for water quality enhancanent. Burnham Street improvements are based on design concepts recommended in the'figard Downtown Comprehensive Streetseape Plan. Construction began in the fall of 2009 and will be complete in June 2011 Actual Revised Through Budget Projected 2008-09 2009-10 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Total External Expenses land/Right of Way Acquisition 599,376 0 746,041 0 0 U 0 0 746,041 Design and Engineering 0 0 105,144 49,053 U (I 0 0 154,198 Construction 0 5,106,463 2,402,059 2,391,339 0 0 0 4,793,398 Total 599,376 5,106,463 3,253,244 2,440,392 0 0 0 5,693,636 Internal Expenses Project Management 0 0 0 81,837 0 0 0 0 81,837 Construction Managenent 0 0 0 284,699 (1 0 II 0 284,699 Public lnvolvenent 0 0 0 42,534 0 (1 0 0 42,534 Total 0 0 0 409,070 U 0 (1 0 409,070 Total Project Expense 59,376 5,106,403 3,253,244 2,849,462 6,102,706 Revenue Funding Source Gaslax 0 3,200,000 2,462,513 2,022,152 0 0 0 0 4,484,665 Transportation Development Tax 0 100,000 41,476 36,403 ll 0 0 (1 77,879 'l-raffic Impact Fee 599,376 950,000 394,025 313,408 0 (1 0 (1 707,433 Underground Utility 0 300,000 124,429 97,202 0 U 0 0 221,631 WatuCIP 0 556,463 230,801 180,297 0 0 0 0 411,098 Urban Renewal Fund 0 n 0 200,000 u 0 0 0 200,000 Total Project Revenues 599,376 5,106,463 3,253,244 2,849,462 0 0 II 0 6,102,706 Other Revenue Source 0 0 0 0 0 0 0 0 0 Total 0 0 0 U U 0 0 0 0 97003-Main St. / Green St. Retrofit This multi-year project includes comprehensive redesign and construcrion of the full length of Main Street. The project is divided into 2 phases. Phase 1 includes the section of Main Street from the railroad tracks south to Pacific I Iighway. Phase 2 includes the section from the railroad tracks north to Smffins Street. The Padfic I-lighway/Greenburg Road/Main Street Intersection Improvements will install similar improvements along the remaining northern section of Main Street. Phase I (MTIP Grant proposal) will reconstruct the street in acoordanm with Careen Street Standards for 1400 lincal feet of Main Street. It encompasses the entire public right-of-way and includes streets, cubs, sidewalks, and landsmpe and drainage improvements. Design will be based on concept plans as approved in the Downtown Strwtscapc Plan. Actual Revised Through Budget Projected 2008-09 2009-10 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Total External Expenses Design and Engineering ll 60,000 101,0011 53,333 l) 0 U 0 154,333 Construction 0 0 0 476,667 290,000 0 0 0 766,667 Total 0 60,000 101,()00 530,000 290,000 0 0 ll 921,000 Internal Expenses Project llanagcYnrnt 0 11 0 42,000 21,000 0 0 fl 63,000 Construction Management 0 0 0 78,000 78,000 0 0 0 156,000 Total 0 u 0 120,000 99,000 0 0 0 219,000 Total Project Expense 0 60,000 101,000 650,000 389,000 0 0 0 1,140,000 Revenue Funding Source Gas Tax 11 6(),0011 Io1,000 450,000 389,000 0 I) 0 940,000 Water 0 0 (1 200,000 0 0 0 0 200,000 Total Project Revenues (1 60,000 1()1,000 650,000 389,000 0 0 0 1,140,000 Other Revenue Source Metropolitan 'rransponation Improvers-tProgram 0 0 511,460 44,865 1,983,675 0 2,540,000 Total 0 0 511,460 44,865 1,983,675 0 U 0 2,540,000 CAPITAL IMPROVEMENT PLAN - PAGE 269 CAPITAL IMPROVEMENT PLAN - PARKS Full Funded Projected Project No. Project Name 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Total 92003 East Butte Heritage Park Development 2,037 - 146,250 213,250 361,537 92004 Cook Park Restroom - 160,000 - - 160,000 92006 Fanno Creek House (Schaltz) 43,095 144,600 252,000 439,695 92012 Parks SDC Update 14,940 16,000 - 30,940 92013 Fanno Creek Park - 116,000 1,210,675 930,675 2,257,350 92016 Summer Creek Park - 5,333,000 - - 5,333,000 92017 Tree Canopy Replacement Program 150,000 204,500 75,000 75,000 75,000 75,000 654,500 92018 Entryway Monuments - - 67,115 62,115 58,269 57,000 244,499 92024 Fanno Creek Trail - Main to Grant 115,000 100,000 - - - - 215,000 Total Funded 325,072 6,074,100 288,365 1,813,040 1,063,944 132,000 9,696,521 92003-East Butte Heritage Park Development The city purchased property to develop a neighborhood park. Park amentttes will include a playground structure, picnic shelter, basketball mutt, portable restroom, picnic tables, benches, garbage tans, and soft and hard surface trails. Actual Revised Through Budget Projected 2008-09 2009-10 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Total External Expenses Design and Engineering 26,676 130,000 2,037 0 120,250 0 0 0 , 122,287 1 Construction 0 0 0 0 0 180,250 0 0 180,250 Total 26,676 130,000 2,037 0 120,250 180,250 0 0 302,537 Internal Expenses Project Management 0 0 0 0 26,000 13,000 0 0 39,000 Public Involvement 0 0 0 0 0 20,000 0 0 20,000 Total 0 0 0 0 26,000 33,000 0 0 59,000 Total Project Expense 26,676 130,000 2,037 0 146,250 213,250 0 0 361,537 Revenue Funding Source General Fund 0 77,000 1,222 0 87,750 127,950 0 0 , 216,922 Park System Development Charge 26,676 53,000 815 0 58,500 85,300 0 0 144,615 Total Project Revenues 26,676 130,000 2,037 0 146,250 213,250 0 0 361,537 Other Revenue Source 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 PAGE 270 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 92004-Cook Park Restroom The city will replace a restroom that was destroyed by fire. A portion of the funding will be provided by insurance. Actual Revised Through Budget Projected 2008-09 2009-10 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Total External Expenses Design and Engineering 0 0 0 10,000 0 0 0 0 10,000 Construction 0 90,000 0 140,000 0 0 0 0 140,000 Total 0 90,000 0 150,000 0 0 0 0 150,000 Internal Expenses Project Management 0 0 0 10,000 0 0 0 0 10,000 Total 0 0 0 10,000 0 0 0 0 10,000 Total Project Expense 0 90,000 0 160,000 0 0 0 0 160,000 Revenue Funding Source General Fund 0 80,000 0 128,000 0 0 0 0 128,000 Parks Capital Fund 0 10,000 0 32,000 0 0 0 0 32,000 Total Project Revenues 0 90,000 0 160,000 0 0 0 0 160,000 Other Revenue Source Payment from Insurance 0 0 0 32,000 0 0 0 0 32,000 Total 0 0 0 32,000 0 0 0 0 32,000 92006-Fanno Creek House (Schaltz) The city's Fanno Creek House will be improved in two phases. During phase 1, the house will be remodeled. In phase 2, slated for fiscal year 2012-13, the grounds will be landscaped, and parking and riparian improvements will be made. Actual Revised Through Budget Projected 2008-09 2009-10 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Total External Expenses Design and Engineering 26,899 10,000 43,095 0 0 0 0 0 43,095 Construction 0 148,000 0 135,000 0 228,000 0 0 363,000 Total 26,899 158,000 43,095 135,000 0 228,000 0 0 406,095 Internal Expenses Project Management 0 0 0 9,600 0 24,000 0 0 33,600 Construction Management 0 0 0 0 0 0 0 0 0 Total 0 0 0 9,600 0 24,000 0 0 33,600 Total Project Expense 26,899 158,000 43,095 144,600 0 252,000 0 0 439,695 Revenue Funding Source General Fund 26,899 158,000 43,095 144,600 0 252,000 0 0 439,695 Total Project Revenues 26,899 158,000 43,095 144,600 0 252,000 0 0 439,695 Other Revenue Source 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 CAPITAL IMPROVEMENT PLAN - PAGE 271 CAPITAL IMPROVEMENT PLAN - PARKS 92012-Parks System Development Charges Update The city will update its Parks System Development Charge (SDC) methodology in 2010. A consultant will conduct the update which will establish new rates and determine the methodology for applying SDC's. Actual Revised Through Budget Projected 2008-09 2009-10 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Total External Expenses Design and Engineering 5,155 16,000 14,940 16,000 0 0 0 0 30,940 Total 5,155 16,000 14,940 16,000 0 0 0 0 30,940 Internal Expenses Project Management 0 0 0 0 0 0 0 0 0 Public Involvement 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 Total Project Expense 5,155 16,000 14,940 16,000 0 0 0 0 30,940 Revenue Funding Source Park System Development Charge 5,155 16,000 14,940 16,000 0 0 0 0 30,940 Total Project Revenues 5,155 16,000 14,940 16,000 0 0 0 0 30,940 Other Revenue Source 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 92013-Fanno Creek Park The city will improve the Lower Fanno Creek Parkin conjunction with the planned public plaza in downtown Tigard. Improvements include anew trail system, habitat restoration, boardwalks, new bridges, and viewing areas. Grunts and other funding sources are being sought for the unfunded out years of this project. t Actual Revised Through Budget Projected 2008-09 2009-10 200940 201041 2011-12 2012-13 2013-14 2014-15 Total External Expenses Design and Engineering 0 125,000 0 116,000 0 250,000 0 0 366,000 Construction 0 0 0 0 0 920,675 920,675 0 1,841,350 Total 0 125,000 0 116,000 0 1,170,675 920,675 0 2,207,350 Internal Expenses Project Management 0 0 0 0 0 40,000 10,000 0 50,000 Total 0 0 0 0 0 40,000 10,000 0 50,000 Total Project Expense 0 125,000 0 116,000 0 1,210,675 930,675 0 2,257,350 Revenue Funding Source Park System Development Charge 0 125,000 0 116,000 0 72,641 55,841 0 244,481 Funding To Be Determined 0 0 0 0 0 1,138,035 874,835 0 2,012,869 Total Project Revenues 0 125,000 0 116,000 0 1,210,675 930,675 0 2,257,350 Other Revenue Source 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 PAGE 272 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 92016-Summer Creek Park The dry will acquire land for a community park in Tigard. Within the park, natural areas will be preserved and enhanced, and a ball field and interpretive center will be constructed. Over 50 percent of project funding has been provided by outside agencies. These grants are listed under the Other Revenue Source section. Actual Revised Through Budget Projected 2008-09 2009-10 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Total External Expenses Land/Right of WayAcluisiuon 0 1,000,000 0 5,333,000 0 0 0 0 5,333,000 Design and Engineering 0 0 0 0 0 0 0 0 , 0 Construction 0 0 0 0 0 0 0 0 0 Total 0 1,000,000 0 5,333,000 0 0 0 0 5,333,000 Internal Expenses Project Management 0 0 0 0 0 0 0 0 , 0 Public Involvement 0 0 0 0 0 0 0 0 , 0 Total 0 0 0 0 0 0 0 0 0 Total Project Expense 0 1,000,000 0 5,333,000 0 0 0 0 5,333,000 Revenue Funding Source Parks Capital Fund 0 873,317 0 0 0 0 0 0 0 Park System Development Charge 0 126,683 0 1,983,000 0 0 0 0 1,983,000 Total Project Revenues 0 1,000,000 0 1,983,000 0 0 0 0 1,983,000 Other Revenue Source Oregon Watershed Enhancement Board 0 0 0 1,000,000 0 0 0 0 1,000,000 Washington County 0 0 0 400,000 0 0 0 0 400,000 Clean Water Services 0 0 0 100,000 0 0 0 0 100,000 Metro Greenspace Revenues 0 0 0 850,000 0 0 0 0 850,000 Nature in Neighborhoods 0 0 0 1,000,000 0 0 0 0 1,000,000 Total 0 0 0 3,350,000 0 0 0 0 3,350,000 92017-Tree Canopy Replacement Program The city collects funds from developers who remove trees and are unable to meet replacement requirements. Developer dollars are placed in the Tree Replacement Fund. This fund is used to plant trees, thereby replacing lost tree canopy. For eligible Tigard residents who request it, the city delivers and plants free street trees in the Fall/ Winter. In the Spring, the city pursues large-scale planting opportunities in stream corridors, on school grounds, along highways, or where tree canopy replacement is needed. Funds are also used to maintain prior plantings until they are established. Actual Revised Through Budget Projected 2008-09 2009-10 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Total External Expenses Construction 50,843 150,000 150,000 204,500 75,000 75,000 75,000 75,000 654,500 Total 50,843 150,000 150,000 204,500 75,000 75,000 75,000 75,000 654,500 Internal Expenses Project Management 0 0 0 0 0 0 0 0 0 Public Involvement 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 Total Project Expense 50,843 150,000 150,000 204,500 75,000 75,000 75,000 75,000 654,500 Revenue Funding Source Tree Replacement Fund 50,843 150,000 150,000 204,500 75,000 75,000 75,000 75,000 654,500 Total Project Revenues 50,843 150,000 150,000 204,500 75,000 75,000 75,000 75,000 654,500 Other Revenue Source 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 CAPITAL IMPROVEMENT PLAN - PAGE 273 CAPITAL IMPROVEMENT PLAN - PARKS 92018-Entryway Monuments The City will build monument signs for Tigard entrwvay portals. Actual Revised Through Budget Projected 2008-09 2009-10 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Total External Expenses Construction 72,042 60,000 0 0 67,115 62,115 58,269 57,000 , 244,499 Total 72,042 60,000 0 0 67,115 62,115 58,269 57,000 244,499 Internal Expenses Project Management 0 0 0 0 0 0 0 0, 0 Public Involvement 0 0 0 0 0 0 0 0 r 0 Total 0 0 0 0 0 0 0 0 0 Total Project Expense 72,042 60,000 0 0 67,115 62,115 58,269 57,000 244,499 Revenue Funding Source General Fund 0 60,000 0 0 67,115 62,115 58,269 57,000 , 244,499 Parks Capital Fund 72,042 0 0 0 0 0 0 0, 0 Total Project Revenues 72,042 60,000 0 0 67,115 62,115 58,269 57,000 244,499 Other Revenue Source 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 92024-Fanno Creek Trail: Main St. to Grant St. The city will install a trail from Main Street to Grant Street. This trail is a key part of the larger Fanno Creek Regional Trail System linking Portland to Tualatin. The funding provided is for land acquisition, conceptual design, and permitting. Construction is expected to begin in fiscal year 2010-11. Actual Revised Through Budget Projected 2008-09 2009-10 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Total External Expenses Land/Right of Way Acquisition 0 70,000 115,000 0 0 0 0 u 115,000 Design and Engineering 0 0 0 10,000 0 0 0 0 10,000 Construction 0 0 0 70,000 0 0 0 0 70,000 Total 0 70,000 115,000 80,000 0 0 0 0 195,000 Internal Expenses Project Management 0 0 0 10,000 0 0 0 0 10,000 Construction Management 0 0 0 10,000 0 0 0 0 10,000 Total 0 0 0 20,000 0 0 0 0 20,000 Total Project Expense 0 70,000 115,000 100,000 0 0 0 0 215,000 Revenue Funding Source General Fund 0 53,000 86,250 75,000 0 0 0 0 161,250 Park System Development Charge 0 17,000 28,750 25,000 0 0 0 0 53,750 Total Project Revenues 0 70,000 115,000 100,000 0 0 0 0 215,000 Other Revenue Source 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 PAGE 274 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - WATER Full Funded Projected Project No. Project Name 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Total 96008 Water Main Line Oversizing 40,000 100,000 100,000 150,000 150,000 150,000 690,000 96010 ASR 3 - - 265,000 2,421,000 50,000 - 2,736,000 96011 ASR Expansion - - - - 178,429 2,020,571 2,199,000 96013 550' Zone Improvements: 10 MG Transfer Pump Station Upgrade 1,123,994 3,543,043 226,000 - - - 4,893,037 96018 Lake Oswego Partnership 3,260,000 4,893,960 5,093,960 8,093,960 25,093,960 25,093,960 71,529,800 96022 Water SDC Update 25,000 25,000 - - - - 50,000 96023 Sherwood Partnership - 1,000,000 - - - - 1,000,000 Total Funded 4,448,994 9,562,003 5,684,960 10,664,960 25,472,389 27,264,531 83,097,837 96008-Water Main Line Oversizing The dry may elect to upsize water transmission lines in conjunction with new development. Lines earmarked for upsizmg are identified in the Water Distribution System HydrauhcStudy. Actual Revised Through Budget Projected 2008-09 2009-10 200940 2010-11 7011-12 2012-13 201344 2014-15 Total External Expenses Construction 80,000 40,000 100,000 100,000 150,000 150,000 150,000 690,000 Total 0 80,000 40,000 100,000 100,000 150,000 150,000 150,000 690,000 Internal Expenses Project Management 0 0 0 0 0 0 0 0 0 Public Involvement 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 Total Project Expense 0 80,000 40,000 100,000 100,000 150,000 150,000 150,000 690,000 Revenue Funding Source Water SDC 0 80,000 40,000 0 0 0 0 0 40,000 Water Fund 0 0 0 100,000 100,000 150,000 150,000 150,000 650,000 Total Project Revenues 0 80,000 40,000 100,000 100,000 150,000 150,000 150,000 690,000 Other Revenue Source 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 CAPITAL IMPROVEMENT PLAN - PAGE 275 CAPITAL IMPROVEMENT PLAN - WATER 96010-Aquifer Storage & Recovery Well #3 The Water Distribution System Hydraulic Study identified a need for the expansion of the City's Aquifer Storage and Recovery program. In fiscal year 2007-2008, a 1000-ft deep well was suaPssfally drilled. Well head improvements which induce the installation of a pump, motor, and aanmpanying pipe and dilonnanon system are scheduled in 2012. The pump station will provide 2.5 million gallons of water per day during dn, summer months. Actual Revised Through Budget Projected 2008-09 2009-10 200940 201041 2011-12 2012-13 201344 2014-15 Total External Expenses Design and Engineering 0 0 0 0 251,000 0 0 0 251,000 Construction 0 0 0 0 0 2,200,000 0 0 2,200,000 Total 0 0 0 0 251,000 2,200,000 0 0 2,451,000 Internal Expenses Project Management 0 0 0 0 14,000 21,000 0 0 35,000 Construction Management 0 0 0 0 0 200,000 50,000 0 250,000 Total 0 0 0 0 14,000 221,000 50,000 0 285,000 Total Project Expense 0 0 0 0 265,000 2,421,000 50,000 0 2,736,000 Revenue Funding Source Water SDC 0 0 0 0 132,500 1,210,500 25,000 0 1,368,000 Water Fund 0 0 0 0 132,500 1,210,500 25,000 0 1,368,000 Total Project Revenues 0 0 0 0 265,000 2,421,000 50,000 0 2,736,000 Other Revenue Source c 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 96011-ASR Expansion The city's hydrogeologist of record will assist staff in locating potential sites for additional Aquifer Storage and Recovery (ASR) wells. In addition, test wells must be drilled by a qualified well driller in order for the hydrogeologist to determine suitability of the well for ASR purposes. Therefore, these studies will include both consultant and drilling services. Actual Revised Through Budget Projected 2008-09 2009-10 2009-10 2010-11 2011-12 201243 2013-14 2014-15 Total External Expenses Design and Engineering 0 0 0 0 0 0 151,000 0 151,000 Construction 0 0 0 0 0 0 0 1,800,000 1,800,000 Total 0 0 0 0 0 0 151,000 1,800,000 1,951,000 Internal Expenses Project Management 0 0 0 0 0 0 27,429 20,571 48,000 Construction Management 0 0 0 0 0 0 0 200,000 200,000 Total 0 0 0 0 0 0 27,429 220,571 248,000 Total Project Expense 0 0 0 0 0 0 178,429 2,020,571 2,199,000 Revenue Funding Source Water SDC 0 0 0 0 0 0 178,429 2,020,571 2,199,000 Total Project Revenues 0 0 0 0 0 0 178,429 2,020,571 2,199,000 Other Revenue Source 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 PAGE 276 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - WATER 96013-550' Zone Improvements: 10 MG Transfer Pump Station The existing transfer pump station located on the 10-million gallon reservoir site at Bull Mountain Road/ 125th Avenue, serves both the 550-foot and 713-foot service zones. The Water Distribution System Hydraulic Study identified a need to replace this pump station with one that would provide a higher pumping capacity to both service zones. Construction of this improvement increases pumping capacity from 2000 to 3300 gallons per minute (gpm) for the 713-foot service zone. The pump station will also provide 3900 gpm to the 550-Foot Zone Reservoir No. 2. Federal funding for this project is provided by the American Recovery & Reinvestment Act. Actual Revised Through Budget Projected 2008-09 2009-10 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Total External Expenses Design and Engineering 187,476 0 115,851 0 0 0 0 0 115,851 Construction 0 4,686,000 1,008,143 3,299,186 0 0 0 0 4,307,329 Total 187,476 4,686,000 1,123,994 3,299,186 0 0 0 0 4,423,180 Internal Expenses Project Management 0 0 0 126,000 126,000 0 0 0 252,000 Construction Management 0 0 0 117,857 100,000 0 0 0 217,857 Total 0 0 0 243,857 226,000 0 0 0 469,857 Total Project Expense 187,476 4,686,000 1,123,994 3,543,043 226,000 0 0 0 4,893,037 Revenue Funding Source Water CIP 0 4,686,000 1,011,595 3,543,043 226,000 0 0 0 4,780,638 Water SDC 0 0 112,399 0 0 0 0 0 112,399 Water Fund 187,476 0 0 0 0 0 0 0 0 Total Project Revenues 187,476 4,686,000 1,123,994 3,543,043 226,000 0 0 0 4,893,037 Other Revenue Source American Recovery& Reinvestm ent Act 0 4,686,000 1,123,994 3,543,043 226,000 0 0 0 4,893,037 Total 0 4,686,000 1,123,994 3,543,043 226,000 0 0 0 4,893,037 96018-Lake Oswego Partnership In 2008, the dry entered into an agreement to develop a long-term water supply with the City of take Oswego. The new water supply is expected to be online in 2016. Capital construction projects include: expansion of the raw water intake structure on the Clackamas River, and increases in treatment plant capacity, transmission pipe sizing, storage capacity, and pumping capacity. Tigard's share of the total project cost is estimated at $110 million. Revenue bonds will likely be used to finance partnership projects. Actual Revised Through Budget Projected 2008-09 2009-10 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Total External Expenses Construction 2,868,626 1,200,000 3,260,000 4,800,000 5,000,000 8,000,000 25,000,000 25,000,000 71,060,000 Total 2,868,626 1,200,000 3,260,000 4,800,000 5,000,000 8,000,000 25,000,000 25,000,000 71,060,000 Internal Expenses Project Management 0 0 0 93,960 93,960 93,960 93,960 93,960 469,800 Total 0 0 0 93,960 93,960 93,960 93,960 93,960 469,800 Total Project Expense 2,868,626 1,200,000 3,260,000 4,893,960 5,093,960 8,093,960 25,093,960 25,093,960 71,529,800 Revenue Funding Source Water CIP 2,868,626 0 3,260,000 2,600,000 5,093,960 8,093,960 25,093,960 25,093,960 69 235,840 Water Fund 0 1,200,000 0 2,293,960 0 0 0 0 2,293,960 Total Project Revenues 2,868,626 1,200,000 3,260,000 4,893,960 5,093,960 8,093,960 25,093,960 25,093,960 71,529,800 Other Revenue Source 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 CAPITAL IMPROVEMENT PLAN - PAGE 277 CAPITAL IMPROVEMENT PLAN - WATER 96022-Water System Development Charge Update The dry will update its Water System Development Charge (SDC) methodology in fiscal year 2010-11. A consultant will conduct the update which will establish new rates and determine the methodology for applying SDC's. Actual Revised Through Budget Projected 2008-09 200940 200940 2010-11 2011-12 2012-13 2013-14 2014-15 Total External Expenses Design and Engineering 0 50,000 25,000 25,000 0 0 0 0 50,000 Total 0 50,000 25,000 25,000 0 0 0 0 50,000 Internal Expenses Project Management 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 Total Project Expense 0 50,000 25,000 25,000 0 0 0 0 50,000 Revenue Funding Source Water SDC 0 50,000 25,000 25,000 0 0 0 0 50,000 Total Project Revenues 0 50,000 25,000 25,000 0 0 0 0 50,000 Other Revenue Source 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 96023-Sherwood Partnership The City of Sherwood is constructing water transmission lines and other improvements to access water from the Willamette Treatment Plant. Sherwood has elected to upsize portions of its improvements and has offered this excess capacity to Tigard. Tigard will likely need additional water sources sometime around the year 2030 and is pursuing a partnership with Sherwood to purchase the excess capacity. The partnership will provide the Tigard Water Service Area with: a) 20 million gallons per day of capacity via a new pipeline connecting Wilsonville to Sherwood. b) Guaranteed access to an existing supply line that extends from Sherwood to Tualatin. Actual Revised Through Budget Projected 2008-09 2009-10 2009-10 2010-11 2011-12 201243 2013-14 2014-15 Total External Expenses Construction 0 0 0 1,000,000 0 0 0 0 1,000,000 Total 0 0 0 1,000,000 0 0 0 0 1,000,000 Internal Expenses Project Management 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 Total Project Expense 0 0 0 1,000,000 0 0 0 0 1,000,000 Revenue Funding Source WaterCIP 0 0 0 1,000,000 0 0 0 0 1,000,000 Total Project Revenues 0 0 0 1,000,000 0 0 0 0 1,000,000 Other Revenue Source 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 PAGE 278 -CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - SANITARY SEWER Full Funded Projected Project.No. Project Name 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Total 93002 Citywide Sanitary Sewer Extension Program 822,774 668,167 150,833 - - - 1,641,774 93003 Sanitary Sewer Major Maintenance Program 50,000 50,000 50,000 50,000 50,000 50,000 300,000 93007 Hunziker St. Sanitary Sewer Replacement 10,500 50,000 - - - - 60,500 93009 Fanno Creek Slope Stabilization (Arthur - 61,500 207,000 - - - 268,500 Court Total Funded 883,274 829,667 407,833 50,000 50,000 50,000 2,270,774 93002-Citywide Sanitary Sewer Extension Program The Sanitary Sewer Extension Program began in FY 2001-02 in order to extend sewers to all developed but un-served residential areas citywide. The city utilizes the formation of reimbursement districts to construct the sewers. The Commercial Area Sewer Extension Program is also funded from the Sanitary Sewer Fund and offers commercial entities the opportunity to participate in reimbursement districts for extension of sewer service to commercial areas. Sewer extensions are planned for Walnut Street and 112th Avenue, Hoodview, and Baylor and 72nd Avenue. This program is expected to be completed by FY 2012-13. Actual Revised Through Budget Projected 2008-09 2009-10 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Total External Expenses Design and Engineering 0 0 61,484 20,000 0 0 0 0 81,484 Construction 235,118 1,300,000 761,290 632,000 150,000 0 0 0 1,543,290 Total 235,118 1,300,000 822,774 652,000 150,000 0 0 0 1,624,774 Internal Expenses Project Management 0 0 0 16,167 833 0 0 0 17,000 Total 0 0 0 16,167 833 0 0 0 17,000 Total Project Expense 235,118 1,300,000 822,774 668,167 150,833 0 0 0 1,641,774 Revenue Funding Source Sanitary Sewer 235,118 1,300,000 822,774 668,167 150,833 0 0 0 1,641,774 Total Project Revenues 235,118 1,300,000 822,774 668,167 150,833 0 0 0 1,641,774 Other Revenue Source 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 CAPITAL IMPROVEMENT PLAN - PAGE 279 CAPITAL IMPROVEMENT PLAN - SANITARY SEWER 93003-Sanitary Sewer Major Maintenance Program This program was established to reconstruct or repair sanitarysewer facilities in cases where the work is beyond the scope of the city's Pubhc Works Department. Project sites are located throughout the dry. Actual Revised Through Budget Projected 2008-09 200940 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Total External Expenses Construction 66,990 50,000 50,000 50,000 50,000 50,000 50,000 50,000 300,000 Total 66,990 50,000 50,000 50,000 50,000 50,000 50,000 50,000 300,000 Internal Expenses Project Management 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 Total Project Expense 66,990 50,000 50,000 50,000 50,000 50,000 50,000 50,000 300,000 Revenue Funding Source Sanitary Sewer 66,990 50,000 50,000 50,000 50,000 50,000 50,000 50,000 300,000 Total Project Revenues 66,990 50,000 50,000 50,000 50,000 511,000 50,000 50,000 300,000 Other Revenue Source 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 93007-Hunziker Street Sanitary Sewer Replacement A section of sanitary sewer pipe on Hunziker Street immediately east of Hall Boulevard is broken. The city made a temporary repair in the summer of 2008. The repair material has deteriorated resulting in sewer blockages. This project will replace 320 feet of the pipe, install one new manhole at the intersection with Hall Boulevard, and reconnect three service laterals. The existing pipe will be abandoned in place. An Oregon Department of Transportation permit will be required as the construction will take place on Hall Boulevard which is under state jurisdiction. Actual Revised Through Budget Projected 2008-09 2009-10 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Total External Expenses Design and Engineering 0 10,000 10,500 0 0 0 0 0 10,500 Construction 0 50,000 0 50,000 0 0 0 0 50,000 Total 0 60,000 10,500 50,000 0 0 0 0 60,500 Internal Expenses Project Management 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 Total Project Expense 0 60,000 10,500 50,000 0 0 0 0 60,500 Revenue Funding Source Sanitary Sewer 0 60,000 10,500 50,000 0 0 0 0 60,500 Total Project Revenues 0 60,000 10,500 50,000 0 0 0 0 60,500 Other Revenue Source 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 PAGE 280 -CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - SANITARY SEWER 93009-Fanno Creek Slope Stabilization Due to high water levels in 2009, the bank of Fanno Creek near Arthur Court eroded. The erosion has damaged the outfall of a storm he and is threatening a sewer main near the creek bank. A portion of the Fanno Creek trail that runs along the top of the bank may also be undermined if the erosion is not addressed. The city will perform repair work including design and stabilization of approximately 250 feet of bank to protect the existing sanitary sewer main. Actual Revised Through Budget Projected 2008-09 2009-10 2009-10 2010-11 2011-12 2012-13 201344 2014-15 Total External Expenses Design and Engineering 0 50,000 0 51,000 0 0 0 0 51,000 Construction 0 0 0 0 200,000 0 0 0 200,000 Total 0 50,000 0 51,000 200,000 0 0 0 251,000 Internal Expenses Project Management 0 0 0 10,500 7,000 0 0 0 17,500 Total 0 0 0 10,500 7,000 0 0 0 17,500 Total Project Expense 0 50,000 0 61,500 207,000 0 0 0 268,500 Revenue Funding Source Sanitary Sewer 0 50,000 0 61,500 207,000 0 0 0 268,500 Total Project Revenues 0 50,000 0 61,500 207,000 0 0 0 268,500 Other Revenue Source 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 CAPITAL IMPROVEMENT PLAN - PAGE 281 CAPITAL IMPROVEMENT PLAN - STORMWATER Fully Funded Project Projected No. Project Name 2009-10 2010-11 2011-12 20,12-13 2013-14 2014.15 Total 94001 Storm Drainage ;Major Maintenance 119,368 50,000 50,000 50,000 50,000 50,000 369,368 94011 Culvert Improvements-Walnut St (Derry Dell/Fanno Creek) - 89,444 203,556 - - - 293,000 94012 Culvert Replacement-72nd Ave & Dartmouth - 91,000 272,000 - - 363,000 94013 Community Tree Planting - - 35,000 35,000 70,000 94019 Tree Planting Summer Creek-116th Ave to 113th Ave - 44,000 - - 44,000 94021 Tree Planting Summer Creek-Mary Woodward to Summerlake 55,000 - 55,000 94022 Copper Creek Bank Stabilization 35,556 124,444 160,000 94023 Greenfield Storm Drain Replacement 100,000 74,000 - 174,000 Total Funded 219,368 304,000 513,000 322,000 85,000 85,000 1,528,368 94001-Storm Drainage Major Maintenance This program was established to reconstruct or repair stormwater facilities in cases where the work is beyond the scope of the city's Public Works Department. Project sites are located throughout the city. Actual Revised Through Budget Projected 2008-09 2009-10 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Total External Expenses Construction 0 25,000 119,368 50,000 50,000 50,000 50,000 50,000 369,368 Total 0 25,000 119,368 50,000 50,000 50,000 50,000 50,000 369,368 Internal Expenses Project Management 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 I Total Project Expense 0 25,000 119,368 50,000 50,000 50,000 50,000 50,000 369,368 Revenue Funding Source Storm Water 0 25,000 0 50,000 50,000 50,000 50,000 50,000 250,000 Water Quality/Quantity 0 0 119,368 0 0 0 0 0 119,368 Total Project Revenues 0 25,000 119,368 50,000 50,000 50,000 50,000 50,000 369,368 Other Revenue Source 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 PAGE 282 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STORMWATER 94011-Culvert Improvements-Walnut Street (Derry Dell/Fanno Creek) The city will replan: the existing culvert on Walnut Street at Derry Dell Creek.. The new, larger culvert will increase capacity, provide fish passage, and enhance water quality. Funding will be used for hydraulic analysis, hydraulic study, and preliminary design. Actual Revised Through Budget Projected 2008-09 2009-10 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Total External Expenses Design and Engineering 0 75,000 0 85,000 0 0 0 0 85,000 Construction 0 0 0 0 200,000 0 0 0 200,000 Total 0 75,000 0 85,000 200,000 0 0 0 285,000 Internal Expenses Project Management 0 0 0 4,444 3,556 0 0 0 8,000 Total 0 0 0 4,444 3,556 0 0 0 8,000 Total Project Expense 0 75,000 0 89,444 203,556 0 0 0 293,000 Revenue Funding Source Storm Water 0 0 0 89,444 203,556 0 0 0 293,000 Water Quality/Quantity 0 75,000 0 0 0 0 0 0 0 Total Project Revenues 0 75,000 0 89,444 203,556 0 0 0 293,000 Other Revenue Source 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 94012-Culvert Replacement-72nd Avenue & Dartmouth Street The project upgrades an existing culvert located at the 72nd Avenue and Dartmouth Street intersection to provide addmonal culvert capacity to relieve flooding and stop creek incision. Implementation of the project addresses advert replacement goals identified in the Healthy Streams Plan. The design of the upgrade will be combined with the 72nd Avenue/Dartmouth Street intersection design. The city intends to work with private developers to complete improvements to the intersection and upgrade the culvert. Actual Revised Through Budget Projected 2008-09 2009-10 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Total External Expenses Design and Engineering 0 0 0 0 75,000 0 0 0 75,000 Construction 0 0 0 0 0 200,000 0 0 200,000 Total 0 0 0 0 75,000 200,000 0 0 275,000 Internal Expenses Project Management 0 0 0 0 16,000 32,000 0 0 48,000 Construction Management 0 0 0 0 0 40,000 0 0 40,000 Total 0 0 0 0 16,000 72,000 0 0 88,000 Total Project Expense 0 0 0 0 91,000 272,000 0 0 363,000 Revenue Funding Source Storm Water 0 0 0 0 91,000 272,000 0 0 363,000 Total Project Revenues 0 0 0 0 91,000 272,000 0 0 363,000 Other Revenue Source 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 CAPITAL IMPROVEMENT PLAN - PAGE 283 CAPITAL IMPROVEMENT PLAN - STORMWATER 94013-Community Tree Planting The city will plant native trees and shrubs along weeks and streams in order to meet the community tree planting goals tndentified in the Healthy Streams Plan. Actual Revised Through Budget Projected 2008-09 2009-10 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Total External Expenses Construction 0 0 0 0 0 0 35,000 35,000 70,000 Total 0 0 0 0 0 0 35,000 35,000 70,000 Internal Expenses Project Management 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 Total Project Expense 0 0 0 0 0 0 35,000 35,000 70,000 Revenue Funding Source Tree Replacement Fund 0 0 0 0 0 0 35,000 35,000 70,000 Total Project Revenues 0 0 0 0 0 0 35,000 35,000 70,000 Other Revenue Source 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 94019-Tree Planting Summer Creek-116th Avenue to 113th Place The city will restore 5.34 acres of riparian corridors through the removal of non-native vegetation and the installation of 8,000 native trees and shrubs. The project meets a community tree p1mung goal indentified in the Healthy Streams Plan and provides stream buffer mitigation on the parcel near Tippitt Drive. Planting sites are subject to diange pending new restoration opportunities. Actual Revised Through Budget Projected 2008-09 2009-10 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Total External Expenses Construction 0 40,000 0 0 40,000 0 0 0 40,000 Total 0 40,000 0 0 40,000 0 0 0 40,000 Internal Expenses Project Management 0 0 0 0 4,000 0 0 0 4,000 Total 0 0 0 0 4,000 0 0 0 4,000 Total Project Expense 0 40,000 0 0 44,000 0 0 0 44,000 Revenue Funding Source Storm Water 0 0 0 0 44,000 0 0 0 44,000 Water Quality/Quantity 0 40,000 0 0 0 0 0 0 0 Total Project Revenues 0 40,000 0 0 44,000 0 0 0 44,000 Other Revenue Source 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 PAGE 284 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STORMWATER 94021-Tree Planting Summer Creek-Mary Woodward Elementary to Summerlake Park The city will restore 7.29 acres of riparian comdors through the removal of non-native vegetation and the installation of 10,000 native trees and shrubs. The project meets a community tree planting goal indenti6ed in the Healthy Streams Plan and provides stream buffer mitigation along Summer Creek between Mary Woodward Elementary and Summerlake Park. Planting sites are subject to change pending new restoration opportunities. Actual Revised Through Budget Projected 2008-09 2009-10 2009-10 2010-11 2011-12 2012-13 201344 2014-15 Total External Expenses Construction 0 0 0 50,000 0 0 0 0 50,000 Total 0 0 0 50,000 0 0 0 0 50,000 Internal Expenses Project Management 0 0 0 5,000 0 0 0 0 5,000 Total 0 0 0 5,000 0 0 0 0 5,000 Total Project Expense 0 0 0 55,000 0 0 0 0 55,000 Revenue Funding Source Storm Water 0 0 0 55,000 0 0 0 0 55,000 Total Project Revenues 0 0 0 55,000 0 0 0 0 55,000 Other Revenue Source 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 94022-Copper Creek Bank Stabilization The banks of Copper Creek at the southwest comer of Durham Road and Copper Creek Drive are eroded. The erosion resulted from heavy rain and high stream flow from a 36- inch culvert under the streets. This project funds preliminary design and wetland permitting in fiscal year 2010-I1 and final design and construction m fiscal year 2011-12. The work will include bank stabilization, culvert repair, energy dissipation, and planting required by wetland permits. Actual Revised Through Budget Projected 2008-09 2009-10 2009-10 2010-11 2011-12 2012-13 201344 2014-15 Total External Expenses Design and Engineering 0 30,000 0 30,000 0 0 0 0 30,000 Construction 0 0 0 0 120,000 0 0 0 120,000 Total 0 30,000 0 30,000 120,000 0 0 0 150,000 Internal Expenses Project Management 0 0 0 5,556 4,444 0 0 0 10,000 Total 0 0 0 5,556 4,444 0 0 0 10,000 Total Project Expense 0 30,000 0 35,556 124,444 0 0 0 160,000 Revenue Funding Source Storm Water 0 30,000 0 35,556 124,444 0 0 0 160,000 Total Project Revenues 0 30,000 0 35,556 124,444 0 0 0 160,000 Other Revenue Source 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 CAPITAL IMPROVEMENT PLAN - PAGE 285 CAPITAL IMPROVEMENT PLAN - STORMWATER 94023-Greenfield Storm Drain Replacement A storm drainage pipe crossing Greenfield Drive, 600 feet south of Morningstar Drive, is cracked. The existing pipe will be abandoned and an new pipe will be installed using the directional boring method. This method is recommended by permitting agencies to minimize environmental impacts to the area during construction. Actual Revised Through Budget Projected 2008-09 2009-10 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Total External Expenses Design and Engineering 0 0 0 0 0 0 0 0 0 Construction 0 150,000 100,000 50,000 0 0 0 0 150,000 Total 0 150,000 100,000 50,000 0 0 0 0 150,000 Internal Expenses Project Management 0 0 0 10,667 0 0 0 0 10,667 Construction Management 0 0 0 13,333 0 0 0 0 13,333 Total 0 0 0 24,000 0 0 0 0 24,000 Total Project Expense 0 150,000 100,000 74,000 0 0 0 0 174,000 Revenue Funding Source Storm Water 0 150,000 100,000 74,000 0 0 0 0 174,000 Total Project Revenues 0 150,000 100,000 74,000 0 0 0 0 174,000 i Other Revenue Source t 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 PAGE 286 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - FACILITIES Fully Funded Projected Project No. Proica Name 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Total 91002 Library Grounds Monitoring 20,018 13,320 13,320 - - 46,658 91013 PC/CH/Police Exterior Walls - - - 700,000 256,027 956,027 91015 Permit Center Roof 185,000 63,320 - - - 248,320 Total Funded 205,018 76,640 13,320 700,000 256,027 1,251,005 91002-Library Grounds Monitoring The city will continue its work to obtain DEQ final approval regarding the arsenic eontamination on the library grounds. Work projects include completing the remediation process and developing a comprehensive management plan. Actual Revised Through Budget Projected 2008-09 2009-10 2009-10 201041 2011-12 2012-13 2013-14 2014-15 Total External Expenses Environmental 0 20,000 20,018 5,000 5,000 0 0 0 30,018 Total 0 20,000 20,018 5,000 5,000 0 0 0 30,018 Internal Expenses Project Management 0 0 0 8,320 8,320 0 0 0 16,640 Total 0 0 0 8,320 8,320 0 0 0 16,640 Total Project Expense 0 20,000 20,018 13,320 13,320 0 0 0 46,658 Revenue Funding Source General Fund 0 20,000 20,018 13,320 13,320 0 0 0 46,658 Total Project Revenues 0 20,000 20,018 13,320 13,320 0 0 0 46,658 Other Revenue Source 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 CAPITAL IMPROVEMENT PLAN - PAGE 287 CAPITAL IMPROVEMENT PLAN - FACILITIES 91013-Permit Center, Police Department and City Hall Exterior Walls This project requires the removal, repair, and painting of the Exterior Insulation Finishing System (EIFS) stucto at the Permit Center, City Hall, and the Police Department. After reviewing testing data, it is apparent that these buildings have numerous water infiltration points resulting in framing and drywall damage. Actual Revised Through Budget Projected 2008-09 2009-10 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Total External Expenses Design and Engineering 0 0 0 0 0 291,180 0 0 291,180 Construction 0 0 0 0 0 376,922 250,456 0 627,378 Total 0 0 0 0 0 668,102 250,456 0 918,558 Internal Expenses Project Management 0 0 0 0 0 27,341 3,039 0 30,380 Construction Management 0 0 0 0 0 4,557 2,532 0 7,089 Total 0 0 0 0 0 31,898 5,571 0 37,469 Total Project Expense 0 0 0 0 0 700,000 256,027 0 956,027 Revenue Funding Source General Fund 0 0 0 0 0 700,000 256,027 0 956,027 Total Project Revenues 0 0 0 0 0 700,000 256,027 0 956,027 Other Revenue Source 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 91015-Permit Center Roof The city will replace the existing Permit Center roof with an Energy Star mrapliant roof The existing roof has been repaired over 23 times in the past three years. This project is funded through the American Reinvestment & Recovery Act in the amount of 5230,500 in FY 2010. At the end of the first quarter in FY 2011, City Council will be presented with a request to recognize the unspent portion of the Department of Energy grant earmarked for this project. Actual Revised Through Budget Projected 2008-09 2009-10 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 Total External Expenses Design and Engineering 0 0 0 3,320 0 0 0 0 3,320 Construction 0 285,500 185,000 55,000 0 0 0 0 240,000 Total 0 285,500 185,000 58,320 0 0 0 0 243,320 Internal Expenses Construction management 0 0 0 5,000 0 0 0 0 5,000 Total 0 0 0 5,000 0 0 0 0 5,000 Total Project Expense 0 285,500 185,000 63,320 0 0 0 0 248,320 Revenue Funding Source Facilities Capital Projects Fund 0 55,000 0 8,320 0 0 0 0 8,320 Total Project Revenues 0 55,000 0 8,320 0 0 0 0 8,320 Other Revenue Source Department of Energy 0 230,500 185,000 55,000 0 0 0 0 240,000 Total 0 230,500 185,000 55,000 0 0 0 0 240,000 PAGE 288 - CITY OF TIGARD DEBT SERVICE d Debt Service 289 v' n Debt Service Summary 290 Outstanding Debt Issues 291 General Obligation Bond-Library 292 Loan-Cook Park Expansion 294 Debt Service Schedule-Tigard Transportation Build America Bond 296 Assessments 69th Avenue Local Improvement District 298 Dartmouth Local Improvement District - 2003 299 Bancroft Improvement Bonds 300 jjjll~ lilt t DEBT SERVICE The City has five types of debt currently outstanding. The first is a general obligation bond secured by the City's authority to levy property taxes. The second is a loan through the Oregon Economic and Community Development Department (OECDD), secured by current and future park system develop- ment charges collected by the City. The third is a Build America Bond (BAB) for transportation pro- jects that will be repaid with Gas Tax, City Gas Tax, Transportation Impact Fees, and Transportation Development Tax. The fourth is assessment bonds secured by installment payment contracts with property owners. Fifth, the City has a line of credit to pay for the planning stages of the City's water agreement with the City of Lake Oswego. It is anticipated that this line of credit will be paid off when revenue bonds are issued in FY 2011-12. Also, the City has the authority to issue short term bond an- ticipation notes secured by the City's full faith and credit and the ability to assess property owners when the related project is complete. The City's current outstanding debt payments are as follows: General Build America Line of Obligation Loans Bond Assessments Credit Total FY 10-11 571,890 259,053 902,854 133,593 - 1,867,390 FY 11-12 590,281 270,925 949,058 140,720 6,000,000 7,950,984 FY 12-13 613,891 940,348 148,271 - 1,702,510 FY 13-14 632,787 925,768 111,243 - 1,669,798 FY 14-15 656,991 915,535 72,100 - 1,644,626 FY 15-16 - 22-23 6,392,260 4,413,085 373,723 - 11,179,068 $ 9,458,100 $ 529,978 $ 9,046,647 $979,650 $6,000,000 $ 26,014,375 The portion of the Build America Bonds that are repaid with Gas Tax revenues will compete with op- erational needs for road maintenance. Otherwise, existing debt levels have no direct impact on current or future City operations. The most recent bond rating occurred in 1993 and the rating given by Moody's was Al. Legal Debt Limit Oregon statutes limit local government debt to 3% of true cash value. The debt limit calculations ex- cludes debt related to assessments, therefore only outstanding general obligation debt is subject to the limitation. The limit for FY 2010-11 will be $219,023,862 based upon the estimated market value of $7,300,795,400. Future Debt Limit At this time, the City intends to issue Water Revenue Bonds totaling approximately $24.0 million in FY 2011-12 and $88.0 million in FY 2013-14. The following tables and graphs depict future debt service requirements in total and by debt service type. These figures also present schedules detailing required debt service expenditures for FY 2010-11. DEBT SERVICE- PAGE 289 DEBT SERVICE SUMMARY FY 2010-11 Debt Service GENERAL OBLIGA'T'ION BONDS- Paid from property taxes Library Bond $976,383 $976,383 OREGON ECONOMIC COMMUNITY DEVELOPMENT DEPARTMENT (OECDD) LOAN- Paid from system development charges Cook Park $281,848 $281,848 BUILD AMERICA BOND Paid primarily from Gas Tax and City Gas Tax 2010 Transportation Bond $902,854 $902,854 ASSESSMENTS - BAT*CROI-T IMPROVEMENT BONDS Paid primarily from special assessments 2002 69th Avenue LID 128,568 2003 Dartmouth Street LID 90,008 Additional Bond Calls 0 $218,576 TOTAL 2010-11 DEBT SERVICE $2,379,661 Debt Service by Type Build America Bond 38" OLCDI) Loan 12% Bancroft Imp 90/ General Obligation 41% Per Capita Debt Service $60.00 - $50.00 $40.00 $30.00 $20.00 - $10.00 FY 2007-08 Actual FY 2008-09 Actual FY 200940 Revised FY 2010-11 Adopted PAGE 290 - CITY OF TIGARD OUTSTANDING DEBT ISSUES Original Interest Original Principal Final Source of Issue Amount Rate Issue Date Outstanding Maturity Payment GENERAL OBLIGATION BONDS Library Bond $13,000,000 4.21% 12/04/02 $9,458,100 12/01/22 Property Taxes TOTAL GENERAL OBLIGATION BONDS OUTSTANDING $9,458,100 SPECIAL ASSESSMENT BONDS 69th Avenue Local Improvement District Special Series 2002 $1,307,969 7.25% 06/27/02 $687,823 01/01/20 Assessments Dartmouth Street Local Improvement District Special Series 2003 $1,947,678 3.90% 12/04/03 $291,827 11/15/13 Assessments TOTAL SPECIAL ASSESSMENT BONDS $979,650 OTHER DEBT Loans Outstanding Oregon Economic Community Parks System Development Dept. Development Cook Park $2,290,248 3.0% -4.35% 01/23/02 $529,978 01/01/12 Charges Gas Tax, City Gas Tax, TIF, & Transportation Bonds $7,250,000 4.35% 06/21/10 $7,250,000 06/01/20 TDT TOTAL OTHER DEBTS OUTSTANDING $7,779,978 GRAND TOTAL - CITY OF TIGARD DEBT OUTSTANDING $18,217,728 DEBT SERVICE- PAGE 291 DEBT SERVICE SCHEDULE GENERAL OBLIGATION BOND - LIBRARY The Tigard Public Library general obligation bond was authorized by voters on May 21, 2002. The bond was purchased in whole by the State of Oregon through the Oregon Economic and Community Development Department. Bond proceeds were used to purchase a 14.7 acre parcel and construct a two-story 47,500 square foot library. The new library opened in August 2004. Amount Issued: $13,000,000 Issue Date: 12/4/2002 Original Issue True Interest Rate (TIC): 4.208% Principal Outstanding as of ul 1, 2010: $9,458,100 Interest Total Debt Payment Due Rate Principal Due Interest Due Service 12/1/2010 3.50% 571,890 404,493 976,383 12/1/2011 3.60% 590,281 384,477 974,758 12/1/2012 3.75% 613,891 363,227 977,118 12/1/2013 3.90% 632,787 340,206 972,993 12/1/2014 4.00% 656,991 315,527 972,518 12/1/2015 4.10% 686,471 289,248 975,719 12/1/2016 4.25% 711,246 261,102 972,348 12/1/2017 4.38% 741,399 230,874 972,273 12/1/2018 4.50% 776,929 198,438 975,367 12/1/2019 4.60% 812,866 163,476 976,342 12/ 1 /2020 4.70% 849,207 126,084 975,291 12/1/2021 4.75% 885,985 86,172 972,157 12/ 1 /2022 4.75% 928,157 44,087 972,244 Total $9,458,100 $3,207,411 $12,665,511 PAGE 292 - CITY OF TIGARD GENERAL OBLIGATION BOND-LIBRARY Projected Annual Debt Service $1,000,000 $900,000 $800,000 i s i $700,000 y p $600,000 r' S d V1 $500,000 W t m $400,000 ' - C C Q ~ $300,000 $200,000 $100,000 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 Fiscal Year IN Principal M Interest FY 2010-11 debt service on the outstanding General Obligation Bonds is as follows: General Obligation Bonds Date Interest Principal Total 2002 Issue - Library Building 12/01/10 5404,493 $571,890 $976,383 Total General Obligation Bond Debt Service $404,493 $571,890 $976,383 DEBT SERVICE- PAGE 293 DEBT SERVICE SCHEDULE LOAN-OECDD/COOK PARK EXPANSION This loan through the Oregon Economic and Community Development Department was obtained in January 2002 and used to complete a major capital project to expand and improve park facilities at Cook Park. Improvements included a butterfly garden, two picnic shelters, a new playground, four sports fields, and wetland viewing gazebo. The loan was secured by current and future park system development charges collected by the City. Amount Issued: $2,290,248 Issue Date: 1/23/2002 Original Issue True Interest Rate (TIC): 4.801% Principal Outstanding as of ul 1, 2010: $529,978 Interest Total Debt Payment Due Rate Principal Due Interest Due Service 1/1/2011 4.25% 259,053 22,795 281,848 1/1/2012 4.35% 270,925 11,785 282,710 Total $529,978 $34,580 $564,558 PAGE 294 - CITY OF TIGARD LOAN-OECDD/COOK PARK EXPANSION Projected Annual Debt Service $300,000 $250,000 G v $200,000 L d M Q $150,000 f0 7 C - C a $100,000 $ 50,000 2011 2012 Fiscal Year J Principal Y Interest FY 2010-11 debt service on the outstanding OECDD Loan is as follows: OECDD Loan Date Interest Principal Total Cook Park 01/01/2011 $22,795 $259,053 $281,848 Total OECDD Loan Debt Service $22,795 $259,053 $281,848 DEBT SERVICE- PAGE 295 DEBT SERVICE SCHEDULE TIGARD TRANSPORTATION BUILD AMERICA BOND The Tigard Transportation Bond is a full faith and credit obligation authorized by Tigard City Council in Resolution #10-26 and issued on June 21, 2010. The bond has a ten year repayment with an oppor- tunity to call the bond after seven years. The bond is a Build America Bond (BAB) which is part of the American Recovery and Reinvestment Act (ARRA). A BAB is a taxable bond for the bond holder. To make the bond attractive to the bond holder, the interest rate is higher than a tax-exempt bond; how- ever, the Federal Government reimburses to Tigard 35% of the interest paid by the City (the BAB Sub- sidy). The result for this Transportation Bond is that Tigard pays interest at 4.35% to the Bond Holder, but after the BAB Subsidy, the net debt service is lowered and the net interest cost to Tigard is only 2.83%. The bond was issued to pay for two projects - Burnham Street Reconstruction and the Greenburg Roa. / Main Street / Pacific Highway (Hwy 99) Intersection. Of the $7.25 million in proceeds, $4.25 million (58.6%) is for the Burnham Street Reconstruction and will be repaid with Gas Tax Fund reve- nues. The remaining $3.0 million (41.4%) in bond proceeds is for the Greenburg Road / Main Street / Pacific Highway Intersection and will be repaid with City Gas Tax Fund revenues. Payments will be made proportionally from each fund. The projects are also eligible for Transportation Impact Fee Fund (TIF) and Transportation Development Tax Fund (TDT) revenues which may also be used for repayment. From a budgetary basis, Tigard will adopt the Total Debt Service payment, the BAB Sub- sidy will be proportionally returned to the contributing funds and the proceeds can be used within the limitations of those funds. One potential use will be to contribute to the following year's payments. Amount Issued: $7,250,000 Issue Date: 6/21/2010 Original Issue True Interest Rate (TIC): 4.350% Principal Outstanding as of ul 1, 2009: $7,250,000 Resulting Interest Total Debt Net Debt Net Interest Payment Due Rate Principal Due Interest Due Service BAB Subsidy Service Rate 12/1/2010 4.35% 140,166.67 140,166.67 49,058.33 91,108.34 2.83% 6/1/2011 4.35% 605,000 157,687.50 762,687.50 55,190.63 707,496.87 2.83% 12/1/2011 4.35% 144,528.75 144,528.75 50,585.06 93,943.69 2.83% 6/1/2012 4.35% 660,000 144,528.75 804,528.75 50,585.06 753,943.69 2.83% 12/1/2012 4.35% 130,173.75 130,173.75 45,560.81 84,612.94 2.83% 6/1/2013 4.35% 680,000 130,173.75 810,173.75 45,560.81 764,612.94 2.83% 12/1/2013 4.35% 115,383.75 115,383.75 40,384.31 74,999.44 2.83% 6/1/2014 4.35% 695,000 115,383.75 810,383.75 40,384.31 769,999.44 2.83% 12/1/2014 4.35% 100,267.50 100,267.50 35,093.63 65,173.87 2.83% 6/1/2015 4.35% 715,000 100,267.50 815,267.50 35,093.63 780,173.87 2.83% 12/1/2015 4.35% 84,716.25 84,716.25 29,650.69 55,065.56 2.83% 6/1/2016 4.35% 735,000 84,716.25 819,716.25 29,650.69 790,065.56 2.83% 12/1/2016 4.35% 68,730.00 68,730.00 24,055.50 44,674.50 2.83% 6/1/2017 4.35% 755,000 68,730.00 823,730.00 24,055.50 799,674.50 2.83% 12/1/2017 4.35% 52,308.75 52,308.75 18,308.06 34,000.69 2.83% 6/1/2018 4.35% 780,000 52,308.75 832,308.75 18,308.06 814,000.69 2.83% 12/1/2018 4.35% 35,343.75 35,343.75 12,370.31 22,973.44 2.83% 6/1/2019 4.35% 800,000 35,343.75 835,343.75 12,370.31 822,973.44 2.83% 12/1/2019 4.35% 17,943.75 17,943.75 6,280.31 11,663.44 2.83% 6/1/2020 4.35% 825,000 17,943.75 842,943.75 6,280.31 836,663.44 2.83% Total $7,250,000 1,796,646.67 9,046,646.67 628,826.32 8,417,820.35 PAGE 296 - CITY OF TIGARD TIGARD TRANSPORTATION BUILD AMERICA BOND Projected Annual Net Debt Service $ 900,000 $800,000 $700,000 $600,000 v 4 $500,000 H Q $400,000 M C C $300,000 Q $200,000 $100,000 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Fiscal Year Principal 0 Net Interest FY 2010-11 debt service on the outstanding 2010 Transportation Build America Bond is as follows: Net Net 2010 Transportation BAB Date Interest Principal Total Interest Total Bond Payment 12/1/2010 $140,167 $0 $140,167 $91,108 $91,108 Bond Payment 6/1/2011 $157,688 $605,000 $762,688 $102,497 $707,497 Total OECDD Loan Debt Service $297,854 $605,000 $902,854 $193,605 $798,605 DEBT SERVICE- PAGE 297 DEBT SERVICE SCHEDULE ASSESSMENT-69TH AVENUE LOCAL IMPROVEMENT DISTRICT The 69th Avenue Local Improvement District (LID) was finalized in 2002. This Bancroft Bond was issued to retire the interim financing used for construction of the LID. The source of revenue for re- payment of the bonds are payments on installment contracts executed by benefited property owners. LID assessments are secured by liens on the benefited property. Amount Issued: $1,307,969 Issue Date: 6/27/2002 Original Issue True Interest Rate (TIC): 7.250% Principal Outstanding as of July 1, 2010: $687,823 Interest Total Debt Payment Due Rate Principal Due Interest Due Service 1/1/2011 7.25% 26,600 25,069 51,669 7/1/2011 7.25% 27,600 24,105 51,705 1/1/2012 7.25% 28,600 23,105 51,705 7/1/2012 7.25% 29,600 22,068 51,668 1/1/2013 7.25% 30,700 20,995 51,695 7/1/2013 7.25% 31,800 19,882 51,682 1/1/2014 7.25% 33,000 18,729 51,729 7/1/2014 7.25% 34,100 17,533 51,633 1/1/2015 7.25% 35,400 16,297 51,697 7/1/2015 7.25% 36,700 15,014 51,714 1/1/2016 7.25% 38,000 13,683 51,683 7/1/2016 7.25% 39,400 12,306 51,706 1/1/2017 7.25% 40,800 10,878 51,678 7/1/2017 7.25% 42,300 9,399 51,699 1/1/2018 7.25% 43,800 7,865 51,665 7/1/2018 7.25% 45,400 6,277 51,677 1/1/2019 7.25% 47,100 4,632 51,732 7/1/2019 7.25% 48,700 2,924 51,624 1/1/2020 7.25% 28,223 1,159 29,382 Total $687,823 $271,919 $959,742 PAGE 298 - CITY OF TIGARD DEBT SERVICE SCHEDULE ASSESSMENT-DARTMOUTH LOCAL IMPROVEMENT DISTRICT - 2003 The Dartmouth Local Improvement District was finalized in 1998; however, two property owners had contested the assessment amounts. In September 2003, the court ruled in favor of the City of Tigard and the assessments stood. The source of revenue for repayment of the bonds are payments on in- stallment contracts executed by benefited property owners. LID assessments are secured by liens on the benefited property. Amount Issued: $1,947,678 Issue Date: 12/3/2003 Original Issue True Interest Rate (ITC): 3.900% Principal Outstanding as of July 1, 2010: $291,827 Interest Total Debt Payment Due Rate Principal Due Interest Due Service 11/15/2010 3.90% 39,313 5,691 45,004 05/15/2011 3.90% 40,080 4,924 45,004 11/15/2011 3.90% 40,862 4,142 45,004 05/15/2012 3.90% 41,658 3,346 45,004 11/15/2012 3.90% 42,471 2,533 45,004 05/15/2013 3.90% 43,300 1,705 45,005 11/15/2013 3.90% 44,143 861 45,004 Total $291,827 $23,202 $315,029 DEBT SERVICE- PAGE 299 ASSESSMENT-BANCROFT IMPROVEMENT BONDS Projected Annual Debt Service $200,000 $180,000 $160,000 $140,000 v L $120,000 d - H y $100,000 C $80,000 c a $60,000 $40,000 $20,000 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Fiscal Year ® Principal ■ Interest FY 2010-11 debt service on outstanding Bancroft Bonds is scheduled as follows: Bancroft Bonds Interest Date Principal Total 2003 - Dartmouth Street $5,691 11/15/10 $39,313 $45,004 4,924 05/15/11 40,080 45,004 2002 - 69th Ave LID $25,069 01/01/11 $39,313 $64,382 24,105 07/01/11 40,080 64,185 Additional Bond Calls as Needed $0 $0 $0 Total Bonds $59,790 $158,786 $218,576 Total Bancroft Debt Service $59,790 $158,786 $218,576 PAGE 300 - CITY OF TIGARD FUND SUMMARIES Fund Summaries Introduction 301 General Fund General Fund. 302 Enterprise Funds Stormwater Fund 305 Sanitary Sewer Fund 306 Water Fund 308 Water CIP Fund 310 Water Quality/Quantity Fund 312 Water SDC Fund 313 Special Revenue Funds Building Fund 314 City Gas Tax Fund 316 Criminal Forfeiture Fund 317 Gas Tax Fund 318 Electrical Inspection Fund 320 Tree Replacement Fund 321 Library Donations & Bequests Fund 322 Debt Service Funds Bancroft Debt Services Fund 323 General Obligation Debt Service Fund 324 FUND SUMMARIES (CONT.) Capital Projects Funds Facilities Capital Projects Fund 325 Parks Capital Fund 326 Parks SDC Fund 327 Underground Utility Fund 328 Street Maintenance Fund 329 Traffic Impact Fee Fund 331 Transportation Development Tax Fund 332 Internal Services Funds Central Services Fund 333 Fleet/Property Management Fund 334 Insurance Fund 335 FUND SUMMARIES INTRODUCTION The following section shows a detailed listing of the resources and requirements for each fund used by the City. Explanatory narratives are provided for each of the funds. In addition to active funds, the City also shows inactive funds for historical purposes. In FY 2010-11, the City will use the following funds: Fund Type Fund Name General General Fund Enterprise Sanitary Sewer Fund Water CIP Fund Stormwater Fund Water Quality/Quantity Fund Water Fund Water SDC Fund Special Revenue Building Fund Tree Replacement Fund City Gas Tax Fund Library Donations & Bequests Fund Criminal Forfeiture Fund Gas Tax Fund Electrical Inspection Fund Debt Service Bancroft Debt Services Fund General Obligation Debt Service Fund Capital Projects General Facilities- Street Maintenance Fund Capital Projects Fund Traffic Impact Fee Fund Parks Capital Fund Parks SDC Fund Underground Utility Fund Transportation Development Tax (TDT) Fund Internal Service Central Services Fund Fleet/Property Management Fund Insurance Fund FUND SUMMARIES- RAGE 301 GENERAL FUND The General Fund is used to account for the City's revenues and expenditures that are of a general na- ture and therefore not required to be recorded in another fund. General Fund revenues include prop- erty taxes, fees and charges for services, franchise fees, fines, interest, revenue from other agencies, and transfers from other funds. Expenditures out of the General Fund include programmatic expenses such as Police, Library, Community Development, and Parks, as well as capital improvement transfers. In total, the General Fund has, and continues, to see very limited growth in revenues. Some revenue streams may remain constant, such as property taxes, while others are expected to experience a signifi- cant decline, such as planning fees. Property taxes constitute the largest single source of revenue for the General Fund. Revenues received from other agencies include Hotel/Motel Tax, Washington County Cooperative Library Services (WCCLS) distribution share, Liquor Tax, 911 Tax, Cigarette Tax, State Revenue Sharing distribution, and miscellaneous other Intergovernmental Revenue. Franchise Fees are paid by utility entities for their use of public right-of-ways and are based on a percentage of their gross revenues collected within the City. Fiscal Year 2010-11 sees a transfer-in to the General Fund of $200,000 from the Insurance Fund. This money represents a change in the self-insured mission of the Insurance Fund and is now eligible for unrestricted used in the General Fund. A similar resource transfer in to the General Fund is made from the Bancroft Debt Service Fund in the amount of $500,000. The City anticipates that General Fund revenues will continue to remain largely flat in the next couple of fiscal years. As the City of Tigard, along with the State of Oregon and the nation, begin to slowly climb out of the economic downturn, especially in development and construction, revenues will begin to see slight increases. Requirements in the General Fund show a significant slowdown and reduction in the fiscal year 2010- 11 budget when compared to the previous fiscal year budget. With the anticipation of limited growth in resources in the General Fund over the next couple of years, the City has scaled back on a number of services in order to reduce expenses. While many of these reductions will largely be felt internally within the City, a few of the reductions, as found in the Divisional Narratives, will ripple outward and will be felt to some degree by City residents. PAGE 302 - CITY OF TIGARD GENERAL FUND SUMMARY FY 2008 FY 2009 2010 2011 2011 2011 Description Actual Actual Revised Proposed Approved Adapted 40000 - Beginning Fund Balance 9,926,021 10,794,056 8,680,876 6,812,299 6,842,299 6,117,299 Total Beginning Fund Balance 9,926,021 10,794,056 8,680,876 6,812,299 6,842,299 6,117,299 40100 - Current Property Taxes 10,930,023 11, 261,295 11,460,610 11,988, 851 11, 988,851 11,988,851 40101- Prior Year Property Taxes 166,500 215,060 180,000 229,266 229,266 229,266 Total Taxes 11,096,523 11,476,355 11,640,610 12,218,117 12,218,117 12,218,117 41000 - Franchise Application Fees 0 2,000 0 2,000 2,000 2,000 41001- Franchise Fees - Electric 1,533,455 1,500,061 1,530,062 1,677,716 1,677,716 1,677,716 41002 - Franchise Fees - Gas 995,996 970,193 1,020,000 1,069,637 1,069,637 1,069,637 41003 - Franchise - Telecomm 738,715 304,250 359,548 306,687 306,687 306,687 41004 - Franchise Fees - Garbage 469,312 260,525 390,000 400,000 400,000 400,000 41005 - Franchise Fees - Cable TV 372,820 377,571 397,260 429,883 429,883 429,883 41006 - Franchise Fees - Water 367,827 381,712 423,127 420,838 420,838 420,838 41007 - Franchise Fees - Sanitary Swr 73,043 90,766 72,244 400,070 400,070 400,070 Total Franchise Foos 4,551,168 3,887,078 4,192,241 4,706,831 4,706,831 4,706,831 43WI - Business Tax 628,152 596,741 628,026 626,950 626,950 626,950 43107 - Erosion Control Plan Check Fee 560 285 400 419 419 419 43112 - CDC Review Fees 12,494 7,153 9,000 4,500 4,500 4,500 43113 - Address Fee 16,250 2,500 3,000 900 900 900 43114 - Engineering Public Improvement 215,400 48,138 120,000 40,000 40,000 40,000 43115 - Sign Permit Fees 6,495 5,084 5,000 5,084 5,084 5,084 43116 - land Use Application Fee 161,389 173,643 225,000 62,511 62,511 62,511 43117 - Long Range Planning Surcharge 24,901 27,329 31,500 9,838 9,838 9,838 43130 - Miscallaneous Fear/Charges 30,863 28,754 0 40,256 40,256 40,256 43131- Design Standards Fees 688 0 0 0 0 0 43401- Alarm Permit Fees 43,160 47,420 44,000 67,336 67,336 67,336 43402 - Liquor Permit Fees 3,110 3,300 2,700 3,502 3,502 3,502 43403 - Candidate Filing Fees 0 150 0 0 0 0 Total Licenses and Permits 1,143,462 940,497 1,068,626 861,296 861,296 861,296 40201 - Hotal/Motel Tax 465,540 560,246 503,955 425,000 425,000 425,000 44100 - Cigarette Tax 78,054 79,768 68,172 63,596 63,596 63,596 44101- UquorTax 544,968 566,356 501,783 664,400 664,400 664,400 44102 - State Revenue Sharing 403,140 496,522 0 400,000 400,000 400,000 44103-911 Emergency Tax 362,193 189,162 253,320 238,108 238,108 238,108 44200 - Gas Tax 0 0 411,575 0 0 0 44501 - krtergovemmental Revenue 509,215 770,609 1,008,149 834,694 834,694 834,694 44300 - Federal Grants 532,441 352,215 329,602 401,525 401,525 401,525 44301-State Grants 56,730 15,403 37,890 15,557 15,557 50,557 44302-Grants-Other 2,196,844 2,538,261 2,552,989 2,538,261 2,538,261 2,538,261 Total Intergovernmental 5,149,125 5,568,542 5,667,435 5,581,141 5,581,141 5,616,141 FUND SUMMARIES- PAGE 303 GENERAL FUND SUMMARY FY 2008 FY 2009 2010 2011 2011 2011 Description Actual Actual Revised Proposed Approved Adopted 45199 - Bad Debt -55 0 O O O O 45301 - Lien Search Fees 42,175 50,140 40,000 51,148 51,148 51,148 4S302 - Engineering Copier Receipts 20 2 0 O O 0 45303 - Vehicle Release Fee 35,080 46,150 42,892 48,015 48,015 48,015 45304 - Passport Processing Fees 113,586 81,500 91,400 69,437 69,437 69,437 45305 - Park Revenue 47,396 47,363 O 47,357 47,357 47,357 45306 - HELP - Need Do- 45306 0 O 0 0 O O 45310 - library Copier Receipts 2,269 2,067 2,100 2,109 2,109 2,109 45311 - library Miscellaneous Income 13,364 13,865 14,900 13,865 13,865 13,865 45319 - Miscellaneous Fees & Charges 0 0 98,600 O 0 0 45320 - Rental Inmme 19,816 22,411 22,500 22,862 22,862 22,862 45330 - Donations /Gifts 0 O O O 0 O Total Charges for Services 273,651 263,499 312,392 254,793 254,793 254,793 46001 - Traffic Fines 732,883 683,963 747,541 810,000 810,000 810,000 46002 - Civil Infractions 7,856 3,092 3,000 1,000 1,000 1,000 46010 - Library Fines 106,329 117,073 130,335 125,000 125,000 125,D00 Total Fines & Forfeitures 847,068 804,128 880,876 936,000 936,000 936,000 470DO - Interest Earnings 530,392 3223,492 118,185 102,184 102,184 102,184 Total Interest Earnings 530,392 323,492 118,185 102,184 102,184 102,184 48000 - Other Revenue 5 0 0 0 0 O 48001 - Recovered Expenditures 33,65S 23,651 30,000 22,209 22,209 22,209 48101 - Tree Replacement Revenue 101,805 O O O 0 0 Total Miscellaneous 135,465 23,651 30,000 22,209 22,209 22,209 49002 - Proceeds from Loan Repayment 0 0 O 249,000 249,000 249,000 Total Other Financing Sources 0 O 0 249,ODO 249,000 249,000 49100 - Transfer In from Genrel Fund O O 0 0 O O 49200 - Trawnsfer In from Ges Tax Fund 720,869 905,662 140,000 449,326 449,326 449,326 49205 - Transfer In from City Goo Tax Fund a O 0 204,553 204,553 204,553 49230 - Transfer in from Buading Fund O O O 94,031 94,031 94,031 49240 - Transfer In from Criminal Forfeiture Fund O O 0 15,000 15,000 15,000 49300 - Transfer In from Bancroft Bond Debt Svc Fund O O 0 0 O 800,000 49400 - Transfer in from Capital Projects Fund O O 0 1,211 1,211 1,211 49412- Transfer In hem Street Wdlntenence Fund 0 O 0 76,437 76437 96,437 49420 - Transfer In from Parks Capital Fund O O O 51,898 51,898 51,898 49500 - Transfer in from Sanitary Sewer Fund 0 0 0 159,314 159,314 159,314 49510 - Transfer in from Stormwata Fund O O O 132,250 132,250 132,250 49530 - Transter in from We- Fund 0 0 O 541,223 541,223 541,223 49532 - Transfer In from Water CIP Fund O O O 778.738 778,738 778,738 49660 - Transfer In from Insurance Fund O O O 200,000 200 600 200,000 49999-Tren star In 1,896,993 801,119 4,197,189 O O O Total Transfers In 2,617,862 1, 7106,781 4,337,189 2,703,981 2,703,981 3,523,981 Total Resources 36,270,737 35,788,078 36,928,430 34,447,851 34,477,851 34,807,851 Program Expenditures Community DeveloPment 3,12&,509 3,859,712 3,799,577 2,877,507 2,945,241 3,C 50,141 Community services 13,801,110 15,584,782 20,085,571 19,304,054 19,304,054 19,304,054 Policy and Administratbn 397,510 782,356 843,464 808,510 808,530 808,510 Public Works 2,757,289 2,903,333 6,035,340 4,469,686 4,549,689 4,569,689 Total Program Frrperndirtures 20,084,418 23,140,383 30.763,952 27,459,757 27,608,494 27,732,394 Total loan to CCDA 0 323,616 0 249,000 249,000 249,000 Total Work in Progress O 44,083 O O 0 O Total Transfers Out 1,964,516 1 766,941 842,956 862,956 872,956 Total Continency O O 728,537 1,000,000 918,466 918,466 soft Total gadget 22,646.934 236507,8 32.,259//36 29$51,713 29,6381916 296772.41:16 Reserve for Future Exp 14,221,803 12,280,195 4,669,000 4,896,138 4,838,935 4,835,035 Total Raq ulramants 36,276,737 35.788.078 36,928.430 34,447,851 34,477,851 34,607,851 PAGE 304 - CITY OF TIGARD ENTERPRISE FUND-STORMWATER Funds collected in the Stormwater Fund are applied to the operation, maintenance, repair, and upgrade of the City's stormwater facilities. Within Washington County, a special district, Clean Water Services (CWS), provides stormwater and sanitary sewer treatment and sets all fees related to these services. CWS contracts with the City of Tigard for billing and collection of stormwater charges within the City's limits and to provide stormwater system maintenance within the City. The City currently retains 75% of the stormwater fees collected by the City. The City also assesses a $2.00 per month surcharge for stormwater system maintenance. FY 2008 FY 2009 2010 2011 2011 2011 Description ,(tui7-1 ;1rtLJ1i >.;ist Prop ppr nved Adopted 40000 -Beginning Fund Balance » ,o .~.,c0 7 10089 iK,S89 Total Beginning Fund Balance 592,672 940,804 529,292 781,889 781,889 781,889 43130 - Miscellaneous Fees/Charges 9,506 10,053 0 0 0 0 Total Licenses and Permits 9,506 10,053 0 0 0 0 45100 - Utility Sales 1,231,541 1,085,787 1,763,097 1,196, 860 1,196, 860 1,196,860 45103 - Tigard SWM Surcharge 358,128 389,808 0 599,897 599,897 599,897 45199 - Bad Debt -5,348 -15,347 0 0 0 0 Total Charges for Services 1,584, 321 1,460,248 1,763,097 1,796, 757 1,796, 757 1,796,757 47000-Interest Earnings 28,313 24,159 6,861 7,819 7,819 7,819 Total interest Earnings 28,313 24,159 6,861 7,819 7,819 7,819 48001 - Recovered Expenditures 6,220 18,104 0 0 0 0 Total Miscellaneous 6,220 18,104 0 0 0 0 Total Resources 2,221,032 2,453,368 2,299,250 2,586,465 2,586,465 2,586,465 Requirements Program Expenditures Public Works 841,346 976,768 1,497,116 1,315,372 1,315,372 1,315,372 Total Program Expenditures 841,346 976,768 1,497,116 1,315,372 :1,315,372 1,315,372 Total Work in Progress 95,573 342,985 345,000 304,000 304,000 304,000 Total Transfers Out 343,309 380,335 391,934 214,839 214,839 214,839 Total Contingency 0 0 40,000 270,000 270,000 270,000 Total Budget 1,280,228 1,700,088 2,274,050 2,104,211 2,104,211 2,104,211 Reserve for Future Exp 940,804 753,280 25,200 482,254 482,254 482,254 Total Requirements 2,221,032 2,453,368 2,299,250 2,586,465 2,586,465 2,586,465 FUND SUMMARIES- PAGE 305 ENTERPRISE FUND-SANITARY SEWER Funds collected in the Sanitary Sewer Fund are applied to the operation, maintenance, repair, and up- grade of the City's sanitary sewer infrastructure. Within Washington County, a special district, Clean Water Services (CWS), provides stormwater and sanitary sewer treatment and sets all fees related to these services. CWS contracts with the City of Tigard for billing and collection of sanitary sewer charges within the City's limits and to provide stormwater system maintenance within the City. Sanitary Sewer Connection Fees are charged to developers and property owners upon connection to the City's sewer system. The amount of this fee is determined by CWS each year. CWS also sets the base monthly sewer service charges. A customer's monthly sewer charge is comprised of the base charge plus a consumption charge which is based on the customer's average water consumption during the previous winter. The City retains approximately 16% (11 % in the Sanitary Sewer Fund and 5% in the General Fund as a Franchise Fee) of these revenues and sends the remaining 84% to CWS each month. In Fiscal Year 2009-10 the City brought the methodology used to calculate the Sanitary Sewer Fran- chise Fee more in line with the spirit of the ordinance. As a result, an additional $300,000 will be paid to the General Fund each year. PAGE 306 - CITY OF TIGARD ENTERPRISE FUND-SANITARY SEWER FY 2008 FY 2009 2010 2011 2011 2011 Description Actual Actual Revised Proposed Approved Adopted 40000 - Beginning Fund Balance 8,326,161 9,102,210 9,255,084 9,884,621 9,884,621 9,884,621 Total Beginning Fund Balance 8,326,161 9,102,210 9,255,084 9,884,621 9,884,621 9,884,621 43120 - Sewer Connection Fees 136,331 63,682 50,000 25,000 25,000 25,000 43130 - Miscallaneous Fees/Charges 8,669 1,591 0 0 0 0 Total Licenses and Permits 145,000 65,273 50,000 25,000 25,000 25,6D0 45100 - utility Sales 1,638,111 1,233,534 1,444,877 1,750,ODO 1,750,000 1,750,000 45199 - Bad Debt -21,435 -56,632 0 -50,000 •50,000 -50,000 Total Charges for Services 1,616,676 1,176,902 1,444,877 1,700,000 1,700,000 1,700,000 470DO- interest Earnings 424,081 314,924 91,715 98,846 98,846 98,846 Total Interest Earnings 424,081 314,924 91,715 98,846 98,846 99,846 48001- Recovered Expenditures 697,117 170,258 160,000 125,000 125,000 125,000 Total Miscellaneous 697,117 170,258 160,D00 125,000 125,DO0 125,000 Total Resources 11,209,035 10,829,567 11,001,676 11,833,467 11,833,467 11,833.467 Requirements Program Expenditures Public Works 709,914 562,590 890,764 1,033,269 1,068,269 1,068,269 Total Program Expenditures 709,914 562,590 890,764 1,033,269 1,068,269 1,068,269 Total Work in Progress 777,659 410,514 1,676,000 829,667 829,667 829,667 Total Transfers Out 619,248 271,215 411,699 196,289 196,289 196,289 Total Contingency 0 0 423,895 300,000 265,000 265,000 ww Total Budget 2,106,,821 1,244,319 3,402,35$ 2,35%22S 2,359,225 Z3S9,225 Reserve for Future Exp 9.102,214 9,585,248 7,599,318 9,474.242 9,474.242 9,474,242 Total Requirements 11,209,035 10,829,567 11,001,676 11,833,467 11,833,467 11,833,467 FUND SUMMARIES- PAGE 307 ENTERPRISE FUND-WATER The City of Tigard manages the operation of the water system through intergovernmental agreements with the cities of King City and Durham and with the Tigard Water District. The Water Fund is the primary operating fund for the water system and accounts for all costs associated to the water opera- tion, including ongoing maintenance. The Water Fund also transfers excess fund balance periodically to the Water CIP Fund for various capital improvement projects. In 2008 Tigard entered into a water partnership with the City of Lake Oswego on a long-term water source. The two cities agreed to jointly: • Expand Lake Oswego's water treatment facility • Replace the existing river intake • Construct a reservoir • Upsize transmission lines • Develop existing water rights and permits on the Clackamas River The improvements would allow Tigard and Lake Oswego to produce up to 38 million gallons of water per day. Of this amount, Tigard would receive between 14 and 20 million gallons per day. Water is anticipated to begin flowing from the new facility by 2016. Developing a new water source will be costly. Tigard's share of the improvements and cost to buy into Lake Oswego's existing system is estimated to be $116 million. In order to pay for future bond issu- ances that will be necessary to complete the project, water rates, and therefore water revenues, are an- ticipated to increase during the coming future years. PAGE 308 - CITY OF TIGARD ENTERPRISE FUND-WATER FY 2008 FY 2009 2010 2011 2011 2011 Description Actual Actual Revised Proposed Approved Adopted Resources 40000 - Beginning Fund Balance 3,525,654 4,891,272 4,771,186 2,410,162 2,410,162 2,410,162 Total Beginning Fund Balance 3,525,654 4,891,272 4,771,186 2,410,162 2,410,162 2,410,162 43126 - Developer Overhead 171,391 7,689 25,000 10,000 10,000 10,000 43127 - Engineering Overhead 32,147 0 0 0 0 0 43128 - Fire Service Reimbursement 4,200 0 0 0 0 0 43130 - Miscellaneous fees/Charges 20,277 4,400 0 2,500 2,500 2,500 43301 - SDC Reimbursement 0 47,243 60,000 42,500 42500 42,500 Total Licenses and Permits 228,015 59,332 85,000 55,000 55,000 55,000 4S100-Utility Sales 6,910,551 7,434,187 8,462,541 7,887,387 7,887,387 7,887,387 45101 - Other Utility Sales 11,985 7,397 7,500 4,443 4,443 4,443 45102 - leaks/Misreads Credits -15,900 -20,388 -15,000 -22,915 -22,915 -22,915 45104 - Mater Sales 0 22,975 23,000 27,679 27,679 27,679 45105 - Fire Hydrant Flow Testing Srvc 0 650 0 2,000 2,000 2,000 45150 - Vta Penalties/Charges 48,310 48,550 0 120,774 120,774 120,774 45151 - Returned Check Fees 2,080 1,860 0 1,286 1,286 1,286 45199 - Bad Debt -13,695 -34,683 0 -20,483 -20,483 -20,483 45319 - Miscellaneous Fees & Charges 0 0 7,500 420 420 420 45320 - Rental Income 55,824 55,834 0 66,492 66,492 66,492 Total Cho rges for Services 6,999,155 7,516,382 8,485,541 8,067,083 8,067,083 8,067,083 47000 - Interest Earnings 188,897 175,509 47,857 24,086 24,086 24,086 Total Interest Earnings 188,897 175,SD9 47,857 24,086 24,086 24,086 48000 - Other Revenue 20 0 0 0 0 0 48001 - Recovered Expenditures 9,859 2,470 0 0 0 0 Total Miscellaneous 9,879 2,470 0 0 0 0 Total Resources 10,951,600 12,644,965 13,389,584 10,556,331 10,556,331 10,556,331 Requiremerts Program Expenditures Public Works 4,313,088 4,902,519 6,682,336 6,419,731 6,334,338 6,334,338 Total Program Expenditures 4,313,088 4,902,519 6,682,336 6,419,731 6,334,338 6,334,338 Total Work in Progress 272,848 268,437 834,578 0 0 0 Total Transfers Out 1,474,393 1,227,804 5,735,646 3,910,366 3,910,366 3,910,366 Total Contingency 0 0 125,000 70,487 70,487 70,487 s ` Total Budget 6,060,324 4398,760 13,377,560 10AMS94 10,315,191 10,315,191. Reserve for Future Exp 4,891,271 6,246,205 12,024 155,747 241,140 241,140 Total Requirements 10,951,600 12,644,965 13,389,584 10,SS6,331 10,556,331 10,556,331 FUND SUMMARIES- PAGE 309 ENTERPRISE FUND-WATER CIP The Water CIP Fund accounts for major capital improvement projects for the water system. Re- sources in this fund consist largely of transfers from the Water Fund and borrowing proceeds. In Fis- cal Year 2010-11, the fund sees an influx of borrowing dollars in the amount of $2.5 million dollars. These dollars will be utilized to fund the City's long term water project. In 2008 Tigard entered into a water partnership with the City of Lake Oswego on a long-term water source. The two cities agreed to jointly: • Expand Lake Oswego's water treatment facility. • Replace the existing river intake. • Construct a reservoir. • Upsize transmission lines. Develop existing water rights and permits on the Clackamas River. The improvements would allow Tigard and Lake Oswego to produce up to 38 million gallons of water per day. Of this amount, Tigard would receive between 14 and 20 million gallons per day. Water is anticipated to begin flowing from the new facility by 2016. Tigard's share of the improvements and cost to buy into Lake Oswego's existing system is estimated to be $116 million. In order to pay for the bond issuance that will be necessary to complete the project, water rates, and therefore water revenues, are anticipated to increase during the coming future years. Bonding revenues will be received in the Water CIP Fund and subsequent years will show the annual payment of these bonds. Funding for the bond payments will come from future water rate increases and will be transferred by the Water Fund into the Water CIP Fund. PAGE 310 - CITY OF TIGARD ENTERPRISE FUND-WATER CIP FY 2008 FY 2009 2010 2011 2011 2011 Description Actual Actual Revised Proposed Approved Adopted 40000- Beginning Fund Balance 6,384,781 1,962,458 38,486 1,290,176 2,290,176 2,290,176 Total Beginning Fund Balance 6,384,781 1,962,458 38,486 1,290,176 2,290,176 2,290,176 43300 - System Development Charges 0 74,096 90,000 70,000 70,000 70,000 Total Licenses and Permits O 74,096 90, DOD 70,000 70,000 70,000 44800-Faderal Grants 0 0 750,000 3,543,043 3,543,043 3,543,043 Total Intergovernmental 0 0 750,000 3,543,043 3,543,043 3,543,043 47000 - Interest Earnings 249,157 56,438 24,564 12,902 12,902 12,902 Total Interest Earnings 249,157 56,438 24,564 12,902 12,902 12,902 48000 - Other Revenue 0 2,902,896 0 0 0 0 48001 - Recovered Expenditures 9,270 0 0 0 0 0 Total Miscellaneous 9,270 2,902,896 0 0 0 0 49001 - Debt Proceeds O O 3,350,000 2,500,000 2,500,000 2,500, DOO Total Other FitnancingSources 0 0 3,350,000 2,500,000 2,500,000 2,500,000 49100 - Transfer In from General Fund 0 0 0 349,429 349,429 349,429 49425 - Transfer In from Parks SDC Fund 0 O 0 268,263 268,263 268,263 49530 - Transfer In from Water Fund 0 0 0 2,618,960 2,618,960 2,618,960 49531 - Transfer In from Water SDC Fund 0 0 0 25,000 25,000 25,13W 49999-Transfer In 950,000 109,841 4,961,585 0 0 0 Total Transfers In 950,000 109,841 4,961,585 3,261,652 3,261,652 3,261,652 Total Resources 2^5 _ _,.F77 7?3 11,671 i9 677 77=, Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 Total Debt Service 0 0 150,000 225,000 225,000 225,000 Total Work in Progress 5,630,750 4,239,970 9,058,611 6,143,043 7,143,043 7,143,043 Total Transfers Out 0 0 0 1,141,024 1,141,024 1,141,024 Total Budget 5,630,750 4,239,970 9,204611 7,509,067 8,509,067 8,9,067 Reserve for Future UP 1,962,458 865,759 6,024 3,168,706 3,168,706 3,168,706 Total Requirements 7,593,208 5,105,729 9,214,635 10,677,773 11,677,773 11,677,773 FUND SUMMARIES- PAGE 311 ENTERPRISE FUND-WATER QUALITY/ QUANTITY The Water Quality/Quantity Fund is a subsidiary fund of the Stormwater Fund. The City charges Wa- ter Quality/Quantity fees, which are established by Clean Water Services, on certain development ac- tivities in the City. Revenues collected are used to fund offsite stormwater system improvements and capacity improvements to the system. Revenues, as they are tied directly to development activities, fluctuate to a degree and as such have been down over the past few years. In addition to a slowdown in development activity, some developers are choosing to build their own on-site stormwater detention facilities rather than pay the fee. FY 2008 FY 2009 2010 2011 2011 2011 Description Actual Actual Revised Proposed Approved Adopted 40000 - Beginning Fund Balance 2,073,371 2,024,137 1,559,034 1,487,844 1,497,944 1,487,844 Total Beginning Fund Balance 2,073,371 2,024,137 1,559,034 1,487,844 1,487,844 1,487,844 43121- Charges in Lieu of Assessments 0 0 0 0 0 0 43122 - Fee In-Lieu H2O Quantity 7,425 3,575 4,500 3,250 3,250 3,250 43123 - Fee in Lieu Water Quality 1x350 2,700 1,000 I,000 1,000 1,000 Total licenses and permits 8,775 6,275 5,500 4,250 4,250 4,250 47000 - Interest Earnings 98,332 65,921 19,868 14,878 14,878 14,878 Total Interest Earnings 98,332 65,921 19,868 14,878 14,878 14,878 Total Resources 2,180,478 2,096,333 1,584,402 1,506,972 1,506,972 1.506,972 ' . Program Expenditures Program Expenditures 0 0 0 0 0 0 Total Work in Progress 116,305 252,268 330,000 0 0 0 Total Transfers Out 40,034 19,606 115,793 0 0 0 Total Contingency 0 0 56,683 0 0 0 Total Budget 156,339 271,874 502,476 0 0 0 Reserve for Future Exp 2,024,139 1,824,459 1,081,926 1,506,972 1,506,972 1506,972 A"jIlliL Totalitaquirements = - 2,180478 2,096,333 1,584,402 1,506,972 1,506,972 1,506,972 PAGE 312 - CITY OF TIGARD ENTERPRISE FUND-WATER SDC The Water System Development Charge (SDC) Fund is a subsidiary of the Water Fund. Water SDCs are charged when new water meters are sold and installed. The total purpose of the Water SDC is to fund future capacity-increasing projects and pay a reimbursement fee for existing assets. During the 2010-11 fiscal year, the City will complete an update to the Water SDC methodology. It is anticipated that any changes to the SDCs will be implemented at the beginning of calendar year 2011. The last update to the charge occurred in 2000. As SDCs are tied to development activities they tend to fluctuate to a degree and as such have been down over the past few years. The City anticipates that, outside of any increases as a result of the up- date study, revenues will continue to be lower than historical figures over the coming years. FY 2008 FY 2009 2010 2011 2011 2011 Description Actual Actual Revised Proposed Approved Adopted i 40000 - Beginning Fund Balance 972,447 46,248 143,237 76,749 76,749 76,749 Total Beginning Fund Balance 972,447 46,248 143,237 76,749 76,749 76,749 43300-System Development Charges 0 74,779 85,000 78,947 78,947 78,947 Total Licenses and Permits 0 74,779 85,000 78,947 78,947 78„947 47000 - Interest Earnings 50,813 12,282 4,838 230 230 230 Total Interest Earnings 50,813 12,282 4,838 230 230 230 Total Resources tO23,260 133,309 233,075 155,926 155,926 155,926 Program Expenditures Program Expenditures 0 0 0 0 0 0 Total Work in Progress 27,012 12,843 230,749 0 0 0 Total Transfers Out 950,000 0 0 25,000 25,000 25,000 Total Budget 977,012 12,843 230,749 25,000 25,000 256000 Reserve for Future Exp 46,248 120,466 2,326 130,926 130,926 130,926 Total Requirements 1,023,260 133,309 233,075 155,926 155,926 155,926 FUND SUMMARIES- PAGE 313 SPECIAL REVENUE FUND-BUILDING The Building Fund is used to track building permit revenues and expenditures. All activities of the City's Building Division are appropriated in this fund. The Building Division, a part of the Community Development Department, is responsible for reviewing plans, issuing permits, and inspecting construc- tion to ascertain compliance with the State of Oregon specialty codes. The specialty codes include building, fire, plumbing, mechanical, electrical codes and other State of Oregon rules and statutes. The Division enforces requirements of the Tigard Municipal Code and Community Development Codes and ordinances, including the Housing Code. Revenues collected in the Building Fund are dedicated to supporting the Divisional activities and re- lated administrative expenses. The amount of the charge for a building-related fee is detailed in ORS 455.210 and OAR 918-020-0220. In 2009 staff conducted a detailed analysis of the City's building- related fees. This analysis resulted in the adoption of a new fee schedule that is intended to support a full-service Building Division. PAGE 314 - CITY OF TIGARD SPECIAL REVENUE FUND-BUILDING FY 7008 FY 1009 1010 2011 .2011 2011 Description A,t"a1 ,tuII id dc,pted Resources 40000- Beginning fund Balaiue Total Beginning Fund Balance 1,698,666 1,048,283 129,551 162,031 162,031 162,031 43101 - Plumbing Permits 111,954 55,072 73,000 78,947 78,947 78,947 43102 - Mechanical Permits 112,716 76,042 105,000 119,199 119,199 119,199 43104 - Building Permits 402,698 182,699 290,000 310,086 310,086 310,086 43105 - Metro Construction Excise 5% 3,566 791 1,500 1,739 1,739 1,739 43106 - Building Plan Check Fee 281,932 135,934 182,250 208,001 208,001 208,001 43107 - Erosion Control Plan Check Fee 5,974 2,556 3,300 1,292 1,292 1,292 43108 - Fire Life Safety Wan Ck Fee 67,494 51,427 50,000 60,177 60,177 60,177 43109 - Plumbing Plan Check Fee 1,243 111 0 114 114 114 43111 - Mechanical Wan Check Fee 12,967 7,831 8,250 12,864 12,864 12,864 43112 - CDC Reriew Fees 2,856 1,590 2,000 1,523 1,523 1,523 43118 - Sewer Inspection Fee 5,411 2,457 1,700 3,628 3,628 3,628 43130 - Mscellenaous fees/Charges 2,084 6,051 0 1,292 1,292 1,292 43301 - SDC Reimbursement O 0 O 19 19 19 Total Licenses and Permits 1,010,895 522,561 717,000 79&881 798,881 798,881 44502 - Beaverton School CET 1% 4 157 0 230 230 230 44503 - Tigard-Tualatin School CET 1% 433 845 O 1,240 1,240 1,240 Total Intergovernmental 437 1,002 0 1,470 1,470 1,470 45319 - Miscallaneo us Fees & Charges O O Z,ZOO O O 0 Total Charges for Services O 0 2,200 O O 0 47000 - interest Earnings 74,327 19,105 8,168 19,489 19,489 19,489 Total Interest Earnings 74,327 19,105 8,168 19,489 19,489 19,489 48001 - Recovered Expenditures 190 9,600 0 9,793 9,793 9,793 Total MiscaBaneous 190 9,600 O 9,793 9,793 9,793 49100 - Transfer In from General Fund 0 173,542 356,075 0 0 0 49220 - Transfer In from Electrical inspection Fund 0 O 122,860 175,000 175,000 175,000 49230 - Transfer In from Building Fund 258,441 3 0 O 0 0 49999 - Transfer In 0 O 0 0 0 O Total Transfers In 258,441 173,545 478,935 175,000 175,000 175,000 Total Resources 3,042,956 1,774,096 1,335,854 1,166,664 1,166,664 1,166,664 Program Expenditures Community Development 1,532,810 1,328,842 1,066,695 1,011,736 1,011,736 1,011,736 Total Program Expenditures 1,532,810 1,328,842 1,066,695 1,011,736 1,011,736 1,011,736 Total Transfers Out 461,857 445,226 141,405 94,031 94,031 94,031 Total Contingency 0 0 120,000 60,129 60,129 60,129 Total Budget 1,994,667 1,774,068 1,328,100 1,165,896 1,165,896 1,165,896 Reserve for Future Exp 1,048,289 2-9 7,754 765 768 768 Total Requk*ments 3,042,956 1,774,096 1,335,854 1,166,664 1,166,664 1,166,664 FUND SUMMARIES- PAGE 315 SPECIAL REVENUE FUND-CITY GAS TAX The City Gas Tax Fund is used to account for revenues generated from and projects funded by Ti- gard's local gas tax. The tax was developed by a citizen task force in 2006 as a means to fund improve- ments to the Greenburg Road/Pacific Highway/Main Street intersection. In 2009, the decision was made by the Tigard City Council to have the tax remain in effect permanently as a source to fund other future transportation project needs. In FY 2010, the City issued $3.0 million in bonds to pay for the project. FY 2011 shows the first of ten years of debt service payments FY 2008 FY 2009 2010 2011 2011 2011 Description Actual Actual Revised Proposed Approved Adopted 40000 - Beginning Fund Balance 0 638,686 777,185 2,271,429 2,271,428 2,384,221 Total Beginning Fund Balance 0 638,686 777,185 2,271,428 2,271,428 2,384,221 44200-Gas Tax 696,783 695,392 650,000 665,000 665,000 665,000 Total lntergovemmental 696,783 695,392 650,000 665,000 665,000 665,000 47000 - interest Earnings 16,572 28,212 7,217 34,071 34,071 34,071 Total Interest Earnings 16,572 28,212 7,217 34,071 34,071 34,071 49001 - Debt Proceeds 0 0 3,250,000 0 0 0 Total Other Financing Sources 0 0 3,250,000 0 0 0 49530 - Transfer In from Water Fund 0 0 0 210;000 210,000 210,000 49999 - Tran sfer In 110,404 0 0 0 0 0 Total Transfers In 110,404 0 0 210,DW 210,000 210,000 Total Resources 8"3,'59 1 357.290 4.6,84 d02 3 „X 499 3,1&^ 499 ?.293.292 Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 Total Debt Service 0 0 0 365,000 365,000 399,000 Total Work in Progress 185,074 285,772 3,870,000 2,249,000 2,249,000 2,253,900 Total Transfers Out 0 0 0 279,257 279,257 279,257 Total Contingency 0 0 109,412 0 0 0 - Total Budget 185074 285.7]'2 3,979,412 2,893,257 2,899,257 2,932,157 Reserve for Future Exp 638,685 1,076,518 704,990 287,242 287,242 361,135 Total Requirements 823,759 1,362,290 4,684,402 3,180,499 3,180,499 3,293,292 PAGE 316 - CITY OF TIGARD SPECIAL REVENUE FUND- CRIMINAL FORFEITURE The Criminal Forfeiture Fund records revenues received from the seizure of assets used in criminal activity. In 2000, Ballot Measure 3, which limited the ability of police agencies to seize assets, was ruled unconstitutional. Therefore the City established this Fund in order to account for the seizures. A transfer out to the General Fund is established in FY 2010-11 so the Tigard Police Department has as-needed access in order to fund allowable police and drug enforcement activities. FY 2008 FY 2009 2010 2011 2011 2011 Description Actual Actual Revised Proposed Approved Adopted - - - 1- M 40000 - Beginning Fund Balance 51,756 51,909 56,109 56,852 56,852 56,852 Total Beginning Fund Balance 51,756 51,909 56,109 56,852 56,852 56,852 46000 - Forfeitures -239 974 5,000 0 0 0 Total Fines & Forfeitures -239 974 5,000 0 0 0 47000 - Interest Earnings 2,436 1,826 534 1,864 1,864 1,864 Total Interest Earnings 2,436 1,826 534 1,864 1,864 1,864 48000 - Other Revenue 0 2,094 0 0 0 0 Total Miscellaneous 0 2,094 0 0 0 0 Total Resources 53,953 56,803 61,643 58,716 58,716 58,716 Requirements Progran7 Expenditures Program Expenditures 0 0 0 0 0 0 Total Transfers Out 2,044 0 10,000 15,000 15,000 15,000 Told4udpt 2,044 0 10,000 15,000 15,000 15,000 Reserve for Future Exp 51,909 56,803 51,643 43,716 43,716 43,716 Total Requirements 53,953 56,803 61,643 58,716 58,716 58,716 FUND SUMMARIES- PAGE 317 SPECIAL REVENUE FUND- GAS TAX The Gas Tax Fund records shared revenues from the State of Oregon and Washington County taxes on the sale of motor vehicle fuel. The City uses these revenues to fund various construction, recon- struction, improvements, repairs, maintenance, and operation of public highways, roads, and streets. These monies may also be used for street lighting and cleaning, storm drainage, traffic control devices, and administrative costs. State of Oregon gas tax and vehicle registration fees are shared with cities and counties throughout the State using a formula set by the legislature. The City is anticipating and increase in gas tax revenues from the State due to some changes at the State level in 2009. Fuel consumption, however, is antici- pated to continue to remain at lower than historical levels largely due to the higher cost per gallon for fuel, more fuel-efficient cars, and because of economic conditions. Washington County collects one cent per gallon for all motor vehicle fuel sold within the County. Por- tions of this collection are distributed to cities within the County according to a formula set by the County. Due to the size of the City's Burnham Street Improvement project, the Gas Tax Fund received bor- rowing revenues in the 2009-10 fiscal year. As a result, the FY 2010-11 budget sees a debt service pay- ment in this fund. This payment is anticipated to continue over the next ten years. Another change in this fund is that the City's Street Maintenance Division is now accounted for directly in this fund. In past years, this Division was appropriated in the General Fund and offset with a transfer from the Gas Tax Fund. By moving the Division directly into the Gas Tax Fund, the City is able to streamline the accounting for the Division. PAGE 318 - CITY OF TIGARD SPECIAL REVENUE FUND- GAS TAX FY 2008 FY 2009 2010 2011 2011 2011 Description Actual Actual Revised Proposed Approved Adopted 40000- Beginning Fund Balance 2,552,626 2,805,685 1,681,243 3,660,385 3,963,528 3,963,528 Total Beginning Fund Balance 2,552,626 2,805,685 1,681,243 3,660,385 3,963,528 3,963,528 43119 - Street Lighting fees 4,922 2,186 4,000 2,186 2,186 2,186 43125 - Fee In-Ueu Bicycle Striping 3,776 1,154 2,500 416 416 416 43130 - Miscellaneous Fees/Charges 26,150 0 0 0 0 0 Total Licenses and Permits 34,848 3,340 6,500 2,602 2,602 2,602 442DO-Gas Tax 2,193,640 1,807,631 2,014,048 2,394,898 2,394,898 2,394,898 44201 - Other Gas Tax 213,098 184,369 199,413 191,818 191,818 191,818 44800 - Federal Grants 0 O 0 0 0 0 44801 - State Grants 0 0 510,356 O 0 O Total intergovernmental 2,406,738 1,992,000 2,723,817 2,586,716 2,586,716 2,586,716 _ 47000 - knterest Earnings 153,754 126,837 37,071 54,906 54,906 54,906 Total Interest Earnings 153,754 126,837 37,071 54,906 54,906 54,906 48001 - Recovered Expenditures 609 110,014 0 0 0 0 Total Miscellaneous 609 110,014 0 O 0 O 49001 - Debt Proceeds 0 0 6,350,000 0 O O Total Other Financing Sources O 0 6,350,DDO O 0 0 49405 - Transfer In from Trans. Dev. Tax Fund 0 O 0 36,403 36,403 36,403 49410 - Transfer In from Traffic Impact Fee Fund 0 0 0 313,408 313,408 313,408 49411 - Transfer In from Underground Utility Fund 0 0 0 97,202 97,202 97,202 49412 - Transfer In from Street Maintananoe Fund 0 0 O 50,000 50,000 50,000 49530 - Transfer In from Water Fund 0 0 0 200,000 200,000 200,000 49532 - Transfer In from Water CIP Fund 0 0 O 180,297 180,297 18D,297 Total Transfers In 0 0 0 877,310 877,310 877,310 Total Resources 5,148,575 5,037,876 10,796,631 7,181,919 7,485,062 7,485,062 Program Expenditures Community Development 530,473 595,765 592,374 0 0 O Public Works O O 0 1,986,472 1,986 472 1,986;472 Total Program Expenditures 530,473 595,765 592,374 1,986,472 1,986,472 1,986,472 Total Debt Service O O 0 531,000 564,000 564,000 Total Loan to OCDA 0 O O 200,000 200,000 200,000 Total Work in progress 378,186 884,033 4,207,170 3,930,211 4,187,915 4,187,915 Total Transfers Out 1,434,231 1,050,302 1,944,920 475,622 475,622 475,622 Total Contingency 0 O 87,750 58,000 58,000 58,000 ,mow --,r Total Sudgat a..._. 2,342,890 2,529,90D 6,882,214 7,18L30DS 7,472,008 7,472p09 Reserve for Future Exp 2,805,685 2,507,976 3,966,417 614 13,053 13,053 Total Requkamaints 5,14$575 5,037,876 10,798,631 7,181,919 7,485,062 7,485,062 FUND SUMMARIES- PAGE 319 SPECIAL REVENUE FUND- ELECTRICAL INSPECTION The Electrical Inspection Fund records revenues related to electrical permits and plan check fees in the City. The fees are established by single- or multi-family dwelling units or by type of service, and are established following the guidelines detailed in ORS 455.210 and OAR 918-020-0220. These guide- lines specify that the fees charged are necessary and are to be set at a level that reasonably recovers costs. In 2009 staff conducted a detailed analysis of the City's electrical inspection-related fees. This analysis resulted in the adoption of a new fee schedule that will be able to support an Electrical Inspec- tion project within the Building Division. FY 2008 FY 2009 2010 2011 2011 2011 Description Actual Actual Revised Proposed Approved Adopted 40000 - Beginning Fund Balance 238,670 113,357 52,331 79,293 79,293 79,293 Total Beginning Fund Balance 238,670 113,357 52,331 79,293 79,293 79,293 43103 - Electrical Permit Fees 188,138 118,954 120,000 143,635 143,635 143,635 43UO - Electrical Plan Check Fee 5,443 2,560 3,000 3,091 3,091 3,091 Total Licenses and Permits 193,581 121,514 123,000 146,726 146,726 146,726 47000 - Interest Earnings 10,634 4,352 1,378 1,189 1,189 1,189 Total Interest Earnings 10,634 4,352 1,378 1,189 1,189 1,189 Total Resources 442,885 239,223 176,709 227,208 227,208 227,208 Requiirements Program Expenditures Program Expenditures 0 0 0 0 0 0 Total Transfers Out 329529 173,543 122,860 175,000 175,000 175,000 Total Contingency 0 0 24,780 0 0 0 Total Budget 329,529 173,543 147,640 175,000 175,000 175,000 Reserve for Future UP 113,356 65,680 29,069 52,2C8 52,208 52,208 Total l0agatremants 442,885 2390223 176,709 227,208 227,208 227,208 PAGE 320 - CITY OF TIGARD SPECIAL REVENUE FUND- TREE REPLACEMENT The Tree Replacement Fund accounts for funds collected from developers in lieu of preserving trees. Monies collected in this Fund can be used by the City to plant trees in public rights-of-way and other public properties. FY 2008 FY 2009 2010 2011 2011 2011 Description - t?1": q.. I v d J..Pt'd r r 40000 - Beginning Fund Balance 0 0 500,000 409,912 409,912 464,412 Total Beginning Fund Balance 0 0 500,000 409,912 409,912 464,412 47000 - Interest Earnings 0 0 0 4,000 4,000 4,000 Total Interest Earnings 0 0 0 4,000 4,000 4,000 48101-Tree Replacement Revenue 0 293,781 100,000 40,000 40,000 40,000 Total Miscellaneous 0 293,781 100,000 40,000 40,000 40,000 49100 - Transfer In from General Fund 0 0 268,000 0 0 0 Total Transfers In 0 0 268,000 0 0 0 Total Resources 0 293,781 868,000 453,912 453,912 508,412 Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 Total Work in Progress 0 0 150,000 0 0 0 Total Transfers Out 0 0 75,000 150,000 150,000 204,500 Total Budget 0 0 225,000 150,000 150,000 204,500 Reserve for Future Exp 0 293,781 643,000 303,912 303,912 303,912 Total Requirements 0 293,781 868,000 453,912 453,912 508,412 FUND SUMMARIES- PAGE 321 SPECIAL REVENUE FUND- LIBRARY DONATIONS & BEQUESTS The Library Donations and Bequest Fund (formally the Library Fund), was created in the 2008-09 fis- cal year to account for the remaining amounts from several donations and bequests that were afforded the Library for various special projects and artwork. A transfer to the General Fund is appropriated in FY 2010-11 for any of these projects or artwork that arise. FY 2008 FY 2009 2010 2011 2011 2011 D25C(Ipt10t1 dual ,tu3i Rr•~is Pr po''.i ,'pplnvprd pt 40000 - Beginning Fund Balance 0 0 448,500 466,322 466,322 466,322 Total Beginning Fund Balance 0 0 448,S00 466,322 466,322 466,322 45330 - Donations / Gifts 0 5,850 0 0 0 0 Total Charges for Services 0 5,850 0 0 0 0 47000 - Interest Earnings 0 15,457 4,524 4,663 4,663 4,663 Total Interest Earnings 0 15,457 4,524 4,663 4,663 4,663 49400 - Transfer In from Capital Projects Fund 0 444,605 0 0 0 0 Total Transfers in 0 444,605 0 0 0 0 Total Resources 0 465,912 453,024 470,985 470,915 470.985 Program Expenditures Community Services 0 0 0 0 0 0 Total Program Expenditures 0 0 0 0 0 0 Total Transfers Out 0 0 100,000 100,000 100,000 100,000 Total Budget 0 0 IOD,000 100,000 100A00 100,000 Reserve for Future UP 0 465,912 353,024 370,985 370,935 370,985 Total Requhsments 0 465,912 453,024 470,985 470,985 470,985 PAGE 322 - CITY OF TIGARD DEBT SERVICE FUND- BANCROFT DEBT SERVICES The Bancroft Debt Service Fund accounts for revenues and debt service payments related to two local improvement districts (LID) with the City. In July of 2002, the City sold bonds for the 69th Avenue LID project. In December of 2003, the City then sold bonds to finance the remaining portion of the Dartmouth LID project, which had been in litigation and was decided in favor of the City. Revenues are derived from assessments on properties that participate within these districts. In FY 2010-11 $800,000 of eligible funds will be transferred out of the Bancroft Debt Service Fund and into the General Fund to help alleviate the economic outlook for the fund. Staff was able to deter- mine the money was a startup loan that had not been repaid. As the funds were now available, the transfer was made. FY 2008 FY 2009 2010 2011 2011 2011 Description .rtual t u~l'i eZcvr.e°d t r xp_jcec! :a:pr„kd E :pt f A • r 40000 - Beginning Fund Balance 668,623 1,012,969 982,_9i 154,003 154,003 954,003 Total Beginning Fund Balance 868,623 1,012,969 982,391 154,103 154,003 954,003 42000 - Spec Assmt Principal 0 0 124,726 120,000 120,000 120,000 42001 - Spec Assmt Principal - 2003 Dartmouth 120,678 87,208 0 0 0 0 Total Special Assessments 120,678 87,208 124,726 120,000 120,000 120,000 47000-Interest Earnings 47,785 36,185 10,458 36,913 36,913 36,913 47001 - interest - Assmts 2003 Dartmouth 30,248 15,735 0 0 0 0 47002 - interest - Assmts 69th Ave 69,543 34,800 0 0 0 0 47003 - Interest - Assmts 1998 Dartmouth 317 93 0 0 0 0 Total Interest Earnings 147,893 86,813 10,458 36,913 36,913 36,913 48001 - Recovered Expenditures 0 0 0 0 0 0 Total MisceNaneous 0 0 0 0 0 0 Total Resources 1,137,194 1,186,990 1,117,575 330,916 310,916 1,110,916 Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 Total Debt Service 124,224 72,290 193,409 193,378 193,378 193,378 Total Transfers Out 0 0 0 0 0 800,000 Total Budget 124;224 72,290 193,4D9 193,378 193,378 993,378 Reserve for Future Exp 1,012,970 1,114,700 924,166 117,538 117,538 117,538 Total Requirements 1,137,194 1,186,990 1,117,575 310,916 310,916 1,110,916 FUND SUMMARIES- RAGE 323 DEBT SERVICE FUND- GENERAL OBLIGATION DEBT SERVICE The General Obligation Debt Service Fund was created to account for revenues and debt service pay- ments related to the 2002 voter-approved bond measure for a new Library. The bond was for $13 mil- lion and was sold to the Oregon Economic and Community Development Department which allowed the City to obtain a more favorable interest rate. Property taxes collected through the levy will be used to repay this debt and ending fund balance is used to protect against fluctuations in property tax pay- ments and provide cash flow to match collections and payments. FY 2008 FY 2009 2010 2011 2011 2011 Description Actual Actual Revised Proposed Approved Adopted 40000-Beginning Fund Balance 219,203 257,144 108,033 78,761 78,761 78,761 Total Beginning Fund Balance 219,203 257,144 108,033 78,761 78,761 78,761 40100-Current Property Taxes 995,285 794,245 976,563 976,383 976,383 976,383 40101- Prior Yaw Property Taxes 7,700 19,105 15,000 12,500 12,500 12500 Total Taxes 1,002,985 813,350 991,563 988,883 988,883 988,883 47000 - Interest Earnings 7,769 4,454 1,478 4,544 4,544 4,544 Total Interest Earnings 7,769 4,454 1,478 4,544 4,544 4,544 48001- Recovered Expenditures 0 1,155 0 0 0 0 Total Miscellaneous 0 1,155 0 0 0 0 Total Resources 1,229,957 1,076,103 1,101,074 1,072,188 1,072,188 1,072,188 Program Expenditures Program Expenditures 0 0 0 0 0 0 Total Debt Service 972,814 914,913 976,563 976,383 976,383 976,383 Total Budget - - _ 972,814 974,913 976,563 976,383 976,383 976,383 Reserve for Future Exp 257,143 101,190 124,511 95,805 95,805 95,805 Total Requirements 1,229,957 1,076,103 1,101,074 1,072,188 1,072,188 1,072,188 RAGE 324 - CITY OF TIGARD CAPITAL PROJECTS FUND- FACILITIES CAPITAL PROJECTS The General Facilities Capital Projects Fund, formally the Facilities Fund, is used largely for general construction, reconstruction, replacement, and expansion related to the City's facilities. Transfers into this Fund come from the various other funds that will benefit directly from these projects. The Fund is currently building a reserve to construct a new Public Works facility with transfers from the General Fund, Water Fund, Sanitary Sewer Fund, Stormwater Fund, and Gas Tax Fund supporting this reserve. By the end of FY 2011, $500,000 will be set aside in the reserve. FY 2008 FY 2009 2010 2011 2011 2011 Description Actual Actual Revised Proposed Approved Adopted 1 Resources 40000 - Beginning Fund Balance 1,479,214 457,782 348,440 316,364 316,364 316,364 Total Beginning Fund Balance 1,479,214 457,782 348,440 316,364 316,364 316,364 44800 - Federal Grants 0 0 230,500 0 0 0 Total Intergovernmental 0 0 230,500 0 0 0 47000 - Interest Earnings 52,643 10,067 3,932 3,164 3,164 3,164 Total Interest Earnings 52,643 10,067 3,932 3,164 3,164 3,164 48000 - Other Revenue 100,000 0 0 0 0 0 48001 - Recovered Expenditures 652 0 0 0 0 0 Total Miscellaneous 100,652 O 0 0 0 0 49100-Transfer In from General Fund 0 O 86,375 145,927 145,927 145,927 49200 - Transfer In from Gas Tax Fund 0 O 0 26,296 26,296 26,296 49500 - Transfer In from Sanitary Sewer Fund 0 0 0 19,722 19,722 19,722 49510 - Transfer In from Stormwater Fund 0 O 0 26,296 26,296 26,296 49530 -Transfer In from Water Fund 0 0 0 45,079 45,079 45,079 49980 - Transfer In from Library Don. & Beq. Fund 0 0 0 100,000 100,000 100,000 49999-Transfer in 51,000 400,000 263,625 0 0 0 Total Transfers In 51,000 400,000 350,000 363,320 363,320 363,320 Totalftesources 1,683,509 867,849 932,872 682,848 682,848 682,848 Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 Total Work in Progress 1,225,727 345,175 385,500 113,320 113,320 168,320 Total Transfers Out 0 444,605 0 4,450 4,450 4,450 Total Contingency 0 0 23,250 0 0 0 Total Budget 1,225,727 789,780 408,750 117,770 117,770 172,770 Reserve for Future Exp 457,782 78,069 524,122 565,078 565,078 510,078 Total Requirements 1,683,509 867,849 932,872 682,848 682,848 682,848 FUND SUMMARIES- PAGE 325 CAPITAL PROJECTS FUND- PARKS CAPITAL The Parks Capital Fund tracks various parks and greenspace projects. Revenues in the Parks Capital Fund include various federal and state grants, intergovernmental revenues, and transfers in. FV 2008 FV 2009 2010 2011 2011 2011 Description Actual Actual Revised Proposed Approved Adopted 40000- Beginning Fund Balance 548,419 225,178 203,738 115,020 115,020 115,020 Total Beginning Fund Bel-ce 548,419 225,178 203,738 115,020 115,020 115,020 43130 - P iscallaneous Fees/Charges 750 0 0 0 0 0 Total Licenses and Permits 750 O 0 0 0 0 44301-State Grants 150,000 0 110,000 2,350,000 2,350,000 3,350,000 Total intergovernmental 150,000 0 110,000 2,350,000 2,350,000 3,350,000 45330 - Donations /Gifts 65,879 0 0 0 0 0 Total Charges for Services 65,879 0 0 0 0 0 47000 - Interest Earnings 81,228 44,099 13,954 0 0 0 Total Interest Earnings 81,228 44,099 13,954 O 0 O 43000 - Other Revenue 404,400 0 1,001, 316 0 0 0 49001 - Recovered Expenditures 54,116 237,611 0 0 0 0 43101 - Tree Replacement Revenue 0 0 0 0 0 0 Total Miscellaneous 455,516 237,611 1,001,316 0 0 0 49001 - Debt Proceeds 0 0 O 883,000 883,000 0 Total Other Financing Sources 0 O 0 883,000 883,000 O 49100 - Transfer In from General Fund 0 0 0 347,600 347,600 347,600 49260 - Transfer In from Tree Replacement Fund 0 0 0 150,000 150,000 204, 500 49425 -Transfer In from Parks SDC Fund 0 0 0 2, 141,000 2,141,000 2,140,000 49999 - Transfer In 1,858,420 0 0 0 0 0 Total Transfers In 1,858,420 0 0 2,638,600 2,638,600 2,692,100 Totalllesoures 3,163,212 506,888 1,329,13x8 5,986,620 5,986,620 6,157,120 Program Expenditures Program Expenditures O O 0 0 O 0 Total Debt service 280,273 278,053 0 O 0 O Total Work In Progress 2,235,142 136,841 1,121,316 5,903,600 5,903,600 6,074,100 Total Transfers Out 422,620 0 0 71,898 71,898 71,898 Total Contingency 0 0 150,000 O 0 0 Total Budget 2,938,035 4140894 1,271,316 51,975,498 5,975,498 6,145,998 Reserve for Future Exp 225,177 91,994 57,692 11,122 11,122 11,122 Total Reeprinments - 3,163,212 506,688 1,329,008 5,966,620 5,986;630 6,157,120 PAGE 326 - CITY OF TIGARD CAPITAL PROJECTS FUND- PARKS SDC The Parks System Development Charge (SDC) Fund tracks the revenues and expenditures associated with the collection of the Parks SDCs. Parks SDCs are charged when a building permit is issued for any new residential, multi-family, or commercial construction. Funds collected are used for the acqui- sition, development, and expansion of additional recreation spaces and facilities that are included in the City's Parks Master Plan. FY 2008 FY 2009 2010 2011 2011 2011 Description Actual AC tuaI Revlwd Prop7s(~d Approved Adopted H(416111tk41111111111 40000 - Beginning Fund Balance 3,407,337 3,086,936 2,321,101 2,430,398 2,430,398 2,546,398 Total Beginning Fund Balance 3,407,337 3,086,936 2,321,101 2,430,398 2,430,398 2,546,398 43300-System Development Charges 451,560 199,112 175,000 356,976 356,976 356,976 Total Ucanses and Permits 451,560 199,112 175,000 356,976 356,976 356,976 47000 - interest Earnings 154,039 108,418 31,300 19,489 19,489 19,489 Total Interest Earnings 154,039 108,418 31,300 19,489 19,489 19,489 Total Resources 4,012,936 3,394,466 2,527,401 2,806,863 2,806,863 2,922,863 Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 Total Debt service 0 0 280,253 281,848 281,848 281,848 Total Work in Progress 0 575,807 715,645 0 0 0 Total Transfers Out 926,000 0 379,812 2,409,263 2,409,263 2,408,263 Total Contingency 0 0 157,593 0 0 0 Total Budget 926,000 575,807 1,533,303 2,691,111 2,691,111 2,690,111 Reserve for Future Exp 3,086,936 2,818,659 994,098 115,752 115,752 232,752 TotelItaquirennnts 4,012,936 3,394,466 2,527,401 2,8,16,$63 2,806,863 2,922,863 FUND SUMMARIES- PAGE 327 CAPITAL PROJECTS FUND- UNDERGROUND UTILITY The Underground Utility Fund records funds that are received in lieu of undergrounding utilities. The collections in this fund are used primarily to support various capital improvement projects that require underground utility components. FY 2008 FY 2009 2010 2011 2011 2011 Description Artual k,tua1 Revi-ed Prop,),;ed !^pprcvrA doptcd 40000-Beginning Fund Balance 401,848 526,762 604,937 470,191 470,191 470,191 Total Beginning Fund Balance 401,848 526,762 604,937 470,191 470,191 470,191 43124 - Fee In-Lieu Undergrounding 103,096 43,416 51,000 15,629 15,629 15,629 Total License and Permits 103,096 43,416 51,000 15,629 15,629 15,629 47000 - Interest Earnings 21,818 18,931 5,414 7,053 7,053 7,053 Total Interest Earnings 21,818 18,931 5,414 7,053 7,053 7,053 Total Resources 526,762 589,109 661,351 492,873 492,873 492,873 Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 Total Work in Progress 0 0 300,000 0 0 0 Total Transfers 0A 0 0 0 97,202 97,202 97,202 Total Contingency 0 0 52,941 0 0 0 Total Budget 0 0 352,941 97,202 97,202 97,202 Reserve for Future Exp 526,762 339,109 308,410 395,671 395,671 395,671 Total ftqulremarrts 526,762 50,109 661,351 492,879 492,873 492,93 PAGE 328 - CITY OF TIGARD CAPITAL PROJECTS FUND- STREET MAINTENANCE FEE The Street Maintenance Fee Fund tracks the revenues and expenditures associated with the Street Maintenance Fee that was approved through Ordinance No. 03-10 by the City Council in November 2003 and updated with revised fees in January 2010. The Street Maintenance Fee is a monthly fee designed specifically for the maintenance of existing roads in Tigard. Monthly fees are collected from both residential and non-residential customers and are billed and collected through the City's utility billing system. The City of Tigard sends out utility bills on a bi-monthly schedule (every two months), therefore the amount shown on your bill is actually for two months. The fee provides a stable source of revenue designated for the use in the maintenance of existing streets and right-of-way maintenance with the City. This includes applying new street surfaces such as slurry seals, pavement overlays, and repairing deteriorating streets. FUND SUMMARIES- PAGE 329 CAPITAL PROJECTS FUND- STREET MAINTENANCE FEE FY 2008 FY 2009 2010 2011 2011 2011 Description Actual Actual Revised Proposed Approved Adopted 40000-Beginning Fund Balance 249,444 201,048 304,125 201,256 201,256 201,256 Total Beginning Fund Balance 249,444 201,048 304,125 201,256 201,256 201,256 43129 -Tina Extension Rebate 873,977 880,692 0 0 0 0 43130 - Miscellaneous Feces/Charges 0 0 860,000 1,204,000 1,204,000 1,271,046 Total licenses and Permits 873,977 880,692 860,000 1,204,000 1,204,000 1,271,046 45199-Bad Debt -4,665 -7,520 0 -5,000 -5,000 -5,000 Total Charges for Services 4,665 -7,520 0 -5,000 -5,000 -5,000 47000 - Interest Earnings 4,919 1,906 0 2,013 2,013 2,013 Total Interest Earnings 4,919 1,906 0 2,013 2,013 2,013 48001-Recovered Expenditures 0 5G0 0 0 0 0 Total Miscellaneous 0 500 0 0 0 0 Total Resources 1,123,675 1,076,626 1,164,125 1,402,269 1,402,269 1,469,315 Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 Total Work in Progress 793,480 762,254 776,000 840,400 840,400 840,400 Total Transfers Out 129,148 30,449 94,D00 234,454 234,454 254,454 Total Contingency 0 0 151,765 0 0 0 Total Budget 922,628 792,7103 1,011,765 10ft4A54 1,074,B54 1A94, Reserve for Future Exp 201,047 283,923 152,360 327;415 327,415 374,461 Total Requirements 1,123,675 1,076,626 1,164,125 1,402,269 1,402,269 1,469,315 PAGE 330 - CITY OF TIGARD CAPITAL PROJECTS FUND- TRAFFIC IMPACT FEE The Traffic Impact Fee (TIF) Fund accounts for revenues and expenditures associated with the Traffic Impact Fee which was a charge on new development assessed by Washington County, but collected by cities. The TIF was replaced by the Transportation Development Tax (TDT) on July 1, 2009 and will be phased out over a three year period. The TIF is based upon the number of trips per day that each type of development is estimated to gen- erate. The County maintains a table of standards for all possible uses. The standard trips per day for each development are multiplied by the rate per trip to determine the amount of the TIF. Fund reve- nues may be used for highway and transit capital improvements that provide additional capacity to ma- jor transportation systems and to pay the costs of administering the program. FY 2008 FY 2009 2010 2011 2011 2011 Description Actual Actual Revised Proposed Approved Adopted 1 40000-Beginning Fund Balance 3,235,884 2,494,037 1417,22C 740,788 740,788 740,788 Total Beginning Fund Balance 3,235,884 2,494,037 1,417,220 740,788 740,788 740,788 43321 - TIF Fans- Residential 287,245 91,559 60,000 25,000 25,000 25,000 43322-TIFFees- Commercial 100,417 43,774 32,000 12,500 12,500 12,500 43323 - TIF Fees- Office 119,731 15,838 18,724 10,000 10,000 10,000 43324 - TIF Fees- industrial 0 127 0 0 0 0 43325 - TIF Fees- Mass Transit 64,245 16,336 23,000 15,000 15,000 15,000 43326 - TIF Fees- Institutional 7,830 884 4,000 1,500 1500 1,500 Total Licenses and Permits 579,468 168,518 137,724 64,000 64,000 64,000 47000-Interest Earnings 142,940 82,440 24,878 11,112 11,112 11,112 Total Interest Earnings 142,940 82,440 24,878 11,112 11,112 11,112 48001 - Recovered Expenditures 0 500 0 510 510 510 Total Miscellaneous 0 500 0 510 510 510 Total Resources 3,958,292 2,745,495 1,579,822 816,410 816,410 816,410 Program Expenditures Program Expenditures 0 0 0 0 0 0 Total Work in Progress 1,283,017 611,168 1,200,000 0 0 0 Total Transfers Out 181,239 73,371 294,570 313,408 313,408 313,408 Total Contingency 0 0 60,724 0 0 0 Total Budget 1,464,256 684,539 1,555,294 313,408 313,408 313,408 Reserve for Future Exp 2,494,036 2,060,956 24,528 503,002 503,002 503,002 Total Requiranrnts 3,958,292 2,745,495 1,579,822 816,410 816,410 816,410 FUND SUMMARIES- PAGE 331 CAPITAL PROJECTS FUND- TRANSPORTATION DEVELOPMENT TAX The Transportation Development Tax (TDT) Fund accounts for a Washington County Tax approved by the voters in November 2008 that is administered and collected by the City of Tigard. The tax went into effect on July 1, 2009, replacing the Traffic Impact Fee (TIF) program. Like TIF, TDT is assessed on new development to help provide funds for the increased capacity trans- portation improvements needed to accommodate the additional vehicle traffic and demand for transit facilities generated by that development. It provides funds for these capacity improvements to county and city arterials, certain collectors, and certain state and transit facilities as listed in the County's Capi- tal Improvements Project List. The TDT is categorized as an Improvement Fee: Revenue must be dedicated to capital improvements that expand capacity and may not be used for maintenance, repair, or other non-capital improvements. In fiscal year 2009-10, the Washington County Board of Commissioners granted a discount to develop- ers. This has negatively impacted the City's revenues in this fund. FY 2008 FY 2009 2010 2011 2011 2011 Description Actual Actual Revised Proposed Approved Adopted RMOMIRMILIM 40000 - Beginning Fund Balance 0 0 0 116433 116,433 116,433 Total Beginning Fund Balancs 0 0 0 116,433 116,433 116,433 43320 -TDT Fees 0 0 100,622 166,536 166,536 166,536 Total Licenses and Permits 0 0 100,622 166,536 166,536 166,536 47000 - interest Earnings 0 0 0 11,112 11,112 11,112 Total Interest Earnings 0 0 0 11,112 11,112 11,112 Total Resources 0 0 100,622 294,081 294,081 294,081 Program Expenditures Program Expenditures 0 0 0 0 0 0 Total Work in Progress 0 0 100,000 0 0 0 Total Transfers Out 0 0 0 36,403 36,403 36,403 Total Bodpt 0 Q 10D,OM 46AM 36,403 34403 Reserve for Future Exp 0 0 622 257,6 78 257,675 257,67E Total Requirements 0 0 100,622 244,081 294,081 294,081 PAGE 332 - CITY OF TIGARD INTERNAL SERVICE FUND- CENTRAL SERVICES The Central Service Fund tracks the revenues and expenditures of the central administrative functions. The resources for this fund are largely interdepartmental charges to City funds. The basis for these allocated costs is reviewed each year based on anticipated use or benefits that are provided to other City departments or divisions. FY 2008 FY 2009 2010 2011 2011 2011 Description Actual Actual Revised Proposed Approved Adopted 40000 - Beginning Fund Balance 968,985 532,251 533,750 58,376 58,376 58,376 Total Beginning Fund Balance 968,985 532,251 533,750 58,376 58,376 58,376 43130 - Miscellaneous Fees/Charges 40,218 66,511 0 20,000 20,000 20,000 Total Licenses and Permits 40,218 66,511 0 20,OD0 20,000 20,D00 47000 - Interest Earnings 24,998 14,566 7,338 584 584 584 Total Interest Earnings 24,998 14,566 7,338 584 584 584 48001 - Recovered Expenditures 6,221 16,662 0 0 0 0 Total Miscellaneous 6,221 16,662 0 0 0 0 49100 - Transfer In from General Fund 0 O 163,334 0 20,000 20,009 492DS - Transfer In from City Gas Tax Fund 0 0 0 74,704 74,704 74,764 49300 - Transfer In from Bancroft Bond Debt Svc Fund 0 0 0 5,527 5,527 5,527 49400 - Transfer In from Capital Projects Fund O 0 0 3,239 3,239 3,239 49412 - Transfer In from Street Maintenance Fund 0 0 0 108,017 108,017 108,017 49420 - Transfer In from Parks Capital Fund O 0 0 20,000 20,OOD 20,DD0 49500 - Transfer In from Sanitary Sewer Fund 0 0 0 17,253 17,253 17,253 49510 - Transfer In from Stormwater Fund 0 0 0 56,293 56,293 56,293 49530 - Transfer In from Water Fund 0 0 0 295,104 295,104 295,104 49532 - Transfer In from Water CIP Fund 0 0 0 181,989 181,989 181,989 49600 - Transfer In from Central Services Fund 0 0 O O 0 0 49999-Transfer In 5,658,511 4,482,998 6,506,899 5,735,837 5,735,837 5,735,837 Total Transfers In 5,658,511 4,482,998 6,664,233 6,497,963 6,517,963 6,517,963 TatdResawass 6,694933 5,112,989 7,205,321 6,576,923 6,596,923 6,596,923 Program Expenditures General Government 1,630,782 13,062 0 0 0 0 Policy and Administration 4,535,900 5,214,793 6,883,450 5x990,526 6,031,190 6,031,190 Total Program Expenditures 6,166,682 5,227,855 6,883,450 5,990,526 6,031,190 6,031,190 Total Transfers Out 0 0 265,426 0 0 0 Total Contingency 0 0 157,430 580,000 559336 559,336 Total Budget 6,166,682 5,227,855 7,306,306 6,570,526 6,590,526 6,590,526 Reserve for Future Exp 532,251 -114.867 -100,985 6,397 6,397 6,397 Total Requirements 6,694933 5,112,988 7,205,321 6,576,923 6,596,923 6,596,923 FUND SUMMARIES- RAGE 333 INTERNAL SERVICE FUND- FLEET/PROPERTY MANAGEMENT The Fleet/Property Management Fund tracks the revenues and expenditures of the Fleet Maintenance Division and Property Management Division. The resources for this fund are largely interdepartmental charges to other City funds that are based on a cost allocation plan that is revised each year. The cost allocation plan is based on anticipated use of benefits that are provided to other City departments or divisions. FY 2008 FY 2009 2010 2011 2011 2011 Description Actual Actual Revised Proposed Approved Adopted I 40000 - Beginning Fund Balance 113,435 113,536 115,536 174,751 174,751 174,751 Total Beginning Fund Balance 113,435 113,536 115,536 174,751 174,751 174,751 43130 - Wheallaneous Fees/Charges 0 2,689 0 0 0 0 Total Licenses and Permits 0 2,689 0 0 0 0 47000 - Interest Earnings 2,813 2,299 1,228 0 0 0 Total Interest Earnings 2,813 2,299 1,228 0 0 0 48001 - Recovered Expenditures 1,294 26,821 0 0 0 0 Total Miscellaneous 1,294 26,821 0 0 0 0 49100 - Transfer In from General Fund 0 0 0 0 0 10,000 49999 - Transfer In 1,255,290 1, 320,366 1,658,332 1,703,117 1,703,117 1,703,117 Total Transfers in 1,255,290 1,320,366 1,658,332 1,703,117 1,703,117 1,713,117 Total Resources 1,372,832 1,465,711 1,775,096 1,877,868 1,877,868 1x887,868 Program Expenditures PubikWorks 1,259,296 1,410,926 1,658,332 1,536,501 1,592,691 1,602,691 Total Program Expenditures 1,259,296 1,410,926 1,658,332 1,536,501 1,592,691 1,602,691 Total Contingency 0 0 100,000 250,000 222,000 222,000 Total Budpst AM& 1,25$,296 1,410,926 1,758,332 1,785y501 1,814,691 1,824,691 Reserve for Future Exp 113,536 54,785 16,764 91,367 63,177 63,177 Total Requirements A' 1,372,832 1,465,711 1,775,096 1,877,868 1,877,868 1,887,868 PAGE 334 - CITY OF TIGARD INTERNAL SERVICE FUND- INSURANCE This is an internal service fund established to track worker's compensation and other insurance related revenues as well as limited expenditures. Expenditures in this fund are for self-insured retentions on losses unfunded by traditional insurance policies, management of insurance/claim activity and reduc- tion of significant liability exposures. FY 2008 FY 2009 2010 2011 2011 2011 Description tua1 Aftual F,c.vi ed Prnp~~sei Apix0vrd ~doptcd 40000 - Beginning Fund Balance 654,997 757,313 874,095 941,944 941,944 941,944 Total Beginning Fund Balance 654,997 757,313 874,095 941,944 941,944 941,944 43130 - Miscellaneous Few/Charges 942 3,360 0 0 0 0 Total Licenses and Permits 942 3,360 0 0 0 0 47000 - Interest Earnings 34,117 27,552 7,849 9,419 9,419 9,419 Total Interest Earnings 34,117 27,552 7,849 9,419 9,419 9,419 48001- Recovered Expenditures 67,257 90,164 60,000 30,000 30,000 30,000 Total Miscellaneous 67,257 90,164 60,000 30,000 30,000 30,000 Total Resources 757,313 878,389 941,944 981,363 981,363 981,363 Program Expenditures Policy and Administration 0 0 0 15,000 15,000 15,000 Total Program Expenditures 0 0 0 15,000 15,000 15,009 Total Transfers Out 0 0 0 200,000 200,000 200,000 Told k*d 0 0 0 215,000 215,000 215,000 Reserve for Future UP 757,313 878,389 941,944 766363 766,363 7766,363 Total Requirements 757,313 878,389 941,944 981,363 981,363 981,363 FUND SUMMARIES- RAGE 335 r.f TIGARD' PAGE 336 - CITY of TIGARD APPENDIX Schedule of Appropriations 337 Financial Policies 346 Glossary of Budget Related Terms 353 Advisory Committees 358 Staffing Summary 362 Management/Professional Group Salary Schedule 364 Tigard Police Officers Association Salary Schedule 368 Oregon Public Employees Union Salary Schedule 369 ~C' t1 i • 1 SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted General Fund Policy and Administration 808,510 0 808,510 0 808,510 Community Development 2,877,507 68,734 2,946,241 103,900 3,050,141 Community Services 19,304,054 0 19,304,054 0 19,304,054 Public Works 4,469,686 80,003 4,549,689 20,000 4,569,689 Debt Service 0 0 0 0 0 Loan to CCDA 249,000 0 249,000 0 249,000 Transfer 842,956 20,000 862,956 10,000 872,956 Capital Improvements 0 0 0 0 0 Contingency 1,000,000 -81,534 918,466 0 918,466 29,551,713 87,203 29,638,916 133,900 29,772,816 Gas Tax Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 1,986,472 0 1,986,472 0 1,986,472 Debt Service 531,000 33,000 564,000 0 564,000 Loan to CCDA 200,000 0 200,000 0 200,000 Transfer 475,622 0 475,622 0 475,622 Capital Improvements 3,930,211 257,704 4,187,915 0 4,187,915 Contingency 58,000 0 58,000 0 58,000 7,181,305 290,704 7,472,009 0 7,472,009 City Gas Tax Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 365,000 0 365,000 34,000 399,000 Loan to CCDA 0 0 0 0 0 Transfer 279,257 0 279,257 0 279,257 Capital Improvements 2,249,000 0 2,249,000 4,900 2,253,900 Contingency 0 0 0 0 0 2,893,257 0 2,893,257 38,900 2,932,157 APPENDIX- PAGE 337 SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Electrical Inspection Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 175,000 0 175,000 0 175,000 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 175,000 0 175,000 0 175,000 Building Fund Policy and Administration 0 0 0 0 0 Community Development 1,011,736 0 1,011,736 0 1,011,736 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 94,031 0 94,031 0 94,031 Capital Improvements 0 0 0 0 0 Contingency 60,129 0 60,129 0 60,129 1,165,896 0 1,165,896 0 1,165,896 Criminal Forfeiture Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 15,000 0 15,000 0 15,000 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 15,000 0 15,000 0 15,000 PAGE 338 - CITY OF TIGARD SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Tree Replacement Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 150,000 0 150,000 54,500 204,500 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 150,000 0 150,000 54,500 204,500 Bancroft Debt Service Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 193,378 0 193,378 0 193,378 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 800,000 800,000 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 193,378 0 193,378 800,000 993,378 General Obligation Debt Service Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 976,383 0 976,383 0 976,383 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 976,383 0 976,383 0 976,383 APPENDIX- PAGE 339 SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Facilities Capital Projects Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 4,450 0 4,450 0 4,450 Capital Improvements 113,320 0 113,320 55,000 168,320 Contingency 0 0 0 0 0 117,770 0 117,770 55,000 172,770 Transportation Development Tax Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 r Loan to CCDA 0 0 0 0 0 Transfer 36,403 0 36,403 0 36,403 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 36,403 0 36,403 0 36,403 Traffic Impact Fee Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 313,408 0 313,408 0 313,408 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 313,408 0 313,408 0 313,408 PAGE 340 - CITY OF TIGARD SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Underground Utility Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 97,202 0 97,202 0 97,202 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 97,202 0 97,202 0 97,202 Street Maintenance Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 234,454 0 234,454 20,000 254,454 Capital Improvements 840,400 0 840,400 0 840,400 Contingency 0 0 0 0 0 1,074,854 0 1,074,854 20,000 1,094,854 Parks Capital Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 71,898 0 71,898 0 71,898 Capital improvements 5,903,600 0 5,903,600 170,500 6,074,100 Contingency 0 0 0 0 0 5,975,498 0 5,975,498 170,500 6,145,998 APPENDIX- PAGE 341 SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Parks SDC Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 281,848 0 281,848 0 281,848 Loan to CCDA 0 0 0 0 0 Transfer 2,409,263 0 2,409,263 -1,000 2,408,263 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 2,691,111 0 2,691,111 -1,000 2,690,111 Sanitary Sewer Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 1,033,269 35,000 1,068,269 0 1,068,269 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 196,289 0 196,289 0 196,289 Capital Improvements 829,667 0 829,667 0 829,667 Contingency 300,000 -35,000 265,000 0 265,000 2,359,225 0 2,359,225 0 2,359,225 Stormwater Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 1,315,372 0 1,315,372 0 1,315,372 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 214,839 0 214,839 0 214,839 Capital Improvements 304,000 0 304,000 0 304,000 Contingency 270,000 0 270,000 0 270,000 2,104,211 0 2,104,211 0 2,104,211 PAGE 342 - CITY OF TIGARD SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Water Quality/Quantity Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 0 0 0 Water Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 6,419,731 -85,393 6,334,338 0 6,334,338 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 3,910,366 0 3,910,366 0 3,910,366 Capital Improvements 0 0 0 0 0 Contingency 70,487 0 70,487 0 70,487 10,400,584 -85,393 10,315,191 0 10,315,191 Water SDC Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 25,000 0 25,000 0 25,000 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 25,000 0 25,000 0 25,000 APPENDIX- PAGE 343 SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Water CIP Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 225,000 0 225,000 0 225,000 Loan to CCDA 0 0 0 0 0 Transfer 1,141,024 0 1,141,024 0 1,141,024 Capital Improvements 6,143,043 1,000,000 7,143,043 0 7,143,043 Contingency 0 0 0 0 0 7,509,067 1,000,000 8,509,067 0 8,509,067 Central Services Fund Policy and Administration 5,990,526 40,664 6,031,190 0 6,031,190 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 0 0 0 0 0 Contingency 580,000 -20,664 559,336 0 559,336 General Government 0 0 0 0 0 6,570,526 20,000 6,590,526 0 6,590,526 Fleet/Property Management Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 1,536,501 56,190 1,592,691 10,000 1,602,691 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 0 0 0 0 0 Contingency 250,000 -28,000 222,000 0 222,000 1,786,501 28,190 1,814,691 10,000 1,824,691 PAGE 344 - CITY OF TIGARD SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Insurance Fund Policy and Administration 15,000 0 15,000 0 15,000 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 200,000 0 200,000 0 200,000 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 215,000 0 215,000 0 215,000 Library Donations and Bequests Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 100,000 0 100,000 0 100,000 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 100,000 0 100,000 0 100,000 All Funds Policy and Administration 6,814,036 40,664 6,854,700 0 6,854,700 Community Development 3,889,243 68,734 3,957,977 103,900 4,061,877 Community Services 19,304,054 0 19,304,054 0 19,304,054 Public Works 16,761,031 85,800 16,846,831 30,000 16,876,831 Debt Service 2,572,609 33,000 2,605,609 34,000 2,639,609 Loan to CCDA 449,000 0 449,000 0 449,000 Transfer 10,986,462 20,000 11,006,462 883,500 11,889,962 Capital Improvements 20,313,241 1,257,704 21,570,945 230,400 21,801,345 Contingency 2,588,616 -165,198 2,423,418 0 2,423,418 General Government 0 0 0 0 0 83,678,291 1,340,704 85,018,995 1,281,800 86,300,795 APPENDIX- PAGE 345 FINANCIAL POLICIES The City of Tigard has an important responsibility to its citizens to carefully account for public funds, manage municipal finances wisely, and plan adequate funding for services and facilities desired and needed by the public. The City has established a formal set of financial policies to ensure that the pub- lic's trust is upheld. With these financial policies, the City has established the framework under which it conducts its financial affairs, ensuring that it is, and will continue to be, capable of funding and pro- viding outstanding local government services. The goals of Tigard's financial policies are as follows: • Enhance City Council's policy-making ability by providing accurate information on program and operating costs. • Assist sound management of the City government by providing accurate and timely informa- tion on current and anticipated financial conditions. • Provide sound principles to guide important decisions of the Council and management that have significant financial impact. • Set forth operational principles which minimize the cost and financial risk of local government consistent with services desired by the public. • Employ revenue policies that prevent undue or unbalanced reliance on any one source, distrib- ute the cost of municipal services fairly, and provide adequate funds to operate desired pro- grams. • Provide and maintain essential public facilities, utilities, infrastructure, and capital equipment. • Protect and enhance the City's credit rating. • Ensure that all surplus cash is prudently invested in accordance with the investment policy adopted by the Council to protect City funds and realize a reasonable rate of return. The City uses the following financial policies to guide its financial affairs: Revenue Policy • Maintain a diversified and stable revenue system to shelter the government from short-term fluctuations in any one-revenue source. • One-time revenues will be used only for one-time expenditures. The City will avoid using tem- porary revenues to fund mainstream services. • All revenue forecasts shall be conservative. • Regular reports comparing actual to budgeted revenues will be prepared by the Finance De- partment and presented to the City Manager. • All City funds shall be safely invested to provide a sufficient level of liquidity to meet cash flow needs and to provide the maximum yield possible in that order. One hundred percent of all idle cash will be continuously invested. PAGE 346 - CITY OF TIGARD FINANCIAL POLICIES Reserve Policy • The City will maintain an unallocated fund balance or retained earnings equal to or greater than two months of general operating expenditures or expenses. This reserve will be calculated based on the adopted annual operating budget of the City. These funds will be used to avoid cash-flow interruptions, generate interest income, reduce need for short-term borrowing, and assist in maintaining an investment grade bond rating capacity. The City will also end each fiscal year with an adequate fund balance in the General Fund to pro- vide resources necessary for cash flow from July 1 until property taxes are received in November. Operating Budget Policy • Regular reports comparing actual to budgeted expenditures will be prepared by the Finance Department and distributed to the City Manager. • Departmental objectives will be integrated into the City's annual budget and monthly depart- mental reports. • Before the City undertakes any agreements that create fixed costs, both operating and capital, the implications of such agreements will be fully determined for current and future years. • All non-salary benefits, such as social security, pension, and insurance will be estimated and their impact on future budgets assessed annually. • Cost analysis of salary increases will include the effect of such increases on the City's share of related fringe benefits. • The City will annually submit documentation to obtain the Award for Distinguished Budget Presentation from the Government Finance Officers Association (GFOA). Capital Improvement Policy • Systems Development Charges (SDCs) will be used for infrastructure capacity expansion and improvements, including in-house engineering and design. • Future operating costs associated with new capital improvements will be projected and in- cluded in the operating budget forecast. • The City will determine and use the most effective and efficient method for financing all new capital projects. • Special funds dedicated for capital improvements will be segregated in the accounting system and used only for the intended capital purposes. Fixed Asset Policy • The City will control capital assets by assigning accountability and responsibility to specific de- partments. • The City will provide documentation of equipment loss to the insurance companies in the event of losses due to fire or theft. APPENDIX- RAGE 347 FINANCIAL POLICIES The City will maintain and provide information such as depreciation and obsolescence needed for City's enterprise funds (Water, Sanitary Sewer, and Stormwater). • The City will provide budget information for capital replacements and additions. • The City will maintain inventories of all City equipment to avoid duplication of equipment. • The City will maintain a list of all assets and their values to ensure the capital assets are properly insured. Accounting Policy • The City will maintain high standards of accounting. Generally accepted accounting principles (GAAP) will be used in accordance with the standards developed by the Governmental Ac- counting Standards Board and endorsed by the Government Finance Officers' Association (GFOA). • An independent annual audit will be performed by a public accounting firm, which will issue an official opinion on the annual financial statements and management letter detailing areas that need improvement. • Full disclosure will be provided in the financial statements and bond representations. • Financial systems will be maintained to monitor expenditures and revenues on a monthly basis, with thorough analysis. • The accounting system will provide monthly information about cash position and investment performance. • The City will annually submit documentation to obtain the Certificate of Achievement for Ex- cellence in Financial Reporting from GFOA. Debt Policy • Capital projects financed through bond proceeds shall be financed for a period not to exceed the useful life of the project. • Long term borrowing will be confined to capital improvements too large to be financed from current revenues. • Issuance of Assessment Bonds will be pursued to finance local improvement districts approved by City Council. • Bond Anticipation Notes will be used as needed to finance construction of local improve- ments. Single Owner Local Improvement District Policy Local Improvement Districts (LIDs) are usually initiated either by the City Council or by written request of the property owners owning at least fifty percent of the property benefited by the local improvement. On occasion, the City receives requests to form a LID in which there would be only be one property owner involved. City Council has established a formal policy for single owner LIDs. PAGE 348 - CITY OF TIGARD FINANCIAL POLICIES The following are the conditions that must be met before Council will consider allowing the LID to be formed. • The property is zoned and proposed to be used for industrial, commercial or office develop- ment. • The applicant demonstrates the "Public Purpose" involved, which may include the creation of jobs in the community. • The applicant demonstrates that the risk to the City government or the general taxpayer is minimized. As a guideline, the City Council will request the following: a. That the applicant provide an appraisal of the property affected, such appraisal being done by an appraiser acceptable to the City Manager. b. That the amount to be assessed against the property not exceed 25% of the appraised value of the land only, excluding any improvements to the property. c. That financial documents be provided as required to the City Manager which can demon- strate that the property owner has the financial ability to pay the assessments levied on the property. .[INVESTMENT POLICY The following Investment Policies are intended to meet the requirements of ORS 294.035 and to pro- vide the framework within which City of Tigard funds may be invested. Authority The Finance and Information Services Director shall serve as the Investment Officer of the City. The Investment Officer is responsible for ensuring that funds are invested so as to make necessary cash available to meet current obligations and to invest excess cash in accordance with ORS 294.035 through ORS 294.047 and these Investment Policies. The Finance and Information Services Director may assign the delegation of authority to persons re- sponsible for investment transactions. This person would then act as Investment Officer with prior approval of the City Manager. Scope These Investment Policies apply to all excess cash related to all activities and funds under the direction of the Tigard City Council. Cash accumulations related to bond proceeds or short-term borrowing is included unless more restrictive state or federal regulations are applicable. Excess cash shall be defined as all liquid assets not necessary to meet current obligations. Deferred Compensation Deferred compensation funds are placed with a third party for investment and are therefore excluded from the restrictions set forth in these guidelines. APPENDIX- RAGE 349 FINANCIAL POLICIES Objectives The objectives of these policies are to provide for the preservation of City assets, the availability of such assets to meet obligations as they come due, and to provide for a reasonable rate of return on those assets, in that order. Prudent Investor Investments shall be made under the prudent investor's rule, which states, "Investments shall be made with judgment and care, under circumstances then prevailing, which persons of prudence, discretion, and intelligence exercise in the management of their own affairs, not for speculation but for invest- ment, considering the probable safety of their capital as well as the probable income to be derived." Intern al Controls The Investment Officer shall maintain a system of written internal controls, which will be reviewed annually by the independent auditor. Cash Flow Analysis The Investment Officer shall maintain a historical cash flow record and a cash flow projection, which extends twelve months into the future. The projection shall be reviewed and updated on a regular ba- sis. No fixed maturity securities shall be purchased unless the cash flow projection indicates that the funds invested will not be required until the maturity date of the investment. Bond Proceeds Surplus funds resulting from debt issuance shall be considered as a separate portfolio and shall not be restricted by the maturity and instrument diversification section of these policies. Such funds may be invested for periods exceeding 18 months and up to 60 months. Such maturities shall coincide with the projected cash flow needs resulting from the projected construction schedule. Diversification The Investment Officer will diversify the general portfolio to avoid unreasonable risks within the fol- lowing parameters: • Maturity Diversification Investment maturities shall be scheduled to coincide with projected cash flow needs. Thirty percent of the portfolio will mature in less than 90 days. No investments will be made for a period to ex- ceed 18 months unless: This investment policy has been submitted to the Oregon Short Term Fund Board (OSTF) for comment prior to being approved by Council and complies with the requirements of ORS 294.135. In this case, the maximum maturity shall be defined in policy. RAGE 350 - CITY OF TIGARD FINANCIAL POLICIES The funds are being accumulated for a specific purpose, including future construction projects, and upon approval of the Council, the maximum maturity date matches the anticipated use of the funds (ORS 294.135(1)(b)). If this investment policy has been submitted for review by the OSTF Board as specified above and in accordance with ORS 294.135(1)(a), debt service reserves may be invested to mature not longer than five years. Otherwise, debt service reserves shall not be invested to a maturity date exceeding one year as specified under ORS 294.135(3). The Investment Officer may make investments having maturity longer than 18 months, but not more than 36 months, with the exception of Bond Proceeds. The City's investment portfolio shall not contain more than 20% of the total dollar value of its investments with maturities between 18 months and 36 months. • Instrument Diversification Certificates of Deposit 25% maximum Corporate Indebtedness 35% maximum Bankers Acceptance 50% maximum Treasury/Agency Securities 90% maximum Local Government Investment Pool 100% maximum Demand Deposits 10% maximum Lawfully issued Debt Obligations of the States of Oregon, Washington, Idaho and California and political subdivisions of those states 25% maximum • Institution Diversification Bank liabilities with any one qualified financial institution shall not exceed 20 percent of the portfo- lio. Bank liabilities of any one qualified financial institution shall not exceed one percent of the in- stitution's total assets. Investment in Corporate Indebtedness shall not exceed 5 percent of the portfolio in any one Oregon corporate entity meeting the rating requirements of P-2/A-2 or better, or 5 percent of the portfolio in any one corporate entity outside the State of Oregon (ORS 294.035 section C). For purposes of these guidelines, the state local government investment pool (LGIP) shall be considered to have a one-day liquidity. Selection oflnvestment Instruments Investments shall be made by the Investment Officer through the exercise of his/her judgment after requesting quotes from financial institutions. Selections will be made so as to provide the highest rate of return within the parameters of these policies. APPENDIX- PAGE 351 FINANCIAL POLICIES Qualified Institutions The Investment Officer shall maintain a list of all authorized institutions that are approved for invest- ment purposes. The Investment Officer will request, analyze, and keep on file, periodic financial state- ments and related information to satisfy himself/herself as to the creditworthiness of each institution on the approved list. Reporting The Investment Officer shall prepare an investment activity report at the end of each month for review by the City Manager. Amendments These investment policies may be amended at the request of the Investment Officer, the City Manager, or members of City Council. Such amendments shall be approved by the City Council in the same manner as the investment policies. Authorized Investment Instruments The Investment Officer shall invest the money of the City only in qualifying investments according to guidelines in ORS 294.035. These investments include: • Demand deposits with approved institutions. • Deposits in the Oregon Local Government Investment Pool. • Certificates of Deposit with Oregon banks. • Banker's acceptances. • Qualifying corporate indebtedness not to exceed 5% of the portfolio on any one corporation. • Lawfully issued debt obligations of the United States and obligation guaranteed by the United States, the agencies of the United States or enterprises sponsored by the United States government, not to exceed 40% of the portfolio on any one government sponsored enterprise. • Lawfully issued debt obligations of the States of Oregon, Washington, Idaho, and California and political subdivisions of those states. Safekeeping A third-party custodian, as evidenced by safekeeping receipts, will hold securities (excluding funds in- vested in the state local government investment pool (LGIP), bank deposits, and Certificates of De- posits). Other Policy Considerations Any investment currently held that does not meet the guidelines of this policy shall be exempted from the requirements of this policy. At maturity or liquidation, such monies shall be reinvested only as pro- vided by this policy. PAGE 352 - CITY OF TIGARD GLOSSARY OF BUDGET RELATED TERMS Adopted Budget: The budget amended and approved by the Budget Committee becomes the adopted budget after City Council takes action on it. The adopted budget becomes effective July 1. Ad Valorem Tax: A tax based on value, such as a property tax. Appropriations: Legal authorization granted by the City Council to spend public funds. Appropria- tions within each program may not be exceeded. Approved Budget: The proposed budget as amended and approved by the Budget Committee and recommended to the City Council for adoption is referred to as the Approved Budget. Assets: Property owned by the City, which has monetary value. Balanced Budget: A budget is "balanced" when total revenues (beginning fund balance plus current revenues plus transfers-in) equals total requirements (expenditures plus contingency plus transfers-out plus ending fund balance) for each fund. Bancroft: Section of Oregon Law that allows benefited property owners within an LID to pay their assessments in installments. This is made possible by the sale of long term "Bancroft" bonds, pro- ceeds of which are used to pay LID costs. Principal and interest on Bancroft Bonds are paid by assess- ments received from property owners within an LID, though these bonds also carry the full faith and credit guarantee of the City. Bond: A written promise to pay a specified sum of money, called the face value or principal amount, at a specified date or dates in the future, called the maturity date(s), together with periodic interest at a specified rate. Bond Anticipation Note (BAN): BANs are a form of short term borrowing in anticipation of a fu- ture sale of long term bonds. BANs are used frequently to finance construction of local improvement district improvements and are retired by eventual sale of Bancroft bonds or collection of special assess- ments from benefited property owners. Budget: A plan of financial operation embodying an estimate of adopted revenue and expenditures for a given year. The budget is the legal spending limit for City activities. Budget Calendar: Schedule of key dates or milestones followed by City departments in the prepara- tion, review, and administration of the budget. Budget Message: Opening section of the budget which provides the City Council and public with a general summary of the most important aspects of the budget, changes from current and previous fis- cal years, and views and recommendations of the City Manager. Capital Improvement Projects (CIP): Expenditures which result in the acquisition of land, improve- ments to existing facilities, and construction of streets, sewers, storm drains, park facilities, and other public facilities. APPENDIX- PAGE 353 GLOSSARY OF BUDGET RELATED TERMS Capital Improvement Program: Long-range plan for City facilities and infrastructure. Capital Outlay: Expenditures equal to or greater than $5,000, for equipment, vehicles, or machinery that results in the acquisition or addition to fixed assets. City Center Development Agency (CCDA): The Urban Renewal Agency approved by the voters in May, 2006. The CCDA is comprised of members of the City Council as its governing body. Clean Water Services (CWS): A county-wide agency formerly named the Unified Sewerage Agency (USA). Clean Water Services owns and operates all major sewage treatment plants within Washington County. CWS establishes sewer rates and contracts with most cities to collect monthly charges from residents and perform most sewer maintenance and repair within city limits. Contingency: Appropriation established in certain funds for the funding of unforeseen events. Con- tingency may be appropriated for a specific purpose by the City Council by approval of a resolution. Debt Service: Interest and principal on outstanding bonds due and payable during the fiscal year. Employee Benefits: Benefits include social security, retirement, group health, dental and life insur- ance, workers' compensation, and disability insurance. Enterprise Funds: Governmental activities that can be operated most like a commercial business are referred to as enterprise activities and are accounted for in enterprise funds. Tigard's enterprise activi- ties include sewer, storm sewer, and water utilities. Expenditures are matched with revenue from ser- vice charges to ensure the program is self-supporting. Expenditure: Actual payment made by City check or wire transfer for services or goods received or obligations extinguished. Fees: General term used for any charge levied by local government in connection with providing a ser- vice, permitting an activity, or imposing a fine or penalty. Major types of fees include building permits, business and non-business licenses, fines, and user charges. Fiscal Year: Period used for accounting year. The City of Tigard has a fiscal year of July 1 through the following June 30. Franchise: A special privilege granted by a government, permitting the continued use of public prop- erty, such as city streets, and usually involving the elements of monopoly and regulation. FTE: Abbreviation for Full Time Equivalent. Staffing levels are measured in FTE's to give a consis- tent comparison from year to year. In most cases, an FTE is one full time position filled for the entire year. However, in some instances an FTE may consist of several part- time positions. PAGE 354 - CITY OF TIGARD GLOSSARY OF BUDGET RELATED TERMS Fund: A fiscal and accounting unit with a self-balancing set of accounts in which cash and other finan- cial resources, liabilities, equities, and changes therein are recorded to carry on specific activities and/or objectives. Fund Balance: Amount left over after expenditures are subtracted from resources. Each fund begins and ends each fiscal year with a positive or negative fund balance. General Fund: The primary discretionary fund of the City, which accounts for general-purpose reve- nues (such as property tax) and general-purpose operations. Generally Accepted Accounting Principles (GAAP): Uniform minimum standards and guidelines for financial accounting and reporting, as specified by the Governmental Accounting Standards Board (GASB). They govern the form and content of the financial statements of an entity. Intergovernmental Revenues: Revenue from other governments, primarily Federal and State grants and State shared revenues, but also payments from other local governments. Local Improvement District (LID): An LID is an entity formed by a group of property owners or the City to construct public improvements (such as streets, sewers, storm drains, streetlights, etc.) to benefit properties. Costs of such improvements are then assessed among benefited properties. Measure 5: A constitutional limit on property tax rates passed by voters in the State of Oregon in No- vember 1990. This provision sets a maximum $10 tax rate on individual properties for the aggregate of all non-school taxing jurisdictions. School's maximum rate is limited to $5. Measure 47: A Constitutional limit on individual property tax collections approved by voters in No- vember 1996. This measure was repealed and replaced by Measure 50 before it took effect. Measure 50: Passed by voters in May 1997, this legislatively referred measure repealed Measure 47, and significantly reduced future property taxes. The measure rolled back assessed value on individual property to 1995-96 value, less 10%. It reduced 1997-98 City levy authority by an average of 17% and then converts it to a rate to be applied to assessed value in all future years. Assessed value growth was limited to 3% per year. The measure reinstated Measure 47 limits on fees and charges and on majority turnout election requirements. Metro: The only directly elected regional government in the nation. Metro is responsible for regional transportation and land use planning. It also manages the Oregon Zoo, the Oregon Convention Cen- ter, the Portland Center for the Performing Arts, and the Exposition Center. Metro is also responsible for regional solid waste disposal. Modified Accrual Basis: The accrual basis of accounting adapted to the governmental fund-type measurement focus. Under it, revenues and other financial resource increments (e.g., bond issue pro- ceeds, property taxes, and/or special assessments) are recognized when they become both measurable and available to finance expenditures of the current period. APPENDIX- PAGE 355 GLOSSARY OF BUDGET RELATED TERMS Object Classification: Indicates type of expenditure being made, i.e., personal services, materials and services, capital outlay, etc. Operating Budget: The portion of the budget that includes appropriations for direct services to the public including wages and benefits, materials and services, and capital outlay. Excluded from the op- erating budget are capital improvement projects, debt service requirements, transfers, contingency, and reserves. ODOT: Oregon Department of Transportation. Permanent Tax Rate: The dollar-per-thousand figure used to calculate property tax revenues. Under Measure 50, all tax bases in Oregon were converted to a permanent tax rate. This rate, when applied to assessed value of property within a jurisdiction, produces the property tax revenues used to support general city operations. Tigard's Permanent Tax Rate is $2.5131 per $1,000. Personal Services: Compensation to City employees in the form of salaries, wages, and employee benefits. Program Budget: A budget wherein expenditures are based primarily on programs of work and sec- ondarily on character, classification, and performance. Programs within the City of Tigard's adopted budget include Community Services, Public Works, Community Development, and Policy and Legisla- tion. Proposed Budget: City budget developed by the City Manager and submitted to the Budget Commit- tee for their deliberation. Reserved Fund Balance: Those portions of fund balance that are not appropriable for expenditure or that are legally segregated for a specific future use. SDC: Abbreviation for Systems Development Charges. SDCs are paid by developers and builders to fund expansion of necessary infrastructure due to increased usage. Such charges are collected for sew- ers, storm drains, streets, and parks. SWM: Abbreviation for Storm & Surface Water Management. The program is closely affiliated with Clean Water Services (formerly USA) and performs the same functions for the storm sewer system throughout the county. Special Assessment: A charge made against certain properties to defray all or part of the cost of a specific capital improvement or service deemed to benefit primarily those properties. Special Revenue Fund: A fund used to account for the proceeds of specific revenue sources that are legally restricted to expenditure for specified purposes. Tax Base: Oregon law used to allow cities within the State, with voter approval, to establish a dollar amount of property tax that may be levied on property within the City. Once established, a tax base was allowed to increase by 6% each year without further voter approval. All tax bases in the State were eliminated by Measure 50 and replaced with permanent tax rates. PAGE 356 - CITY of TIGARD GLOSSARY OF BUDGET RELATED TERMS TDT: Abbreviation for Transportation Development Tax. The TDT is a Washington County Tax approved by the voters in November, 2008, that is administered and collected by the City of Tigard. It went into effect on July 1, 2009, replacing the Traffic Impact Fee (TIF) program. Like TIF, TDT is assessed on new development to help provide funds for the increased capacity transportation improve- ments needed to accommodate the additional vehicle traffic and demand for transit facilities generated by that development. It provides funds for these capacity improvements to county and city arterials, certain collectors, and certain state and transit facilities as listed in the County's Capital Improvements Project List. The TDT is categorized as an Improvement Fee: revenue must be dedicated to capital improvements that expand capacity and may not be used for maintenance, repair, or other non-capital improvements. TIF: Abbreviation for Traffic Impact Fee. These are revenues from County-instituted fee on develop- ment. It was approved by voters in 1989. Funds are used for highway and transit capital improve- ments, which provide additional capacity to major transportation systems and recovery of costs of ad- ministering the program. The City collects this fee inside its boundaries and outside the City limits un- der the Urban Services program. Urban Renewal District: In May of 2006, Tigard voters approved the formation of an Urban Re- newal District encompassing the downtown and surrounding areas. With the formation of this district, future increases in property tax revenues from property within the district, called tax increment, will provide an important source of funding for a number of needed capital projects. WCCLS: Abbreviation for Washington County Cooperative Library Services. All libraries within Washington County are partially funded through a county-wide serial levy. Funds are distributed twice each fiscal year in accordance with a formula that takes into account circulation, open hours, and col- lection development. APPENDIX- RAGE 357 ADVISORY COMMITTEES Budget Committee The Budget Committee is established by Oregon Local Budget Law. The Committee consists of the four elected Council members, the Mayor, and five members from the community appointed by the City Council for three year terms. The Council also appoints a non-voting, alternate member who may fill any vacancies that may occur during the year. The Committee is responsible for deliberating on the Proposed Budget submitted by the City Manager and for sending the Approved Budget to the City Council for adoption. The Committee must also approve tax levies. Members Jurisdiction Bailey, John Citizen Buehner, Gretchen Councilor Dirksen, Craig Mayor Goodrich, Dan Citizen Henderson, Marland Councilor James, Cameron Citizen Moghimian, Mona Alternate Parker, Rick Citizen Struck, Dena Citizen Webb, Sydney Councilor Wilson, Nick Councilor City Center Advisory Commission This committee's role is defined in the City Charter and is to assist the Urban Renewal Commission in i developing and carrying out an Urban Renewal Plan. Members Jurisdiction Barkley, Carolyn Citizen Craghead, Alexander Citizen Ellis-Gaut, Alice Citizen Hughes, Ralph Citizen Kutcher, Kevin Citizen Louw, Peter Citizen Murphy, Thomas Citizen Pao, Linh Citizen Shearer, Elise Citizen Thornburg, Philip Citizen-Alt Wong, Martha Citizen PAGE 358 - CITY OF TIGARD ADVISORY COMMITTEES Committee for Citizen Involvement The Tigard CCI reviews the form and process of the City's communications with City residents to im- prove those communications and to encourage City residents to be more involved with City affairs. Members Jurisdiction Anda, Patricia Citizen Carver, Sue Citizen Christopher, Basil Citizen Froude, Bev Citizen Olson, Cathy Citizen Predovick, Veronica Citizen Ramaekers, Connie Citizen Intergovernmental Water Board The Intergovernmental Water Board consists of five members and was established throug an intergov- ernmental agreement between the cities of Tigard, Durham and King City, and the Tigard Water Dis- trict. Each jurisdiction is represented by one member and one member is appointed at large. Members Jurisdiction Buehner, Gretchen Tigard Jehnke, Keith Durham Russell, Julie Unincorporated Area Stone, Michael Member at Large Winn, Dick King City Library Board The Library Board consists of seven citizen members appointed by the City Council to serve four year terms. The Board advises the City Manager and City Council on matters related to Library operations. Members Jurisdiction Amos, Grace Alternate Burke, David Citizen Hancock, Scott Citizen Heath, Richard Citizen Monahan, Linda Citizen Nguyen, Cecilia Citizen Storhm, John Citizen Vasicek, Jennifer-Alt Citizen APPENDIX- RAGE 359 ADVISORY COMMITTEES Park and Recreation Advisory Board The Park and Recreation Advisory Board consist of seven voting members, two ex-officio members, and one Youth Advisory Council representative. One ex-officio member represents the Tigard Plan- ning Commission and one represents the Tigard-Tualatin School District 23-J. The Board advises Ti- gard City Council on matters pertaining to the creation, operation, and maintenance of recreation facili- ties under the jurisdiction of the City. Members Jurisdiction Albertson, Barry (ex-officio) Citizen Corelle, Charlotte Citizen-Alt Davies, Brian Citizen Dao, Hung Citizen Leinberger, Kim Citizen Mears, Troy Citizen Polivka, Holly Citizen Rogers, Jason Citizen Planning Commission The Planning Commission consists of nine citizen members, appointed by the City Council to serve four year terms. The Commission's responsibilities include assisting the City Council to develop, main- tain, update, and implement the City Comprehensive Plan; to formulate the City Capital Improvement Program; and to review and take action on development projects and Development Code provisions delegated to the Commission. Members Jurisdiction Anderson, Tom Citizen Buehner, Gretchen Councilor Doherty, Margaret Citizen Fishel, Karen Citizen Hasman, Stuart Citizen Muldoon, Matthew Citizen Schmidt, Donald Alternate Shavey, Richard Alternate Vermilyea, Jeremy Citizen Walsh, David Citizen PAGE 360 - CITY OF TIGARD .ADVISORY COMMITTEES Tigard Transportation Advisory Committee (TTAQ Created in 2009, the TTAC is advisory to City Council and staff on transportation matters. The com- mittee provides a venue for citizen involvement in transportation decisions. Members Jurisdiction Bass, Steve Alternate Buehner, Gretchen Council Liaison Christopher, Basil CCI Representative Fox, Don Citizen Gilmour, Cam Citizen Mitchell, Dennis Citizen Rivano, Anthony Citizen Stanfield, Jennifer Citizen Stevenson, Mike Citizen Vermilyea, Jeremy Planning Commission Representative Warren, Christopher Citizen Wolf Jefvert, Maureen Citizen Tree Board The Tree Board was established by City Council resolution. The Board consists of up to seven mem- bers, who are appointed by the City Council for two or four year terms. The role of the Board is to act as a voice for Tigard citizens regarding urban forestry issues. The Tree Board is active in participating in numerous aspects of the Urban Forestry program such as reviewing tree planting, maintenance, and removal requirements; assisting in developing and updating a street tree inventory; creating an Urban Forestry Management Plan; and working with the City Forester in selecting tree species for plantings on public property. Members Jurisdiction Clemo, Matt Citizen Ettelstein, Mort Citizen Lieuallen, Bret Citizen Tycer, Tony Citizen e Walsh, David Citizen APPENDIX- RAGE 361 STAFFING SUMMARY 2008 2009 2010 2011 2011 2011 Actual Actual Revised Proposed Approved Adopted Policy and Administration City Administration City Management 4.80 5.30 4.50 4.50 4.50 4.50 Human Resources 4.00 5.00 5.00 5.00 5.00 5.00 Risk Management 2.00 2.50 2.30 2.30 2.30 2.30 Communications/Graphic Design 7.50 4.50 3.05 3.05 3.05 3.05 Municipal Court 100 3.25 3.50 3.50 3.50 3.50 City Recorder/Records 0.00 3.00 3.25 3.25 3.25 3.25 DEPT Total - City Administration 21.30 23.55 21.60 21.60 21.60 21.60 Finance & Information Services Finance & Info. Services Admin. 3.00 3.00 530 3.00 3.00 3.00 Financial Operations 12.00 5.50 4.50 4.50 4.50 4.50 Utility Billing 0.00 6.50 5.50 5.50 5.50 5.50 Information Technology 7.00 7.00 7.00 7.00 7.00 7.00 Contracts and Purchasing 0.00 0.00 0.00 2.30 2.30 2.30 DEPT Total - Finance & Information Services 22.00 22.00 22.30 22.30 22.30 22.30 Mayor and Council Mayor and Council 0.00 0.00 0.00 0.00 0.00 0.00 DEPT Total - Mayor and Council 0.00 0.00 0.00 0.00 0.00 0.00 PROGRAM Total - Policy and Administration 43.30 45.55 43.90 4190 43.90 43.90 Community Development Community Development Community Development Administration 2.00 3.00 2.00 2.00 2.00 2.00 Building 18.80 6.20 6.24 6.24 6.24 6.24 Development Services-Planning 10.20 10.20 7.56 7.56 7.56 7.56 Long Range Planning 7.00 7.00 7.00 7.00 7.00 7.00 Capital Construction & Transportation 10.50 10.50 0.00 0.00 0.00 0.00 Development Services-Engineering 5.00 4.00 1.60 1.60 1.60 1.60 Downtown Redevelopment 1.00 1.00 1.00 1.00 1.00 1.00 Code Compliance 0.00 0.00 0.00 0.00 0.00 0.00 DEPT Total - Community Development 54.50 41.90 25.40 25.40 25.40 25.40 PROGRAM Total - Community Development 54.50 41.90 25.40 25.40 25.40 25.40 Community Services Library Library Administration 3.30 3.30 3.30 3.30 3.30 3.30 Reader Services 15.20 15.70 14.70 14.70 14.70 14.70 Technical Services 7.40 7.40 6.50 6.50 6.50 6.50 Circulation 15.00 15.50 14.30 14.30 14.30 14.30 DEPT Total - library 40.90 41.90 38.80 38.80 38.80 38.80 PAGE 362 - CITY OF TIGARD STAFFING SUMMARY 2008 2009 2010 2011 2011 2011 Actual Actual Revised Proposed Approved Adopted Police Police Administration 3.00 3.50 3.60 3.60 3.60 3.60 Police Operations 52.00 55.00 53.50 53.50 53.50 53.50 Support Services 34.50 35.50 33.00 33.00 33.00 33.00 DEPT Total - Police 89.50 94.00 90.10 90.10 90.10 90.10 PROGRAM Total - Community Services 130.40 135.90 128.90 128.90 128.90 128.90 Public Works Public Works Public Works Administration 8.85 8.85 9.35 9.35 9.75 9.75 Parks and Grounds 9.75 9.75 9.75 9.75 9.75 9.75 Street Maintenance 7.00 7.00 7.00 7.00 7.00 7.00 PW Engineering 0.00 0.00 11.80 11.80 11.80 11.80 Fleet Maintenance 2.50 2.50 2.00 2.00 2.60 2.60 Property Management 3.25 4.25 4.25 4.25 4.25 4.25 Water 16.30 16.30 13.00 13.00 12.00 12.00 Sanitary Sewer 7.35 5.35 5.25 5.25 5.25 5.25 Stormwater 6.10 7.10 7.00 7.00 7.00 7.00 Street Lights and Signals 0.00 0.00 0.00 0.00 0.00 0.00 DEPT Total - Public Works 61.10 61.10 69.40 69.40 69.40 69.40 PROGRAM Total - Public Works 61.10 61.10 69.40 69.40 69.40 69.40 Total Ali Programs 289.30 284.45 267.60 267.60 267.60 267.60 APPENDIX- IMAGE 363 MANAGEMENT /PROFESSIONAL GROUP SALARY SCHEDULE 2010-2011 Salary Schedules not available at time of publishing City of "Tigard 2009-2010 Salary Schedule Management/Supervisory/Confidential Group * 3.7% added to Maximum of range but not implemented for FY 2009 - 201 Range # *Additional 3.75% Minimum Maximum ro Maaimiun M13 Monthly $2,861 $3,697 $3,834 M3 Confidential Police Office Assistant Hourly $16.51 $21.33 $22.12 Annually $34,332 $44,364 $46,008 M18 Monthly $3,238 $4,184 $4,339 M3 Human Resources Assistant Hourly $18.68 $24.1 $25.03 Annually $38,856 $50,208 $52,068 M19 Monthly $3,317 $4,288 $4,447 M3 Confidential Executive Assistant Hourly $19.1 $24.7 $25.66 Annually $39,804 $51,456 $53,364 M20 Monthly $3,401 $4,395 $4,558 M3 Deputy City Recorder Houd $19.62 $2536 $26.30 M3 Payroll Specialist Annually $40,812 $52,740 $54,696 M21 Monthly $3,486 $4,505 $4,672 M3 Acquisitions Coordinator Hourly $20.11 $25.99 $26.95 M3 Assistant Planner Annually $41,832 $54,060 $56,064 M3 Library Volunteer Coordinator M22 Monthly $3,574 $4,618 $4,789 M3 Human Resources Technician Hourly $20.62 $26.6 $27.63 M3 Risk Management Technician Annually $42,888 $55,416 $57,468 M23 Monthly $3,663 $4,733 $4,908 M3 Confidential Office Manager Hourly $21.13 $27.31 $28.32 M3 Executive Assistant to the City Manager Annually $43,956 $56,796 $58,896 M24 Monthly $3,754 $4,851 $5,030 Hourly $21.66 $27.99 $29.02 Annually $45,048 $58,212 $60,360 M25 Monthly $3,848 $4,973 $5,157 M3 Accountant Hourly $22.20 $28.69 $29.75 M3 Communications-Graphic Designer Annually $46,176 $59,676 $61,884 M3 Emergency Services Coordinator M3 Microcomputer Support Technician M3 Community Events Coordinator M3 Program Development Specialist PAGE 364 - CITY OF TIGARD MANAGEMENT /PROFESSIONAL GROUP SALARY SCHEDULE City of Tigard 2009-2010 Salary Schedule Management/Supervisory/Confidential Group * 3.7% added to Maximum of range but not implemented for FY 2009 - 201 Range # *Additional 3.75% Minimum Maximum to M,1,Tr(111) M27 Monthly $4,042 $5,224 $5,417 M3 Associate Planner Hourly $23.32 $30.1 $31.25 M2 Circulation Supervisor Annually $48,504 $62,688 $65,004 M29 Monthly $4,248 $5,489 $5,692 M3 Administrative Support Supervisor Hourly $24.51 $31.67 $32.84 M2 Building Division Services Supervisor Annually $50,976 $65,868 $68,304 M3 Court Operations Supervisor M3 Facilities Services Supervisor M3 Fleet Services Coordinator M3 Grounds Supervisor M2 Library Services Supervisor M3 Police Records Supervisor M3 Project Planner M3 Public Information Officer - Police M3 Senior Accountant M3 Street Supervisor M3 Wastewater Operations Supervisor M3 Water Operations Supervisor M30 Monthly $4,353 $5,626 $5,834 M2 City Recorder Hourly $25.11 $32.46 $33.66 M3 Crime Analyst Annually $52,236 $67,512 $70,008 M3 Engineering Supervisor M3 Human Resources Analyst M3 Management Analyst M31 Monthly $4,462 $5,766 $5,979 M3 City Surveyor Hourly $25.7 $33.27 $34.49 M3 Senior Planner Annually $53,544 $69,192 $71,748 M3 Senior Transportation Planner M33 Monthly $4,688 $6,059 $6,283 M2 Development Engineer Hourly $27.05 $34.96 $36.25 M3 GIS Coordinator Annually $56,256 $72,708 $75,396 M2 Project Engineer M34 Monthly $4,805 $6,210 $6,440 M2 Senior Human Resources Analyst Houdy $27.72 $35.83 $37.15 M2 Senior Management Analyst Annually $57,660 $74,520 $77,280 APPENDIX- PAGE 365 MANAGEMENT/PROFESSIONAL GROUP SALARY SCHEDULE City of Tigard 2009-2010 Salary Schedule Management/Supervisory/Confidential Group * 3.7% added to Maximum of range but not implemented for FY 2009 - 201 Range # *Addiaonal 3.75% Minimum Maximum "NIa-"Inlum M35 Monthly $4,926 $6,365 $6,601 M3 Accounting Supervisor Hourly $28.4 $36.72 $38.08 M2 Library Communications Coordinator Annually $59,112 $76,380 $79,212 M3 Network Administrator M2 Plans Examination Supervisor M3 Police Technology Specialist M36 Mon $5,048 $6,524 $6,765 M2 Inspection Supervisor Hourly $29.12 $37.6 $39.03 M2 Principal Human Resources Analyst Annually $60,576 $78,288 $81,180 M37 Mon $5,175 $6,688 $6,935 M2 Senior Project Engineer Ho $29.86 $38.58 $40.01 M2 Redevelopment Project Manager Annually $62,100 $80,256 $83,220 Redevelopment Project Planner M38 Monthly $5,304 $6,859 $7,113 M2 Police Business Manager Hourly $30.60 $39.57 $41.04 M3 Police Sergeant Annually $63,648 $82,308 $85,356 M39 Monthly $5,437 $7,026 $7,286 M2 Administrative Services Manager Hours $31.37 $40.53 $42.03 M2 Assistant to the City Manager Annually $65,244 $84,312 $87,432 M2 Library Division Manager M2 Parks and Facilities Manager M2 Assistant Finance Director M2 Utility Division Manager M40 Monthly $5,574 $7,202 $7,468 M2 Planning Manager Hourly $32.16 $41.55 $43.08 Annually $66,888 $86,424 $89,616 M41 Monthly $5,713 $7,382 $7,655 M2 Engineering Manager Hourly $32.96 $42.59 $44.16 Annually $68,556 $88,584 $91,860 M42 Mon $5,855 $7,567 $7,847 M2 Building Official Hourly $33.78 $43.66 $45.27 Annually $70,260 $90,804 $94,164 PAGE 366 - CITY OF TIGARD MANAGEMENT/PROFESSIONAL GROUP SALARY SCHEDULE City of Tigard 2009-20I.0 Salary Schedule Management/Supervisory/Confidential Group * 3.7% added to Maximum of range but not implemented for FY 2009 - 201 Range # *Additional 3.75% Nlinimmn Nlaaimtim u~ A!,lmmum M44 Monthly $6,151 $7,949 $8,243 M2 Police Lieutenant Houdy $35.49 $45.86 $47.56 Annually $73,812 $95,388 $98,916 M46 Monthly $6,463 $8,352 $8,661 M2 Assistant Community Development Director Houiiy $37.29 $48.18 $49.97 M2 Assistant Public Works Director Annually $77,556 $100,224 $103,932 M2 City Engineer M2 Information Technology Manager M47 Monthly $6,624 $8,560 $8,877 M2 Police Captain Houdy $38.22 $49.38 $51.21 Annually $79,488 $102,720 $106,524 M48 Mon $6,790 $8,775 $9,100 M2 Human Resources Director Houdy $39.17 $50.63 $52.50 Annually $81,480 $105,300 $109,200 M50 Monthly $7,135 $9,219 $9,560 Mt Director of Community Development Houdy $41.16 $53.19 $55.15 Mt Director of Library Services Annually $85,620 $110,628 $114,720 MI. Financial and Information Services Director MI. Public Works Director M52 Monthly $7,494 $9,685 $10,043 ML Assistant City Manager Houdy $43.23 $55.88 $57.94 M2 Assistant Police Chief Annually $89,928 $116,220 $120,516 M54 Monthly $7,874 $10,176 $10,553 MI. Police Chief Houiiy $45.43 $58.71 $60.88 Annually $94,488 $122,112 $126,636 APPENDIX- PAGE 367 r TIGARD POLICE OFFICERS ASSOC. SALARY SCHEDULE 2010-2011 Salary Schedules not available at time of publishing City of Tigard Tgard Polioe 06faoecs As5acoabon Effective 111/2/310 Range # Month SAlary Range S 1 S 2 SteD 3 4 S 5 S 6 P 6 53.004 $9.155 $3.312 $3.477 $31.651 $3.534 [!i ........................e. 517.33 $1820 $19.11 3213.08 $21.06 52'1-12 lice Reoonis Specialist $313A48 $37AW $39,744 $41.724 $43.1112 346.008 . . P1Q $3 316 $38$3.655 33 839 $4.[331 54.232 eft r Eviden$16!.13 $20.08 $21.09 $22-15 $,2326 $24..42 ...............................................$39.792 $41.772 $43.860 $46.[388 $4&372 550.784 P11 $3.398 $3.568 $3.747 $3.934 $4.131 $4.338 .........................~nmuq!~3f Se0.5E 1.61 713 .83 A3 2 816 jjjh984. 208 572 058 . ..................P19..,...............,.,,.,.,, $4.242 $4.348 $4,588 $4.794 $5.034 $5.286 Po6oe $24.47 $25.08 $26.34 327.85 328.04 $3+0.50 $50.964 $52.178 $54.792 $ 57.528 $60.408 $63.432 114110 09-10 TPOA Salary Schedule PAGE 368 - CITY OF TIGARD OREGON PUBLIC EMPLOYEES UNION SALARY SCHEDULE City of Tigard 2009-2010 Salary Schedule SEIU/OPEU Group Monthly Salary Range 2010-2011 Salary Schedules not available at time of publishing Step 1 Step 2 Step 3 Step 4 Step Step 6 Step 7 S9 Monthly $1,782 $1,871 $1,965 $2,063 $2,166 $2,274 $2,388 Library Aide Hourly $10.28 $10.79 $11.34 $11.90 $12.50 $13.12 $13.78 Annually $21,384 $22,452 $23,580 $24,756 $25,992 $27,288 $28,656 S22 Monthly $2,455 $2,578 $2,707 $2,842 $2,984 $3,133 $3,290 Accounting Assistant I Hourly $14.16 $14.87 $15.62 $16.40 $17.22 $18.08 $18.98 Administrative Specialist I Annually $29,460 $30,936 $32,484 $34,104 $35,808 $37,596 $39,480 Court Clerk I S25 Monthly $2,644 $2,776 $2,915 $3,061 $3,214 $3,375 $3,544 Building Maint Tech I Hourly $15.25 $16.02 $16.82 $17.66 $18.54 $19.47 $20.45 Library Assistant Annually $31,728 $33,312 $34,980 $36,732 $38,568 $40,500 $42,528 Utility Worker I S28 Monthly $2,848 $2,990 $3,140 $3,297 $3,462 $3,635 $3,817 Accounting Assistant II Hourly $16.43 $17.25 $18.12 $19.02 $19.97 $20.97 $22.02 Administrative Specialist II Annually $34,176 $35,880 $37,680 $39,564 $41,544 $43,620 $45,804 Court Clerk II Customer Service Spec S29 Monthly $2,919 $3,065 $3,218 $3,379 $3,548 $3,725 $3,911 Customer Service Field Worker Hourly $16.84 $17.68 $18.57 $19.49 $20.47 $21.49 $22.56 Senior Library Assistant Annually $35,028 $36,780 $38,616 $40,548 $42,576 $44,700 $46,932 S31 Monthly $3,066 $3,219 $3,380 $3,549 $3,726 $3,912 $4,108 Building Maintenance Tech II Hourly $17.69 $18.57 $19.50 $20.48 $21.50 $22.57 $23.70 Engineering Tech I Annually $36,792 $38,628 $40,560 $42,588 $44,712 $46,944 $49,296 Utility Worker II S32 Monthly $3,143 $3,300 $3,465 $3,638 $3,820 $4,011 $4,212 Sr Accounting Assistant Hourly $18.13 $19.04 $19.99 $20.99 $22.04 $23.14 $24.30 Sr Administrative Specialist Annually $37,716 $39,600 $41,580 $43,656 $45,840 $48,132 $50,544 Records Management Spec S34 Monthly $3,302 $3,467 $3,640 $3,822 $4,013 $4,214 $4,425 Engineering Assistant Hourly $19.05 $20.00 $21.00 $22.05 $23.15 $24.31 $25.53 Planning Assistant Annually $39,624 $41,604 $43,680 $45,864 $48,156 $50,568 $53,100 Purchasing Assistant APPENDIX- PAGE 369 t OREGON PUBLIC EMPLOYEES UNION SALARY SCHEDULE City of Tigard 2009-2010 Salary Schedule SEIU/OPEU Group Monthly Salary Range 2010-2011 Salary Schedules not available at time of publishing Step 1 Step 2 Step 3 Step 4 Step Step 6 Step 7 S35 Monthly $3,385 $3,554 $3,732 $3,919 $4,115 $4,321 $4,537 Backflow-Cross Connection Spec Hourly $19.53 $20.50 $21.53 $22.61 $23.74 $24.93 $26.18 CMMS Software Specialist Annually $40,620 $42,648 $44,784 $47,028 $49,380 $51,852 $54,444 Mechanic Permit Technician Sr Building Maintenance Tech Sr Utility Worker Water Utility Tech S36 Monthly $3,470 $3,644 $3,826 $4,017 $4,218 $4,429 $4,650 GIS Technician Hourly $20.02 $21.02 $22.07 $23.18 $24.33 $25.55 $26.83 Annually $41,640 $43,728 $45,912 $48,204 $50,616 $53,148 $55,800 S37 Monthly $3,556 $3,734 $3,921 $4,117 $4,323 $4,539 $4,766 Building Inspector I Hourly $20.52 $21.54 $22.62 $23.75 $24.94 $26.19 $27.50 Code Compliance Officer Annually $42,672 $44,808 $47,052 $49,404 $51,876 $54,468 $57,192 Engineering Technician II Librarian Permits Coordinator S39 Monthly $3,735 $3,922 $4,118 $4,324 $4,540 $4,767 $5,005 Sr Permit Tech Hourly $21.55 $22.63 $23.76 $24.95 $26.19 $27.50 $28.88 Sr Water Utility Tech Annually $44,820 $47,064 $49,416 $51,888 $54,480 $57,204 $60,060 S40 Monthly $3,830 $4,022 $4,223 $4,434 $4,656 $4,889 $5,133 Graphic Designer Hourly $22.10 $23.20 $24.36 $25.58 $26.86 $28.21 $29.61 Information Technology Spec Annually $45,960 $48,264 $50,676 $53,208 $55,872 $58,668 $61,596 S41 Monthly $3,925 $4,121 $4,327 $4,543 $4,770 $5,009 $5,259 Sr Engineering Tech Hourly $22.64 $23.78 $24.96 $26.21 $27.52 $28.90 $30.34 Sr Librarian Annually $47,100 $49,452 $51,924 $54,516 $57,240 $60,108 $63,108 S42 Monthly $4,024 $4,225 $4,436 $4,658 $4,891 $5,136 $5,393 Plans Examiner Hourly $23.22 $24.38 $25.59 $26.87 $28.22 $29.63 $31.11 Annually $48,288 $50,700 $53,232 $55,896 $58,692 $61,632 $64,716 S43 Monthly $4,124 $4,330 $4,547 $4,774 $5,013 $5,264 $5,527 Building Inspector II Hourly $23.79 $24.98 $26.23 $27.54 $28.92 $30.37 $31.89 Bldg-Housing Code Comp Officer Annually $49,488 $51,960 $54,564 $57,288 $60,156 $63,168 $66,324 S44 Monthly $4,227 $4,438 $4,660 $4,893 $5,138 $5,395 $5,665 Environmental Program Coord Hourly $24.39 $25.60 $26.88 $28.23 $29.64 $31.13 $32.68 GIS Programmer Analyst Annually $50,724 $53,256 $55,920 $58,716 $61,656 $64,740 $67,980 PAGE 370 - CITY OF TIGARD OREGON PUBLIC EMPLOYEES UNION SALARY SCHEDULE City of Tigard 2009-2010 Salary Schedule SEIU/OPEU Group Monthly Salary Range Step 1 Step 2 Step 3 Step 4 Step Step 6 Step 7 S45 Monthly $4,333 $4,550 $4,778 $5,017 $5,268 $5,531 $5,808 Engineering Construction Insp Hourly $25.00 $26.25 $27.57 $28.94 $30.39 $31.91 $33.51 Annually $51,996 $54,600 $57,336 $60,204 $63,216 $66,372 $69,696 S46 Monthly $4,441 $4,663 $4,896 $5,141 $5,398 $5,668 $5,951 Senior Plans Examiner Hourly $25.62 $26.90 $28.25 $29.66 $31.14 $32.70 $34.33 Annually $53,292 $55,956 $58,752 $61,692 $64,776 $68,016 $71,412 S47 Monthly $4,551 $4,779 $5,018 $5,269 $5,532 $5,809 $6,099 Senior Building Inspector Hourly $26.26 $27.57 $28.95 $30.40 $31.92 $33.51 $35.19 Annually $54,612 $57,348 $60,216 $63,228 $66,384 $69,708 $73,188 S48 Monthly $4,665 $4,898 $5,143 $5,400 $5,670 $5,954 $6,252 Sr Environmental Prog Coord Hourly $26.91 $28.26 $29.67 $31.15 $32.71 $34.35 $36.07 Annually $55,980 $58,776 $61,716 $64,800 $68,040 $71,448 $75,024 l APPENDIX- PAGE 371 TIGARD PAGE 372 - CITY OF TIGARD