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HomeMy WebLinkAboutCity of Tigard Budget - FY 2005-2006 • , li 1 • • .. , II , • , • 1/4,...4.s..„ • 1 f T d . i . , j al • Citi • 6 dr 1 • 1, 4• , 4w' , ( ... , , . -;. -.:-,i,,'' „,'.-,: „, ' ■ ” ^:*'..,- , '''''' iiiiliPlikt$ ' '' - '.".' 2111 i 0 ....:,2.- i. . "Art ....rm, IL 1 , , MIlk, 1. r...r....r.. - - - - - - - P 1 l■ 1 1 '11 i . . . , gr.' 4i . _ _ _ .. . , ' TIGARD PUBLIC LIBRARY 1 ' A SW HALL BOUI EVARD ir , i9 l i ',: e .' .'r ,‘ l ' ' f , d 1 .i .;:,) .. , ' 1-,'. ' ,, I. ,,, ,'""' "-,, , , , , ,. ' ,d,.„., ''' ' '''' l ' li'1, .. m.L. _._ ,., r , 1 ,.,:t. , ..... ---'' , -r--- 1.,:'04*,46,04 - _.7.------ _ ...... - _ _ ...,1_,1:1, _ ... ' 7— ,..7,./. - --' , . -r-'. L7.7, ,...= 0'111,611:)'1. .--4 i' \ 0 ,A, . • ....,:' 11, . , '. . , , , , ... ., .. , ,. ,.,. . .,, F)( 2005_06 „.... id A :',, (1„Ili ' --,,- ,_ -..„7r .,, , 1111111 11 omi.......a.w.. ..„.. 9 7 1 I 11 ' " . . 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OArnernueca w - BattI ownta Elko s o Redd {y : ����PAM E V U T A H Lati'rlaak - r' 1';, , 1 im _ Ak"iel 1 It' • • • • • • On the Front Cover: a III On May 21, 2002, Tigard citizens approved a $13 million general obligation bond to construct a new library facility. The new library opened in August 2004 with much celebration. The new library is IR more than three times the same size of the former library and includes a larger children's room, a - local history room, a computer training room, the Grace Tigard Houghton reading room, and a community meeting room. II III The front cover features the new library; the Grace Tigard Houghton reading room; Curtis Tigard, el brother of Grace T. Houghton, and the City of Tigard's Mayor, Craig Dirksen, at the Library's grand • opening; computer area, and the whimsical painted columns by Mary Josephson in the children's • area. The reading room is due to the generous donation of the estate of Grace T. Houghton and the art in the children's area is due to the generous donation of the estate of Neva Root. - II II Cover design courtesy of Maureen Denny, City of Tigard, Finance. . IIII IIII II CITY OF TIGARD OREGON FY 2005 -06 ADOPTED BUDGET BUDGET COMMITTEE Mike Benner Mayor Craig Dirksen Mark Haldeman Councilor Sally Harding Katie Schwab Councilor Sydney Sherwood Jason Snider Councilor Nick Wilson Susan Yesilada Councilor Tom Woodruff CITY DEPARTMENT DIRECTORS Interim City Manager Craig Prosser Chief of Police William Dickinson City Engineer Gus Duenas City Recorder Cathy Wheatley Community Development Director James N.P. Hendryx Interim Finance Director Tom Imdieke Information Technology Director Gary Ehrenfeld Human Resources Director Sandy Zodrow Library Director Margaret Barnes Public Works Director Dennis Koellermeier Risk Manager /Management Analyst Loreen Mills City Attorney Ramis, Crew, Corrigan & Bachrach Prepared by Finance Department Staff: Tom Imdieke, Interim Finance Director Roger Dawes, Senior Accountant Maureen Denny, Senior Administrative Specialist Michelle Wareing, Management Analyst Aff/Aimult VA .,o.. •Mi,.a www.ci.tigard.or.us iM GOVERNMENT FINANCE OFFICERS ASSOCIATION D is tin g u ished B u d et Presentation Award PRESENTED TO City of Tigard Oregon For the Fiscal Year Beginning July 1, 2004 President Executive Director The Government Finance Officers Association of the United States and Canada (GFOA) presented an award of Distinguished Budget Presentation to the City of Tigard for its annual budget for the fiscal year beginning July 1, 2004. In order to receive the award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communication device. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. Table of Contents INTRODUCTION 2005 -2006 Budget Transmittal 1 Vision Task Force Goals 8 Council Goals 12 Citywide Organization Chart - By Program 13 READER'S GUIDE User's Guide to the Budget Document 15 Budget Process 18 Basis of Budgeting 20 Fund Structure 21 City Information 23 City of Tigard Map 27 BUDGET SUMMARY Budget Summary 29 Summary ofAll Funds 30 Summary of Contingency 35 Where the money comes from 36 Where the money goes 37 Staffing Levels 40 Fund Balance 42 Comprehensive Long Term Financial Forecast 44 REVENUE ANALYSIS Current Revenue Summary By Fund 53 Property Tax Summary 54 Assessed Valuation 55 Property Tax Revenue 56 State Revenue Sharing 57 Enterprise Funds - User Fees 58 Connection Fees 59 Permit Revenue 60 County Shared Revenue 61 Fine and Forfeiture Revenue 62 Interest Earnings 63 Franchise Fee Revenue 64 Interfund Transfers 66 PROGRAM SUMMARIES Program Budget Organization 75 Expenditure Summary by Program 77 Operating Budget History 78 COMMUNITY SERVICES PROGRAM Community Services Organization Chart 79 Expenditure /FTE Summary 80 Police Organization Chart /FTE Summary 81 Police Mission Statement 82 Police Administration 83 Police Operations 87 Police Support Services 92 Library Organization Chart/FTE Summary 97 Library Administration 98 Library Readers' Services 102 Library Technical Services 106 Library Circulation 109 Social Services and Community Events 112 PUBLIC WORKS PROGRAM Public Works Organization Chart 115 Expenditure /FTE Summary 116 Public Works Public Works Administration 117 Parks and Grounds 121 Sanitary Sewer 126 Storm Sewer 129 Street Maintenance 133 Fleet Maintenance 137 Property Management 140 Water 144 DEVELOPMENT SERVICES PROGRAM Development Services Organization Chart 149 Expenditure /FTE Summary 150 Community Development Organization Chart/FTE Summary 151 Community Development Administration 152 Building Inspection 155 Current Planning 159 Long Range Planning 162 Engineering Organization Chart/FTE Summary 166 Engineering Department 167 Street Lights & Signals 173 POLICY AND ADMINISTRATION PROGRAM Policy and Administration Organization Chart 177 Expenditure /FTE Summary 178 City Administration Organization Chart/FTE Summary 179 Mayor & City Council 180 City Management 184 Human Resources 189 Information Technology 193 Risk Management 196 Finance Organization Chart/FTE Summary 200 Finance Administration 201 Financial Operations 205 Office Services 209 Municipal Court 213 GENERAL GOVERNMENT General Government Organization Chart 217 Expenditure /FTE Summary 218 City Attorney 219 Technology 221 CAPITAL IMPROVEMENTS Capital Improvement Program Summary 223 Summary of Capital Projects 226 Five Year Capital Improvement Plan 227 DEBT SERVICE Debt Service 265 Debt Service Summary 266 General Obligation Bonds 267 Bancroft Improvement Bonds and Bond Anticipation Notes 268 Loans 269 Outstanding & Planned Debt Issues 270 Debt Service Schedules General Obligation Bond - Library 271 69th Avenue Local Improvement District 272 Dartmouth Local Improvement Bond -1998 273 Dartmouth Local Improvement District - 2003 274 OECDD /Cook Park Expansion 275 FUND SUMMARIES General Funds General Fund 277 Enterprise Funds Sanitary Sewer Fund 280 Storm Sewer Fund 282 Water Fund 284 Water CIP Fund 286 Water Quality /Quanity Fund 288 Water SDC Fund 289 Special Revenue Funds Building Fund 291 Criminal Forfeiture Fund 293 Electrical Inspection Fund 294 Gas Tax Fund 295 Insurance Fund 297 Parks SDC Fund 298 Street Maintenance Fund 299 Traffic Impact Fee Fund 300 Underground Utility Fund 302 Urban Services Fund 303 Urban Services Traffic Impact Fee Fund 305 Capital Projects Funds 79th Avenue LID Fund 307 Facility Fund 308 Parks Capital Fund 310 Wall Street LID Fund 312 Internal Services Funds Central Services Fund 313 Fleet/Property Management Fund 315 Debt Service Funds Bancroft Debt Services Fund 317 General Obligation Debt Service Fund 319 H istorical Funds 69th Ave. LID Fund 320 County Gas Tax Fund 321 Dartmouth LID /CIP Fund 322 Metro Greenspaces Fund 323 Park Levy Improvement Fund 324 Tree Replacement Fund 325 APPENDIX Schedule of Appropriations 327 Financial Policies 334 Glossary of Budget Related Terms 341 Advisory Committees 346 Staffing Summary 351 Management /Professional Group Salary Schedule 353 Tigard Police Officers Assoc. Salary Schedule 356 Oregon Public Employees Union Salary Schedule 357 INTRODUCTION Budget Transmittal 1 Vision Task Force Goals 8 Council Goals 12 Citywide Organization Chart - By Program 13 it `I I 114 1111/Illia CITY OF TIGARD • FY 2005 -2006 Budget Transmittal To the Citizens of the City of Tigard, As the Interim City Manager, I submitted my Proposed FY 2005 -06 Budget to the members of the Tigard Budget Committee on April 26, 2005. The Budget Committee, made up of the City Council and five citizen volunteers, held four public meetings on the Proposed Budget. At those meetings, the Budget Committee heard presentations from department directors and other City staff concerning the Proposed Budget for each City department. The Committee provided the opportunity for and received public comment. The Budget Committee approved amendments to the Proposed Budget and then forwarded it to the City Council for adoption. The Budget Committee elected for the City to continue to be fiscally conservative. The Budget contains only a net increase of 1.5 new positions. Following the approval of the Budget Committee, the budget went to the City Council, which held an additional public hearing on June 14, 2005. Following the hearing, the City Council adopted the FY 2005 -06 Budget. This transmittal letter summarizes the major provisions of the FY 2005 -06 Adopted Budget. The operating budget of $32,738,420 represents an increase of 4.5% from the FY 2004 -05 Revised Operating Budget and adds a net of 1.5 FTE to City staff. A patrol officer has been added to the force in the Police Department and 2 planning positions have been added in the Community Development Department to help with the City's economic development efforts, development of an urban renewal plan, and the update of the City's Comprehensive Plan. Reductions in positions were made in other City departments as a result of changes in programs and efficiencies. Visioning Process The City has had a visioning process since 1996. In this process, dubbed Tigard Beyond Tomorrow, citizens came together to establish a long term vision for the City. The Vision Goals are included in this Budget document and include direction statements and goals in the areas of Community Character and Quality of Life, Growth & Growth Management, Public Safety, Schools and Education, Traffic and Transportation, and Urban and Public Services. NM< Sd.ry Urban a NGIC Sxrk.r commxwv cnammx & GUamv a w. non.a sonoa.e name ononon 5 Etlucollon uowth s Growth Mon.p.m.M Visioning Target Areas Not all of these areas are the responsibility of the City, but most of them are. Action committees are reconvened no less than once per year to update the strategies and action plans and to provide additional direction as needed. The City has made progress in achieving these goals every year since they were first established, but that progress is not always readily apparent. In the 2004 update, citizens emphasized the need to clearly demonstrate the City's progress and to do a better job in communicating the City's success. The City Council picked up on this advice when they set their goals for calendar year 2005. The Council limited the goals to three to focus the City's efforts and directed that measurable results be achieved before the end of the calendar year. This budget is designed to comply with that directive and to continue the progress made in 2005 through the balance of the fiscal year and into the future. 41 Introduction - Page 1 A.1 1Y. FY 2005 -2006 Budget Transmittal 2005 Tigard City Council Goals Overlay actions taken in each of these areas is a commitment to: • Seek more community involvement • Tie actions to the Vision Task Force goals and strategies • Enhance the appearance of the City of Tigard • Measure results 1. Revitalize Downtown • Complete and implement the Downtown Plan • Urban renewal implementation o Public relations plan and vote o Identify and begin projects 2. Improve 99W • Identify specific projects to alleviate congestion on 99W • Prioritize projects /funding • Leverage additional funding 3. Address Growth • Revise Comprehensive Plan for Tigard and, if funded, for Bull Mountain • Metro — see changes • Identify and acquire Parks and Open Space • Review growth of expenditures and revenue • Graphic identity (branding) o Signage o Logo o Stationery Projects Funded to Implement Vision /Goals Projects in the budget to help revitalize the downtown include the development of an urban renewal plan and options for revitalizing the downtown. The plan is being developed as the result of a major effort just completed by the Tigard Downtown Task Force. The Task Force is in the last phases of developing a downtown concept plan to be sent to the City Council for approval. One of the most likely options for implementing the Downtown Plan is through urban renewal. The Tigard City Charter requires a citywide vote to create an urban renewal district. There is additional staffing in the Adopted Budget that will be working to spearhead the urban renewal effort and develop an urban renewal plan. The budget also includes funds to hire consultants to develop a public outreach strategy to communicate the plan and the urban revitalization options to the public. The Capital Budget includes funds for demonstration projects in the downtown area including open space acquisition, streetscape design, and right -of -way acquisition on Burnham Street. To help with the congestion on Highway (Hwy) 99W, funds are budgeted for improvements at the McDonald and Hwy 99W intersection. This intersection is currently overloaded. Making improvements on McDonald, which is a City road, will not only help McDonald, but it will also improve the operation of Hwy 99W. Hwy 99W is a state highway that runs through the middle of our City. It is the responsibility of the State of Oregon to operate and maintain it. State funding has not been adequate to keep this highway operating at acceptable levels. There is little that the City can do on its own to improve this facility, but what we can do, we will do. Ai - Page 2 - City of Tigard FY 2005 -2006 Budget Transmittal Other projects which will lay the ground work for better traffic flow along Hwy 99W include improvements to Hall Blvd and Hwy 99W and Greenburg Road and Hwy 99W. In addition, the City is applying for a Transportation Growth Management grant through the Oregon Department of Transportation (ODOT) to fund a corridor study of Hwy 99W. The study will look at options that both the City and ODOT can undertake in the future to help the congestion on this important regional highway. Recommendations from this study could have significant long term benefits for the functioning and appearance of the highway. The goal to address growth includes a variety of elements. One element is the update of the City's Comprehensive Land Use Plan. This plan was developed in the 1980s and has been amended several times since. It remains the guiding document for all development within the City. It is in need of updating to reflect current conditions. The budget includes one new position in the Community Development Department to begin a three year process to update and rewrite the Comprehensive Plan. One element of the Comprehensive Plan update is not addressed by this budget: the inclusion of unincorporated areas within the Comprehensive Plan update. The City's urban services area includes areas outside of the City's boundary. Over time, these areas will annex to and be served by the City. In addition, the Portland Metropolitan Urban Growth Boundary has recently been expanded and two new areas will be added to the City's urban services area. It is logical that the City's Comprehensive Plan include these areas, but because they are outside of our current boundaries, they pay no City taxes and therefore do not contribute to the funding of this effort. The City is in consultations with Washington County concerning this issue, and it is possible that a funding mechanism for the urban unincorporated areas will be developed in the near future. If funding is provided, the Budget will need to be amended to include this additional revenue and the additional expense of the larger Comprehensive Planning process. The Address Growth Goal also includes direction for the City to begin to acquire additional park and open spaces land. The Capital Budget includes funds to comply with this goal. The City's primary source of funding for acquisition of park and open space land is the Parks SDC (systems development charge). However, under state law, this cannot be the sole source of funding for this purpose. In 2004, the City Council doubled the City's Parks SDC, but this money cannot be spent without identifying a source of matching funds. The FY 2005 -06 Budget starts the City on an acquisition program, but if these acquisitions are to continue in future years, additional non -SDC funding will need to be identified. Finally, this Budget provides money to begin acquisitions; however, it does not provide funding to build parks or to maintain additional parks once built. This will be a significant issue facing the City over the next several years. Finally, the Address Growth Goal also includes an element to develop a new branding program for Tigard. The branding project is currently underway and will be completed before the start of FY 2005 -06. Because this effort is just beginning, it is not yet known what materials will be required or at what cost. In addition, some elements (such as new stationery) will be transitioned over time as the City orders new supplies. Once the City brand is developed, staff will review the completed proposal to determine what can be implemented with existing resources and whether any additional funding would be required. Overlaying all three of the Council's 2005 goals is their directive to continue to develop and improve communication with Tigard citizens. An important communication tool is the City's regular citizen newsletter, Cityscape. A recent survey shows that more citizens get information about the City and its activities from Cityscape than from any other source. In recent years, Cityscape has been reduced from twelve issues per year to nine because of limited funding. This Budget returns publication to twelve issues per year. In addition to elements of the Adopted Budget that respond to Council Goals, it is also important to respond to Vision Task Force Goals not directly addressed by the Council Goals and to maintain important City services. The Adopted Budget includes one new position in the Police Department to provide the resources needed to maintain public safety in the City. There are a number of other changes in department budgets that are explained in more detail below and in the rest of this document. AIC Introduction - Page 3 1J_ FY 2005 -2006 Budget Transmittal Summary of Changes by Department Following is a description of the budget for each department. These budgets are designed to continue quality services while addressing the City Council's goals that were established in January, 2005. City Administration Information dissemination and improved communication with Tigard citizens continues to be a high priority for the Department. Beside the Cityscape newsletter, the Department is using the Community Connectors program, City web page, and cable television broadcasts. The City will review each of these methods and will focus efforts on those that provide information to the public in a complete, concise, and understandable manner. For FY 2005 -06, the funding of the newsletter has been set to publish the newsletter monthly. City Administration includes budgets for Mayor & Council, City Management, Information Technology, Human Resources, and Risk Management. The budget of the Department is increasing by 3.05 %. Staffing is increasing by 1.0 FTE in Information Technology. This position was transferred from the Public Works Department. This position has traditionally worked with a major maintenance management software program used by the Public Works Department and it was felt that the position would be better suited being budgeted in the Information Technology Division. City Attorney The City obtains general legal and labor attorney services from outside law firms. Costs are tracked by issue and by department, though they are all charged to a central appropriation. The City works hard to manage legal issues to reduce costs. For FY 2005 -06, the City Attorney budget is up 3.9% from the FY 2004 -05 Budget. Community Development The Community Development Department is key to managing growth in the City of Tigard and making sure that as we grow we are developing the type of community we want. The Department includes the Long Range Planning, Current Planning, and Building Divisions. The functions and responsibilities of the Department include community planning; administration of the Development Code; building plan review and inspections; and customer service at the City's permit counter. The workload of the Department is impacted by the local economy and must be ready to quickly respond to building trends and development activity. The City has seen an increase in building activity over the last couple of years and the budget was prepared assuming that this trend will continue to some degree. The budget for this Department is up 11.2% from last year. The majority of this increase is for the funding of two Senior Planners in Long Range Planning and consulting support for the update of the Comprehensive Plan and development of an Urban Renewal Plan. - Engineering The Engineering Department continues to design and contract for improvements to streets, bridges, sanitary sewers, storm drainage, and parks. Major emphasis for FY 2005 -06 will be to form partnerships with other jurisdictions to develop improvements to the regional transportation facilities within the City, develop and implement projects in conjunction with the Tigard Downtown Improvement Plan, and further implementation of the Citywide Sewer Extension Program. The Department's budget also includes the management of the right -of -way throughout the City and also includes the funds for energy and maintenance costs of the City's street lights and signals. For FY 2005- 06 the Budget is up 6.3% from FY 2004 -05 in response to greater expected workload and energy costs for the street light system. There is no change in the staffing level. ,�'� Page 4 -City of Tigard FY 2005 -2006 Budget Transmittal Finance The FY 2005 -06 Budget for the Department is up 4.4% and staffing levels remain unchanged. The increase is due mainly to increases in employee health insurance costs and annual adjustments to contracted services. In previous years, the Administrative Services Division was broken into three sections, Office Services, Records, and Municipal Court. In FY 2004 -05, the Office Services and Records sections were combined into one section, Office Services, to more effectively manage staff resources. The Finance Department provides support to other City departments and is responsible for collecting City revenues and overseeing City finances. Library The FY 2005 -06 Budget for the Library is up 8.1 % from the FY 2004 -05 Revised Budget. The new Tigard Library opened in August 2004 and usage is up. The budget includes only minimal increases due to the limited funding from the Washington Cooperative Library Services (WCCLS). In May 2004, WCCLS placed an operating levy measure on the ballot that would have provided additional funding for libraries in the Cooperative. Although a majority of the voters approved the measure, a majority of the registered voters failed to cast ballots and the measure failed. AS the WCCLS funding is limited and has failed to keep pace with the growing needs of the Tigard Library, General Fund revenues, such as property taxes, are having to be used to fund a larger portion of the Library budget. General Fund revenues have also not kept pace with expenditure demands; therefore, Library open hours will remain at the reduced level. It is the City's desire to provide citizens with increased access to their new library, so Tigard is working closely with Washington County to obtain additional funding for library operations. Police The FY 2005 -06 Budget for the Department is up 8.1 % from the FY 2004 -05 Budget. Staffing levels are up 1.0 FTE. The Department continues to experience significant cost increases for personal services and important contract services such as the Washington County Consolidated Communications Agency, which provides dispatch service, and the Portland Police Data System. The Department will continue to actively pursue grant funding for certain material and services needs. In FY 2005 -06, the Department plans to receive over $200,000 in grant funds to purchase new portable radios, satellite phones, and obtain specialized training. Public Works The FY 2005 -06 Budget for the Department is down 1.2% from the FY 2004 -05 Revised Budget. Staffing level is down 3.0 FTE (One of these positions was transferred to City Administration). The reason for the reduction in operating costs and staffing is due to the Department not taking over the sanitary and storm sewer expansion area from Clean Water Services as was planned and budgeted for in FY 2004 -05. These additional costs were to be offset by the collection of user fees and charges. The costs and revenues associated with the take over have been removed from the FY 2005 -06 Budget. Most of the budget of this Department comes from non - General Fund sources (Water, Sanitary Sewer, and Storm Sewer) and those areas of the budget decreased due to not taking over the expansion area. The General Fund portion of this Department is increasing and is up 7.6% in FY 2005 -06. However, it should be noted that both the Public Works Administration and Street Maintenance Divisions receive funding from multiple funds and not just the General Fund. Only the Parks and Grounds Division receive all of its funding from the General Fund and its budget is up 5% from FY 2004 -05 Revised Budget. Capital Improvements The FY 2005 -06 Budget also includes $21.1 million for the Capital Improvement Program (CIP). The CIP includes projects designed to improve, expand, or perform major maintenance of the City's infrastructure: roads, water and sewer facilities, buildings, and parks and grounds. The CIP also includes projects to realize the goals set by the Council in January 2005. Some of the major projects planned for FY 2005 -06 include construction of a new reservoir, park land acquisition, phase two of the Hall Blvd. and Wall Street intersection, continuation of the Citywide Sanitary Sewer Extension Program, and construction of a third Aquifer Storage Recovery well. Introduction - Page 5 .L �.i FY 2005 -2006 Budget Transmittal Debt Service The FY 2005 -06 Budget includes debt service for the General Obligation bond approved by Tigard citizens in May 2002 to construct the new library. The bonds were sold to the Oregon Economic and Community Development Department (OECDD) because of the opportunity to obtain a lower interest rate and avoid bond issuance costs. The budget also includes estimated revenue of issuance of a bond anticipation note (BAN) for construction of the 79th Avenue Local Improvement District (LID). The BAN will be issued if the LID formation is approved. Once construction is completed, the BAN will be paid off with a long term Bancroft bond, which will be paid for with assessments collected from benefited property owners within the LID. The balance of debt service is related to completed local improvement districts, which is being paid by assessments from participating property owners, and repayment of the loan from OECDD for the Cook Park expansion. Financial Forecast One of the critical issues facing the City of Tigard over the next five years is the financial forecast. The City has been forecasting future revenues and expenses for all of its operations for a number of years. Recent forecasts are predicting declines in General Fund balances over the next several years. The City has been actively managing this situation by limiting expenses and making sure that fees for service are appropriately recovering the cost of service. The projected declines in the General Fund still exist though they are expected to reach the critical point a year later than expected last year. This will continue to require active management over the next several years, and soon may require the tough decision to either cut back services or to ask voters for approval for additional revenue. Recognizing this, the Mayor and City Council have initiated a process to establish a Financial Strategy Task Force. Membership of the Task Force will include the five citizen members of the Budget Committee, a member from the Downtown Task Force, a member from the Transportation Financial Strategies Task Force, and members of the City's Committee for Citizen Involvement. The Task Force will be asked to look at developing specific recommendations that the City Council could consider adopting to address the City's financial future. Funds Governments account for their activities in discrete financial units called funds. In FY 2005 -06, we will see the addition of two funds. The Parks SDC Fund was created to track the revenues associated with the collection of Park System Development Charges (SDCs). The City Council approved a new SDC methodology and fee that went into effect in January 2005 and this fund will give the City the ability to track this revenue stream separately from other park related fees and charges. In addition, a new local improvement district (LID) may be formed next year if the City Council approves the creation of the district after consideration of the Preliminary Engineer's Report. The 79th Avenue LID Fund is being created in anticipation of the district's creation in FY 2005 -06. The work associated with the Dartmouth LID /CIP Fund has been completed, so the fund has been eliminated in the FY 2005 -06 Budget. New to the Budget for FY 2005 -06 For the first year, the reader will find a new addition to the budget document. The first item is what we are calling "fun facts." These are some interesting facts that most of us would not be aware and are intended to add some light humor and "did you know" kind of data that might be of interest to the reader. „ - '�°°i'I Page 6 - City of Tigard FY 2005 -2006 Budget Transmittal Performance Measures The City has been working hard to clearly identify goals and results desired and to measure our progress towards achieving those goals. To that end, the City developed a performance measurement system over the past several years. Performance measurement has two aspects: workload and effectiveness. The City has included workload measures in its budget for several years. These measures report on historical and projected changes in our workload. They tell the reader how much we are doing. They do not tell how well we are doing it. In FY 2001 -02, we added effectiveness measures to our budget. These measures are designed to tell Tigard citizens how well we are doing our job. FY 2005 -06 marks the fifth year that Tigard has included effectiveness measures in its budget. These measures help us to gauge our progress in meeting the goals set for us by the City Council and the citizens of Tigard. Awards The City continues to participate in the Government Finance Officers Association Awards Programs for Financial Reports and Budget. The City has applied for the Certificate of Achievement for Excellence in Financial Reporting for the year ending June 30, 2004. The City also received the Distinguished Budget Presentation award for the FY 2004 -05 Budget. The City will continue to produce quality financial documents that meet the requirements of both of these programs. Conclusion The City continues to face significant issues. This budget is designed to produce near -term results in compliance with Council direction and at the same time to position the City to address long term issues such as funding and growth management. Respectively submitted, Craig Prosser Interim City Manager Introduction - Page 7 t '"!1_ Vision Task Force Goals The City of Tigard engages in two goal - setting /visioning processes, which help to set the direction for City government and help to determine departmental work plans. Vision Task Force A significant event happened in the Tigard community in the fall of 1996 and throughout 1997. Residents, government professionals, business people, and community group leaders volunteered to work together to determine the community's future. Adopting the name "Tigard Beyond Tomorrow," they established a process to define a vision for our community. Then they identified the resources for implementing that vision through a partnership of individuals and organizations. The Tigard Beyond Tomorrow process has now completed its eighth year of working toward the community's long term goals. Goal Update A commitment was made to update the vision on a regular basis and conduct a community -wide review of the vision to ensure that Tigard Beyond Tomorrow stays on track with the changing times and desires of our community. In the spring of 2004, the Citizen's Vision Task Force met to hear updates on issues in all six target areas and provide input for a citizen opinion survey. The 2004 opinion survey was distributed in the City's newsletter, Cityscape, in June. The survey asked respondents about neighborhood and commercial area characteristics, leisure time activities, volunteerism, Tigard's identity and communication. In October 2004, the Vision Task Force met to review the survey results and modify and add to the goals in each target area. Tigard Beyond Tomorrow goals include: Community Character & Quality of Life Direction Statement - Tigard citizens are involved in their community. Involvement will be citizen driven and citizens will have the tools to communicate effectively with community -wide decision - makers. Volunteer spirit will be maximized through community -wide coordination of volunteers. Our community will support its volunteers with appropriate training and volunteer recognition. Tigard will encourage local, regional, and community events. City funding priorities will go to events, which move toward financial self - sufficiency, and new community -wide events. Business owners, property owners, and residents of the Main Street Area shall display strong leadership, ownership, and commitment to downtown development. The Main Street area will be seen as a `focal point' for the community. A clear direction will be established for a pedestrian - friendly downtown and will be implemented. The Tigard community must have a defined, proactive vision for community aesthetics. Goals: Communication 1) The City will maximize accessibility to information in a variety of formats, providing opportunities for input on community issues, and effective two -way communication. 2) City policy makers shall facilitate two -way communication by providing timely information and responding to concerns raised. 3) The community will be able to effectively participate in decision - making processes because they understand the land -use system. „,..4 AIL Page 8 - City of Tigard Vision Task Force Goals Volunteerism 1) City will maximize the effectiveness of the volunteer spirit to accomplish the greatest good for our community. Central Business District (CBD) 1) Provide opportunities to work proactively with Tigard Central Business District Association (TCBDA) businesses and property owners and citizens of Tigard to set the course for the future of the central business district. 2) The downtown will provide a gathering place for the community and honor the sense of a small town /village. Community Events 1) Develop overall approach for sponsoring community events that establishes balance among popular or traditional standing events, requests for support of new events, and limited City resources. 2) On -going community- events will be financially self - sufficient long term. Community Aesthetics 1) Identify and implement projects and activities that enhance aesthetic qualities valued by those who live and work in Tigard. Community Diversity 1) Ethnic groups represented in Tigard will be recognized and involved in the community. Community Participation 1) The community will be encouraged to participate in all decision - making processes. Growth & Growth Management; Direction Statement - Tigard continues to grow. Growth will be accommodated while protecting the character and livability in new and established neighborhoods. The City will encourage and support private sector programs to maintain diverse and affordable housing. Urban services will be provided to all citizens within Tigard's Urban Growth Boundary. Recipients of services will pay their share. Local and small businesses will be encouraged as an important part of our community and our economy. The City of Tigard must be an active participant in regional issues. Its citizens will be educated about issues in our region and take advantage of opportunities to participate in decision- making processes. 1) Growth will be managed to protect the character and livability of established areas, protect the natural environment and provide open space throughout the community. 2) Urban services will be provided to all citizens within Tigard's urban growth boundary. 3) Encourage affordable housing development through public /private partnerships. 4) Distribute affordable housing throughout the community where it is close to services and transportation. 5) Establish and maintain economic development programs to attract and retain business. 6) Develop transportation infrastructure concurrently with new growth. 7) The City Comprehensive Plan shall be reviewed and revised to: • Accommodate growth while protecting the character and livability of new and established neighborhoods; • Provide for preservation of the natural environment and open space throughout the community; • Provide for parks and alternative transportation (e.g., bike paths); and • Create community gathering places. 41/4 Introduction - Page 9 AA- !J_ Vision Task Force Goals Public Safety Direction Statement - Tigard will be a safe place to live, play, and do business, with efficient public safety services coordinated by police, fire, and emergency management providers. Citizens and businesses will be well educated about public safety services; Tigard's citizens will understand their role and responsibilities for the safety of themselves and their community, and businesses will take a proactive role for their responsibility in protecting their investment in the community. Public Safety service providers shall plan for their service delivery in such a way as to minimize the negative impacts of the regional populations that travel to and through our community each day. Stable funding will provide uninterrupted public safety services at desired levels. 1) The community residents, business owners, and service providers will understand their roles through effective communication to successfully enhance public safety and emergency services. 2) Develop long -term, stable funding sources to ensure efficient, uninterrupted public safety and emergency services. 3) The community will be trained and prepared for emergencies. 4) Police outreach — better communications with all citizens. Traffic and Transportation Direction Statement - Tigard will take a proactive role in regional transportation planning. Funding sources will be diverse, include regional resources, and shall be adequate to build and maintain our transportation system. Each type of street will safely handle the traffic it is designed to serve. Local traffic will be served by a well- connected street network that minimizes traffic impacts on neighborhoods. Tigard's arterials and major collector streets will accommodate through - traffic reducing the impact of regional traffic on local neighborhoods. Altemative transportation methods will be affordable and available. Use of alternative transportation will be encouraged. 1) Improve traffic safety. 2) Alternative modes of transportation will be available and use shall be maximized. 3) Improve traffic flow. 4) Identify and develop funding resources. 5) Reduce reliance on 99W for local traffic use. 6) Support and promote ECO (Employee Commute Options) Rules. Schools. Education and Youth Direction Statement - Tigard area residents will have access to good quality public and private schools. Residents of our community, whether or not they have children in the school system, will understand the importance of education and how they can help promote education of our community. The public schools will have stable funding through state and local funding options. Curriculum and extra - curricular programs are important and will be well supported through volunteers, local funding, and increased partnerships with business and government. New development will assist in paying for new education infrastructure required by growth in the community. Public schools and govemmental entities in our community shall actively partner in day -to -day operations and other costs to facilitate the most efficient delivery of services. 1) Fully funded educational opportunities for students in Tigard - Tualatin Schools will be maximized. 2) Schools and city government will effectively work together to achieve operational efficiencies and develop support options. 3) Adequate govemment funding will permit the Tigard - Tualatin School District to prepare for growth. 4) School districts will ensure effective two -way communication to the entire community by regularly providing information about school - related issues. 5) Schools will encourage a variety of opportunities for citizens of all ages to access education programs for life -long leaming. '"°�I'i Page 10 - City of Tigard Vision Task Force Goals Urban and Public Services Direction Statement - Basic Urban Services (parks, recreational opportunities and libraries) will be provided to Tigard citizens through property taxes, fees, endowments, grants, estate planning and other alternative funding sources for service. Enhanced services (i.e. rental of shelters in the park, rental of rooms in the library, etc.) will be available on a cost - for - service basis. Expansion of the infrastructure necessary to serve growth will be paid for by growth. In an effort to facilitate the most efficient delivery of basic urban services, the city will encourage partnerships with businesses, special interest groups, and other communities. Citizens will be educated about basic urban services and how to access and preserve them. Library 1) Library will have a stable funding base for the provision of basic services. 2) A wide array of opportunities for life -long learning will be available in a variety of formats and used by the community. 3) Adequate facilities available for efficient delivery of life -long learning programs and services for all ages. Parks and Greenways 1) The City will educate and supports citizen efforts to understand the importance of floodplains and wetlands and how the areas are managed and protected. 2) Open space and greenway areas shall be preserved and protected. Recreation 1) Partnerships will provide a wide range of leisure and recreation opportunities that are coordinated and available for the Tigard community. Water and Stormwater 1) Actively participate in regional development of drinking water sources and adequate, innovative funding mechanisms to develop those sources for Tigard users while exploring local options for water reuse and groundwater source. 2) Equity position in a regional water system by 2007. 3) Stormwater runoff is effectively managed. Introduction - Page 11 L =i!_ Council Goals The Tigard City Council meets at the beginning of each calendar year to establish goals. Council goals comprise high - priority tasks or programs that the City Council intends to complete or initiate during the year, though attainment of these goals may take several years. The goals are based on Vision Task Force Goals, departmental needs, and City Council priorities. In the goal setting meeting, the City Council reviews information and develops a short list of goals. Council goals set the priorities for City government and are incorporated into departmental work plans. The City Council's focus for 2005 is to address three key areas. Overlaying specific actions taken in each of these areas is a commitment to: » Seek more community involvement » Tie actions to the Vision Task Force goals and strategies » Enhance the appearance of the City » Measure results Goal 1: Revitalize Downtown • Complete and implement the Downtown Plan • Urban renewal implementation • Public relations plan and vote • Identify and begin projects Goal 2: Improve 99W • Identify specific projects to alleviate congestion on 99W • Prioritize projects /funding • Leverage additional funding Goal 3: Address Growth • Revise Comprehensive Plan for Tigard and, if funded, for Bull Mountain • Metro - seek changes • Identify and acquire Parks and Open Space • Review growth of expenditures and revenue • Graphic Identity (branding) • Signage • Logo • Stationary p Page 12 - City of Tigard • Citywide Organization Chart - By Program CITIZENS OF TIGARD Mayor & City Council Community Public Development Policy and Services Works Services Administration Police Library Public Community Engineering City Finance Works Development Administration I I I Administration Administration Administration Administration Engineering City Finance Department Management Administration I I I Operations Readers' Parks Building Street Lights Human Financial Services & Grounds Inspection & Signals Resources Operations I I I Support Technical Sanitary Current Risk Adminstrative Services Services Sewer Planning Management Services I I I Circulation Storm Long Range Information Sewer Planning Technology Street Maintenance I Fleet Maintenance I Property Management I Water " Introduction - Page 13 .4. AL A* irr 'f' i i tit\ AAAA s=ia CITY OF TIGARD ,,,- ip_ Page 14 -City of Tigard al READER'S GUIDE User's Guide to the Budget Document 15 Budget Process 18 Basis of Budgeting 20 g 9 Fund Structure 21 City Information 23 City of Tigard Map 27 i :4 40 1 10 ti(11 rev CITY OF TIGARD • User's Guide to the Budget Document The budget document describes how the City of Tigard plans to meet the needs of the community. It is also a resource for citizens interested in learning more about the operation of their City government. The City budget fulfills several functions: • At its most basic level, the budget is an accounting document. It establishes the basic guidelines that the City uses to measure and control expenditures and to track its revenues. • The budget 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 the highest level, the budget is an important policy document. The annual budget process is the one time during the year when all of the City operations and processes are reviewed in a comprehensive manner. The City reviews the needs of the community, priorities, and goals and then matches resources against those needs, priorities, and goals. Resources are limited, so choices must be made. The annual budget reflects those choices. • Finally, throughout all levels, the budget is a communications tool. It is one means that the City uses to explain the various demands, needs, constraints, resources, and opportunities it faces. It communicates the choices made and the direction in which the City is headed. As the reader reviews the information in this document, he or she will see elements of each of these aspects of a budget. The City of Tigard's budget document is divided into nine primary sections as presented below: Introduction This section contains the Budget Transmittal Letter from the Interim City Manager. This letter summarizes the major provisions that have been included in the FY 2005 -06 Adopted Budget. It includes a discussion of the major policy issues that were considered and major changes from last year. It also discusses what future steps the City may be taking to address the financial outlook of the City. This section also contains the Vision Task Force Goals and Council Goals. These two documents define what the City hopes to achieve both in the long term and in the current fiscal year. These goals provide the foundation for many of the choices made in constructing 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 This section provides an overview of the budget and City information to help familiarize the reader with the City and its budget. The section includes the Budget Process, Fund Structure, and general City information including a map. 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 conditions. 4 11 , Guide - Page 15 ,441 !'i_ User's Guide to the Budget Document Finally, this section 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 and expectations for the future. The City uses the forecast to identify future trends, to identify 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 about 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, Development Services, Policy and Administration, and General Government. Each program area contains one or more operating departments or divisions. The Program Summaries section provides detailed information for each program area by department and division. The information in this section includes a program -level narrative and summary expenditures and authorized position counts. The following subsections within the Program Summaries section include a narrative for each division presenting the long term results the division is working to achieve, a description of the division's services and activities, FY 2005 -06 goals and objectives, accomplishments for the prior fiscal year, and major highlights of the division's budget. This section also includes workload indicators for each division showing how much work the division has accomplished in the past and how that workload is expected to change in FY 2005 -06. This section also includes effectiveness measures for each division. The City of Tigard has embarked on a program to measure how well it is doing its job. Effectiveness measures are indicators to show the progress of each division in achieving its long term results. Community Services Program This section includes budget appropriations and explanatory material for the Community Services Program. The Community Service 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, Parks and Grounds, Sanitary Sewer, Storm Sewer, Street Maintenance, Fleet Maintenance, Property Management, and Water. Development Services Program This section includes budget appropriations and explanatory material for the Development Services Program. The Development Services Program includes Community Development Administration, Building Inspection, Current Planning, Long Range Planning, Engineering, and Street Lights and Signals. Policy and Administration Program This section includes budget appropriations and explanatory material for the Policy and Administration Program. The Policy and Administration Program includes Mayor and City Council, City Management, Human Resources, Risk Management, Information Technology, Finance Administration, Financial Operations, Office Services, and Municipal Court. Page 16 - City of Tigard ID User's Guide to the Budget Document General Government Program This section includes budget appropriations and explanatory material for the General Government Program. This program includes the City Attorney and citywide technology. Capital Improvements The Capital Improvements section provides information about the City's Adopted Five -Year Capital Improvement Program (CIP). The Five -Year Capital Improvement Program contains information about major construction and capital acquisition projects that will be implemented in FY 2005 -06 plus projections of capital needs over the following four years. Debt Service The Debt Service section presents information on the City of Tigard's outstanding long term debt. This section shows current and future debt service requirements, calculations of debt ratios, and the comparison to statutory debt limitations. Fund Summaries The Fund Summaries section shows detailed fund reconciliations for each fund managed by the City. Afund is a self - balancing set of accounts and is used to track revenues and expenditures for specific operations. Under Oregon law and Generally Accepted Accounting Principles, revenues and expenditures of individual funds may not be co- mingled. This section shows current and historical information on the resources and requirements of each of the City's funds. Appendix The Appendix section contains a variety of other budget - related information to assist the reader's understanding, such as salary schedules, staffing summary, the City's financial policies, and a glossary of terms used in the budget. This section also includes a listing of Advisory Board and Committee members. Reader's Guide - Page 17 ,h1 " 4'i! Budget Process The process the City follows to prepare its annual budget complies with Local Budget Law established by the State of Oregon. The process and calendar of events leading up to adoption of this budget are as follows: Sept. /Oct. Executive staff identify program priorities and major issues for the coming fiscal year. Oct. /Nov. Finance Department prepares first draft of the Five Year Financial Forecast, identifying fund conditions, financial trends, and first -year budget parameters. December Finance Department prepares budget instructions, provides training to staff, and distributes budget parameters to departments. January Department Directors and staff begin assembling budget requests for review by the Finance Department. February Departments submit budget requests and supporting documentation to the Finance Department. March /April Director of Finance revises revenue estimates for coming year. Requested budgets are submitted to the City Manager. Budget discussions between Department Directors, City Manager, and Finance Department take place. April /May The City Manager's Proposed Budget is submitted to the Budget Committee for deliberation. Several public meetings are held to present the Proposed Budget to the Budget Committee to discuss and to allow citizen comment. The Budget Committee makes changes as appropriate and then approves the Budget and forwards it to the City Council for adoption. June A public hearing before City Council is held to allow citizens to comment on the Approved Budget. After the public hearing, the Approved Budget is adopted by City Council resolution. July Adopted Budget takes effect. Oregon Local Budget Law requires public input and participation throughout the process. All Budget Committee meetings are open to the public and are advertised as such. Advertisement of the public hearing prior to City Council adoption includes a summary of the budget as approved by the Budget Committee. Al ,g.. ` Page 18 - City of Tigard II Budget Process Budget Revision Procedures Oregon Local Budget Law establishes procedures to revise the budget as events occur after budget adoption. The type of event determines the procedures to be followed. Budget Amendment The Adopted Budget appropriates contingencies in each fund. Contingencies cannot be used unless transferred to a specific appropriation by Council Resolution amending the budget. Budget amendments during a fiscal year cannot exceed 15% of fund appropriations without approval of a Supplemental Budget. Supplemental Budgets Under Oregon Local 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% of the existing appropriations. Supplemental Budgets which include changes greater than 10% in any fund must be advertised and must be approved by the Budget Committee prior to adoption by the City Council. Supplemental Budgets of less than 10% of a fund may be adopted by the Council without Budget Committee action, but must be advertised in advance of approval. 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 19 gal- �i Basis of Budgeting The basis of budgeting is largely the same as the basis of accounting with a few exceptions. Budgets are prepared in accordance with the modified accrual basis of accounting for Governmental Fund Types. Proprietary Fund Type budgets follow the accrual basis of accounting except capital outlay, shown as an expense on a budgetary basis and capitalized for accounting purposes, and depreciation which 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 with current resources and reported as an expenditure. The balance of the liability is recorded in the General Long Term Debt Account Group (not shown budgetarily). Activities of the general fund, special revenue funds, debt service funds, capital improvement funds, enterprise funds, and internal service funds are included in the annual appropriated budget. Annual appropriations lapse at fiscal year -end (June 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 technique of accomplishing budgetary control. All encumbered amounts lapse at fiscal year -end. Ai. 41_ Page 20 - City of Tigard Fund Structure The following section presents summaries of all funds that comprise the City of Tigard budget. A fund is a self - balancing set of accounts. Most funds are established to track the revenues and expenses of a specific activity or operation. (For example, the Water Fund accounts for all water rate revenues and related charges and for the expenses of obtaining and providing water to the customers of the water utility.) The General Fund is the primary exception to this rule. The General Fund is used to account for general - purpose revenues and operations of the City. Most of the traditional, core operations of the City (i.e. Police, Library, Planning, Engineering, Mayor and Council) are budgeted in this fund. In FY 2005 -06, the city has created two new funds. The Parks SDC Fund will track revenues relating to the collection of Parks Systems Development Charges (SDCs). The 79th Avenue LID Fund is established to track revenues and expenditures for the legal improvement district (LID), if it is formed by the City Council. In FY 2005 -06, the City will use the following funds: Fund Type Fund Name General General Fund Enterprise Sanitary Sewer Fund Water CIP Fund Storm Sewer Fund Water Quality /Quantity Fund Water Fund Water SDC Fund Special Revenue Building Fund Traffic Impact Fee Fund Criminal Forfeiture Fund Underground Utility Fund Electrical Inspection Fund Urban Services Fund Gas Tax Fund Urban Services/Traffic Impact Fee Fund Insurance Fund Street Maintenance Fee Fund Parks SDC Fund Debt Service Bancroft Bond Fund General Obligation Debt Service Fund Capital Projects 79th Ave. LID Fund Parks Capital Fund Facility Fund Wall Street LID Fund Intemal Service Central Services Fund Fleet/Property Management Fund Historical 69th Ave. LID Fund County Gas Tax Fund Dartmouth LID /CIP Fund Metro Greenspaces Fund Park Levy Improvements Fund Tree Replacement Fund In FY 2002 -03, the beginning fund balances in the Park Levy Improvement Fund, and Metro Greenspaces Fund were transferred to the Parks Capital Fund to close out these funds and consolidate park capital improvement activities in one fund. The beginning fund balance in the County Gas Tax Fund was transferred to the Gas Tax Fund to consolidate all gas tax related funding. Also, the beginning fund balance in the 69th Ave LID Fund was transferred to the Bancroft Bond Fund because this LID was completed and the final assessments were made. These funds are shown for historical purposes only. ' Reader's Guide - Page 21 .4,1 ±!_ Fund Structure In FY 2003 -04, the beginning fund balance in the Tree Replacement Fund was transferred to the Parks Capital Fund to close out this fund and finalize consolidation of park capital improvement activities. This fund is now be shown for historical purposes only. Also in FY 2003 -04, the Street Maintenance Fee Fund was established to track revenues and expenditures for the Street Maintenance Fee that was approved by the City Council in November 2003. The City began billing for the fee in April 2004. In FY 2004 -05, the beginning fund balance in Dartmouth LID /CIP fund was transferred to the Bancroft Bond Fund to close out this fund. This fund was established to account for the construction costs for the Dartmouth Street Local Improvement District. This project has been finaled and all assessments have been allocated to the appropriate properties. ,,�y'^ 4IL Page 22 - City of Tigard City Information Form of Government The City of Tigard was incorporated in 1961. An elected Mayor and four Council members who comprise the City Council govern the City of Tigard. The City's Charter establishes a Mayor /Council form of government. Members of the City Council are elected at large to serve a four -year term. The Mayor presides at Council meetings and is elected at -large for a four -year term. The Mayor and Council provide community leadership, develop policies to guide the City in delivering services and achieving community goals, and encourage citizen awareness and involvement. The City Council appoints the City Manager, administrative head of the City government. The City Manager is responsible for ensuring Council policies are implemented using resources appropriated by the Council to achieve desired service results in the community. The Mayor and Council are responsible for establishing City policies. Services Provided The City provides the following services: Policy & Administration Public Works Development Services City Administration PW Administration Community Development Mayor & Council Parks & Grounds CD Administration City Management Sanitary Sewer Building Inspection Human Resources Storm Sewer Current Planning Information Technology Street Maintenance Long Range Planning Risk Management Fleet Maintenance Engineering Finance Property Management Engineering Finance Administration Water Street Lights & Signals Financial Operations Administrative Services Community Services General Government Police City Attorney Library Technology Social Services /Community Events Annual cost of services per capita: Actual Actual Actual Adopted Adopted Services FY 2001 -02 FY 2002 -03 FY 2003 -04 FY 2004 -05 FY 2005 -06 Community Services $190.00 $197.24 $200.53 $247.79 $262.66 Development Services 86.66 82.33 86.57 104.58 112.08 General Govemment 0.85 5.14 7.21 8.18 9.17 Policy & Administration 91.11 90.14 84.06 96.06 97.57 Public Works 180.06 181.56 182.85 244.83 236.95 Total $548.68 $556.41 $561.23 $701.43 $718.42 Reader's Guide - Page 23 .A 4S- City Information Population Facts Population by year: Population 2005 45,570 (Projected) Estimated Population (2005) 45,570 2004 44,650 Median Age (2000) 34.5 years old 2003 44,070 Number of Households (2000) 16,507 2002 43,040 Average Household Size (2000) 2.48 persons per unit 1990 27,050 Median Household Income (1999) $51,581 1980 14,286 Number of Housing Units (2000) 17,369 1970 6,499 Number of Occupied Units 16,507 Owner Occupancy Rate (2000) 58.3% 1960 347 *The census data in the above table was taken from the 2000 Census Report. The next census is due 2010. Age of Tigard Residents, 2000 10,000 8,276 8,000 7,307 6,730 5,864 0 6,000 3,574 4,000 1 Ii Fi76i 1IJ i5 1 5 2,000 563 NM 5 5 5 5 5 5 e c `' b r 9 r � 1), < p' 6�� w a d` ° � ae NO N NO NO ,o , J OO h E ��O �O � ti ^ R h D *The census data in the above table was taken from the 2000 Census Report. The next census is due 2010. Diversity, 2000 Census Data Hispanic or Latino (of any race) 3,686 8.90% One race 39,986 97% White 35,195 85.40% Black or African American 468 1.10% American Indian /Alaskan Indian 253 0.60% Asian 2,298 5.60% Native Hawaiian + Other Pacific 220 0.50% Islander Some other race 1,552 3.80% Two or more races 1,237 3.00% *Note: Hispanic or Latino is considered separately by the Census because an individual can be Hispanic or Latino and of any race *The census data in the above table was taken from the 2000 Census Report. The next census is due 2010. '"1.i; Page 24 - City of Tigard City Information PhysicallGeographic Facts The incorporated area of the City is 11.5 square miles or 7,360 acres. The City maintains 13 parks totaling over 179.63 acres and an additional 171.78 acres of areas considered greenways where development cannot occur. Tigard Land Uses, 2003 Tigard Facts Land Use Acres Percentage Square Miles 11.5 Residential 5,027 69% County Washington Commercial 1,787 25% School District Tigard - Tualatin * Industrial 452 6% Annual Average Rainfall 37.57" Total 7,266 100% Average Daily Temperature - Jan 38.9 Public Parks & Open Space 347* - July 65.8 Numbers approximate ( *parks acres already counted Highest Elevation - Bull Moutain in zoning totals) Summit 713 ft Source: Tigard MAGIC /GIS Department, March 2003 Lowest Elevation - Cook Park Riverfront 104 ft *Scholls Ferry area served by Beaverton District Tigard's census is done bi- annually. Since the next census will not be completed until July 2005, no new information was available. Economic Facts Tigard's location in the Portland metropolitan area provides citizens with many diverse employment opportunities. 0 The unemployment rate in the Portland metropolitan area averaged 7.20% during the year 2004, representing a decrease of 10.87% from the previous year. The Portland metropolitan area's February 2005 unemployment rate of 6.90% continues to show a decline, but the Portland metropolitan area still has unemployment rates greater than the national average, which was 5.40% at the end of February 2005. Value added through new construction continues to increase assessed value. Due to the state of the current economy, the increase is not as large as in previous years. The results of the first nine months of Fiscal Year 2004- 05 are showing building activity slightly higher than the same time period in FY 2003 -04. The top ten employers in the Portland Metropolitan area, as of December 31, 2004, are: Employer # of Employees Intel 14,363 Providence Health System 13,753 Oregon Health & Science University 11,400 Legacy Health System 7,907 Kaiser Foundation Health Plan of the NW 7,433 Portland School District 6,700 Nike Inc. 5,742 City of Portland 5,355 Fred Meyer 5,300 Safeway, Inc. 5,282 Reader's Guide - Page 25 ..U. 6 City Information The top ten taxpayers in the City of Tigard are: Type of Business Percent of Total Assessed Valuation Oregon Business Park 3.81% Washington Square Shopping Mall 2.48% Lincoln Center Office Park 1.80% Verizon Northwest Inc. 1.28% Park 217 & Nelson Business Park 0.81% Portland General Electric 0.72% Northwest Natural Gas 0.59% Embassy Suites 0.54% Nimbus Business Center 0.53% Meier & Frank — Washington Square 0.48% Economic Data Number of Businesses, 2004 2,764 615 home -based Jobs (1997 Economic Census estimate) 28,233 Primary Economic Sector (receipts /sales) Wholesale Trade Tax Rate 2.51310 per $1000 of assessed value Total Assessed Value (2005) $ 4,066,460,603 "`ii Page 26 - City of Tigard Spa 4 City of Tigard, Oregon 11444 (3"" TAYLOR'S ,F5Y Fu) tL_;1y 13125 SW Hall Blvd., Tigard, OR 97223 . city of Tigard PHONE: (503) 639 -4171 WEB: http: / /www.ci.tigard.ar.us e eni are o Ma CC r LOCUST ST S Ct{OU-S Metzger Englewood O e - '' Elementary Park N DAKOTA ST 7 � �. ' s um , PF ? G ii' .. gFF . ■ ¢ A. Q > ui 5 Woodward V Woodard Park Park I er D Norttrview EIeT pLNUT • Park -te Park N' Fowler Si- yN $ 1442- Jack Middle - W School 014 FR rQ Q Tab ■ Fenno B � Perk Tigard City Hall s ,;i e- :<\ Cooke it •Tigard Public Library GAARDE ST - O BULL MOUNTAIN RD Bonito cr Park to BONITA RD CC Twallly. iu CD Junior O High • W Templeton Q Z1 O Elementary nt a o a Z csr w r LO 0 BEEF BEND RO. DURHAM c R D -1 n Tigard Durham ,e,(8 "Cl • sol Elementary O rn 2000 0 2000 Feet Tualatin r N 1 1 CO awls ,c) Cook Perk 2 d Milsat atrPada °' 00 Q Le gend ' Cr v Community Development -'C AY/ 4 11 11111 AAA "la CITY OF TIGARD ,,i;. Page 28 - City of Tigard BUDGET SUMMARY Budget Summary 29 Summary of All Funds 30 Summary of Contingency 35 Where the money comes from 36 Where the money goes 37 Staffing Levels 40 Fund Balance 42 Comprehensive Long Term Financial Forecast 44 /494 CITY OF TIGARD • Budget Summary Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 Operating Budget Budget by Program Community Services $8,692,332 $9,014,200 $11,064,005 $12,218,688 $11,969,249 $11,969,249 Public Works 8,001,433 8,219,288 10,931,584 10,809,546 10,797,819 10,797,819 Development Services 3,628,237 3,891,491 4,669,426 5,119,123 5,107,338 5,107,338 Policy and Administration 3,972,449 3,778,720 4,288,933 4,454,278 4,446,332 4,446,332 General Government 226,493 324,270 365,120 417,682 417,682 417,682 Total by Program $24,520,944 $25,227,969 $31,319,068 $33,019,317 $32,738,420 $32,738,420 Operating Budget Budget by Classification Personal Services $16,589,270 $16,985,338 $19,755,760 $21,119,026 $20,859,754 $20,859,754 Materials and Services 7,740,677 7,919,674 10,434,108 10,761,291 10,753,666 10,753,666 Capital Outlay 190,997 322,957 1,129,200 1,139,000 1,125,000 1,125,000 Total by Classification $24,520,944 $25,227,969 $31,319,068 $33,019,317 $32,738,420 $32,738,420 Operating Budget Budget by Department Police $6,697,617 $7,044,475 $8,524,953 $9,357,360 $9,212,716 $9,212,716 Library 1,872,623 1,837,487 2,387,502 2,687,453 2,580,733 2,580,733 Social Services & Community Events 122,092 132,238 151,550 173,875 175,800 175,800 Public Works 8,001,433 8,219,288 10,931,584 10,809,546 10,797,819 10,797,819 Community Development 2,094,346 2,449,716 2,984,132 3,324,581 3,316,768 3,316,768 Engineering /Street Lighting 1,533,891 1,441,775 1,685,294 1,794,542 1,790,570 1,790,570 Finance 1,646,918 1,637,030 1,926,212 2,016,069 2,011,591 2,011,591 City Administration 2,325,531 2,141,690 2,362,721 2,438,209 2,434,741 2,434,741 General Government 226,493 324,270 365,120 417,682 417,682 417,682 Total by Department $24,520,944 $25,227,969 $31,319,068 $33,019,317 $32,738,420 $32,738,420 Full -Time Equivalent Positions 260.45 258.00 265.20 269.20 266.70 266.70 Budget Summary - Page 29 1 " "!_ +; Summary of All Funds Sanitary Storm Water General Sewer Sewer Water CIP Fund Fund Fund Fund Fund Description RESOURCES Beginning Fund Balance $8,671,679 $8,569,263 $1,073,959 $7,204,703 $1,971,127 Revenues Total Property Taxes $9,582,474 $0 $0 $0 $0 Total Other Agencies 2,875,495 0 0 50,000 0 Total Fees & Charges 1,011,695 2,074,957 1,100,000 7,180,858 350,000 Total Fines 650,827 0 0 0 0 Total Franchise Fees 2,822,409 0 0 0 0 Total Interest & Rentals 204,000 188,000 17,500 212,500 100,000 Total Bond and Note Proceeds 0 0 0 0 0 Total Other Revenue 25,000 (5,000) (3,000) 14,000 0 Total Revenues $17,171,900 $2,257,957 $1,114,500 $7,457,358 $450,000 Transfers in from other funds $2,677,233 $0 $0 $63,701 $6,570,478 TOTAL RESOURCES $28,520,812 $10,827,220 $2,188,459 $14,725,762 $8,991,605 REQUIREMENTS Expenditures by Program: Community Services $11,969,249 $0 $0 $0 $0 Public Works 2,629,088 899,832 877,367 5,250,315 0 Development Services 2,941,422 0 0 0 0 Policy and Administration 343,085 0 0 0 0 General Government 0 0 0 0 0 Total Expenditures $17,882,844 $899,832 $877,367 $5,250,315 $0 Debt Service $0 $0 $0 $0 $0 Capital Improvements 0 2,990,000 674,000 1,130,250 3,538,993 Transfer out to other funds 4,507,732 574,216 411,908 7,339,351 0 Contingency 1,000,000 679,000 150,000 1,000,000 373,500 Total Budget $23,390,575 $5,143,048 $2,113,275 $14,719,916 $3,912,493 Ending Fund Balance /Reserves $5,130,237 $5,684,172 $75,184 $5,846 $5,079,112 TOTAL REQUIREMENTS $28,520,812 $10,827,220 $2,188,459 $14,725,762 $8,991,605 A in_ Page 30 -City of Tigard a Summary of All Funds Water Quality/ Water Criminal Electrical Quantity SDC Building Forfeiture Inspection Fund Fund Fund Fund Fund Description RESOURCES Beginning Fund Balance $1,875,868 $1,520,563 $1,619,687 $23,966 $245,933 Revenues Total Property Taxes $0 $0 $0 $0 $0 Total Other Agencies 0 0 0 0 0 Total Fees & Charges 26,500 346,272 1,388,906 0 244,430 Total Fines 0 0 0 35,000 0 Total Franchise Fees 0 0 0 0 0 Total Interest & Rentals 39,000 45,000 31,500 500 5,500 Total Bond and Note Proceeds 0 0 0 0 0 Total Other Revenue 0 0 0 0 0 Total Revenues $65,500 $391,272 $1,420,406 $35,500 $249,930 Transfers in from other funds $0 $0 $389,106 $0 $0 TOTAL RESOURCES $1,941,368 $1,911,835 $3,429,199 $59,466 $495,863 REQUIREMENTS I Expenditures by Program: Community Services $0 $0 $0 $0 $0 Public Works 0 0 0 0 0 Development Services 0 0 1,720,916 0 0 Policy and Administration 0 0 0 0 0 General Government 0 0 0 0 0 Total Expenditures $0 $0 $1,720,916 $0 $0 Debt Service $0 $0 $0 $0 $0 Capital Improvements 275,000 830,000 0 0 0 Transfer out to other funds 76,194 970,477 398,138 50,000 295,662 Contingency 34,000 100,000 300,000 0 40,000 Total Budget $385,194 $1,900,477 $2,419,054 $50,000 $335,662 Ending Fund Balance /Reserves $1,556,174 $11,358 $1,010,146 $9,466 $160,201 TOTAL REQUIREMENTS $1,941,368 $1,911,835 $3,429,199 $59,466 $495,863 Budget Summary - Page 31 Al ._C Summary of All Funds Street Parks Parks Maintenance Gas Tax Insurance Capital SDC Fee Fund Fund Fund Fund Fund Description RESOURCES Beginning Fund Balance $1,552,821 $617,000 $2,211,721 $0 $128,136 Revenues Total Property Taxes $0 $0 $0 $0 $0 Total Other Agencies 2,635,925 0 865,694 0 0 Total Fees & Charges 11,420 0 10,000 1,608,286 800,000 Total Fines 0 0 0 0 0 Total Franchise Fees 0 0 0 0 0 Total Interest & Rentals 31,300 14,500 51,000 61,380 4,000 Total Bond and Note Proceeds 0 0 0 0 0 Total Other Revenue 108,636 30,000 105,000 0 0 Total Revenues $2,787,281 $44,500 $1,031,694 $1,669,666 $804,000 Transfers in from other funds $0 $0 $2,804,987 $1,900,000 $0 TOTAL RESOURCES $4,340,102 $661,500 $6,048,402 $3,569,666 $932,136 REQUIREMENTS Expenditures by Program: Community Services $0 $0 $0 $0 $0 Public Works 0 0 0 0 0 Development Services 445,000 0 0 0 0 Policy and Administration 0 0 0 0 0 General Government 0 0 0 0 0 Total Expenditures $445,000 $0 $0 $0 $0 Debt Service $0 $0 $282,876 $0 $0 Capital Improvements 1,943,361 0 3,714,566 0 725,000 Transfer out to other funds 1,305,617 0 1,900,000 1,909,917 119,800 Contingency 350,000 0 150,000 0 80,500 Total Budget $4,043,978 $0 $6,047,442 $1,909,917 $925,300 Ending Fund Balance /Reserves $296,124 $661,500 $960 $1,659,749 $6,836 TOTAL REQUIREMENTS $4,340,102 $661,500 $6,048,402 $3,569,666 $932,136 "'!i;,' Page 32 - City of Tigard Summary of All Funds Traffic Traffic Wall Impact Underground Urban Impact Fee Street Fee Utility Services Urban Serv. Facility LID Fund Fund Fund Fund Fund Fund Description RESOURCES Beginning Fund Balance $1,187,867 $366,014 $630,525 $599,700 $1,500,070 $0 Revenues Total Property Taxes $0 $0 $0 $0 $0 $0 Total Other Agencies 660,000 0 0 0 0 0 Total Fees & Charges 735,000 35,000 507,043 175,000 0 0 Total Fines 0 0 0 0 0 0 Total Franchise Fees 0 0 0 0 0 0 Total Interest & Rentals 40,000 7,500 7,500 15,000 35,000 0 Total Bond and Note Proceeds 0 0 0 0 0 0 Total Other Revenue 150,000 0 0 0 0 0 Total Revenues $1,585,000 $42,500 $514,543 $190,000 $35,000 $0 Transfers in from other funds $0 $0 $0 $0 $583,000 $40,000 TOTAL RESOURCES $2,772,867 $408,514 $1,145,068 $789,700 $2,118,070 $40,000 REQUIREMENTS Expenditures by Program: Community Services $0 $0 $0 $0 $0 $0 Public Works 0 0 0 0 0 0 Development Services 0 0 0 0 0 0 Policy and Administration 0 0 0 0 0 0 General Government 0 0 0 0 0 0 Total Expenditures $0 $0 $0 $0 $0 $0 Debt Service $0 $0 $0 $0 $0 $0 Capital Improvements 2,051,364 170,000 0 200,000 1,470,254 40,000 Transfer out to other funds 206,797 0 494,917 30,952 51,000 0 Contingency 325,000 26,000 49,000 34,000 260,000 0 Total Budget $2,583,161 $196,000 $543,917 $264,952 $1,781,254 $40,000 Ending Fund Balance /Reserves $189,706 $212,514 $601,151 $524,748 $336,816 $0 TOTAL REQUIREMENTS $2,772,867 $408,514 $1,145,068 $789,700 $2,118,070 $40,000 ' Budget Summary - Page 33 Al- 41; Summary of All Funds Fleet/ Bancroft 79th Ave Central Property Bond Debt GO Debt LID Services Mgmt Service Service Fund Fund Fund Fund Fund Total Description RESOURCES Beginning Fund Balance $0 $1,314,517 $60,000 $541,198 $397,700 $43,884,017 Revenues Total Property Taxes $0 $0 $0 $0 $790,331 $ 10,372,805 Total Other Agencies 0 0 0 0 0 7,087,114 Total Fees & Charges 0 0 0 0 0 17,605,367 Total Fines 0 0 0 0 0 685,827 Total Franchise Fees 0 0 0 0 0 2,822,409 Total Interest & Rentals 15,000 30,000 3,350 189,709 9,500 1,358,239 Total Bond and Note Proceeds 1,350,000 0 0 260,773 0 1,610,773 Total Other Revenue 0 0 0 0 0 424,636 Total Revenues $1,365,000 $30,000 $3,350 $450,482 $799,831 $41,967,170 Transfers in from other funds $0 $4,638,892 $1,258,707 $0 $0 $20,926,103 TOTAL RESOURCES $1,365,000 $5,983,409 $1,322,057 $991,680 $1,197,531 $106,777,290 REQUIREMENTS Expenditures by Program: Community Services $0 $0 $0 $0 $0 $ 11,969,249 Public Works 0 0 1,141,217 0 0 10,797,819 Development Services 0 0 0 0 0 5,107,338 Policy and Administration 0 4,103,247 0 0 0 4,446,332 General Government 0 417,682 0 0 0 417,682 Total Expenditures $0 $4,520,929 $1,141,217 $0 $0 $ 3Z738,420 Debt Service $0 $0 $0 $969,736 $972,563 $ 2,225,175 Capital Improvements 1,350,000 0 0 0 0 21,102,788 Transfer out to other funds 0 201,077 82,348 0 0 20,926,103 Contingency 0 718,625 90,000 0 0 5,759,625 Total Budget $1,350,000 $5,440,631 $1,313,565 $969,736 $972,563 $ 82,752,110 Ending Fund Balance /Reserves $15,000 $542,778 $8,493 $21,944 $224,968 $ 24,025,180 TOTAL REQUIREMENTS $1,365,000 $5,983,409 $1,322,057 $991,680 $1,197,531 $106,777,290 ,Ak Page 34 - City of Tigard al Summary of Contingency The FY 2005 -06 budget includes contingency appropriations for most operating funds. Contingencies are built into the budget to ensure that funds are available for unforeseen events and to build a cushion into revenue estimates. Beginning in FY 2000 -01, contingencies were sized according to the maximum amount allowed by Oregon Local Budget Law (15% of total fund appropriations) or a prudent amount based on the size of the fund. Revised Adopted Fund Summary 2004/05 2005/06 General Fund $247,479 $1,000,000 Sanitary Sewer Fund 591,708 679,000 Storm Sewer Fund 254,604 150,000 Water Fund 1,282,242 1,000,000 Water SDC Fund 175,750 100,000 Water CIP Fund 1,755,359 373,500 Water Quality /Quantity Fund 42,000 34,000 Gas Tax Fund 250,000 350,000 Parks Capital Fund 167,571 150,000 Traffic Impact Fee Fund 315,000 325,000 Traffic Impact Fee Urban Services Fund 75,500 34,000 Building Fund 249,005 300,000 Electrical Inspection Fund 38,000 40,000 Underground Utility Fund 37,500 26,000 Urban Services Fund 115,500 49,000 Wall Street LID Fund 0 0 Street Maintenance Fee Fund 104,280 80,500 Parks SDC Fund 0 0 Facility Fund 440,500 260,000 Central Services Fund 458,381 718,625 Fleet /Property Management Fund 62,647 90,000 GO Debt Service Fund 0 0 Bancroft Bond Debt Service Fund 0 0 Total Contingency $6,663,026 $5,759,625 Contingencies may not be spent directly; if needed, they must first be transferred to a program expenditure by resolution of the City Council. If not transferred to a program expenditure during a fiscal year, the contingency amount becomes part of the ending fund balance. ' Budget Summary - Page 35 ,a1�1 Where the money comes from... Resources to meet the City of Tigard's obligations and service needs are derived from three primary sources: beginning fund balance, current revenues, and fund transfers. Beginning fund balance consists Transfers___ Beginning of revenues carried forward from previous fiscal 20 �° Fund years, including reserves for specific purposes (e.g., Balances debt reserves and capital improvements) and monies 41% used for cash flow. Current revenues are those earned from City operations or taxes levied during Current III the fiscal year. The principal sources of current Revenues revenues are utility fees and charges, property taxes, 39'/0 and development fees and charges. The third Total Resources $106,777,290 primary source is a transfer between funds. - - Transfers are used to pay for either direct or indirect costs between funds. Current Revenues $41,967,170 Bond P roceeds/P rincipal Interest Earnings 4% 3% Other Revenues \ Fines & I P/ Property Taxes Forfeitures \ j 24% Franchise & 2% Business Tax Grants 7% 5% M isc. Fees & Charges I \ Interagency — Revenues Building and poi Utility Fees & Development Fees & Charges Charges 24% 17% Resources Beginning Fund Balance $43,884,017 Current Revenues Property Taxes 10,372,805 Grants 2,219,375 Interagency Revenues 4,867,739 Building and Development Fees & Charges 7,005,288 Utility Fees & Charges 10,033,644 Misc. Fees & Charges 219,610 Franchise & Business Tax 3,069,234 Fines & Forfeitures 685,827 Interest Eamings 1,358,239 Bond Proceeds /Principal 1,610,773 Other Revenues 524,636 Subtotal Current Revenues $41,967,170 Fund Transfers 20,926,103 Total Resources $106,777,290 411 „AJ. 41_ Page 36 - City of Tigard 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 appropriated 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 a future fiscal year. 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 major categories. Total Requirements $106,777,290 Ending Fund Balance 23% Total Appropriations 77% The total requirements of the FY 2005 -06 City budget total $106.8 million. Of that amount, 77% is actually appropriated for use during the fiscal year. The remaining 23% is ending fund balances. These balances cannot be used during the fiscal year and are reserved for future requirements and cash flow. Total Appropriations $82,752,110 Transfers Program 25% Expenditures 39% Contingency 7 % Debt Service Capital / 3% Improvements — 26% Requirements Current Expenditures Operating Budget $32,738,420 Debt Service 2,225,175 Capital Improvements 21,102,788 Contingency 5,759,625 Subtotal Current Expenditures $61,826,008 Transfers $20,926,103 Ending Fund Balance 24,025,180 Total Requirements $106,777,290 Budget Summary - Page 37 1. . Where the money goes... Total appropriations of $82,752,110 consist of several subcategories of use. Of this amount, Program Expenditures account for 39% of the total. Program Expenditures make up the City's operating budget. Appropriations are also established for debt service, 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. Capital improvements account for 26% of total appropriations. Capital improvements consist of major construction or acquisition projects that add to or extend the life of major City facilities and assets. Transfers between funds total 25% 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 7% 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. Program expenditures are the operating budget of the City. Program expenditures pay for the day -to -day costs of running the City and providing services to citizens. This is the heart of the City budget. Program expenditures may be looked at from several different perspectives. Each perspective provides a different view of the use of these dollars. The following charts show three different perspectives of Program expenditures. Program Expenditures Total Operating Budget by Program $32,738,420 Policy and General Govt. Admin. — 1 % Community 14% — Services \ 36% Development Services 16% \\___ Public Works 33% Program Expenditures by Program shows the major functional areas that make up the total City operating budget. The largest functional areas within the operating budget are the Public Works Program (33 %) and Community Services (36 %). The Public Works Program area consists of services that operate and maintain the City's infrastructure (roads, water system, parks and grounds, sanitary and storm sewers, and City facilities). The Community Services Program consists of Police and Library services. The Development Services Program accounts for 16% of the total operating budget. This program area includes building permits and inspections, land use planning, and engineering services. The Policy and Administration Program accounts for 14% of the total operating budget. This program area includes the Mayor and City Council and central City administrative functions. The General Government Program is 1% of the total operating budget. This program area consists of City Attorney and technology costs for all City departments. ,1. 4 Page 38 - 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 33% of the budget. Public Works is followed by Police with 28 %, Community Development with 10 %, City Administration with 7 %, and the Library with 8 %, Finance with 6 %, and Engineering with 6 %. General Government is 1°/0 and Social Services and Community Events accounts for less than 1% of the operating budget. Program Expenditures Total Operating Budget by Department $32,738,420 City Administration General Govt. Finance 1 % Police 6% i 28% Engineering 6 % Library 8% Community Development 10% Social Svcs & Community Events Public Works 1% 33% Finally, the third way to view the Program Expenditures is by major object category. Approximately 64% of the operating budget is spent for Personal Services — the salaries and benefits for staff who are actually operating the programs and providing services to the public. Materials and Services (supplies, professional services, small equipment and tools, etc.) account for 33% of the operating budget. Finally, Capital Outlay (purchases of equipment) necessary to running programs and providing services accounts for 3% of the operating budget. Program Expenditures Total Operating Budget by Category $32,738,420 Capital Outlay 3% Materials & Services Personal 33% Services 64% Budget Summary - Page 39 . J. a!' Staffing Levels Full -Time Equivalent Positions Number of City Personnel Per 1,000 Population 280.00 - 6.10 240.00 6.00 - 200.00 5.90 160.00 5.80 120.00 5.70 - 80.00 - 560 40.00 - 5.50 0.00. FY 2001 -02 FY 2002 -03 FY 2003 -04 FY 2004 -05 FY 2005 -06 FY 2002 -03 FY 2003 -04 FY 2004 -05 FY 2005 -06 Actual Actual Actual Revised Adopted Actual Actual Revised Adopted Adopted Between FY 2004 -05 and FY 2005 -06, City staff levels have increased approximately .5 %, or a net increase of 1.5 FTE. Several key factors have contributed to this increase. A summary of the changes by Department is included below: Police Department Police staffing for the past couple years has been 75 to 77 FTE. In FY 2005 -06 staffing will increase to 78 FTE. This increase is to keep pace with the growing population. The increase to 78 FTE is the addition of one Police Officer in Police Operations Division. Library Overall, the Department remains the same at 33.20 FTE. In the Technical Services Division, a Technical Services Specialist position of 1.0 FTE is being reclassified to a Library Services Supervisor. In FY 2004 -05, one FTE was transferred from Circulation, thereby eliminating two, half -time Library Aide positions in Circulation and adding one Librarian position to Readers' Services. Public Works Overall, staffing for the Department has decreased by 3.0 FTE. In addition to the reallocation of certain positions among Divisions for funding source purposes, there were additional positions added and eliminated. Public Works Administration transferred .25 FTE to the Water Division. The Sanitary Sewer Division cut a .5 FTE Utility Worker II position. The Storm Sewer Division FTE decreased by 1 due to the elimination of a .5 Utility Worker II and a .5 Senior Utility Worker position. The positions in Sanitary and Storm Sewer were eliminated as they were not needed as the City did not take over sanitary and storm service areas for Clean Water Services as planned in FY 2004 -05. The Fleet Maintenance Division eliminated a 1.0 FTE Mechanic, but added a .5 FTE Administrative Specialist II. Street Maintenance Division eliminated a 1.0 FTE Utility Worker position as this Division is contracting out more work. The Water Division increased by .25 FTE due to the transfer of a .25 FTE Water Quality Coordinator position from Public Works Administration and reclassed a Utility Worker II position to a Water Quality Coordinator. Page 40 - City of Tigard Staffing Levels Community Development Staffing in the Community Development Department has increased by 2.5 FTE. In Building Inspection, a .05 FTE Administrative Specialist was added to assist in the additional workload related to increased building and development activity. In Long Range Planning, 2.0 FTE Senior Planners were added to assist with future development and possible Urban Renewal projects in the downtown area. Engineering No additional FTE were added in FY 2005 -06. City Administration The Department is up 1.0 FTE due to the addition of a Micro Computer Support Tech position in Information Technology. There were also some positions added and eliminated within divisions which had no effect on net FTE. Finance There are no staffing changes which affected FTE for FY 2005 -06. Full -Time Equivalent Positions by Department Total FTE: 266.70 Finance City Admin. 24.10 T 16.80 Police 78.00 Engineering 15.50 � Community Development- V Library 37.00 33.20 Public Works 62.10 Budget Summary - Page 41 .41 "'�_i, Fund Balance Beginning Fund Balances $43,884,017 Traffic Improvement Other Funds Gas Tax Funds Fee Funds 11% 4% 4% General Fund N \ = 20% Debt Funds 2% Development Funds j 6% Capital Project 1, Enterprise Funds - Funds 3% 50% 41 % of the City's FY 2005 -06 total resources comes from beginning fund balances — money carried over from previous fiscal years. In the City's General Fund, the beginning fund balance is projected to be $8,671,679. 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, Library, Parks and Grounds, Planning, and City Administration. 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 Forecast. The largest portion of the beginning fund balances is made up of $22.2 million in the enterprise funds. These funds are dedicated to the operation, maintenance, and capital improvement programs of the City's sanitary, storm, drinking water systems, and future water supply. In the three capital project funds, the fund balance of almost $1.5 million is solely from the Facility Fund. The fund balance partially represents the carryover of two bequests received in FY 1999 -00 for improvements at the new Library. The two Traffic Impact Fee (TIF) Funds are projected to have a combined beginning fund balance of $1.8 million. The TIF is a charge on new development assessed by Washington County, but is collected by cities. The revenues may only be used for highway and transit capital improvements which provide additional capacity to major transportation systems and to pay the costs of administering the program. Included in the Development Funds of Building, Electrical Inspection, and Urban Services are revenues from permit and other building fees. The combined estimated beginning fund balance is $2.5 million, which is dedicated primarily to the activities in the Building Inspection Division in the Community Development Department. The City's goal is to build a one year operating reserve in these funds to protect against fluctuations in building activity. The fund balances hold that reserve. y' !I IL Page 42 -City of Tigard Fund Balance The City of Tigard has two debt funds, General Obligation Debt Service Fund and Bancroft Bond Debt Service Fund. The beginning fund balances of less than $1 million are specifically dedicated to the retirement of both types of debt outstanding. It is projected that the Gas Tax Fund will have a beginning fund balance of $1.5 million. The primary revenue 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. In the other remaining funds, the beginning fund balance is projected to be $4.7 million. This includes a variety of types of funds which have specific requirements associated with the use of the revenues received. These include the Criminal Forfeiture Fund, Parks Capital Fund, Underground Utility Fund, Insurance Fund, Street Maintenance Fee Fund, Central Services Fund, and Fleet/Property Management Fund. 4 4" , Budget Summary - Page 43 Ai. 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. The Comprehensive Long Term Financial Forecast continues to be central to Tigard's financial management strategy. By forecasting and anticipating financial trends, Tigard can develop strategies to respond to emerging financial trends. The City forecasts operating 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. ,�' h; Page 44 - City of Tigard Comprehensive Long Term Financial Forecast General Fund City of Tigard FY 2005 -10 Financial Forecast General Fund Projected Ending Fund Balances $10,000,000 $8,000,000 $6.000,000 $4.000,000 $2,000,000 $0 1 111A. (52,000.000) ($4.000,000) - ($6,000,000) - - - -- - ' ($8.000,000) — FY 02 -03 FY 03 -04 FY 04-05 FY 05 -06 FY 06-07 FY 07 -08 FY 08-09 FY 09 -10 ■Ending Fund Balance General Fund revenues are projected to grow over the five -year period from $17.2 million in FY 2005 -06 to $18.1 million in FY 2009 -10, or about 5 %. Last year's forecast projected the five -year growth rate to be about 12 %. During the same period, operating expenditures are projected to grow from $17.0 million to $20.7 million, or about 22 %. Last year's forecast projected the five -year growth rate to be 39 %. These dual revenues and expenditures growth trends contribute to a draw down of General Fund balance from $7.1 million in FY 2005 -06 to a negative $6.8 million in FY 2009 -10. The factors contributing to the change in the forecast trend for revenues from FY 2004 -05 forecast to the FY 2005- 06 forecast are that the property tax and state shared revenues growth trend is projected to be less than forecasted last year. Forecast trends for revenues are revised each year using actual revenues received over multiple years and projected growth trends for construction and population. The City's assessed value for FY 2004 -05, which is what property tax revenue is based on, did not increase as much as had been projected last year. This lower assessed value in conjunction with a revised construction trend means property taxes will increase at slower rate than projected last year. The factors contributing to the change in the forecast trend for expenditures from FY 2004 -05 forecast to the FY 2005 -06 forecast are the projected operating expenditure rate and revised personal services and materials & services annual increases for the various City divisions. The forecast model assumes that the total operating expenditures forecasted for the various divisions will not be fully spent. This is based on history that shows that operating divisions do not spend all of their budgets. The projected expenditure rates were revised based on the newest actual expenses versus budget information. Also, the City has started using forecasting software to forecast annual expenditure increases for personal services and materials & services costs for individual divisions. This has allowed the City to better define growth trends for divisions instead of applying one growth trend amount to all operating divisions. This ability to forecast growth trends at the division level has allowed the City to produce a more defined forecast. Aa Budget Summary - Page 45 .41 "!!' Comprehensive Long Term Financial Forecast The major factors for the overall negative trend in the General Fund are the sluggish economy and Measure 50, passed in 1997, which limited the growth in property tax revenues to no more than 3% per year plus the value of new construction. Many of the City's General Fund revenues are dependent upon economic activity. These revenues have been affected by the recent recession, which has contributed to the projected negative fund balance. The five -year forecast assumes no major new programs over the next five years, though it does assume a higher staffing level for the Tigard Library and Police. There is funding built in for the projects that begins to address Council goals. In addition, the forecast does assume that the City will continue to provide the same level of service that is currently provided even as population growth demands a greater level of service. Factors still contributing to the higher cost of providing these services include higher energy costs and the cost of employee benefits (particularly health and dental insurance costs and Police retirement costs). It is important to note that the bases used by City departments in preparation of the Proposed Budget was the result of earlier forecasting efforts that occurred months before individual budget requests were prepared for FY 2005 -06. The bases used assumed that although service mix provided to citizens would remain the same, expenditures and staffing levels would be kept at a minimum. In some areas, such as public safety and planning, it was necessary to provide more than the minimal funding levels. Currently, City Council is in the process of reviewing the options that are available to them to address the future funding needs. An option would be for the City to go to the voters to approve a local option property tax levy. However, a local option levy can only be in effect for a five year period before having to gain voter approval again to continue the levy. Staff will continue to review other possible revenue options and the practice of revising current fees based upon cost recovery and construction cost indexes. y'y�;' Page 46 - City of Tigard Comprehensive Long Term Financial Forecast Development Funds City of Tigard FY 2005 -10 Financial Forecast Development Funds Projected Ending Fund Balances $1,750,000 - $1,500.000 - — $1,250.000 - - - $1,000,000 $750,000 ■ ■ $500,000 ■ ■ ■ ■ ■ $250,000 $0 FY 02 -03 FY 03-04 FY 04-05 FY 05-06 FY 06 -07 FY 07 -08 FY 08-09 FY 09 -10 l 0 Electrical Inspection • Building ■ Urban Services The projections for the City's Development Funds (Building, Electrical Inspection, and Urban Services Funds) continue to show strong balances. The financial objective in the Development Funds is to maintain a reserve of one year of direct operating expenses for the Building Inspection Division. The objective of doing so is to minimize the impact of cyclical downward building construction trends which can happen over time. Expenses of all of the building inspection services are split between the Building, Electrical Inspection, and Urban Services Funds. The split is evaluated and updated each year based upon the actual activity in both the Urban Services area and within the City. Because the trend in development and construction activity within the City limits is now showing higher activity levels than in the Urban Services area, expenses in the Building Inspection Division are being funded in relation to this activity trend. Because of this, the fund balance in the Building Fund is now showing a steady decline over the next five years. The projected ending fund balance in this fund is FY 2009 -10 is $328,437. However, this projected fund balance does not include the impact of any future building fee increases over time. The Electrical Inspection Fund, similar to the other Development Funds, is showing a slight decline in fund balance over the forecast period. The revenues in this fund are used to support the activities in the Building Inspection Division and, therefore, are directly tied to the development and construction trends in the City limits. The projected ending fund balance in FY 2009 -10 is $168,472 as compared to the FY 2005 -06 ending fund balance of $209,934. The Urban Services Fund was created to account for services provided in the urban services area outside of the current City boundary. The fund's primary source of revenues are planning and building fees charged in the area. It is projected to maintain positive fund balances throughout the forecast period, but does show a fairly steady decline as operating funds are needed to perform the building inspection, planning, and engineering services needed in the Urban Services area. The projected ending fund balance in FY 2009 -10 is projected to be $292,951. Budget Summary - Page 47 rY 9 Comprehensive Long Term Financial Forecast Water Funds City of Tigard FY 2005 -10 Financial Forecast Water Funds Projected Ending Fund Balances $10,000.000 $8.000, 000 $6,000,000 $4,000,000 $2,000.000 • • so FY 02 -03 FY 03-04 FY 04 -05 FY 05-06 FY 06-07 FY 07 -08 FY 08 -09 FY 09 -10 ■Water li W ater SDC ■Water CIP The Water Funds include the Water, the Water Systems Development Charge (SDC), and the Water Capital Improvement Program (CIP) Funds. The Water CIP Fund is reserved for 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 important factor in the City's capital program is the need for a long term water source. This will be resolved in the next couple of years and the City is now taking action to build a fund balance in the Water CIP Fund to support the objective. This, however, dictates the need for scheduled rate adjustments for the next several years in order to fund this capital program and the associated debt that the City will need to issue. The results of a recent water rate evaluation study showed that the Water Fund needed to maintain a fund balance of at least $1.0 million and the Water SDC Fund to maintain a fund balance of $100,000 over the next five years. All excess fund balances would be transferred to the Water CIP Fund to establish the reserve for the capital program and debt noted above. Page 48 - City of Tigard Comprehensive Long Term Financial Forecast Sanitary and Storm Sewer Funds City of Tigard FY 2005 -10 Financial Forecast Sewer Funds Projected Ending Fund Balances $10.000.000 -- - -- -- - - - - - - -- $8,000.000 • - $6,000,000 $4,000.000 If 1711 1 $2,000.000 - - i $o FY 02 -03 FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07 -08 FY 08 -09 FY 09-10 •Sanitary nStorm ❑ Water Quality /Quantity • These funds support all of the sanitary sewer and storm sewer 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 treatment and storm water management services. The Board of Directors of CWS sets all service charges and system development charges for both sanitary sewer and storm sewer services throughout the service district. The projected fund balance in the Sanitary Sewer Fund in FY 2009 -10 is $6,335,509. The financial forecast is showing that the Sanitary Sewer Fund after FY 2007 -08 will experience an increase in the ending fund balance. This is due primarily to the completion of the Citywide Sanitary Sewer Expansion Program in FY 2008 -09. However, the City is currently working with CWS to develop a capital maintenance program. This program may affect future costs, and therefore, future fund balances may show a declining balance. The projected fund balance in the Storm Sewer Fund in FY 2009 -10 is $2,153,256. The trend in this fund, unlike the majority of other City funds, is showing a steady increase over the forecast period. This can be directly attributed to a capital program that, at this point, does not reflect what the total need will be over the next five years. Work is underway with CWS on revising the master plan and new capital projects will be identified as a result of the plan. The Water Quality /Quantity Fund is related to the storm water management activities. Revenues collected are used to fund offsite storm water system improvements and capacity improvements to the storm sewer system. Projects need to be approved and included in the CWS master plan. The projected fund balance for FY 2009 -10 is being forecasted at $1,041,061. The City will be looking at the possibility of using this revenue source in conjunction with other matching funds in the revitalization of the downtown area. These projects are not built into the existing capital program so the fund balance may decline more significantly in future years. Budget Summary - Page 49 Ai1 "CC Comprehensive Long Term Financial Forecast Road Funds City of Tigard FY 2005 -10 Financial Forecast Road Funds Projected Ending Fund Balances $2,750,000 - — $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 — 7 1 $o — 1. FY 02-03 FY 03-04 FY 04-05 FY 05-06 FY 06-07 FY 07 -08 FY 08-09 FY 09-10 ❑ Gas Tax •Traffic Impact Fee O Traffic Impact Fee - Urban Services ['Street Maintenance Fee The City's Road Funds include the Gas Tax, the Traffic Impact Fee (TIF), TIF — Urban Services, and Street Maintenance Fee Funds. Like the Water Funds and the Sanitary and Storm Sewer Funds, the financial condition of the Road Funds is heavily dependent upon the projected capital needs of the City. The Gas Tax Fund has been the traditional funding source for street improvements for most local jurisdictions in Oregon. The City of Tigard is no exception. However, growth in the revenue collected has not kept pace with the maintenance and improvement needs of the infrastructure. The projected fund balance in FY 2009 -10 is forecasted to be $507,529. The five -year outlook, however, is showing a better trend than in the past. This is due to the implementation of the Street Maintenance Fee and having multiple funding sources to address the transportation system in the City. The Street Maintenance Fee Fund was established in FY 2003 -04 to track the revenues and expenditures for the Street Maintenance Fee that was approved through Ordinance #03 -10 by the City Council on November 18, 2003. This fee provides a stable source of revenue designated for use in the maintenance of exiting streets. The City began collecting the fee in April 2004 and the fee was set to collect $800,000 per year for this program. The trend is showing that the revenue actually collected will meet that target. The fee will be evaluated every three years. The projected fund balance for FY 2009 -10 is $122,948. The two Traffic Impact Fee Funds include the system development fees collected both inside the City limits and in the Urban Services area. The fees may only be used for highway and transit capital improvements, which provide additional capacity to major transportation systems and to pay the costs of administering the program. The combined fund balances for both are projected to be $737,550 in FY 2009 -10. The capital projects in the Street System portion of the City CIP directly impact these funds. ^" I,? Page 50 - City of Tigard Comprehensive Long Term Financial Forecast Parks Funds City of Tigard FY 2005 -10 Financial Forecast Parks Funds Projected Ending Fund Balances $7,000,000 - - -- -- - -- - $6,000,000 - – — $5.000,000 $4.000.000 $3,000.000 -- _ $2,000,000 $1,000,000 - FY 02 -03 FY 03-04 FY 04 -05 FY 05 -06 FY 06-07 FY 07 -08 FY 08-09 FY 09 -10 •Tree Replacement • Parks Capital ['Parks SDC The revenues in the Park Funds include the system development charge (SDC), tree replacement revenues, grants, and donations. In FY 2005 -06, the City is establishing the Parks SDC Fund to collect the system development charge revenues. Resources from this fund will then be 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. A new SDC methodology and fee was approved by the City Council in January 2005. The graph above for the Parks SDC Fund is clearly showing substantial growth over the next five years. However, the Parks Capital Fund is showing a decline over this same period. The Park SDC methodology requires that only a set percentage of a capital project be funded with SDC revenue. The remaining portion of the project cost must be funded through another source. The emphasis over the next few years will be to identify other sources of revenues that can be used as a match. Currently, the City is using General Fund revenues to fund the match required in FY 2005 -06. However, because of declining balances in the General Fund, this is not a viable long term funding source. Budget Summary - Page 51 Ai- - . Comprehensive Long Term Financial Forecast Summary The City's Five Year Financial Forecast shows that, overall, the City's current financial condition is good. The FY 2005 -06 Budget continues to actively manage the expenditures of the General Fund. The financial forecast suggests, however, that strong financial management alone may not be sufficient to avoid future deficits. The demand for City services is greater than the resources available to pay them. In addition, the City Council has adopted aggressive goals to address efforts to revitalize the City's downtown, manage growth, improve the transportation system throughout the City, and purchase additional park lands. The efforts to reach these goals will require sound fiscal management over the next five years. The financial forecast suggests the need to go to the voters in the forecast period to request additional General Fund resources. The City will continue to monitor its revenues and expenditures and will develop plans and options to manage its resources to continue to provide quality services to its citizens. • „ ? Page 52 - City of Tigard REVENUE ANALYSIS Current Revenue Summary By Fund 53 Property Tax Summary 54 Assessed Valuation 55 Property Tax Revenue 56 State Revenue Sharing 57 Enterprise Funds - User Fees 58 Connection Fees 59 Permit Revenue 60 County Shared Revenue 61 Fine and Forfeiture Revenue 62 Interest Earnings 63 Franchise Fee Revenue 64 Interfund Transfers 66 cD c a) 1< N cn c urio l Af�A�f <t�a CITY OF TIGARD • Current Revenue Summary By Fund Current Revenue (Excludes Beginning Balances and Transfers) Actual Actual Revised Proposed Approved Adopted Funds 2002/03 2003/04 2004/05 2005/06 2005/06 2005/06 General Fund $15,919,359 $15,967,664 $16,405,935 $17,091,900 $17,171,900 $17,171,900 Sanitary Sewer Fund $2,288,596 $1,963,303 $2,594,825 $2,257,957 $2,257,957 $2,257,957 Storm Sewer Fund 1,224,079 1,138,660 1,587,156 1,114,500 1,114,500 1,114,500 Water Fund 6,599,607 6,686,507 6,579,584 7,537,358 7,457,358 7,457,358 Water CIP Fund 416,115 463,536 16,399,566 450,000 450,000 450,000 Water Quality /Quantity Fund 90,477 67,507 65,500 65,500 65,500 65,500 Water SDC Fund 428,051 480,568 739,400 391,272 391,272 391,272 Total Enterprise $11,046,925 $10,800,081 $27,966,031 $11,816,587 $11,736,587 $11,736,587 Building Inspection Fund $1,294,175 $1,575,993 $1,306,176 $1,420,406 $1,420,406 $1,420,406 Criminal Forfeiture Fund 2,518 493 50,138 35,500 35,500 35,500 Electrical Inspection Fund 231,227 228,535 244,892 249,930 249,930 249,930 Gas Tax Fund 1,989,183 2,206,578 2,128,884 2,787,281 2,787,281 2,787,281 Insurance Fund 51,642 36,086 41,600 44,500 44,500 44,500 Parks Capital Fund 2,045,382 707,971 1,103,773 1,031,694 1,031,694 1,031,694 Parks SDC Fund 0 0 0 1,669,666 1,669,666 1,669,666 Street Maintenance Fee Fund 0 124,136 804,000 804,000 804,000 804,000 Traffic Impact Fee Fund 1,571,624 1,574,977 1,418,033 1,585,000 1,585,000 1,585,000 Underground Utility Fund 65,073 85,705 38,660 42,500 42,500 42,500 Urban Seances Fund 482,674 485,618 636,397 514,543 514,543 514,543 Urban Services Traffic Impact Fee Full 231,452 285,554 314,400 190,000 190,000 190,000 Total Special Revenue $7,964,950 $7,311,646 $8,086,953 $10,375,020 $10,375,020 $10,375,020 Central Services Fund $16,478 $15,036 $18,100 $30,000 $30,000 $30,000 Fleet/Property Management Fund 2,154 1,590 1,200 3,350 3,350 3,350 Total Internal Services $18,632 $16,626 $19,300 $33,350 $33,350 $33,350 Bancroft Debt Service Fund $749,777 $2,854,642 $701,404 $450,482 $450,482 $450,482 General Obligation Debt Service Fund 1,290,436 619,665 695,189 799,831 799,831 799,831 Total Debt Service $2,040,213 $3,474,307 $1,396,593 $1,250,313 $1250,313 $1250,313 69th Ave. LID Fund $0 $0 $0 $0 $0 $0 79th Ave. LID Fund 0 0 0 1,365,000 1,365,000 1,365,000 Dartmouth LID Fund 234 147 0 0 0 0 Facility Fund 13,165,631 146,265 82,300 35,000 35,000 35,000 Wall Street LID Construction Fund 0 0 2,000,000 0 0 0 Total Capital Projects $13,165,865 $146,412 $2,082,300 $1,400,000 $1,400,000 $1,400,000 Total Current Revenue $50,155,944 $37,716,736 $55,957,112 $41,967,170 $41,967,170 $41,967,170 ile Revenue Analysis - Page 53 .41. i!. Property Tax Summary Tigard's permanent property tax rate of $2.5131 per thousand is applied to assessed value of property in the City each year. This permanent rate produces revenues for General Fund operating costs. Under the Oregon Constitution (as amended by Measure 50 in 1997), assessed values may increase 3% per year. This increase, plus a pro -rated share of the value of new construction and annexations, is used to calculate property tax revenues. Measure 50 did not change the basis for calculating General Obligation (GO) debt service levies. GO debt service levies are calculated to produce enough tax revenues that (when combined with other resources such as interest earnings and fund balance) will be enough to pay debt service due on these voter - approved bonds. The City has a $13 million General Obligation Bond that was authorized by voters in May 2002 for construction of the new library. Actual Actual Est. Actual Adopted Tax Information 2002 -03 2003 -04 2004 -05 2005 -06 Property Taxes General Fund $8,925,371 $9,168,597 $9,435,080 $10,219,422 GO Debt Service 1,275,852 606,728 619,471 827,151 Total Tax Levied $10,201,223 $9,775,325 $10,054,551 $11,046,573 Assessed Values Prior Year Assessed Value $3,908,208,975 Allowable 3% Increase 117,246,269 Est. Annexations & New Const. 41,005,359 Total Assessed Value $3,621,710,974 $3,754,359,399 $3,908,208,975 $4,066,460,603 Tax Rates/$1,000 AN General Fund Permanent Rate $2.51310 $2.51310 $2.51310 $2.51310 GO Debt Service $0.35228 $0.16161 $0.15851 $0.20341 Tax Rate $2.86538 $2.67471 $2.67161 $2.71651 Assessed Value of Average Home $158,821 $163,586 $168,493 $173,548 General Fund $399.13 $411.11 $423.44 $436.14 GO Debt Service $55.95 $26.44 $26.71 $35.30 Total Estimated Tax per Household $455.08 $437.54 $450.15 $471.44 ,'/_,, Page 54 - City of Tigard II 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 and not tax rates, therefore increased values had the effect of lowering property tax rates, not changing 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 %. Assessed values are limited to an increase of 3% per year. The difference between market value and assessed value is expected to widen in future years due to the 3% cap on assessed value growth. Assessed value is used for spreading the operating levies, while market values are used to meet the Measure 5 cap requirements and to spread debt service levies, which are exempt from Measure 50. Value added through new construction will increase assessed value over the 3% Measure 50 growth rate. Assessed Valuations are presented below. City of Tigard Assessed Values $4,500,000,000 -( $4,000,000,000 - - $3,500,000,000 $3,000,000,000 - $2,500,000,000 . . . ■ . . . $2,000,000,000 ■ ■ ■ ■ ■ ■ $1,500,000,000 mi . . . ■ . . . $1,000,000,000 ■ ■ ■ ■ ■ ■ ■ ■ $500,000,000 . . . . . $ 0 - - F - 97 -98 98 -99 99-00 00 -01 01 -02 02 -03 03 -04 04 -05 05 -06 Fiscal Year Fiscal Assessed Year Value 97 -98 $2,711,669,298 98 -99 $2,883,019,377 99 -00 $3,047,750,658 00 -01 $3,254,596,056 01 -02 $3,470,578,863 02 -03 $3,621,710,974 03-04 $3,754,359,399 04 -05 $3,908,208,975 05 -06 $4,066,460,603 (estimated) Revenue Analysis - Page 55 .J. " +_i_ Property Tax Revenue Property Tax Revenue $10,500,000 $9,168,597 59,398,805 $9,582,474 $9,000,000 - $8,523,967 $8 925 371 $7,500,000 3 $6,000,000 $4,500,000 - re $3,000,000 $1,275,852 $790,331 $1,500,000 $235,841 $606,728 $o. I I 1 2001 -02 2002 -03 2003 -04 2004 -05 2005 -06 Fiscal Year • Property Tax Revenue 0 Debt Service Revenue Tigard's permanent property tax rate of $2.5131 per thousand is applied to assessed value of property in the City each year. This permanent rate produces revenues for General Fund operating costs. Under the Oregon Constitution (as amended by Measure 50 in 1997), assessed values may increase 3% per year. This increase, plus a pro -rated share of the value of new construction and annexations, is used to calculate property tax revenues. The City assumes a 94% collection rate on property taxes, so budgeted property tax revenues are approximately 94% of estimated total property taxes for FY 2005 -06. The City has a General Obligation Bond property tax levy. On May 21, 2002, Tigard voters approved a $13 million General Obligation Bond to build a new library. FY 2005 -06 property tax revenues include debt service for these bonds. "°' I' Page 56 - City of Tigard State Revenue Sharing State Revenue Sharing $ 3,500,000 $ 3,012,349 $ 3,000,000 - - - - - $2,748,797 $ 2,429,077 $ 2,507,175 $ 2,513,276 $2,500,000 - - -- — - - - c t $2,000,000 - - - - — d $ 1,500,000 - - - - - $ 1,000,000 - - - - $ 500,000 2001 -02 2002 -03 2003 -04 2004 -05 2005 -06 Fiscal Year ❑State Revenue Sharing State Revenues include gas tax, cigarette tax, liquor tax, and State revenue sharing. State revenues are distributed to cities by statute -based formulas incorporating population and per capita incomes. While these revenues have been remarkably even over the past several years, FY 2005 -06 budgeted revenues increased by almost 20% with the largest increase coming in gas tax revenues. This trend in the increase in gas tax revenues actually began in FY 2004 -05. Budgetary revenue estimates are based on information provided by the League of Oregon Cities following consultation with the State. Adik Revenue Analysis - Page 57 ,gal '!!; Enterprise Funds - User Fees Enterprise Funds - User Fees $10,500,000 $9,921,981 $9,803,954 $9,081,720 $8,941,511 $9,000,000 — — $ 7,500,000 $ 7,218,847 $ 6,000,000 - -- - C $ 4,500,000 — $ 3,000,000 $1,500,000 — — $0 2001 -02 2002 -03 2003 -04 2004 -05 2005 -06 Fiscal Year ■User Fees User fees include Water, Sewer, and Storm Drainage fees charged to all users of such services. The Sanitary and Storm fees are established by the Clean Water Services Agency and are set by the Agency each year. The City Council, through an intergovernmental agreement with the other water system participants, sets the water rates. Revenue continues to grow with the growth in customers. Water rates were adjusted annually over the past three years according to a schedule approved by the Intergovernmental Water Board (IWB) and City Council. The increase averaged 6% per year. The City's water system capital improvement plan over the next several years will be substantial given the need for a permanent water supply source. The capital plan will require the eventual issuance of bonds to finance the plan. This will require a stable revenue stream to pay back the debt. A current rate study has indicated that the City should consider adjusting rates over the next three years at a 7% annual increase. The FY 2004 -05 Budget did reflect the expansion of the area served by City of Tigard for sanitary and storm sewer, under agreement with Clean Water Services, the county -wide sewerage agency. This represented a 53% increase in the City's service area, which was to be paid for by service fees paid by customers in the expansion area. These increased collections were reflected in the FY 2004 -05 Budget for the sanitary and storm user fees. The expansion, however, did not take place so the FY 05 -06 Budget reflects a substantial decrease in projected sanitary and storm user fees with corresponding reductions in program expenditures. The overall effect of the decrease in Sanitary and Storm and the increase in Water service fees is a reduction in user fees of less than 1%. Page 58 - City of Tigard • Connection Fees r Connection Fees $2,100,000 ib N o $1,800,000 cp. 64 $1,500,000 - N as M o c v o g $1,200,000 M . , 44 ,f w o m o c m co co m 0 M m a $900,000 r ao —ti co ti M p 0 CD $600,000 - ° o a v ,c; CO ° ° o M 0 N a0 $300,000 `� d,. �- 4 6 o ,- Ir $0 2001 -02 2002 -03 2003 -04 2004 -05 2005 -06 Fiscal Year ■ Water p Sewer ❑ Roads • Parks Connection fees include Traffic Impact Fees, storm and sanitary sewer connections, water connections and systems development charges, and parks system development charges. This revenue category has shown mixed results historically because it relates directly to the level of development activity occurring within Tigard. The City Council approved a new methodology and fee for Parks System Development Charges (SDCs) that went into effect January 2005. With this new Parks SDC, fund revenues are anticipated to increase substantially from FY 2004 -2005 Adopted Budget given the new fee and current trends on development. Revenue Analysis - Page 59 .,,u1' ` 1_ Permit Revenue Permit Revenues $3,000,000 $ 2,655,724 $ 2,591,879 $ 2,348,029 $ 2,450,917 $2,500,000 — — — $1,983,948 $ 2,000,000 O V. • $ 1,500,000 4 CC $ 1,000,000 - $500,000 - $o 2001 -02 2002 -03 2003 -04 2004 -05 2005 -06 Fiscal Year •Permit Revenue Permit fees are recorded in the Building Fund, the Electrical Inspection Fund, the General Fund, and the Urban Services Fund. Nearly all fees are related to development activity and, therefore, reflect the level of that activity. Tigard has experienced a strong economic climate over the past few years and very strong residential and commercial development activity. The projections for FY 2005 -06 are based on current trends and activity. The City began providing development services to an area of Washington County outside the City limits (Urban Services area) in June 1998 and collects fees from this area to pay for the associated inspection and plan review services. Permit revenues in this area, when compared to the FY 2004 -05 revenue projections, are projected to decrease in FY 2005 -06. ,jj. It Page 60 - City of Tigard County Shared Revenue Connection Fees $2,100,000 N — $1,800,000 -- — n $1,::::: N as a p o M i,+ A. m w °- C m CO m m Q N d, 44 ° 01 69 M ri r - a $900,000 - — ° ° $600,000 co_ d' �_ j ri fl r I ft j, C "1 (L O N $300,000 - 69 $0 2001 -02 2002 -03 2003 -04 2004 -05 2005 -06 Fiscal Year ■Water ❑Sewer ❑Roads ■Parks County Shared Revenues include the Washington County Gas Tax, the Washington County Cooperative 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. These revenues may be used for road maintenance activities. WCCLS funds come from County property taxes generated from the County's permanent property tax rate. The WCCLS funds were originally authorized by voters as a series of three -year levies, but the most recent levy was converted to a permanent property tax rate by Measure 50 in 1997. WCCLS funds are distributed to cities with public libraries based upon a formula heavily weighted to increases in circulation. On May 18, 2004, voters did not pass a WCCLS operating levy. The failure of this levy has limited the amount of funds available to all libraries within the Cooperative. Although the City opened its new library in August 2004 and circulation has increased significantly, the City's share of the WCCLS funding will be only 2% more than what was received in FY 2004 -05. The Hotel /Motel Tax is collected by Washington County and is distributed to all participating jurisdictions. The County rate is 7 %. The City receives about one third of the amount collected in the City limits. Tax collections are directly related to room rental rates and the number of hotel and motel rooms within the City. 4111itik Revenue Analysis - Page 61 .41- k, Fine and Forfeiture Revenue Fine and Forfeiture Revenues $700,000 -- $ 587.015 $ 600,000 $ 550,402 $ 530,840 $ 500,000 $423 17 9 t $400,000 $358,262 d S $300,000 -- i $ 200,000 111 ' - — $ 100,000 , $57498 $57,784 $63,383 562.000 $63,812 $0 2001 -02 2002 -03 2003 -04 2004 -05 2005 -06 Fiscal Year ©Traffic -Civil Infraction •Library Fines This source of revenue includes traffic and civil infraction citations, which are processed by the Municipal 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. FY 2005 -06 budget revenues are based on actual fine revenues received so far in FY 2004 -05 and anticipated growth. Page 62 - City of Tigard Interest Earnings Interest Earnings $1,500,000 $1,385.463 $1,323,558 $1,134,030 $1,000,000 — $942,683 1 $901,433 $ 500,000 - $0 2001 -02 2002 -03 2003 -04 2004 -05 2005 -06 Fiscal Year 1 18 Interest Earnings Interest earnings are generated from the investment of cash on hand in the various funds of the City. Interest earnings are directly attributable to the amount of cash available for investment and current interest rates. The City is assuming an interest rate of 2.0% for its investments. It is anticipated that interest earnings will increase in FY 2005 -06 as the Federal Reserve increases interest rates. Revenue Analysis - Page 63 41 "' "!_ Franchise Fee Revenue Franchise Fee Revenue $3,000,000 $2,674,388 $2,693,727 $2,822,409 $2,567,881 $2,431,324 $2,500,000 — — $2,000,000 — d 4 7, $1,500,000 — > $1,000,000 — — $500,000 — — $0 2001 -02 2002 -03 2003 -04 2004 -05 2005 -06 Fiscal Year /Franchise Fees Franchise fees are charged to public utilities for the use of the public rights -of -way. Franchised activities paying the fee include electricity, natural gas, telecommunications, cable television, and solid waste haulers. All franchise fees are computed as a percentage of gross proceeds within Tigard's city limits. All franchises, with the exception of cable television, are directly between the City and the franchise holder. The Metropolitan Area Communication Commission, a consortium of cities in the Metro area, administers the cable television franchise. The FY 2005 -06 Budget assumes varying increases and decreases from actual FY 2004 -05 collections, depending on the franchised service. Electric franchise revenues increased significantly due to a 2002 audit of Portland General Electric and changes in the electrical supply market. These revenues declined in FY 2003 -04 and were projected to increase only slightly in FY 2004 -05. In FY 2005 -06, it is projected that these revenues will continue to increase. Franchise fees for natural gas are projected to increase significantly. The City negotiated a new franchise agreement with NW Natural Gas in 2004 and increased the franchise fee from 3% of gross revenues to 5 %. Telecommunications franchise fees tend to fluctuate from year to year, and smaller providers have been hard hit by the economy. (Several of the City's telecommunications franchisees are in bankruptcy.) Franchise fees for Qwest and Verizon are based not on gross revenues of the companies, but only those revenues from local exchange access. Telecommunications franchise fees have tended to vary from year to year. The City of Tigard has partnered with 70 other Oregon cities to conduct a joint audit of franchise fees paid by Qwest and Verizon. It is anticipated that the audit of Verizon will be completed in 2005. ,, Page 64 - City of Tigard Franchise Fee Revenue Current franchisees and franchise rates are: Service Provider Rate Cable Television Comcast (formerly AT &T) 5.00% Electricity Portland General Electric 3.50% Garbage All haulers 3.00% Natural Gas Northwest Natural Gas 5.00% Telecommunications All Phase Utility Corp. 5.00% Electric Lightwave 5.00% Level 3 5.00% MCI Worldcom 5.00% McLeod 5.00% Metro Media Fiber Network 5.00% Metropolitan Fiber Systems (MFS) 5.00% OnFiber Communications 5.00% Qwest 5.00% Time - Warner Communication Of Oregon LLC 5.00% Verizon 5.00% XO Communications (formerly Nextlink) 5.00% Revenue Analysis - Page 65 .s .�!; Interfund Transfers Interfund transfers became a significant part of the annual budget beginning in FY 2001 -02. Generally, transfers are made between funds when the revenue is received in one fund for an expense that occurs in another fund or when City functions have more than one funding source. Another primary reason for transfers is for a fund to pay for services provided by another fund (for example, Financial Operations providing utility billing services for the Water Fund). A transfer is an expense to the fund that is transferring the money out or buying services. A transfer is a resource to the fund that is receiving the money or selling the service. For every expense transfer there is a corresponding resource transfer. The corresponding transfers must show the same dollar amount. The various types of interfund transfers are defined below: Transfer of Resources Transfer of resources from one fund to another which are not based upon a cost allocation plan or any expectation of a payment for services provided. This type of transfer represents the transfer of a resource for another use. Transfer of Indirect Costs Transfers received for services provided, which have been allocated based upon a cost allocation plan. 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/services provided Human Resources - number of FTE Information Technology - number of personal computers assigned to budget unit Office Services - percent of hours spent working on projects Risk Management - FTE /auto assignment/bond premiums /property Property Management - square footage of office space or buildings Fleet Maintenance - vehicle assignments (number by budget unit) Transfer of Direct Costs A receipt of services provided to another fiscal entity (fund), the services of which can be specifically identified and billed to the benefiting entity or fund. 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: ,!f;,' Page 66 - City of Tigard Interfund Transfers From (Requirement) To (Resource) Type $ Amount Purpose General Fund Building Fund Direct $36,490 Transfer of resources to partially fund a position to conduct housing code inspections. Central Services Fund Indirect 2,778,005 Charges for services provided by citywide support programs such as City Management, Human Resources, Risk Management, Information Technology, Accounting and Finance, Office Services, City Attorney, and Technology costs. Fleet/Property Management Fund Indirect 859,867 Charges for office space and shared space; and Fleet Maintenance overhead and services. Parks Capital Fund Resource 769,670 Transfer of resources to fund the non -SDC portion of the budgeted park land acquisition. Water Fund Resource 63,701 Transfer of resources for the first year repayment of the Water Fund loan for the park land acquisition. Sanitary Sewer Fund General Fund Direct 215,934 Transfer of resources to fund a portion of Public Works Administration, Community Development Administration, Current Planning, and Engineering. Central Services Fund Indirect 184,540 Charges for services provided by citywide support programs such as City Management, Human Resources, Risk Management, Information Technology, Accounting and Finance, Office Services, City Attorney, and Technology costs. Fleet/Property Management Fund Indirect 38,742 Charges for office space and shared space; and Fleet Maintenance overhead and services. Facility Fund Direct 135,000 Partial funding of capital improvement projects. A Revenue Analysis - Page 67 A.1,- Interfund Transfers From (Requirement) To (Resource) Type $ Amount Purpose Storm Sewer Fund General Fund Direct 86,126 Transfer of resources to fund a portion of Public Works Administration, Community Development Administration, Current Planning, and Engineering. Central Services Fund Indirect 141,278 Charges for services provided by citywide support programs such as City Management, Human Resources, Risk Management, Information Technology, Accounting and Finance, Office Services, City Attorney, and Technology costs. Fleet/Property Management Fund Indirect 39,503 Charges for office space and shared space; and Fleet Maintenance overhead and services. Facility Fund Direct 145,000 Partial funding of capital improvement projects. Water Fund General Fund Direct 357,538 Transfer of resources to fund a portion of Public Works Administration. 1 nterfund General Fund Loan 295,945 Interfund Loan to fund the non -SDC portion of the budgeted park land acquisition program. Central Services Fund Indirect 769,283 Charges for services provided by citywide support programs such as City Management, Human Resources, Risk Management, Information Technology, Accounting and Finance, Office Services, City Attorney, and Technology costs. Fleet/Property Management Fund Indirect 96,584 Charges for office space and shared space; and Fleet Maintenance overhead and services. Facility Fund Direct 220,000 Partial funding of capital improvement projects. Water CIP Fund Direct 5,600,001 Water Fund portion of capital projects and transfer of excess fund balance for future water source provision. ^�';;' Page 68 - City of Tigard Interfund Transfers From (Requirement) To (Resource) Type $ Amount Purpose Water SDC Fund Water CIP Fund Direct 970,476 Water SDC Fund portion of capital improvement projects and transfer of excess fund balance for future water source provision. Water Quality/ Quantity Fund General Fund Direct 345 Transfer of resources to fund portion of Community Development Administration. Central Services Fund Indirect 442 Charges for services provided by citywide support programs such as City Management, Human Resources, Risk Management, Information Technology, Accounting and Finance, Office Services, City Attorney, and Technology costs. Fleet/Property Management Fund Indirect 8 Charges for office space and shared space; and Fleet Maintenance overhead and services. Parks Capital Fund Direct 75,400 Transfer of resources to fund portion of land acqusition near Fanno Creek. Criminal Forfeiture Fund General Fund Direct 50,000 Transfer of resources dedicated to be used for police related programs. Street Maintenance Fee Fund Central Services Fund Indirect 99,000 Charges for services provided by citywide support programs such as City Management, Human Resources, Risk Management, Information Technology, Accounting and Finance, Office Services, City Attorney, and Technology costs. General Fund Direct 20,800 Transfer of resources to fund engineeering services of projects. " Revenue Analysis - Page 69 .i ±!_ Interfund Transfers From (Requirement) To (Resource) Type $ Amount Purpose Gas Tax Fund General Fund Direct 1,080,007 Transfer of resources to fund the Street Maintenace program. Also includes third year repayment of General Fund loan for the 69th Ave LID project. Central Services Fund Indirect 154,088 Charges for services provided by citywide support programs such as City Management, Human Resources, Risk Management, Information Technology, Accounting and Finance, Office Services, Records, City Attorney, and Technology costs. Fleet/Property Management Fund Indirect 46,522 Charges for office space and shared space; and Fleet Maintenance overhead and services. Parks Capital Fund Direct 25,000 Partial funding of Fanno Creek Trail (Hall Blvd. to proposed Wall Street). Parks Capital Fund Parks SDC Fund Direct 1,900,000 Transfer of all SDC funds to establish a Parks SDC Fund for better tracking of SDC revenues. Parks SDC Fund Parks Capital Fund Direct 1,909,917 Transfer of resources to fund the portion of Parks Capital projects that are SDC eligible. 4 ..41. Page 70 - City of Tigard Interfund Transfers From (Requirement) To (Resource) Type $ Amount Purpose Traffic Impact Fee Fund General Fund Direct 133,977 Transfer of resources to fund a portion of Community Development Administration and Engineering. Central Services Fund Indirect 29,298 Charges for services provided by citywide support programs such as City Management, Human Resources, Risk Management, Information Technology, Accounting and Finance, Office Services, City Attorney, and Technology costs. Fleet/Property Management Fund Indirect 3,522 Charges for office space and shared space; and Fleet Maintenance overhead and services. Wall Street LID Construction Fund Resource 40,000 Transfer of resources for funding of City's portion of the Wall Street LID project. Traffic Impact Fee - Urban Services Fund General Fund Direct 24,834 Transfer of resources to fund a portion of Community Development Administration and Engineering. Central Services Fund Indirect 5,466 Charges for services provided by citywide support programs such as City Management, Human Resources, Risk Management, Information Technology, Accounting and Finance, Office Services, City Attorney, and Technology costs. Fleet/Property Management Fund Indirect 652 Charges for office space and shared space; and Fleet Maintenance overhead and services. Revenue Analysis - Page 71 .4.1. !] ID Interfund Transfers From (Requirement) To (Resource) Type $ Amount Purpose Facility Fund Parks Capital Fund Direct 25,000 Transfer of resources to fund the park signs project. General Fund Direct 26,000 Transfer of resources to fund the additional open Sunday hours in FY 2004 -05. Building Fund General Fund Direct 107,207 Transfer of resources to fund a portion of Community Development Administration. Central Services Fund Indirect 252,637 Charges for services provided by citywide support programs such as City Management, Human Resources, Risk Management, Information Technology, Accounting and Finance, Office Services, City Attorney, and Technology costs. Fleet/Property Management Fund Indirect 38,294 Charges for office space and shared space; and Fleet Maintenance overhead and services. Electrical Inspection Fund General Fund Direct 18,364 Transfer of resources to fund a portion of Community Development Administration. Building Fund Direct 229,054 Transfer of resources to fund a portion of the Building Inspection Division. Central Services Fund Indirect 41,684 Charges for services provided by citywide support programs such as City Management, Human Resources, Risk Management, Information Technology, Accounting and Finance, Office Services, City Attorney, and Technology costs. Fleet/Property Management Fund Indirect 6,560 Charges for office space and shared space; and Fleet Maintenance overhead and services. , 4' -4j_ Page 72 - City of Tigard Interfund Transfers From (Requirement) To (Resource) Type $ Amount Purpose Urban Services Fund General Fund Direct 260,156 Transfer of resources to fund a portion of Current Planning, Engineering, Community Development Administration, and Public Works Administration. Building Fund Direct 123,562 Transfer of resources to fund a portion of the Building Inspection Division. Central Services Fund Indirect 100,823 Charges for services provided by citywide support programs such as City Management, Human Resources, Risk Management, Information Technology, Accounting and Finance, Office Services, City Attorney, and Technology costs. Fleet/Property Management Fund Indirect 10,376 Charges for office space and shared space; and Fleet Maintenance overhead and services. Central Services Fund Fleet/Property Management Fund Indirect 118,077 Charges for office space and shared space; and Fleet Maintenance overhead and services. Facility Fund Direct 83,000 Transfer fo resources to fund facility modifications in Town Hall. FleetlProperty Management Fund Central Services Fund Indirect 82,348 Charges for services provided by citywide support programs such as City Management, Human Resources, Risk Management, Information Technology, Accounting and Finance, Office Services, City Attorney, and Technology costs. Total $20,926,103 Revenue Analysis - Page 73 -a "!! 1 I \ Affd lfAAA ts�a CITY OF TIGARD ,„„&i41i.'_ Page 74 - City of Tigard PROGRAM SUMMARIES Program Budget Organization 75 Expenditure Summary by Program 77 Operating Budget History 78 i o cc 3 N c 3 3 as N " * 14i' I � =�1 A AA CITY OF TIGARD • Program Budget Organization The City of Tigard adopts and manages its budget by program. Each program is an aggregation of budget units that are similar in nature or function. The City has established the following program structure: Program Department/Function Budget Unit Community Services Police Administration Operations Support Services Library Administration Readers' Services Technical Services Circulation Social Services/ Social Services/ Community Events Community Events Public Works Public Works Administration Parks and Grounds Sanitary Sewer Storm Sewer Street Maintenance Fleet Maintenance Property Management Water Development Services Community Development Administration Building Inspection Current Planning Long Range Planning Engineering Engineering Street Lights & Signals Policy & Administration City Administration Mayor and Council City Management Human Resources Information Technology Risk Management Finance Administration Financial Operations Office Services Municipal Court General Government Non - Departmental City Attorney Technology Program Summaries - Page 75 „Ail- !! Program Budget Organization In addition to the five operating programs, Debt Service, Capital Improvements, Contingency, and Transfers are also considered separate programs providing the following functions: • Debt Service includes appropriations for interest and principal on all types of debt, i.e., general obligation, bancroft, and short term debt for construction projects. • Capital Improvements includes appropriations for all major construction project expenditures. Capital improvement projects are included in the long range plan for City facilities and infrastructure. Contingency includes allowance for unforeseen needs that have not been planned for in the current budget and some reserves. • Transfers will be made between funds when the revenue is received in one fund for an expense that occurs in another fund or when City functions have more than one funding source. Another primary reason for transfers is for a fund to pay for services provided by another fund. The program budget organization detail, including identification of each related budget unit, and an explanation of the functions, activities, and performance measures are described on the following pages. ,""'�'.fr_ Page 76 - City of Tigard Expenditure Summary by Program Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 Community Services $8,692,332 $9,014,200 $11,064,005 $12,218,688 $11,969,249 $11,969,249 FTE Positions 105.65 104.90 110.20 113.70 111.20 111.20 Public Works 8,001,433 8,219,288 10,931,584 10,809,546 10,797,819 10,797,819 FTE Positions 64.70 65.00 65.10 62.10 62.10 62.10 Development Services 3,628,237 3,891,491 4,669,426 5,119,123 5,107,338 5,107,338 FTE Positions 46.50 48.00 50.00 52.50 52.50 52.50 Policy and Administration 3,972,449 3,778,720 4,288,933 4,454,278 4,446,332 4,446,332 FTE Positions 43.60 40.10 39.90 40.90 40.90 40.90 General Government 226,493 324,270 365,120 417,682 417,682 417,682 FTE Positions 0.00 0.00 0.00 0.00 0.00 0.00 Total Operating Budget $24,520,944 $25,227,969 $31,319,068 $33,019,317 $32,738,420 $32,738,420 FTE Positions 260.45 258.00 265.20 269.20 266.70 266.70 Debt Service $2,647,170 $4,310,054 $2,687,776 $2,225,175 2,225,175 $2,225,175 Capital Improvements 7,877,316 16, 065, 932 27,540, 656 19, 969, 288 21,102, 788 21,102, 788 Transfers 9,462,492 8,212,254 9,946,742 20,937,652 20,926,103 20,926,103 Contingency 0 0 7,770,628 5,759,625 5,759,625 5,759,625 Total Expenditures - by Program $44,507,922 $53,816,209 $79,264,870 $81,911,057 $82,752,110 $82,752,110 EXPENDITURE SUM MARY - BY PROGRAM FY 2005 -06 ADOPTED BUDGET Community Contingency Services 7% \ 14% Public Works 1 13% Transfers / 25% j ,. ` Development Services ___------- 6% Capital j Policy and Improvements J / \ \', 26% 7/ General Administration Debt Service Government 5% 0 3/0 0 1 /o Allik Program Summaries - Page 77 J. 41; Operating Budget History Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 Personal Services Positions 260.45 258.00 265.20 269.20 266.70 266.70 Wages $11,834,811 $12,096,452 $13,948,380 $14,416,950 $14,324,816 $14,324,816 Overtime 349,997 368,766 341,048 426,436 426,436 426,436 Benefits 4,404,462 4,520,120 5,466,332 6,275,640 6,108,502 6,108,502 Total Personal Services $16,589,270 $16,985,338 $19,755,760 $21,119,026 $20,859,754 $20,859,754 Materials & Services Water Costs $2,814,361 $2,898,151 $3,646,270 $3,526,797 $3,526,797 $3,526,797 Prof. & Contract Services 1,798,101 1,878,878 2,902,654 2,731,923 2,733,848 2,733,848 Repair & Maintenance 581,491 658,054 737,043 795,453 794,853 794,853 Miscellaneous Expense 235,009 221,636 178,168 200,860 200,335 200,335 Small Tools & Equipment 99,504 42,244 272,998 524,105 516,580 516,580 Office Supplies 477,961 354,516 496,182 497,408 496,508 496,508 Advertising & Publicity 84,177 92,657 107,666 133,730 133,730 133,730 Fees /Dues /Subscriptions 93,099 109,207 134,755 211,254 211,254 211,254 Travel & Training 100,246 94,056 187,984 210,873 210,873 210,873 Fuel Expenses 132,920 146,182 158,788 154,172 154,172 154,172 Computer Software 31,769 124,032 69,481 93,166 93,166 93,166 Rents & Leases 61,955 55,533 103,680 93,810 93,810 93,810 Utilities 666,595 645,791 776,264 821,307 821,307 821,307 Insurance 316,572 352,965 370,725 427,804 427,804 427,804 Library Materials 246,917 245,772 291,450 338,629 338,629 338,629 Total Materials & Services $7,740,677 $7,919,674 $10,434,108 $10,761,291 $10,753,666 $10,753,666 Capital Outlay Land & Improvements $14,188 $0 $0 $32,000 $32,000 $32,000 Building & Improvements 0 0 0 0 0 0 Vehicles 59,643 316,058 655,000 1,011,500 997,500 997,500 Office Furniture & Equipment 19,477 0 41,200 8,000 8,000 8,000 Operation Equipment 97,689 6,899 433,000 87,500 87,500 87,500 Total Capital Outlay $190,997 $322,957 $1,129,200 $1,139,000 $1,125,000 $1,125,000 Total Operating Budget $24,520,944 $25,227,969 $31,319,068 $33,019,317 $32,738,420 $32,738,420 . 4 i, Page 78 -City of Tigard II COMMUNITY SERVICES PROGRAM Community Services Organization Chart 79 Expenditure /FTE Summary 80 Police Organization Chart/FTE Summary 81 Police Mission Statement 82 Police Administration 83 Police Operations 87 Police Support Services 92 Library Organization Chart/FTE Summary 97 Library Administration 98 Library Readers' Services 102 Library Technical Services 106 Library Circulation 109 Social Services and Community Events 112 / CITY OF TIGARD • Community Services Organization Chart COMMUNITY SERVICES iii Police Library Social Services /Community Events Community Services - Page 79 Community Services Program The Community Services program consists of programs provided by the Police Department and the Library, and several Social Services and Community Event grants made by the City. Police programs include traditional public safety efforts (patrol, enforcement, traffic safety, etc.), but also include work with community groups to increase public safety awareness. Library programs include circulation of a wide variety of print and other media materials and the offering of programs designed to increase reading, computer skills, and lifelong learning. Social Service and Community Event grants provide funding to a variety of community organizations and groups that provide services to those in need in the community or which offer events that promote a greater sense of community. The budget for this program area is up 8.2% from FY 2004 -05 Revised Budget. The number of authorized positions is up 1.0 FTE. The Police Department is adding 1.0 FTE to keep pace with the growing population. The primary source of funding for this program area is the General Fund. Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003-04 2004 -05 2005-06 2005-06 2005 -06 # Positions 105.65 104.90 110.20 113.70 111.20 111.20 Personal Services $7,142,735 $7,413,503 $8,663,620 $9,623,451 $9,395,637 $9,395,637 Materials & Services 1,537,248 1,537,160 1,977,385 2,273,737 2,266,112 2,266,112 Capital Outlay 12,349 63,537 423,000 321,500 307,500 307,500 Total Comm. Services- by Category $8,692,332 $9,014,200 $11,064,005 $12,218,688 $11,969,249 $11,969,249 Budget by Department Police $6,697,617 $7,044,475 $8,524,953 $9,357,360 $9,212,716 $9,212,716 Library 1,872,623 1,837,487 2,387,502 2,687,453 2,580,733 2,580,733 Social Services /Community Events 122,092 132,238 151,550 173,875 175,800 175,800 Total Comm. Service - by Department $8,692,332 $9,014,200 $11,064,005 $12,218,688 $11,969,249 $11,969,249 Budget by Fund General Fund $8,692,332 $9,014,200 $11,064,005 $12,218,688 $11,969,249 $11,969,249 Total Comm. Services- by Fund $8,692,332 $9,014,200 $11,064,005 $12,218,688 $11,969,249 $11,969,249 A ,* Page 80 - City of Tigard Police Organization Chart POLICE Administration Operations Support Services Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 # Positions 75.00 76.00 77.00 79.00 78.00 78.00 Personal Services $5,619,466 $5,908,768 $6,701,406 $7,417,480 $7,296,386 $7,296,386 Materials & Services 1,065,802 1,072,170 1,400,547 1,618,380 1,608,830 1,608,830 Capital Outlay 12,349 63,537 423,000 321,500 307,500 307,500 Total Police - by Category $6,697,617 $7,044,475 $8,524,953 $9,357,360 $9,212,716 $9,212,716 Budget by Division Police Administration $315,929 $314,561 $335,313 $390,735 $389,714 $389,714 Operations 3,768,292 4,037,702 5,111,431 5,741,507 5,613,043 5,613,043 Support Services 2,613,396 2,692,212 3,078,209 3,225,118 3,209,959 3,209,959 Total Police - by Division $6,697,617 $7,044,475 $8,524,953 $9,357,360 $9,212,716 $9,212,716 Budget by Fund General Fund $6,697,617 $7,044,475 $8,524,953 $9,357,360 $9,212,716 $9,212,716 Total Police - by Fund $6,697,617 $7,044,475 $8,524,953 $9,357,360 $9,212,716 $9,212,716 likk Community Services - Page 81 .44. 4!; Police Mission Statement TIGARD 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 O GO• Y ` SS �OrI ON Ac *at- LAW 10 , j , Iii, » s *�, - * /ENFORCEMENT 9i a � � * `y w 1.24 i V n �y z -6 - - P , s- ;!..., , ir 0-- „, .. „.. OiT TI ON PY c. RECOGNITION e ORCEN illi Aj. .ii_. Page 82 - City of Tigard IIII Police Administration Budget Unit: 1110 Program Results The Executive Assistant to the Chief of Police /Alarm Coordinator provides support for the hiring process, • Provides leadership and management to the assists the Chief of Police with day -to -day affairs of the Department in support of the City's strategic plans Office of Chief of Police, and manages the Tigard High and objectives. School parking permit zone. Administration of the Increases police effectiveness by developing City's Alarm Ordinance involves processing alarm • permit applications, billing for recurring false alarms, ethical, accountable, productive, and well- trained and closely monitoring the incidence of false alarms. employees. • Oversees Department activities, evaluates policies, FY 2004-05 Accomplishments organizational structure, working conditions, and customer service levels; manages resources, • Re- emphasized customer service and community develops partnerships and programs; directs strategic planning and supports accreditation policing. through policy management. • Refined the five -year strategic plan for the • The Public Information Officer (P1O) prevents and Department. • suppresses crime by providing crime prevention Published the first thorough annual report in many materials and programs to multi - family dwellings and years. businesses. • Revised and implemented a new promotional • The Executive Assistant to the Chief of Police /Alarm process. Coordinator supports the Office of the Chief of • Analyzed crime data to redefine district boundaries. Police and administers the City of Tigard Alarm • Established structured community policing updates Ordinance. as part of Management Team meetings. • Expanded crime prevention programming into local Program Description access cable programming by producing two shows. The Police Administration Division is responsible for the • Neighborhood Watch groups increased by three. overall administration and management of the Police • As a member of the Westside Crime Prevention Department. The Administration Division is dedicated Coalition, the Department received two awards: to fulfilling the mission of the City and the Department, 2004 Problem Solver of the Year Award issued and dedicated to evaluating the structure, strategies, by the Crime Prevention Association of Oregon and programs of the Police Department in light of crime (CPOA). trends and resource levels. Innovative Programming Award for the October 2004 Westside Rental Property Managers The Division is heavily involved in identifying, Forum issued by the Oregon Association establishing, maintaining, and furthering strategic Chiefs of Police (OACP). relationships with government agencies. These Organized and planned the Tigard Unity Rally that • mutually beneficial relationships facilitate the sharing of was held in Cook Park. intelligence and resources. • The Tigard Police Academy graduated its 250th The PIO provides several hundred hours of crime citizen. prevention programming annually to a wide variety of • Deployed new false alarm ordinance and revised citizens, businesses, and groups. The PIO coordinates ordinance database. the Neighborhood Watch Program which provides these • Acquired and created distribution plan for cell community groups with valuable crime prevention phones for victims of domestic violence. material and promotes citizen involvement in community policing. The Enhanced Safety Properties Program is a 3 -phase crime prevention program that accomplishes the same objectives for multi - family units. Community Services - Page 83 AU- 41_ Police Administration Budget Unit: 1110 FY 2005 -06 Goals and Objectives Communication Elements • Continue to oversee Department activities, evaluate • The Tigard Police Department section of the City's policies, organizational structure, working website (www.ci.tigard.orus) includes: conditions, and customer service levels; manage ° media releases resources, develop partnerships and programs; ° information concerning personal safety and direct strategic planning and support accreditation crime prevention through policy management. ° the Citizen Academy application form • Continue to provide leadership and management for the traffic issue report form the Department in support of the City's strategic • The Department contributes to the Cityscape plans and objectives. newsletter. • Continue to implement the Mission, Vision, and • Requests for public assistance, summaries of Goals of the Department. police activity, and information regarding wanted • Continue to develop ethical, accountable, persons are disseminated through local media. productive, and well- trained employees. • Local cable access segments provide crime • Maximize the additional management resource prevention information. available in the recently filled Patrol Captain • The Department publishes a monthly newsletter. position. • Structured community policing updates occur at • Deploy crime trend information at Department Management Team meetings. www. ci. ti gard. or. us. • Review all existing general orders and add additional directives as needed. • Evaluate accreditation criteria. • Increase the number of Neighborhood Watch groups by four. • Provide 73 crime prevention presentations. • Prepare four local cable access crime prevention segments. • Process alarm permit applications. 71 -15 ARAA P tE. TES SY • Continue to reduce the number of false alarms' r rR;o '° through the implementation of new fines. ° A� , • Continue to enforce the Alarm Ordinance and , Tigard High School parking zone. ';3 • Submit two grants to supplement equipment g I funding. F t The Summerfield Neighborhood Watch Group is comprised of nearly 2,400 participants. Not only is it the largest single group in Tigard, it is very likely the largest active "Neighborhood Watch" group in Oregon. ,"'"1'i? Page 84 - City of Tigard • Police Administration Budget Unit: 1110 WORKLOAD MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Alarm permits processed N/A 1,856 2,300 2,567 Number of neighborhood watch groups 87 92 96 100 Cr °me prevention presentations 75 49 69 73 Alarm permits issued to former non - permit holders N/A N/A 254 267 EFFECTIVENESS MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Increase in neighborhood watch locations ( %) 4% 6% 4% 4% Increase in crime prevention presentations ( %) 50% (36 %) 38% 6% Alarm Permits issued to former non - permit holders N/A N/A N/A 5% FULL -TIME EQUIVALENT POSITIONS 2002 -03 2003 -04 2004 -05 2005 -06 Chief of Police 1.00 1.00 1.00 1.00 Confidential Executive Assistant 1.00 1.00 1.00 1.00 Community Services Officer 1.00 _ 1.00 1.00 1.00 Total 3.00 3.00 3.00 3.00 4 4 Community Services - Page 85 ,d.a -L Police Administration Budget Unit: 1110 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 Personal Services Positions 3.00 3.00 3.00 3.00 3.00 3.00 Wages $197,752 $180,788 $194,281 $195,764 $196,092 $196,092 Overtime 12,291 14,491 13,000 13,000 13,000 13,000 Benefits 69,106 78,568 83,738 91,981 90,632 90,632 Total Personal Services $279,149 $273,847 $291,019 $300,745 $299,724 $299,724 Materials & Services Water Costs $0 $0 $0 $0 $0 $0 Prof. & Contract Services 3,559 6,103 6,000 46,000 46,000 46,000 Repair & Maintenance 638 4,093 4,700 4,200 4,200 4,200 Miscellaneous Expense 18,063 7,738 9,760 7,960 7,960 7,960 Small Tools & Equipment 0 0 3,150 10,050 10,050 10,050 Office Supplies 2,569 3,678 4,000 7,000 7,000 7,000 Advertising & Publicity 5,663 7,688 5,900 7,600 7,600 7,600 Fees /Dues /Subscriptions 800 648 810 810 810 810 Travel & Training 3,522 8,199 5,174 2,590 2,590 2,590 Fuel Expenses 1,459 1,527 3,500 2,280 2,280 2,280 Computer Software 0 0 0 0 0 0 Rents & Leases 41 67 500 500 500 500 Utilities 466 973 800 1,000 1,000 1,000 Insurance 0 0 0 0 0 0 Library Materials 0 0 0 0 0 0 Total Materials & Services $36,780 $40,714 $44,294 $89,990 $89,990 $89,990 Capital Outlay Land & Improvements $0 $0 $0 $0 $0 $0 Building & Improvements 0 0 0 0 0 0 Vehicles 0 0 0 0 0 0 Office Fumiture & Equipment 0 0 0 0 0 0 Computer Equipment 0 0 0 0 0 0 Operation Equipment 0 0 0 0 0 0 Total Capital Outlay $0 $0 $0 $0 $0 $0 Total Budget Unit $315,929 $314,561 $335,313 $390,735 $389,714 $389,714 Page 86 - City of Tigard II Police Operations Budget Unit: 1120 Program Results • Continued to form community partnerships which addressed over twenty specific issues. • Carry out the directives of Police Department • Targeted crime and traffic - specific problems. Administration in support of strategic plans and • Targeted gang - specific problems with tactical objectives. deployment at Washington Square, other problem • Provide rapid response to serious calls for service areas, and participated in Interagency Gang (Priority 1 calls), and non - emergency response to Enforcement Team (IGET). routine citizen calls for service (less serious calls). • Revised the field training and evaluation manual. • Solve and prevent community problems and work in • Acquired the community notification system for partnership with citizens, businesses, and neighborhood emergency notifications. neighboring agencies to create the highest level of livability possible. • Neighborhood Crime Watch Group responses were • Prevent, deter, and reduce crime and the fear of established as a high priority. crime. • Referred 99 juvenile offenders to Tigard Municipal Enhance the safety and security of Tigard's Court. • residents, visitors, and businesses. • Implemented a structured community policing • Preserve constitutional and civil rights, and foster activity plan which facilitated communication sharing good citizenship in our youth. between shifts /rotations. Earn the trust and confidence of the public. • Converted from paper to online scheduling system • which improves communication and provides up -to- Program Description date access to Municipal Court employees. • Distributed cost - effective digital cameras to Patrol The Operations Division consists of three shifts Officers. operating 24 hours a day, 365 days a year. The • Began planning to accommodate increased workload Division is the first responder to calls for service and generated by Washington Square Mall expansion emergencies. The Operations Division is responsible project. for follow -up investigation of misdemeanor and Class C • Selected and assigned one officer to a regular felony crimes. seasonal bike officer position. This Division is comprised of uniformed Patrol and FY2005 -06 Goals and Objectives Traffic Officers who are committed to enhancing the safety and security of Tigard's residents, visitors, and • Respond to emergency calls in less than 4 minutes. businesses. These officers specialize as first • Continue implementing Problem Solving /Community responders to calls for service. While not responding to Policing. calls for service the officers are engaged in proactive • community based policing efforts, which our practice of Target specific problems and deploy resources to assigning districts promotes. Operations Division solve the targeted problems, taking into personnel receive specialized training in order to consideration all community resources. maintain certifications and the many varied skills that • Continue responding to requests from this line of law enforcement requires. Neighborhood Watch Groups as a high prority. • Continue to refer juvenile offenders to Tigard Peer FY2004 -05 Accomplishments Court and continue processing juvenile misdemeanor cases in Tigard Municipal Court. • Began assigning districts which facilitates • Continue to participate in the weekly Community community policing. Assessment Program activities. • Deployed computer assisted dispatch monitor on all • Participate in the Portland Police Bureau / TriMet workstations. Transit Police Division. • Supervisors and officers participated on the Mobile • Fill all authorized positions. Data Computer Committee to evaluate new • Deploy additional patrol performance measure tools. computers and digital video software. • Provide training on the new patrol car computer • Response time for Priority 1 calls for service was an aided dispatch software system. average of 4 minutes and 32 seconds. Community Services - Page 87 .41- All. Police Operations Budget Unit: 1120 • Provide training on the new patrol car digital video system. • Utilize existing crime analysis tools to direct policing efforts and identify necessary additional tools. • Distribute additional automatic electric defibrillator devices. Communication Elements • The Tigard Police Department section of the City's website ( www.ci.tigard.or.us) includes: ▪ media releases • information concerning personal safety and crime prevention ▪ the Citizen Academy application form • the traffic issue report form • The Department contributes to the Cityscape newsletter. • Requests for public assistance, summaries of police activity, and information regarding wanted persons are disseminated through local media. • Local cable access segments provide crime prevention information. • The Department publishes a monthly newsletter. • Structured community policing updates occur at Department Management Team meetings. The patrol fleet traveled 625,000 miles while patrolling the City of Tigard; this same distance would take us around the circumference of the earth 25 414 times. ,,u'" I IL Page 88 - City of Tigard Police Operations Budget Unit: 1120 WORKLOAD MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Number of dispatched calls for service 50,403 49,333 53,705 54,000 Number of investigated accidents 277 315 336 330 Number of reports written 7,474 7,621 8,603 8,800 Number of training events attended 946 826 693 650 Number of training events directed by patrol staff 317 276 250 250 Number of outside agency assists 445 312 571 550 Number of citations issued 6,993 7,545 6,613 7,000 Number of accidents investigated by Traffic Officers only N/A 71 116 90 Number of regional committee meetings (WCCCA) attended N/A 36 52 55 Number of CAP walks with Patrol Officer N/A 48 48 48 Number of policies and procedures revised N/A 30 10 30 Number of outside agency assists by supervisors 52 46 52 50 EFFECTIVENESS MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Change in number of directed patrols achieving stated objectives ( %) N/A N/A 6.15% 7.00% Change in number of self - initiated calls for services ( %) N/A 13.00% (23.00 %) (20.00 %) Change in number of subject stops ( %) 18.75% (2.26 %) 7.71 % 5.00% Change in number of vehicle stops ( %) 4.02% 3.39% (10.95 %) 10.00% Change in number of community meetings attended by patrol officers or supervisors N/A N/A 87.50% 10.00% Community Services - Page 89 .41-11 Police Operations Budget Unit: 1120 FULL -TIME EQUIVALENT POSITIONS 2002 -03 2003 -04 2004 -05 2005 -06 Assistant Chief 0.00 1.00 0.00 0.00 Captain 1.00 0.00 1.00 1.00 Community Service Officer 2.00 2.00 2.00 2.00 Lieutenant 3.00 3.00 3.00 3.00 Police Officer 34.00 34.00 35.00 36.00 Sergeant 7.00 7.00 7.00 7.00 Total 47.00 47.00 48.00 49.00 Ai. !L Page 90 - City of Tigard a Police Operations Budget Unit: 1120 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004-05 2005 -06 2005 -06 2005 -06 Personal Services Positions 47.00 47.00 48.00 50.00 49.00 49.00 Wages $2,318,192 $2,437,663 $2,845,672 $3,007,505 $2,961,303 $2,961,303 Overtime 165,877 186,712 156,341 220,000 220,000 220,000 Benefits 959,945 1,031,407 1,200,070 1,559,230 1,500,518 1,500,518 Total Personal Services $3,444,014 $3, 655, 782 $4, 202, 083 $4,786,735 $4,681,821 $4,681,821 Materials & Services Water Costs $0 $0 $0 $0 $0 $0 Prof. & Contract Services 21,306 11,571 30,900 53,900 53,900 53,900 Repair & Maintenance 90,515 100,254 112,690 92,800 92,200 92,200 Miscellaneous Expense 79,003 102,076 39,255 38,890 38,365 38,365 Small Tools & Equipment 17,555 0 181,873 316,272 308,747 308,747 Office Supplies 8,269 8,727 7,930 9,470 8,570 8,570 Advertising & Publicity 658 777 0 0 0 0 Fees /Dues /Subscriptions 2,783 2,847 3,230 4,570 4,570 4,570 Travel & Training 15,688 13,262 30,720 31,070 31,070 31,070 Fuel Expenses 58,983 63,897 64,750 70,300 70,300 70,300 Computer Software 0 0 0 0 0 0 Rents & Leases 101 183 0 0 0 0 Utilities 17,068 14,789 15,000 16,000 16,000 16,000 Insurance 0 0 0 0 0 0 Library Materials 0 0 0 0 0 0 Total Materials & Services $311,929 $318,383 $486,348 $633,272 $623,722 $623,722 Capital Outlay Land & Improvements $0 $0 $0 $0 $0 $0 Building & Improvements 0 0 0 0 0 0 Vehicles 12,349 63,537 68,000 284,000 270,000 270,000 Office Furniture & Equipment 0 0 0 0 0 0 Computer Equipment 0 0 0 0 0 0 Operation Equipment 0 0 355,000 37,500 37,500 37,500 Total Capital Outlay $12,349 $63,537 $423,000 $321,500 $307,500 $307,500 Total Budget Unit $3,768,292 $4,037,702 $5,111,431 $5,741,507 $5,613,043 $5,613,043 " " Community Services - Page 91 .4.L �h. Police Support Services Budget Unit: 1130 Program Results processing of traffic citations, field interrogations cards, handgun sales records, false alarm notifications, and • Carry out the directives of Police Department apartment incident cards. Administration in support of strategic plans and objectives. The Research, Analysis, and Planning Unit conducts • The Assistant Chief of Police provides leadership administrative crime analysis in support of the Chief of and management to the Support Services Division Police and Assistant Chief of Police, manages projects which consists of the following functional units: in support of Department initiatives, and oversees Criminal Investigations Unit information technology planning and budgeting. This Property and Evidence Unit also provides tactical and strategic analysis to Records various members of the Department. • Research, Analysis, and Planning School Resource Officers School Resource Officers provide service to Tigard Training, Accreditation, and Grants schools by investigating juvenile crimes and child abuse/ Youth Services neglect cases. The School Resource Officers also provide investigative assistance to the Patrol Division on Program Description matters involving schools, the investigation of reports of abuse and the neglect of children, conduct follow -up The Detectives in the Criminal Investigations Unit are investigations on school -age missing persons and responsible for investigating serious crimes against provide the schools with DARE and GREAT training. persons and property which include murder, assault, sex The Training Coordinator is responsible for the abuse, child abuse, rape, burglary, major theft, development, administration, and documentation of computer crimes, and cases requiring specialized mandated and specialized training for Department training and experience. While all detectives handle a personnel in support of certifications and accreditation. variety of these felony cases, certain cases require The accreditation process requires on -going policy specialization. Therefore our Criminal Investigations maintenance and periodic re- certification. This Unit Unit detectives have areas of expertise in areas such as: also writes grant applications, manages awarded grants, ▪ child sexual abuse and acquires and distributes grant funded equipment to ▪ computer forensics ▪ robbery sworn personnel. ▪ homicide The Youth Services Officer administers the Tigard Peer • rape /sex crimes Court Program, coordinates referrals to juvenile courts, • serious assaults and develops and teaches DARE and GREAT The Criminal Investigations Unit partners with multi- curriculum in the schools. The School Resource disciplinary teams throughout the area to share Officers and the Youth Services Officer work as a team information and combine prosecution efforts. to provide four, week -long "DARE to be GREAT" summer camps for area middle school -age children. The Property and Evidence Unit maintains the proper FY 2004-05 Accomplishments evidentiary chain of custody for found property or evidence, ensures the proper release of property to owners, manages the destruction of weapons and drugs • Successfully investigated serious felony crimes with per statute of limitations and court orders, and supports high clearance rates. all sworn personnel by releasing evidence as needed. • The Tigard Police Department was only one of two agencies asked to assign a Detective to the The Records Unit fields thousands of contacts with the Terrorism Intelligence Threat Assessment Network public every year, both in person and over the phone. (TITAN). The Records Unit supports the sworn personnel by • Criminal Investigations Unit now has a Detective providing timely information used in the apprehension assigned part time to the F.B.I. Cyber Crimes Task and prosecution of criminals. Records Specialists are Force. responsible for processing records requests from Began assigning elder abuse and child abuse Department personnel, outside agencies, the media and referrals to specialized investigators. the public, while adhering to confidentiality laws. This Unit is also responsible for data entry into various law enforcement records management systems, the L Page 92 - City of Tigard Police Support Services Budget Unit: 1130 • Acquired and deployed new forensic computer FY 2005 - Goals and Objectives technology which enables investigators to complete • Implement case assessment protocol with threshold forensic computer examinations in a timely manner. indicators for fraud cases; develop corresponding • Completed two complex and lengthy homicide trials, plan for dissemination of fraud intelligence to Patrol resulting in two convictions. Division. • Conducted over 80 narcotics investigations; shared • Implement Elder Victim Response Project to identify information with several metropolitan area narcotic elder victim's needs and address quality of life task forces and assisted them with successful issues after victimization. narcotics trafficking investigations involving the City • Track case data for Westside Interagency Narcotics of Tigard; this resulted in the eradication of 6 active (WIN) and Regional Organized Crime Narcotics methamphetamine laboratories in the City of Tigard. (ROCN) Task Forces to ensure proper follow -up • Task forces assignments continued to address assignment. specific areas of crimes, such as fraud; these • Deploy new technology which facilitates networking coordinated efforts positively impact the quality of across jurisdictions. life for the community. • Continue involvement at various regional anti -crime • Conducted over 20 narcotics investigations. meetings. • Assigned and processed 808 cases. • Continue to expand Peer Court. • Identified and trained six background investigators • Complete implementation of the Senior Mentor to assume the pre - employment screening of Program for Peer Court. applicants; resulting in significant cost savings. • Continue to enhance tools which facilitate • Implemented the Tri- County Sexual Assault community policing and communication regarding Taskforce (SART) protocol which standardized the these activities. system -wide response to violent rapes or abuses; • Deploy new patrol car hardware /software and new provided orientation to neighboring agency procedures to ensure compliance with Criminal personnel. Justice Information Services (CJIS) regulations by • Incorporated the processing of digital evidence into September 2005. the existing workload. • Deploy patrol car digital video equipment. • Overtime analysis conducted to confirm efficient • Implement intermediate and advanced training for resource deployment. response to WMD events. • Conducted research and planning to identify Create survey process to evaluate effectiveness and replacement mobile digital computers and new relevancy of training. digital video systems. • Conduct comprehensive training assessment. • Began comprehensive information technology planning, budgeting, and coordination. • Identify and implement career development training; • Continued to teach the Tigard Youth Academy, build career paths for staff. tailored for the Tigard middle schools. • Identify monthly training topics for briefing sessions. • • Continued to partner with the School District to Maintain 48 hour turn - around time for records focus on alcohol and tobacco possession by management system data entry. minors; resulting in multiple Youth and Peer Court • Implement new bar code scanner /printer, mobile cases referrals. property system, and enhance database • Secured two homeland security grants which capabilities. funded the purchase of gas masks and protective • Generate crime maps which aid Department clothing to be used in the event of Weapons of initiatives. Mass Destruction (WMD) incident. • Purchased grant- funded digital video editing equipment to facilitate production and distribution of training materials. "' Community Services - Page 93 A1 =1]! Police Support Services Budget Unit: 1130 Communication Elements • The Tigard Police Department section of the City's website (www.ci.tigard.or.us) includes: • media releases • information concerning personal safety and crime prevention • the Citizen Academy application form the traffic issue report form • The Department contributes to the Cityscape newsletter. • Requests for public assistance, summaries of police activity, and information regarding wanted persons are disseminated through local media. • Local cable access segments provide crime prevention information. • The Department publishes a monthly newsletter. • Structured community policing updates occur at Department Management Team meetings. The Property & Evidence personnel are required to record every event associated with evidence; some 6,900 transactions were recorded during the last year. 4 j. Page 94 - City of Tigard Police Support Services Budget Unit: 1130 WORKLOAD MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Number of cases assigned for follow -up 445 655 810 810 Number of cases cleared 300 341 430 430 Number of reports processed 9,300 7,500 8,604 8,900 Number of training requests processed 120 190 693 700 Number of classes sponsored 3 3 3 4 EFFECTIVENESS MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Assigned cases cleared ( %) 67% 52% 53% 53% Department staff rating training support as good or excellent ( %) >85% 98% 99% 98% FULL -TIME EQUIVALENT POSITIONS 2002 -03 2003 -04 2004 -05 2005 -06 Assistant Chief 0.00 0.00 0.00 1.00 Captain 1.00 1.00 1.00 0.00 Community Service Officer 1.00 1.00 1.00 1.00 Detective Secretary 1.00 1.00 1.00 1.00 Lieutenant 1.00 1.00 1.00 1.00 Management Analyst 0.00 0.00 0.00 1.00 Police Officer 11.00 _ 11.00 11.00 11.00 • Police Records Supervisor 1.00 1.00 1.00 1.00 Police Systems Specialist 0.00 1.00 1.00 0.00 Property /Evidence Clerk 2.00 2.00 2.00 2.00 Records Specialist 6.00 6.00 6.00 6.00 Sergeant 1.00 1.00 1.00 1.00 Total 25.00 26.00 26.00 26.00 Allk Community Services - Page 95 .mil !.v_ Police Support Services Budget Unit: 1130 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 Personal Services Positions 25.00 26.00 26.00 26.00 26.00 26.00 Wages $1,274,531 $1,330,442 $1,491,151 $1,490,543 $1,491,414 $1,491,414 Overtime 109,125 105,585 98,000 110,000 110,000 110,000 Benefits 512,647 543,112 619,153 729,457 713,427 713,427 Total Personal Services $1,896,303 $1,979,139 $2,208,304 $2,330,000 $2,314,841 $2,314,841 Materials & Services Water Costs $0 $0 $0 $0 $0 $0 Prof. & Contract Services 536,868 546,097 669,191 677,653 677,653 677,653 Repair & Maintenance 14,966 22,392 20,825 24,015 24,015 24,015 Miscellaneous Expense 51,900 47,446 45,495 51,100 51,100 51,100 Small Tools & Equipment 19,281 1,670 15,125 19,400 19,400 19,400 Office Supplies 32,131 40,886 41,318 50,525 50,525 50,525 Adwrtising & Publicity 748 0 1,081 0 0 0 Fees /Dues /Subscriptions 781 1,338 12,880 1,815 1,815 1,815 Travel & Training 17,667 10,734 26,440 28,060 28,060 28,060 Fuel Expenses 9,462 10,159 8,750 9,500 9,500 9,500 Computer Software 0 0 0 0 0 0 Rents & Leases 29,321 26,334 24,300 24,300 24,300 24,300 Utilities 3,968 6,017 4,500 8,750 8,750 8,750 Insurance 0 0 0 0 0 0 Library Materials 0 0 0 0 0 0 Total Materials& Services $717,093 $713,073 $869,905 $895,118 $895,118 $895,118 Capital Outlay Land & Improvements $0 $0 $0 $0 $0 $0 Building & Improvements 0 0 0 0 0 0 Vehicles 0 0 0 0 0 0 Office Fumiture & Equipment 0 0 0 0 0 0 Computer Equipment 0 0 0 0 0 0 Operation Equipment 0 0 0 0 0 0 Total Capital Outlay $0 $0 $0 $0 $0 $0 Total Budget Unit $2,613,396 $2,692,212 $3,078,209 $3,225,118 $3,209,959 $3,209,959 Page 96 - City of Tigard II Library Organization Chart 1 LIBRARY Administration Technical Services Readers' Services Circulation Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 # Positions 30.65 28.90 33.20 34.70 33.20 33.20 Personal Services $1,523,269 $1,504,735 $1,962,214 $2,205,971 $2,099,251 $2,099,251 Materials & Services 349,354 332,752 425,288 481,482 481,482 481,482 Capital Outlay 0 0 0 0 0 0 Total Library - by Category $1,872,623 $1,837,487 $2,387,502 $2,687,453 $2,580,733 $2,580,733 Budget by Division Library Administration $272,831 $290,878 $324,528 $340,842 $340,399 $340,399 Reader's Services 741,234 687,289 985,698 1,209,608 1,105,110 1,105,110 Technical Services 284,746 287,059 323,540 345,967 345,196 345,196 Circulation 573,812 572,261 753,736 791,036 790,028 790,028 Total Library - by Division $1,872,623 $1,837,487 $2,387,502 $2,687,453 $2,580,733 $2,580,733 Budget by Fund General Fund $1,872,623 $1,837,487 $2,387,502 $2,687,453 $2,580,733 $2,580,733 Total Library - by Fund $1,872,623 $1,837,487 $2,387,502 $2,687,453 $2,580,733 $2,580,733 Allk Community Services - Page 97 .41- 41.: Library Administration Budget Unit: 1410 Program Results FY 2004 -05 Accomplishments • The Library meets the information, education, and Successful completion and opening of the new cultural needs of the community. library on time and under budget. • The Library has adequate space for programs and Successful move of library and its contents to new services. location in July 2004. • Adequate funding is available for Library programs • Training of staff and volunteers on new equipment and services. and procedures. • The Tigard community has a high degree of • Re- opening on Sundays from March through June awareness of library programs and services. 2005. • Internal and external customers receive accurate • Made necessary adjustments in staffing and hours and timely service. to continue to provide timely service to the patrons despite reductions in hours and services while usage Program Description increased. • Creation and production of two videos related to the The Tigard Public Library acquires, organizes, and construction and Grand Opening of the new library. provides customer assistance in accessing materials, Both aired on Tualatin Valley TV cable channel data, and services to meet the informational, (MV)• educational, cultural, and recreational needs of the • A patron survey to elicit public feedback on community. availability of materials, quality of service, and patron satisfaction. Library Administration is responsible for overseeing the • Dedication of two pieces of commissioned art for the operations of the library. The highlight of the 2004 -05 new library. fiscal year was the completion and opening of the new • Creation of new jobs for volunteers in the new library, library. Administration oversaw aspects of library including Technology Desk Monitors, Greeters, Peer construction and continued an active communications Court Coordinator, and Assistant Volunteer program to keep the public involved in the construction Coordinator. process. All divisions of the library worked together to • Implementation of the Library's strategic plan. meticulously plan an efficient move to the new library in • Grand Opening event to commend community for its order to limit inconvenience to the public. support of new library and celebrate the results. • Creation of Library's first official Annual Report as a In addition to opening the new library, administrative readable document, distributed to City Council and efforts in 2004 -05 centered on the impacts of failure of patrons in the library. the passage of the Washington County Cooperative Services (WCCLS) operational levy in May 2004. Due to limited funding for library operations, the library closed - FY 2005 -06 Goals and Objectives on Sundays and Friday evenings. Some programs, like Friday Night Music, were eliminated. Yet, circulation • and library usage continued to rise despite the reduced Implement the Library Strategic Plan for the new hours. Staffing plans and schedules were revised to library to insure the public receives adequate service accommodate reduced hours and increased usage. delivery. • Continue to work with the Library Foundation and the In March, Sunday hours were restored to the end of the Friends of the Library to generate revenue to support fiscal year. Funding of those hours came from the Grace programs in the new library. • Tigard Houghton bequest with permission from her Continue to enhance the partnership with the Tigard - family. Tualatin School District. • Examine ways to allow library to remain open seven Administration also manages an active volunteer days a week. • program that has introduced over 300 people, ranging in Enhance timely communications about library age from pre -teens to senior citizens, to volunteer events and services. service in the library. The volunteers assist in many tasks from book repair to checking in books to planning the Grand Opening. With the move to the new library, additional volunteer positions have been created to allow the library to provide better service with limited staff. ,,6"" ii. Page 98 - City of Tigard Library Administration Budget Unit: 1410 Communication Elements • Web page • Cityscape • Press Releases and other communications with the media • Posters and flyers advertising events and programs • Brochures on library use, programs, and services • Annual Patron Survey • Communications Plans for major promotional efforts • Council meeting presentations aired on TVTV • Comment cards for patrons who received individual responses when requested • Two video productions on new library created in collaboration with TVTV. Two aired on TVTV and in the library. They are part of the library's collection. • Tours of new library to individuals and groups • Annual Report printed as a consumer - friendly publication • Department Staff Meetings • TVTV Bulletin Board • Focus on Tigard • Public presentations to various civic organizations and community groups • Email newsletter to Citizens • Citywide All Employee Meetings •• • • Ingredients fora new Library • 320,000 pounds (160 tons) of steel of • 7.5 mi pounds of concrete • 40 mi of wire • 70,000 bricks 13,00 square feet of exposed wood ceiling l IMF • 1 acre of glass " Community Services - Page 99 .mot "!_C Library Administration Budget Unit: 1410 WORKLOAD MEASURES 2002 -03 2003 -04 2004-05 2005 -06 Population served (includes non -City residents) 55,681 64,898 68,143 69,000 Annual visits 260,282 309,731 360,000 380,000 Number of volunteer hours per year 12,062 13,455 14,500 16,000 Value of volunteer hours $185,754 $201,283 $205,800 $220,000 EFFECTIVENESS MEASURES 2002 -03 2003 -04 2004 -05 2005-06 Patrons who rate overall Library service as good or excellent ( %) 82% 84% 88% 90% Volunteers rating their experience at the Library as satisfying ( %) 87% 89% 91 % 93% Staff rating volunteers as critical to the success of the Library ( %) 92% 94% 95% 95% Increase in annual circulation ( %) 2% 7% 20% 30% Weekly open hours 69 60.5 50.5 54-58 FULL -TIME EQUIVALENT POSITIONS 2002 -03 2003 -04 2004-05 2005-06 Library Director 1.00 1.00 1.00 1.00 Senior Administrative Specialist 1.00 1.00 1.00 1.00 Senior Management Analyst 0.25 0.50 0.50 0.50 Volunteer Coordinator 0.70 0.70 0.80 0.80 Total 2.95 3.20 3.30 3.30 ,,,u, 4i Page 100 - City of Tigard a Library Administration Budget Unit: 1410 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 Personal Services Positions 2.95 3.20 3.30 3.30 3.30 3.30 Wages $180,521 $195,051 $202,779 $204,982 $205,436 $205,436 Overtime 0 0 0 0 0 0 Benefits 57,850 60,044 65,441 71,692 70,795 70,795 Total Personal Services $238,371 $255,095 $268,220 $276,674 $276,231 $276,231 Materials& Services Water Costs $0 $0 $0 $0 $0 $0 Prof. & Contract Services 4,119 1,000 2,100 2,270 2,270 2,270 Repair & Maintenance 3,487 2,921 5,280 9,786 9,786 9,786 Miscellaneous Expense 3,888 3,312 2,386 2,536 2,536 2,536 Small Tools & Equipment 0 0 800 700 700 700 Office Supplies 17,014 18,909 29,950 29,503 29,503 29,503 Advertising & Publicity 1,418 890 1,485 3,995 3,995 3,995 Fees /Dues /Subscriptions 1,082 907 1,330 1,490 1,490 1,490 Travel & Training 1,184 5,993 6,710 9,538 9,538 9,538 Fuel Expenses 0 0 0 0 0 0 Computer Software 80 59 167 0 0 0 Rents & Leases 2,186 1,762 6,000 4,200 4,200 4,200 Utilities 2 30 100 150 150 150 Insurance 0 0 0 0 0 0 Library Materials 0 0 0 0 0 0 Total Materials &Services $34,460 $35,783 $56,308 $64,168 $64,168 $64,168 Capital Outlay Land & Improvements $0 $0 $0 $0 $0 $0 Building & Improvements 0 0 0 0 0 0 Vehicles 0 0 0 0 0 0 Office Fumiture & Equipment 0 0 0 0 0 0 Computer Equipment 0 0 0 0 0 0 Operation Equipment 0 0 0 0 0 0 Total Capital Outlay $0 $0 $0 $0 $0 $0 Total Budget Unit $272,831 $290,878 $324,528 $340,842 $340,399 $340,399 I Community Services - Page 101 �L ...-A. Library Readers' Services Budget Unit: 1420 Program Results • Provision of computer classes in Basic and • Patrons will receive accurate, timely, and courteous Intermediate Email skills, Introduction to the Online reference service. Catalog for use on and off site, Basic Internet skills • Patrons will be assisted in the basic use of library as well as specialized Internet searching such as materials in all formats, including electronic health care sites, trip planning sites, etc. resources. • First phase of email reference service has been • Through conscientious and responsive selection, implemented through the Washington County patrons will be provided with materials that reflect Cooperative Library System (WCCLS) web page. their needs and interests. • Initiated 5 year Library Strategic Planning process Programs that meet the needs and interests of adult with a Citizens' Committee. • and juvenile library patrons will be provided. FY 2005 -06 Goals and Objectives Program Description • Begin implementation of Library's 5 year Strategic Readers' Services is responsible for selecting and Plan. managing all Library materials, providing professional • Continue to provide Adult, Children's, and Family assistance using the Library's collections and electronic programs which will serve as community events resources, accessing additional resources through benefiting all the citizens of Tigard. interlibrary loan, and providing children's, young adult, • Develop and implement program evaluation process adult, and intergenerational programming to enhance for all library programs. lifelong learning and recreational experiences. • Expand email Reference service with an "Ask a Librarian" link on the City's web page. FY 2004-05 Accomplishments • Formally evaluate materials ordering and de- selection schedules and procedures. • Successfully moved to the new Library implementing • Prepare and conduct a survey focusing on strengths service at three public desks (Main, Children's and weaknesses of the collections in preparation for Room, and Young Adult), increasing total service developing a 5 year Collection Development Plan. interactions between August and November by 69% over the same period in 2003. Communication Elements • Youth Services increased the offering of excellent programming in the form of an additional Story and • Press releases to the Oregonian, Regal Courier, and Craft Time and a Story Time in Spanish. Toddler Time, Story Times, and Super Tuesday family Tigard Times. • programs, such as Tears of Joy Theater and PJ Focus on Tigard announcements. Story Hour for children and families, continue to grow • Program and service announcements on the City in popularity. web page. • Growth in programming designed for adults. • Articles and announcements through the Cityscape Highlights have been a series on job searching newsletter. skills, a series on topics of importance to seniors, • Flyers and posters in the Library. and a Tigard Area History and Preservation • Packets sent home with children regarding regular Association (TAHPA) presentation. Increased and special programming. availability for meeting with trained tax preparation • Packets of program information sent to the Tigard - volunteers because of more space. Tualatin School District via school courier service. • Selection of an Opening Day collection for the new • Information distributed through staff meetings. Library which included books in standard and large print, special large format books on art, photography, and science, music CDs, books on tape and CD, DVDs, and video tapes. Library Collections continue to grow through the selection and purchase of magazines, newspapers, books, CDs, and audiovisual materials. I'i` Page 102 - City of Tigard Library Readers' Services Budget Unit: 1420 WORKLOAD MEASURES 2002 -03 2003 -04 2004-05 2005 -06 Service interactions 74,142 60,995 83,618 104,522 Interlibrary loan transactions 1,940 1,815 1,968 2,164 Youth Services programs 184 171 192 302 Youth Services programs attendance 7,427 5,364 8,042 11,792 Participants in summer reading program 1,146 1,261 1,387 1,803 Summer reading program registrants 1,251 984 948 1,042 Contacts with children in school and childcare 6,171 5,573 1,363 6,409 Adult programs 54 10 24 41 Adult programs attendance 612 254 821 1,260 Computer classes 7 13 20 25 Computer class attendance 21 52 173 281 Public computer use 68,752 66,4110 73,052 113,400 EFFECTIVENESS MEASURES 2002 -03 2003 -04 2004-05 2005 -06 Increase in service interactions ( %) 20% (18 %) 37% 25% Increase in Youth Services program attendance ( %) 6% (7 %) 12% 47% Increase in Summer Reading program participation ( %) (6 %) (21%) (4 %) 10% Increase in Adult Services program attendance ( %) (87 %) (585 %) 223% 53% Increase in computer class attendance ( %) (595 %) (3 %) 10% 62% Increase in public computer use ( %) 20% (3 %) 10% 55% 1 Community Services - Page 103 A,1 "h_ Library Readers' Services Budget Unit: 1420 FULL -TIME EQUIVALENT POSITIONS 2002 -03 2003 -04 2004 -05 2005 -06 Librarian 4.30 3.20 4.70 5.70 Library Assistant 0.50 0.00 0.00 0.00 Library Division Manager 1.00 1.00 1.00 1.00 Library Services Supervisor 0.00 1.00 1.00 1.00 Readers' Services Specialist 3.00 1.00 0.00 0.00 Senior Librarian 0.00 1.00 2.00 2.00 Senior Library Assistant 1.50 1.50 1.50 1.50 Total 10.30 8.70 10.20 11.20 i'� Page 104 - City of Tigard a Library Readers' Services Budget Unit: 1420 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004-05 2005 -06 2005 -06 2005 -06 Personal Services Positions 10.30 8.70 10.20 12.70 11.20 11.20 Wages $352,734 $337,277 $497,951 $624,245 $557,423 $557,423 Overtime 0 0 0 0 0 0 Benefits 105,308 86,210 170,062 221,520 183,844 183,844 Total Personal Services $458,042 $423,487 $668,013 $845,765 $741,267 $741,267 Materials & Services Water Costs $0 $0 $0 $0 $0 $0 Prof. & Contract Services 12,358 8,993 12,438 13,548 13,548 13,548 Repair & Maintenance 0 0 0 0 0 0 Miscellaneous Expense 12,767 3,190 5,048 6,486 6,486 6,486 Small Tools & Equipment 0 0 0 0 0 0 Office Supplies 5,059 1,516 3,194 1,025 1,025 1,025 Advertising & Publicity 2,986 3,639 3,450 1,850 1,850 1,850 Fees /Dues /Subscriptions 2,566 562 2,105 2,305 2,305 2,305 Travel & Training 539 130 0 0 0 0 Fuel Expenses 0 0 0 0 0 0 Computer Software 0 0 0 0 0 0 Rents & Leases 0 0 0 0 0 0 Utilities 0 0 0 0 0 0 Insurance 0 0 0 0 0 0 Library Materials 246,917 245,772 291,450 338,629 338,629 338,629 Total Materials & Services $283,192 $263,802 $317,685 $363,843 $363,843 $363,843 Capital Outlay Land & Improvements $0 $0 $0 $0 $0 $0 Building & Improvements 0 0 0 0 0 0 Vehicles 0 0 0 0 0 0 Office Fumiture & Equipment 0 0 0 0 0 0 Computer Equipment 0 0 0 0 0 0 Operation Equipment 0 0 0 0 0 0 Total Capital Outlay $0 $0 $0 $0 $0 $0 Total Budget Unit $741,234 $687,289 $985,698 $1,209,608 $1,105,110 $1,105,110 Community Services - Page 105 .a Library Technical Services Budget Unit: 1430 Program Results FY 2005 -06 Goals and Objectives • Library materials are made available quickly and • Re- catalog materials to accurately reflect collection efficiently. type and locations in new library. • Library materials are easily accessible through • Improve quality of bibliographic records added to useful and accurate cataloging and processing. catalog. • Maintain average cataloging /processing time for new Program Description materials at 30 days or less. • Maintain average time for placement of orders at 5 The Technical Services Division orders, receives, days or less. catalogs, and processes library materials, maintains the • Increase use of volunteers Library's holdings information in the countywide shared • Assist in the implementation of Strategic Plan catalog, and mends damaged materials. activities targeted for FY 2005 -06. FY 2004 -05 Accomplishments Communication Elements The Technical Services staff's greatest accomplishment • Email in 2004 was the successful move of operations to the • Monthly Division report to Director new Library with only a minimal disruption to the normal • Monthly staff meeting workflow of ordering, processing, and cataloging new library materials. In addition, the Technical Services Division surpassed its previous records for the number of orders and materials processed in a year. In 2004, staff placed orders for 15,553 library materials, including books, videocassettes and DVDs, compact discs, books on tape, and books on CD. Atotal of 19,222 new items were added to the library collection. Volunteers and staff also deleted and withdrew just over 12,005 items from the WILI catalog, mended 757 books, and replaced damaged cases for 1,249 audio - visual items. The average time for placing new orders was 1 '/2 days and the average time it took to process and catalog new materials was 33 days. if all of the books and audio- . • A visual materials added to the .,�, .. Library collection in 2004 were " � piled one on top of another, they I * would reach 1,086 feet, thirty feet higher than the observation deck fl:'!�- 11 ' of the Empire State Building. Al L'' Page 106 - City of Tigard Ai_ • Library Technical Services Budget Unit: 1430 WORKLOAD MEASURES 2002 -03 2003-04 2004 -05 2005 -06 Orders placed 13,618 13,921 15,200 17,000 Orders received 14,718 15,385 16,200 18,600 New titles (MARC records) added to catalog 5,568 5,441 5,400 6,200 New items added 17,231 17,362 19,000 21,800 Items withdrawn 20,473 16,915 8,000 8,000 EFFECTIVENESS MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Average number of days between orders being submitted and being placed 2 2 2 5 Average number of days between order being received and item being ready for circulation 31 27 33 30 Staff rating services provided by Technical Services as good or excellent ( %) 95% 100% 100% 100% FULL -TIME EQUIVALENT POSITIONS 2002 -03 2003 -04 2004 -05 2005 -06 Library Aide 0.00 0.00 0.50 0.50 Library Assistant 1.20 1.00 1.20 1.20 Library Services Supervisor 0.00 0.00 0.00 1.00 Senior Library Assistant 2.00 2.00 2.00 2.00 Technical Services Coordinator 1.00 1.00 1.00 1.00 Technical Services Specialist 1.00 1.00 1.00 0.00 Total 5.20 5.00 5.70 5.70 " Community Services - Page 107 .mil "!]_ Library Technical Services Budget Unit: 1430 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 Personal Services Positions 5.20 5.00 5.70 5.70 5.70 5.70 Wages $204.630 $205,562 $227,204 $235,642 $236,164 $236,164 Overtime 0 0 0 0 0 0 Benefits 62,295 62,274 75,376 86,742 85,449 85,449 Total Personal Services $266,925 $267,836 $302,580 $322,384 $321,613 $321,613 Materials & Services Water Costs $0 $0 $0 $0 $0 $0 Prof. & Contract Services 8,375 9,684 10,448 11,748 11,748 11,748 Repair & Maintenance 0 0 0 0 0 0 Miscellaneous Expense 25 33 37 44 44 44 Small Tools & Equipment 0 0 0 0 0 0 Office Supplies 9,094 9,431 10,100 11,716 11,716 11,716 Advertising & Publicity 0 0 300 0 0 0 Fees /Dues /Subscriptions 238 75 75 75 75 75 Travel & Training 65 0 0 0 0 0 Fuel Expenses 0 0 0 0 0 0 Computer Software 0 0 0 0 0 0 Rents & Leases 0 0 0 0 0 0 Utilities 24 0 0 0 0 0 Insurance 0 0 0 0 0 0 Library Materials 0 0 0 0 0 0 Total Materials & Services $17,821 $19,223 $20,960 $23,583 $23,583 $23,583 Capital Outlay Land & Improvements $0 $0 $0 $0 $0 $0 Building & Improvements 0 0 0 0 0 0 Vehicles 0 0 0 0 0 0 Office Furniture & Equipment 0 0 0 0 0 0 Computer Equipment 0 0 0 0 0 0 Operation Equipment 0 0 0 0 0 0 Total Capital Outlay $0 $0 $0 $0 $0 $0 Total Budget Unit $284,746 $287,059 $323,540 $345,967 $345,196 $345,196 ,a,'j? Page 108 - City of Tigard a Library Circulation Budget Unit: 1440 Program Results FY 2005 -06 Goals and Objectives • Patrons receive library materials in a timely and • Maintain pace with technological advances; accurate manner. replacing existing equipment as necessary. • Patrons are self - sufficient in skills necessary to find • Continue to evaluate efficient utilization of available and evaluate and use all types of information. staff and space, acknowledging the changing staffing • Patrons receive accurate information about using the needs in the new building. library. • Provide excellent customer service by adapting best • Patrons will be able to access library materials practices in library circulation service. easily through accurate and timely checking and • Assist in the implementation Library Strategic Plan shelving. activities targeted for FY 2005 -06. • Continue to increase use of volunteers. Program Description Communication Elements The Circulation Division of the Library is responsible for checking materials in and out, answering users' • Direct person -to- person communication to library questions about library facilities and programs, renewing patrons and shelving all library materials, collecting fines, issuing Fliers, bookmarks, brochures, signs, and other new library cards, reconciling patron records, and • answering general questions. Circulation staff tracks promotional items regarding library activities down and retrieves lost and missing items and maintains • Regular meetings, electronic mail, and memos accurate patron records on WlLlnet, the countywide • Cityscape articles library database. Circulation staff is also responsible for • Website the processing of patrons' reserves.The Circulation Desk • Monthly Division report to Director 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 learn how to use the WlLlnet computers to place holds and use the self- checkout machine. FY 2004 -05 Accomplishments • Circulation staff played an integral role in planning for the new Library, as well as the successful and During 2004, over 665,000 books and audio - visual efficient move into the new building and preparation materials were checked out by Tigard Public Library work prior to opening. Circulation staff was actively involved in library -wide Circulation staff. That is over 166 tons of books, • videos, DVDS, CDs and cassettes —the same weight efforts to implement and promote library programs. as 28 African elephants! • Expanded an on -going training program for check -in and shelving staff and volunteers taught by Circulation staff. • Managed an increased number of checkouts, check - ins, and intra -libra ry materials. • Decreased open hours in the new building resulted in more frequent lines at the checkout desk; however Circulation staff was able to provide library patrons with courteous, accurate, and efficient service in the greatly expanded space. Community Services - Page 109 ,41 " =!J!. Library Circulation Budget Unit: 1440 WORKLOAD MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Materials checked out per year 684,475 685,000 810,000 850,500 Materials checked in per year 903,507 582,250 688,500 722,925 Materials checked out per week 13,163 13,173 15,577 16,800 Materials checked in per week 17,375 11,197 13,240 14,300 Materials renewed per week 2,238 2,400 3,427 3,598 Library cards issued per week 72 72 100 110 Materials checked out per week on self - checkout 1,974 1,975 3,894 4,089 Materials shelved per week 17,375 11,197 13,240 13,902 Intralibrary loans per week (crates) 100 110 115 118 EFFECTIVENESS MEASURES 2002 -03 2003 -04 2004-05 2005-06 Materials checked out on self- checkout machine ( %) 15% 15% 25% 24% Materials returned to shelf within 48 hours ( %) N/A N/A N/A 85% Library patrons who rated service received as "good" or "excellent" at the Check Out Counter ( %) 91% 91% 85% 90% FULL -TIME EQUIVALENT POSITIONS 2002 -03 2003 -04 2004-05 2005 -06 Circulation Supervisor 2.00 2.00 2.00 2.00 Library Aide 0.00 0.00 2.00 1.00 Library Assistant 7.80 7.60 7.60 7.60 Library Division Manager 1.00 1.00 1.00 1.00 Senior Library Assistant 1.40 1.40 1.40 1.40 Total 12.20 12.00 14.00 13.00 a. 1'i ` Page 110 - City of Tigard • Library Circulation Budget Unit: 1440 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 Personal Services Positions 12.20 12.00 14.00 13.00 13.00 13.00 Wages $416,297 $418,680 $526,588 $563,446 $564,544 $564,544 Overtime 814 788 1,195 1,136 1,136 1,136 Benefits 142,820 138,849 195,618 196,566 194,460 194,460 Total Personal Services $559,931 $558,317 $723,401 $761,148 $760,140 $760,140 Materials & Services Water Costs $0 $0 $0 $0 $0 $0 Prof. & Contract Services 0 2,146 4,875 4,990 4,990 4,990 Repair & Maintenance 0 0 0 0 0 0 Miscellaneous Expense 104 70 315 313 313 313 Small Tools & Equipment 0 0 0 0 0 0 Office Supplies 1,295 808 1,260 2,500 2,500 2,500 Advertising & Publicity 328 218 1,800 0 0 0 Fees /Dues /Subscriptions 80 85 85 85 85 85 Travel & Training 621 45 0 0 0 0 Fuel Expenses 0 0 0 0 0 0 Computer Software 0 0 0 0 0 0 Rents & Leases 11,453 10,572 22,000 22,000 22,000 22,000 Utilities 0 0 0 0 0 0 Insurance 0 0 0 0 0 0 Library Materials 0 0 0 0 0 0 Total Materials & Services $13,881 $13,944 $30,335 $29,888 $29,888 $29,888 Capital Outlay Land & Improvements $0 $0 $0 $0 $0 $0 Building & Improvements 0 0 0 0 0 0 Vehicles 0 0 0 0 0 0 Office Fumiture & Equipment 0 0 0 0 0 0 Computer Equipment 0 0 0 0 0 0 Operation Equipment 0 0 0 0 0 0 Total Capital Outlay $0 $0 $0 $0 $0 $0 Total Budget Unit $573,812 $572,261 $753,736 $791,036 $790,028 $790,028 Alit Community Services - Page 111 AsJI - 1. Social Services and Community Events Budget Unit: 1500 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 Budget. Community Event requests are reviewed informally by the Council. The Budget presents the results of both reviews. Actual Actual Adopted Proposed Approved Adopted 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 Affordable Housing Set -aside $0 $0 $10,000 $10,000 $10,000 $10,000 American Red Cross (Transportation) 1,100 1,100 1,100 0 0 0 Community Partners for Affordable Housing 2,892 6,566 0 0 0 0 Domestic Violence Center 5,000 5,000 5,000 2,000 2,000 2,000 Good Neighbor Center 10,000 10,000 10,000 15,000 15,000 15,000 Housing Program "Emergency Fund" 0 0 10,000 10,000 10,000 10,000 Learning Adventures 250 0 0 0 0 0 Loaves & Fishes - Senior Center 20,000 20,000 20,000 22,000 22,000 22,000 Luke Dorf Inc. 15,000 15,000 15,000 15,000 15,000 15,000 Neighborshare (CAO) 15,000 15,000 15,000 10,000 10,000 10,000 Rebuilding Together Washington County 3,000 3,000 2,000 3,000 3,000 3,000 Residential Services Agency Emergency Set -aside 0 0 0 0 5,125 5,125 RSVP (Retired & Senior Volunteer Program) 0 0 0 2,500 2,500 2,500 Sexual Assault Resource Center 4,000 4,000 4,000 5,000 5,000 5,000 Tigard Police Activities League 0 0 0 10,000 10,000 10,000 LifeWorks NW (Formerly Tualatin Valley Centers) 15,000 7,822 8,000 18,000 18,000 18,000 Vision Action Network 0 2,000 2,000 0 0 0 Total Social Services $91,242 $89,488 $102,100 $122,500 $127,625 $127,625 Art Resources of Tigard $3,750 $0 $0 $0 $0 $0 Atfalati Recreation Dist.lTigard Recreation Assoc. 0 5,000 5,000 5,000 5,000 5,000 Broadway Rose Theatre 10,000 10,000 10,000 10,000 10,000 10,000 City of Tigard Dog Park 0 400 450 400 400 400 Festival of Balloons 0 10,000 10,000 10,000 10,000 10,000 Fourth of July 7,500 7,500 7,500 7,500 7,500 7,500 Tigard Blast 5,000 5,000 5,000 5,000 5,000 5,000 Tigard High Drug & Alcohol Free Grad. Celebration 750 1,000 2,000 2,000 2,000 2,000 Tualatin River Keepers 2,000 2,000 2,500 9,475 6,275 6,275 Tualatin Valley Comm unity Band 1,850 1,850 2,000 2,000 2,000 2,000 TotalArts/Events $30,850 $42,750 $44,450 $51,375 $48,175 $48,175 Total Requests Granted $122,092 $132,238 $146,550 $173,875 $175,800 $175,800 The Budget Committee policy is to set total events and social service appropriations at .5% of the prior year's operating budget. The policy limit for FY 2005 -06 was $151,000. In addition, the City budgets three set - asides within this appropriation in addition to the target amount for grants: the Housing Program "emergency fund" to assist occupants of housing declared to be unsafe, the Affordable Housing Set -aside to assist providers of low - income housing; and the Residential Services Agency Emergency Set -aside to assist agencies that provide emergency food and housing to those in need. i i' Page 112 - City of Tigard III Social Services and Community Events Budget Unit: 1500 The City received over $177,950 in grant requests for community events and social services for FY 2005 -06. The Budget includes a total of $150,675 for these grants, plus $25,125 for the three set - asides. The grant funding is slightly less than targeted, in recognition of the limited General Fund revenues. 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 overtime to support community events. These in -kind services are budgeted in departmental budgets and are estimated to cost about $200,000 per year. Community Services - Page 113 -41 "'=!!_ 41 aL I l i CITY OF TIGARD Page 114 - City of Tigard 1 PUBLIC WORKS PROGRAM Public Works Organization Chart 115 Expenditure /FTE Summary 116 Public Works Public Works Administration 117 Parks and Grounds 121 Sanitary Sewer 126 Storm Sewer 129 Street Maintenance 133 Fleet Maintenance 137 Property Management 140 Water 144 AAAA etf♦ CITY OF TIGARD Public Works Organization Chart PUBLIC WORKS Administration Fleet Maintenance Sanitary Sewer Property Management Storm Sewer Parks and Grounds Street Maintenance Water Public Works - Page 115 A. Public Works Program The Public Works program encompasses the Public Works Department. This program area includes the maintenance of the City's infrastructure (roads, parks, grounds, and City buildings) as well as provision of water, sanitary sewer, and storm water services. The FY 2005 -06 Budget for the Department is down 1.2% from the FY 2004 -05 Revised Budget. Staffing levels are down 3.0 FTE overall, though there are some additions and deletions within the divisions. The decrease in the Public Works Budget and FTE is due to the City not taking over the sanitary and storm sewer service expansion areas for Clean Water Services (CWS). In FY 2004 -05, it was planned that the City and CWS would sign an agreement for the City to provide sanitary and storm sewer services to areas serviced by CWS. The agreement was not signed in FY 2004 -05 and there are no longer any plans for the City to take over the expansion areas. All revenues and expenditures that were budgeted in FY 2004 -05 related to the take over have been removed from the FY 2005 -06 Budget. Most of the budget for this department comes from non - General Fund sources (Water, Sanitary Sewer, and Storm Sewer). Major issues for the department include the cost of water, parks maintenance, and the costs of maintaining the new Tigard Library. This program is funded from a variety of City funds related to each of the service areas within the program. Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 # Positions 64.70 65.00 65.10 62.10 62.10 62.10 Personal Services $3,725,689 $3,666,273 $4,311,531 $4,266,978 $4,255,251 $4,255,251 Materials & Services 4,116,573 4,336,786 6,065,053 5,783,068 5,783,068 5,783,068 Capital Outlay 159,171 216,229 555,000 759,500 759,500 759,500 Total Public Works- by Category $8,001,433 $8,219,288 $10,931,584 $10,809,546 $10,797,819 $10,797,819 Budget by Division Public Works Administration $506,875 $494,503 $635,516 $759,979 $759,205 $759,205 Parks and Grounds 837,411 767,117 956,040 1,003,201 1,001,944 1,001,944 Sanitary Sewer 404,924 471,733 983,258 901,944 899,832 899,832 Storm Sewer 492,494 524,814 1,192,984 878,897 877,367 877,367 Street Maintenance 892,466 842,997 854,641 869,312 867,939 867,939 Fleet Maintenance 218,270 145,422 227,983 209,417 208,699 208,699 Property Management 522,485 514,646 821,573 932,571 932,518 932,518 Water 4,126,508 4,458,056 5,259,589 5,254,225 5,250,315 5,250,315 Total Public Works- by Division $8,001,433 $8,219,288 $10,931,584 $10,809,546 $10,797,819 $10,797,819 Budget by Fund General Fund $2,236,752 $2,104,617 $2,446,197 $2,632,492 $2,629,088 $2,629,088 Sanitary Sewer Fund 404,924 471,733 983,258 901,944 899,832 899,832 Storm Sewer Fund 492,494 524,814 1,192,984 878,897 877,367 877,367 Water Fund 4,126,508 4,458,056 5,259,589 5,254,225 5,250,315 5,250,315 Fleet/Property Management Fund 740,755 660,068 1,049,556 1,141,988 1,141,217 1,141,217 Total Public Works- by Fund $8,001,433 $8,219,288 $10,931,584 $10,809,546 $10,797,819 $10,797,819 di. 411. Page 116 - City of Tigard Public Works Administration Budget Unit: 2110 Program Results FY 2004 -05 Accomplishments • Leadership and management are provided to the • Provided staff support and resources to enable each Public Works Department in support of the City's Public Works Division to meet its objectives. strategic plans /objectives and the Department's • Oversaw the preparation and implementation of mission and values. Divisions' budgets. • The Public Works Department serves as the City's Developed and conducted initial and refresher Emergency Manager providing training to City staff training for 81 assigned City staff to effectively to support the City's Emergency Operations Center. operate the Emergency Operations Center and Additionally, Public Works coordinates and participated in several formal emergency exercises conducts training to individual citizen volunteers with multiple county jurisdictions. participating in the Community Emergency • Developed and established Community Emergency Response Team (CERT) program as well as offering Response Team (CERT) Program; trained and self sustaining 72 hours emergency preparedness equipped 21 citizen volunteers in CERT operations; training to all citizens of Tigard. to be self sufficient for 72 hour, helping themselves and their neighborhoods in emergency Program Description preparedness. • Represented Tigard in regional water provider The Public Works Department maintains and operates meetings in an attempt to obtain a long term source all of the City's major infrastructure systems: parks, of water for Tigard. streets, sanitary sewers, storm sewers, water system, Conducted negotiations with the City of Portland for facilities, and fleet. The Public Works Director reports to a wholesale water rate. the City Manager. • Supported the City's partnership with the City of • Maintenance operations of sanitary sewer and storm Samarinda, Indonesia through the USAID- funded drainage systems are funded by the collection of International City Manager Association's Resource Cities program. sewer and storm drainage charges. • Street maintenance is funded by a combination of Completed Public Works Department mission /values • gas taxes and General Fund. exercise. • Park maintenance is primarily funded by property Successfully filled the vacant Director and Assistant • taxes. Director positions. • Fleet and Property Management activities are funded Implemented customer satisfaction survey for • through charges to City operations. Department -wide services. • Water system maintenance and operations are FY 2005 -06 Goals and Objectives funded primarily by water sales. Mission Statement: • Provide staff support and resources to enable each Division to meet its objectives. The Public Works Department proudly provides • Oversee the preparation and implementation of stewardship over the City's water, sanitary sewer, storm Divisions' budgets. drainage, streets, fleet, buildings, and park services in a • Continue to train assigned staff to effectively operate safe, efficient, courteous, and professional manner. the Emergency Operations Center through monthly focused classes, quarterly city table top exercises, Core Values: and annual functional validation county level exercise Professionalism participation. Respect • Provide four separate training opportunities to Integrity interested citizens to be self sufficient for 72 hours Dedication through emergency preparedness. Enthusiasm Public Works - Page 117 "' !7_ Public Works Administration Budget Unit: 2110 • Continue to train new citizen volunteers in the Communication Elements Community Emergency Response Team (CERT) program, providing two opportunities. Sustain the Administration Division (Emergency Mgmt., Safety, CERT program through a series of six to eight Training) enhanced training opportunities and exercise 2 - Lobby Displays (Spring /Summer and Fall/Winter participation with other county jurisdiction programs. recommendations) • Support the City's partnership with the Cities of 4 - Cable TV Bulletin Boards (public education • Samarinda and Balikpapan, Indonesia through the opportunities) USAID- funded International City Manager • 8 - Press Releases (announcements and Association's Resource Cities program. • Continue to administer a customer service educational opportunities) • satisfaction survey for all Public Works Divisions. 6 - Cityscape Articles (program background, • Coordinate a more Public Works - specific volunteer announcements and recommendations)* program. • 12 - Web Page Announcements (program • Continue to support the City's participation in the background, announcements and recommendations) Tigard Balloon Festival. • 4 - Council Presentations (program background and status) • 4 - Presentations to the Community (program awareness and education) • 4 - Focus on Tigard Announcements (program status) * • 4 - Community Connector Announcements (program awareness and education) • 2 - Targeted Mailings (Spring /Summer and Fail/ Winter recommendations) *These items are a section of the Public Works Summaries presented in the Cityscape Newsletter and Focus on Tigard. 1I � vow From January — December, 2004, approximately 2,839 customer service calls were received by the PW Department, that's an average of about 237 calls per month. „I'i? Page 118 - City of Tigard Public Works Administration Budget Unit: 2110 WORKLOAD MEASURES 2002 -03 2003 -04 2004-05 2005 -06 Training sessions provided to citizens in 72 -hour preparedness2 1 4 4 Number of citizens trained in Citizen Emergency Response Team (CERT) program N/A N/A 30 30 Customer service satisfaction surveys mailed N/A N/A 250 600 EFFECTIVENESS MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Percentage of participation in 72 hr preparedness and CERT training N/A N/A 75% 75% Percentage of returned customer satisfaction surveys with an average rating of 4 or higher N/A N/A 75% 75% (scale: 1 -5, 5 being the best) FULL -TIME EQUIVALENT POSITIONS 2002 -03 2003 -04 2004-05 2005 -06 Administrative Specialist I 1.00 1.00 0.60 0.00 Administrative Specialist II 1.00 1.00 1.00 1.60 Assistant Public Works Director 1.00 1.00 1.00 1.00 Communication /Info. Officer 0.00 0.00 0.25 0.00 Confidential Executive Assistant 1.00 1.00 0.00 0.00 Management Analyst 0.00 0.00 1.00 1.00 MicroComputer Support Technician 1.00 1.00 1.00 0.00 Program Assistant 1.00 1.00 1.00 1.00 Public Works Director 1.00 1.00 1.00 1.00 Senior Administrative Specialist 0.00 0.00 1.00 2.00 Total 7.00 7.00 7.85 7.60 Public Works - Page 119 .l =!]_ Public Works Administration Budget Unit: 2110 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 Personal Services Positions 7.00 7.00 7.85 7.60 7.60 7.60 Wages $333,847 $322,920 $415,990 $401,406 $402,294 $402,294 Overtime 3,497 1,375 500 1,000 1,000 1,000 Benefits 118,825 109,703 154,594 162,141 160,479 160,479 Total Personal Services $456,169 $433,998 $571,084 $564,547 $563,773 $563,773 Materials & Services Water Costs $0 $0 $0 $0 $0 $0 Prof. & Contract Services 29,376 30,305 25,259 39,050 39,050 39,050 Repair& Maintenance 165 1,686 1,100 4,200 4,200 4,200 Miscellaneous Expense 1,459 4,622 6,198 15,251 15,251 15,251 Small Tools & Equipment 0 570 300 67,448 67,448 67,448 Office Supplies 12,172 8,495 13,000 13,500 13,500 13,500 Advertising & Publicity 0 3,648 500 1,000 1,000 1,000 Fees /Dues /Subscriptions 1,092 1,308 1,575 37,675 37,675 37,675 Travel & Training 5,292 8,980 15,200 15,150 15,150 15,150 Fuel Expenses 375 224 700 718 718 718 Computer Software 0 0 0 0 0 0 Rents & Leases 0 0 0 0 0 0 Utilities 775 667 600 1,440 1,440 1,440 Insurance 0 0 0 0 0 0 Library Materials 0 0 0 0 0 0 Total Materials & Services $50,706 $60,505 $64,432 $195,432 $195,432 $195,432 Capital Outlay Land & Improvements $0 $0 $0 $0 $0 $0 Building & Improvements 0 0 0 0 0 0 Vehicles 0 0 0 0 0 0 Office Fumiture & Equipment 0 0 0 0 0 0 Computer Equipment 0 0 0 0 0 0 Operation Equipment 0 0 0 0 0 0 Total Capital Outlay $0 $0 $0 $0 $0 $0 Total Budget Unit $506,875 $494,503 $635,516 $759,979 $759,205 $759,205 Page 120 - City of Tigard a Parks and Grounds Budget Unit: 1600 Program Results • Park and Recreation Advisory Board authored a survey for public opinion on park and recreation • Park and greenway system is safe, clean, and well needs. maintained. • Conducted a complete renovation on all Cook Park • City of Tigard parks are aesthetically pleasing and sports fields as part of increased field maintenance. hospitable to the users of the parks, greenways, and • Supplied support and facilities for 2004 Festival of facilities. Balloons. • The Tigard Park system continues to improve and grow with more opportunities for outdoor use. FY 2005 -06 Goals and Objectives Program Description • Tigard parks provide for picnic reservations, sports field complex, boating ramp, as well as unscheduled The Parks Division maintains parks and greenways to access to the public on a daily basis. safe and clean standards. The Parks Division continues • The Parks Division will maintain the necessary to provide a variety of outdoor recreation opportunities to staffing on weekends. the increasing population of Tigard. It is the City's intent • Safety standards will be kept to present standards to maintain new and upgraded park facilities to even with new areas and facilities brought into the standards that continue to improve those outdoor system. recreation opportunities. • The new facilities will be safe and aesthetically As the City adds and upgrades parks facilities, it pleasing and they will provide rewarding outdoor opportunities. increases its maintenance responsibilities. The Parks • Division has continued to increase its maintenance Continue the additions to the Fanno Creek Trail capabilities by adding appropriate personnel. System with grant aided funding on segments (Hall Blvd. to Wall St.) FY 2004 -05 Accomplishments Staff will strive to accomplish Park and Recreation Advisory Board Goals and objectives as well as the • Installed initial interpretive signage for native camas City Council's goals. The major Board goal is to area at Bonita Park, signage for Fanno Creek Park conduct a series of meetings in the community to at ascertain community support for the 1) addition of a t the Library, and new signage for the Fanno Creek recreation program division within the City, 2) Trail system. acquisition of both active and passive park land, and • Completed implementation of Woodard Park Master 3) construction of a Community Recreation Center. Plan with the installation of a new swing set and • Assist Skate Park Task Force in getting the skate removal of the old swing set from the floodplain. park built. • Continued additions to Sorg Rhododendron Garden • Construct a small parking area at Fanno Creek Park with volunteer assistance. near the new Library. • Replaced outdated swings in Englewood Park with • Continue to add more interpretive signage in parks new tire swings. citywide. • Installed a shelter and began maintenance of the • Upgrade Jack, Northview, and Englewood Parks and Fanno Creek Park extension adjacent to the new other facilities with new picnic shelters, play Library and the new library grounds. structures, and turf upgrades. • Applied for a grant to build the skate park on Hall Blvd. • Continued revisions to reservation system and fees. • Park Division made significant progress with the 2004 Council Goal #4 and the City's visioning process entitled "Tigard Beyond Tomorrow ". (Bonita Park, Woodard Park playground and picnic shelter, Summerlake Park off -leash dog area and shelter, expansion of the Sorg Rhododendron Garden) Public Works - Page 121 Parks and Grounds Budget Unit: 1600 Communication Elements • 2 - Lobby Displays (i.e. CIP projects; on -line reservations) • 4 - Cable TV Bulletin Boards (i.e. park announcements) • 6 - Press Releases (i.e. awards; park announcements; on -line services) • 12 - Cityscape Articles (i.e. awards; park announcements; on -line services)* • 12 - Web Page Announcements (i.e. awards; CIP projects; park announcements; on- line services) • 12 - Council Presentations (i.e. CIP; on -line services; contracts; equipment) • 12 - Focus on Tigard Announcements (i.e. awards; CIP projects; park announcements; on -line services)* • 12 - Community Connector Announcements (Le. park announcements; volunteer activities) *These items are a section of the Public Works Summaries presented in the Cityscape Newsletter and Focus on Tigard. More than 35 tons of wood chips are spread annually on City of Tigard trails. The majority are spread by volunteers. 1 11 11 4 -4 1 "I'iI Page 122 - City of Tigard Parks and Grounds Budget Unit: 1600 WORKLOAD MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Number of pieces of playground equipment inspected /repaired weekly 11 6 7 14 Number of sports fields renovated three times per year 5 5 7 7 Number of shelters that are cleaned daily and available for use 7 10 10 10 Miles of pedestrian paths inspected and maintained weekly 8.5 5 5 9 Miles of soft trails renovated yearly 3 2 3 3 Number of restrooms cleaned daily s c eaned da ly during season of use (36 total) 36 20 25 30 Acres of park land maintained 165 170 176 176 Acres of reenwa under stewardship Y p of Tigard Parks 136 131 171 171 EFFECTIVENESS MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Playgrounds that meetASTM standards ( %) 75% 75% 75% 90% Playable /available soccer fields (190 days = 100 %) ( %) 85% 85% 85% 85% Playable /available baseball /softball fields ( %) 90% 95% 95% 95% Park picnic shelters used daily during peak season ( %) 75% 80% 80% 80% Paths requiring replacement ( %) 12% 15% 15% 15% Soft trails renovated yearly ( %) 100% 50% 100% 100% Number of complaints regarding facilities 6 12 6 6 ' Public Works - Page 123 „Al- -1]_ Parks and Grounds Budget Unit: 1600 FULL -TIME EQUIVALENT POSITIONS 2002 -03 2003 -04 2004-05 2005 -06 Grounds Supervisor 1.00 1.00 1.00 1.00 Park Manager 0.75 1.00 0.75 0.75 Senior Utility Worker 3.00 3.00 3.00 3.00 Urban Forester 1.00 1.00 1.00 1.00 Utility Worker I I 4.50 5.00 5.00 5.00 Total 10.25 11.00 10.75 10.75 A ii_ .iii. Page 124 - City of Tigard a ID Parks and Grounds Budget Unit: 1600 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 Personal Services Positions 10.25 11.00 10.75 10.75 10.75 10.75 Wages $454,348 $445,514 $500,517 $530,974 $532,082 $532,082 Overtime 586 0 2,000 3,000 3,000 3,000 Benefits 182,616 177,142 206,788 205,569 203,204 203,204 Total Personal Services $637,550 $622,656 $709,305 $739,543 $738,286 $738,286 Materials & Services Water Costs $0 $0 $0 $0 $0 $0 Prof. & Contract Seances 26,350 39,578 47,686 60,895 60,895 60,895 Repair & Maintenance 66,926 78,421 99,280 110,250 110,250 110,250 Miscellaneous Expense 3,580 5,184 2,300 3,400 3,400 3,400 Small Tools & Equipment 8,620 3,669 10,515 11,465 11,465 11,465 Office Supplies 1,391 1,057 2,325 1,500 1,500 1,500 Advertising & Publicity 195 644 900 3,300 3,300 3,300 Fees /Dues /Subscriptions 1,750 1,344 1,830 1,850 1,850 1,850 Travel & Training 4,372 1,559 3,276 4,118 4,118 4,118 Fuel Expenses 9,704 10,347 11,903 10,820 10,820 10,820 Computer Software 0 0 0 0 0 0 Rents & Leases 901 458 1,500 1,500 1,500 1,500 Utilities 1,765 2,200 5,220 4,560 4,560 4,560 Insurance 0 0 0 0 0 0 Library Materials 0 0 0 0 0 0 Total Materials & Services $125,554 $144,461 $186,735 $213,658 $213,658 $213,658 Capital Outlay Land & Improvements $14,199 $0 $0 $32,000 $32,000 $32,000 Building & Improvements 0 0 0 0 0 0 Vehicles 0 0 60,000 18,000 18,000 18,000 Office Fumiture & Equipment 0 0 0 0 0 0 Computer Equipment 0 0 0 0 0 0 Operation Equipment 60,108 0 0 0 0 0 Total Capital Outlay $74,307 $0 $60,000 $50,000 $50,000 $50,000 Total Budget Unit $837,411 $767,117 $956,040 $1,003,201 $1,001,944 $1,001,944 Public Works - Page 125 Sanitary Sewer Budget Unit: 2120 Program Results FY 2005 -06 Goals and Objectives • Tigard provides a safe and reliable wastewater • Implement recommendations of updated Tigard/ system that meets or exceeds all regulatory CWS Sanitary and Storm Maintenance Agreement standards. and work plan. • Maintenance programs performed in accordance to Program Description CWS recommended standards. • Maintain an accurate mapping and database The Wastewater Division manages and operates the management system. wastewater collection system within the city limits of Tigard. This program provides a wide range of services Communication Elements to the community such as: • Sanitary Service Line Repairs /Replacements — repair . 6 - Press Releases or replacement of broken sanitary lines in the public • 8 - Cityscape Articles right -of -way. • • Customer Service and 24 -hour Emergency 6 - Web Page Announcements • Response — providing outstanding customer service 1 - Council Presentation to its customers on all wastewater related issues • 12 - Focus on Tigard Announcements and provide 24 -hour response to overflows, blocked • 8 - Community Connectors Announcements main and service lines, etc. • Sanitary Sewer Line Cleaning — cleaning 50 miles of Topics included: public notice of 1 sanitary sewer pipe per year, 1/3 of the City, to prevent blockages overflow, Leaf Collection Events, West Nile Virus and overflows. updates, volunteer events, self -serve sandbag station, • Video Inspection of Storm Lines — inspecting 21.4 volunteer events, bike straps, and naturescaping miles of pipe per year, 1/7 of the City, for structural classes. integrity, location of service connections, root blockages, etc. • Utility locates — public sanitary lines are marked with green paint prior to excavation. • Sanitary system repairs — broken sanitary lines are dug up and repaired once they have been identified by video inspection. FY 2004 -05 Accomplishments • Performed six sanitary service repairs in public right - of -way. • Annual maintenance goals completed as per Clean Water Services (CWS) recommendations such as cleaning 49.3 miles and video inspecting 21.1 miles of sanitary sewer main. • Approved Tigard /CWS Sanitary and Storm Maintenance Agreement and work plan in February 2005. • Maintained an accurate mapping and database The most common I management system. diameter of sanitary sewer main in • Conducted and implemented recommendations from Tigard is 8 inches. rar supervisory span -of- control study for Sanitary Sewer and Storm Sewer Divisions. ,,4„,L v Page 126 - City of Tigard Sanitary Sewer Budget Unit: 2120 WORKLOAD MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Total miles of sanitary sewer lines 142.0 146.6 148.0 150.0 Miles of sanitary sewer lines cleaned (annual goal) 47.3 53.2 49.3 50.0 Miles of sewer line video inspected (annual goal) 20.3 20.7 21.1 21.4 Total number of customer service requests (estimate) 100 150 200 200 Perform structural repair of sanitary services in public streets 3 7 4 5 EFFECTIVENESS MEASURES 2002 -03 2003 -04 2004-05 2005 -06 Percent of sewer line cleaning goal met 100% 100% 100% 100% Percent of sewer line video inspection goal met 100% 100% 100% 100% Percentage of manhole sealing goal met 100% 100% 100% 100% Percentage of customer service contacts made within 24 hours of request ( %) 90% 90% 90% 95% Percentage of sanitary service lateral repair goal met 100% 100% 100% 100% FULL -TIME EQUIVALENT POSITIONS 2002 -03 2003-04 2004-05 2005 -06 Public Works Manager 0.20 0.00 0.00 0.00 Senior Utility Worker 2.00 2.00 2.00 2.00 Utility Worker II 4.25 4.25 4.75 4.25 Wastewater Operations Supervisor 0.50 1.00 1.00 1.00 Total 6.95 7.25 7.75 7.25 Public Works - Page 127 AL -4J! Sanitary Sewer Budget Unit: 2120 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 Personal Services Positions 6.95 7.25 7.75 7.25 7.25 7.25 Wages $216,752 $234,462 $333,858 $314,671 $315,371 $315,371 Overtime 2,091 4,912 8,257 9,140 9,140 9,140 Benefits 91,873 103,713 159,358 158,193 155,381 155,381 Total Personal Services $310,716 $343,087 $501,473 $482,004 $479,892 $479,892 Materials & Services Water Costs $0 $0 $0 $0 $0 $0 Prof. & Contract Services 21,844 11,843 235,040 15,960 15,960 15,960 Repair & Maintenance 35,517 41,394 36,750 32,250 32,250 32,250 Miscellaneous Expense 16,159 5,298 6,400 11,250 11,250 11,250 Small Tools & Equipment 9,523 9,024 12,135 20,780 20,780 20,780 Office Supplies 1,115 1,809 2,050 550 550 550 Advertising & Publicity 0 802 750 300 300 300 Fees /Dues /Subscriptions 181 448 485 595 595 595 Travel & Training 781 590 1,905 2,255 2,255 2,255 Fuel Expenses 8,181 9,837 10,440 10,170 10,170 10,170 Computer Software 0 0 0 0 0 0 Rents & Leases 745 0 750 750 750 750 Utilities 162 124 1,080 1,080 1,080 1,080 Insurance 0 98 1,000 1,000 1,000 1,000 Library Materials 0 0 0 0 0 0 Total Materials &Services $94,208 $81,267 $308,785 $96,940 $96,940 $96,940 Capital Outlay Land & Improvements $0 $0 $0 $0 $0 $0 Building & Improvements 0 0 0 0 0 0 Vehicles 0 47,379 173,000 318,000 318,000 318,000 Office Fumiture & Equipment 0 0 0 0 0 0 Computer Equipment 0 0 0 0 0 0 Operation Equipment 0 0 0 5,000 5,000 5,000 Total Capital Outlay $0 $47,379 $173,000 $323,000 $323,000 $323,000 Total Budget Unit $404,924 $471,733 $983,258 $901,944 $899,832 $899,832 L __y? Page 128 - City of Tigard 4D Storm Sewer Budget Unit: 2130 Program Results - storm lines, catch basins, and manholes are installed to improve storm water drainage. • • Tigard provides a safe and reliable storm water Ditching — sediment and debris are removed from system that meets or exceeds all regulatory, roadside ditches as needed. environmental, and water quality standards. • Stream maintenance, repair and enhancements — remove trash and debris from streams Program Description Significant changes in this year's Storm budget are: The Storm Water Division manages the storm water • Leaf Collection Events —one additional leaf collection and treatment systems within the city limits of collection event will be added in response to our Tigard. This program performs the following services to customers' requests for a total of three, free leaf the community: collection events to be held in the fall of 2005 to help reduce flooding due to blocked catch basin grates. • Customer Service and 24 -hour Emergency Expanded West Nile Virus Monitoring Program — Response — providing outstanding customer service The West Nile Virus is expected to arrive in Tigard in to its customers on all storm water related issues FY 2005 -06. The City will again be partnering with and 24 -hour response to blocked catch basins, Washington County to provide clear communication storm pipes, localized flooding, and spills into storm and timely updates regarding the threat and spread drains and streams, etc. of this virus and to monitor, test, and treat as needed • Leaf collection and pickup — two free leaf collection to reduce the potential threat of the West Nile Virus. events held each year, (November and December) to • Surface Water Quality Education and Enhancement help reduce flooding due to blocked catch basin Program —The Storm Water Division will be grates. expanding its Adopt -A- Stream program to the above • West Nile Virus Monitoring Program — The City mentioned program in FY 2005 -06. partnered with Washington County to monitor, test, • The City will not be expanding its service area to and treat as needed to reduce the potential threat of include the Bull Mountain unincorporated area, the the West Nile Virus to our community. Metzger unincorporated area, King City, and Durham • Volunteer Opportunities — improve watershed health as proposed in the previous two years. with various Adopt -A- Stream activities such as storm These programs are in accordance with Clean Water drain stenciling, stream clean -ups, removing invasive Services (CWS), the Washington County sanitary plants, and replanting native plants. sewer and storm water authority, and in response to • Bike Strapping — inspect, repair, and install bikes community based initiatives and Council goals, and straps on all high and medium priority catch basin are based on sound environmental policies. grates. • Storm Line Cleaning — cleaning 28.5 miles of pipe FY 2004-05 Accomplishments per year,'/ of the City and removing debris and sediment from storm pipes. • Leaf Collection Events - included two Saturday • Video Inspection of Storm Lines — inspecting 14.3 collection events, (November and December), 181 miles of pipe per year, 1/9 of the City, for structural participants, 190 yards of leaves recycled, 7 barrels integrity, root intrusion, service line connections, etc. of food and $51 collected for Oregon Food Bank. • Utility locates — public storm lines are marked with • Bike Strapping — inspected 100% of catch basins in green paint prior to excavation. the City, 343 grates strapped and110 grates • Storm system repairs — broken storm lines are dug replaced with lighter, bike friendly grates. up and repaired once they have been identified by • Partnered with Sherwood and Tualatin to construct a video inspection. regional storm debris processing facility located at • Storm Water Quality Facility operation and Tualatin Operations Center. maintenance— mowing, trash pickup, and grate cleaning are performed on small detention ponds and swales throughout the City. • Small Storm System Improvements and Extensions Public Works - Page 129 ..41 Storm Sewer Budget Unit: 2130 • Water Quality Facility Enhancements — completed Communication Elements three enhancements projects to WQF 012 at SW Greensward Ln., WQF 023 at SW 109th Ave and SW • 6 - Press Releases Naeve St., and WQF 034 at SW 113th PI., to • 8 - Cityscape Articles improve storm water quality, ease of maintenance, 6 - Web Page Announcements • and aesthetics. • • Annual maintenance goals completed as per CWS 1 - Council Presentation recommendations such as line cleaning 28.3 miles, 12 - Focus on Tigard Announcements video inspecting 14.1 miles of storm sewer main, • 8 - Community Connectors Announcements and cleaning 4,000 catch basins. • Maintained accurate mapping and database Topics included: Leaf Collection events, West Nile management system. Virus updates, volunteer events, self -serve sandbag station, volunteer events, bike straps, and FY 2005 -06 Goals and Objectives naturescaping classes. • Expand ourAdopt- A- Stream program to a Surface Water Quality Education and Enhancement program. • Expanded Leaf Collection Events - one additional leaf collection event will be added fora total of three, free leaf collection events to be held in the fall of 2005 to help reduce flooding due to blocked catch basin grates. • West Nile Virus Monitoring Program — The City will continue to partner with Washington County and Multnomah County to conduct aggressive monitoring, testing, and treatment to reduce the potential threat of the West Nile Virus to our community. • Regional (Tigard, Tualatin, and Sherwood) storm debris handling facility is online. • Maintenance programs performed in accordance to CWS recommended standards. • Maintain an accurate mapping and database management system. ,�1'i; Page 130 - City of Tigard Storm Sewer Budget Unit: 2130 WORKLOAD MEASURES 2002 -03 2003 -04 2004-05 2005-06 Total miles of storm sewer line 111.0 110.6 113.0 114.0 Miles of storm sewer line cleaned 27.8 30.2 28.3 28.5 Miles of storm line video inspected 13.9 17.2 14.1 14.3 Catch basins cleaned 3,760 3,867 4,000 4,100 Total number of Water Quality Facilities 45 60 62 65 Number of Water Quality Facilities rehabilitated and enhanced 2 2 2 2 Total number of customer service requests (estimate) 200 200 200 200 Fall leaf collection depots 2 2 2 3 EFFECTIVENESS MEASURES 2002 -03 2003 -04 2004-05 2005 -06 Percent of storm line cleaning goal met 100% 100% 100% 100% Percent of video inspection goal met 100% 100% 100% 100% Percentage of catch basins cleaning goal met 100% 100% 100% 100% Percent of Water Quality Facility rehabilitation and enhancement goal met 100% 100% 100% 100% Percentage of customers service contacts made within 24 hours of request 80% 85% 90% 95% Yards of leaves collected 200 200 200 260 FULL -TIME EQUIVALENT POSITIONS 2002 -03 2003 -04 2004 -05 2005 -06 Public Works Manager 0.20 0.00 0.00 0.00 Senior Utility Worker 1.00 1.00 1.50 1.00 Utility Worker II 5.25 5.25 4.75 4.25 Volunteer Coordinator 0.00 0.00 0.25 0.25 Water Quality Coordinator 0.00 0.50 0.75 0.75 Wastewater Operations Supervisor 0.50 1.00 1.00 1.00 Total 6.95 7.75 8.25 7.25 Allik Public Works - Page 131 . 4J! Storm Sewer Budget Unit: 2130 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 Personal Services Positions 6.95 7.75 8.25 7.25 7.25 7.25 Wages $294,532 $299,984 $354,405 $318,231 $318,937 $318,937 Overtime 5,432 6,345 6,955 5,360 5,360 5,360 Benefits 110,483 116,060 151,471 142,275 140,039 140,039 Total Personal Services $410,447 $422,389 $512,831 $465,866 $464,336 $464,336 Materials & Services Water Costs $0 $0 $0 $0 $0 $0 Prof. & Contract Services 7,463 3,554 419,625 189,751 189,751 189,751 Repair & Maintenance 52,238 79,137 78,505 91,800 91,800 91,800 Miscellaneous Expense 3,609 3,039 4,200 6,250 6,250 6,250 Small Tools & Equipment 7,497 4,678 17,795 12,280 12,280 12,280 Office Supplies 887 592 750 2,675 2,675 2,675 Advertising & Publicity 0 0 700 1,500 1,500 1,500 Fees /Dues /Subscriptions 253 415 816 415 415 415 Travel & Training 1,596 1,882 2,390 3,940 3,940 3,940 Fuel Expenses 7,559 7,159 8,292 6,200 6,200 6,200 Computer Software 0 0 0 0 0 0 Rents & Leases 789 1,894 24,500 3,500 3,500 3,500 Utilities 80 61 1,080 720 720 720 Insurance 76 14 1,500 1,000 1,000 1,000 Library Materials 0 0 0 0 0 0 Total Materials & Services $82,047 $102,425 $560,153 $320,031 $320,031 $320,031 Capital Outlay Land & Improvements $0 $0 $0 $0 $0 $0 Building & Improvements 0 0 0 0 0 0 Vehicles 0 0 120,000 78,000 78,000 78,000 Office Fumiture & Equipment 0 0 0 0 0 0 Computer Equipment 0 0 0 0 0 0 Operation Equipment 0 0 0 15,000 15,000 15,000 Total Capital Outlay $0 $0 $120,000 $93,000 $93,000 $93,000 Total Budget Unit $492,494 $524,814 $1,192,984 $878,897 $877,367 $877,367 ,,, Ii Page 132 - City of Tigard II Street Maintenance Budget Unit: 2140 Program Results FY 2004 -05 Accomplishments • Tigard transportation system is safe for pedestrians, • Completed 2,085 square yards of dig out repairs and bicyclists, and the motoring public. installed 726 tons of asphalt by hand. • Administered the contract to crack seal 150,000 Program Description lineal feet of cracks on City streets. • Completed one complete cycle of street Tight The Street Maintenance Division's primary functions clearance pruning citywide. include: • Completed refreshing the street markings in five of the fifteen sections in the city. • Installation and maintenance of street and traffic • Completed five cycles of road side mowing and signs. vegetation maintenance of 12 water sites and 55 • Installation and maintenance of guardrails and storm water quality sites. barricades. • Continued to install speed humps on streets in • Crack sealing and street patching. accordance with City Council goals. • Grading and maintenance of rock roads and road • Refreshed the paint on 12,508 feet of yellow curb. shoulders. • Repaired, replaced, and installed new a total of • Maintenance of off- street bicycle paths. 1,510 signs citywide. • Installation and maintenance of street markings. • Graded and rocked the .75 miles of rock streets in • Installation and maintenance speed humps. the City. • • Tree trimming and streetlight clearance. Installed 6 speed humps. • Repaired or replaced all road end barricades The Street Maintenance Division also administers the citywide. contract for street sweeping services, though this contract is budgeted in the Storm Sewer Division. FY 2005 -06 Goals and Objectives The Street Maintenance Division is responsible for the following programs: • Complete one cycle of street light clearance pruning. • Complete refreshing street markings in five of the • Crack seal 150,000 lineal feet of cracks. fifteen sections in the City. • Maintain street light clearance on a yearly cycle. • Complete a minimum of 2,000 square yards of dig- • Continue the refreshing of the street marking in five out repairs. • of the fifteen sections in the City. Complete all water, storm, and wastewater repairs • Complete 2,000 square yards of dig out repairs. within two weeks of receiving the work orders. Complete all repair for the water, storm, and • Complete the rocking of the .75 miles of gravel roads • twice in the budget year. wastewater divisions utility cut repairs. • Complete maintenance on 10% of the 10,700 signs • Rock the .75 miles of gravel roads twice yearly. and posts in the City. • Pull maintenance on 10% of the 10,700 signs and • Install all speed humps requested by Engineering. posts in the City. • Maintain the right of way mowing to City standards. Reconstruct off road bike paths requested by the • Parks Division. • The functions that the Street Maintenance Division Keep the City of Tigard transportation system safe performs are accomplished through a combination of in- for pedestrians, bicyclists, and the motoring public. house service and contracted services. In FY 2005 -06, there is a reduction of 1 FTE in the budget made possible by increasing the amount of work that is done by contracted service. " Public Works - Page 133 ,41- ,!?_ Street Maintenance Budget Unit: 2140 Communication Elements • 4 - Press Releases (sanding; street sweeping) • 12 - Cityscape Articles (i.e. volunteer events; potholes)* • 5 - Web Page Announcements (i.e. street lights; street hazards) • 1 - Council Presentation (i.e. contract; equipment purchase) • 12 - Focus on Tigard Announcements (i.e. sanding; street sweeping)* `These items are a section of the Public Works Summaries presented in the Cityscape Newsletter and Focus on Tigard. ♦ x X k �1 # I ; P The street crew maintains 287.75 lane miles of streets in the City of Tigard with a seven person crew. This breaks down to 41.11 lane miles per person. ""I` Page 134 - City of Tigard Street Maintenance Budget Unit: 2140 WORKLOAD MEASURES 2002 -03 2003 -04 2004-05 2005 -06 Crack sealing completed annually 150,000 98,000 150,000 150,000 (linear feet) Freshen street markings in sections 5 5 5 5 Dig out repairs and potholes 60 60 60 60 Mow road side that are the City's responsibility N/A N/A 5 6 EFFECTIVENESS MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Percentage completion of yearly crack sealing program 100% 75% 100% 100% Percentage of street markings completed 100% 100% 100% 100% Number of citzen complaints regarding potholes 20 15 10 10 Number of mows completed N/A N/A 5 6 Percentage of dig out repairs completed 100% 100% 100% 100% FULL -TIME EQUIVALENT POSITIONS 2002 -03 2003 -04 2004-05 2005 -06 Public Works Manager 020 0.50 0.00 0.00 Streets Supervisor 1.00 1.00 1.00 1.00 Senior Utility Worker 3.00 2.00 2.00 2.00 Utility Worker II 5.00 5.00 5.00 4.00 Total 9.20 8.50 8.00 7.00 4 4" Public Works - Page 1351 "!l.. Street Maintenance Budget Unit: 2140 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 Personal Services Positions 9.20 8.50 8.00 7.00 7.00 7.00 Wages $408,861 $338,482 $356,534 $324,464 $325,183 $325,183 Overtime 3,922 5,620 5,000 6,000 6,000 6,000 Benefits 157,915 141,053 158,753 146,218 144,126 144,126 Total Personal Services $570,698 $485,155 $520,287 $476,682 $475,309 $475,309 Materials & Services Water Costs $0 $0 $0 $0 $0 $0 Prof. & Contract Services 173,325 228,024 106,210 113,158 113,158 113,158 Repair & Maintenance 87,261 100,625 116,628 154,282 154,282 154,282 Miscellaneous Expense 2,928 2,167 1,600 1,950 1,950 1,950 Small Tools & Equipment 6,323 3,709 5,605 5,155 5,155 5,155 Office Supplies 440 138 500 250 250 250 Advertising & Publicity 166 78 450 450 450 450 Fees /Dues /Subscriptions 388 386 315 330 330 330 Travel & Training 1,510 1,114 2,868 2,000 2,000 2.000 Fuel Expenses 11,455 13,067 14,578 11,455 11,455 11,455 Computer Software 0 0 0 0 0 0 Rents & Leases 356 1,135 6,600 21,600 21,600 21,600 Utilities 0 0 0 0 0 0 Insurance 35 500 1,000 1,000 1,000 1,000 Library Materials 0 0 0 0 0 0 Total Materials &Services $284,187 $350,943 $256,354 $311,630 $311,630 $311,630 Capital Outlay Land & Improvements $0 $0 $0 $0 $0 $0 Building & Improvements 0 0 0 0 0 0 Vehicles 0 0 0 70,000 70,000 70,000 Office Fumiture & Equipment 0 0 0 0 0 0 Computer Equipment 0 0 0 0 0 0 Operation Equipment 37,581 6,899 78,000 11,000 11,000 11,000 Total Capital Outlay $37,581 $6,899 $78,000 $81,000 $81,000 $81,000 Total Budget Unit $892,466 $842,997 $854,641 $869,312 $867,939 $867,939 A i , Page 136 - City of Tigard IIII Fleet Maintenance Budget Unit: 2150 Program Results FY 2005 -06 Goals and Objectives • The City's vehicles and equipment are maintained The Fleet Maintenance proposed budget is similar to the and repaired with emphasis on safety, cost FY 2004 -05 adopted budget. A part-time Administrative effectiveness, and dependability. Specialist position has been added in lieu of the second Mechanic position. This position will help with the administrative duties of fleet management. The Fleet Program Description Maintenance Division will focus on the following areas for improved efficiency in the coming fiscal year: The Fleet Maintenance Division repairs and maintains all City vehicles and equipment to industry standards. • Complete needed paper work for surplus vehicles The Fleet Maintenance Division is responsible for the and equipment and have shipped for sale in 60 days maintenance of 144 pieces of rolling stock that are or less. serviced by the following categories and intervals: • Review small equipment life cycles considering maintenance costs versus resale value. • Five staff pool vehicles are serviced every 60 days • Procure additional hybrid vehicles for use in the and are available within 24 hours of request for use. motor pool and fleet. • Twenty -five Police patrol vehicles are serviced every • Keep the total citywide repair and maintenance 30 days. costs at or below the FY 2004 -05 level. • Twenty -seven investigative, administrative, and special use vehicles are serviced every 60 days. On -going goals and objectives: • Ninety Public Works, Engineering, and Building Division vehicles are serviced every 90 days. • Staff pool vehicles will be clean, serviced, and downtime will be kept to 2% or less. FY2004 Accomplishments • Revise equipment replacement schedule for FY 2005 -06. • Continued outsourcing of maintenance and repairs in lieu of filling vacant mechanic position. This has kept Communication Elements the total maintenance costs lower a second year in a row. Continued to refine and develop Hansen • Routine daily /weekly written and verbal database for tracking maintenance costs. communication with police department, supervisors, • Revised the vehicle rotation and replacement regarding repairs, cost, and completion times for schedule for FY 2004 -05. vehicles and equipment. • Provided timely service for customers to minimize • Routine daily /weekly written communications with impact on operators or crews by promptly out Public Works supervisors regarding repairs, cost, sourcing repairs and facilitating use of alternative and completion times for vehicles and equipment. equipment. • Daily verbal communications with vendors tracking • Purchased four hybrid vehicles for the fleet — one in repair status and cost of out - sourced repairs. motor pool and three for the Building Division. These vehicles are ideal for stop- and -go in town driving. On any given day the fleet has over 650 tires and 160 batteries that could go flat or dead. Public Works - Page 137 .41- '17; ID Fleet Maintenance Budget Unit: 2150 WORKLOAD MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Number of vehicles maintained to industry standard 140 140 144 144 EFFECTIVENESS MEASURES 2002 -03 2003 -04 2004-05 2005-06 Number of state or local government contracts utilized for purchasing 5 5 5 5 Number of vehicles rotated within the fleet 6 4 5 7 Total repair and maintenance cost - Citywide 434,932 450,705 426,118 426,000 FULL -TIME EQUIVALENT POSITIONS 2002 -03 2003 -04 2004 -05 2005 -06 Administrative Specialist II 0.00 0.00 0.00 0.50 Fleet Serv. /Facilities Coord. 1.00 1.00 1.00 1.00 Mechanic 2.00 2.00 2.00 1.00 Public Works Manager 0.10 0.25 0.00 0.00 Total 3.10 3.25 3.00 2.50 Al. Air Page 138 - City of Tigard 0 Fleet Maintenance Budget Unit: 2150 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 Personal Services Positions 3.10 3.25 3.00 2.50 2.50 2.50 Wages $150,354 $98,942 $136,744 $117,186 $117,446 $117,446 Overtime 1,281 0 500 500 500 500 Benefits 52,928 37,492 57,384 53,526 52,548 52,548 Total Personal Services $204,563 $136,434 $194,628 $171,212 $170,494 $170,494 Materials & Services Water Costs $0 $0 $0 $0 $0 $0 Prof. & Contract Services 3,343 3,108 3,940 3,840 3,840 3,840 Repair & Maintenance 7,231 6,503 6,400 6,900 6,900 6,900 Miscellaneous Expense (2,131) (3,679) (2,315) (3,300) (3,300) (3,300) Small Tools & Equipment 1,700 693 1,530 4,500 4,500 4,500 Office Supplies 291 78 100 600 600 600 Advertising & Publicity 0 0 0 0 0 0 Fees /Dues /Subscriptions 37 9 0 100 100 100 Travel & Training 1,276 121 600 975 975 975 Fuel Expenses 1,960 2,155 2,100 2,090 2,090 2,090 Computer Software 0 0 0 0 0 0 Rents & Leases 0 0 0 0 0 0 Utilities 0 0 0 0 0 0 Insurance 0 0 0 0 0 0 Library Materials 0 0 0 0 0 0 Total Materials & Services $13,707 $8,988 $12,355 $15,705 $15,705 $15,705 Capital Outlay Land & Improvements $0 $0 $0 $0 $0 $0 Building & Improvements 0 0 0 0 0 0 Vehicles 0 0 21,000 22,500 22,500 22,500 Office Fumiture & Equipment 0 0 0 0 0 0 Computer Equipment 0 0 0 0 0 0 Operation Equipment 0 0 0 0 0 0 Total Capital Outlay $0 $0 $21,000 $22,500 $22,500 $22,500 Total Budget Unit $218,270 $145,422 $227,983 $209,417 $208,699 $208,699 Public Works - Page 139 Property Management Budget Unit: 2160 Program Results • All services necessary (e.g., janitorial services, electrical and mechanical services, plumbing • Provide clean, safe, well- maintained facilities to systems, continuously functional card lock /access create an efficient environment for City employees control system, intrusion and security systems, while preserving the citizens' investment. door /lock repair services, etc.) to maintain a clean, • Adequate facility space is available for citizens and safe, and environmentally efficient facilities for City staff to support present and future needs. employees and the public. Program Description FY 2004-05 Accomplishments The Property Management Division is responsible for • Successful implementation and conclusion of the environmental health, safety and security (access Energy Conservation Program (lighting retrofit/ control), operations, maintenance, and repair of all City improvements for all City facilities) to lower energy facilities. The Division administers the janitorial contract consumption by 1% in FY 2004 -05. for cleaning of City facilities. There are two Building • Continued implementation of the equipment change - Maintenance employees and one Building Facilities out program and improvements at Permit Center, Services Coordinator who report to the Parks Manager City Hall, Library, Police Department and Police who reports directly to the Public Works Director or Department Annex, Niche, Water Building, Public Assistant Public Works Director. Works, and Senior Center, as needed, to preclude any office downtime or interruption of staff This Division provides the following services: operations and City activities due to major equipment breakdown. • Response to Requests for Action (RFAs) — work • Responded to 80% of approximately 240 monthly requests from Departments and Senior Center RFA's, within 48 hours of receipt. Director and staff. • Accomplished 100% of Town Hall, Library • Room setup for Town Hall, Library Community and Community and Conference rooms, and Water Conference rooms, and the Water Auditorium for Auditorium setups within one hour before all meetings, seminars, trainings or classes, as scheduled meetings, seminars, trainings, or required. classes, etc. • Bi- monthly maintenance and yearly State inspection • Closely monitored contractor and vendor contracts and licensing of building elevators. for the following services: ServiceMaster and QRF - • Daily monitoring of HVAC systems at the Library, Janitorial Services, Oregon Electric Group Electrical Senior Center, Permit Center, City Hall, and Police - Maintenance Services, Tigard - Tualatin School Department buildings. District, and Reitmeier Mechanical - HVAC • Quarterly maintenance and servicing of HVAC and Maintenance Services, Metro Safety and Fire /Fire electrical systems. Sprinklers, Alarms, Extinguishers and First -Aid Monthly inspection and quarterly servicing of Cabinets, and Kone and Otis Elevator maintenance • services. Medical /First -Aid cabinets. Continued implementation of HVAC replacement • • Annual testing and servicing of fire sprinklers; semi- program and improvements at Permit Center, City annual testing and servicing of fire and security Hall, Police Department, and Senior Center. alarm systems; annual testing and maintenance of • Continued ductwork cleaning program at Senior Emergency Lights and Exit Lights; semi - annual testing and maintenance of Kitchen Fire Center. Suppression (Ansul Wet Chemical) systems; 24- • Installation (including additional improvements) of hour -7 days per week monitoring services for phone Gates Card Lock Access /Security Systems at line based systems (Fire Alarm, Security /Burglar/ Water Building and Canterbury Storage/Water Site. Intrusion, and CCTV Cameras); and monthly • Completed CCN HVAC Controls' connections to inspection and annual servicing of portable (vehicle, three HVAC Units at Police Department, two AC heavy equipment, and building - based) fire Split Systems at City Hall and three HVAC Units extinguishers. plus one AC Split System at Permit Center. • Rekeyed and recored all door and cabinet locks at the Permit Center, City Hall, Library, and Cook Park. ' PP age 140 - City of Tigard Property Management Budget Unit: 2160 • Completed seismic upgrades at the Permit Center, • Repaint exterior of Permit Center, City Hall, and City Hall, and Police Department. Police Department. • Contributed to the implementation of all contracts • Renovate and replace HVAC systems at Water for the new Library to insure that all systems Building. (architectural, mechanical, electrical, security, and • Upgrade backup generator, electrical, and security access controls, etc.) are all compatible and in systems (including hardened window enclosures) at compliance with City requirements. Niche building. • Contributed to the design and construction/ • Upgrade underground fuel tank for backup generator renovation of City Hall and Permit Center, as part of at the Police Department. the DUST (space planning) Committee, by reviewing drawings and specifications, and providing all Communication Elements needed input and assistance to the designers and contractors to insure that all systems (architectural, mechanical, electrical, security, and access • Three Motorola 2 -way pager units are used to controls, etc.) are all compatible and in compliance continually communicate with a hearing- impaired with City requirements. employee. • Generally communicate via e-mail and telephone FY2005 -06 Goals and Objectives (land line and cell) to receive and respond to Request for Actions (RFAs), concerns and feedback • Respond to 90% of approximately 270 monthly from City employees, Senior Center staff and contractors /vendors. Request forAction (RFA's), within 48 hours of • receipt. E -mail is consistently used to efficiently and • Accomplish 100% of Town Hall, Water Auditorium, effectively disseminate information regarding current and Library Community and Conference rooms and future construction projects, fire sprinklers and setups within one hour before all scheduled alarm testing, and any other activities that may affect building facilities and their occupants. meetings, seminars, training or classes, etc. Online Service Requests are now being received • • Closely monitor contractor and vendor contracts for directly from all City Departments and efficiently the following services: QRF or commercial janitorial processed (through the network and Hansen services; Metro Rooter and Plumbing - water and database). waste plumbing services; Oregon Electric Group - electrical maintenance services; Reitmeier Mechanical - HVAC maintenance services; Metro Safety and Fire - fire sprinklers, alarms, extinguishers and first -aid cabinets; and Kone and Otis - elevator maintenance Services. • Provide a separate and special services -type contract with a qualified mechanical contractor to maintain equipment and control devices at the Library (i.e. 48 Terminal -VAV boxes, 8 Exhaust fans, 3 Gas Heat /Air Cooled- Packaged HVAC Units, 5 Electric Heaters /Furnaces, 2 Gas -Fired Hot Water Boilers and the CCN HVAC Controls for the building). • Continue implementation of HVAC replacement program at the Water Building. • Continue ductwork cleaning program at the Permit Center. • Continue building seismic upgrade at the Senior Center (Design in FY 2005 -06 and construction in FY 2007 -08 to coincide with renovation). • Renovate Senior Center (Design in FY 2005 -06 and construction in FY 2007 -08 to coincide with seismic upgrade). Public Works - Page 141 4-4.1 Property Management Budget Unit: 2160 WORKLOAD MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Number of HVAC system replacements 1 1 1 1 Number of ADA building facility upgrades 1 1 1 1 Number of RFAs completed per month 200 220 242 270 Number of facilities to receive seismic upgrades N/A 1 2 0 EFFECTIVENESS MEASURES 2002 -03 2003 -04 2004-05 2005 -06 Facilities meeting ADA standards ( %) 70% 80% 90% 92% Requests ForAction responded to within 48 hours ( %) 80% 80% 80% 90% FULL -TIME EQUIVALENT POSITIONS 2002 -03 2003 -04 2004 -05 2005 -06 Building Maintenance Tech. I I 2.00 2.00 2.00 2.00 Facilities Services Coordinator 1.00 1.00 1.00 1.00 Parks Manager 0.25 0.00 0.25 0.25 Public Works Manager 0.00 0.25 0.00 0.00 Total 3.25 3.25 3.25 3.25 ,, AIL Page 142 - City of Tigard II Property Management Budget Unit: 2160 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 Personal Services Positions 3.25 3.25 3.25 3.25 3.25 3.25 Wages $138,475 $129,247 $150,207 $157,940 $158,290 $158,290 Overtime 864 55 1,000 1,000 1,000 1,000 Benefits 51,074 47,466 58,103 63,249 62,846 62,846 Total Personal Services $190,413 $176,768 $209,310 $222,189 $222,136 $222,136 Materials & Services Water Costs $0 $0 $0 $0 $0 $0 Prof. & Contract Services 111,660 110,024 246,699 318,611 318,611 318,611 Repair & Maintenance 50,457 52,677 49,600 57,850 57,850 57,850 Miscellaneous Expense 1,162 828 600 750 750 750 Small Tools & Equipment 1,367 503 1,830 2,115 2,115 2,115 Office Supplies 789 659 500 3,900 3,900 3,900 Advertising & Publicity 432 706 1,500 1,500 1,500 1,500 Fees /Dues /Subscriptions 600 600 1,600 1,600 1,600 1,600 Travel & Training 259 104 200 1,800 1,800 1,800 Fuel Expenses 684 1,016 1,585 950 950 950 Computer Software 0 0 0 0 0 0 Rents & Leases 472 0 700 300 300 300 Utilities 164,190 170,761 265,449 283,006 283,006 283,006 Insurance 0 0 0 0 0 0 Library Materials 0 0 0 0 0 0 Total Materials & Services $332,072 $337,878 $570,263 $672,382 $672,382 $672,382 Capital Outlay Land & Improvements $0 $0 $0 $0 $0 $0 Building & Improvements 0 0 0 0 0 0 Vehicles 0 0 42,000 30,000 30,000 30,000 Office Fumiture & Equipment 0 0 0 0 0 0 Computer Equipment 0 0 0 0 0 0 Operation Equipment 0 0 0 8,000 8,000 8,000 Total Capital Outlay $0 $0 $42,000 $38,000 $38,000 $38,000 Total Budget Unit $522,485 $514,646 $821,573 $932,571 $932,518 $932,518 Ak Public Works - Page 143 U. 0_ Water Budget Unit: 2170 Program Results • Continued to build and expand the ASR well field to meet high water demand periods. • Safe and reliable water that meets or exceeds all • Continued to keep customers informed of various Environmental Protection Agency standards for water related issues. water quality provided under normal, peak, and • Provided customers with information items on emergency situations. fluoride. • Tigard water service area has adequate and innovative funding mechanism to develop regional FY 2005 -06 Goals and Objectives and sub - regional water sources. • Efficient water use will reduce water consumption • Maintain the water distribution system utilizing Best per customer by 1% per year for the next ten years. Management Practices. • Continue with selected method of meter reading. Program Description • Renovate water reservoirs as identified in seismic upgrade report. The Water Division has the primary responsibility to • Continue with intermediate water supply sources by maintain, repair, and expand the water system while at constructing third ASR well. the same time providing a dependable water supply of • Provide outstanding customer service. the highest quality to its customers. The Tigard Water • Continue with efforts to implement and install Service Area is comprised of the cities of Durham, King Vulnerability Assessment upgrades. City, two thirds of Tigard and the unincorporated areas of • Use the Water Quality Model for optimized Washington County surrounding these cities, mostly in performance as it relates to water quality. the Bull Mountain area. Communication Elements The FY 2005 -06 Budget represents a marginal increase from last year's adopted budget. The budget increase is • 4 - Lobby Displays (i.e. CIP; Conservation; Cross - caused by a few line items which makes the budget Connections; Quality) grow: • 3 - Cable TV Bulletin Boards (i.e. Conservation; Cross - Connections; Quality) 1) Wholesale water costs increase • 26 - Press Releases (i.e. Supply; CIP; Conservation; 2) Adding the Aquifer Storage and Recovery (ASR) Quality) program to the budget. ASR will continue to • 12 - Cityscape Articles (i.e. Supply; Conservation; save money in the long term, in the short term it Cross - Connections; Quality)* increases operating expenses. • 20 - Web Page Announcements (Supply; 3) Increase of repair and maintenance of water Conservation; Cross - Connections; Quality) lines to support needed maintenance programs. • 12 - Council Presentations (i.e. Supply; Contracts) 4) Increase in mandated water sampling • 1 - Public Notice (i.e. Rate Increases) requirements and sampling efforts for ASR • 1 - Legal Notice (i.e. Ordinance Revisions; Bond expansion. Levy) • 50 - Presentations to Community Groups (i.e. Water FY 2004 -05 Accomplishments Education) • 12 - Focus on Tigard Announcements (i.e. CIP; • Completed the Emergency Response Plan (ERP). Conservation; Cross - Connections; Quality)* • Continued to implement security measures as • 1 - Open House (i.e. CIP projects) outlined in the Vulnerability Assessment. • 12 - Community Connector Announcements (i.e. • Completed the 2 -port Hydrant Replacement Conservation; Cross - Connections; Quality) Program. • 9 - Targeted Mailings /Door Hangers (i.e. Mailings = • Enhanced the Cross Connection Program. Water Education & Information; Door Hangers = • Completed the 2" Service Line Replacement approx. 3300+ regarding customer service) Program. *These items are a section of the Public Works • Continued to evaluate the City's various conservation Summaries presented in the Cityscape Newsletter and efforts and programs. Focus on Tigard. ,�y f; Page 144 - City of Tigard Water Budget Unit: 2170 WORKLOAD MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Number of main breaks - repaired 12 15 10 10 Miles of distribution piping maintained (w /BMP's) - total number of miles of pipe 200 - year 2001 50 75 100 150 Percentage of meters read by staff (manually) 100% 95% 90% 85% Percentage of meters read by staff (automation) 0% 5% 10% 15% Total meters in system 16,232 16,850 17,150 17,500 Number of conservation workshops 8 0 5 5 Average daily demand with growth (mgd) 6.00 6.50 6.64 6.80 Peak day demand 13 14.3 13.2 14 EFFECTIVENESS MEASURES 2002 -03 2003 -04 2004-05 2005 -06 GI Summer peak water supplied in -house (support ASR development - mgd) 2.0 1.4 1.0 1.0 Number of taste and odor concerns on r an annual basis (Water Quality Concerns) 150 58 50 80 Reduction of water use due to conservation efforts ( ( Yip) 1% 1% 1% 1% Percentage of water customers with uninterrupted water service (excluding construction activities) 98% 99% 99% 99% Percentage of water samples absent of coliform bacteria (based on routine sampling) 100% 100% 100% 100% Ratio of main breaks per mile of pipe (base of 200 miles pipe + five miles pipe per year) 0.06 0.05 0.05 0.05 4 4" , Public Works - Page 145 Water Budget Unit: 2170 FULL -TIME EQUIVALENT POSITIONS 2002 -03 2003 -04 2004 -05 2005 -06 Engineering Manager 0.00 1.00 1.00 1.00 Engineering Technician I I 1.00 1.00 1.00 1.00 Public Works Manager 0.30 0.00 0.00 0.00 Senior Utility Worker 3.00 3.00 2.00 2.00 Utility Worker II 8.70 7.50 7.50 6.50 Water Operations Supervisor 2.00 2.00 2.00 2.00 Water Quality Program Coord. 3.00 2.50 2.75 4.00 Total 18.00 17.00 16.25 16.50 MI IIII ' Jai Page 146 - City of Tigard II Water Budget Unit: 2170 I Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 Personal Services Positions 18.00 17.00 16.25 16.50 16.50 16.50 Wages $664,545 $741,391 $756,604 $773,282 $774,998 $774,998 Overtime 15,353 12,982 16,000 17,000 17,000 17,000 Benefits 265,235 291,413 320,009 354,653 349,027 349,027 Total Personal Services $945,133 $1,045,786 $1,092,613 $1,144,935 $1,141,025 $1,141,025 Materials & Services Water Costs $2,814,361 $2,898,151 $3,646,270 $3,526,797 $3,526,797 $3,526,797 Prof. & Contract Services 101,917 113,348 214,338 165,270 165,270 165,270 Repair & Maintenance 127,037 117,237 128,530 138,263 138,263 138,263 Miscellaneous Expense 12,000 10,316 8,613 6,913 6,913 6,913 Small Tools & Equipment 11,115 11,039 15,740 23,140 23,140 23,140 Office Supplies 3,917 4,657 4,500 4,500 4,500 4,500 Advertising & Publicity 26,861 36,750 42,150 43,700 43,700 43,700 Fees /Dues /Subscriptions 6,795 7,375 8,370 8,462 8,462 8,462 Travel & Training 5,546 5,520 6,865 6,965 6,965 6,965 Fuel Expenses 16,862 18,787 21,000 21,880 21,880 21,880 Computer Software 0 0 0 0 0 0 Rents & Leases 2,976 11 3,000 3,500 3,500 3,500 Utilities 4,450 26,798 6,100 7,400 7,400 7,400 Insurance 255 330 500 500 500 500 II Library Materials 0 0 0 0 0 0 Total Materials &Services $3,134,092 $3,250,319 $4,105,976 $3,957,290 $3,957,290 $3,957,290 Capital Outlay Land & Improvements (S11) $0 $0 $0 $0 $0 Building & Improvements 0 0 0 0 0 0 Vehicles 47,294 161,951 61,000 141,000 141,000 141,000 Office Fumiture & Equipment 0 0 0 0 0 0 Computer Equipment 0 0 0 0 0 0 Operation Equipment 0 0 0 11,000 11,000 11,000 Total Capital Outlay $47,283 $161,951 $61,000 $152,000 $152,000 $152,000 Total Budget Unit $4,126,508 $4,458,056 $5,259,589 $5,254,225 $5,250,315 $5,250,315 Al Public Works - Page 147 A, /- .11_ =41 1 CITY OF TIGARD „J. Q Page 148 - City of Tigard DEVELOPMENT SERVICES PROGRAM Development Services Organization Chart 149 Expenditure /FTE Summary 150 Community Development Organization Chart/FTE Summary 151 Community Development Administration 152 Building Inspection 155 Current Planning 159 Long Range Planning 162 Engineering Organization Chart/FTE Summary 166 Engineering Department 167 Street Lights & Signals 173 AAAO �s�a CITY OF TIGARD • Development Services Organization Chart DEVELOPMENT SERVICES Community Development Engineering Development Services - Page 149 Al .1. Development Services Program The Development Services program includes the Community Development and Engineering Departments. The major functions of the program are community planning; parks planning and development; building plan review and inspections; general economic development activities; design and construction of capital improvement projects; and review of proposed private development and inspection to ensure compliance with City standards. The budget for this program is up about 9.4% from the FY 2004 -05 Revised Budget. This increase is due primarily to increased staffing and support in the Long Range Planning for support of the update of the Comprehensive (Comp) Plan, economic development, and revitalization of the downtown area. There is also additional staff support for records management in the Building Inspection Division. This program area is funded from a variety of City funds related to each of the service areas within the program. Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004-05 2005-06 2005 -06 2005 -06 # Positions 46.50 48.00 50.00 52.50 52.50 52.50 Personal Services $2,999,461 $3,194,909 $3, 769, 865 $4,099,344 $4,087,559 $4,087,559 Materials & Services 628,777 653,391 748,361 969,779 969,779 969,779 Capital Outlay 0 43,191 151,200 50,000 50,000 50,000 Total Development Services- by Category $3,628,238 $3,891,491 $4,669,426 $5,119,123 $5,107,338 $5,107,338 Budget by Division Community Development Administration $241,913 $239,885 $264,765 $276,604 $275,950 $275,950 Building Inspection 980,156 1,301,482 1,695,230 1,724,464 1,720,916 1,720,916 Current Planning 502,691 528,886 582,608 623,619 622,490 622,490 Long Range Planning 369,586 379,463 441,529 699,894 697,412 697,412 Total Community Dev. - by Division $2,094,346 $2,449,716 $2,984,132 $3,324,581 $3,316,768 $3,316,768 Engineering $1,132,268 $1,080,547 $1,265,294 $1,349,542 $1,345,570 $1,345,570 Street Lights & Signals 401,623 361,228 420,000 445,000 445,000 445,000 Total Engineering - by Division $1,533,891 $1,441,775 $1,685,294 $1,794,542 $1,790,570 $1,790,570 Total Development Serv. - by Division $3,628,237 $3,891,491 $4,669,426 $5,119,123 $5,107,338 $5,107,338 Budget by Fund General Fund $2,246,458 $2,228,781 $2,554,196 $2,928,859 $2,920,622 $2,920,622 Street Maintenance Fee Fund 0 0 0 20,800 20,800 20,800 Gas Tax Fund 401,623 361,228 420,000 445,000 445,000 445,000 Building Fund 980,156 1,301,482 1,695,230 1,724,464 1,720,916 1,720,916 Total Development Serv. - by Fund $3,628,237 $3,891,491 $4,669,426 $5,119,123 $5,107,338 $5,107,338 Page 150 - City of Tigard • Community Development Organization Chart COMMUNITY DEVELOPMENT Administration Current Planning Building Inspection Long Range Planning Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 # Positions 30.50 32.50 34.50 37.00 37.00 37.00 Personal Services $1,924,211 $2,153,241 $2,575,057 $2,823,865 $2,816,052 $2,816,052 Materials & Services 170,135 253,284 257,875 450,716 450,716 450,716 Capital Outlay 0 43,191 151,200 50,000 50,000 50,000 Total Community Dev. - by Category $2,094,346 $2,449,716 $2,984,132 $3,324,581 $3,316,768 $3,316,768 Budget by Division Community Development Administration $241,913 $239,885 $264,765 $276,604 $275,950 $275,950 Building Inspection 980,156 1,301,482 1,695,230 1,724,464 1,720,916 1,720,916 Current Planning 502,691 528,886 582,608 623,619 622,490 622,490 Long Range Planning 369,586 379,463 441,529 699,894 697,412 697,412 Total Community Dev. - Division $2,094,346 $2,449,716 $2,984,132 $3,324,581 $3,316,768 $3,316,768 Budget by Fund General Fund $1,114,190 $1,148,234 $1,288,902 $1,600,117 $1,595,852 $1,595,852 Building Fund 980,156 1,301,482 1,695,230 1,724,464 1,720,916 1,720,916 Total Community Dev. - by Fund $2,094,346 $2,449,716 $2,984,132 $3,324,581 $3,316,768 $3,316,768 A* Development Services - Page 151 A- a11! Community Development Administration Budget Unit: 2210 Program Results FY 2005 -06 Goals and Objectives • Leadership and management are provided for the • Completion and implementation of the Downtown growth and development of Tigard consistent with Enhancement Plan. Growth will be managed to community goals. protect the character and livability of established • Accurate and timely information and assistance is areas, protect the natural environment and provide provided regarding development, development open space throughout the community. Strategy: regulations, permit processing, and issuance. Address the Tigard Town Center and the areas designated as corridors in the 2040 Growth Plan. Program Description • Adoption of a work program and timeline for the Comprehensive Plan update. The City The Community Development Department includes the Comprehensive Plan shall be reviewed and revised Long Range Planning, Current Planning, and Building to: Divisions. ■ Accommodate growth while protecting the character and livability of new and established The Community Development Director is responsible for neighborhoods; the overall management of the functions of the • Provide for preservation of the natural Department, which includes community planning; environment and open space throughout the administration of the Development Code; building plan community; review and inspections; and customer service at the • Provide for parks and alternative transportation permit counter. (e.g., bike paths); and create community gathering places. FY 2004 -05 Accomplishments Communication Elements • Completion of an Annexation Plan for unincorporated Bull Mountain Annexation, including • Council meetings (Land Use cases, code extensive public outreach leading up to the amendments, policy issues, and program updates) November 2004 election. • Cityscape articles (development activity, policy • Development of an enhancement plan for Downtown issues) Tigard. • Monthly Focus on Tigard segments (development • Building activity has remained strong over the past activity, policy issues, special programs, e.g., year while meeting plan review and inspection Planning 101, Code Enforcement) workload measures. • Public hearings (Planning Commission, Hearings • Current Planning reviewed and met planning Officer, open houses, Coffee Talks) workload measures throughout the year. • Public hearing notices (Land Use cases) • Legal ads in the newspaper (Land Use cases, The Department's workload measures have been met policy issues) throughout the year requiring effective management of • Press releases (Code Enforcement, policy issues) personnel and resources. • Brochures (Land Use Planning process, Code Enforcement) • Display board in lobby (Code Enforcement, project updates, grant requests) • City website (Division information, Code Enforcement, Land Use cases, reports, maps, policy issues, meeting dates) The 2004 Oregon Blue Book lists Tigard as the 11th largest city in Oregon. ''".' .. Page 152 - City of Tigard Community Development Administration Budget Unit: 2210 WORKLOAD MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Provide resources for community development to public and civic organization (Y /N) Yes Yes Yes Yes Present special studies for City Council consideration (Y /N) Yes Yes Yes Yes EFFECTIVENESS MEASURES 2002 -03 2003 -04 2004-05 2005 -06 Tigard's building inspection program meets all state statutes and rules (Y /N) Yes Yes Yes Yes Tigard's current planning program complies with all state and regional programs, statutes, and rules (% of decisions within 120 days) 100% 100% 100% 100% Tigard's long range planning program complies with all state and regional goals and rules (Y /N) Yes Yes Yes Yes Tigard complies with Metro and Department of Land Conservation and Development regulations (Y /N) Yes Yes Yes Yes The Community Development Depart- ment meets Council's goals (Y /N) Yes Yes Yes Yes FULL -TIME EQUIVALENT POSITIONS 2002 -03 2003 -04 2004-05 2005 -06 Community Development Director 1.00 1.00 1.00 1.00 Confidential Executive Assistant 1.00 1.00 1.00 1.00 Permit Coordinator 1.00 1.00 1.00 1.00 Total 3.00 3.00 3.00 3.00 Development Services - Page 153 ,441 17_ Community Development Administration Budget Unit: 2210 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 Personal Services Positions 3.00 3.00 3.00 3.00 3.00 3.00 Wages $167,480 $158,006 $175,540 $179,183 $179,580 $179,580 Overtime 0 0 0 0 0 0 Benefits 54,469 49,969 58,838 68,287 67,236 67,236 Total Personal Services $221,949 $207,975 $234,378 $247,470 $246,816 $246,816 Materials & Services Water Costs $0 $0 $0 $0 $0 $0 Prof. & Contract Services 1,912 71 0 0 0 0 Repair & Maintenance 347 221 240 200 200 200 Miscellaneous Expense 94 262 86 110 110 110 Small Tools & Equipment 0 0 0 0 0 0 Office Supplies 13,375 15,403 19,557 18,220 18,220 18,220 Advertising & Publicity 0 267 300 300 300 300 Fees /Dues /Subscriptions 3,982 14,980 8,769 8,869 8,869 8,869 Travel & Training 125 643 1,375 1,375 1,375 1,375 Fuel Expenses 0 0 0 0 0 0 Computer Software 0 0 0 0 0 0 Rents & Leases 0 0 0 0 0 0 Utilities 129 63 60 60 60 60 Insurance 0 0 0 0 0 0 Library Materials 0 0 0 0 0 0 Total Materials& Services $19,964 $31,910 $30,387 $29,134 $29,134 $29,134 Capital Outlay Land & Improvements $0 $0 $0 $0 $0 $0 Building & Improvements 0 0 0 0 0 0 Vehicles 0 0 0 0 0 0 Office Fumiture & Equipment 0 0 0 0 0 0 Computer Equipment 0 0 0 0 0 0 Operation Equipment 0 0 0 0 0 0 Total Capital Outlay $0 $0 $0 $0 $0 $0 Total Budget Unit $241,913 $239,885 $264,765 $276,604 $275,950 $275,950 � 40A I'i! Page 154 - City of Tigard Building Inspection Budget Unit: 2220 Program Results FY 2005 -06 Goals and Objectives • Buildings are constructed and built to the State of • Monitor revenue funds on monthly basis and Oregon specialty codes and are safe for all coordinate with Finance on a quarterly meeting occupants and users. basis to ensure that revenues are adequate based • Existing housing is safe, habitable, and in good on expenditures. repair. • Provide Building Inspection Division staff with the • The Building Inspection Division is supported by a necessary technical training so they are well versed dedicated fund, which is generated by permit in educating the contractors on the specialty codes revenues. in order to reduce callback inspections. • Work closer with homeowners, landlords, and Program Description property managers in resolving housing deficiencies as related to the Housing Code. • The Building Inspection Division, part of the Community Utilize the "Permits Protect" website to provide Development Department, is responsible for reviewing information that will assist the public to legally and plans, issuing permits, and inspection of construction to successfully complete their building and remodeling ascertain compliance with the State of Oregon specialty projects. codes (Title 14 of the Tigard Municipal Code adopts these in more detail). The specialty codes include Communication Elements building, plumbing, mechanical, and electrical codes and other rules and statutes. The Division also enforces • Submit regular articles to the Cityscape newsletter other requirements of the Tigard Municipal Code and • Tri- County Service Center and Metro Building Community Development Codes and ordinances, Officials "Public Outreach Program" which includes including the Housing Code. The Building Division is radios spots with "Permits Protect" program managed by the Building Official and is comprised of • Plans Examiners, Inspectors, and support staff. Outreach programs such as Homebuilder's Association meetings • Pre - submittal meetings with potential applicants FY 2004-05 Accomplishments Monthly contractor /developer newsletter • • Utilized accumulated reserve funds to purchase and • City website install an upgrade to the Tidemark Permit tracking software. • Utilized accumulated reserve funds to purchase and install automated inspection request system (Interactive Voice Response) to improve customer service. f The average 2 -story, 2,500 square foot home weighs approximately 68 tons unfurnished. ' Development Services - Page 155L-l]! Building Inspection Budget Unit: 2220 WORKLOAD MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Single family permits (Tigard) 207 260 274 200 Single family permits (Urban services area) 177 200 80 115 Multi- family units (Tigard) 30 30 158 150 Multi- family units (Urban services area) 0 0 0 80 Commercial Buildings (Tigard) new buildings 0 13 15 15 Commercial Buildings (Tigard) alterations 500 500 482 500 Commercial Buildings (Urban services area) 0 0 1 0 Number of inspections (Tigard) 13,000 14,200 21,000 19,550 Number of inspections (Urban services area) 6,370 7,000 2,000 2,309 Total number of permits (Tigard) (All types) 2,760 3,300 3,600 3,351 Total number of permits (Urban services area) 3,780 1,800 507 560 Number of housing complaints investigated (accepted cases) 196 172 170 175 ,,� j Page 156 - City of Tigard 4D Building Inspection Budget Unit: 2220 EFFECTIVENESS MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Percent of inspections requiring reinspections due to code deficiencies 28% 31 % 28% 26% Percentage of housing complaints investigated obtaining compliance 98% 98% 98% 98% Requested building inspections performed the following business day of receipt of request ( %) 99% 98% 99% 99% Plan review turnaround time (Single family) (weeks) 2 2.5 2.5 2.5 Plan review turnaround time (Commercial tenant improvement) (weeks) 3 3.5 3 3 Plan review turnaround time (Commercial - new buildings) (weeks) 4-6 5-7 4-6 4-6 FULL -TIME EQUIVALENT POSITIONS 2002 -03 2003 -04 2004 -05 2005 -06 Administrative Specialist I 0.00 0.50 0.50 1.00 Administrative Specialist II 1.00 1.00 1.00 1.00 Building Official 1.00 1.00 1.00 1.00 Inspection Supervisor 1.00 1.00 1.00 1.00 Inspector I 2.00 1.00 2.00 2.00 Inspector I I 2.00 2.00 2.00 2.00 Management Analyst 0.00 1.00 1.00 1.00 Permit Specialist 0.50 0.80 0.80 0.80 Permit Technician 2.00 3.00 3.00 3.00 Plans Examination Supervisor 0.00 0.00 1.00 1.00 Plans Examiner 1.00 1.00 1.00 1.00 Senior Inspector 2.00 3.00 3.00 3.00 Senior Plans Examiner 1.00 1.00 1.00 1.00 Total 13.50 16.30 18.30 18.80 ' Development Services - Page 157 .4,l"!!_ Building Inspection Budget Unit: 2220 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 Personal Services Positions 13.50 16.30 18.30 18.80 18.80 18.80 Wages $667,030 $818,267 $1,040,282 $1,043,081 $1,045,279 $1,045,279 Overtime 3,169 10,837 8,000 6,000 6,000 6,000 Benefits 202,353 246,873 344,992 374,134 368,388 368,388 Total Personal Services $872,552 $1,075,977 $1,393,274 $1,423,215 $1,419,667 $1,419,667 Materials & Services Water Costs $0 $0 $0 $0 $0 $0 Prof. & Contract Services 73,988 130,400 64,225 162,362 162,362 162,362 Repair & Maintenance 2,942 10,580 12,000 7,400 7,400 7,400 Miscellaneous Expense 6,851 5,221 10,225 8,373 8,373 8,373 Small Tools & Equipment 0 0 0 0 0 0 Office Supplies 5,401 10,639 22,440 29,000 29,000 29,000 Advertising & Publicity 1,485 2,085 1,000 15,600 15,600 15,600 Fees /Dues /Subscriptions 1,046 1,186 1,745 2,610 2,610 2,610 Travel & Training 5,262 9,749 18,521 16,920 16,920 16,920 Fuel Expenses 3,866 5,098 7,500 4,484 4,484 4,484 Computer Software 0 0 0 0 0 0 Rents & Leases 3,880 3,919 3,500 0 0 0 Utilities 2,883 3,437 9,600 4,500 4,500 4,500 Insurance 0 0 0 0 0 0 Library Materials 0 0 0 0 0 0 Total Materials &Services $107,604 $182,314 $150,756 $251,249 $251,249 $251,249 Capital Outlay Land & Improvements $0 $0 $0 $0 $0 $0 Building & Improvements 0 0 0 0 0 0 Vehicles 0 43,191 110,000 50,000 50,000 50,000 Office Fumiture & Equipment 0 0 41,200 0 0 0 Computer Equipment 0 0 0 0 0 0 Operation Equipment 0 0 0 0 0 0 Total Capital Outlay $0 $43,191 $151,200 $50,000 $50,000 $50,000 Total Budget Unit $980,156 $1,301,482 $1,695,230 $1,724,464 $1,720,916 $1,720,916 A A'. I:iL Page 158 - City of Tigard II Current Planning Budget Unit: 2230 Program Results FY 2005 -06 Goals and Objectives • All development will meet Comprehensive Plan and • Continue working with Planned Development Development Code standards. Committee, Planning Commission, and Council to • All development will be compatible with complete development of policies and code relating environmental conditions, including steep slopes, to constrained lands. wetlands, hazards, and floodplains. • Prepare code amendments for Planned • All land use development will be served with water, Developments, Home Occupation Permits, hillside development, and mobile home garages if time sanitary, sewer, storm sewer, streets, and public permits. facilities meeting City standards and requirements. • Continue to monitor effectiveness of 1998 Program Description Development Code. • Continue investigation of land use violations and The activities within the Current Planning program bring into compliance. include providing zoning and development information, • Process all development applications within service as well as conducting pre - application conferences and standards. reviewing applications. Applications include zone • Work with Long Range Planning Division on Metro changes, sensitive lands, subdivisions, variances, requirements, urban growth boundary expansion, planned developments, land partitions, site design Bull Mountain, and Central Business District (CBD). reviews, conditional uses, temporary uses, signs, sign code exceptions, land use decision appeals to the Communication Elements Hearings Officer, Planning Commission, and City Council. The Current Planning Division works with the Long Range Planning Division to coordinate and review • Council meetings (Land Use cases, code comprehensive plan amendments and annexations. amendments) Individual annexation applications are processed by • Cityscape articles (development activity, Code Current Planning. Enforcement) • Monthly Focus on Tigard segments (development The Division applies and updates the Community activity, Planning process, Code Enforcement) Development Code and updates some provisions of the • Public hearings (Planning Commission, Hearings Comprehensive Plan. Staff support is provided to the Officer, City Council) Planning Commission, Hearings Officer /Referee, Focus • Public hearing notices and property owner notices on Tigard, and other working groups, such as the Tree Board and Planned Development Code Review within 500' of case property (Land Use cases) Committee. The Division is also responsible for general . ' Legal ads in the newspaper (Land Use cases); code enforcement activities. posting of notice on application properties • Press releases (Code Enforcement) FY2004 -05 Accomplishments • Brochures (Land Use Planning process, Code Enforcement) • Adopted new floodplain regulations in compliance • Display board in lobby (Code Enforcement) with the Federal Emergency Management Agency. • City website (Division information, Code • Development review team worked effectively and Enforcement, Land Use cases, meeting dates) provided high quality customer service. • Experienced a 50% increase in subdivision applications, the highest number in 15 years. • Assisted the Tree Board and Planned Development Code Review Committee in review of development 2004 saw a 50% increase in subdivision code provisions. activity; 2004's subdivision application activity was more than 3 times the average of the last 12 years. Development - `!?' evelopment Services Page 159 At Current Planning Budget Unit: 2230 WORKLOAD MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Number of development applications 330 400 420 430 Number of land use decisions made by: Director 300 371 396 395 Planning Commission/ Hearings Officer 20 19 22 20 City Council 8 10 12 15 EFFECTIVENESS MEASURES 2002 -03 2003 -04 2004-05 2005 -06 Land use decisions made within 120 days ( %) 100% 100% 99.2% 100% Land use decisions made within service standards ( %) 97% 93% 84% 90% Developments that meet ordinance standards and process ( %) 100% 100% 100% 100% FULL -TIME EQUIVALENT POSITIONS 2002 -03 2003 -04 2004-05 2005 -06 Administrative Specialist I 0.50 0.00 0.00 0.00 Assistant Planner 1.00 0.00 0.00 0.00 Associate Planner 2.00 3.00 3.00 3.00 Code Compliance Specialist 1.00 1.00 1.00 1.00 Permit Specialist 0.50 0.20 0.20 0.20 Permit Technician 2.00 2.00 2.00 2.00 Planning Manager 1.00 1.00 1.00 1.00 Senior Administrative Specialist 1.00 1.00 1.00 1.00 Total 9.00 8.20 8.20 8.20 4.1. 411. Page 160 - City of Tigard 0 Current Planning Budget Unit: 2230 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 Personal Services Positions 9.00 8.20 8.20 8.20 8.20 8.20 Wages $356,959 $375,086 $404,160 $415,094 $416,016 $416,016 Overtime 0 0 500 500 500 500 Benefits 122,352 129,813 145,071 167,371 165,320 165,320 Total Personal Services $479,311 $504,899 $549,731 $582,965 $581,836 $581,836 Materials & Services Water Costs $0 $0 $0 $0 $0 $0 Prof. & Contract Services 13,235 11,450 16,556 20,163 20,163 20,163 Repair& Maintenance 36 43 1,200 2,192 2,192 2,192 Miscellaneous Expense 1,065 1,244 1,917 1,921 1,921 1,921 Small Tools & Equipment 0 0 0 0 0 0 Office Supplies 2,574 3,415 4,000 3,000 3,000 3,000 Advertising & Publicity 3,184 4,854 3,600 8,000 8,000 8,000 Fees /Dues /Subscriptions 1,904 2,194 2,310 2,310 2,310 2,310 Travel & Training 1,091 572 2,204 2,567 2,567 2,567 Fuel Expenses 174 100 840 285 285 285 Computer Software 0 0 0 0 0 0 Rents & Leases 0 0 0 0 0 0 Utilities 117 115 250 216 216 216 Insurance 0 0 0 0 0 0 Library Materials 0 0 0 0 0 0 Total Materials & Services $23,380 $23,987 $32,877 $40,654 $40,654 $40,654 Capital Outlay Land & Improvements $0 $0 $0 $0 $0 $0 Building & Improvements 0 0 0 0 0 0 Vehicles 0 0 0 0 0 0 Office Fumiture & Equipment 0 0 0 0 0 0 Computer Equipment 0 0 0 0 0 0 Operation Equipment 0 0 0 0 0 0 Total Capital Outlay $0 $0 $0 $0 $0 $0 Total Budget Unit $502,691 $528,886 $582,608 $623,619 $622,490 $622,490 Development Services - Page 161 1 ' -0, Long Range Planning Budget Unit: 2240 Program Results FY 2005 -06 Goals and Objectives Accommodate growth while protecting the character and livability of the community through long range planning Participation in regional funding programs, such as and through implementation of the City's Vision. MTIP, CDBG (Community Development Block Grants), Economic Development Grants. Program Description • Implementation of Metro Affordable Housing policies. • Long Range Planning is responsible for developing area- Participation in Metro Goal 5 program development wide planning programs and Comprehensive Plan for significant natural resources. amendments. Long Range Planning is also responsible • Develop urban renewal implementation program. for monitoring and analyzing present and future physical, • Participate in regional discussions on the Urban demographic, economic and development conditions, Growth Boundary. and trends, clarifying and recommending ways to • Lead regional discussion on the Washington Square implement shared City goals through policy funding strategy. implementation projects, Federal /State /Regional • Continue implementation of Transit MOU for focused mandates and programs, and ongoing research and transit implementation strategy in Tigard. support to City Council, Planning Commission, City • Develop urbanization /annexation strategy. Manager, neighborhood and community planning organizations. • Develop residential density allocation strategy. FY 2004 -05 Accomplishments Communication Elements • Continued special planning projects, including • Council meetings (policy issues, program updates) support for natural areas and park planning. • Cityscape articles (Downtown Plan, policy issues) • Continued grant research and management of • Public hearings (Planning Commission, open awarded grants. houses, Coffee Talks) • Continued participation in policy discussions on • Public hearing notices Urban Growth Boundary and natural resources • Legal ads in the newspaper (policy issues) issues. • Press releases (Downtown Plan, policy issues) • Implementation of TriMet Memorandum of • Brochures (Downtown Plan) Understanding (MOU). • Display board in lobby (TGM Grants, Downtown • Continued work on long term Downtown Plan) redevelopment strategy. • City website (Downtown Plan, division information, reports, maps, policy issues, meeting dates) • Phone (special "hot lines" — Downtown Plan) • E -mail (special Downtown Plan address) ■ ■ 1 1 The City's name was originally Tigardville. In 1910, it was shortened to Tigard in order to avoid confusion with Wilsonville. ,41. 'iL Page 162 - City of Tigard Long Range Planning Budget Unit: 2240 WORKLOAD MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Develop infrastructure funding program, for Washington Square Regional Center (WSRC) Y/N Yes N/A N/A N/A Develop transportation demand management program for WSRC Yes N/A N/A N/A Develop Bull Mountain public facility plan (Y /N) Yes N/A N/A N/A Develop regional wildlife resource protection program (Y /N) N/A Yes N/A N/A Implement Affordable Housing Program (Y /N) N/A N/A Yes N/A Develop Economic Development Program N/A N/A Yes Yes Comprehensive Plan update and implementation N/A N/A N/A Yes EFFECTIVENESS MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Council adoption of Washington Square Regional Center Implementation Program (Y /N) Yes N/A N/A N/A Council adoption of Transportation Demand Management Program (Y /N) Yes N/A N/A N/A Council adoption of Downtown Revitalization Program (Y /N) N/A N/A Yes Yes Council adoption of Comp Plan program elements N/A N/A N/A Yes Council adoption of Comp Plan update recommendations N/A N/A N/A Yes Implement Comp Plan program N/A N/A N/A Yes Annexation program development N/A N/A N/A Yes " Development Services - Page 1631 M !!! Long Range Planning Budget Unit: 2240 FULL -TIME EQUIVALENT POSITIONS 2002 -03 2003 -04 200405 2005 -06 Assistant Planner 1.00 1.00 0.00 0.00 Associate Planner 3.00 3.00 4.00 4.00 Senior Planner 0.00 0.00 0.00 2.00 Planning Manager 1.00 1.00 1.00 1.00 Total 5.00 5.00 5.00 7.00 • Allk Page 164 - City of Tigard al Long Range Planning Budget Unit: 2240 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 Personal Services Positions 5.00 5.00 5.00 7.00 7.00 7.00 Wages $255,660 $263,180 $284,136 $394,372 $395,209 $395,209 Overtime 0 0 0 0 0 0 Benefits 94,739 101,210 113,538 175,843 172,524 172,524 Total Personal Services $350,399 $364,390 $397,674 $570,215 $567,733 $567,733 Materials & Services Water Costs $0 $0 $0 $0 $0 $0 Prof. & Contract Services 11,798 7,066 25,000 110,000 110,000 110,000 Repair & Maintenance 19 311 0 0 0 0 Miscellaneous Expense 2,063 2,115 5,305 5,429 5,429 5,429 Small Tools & Equipment 0 0 0 0 0 0 Office Supplies 2,407 2,941 6,100 6,100 6,100 6,100 Advertising & Publicity 0 1,229 1,800 1,500 1,500 1,500 Fees /Dues /Subscriptions 964 356 1,100 1,100 1,100 1,100 Travel & Training 1,936 1,055 4,550 5,550 5,550 5,550 Fuel Expenses 0 0 0 0 0 0 Computer Software 0 0 0 0 0 0 Rents & Leases 0 0 0 0 0 0 Utilities 0 0 0 0 0 0 Insurance 0 0 0 0 0 0 Library Materials 0 0 0 0 0 0 Total Materials &Services $19,187 $15,073 $43,855 $129,679 $129,679 $129,679 Capital Outlay Land & Improvements $0 $0 $0 $0 $0 $0 Building & Improvements 0 0 0 0 0 0 Vehicles 0 0 0 0 0 0 Office Fumiture & Equipment 0 0 0 0 0 0 Computer Equipment 0 0 0 0 0 0 Operation Equipment 0 0 0 0 0 0 Total Capital Outlay $0 $0 $0 $0 $0 $0 Total Budget Unit $369,586 $379,463 $441,529 $699,894 $697,412 $697,412 ° Development Services - Page 165 1- -!_+_ Engineering Organization Chart ENGINEERING Engineering Street Lights & Signals Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004-05 2005 -06 2005 -06 2005 -06 # Positions 16.00 15.50 15.50 15.50 15.50 15.50 Personal Services $1,075,250 $1,041,668 $1,194,808 $1,275,479 $1,271,507 $1,271,507 Materials & Services 458,642 400,107 490,486 519,063 519,063 519,063 Capital Outlay 0 0 0 0 0 0 Total Engineering - by Category $1,533,892 $1,441,775 $1,685,294 $1,794,542 $1,790,570 $1,790,570 Budget by Division Engineering $1,132,268 $1,080,547 $1,265,294 $1,349,542 $1,345,570 $1,345,570 Street Lights and Signals 401,623 361,228 420,000 445,000 445,000 445,000 Total Engineering - Division $1,533,891 $1,441,775 $1,685,294 $1,794,542 $1,790,570 $1,790,570 Budget by Fund General Fund $1,132,268 $1,080,547 $1,265,294 $1,328,742 $1,324,770 $1,324,770 Street Maintenance Fee Fund 0 0 0 20,800 20,800 20,800 Gas Tax Fund 401,623 361,228 420,000 445,000 445,000 445,000 Total Engineering - by Fund $1,533,891 $1,441,775 $1,685,294 $1,794,542 $1,790,570 $1,790,570 i *AP_ Page166 -City of Tigard Engineering Department Budget Unit: 2250 Program Results Program Description • The Engineering Department supports the City's The Engineering Department is directed by the City goals and objectives. Engineer. It designs and constructs capital • Private developments are designed and constructed improvement projects and provides review of proposed in accordance with the City's standards and private development and inspection to ensure requirements. compliance with City standards. 1. Public improvements by developers are constructed to meet City design standards and The Development Review Division provides technical development code provisions. review and issues permits for proposed private 2. Hillside development is constructed in development projects, provides inspections to assure accordance with City and State regulations. compliance with City standards, and maintains records 3. As -built information system is stored efficiently, relating to public facilities. is easily retrievable, and provides up -to -date, accurate information for the City's customers. The Capital Improvement Program Division manages the 4. Public improvements perform in accordance capital improvement program for public streets and with design life. utilities and prepares facilities plans for future The City's transportation system is safe and improvement needs. It constructs new facilities or • expands existing facilities to increase capacity, and efficient for all modes of travel. rehabilitates, renovates or reconstructs existing facilities 1. The City's street infrastructure is properly to improve efficiency and extend useful service life. maintained and upgraded as needed to protect or extend its useful life before it deteriorates to the point that expensive rehabilitation or FY 2004 -05 Accomplishments replacement is required. 2. Street improvement projects are designed and Capital Improvements Projects: constructed properly to enhance traffic flow and • Placed approximately 15,100 square yards of traffic safety while minimizing maintenance pavement overlay on City streets to provide for the costs. safe and efficient movement of traffic. Streets that 3. The City's neighborhood streets are safe for received overlay include: 110th Ave, Park Street, pedestrians, bicyclists, and motorists and carry Derry Dell Court, James Court, Ventura Court, 66th traffic volumes appropriate for residential Ave, 67th Ave, Mapleleaf Street. In addition, 26,500 neighborhoods. square yards of pavement overlay will be placed on 4. Key improvements are made to streets and 121st Ave, Burnham Street, Fern Street, and 72nd highways within the City, regardless of Ave by the end of the fiscal year for a total of 41,600 jurisdiction, to provide smooth and efficient square yards for FY 2004 -05. intra -city traffic circulation. Re- striped approximately 35,700 feet or 6.8 miles of • The Engineering Department enhances streets. environmental quality and addresses potential Constructed street improvements on Hall Blvd, health and safety issues for the citizens of Tigard by Mapleleaf Street, and Gaarde Street. providing adequate storm drain and sanitary sewer • services and by ensuring that sanitary sewer and Completed one sidewalk project serving a low- storm water systems are constructed, income neighborhood. reconstructed, and adequately maintained. • Constructed two Sanitary Sewer Reimbursement • The Engineering Department keeps abreast of and Districts serving 144 properties. An additional four addresses regional and national issues that may districts will be constructed in late- spring 2005 and affect the City. scheduled to be completed in early- summer. • • The Engineering Department fosters the creation of Rehabilitated 1,068 feet of sanitary sewer pipes and partnerships with other jurisdictions to fund and 693 feet of storm drain pipes to extend the useful construct improvements to key state and county service lives of the facilities. transportation facilities within the City. Development Services - Page 167 .00- ' "=1J Engineering Department Budget Unit: 2250 • Placed 7 speed humps on Fern Street, Hawksbeard • Continue to respond to requests from neighborhood Street, Springwood Drive, Summerlake Drive, and groups, government entities, citizens, and Summerfield Drive to reduce speeds and enhance incorporate public input into the development of the traffic safety for the neighborhoods. Capital Improvement Program. • Coordinate closely with and provide assistance to Private Development: other departments as needed in support of Council • Processed new permits for minor and major projects goals and City programs. totaling millions in public improvements within the • Incorporate citizen involvement processes in the City and in the Urban Services Area. Several major Engineering Department programs. projects in the Urban Services area are pending plan . Continue to seek and implement ways to improve approval with several more currently under the efficiency and effectiveness of departmental construction. Several of these projects were just operations. recently annexed into the City. • Reviewed and inspected public improvements in Upgrade equipment and software in support of • such major development projects as Greensward Engineering Department activities and program Park No. 3, Summit Ridge Subdivision, and Arbor changes. Summit Subdivision. Communication Elements New Revenue Sources: • Implemented the Street Maintenance Fee to provide • Press Releases a stable source of revenue for street maintenance. • Neighborhood Meetings • Neighborhood notices FY 2005 -06 Goals and Objectives • Focus on Tigard • Cityscape articles • Continue Private Development review and inspection . Brochures in accordance with City standards. • Portable signs • Develop and implement the annual Capital Improvement Program. City website • • Form partnerships with other jurisdictions to fund and construct improvements to key regional transportation facilities within the City. Continue to foster a close working relationship with Oregon Department of Transportation (ODOT) to resolve issues on Hall Boulevard and Highway 99W. Develop and jointly implement solutions with ODOT and Washington County to improve traffic circulation across and within the Highway 99W corridor. Work with ODOT to require adequate public improvements on state facilities with private development applications. • Develop and implement projects in accordance with the Tigard Downtown Improvement Plan. • Continue to implement the Citywide Sewer Extension Program. • Address overall health and safety needs while reducing City liability through implementation of the In 2004, more than 3.3 million pounds of asphaltic Capital Improvement Program. concrete were placed on City streets, which is equivalent to the weight of more than 400 elephants. A j.41,.' Page 168 - City of Tigard Engineering Department Budget Unit: 2250 WORKLOAD MEASURES 2002 -03 2003 -04 2004-05 2005 -06 Preparation of Comprehensive Public Facility Plans Percent of plans completed 100% 100% 100% N/A Private Development Review Activities: Number of subdivisions requiring additional geotechnical review by City 3 2 1 1 Number of Public Facility Improvement Permits issued 11 130 112 110 Capital Improvement Program Actual Expenditure vs. Allocated CIP Funding: Street Projects ( %) Gas Tax 44% 90% 85% 100% Traffic Impact Fees (City and Urban Services) 38% 99% 90% 100% Sanitary Sewer Projects ( %) 21% 100% 90% 100% Storm Drainage Projects ( %) 37% 90% 80% 100% Traffic Calming Number of traffic calming devices installed yearly 8 6 8 8 Sanitary Sewer Major maintenance Number of identified repairs completed 2 2 2 1 Citywide Sewer Extension Program Number of sewer service laterals provided 65 130 141 125 Storm Drainage Major maintenance Number of identified repairs completed 2 2 1 2 4 Development Services - Page 169 Engineering Department Budget Unit: 2250 EFFECTIVENESS MEASURES 2002 -03 2003 -04 2004-05 2005 -06 Private Development Review Activities: Projects that require major repairs of public improvements during the 1 -year maintenance period ( %) 3% 1% 1% 1% Subdivisions that exhibit grading problems after City acceptance of project ( %) 3% 1% 1% 1% Capital Improvement Program Implementation: Streets CIP street projects designed ( %) 90% 80% 95% 95% CIP street projects constructed ( %) 90% 80% 95% 95% Traffic Calming Reduction of 85th percentile speeds ( %) 90% 90% 90% 100% Sanitary Sewer and Storm Drain Services: Major maintenance Percent of repairs completed 100% 100% 100% 100% Percentage of maintenance problem eliminated 100% 100% 100% 100% Percentage of sanitary sewer pipe rehabilitated required by the work plan for each fiscal year 90% 90% 100% 100% Citywide Sewer Extension Program: Percent of scheduled reimbursement districts completed 90% 90% 100% 100% Lineal footage of sewer installed as a percentage of the total master plan layout 25% 40% 60% 75% New sewer connections as a percentage of total laterals in preceding years 20% 20% 25% 25% Storm Drainage: Major maintenance Percent of repairs completed 85% 85% 60% 100% Percentage of storm drainage pipe upgraded 100% 100% 100% 100% Projects in supporting City programs are completed in a timely manner Yes Yes Yes Yes .44.4 L Page 170 - City of Tigard Engineering Department Budget Unit: 2250 FULL -TIME EQUIVALENT POSITIONS 2002 -03 2003 -04 2004 -05 2005 -06 Administrative Specialist I 0.50 0.00 0.00 0.00 Administrative Specialist 11 0.50 0.50 0.50 0.50 City Engineer 1.00 1.00 1.00 1.00 Engineering Manager 2.00 2.00 2.00 2.00 Engineering /Survey Specialist 1.00 1.00 1.00 1.00 Engineering Technician I 1.00 1.00 1.00 1.00 Engineering Technician I I 3.00 3.00 3.00 2.00 Project Engineer 2.00 2.00 2.00 2.00 Rights of Way Administrator 0.00 1.00 1.00 1.00 Senior Administrative Specialist 1.00 1.00 1.00 1.00 Senior Engineer Technician 4.00 3.00 3.00 4.00 Total 16.00 15.50 15.50 15.50 Alk Development Services - Page 171 1 Engineering Department Budget Unit: 2250 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 Personal Services Positions 16.00 15.50 15.50 15.50 15.50 15.50 Wages $781,511 $768,104 $855,606 $895,959 $897,947 $897,947 Overtime 3,700 5,778 5,000 15,000 15,000 15,000 Benefits 290,038 267,786 334,202 364,520 358,560 358,560 Total Personal Services $1,075,249 $1,041,668 $1,194,808 $1,275,479 $1,271,507 $1,271,507 Materials & Services Water Costs $0 $0 $0 $0 $0 $0 Prof. & Contract Services 23,731 4,522 21,475 17,000 17,000 17,000 Repair & Maintenance 1,253 3,103 4,475 4,475 4,475 4,475 Miscellaneous Expense 4,480 4,158 9,905 10,040 10,040 10,040 Small Tools & Equipment 3,197 6,689 6,300 7,500 7,500 7,500 Office Supplies 6,937 7,322 10,838 9,500 9,500 9,500 Advertising & Publicity 577 479 500 500 500 500 Fees /Dues /Subscriptions 1,725 1,844 1,493 1,443 1,443 1,443 Travel & Training 7,484 2,906 6,500 14,600 14,600 14,600 Fuel Expenses 1,409 1,703 1,800 1,805 1,805 1,805 Computer Software 0 0 0 0 0 0 Rents & Leases 3,763 4,189 5,000 5,000 5,000 5,000 Utilities 2,463 1,964 2,200 2,200 2,200 2,200 Insurance 0 0 0 0 0 0 Library Materials 0 0 0 0 0 0 Total Materials & Services $57,019 $38,879 $70,486 $74,063 $74,063 $74,063 • Capital Outlay Land & Improvements $0 $0 $0 $0 $0 $0 Building & Improvements 0 0 0 0 0 0 Vehicles 0 0 0 0 0 0 Office Fumiture & Equipment 0 0 0 0 0 0 Computer Equipment 0 0 0 0 0 0 Operation Equipment 0 0 0 0 0 0 Total Capital Outlay $0 $0 $0 $0 $0 $0 Total Budget Unit $1,132,268 $1,080,547 $1,265,294 $1,349,542 $1,345.570 $1,345,570 41? Page 172 - City of Tigard 4B Street Lights & Signals Budget Unit: 2260 Program Results FY 2005 -06 Goals and Objectives • Collector streets are adequately lit for vehicular and pedestrian safety. • Assume energy and maintenance costs for traffic • Major intersections are upgraded with traffic signal signal systems installed through the Capital systems for safe and efficient movement of all Improvement Program. modes of transportation. • Complete the Public Facility Plan for Street Lights. • Neighborhood streets are provided adequate lighting • Install essential street lights in accordance with in accordance with City policies. priority determined by the Public Facility Plan. • Incorporate energy saving LED technology in all new Program Description traffic signal system installations. • Retrofit the existing left -turn green arrows on the This budget unit provides for the maintenance and City's traffic signal systems with energy- saving LED energy costs for street lighting and traffic signals on fixtures. public streets. Funding for streetlights and signals • Continue payment for energy and maintenance comes solely from the City's share of state and county costs on installed systems. gas taxes collected. All maintenance work is done by contract and no City personnel are funded by this Communication Elements budget. The Engineering Department and Public Works jointly manage this unit. The Public Works Department handles the street lights and the Engineering • Press Releases Department manages the traffic signal systems. • Public Service Announcements FY 2004 -05 Accomplishments • Installed and energized the new 4 -way traffic signal system at the intersection of 121st Avenue and Gaarde Street as part of the Gaarde Street Phase 2 Improvements project. • Installed and energized 31 new street lights along Gaarde Street from Highway 99W to 121st Avenue and along 121st Avenue to Quail Creek Lane. • Completed the maintenance phase and accepted streets and street lights within the Pacific Crest Subdivision in the Bull Mountain area. Adk Development Services - Page 173 ..41- _!!_ Street Lights & Signals Budget Unit: 2260 WORKLOAD MEASURES 2002-03 2003-04 2004-05 2005-06 New signal systems added 2 1 2 2 New street lights added 30 35 20 20 Public Facility Plan for street lights completed N/A N/A 100% N/A EFFECTIVENESS MEASURES 2002-03 2003-04 2004-05 2005-06 Level of service improvement in new signalized intersections Yes Yes Yes Yes Mileage of collector streets with street lights (%) 25% 30% 35% 40% Public Facility Plan for street lights adopted by City Council N/A N/A Yes N/A FULL-TIME EQUIVALENT POSITIONS 2002-03 2003-04 2004-05 2005-06 None 4 1 Ilk „xi. AJL Page 174 - City of Tigard GI Street Lights & Signals Budget Unit: 2260 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 Personal Services Positions 0.00 0.00 0.00 0.00 0.00 0.00 Wages $0 $0 $0 $0 $0 $0 Overtime 0 0 0 0 0 0 Benefits 0 0 0 0 0 0 Total Personal Services $0 $0 $0 $0 $0 $0 Materials & Services Water Costs $0 $0 $0 $0 $0 $0 Prof. & Contract Services 0 0 0 0 0 0 Repair & Maintenance 33,757 27,695 45,000 45,000 45,000 45,000 Miscellaneous Expense 0 0 0 0 0 0 Small Tools & Equipment 0 0 0 0 0 0 Office Supplies 0 0 0 0 0 0 Advertising & Publicity 0 0 0 0 0 0 Fees /Dues /Subscriptions 0 0 0 0 0 0 Travel & Training 0 0 0 0 0 0 Fuel Expenses 0 0 0 0 0 0 Computer Software 0 0 0 0 0 0 Rents & Leases 0 0 0 0 0 0 Utilities 367,866 333,533 375,000 400,000 400,000 400,000 Insurance 0 0 0 0 0 0 Library Materials 0 0 0 0 0 0 Total Materials & Services $401,623 $361,228 $420,000 $445,000 $445,000 $445,000 Capital Outlay Land & Improvements $0 $0 $0 $0 $0 $0 Building & Improvements 0 0 0 0 0 0 Vehicles 0 0 0 0 0 0 Office Fumiture & Equipment 0 0 0 0 0 0 Computer Equipment 0 0 0 0 0 0 Operation Equipment 0 0 0 0 0 0 Total Capital Outlay $0 $0 $0 $0 $0 $0 Total Budget Unit $401,623 $361,228 $420,000 $445,000 $445,000 $445,000 Development Services - Page 175 �� f‘\ '1 t f�f�f�0 tt�a CITY OF TIGARD • Page 176 - City of Tigard POLICY AND ADMINISTRATION PROGRAM Policy and Administration Organization Chart 177 Expenditure /FTE Summary 178 City Administration Organization Chart/FTE Summary 179 Mayor & City Council 180 City Management 184 Human Resources 189 Information Technology 193 Risk Management 196 Finance Organization Chart/FTE Summary 200 Finance Administration 201 Financial Operations 205 , Office Services 209 Municipal Court 213 1/4 koillgti I irct* 'Us CITY OF TIGARD • • Policy and Administration Organization Chart POLICY AND ADMINISTRATION City Administration I Finance I Policy and Administration - Page 177 .�1i1 Policy and Administration Program The Policy and Administration Program consists of City Administration and the Finance Department. This program includes a wide variety of functions that encompass the areas of administrative support, strategic planning, city management, computer and information services, financial management, accounting, purchasing, utility billing, municipal court, human resource management, records management, and risk management. The budget has an increase of 3.7% over the FY 2004 -05 Revised Adopted Budget. The number of authorized positions increased by 1.0 FTE. A position was transferred from Public Works Administration to Information Technology for additional support with both hardware and software problems as they arise throughout the City. Another significant change is the budgeting of the City Recorder function in Office Services. The Mayor and Council and the Municipal Court are funded completely out of the General Fund with the other functions being funded by charge backs to other City programs that use these common services. Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005-06 2005 -06 2005 -06 # Positions 43.60 40.10 39.90 40.90 40.90 40.90 Personal Services $2,721,386 $2,710,653 $3,010,744 $3,129,253 $3,121,307 $3,121,307 Materials & Services 1,231,586 1,068,067 1,278,189 1,317,025 1,317,025 1,317,025 Capital Outlay 19,477 0 0 8,000 8,000 8,000 Total Policy & Admin. - by Category $3,972,449 $3, 778, 720 $4, 288, 933 $4,454,278 $4,446,332 $4,446,332 Budget by Division Mayor & Council $79,050 $84,631 $107,862 $107,083 $105,953 $105,953 City Management 510,276 443,776 581,482 473,826 473,217 473,217 Human Resources 343,356 353,397 397,419 402,396 402,129 402,129 Information Technology 923,088 751,774 747,281 860,652 859,614 859,614 Risk Management 469,761 508,112 528,677 594,252 593,828 593,828 Finance Administration 275,943 236,367 355,016 324,898 324,451 324,451 • Financial Operations 763,268 756,272 862,367 925,685 923,844 923,844 Office Services 407,003 431,398 471,985 527,913 526,164 526,164 Municipal Court 200,704 212,993 236,844 237,573 237,132 237,132 Total Policy & Admin. - by Division $3,972,449 $3, 778, 720 $4, 288, 933 $4,454,278 $4,446,332 $4,446,332 Budget by Fund General Fund $279,754 $297,624 $344,706 $344,656 $343,085 $343,085 Central Services Fund 3,692,695 3,481,096 3,944,227 4,109,622 4,103,247 4,103,247 Total City Admin. - by Fund $3,972,449 $3, 778, 720 $4, 288, 933 $4,454,278 $4,446,332 $4,446,332 A Page 178 - City of Tigard City Administration Organization Chart CITY ADMINISTRATION 1 _ Mayor & Council Human Resources City Management Risk Management Information Technology Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 # Positions 19.80 16.00 15.80 16.80 16.80 16.80 Personal Services $1,458,636 $1,405,791 $1,529,238 $1,560,453 $1,556,985 $1,556,985 Materials & Services 860,295 735,899 833,483 877,756 877,756 877,756 Capital Outlay 6,600 0 0 0 0 0 Total City Admin. - by Category $2.325,531 $2,141,690 $2.362,721 $2,438,209 $2,434,741 $2,434,741 Budget By Division Mayor & Council $79,050 $84,631 $107,862 $107,083 $105,953 $105,953 City Management 510,276 443,776 581,482 473,826 473,217 473,217 Human Resources 343,356 353,397 397,419 402,396 402,129 402,129 Information Technology 923,088 751,774 747,281 860,652 859,614 859,614 Risk Management 469,761 508,112 528,677 594,252 593,828 593,828 Total City Admin. - by Division $2,325,531 $2,141,690 $2,362,721 $2,438,209 $2,434,741 $2,434,741 Budget By Fund General Fund $79,050 $84,631 $107,862 $107,083 $105,953 $105,953 Central Services Fund 2,246,481 2,057,059 2,254,859 2,331,126 2,328,788 2,328,788 Total City Admin. - by Fund $2,325,531 $2,141,690 $2,362,721 $2,438,209 $2,434,741 $2,434,741 Policy and Administration - Page 179 Mayor & City Council Budget Unit: 3110 Program Results • Subcommittees were established to help accomplish the Task Force's charge. • Basic City services provided to citizens are cost • A logo subcommittee created a plan logo in effective and are delivered without interruption. December 2004. • Tigard's interest in regional and statewide activities • Parametrix was selected as the consultant. The is coordinated with appropriate agencies and City signed an Intergovernmental Agreement with jurisdictions. Oregon Department of Transportation (ODOT). • Tigard citizens are involved in the community and participate effectively. GOAL 3 — TRANSPORTATION • Programs and activities are available in the • The City submitted four projects for Federal funding community to meet the needs of a diverse through the 2006 -09 MTIP (Metropolitan population. Transportation Improvement Program), only two • External and internal City assets are well managed made the 150% list. One project that is still under and utilized. consideration is the widening of Greenburg Road between Shady Lane and Tiedeman Avenue. Program Description Another project still on the list is construction of a new The Mayor and Council represent the legislative and street along the Ash Street corridor to provide policy leadership for City government. The Mayor and secondary access to the planned commuter rail park - Councilors are elected by citizens for four -year terms on and -ride lot. a non - partisan basis. The Mayor and Councilors serve • The City submitted three projects for consideration part-time. under the County's MSTIP (Major Streets Transportation Improvement Program) Transportation The Council hires the City Manager to run day -to -day Capital Program covering the period 2007 through operations. The City Council reviews, revises, and 2012. adopts City laws and policies and sets the overall direction of the City. GOAL 4 — PARKS AND RECREATION • Executive Summary Report to begin a process which FY 2004 -05 Accomplishments will lead to a recommendation to City Council on what actions should be considered on behalf of parks and GOAL 1 — FINANCIAL STRATEGY recreation services in the City of Tigard. • Prepared and presented several special analyses • City Council approved a funding scenario for the related to the possible annexation of Bull Mountain. construction of a skate park in Tigard. • Continued participation of the Joint Audit of Qwest • Draft bylaws for Tigard Tums the Tide were and Verizon franchise fees. completed and submitted to the Tigard Tums the Tide • Continued an audit of NW Natural Gas franchise Board for adoption. Tigard Tums the Tide is an fees in cooperation with Salem, Portland, and existing 501c3 organization whose membership and several other cities. mission will be expanded to serve as a community • Council adopted updated Park SDCs. coalition to support youth program and activities. • Developed the preliminary FY 2005 -10 Financial Forecast. GOAL 5 — GROWTH MANAGEMENT • The Bull Mountain Annexation was not approved. GOAL 2 — TIGARD CENTRAL BUSINESS DISTRICT • The Planned Development Sub - Committee • The Task Force led 24 Community Dialogs in continued to meet and worked on proposed Code October, designed to elicit comments, ideas, and text. recommendations from the community and have • Staff conducted a presentation to Council them help develop the Tigard Downtown identifying a tentative timeframe for completion in Improvement Plan. revising the Comprehensive Plan. Staff worked on • A Community Workshop was held December 4, the public involvement program element and had 2004. The workshop was designed to have the further discussion at a joint City Council /Planning community provide direction and ideas for the plan. Commission meeting in February 2005. , ,1 Page 180 - City of Tigard ID Mayor & City Council Budget Unit: 3110 GOAL 6 — COMMUNICATION Communication Elements • City Council met with the Senior Center Board, ODOT, the Tigard - Tualatin School District and the • Cityscape: issued twelve times a year to inform of City of Tualatin, State Senator Ginny Burdick, State upcoming events, meetings, important decisions to Representative Larry Galizio, and the Washington be made, opportunities for public involvement, and County Board of Commissioners. accomplishments. • The Youth Advisory Council developed a work plan • Web Page: postings reviewed weekly and utilized ' of programs and activities for 2005. Three to expand upon information printed in the subcommittees were established to carry out the Cityscape and to print timely information of use to goals — Education, Communication, and Service. Tigard residents and businesses. • The subcommittees began meeting in January Press Releases: issued weekly to provide 2005. information to media of upcoming Council items under consideration as well as reporting on actions Objectives • Council it the sle ner. FY 2005 -06 Goals and Ob / Council Newslette produced every Friday to summarize week's events and noteworthy activities Goal setting meetings were held on January 12, and within the City. January 24, 2005. On February 8, 2005 the Council • Staff Greeters: utilized before each Council presented the following goal list: business meeting to assist public with hearing items or to answer questions about the upcoming Preamble meeting. The City Council's focus for 2005 is to address three • Council Packets: utilized to give Council a key areas. Overlaying specific actions taken in each of summary of the issues, background material, a these areas is a commitment to: staff recommendation and request for direction or a • Seek more community involvement decision; available to Council one week before each Council meeting and a hard copy of the • Tie actions to the Vision Task Force goals and packet is placed in the library for public viewing. strategies The Council packet is also posted to the web page. • Enhance the appearance of the City • Measure results 1. Revitalize Downtown • Complete and implement the Downtown Plan • Urban renewal implementation • Public relations plan and vote • Identify and begin projects 2. Improve 99W • Identify specific projects to alleviate congestion on 99W • Prioritize projects /funding • Leverage additional funding Each Councilor spent a total of 130.35 hours or 6 3. Address Growth days in Council meetings for the year! This figure • Revise Comprehensive Plan for Tigard and, if does not include time they contributed to Board and funded, for Bull Mountain Committee meetings outside of Council meetings. • Metro — seek changes • Identify and acquire parks and open space • Review growth of expenditures and revenue • Graphic identify (branding) • Signage • Logo • Stationary Policy and Administration - Page 181 Ail- AIL Mayor & City Council Budget Unit: 3110 WORKLOAD MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Population served 43,900 44,951 45,070 44,570 Number of Council meetings 36 36 36 42 (plus Joint Meetings & 5th Tuesday) Average hours of Council meetings 3 3 3 3 Number of ordinances adopted 30 35 25 25 Number of resolutions adopted 75 75 70 85 EFFECTIVENESS MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Goals for the City of Tigard are reviewed and updated by January 31 of each year. 100% 100% 100% 100% Council will review agenda items and provide feedback to staff providing direction so that Council can take final action on agenda items requiring Council action at the 1st presentation of the item at the Council Meeting. 95% 95% 95% 95% A budget for the City of Tigard is adopted by June 30 of each year. 100% 100% 100% 100% City Council reviews Board and Committee applications and fills vacancies within three (3) months of notification of vacancy. N/A N/A N/A 100% FULL -TIME EQUIVALENT POSITIONS 2002 -03 2003 -04 2004 -05 2005 -06 Mayor and City Council are paid $475 and $350, respectively, per month, to compensate for time and expenses of service. They are not full time equivalent positions. Al ii' Page 182 - City of Tigard 4D 1 Mayor & City Council Budget Unit: 3110 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 Personal Services Positions 0.00 0.00 0.00 0.00 0.00 0.00 Wages $21 100 $21,397 $22,500 $22,500 $22,500 $22,500 Overtime 0 0 0 0 0 0 Benefits 18,072 25,652 34,102 34,166 33,036 33,036 Total Personal Services $39,172 $47,049 $56,602 $56,666 $55,536 $55,536 Materials & Services Water Costs $0 $0 $0 $0 $0 $0 Prof. & Contract Services 2,693 0 250 250 250 250 Repair & Maintenance 0 0 150 150 150 150 Miscellaneous Expense 1,170 551 3,000 2,171 2,171 2,171 Small Tools & Equipment 0 0 0 0 0 0 Office Supplies 3,009 4,082 4,500 4,440 4,440 4,440 Advertising & Publicity 863 388 1,000 1,000 1,000 1,000 Fees /Dues /Subscriptions 24,515 26,271 32,847 33,163 33,163 33,163 Travel & Training 7,628 6,290 9,513 9,243 9,243 9,243 Fuel Expenses 0 0 0 0 0 0 Computer Software 0 0 0 0 0 0 Rents & Leases 0 0 0 0 0 0 Utilities 0 0 0 0 0 0 Insurance 0 0 0 0 0 0 Library Materials 0 0 0 0 0 0 Total Materials & Services $39,878 $37,582 $51,260 $50,417 $50,417 $50,417 Capital Outlay Land & Improvements $0 $0 $0 $0 $0 $0 Building & Improvements 0 0 0 0 0 0 Vehicles 0 0 0 0 0 0 Office Fumiture & Equipment 0 0 0 0 0 0 Computer Equipment 0 0 0 0 0 0 Operation Equipment 0 0 0 0 0 0 Total Capital Outlay $0 $0 $0 $0 $0 $0 Total Budget Unit $79,050 $84,631 $107,862 $107,083 $105,953 $105,953 LAIL Policy and Administration - Page 183 City Management Budget Unit: 3120 Program Results FY 2004 -05 Accomplishments • Tigard citizens have access to accurate • Completed year two of the Community Assessment information on current issues in a variety of Program (CAP). formats. • Continued to review communication tools, to • Plans and programs are in place for coordinated ensure easy access to information about City management of the City's assets. services, programs, and accomplishments, through • Tigard citizens participate in programs and effective, cost - efficient means. activities that connect them with decision - makers • Continued the Focus on Tigard cable television and community members. program designed to educate, inform, and involve • City goals are met. viewers in issues that impact the community. • Volunteer spirit is maximized through community- • Maintained the level of support from volunteers in wide coordination of volunteers. all City departments. • Administered the Mayor and Council elections and Program Description the Bull Mountain Annexation election in November 2004. The City Management Division consists of the City • Coordinated the Tigard Beyond Tomorrow 20 -year Manager and staff supporting the activities of the City Vision update. Council and assisting in the overall management of • Facilitated the activities of the Youth Forum and City programs. Youth Advisory Council to offer programs and activities to empower Tigard's youth. The City Manager is hired by the City Council to run the daily affairs of the City and to implement policies FY 2005 -06 Goals and Objectives adopted by the Council. A major focus of this Division is on communications among the City, citizens, and • employees. Specific activities of this Division include: Continue improving communications through continuous review (utilizing the department • Communicate the direction from City Council on communicators) of communication tools used to provide timely, easily accessed information about policies, laws, and directives to the Executive Staff City services, programs, and accomplishments. and employees. Anticipate actions and decisions needed from the • • Facilitate the Visioning Program, Tigard Beyond Council by administering and encouraging the Tomorrow. establishment of work programs and project • Encourage the use of a variety of communication timelines. tools, including the Cityscape, the City's web page, Monitor progress on Council Goals. cable television programming, and use other • Maintain the level of support from volunteers in all means to make information available to citizens and employees. City departments. • • Review and refine the information presented to the Facilitate the transition of the Youth Forum to City Council. Tigard Turns the Tide, a coalition of community • Seek other financing options through grant representatives focused on empowering Tigard's youth. opportunities for programs already identified. • Develop and implement a neighborhood -based citizen involvement program enhancing the Community Connector and Community Assessment Programs (CAP). Page 184 - City of Tigard City Management Budget Unit: 3120 Communication Elements Citywide Communication • Issue one press release on a City project or program - each week. • Coordinate Department Communicator meetings — bi-monthly. • Maintain the citywide Communication Plan - ongoing. • Coordinate the Focus on Tigard programming — monthly. • Coordinate rotating lobby displays — monthly. • Update the City Council on citywide communication efforts — twice a year. • Monitor the Community Assessment Program — weekly. Cityscape • Review Cityscape publication; determine whether timing is right to consider issuing an electronic newsletter and review the number of Cityscapes issued. Volunteer Program • Publish opportunities or convey recognition of volunteers in each Cityscape issue. • Use press releases to recruit for all committee openings and large community events. • Place postings on various websites to recruit for environmental events. • Place postings on City's website to announce committee openings, large community events, and recognition of volunteers after events. • Recruit volunteers by announcing the need during the Focus on Tigard programs. • Present information to community groups as requested (usually 2 -3 times a year). • Update City Council on the volunteer program — annually. • Produce volunteer appreciation event — annually. 1°1 27,707 hours were donated by 526 citizens! Our volunteers range from age 6 to senior citizens! Policy and Administration - Page 185 .4 ' AJ'. City Management Budget Unit: 3120 WORKLOAD MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Cityscape issues published each year 12 9 9 12 Council goals report issued during the year 4 4 4 4 Number of special cable broadcasts produced. Includes City Council meetings, Focus on Tigard, and Special Productions. 3 20 20 42 Number of Community Connectors 30 50 50 60 Volunteer hours contributed 12,000 15,000 15,000 30,000 EFFECTIVENESS MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Percentage of Cityscape articles describing programs or services that contain information on how to give input. 100% 100% 100% 100% Percentage of Cityscape issues that are delivered to residents on or before the last Saturday of the delivery month 100% 80% 100% 100% Percentage of neighborhoods represented by Community Connectors N/A 20% 100% 100% Percentage in number of press releases that are submitted and then printed by at least one media source. 85% 85% 95% 95% Percentage of volunteers satisfactorily performing specific tasks as requested. 90% 90% 90% 90% Percentage of volunteers perform requested activities in all departments - measured yearly. 95% 95% 95% 95% Percentage of cable broadcasts produced that air on schedule. 95% 95% 95% 100% 4 ,,,,LL ii_ Page 186 - City of Tigard III City Management Budget Unit: 3120 FULL -TIME EQUIVALENT POSITIONS 2002 -03 2003 -04 2004 -05 2005 -06 Administrative Specialist II 1.00 0.00 0.00 0.00 Assistant to City Manager 1.00 1.00 1.00 1.00 City Manager 1.00 1.00 1.00 1.00 City Recorder 1.00 1.00 0.00 0.00 Confidential Admin. Specialist II 0.80 0.00 0.00 0.00 Executive Assistant to City Administration 0.00 0.00 1.00 1.00 Program Development Specialist 0.00 0.00 0.00 .80 Volunteer Coordinator 1.00 1.00 0.80 0.00 Total 5.80 4.00 3.80 3.80 " - Policy and Administration - Page 187 At.l - O. City Management Budget Unit: 3120 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 Personal Services Positions 5.80 4.00 3.80 3.80 3.80 3.80 Wages $335,317 $305,661 $404,783 $310,313 $310,938 $310,938 Overtime 0 292 0 0 0 0 Benefits 114,578 99,042 103,152 104,692 103,458 103,458 Total Personal Services $449,895 $404,995 $507,935 $415,005 $414,396 $414,396 Materials & Services Water Costs $0 $0 $0 $0 $0 $0 Prof. & Contract Services 4,165 3,001 33,610 5,300 5,300 5,300 Repair & Maintenance 0 0 0 0 0 0 Miscellaneous Expense 4,000 5,260 4,602 8,872 8,872 8,872 Small Tools & Equipment 0 0 0 0 0 0 Office Supplies 7,082 10,559 5,600 5,625 5,625 5,625 Advertising & Publicity 32,968 15,127 24,225 30,300 30,300 30,300 Fees /Dues /Subscriptions 6,766 2,490 2,340 3,020 3,020 3,020 Travel & Training 5,201 2,208 3,070 5,704 5,704 5,704 Fuel Expenses 0 0 0 0 0 0 Computer Software 80 100 100 0 0 0 Rents & Leases 0 0 0 0 0 0 Utilities 119 36 0 0 0 0 Insurance 0 0 0 0 0 0 Library Materials 0 0 0 0 0 0 Total Materials & Services $60,381 $38,781 $73,547 $58,821 $58,821 $58,821 Capital Outlay Land & Improvements $0 $0 $0 $0 $0 $0 Building & Improvements 0 0 0 0 0 0 Vehicles 0 0 0 0 0 0 Office Fumiture & Equipment 0 0 0 0 0 0 Computer Equipment 0 0 0 0 0 0 Operation Equipment 0 0 0 0 0 0 Total Capital Outlay $0 $0 $0 $0 $0 $0 Total Budget Unit $510,276 $443,776 $581,482 $473,826 $473,217 $473,217 ,,,µ!j? Page 188 - City of Tigard 4D Human Resources Budget Unit: 3130 Program Results • Presented annual employee recognition and education programs including on -site retirement • The City attracts, develops, motivates, and retains planning, employee recognition program, wellness high quality employees, with consideration to and benefit fair, health insurance informational financial resources and effectiveness. meetings, employee of the month program, etc. • The City complies with local, state, and federal • Improved recruitment /promotion procedures with employment laws. Police Department to enhance efficiency, • Human Resources support and assistance is timeliness, and quality of selection process. provided to internal customers to enhance the • Negotiated new 3 year collective bargaining efficiency and effectiveness of operating contract with Oregon Public Employees Union. departments. • Negotiated with Tigard Police Officers Association (TPOA) over new collective bargaining agreement. Program Description • Completed TPOA comp time arbitration in which the City prevailed. The Human Resources Division provides human • Completed TPOA contract/health insurance resource management to the City by developing and arbitration. implementing policies, programs, and services which • Continued work on development of citywide contribute to the attainment of City and employee Succession Plan. goals. Human Resources is responsible for maintaining compliance with employment laws and government FY 2005 -06 Goals and Objectives regulations, and providing supervisory personnel with the training, support, and assistance to effectively lead. Program services include recruitment and selection, • Complete review and update to the citywide testing, benefit administration, new employment Performance Review System. orientation, labor relations, employee and supervisory • Complete work on citywide Succession Plan. training, personnel policy development and Complete and implement recommendations of administration, job classification and salary citywide Sick Leave Committee. administration, personnel record management, equal • employment opportunity administration, dispute Implement any changes to health plans per resolution, and employee relations and recognition. bargaining agreements /Health Plan Committee; negotiate as required by agreements. • Assist in recruitment of new City Manager. FY 2004 -05 Accomplishments • Implement decision on TPOA contract/health insurance arbitration. • Assisted Library management with recruitments, Monitor and provide input regarding relevant • training, and transition planning for new Library. legislative issues. • Implemented changes to health benefit plans pursuant to Council and Health Plan Committee directives and labor negotiations. • Implemented changes to PERS (Public Employees Retirement System) program including transition to new OPSRP retirement program; participated in PERS Employers Committee. • Participated on DUST Committee to design space and implement move to remodeled City office spaces. • Implemented HIPPA(health privacy law) requirements including staff training, records management, and employee information. Policy and Administration - Page 189 .4 =41. Human Resources Budget Unit: 3130 Communication Elements Human Resources employs a variety of communication tools to provide services including: • Employee meetings • Brochures, announcements, pamphlets, and other printed materials • Council meetings • City's intranet • City's internet site • Bulletin boards in departments • Lobby displays • Cityscape • Tigard /Oregonian newspapers • Interagency meetings • Quarterly Supervisor Meetings • Employee Committees r 1 .. If you took every page of the City of Tigard . Job Application Forms ■ that HR has received in the last year, you could set them end to end from the top of the Sears Tower to the bottom over four and one half times!! Or do the same thing with the Space Needle eleven and one half times!! 4 1 1+4, AI Page 190 - City of Tigard GI Human Resources Budget Unit: 3130 WORKLOAD MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Number of recruitments 30 30 45 50 Total number of job applications received 1,000 1,800 1,900 2,000 Total number of employees attending City training classes 135 400 350 550 Total number of training classes offered 6 14 6 16 Total number of City FTE 260.45 258.00 265.20 266.70 EFFECTIVENESS MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Employees successfully completing probation ( %) 80% 85% 100% 95% Employees participating in City events ( %) 50% 60% 60% 60% Employees still employed after five years ( %) 65% 60% 61% 60% FULL -TIME EQUIVALENT POSITIONS 2002 -03 2003 -04 2004-05 2005 -06 Human Resources Assistant 1.00 1.00 1.00 1.00 Human Resources Director 1.00 1.00 1.00 1.00 Senior Human Resources Analyst 2.00 2.00 2.00 2.00 Total 4.00 4.00 4.00 4.00 AC Policy and Administration - Page 191 ,6 " ! i '. Human Resources Budget Unit: 3130 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 Personal Services Positions 4.00 4.00 4.00 4.00 4.00 4.00 Wages $236,551 $242,443 $251,906 $258,336 $258,904 $258,904 Overtime 0 0 0 0 0 0 Benefits 77,383 74,283 78,828 85,290 84,455 84,455 Total Personal Services $313,934 $316,726 $330,734 $343,626 $343,359 $343,359 Materials & Services Water Costs $0 $0 $0 $0 $0 $0 Prof. & Contract Services 15,150 18,084 18,420 11,475 11,475 11,475 Repair & Maintenance 36 18 0 0 0 0 Miscellaneous Expense 5,300 5,274 9,700 9,800 9,800 9,800 Small Tools & Equipment 0 0 0 0 0 0 Office Supplies 4,878 6,774 11,910 10,935 10,935 10,935 Advertising & Publicity 53 0 0 0 0 0 Fees /Dues /Subscriptions 2,205 1,854 2,080 1,960 1,960 1,960 Travel & Training 1,800 4,667 24,575 24,600 24,600 24,600 Fuel Expenses 0 0 0 0 0 0 Computer Software 0 0 0 0 0 0 Rents & Leases 0 0 0 0 0 0 Utilities 0 0 0 0 0 0 Insurance 0 0 0 0 0 0 Library Materials 0 0 0 0 0 0 Total Materials& Services $29,422 $36,671 $66,685 $58,770 $58,770 $58,770 Capital Outlay Land & Improvements $0 $0 $0 $0 $0 $0 Building & Improvements 0 0 0 0 0 0 Vehicles 0 0 0 0 0 0 Office Fumiture & Equipment 0 0 0 0 0 0 Computer Equipment 0 0 0 0 0 0 Operation Equipment 0 0 0 0 0 0 Total Capital Outlay $0 $0 $0 $0 $0 $0 Total Budget Unit $343,356 $353,397 $397,419 $402,396 $402,129 $402,129 _p Page 192 - City of Tigard a Information Technology Budget Unit: 3140 Program Results FY2005 -06 Goals and Objectives • Staff provides the most comprehensive, timely • Install new switches. information to the citizens of Tigard. • Configure and implement firewall rules. • Staff provides rapid, dependable communication to • Convert the City's network operating system to the the citizens of Tigard. Microsoft version. • Information Technology provides support and Complete the Information Technology strategic • assistance to internal customers. plan. Program Description Communication Elements The Information Technology Department is responsible Information Technology is in the electronic for all the technological areas of the City. It provides communications business. We utilize all the features computer systems installation and maintenance; of our new telephone system, cell phones, pagers, telephone inventory, management, and usage; and Instant Messaging, email in addition to our weekly staff television facilities to all City departments. meetings. FY 2004 -05 Accomplishments Information Technology surpassed its projected goal of 99% uptime for the City network. The only significant downtimes were for internet access. There were no occasions where the network was down for more than one hour. The result was that the citizens and staff had a more reliable, dependable network with which to work. Installed and put into service 125 new computers and 25 new printers for the new library. Also implemented Voice Over IP in the new library. The Department made several major software upgrades throughout the year, as new versions of existing software were released by the vendors. The Department televised two City Council meetings per month, plus the Focus on Tigard, Citizens Police Academy, and other ad hoc meetings in Town Hall. Policy and Administration - Page 193 -4 �!7_ Information Technology Budget Unit: 3140 WORKLOAD MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Number of laptops and computers 275 325 445 500 Number of servers 12 19 35 40 Number of cell phones and pagers 80 500 180 225 Number of service calls 1,800 1,900 3,250 4,600 Number of phones N/A N/A 467 525 Number of Access Databases maintained on server and backups performed N/A N/A N/A 100 Number of major software programs maintained on server and backups performed N/A N/A N/A 3 EFFECTIVENESS MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Network up -time ( %) 99% 99% 99% 99% Service calls fixed on first call ( %) 85% 90% 80% 80% City staff rating service good or excellent ( %) 87% 90% 80% 80% Backups performed as required ( %) N/A N/A N/A 100% FULL -TIME EQUIVALENT POSITIONS 2002 -03 2003 -04 2004 -05 2005 -06 Information Technology Director 1.00 1.00 1.00 1.00 Microcomputer Support Assistant 0.00 0.00 0.00 1.00 Network Assistant 1.00 1.00 1.00 0.00 Network Technician 2.00 1.00 1.00 2.00 Police Systems Specialist 1.00 0.00 0.00 0.00 Senior Network Technician 2.00 2.00 2.00 2.00 Web Administrator 1.00 1.00 1.00 1.00 Total 8.00 6.00 6.00 7.00 „ "" AL Page 194 - City of Tigard II Information Technology Budget Unit: 3140 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 Personal Services Positions 8.00 6.00 6.00 7.00 7.00 7.00 Wages $370,027 $362,497 $346,534 $418,082 $419,014 $419,014 Overtime 12,998 10,333 12,000 12,000 12,000 12,000 Benefits 125,711 115,380 120,550 155,240 153,270 153,270 Total Personal Services $508,736 $488,210 $479,084 $585,322 $584,284 $584,284 Materials & Services Water Costs $0 $0 $0 $0 $0 $0 Prof. & Contract Services 42,593 38,796 40,585 30,000 30,000 30,000 Repair & Maintenance 4,907 6,480 10,250 6,000 6,000 6,000 Miscellaneous Expense 564 648 363 691 691 691 Small Tools & Equipment 337 0 300 23,300 23,300 23,300 Office Supplies 200,956 50,906 43,630 38,300 38,300 38,300 Advertising & Publicity 1,508 2,197 700 0 0 0 Fees /Dues /Subscriptions 22,784 30,756 31,500 53,210 53,210 53,210 Travel & Training 2,719 505 2,000 2,500 2,500 2,500 Fuel Expenses 0 0 0 0 0 0 Computer Software 31,609 49,173 49,869 31,329 31,329 31,329 Rents & Leases 0 0 0 0 0 0 Utilities 99,775 84,103 89,000 90,000 90,000 90,000 Insurance 0 0 0 0 0 0 Library Materials 0 0 0 0 0 0 Total Materials& Services $407,752 $263,564 $268,197 $275,330 $275,330 $275,330 Capital Outlay Land & Improvements $0 $0 $0 $0 $0 $0 Building & Improvements 0 0 0 0 0 0 Vehicles 0 0 0 0 0 0 Office Fumiture & Equipment 6,600 0 0 0 0 0 Computer Equipment 0 0 0 0 0 0 Operation Equipment 0 0 0 0 0 0 Total Capital Outlay $6,600 $0 $0 $0 $0 $0 Total Budget Unit $923.088 $751,774 $747,281 $860.652 $859,614 $859,614 Policy and Administration - Page 195 A. Risk Management Budget Unit: 3150 Program Results • Evaluated ways for the City to obtain insurance coverage in the future and keep the cost • The City's employees and assets are protected reasonable. In the hard insurance market, it has from harm and adverse financial impact. been more and more difficult to find adequate Prompt, effective, and efficient services are markets and adequate service providers. This • provided to internal and external customers. review created better involvement between state- wide insurance pools and some discussions with other insurance markets. Program Description • Citywide Vision Update was successfully accomplished with great community input through This Division provides risk management services to the a community survey tool and guided by the citizens' City Council and all departments in the City. The Vision Task Force. Senior Analyst /Risk Manager reports directly to the City Manager. Risk Management provides a comprehensive program which strives to achieve the FY 2005 -06 Goals and Objectives following citywide results: • Protect against the financial consequences of Maintain and enhance communication with citizens • accidental losses that are catastrophic in nature. Vision process — regular updates with Vision Task Preserve assets and service capabilities from loss, Force, Action Committees, and citizens through out • destruction, or depletion. the year. Preserve City's ability to purchase property /casualty • Minimize the total long term cost of all activities insurance at most reasonable rates related to the identification, prevention, and control • Ongoing search of all insurance markets for of accidental losses and their consequences. adequate coverage at best cost. • Create and maintain a system of internal Provide Special Project support for City Manager to procedures providing a constant reassessment of provide effective and efficient services citywide. fluctuating exposure to loss, loss bearing capacity, Internal reviews of various City services as and available financial resources, including assigned insurance. Auto Claim Reduction Emphasis • Establish, to the extent possible, an exposure -free Begin new driver license monitoring program to • work and service environment in which personnel maintain a safer driver using City vehicles/ as well as members of the public can enjoy safety equipment. and security in the course of their daily pursuits. • Revise /develop departmental protocols for auto exposure investigations. FY 2004 -05 Accomplishments Periodic Monitoring /Renewal of City Property Leases • Coordinate internal reviews of real property leases • Received strong safety record recognition from for consistency and negotiate needed changes. League of Oregon Cities with a Gold Certificate. Maintain relationships with other organizations to keep • Managed City's worker injury and ergonomic services effective and efficient programs following up reviews to assure changes Senior Center, Loaves & Fishes, and Washington were made to make the work areas safe and County Department of Aging and Veteran Services ergonomically correct for the individual employee (reducing employee injury exposures, training Communication Elements supervisors in safety review and incident investigation techniques, and providing individual training to employees about preventive measures Risk Management uses many communication tools to take at work areas to remain healthy). through the year to provide effective and efficient two- • Targeted intervention assistance and safety audits way information flow. This includes, on -site provided to departments with liability, safety, and investigations and face -to -face communication; phone, employee training concerns. fax, and mail; along with the City's website, newspaper articles, information shared through the Community Connector Email Program, and Focus On Tigard cable broadcasting program. , Page 196 - City of Tigard Risk Management Budget Unit: 3150 WORKLOAD MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Number of risk staff dedicated to risk work 1.08 1.08 1.08 1.00 Number of City FTE 260.45 258.00 265.20 266.70 Number of P/C claims 48 53 24 25 Number of P/C claims closed 43 45 12 12 Number of liability claims closed with no payment 17 17 6 6 Number of vehicle accidents 24 22 24 20 Number of vehicles totaled 0 1 1 0 Number preventable auto accidents 12 13 10 8 Total insured value of City real property (in millions) $25.2 $27.9 $40.0 $40.5 # of hazards /material deficiencies identified by Safety Committee 102 134 100 75 Number of Worker Compensation (WC) claims processed 17 21 40 20 Number of employees w /multiple WC claims within 12 months 2 4 1 0 Number of WC claims resulting in appeal 2 1 0 0 EFFECTIVENESS MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Direct customers surveyed who rate risk management services as "good" or better ( %) 75% 85% 90% 95% Hazards and deficiencies corrected within 60 days of Safety Committee inspection ( %) 96% 65% 55% 90% Workers' Comp. experience modification factor (1.0 = industry average) 0.850 0.770 0.703 0.670 Vehicle accidents which were preventable by employee ( %) 50% 59% 42% 40% Alk Policy and Administration - Page 197 . L II Risk Management Budget Unit: 3150 FULL TIME EQUIVALENT POSITIONS 2002 -03 2003 -04 2004 -05 2005 -06 Risk Management Technician 1.00 1.00 1.00 1.00 Senior Management Analyst /Risk 1.00 1.00 1.00 1.00 Total 2.00 2.00 2.00 2.00 ' Page 198 - City of Tigard III Risk Management Budget Unit: 3150 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 Personal Services Positions 2.00 2.00 2.00 2.00 2.00 2.00 Wages $107,793 $110,146 $112,901 $114,596 $114,850 $114,850 Overtime 0 0 0 0 0 0 Benefits 39,106 38,665 41,982 45,238 44,560 44,560 Total Personal Services $146,899 $148,811 $154,883 $159,834 $159,410 $159,410 Materials & Services Water Costs $0 $0 $0 $0 $0 $0 Prof. & Contract Services 167 25 110 1,970 1,970 1,970 Repair & Maintenance 0 18 0 0 0 0 Miscellaneous Expense 1,396 943 269 284 284 284 Small Tools & Equipment 20 0 0 0 0 0 Office Supplies 3,198 4,646 4,875 4,650 4,650 4,650 Advertising & Publicity 0 229 250 0 0 0 Fees /Dues /Subscriptions 823 731 620 690 690 690 Travel & Training 827 603 795 2,370 2,370 2,370 Fuel Expenses 0 0 0 0 0 0 Computer Software 0 0 0 0 0 0 Rents & Leases 0 0 0 0 0 0 Utilities 225 83 150 150 150 150 Insurance 316,206 352,023 366,725 424,304 424,304 424,304 Library Materials 0 0 0 0 0 0 Total Materials & Services $322,862 $359,301 $373,794 $434,418 $434,418 $434,418 Capital Outlay Land & Improvements $0 $0 $0 $0 $0 $0 Building & Improvements 0 0 0 0 0 0 Vehicles 0 0 0 0 0 0 Office Fumiture & Equipment 0 0 0 0 0 0 Computer Equipment 0 0 0 0 0 0 Operation Equipment 0 0 0 0 0 0 Total Capital Outlay $0 $0 $0 $0 $0 $0 Total Budget Unit $469,761 $508,112 $528,677 $594,252 $593,828 $593,828 liek Policy and Administration - Page 199 A - -"!!_ Finance Organization Chart FINANCE Finance Administration Financial Operations Administrative Services I I Office Services Municipal Court Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 # Positions 23.80 24.10 24.10 24.10 24.10 24.10 Personal Services $1,262,750 $1,304,862 $1,481,506 $1,568,800 $1,564.322 $1,564,322 Materials & Services 371,291 332,168 444,706 439,269 439,269 439,269 Capital Outlay 12,877 0 0 8,000 8,000 8,000 Total Finance - by Category $1,646,918 $1,637,030 $1,926,212 $2,016,069 $2,011,591 $2,011,591 Budget By Division Finance $275,943 $236,367 $355,016 $324,898 $324,451 $324,451 Financial Operations 763,268 756,272 862,367 925,685 923,844 923,844 Administrative Services 607,707 644,391 708,829 765,486 763,296 763,296 Total Finance - by Division $1,646,918 $1,637,030 $1,926,212 $2,016,069 $2,011.591 $2,011,591 Budget By Fund General Fund $200,704 $212,993 $236,844 $237,573 $237,132 $237,132 Central Services Fund 1,446,214 1,424,037 1,689,368 1,778,496 1,774,459 1,774,459 Total Finance - by Fund $1,646,918 $1,637,030 $1,926,212 $2,016,069 $2,011,591 $2,011,591 A Page 200 - City of Tigard IIII Finance Administration Budget Unit: 3210 Program Results The Director of Finance reports directly to the City Manager and is responsible for all financial transactions • The City builds and maintains a strong financial of the City. This budget unit supports the activities of position. the Director. The department of Finance includes • The Finance Department contributes to the Finance, Financial Operations, and Administrative attainment of the Tigard Vision and Council Goals. Services. • The Finance Department supports departmental operational and programmatic goals. FY 2004 -05 Accomplishments • The Finance Department provides expert financial advice and assistance and policy analysis to City • Implemented the adopted long term strategic departments. finance plan. Researched new revenue sources to supplement existing revenues and develop one or Program Description more proposals for acceptance by the City Council. • Continued a cooperative effort with other Oregon cities to audit fees paid by local franchise holders. Activities of the Finance budget unit include the annual Continued the joint audit of franchise fees paid by budget process; long range financial planning; financial Qwest and Verizon. advice to the City Council, boards and committees, and Reviewed and updated financial planning and • departments; and the management and issuance of budget processes to further streamline and improve debt for general and enterprise activities. them. • Finance Administration is actively working to anticipate Provided financial and policy support to other City issues and to develop policies and procedures to allow departments as needed on special projects. • the City to deal with these issues as they occur. The Provided financial analysis support in study of the Division has, therefore, been more active in addressing City Council's urban services goal. • policy and process. Key among the issues dealt with in Provided financial analysis for implementation of FY 2004 -05 and continuing in FY 2005 -06 is the the Washington Square Regional Plan including projected financial condition of the General Fund. The possible referral to voters of a measure to create an City Council adopted development of a Financial urban renewal district. • Strategy to deal with funding concerns as its primary Supported the City's partnership with the City of goal for calendar year 2003. The development of this Samarinda, Indonesia through the USAID- funded strategy and the resulting work elements was a major International City Manager Association's Resource focus of FY 2003 -04 and continued as a high priority in Cities program. FY 2004 -05. While funding concerns are still a priority FY 2005 -06 Goals and Objectives in FY 2005 -06, the City Council's focus is to address three key areas: Implement the adopted long term strategic finance • • Revitalize Downtown plan. Research new revenue sources to • Improve Growth existing revenues and develop one or • Address Growth Finance Administration is actively working to help make more proposals for acceptance by the City Council. these goals a reality. • Review and update financial planning and budget processes to further streamline and improve them. Finance Administration has taken the lead in reviewing • Provide financial and policy support to other City all City fees and charges to make sure they are set to departments as needed on special projects. appropriately recover City costs. In addition, franchise • Provide financial analysis support in study of the management issues continue to be of concern, with City Council's urban services goal. Qwest's prior refusal to pay City franchise fees. • Provide financial analysis for strategies to improve Although Qwest is now paying those fees pending their the Tigard Downtown area, including possible appeal of a US District Court opinion upholding their referral to voters of a measure to create an urban validity, this continues to be an area of concern. renewal district Finance Administration led a cooperative effort of 24 . • Support the City's partnership with the cities of cities to audit franchise revenues from Portland General Samarinda and Balikpapan, Indonesia through the Electric and is now serving on the Steering Committee USAID- funded International City Manager for a joint audit of Qwest and Verizon franchise fees. Association's Resource Cities program. 1 Policy and Administration - Page 201 .41 41'i_ Finance Administration Budget Unit: 3210 Communication Elements Budget Development and Management • 2 Public Notices (legally required ads in newspapers of general circulation) • 7 Public meetings of the Budget Committee • 2 Press releases • 3 Training sessions for City Staff • Publication of Proposed Budget • Publication of Adopted Budget Financial Forecast • 2 Training sessions for City staff • 1 Budget Committee Briefing • 2 All City staff meeting briefings Departmental Support/Other • Periodic televised presentations to the City Council, as needed based on issues • 2 Press releases • Periodic presentations to City Department staff meetings, as needed based on issues • E- Mails /telephone responses to citizens as needed to respond to inquiries „�" I_i? Page 202 - City of Tigard IA Finance Administration Budget Unit: 3210 WORKLOAD MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Number of franchise audits 1 1 2 2 (audits are multi -year projects) Number of funds managed 30 24 25 26 Number of budgetary units (divisions) 33 33 32 32 Number of City franchises 15 15 17 17 Number of Business Tax accounts 3,296 3,350 3,400 3,450 EFFECTIVENESS MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 The City's general obligation bond rating is Al or higher Al Al Al Al Percent of departments rating Finance Department services as good or excellent 100% 100% 100% 100% Tigard receives the GFOA Distinguished Budget Presentation Award Yes Yes Yes Yes Change in Franchise Fee collections: Electric 2.54% (7.17 %) 2.00% 2.9% Telephone (18.08 %) 2.77% 3.00% 5.93% Natural Gas 3.27% (10.78 %) 44.00% 5.64% Solid Waste 5.18% 3.12% 2.44% 7.99% Cable TV (26.56 %) (3.49)% 2.94% (2.15 %) Ratio of nonpayment of Business Tax to total accounts 1.5% 1.5% 1.5% 1.5% FULL -TIME EQUIVALENT POSITIONS 2002 -03 2003 -04 2004 -05 2005 -06 Budget and Financial Reporting Analyst 1.00 1.00 0.00 0.00 Director of Finance 1.00 1.00 1.00 1.00 Management Analyst 0.00 0.00 1.00 1.00 Senior Administrative Specialist 1.00 1.00 1.00 1.00 Total 3.00 3.00 3.00 3.00 Policy and Administration - Page 203 1 =.1J; Finance Administration Budget Unit: 3210 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 Personal Services Positions 3.00 3.00 3.00 3.00 3.00 3.00 Wages $160,482 $161,778 $186,270 $182,109 $182,513 $182,513 Overtime 360 0 750 750 750 750 Benefits 52,297 50,778 61,034 65,529 64,678 64,678 Total Personal Services $213,139 $212,556 $248,054 $248,388 $247,941 $247,941 Materials & Services Water Costs $0 $0 $0 $0 $0 $0 Prof. & Contract Services 52,850 8,750 87,250 59,200 59,200 59,200 Repair & Maintenance 87 0 100 100 100 100 Miscellaneous Expense 1,712 2,235 547 645 645 645 Small Tools & Equipment 0 0 0 0 0 0 Office Supplies 3,695 2,402 3,950 2,500 2,500 2,500 Advertising & Publicity 2,636 7,172 12,075 9,835 9,835 9,835 Fees /Dues /Subscriptions 651 289 435 472 472 472 Travel & Training 1,173 2,963 2,605 3,758 3,758 3,758 Fuel Expenses 0 0 0 0 0 0 Computer Software 0 0 0 0 0 0 Rents & Leases 0 0 0 0 0 0 Utilities 0 0 0 0 0 0 Insurance 0 0 0 0 0 0 Library Materials 0 0 0 0 0 0 Total Materials & Services $62,804 $23,811 $106,962 $76,510 $76,510 $76,510 Capital Outlay Land & Improvements $0 $0 $0 $0 $0 $0 Building & Improvements 0 0 0 0 0 0 Vehicles 0 0 0 0 0 0 Office Fumiture & Equipment 0 0 0 0 0 0 Computer Equipment 0 0 0 0 0 0 Operation Equipment 0 0 0 0 0 0 Total Capital Outlay $0 $0 $0 $0 $0 $0 Total Budget Unit $275,943 $236,367 $355,016 $324,898 $324,451 $324,451 Page 204 - City of Tigard III Financial Operations Budget Unit: 3230 Program Results FY 2005 -06 Goals and Objectives • The Division contributes to the Finance • Complete annual audit and issue Comprehensive Department's overall desired result of building and Annual Financial Report (CAFR) for Fiscal Year maintaining a strong financial position for the City. 2004 -05 by November 30, 2005. • Financial and management reporting being • Participate in the City's Fiscal Year 2006 -07 budget provided to City departments that meet both local process with adoption by the Council before June budget law and general governmental accounting 30, 2006. standards as well as meeting informational needs • Participate in updating the City's Five -Year Financial of City programs. Forecast. • Support of City programs and departments in • Review rates and charges and make appropriate minimizing or reducing the cost of doing business recommendations for change to City management through effective purchasing and contracting and Council by July 1, 2006. initiatives. • Maximize revenue sources to the City. Communication Elements Program Description Financial Reporting • Prepare and publish annual financial audit. This Division includes utility billing, accounts receivable, • At least one press release regarding review of audit accounts payable, payroll, fixed assets, inventory by Government Finance Officers Association. recording and reporting, general ledger, centralized • Prepare and publish financial reports for use on the purchasing, contract development and management, City's website. preparation of the annual Comprehensive Annual • Prepare monthly financial statement for members Financial Report (CAFR), budget preparation and of the City's Budget Committee and City Council. analysis, cost accounting, grant accounting, surplus property, the preparation of financial and special reports Utility Billing as requested, and investment of City funds. • Prepare and publish various billing inserts as needed. FY 2004 -05 Accomplishments • Up to two press releases per year or as needed. • Received Government Finance Officers Other Association's Certificate of Achievement for • Periodic presentations to City Council, as needed Excellence in Financial Reporting for Fiscal Year based on current issues. 2003. • E- mails /telephone responses to citizens, as needed • Completed the full implementation of a new based on current issues. governmental accounting and reporting standard, GASB 34. • Submitted final reporting of the use of library bond proceeds to Oregon Economic Community Development Department (OECDD) and received notice that that all project reporting requirements had been met. • Completed implementation of a Fixed Asset module in the City's financial software program. • Implemented new banking procedures that permit The City's Utility more efficient fund management. • Completed the analysis for the implementation of a Billing Group long range planning fee in the Community sends out over Development Department. 107,000 utility • Complete revisions to City purchasing rules as statements every required due to changes in ORS 279 by May 1, year to the 17,000 2005. plus customers that are served. Policy and Administration - Page 205 -41— Financial Operations Budget Unit: 3230 WORKLOAD MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Payroll checks processed 7,500 6,715 6,800 6,900 Accounts payable checks issued 5,730 5,171 5,200 5,500 Check requests /invoices processed 17,515 15,556 16,500 16,500 Number of water accounts 16,364 16,712 17,000 17,150 Number of utility bills sent 104,014 106,055 107,100 108,045 Number of water meters sold 302 344 250 200 Number of purchase orders processed 526 409 450 450 Size of investment pool (LGIP and 3rd Party) (average millions) $45.0 $55.0 $51.0 $50.00 Number of utility billing online transactions N/A 2,854 3,200 3,400 Total dollars collected through online Utility Billing system N/A $229,483 $257,280 $273,360 Number of purchasing card transactions N/A 2,132 2,300 2,350 EFFECTIVENESS MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Average return on City investment pool 4.4% 1.3% 2.9% 2.75% Financial Reports accurate and released on time 100% 100% 100% 100% Council and departmental requests for information /analysis responded to within one week ( %) 95% 98% 99% 99% Ratio of current water bills 60 days past due to total billed 1.50% 1.50% 2.00% 2.00% Payroll processing, distribution, and reporting is accurate, and prepared, and released on time 100% 100% 100% 100% Number of departments rating Financial Operations Division service as good or excellent 7 7 7 7 Receive GFOAAward - Comprehensive Annual Financial Report Yes Yes Yes Yes Ai. .ii ` Page 206 - City of Tigard 0 Financial Operations Budget Unit: 3230 FULL -TIME EQUIVALENT POSITIONS 2002 -03 2003 -04 2004 -05 2005 -06 Accountant 0.00 1.00 1.00 1.00 Accounting Assistant I I 2.00 2.00 2.00 2.00 Budget and Fin. Operations Mgr. 1.00 1.00 1.00 1.00 Budget/Finance Analyst 1.00 0.00 0.00 0.00 Buyer 2.00 1.00 1.00 1.00 Payroll Specialist 0.00 1.00 1.00 1.00 Senior Accountant 1.00 1.00 1.00 1.00 Senior Accounting Assistant 3.00 2.00 2.00 2.00 Senior Administrative Specialist 0.00 1.00 1.00 1.00 Utility Worker II 0.80 0.80 0.80 0.80 Total 10.80 10.80 10.80 10.80 Ai Policy and Administration - Page 207 ...4- -h.. Financial Operations Budget Unit: 3230 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 Personal Services Positions 10.80 10.80 10.80 10.80 10.80 10.80 Wages $440,073 $429,798 $479,252 $496,232 $497,333 $497,333 ON,ertime 8,589 2,620 6,000 5,000 5,000 5,000 Benefits 153,744 149,241 186,594 206,652 203,710 203,710 Total Personal Services $602,406 $581,659 $671,846 $707,884 $706,043 $706,043 Materials & Services Water Costs $0 $0 $0 $0 $0 $0 Prof. & Contract Services 98,809 135,640 134,974 138,529 138,529 138,529 Repair & Maintenance 1,619 1,557 2,350 2,350 2,350 2,350 Miscellaneous Expense 1,027 892 1,494 1,613 1,613 1,613 Small Tools & Equipment 12,969 0 0 0 0 0 Office Supplies 37,253 26,369 40,190 50,939 50,939 50,939 Advertising & Publicity 1,071 2,790 1,250 1,500 1,500 1,500 Fees /Dues /Subscriptions 4,397 3,856 3,510 4,285 4,285 4,285 Travel & Training 2,900 2,397 5,653 9,300 9,300 9,300 Fuel Expenses 787 1,106 1,050 1,235 1,235 1,235 Computer Software 0 0 0 0 0 0 Rents & Leases 0 0 0 0 0 0 Utilities 30 6 50 50 50 50 Insurance 0 0 0 0 0 0 Library Materials 0 0 0 0 0 0 Total Materials & Services $160,862 $174,613 $190,521 $209,801 $209,801 $209,801 Capital Outlay Land & Improvements $0 $0 $0 $0 $0 $0 Building & Improvements 0 0 0 0 0 0 Vehicles 0 0 0 0 0 0 Office Fumiture & Equipment 0 0 0 8,000 8,000 8,000 Computer Equipment 0 0 0 0 0 0 Operation Equipment 0 0 0 0 0 0 Total Capital Outlay $0 $0 $0 $8,000 $8,000 $8,000 Total Budget Unit $763,268 $756,272 $862,367 $925,685 $923.844 $923,844 A Page 208 - City of Tigard ID Office Services Budget Unit: 3320 Program Results FY 2004 -05 Accomplishments • Centralized and efficient customer service is • The annual Departmental survey was completed. provided to customers. Finance continues to receive positive comments • The City's website provides the public with about the service provided. comprehensive information about the City and its • The annual room user survey was completed. services. Information from the survey responses was used to • Records are provided to the public as required update the room use policies. under Oregon's public records law. • The room use policies and fee structure were • Management of inactive departmental records is updated to include reservation of the Community provided. Room and Conference Room in the new Library. • City records are protected through use of current Public reservations of the rooms began in records management practices and use of September 2004. A promotional, offering four technology. hours of free Community Room use, was well received. The promotion required room use by Program Description December 31, 2004. • Office Services assisted in coverage during the City Office Services is part of a two - section Division Recorder's leave. A subsequent review of functions managed by the Administrative Services Manager. The resulted in the City Recorder function moving into Administrative Services Manager reports to the Finance Office Services. Director. • Copier needs for the Library and Permit Center were reviewed and contracts entered into for the Office Services is a general clerical unit that provides copiers. support to all City departments. This support includes • Vending services were set -up for the Library and reception, switchboard coverage, mail services, Permit Center. coordination of copier maintenance, and purchasing of • Implemented the electronic document management paper products. Departments also request help with module of Clerks Indexing software to respond to copy projects, data entry, filing, and desktop publishing Measure 37 inquires. projects. • The annual records destruction was completed. • A file level inventory of all records kept offsite was Citywide support also includes file management, completed. The database is extremely helpful records retrieval, coordination of litigation records, and when responding to record requests. training on records management issues. The section develops and updates policies supporting the retention FY 2005 -06 Goals and Objectives and disposition of City records. Public records may only be destroyed according to schedules developed by the • Consolidate storage of City records into City -owned State of Oregon Division of Archives and adopted by storage facility. City Council. This section creates the destruction lists • Review the room reservation procedures and fees for departmental approval and coordinates the and update if necessary. destruction of the approved records. • Review and update the public records policy, including electronic public records, and fee Additionally, staff provides assistance to the public by structure. responding to their requests for public records and through coordination of room reservations, direction of Communication Elements phone calls, and inquires received through the City's website. Community • Website The Information Processing Technician is an integral • Annual room use survey part of the City's web team. She is responsible for Internal Communication content management which includes maintaining, • E -mail regarding records issues updating, and expanding current content. • Staff training on policies • Annual customer service survey Policy and Administration - Page 209 . Office Services Budget Unit: 3320 WORKLOAD MEASURES 2002'03 2003-04 2004-05 2005'00 Average number of switchboard calls per day 535 430 400 400 Average number of work p jects per month 79 150 85 150 Average number of pieces of mail sent per month 6,430 5,340 5.500 5.500 Average number of hours spent on room reservations per month 30 22 25 25 Number of incoming records entered in to the file system per month 91 70 70 70 Average Iength of time required to provide records (minutes) 43 32 30 30 Average number of records requests per month 62 59 60 60 Hours per month spent preparing records for microfilming and checking film 40 2 5 5 Cubic feet of records destroyed in annual destruction 300 150 170 170 EFFECTIVENESS MEASURES 2002-03 2003-04 2004-05 2005-08 Staff rating Office Services response and accuracy as good or excellent (%) 90Y6 100Y6 100Y6 100Y6 Outside users of City rooms rating customer service as good or excellent (%) 95Y6 08% 98Y6 98% Users that return to the City's website for information (%) 30% 30Y6 30Y6 30Y6 Requests responded to within two hours (%) 95% 98Y6 95% 08Y6 *IL Page 210- City ofTigard Office Services Budget Unit: 3320 EFFECTIVENESS MEASURES (CONT) Microfilmed records to Archives for storage 100% 95% 95% 95% Records meeting minimum retention requirements destoryed ( %) 80% 99% 99% 99% In -house users rating customer service as good or excellent ( %) 100% 100% 100% 100% FULL -TIME EQUIVALENT POSITIONS 2002 -03 2003 -04 2004 -05 2005 -06 Administrative Services Manager 0.50 0.50 0.50 0.50 Administrative Specialist I 2.50 2.00 2.00 1.30 Administrative Specialist II 1.00 1.00 1.00 1.00 City Recorder 0.00 0.00 0.00 0.70 Confidential Administrative Specialist II 0.00 0.80 0.80 0.80 Information Processing Tech. 1.00 1.00 1.00 1.00 PBX Operator 1.00 1.00 1.00 1.00 Senior Administrative Specialist 1.00 1.00 1.00 1.00 Total 7.00 7.30 7.30 7.30 Policy and Administration - Page 211 .1 " =!:i, Office Services Budget Unit: 3320 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 Personal Services Positions 7.00 7.30 7.30 7.30 7.30 7.30 Wages $218,145 $243,865 $268,989 $297,911 $298,569 $298,569 Overtime 48 41 50 50 50 50 Benefits 71,485 97,307 113,155 132,691 130,284 130,284 Total Personal Services $289,678 $341,213 $382,194 $430,652 $428,903 $428,903 Materials & Services Water Costs $0 $0 $0 $0 $0 $0 Prof. & Contract Services 8,293 1,017 2,850 3,850 3,850 3,850 Repair & Maintenance 14 688 990 990 990 990 Miscellaneous Expense 582 848 556 811 811 811 Small Tools & Equipment 0 0 0 0 0 0 Office Supplies 86,873 79,531 76,025 80,940 80,940 80,940 Advertising & Publicity 377 0 0 0 0 0 Fees /Dues /Subscriptions 1,721 2,584 2,250 2,450 2,450 2,450 Travel & Training 1,579 477 1,765 1,535 1,535 1,535 Fuel Expenses 0 0 0 0 0 0 Computer Software 0 0 0 0 0 0 Rents & Leases 4,971 5,009 5,330 6,660 6,660 6,660 Utilities 38 31 25 25 25 25 Insurance 0 0 0 0 0 0 Library Materials 0 0 0 0 0 0 Total Materials & Services $104,448 $90,185 $89,791 $97,261 $97,261 $97,261 Capital Outlay Land & Improvements $0 $0 $0 $0 $0 $0 Building & Improvements 0 0 0 0 0 0 Vehicles 0 0 0 0 0 0 Office Fumiture & Equipment 12,877 0 0 0 0 0 Computer Equipment 0 0 0 0 0 0 Operation Equipment 0 0 0 0 0 0 Total Capital Outlay $12,877 $0 $0 $0 $0 $0 Total Budget Unit $407,003 $431,398 $471,985 $527,913 $526,164 $526,164 A LL Page 212 - City of Tigard II Municipal Court Budget Unit: 3340 Program Results FY 2005 -06 Goals and Objectives • Court services are provided locally. • Expand municipal court features of the website to allow credit card payments and electronic Program Description submission of explanatory letters. • Enhance automation of internal processes to Municipal Court is part of a two - section Division minimize data entries and use of paper forms. managed by the Administrative Services Manager. The Explore electronic transfer of citations and data Administrative Services Manager reports to the Finance from Tigard Police Department to Court. Director. Tigard Municipal Court provides a local forum • Explore grant applications to supplement Youth for the resolution of parking, minor traffic citations, and limited misdemeanors. Provisions of the Tigard Court operations. Municipal Code relating to nuisance, building code, licensing, and other violations are also enforced through Communication Elements Tigard's Municipal Court. The majority of cases heard in Municipal Court are traffic violations.The City's Youth Council presentations Court is an additional component of the Municipal • Annual Report Court. The Youth Court accepts misdemeanor and Community updates status offense for first -time juvenile offenders who are • Brochures fourteen and older. Court's web page • FY 2004 - 05 Accomplishments Focus on Tigard • Implemented re- design of court space to increase efficiency and provide more convenient customer access. • Implemented upgrade of the FullCourt software. • Explored online payment of traffic fines. • The Judge, along with the Code Enforcement Officer, provided an update to City Council on the civil infraction process. • The Judge and Administrative Services Manager presented the annual report to City Council. • Implemented a schedule of base fines for civil infractions in cooperation with the Community Development Department. O l e In 2004, the most commonly heard violation in the Sib Tigard Municipal Court was for speeding 11 to 20 /� /• miles per hour over the speed limit. Alk Policy and Administration - Page 213 .4L! ?_ Municipal Court Budget Unit: 3340 WORKLOAD MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Number of traffic citations processed 7,698 7,076 6,800 7,400 Number of cases in which license was suspended for failure to pay fine 960 1,130 950 1,036 Number of trials per year docketed 867 850 790 890 Average fine amount collected $53 $68 $70 $70 EFFECTIVENESS MEASURES 2002 -03 2003 -04 2004 -05 2005 -06 Cases disposed of within 90 days of issuance of citation ( %) 86% 85% 85% 85% Assessed fines collected during the year ( %) 76% 73% 72% 75% Cases resulting in license suspension for failure to pay fine ( %) 12% 13% 14% 14% FULL -TIME EQUIVALENT POSITIONS 2002 -03 2003 -04 2004 -05 2005 -06 Administrative Services Manager 0.50 0.50 0.50 0.50 Administrative Specialist I 0.50 0.50 0.50 0.50 Administrative Specialist II 2.00 2.00 2.00 2.00 Total 3.00 3.00 3.00 3.00 lc Page 214 -City of Tigard 4D Municipal Court Budget Unit: 3340 Actual Actual Revised Proposed Approved Adopted Desori pti on 2002-03 2003.04 2004-05 2005-06 200506 2005.06 Personal Services Positions 3.00 3. 00 3.00 3.00 3.00 3.00 Wages $110,312 $119,819 $125,036 $128,901 $129,187 $129,187 (Nett me 0 0 0 0 0 0 Benefits 47, 215 49 ,615 54,376 52,975 52,248 52,248 Total Personal Services $157,527 $169,434 $179,412 $181,876 $181,435 $181,435 Materials & Services Water Costs $0 $0 $0 $0 $0 $0 Prof. & Contract Services 38 ,269 38,084 46,050 47,505 47,505 47,505 Repair & Maintenance 36 0 0 0 0 0 Mscedlanea.s Expense 189 345 307 307 307 307 Small Tools & Equipment 0 0 0 0 0 0 Office Supplies 3,890 4,092 8,315 5,235 5,235 5,235 Ackertising & Publicity 0 0 0 0 0 0 Fees /Du,ies/Su scripticns 190 250 250 260 260 260 Travel & Trariing 603 788 2,510 2,390 2,390 2,390 Fuel Expenses 0 0 0 0 0 0 Computer Sdtvtiere 0 0 0 0 0 0 Rents & gases 0 0 0 0 0 0 Utilities 0 0 0 0 0 0 Insurance 0 0 0 0 0 0 Ubray Materials 0 0 0 0 0 0 Total Materials&Services $43, 177 $43,559 $57,432 $55,697 $55,697 $55,697 Capital Outlay Land & Irr rchements $0 $0 $0 $0 $0 $0 &Along & Imprrxements 0 0 0 0 0 0 Vehides 0 0 0 0 0 0 Office Furniture & Equipment 0 0 0 0 0 0 Computer Equipment 0 0 0 0 0 0 Operation Equipment 0 0 0 0 0 0 Total Capital Outlay $0 $0 $0 $0 $0 $0 Total Budget Unit $ 200,704 $212,993 $236,844 $237,573 $237,132 $237,132 Policy and Administration - Page 215 0 A I lit I J ki -� AAA = =�i CITY OF TIGARD __ __ Page 216 - City of Tigard • GENERAL GOVERNMENT General Government Organization Chart 217 Expenditure /FTE Summary 218 City Attorney 219 Technology 221 c) 0 0 co c D 3 cp 3 111 CD 4k CITY OF TIGARD • General Government Organization Chart GENERAL GOVERNMENT Technology City Attorney General Government - Page 217 Ai !! General Government This program includes cost for City Attorney and Technology. In FY 2002 -03, all attorney costs were budgeted in the City Attorney Division. In prior years, the majority of attorney costs were budgeted in individual Division's budgets and the remaining costs were budgeted in City Attorney for costs that were not directly tied to a specific program or department. Attorney costs are spread amongst various funding sources depending upon individual Divisions' usage. In FY 2003 -04, funds for the acquisition of new and replacement computer hardware and software on a citywide basis were budgeted in this program. These costs were formerly budgeted in Information Technology. Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 # Positions 0.00 0.00 0.00 0.00 0.00 0.00 Personal Services $0 $0 $0 $0 $0 $0 Materials & Services 226,493 324,270 365,120 417,682 417,682 417,682 Capital Outlay 0 0 0 0 0 0 Total Non - Departmental - by Category $226,493 $324,270 $365,120 $417,682 $417,682 $417,682 Budget By Division Technology $0 $99,914 $140,120 $183,882 $183,882 $183,882 City Attorney 226,493 224,356 225,000 233,800 233,800 233,800 Total Non - Departmental - by Division $226,493 $324,270 $365,120 $417,682 $417,682 $417,682 Budget By Fund Central Services Fund $226,493 $324,270 $365,120 $417,682 $417,682 $417,682 Total Non - Departmental - by Fund $226,493 $324,270 $365,120 $417,682 $417,682 $417,682 Page 218 - City of Tigard 0 City Attorney Budget Unit: 4200 Program Results FY 2005 -06 Goals and Objectives • The City Council receives appropriate legal advice • Budget adequate attorney services hours to handle and support. day -to -day activities and advise on changes in • The City's legal exposure is reduced through policies, procedures, and codes. ongoing monitoring of activity. • There are no City Council meeting delays caused • Legal services are adequate to handle changes in by City Attorney lack of preparedness for the policies, procedures, and codes and provide daily agenda items. support to departments. • Evaluate the provision of attorney services in -house and through contractual services. • Provide special services to individual departments Program Description as budgeted. • Conduct training sessions for City Council a The City contracts with private firms to provide legal minimum of three times during the year. services including legal advice, support, and policy review. These services are provided to all City departments and the City Council. 41Ik General Government - Page 219 .41x±!_ City Attorney Budget Unit: 4200 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 Personal Services Positions 0.00 0.00 0.00 0.00 0.00 0.00 Wages $0 $0 $0 $0 $0 $0 Overtime 0 0 0 0 0 0 Benefits 0 0 0 0 0 0 Total Personal Services $0 $0 $0 $0 $0 $0 Materials & Services Water Costs $0 $0 $0 $0 $0 $0 Prof. & Contract Services 226,493 224,356 225,000 233,800 233,800 233,800 Repair & Maintenance 0 0 0 0 0 0 Miscellaneous Expense 0 0 0 0 0 0 Small Tools & Equipment 0 0 0 0 0 0 Office Supplies 0 0 0 0 0 0 Advertising & Publicity 0 0 0 0 0 0 Fees /Dues /Subscriptions 0 0 0 0 0 0 Travel & Training 0 0 0 0 0 0 Fuel Expenses 0 0 0 0 0 0 Computer Software 0 0 0 0 0 0 Rents & Leases 0 0 0 0 0 0 Utilities 0 0 0 0 0 0 Insurance 0 0 0 0 0 0 Library Materials 0 0 0 0 0 0 Total Materials & Services $226,493 $224,356 $225,000 $233,800 $233,800 $233,800 Capital Outlay Land & Improvements $0 $0 $0 $0 $0 $0 Building & Improvements 0 0 0 0 0 0 Vehicles 0 0 0 0 0 0 Office Fumiture & Equipment 0 0 0 0 0 0 Computer Equipment 0 0 0 0 0 0 Operation Equipment 0 0 0 0 0 0 Total Capital Outlay $0 $0 $0 $0 $0 $0 Total Budget Unit $226,493 $224,356 $225,000 $233,800 $233,800 $233,800 A Page 220 - City of Tigard III Technology Budget Unit: 4300 Program Results FY 2004 -05 Accomplishments • City personnel are involved in the review process • The User Group reviewed software requests for FY for the acquisition of computer software. 2005 -06 and prioritized the acquisitions. • The acquisition process is facilitated by Information • A process for replacing desktop and laptop Technology staff. computers has been established and will be • Acquisition of computer software is evaluated using managed by the IT Director during the year. established criteria. FY 2005 -06 Goals and Objectives Program Description • Each Department request for software is evaluated Beginning in FY 2003 -04, funds for the acquisition of by the User Group well in advance for preparing new and replacement computer hardware and software requested budgets for FY 2006 -07. on a citywide basis were budgeted in this unit. Since • Computer hardware is acquired and installed with a that time, a User Group has been established whose schedule established by Information Technology responsibility is to evaluate software purchase requests. and the Department. Specific criteria have been established that is used in the evaluation process. Each City Department has a representative on the User Group and staff from Information Technology facilitates the review process. The Information Technology Director manages this budget unit. Department hardware acquisition is also managed through this budget. General Government - Page 221 L 1]_ Technology Budget Unit: 4300 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 Personal Services Positions 0.00 0.00 0.00 0.00 0.00 0.00 Wages $0 $0 $0 $0 $0 $0 Overtime 0 0 0 0 0 0 Benefits 0 0 0 0 0 0 Total Personal Services $0 $0 $0 $0 $0 $0 Materials & Services Water Costs $0 $0 $0 $0 $0 $0 Prof. & Contract Services 0 0 0 0 0 0 Repair & Maintenance 0 0 0 0 0 0 Miscellaneous Expense 0 0 0 0 0 0 Small Tools & Equipment 0 0 0 0 0 0 Office Supplies 0 23,995 112,775 88,810 88,810 88,810 Advertising & Publicity 0 0 0 0 0 0 Fees /Dues /Subscriptions 0 1,219 8,000 33,235 33,235 33,235 Travel & Training 0 0 0 0 0 0 Fuel Expenses 0 0 0 0 0 0 Computer Software 0 74,700 19,345 61,837 61,837 61,837 Rents & Leases 0 0 0 0 0 0 Utilities 0 0 0 0 0 0 Insurance 0 0 0 0 0 0 Library Materials 0 0 0 0 0 0 Total Materials &Services $0 $99,914 $140,120 $183,882 $183,882 $183,882 Capital Outlay Land & Improvements $0 $0 $0 $0 $0 $0 Building & Improvements 0 0 0 0 0 0 Vehicles 0 0 0 0 0 0 Office Fumiture & Equipment 0 0 0 0 0 0 Computer Equipment 0 0 0 0 0 0 Operation Equipment 0 0 0 0 0 0 Total Capital Outlay $0 $0 $0 $0 $0 $0 Total Budget Unit $0 $99,914 $140,120 $183,882 $183,882 $183,882 ,,y !i Page 222 - City of Tigard ID CAPITAL IMPROVEMENTS Capital Improvement Program Summary 223 Summary of Capital Projects 226 Five Year Capital Improvement Plan 227 **N"8 �I ,. II Af�AA ��v CITY OF TIGARD • Capital Improvement Program Summary CIP PROCESS The Capital Improvement Program (CIP) is managed and directed by the City Engineer who reports directly to the City Manager. The CIP is developed through a process separate from, but parallel to the Budget process. The CIP process begins in November each year with estimates of available capital resources in each fund prepared by the Finance Department. The City Engineer prepares a list of potential projects for each project category and presents the information along with the estimates of available funding at a public hearing in January. The public hearing provides citizens the opportunity to discuss the CIP proposal, add projects, and prioritize projects. After input is gathered from citizens at the public hearing, the City Engineer develops the CIP showing the list of projects to be completed in each future year for each project category. The draft CIP is then presented to the City Planning Commission, which conducts a public hearing to solicit further public comment on the program. After the Planning Commission review and input, the draft CIP is then presented to City Council. The City Council provides input and direction on the CIP based on Council Goals, City needs, and funding availability. The revised CIP list is then presented to the Budget Committee in an informational meeting. In June, the Five Year CIP is approved by the Planning Commission and then by the City Council after another public hearing. Approval by the City Council designates the specific projects that will be completed in the coming year. While the CIP process is progressing, the Budget process is also underway. The budget includes the total appropriations for capital improvements in each fund for the first year of the CIP. The CIP specifies which projects will be completed with those appropriations within each fund. The hearings before the City Council are generally held on the same night because of the close link between the two. The Capital Improvement Program includes projects related to City Facilities, the Streets System, the Parks System, the Sanitary Sewer System, the Storm Drainage System, and the Water System. IMPACT OF CIP ON OPERATING COSTS Capital improvements require future expenditures for operations and maintenance. In some instances (such as a new facility) operating costs will increase. In other instances (such as replacing outmoded equipment) operating costs may decrease. The CIP process includes discussions about the future operating costs of improvements and such costs are reflected in the operating budget each year. The following discussion summarizes anticipated operating costs impacts within each capital improvement system: City Facilities System Program The FY 2005 -06 CIP includes funds for upgrading an underground tank and generator, expansion of the new Library parking lot, seismic upgrade design for the Senior Center with the actual upgrade occurring in FY 2007 -08, and remodeling of the Water building. These projects will have minimal impact on future operating costs as none of the projects will require additional staff or increase materials and services needs. The Water building remodel may save the City some money in electricity costs as the HVAC system will be replaced, but the savings will be nominal. Parks System Program Park projects tend to have the most direct effect on the operating budget because most park improvements require ongoing maintenance, especially those involving grass and landscape areas. The projects listed for FY 2005 -06 excluding the park land acquisition will increase materials and services needs by about $6,000 per year for all future years. Once all the projects are completed an additional .8 FTE will be needed due to the increased " Capital Improvements - Page 223 .SAL -h! Capital Improvement Program Summary workload the upgrades and additional trails will create. The total personal services cost for a .8 FTE would be approximately $39,000. This additional .8 FTE has not been built into the FY 2005 -06 Parks Division operating budget as the position will not be needed until the projects are completed. The purchase of additional park land will have the greatest impact on the Parks Division operating budget. The FY 2005 -06 includes over $2.0 million to purchase new park land. However, funds are not available to develop the land or maintain the new parks. Park land acquisition and development is funded by a combination of Park System Development Charges (SDC) and non -SDC revenue. The funding split is determined by the methodology used to create the Park SDC fee. The former Park SDC methodology allowed for 62.3% of the park land acquisition and development to be paid for with SDCs and the remaining 37.7% to be paid for with non -SDC revenue. In January 2005, the City adopted a new Park SDC fee and methodology. This new methodology allows for 40% SDC and 60% non -SDC for park land acquisition and development. The Park SDC revenue is available and projected to increase significantly over the next five years, but the source of the non -SDC portion still needs to be identified. When the new park land is developed, it will require that an additional 1 FTE be hired for about $48,000, increase materials and services annually by about $7,500 and require one -time capital outlay costs of $30,000. Since it is unknown if and /or when the new park land will be developed, these expenditures have not been built into the FY 2005 -06 Budget or into the Five Year Financial Forecast. Sanitary Sewer System Program The impact of the Sanitary Sewer System Program on operating costs is mixed. Many of the projects in this program, such as the Major Maintenance and Sewer Rehabilitation Projects, are designed to address long- standing maintenance problems, and will reduce operating maintenance costs. At the same time, projects such as the Neighborhood and Commercial Area Sewer Extensions will install new sewer lines. The increase in the number of sewer lines will increase operating costs annually by about $3,000, but these costs will be offset by fees paid by the newly served customers. The Neighborhood and Commercial Area Sewer Extension program will be completed in FY 2008 -09. It is not anticipated that any more staffing will be needed to handle the added sewer lines. Street System Program The operating cost impact of the projects in the Street System Program is minimal. The projects proposed for FY 2005 -06 improve or address deficiencies on existing streets. None of the projects expand the City's inventory of streets, which would increase operating costs for street sweeping and road maintenance. The projects that involve adding street signals (72nd Ave /Dartmouth, 108th /Durham, and Hall Blvd/Wall St) and lighted crosswalks (Hall Blvd at Fanno Creek) increase utility costs and maintenance repair. It is estimated that these new street signals and lighted crosswalk will increase the operating costs annually by about $7,500. Storm Drainage System Program Projects within this system are generally designed to address erosion and storm drainage problems. Projects will therefore have a generally positive impact on operating costs. Some of these projects will carry increased operating costs, but will offset problems downstream. Other projects, such as wetlands mitigation, will address problems with minimal ongoing cost. The projects proposed for FY 2005 -06 will have net zero impact on operating costs. Water System Program Like the Street and Sanitary Sewer Systems, the impact of the Water System Program CIP on operating costs is mixed. A large, multi -year reservoir project is being planned. The reservoir construction will not be completed until FY 2007 -08. The first cleaning will not be needed until FY 2010 -11, which is outside the City's Five Year Forecast window, but it is estimated that the cleaning cost will be about $3,000. In addition to the reservoir, several projects call for the replacement of old, high maintenance water lines, which tend to reduce operating costs. Other projects are designed to install technology improvements or new techniques ,"j;? Page 224 - City of Tigard Capital Improvement Program Summary to address system needs at lower costs, such as the Aquifer Storage and Recovery (ASR). The ASR program allows the City to purchase water in the winter months, when water costs are lower, and then pump the water out of the aquifer in the summer months to meet peak demands. The additional pump maintenance and sampling costs are increased by the ASR program, but the City will save in lower water costs. It is projected that the ASR program will reduce operating costs by about $100,000 annually. The remaining projects are to secure a long term water source for the City. Currently, the City purchases its water from several sources including the City of Portland, Joint Water Commission, and the City of Lake Oswego. The City is in the process of evaluating water source options. Depending upon which option is chosen, water purchasing costs will be reduced; however, the capital improvement contributions will be significant. Unfunded Street System Projects The failure of a proposed Transportation Bond (Ballot Measure 34 -20) in the November 2000 election has meant that there was no funding available to construct greatly needed street reconstruction and repair during the next few years. In addition, the State Gas Tax has not been increased during the past decade. The amount available from these revenues for corrective and preventative maintenance was highly inadequate to address the $4 million dollar backlog of maintenance needs. As operating and materials costs increase, the amount available from the Gas Tax Fund has decreased. However, the City Council approved a Street Maintenance Fee in November 2003 and the fee was implemented in April 2004. The City projects to receive approximately $800,000 per year from this new revenue source. The funds generated from this fee will be used for the repair of roads throughout the City. This includes applying new street surfaces such as slurry seals, pavement overlays, and repairing deteriorating streets. Timely maintenance on streets greatly extends pavement life. Deferring maintenance on streets increases costs 4 to 5 times more in the long run. At the back of this section, there is a listing of some of the major street projects that will not have adequate funding over the next few years. The list provided is not all inclusive but provides an indication of the level of funding that will need to be addressed over the next few years. Capital Spending Per Capita $700 $600 $500 _- y $400 — j $300 j j $200 - - j � % $100 - — — $0 A. FY 2001 -02 FY 2002 -03 FY 2003 -04 FY 2004 -05 FY 2005 -06 Actual Actual Actual Revised Adopted Capital Improvements - Page 225 1! 0 0 i Summar of Capital Projects CIP System Summary FY 2002 -03 FY 2003 -04 FY 2004 -05 FY 2005 -06 FY 2005 -06 FY 2005 -06 Actual Actual Adopted Proposed Approved Adopted City Facilities System $3,642,381 $8,736,706 $2,877,500 $1,470,254 $1,470,254 $1,4 Parks System 1,047, 315,874 844,016 3,714,566 3,714,566 3,714,566 Sanitary Sewer System 481,852 1,262,264 2,690,000 2,990,000 2,990,000 2,990,000 Street System 1,910,170 4,157,998 6,716,500 6,479,725 6,479,725 6,479,725 Storm Drainage System 37,928 127,644 564,500 864,000 949,000 949,000 Water System 743,711 1,465,446 13,953,140 4,450,74 5,499,243 5,499,243 Total CIP Systems $7,863,460 $16,0 6 16, 065, 932 $27, 645, 656 $19, 969, 288 $21 , 102,788 788 $21,102 788 CIP Fund Summary FY 2002 -03 FY 2 003 -04 FY 2004-05 FY 2005 -06 FY 2005 -06 FY 2005 -06 Fund Name Actual Actual Adopted Proposed Approved Adopted Gas Tax $222,340 $473,406 $761,300 $1,943,361 $1,943,361 $1,943,361 Traffic Impact Fee 967,223 2,915,083 2,500,000 2,051,364 2,051,364 2,051,364 Parks Capital 1,047,418 315,874 844,016 3,714,566 3,714,566 3,714,566 Underground Utility 100,000 60,218 250,000 170,000 170,000 170,000 Traffic Impact Fee -Urban Services 490,299 601,158 460,000 200,000 200,000 200,000 Facility Fund 3,642,381 8,736,706 2,877,500 1,470,254 1,470,254 1,470,254 79th Ave LID 0 0 0 1,350,000 1,350,000 1,350,000 Dartmouth LID 0 225 0 0 0 0 Wall St. LID 130, 308 107, 908 2,050,000 40,000 40,000 40,000 Sanitary Sewer 481,852 1,262,264 2,690,000 2,990,000 2,990,000 2,990,000 Street Maintenance Fee 0 0 695,200 725,000 725,000 725,000 Storm Sewer 34,583 121,795 284,500 589,000 674,000 674,000 Water Quality- Quantity 3,345 5,849 280,000 275,000 275,000 275,000 Water 433,863 298,073 1,206,750 1,130, 250 1,130, 250 1,130, 250 Water SDC 32,404 0 1,130,000 830,000 830,000 830,000 Water CIP 277,444 1,167, 373 11, 616, 390 2,490,493 3,538,993 3,538,993 Total CIP Funds $7,863,460 $16,065,932 $27,645,656 $19,969,288 $21,102,788 $21,102,788 A i Page 226 - City of Tigard III Five Year Capital Improvement Plan City Facilities System The City Facilities System Program contains projects to maintain, improve or expand general purpose City facilities (such as City Hall and the Library). Funding for these projects come from the General Fund transfers to the Facility Fund, bond proceeds, and transfers from other funds for projects that relate to that specific funding source. Facility Fund The Facility Fund provides funding for major capital projects supporting all City facilities. The primary sources of revenues for this fund are transfers from the General Fund, Water Fund, Sanitary Sewer Fund, Storm Sewer Fund, or donations for specific projects. FY 2005 - 06 Projects AudioNisual & Control System for Council Chambers Facility Fund $83,000 This project is for the provision and installation of audio, visual, and control systems for the Tigard City Council Chambers. Consolidation of Public Works Facilities (Water Building) Facility Fund $500,000 The Public Works staff and crews are currently housed in several locations, which leads to inefficiencies in coordination and communication. This project consolidates the Public Works Department staff and crews in one building. The Water Building will be reconfigured as needed for efficient operation to accommodate the Public Works staff and crews. Public Works will move from the Ash Street offices to the Water Building after the work is completed. IT Building Generator Upgrades Facility Fund $76,000 This project will upgrade the current generators at the IT building to handle the necessary capacity. This facility has recently experienced power failures and the computer power is a critical resource for the City. Library Parking Lot Expansion Facility Fund $125,000 The library parking lot is almost always full, especially during events that draw a crowd to the library. This project expands the existing parking lot to provide additional parking spaces for library patrons. The expansion of the parking lot is contingent upon the construction of Wall Street from its intersection with Hall Boulevard to a point 425 feet east of the intersection. The main entry to the library will be relocated to line up with the book return and the existing driveway will be removed. The area for expansion is between the existing parking lot and the northerly right - of -way of Wall Street. Included in the construction are minor reconfiguration of the existing parking lot, installation of parking lot lights, landscaping, and retaining walls if necessary. Library Projects Facility Fund $571,254 Projects to be funded by Root and Houghton donations. Capital Improvements - Page 227 Ai- L. Five Year Capital Improvement Plan Library Property Voluntary Cleanup Program Facility Fund $75, 000 Soil with higher than normal background levels of arsenic existed on the library property prior to construction. Most of the soil containing the higher concentrations was removed, or capped, as part of the library construction project. There is a need to test the rest of the property to determine if any additional mitigation efforts are required. The City has entered into a voluntary cleanup program with DEQ to evaluate the rest of the site, perform additional tests in areas that were not tested, and determine if additional mitigation is needed. The results of the additional testing and evaluation will determine what, if any, additional mitigation work is needed to produce a "no further action" determination by DEQ. PD Underground Storage Tank Upgrade Facility Fund $20,000 Decomission and remove existing underground storage tank for the emergency back up generator at the Police Department. Install above ground storage tank of same capacity (500 gallons). Senior Center Seismic Upgrade Design & Construction Facility Fund $20,000 Engineering services to provide plans, specifications, and inspections in preparation for the Senior Center Seismic Upgrade, scheduled for FY 2007 -08. Total FY 2005 -06 City Facilities System $1,470,254 FY 2006 -07 Projects Miscellaneous City Facility Projects Facility Fund $100,000 Police & Records Storage Remodel Facility Fund $150,000 Total FY 2006 -07 City Facilities System $250,000 FY 2007 -08 Projects Miscellaneous City Facilities Projects Facility Fund $100,000 Repaint City Hall, Permit Center, and Police Dept. Facility Fund $40,000 Senior Center Remodel Facility Fund $950,000 Senior Center Seismic Upgrade Construction Facility Fund $100,000 Total FY 2007 -08 City Facilities System $1,190,000 kx i? Page 228 - City of Tigard Five Year Capital Improvement Plan FY 2008 -09 Projects Demolition of Surplus Public Works Facilities Facility Fund $50,000 Miscellaneous City Facilities Projects Facility Fund $100,000 Total FY 2008 -09 City Facilities System $150,000 FY 2009 -10 Projects RFID Technology for Library Facility Fund $750,000 Total FY 2009 -10 City Facilities System $750,000 Capital Improvements - Page 229 ,4l "II!. Five Year Capital Improvement Plan Parks System The Parks System Program contains land acquisition for new or expanded parks and open spaces and improvements to existing parks. The primary source of funding for these projects is the Parks Capital Fund and the Park SDC Fund. Parks Capital Fund The Parks Capital Fund provides funding for all park related capital projects. The primary sources of revenues for this fund are donations, grants, tree replacement fees, and transfers in from the General Fund and Parks SDC Fund. In FY 2005 -06, the park system development charge portion of the existing fund balance will be transferred to the newly established Parks SDC Fund. Transfers will be made from the Parks SDC Fund to the Parks Capital Fund to fund the SDC portion of the capital projects. Parks SDC Fund In FY 2005 -06, this new fund will be established to track system development charges (SDCs) separately from other park revenues. Park land acquisition and development is funded by a combination of Parks SDCs and non - SDC revenue. The funding split for these projects is set by the methodology used to create the Parks SDC fee. The City's former Parks SDC methodology allowed for capital projects to be funded with 62.3% of SDCs revenues and 37.7% of non -SDC revenues. In January 2005, the City adopted a new methodology and fee. This new methodology allows for 40% SDC and 60% non -SDC for park capital projects. The Parks SDC Fund will transfer resources to the Parks Capital Fund to fund those portions of the capital projects that are SDC eligible. FY 2005 - 06 Projects Fanno Creek Park Outdoor Exercise Trail Parks Capital Fund $15,000 This project constructs an exercise trail made up of various pre- fabricated exercise stations placed along the trail or in one major grouping area. Runners, walkers, and bikers may stop and exercise at the various stations. Fanno Creek Park Shelter Parks Capital Fund $10,000 This project installs a shelter and a small parking lot at Fanno Creek Park north of the new library building. Fanno Creek Trail (gathering place to Wall Street) Parks Capital Fund $85,400 This is part of the Fanno Creek Trail System. This segment completes the Fanno Creek Park trail across Fanno Creek Park. Fanno Creek Trail (Hall Boulevard to gathering place) Parks Capital Fund $101,486 This project constructs a Fanno Creek Trail segment east of Hall Boulevard crossing Fanno Creek to the new Library and Wall Street. A pre- fabricated timber bridge will be installed to cross Fanno Creek. Jack Park Install Picnic Shelter and Irrigation Parks Capital Fund $31,000 This project will continue the park master plan with the addition of a picnic shelter and an irrigation system. The irrigation system will improve the fields for use by soccer teams. ,"'' 1 Page 230 - City of Tigard Five Year Capital Improvement Plan Land Acquisition Parks Capital Fund $1,944,025 This project is directly related to the Council goal of "Address growth - Identify and acquire open space and park land ". Eighteen and a half acres, most privately owned, have been identified. The use ranges from neighborhood parks to greenspace to pocket parks. The estimated cost per acre to purchase the various parcels ranges from $250,000 to $300,000. This land acquisition will occur over two fiscal years - FY 05 -06 and FY 06 -07. Land Acquisition (Area 2 - Downtown Revitalization) Parks Capital Fund $124,600 Water Quality /Quantity Fund $75,400 This project provides funding to purchase property north of Fanno Creek in the area designated as Area #2 in the Tigard Downtown Improvement Plan. Environmental enhancement of that area to help revitalize the Tigard downtown is expected in the future as part of the Downtown Improvement Plan project recommendations. Northview Park Install Playground & Soccer Facilities Parks Capital Fund $45, 000 This project will continue the Park Master Plan by adding a playground and improving the fields for soccer use at Northview Park. Park Signs Parks Capital Fund $50, 000 This project installs community oriented park signs at pedestrian areas and across streets where appropriate at parks and entries to the City. Skate Park Development & Construction Parks Capital Fund $405,000 This project constructs a 15,000 square foot, in- ground skate park in the area of the City Hall parking lot approved by City Council. Primary funding for this project will come from private donations, grants, and system development charges. Private donations are expected to raise approximately $105,000. Grants are expected to account for $150,000 and the balance will come from the Parks SDC fund. All these funding sources are included in the Parks Capital Fund in FY 2005 -06. Tree Replacement/Planting Parks Capital Fund $50,000 This continues the yearly program to plant new trees in greenways and parks, remove old and hazardous trees, and maintain and protect existing trees. Funding for this is from the fee developers pay when it is not possible to protect existing trees on property that is being developed. Tualatin River Cook Park Trail from Garden to Bridge Parks Capital Fund $97,530 This project connects the existing Cook Park pathway to the proposed Tualatin River pedestrian bridge which is scheduled for construction in FY 2005 -06. The work includes construction of approximately 10 feet wide by 1,350 feet of asphaltic concrete pathway with gravel shoulders. Completion of the project will fill a key gap in the existing riverside trail system and provide community access to the future pedestrian bridge. Capital Improvements - Page 231 ,O !: +_ Five Year Capital Improvement Plan Tualatin River Pedestrian Bridge Parks Capital Fund $250,125 This project is to construct the long awaited pedestrian bridge crossing the Tualatin River and linking Tigard to Tualatin and Durham. Washington Square Regional Center Trail Parks Capital Fund $430, 000 This is a major MTIP project. This project will be mostly funded by a MTIP grant of $385,854 and the remaining $44,146 will be funded with SDC revenue. This trail will ultimately provide transportation from the Washington Square area to Tigard. Total FY 2005 -06 Parks System $3,714,566 FY 2006 -07 Projects BPA Trail Feasibility Parks Capital Fund $120,000 Fanno Creek Trail (Grant St. to Woodard Park) Parks Capital Fund $468,388 Land Acquisition Parks Capital Fund $200,975 Northview Park Install Shelter & Path Parks Capital Fund $45, 000 Summerlake Park Parks Capital Fund $100,000 Tree Replacement/Planting Parks Capital Fund $50, 000 Total FY 2006 -07 Parks System $984,363 FY 2007 -08 Projects Englewood Park Playground & Shelter Parks Capital Fund $100,000 Jack Park Development Parks Capital Fund $100,000 Tree Replacement/Planting Parks Capital Fund $50,000 Total FY 2007 -08 Parks System $250,000 '" i_c. Page 232 - City of Tigard Five Year Capital Improvement Plan FY 2008 -09 Parks System Tree Replacement /Planting Parks Capital Fund $50,000 Washington Square Regional Trail Parks Capital Fund $1,257,400 Total 2008 -09 Parks System $1,307,400 FY 2009 -10 Parks System Neighborhood Park Near Templeton Elem. School Parks Capital Fund $400, 000 Total FY 2009 -10 Parks System $400,000 ' = Capital Improvements - Page 233 .al!!_ Five Year Capital Improvement Plan Sanitary Sewer System The Sanitary Sewer System Program contains projects to construct, maintain, and improve the sanitary sewer system in Tigard. The Clean Water Services Agency of Washington County (CWS) and the City of Tigard have entered into an agreement for cooperative operation of the Sanitary Sewer System. The City owns, maintains, and operates the system within certain limits in a defined service area under that agreement with CWS. Projects are accounted for in the Sanitary Sewer Fund. Sanitary Sewer Fund The Sanitary Sewer Fund resources are reserved for maintenance repairs on projects, for capacity upgrades as recommended by the Clean Water Services Master Plan, and for the Neighborhood and Commercial Area Sewer Extension Programs. The unrestricted portion of the Sanitary Sewer Fund can be used for repair and maintenance projects citywide and for extension of the existing system to unsewered areas. The establishment of the 5 -Year Citywide Sewer Extension Program by City Council provides for the installation of sewer service to all developed, but unserved areas citywide. The funding for these projects will be recouped through the formation of reimbursement districts for the installation of the sewer lines. FY 2004 -05 Projects 79th Avenue Sanitary Sewer Outfall Sanitary Sewer Fund $75, 000 This project installs approximately 1,000 feet of sanitary sewer pipe between 79th Avenue and the CWS 60 -inch interceptor running adjacent to Fanno Creek. Construction of the new pipe is necessary to provide an outfall to a proposed sanitary sewer extension district on 79th Avenue that will serve approximately 18 lots on the street. Benchview Terrace Sanitary Sewer Access Road Sanitary Sewer Fund $40, 000 There is an existing maintenance access road for a sewer line that was constructed as a part of the Benchview Estates project. The roadway is accessed from Greenfield Drive, just south of the intersection at Benchview Terrace. Approximately 250 feet of this access roadway has been severely eroded by winter rainfall over the last several years. Construction of the project that includes repair and /or reconstruction of the roadway began in FY 2004 -05 and will be completed in FY 2005 -06. Bonita Road at Milton Ct. - Pipe Removal Sanitary Sewer Fund $30,000 In FY 2002 -03, the City installed approximately 250 feet of 8 -inch sanitary sewer pipe to replace an existing pipe that had severe bellying and poor grade. This segment of line is located at Fanno Creek crossing west of the Bonita Road /Milton Court intersection. At the time of construction, the City decided to abandon the existing pipe in place with the intention of removing it at a later time. This project is the removal of that pipe crossing Fanno Creek between 2 existing manholes located immediately west of the Bonita Road /Milton Court intersection. „As_ 441/4 "1'i Page 234 - City of Tigard Five Year Capital Improvement Plan Citywide Sanitary Sewer Extension Program Sanitary Sewer Fund $2,500,000 The Citywide Sewer Extension Program is a 5 -year program to extend sewers to all developed, but unserved residential areas citywide. The City uses the formation of reimbursement districts to construct the sewers. The program for FY 2005 -06 (4th year of the program) includes the following proposed six districts: 100th Avenue (between Inez and McDonald Street), Fairhaven Street (east of 115th Avenue), 97th Avenue (between Murdock and Pembrook Street), Hillview Street (at 102nd Avenue), Ash Avenue (east of Garrett Street), and 93rd Avenue (south of McDonald Street). The districts will provide approximately 111 connections to existing homes. 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. The current incentive programs for early connection in residential neighborhoods are not offered to the commercial sector. Funding is provided to accommodate potential projects that may surface during the fiscal year from the commercial sector. Sanitary Sewer Major Maintenance Program Sanitary Sewer Fund $75,000 The Sanitary Sewer Fund will be used to contract out sewer repair projects that are beyond the repair capabilities of the City's Public Works Department. This program is expected to be a continuing program in future years as routine maintenance would avoid restoration costs that could be several times higher. The Sanitary Sewer Major Maintenance Program in FY 2005 -06 will include sewer repair projects located at various locations in the City. Sanitary Sewer Master Plan Sanitary Sewer Fund $40,000 CWS is currently updating the 2000 Sewer Master Plan Update to include planning for urban reserve areas. A proposal to add additional planning for the City is being requested including: flow monitoring of lines identified by the 2000 Sewer Master Plan Update as having inadequate capacity, identifying collection system rehabilitation needs, and preparing a capital improvement plan. Sanitary Sewer Rehabilitation Program Sanitary Sewer Fund $50,000 This project rehabilitates sanitary sewer pipes located throughout the City utilizing a trenchless construction method to prevent damage to existing pavement and eliminate conflicts with existing utilities. Construction of the project will be combined with a storm drainage rehabilitation. Slope Stabilization at Quail Hollow West Sanitary Sewer Fund $100,000 This project will correct a slope instability issue in the Quail Hollow West subdivision. The slope adjacent to a natural drainage way has experienced some small failures and shows signs of continued instability. A public sanitary sewer line is located within the upper portion of the slope and would be compromised if this slope were to experience a catastrophic failure. This project will include regrading the slope, installation of stabilizing reinforcement in certain locations, and revegetation. Capital Improvements - Page 235 ,41- k Five Year Capital Improvement Plan Walnut Street (135th - 121st Ave) Gas Tax Fund $20,000 Underground Utility Fund $170,000 Street Maintenance Fee (SMF) $40,000 This project is the last phase of a three -phase project funded through the Washington County MSTIP 3. The first phase was the improvement and signalization of the Walnut /121st Avenue intersection. The second phase was the construction of the Walnut/Gaarde Street intersection, which was performed by the City as part of the Gaarde Street — Phase 1 project. Improvement to Walnut Street between 135th and 121st Avenue will begin in early Spring 2005 and is scheduled to be completed by July 2006. The City has been working closely with the County on the design of the project and has agreed to reimburse the County for the cost of incorporating in the project such work as undergrounding existing utilities, upgrading the water system, and extending the sanitary sewer mains as these items are not included in the scope of work for the County's MSTIP -3 project. Also included in the project is the resurfacing and widening of Fern Street between 138th and 135th Avenue to accommodate additional traffic anticipated upon closure of Walnut Lane. The Street Maintenance Fee funds will be used for the pavement overlay on Fern Street. The Gas Tax Fund will be used for the widening of Fern Street to provide a pedestrian walkway on one side of the street. The total cost of the Walnut Street project in FY 2005 -06 is $310,000. Additional funds for the sanitary sewer portion of the project is included in the Sanitary Sewer System Program. Total FY 2005 -06 Sanitary Sewer System $2,910,000 FY 2006 -07 Projects Citywide Sanitary Sewer Extension Program Sanitary Sewer Fund $2,000,000 Sanitary Sewer Major Maintenance Program Sanitary Sewer Fund $50,000 Sanitary Sewer Pipe Rehabilitation Sanitary Sewer Fund $60,000 Sanitary Sewer Upgrades Sanitary Sewer Fund $250,000 Total FY 2006 -07 Sanitary Sewer System $2,360,000 FY 2007 -08 Projects Citywide Sanitary Sewer Extension Program Sanitary Sewer Fund $1,500,000 Sanitary Sewer Major Maintenance Program Sanitary Sewer Fund $75, 000 Sanitary Sewer Pipe Rehabilitation Sanitary Sewer Fund $60,000 Sanitary Sewer Upgrades Sanitary Sewer Fund $250,000 Total FY 2007 -08 Sanitary Sewer System $1,885,000 Ake, Page 236 - City of Tigard ID Five Year Capital Improvement Plan FY 2008 -09 Projects Citywide Sanitary Sewer Extension Program Sanitary Sewer Fund $500,000 Sanitary Sewer Major Maintenance Sanitary Sewer Fund $50,000 Sanitary Sewer Pipe Rehabilitation Sanitary Sewer Fund $60,000 Sanitary Sewer Upgrades Sanitary Sewer Fund $250,000 Total FY 2008 -09 Sanitary Sewer System $860,000 FY 2009 -10 Projects Sanitary Sewer Major Maintenance Sanitary Sewer Fund $75,000 Sanitary Sewer Pipe Rehabilitation Sanitary Sewer Fund $60,000 Total FY 2009 -10 Sanitary Sewer System $135,000 Capital Improvements - Page 237 1 ' -0. Five Year Capital Improvement Plan Street System The Street System Program contains projects to construct, maintain, and improve Tigard's street system. Projects are accounted for in the Gas Tax Fund, the Traffic Impact Fee Funds, the Underground Utility Fund, the Street Maintenance Fee Fund, the Wall Street LID Fund, and the 79th Avenue LID Fund. Gas Tax Fund State and County gas tax revenue can be used for upgrading the collector and local streets within Tigard, without restriction. This revenue is limited, however, and is not sufficient to fund all the street improvement needs of the City. In addition, the state gas tax has not increased in a decade. As expenses increase and operational costs rise, the amount available for projects does not keep pace with the need. The Gas Tax Fund has become a less viable source of funding for street - related maintenance projects. Street Maintenance Fee Fund This fund was established in FY 2003 -04 to track revenues and expenditures for the Street Maintenance Fee that was approved by the City Council in November, 2003. The fee was implemented in April 2004. The fee provides a stable source of revenue designated for use in the maintenance of existing streets. This includes applying new street surfaces such as slurry seals, pavement overlays, and repairing deteriorating streets. Traffic Impact Fee Fund Traffic Impact Fee (TIF) funding can be used only for highway and transit capital improvements that provide additional capacity to major transportation systems. This funding is limited to major collector and arterial streets, and 50% must be spent on arterial streets. The transportation planning effort for the City was recently completed with the adoption of the Tigard Transportation System Plan. There will not be sufficient funding in the TIF Fund, however, to complete all the projects that are envisioned over the next 5 to 10 years. Traffic Impact Fee Fund - Urban Services These are Traffic Impact Fees collected within the Urban Services area. At the time Walnut Island and ancillary islands were annexed into the City, County officials authorized the use of County TIF funds collected within the Urban Services area for TIF eligible improvements to the major roads within the annexed areas. Those major roads were not transferred to the City as part of the annexation. The jurisdictional transfer occurred later through City Council request by resolution and County Board of Commissioners action to approve the transfer. Wall St. LID Fund The City is considering creating a local improvement district (LID) to extend Wall Street from Hall Boulevard to Hunziker Street. If this LID is formed, funding for this project will come from assessments to benefiting property owners and Traffic Impact Fee funding for engineering, design, and construction management. The entire project is anticipated to span several fiscal years. The funds included in FY 2005 -06 are included to cover any expenses resulting from the application, if the LID is formed. Underground Utility Fund This fund receives payments from developers in lieu of installing utilities underground. Funds are then used to place utilities underground in conjunction with major roadway projects. 4111 , iv_ ` Page 238 - City of Tigard Five Year Capital Improvement Plan 79th Ave. LID Fund The City is considering creating a local improvement district (LID) to improve 79th Avenue. If this LID is formed, funding for this project will come from assessments to benefiting property owners and bond anticipation notes for engineering, design, and construction management. The entire project is anticipated to be completed in FY 2005- 06. The funds included in FY 2005 -06 are included to cover any expenses resulting from construction, if the LID is formed. FY 2005 - 06 Projects 72nd Avenue /Dartmouth Street Intersection Gas Tax Fund $258,636 Traffic Impact Fee Fund $241,364 The intersection of 72nd Avenue and Dartmouth, which is currently controlled by a four -way stop, is one of the most heavily - traveled intersections in Tigard. 72nd Avenue shows significant delay both northbound and southbound in the PM peak. In addition, the traffic volumes would most likely increase as large vacant properties in Tigard Triangle are developed. Increased traffic volumes would make the intersection unsafe and more difficult for orderly movement of traffic. This project installs a traffic signal and constructs necessary improvements to the streets at the intersection to improve the traffic handling capacity of the intersection. Funds have been collected from developers in the amount of $108,636 for improvements to the intersection. The intention at this time is to form a reimbursement district to allocate the project costs among upcoming developments. The amount of $391,364 will be contributed by the City for completion of the improvements, which would be fully or partially reimbursed by the developments as they occur within the proposed district. 79th Avenue Local Improvement District 79th Ave LID Fund $1,350,000 A Local Improvement District (LID) has been proposed to construct improvements on 79th Avenue between Gentle Woods Drive and Bonita Road. Sixty percent design, including the Preliminary Engineer's Report, was completed in FY 2004 -05. The funding is provided through formation of a Local Improvement District and will be used for expenses incurred in the preparation of the final design, final report, construction staking, right -of -way acquisition, construction management, and construction of the improvements. The project is scheduled to be completed by the end of FY 2005 -06. This project will only be constructed, if the LID is formed. Bull Mountain /Roshak Road Intersection Traffic Impact Fee Fund — Urban Services $100,000 This project widens Bull Mountain road at Roshak Road to provide safe turning movements for vehicular traffic and to accommodate additional traffic volumes generated by new subdivisions north and northwest of the intersection. Also included in the project is minor drainage work to allow widening of the intersection. Some land acquisition required for the widening has been purchased by a developer. This project is funded by the Urban Services TIF Fund for implementation in FY 2004 -05. In addition, a developer is providing $35,000 for a half- street improvement required for the development at the northeast corner of the intersection. Construction is expected to begin in late - spring 2005 and should be completed in mid - summer 2005. Burnham Street - Design & Right -of -Way Gas Tax Fund $300,000 This project is to complete the design of Burnham Street between Main Street and Hall Boulevard. Based on current design standards, the street requires reconstruction and widening to the minimum paved width of 44 feet specified for a collector with bike lanes, sidewalks and landscaped strips on each side of the street. However, the elements proposed for the street may be modified to incorporate the recommendations of the Tigard Downtown Improvement Plan, which is currently underway. Those recommendations are expected to be provided in the spring of 2006. The project design incorporating those recommendations is expected to begin in late spring 2006 and would continue into FY 2006 -07. Capital Improvements - Page 239 Al ft Five Year Capital Improvement Plan Commercial Street Sidewalk (Lincoln to Main St) Gas Tax Fund $250,000 This project involves construction of a half- street improvement with sidewalk on the east side of the street. It also widens and realigns the street underneath the 99W over - crossing to provide space for installation of the sidewalk. The total paved width of Commercial Street after improvement would be 28 feet curb -to -curb. The close proximity of existing homes and the bridge piers of the Highway 99W overpass precludes the placement of a planter strip along the street segment. In addition, the amount of right -of -way that can be acquired from Portland & Western Railroad and Union Pacific Railroad is limited due to setback requirements by the companies. A chain link fence will be constructed adjacent to the tracks to prevent pedestrians from crossing the tracks. Completion of the project would provide a safe and convenient pedestrian route to downtown Tigard and the proposed commuter rail station. This project has been approved for CDBG funding in the amount of $91,300. The City provides local matching funds in the amount $158,700 from the Gas Tax Fund. Downtown Improvements Gas Tax Fund $150,000 This project constructs miscellaneous projects recommended by the Downtown Improvement Plan which is scheduled to be finalized by the end of 2005. Projects selected for the construction will be limited to the total cost of $150,000. Downtown Streetscape Design /Phase 1 Implementation - Main Street Gas Tax Fund $350,000 This project provides funding for a consistent streetscape design to be applied throughout the entire downtown area. The design products are expected to be design concepts to be applied throughout the area and detailed design plans for each of the streets in the downtown. Construction implementation will be performed in phases with Phase 1 being enhancements to Main Street in accordance with the approved design concepts and approved streetscape design plan for that street. Durham Road /108th Avenue Intersection Signalization Traffic Impact Fee Fund $200,000 Traffic south of Durham Road attempting to turn left from 108th Avenue onto Durham Road experiences excessive delay. Whenever the gaps in the traffic flow are infrequent, the left -turn movement becomes highly difficult and is often unsafe. The problem will become worse as the residential developments along 108th south of Durham are completed and generate an increase in traffic volumes at this intersection. This project installs a traffic signal on Durham Road at 108th Avenue to provide safe and controlled turning movements at the intersection. Greenburg Road - Design & Right of Way Traffic Impact Fee Fund $660,000 The project was funded in FY 2004 -05 through Priorities 2000 & 2002 MTIP funds in the amount of $660,000 with Tigard providing $85,000 in matching funds. The project scope is to improve Greenburg Road from Washington Square Drive to Tiedeman Avenue. However, the bulk of the work will be to widen Greenburg Road between the Highway 217 overcrossing and Tiedeman Avenue to a 5 -lane facility. The completed improvements would enhance movement into and out of the Washington Square Regional Center. An engineering consultant has been selected to perform the engineering design and right -of -way acquisition for the project. Additional funding in the amount of $450,000 will be proposed for FY 2005 -06 for right -of -way acquisition. This project has been submitted for construction funding of $1,000,000 under the MTIP Priorities 2006 -09 project selection process and for $2,100,000 under the County's MSTIP 2007 -12 Transportation Capital Program. , Ai' Page 240 - City of Tigard Five Year Capital Improvement Plan Greenburg Road /Highway 99W Intersection - Feasibility Study Gas Tax Fund $40,000 Greenburg Road is a north -south arterial providing direct access to Highway 217 and the Washington Square Regional Center to the north and Highway 99W to the south. Greenburg Road terminates at Highway 99W directly across from Main Street, a storefront street through downtown Tigard. The current level of service on Greenburg Road at Highway 99W is extremely poor especially in the PM peak hours when vehicles waiting through multiple traffic cycles to clear the intersection. In addition, forecasts for Highway 99W shows it is well over capacity in future demand, which makes the intersection nearly un- mitigatable due to heavy through traffic and conflicts with turning vehicles. The Tigard Transportation System Plan adopted by the City in 2002 identifies existing and future transportation conditions along Highway 99W and recommends several approaches to alleviate traffic congestion. One of the approaches is to implement access management which means closing driveways and limiting access to the highway. This proposed project provides funding for a feasibility study, which includes an alternatives analysis, to determine what alternative works best to alleviate congestion at the Greenburg Road and Highway 99W intersection and possibly improve traffic flow on Highway 99W through that area. One option is to widen Greenburg Road at its approach to Highway 99W. Another option is to eliminate the through movement from Greenburg Road to Main Street and divert downtown traffic through either 95th Avenue or 98th Avenue to Commercial Street. The intent of that study is to determine the best alternative, evaluate that alternative in detail, then scope out a project that implements that alternative for design and construction. Hall Blvd/Wall Street Intersection - Phase 2 Traffic Impact Fee Fund $900,000 This project is carried over from FY 2004 -05. The project widens Hall Boulevard along the Library and the Fanno Pointe Condominiums frontages and constructs the first 425 feet of Wall Street to provide a common access to Hall Boulevard for the two developments. To ensure that the intersection would be designed and constructed expeditiously, the project was divided into two phases: Phase 1 is the half- street improvement of Hall Boulevard which has been completed. Phase 2 is the realignment of Pinebrook Creek, the installation of a traffic signal and the construction of 425 feet of Wall Street at the intersection with Hall Boulevard. Also included in the project is the purchase of rights -of -way necessary for construction of the intersection. Construction of this phase begins in the spring and scheduled to be completed in late summer 2005. Hall Boulevard (at McDonald St) - Design & Right -of -Way Traffic Impact Fee Fund $25,000 This project was funded in FY 2004 -05. The first phase of this project is the design and acquisition of right -of -way for construction of a southbound right -turn lane on Hall Boulevard at McDonald Street. In addition to widening the street, curb and sidewalk are proposed along the new segment of street to improve pedestrian safety. An ODOT permit will be required for the design and construction of the project. Atraffic study will be conducted to identify required design elements that need to be incorporated into the project. Construction of the project is tentatively scheduled for FY 2006 -07. Hall Boulevard at Fanno Creek - Crosswalk Lights Gas Tax Fund $65,000 This project was funded in FY 2004 -05 and is the installation of a marked mid -block crosswalk on Hall Blvd to provide a safe crossing point for Fanno Creek trail users. Atraffic study will need to be conducted for compliance with ODOT's design requirements for a mid -block crossing. Completion of the crosswalk will provide a connection between the existing Fanno Creek trail west of Hall Blvd and a proposed trail beginning from the street to the new library. Capital Improvements - Page 241 ALI— 1i_ Five Year Capital Improvement Plan Hall Boulevard Sidewalk (Spruce St to 800' south) Gas Tax Fund $166,725 This project would enhance pedestrian movements along Hall Blvd by installing sidewalks within existing gaps on the west side of the street. The close proximity of existing homes and limited right -of -way on this state route preclude placement of planter strips between the proposed sidewalk and street. This project has been approved for CDBG funding in the amount of $136,725 with local matching funds of $30,000 coming from the Gas Tax Fund. Highway 99W Corridor Improvements Study Gas Tax Fund $125,000 Highway 99W carries over 50,000 vehicles per day, half of which is regional through traffic. This highway is currently overwhelmed by the existing traffic volumes. There are no significant parallel routes to this highway, and the traffic congestion will continue to worsen as traffic increases during the next few years. The intersections of Highway 99W with Hall Boulevard, Greenburg Road, and McDonald Street are bottlenecks that seriously hamper the smooth flow of traffic. At peak travel hours, cut - through traffic uses the City of Tigard's collector and arterial system to avoid the Highway 99W traffic congestion. This traffic adversely impacts the arterial and collector street system in the City. This project provides funding for a study to evaluate various alternatives for improvement of the highway (including development of new parallel routes and connections that can feasibly be made between developments parallel to the highway) between Durham Road and Interstate 5. The intent of the study is to address current traffic deficiencies, present design alternatives, and propose strategies that would provide for effective traffic circulation, connectivity and operational improvements to the highway and its corridor. The study would provide a plan for management of the corridor and a package of projects (both large and small) that can be implemented over a period of years as funding sources are identified and designated for these projects. McDonald Street (at Hwy 99W) Traffic Impact Fee Fund $25,000 This project was funded in FY2004 -05 in the amount of $180,000. The proposed funding is for completion of the construction which starts in the spring of 2005. This project adds capacity and enhances traffic flow at the intersection of McDonald Street and Highway 99W. It re- stripes McDonald Street at the intersection to provide a westbound right -turn lane into the state highway and to lengthen the left-turn stacking capacity on McDonald Street. In addition, the project widens the street immediately east of the right -turn lane to provide a transition between the lane and the existing edge of pavement. Improvements to the storm drainage system and modification of the existing signal at the intersection will also be done to conform to ODOT design requirements. Sidewalk will be extended on the south side of the street as part of the intersection widening. The street cross - section of McDonald Street at the intersection after the improvement will have dedicated left-turn, through, and right -turn lanes. North Dakota Street Pedestrian Bridge Conceptual Study Gas Tax Fund $25,000 The North Dakota Street bridge is too narrow to safely pass pedestrian and vehicular traffic simultaneously. This project provides funding for preparation of a Conceptual study and preliminary design to possibly construct an 8 -foot wide by approximately 50 -foot long pre- fabricated timber pedestrian bridge adjacent to the existing bridge. Also included in the project is the construction of roadway approaches to connect the new bridge with nearby existing sidewalks. 41L Page 242 - City of Tigard Five Year Capital Improvement Plan Pavement Major Maintenance Program (PMMP) Street Maintenance Fee (SMF) $635, 000 The Pavement Major Maintenance Program is an annual long term street preventative and corrective maintenance program that the City utilizes to extend pavement life and avoid much more costly reconstruction. The Street Maintenance Fee revenue funds projects in this program. The City has applied a variety of minor and major maintenance techniques that include pothole repair, crack -seal treatment, slurry seal, and hot -mix overlay or inlay. The program also includes assessment of types, severity, and extent of pavement distress, traffic volumes, and environmental conditions prior to identifying appropriate treatments for the streets. Streets scheduled to be included in the FY2005 -06 PMMP program are: Greenburg Road (North Dakota to Center Street), Highland Drive (109th Ave to 1000' east), Marion Street (124th to 121st Ave), James Street (124th to 121st Ave), Alberta Street (end of street to 121st Ave), 124th Street (Marion to James Street), Spruce Street (89th Ave to Hall Blvd), 89th Ave (south of Spruce Street), Thorn Street (east of 89th Ave), 66th Avenue (south of Taylors Ferry Rd), 109th Avenue (north of Naeve Street), and 136th Avenue (south of Walnut Lane). The project list is subject to change depending upon actual bids received on the projects. The number of projects implemented will be tailored to the funding available. Those street projects that cannot be accommodated within the projected funding would be moved to a subsequent fiscal year. Pine Street Gas Tax Fund $50,000 Street Maintenance Fee (SMF) $50,000 Pine Street is a narrow roadway located in the northeast quadrant of the City. The street has no shoulders, sidewalks, and curbs. The pavement surface has extensive longitudinal and transverse pattern cracking and numerous patches along the travel lanes. It also has an inadequate drainage system and two significant curves that limit visibility and speeds. The main goal of this project is to reconstruct the street to provide proper drainage and improve rideability on the street. Ultimate improvements to the street including correction of the existing curves, installation of sidewalks and construction of the street to the ultimate width, will be performed in the future when funding is available. The total cost of the Pine Street project in FY 2005 -06 is $170,000. Additional funds for the storm drainage portion of the project is included in Storm Sewer Fund. Safety Improvement at the Bull Mountain Road /Highway 99W Intersection Traffic Impact Fee Fund — Urban Services $100,000 This project corrects a safety hazard at the intersection of Bull Mountain Road and Highway 99W. The right -turn lane from Bull Mountain Road to southbound Highway 99W is not wide enough to accommodate truck turning movements. Trucks and other large -sized vehicles have been observed slipping off the lane and getting stuck thereby blocking the movement of right- turning traffic. In addition, erosion has undermined a section of the five -foot concrete sidewalk that connects to the lane. The outfall of the storm drain pipe that runs underneath the road is also broken off and in need of repair. This project provides funding to widen and extend the right -turn lane on Bull Mountain Road and repair the existing storm drain outfall. Sidewalk Improvements Gas Tax Fund $75,000 This project constructs sidewalks to improve pedestrian safety and access between bus stops and adjacent residential developments. Landscaped strips are not included in the scope of work as the need for the improvement is to fill in gaps between existing sidewalks within limited right -of -way, or to enhance pedestrian access to transit stops. Sidewalks will be installed on Hall Boulevard at Bonita Road and at various locations in the City. " Capital Improvements - Page 243 .41 ^!!' Five Year Capital Improvement Plan Street Striping Program Gas Tax Fund $20,000 This year's program includes placement of permanent or short-term striping on Shady Lane between Greenburg Road and 95th Avenue, Johnson Street between Highway 99W and Grant Street, North Dakota Street from Tiedeman Avenue to 1,500' west, 68th Avenue between Dartmouth Street and Atlanta Street, 69th Avenue between Hampton Street and Dartmouth Street, Boones Ferry Road from 72nd Avenue to 1 -5 off -ramp, and on various streets located throughout the City. Traffic Calming Program Gas Tax Fund $8,000 The Traffic Calming Program is an annual program that installs traffic calming measures aimed at slowing vehicle speeds within residential neighborhoods. Speed humps have been favored by the majority of residents and have been installed in many cases because they have proven effective in reducing speeds by 4 to 6 mph. Streets are selected for speed humps using the following criteria: traffic speed, volume, number of accidents, existence of sidewalks, cut - through traffic, and neighborhood's participation. This year's program includes installation of speed humps on the following streets: two speed humps on O'Mara Street (between Frewing and McDonald Street) and two speed humps on 100th Avenue (between Sattler Road to View Terrace). Other streets may be added to the program depending upon neighborhood interest and the street ranking in the speed hump criteria rating system. In consideration of the comments from Tualatin Valley Fire & Rescue, the speed humps to be installed in the future will be shaped to accommodate emergency vehicles. Wall Street Local Improvement District Wall Street LID Fund $40,000 This project was proposed in FY 2002 -03. $300,000 has been allocated since FY 2002 -03 for completion of a Preliminary Engineer's Report for construction of Wall Street between Hall Blvd and Hunziker Street. The amount of $40,000 is included in FY 2005 -06 for any expenses incurred in the preparation of environmental permit applications and the railroad crossing application and hearing. Any funding for work beyond the Preliminary Engineer's Report and the hearing will be provided primarily through the Local Improvement District, if it is formed. Walnut Street (135th - 121st Ave) Gas Tax Fund $20,000 Underground Utility Fund $170,000 Street Maintenance Fee (SMF) $40,000 This project is the last phase of a three -phase project funded through the Washington County MSTIP 3. The first phase was the improvement and signalization of the Walnut /121st Avenue intersection. The second phase was the construction of the Walnut/Gaarde Street intersection, which was performed by the City as part of the Gaarde Street— Phase 1 project. Improvement to Walnut Street between 135th and 121st Avenue will begin in early- Spring 2005 and is scheduled to be completed by July 2006. The City has been working closely with the County on the design of the project and has agreed to reimburse the County for the cost of incorporating in the project such work as undergrounding existing utilities, upgrading the water system, and extending the sanitary sewer mains as these items are not included in the scope of work for the County's MSTIP -3 project. Also included in the project is the resurfacing and widening of Fern Street between 138th and 135th Avenue to accommodate additional traffic anticipated upon closure of Walnut Lane. The Street Maintenance Fee funds will be used for the pavement overlay on Fern Street. The Gas Tax Fund will be used for the widening of Fern Street to provide a pedestrian walkway on one side of the street. The total cost of the Walnut Street project in FY 2005 -06 is $310,000. Additional funds for the sanitary sewer portion of the project is included in the Sanitary Sewer System Program. 4ik . - /ii.. Page 244 - City of Tigard ID Five Year Capital Improvement Plan WalnutlAsh /Scoffins Street Connection Feasiblity Study Gas Tax Fund $40,000 This project is identified by the Tigard Transportation System Plan as an alternate route to Highway 99W for enhancement of intra -city circulation. The TIF Fund provides funding in FY 2004 -05 for a corridor study to determine a feasible alignment for the extension of Walnut Street over Fanno Creek to Ash Avenue then north to connect to Hunziker Street. The connection would allow traffic to proceed on Hunziker Street east to the Tigard Triangle without entering Highway 99W. The long -term plan is to route traffic from Hunziker Street over a proposed future Highway 217 overcrossing to connect to Hampton Street. The corridor study was delayed pending recommendations from the Downtown Improvement Plan Study. If the recommendation from that study is to retain the Walnut Street extension as a collector street to make the connection from Highway 99W through downtown Tigard to Hunziker Street, the corridor study would be initiated in the spring of 2005 with selection of a consultant to perform the work. The funding for the project would be continued into FY 2005 -06 to complete the study. The study which was funded in FY 2004 -05 has been placed on hold awaiting the development of a Downtown Improvement Plan that will address improvement concepts for transportation system in downtown Tigard. Total FY 2005 -06 Street System $6,479,725 FY 2006 -07 Projects Burnham Street - Right -of -Way Underground Utility Fund $150,000 Gas Tax Fund $300,000 Hall Blvd Half- Street Improvements from Bridge North to City Hall Entrance Traffic Impact Fee Fund $150,000 Hall Blvd /McDonald St. Intersection Construction Traffic Impact Fee Fund $200,000 Hall Blvd/Wall St Intersection & Approaches - Wetland Mitigation & Monitoring Traffic Impact Fee Fund $20,000 Highway 99W Corridor Improvements Study, Design, & Construction Gas Tax Fund $150,000 Joint Projects between Washington County & City Traffic Impact Fee Fund — Urban Services $150,000 North Dakota (Greenburg to 95th) Right of Way Gas Tax Fund $100,000 PMMP (Pavement Major Maintenance Program) Street Maintenance Fee (SMF) $725,000 Sather Rd at 96th Avenue Crosswalk Lights Gas Tax Fund $65,000 Sidewalk Improvements in Conjunction with Tri -Met Improvements Gas Tax Fund $100,000 Capital Improvements - Page 245 .4l' A )_ Five Year Capital Improvement Plan Street Striping Program Gas Tax Fund $30,000 Traffic Calming Program Gas Tax Fund $8,000 Total FY 2006 -07 Street System $2,148,000 FY 2007 -08 Projects Burnham Street - Construction Traffic Impact Fee Fund $750,000 Gas Tax Fund $750,000 Hall Blvd/Wall St Intersection & Approaches - Construction & Wetland Mitigation Monitoring Traffic Impact Fee Fund $10,000 Highway 99W Corridor Improvements Study, Design, & Construction Gas Tax Fund $150,000 Joint Projects between Washington County & City Traffic Impact Fee Fund — Urban Services $250,000 North Dakota (Greenburg to 95th) Construction Gas Tax Fund $200,000 Street Maintenance Fee (SMF) $100,000 PMMP (Pavement Major Maintenance Program) Street Maintenance Fee (SMF) $625,000 Sidewalk Improvements in Conjunction with Tri -Met Improvements Gas Tax Fund $100,000 Street Striping Program Gas Tax Fund $30,000 Traffic Calming Program Gas Tax Fund $8,000 Total FY 2007 -08 Street System $2,973,000 FY 2008 -09 Projects Ash Avenue Extension Traffic Impact Fee Fund $639,000 Crosswalk Lights Gas Tax Fund $65,000 Allik ,o II, Page 246 - City of Tigard 0 Five Year Capital Improvement Plan Hall Blvd/Wall St Intersection & Approaches - Construction & Wetland Mitigation Monitoring Traffic Impact Fee Fund $10,000 Highway 99W Corridor Improvements Study, Design, & Construction Gas Tax Fund $500,000 Traffic Impact Fee Fund $400,000 Joint Projects between Washington County & City Traffic Impact Fee Fund - Urban Services $200,000 PMMP (Pavement Major Maintenance Program) Street Maintenance Fee (SMF) $575,000 Scoffin /Hall /Hunziker Intersection Realignment - Design Traffic Impact Fee Fund $100,000 Sidewalk Improvements in Conjunction with Tri -Met Improvements Gas Tax Fund $100,000 Street Striping Program Gas Tax Fund $30,000 Traffic Calming Gas Tax Fund $8,000 Walnut Street (116th to Tiedeman) Traffic Impact Fee Fund $1,700,000 Street Maintenance Fee (SMF) $150,000 Total FY 2008 -09 Street System $4,477,000 FY 2009 -10 Projects Ash Avenue Extension Traffic Impact Fee Fund $271,000 Greenburg Road Construction Traffic Impact Fee Fund $3,700,000 Highway 99W Corridor Improvements Study, Design, & Construction Gas Tax Fund $600,000 Traffic Impact Fee Fund $300,000 Joint Projects between Washington County & City Traffic Impact Fee Fund - Urban Services $250,000 Pavement Major Maintenance Program Overlay & Slurry Seal Street Maintenance Fee (SMF) $575,000 Capital Improvements - Page 247 &J. "!J a a Five Year Capital Improvement Plan . Sidewalk Improvements in Conjunction with Tri -Met Improvements III Gas Tax Fund $100,000 Street Striping Gas Tax Fund $30,000 Traffic Calming Gas Tax Fund $8,000 Total FY 2009 -10 Street System $5,834,000 Am- _ "- /I' Page 248 - City of Tigard IIII Five Year Capital Improvement Plan Storm Drainage System The Storm Drainage System Program contains projects to construct, maintain, and improve the storm drainage system in Tigard. The Clean Water Services Agency of Washington County (CWS) regulates the storm drainage system, but Tigard owns, maintains, and operates the system within the City limits. Projects are funded from the Storm Sewer Fund and the Water Quality /Quantity Fund. Storm Sewer Fund The Storm Sewer Fund is supported from storm drainage charges and System Development Charges (SDCs). SDC funds must be used for projects designated in the Clean Water Services master plan. Water QualitylQuantity Fund Water Quality /Quantity fees are collected by the City on certain development activities in the City. These charges, which were instituted by Clean Water Services, are used to fund offsite surface water system improvements, water quality enhancement projects, and capacity improvements to the storm drainage system. FY 2005 - 06 Projects 79th Avenue Storm Drainage Storm Sewer Fund $90, 000 This project constructs approximately 1,000 feet of 18 -inch storm drain line east of 79th Avenue for discharge of storm runoff to Fanno Creek. The project also installs an energy dissipater manhole and riprap for water to flow through prior to discharging to the creek. Construction of this project will be combined with the 79th Avenue Sanitary Sewer Outfall project to minimize impacts to private properties. A 20 -foot utility easement will be dedicated by a property owner for construction and maintenance of the storm drain and sanitary sewer pipes . Completion of this project will provide a direct point of connection for future upgrades of the storm drainage system on the street. Derry Dell Creek Wetland & Vegetated Corridor Monitoring Storm Sewer Fund $2,000 In FY 2004 -05, the City enhanced wetland areas and the vegetated corridor along Derry Dell Creek at 110th Avenue. The enhancement is required by the DSL, the Corps of Engineers, and CWS due to impacts q Y p 9 generated p 9 by the installation of a sanitary sewer pipe across the creek. Installation of planting materials has been completed. This project involves field inspections and preparation of the first -year monitoring report for submittal to the agencies. Durham Rd at 108th Ave - Stream Bank Stabilization Storm Sewer Fund $100,000 A creek bank and a portion of the segmental -block retaining wall south of Durham Road have been eroded and undermined due to high stream flow outfalling from a 36 -inch culvert under the street. The contributing factors to the problems are a large boulder which was placed in the middle of the stream and the culvert alignment which does not line up with the creek. This project removes and reconstructs a portion of the retaining wall, removes the existing boulder, and extends the culvert for proper alignment with the creek. Bank stabilization immediately south of the outfall is currently being performed by a developer under a private project. The project site is located within a sensitive area according to the City's Wetlands and Stream Corridors map, which will require environmental studies and permits. Capital Improvements - Page 249 L =!i_ Five Year Capital Improvement Plan Gaarde Street Phase 2 - Wetland Mitigation Storm Sewer Fund $2, 000 This project provides mitigation measures that were required by the DSL, the Corps of Engineers, and CWS to offset the Toss of 0.009 acres of wetland associated with the widening of Gaarde Street. The offsite mitigation area is along the Fanno Creek Greenway immediately north of Tigard Street. The vegetated enhancement area is located along the Fanno Creek trail south of the Burnham Business Park. Initial vegetation management and plant installation were completed in 2004. This project is the monitoring and preparation of a wetland report for submittal to the agencies. Healthy Streams Program Projects Water Quality /Quantity Fund $150,000 The Fanno Creek Watershed Plan provides the plan for the Tigard area. The projects identified in the plan are expected to protect the streams and its inhabitants which include: the survival of resident fish and aquatic life, salmonid spawning and rearing, water - contact recreation, aesthetics, fishing, and water supply. The plan accomplishes this by identifying prioritized projects and other management actions that will improve water quality and flood management. In addition, the Healthy Streams Plan is expected to be completed during February 2005. This plan will include projects to treat stormwater, replace culverts that are barriers to fish migration, and plant trees to shade creeks. Highland Drive (109th Ave to 1100' east) - Storm Drain Pipe Replacement Storm Sewer Fund $150,000 The existing storm drainage system on Highland Drive from 109th Ave to approximately 1,100 feet east of the Highland /109th intersection consists of 12 -inch pipes that have been crushed in numerous places and are beginning to fail. This project includes installation of new pipes, manholes, and upgraded catch basins. Construction of the project will be combined with the Pavement Major Maintenance Program, which is scheduled for the summer of 2005. Construction coordination would be more efficient if both projects are handled simultaneously by the same contractor. Pine Street Storm Sewer Fund $70, 000 Pine Street is a narrow roadway located in the northeast quadrant of the City. The street has no shoulders, sidewalks, or curbs. The pavement surface has extensive longitudinal and transverse pattern cracking and numerous patches along the travel lanes. It also has an inadequate drainage system and two significant curves that limit visibility and speeds. The main goal of this project is to reconstruct the street to provide proper drainage and improve rideability on the street. Ultimate improvements to the street include correction of the existing curves, installation of sidewalks, and construction of the street to the ultimate width, will be performed in the future when funding is available. The total cost of the Pine Street project in FY 2005 -06 is $170,000. Additional funds for the street system portion of the project is included in the Street System Program. Riparian Restoration and Enhancement Water Quality /Quantity Fund $100,000 This project restores and enhances existing riparian areas along Hiteon Creek (Englewood Park), Summer Creek (Summerlake Park), Fanno Creek (Englewood Park), and Fanno Creek (Bonita Park). The scope of work includes removing of non - native plant species, planting native plants, placing soil protection measures, maintenance, and monitoring the enhancement work. The project is scheduled to be continued over a period of 5 years beginning FY 2005 -06. i lk .. Page 250 - City of Tigard Five Year Capital Improvement Plan Storm Debris Processing Center Storm Sewer Fund $85,000 This project is for the establishment of a storm debris processing center. Storm Drain Pipe Rehabilitation Storm Sewer Fund $60,000 The City of Tigard's television inspection reports identified several thousand feet of damaged storm drain pipes. In FY 2001 -02, the City established a yearly rehabilitation program to restore the structural integrity of the damaged pipes. The program uses a method to install pipes that eliminates the need to excavate and minimizes disruption to traffic and underground utilities. This project continues the program by rehabilitating approximately 600 feet of pipe through installation of cured -in -place pipe inside the existing pipes utilizing the trenchless construction method. Storm Drainage Major Maintenance Program Storm Sewer Fund $75,000 This program addresses minor storm drainage problems requiring more than normal maintenance effort by the City's Public Works department. The Storm Drainage Major Maintenance Program in FY 2005 -06 includes the following and other projects located at various locations in the City: Benchview Terrace (between White Cedar and Brim Place), Catch Basin Installation - 112th Avenue (south of Gaarde Street), Pipe Extension, and Catch Basin Installation Summer Lake Culvert Storm Sewer Fund $40,000 Summer Lake Park is located along Winterlake Drive, near Shore Drive. There is an existing pedestrian pathway system that leads from the parking area into the park and also to a separate area of the park. A natural stream crosses this area from Winterlake Drive to Summer Lake. Where the pathway crosses this stream, three 12 -inch culverts were installed. However, these culverts are not sized large enough to handle the winter runoff. This project replaces these culverts with a single large culvert and raises the pathway to accommodate the larger diameter of the new culvert. The project began in FY 2004 -05 with submittals of permit applications to DSL and the Corps of Engineers. Construction of the project is scheduled for the summer of 2005. Water Quality Enhancement Water Quality /Quantity Fund $25,000 This project converts the existing water quality pond to a new swale, or extended dry pond, on Steve Street west of 81st Avenue. Also included in the project is the enhancement of the water quality facility on Greensward Lane between 88th Avenue and Hall Boulevard by planting the facility with native grasses, trees and shrubs, and installation of a temporary irrigation system. Total FY 2005 -06 Storm Drainage System $949,000 FY 2006 -07 Projects Derry Dell Creek Wetland & Vegetated Corridor Enhancement Storm Sewer Fund $3, 000 Gaarde Street Phase II Wetland Mitigation Storm Sewer Fund $3,000 Capital Improvements - Page 251 ..41 " "!]_ Five Year Capital Improvement Plan Healthy Streams Program Projects Water QualitylQuantity Fund $150,000 Riparian Restoration and Enhancement Water QualitylQuantity Fund $50,000 Storm Drain Pipe Rehabilitation Storm Sewer Fund $60,000 Storm Drainage Major Maintenance Storm Sewer Fund $60,000 Tiedeman Avenue at Tigard Street Installation Storm Sewer Fund $50,000 Water Quality Enhancement Water QualitylQuantity Fund $25,000 Total FY 2006 -07 Storm Drainage System $401,000 FY 2007 -08 Projects Derry Dell Creek Wetland & Vegetated Corridor Enhancement Storm Sewer Fund $3,000 Gaarde Street Phase 2 Wetland Mitigation Storm Sewer Fund $3,000 Healthy Streams Program Projects Water Quality /Quantity Fund $150,000 Riparian Restoration and Enhancement Water QualitylQuantity Fund $50,000 Storm Drain Pipe Rehabilitation Storm Sewer Fund $60,000 Storm Drainage Major Maintenance Storm Sewer Fund $60, 000 Storm Drainage Improvements Storm Sewer Fund $75,000 Water Quality Enhancements Water Quality /Quantity Fund $25,000 Total FY 2007 -08 Storm Drainage System $426,000 j Page 252 - City of Tigard • Five Year Capital Improvement Plan FY 2008 -09 Projects Healthy Streams Program Projects Water Quality/Quantity Fund $150,000 Riparian Restoration and Enhancement Water QualitylQuantity Fund $50,000 Storm Drain Pipe Rehabilitation Storm Sewer Fund $60,000 Storm Drainage Improvements Storm Sewer Fund $75,000 Storm Drainage Major Maintenance Storm Sewer Fund $60, 000 Walnut Street Wetland Mitigation Storm Sewer Fund $10,000 Water Quality Enhancement Water Quality /Quantity Fund $25,000 Total FY 2008 -09 Storm Drainage System $430,000 FY 2009 -10 Projects Healthy Streams Program Projects Water QualitylQuantity Fund $150,000 Riparian Restoration and Enhancement Water QualitylQuantity Fund $50,000 Storm Drain Pipe Rehabilitation Storm Sewer Fund $60.000 Storm Drainage Major Maintenance Storm Sewer Fund $60,000 Walnut Street Wetland Mitigation Storm Sewer Fund $3,000 Water Quality Enhancement Water Quality /Quantity Fund $25,000 Total FY 2009 - 10 Storm Drainage System $348,000 Capital Improvements - Page 253 Al- �i Five Year Capital Improvement Plan Water System The Water System Programs contains projects to construct, improve, maintain, and replace Tigard's water system. The Tigard water service area provides water to two- thirds of Tigard, the City of King City, the City of Durham and an unincorporated area under the jurisdiction of the Tigard Water District. In May of 2000, a 20 -year CIP schedule was completed. This document was updated in September of 2002. This document serves as the backbone for the CIP projects. Not included in this document, however are capital maintenance projects or projects needed to coordinate with other City CIP projects such as street improvements and possible LIDs. Projects are funded by three main funds: the Water Fund, the Water SDC Fund, and Water CIP Fund. Water Fund The Water Fund is the primary operating and maintenance fund of the water system. Revenues come from water sales and connection fees. This fund supports operation, major capital maintenance, and some system improvements not eligible for funding from System Development Charges (SDCs). Water SDC Fund The Water SDC Fund accounts for the improvement portion of System Development Charges (SDCs) charged to new development. Money in this fund can only be used for improvements to or expansion of the current water system needed to support new customers. Water CIP Fund The Water CIP Fund funds projects to expand the City's water sources and to obtain long term water supply for the system. The fund balance reserve will be increased over the next five years in preparation for the capital costs related to obtaining a long term water supply. FY 2005 - Projects 550' Zone Beaverton Connector Water Fund $84,000 Water SDC Fund $116,000 The City's water system is currently connected with the City of Beaverton (Joint Water Commission) in our 425' elevation zone. This project will create a second connection to serve our 550' elevation zone. This project will also allow us to postpone the construction of one 550' elevation reservoir for an indefinite time, thus postponing the expense of about $4,000,000. 550' Zone Improvements: 10 MG Transfer Pump Station Upgrade Water CIP Fund $200,000 The existing transfer pump station, located on the 10 MG 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 2,000 gpm to 3,300 gpm for the 713 -foot service zone. The pump station will also provide 3,900 gpm to the 550 -Foot Zone Reservoir No. 2 listed previously. Along with the piping improvements listed below, the existing pump station at the Canterbury site (Pump Station No. 1) will be abandoned. Page 254 - City of Tigard Five Year Capital Improvement Plan 550' Zone Improvements: Reservoir #2 Construction Water CIP Fund $600,000 Constructing this reservoir will eliminate some of the demand currently supplied by the 713 -Foot pressure zone. Supply to the reservoir will be provided through the transfer pump station upgrade and transmission piping projects separately listed. Aquifer Storage Recovery (ASR) #3 (Production) Water CIP Fund $1,090,000 The City completed an ASR expansion study which indicated that the City could achieve a total of 5 to 6 MGD from ASR wells placed around the City's aquifer. ASR provides the ability to inject water during the winter months in the aquifer (when water is plentiful), store the water in the aquifer for a few months, and then withdraw that same water in the summer months to help manage higher water demands. The ASR program may include the drilling of a test well first to indicate the suitability of the well for ASR use. If the test well is deemed appropriate for ASR use, a larger well will be drilled for a production well. The production well project would include the design and construction of the well pump, pump house, and necessary water line piping to connect the well to the City's water system. Aquifer Storage Recovery (ASR) #4 (Test) Water CIP Fund $92,000 The City completed an ASR expansion study which indicated that the City could achieve a total of 5 to 6 MGD from ASR wells placed around the City's aquifer. ASR provides the ability to inject water during the winter months in the aquifer (when water is plentiful), store the water in the aquifer for a few months, and then withdraw that same water in the summer months to help manage higher water demands. The ASR program may include the drilling of a test well first to indicate the suitability of the well for ASR use. If the test well is deemed appropriate for ASR use, a larger well will be drilled for a production well. The production well project would include the design and construction of the well pump, pump house, and necessary water line piping to connect the well to the City's water system. Aquifer Storage Recovery (ASR) Well #2 (Production) Water CIP Fund $1,048,500 The City completed an ASR expansion study which indicated that the City could achieve a total of 5 to 6 MGD from ASR wells placed around the City's aquifer. ASR provides the ability to inject water during the winter months in the aquifer (when water is plentiful), store the water in the aquifer for a few months, and then withdraw that same water in the summer months to help manage higher water demands. The ASR program may include the drilling of a test well first to indicate the suitability of the well for ASR use. If the test well is deemed appropriate for ASR use, a larger well will be drilled for a production well. The production well project would include the design and construction of the well pump, pump house and necessary water line piping to connect the well to the City's water system. ASR Expansion Consulting Services Water CIP Fund $15,000 For siting studies and evaluation of additional ASR well development projects. Defective Meter Replacements (1 1/2 -Inch & Larger) Water Fund $40,000 This has been one of the long term projects for the Public Works Department. The large meter replacement program is for the systematic testing, repair, and /or replacement of all 1 '/2 -inch and larger water meters. Meters of this size have developed problems where actual water flows are inaccurately measured; most of the time, the volume of water is under - reported. The result is that water customers could be using more water than they are Capital Improvements - Page 255 .4611- =!!' Five Year Capital Improvement Plan being assessed. Testing and /or replacement of these water meters have proven to make financial sense in that the investment is recouped by the additional revenues received due to accurate meters. Defective Meter Replacements (Smaller Sizes) Water Fund $15,000 This has been another one of the long term projects for the Public Works Department and is similar to the program for 1 '/z -inch meter replacements. But this program is for the smaller meters. Meters of this size have also developed problems where actual water flows are inaccurately measured; most of the time, the volume of water is under - reported. The result is that water customers could be using more water than they are being assessed. Testing and or replacement of these water meters have proven to make financial sense in that the investment is recouped by the additional revenues received due to accurate meters. JWC Raw Water Pipeline Pre - design Water CIP Fund $82,503 This project will include a pipe connection between the Joint Water Commission (JWC) treatment plant and the headwork at Scoggins Dam. At present, water from Hagg Lake makes its way to the treatment plant via an open channel waterway and the Tualatin River. There are two problems with the existing system. First, the JWC treatment plant must submit a request to the Scoggins Dam control authority to release more water into the open channel system as the demand rises. But the treatment plant can only handle a certain volume of water at the intake; any extra water bypasses the plant and continues down the river. Therefore, there is a loss in efficiency. Second, it is estimated that 20% of the water from Scoggins Dam is lost to evaporation prior to reaching the treatment plant. This raw water pipeline will allow the JWC to control how much water is released from the dam into the pipe so that only the flow rate needed by the treatment plant will be released. In addition, the pipeline will eliminate the water loss due to evaporation and will provide more capacity to the JWC system. Menlor Reservoir Recirculation Water Fund $45,000 Menlor reservoir is developing a water quality issue in that, at certain times of the year, water does not circulate throughout the reservoir thus allowing chlorine residuals to diminish to below State standards. This project will install a small circulatory pump system that will address this problem. Meter Installations Water Fund $60,000 This on -going program ties in with the Water Service Installations program. When new water customers or existing customers who need an additional water service apply for a new service, Public Works staff install the service line and will set the new meter. Replace Well House #2 (Gaarde Site) Water Fund $35,000 The existing well house at Well #2 is approximately 40 years old and needs to be replaced and upgraded for security reasons. Sain Creek Tunnel Study: JWC Joint Project Water CIP Fund $21,500 The Tualatin Basin Water Supply Feasibility Study (WSFS) outlined a number of projects that could be constructed to increase the water supply capacity for cities in Washington County. The Sain Creek Tunnel project could be constructed in conjunction with the proposed Scoggins Dam raise at Henry Hagg Lake. The tunnel would be constructed from the Tualatin River to the mouth of Sain Creek at Hagg Lake, covering a distance of approximately three miles through the coast range. The tunnel would take water from the Tualatin River during the heavy winter 4 4.4 . Page 256 - City of Tigard Five Year Capital Improvement Plan rains and divert it to Hagg Lake. It is estimated that the tunnel will help fill Hagg Lake if the dam were raised, and would effectively increase the watershed by approximately two- thirds. This will help to reduce the number of years that the lake may not fill, thereby increasing the reliability of this source. Scoggins Dam/Tualatin Water Supply Water CIP Fund $389,490 Secure 550' Reservoir #1 Site Water SDC Fund $400,000 This reservoir is shown in the City's Water System Master Plan and will be located on the north side of Bull Mountain. These funds will be used to locate and secure a suitable site. Telemetry Upgrade Water Fund $262,500 The existing telemetry system is out of date and the software and hardware are no longer supported by the manufacturer or local representatives. The City has also experienced failures of controllers at various sites due to the aging of the overall system. Replacement of controllers can take up to three weeks, which is not adequate for the City's need to have continuous monitoring ability of the water system. The upgrade process will enable the City to have up to date technology that is more user friendly, and to explore modes of communication other than the phone line system currently used. Walnut Street (121st to Tiedeman) Relocate 12 -Inch Line Water Fund $116,000 This project is in conjunction with the Walnut Street improvements to be completed by Washington County and the City over the next two years. Due to grade and alignment issues the existing 12" water line needs to be upgraded. Water Line Replacement - Walnut (135th to 121st) Water Fund $264,000 Water SDC Fund $264,000 This project is in conjunction with the Walnut Street improvments to be jointly completed by Washington County and the City over the next two fiscal years. The "Water Distribution Hydraulic Study - May 2000" recommended that a new 24 -inch water line be completed between 121st Avenue and Barrows Road. In addition, a separate 16- inch water line is needed approximately between 132nd Avenue and Walnut Lane. The roadway improvement project makes it timely for the installation of these transmission water lines. The funding of the water improvements will be 50% from the Water Fund and 50% from the Water SDC Fund. Water Main Oversizing Water SDC Fund $50,000 During the course of the year, the City may find the need to upsize a planned pipeline through a new development, thus accomplishing an identified capital improvement as listed in the "Water Distribution System Hydraulic Study — May 2000." Water Main Replacements Water Fund $78,750 This on -going program is based on the needs identified in the "Water Distribution System Hydraulic Study — May 2000 ", and is for the routine replacement of leaking, damaged, and older water mains throughout the water system. In most cases, the existing mains have adequate capacity and will be replaced with the same diameter water mains. This program is also for the completion of loops in the system to maintain hydraulic efficiencies. Capital Improvements - Page 257 . Five Year Capital Improvement Plan Water Reservoir Seismic Upgrade Evaluation Water Fund $70,000 This is the beginning of an annual program that will review all of Tigard's water reservoirs for conformity to current seismic standards and recommend upgrades where needed. Water Service Installations Water Fund $10,000 This is another long term program for the department. Each year the City adds new customers to the system through individual building permits or additional water services. Customers apply for a new water service, and Public Works staff installs the service line and will set the meter. Water Site Security Upgrades Water Fund $50,000 This project will accomplish the water site security upgrades that were identified in the PW Vulnerability Assessment and Emergency Response Plan. The security upgrades will include improvements to such things as access, fencing, intrusion alarms, and monitoring. Total FY 2005 -06 Water System $5,499,243 FY 2006 -07 Projects 550' Zone Beaverton Connection Water Fund $84,000 Water SDC Fund $116,000 550' Zone Improvements: 10 MG Transfer Pump Station Upgrades Water CIP Fund $1,600,000 550' Zone Improvements: Reservoir #2 Construction Water CIP Fund $3,300,000 550' Zone Improvements: Reservoir #2 Supply Lines Water CIP Fund $500,000 Abandonment of Pump Station No.1 Water Fund $52, 500 ASR #4 (Production) Water CIP Fund $1,120,000 ASR #5 (Test) Water CIP Fund $95,000 ASR Expansion Consulting Services Water CIP Fund $25,000 Defective Meter Replacements (1 1/2 -Inch & Larger) Water Fund $40,000 4,1 Page 258 - City of Tigard Five Year Capital Improvement Plan Defective Meter Replacements (Smaller Sizes) Water Fund $15,000 Fire Hydrant Installations Water Fund $10,000 Meter Installations Water Fund $60,000 On -site Chlorine Generation at ASR #1 Water Fund $80,000 Scoggins Dam/Tualatin Water Supply Water CIP Fund $389,490 Walnut Street (121st to Tiedeman) Relocate 12 -Inch Line Water Fund $39,000 Water Main Oversizing Water SDC Fund $50,000 Water Main Replacements Water Fund $78,750 Water Service Installations Water Fund $10,000 Total FY 2006 -07 Water System $7,664,740 FY 2007 -08 Projects 150th Avenue 12" Improvments Water Fund $138,972 Water SDC Fund $40,579 550' Zone Beaverton Connection Water Fund $84,000 Water SDC Fund $116,000 550' Zone Improvements: 10 MG Transfer Pump Station Upgrades Water CIP Fund $401,000 550' Zone Improvements: 12 -inch Canterbury Loop Water CIP Fund $600,000 550' Zone Improvements: Canterbury Supply Lines Water CIP Fund $890,000 550' Zone Improvements: Reservoir #2 Construction Water CIP Fund $700,000 Capital Improvements - Page 259 At !J; Five Year Capital Improvement Plan 550' Zone Improvements: Reservoir #2 Supply Lines Water CIP Fund $138,400 ASR #5 (Production) Water CIP Fund $1,160,000 ASR #6 (Test) Water CIP Fund $98,000 ASR Expansion Consulting Services Water CIP Fund $25,000 Burnham Street - 16" Line Installation Water Fund $170,000 Water SDC Fund $170,000 Defective Meter Replacements (1 1/2 -Inch & Larger) Water Fund $40,000 Defective Meter Replacements (Smaller Sizes) Water Fund $15,000 Fire Hydrant Installations Water Fund $10,000 JWC Raw Water Pipeline Water CIP Fund $528,020 Meter Installations Water Fund $60,000 Scoggins Dam/Tualatin Water Supply Water CIP Fund $584,234 Water Main Oversizing Water SDC Fund $50, 000 Water Main Replacements Water Fund $78,750 Water Service Installations Water Fund $10,000 Total FY 2007 -08 Water System $6,107,955 FY 2008 -09 Projects 150th Avenue 12" Improvements Water Fund $138,972 Water SDC Fund $40,579 550' Zone Beaverton Connection Water Fund $84,000 Water SDC Fund $116,000 4 .11 Page 260 - City of Tigard Five Year Capital Improvement Plan 550' Zone Improvements: 12 -inch Canterbury Loop Water CIP Fund $118,200 550' Zone Improvements: Canterbury Supply Lines Water CIP Fund $187,300 ASR #6 (Production) Water CIP Fund $1,195,000 ASR Expansion Consulting Services Water CIP Fund $25,000 Burnham Street - 16" Line Installation Water Fund $60,000 Water SDC Fund $60,000 Defective Meter Replacements Water Fund $15,000 Defective Meter Replacements (1 1/2 inch & Larger) Water Fund $40,000 Fire Hydrant Installations Water Fund $10,000 JWC Raw Water Pipeline Water CIP Fund $1,402,553 Meter Installations Water Fund $60, 000 Scoggins Dam/Tualatin Water Supply Water CIP Fund $584,234 Water Main Oversizing Water SDC Fund $50,000 Water Main Replacements Water Fund $78,750 Water Service Installations Water Fund $10,000 Total FY 2008 -09 Water System $4,275,588 FY 2009 -10 Projects ASR Expansion Consulting Services Water CIP Fund $25,000 Defective Meter Replacements (1 1/2 -inch & Larger) Water Fund $40,000 Defective Meter Replacements (Smaller Sizes) Water Fund $15,000 Capital Improvements - Page 261 „AL 0. Five Year Capital Improvement Plan Fire Hydrant Installations Water Fund $10,000 JWC Raw Water Pipeline Water CIP Fund $2,970,112 Meter Installations Water Fund $60,000 Scoggins Dam/Tualatin Water Supply Water CIP Fund $584,234 Water Main Oversizing Water SDC Fund $50,000 Water Main Replacements Water Fund $78,750 Total FY 2009 -10 Water System $3,833,096 A „ix Page 262 - City of Tigard Five Year Capital Improvement Plan Unfunded Street System Program Projects The following unfunded projects are some of the major reconstruction and widening projects that are needed to accommodate the existing and future traffic on the City's arterials, collectors, and neighborhood routes: Street Major Reconstruction and Expansion Projects Category Project Unfunded Amount Collectors and Arterials Walnut Street — Tiedeman to 121st $1,600,000 121st Avenue — Gaarde to Walnut $1,800,000 121st Avenue — Walnut to North Dakota $2,000,000 Burnham Street — Main to Hall $2,000,000 Tiedeman Ave. — Greenburg to Tigard St. $900,000 Greenburg Road Construction (Shady Lane to Tiedeman Avenue) $3,700,000 Hall Blvd /Scoffins /Hunziker Intersection Realignment $1,800,000 Bull Mountain Road /Highway 99W Improvements $500,000 Greenburg Road /Highway 99W /Main Street Intersection Improvements* $2,000,000 Beef Bend Road /Highway 99W Improvements $400,000 72 "d Avenue - Hampton to Dartmouth $2,000,000 72 "d Avenue - Dartmouth to Highway 99W $2,500,000 68th Avenue /Dartmouth Signalization (Excluding Street Improvements) $200.000 Subtotal $21,400,000 Neighborhood Routes Fonner Street - Walnut to 115th Avenue $1,800,000 Tigard Street — Main to Tiedeman (south side) $1,000,000 79th Avenue — Gentle Woods Subdivision to Durham Road $1,500,000 98th Avenue — Greenburg Road to Pihas Court $250,000 Commercial Street (South side, Main St. to 95th Avenue) $450,000 North Dakota Street (Greenburg Road to 95th Avenue) $200,000 Subtotal $5,200,000 Total $26,600,000 *The current project in the Transportation System Plan calls for adding a dedicated left-turn lane on Greenburg Road, which requires widening of the intersection. The proposed Greenburg Road /Highway 99W Study in FY 2005 -06 will perform an alternative analysis to determine the best solution for this intersection. The project scope and estimated amount may change based on the results of this study. Capital Improvements - Page 263 .mil" " =Ji_ esooses CITY OF TIGARD Page 264 - City of Tigard DEBT SERVICE Debt Service 265 Debt Service Summary 266 General Obligation Bonds 267 Bancroft Improvement Bonds and Bond Anticipation Notes 268 Loans 269 Outstanding & Planned Debt Issues 270 Debt Service Schedules General Obligation Bond - Library 271 69th Avenue Local Improvement District 272 Dartmouth Local Improvement Bond - 1998 273 Dartmouth Local Improvement District - 2003 274 OECDD /Cook Park Expansion 275 AA A eta CITY OF TIGARD • Debt Service The City has three types of debt currently outstanding. They include general obligation bonds secured by the City's authority to levy property taxes, bancroft bonds secured by installment payment contracts with property owners, and a loan through the Oregon Economic Community Development Department (OECDD). This loan was secured by current and future park system development charges collected by the City. Also, the City has the authority to issue short term bond anticipation 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 is as follows: General Obligation Assessments Notes Loans Total FY 05 -06 $ 488,335 $ 387,549 $ 216,630 $ 1,092,514 FY 06 -07 505,836 405,056 222,820 1,133, 712 FY 07 -08 518,411 245,787 229,201 993,399 FY 08 -09 536,063 251,390 235,690 1,023,143 FY 09 -10 553,795 262,939 247,318 1,064,052 FY 10 -11 571,890 275,004 259,053 1,105,947 FY 11 -12 - 21 -22 8,886,210 1,262,136 270,925 10,419, 271 $ 12,060,540 $ 3,089,861 $ - $ 1,681,637 $ 16,832,038 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 calculation excludes debt related to assessments, therefore only outstanding general obligation debt is subject to the limitation. The limit for FY 2005 -06 will be $162,216,343 based upon the estimated market value of $5,809,229,433. Future Debt Limit The City will issue a $1.35 million bond anticipation note for construction of the 79t Avenue Local Improvement District (LID), if the LID is formed. The bond will be secured with installment payment contracts with property owners within the LID. 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 2005 -06. " Debt Service - Page 265 Ai- Debt Service Summary FY 2005 -06 Debt Service GENERAL OBLIGATION BONDS - Paid from property taxes Library Bond $972,563 $972,563 BANCROFT IMPROVEMENT BONDS - Paid primarily from special assessments 1998 Dartmouth Street LID $193,018 2002 69th Avenue LID 125,068 2003 Dartmouth Street LID 251,650 Additional Bond Calls 400,000 $969,736 OREGON ECONOMIC COMMUNITY DEVELOPMENT DEPARTMENT (OECDD) LOAN - Paid from system development charges Cook Park $282,876 $282, 876 TOTAL 2005 -06 DEBT SERVICE $2,225,175 Debt Service by Type Debt Per Capita Bancroft Improvement —, 46.07% $100 - $80 - $60 $40 O ECOD Loan $20 12.14% $0 , / FY 2001 -02 FY 2002 -03 FY 2003 -04 FY 2004 -05 FY 2005 -06 Gen Actual Actual Actual Revised Adopted Obligations 41.79% 4/ Aj. Page 266 - City of Tigard III General Obligation Bonds Projected Annual Debt Service General Obligation Bonds 1,000,000 - -- - - ® -G o -O- ® - 900,000 800,000 700,000 600,000 m cn CD 500,000 - 400,000 - — — 300,000- ; — 200,000- , — - - 100,000 - p 2006 2008 2010 2012 2014 2016 2018 2020 2022 Fiscal Year a Interest 0 Principal FY 2005 -06 debt service on the outstanding General Obligation Bonds is as follows: General Obligation Bonds Date Interest Principal Total 2002 Issue - Library Building 12/01/05 $484,228 $488,335 $972,563 Total General Obligation Bond Debt Service $484,228 $488,335 $972,563 Debt Service - Page 267 Al Bancroft Improvement Bonds and Bond Anticipation Notes Projected Annual Debt Service Bancroft Improvement Bonds 700.000 600.000 500,000 U a 400,000 m 0 300,000 c [7 200,000 100,000 0 ,r 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Fiscal Year • Principal ❑ Interest FY 2005 -06 debt service on outstanding Bancroft Bonds is scheduled as follows: Bancroft Bonds Interest Date Principal Total 1998 - Dartmouth Street $13,608 09/01/05 $82,901 $96,509 11,788 03/01/05 84,721 96,509 2003 - Dartmouth Street $35,690 11/15/05 $90,135 $125,825 33,933 05/15/06 91,892 125,825 2002 - 69th Ave LID $43,919 01/01/06 $18,500 $62,419 43,249 07/01/06 19,400 62,649 Additional Bond Calls as Needed $0 $400,000 $400,000 Total Bonds $182,187 $787,549 $969,736 Total Bancroft Debt Service $182,187 $787,549 $969,736 Page 268 - City of Tigard Loans Projected Annual Debt Service Oregon Economic Community Development Department (OECDD) Loan - Cook Park 300,000 i" 250,000 200,000 -` a) U a) rn 150,000 -; 0 m c c Q 100,000 F t 50,000-1 f I 0 f 2006 2007 2008 2009 2010 2011 2012 Fiscal Year ❑ Interest ■ Principal FY 2005 -06 debt service on the outstanding OECDD Loan is as follows: OECDD Loan Date Interest Principal Total Cook Park 01/01/06 $66,246 $216,630 $282,876 Total OECDD Loan Debt Service $66,246 $216,630 $282,876 • " D ebt Service - Page 269 . 4!; Outstanding & Planned 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 $12,060,540 12/01/22 Property Taxes TOTAL GENERAL OBLIGATION BONDS OUTSTANDING $12,060,540 SPECIAL ASSESSMENT BONDS Dartmouth Street Local Improvement District Special Series 1998 $1,565,576 4.39% 11/30/98 $348,025 09/01/07 Assessments 69th Avenue Local Improvement District Special Series 2002 $1,307,969 7.25% 06/27/02 $911,569 01/01/20 Assessments Dartmouth Street Local Improvement District Special Series 2003 $1,947,678 3.90% 12/04/03 $1,830,267 11/15/13 Assessments TOTAL SPECIAL ASSESSMENT BONDS $3,089,861 OTHER DEBT Loans Outstanding Oregon Economic Community Parks System Development Dept. Development Cook Park $2,290,248 3.0% -4.35% 01/23/02 $1,681,637 01/01/12 Charges Bond Anticipation Note Planned Refinance - 79th Avenue Local Improvement District $1,350,000 TBD TBD $0 TBD Bond /Note TOTAL OTHER DEBTS OUTSTANDING $1,681,637 GRAND TOTAL - CITY OF TIGARD DEBT OUTSTANDING $16,832,038 "', i, Page 270 - City of Tigard III Debt Service Schedule General Obligation Bond - Library General Obligation Bond Tigard Public Library 2002 Annual Debt Service Schedule The Tigard Public Library general obligation bond was authorized by esters 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 July 1, 2005: $12,060,540 Interest Total Debt Payment Due Rate Principal Due Interest Due Service 12/1/2005 3.00% $488,335 $484,228 $972,563 12/1/2006 3.00% 505,836 469,578 975,414 12/1/2007 3.00% 518,411 454,403 972,814 12/1/2008 3.00% 536,063 438,850 974,913 12/1/2009 3.30% 553,795 422,768 976,563 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 $12,060,540 $5,477,238 $17,537,778 - Debt Service - Page 271 .41- iL Debt Service Schedule 69th Avenue Local Improvement District Bancroft Bond 69th Avenue Local Improvement District 2002 Annual Debt Service Schedule 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 repayment 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, 2005: $911,569 Interest Total Debt Payment Due Rate Principal Due Interest Due Service 1/1/2006 7.25% $18,500 $43,919 $62,419 7/1/2006 7.25% 19,400 43,249 62,649 1/1/2007 7.25% 20, 621 00 41 000 42, 546 62, 7/1 546 /2007 7.25% 20,8,821 62, 1/1/2008 7.25% 21,500 41,067 62, 7/1/2008 7 567 .25% 22, 300 40, 287 62 587 , 1/1/2009 7.25% 23,100 39,479 62,579 7/1/2009 7.25% 2 3, 9 00 38,641 62,541 1/1/2010 7.25% 24 , 8 00 37,775 62,575 7/1/2010 7.25% 25,700 36,876 62,576 1/1/2011 7.25% 2 35,944 62,544 7/1/2011 7.25% 27 , 6 00 34, 980 62,580 1/1/2012 7.25% 28,600 33,980 62,580 7/1/2012 7.25% 29,600 32,943 62,543 1/1/2013 7.25% 30,700 31,870 62,570 7/1/2013 7.25% 31,800 30,757 62,557 1/1/2014 7.25% 33,000 29,604 62,604 7/1/2014 7.25% 34,100 28,408 62,508 1/1/2015 7.25% 35,400 27,172 62,572 7/1/2015 7. 36,700 25,889 62,589 1/1/2016 7.25% 38,000 24,558 62,558 7/ 1 /2016 7 39,400 23,181 62,581 1/1/2017 7.2 5% 40,800 21,753 62,553 7/1/2017 7.25% 42, 300 20,274 62,574 1/1/2018 7.25% 43,800 18,740 62,540 7/1/2018 7.25% 45,400 17,152 62,552 1/1/2019 7.25% 47,100 15,507 62,607 7/1/2019 7.25% 48,700 13,799 62,499 1/1/2020 7.25% 31,969 1,159 33,128 Total $911,569 $873,328 $1,784,897 4 4 AA. 4 p_. Page 272 - City of Tigard ID Debt Service Schedule Dartmouth Local Improvement Bond - 1998 Bancroft Bond Dartmouth Local Improvement District 1998 Annual Debt Service Schedule The Dartmouth Local Improvement District (LID) was finalized in 1998. This Bancroft Bond was issued to retire the majority of the interim financing used for construction of the LID. The source of revenue for repayment of the bonds are payments on installment contracts executed by benefited property owners. LID assessments are secured by liens on the benefited property. A second bond dated in 2003 was issued to finance the balance of the LID costs challenged by two property owners. That challenge was decided in the City's fawr in 2003. Amount Issued: $1,565,576 Issue Date: 11/30/1998 Original Issue True Interest Rate (TIC): 4.390% Principal Outstanding as of July 1, 2005: $348,025 Interest Total Debt Payment Due Rate Principal Due Interest Due Service 9/1/2005 4.39% $82,901 $13,608 $96,509 3/1/2006 4.39% 84,721 11,788 96,509 9/1/2006 4.39% 86,580 9,929 96,509 3/1/2007 4.39% 88,481 8,028 96,509 9/1/2007 4.39% 5,342 235 5,577 Total $348,025 $43,587 $391,612 Debt Service - Page 273 "!!'. Debt Service Schedule Dartmouth Local Improvement District - 2003 Bancroft Bond Dartmouth Local Improvement District 2003 Annual Debt Service Schedule 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 installment contracts executed by benefited property owners. LID assessments are secured by liens on the benefited property. Amount Issued: $1,947,678 Issue Date: 12/3/2003 Original Issue True Interest Rate (TIC): 3.900% Principal Outstanding as ofJuly 1, 2005: $1,830,267 Interest Total Debt Payment Due Rate Principal Due Interest Due Service 11/15/2005 3.90% $90,135 $35,690 $125,825 05/15/2006 3.90% 91,892 33,933 125,825 11/15/2006 3.90% 93,684 32,141 125,825 05/15/2007 3.90% 95,511 30,314 125,825 11/15/2007 3.90% 97,373 28,451 125,824 05/15/2008 3.90% 99,272 26,553 125,825 11/15/2008 3.90% 101,208 24,617 125,825 05/15/2009 3.90% 103,182 22,643 125,825 11/15/2009 3.90% 105,194 20,631 125,825 05/15/2010 3.90% 107,245 18,580 125,825 11/15/2010 3.90% 109,336 16,489 125,825 05/15/2011 3.90% 111,468 14,357 125,825 11/15/2011 3.90% 113,642 12,183 125,825 05/15/2012 3.90% 115,858 9,967 125,825 11/15/2012 3.90% 118,117 7,708 125,825 05/15/2013 3.90% 120,420 5,404 125,824 11/15/2013 3.90% 156,730 3,056 159,786 Total $1,830,267 $342,717 $2,172,984 41k, ,, Page 274 - City of Tigard II Debt Service Schedule OECDD /Cook Park Expansion Oregon Economic Community Development Department Loan Cook Park Expansion 2002 Annual Debt Service Schedule This loan through the Oregon Economic Community Development Department (OECDD) 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 July 1, 2005: $1,681,637 Interest Total Debt Payment Due Rate Principal Due Interest Due Service 1/1/2006 3.25% $216,630 $66,246 $282,876 1/1/2007 3.65% 222,820 59,205 282,025 1/1/2008 3.80% 229,201 51,072 280,273 1/1/2009 4.00% 235,690 42,363 278,053 1/1/2010 4.10% 247,318 32,935 280,253 1/1/2011 4.25% 259,053 22,795 281,848 1/1/2012 4.35% 270,925 11,785 282,710 Total $1,681,637 $286,401 $1,968,038 41 Debt Service - Page 275 A- ./P 441V14 1 1 41111 I 000 MAMMA CITY OF TIGARD �,,` Page 276 - City of Tigard FUND SUMMARIES General Funds General Fund 277 Enterprise Funds Sanitary Sewer Fund 280 Storm Sewer Fund 282 Water Fund 284 Water CIP Fund 286 Water Quality /Quanity Fund 288 Water SDC Fund 289 Special Revenue Funds Building Fund 291 Criminal Forfeiture Fund 293 Electrical Inspection Fund 294 Gas Tax Fund 295 Insurance Fund 297 Parks SDC Fund 298 Street Maintenance Fund 299 Traffic Impact Fee Fund 300 Underground Utility Fund 302 Urban Services Fund 303 Urban Services Traffic Impact Fee Fund 305 Capital Projects Funds 79th Avenue LID Fund 307 Facility Fund 308 Parks Capital Fund 310 Wall Street LID Fund 312 FUND SUMMARIES (CONT.) Internal Services Funds Central Services Fund 313 Fleet/Property Management Fund 315 Debt Service Funds Bancroft Debt Services Fund 317 General Obligation Debt Service Fund 319 Historical Funds 69th Ave. LID Fund 320 County Gas Tax Fund 321 Dartmouth LID /CIP Fund 322 Metro Greenspaces Fund 323 Park Levy Improvement Fund 324 Tree Replacement Fund 325 4D General Fund #100 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 RESOURCES 300000 Beginning Fund Balance $7,795,072 $7,937,112 $7,751,279 $8,671,679 $8,671,679 $8,671,679 Revenue 400000 Current Property Taxes $8,748,447 $9,005,704 $9,223,805 $9,407,474 $9,407,474 $9,407,474 401000 Prior Year Taxes 176,924 162,893 175,000 175,000 175,000 175,000 Total Property Taxes $8,925,371 $9,168,597 $9,398,805 $9,582,474 $9,582,474 $9,582,474 404000 Federal Grants $104,451 $60,460 $ 237,485 $404,345 $404,345 $404,345 404002 Federal Local Law Block Grant 0 0 0 0 0 0 414000 State Grants 28,802 10,896 12,250 11,311 11,311 11,311 410000 Cigarette tax 85,121 82,378 87,462 81,115 81,115 81,115 411000 Liquor tax 389,149 404,754 409,690 409,675 409,675 409,675 412000 State revenue sharing 260,645 288,414 246,124 288,659 288,659 288,659 415000 911 emergency tax 187,620 165,444 241,211 194,628 194,628 194,628 416000 Intergovernmental Revenue 0 0 58,100 74,300 74,300 74,300 420000 Hotel /motel tax 293,070 263,016 301,395 310,497 310,497 310,497 422000 County - WCCLS 1,238,816 1,092,520 1,079,377 1,100,965 1,100,965 1,100,965 Total Other Agencies $2,587,674 $2,367,882 $2,673,094 $2,875,495 $2,875,495 $2,875,495 430000 Business Tax $252,768 $244,635 $250,315 $246,825 $246,825 $246,825 433010 Eroison Control Plan Check Fees 0 195 500 250 250 250 433060 CDC Review Fees 8,475 11,821 9,000 12,000 12,000 12,000 433070 Address Fees 11,760 9,690 9,180 15,000 15,000 15,000 434000 Alarm Permits 41,122 41,087 44,362 42,000 42,000 42,000 435000 Liquor Permit Fees 2,750 2,725 2,500 2,750 2,750 2,750 436000 Engr. Public Improvements 132,983 106,447 79,152 98,500 178,500 178,500 437000 Sign Permit Fees 6,565 6,660 7,600 8,000 8,000 8,000 438000 Land Use Planning Application 249,221 290,670 220,000 265,000 265,000 265,000 438050 Long Range Planning Surcharge 0 0 0 33,760 33,760 33,760 439000 Reimbursement Application Fee 0 0 0 0 0 0 440000 Lien Search Fees 102,569 87,140 85,000 65,000 65,000 65,000 451000 Misc. Fees & Charges 255,062 347,405 42,850 90,000 90,000 90,000 451004 Library Copier Receipts 2,621 2,613 3,060 2,310 2,310 2,310 452000 Park Reservations 22,836 46,429 45,750 42,500 42,500 42,500 457050 Library Miscellaneous Income 5,255 4,646 7,500 7,800 7,800 7,800 Total Fees & Charges $1,093,987 $1,202,163 $806,769 $931,695 $1,011,695 $1,011,695 455010 Fines & Forfeitures - Traffic $410,634 $518,301 $510,840 $557,015 $557,015 $557,015 457000 Library Fines 57,784 63,383 62,000 63,812 63,812 63,812 458000 Civic Infractions 12,545 32,101 20,000 30,000 30,000 30,000 Total Fines $480,963 $613,785 $592,840 $650,827 $650,827 $650,827 459000 Franchise Application Fees $4,000 $0 $0 $0 $0 $0 460000 Franchise Fees - Electric 1,360,266 1,262,718 1,287,924 1,325,470 1,325,470 1,325,470 461000 Franchise Fees -Gas 386,921 345,212 586,380 619,450 619,450 619,450 462000 Franchise Fees - Telephone 322,742 331,671 322,750 341,875 341,875 341,875 463000 Franchise Fees - Garbage 227,195 234,274 224,429 242,364 242,364 242,364 465000 Franchise Fees -Cable TV 266,757 257,449 272,244 293,250 293,250 293,250 Total Franchise Fees $2,567,881 $2,431,324 $2,693,727 $2,822,409 $2,822,409 $2,822,409 470000 Interest Earnings $218,321 $131,416 $155,000 $185,000 $185,000 $185,000 471000 Interest Earned from Others 7,223 4,978 10,000 7,500 7,500 7,500 472000 Rental Income 7,466 12,813 7,500 11,500 11,500 11,500 Total Interest & Rentals $233,010 $149,207 $172,500 $204,000 $204,000 $204,000 Fund Summaries - Page 277 Aa- 1 _ General Fund #100 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 RESOURCES 446015 Bad Debt Expense ($182) $0 $0 $0 $0 $0 477000 Donations /Gifts 0 0 10,000 0 0 0 478000 Other Revenue 5,236 2,584 33,200 0 0 0 479000 Recovered expenditures 25,419 32,122 25,000 25,000 25,000 25,000 479005 Bad Debt Recovered Expenditures 0 0 0 0 0 0 Total Other Revenue $30,473 $34,706 $68,200 $25,000 $25,000 $25,000 Total Revenue $15,919,359 $15,967,664 $16,405,935 $17,091,900 $17,171,900 $17,171,900 Transfer in from other funds Building Fund $66,889 $60,424 $64,503 $107,461 $107,207 $107,207 Criminal Forfeiture Fund 3,471 44,612 50,000 50,000 50,000 50,000 Electrical Inspection Fund 17,448 15,761 16,826 18,408 18,364 18,364 Facility Fund 0 0 24,002 26,000 26,000 26,000 Gas Tax Fund 939,704 938,273 1,083,085 1,081,602 1,080,007 1,080,007 Sanitary Sewer Fund 117,581 105,220 149,055 216,448 215,934 215,934 Storm Sewer Fund 246,453 218,796 122,593 86,260 86,126 86,126 Street Maintenance Fee Fund 0 0 20,800 20,800 20,800 20,800 Traffic Impact Fee Fund 81,715 70,369 82,206 134,372 133,977 133,977 Traffic Impact Fee U.S. Fund 36,008 31,008 35,408 24,907 24,834 24,834 Urban Services Fund 131,888 117,877 129,017 260,704 260,156 260,156 Water Fund 309,513 294,009 366,963 357,942 357,538 357,538 Water Fund - Loan 0 0 0 295,945 295,945 295,945 Water Quality/Quantity Fund 887 859 856 346 345 345 Total transfer in from other funds $1,951,557 $1,897,208 $2,145,314 $2,681,195 $2,677,233 $2,677,233 TOTAL RESOURCES $25,665,989 $25,801,984 $26,302,528 $28,444,775 $28,520,812 $28,520,812 REQUIREMENTS Program Expenditures Community Services $8,692,327 $9,014,200 $11,064,005 $12,218,688 $11,969,249 $11,969,249 Public Works 2,236,753 2,104,617 2,446,197 2,632,492 2,629,088 2,629,088 Development Services 2,246,459 2,228,781 2,554,196 2,949,659 2,941,422 2,941,422 Policy and Administration 279,754 297, 624 344,706 344,656 343,085 343,085 Total Expenditures $13,455,293 $13,645,222 $16,409,104 $18,145,495 $17,882,844 $17,882,844 Debt Service $0 $0 $0 $0 $0 $0 Capital Improvements $13,858 $0 $0 $0 $0 $0 Transfer out to other funds Building Fund $47,957 $64,008 $30,238 $36,573 $36,490 $36,490 Central Services Fund 2,400,332 2,462,591 2,390,795 2,787,622 2,778,005 2,778,005 Central Services Reserve for Fin.Systi 125,000 300,000 300,000 0 0 0 Facilities Fund 715,746 450,000 260,000 0 0 0 Fleet/Property Management Fund 572,830 467,332 777,022 858,227 859,867 859,867 Gas Tax Fund 397,861 0 0 0 0 0 Parks Capital Fund 0 0 0 769,670 769,670 769,670 Water Fund 0 0 0 63,701 63,701 63,701 Total transfer out to other funds $4,259,726 $3,743,931 $3, 758, 055 $4,515,792 $4,507,732 $4,507,732 . l'i_ Page 278 - City of Tigard General Fund #100 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 REQUIREMENTS Contingency General Contingency $0 $0 $247,479 $1,000,000 $1,000,000 $1,000,000 Total Contingency $0 $0 $247,479 $1,000,000 $1,000,000 $1,000,000 Total Budget $17,728,876 $17,389,153 $20,414,638 $23,661,287 $23,390,575 $23,390,575 Ending Fund Balance Undesignated Fund Balance $7,937,113 $8,412,831 $5,887,890 $4,783,488 $5,130,237 $5,130,237 Reserves for Future Requirements 0 0 0 0 0 0 Total Ending Fund Balance $7,937,113 $8,412,831 $5,887,890 $4,783,488 $5,130,237 $5,130,237 TOTAL REQUIREMENTS $25,665,989 $25,801,984 $26,302,528 $28,444,775 $28,520,812 $28,520,812 The General Fund is used to account for all revenues and expenditures of a general nature not required to be recorded in another fund. Revenue is received from property taxes, fees and charges for services, franchise fees, and revenue from other agencies. Property taxes make up the largest single source of General Fund revenue. Other agency revenues include such revenues as Hotel /Motel Tax, and the WCCLS Library levy distribution, and state revenue sharing monies, e.g.: liquor taxes, 911 telephone taxes, and other shared state revenues. Franchise fees include fees for the use of public rights -of -way paid by public utilities as a percentage of the utility's gross proceeds collected in the City. Current fund revenues are projected to increase by 4.7% in FY 2005 -06. This is primarily due to projected increases in franchise fees, fines and forfeitures, and various fees and charges, federal grants, and state shared revenues. The WCCLS Library levy distribution anticipated funds level is $1,100,965. Property tax revenues are expected to increase by over $180,000 in FY 2005 -06 due to the allowable 3% increase in assessed valuation and new construction. Total program expenditures show an increase of 14.6% from FY 2004 -05. This increase is primarily due to significant new initiatives such as economic development, downtown revitalization, and public safety. Additional staffing and related support has been increased in these areas. 41 ‘ Fund Summaries - Page 279 ,A61 -!!_ Sanitary Sewer Fund #500 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 RESOURCES 300000 Beginning Fund Balance $8,123,353 $9,262,579 $8,655,000 $8,569,263 $8,569,263 $8,569,263 Revenue 418000 Interagency Revenue $0 $0 $10,000 $0 $0 $0 Total Other Agencies $0 $0 $10,000 $0 $0 $0 443000 Sewer Connection Fees $200,516 $182,832 $195,800 $166,370 $166,370 $166,370 446020 Sewer Service Charges 1,729,894 1,556,370 2,189,825 1,808,587 1,808,587 1,808,587 451000 Misc. Fees & Charges 12 4,314 0 0 0 0 479010 Reimbursement District Revenue 141,586 65,864 25,000 100,000 100,000 100,000 Total Fees & Charges $2,072,008 $1,809,380 $2,410,625 $2,074,957 $2,074,957 $2,074,957 470000 Interest Earnings $223,690 $148,969 $177,700 $188,000 $188,000 $188,000 Total interest & Rentals $223,690 $148,969 $177,700 $188,000 $188,000 $188,000 446015 Bad Debt Expense ($6,812) ($348) ($3,500) ($5,000) ($5,000) ($5,000) 478000 Other Revenue 10 0 0 0 0 0 479000 Recovered expenditures (300) 5,302 0 0 0 0 Total Other Revenue ($7,102) $4,954 ($3,500) ($5,000) ($5,000) ($5,000) Total Revenue $2,288,596 $1,963,303 $2,594,825 $2,257,957 $2,257,957 $2,257,957 Transfer in from other funds Total transfer in from other funds $0 $0 $0 $0 $0 $0 TOTAL RESOURCES $10,411,949 $11,225,882 $11,249,825 $10,827,220 $10,827,220 $10,827,220 REQUIREMENTS Program Expenditures Public Works $404,923 $471,733 $983,258 $901,944 $899,832 $899,832 Total Expenditures $404,923 $471,733 $983,258 $901,944 $899,832 $899,832 Debt Service $0 $0 $0 $0 $0 $0 Capital Improvements $481,852 $1,262,264 $2,690,000 $2,990,000 $2,990,000 $2,990,000 Transfer out to other funds Central Services Fund $118,914 $115,040 $168,853 $184,251 $184,540 $184,540 Facilities Fund 0 11,948 0 135,000 135,000 135,000 Fleet/Property Management Fund 26,100 25,479 35,558 38,920 38,742 38,742 General Fund 117,581 105,220 149,055 216,448 215,934 215,934 Total transfer out to other funds $262,595 $257,687 $353,466 $574,619 $574,216 $574,216 Contingency General Contingency $0 $0 $491,708 $579,000 $579,000 $579,000 Designated Contingency 0 0 100,000 100,000 100,000 100,000 Total Contingency $0 $0 $591,708 $679,000 $679,000 $679,000 Total Budget $1,149,370 $1,991,684 $4,618,432 $5,145,563 $5,143,048 $5,143,048 Ending Fund Balance Undesignated Fund Balance $9,262,579 $9,234,198 $6,631,393 $5,681,657 $5,684,172 $5,684,172 Total Ending Fund Balance $9,262,579 $9,234,198 $6,631,393 $5,681,657 $5,684,172 $5,684,172 TOTAL REQUIREMENTS $10,411,949 $11,225,882 $11,249,825 $10,827,220 $10,827,220 $10,827,220 l i k AL Page 280 - City of Tigard 0 Sanitary Sewer Fund #500 Clean Water Services (CWS) is a special district within Washington County that provides sanitary and storm sewer. CWS contracts with the City to bill and collect CWS sewer charges within a defined service area. In addition, the City maintains sanitary sewer lines within this service area on behalf of CWS. However, the City and CWS signed an updated agreement regarding sanitary and storm maintenance responsibilities in the spring of 2003. Sewer connection fees are charged to developers upon connection to the sewer system. CWS sets the amount of the connection fee each year. The City keeps 20% of each fee and sends the remaining 80% to CWS each month. CWS also sets the monthly sewer service charges. The City retains 18.57% of the non - revenue bond portion of the total monthly per unit charge collected. CWS sewer service charge is based upon water consumption during the previous winter average period. CWS has indicated that the sewer charge will increase by 3.5% effective July 1, 2005. An expansion of the service area was to take place in January 2005 that was part of a proposal with CWS. However, this did not occur and the area served by City crews will essentially remain the same. As part of the agreement, the City was to retain the service revenues generated in the area. Since the expansion did not take place, the estimated revenues for FY 2005 -06 show a significant reduction. Total program expenditures also show a reduction from FY 2004 -05. This is also due to the service area not expanding as expected. The budget does include the replacement of a video inspection truck which is a sizable capital investment. Capital improvements include funds for the Citywide Sanitary Sewer Extension Program, performance of sewer pipe major maintenance and rehabilitation, a new Sanitary Sewer Master Plan, and other site specific projects. 41164, Fund Summaries - Page 281 Ai- AI Storm Sewer Fund #510 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 RESOURCES 300000 Beginning Fund Balance $796,626 $974,578 $804,195 $1,036,459 $1,073,959 $1,073,959 Revenue 418000 Interagency Revenue $0 $0 $10,000 $0 $0 $0 Total Other Agencies $0 $0 $10,000 $0 $0 $0 447000 Storm Service Charge $1,207,042 $1,122,767 $1,564,956 $1,100,000 $1,100,000 $1,100,000 451000 Misc. Fees & Charges 0 4,438 0 0 0 0 Total Fees & Charges $1,207,042 $1,127,205 $1,564,956 $1,100,000 $1,100,000 $1,100,000 470000 Interest Earnings $19,151 $13,859 $15,200 $17,500 $17,500 $17,500 Total Interest & Rentals $19,151 $13,859 $15,200 $17,500 $17,500 $17,500 446015 Bad Debt Expense ($2,150) ($2,404) ($3,000) ($3,000) ($3,000) ($3,000) 478000 Other Revenue 1 0 0 0 0 0 479000 Recovered expenditures 35 0 0 0 0 0 Total Other Revenue ($2,114) ($2,404) ($3,000) ($3,000) ($3,000) ($3,000) Total Revenue $1,224,079 $1,138,660 $1,587,156 $1,114,500 $1,114,500 $1,114,500 Transfer in from other funds Total transfer in from other funds $0 $0 $0 $0 $0 $0 TOTAL RESOURCES $2,020,705 $2,113,238 $2,391,351 $2,150,959 $2,188,459 $2,188,459 REQUIREMENTS Program Expenditures Public Works $492,493 $524,814 $1,192,984 $878,897 $877,367 $877,367 Total Expenditures $492,493 $524,814 $1,192,984 $878,897 $877,367 $877,367 Debt Service $0 $0 $0 $0 $0 $0 Capital Improvements $34,583 $121,795 $284,500 $589,000 $674,000 $674,000 Transfer out to other funds Central Services Fund $211,850 $129,140 $188,802 $140,944 $141,278 $141,278 Facilities Fund 0 12,776 0 145,000 145,000 145,000 Fleet/Property Management Fund 60,748 33,290 39,270 39,589 39,503 39,503 General Fund 246,453 218,796 122,593 86,260 86,126 86,126 Total transfer out to other funds $519,051 $394,002 $ 350,665 $411,793 $411,908 $411,908 Contingency General Contingency $0 $0 $154,604 $100,000 $100,000 $100,000 Designated Contingency 0 0 100,000 50,000 50,000 50,000 Total Contingency $0 $0 $254,604 $150,000 $150,000 $150,000 Total Budget $1,046,127 $1,040,611 $2,082,753 $2,029,690 $2,113,275 $2,113,275 Ending Fund Balance Undesignated Fund Balance $974,578 $1,072,627 $308,598 $121,269 $75,184 $75,184 Total Ending Fund Balance $974,578 $1,072,627 $308,598 $121,269 $75,184 $75,184 TOTAL REQUIREMENTS $2,020,705 $2,113,238 $2,391,351 $2,150,959 $2,188,459 $2,188,459 ,," /i Page 282 - City of Tigard III Storm Sewer Fund #510 Clean Water Services (CWS) is a special district within Washington County that provides sanitary and storm sewer treatment. CWS contracts with the City to bill and collect the storm water charge within a defined service area and to provide storm water system maintenance within this area. Funds are used for the operation, maintenance, and repair of storm sewer facilities. In return for services provided by the City to CWS, the City shares in the revenue collected for the monthly charges. The City keeps $3.00 of the $4.00 monthly storm water charge and sends the balance to CWS. No increase in the monthly fee is anticipated in FY 2005 -06. Fund revenues are showing a substantial decrease from FY 2004 -05 due to the decision not to expand the service area as initially proposed by CWS. The expansion was scheduled to take place in January 2005 and the revenue estimates for FY 2004 -05 assumed the expansion would take place. The significant decrease in program expenditures from the FY 2004 -05 budget also relates to the decision not to expand the service area. The FY 2004 -05 budget included additional staffing and related costs for the anticipated expansion " =!J_ Fund Summaries - Page 283 .4,1 Water Fund #530 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 RESOURCES 300000 Beginning Fund Balance $5,637,734 $6,529,718 $6,374,500 $7,204,703 $7,204,703 $7,204,703 Revenue 401000 Prior Year Taxes $59 $74 $0 $0 $0 $0 Total Property Taxes $59 $74 $0 $0 $0 $0 446010 Metered Water Sales $5,937,918 $6,093,313 $6,000,000 $6,735,692 $6,735,692 $6,735,692 446011 Other Water Sales 18,877 44,785 15,000 35,000 35,000 35,000 446013 Meter Installation Fees 103,801 121,700 110,000 130,075 130,075 130,075 446014 Credit Leaks /Misreads PY (34,698) (17,271) (12,000) (15,000) (15,000) (15,000) 447000 Developer Deposits 697 0 0 0 0 0 447001 Developer's Fees 96,420 20,398 50,000 80,000 0 0 447002 Engineering Fees 20,534 4,079 10,000 16,000 16,000 16,000 447005 Fire Service Reimbursement 12,942 5,600 4,200 5,600 5,600 5,600 448000 SDC Reimbursement 193,845 250,955 217,804 261,491 261,491 261,491 451000 Misc. Fees & Charges 14,250 14,267 12,000 12,000 12,000 12,000 Total Fees & Charges $6,364,586 $6,537,826 $6,407,004 $7,260,858 $7,180,858 $7,180,858 470000 Interest Earnings $154,131 $105,974 $122,580 $185,000 $185,000 $185,000 472000 Rental Income 21,276 28,693 30,000 27,500 27,500 27,500 Total Interest & Rentals $175,407 $134,667 $152,580 $212,500 $212,500 $212,500 446015 Bad Debt Expense ($11,069) ($10,304) ($10,000) ($12,000) ($12,000) ($12,000) 478000 Other Revenue 4,670 1,208 2,000 1,500 1,500 1,500 478001 Penalties for Non - Payment 28,850 21,300 24,000 22,000 22,000 22,000 478002 Retumed Check Fee 1,955 1,760 1,500 1,500 1,500 1,500 479000 Recovered expenditures 35,166 (24) 2,500 1,000 1,000 1,000 479005 Bad Debt Recovered Expenditures (17) 0 0 0 0 0 Total Other Revenue $59,555 $13,940 $20,000 $14,000 $14,000 $14,000 Total Revenue $6,599,607 $6,686,507 $6,579,584 $7,537,358 $7,457,358 $7,457,358 Transfer in from other funds General Fund $0 $0 $0 $63,701 $63,701 $63,701 Total transfer in from other funds $0 $0 $0 $63,701 $63,701 $63,701 TOTAL. RESOURCES $12,237,341 $13,216,225 $12,954,084 $14,805,762 $14,725,762 $14,725,762 REQUIREMENTS Program Expenditures Public Works $4,126,506 $4,458,056 $5,259,589 $5,254,225 $5,250,315 $5,250,315 Total Expenditures $4,126,506 $4,458,056 $5,259,589 $5,254,225 $5,250,315 $5,250,315 Debt Service $0 $0 $0 $0 $0 $0 Capital Improvements $433,863 $298,073 $1,206,750 $1,130,250 $1,130,250 $1,130,250 Transfer out to other funds Central Services Fund $778,043 $699,890 $737,235 $766,967 $769,283 $769,283 Facilities Fund 0 28,026 155,000 220,000 220,000 220,000 Fleet/Property Management Fund 59,698 67,190 90,619 96,732 96,584 96,584 General Fund 309,513 294,009 366,963 357,942 357,538 357,538 General Fund Loan 0 0 0 295,945 295,945 295,945 Water CIP Fund 0 0 284,800 5,600,000 5,600,000 5,600,000 Total transfer out to other funds $1,147,254 $1,089,115 $1,634,617 $7,337,586 $7,339,350 $7,339,350 „ Ak i'? Page 284 - City of Tigard II Water Fund #530 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 REQUIREMENTS Contingency General Contingency $0 $0 $1,182,242 $1,000,000 $1,000,000 $1,000,000 Designated Contingency 0 0 100,000 0 0 0 Total Contingency $0 $0 $1,282,242 $1,000,000 $1,000,000 $1,000,000 Total Budget $5,707,622 $5,845,244 $9,383,198 $14,722,061 $14,719,915 $14,719,915 Ending Fund Balance Undesignated Fund Balance $6,529,719 $7,370,981 $3,570,886 $83,701 $5,847 $5,847 Total Ending Fund Balance $6,529,719 $7,370,981 $3,570,886 $83,701 $5,847 $5,847 TOTAL REQUIREMENTS $12,237,341 $13,216,225 $12,954,084 $14,805,762 $14,725,762 $14,725,762 The City of Tigard manages the operation of the Tigard water system through an intergovernmental agreement with the cities of King City and Durham, and the Tigard Water District. This fund is the primary operating fund of the water system and accounts for all costs related to the water operation. The fund also accounts for ongoing maintenance projects and routine capital improvement projects. Overall, fund revenues are anticipated to increase from the FY 2004 -05 budget due to a planned rate increase and growth in the customer base. Water sales income is based on water supply projections and estimated growth in the customer base of the system. The budget assumes a rate increase of approximately 7% in October 2005. Developer revenues are charges assessed to developers of property and cover engineering expenses connected with the development and overall cost of the system. Miscellaneous revenues consist of a variety of smaller revenue sources. The largest single item in this category is interest earned on fund balances. Total program expenditures show a Tess than 1% decrease from FY 2004 -05. This small decrease is related to minor decreases in operating costs. The primary projects in the Capital Improvement Program (CIP) include funds for meter installations and replacements, service line replacements, telemetry upgrade, and various other water supply and distribution projects. • 4111 Fund Summaries - Page 285 A.1. ^! ±_ Water CIP Fund #550 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 RESOURCES 300000 Beginning Fund Balance $4,120,283 $4,258,954 $3,168,000 $1,571,127 $1,971,127 $1,971,127 Revenue 450000 System Development Charge $305,184 $393,624 $341,616 $350,000 $350,000 $350,000 Total Fees & Charges $305,184 $393,624 $341,616 $350,000 $350,000 $350,000 470000 Interest Eamings $110,931 $69,912 $57,950 $100,000 $100,000 $100,000 Total Interest & Rentals $110,931 $69,912 $57,950 $100,000 $100,000 $100,000 474000 Bond Proceeds $0 $0 $16,000,000 $0 $0 $0 Total Bond and Note Proceeds $0 $0 $16,000,000 $0 $0 $0 Total Revenue $416,115 $463,536 $16, 399,566 $450,000 $450,000 $450,000 Transfer in from other funds Water Fund $0 $0 $284,800 $5,600,000 $5,600,000 $5,600,000 Water SDC Fund 0 0 71,200 970,476 970,476 970,476 Total transfer in from other funds $0 $0 $356,000 $6,570,476 $6,570,476 $6,570,476 TOTAL RESOURCES $4,536,398 $4,722,490 $19,923,566 $8,591,603 $8,991,603 $8,991,603 REQUIREMENTS Program Expenditures Total Expenditures $0 $0 $0 $0 $0 $0 Debt Service $0 $0 $356,000 $0 $0 $0 Capital Improvements $277,444 $1,167,373 $11,616,390 $2,490,493 $3,538,993 $3,538,993 Transfer out to other funds Total transfer out to other funds $0 $0 $0 $0 $0 $0 Contingency General Contingency $0 $0 $1,755,359 $373,500 $373,500 $373,500 Total Contingency $0 $0 $1,755,359 $373,500 $373,500 $373,500 Total Budget $277,444 $1,167,373 $13,727,749 $2,863,993 $3,912,493 $3,912,493 Ending Fund Balance Undesignated Fund Balance $4,258,954 $3,555,117 $4,860,129 $5,727,610 $5,079,110 $5,079,110 Reserves for Future Requirements 0 0 1,335,688 0 0 0 Total Ending Fund Balance $4,258,954 $3,555,117 $6,195,817 $5,727,610 $5,079,110 $5,079,110 TOTAL REQUIREMENTS $4,536,398 $4,722,490 $19,923,566 $8,591,603 $8,991,603 $8,991,603 ,i4. 41!. i Page 286 - City of Tigard II Water CIP Fund #550 The Water CIP Fund accounts for major capital projects of the Water System. Fund resources consist of periodic transfers from the Water and Water SDC Funds, bond proceeds, a portion of system development charges, and interest earnings on any fund balances. Funds are held in this fund in anticipation of major water supply projects such as those planned in conjunction with the Joint Water Commission (JWC) that the City has now become a member. In FY 2005 -06 a transfer is being made from the Water Fund to the Water CIP Fund in order to continue to build the reserve in this fund that would eventually be used for a long term water supply as well as current capital projects. In addition, a transfer is being made from the Water SDC Fund to support capital projects that are SDC eligible. The budget for the Capital Improvement Program (CIP) includes funds for zone improvement projects, aquifer storage and recovery, Joint Water Commission (JWC) projects, and a feasibility report for the raising of Scoggins Dam. Fund Summaries - Page 287 hiit\ Water Quality /Quantity Fund #520 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 RESOURCES 300000 Beginning Fund Balance $1,804,848 $1,890,798 $1,950,300 $1,875,868 $1,875,868 $1,875,868 Revenue 445000 Water Quality /Quantity Service Charge $41,917 $36,500 $26,500 $26,500 $26,500 $26,500 Total Fees & Charges $41,917 $36,500 $26,500 $26,500 $26,500 $26,500 470000 Interest Eamings $48,560 $31,007 $39,000 $39,000 $39,000 $39,000 Total Interest & Rentals $48,560 $31,007 $39,000 $39,000 $39,000 $39,000 Total Revenue $90,47 $67,507 $65,500 $65,500 $65,500 $65,500 Transfer in from other funds Total transfer in from other funds $0 $0 $0 $0 $0 $0 TOTAL RESOURCES $1,895,325 $1,958,305 $2,015,800 $1,941,368 $1,941,368 $1,941,368 REQUIREMENTS Program Expenditures Total Expenditures $0 $0 $0 $0 $0 $0 Debt Service $0 $0 $0 $0 $0 $0 Capital Improvements $3,345 $5,849 $280,000 $275,000 $275,000 $275,000 Transfer out to other funds Central Services Fund $270 $196 $190 $442 $442 $442 Fleet/Property Management Fund 25 25 19 8 8 8 General Fund 887 859 856 346 345 345 Parks Capital Fund 0 0 0 75,400 75,400 75,400 Total transfer out to other funds $1,182 $1 $1,065 $76,196 $76,194 $76,194 Contingency General Contingency $0 $0 $42,000 $34,000 $34,000 $34,000 Total Contingency $0 $0 $42,000 $34,000 $34,000 $34,000 Total Budget $4,527 $6,929 $323,065 $385,196 $385,194 $385,194 Ending Fund Balance Undesignated Fund Balance $1,890,799 $1,951,376 $1,692,735 $1,556,172 $1,556,174 $1,556,174 Reserves for Future Requirements 0 0 0 0 0 0 Total Ending Fund Balance $1,890,799 $1,951,376 $1,692,735 $1,556,172 $1,556,174 $1,556,174 TOTAL REQUIREMENTS $1,895,325 $1,958,305 $2,015,800 $1,941,368 $1,941,368 $1,941,368 This is a subsidiary fund of the Storm Sewer Fund. The City charges Water Quality /Quantity fees established by Clean Water Services on certain development activities in the City. Revenues collected are used to fund offsite storm water system improvements and capacity improvements to the storm sewer system. Fund revenues have been declining and now leveling off since FY 2002 -03. This trend is the result of a slight increase in the number of properties subject to this charge that will be providing their own on -site stormwater detention facilities. Funds are included for funding of projects in the Healthy Streams Program; riparian, restoration enhancement projects; and water quality enhancements. ,,"' j_i Page 288 - City of Tigard II Water SDC Fund #540 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 RESOURCES 300000 Beginning Fund Balance $1,133,393 $1,529,040 $2,020,000 $1,520,563 $1,520,563 $1,520,563 Revenue 450000 System Development Charge $394,356 $452,129 $700,000 $346,272 $346,272 $346,272 Total Fees & Charges $394,356 $452,129 $700,000 $346,272 $346,272 $346,272 470000 Interest Eamings $33,695 $28,439 $39,400 $45,000 $45,000 $45,000 Total Interest & Rentals $33,695 $28,439 $39,400 $45,000 $45,000 $45,000 Total Revenue $428,051 $480,568 $739,400 $391,272 $391,272 $391,272 Transfer in from other funds Total transfer in from other funds $0 $0 $0 $0 $0 $0 TOTAL RESOURCES $1,561,444 $2,009,608 $2,759,400 $1,911,835 $1,911,835 $1,911,835 REQUIREMENTS Program Expenditures Total Expenditures $0 $0 $0 $0 $0 $0 Debt Service $0 $0 $0 $0 $0 $0 Capital Improvements $32,404 $0 $1,130,000 $830,000 $830,000 $830,000 Transfer out to other funds WaterCIP Fund $0 $0 $71,200 $970,476 $970,476 $970,476 Total transfer out to other funds $0 $0 $71,200 $970,476 $970,476 $970,476 Contingency General Contingency $0 $0 $175,750 $100,000 $100,000 $100,000 Total Contingency $0 $0 $175,750 $100,000 $100,000 $100,000 Total Budget $32,404 $0 $1,376,950 $1,900,476 $1,900,476 $1,900,476 Ending Fund Balance Undesignated Fund Balance $1,529,040 $2,009,608 $1,382,450 $11,359 $11,359 $11,359 Reserves for Future Requirements 0 0 0 0 0 0 Total Ending Fund Balance $1,529,040 $2,009,608 $1,382,450 $11,359 $11,359 $11,359 TOTAL REQUIREMENTS $1,561,444 $2,009,608 $2,759,400 $1,911,835 $1,911,835 $1,911,835 it Fund Summaries - Page 289 Ail. Water SDC Fund #540 The Water SDC Fund is a subsidiary fund of the Water Fund. Water system development charges (SDCs) are charged when new water meters are sold and installed. The total amount charged for each meter includes a portion for future capacity- increasing projects, a portion for the cost of the meter, and a portion charged as an SDC reimbursement in the Water Fund. This fund accounts for capacity - related funds and may only be spent on capacity - related projects. Water SDCs were last updated in July 2000 based upon a water rate study. The improvement portion of the charge is recorded in this fund to be used to fund capacity- increasing improvements to the water system. Fund revenues are projected using the anticipated building activity and related growth in water meter sales. Expenditures are dependent upon the City's capital improvement plan (CIP) and will vary from year to year according to the specific projects budgeted. For FY 2005 -06, CIP projects include acquisition of a reservoir site, funds for water main oversizing in those areas where a need has been identified, replacement of a water line on SW Walnut between 135th and 121st Avenue, and the creation of a second connection with the City of Beaverton (Joint Water Commission) to serve as the City's connection to serve the 550' elevation zone. The existing connection serves the 425' elevation zone. There are also funds budgeted as a transfer to the Water CIP Fund in support of the water system capital projects that are capacity - increasing in nature. 4 j_j? Page 290 - City of Tigard Building Fund #245 1 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 RESOURCES 300000 Beginning Fund Balance $682,495 $1,061,035 $1,090,000 $1,619,687 $1,619,687 $1,619,687 Revenue 431000 Plumbing Permits $185,883 $197,211 $176,800 $165,985 $165,985 $165,985 431010 Mechanical Permits 76,093 122,947 81,120 125,200 125,200 125,200 432000 Building Permits 574,867 639,671 551,200 595,000 595,000 595,000 433000 Building Plan Check Fees 329,447 424,652 368,209 376,733 376,733 376,733 433010 Erosion Control Plan Check Fees 9,356 10,581 9,037 9,454 9,454 9,454 433020 Fire Life Safety Plan Check Fees 63,131 96,242 67,600 90,179 90,179 90,179 433030 Plumbing Plan Check Fees 9,209 13,899 11,440 5,000 5,000 5,000 433050 Mechanical Plan Check Fees 2,225 11,501 2,508 9,355 9,355 9,355 433060 CDC Review Fees 8,575 5,575 6,894 4,000 4,000 4,000 441001 Sewer Inspection Fees 11,170 10,020 9,568 8,000 8,000 8,000 451000 Misc. Fees & Charges 0 1,101 0 0 0 0 Total Fees & Charges $1,269,956 $1,533,400 $1,284,376 $1,388,906 $1,388,906 $1,388,906 470000 Interest Eamings $23,429 $19,072 $21,800 $31,500 $31,500 $31,500 Total Interest & Rentals $23,429 $19,072 $21,800 $31,500 $31,500 $31,500 479000 Recovered expenditures $790 $23,521 $0 $0 $0 $0 Total Other Revenue $790 $23,521 $0 $0 $0 $0 Total Revenue $1,294,175 $1,575,993 $1,306,176 $1,420,406 $1,420,406 $1,420,406 Transfer in from other funds Electrical Inspection Fund $106,527 $141,096 $175,867 $229,526 $229,054 $229,054 General Fund 47,957 64,008 30,238 36,573 36,490 36,490 Urban Services Fund 182,125 295,143 539,970 123,817 123,562 123,562 Total transfer in from other funds $336,609 $500,246 $746,075 $389,916 $389,106 $389,106 TOTAL RESOURCES $2,313,279 $3,137,274 $3,142,251 $3,430,009 $3,429,199 $3,429,199 REQUIREMENTS Program Expenditures Development Services $980,156 $1,301,482 $1,695,230 $1,724,464 $1,720,916 $1,720,916 Total Expenditures $980,156 $1,301,482 $1,695,230 $1,724,464 $1,720,916 $1,720,916 Debt Service $0 $0 $0 $0 $0 $0 Capital Improvements $0 $0 $0 $0 $0 $0 Transfer out to other funds Central Services Fund $179,122 $193,589 $196,737 $252,426 $252,637 $252,637 Facilities Fund 0 205,485 4,350 0 0 0 Fleet/Property Management Fund 26,077 25,649 25,634 39,461 38,294 38,294 General Fund 66,889 60,423 64,503 107,461 107,207 107,207 Total transfer out to other funds $272,088 $485,146 $291,224 $399,347 $398,138 $398,138 Contingency General Contingency $0 $0 $249,005 $300,000 $300,000 $300,000 Total Contingency $0 $0 $249,005 $300,000 $300,000 $300,000 Fund Summaries - Page 291 ,1 _11_ Building Fund #245 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 REQUIREMENTS Total Budget $1,252,244 $1,786,628 $2,235,459 $2,423,811 $2,419,054 $2,419,054 Ending Fund Balance Undesignated Fund Balance $1,061,035 $1,350,646 $906,792 $1,006,197 $1,010,146 $1,010,146 Total Ending Fund Balance $1,061,035 $1,350,646 $906,792 $1,006,197 $1,010,146 $1,010,146 TOTAL REQUIREMENTS $2,313,279 $3,137,274 $3,142,251 $3,430,009 $3,429,199 $3,429,199 The Building Fund was created in July 1996 to track building permit revenues and expenditures separately from the General Fund. Revenue estimates are based on the projections of construction activity in both the commercial and residential sectors and projected fee increases. Estimates include 200 new single - family units, 150 multi - family units, and 15 commercial projects for FY 2005 -06. The building fees in this fund were increased in September 2000. The resources in this fund are dedicated to supporting the Building Inspection Division and related administrative expenses. ,Al""!?_ Page 292 - City of Tigard Criminal Forfeiture Fund #235 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 RESOURCES 300000 Beginning Fund Balance $68,538 $67,585 $6,875 $23,966 $23,966 $23,966 Revenue 455000 Forfeiture Revenues $1,728 $0 $50,000 $35,000 $35,000 $35,000 Total Fines $1,728 $0 $50,000 $35,000 $35,000 $35,000 470000 Interest Earnings $1,707 $493 $138 $500 $500 $500 Total Interest & Rentals $1,707 $493 $138 $500 $500 $500 479000 Recovered expenditures ($917) $0 $0 $0 $0 $0 Total Other Revenue ($917) $0 $0 $0 $0 $0 Total Revenue $2,518 $493 $50,138 $35,500 $35,500 $35,500 Transfer in from other funds Total transfer in from other funds $0 $0 $0 $0 $0 $0 TOTAL RESOURCES $71,056 $68,078 $57,013 $59,466 $59,466 $59,466 REQUIREMENTS Program Expenditures Total Expenditures $0 $0 $0 $0 $0 $0 Debt Service $0 $0 $0 $0 $0 $0 Capital Improvements $0 $0 $0 $0 $0 $0 Transfer out to other funds General Fund $3,471 $44,612 $50,000 $50,000 $50,000 $50,000 Total transfer out to other funds $3,471 $44,612 $50,000 $50,000 $50,000 $50,000 Contingency General Contingency $0 $0 $0 $0 $0 $0 Total Contingency $0 $0 $0 $0 $0 $0 Total Budget $3,471 $44,612 $50,000 $50,000 $50,000 $50,000 Ending Fund Balance Undesignated Fund Balance $67,585 $23,466 $7,013 $9,466 $9,466 $9,466 Total Ending Fund Balance $67,585 $23,466 $7,013 $9,466 $9,466 $9,466 TOTAL REQUIREMENTS $71,056 $68,078 $57,013 $59,466 $59,466 $59,466 Revenues in the Criminal Forfeiture Fund are received from the seizure of assets used in criminal activity. The passage of Ballot Measure 3 by voters in November 2000, which limited the ability of police agencies to seize assets, was ruled unconstitutional. Therefore, in FY 2004 -05, the City began establishing appropriations in this fund again and allowing transfers to the General Fund on an as needed basis and used in the Police Department for allowable Police and drug enforcement activities. 4 * Fund Summaries - Page 293 A- . Electrical Inspection Fund #220 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 RESOURCES 300000 Beginning Fund Balance $115,792 $180,842 $226,000 $245,933 $245,933 $245,933 Revenue 431510 Electrical Permits $219,490 $218,154 $232,290 $238,980 $238,980 $238,980 433040 Electrical Plan Check Fees 7,919 6,865 8,102 5,450 5,450 5,450 Total Fees & Charges $227,409 $225,019 $240,392 $244,430 $244,430 $244,430 470000 Interest Earnings $3,818 $3,516 $4,500 $5,500 $5,500 $5,500 Total Interest & Rentals $3,818 $3,516 $4,500 $5,500 $5,500 $5,500 Total Revenue $231,227 $228,535 $244,892 $249,930 $249,930 $249,930 Transfer in from other funds Total transfer in from other funds $0 $0 $0 $0 $0 $0 TOTAL RESOURCES $ 347, 019 $ 409, 377 $ 470,892 $495,863 $495,863 $495,863 REQUIREMENTS Program Expenditures Total Expenditures $0 $0 $0 $0 $0 $0 Debt Service $0 $0 $0 $0 $0 $0 Capital Improvements $0 $0 $0 $0 $0 $0 Transfer out to other funds Building Fund $106,527 $141,096 $175,867 $229,526 $229,054 $229,054 Central Services Fund 36,905 24,971 37,002 41,650 41,684 41,684 Fleet/Property Management Fund 5,298 4,893 4,944 6,760 6,560 6,560 General Fund 17,448 15,761 16,826 18,408 18,364 18,364 Total transfer out to other funds $166,178 $186,721 $234,639 $296,344 $295,662 $295,662 Contingency General Contingency $0 $0 $38,000 $40,000 $40,000 $40,000 Total Contingency $0 $0 $38,000 $40,000 $40,000 $40,000 Total Budget $166,178 $186,721 $272,639 $336,344 $335,662 $335,662 Ending Fund Balance Undesignated Fund Balance $180,841 $222,656 $198,253 $159,519 $160,201 $160,201 Total Ending Fund Balance $180,841 $222,656 $198,253 $159,519 $160,201 $160,201 TOTAL REQUIREMENTS $ 347, 019 $ 409, 377 $ 470,892 $495,863 $495,863 $495,863 The Electrical Inspection program began at the end of FY 1994 -95. The revenues in this fund are from the issuance of electrical permits and plan check fees. Funds are used to support electrical inspection activity and associated costs in the Building Inspection Division of the Community Development Department. 4 1 1 141/4 - 4 _j Page 294 - City of Tigard al Gas Tax Fund #200 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 RESOURCES 300000 Beginning Fund Balance $667,811 $1,064,249 $837,478 $1,552,821 $1,552,821 $1,552,821 Revenue 404000 Federal Grants $0 $0 $173,961 $228,025 $228,025 $228,025 413000 State Gas Tax Share 1,772,260 1,973,251 1,770,000 2,232,900 2,232,900 2,232,900 423000 County Gas Tax 176,244 185,838 165,000 175,000 175,000 175,000 Total Other Agencies $1,948,504 $2,159,089 $2,108,961 $2,635,925 $2,635,925 $2,635,925 442000 Street Lighting Fees $4,187 $14,806 $4,423 $8,420 $8,420 $8,420 445000 Fee in Lieu of Bicycle Striping 0 0 0 3,000 3,000 3,000 451000 Misc. Fees & Charges 0 4,337 0 0 0 0 Total Fees & Charges $4,187 $19,143 $4,423 $11,420 $11,420 $11,420 470000 Interest Eamings $29,272 $21,068 $15,500 $31,300 $31,300 $31,300 Total Interest & Rentals $29,272 $21,068 $15,500 $31,300 $31,300 $31,300 478000 Other Revenue $0 $0 $0 $108,636 $108,636 $108,636 479000 Recovered expenditures 7,220 7,278 0 0 0 0 Total Other Revenue $7,220 $7,278 $0 $108,636 $108,636 $108,636 Total Revenue $1,989,183 $2,206,578 $2,128,884 $2,787,281 $2,787,281 $2,787,281 Transfer in from other funds County Gas Tax Fund $65,410 $0 $0 $0 $0 $0 General Fund 397,861 0 0 0 0 0 Total transfer in from other funds $463,271 $0 $0 $0 $0 $0 TOTAL RESOURCES $3,120,265 $3,270,827 $2, 966, 362 $4,340,102 $4,340,102 $4,340,102 REQUIREMENTS Program Expenditures Development Services $401,623 $ 361, 228 $ 420,000 $445,000 $445,000 $445,000 Total Expenditures $401,623 $361,228 $420,000 $445,000 $445,000 $445,000 Debt Service $0 $0 $0 $0 $0 $0 Capital Improvements $222,340 $473,406 $761,300 $1,943,361 $1,943,361 $1,943,361 Transfer out to other funds Bancroft Bond Fund $397,861 $0 $0 $0 $0 $0 Central Services Fund 84,132 139,070 145,405 153,568 154,088 154,088 Fleet/Property Management Fund 10,357 29,123 48,324 46,663 46,522 46,522 General Fund 850,345 853,258 989,084 987,601 986,006 986,006 Loan Repayment to General Fund 89,359 85,015 94,001 94,001 94,001 94,001 Parks Capital Fund 0 17,044 25,000 25,000 25,000 25,000 Total transfer out to other funds $1,432,054 $1,123,510 $1,301,814 $1,306,833 $1,305,617 $1,305,617 Contingency General Contingency $0 $0 $250,000 $350,000 $350,000 $350,000 Total Contingency $0 $0 $250,000 $350,000 $350,000 $350,000 Total Budget $2,056,017 $1,958,144 $2, 733, 114 $4,045,194 $4,043,978 $4,043,978 A Fund Summaries - Page 295 ..41- -.1!', Gas Tax Fund #200 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 REQUIREMENTS Ending Fund Balance Undesignated Fund Balance $1,064,248 $1,312,683 $233,248 $294,908 $296,124 $296,124 Reserves for Future Requirements 0 0 0 0 0 0 Total Ending Fund Balance $1,064,248 $1,312,683 $233,248 $294,908 $296,124 $296,124 TOTAL REQUIREMENTS $3,120,265 $3,270,827 $2, 966, 362 $4,340,102 $4,340,102 $4,340,102 This fund records shared revenues from State and County taxes on sale and use of motor vehicle fuel. Funds are used for construction, reconstruction, improvement, repair, maintenance, operation, and use of public highways, roads, streets, and roadside rest areas. Monies may also be used for street lighting and cleaning, storm drainage, traffic control devices, and cost of administration. State gasoline tax and vehicle registration fees are shared with cities and counties throughout the State using a formula set by the legislature. State gas tax rates have not increased for several years. Revenues are not keeping pace with need. Washington County collects one cent per gallon of gas sold within the County as a County gas tax. Taxes are distributed to cities within the County according to a formula set by the County. This revenue was formerly deposited in the County Gas Tax Fund. In FY 2002 -03, the fund balance in the County Gas Tax Fund was transferred to the Gas Tax Fund and future county revenues are deposited in this fund. Afive -year interfund loan between the General Fund and Gas Tax Fund was established in FY 2002 -03 for the financing of the City's share of the 69 Avenue LID project. The loan will be paid back with interest over a five year period. Funds are budgeted for the Street Lights and Signals program, the street maintenance program operated by Public Works, and a transfer is being made to the Parks Capital Fund for partial funding of a park signage project. The Capital Improvements Program (CIP) includes various street improvement projects that are outlined in the City's 5 -Year CIP. The City anticipates receiving federal grants to support planned improvements to the sidewalk on Commercial Street ($91,300) and for sidewalk improvements on Hall Boulevard ($136,725). „""AIL Page 296 - City of Tigard Insurance Fund #240 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 RESOURCES 300000 Beginning Fund Balance $487,271 $538,913 $581,100 $617,000 $617,000 $617,000 Revenue 470000 Interest Earnings $13,513 $9,049 $11,600 $14,500 $14,500 $14,500 Total Interest & Rentals $13,513 $9,049 $11,600 $14,500 $14,500 $14,500 479000 Recovered expenditures $38,129 $27,037 $30,000 $30,000 $30,000 $30,000 Total Other Revenue $38,129 $27,037 $30,000 $30,000 $30,000 $30,000 Total Revenue $51,642 $36, 086 $41,600 $44,500 $44,500 $44,500 Transfer in from other funds Total transfer in from other funds $0 $0 $0 $0 $0 $0 TOTAL RESOURCES $538,913 $574,999 $622,700 $661,500 $661,500 $661,500 REQUIREMENTS Program Expenditures Total Expenditures $0 $0 $0 $0 $0 $0 Debt Service $0 $0 $0 $0 $0 $0 Capital Improvements $0 $0 $0 $0 $0 $0 Transfer out to other funds Total transfer out to other funds $0 $0 $0 $0 $0 $0 Contingency Total Contingency $0 $0 $0 $0 $0 $0 Total Budget $0 $0 $0 $0 $0 $0 Ending Fund Balance Undesignated Fund Balance $538,913 $574,999 $622,700 $661,500 $661,500 $661,500 Total Ending Fund Balance $538,913 $574,999 $622,700 $661,500 $661,500 $661,500 TOTAL REQUIREMENTS $538,913 $574,999 $622,700 $661,500 $661,500 $661,500 This fund was established to record the refund of workers' compensation costs and other insurance related revenues from prior years. Funds will eventually be used to self- insure portions of the City's liabilities. Fund Summaries - Page 297 AU- Ai_ Parks SDC Fund #270 Actual Actual Actual Revised Proposed Approved Adopted Description 2001 -02 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 RESOURCES 300000 Beginning Fund Balance $0 $0 $0 $0 $0 $0 $0 Revenue 450000 System Development Charge 0 0 0 0 1,608,286 1,608,286 1,608,286 Total Fees & Charges $0 $0 $0 $0 $1,608,286 $1,608,286 $1,608,286 470000 Interest Eamings $0 $0 $0 $0 $61,380 $61,380 $61,380 Total lnterest & Rentals $0 $0 $0 $0 $61,380 $61,380 $61,380 Total Revenue $0 $0 $0 $0 $1,669,666 $1,669,666 $1,669,666 Transfer in from other funds Parks Capital Fund $0 $0 $0 $0 $1,900,000 $1,900,000 $1,900,000 Total transfer in from other funds $0 $0 $0 $0 $1,900,000 $1,900,000 $1,900,000 TOTAL RESOURCES $0 $0 $0 $0 $3,569,666 $3,569,666 $3,569,666 REQUIREMENTS Program Expenditures Total Expenditures $0 $0 $0 $0 $0 $0 $0 Debt Service $0 $0 $0 $0 $0 $0 $0 Capital Improvements $0 $0 $0 $0 $0 $0 $0 Transfer out to other funds Parks Capital Fund $0 $0 $0 $0 $1,909,917 $1,909,917 $1,909,917 Total transfer out to other funds $0 $0 $0 $0 $1,909,917 $1,909,917 $1,909,917 Contingency General Contingency $0 $0 $0 $0 $0 $0 $0 Total Contingency $0 $0 $0 $0 $0 $0 $0 Total Budget $0 $0 $0 $0 $1,909,917 $1,909,917 $1,909,917 Ending Fund Balance Undesignated Fund Balance $0 $0 $0 $0 $1,659,749 $1,659,749 $1,659,749 Total Ending Fund Balance $0 $0 $0 $0 $1,659,749 $1,659,749 $1,659,749 TOTAL REQUIREMENTS $0 $0 $0 $0 $3,569,666 $3,569,666 $3,569,666 This fund is being established in FY 2005 -06 to track the revenues associated with the collection of Parks System Development Charges (SDCs). Park SDCs are charged when a building permit is issued for any new residential, multi - family, or commercial construction, additions, alterations, or change in use. Funds collected are used to fund the acquisition, development, and expansion of additional recreation spaces and facilities that are included in the City's Park Master Plan. As projects are scheduled to be included in the City's capital improvement budget, funds are transferred to the Parks Capital Fund for the SDC portion of the project funding. A new methodology and fee was established by the City Council that went into effect January 1, 2005. ,,'I'i Page 298 - City of Tigard III Street Maintenance Fund #265 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 RESOURCES 300000 Beginning Fund Balance $0 $0 $200,000 $128,136 $128,136 $128,136 Revenue 449000 Street Maintenance Fee $0 $124,055 $800,000 $800,000 $800,000 $800,000 Total Fees & Charges $0 $124,055 $800,000 $800,000 $800,000 $800,000 470000 Interest Eamings $0 $81 $4,000 $4,000 $4,000 $4,000 Total Interest & Rentals $0 $81 $4,000 $4,000 $4,000 $4,000 Total Revenue $0 $124,136 $804,000 $804,000 $804,000 $804,000 Transfer in from other funds Total transfer in from other funds $0 $0 $0 $0 $0 $0 TOTAL RESOURCES $0 $124,136 $1,004,000 $932,136 $932,136 $932,136 REQUIREMENTS Program Expenditures Total Expenditures $0 $0 $0 $0 $0 $0 Debt Service $0 $0 $0 $0 $0 $0 Capital Improvements $0 $0 $695,200 $725,000 $725,000 $725,000 Transfer out to other funds Central Services Fund $0 $0 $84,000 $99,000 $99,000 $99,000 General Fund 0 0 20,800 20,800 20,800 20,800 Total transfer out to other funds $0 $0 $104,800 $119,800 $119,800 $119,800 Contingency General Contingency $0 $0 $104,280 $80,500 $80,500 $80,500 Total Contingency $0 $0 $104,280 $80,500 $80,500 $80,500 Total Budget $0 $0 $904,280 $925,300 $925,300 $925,300 Ending Fund Balance Undesignated Fund Balance $0 $124,136 $99,720 $6,836 $6,836 $6,836 Total Ending Fund Balance $0 $124,136 $99,720 $6,836 $6,836 $6,836 TOTAL REQUIREMENTS $0 $124,136 $1,004,000 $932,136 $932,136 $932,136 The Street Maintenance Fee Fund was established in FY 2003 -04 to track the revenues and expenditures for the Street Maintenance Fee that was approved through Ordinance No.03 -10 by the City Council on November 18, 2003. Both businesses and residences pay this fee. For single and multi- family units, the fee is $2.18 per unit per month. Non - residential customers pay $0.78 per parking space. Gasoline stations pay $0.78 per fueling pump station. This fee provides a stable source of revenue designated for use in the maintenance of existing streets. This includes applying new street surfaces such as slurry seals, pavement overlays, and repairing deteriorating streets. The fee is expected to generate approximately $800,000 per year. Fund Summaries - Page 299 AtI +_ Traffic Impact Fee Fund #210 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 RESOURCES 300000 Beginning Fund Balance $2,194,954 $2,564,861 $981,273 $1,187,867 $1,187,867 $1,187,867 Revenue 404000 Federal Grants $0 $0 $660,000 $660,000 $660,000 $660,000 416000 Intergovernmental Revenue 301,804 748,518 0 0 0 0 Total Other Agencies $301,804 $748,518 $660,000 $660,000 $660,000 $660,000 448000 SDC Reimbursement $917,347 $479,311 $731,328 $735,000 $735,000 $735,000 Total Fees & Charges $917,347 $479,311 $731,328 $735,000 $735,000 $735,000 470000 Interest Earnings $88,156 $102,020 $26,705 $40,000 $40,000 $40,000 Total Interest & Rentals $88,156 $102,020 $26,705 $40,000 $40,000 $40,000 478000 Other Revenue $264,317 $245,128 $0 $150,000 $150,000 $150,000 479000 Recovered expenditures 0 0 0 0 0 0 Total Other Revenue $264,317 $245,128 $0 $150,000 $150,000 $150,000 Total Revenue $1,571,624 $1,574,977 $1,418,033 $1,585,000 $1,585,000 $1,585,000 Transfer in from other funds Facility Fund $0 $0 $568,000 $0 $0 $0 Total transfer in from other funds $0 $0 $568,000 $0 $0 $0 TOTAL RESOURCES $3,766,578 $4,139,838 $2,967,306 $2,772,867 $2,772,867 $2,772,867 REQUIREMENTS Program Expenditures Total Expenditures $0 $0 $0 $0 $0 $0 Debt Service $0 $0 $0 $0 $0 $0 Capital Improvements $967,223 $2,915,083 $2,500,000 $2,051,364 $2,051,364 $2,051,364 Transfer out to other funds Central Services Fund $19,357 $12,524 $16,218 $29,297 $29,298 $29,298 Fleet/Property Management Fund 3,114 2,300 2,328 3,635 3,522 3,522 General Fund 81,715 70,369 82,206 134,372 133,977 133,977 Wall Street LID Fund 130,308 107,908 50,000 40,000 40,000 40,000 Total transfer out to other funds $234,494 $193,101 $150,752 $207,304 $206,797 $206,797 Contingency General Contingency $0 $0 $315,000 $325,000 $325,000 $325,000 Total Contingency $0 $0 $315,000 $325,000 $325,000 $325,000 Total Budget $1,201,717 $3,108,184 $2,965,752 $2,583,668 $2,583,161 $2,583,161 Ending Fund Balance Undesignated Fund Balance $2,564,861 $1,031,654 $1,554 $189,199 $189,706 $189,706 Total Ending Fund Balance $2,564,861 $1,031,654 $1,554 $189,199 $189,706 $189,706 TOTAL REQUIREMENTS $3,766,578 $4,139,838 $2,967,306 $2,772,867 $2,772,867 $2,772,867 ,„ -1_ i Page 300 - City of Tigard IIII Traffic Impact Fee Fund #210 The Traffic Impact Fee (TIF) is a charge on new development assessed by Washington County, but collected by cities. It is based upon the number of trips per day that each type of development is estimated to generate. The County maintains a table of standards for all possible uses. The standard trips per day for each development is multiplied by the rate per trip to determine the amount of the TI F. Fund revenues may only be used for highway and transit capital improvements, which provide additional capacity to major transportation systems and to pay the costs of administering the program. Fund revenues are dependent upon development projects, and therefore vary from year to year based on the level of economic activity. TIF revenues in FY 2005 -06 are anticipated to be higher than the FY 2004 -05 levels based on current trends and activities. In FY 2005 -06, a federal grant in the amount of $660,000 is anticipated for the Greenburg Road Capital Project. Expenditures from this fund are dependent upon the City's five -year Capital Improvement Plan (CIP). The FY 2005- 06 CIP includes funding improvements to Greenburg Road (Washington Square to Tiedeman Avenue); Phase 2 improvements to the intersection at Hall Boulevard and Wall Street; signalization at the intersection of Durham Road and 108th Avenue; improvements at the intersection of 72nd Avenue and Dartmouth Street; design and right -of- way acquisition for Hall Boulevard at McDonald Street; land acquisition on Hall Boulevard; and improvements at McDonald Street and Highway 99. Fund Summaries - Page 301 AA - k Underground Utility Fund #230 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 RESOURCES 300000 Beginning Fund Balance $376,954 $342,027 $303,000 $366,014 $366,014 $366,014 Revenue 445003 Fee in Lieu of Undergrounding $54,480 $80,309 $32,400 $35,000 $35,000 $35,000 Total Fees & Charges $54,480 $80,309 $32,400 $35,000 $35,000 $35,000 470000 Interest Earnings $10,593 $5,396 $6,260 $7,500 $7,500 $7,500 Total Interest & Rentals $10,593 $5,396 $6,260 $7,500 $7,500 $7,500 Total Revenue $65,073 $85,705 $38,660 $42,500 $42,500 $42,500 Transfer in from other funds Total transfer in from other funds $0 $0 $0 $0 $0 $0 TOTAL RESOURCES $442,027 $427,732 $ 341,660 $408,514 $408,514 $408,514 REQUIREMENTS Program Expenditures Total Expenditures $0 $0 $0 $0 $0 $0 Debt Service $0 $0 $0 $0 $0 $0 Capital Improvements $100,000 $60,218 $250,000 $170,000 $170,000 $170,000 Transfer out to other funds Total transfer out to other funds $0 $0 $0 $0 $0 $0 Contingency General Contingency $0 $0 $37,500 $26,000 $26,000 $26,000 Total Contingency $0 $0 $37,500 $26,000 $26,000 $26,000 Total Budget $100,000 $60,218 $287,500 $196,000 $196,000 $196,000 Ending Fund Balance Undesignated Fund Balance $342,027 $367,514 $54,160 $212,514 $212,514 $212,514 Total Ending Fund Balance $342,027 $367,514 $54,160 $212,514 $212,514 $212,514 TOTAL REQUIREMENTS $442,027 $427,732 $ 341,660 $408,514 $408,514 $408,514 This fund was established to record funds received in lieu of undergrounding utilities. In FY 2005 -06, funds are included for the underground utility portion of Walnut Street (135th to 121 si Avenue) capital project. "" Ij? Page 302 - City of Tigard Urban Services Fund #255 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 RESOURCES 300000 Beginning Fund Balance $730,610 $761,816 $848,900 $630,525 $630,525 $630,525 Revenue 431000 Plumbing Permits $48,394 $54,125 $75,190 $45,885 $45,885 $45,885 431010 Mechanical Permits 17,598 21,802 25,887 12,420 12,420 12,420 431510 Electrical Permits 41,128 43,452 55,620 36,998 36,998 36,998 432000 Building Permits 157,114 165,203 226,600 164,200 164,200 164,200 433000 Building Plan Check Fees 116,438 97,949 144,200 100,300 100,300 100,300 433010 Erosion Control Plan Check Fees 8 0 0 0 0 0 433020 Fire Life Safety Plan Check Fees 613 123 3,000 0 0 0 433030 Plumbing Plan Check Fees 3 6 1,000 0 0 0 433040 Electrical Plan Check Fees 0 (144) 1,000 0 0 0 433050 Mechanical Plan Check Fees 0 0 700 0 0 0 433060 CDC Review Fees 6,036 5,301 8,200 5,500 5,500 5,500 433070 Address Fees 2,670 160 5,500 7,500 7,500 7,500 436000 Engr. Public Improvements 24,912 10,584 15,000 18,000 18,000 18,000 437000 Sign Permit Fees 240 124 0 0 0 0 438000 Land Use Planning Application 42,456 65,842 52,000 110,000 110,000 110,000 438050 Long Range Planning Surcharge 0 0 0 6,240 6,240 6,240 441001 Sewer Inspection Fees 3,395 5,364 5,500 0 0 0 451000 Misc. Fees & Charges 100 116 0 0 0 0 Total Fees & Charges $461,105 $470,007 $619,397 $507,043 $507,043 $507,043 470000 Interest Earnings $21,569 $15,611 $17,000 $7,500 $7,500 $7,500 Total Interest & Rentals $21,569 $15,611 $17,000 $7,500 $7,500 $7,500 Total Revenue $482,674 $485,618 $636,397 $514,543 $514,543 $514,543 Transfer in from other funds Total transfer in from other funds $0 $0 $0 $0 $0 $0 TOTAL RESOURCES $1,213,284 $1,247,434 $1,485,297 $1,145,068 $1,145,068 $1,145,068 REQUIREMENTS Program Expenditures Total Expenditures $0 $0 $0 $0 $0 $0 Debt Service $0 $0 $0 $0 $0 $0 Capital Improvements $0 $0 $0 $0 $0 $0 Transfer out to other funds Building Fund $182,125 $295,143 $539,970 $123,817 $123,562 $123,562 Central Services Fund 119,343 72,252 137,944 100,860 100,823 100,823 Fleet/Property Management Fund 18,112 13,025 17,481 10,713 10,376 10,376 General Fund 131,888 117,877 129,017 260,704 260,156 260,156 Total transfer out to other funds $451,468 $498,297 $ 824,412 $496,093 $494,917 $494,917 Contingency General Contingency $0 $0 $115,500 $49,000 $49,000 $49,000 Total Contingency $0 $0 $115,500 $49,000 $49,000 $49,000 46 Fund Summaries - Page 303 ..4.1.1 - Urban Services Fund #255 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 REQUIREMENTS Total Budget $451,468 $498,297 $939,912 $545,093 $543,917 $543,917 Ending Fund Balance Undesignated Fund Balance $761,816 $749,137 $545,385 $599,975 $601,151 $601,151 Total Ending Fund Balance $761,816 $749,137 $545,385 $599,975 $601,151 $601,151 TOTAL REQUIREMENTS $1,213,284 $1,247,434 $1,485,297 $1,145,068 $1,145,068 $1,145,068 This fund was established in June 1997 to account for all revenues and expenditures associated with the services provided to the Urban Services Area of Washington County. The City, under an intergovernmental agreement with Washington County, provides specific services in these areas. The City began collecting fees and charges on June 1, 1997, and the County paid the City $215,000 on June 1, 1997 to cover start up costs and permits in process. Beginning in FY 2003 -04, Washington County decided to perform the Capital Improvements and Pavement Management services that were previously provided for under the IGA. Revenues in this fund will fluctuate in direct correlation to building activity in the urban services area. New construction activity estimates include 115 single - family units and 80 multi - family units. "" 'i? Page 304 - City of Tigard Urban Services Traffic Impact Fee Fund #250 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 RESOURCES 300000 Beginning Fund Balance $1,411,985 $1,111,979 $579,000 $599,700 $599,700 $599,700 Revenue 448000 SDC Reimbursement $192,900 $270,574 $254,100 $175,000 $175,000 $175,000 Total Fees & Charges $192,900 $270,574 $254,100 $175,000 $175,000 $175,000 470000 Interest Eamings $38,552 $14,980 $10,300 $15,000 $15,000 $15,000 Total Interest & Rentals $38,552 $14,980 $10,300 $15,000 $15,000 $15,000 478000 Other Revenue $0 $0 $50,000 $0 $0 $0 Total Other Revenue $0 $0 $50,000 $0 $0 $0 Total Revenue $231,452 $285,554 $314,400 $190,000 $190,000 $190,000 Transfer in from other funds Total transfer in from other funds $0 $0 $0 $0 $0 $0 TOTAL RESOURCES $1,643,437 $1,397,533 $893,400 $789,700 $789,700 $789,700 REQUIREMENTS Program Expenditures Total Expenditures $0 $0 $0 $0 $0 $0 I Debt Service $0 $0 $0 $0 $0 $0 Capital Improvements $490,299 $601,158 $460,000 $200,000 $200,000 $200,000 Transfer out to other funds Central Services Fund $5,095 $5,519 $6,985 $5,466 $5,466 $5,466 Fleet/Property Management Fund 56 1,013 1,003 673 652 652 1 General Fund 36,008 31,008 35,408 24,907 24,834 24,834 Total transfer out to other funds $41,159 $37,540 $43,396 $31,046 $30,952 $30,952 Contingency General Contingency $0 $0 $75,500 $34,000 $34,000 $34,000 Total Contingency $0 $0 $75,500 $34,000 $34,000 $34,000 Total Budget $531,458 $638,698 $578,896 $265,046 $264,952 $264,952 Ending Fund Balance Undesignated Fund Balance $1,111,979 $758,835 $314,504 $524,654 $524,748 $524,748 Total Ending Fund Balance $1,111,979 $758,835 $314,504 $524,654 $524,748 $524,748 TOTAL REQUIREMENTS $1,643,438 $1,397,534 $893,401 $789,700 $789,700 $789,700 Fund Summaries - Page 305 . "=±!_ Urban Services Traffic Impact Fee Fund #250 The Traffic Impact Fee (TIF) is a charge on new development assessed by Washington County, but collected by cities. It is based upon the number of trips per day that each type of development is estimated to generate. The County maintains a table of standards for all possible uses. The standard trips per day for each development is multiplied by the rate per trip to determine the amount of the TIF. Fund revenues may only be used for highway and transit capital improvements which provide additional capacity to major transportation systems and to pay the costs of administering the program. The City collects County TIF funds for roads within the boundaries of the City of Tigard. These revenues are recorded in the Traffic Improvement Fee Fund. In addition, the City also collects TIF fees for roads outside the City boundaries, but within the City's urban services area. The urban services area is an unincorporated area outside the City boundary. The City manages County- approved road improvements in this area with these funds. Fund revenues are dependent upon development projects, and therefore vary from year to year based on the level of economic activity. TIF revenues in FY 2005 -06 are anticipated to be slightly lower than in previous years based on current trends and activity. Total budget includes capital funds for work on the intersection at Bull Mountain /Roshak Road and at Bull Mountain and Highway 99. 4 4. iL Page 306 - City of Tigard 1 79th Avenue LID Fund #330 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 RESOURCES 300000 Beginning Fund Balance $0 $0 $0 $0 $0 $0 Revenue 470000 Interest Eamings $0 $0 $0 $15,000 $15,000 $15,000 Total Interest & Rentals $0 $0 $0 $15,000 $15,000 $15,000 474010 Note Proceeds $0 $0 $0 $1,350,000 $1,350,000 $1,350,000 Total Bond and Note Proceeds $0 $0 $0 $1,350,000 $1,350,000 $1,350,000 Total Revenue $0 $0 $0 $1,365,000 $1,365,000 $1,365,000 Transfer in from other funds Total transfer in from other funds $0 $0 $0 $0 $0 $0 TOTAL RESOURCES $0 $0 $0 $1,365,000 $1,365,000 $1,365,000 REQUIREMENTS Program Expenditures Total Expenditures $0 $0 $0 $0 $0 $0 Debt Service $0 $0 $0 $0 $0 $0 Capital Improvements $0 $0 $0 $1,350,000 $1,350,000 $1,350,000 Transfer out to other funds Total transfer out to other funds $0 $0 $0 $0 $0 $0 Contingency General Contingency $0 $0 $0 $0 $0 $0 Designated Contingency 0 0 0 0 0 0 Total Contingency $0 $0 $0 $0 $0 $0 Total Budget $0 $0 $0 $1,350,000 $1,350,000 $1,350,000 Ending Fund Balance Undesignated Fund Balance $0 $0 $0 $15,000 $15,000 $15,000 Total Ending Fund Balance $0 $0 $0 $15,000 $15,000 $15,000 TOTAL REQUIREMENTS $0 $0 $0 $1,365,000 $1,365,000 $1,365,000 This fund was established for the potential creation of a new local improvement district (LID) to improve SW 79th Avenue from SW Bonita Road to just north of Gentle Woods Drive. The project was initiated in FY 2004 -05. The Gas Tax Fund is providing funds for the engineering design costs leading to completion of a Preliminary Engineer's Report. The City Council will make a decision upon the creation of the LID based on the Preliminary Engineer's Report. Any funding for work beyond the Preliminary Engineer's Report will be provided primarily through the formation of the LID. The Note Proceeds in this fund are shown in case the City Council decides to proceed with the formation of the LID. If the LID is not formed, notes will not be sold and no more expenditures on this project will be incurred. Fund Summaries - Page 307 ,h1 " '= L Facility Fund #300 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 RESOURCES 300000 Beginning Fund Balance $1,815,732 $12,054,728 $4,160,600 $1,500,070 $1,500,070 $1,500,070 Revenue 470000 Interest Eamings $165,631 $146,265 $82,300 $35,000 $35,000 $35,000 Total Interest & Rentals $165,631 $146,265 $82,300 $35,000 $35,000 $35,000 474000 Bond Proceeds $13,000,000 $0 $0 $0 $0 $0 Total Bond and Note Proceeds $13,000,000 $0 $0 $0 $0 $0 Total Revenue $13,165,631 $146,265 $82,300 $35,000 $35,000 $35,000 Transfer in from other funds Building Fund $0 $205,485 $4,350 $0 $0 $0 Central Services Fund 0 0 0 83,000 83,000 83,000 General Fund 715,746 450,000 260,000 0 0 0 Sanitary Sewer Fund 0 11,948 0 135,000 135,000 135,000 Storm Sewer Fund 0 12,776 0 145,000 145,000 145,000 Water Fund 0 28,026 155,000 220,000 220,000 220,000 Total transfer in from other funds $715,746 $708,235 $419,350 $583,000 $583,000 $583,000 TOTAL RESOURCES $15,697,109 $12,909,228 $4,662,250 $2,118,070 $2,118,070 $2,118,070 REQUIREMENTS Program Expenditures Total Expenditures $0 $0 $0 $0 $0 $0 Debt Service $0 $0 $0 $0 $0 $0 Capital Improvements $3,642,381 $8,736,706 $2,877,500 $1,470,254 $1,470,254 $1,470,254 Transfer out to other funds General Fund $0 $0 $24,002 $26,000 $26,000 $26,000 Parks Capital Fund 0 0 0 25,000 25,000 25,000 Traffic Impact Fee Fund 0 0 568,000 0 0 0 Total transfer out to other funds $0 $0 $592,002 $51,000 $51,000 $51,000 Contingency General Contingency $0 $0 $440,500 $260,000 $260,000 $260,000 Total Contingency $0 $0 $440,500 $260,000 $260,000 $260,000 Total Budget $3,642,381 $8,736,706 $3,910,002 $1,781,254 $1,781,254 $1,781,254 Ending Fund Balance Undesignated Fund Balance $12,054,728 $4,172,522 $752,248 $336,816 $336,816 $336,816 Total Ending Fund Balance $12,054,728 $4,172,522 $752,248 $336,816 $336,816 $336,816 TOTAL REQUIREMENTS $15,697,109 $12,909,228 $4,662,250 $2,118,070 $2,118,070 $2,118,070 'A Page 308 - City of Tigard al Facility Fund #300 This fund was established during the FY 1995 -96 budget process to set aside funds for the future renewal, replacement, and expansion of City facilities. Since FY 1999 -00, this fund was focused on the construction of a new Library and remodeling the existing Library for other uses. In the past, transfers were made from the General Fund to pay up -front costs of the new Library project and to reserve funds for future construction /remodeling. This transfer is not needed in FY 2005 -06. In FY 2005 -06, transfers are being made from the Sanitary Sewer, Storm Sewer, and Water Funds in support of the modifications planned at the Water Building. Funds are also being budgeted for an upgrade of the generator at the building where Information Technology is located, design of seismic upgrade of the Senior Center, and upgrade of the underground storage tank that is used by the Police Department. Fund Summaries - Page 309 A `�!, Parks Capital Fund #225 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 RESOURCES 300000 Beginning Fund Balance $826,245 $1,925,618 $2,134,000 $2,211,721 $2,211,721 $2,211,721 Revenue 401000 Prior Year Taxes $0 $2 $0 $0 $0 $0 Total Property Taxes $0 $2 $0 $0 $0 $0 404000 Federal Grants $0 $181,449 $0 $578,451 $578,451 $578,451 414000 State Grants 0 0 146,093 287,243 287,243 287,243 Total Other Agencies $0 $181,449 $146,093 $865,694 $865,694 $865,694 417000 Tree Replacement Revenue $9,375 $10,750 $10,000 $10,000 $10,000 $10,000 450000 System Development Charge 407,578 418,062 500,080 0 0 0 Total Fees & Charges $416,953 $428,812 $510,080 $10,000 $10,000 $10,000 470000 Interest Eamings $64,102 $31,219 $42,600 $51,000 $51,000 $51,000 Total Interest & Rentals $64,102 $31,219 $42,600 $51,000 $51,000 $51,000 474000 Bond Proceeds $1,509,175 $0 $0 $0 $0 $0 Total Bond and Note Proceeds $1,509,175 $0 $0 $0 $0 $0 477000 Donations /Gifts $152 $0 $405,000 $105,000 $105,000 $105,000 478000 Other Revenue 0 51,489 0 0 0 0 479000 Recovered expenditures 55,000 15,000 0 0 0 0 Total Other Revenue $55,152 $66,489 $405,000 $105,000 $105,000 $105,000 Total Revenue $2,045,382 $707,971 $1,103,773 $1,031,694 $1,031,694 $1,031,694 Transfer in from other funds Facility Fund $0 $0 $0 $25,000 $25,000 $25,000 Gas Tax Fund 0 17,044 25,000 25,000 25,000 25,000 General Fund 0 0 0 769,670 769,670 769,670 Metro Greenspaces Fund 56,464 0 0 0 0 0 Park Levy Improvement Fund 122,806 0 0 0 0 0 Parks SDC Fund 0 0 0 1,909,917 1,909,917 1,909,917 Tree Replacement Fund 200,000 22,663 0 0 0 0 Water Quality /Quantity Fund 0 0 0 75,400 75,400 75,400 Total transfer in from other funds $379,270 $39,707 $25,000 $2,804,987 $2,804,987 $2,804,987 TOTAL RESOURCES $3,250,897 $2,673,296 $3,262,773 $6,048,402 $6,048,402 $6,048,402 REQUIREMENTS Program Expenditures Total Expenditures $0 $0 $0 $0 $0 $0 Debt Service $277,861 $278,075 $283,126 $282,876 $282,876 $282,876 Capital Improvements $1,047,418 $315,874 $844,016 $3,714,566 $3,714,566 $3,714,566 Transfer out to other funds Parks SDC Fund $0 $0 $0 $1,900,000 $1,900,000 $1,900,000 Total transfer out to other funds $0 $0 $0 $1,900,000 $1,900,000 $1,900,000 Contingency General Contingency $0 $0 $167,571 $150,000 $150,000 $150,000 Total Contingency $0 $0 $167,571 $150,000 $150,000 $150,000 ,,,4, Page 310 - City of Tigard III Parks Capital Fund #225 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 REQUIREMENTS Total Budget $1,325,279 $593,949 $1,294,713 $6,047,442 $6,047,442 $6,047,442 Ending Fund Balance Undesignated Fund Balance $1,925,618 $2,079,347 $1,968,060 $960 $960 $960 Total Ending Fund Balance $1,925,618 $2,079,347 $1,968,060 $960 $960 $960 TOTAL REQUIREMENTS $3,250,897 $2,673,296 $3,262,773 $6,048,402 $6,048,402 $6,048,402 Fund revenues include grants for the Fanno Creek Trail from Hall Blvd to Wall Street, Skate Park, Cook Park Trail from the garden to bridge, and the Washington Square Regional Center Trail. In addition, donation revenue of $105,000 has been budgeted to cover any costs associated with the development and construction of a Skate Park. In FY 2005 -06, Park System Development Charge (SDC) revenues will be accounted for in the Park SDC Fund. Park SDCs are charged when a building permit is issued for any new, residential, multi - family or commercial construction, additions, alterations, or change in use. Park SDC revenues will be transferred from the Park SDC Fund into the Parks Capital Fund to pay a portion of the capital projects that are SDC eligible. Expenditures from this fund are dependent upon the City's five year Capital Improvement Program (CIP). CIP expenditures vary from year to year depending upon the projects budgeted. For FY 2005 -06, funds are budgeted to extend and improve Fanno Creek Trail, develop and construct the Skate Park, install picnic shelters at Jack Park, install playground and soccer facilities at Northview Park, build a pedestrian bridge over the Tualatin River, and purchase additional park land. Funds are also budgeted for tree replacement activities using funds from that revenue source and to pay debt service for the loan from Oregon Economic Community Development Department for the Cook Park Expansion Project. 4 Fund Summaries - Page 311 Wall Street LID Fund #325 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 RESOURCES 300000 Beginning Fund Balance $0 $0 $0 $0 $0 $0 Revenue 474010 Note Proceeds $0 $0 $2,000,000 $0 $0 $0 Total Bond and Note Proceeds $0 $0 $2,000,000 $0 $0 $0 Total Revenue $0 $0 $2,000,000 $0 $0 $0 Transfer in from other funds Traffic Impact Fee Fund $130,308 $107,908 $50,000 $40,000 $40,000 $40,000 Total transfer in from other funds $130,308 $107,908 $50,000 $40,000 $40,000 $40,000 TOTAL RESOURCES $130,308 $107,908 $2,050,000 $40,000 $40,000 $40,000 REQUIREMENTS Program Expenditures Total Expenditures $0 $0 $0 $0 $0 $0 Debt Service $0 $0 $0 $0 $0 $0 Capital Improvements $130,308 $107,908 $2,050,000 $40,000 $40,000 $40,000 Transfer out to other funds Total transfer out to other funds $0 $0 $0 $0 $0 $0 Contingency General Contingency $0 $0 $0 $0 $0 $0 Total Contingency $0 $0 $0 $0 $0 $0 Total Budget $130,308 $107,908 $2,050,000 $40,000 $40,000 $40,000 Ending Fund Balance Undesignated Fund Balance $0 $0 $0 $0 $0 $0 Total Ending Fund Balance $0 $0 $0 $0 $0 $0 TOTAL REQUIREMENTS $130,308 $107,908 $2,050,000 $40,000 $40,000 $40,000 This fund was established for the potential creation of a new local improvement district (LID) that would extend Wall Street from Hunziker Street to Hall Boulevard. The project was initiated in FY 2002 -03. The TIF Fund is providing funds for the engineering design costs leading to completion of a Preliminary Engineer's Report. The City Council will make a decision upon the creation of the LID based on the Preliminary Engineer's Report. Since the initiation of the project, $300,000 was allocated for completion of the report. For FY 2005 -06, funds are budgeted for any expenses incurred in the preparation of environmental permit applications and the railroad crossing application and hearing. Any future work beyond the Preliminary Engineer's Report and the hearing would be provided primarily through the LID, if it is formed. ,,," ,. Page 312 - City of Tigard II Central Services Fund #600 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 RESOURCES 300000 Beginning Fund Balance $396,053 $556,025 $905,500 $1,314,517 $1,314,517 $1,314,517 Revenue 451000 Misc. Fees & Charges $0 $3 $0 $0 $0 $0 Total Fees & Charges $0 $3 $0 $0 $0 $0 470000 Interest Earnings $11,148 $13,903 $18,100 $30,000 $30,000 $30,000 Total Interest & Rentals $11,148 $13,903 $18,100 $30,000 $30,000 $30,000 479000 Recovered expenditures $5,330 $1,130 $0 $0 $0 $0 Total Other Revenue $5,330 $1,130 $0 $0 $0 $0 Total Revenue $16,478 $15,036 $18,100 $30,000 $30,000 $30,000 Transfer in from other funds Building Fund $179,122 $193,589 $196,737 $252,426 $252,637 $252,637 Electrical Inspection Fund 36,905 24,971 37,002 41,650 41,684 41,684 Fleet/Property Mgmt Fund 81,972 73,796 78,189 82,050 82,348 82,348 Gas Tax Fund 84,132 139,070 145,405 153,568 154,088 154,088 General Fund 2,400,332 2,387,591 2,390,795 2,787,622 2,778,005 2,778,005 Reserve for Financial System - GF 125,000 375,000 300,000 0 0 0 Sanitary Sewer Fund 118,914 115,040 168,853 184,251 184,540 184,540 Storm Sewer Fund 211,850 129,140 188,802 140,944 141,278 141,278 Street Maintenance Fund 0 0 84,000 99,000 99,000 99,000 Traffic Impact Fee Fund 19,357 12,525 16,218 29,297 29,298 29,298 Traffic Impact Fee U.S. Fund 5,095 5,519 6,985 5,466 5,466 5,466 Urban Services Fund 119,343 72,252 137,944 100,860 100,823 100,823 Water Fund 778,043 699,890 737,235 766,967 769,283 769,283 Water Quality/Quantity Fund 270 196 190 442 442 442 Total transfer in from other funds $4,160, 335 $4, 228, 579 $4, 488, 355 $4,644,542 $4,638,892 $4,638,892 TOTAL RESOURCES $4,572,866 $4,799,640 $5,411,955 $5,989,058 $5,983,409 $5,983,409 REQUIREMENTS Program Expenditures Policy and Administration $3,692,690 $3,481,096 $3, 944, 227 $4,109,622 $4,103,247 $4,103,247 General Govemment 226,493 324,270 365,120 417,682 417,682 417,682 Total Expenditures $3,919,183 $3, 805, 366 $4,309,347 $4,527,304 $4,520,929 $4,520,929 Debt Service $0 $0 $0 $0 $0 $0 Capital Improvements $0 $0 $0 $0 $0 $0 Transfer out to other funds Facility Fund $0 $0 $0 $83,000 $83,000 $83,000 Fleet/Property Management Fund 97,658 61,053 96,946 118,456 118,077 118,077 Total transfer out to other funds $97,658 $61,053 $96,946 $201,456 $201,077 $201,077 Contingency General Contingency $0 $0 $458,381 $718,625 $718,625 $718,625 Total Contingency $0 $0 $458,381 $718,625 $718,625 $718,625 Fund Summaries - Page 313 G Central Services Fund #600 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 REQUIREMENTS Total Budget $4,016,841 $3,866,419 $4,864,674 $5,447,385 $5,440,631 $5,440,631 Ending Fund Balance Undesignated Fund Balance $556,025 $933,221 $72,281 $541,674 $542,778 $542,778 Reserves for Future Requirements 0 0 475,000 0 0 0 Total Ending Fund Balance $556,025 $933,221 $547,281 $541,674 $542,778 $542,778 TOTAL REQUIREMENTS $4,572,866 $4,799,640 $5,411,955 $5,989,058 $5,983,409 $5,983,409 This fund, created in FY 2001 -02 as an internal services fund, was established to track the revenues and expenditures of the central administrative functions in the City. The resources for this fund are transfers from other City funds. These transfers are based on a cost allocation plan that will be revised each year based on anticipated use or benefits that would be provided to other City departments or divisions. The central administrative functions include: City Management, Finance Administration, Financial Operations, Human Resources, Information Technology, Office Services, Risk Management, City Attorney, and Technology. ,,,,u" 1i; Page 314 - City of Tigard III Fleet /Property Management Fund #650 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 RESOURCES 300000 Beginning Fund Balance $95 $59,596 $60,800 $60,000 $60,000 $60,000 Revenue 451000 Misc. Fees & Charges $0 $1,207 $0 $0 $0 $0 Total Fees & Charges $0 $1,207 $0 $0 $0 $0 470000 Interest Earnings $2,154 $383 $1,200 $3,350 $3,350 $3,350 Total Interest & Rentals $2,154 $383 $1,200 $3,350 $3,350 $3,350 Total Revenue $2,154 $1,590 $1,200 $3,350 $3,350 $3,350 Transfer in from other funds Building Fund $26,078 $25,649 $25,634 $39,461 $38,294 $38,294 Central Services Fund 97,658 61,053 96,946 118,456 118,077 118,077 Electrical Inspection Fund 5,298 4,893 4,944 6,760 6,560 6,560 Gas Tax Fund 10,357 29,123 48,324 46,663 46,522 46,522 General Fund 572,830 467,332 777,022 858,227 859,867 859,867 Sanitary Sewer Fund 26,100 25,479 35,558 38,920 38,742 38,742 Storm Sewer Fund 60,748 33,290 39,270 39,589 39,503 39,503 Traffic Impact Fee Fund 3,114 2,300 2,328 3,635 3,522 3,522 Traffic Impact Fee U.S. Fund 56 1,013 1,003 673 652 652 Urban Services Fund 18,112 13,025 17,481 10,713 10,376 10,376 Water Fund 59,698 67,190 90,619 96,732 96,584 96,584 Water Quality /Quantity Fund 25 25 19 8 8 8 Total transfer in from other funds $880,073 $730,371 $1,139,148 $1,259,836 $1,258,707 $1,258,707 TOTAL RESOURCES $882,322 $791,557 $1,201,148 $1,323,186 $1,322,057 $1,322,057 REQUIREMENTS Program Expenditures Public Works $740,754 $660,068 $1,049,556 $1,141,988 $1,141,217 $1,141,217 Total Expenditures $740,754 $660,068 $1,049,556 $1,141,988 $1,141,217 $1,141,217 Debt Service $0 $0 $0 $0 $0 $0 Capital Improvements $0 $0 $0 $0 $0 $0 Transfer out to other funds Central Services Fund $81,972 $73,796 $78,189 $82,050 $82,348 $82,348 Total transfer out to other funds $81,972 $73,796 $78,189 $82,050 $82,348 $82,348 Contingency General Contingency $0 $0 $62,647 $90,000 $90,000 $90,000 Total Contingency $0 $0 $62,647 $90,000 $90,000 $90,000 Total Budget $822,726 $733,864 $1,190,392 $1,314,038 $1,313,565 $1,313,565 Ending Fund Balance Undesignated Fund Balance $59,596 $57,693 $10,756 $9,148 $8,493 $8,493 Total Ending Fund Balance $59,596 $57,693 $10,756 $9,148 $8,493 $8,493 TOTAL REQUIREMENTS $882,322 $791,557 $1,201,148 $1,323,186 $1,322,057 $1,322,057 Fund Summaries - Page 315 44- -0. Fleet/Property Management Fund #650 This fund, created in FY 2001 -02 as an internal services fund, was established to track the revenues and expenditures of the Fleet Maintenance Division and Property Management Division. The resources for this fund are transfers from other City funds. These transfers are based on a cost allocation plan that will be revised each year based on anticipated use or benefits that would be provided to other City departments or divisions. A j. L Page 316 - City of Tigard III Bancroft Debt Services Fund #400 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 RESOURCES 300000 Beginning Fund Balance $2,103,514 $1,213,935 $838,818 $541,198 $541,198 $541,198 Revenue 470000 Interest Earnings $26,617 $16,967 $19,500 $12,000 $12,000 $12,000 471000 Interest Earned from Others 174,990 332,046 231,987 177,709 177,709 177,709 Total Interest & Rentals $201,607 $349,013 $251,487 $189,709 $189,709 $189,709 474000 Bond Proceeds $0 $1,943,533 $0 $0 $0 $0 475000 Bancroft Collections 542,816 562,055 449,917 260,773 260,773 260,773 Total Bond and Note Proceeds $542,816 $2,505,588 $449,917 $260,773 $260,773 $260,773 479000 Recovered expenditures $5,354 $41 $0 $0 $0 $0 Total Other Revenue $5,354 $41 $0 $0 $0 $0 Total Revenue $749,777 $2,854,642 $ 701,404 $450,482 $450,482 $450,482 Transfer in from other funds 69th Ave. LID Fund $47,461 $0 $0 $0 $0 $0 Dartmouth LID Fund 0 0 9,500 0 0 0 Gas Tax Fund 397,861 0 0 0 0 0 Total transfer in from other funds $445,322 $0 $9,500 $0 $0 $0 TOTAL RESOURCES $3,298,613 $4,068,577 $1,549,722 $991,680 $991,680 $991,680 REQUIREMENTS Program Expenditures Total Expenditures $0 $0 $0 $0 $0 $0 Debt Service $2,084,678 $3,017,585 $1,074,237 $969,736 $969,736 $969,736 Capital Improvements $0 $0 $0 $0 $0 $0 Transfer out to other funds Total transfer out to other funds $0 $0 $0 $0 $0 $0 Contingency General Contingency $0 $0 $0 $0 $0 $0 Total Contingency $0 $0 $0 $0 $0 $0 Total Budget $2,084,678 $3,017,585 $1,074,237 $969,736 $969,736 $969,736 Ending Fund Balance Undesignated Fund Balance $1,213,935 $1,050,992 $475,485 $21,944 $21,944 $21,944 Total Ending Fund Balance $1,213,935 $1,050,992 $475,485 $21,944 $21,944 $21,944 TOTAL REQUIREMENTS $3,298,613 $4,068,577 $1,549,722 $991,680 $991,680 $991,680 4 . 1S t. , Fund Summaries - Page 317 AA/ Al:. Bancroft Debt Services Fund #400 Revenue in this fund is derived from assessments on properties that participate in local improvement districts and from proceeds of Bancroft Bonds to retire short term debt issued to fund the local improvements. The City currently has three bonds outstanding related to local improvement districts (LID). In November 1998, the City sold bonds for the long term financing for the majority of the Dartmouth LID. In July 2002, the City sold bonds for the 69 Avenue LID project. In December 2003, the City sold bonds to finance the remaining portion of the Dartmouth LID, which had been in litigation and was decided in favor of the City in September 2003. The ending fund balance is used to protect against fluctuations and non - payment of assessments by property owners and to provide cash flow to pay debt service as scheduled. '^ j L Page 318 - City of Tigard General Obligation Debt Service Fund #450 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 RESOURCES 300000 Beginning Fund Balance $51,248 $1,057,050 $657,000 $397,700 $397,700 $397,700 Revenue 400000 Current Property Taxes $1,269,969 $588,940 $672,089 $780,331 $780,331 $780,331 401000 Prior Year Taxes 5,883 17,788 10,000 10,000 10,000 10,000 Total Property Taxes $1,275,852 $606,728 $682,089 $790,331 $790,331 $790,331 470000 Interest Earnings $14,584 $12,937 $13,100 $9,500 $9,500 $9,500 Total Interest & Rentals $14,584 $12,937 $13,100 $9,500 $9,500 $9,500 Total Revenue $1,290,436 $619,665 $695,189 $799,831 $799,831 $799,831 Transfer in from other funds Total transfer in from other funds $0 $0 $0 $0 $0 $0 TOTAL RESOURCES $1,341,684 $1,676,715 $1,352,189 $1,197,531 $1,197,531 $1,197,531 REQUIREMENTS Program Expenditures Total Expenditures $0 $0 $0 $0 $0 $0 Debt Service $284,631 $1,014,394 $974,413 $972,563 $972,563 $972,563 Capital Improvements $0 $0 $0 $0 $0 $0 Transfer out to other funds Total transfer out to other funds $0 $0 $0 $0 $0 $0 Contingency General Contingency $0 $0 $0 $0 $0 $0 Total Contingency $0 $0 $0 $0 $0 $0 Total Budget $284,631 $1,014,394 $974,413 $972,563 $972,563 $972,563 Ending Fund Balance Undesignated Fund Balance $1,057,053 $662,321 $377,776 $224,968 $224,968 $224,968 Total Ending Fund Balance $1,057,053 $662,321 $377,776 $224,968 $224,968 $224,968 TOTAL REQUIREMENTS $1,341,684 $1,676,715 $1,352,189 $1,197,531 $1,197,531 $1,197,531 On May 21, 2002 voters approved a bond measure in the amount of $13.0 million for a new Library. The City sold the bonds to the Oregon Economic and Community Development Department, and thereby was able to obtain a more favorable interest rate at lower cost than if the bonds had been sold independently. Taxes collected through the tax levy will repay this bonded debt. The ending fund balance is used to protect against fluctuations in property tax payments and to provide cash flow to match collections and payments. 1 464, Fund Summaries - Page 319 4J. ■JI. 69th Ave. LID Fund #315 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 RESOURCES 300000 Beginning Fund Balance $47,461 $0 $0 $0 $0 $0 Revenue 470000 Interest Earnings $0 $0 $0 $0 $0 $0 Total Interest & Rentals $0 $0 $0 $0 $0 $0 478000 Other Revenue $0 $0 $0 $0 $0 $0 479000 Recovered expenditures 0 0 0 0 0 0 Total Other Revenue $0 $0 $0 $0 $0 $0 Total Revenue $0 $0 $0 $0 $0 $0 Transfer in from other funds Total transfer in from other funds $0 $0 $0 $0 $0 $0 TOTAL RESOURCES $47,461 $0 $0 $0 $0 $0 REQUIREMENTS Program Expenditures Total Expenditures $0 $0 $0 $0 $0 $0 Debt Service $0 $0 $0 $0 $0 $0 Capital Improvements $0 $0 $0 $0 $0 $0 Transfer out to other funds Bancroft Bond Fund $47,461 $0 $0 $0 $0 $0 Total transfer out to other funds $47,461 $0 $0 $0 $0 $0 Contingency General Contingency $0 $0 $0 $0 $0 $0 Total Contingency $0 $0 $0 $0 $0 $0 Total Budget $47,461 $0 $0 $0 $0 $0 Ending Fund Balance Undesignated Fund Balance $0 $0 $0 $0 $0 $0 Total Ending Fund Balance $0 $0 $0 $0 $0 $0 TOTAL REQUIREMENTS $47,461 $0 $0 $0 $0 $0 This fund was established to account for the construction costs for the 69th Avenue Local Improvement District. This project has been completed and final assessments have been approved by the City Council. The fund balance was transferred to the Bancroft Bond Fund to offset any amount needed for the long term financing of the project. This fund is shown for historical purposes only. „ " iv.. Page 320 - City of Tigard III County Gas Tax Fund #205 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 RESOURCES 300000 Beginning Fund Balance $65,410 $0 $0 $0 $0 $0 Revenue 423000 County Gas Tax $0 $0 $0 $0 $0 $0 Total Other Agencies $0 $0 $0 $0 $0 $0 470000 Interest Earnings $0 $0 $0 $0 $0 $0 Total Interest & Rentals $0 $0 $0 $0 $0 $0 Total Revenue $0 $0 $0 $0 $0 $0 TOTAL RESOURCES $65,410 $0 $0 $0 $0 $0 REQUIREMENTS Program Expenditures Total Expenditures $0 $0 $0 $0 $0 $0 Debt Service $0 $0 $0 $0 $0 $0 Capital Improvements $0 $0 $0 $0 $0 $0 Transfer out to other funds Gas Tax Fund $65,410 $0 $0 $0 $0 $0 Total transfer out to other funds $65,410 $0 $0 $0 $0 $0 Contingency General Contingency $0 $0 $0 $0 $0 $0 Total Contingency $0 $0 $0 $0 $0 $0 Total Budget $65,410 $0 $0 $0 $0 $0 Ending Fund Balance Undesignated Fund Balance $0 $0 $0 $0 $0 $0 Total Ending Fund Balance $0 $0 $0 $0 $0 $0 TOTAL REQUIREMENTS $65,410 $0 $0 $0 $0 $0 Washington County collects one cent per gallon of gas sold within the County as a County gas tax. Taxes are distributed to cities within the county according to a formula set by the County. Funds are used for construction, reconstruction, improvement, repair maintenance, operation, and use of public highways, roads, and streets. In FY 2002 -03, the fund balance in the County Gas Tax Fund was transferred to the Gas Tax Fund and future County revenues will be deposited in this fund. This fund is shown for historical purposes only. At Fund Summaries - Page 321 AO- -4i_ Dartmouth LID /CIP Fund #320 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005-06 RESOURCES 300000 Beginning Fund Balance $8,816 $9,050 $9,500 $0 $0 $0 Revenue 470000 Interest Earnings $234 $147 $0 $0 $0 $0 Total Interest & Rentals $234 $147 $0 $0 $0 $0 Total Revenue $234 $147 $0 $0 $0 $0 Transfer in from other funds Total transfer in from other funds $0 $0 $0 $0 $0 $0 TOTAL RESOURCES $9,050 $9,197 $9,500 $0 $0 $0 REQUIREMENTS Program Expenditures Total Expenditures $0 $0 $0 $0 $0 $0 Debt Service $0 $0 $0 $0 $0 $0 Capital Improvements $0 $225 $0 $0 $0 $0 Transfer out to other funds Bancroft Bond Fund $0 $0 $9,500 $0 $0 $0 Total transfer out to other funds $0 $0 $9,500 $0 $0 $0 Contingency General Contingency $0 $0 $0 $0 $0 $0 Total Contingency $0 $0 $0 $0 $0 $0 Total Budget $0 $225 $9,500 $0 $0 $0 Ending Fund Balance Undesignated Fund Balance $9,050 $8,972 $0 $0 $0 $0 Reserves for Future Requirements 0 0 0 0 0 0 Total Ending Fund Balance $9,050 $8,972 $0 $0 $0 $0 TOTAL REQUIREMENTS $9,050 $9,197 $9,500 $0 $0 $0 This fund was established to account for the construction costs for the Dartmouth Street Local Improvement District. This project was completed and the majority of the final assessments were assigned in June 1998. A portion of the final assessments had been in litigation and the Court decided in favor of the City in September 2003. The fund balance was transferred to the Bancroft Bond fund in July 2004 to offset any amount needed for the long term financing of the project. This fund is shown for historical purposes only. ,, I'iL ` Page 322 - City of Tigard ID Metro Greenspaces Fund #305 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 RESOURCES 300000 Beginning Fund Balance $56,464 $0 $0 $0 $0 $0 Revenue 404000 Federal Grants $0 $0 $0 $0 $0 $0 416000 Intergovernmental Revenue 0 0 0 0 0 0 Total Other Agencies $0 $0 $0 $0 $0 $0 470000 Interest Earnings $0 $0 $0 $0 $0 $0 Total Interest & Rentals $0 $0 $0 $0 $0 $0 479000 Recovered expenditures $0 $0 $0 $0 $0 $0 Total Other Revenue $0 $0 $0 $0 $0 $0 Total Revenue $0 $0 $0 $0 $0 $0 Transfer in from other funds Total transfer in from other funds $0 $0 $0 $0 $0 $0 TOTAL RESOURCES $56,464 $0 $0 $0 $0 $0 REQUIREMENTS Program Expenditures Total Expenditures $0 $0 $0 $0 $0 $0 Debt Service $0 $0 $0 $0 $0 $0 Capital Improvements $0 $0 $0 $0 $0 $0 Transfer out to other funds Parks Capital Fund $56,464 $0 $0 $0 $0 $0 Total transfer out to other funds $56,464 $0 $0 $0 $0 $0 Contingency Total Contingency $0 $0 $0 $0 $0 $0 Total Budget $56,464 $0 $0 $0 $0 $0 Ending Fund Balance Undesignated Fund Balance $0 $0 $0 $0 $0 $0 Total Ending Fund Balance $0 $0 $0 $0 $0 $0 TOTAL REQUIREMENTS $56,464 $0 $0 $0 $0 $0 Expenditures on certain greenspace land acquisition and improvements were reimbursed by Metro up to a total of $758,000 from the Metro Open Spaces, Parks & Streams General Obligation Bond. The City received full reimbursement for any past expenses for the qualified projects. The remaining fund balance was transferred to the Parks Capital Fund in FY 2002 -03 to be used for the Parks Capital Improvement Program. This fund is shown for historical purposes only. a k Fund Summaries - Page 323 4.1— '. Park Levy Improvement Fund #310 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 RESOURCES 300000 Beginning Fund Balance $122,806 $0 $0 $0 $0 $0 Revenue 401000 Prior Year Taxes $0 $0 $0 $0 $0 $0 Total Property Taxes $0 $0 $0 $0 $0 $0 470000 Interest Earnings $0 $0 $0 $0 $0 $0 Total Interest & Rentals $0 $0 $0 $0 $0 $0 478000 Other Revenue $0 $0 $0 $0 $0 $0 Total Other Revenue $0 $0 $0 $0 $0 $0 Total Revenue $0 $0 $0 $0 $0 $0 Transfer in from other funds Total transfer in from other funds $0 $0 $0 $0 $0 $0 TOTAL RESOURCES $122,806 $0 $0 $0 $0 $0 REQUIREMENTS Program Expenditures Total Expenditures $0 $0 $0 $0 $0 $0 Debt Service $0 $0 $0 $0 $0 $0 Capital Improvements $0 $0 $0 $0 $0 $0 Transfer out to other funds Parks Capital Fund $122,806 $0 $0 $0 $0 $0 Total transfer out to other funds $122,806 $0 $0 $0 $0 $0 Contingency Total Contingency $0 $0 $0 $0 $0 $0 Total Budget $122,806 $0 $0 $0 $0 $0 Ending Fund Balance Undesignated Fund Balance $0 $0 $0 $0 $0 $0 Total Ending Fund Balance $0 $0 $0 $0 $0 $0 TOTAL REQUIREMENTS $122,806 $0 $0 $0 $0 $0 Funds were provided by the sale of Certificates of Participation in 1990 and were used to fund park improvements. Annual interest and principal payments were funded by a five year Parks Serial Levy, which began in July 1991. The serial levy ended in FY 1994 -95. In FY 2002 -03, the remaining fund balance was transferred to the Parks Capital Fund and used for funding of the Parks Capital Improvement Program. This fund is shown for historical purposes only. ,,, - ii_. Page 324 - City of Tigard 4D Tree Replacement Fund #215 Actual Actual Revised Proposed Approved Adopted Description 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 RESOURCES 300000 Beginning Fund Balance $222,663 $22,663 $0 $0 $0 $0 Revenue 417000 Tree Replacement Revenue $0 $0 $0 $0 $0 $0 Total Fees & Charges $0 $0 $0 $0 $0 $0 470000 Interest Earnings $0 $0 $0 $0 $0 $0 Total Interest & Rentals $0 $0 $0 $0 $0 $0 Total Revenue $0 $0 $0 $0 $0 $0 Transfer in from other funds Total transfer in from other funds $0 $0 $0 $0 $0 $0 TOTAL RESOURCES $222,663 $22,663 $0 $0 $0 $0 REQUIREMENTS Program Expenditures Total Expenditures $0 $0 $0 $0 $0 $0 Debt Service $0 $0 $0 $0 $0 $0 Capital Improvements $0 $0 $0 $0 $0 $0 Transfer out to other funds General Fund $0 $0 $0 $0 $0 $0 Parks Capital Fund 200,000 22,663 0 0 0 0 Total transfer out to other funds $200,000 $22,663 $0 $0 $0 $0 Contingency General Contingency $0 $0 $0 $0 $0 $0 Total Contingency $0 $0 $0 $0 $0 $0 Total Budget $200,000 $22,663 $0 $0 $0 $0 Ending Fund Balance Undesignated Fund Balance $22,663 $0 $0 $0 $0 $0 Total Ending Fund Balance $22,663 $0 $0 $0 $0 $0 TOTAL REQUIREMENTS $222,663 $22,663 $0 $0 $0 $0 This fund was established in FY 1996 -97 to account for funds collected from developers in lieu of preserving trees. Funds are to be used by the City to plant trees in the public rights -of -way and other public properties. In FY 2003 -04, the fund balance in the Tree Replacement Fund was transferred to the Parks Capital Fund and future revenues will be deposited in this fund. This fund is shown for historical purposes only. " Fund Summaries - Page 325 .,6G ll4IN1 111 i `'\ =I l i A A ---- CITY OF TIGARD Page 326 - City of Tigard APPENDIX Schedule of Appropriations 327 Financial Policies 334 Glossary of Budget Related Terms 341 Advisory Committees 346 Staffing Summary 351 Management/Professional Group Salary Schedule 353 Tigard Police Officers Assoc. Salary Schedule 356 Oregon Public Employees Union Salary Schedule 357 41 1 1 11 Sea 1W CITY OF TIGARD • Schedule of Appropriations Exhibit A Schedule of Appropriations Fiscal Year 2005 -06 Resolution No. 05-41 Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted General Fund Community Services $12,218,688 ($249,439) $11,969,249 $0 $11,969,249 Public Works 2,632,492 (3,404) 2,629,088 0 2,629,088 Development Services 2,949,659 (8,237) 2,941,422 0 2,941,422 Policy and Administration 344,656 (1,571) 343,085 0 343,085 General Government 0 0 0 0 0 Debt Service 0 0 0 0 0 Transfer 4,515,792 (8,060) 4,507,732 0 4,507,732 Capital Improvements 0 0 0 0 0 Contingency 1,000,000 0 1,000,000 0 1,000,000 Total Fund $23,661,287 ($270,712) $23,390,575 $0 $23,390,575 Sanitary Sewer Fund Community Services $0 $0 $0 $0 $0 Public Works 901,944 (2,112) 899,832 0 899,832 Development Services 0 0 0 0 0 Policy and Administration 0 0 0 0 0 General Government 0 0 0 0 0 Debt Service 0 0 0 0 0 Transfer 574,619 (403) 574,216 0 574,216 Capital Improvements 2,990,000 0 2,990,000 0 2,990,000 Contingency 679,000 0 679,000 0 679,000 Total Fund $5,145,563 ($2,515) $5,143,048 $0 $5,143,048 Storm Sewer Fund Community Services $0 $0 $0 $0 $0 Public Works 878,897 (1,530) 877,367 0 877,367 Development Services 0 0 0 0 0 Policy and Administration 0 0 0 0 0 General Government 0 0 0 0 0 Debt Service 0 0 0 0 0 Transfer 411,793 115 411,908 0 411,908 Capital Improvements 589,000 85,000 674,000 0 674,000 Contingency 150,000 0 150,000 0 150,000 Total Fund $2,029,690 $83,585 $2,113,275 $0 $2,113,275 Water Fund Community Services $0 $0 $0 $0 $0 Public Works 5,254,225 (3,910) 5,250,315 0 5,250,315 Development Services 0 0 0 0 0 Policy and Administration 0 0 0 0 0 General Government 0 0 0 0 0 Debt Service 0 0 0 0 0 Transfer 7,337,586 1,764 7,339,350 0 7,339,350 Capital Improvements 1,130,250 0 1,130,250 0 1,130,250 Contingency 1,000,000 0 1,000,000 0 1,000,000 Total Fund $14,722,061 ($2,146) $14,719,915 $0 $14,719,915 Alk Appendix - Page 327 ,O 4 _ Schedule of Appropriations Exhibit A Schedule of Appropriations Fiscal Year 2005 -06 Resolution No. 05-41 Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Water SDC Fund Community Services $0 $0 $0 $0 $0 Public Works 0 0 0 0 0 Development Services 0 0 0 0 0 Policy and Administration 0 0 0 0 0 General Government 0 0 0 0 0 Debt Service 0 0 0 0 0 Transfer 970,476 0 970,476 0 970,476 Capital Improvements 830,000 0 830,000 0 830,000 Contingency 100,000 0 100,000 0 100,000 Total Fund $1,900,476 $0 $1,900,476 $0 $1,900,476 Water CIP Fund Community Services $0 $0 $0 $0 $0 Public Works 0 0 0 0 0 Development Services 0 0 0 0 0 Policy and Administration 0 0 0 0 0 General Government 0 0 0 0 0 Debt Service 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 2,490,493 1,048,500 3,538,993 0 3,538,993 Contingency 373,500 0 373,500 0 373,500 Total Fund $2,863,993 $1,048,500 $3,912,493 $0 $3,912,493 Water Quality /Quantity Fund Community Services $0 $0 $0 $0 $0 Public Works 0 0 0 0 0 Development Services 0 0 0 0 0 Policy and Administration 0 0 0 0 0 General Government 0 0 0 0 0 Debt Service 0 0 0 0 0 Transfer 76,196 (2) 76,194 0 76,194 Capital Improvements 275,000 0 275,000 0 275,000 Contingency 34,000 0 34,000 0 34,000 Total Fund $385,196 ($2) $385,194 $0 $385,194 Criminal Forfeiture Fund Community Services $0 $0 $0 $0 $0 Public Works 0 0 0 0 0 Development Services 0 0 0 0 0 Policy and Administration 0 0 0 0 0 General Government 0 0 0 0 0 Debt Service 0• 0 0 0 0 Transfer 50,000 0 50,000 0 50,000 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 Total Fund $50,000 $0 $50,000 $0 $50,000 . 4i Page 328 - City of Tigard a Schedule of Appropriations Exhibit A Schedule of Appropriations Fiscal Year 2005 -06 Resolution No. 05 -41 Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Gas Tax Fund Community Services $0 $0 $0 $0 $0 Public Works 0 0 0 0 0 Development Services 445,000 0 445,000 0 445,000 Policy and Administration 0 0 0 0 0 General Government 0 0 0 0 0 Debt Service 0 0 0 0 0 Transfer 1,306,833 (1,216) 1,305,617 0 1,305,617 Capital Improvements 1,943,361 0 1,943,361 0 1,943,361 Contingency 350,000 0 350,000 0 350,000 Total Fund $4,045,194 ($1,216) $4,043,978 $0 $4,043,978 Parks SDC Fund Community Services $0 $0 $0 $0 $0 Public Works 0 0 0 0 0 Development Services 0 0 0 0 0 Policy and Administration 0 0 0 0 0 General Government 0 0 0 0 0 Debt Service 0 0 0 0 0 Transfer 1,909,917 0 1,909,917 0 1,909,917 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 Total Fund $1,909,917 $0 $1,909,917 $0 $1,909,917 Parks Capital Fund Community Services $0 $0 $0 $0 $0 Public Works 0 0 0 0 0 Development Services 0 0 0 0 0 Policy and Administration 0 0 0 0 0 General Government 0 0 0 0 0 Debt Service 282,876 0 282,876 0 282,876 Transfer 1,900,000 0 1,900,000 0 1,900,000 Capital Improvements 3,714,566 0 3,714,566 0 3,714,566 Contingency 150,000 0 150,000 0 150,000 Total Fund $6,047,442 $0 $6,047,442 $0 $6,047,442 Traffic Impact Fee Fund Community Services $0 $0 $0 $0 $0 Public Works 0 0 0 0 0 Development Services 0 0 0 0 0 Policy and Administration 0 0 0 0 0 General Government 0 0 0 0 0 Debt Service 0 0 0 0 0 Transfer 207,304 (507) 206,797 0 206,797 Capital Improvements 2,051,364 0 2,051,364 0 2,051,364 Contingency 325,000 0 325,000 0 325,000 Total Fund $2,583,668 ($507) $2,583,161 $0 $2,583,161 Aillk 1 Appendix - Page 329 .L- a!' Schedule of Appropriations Exhibit A Schedule of Appropriations Fiscal Year 2005 -06 Resolution No. 05 -41 Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Traffic Impact Fee Urban Services Fund Community Services $0 $0 $0 $0 $0 Public Works 0 0 0 0 0 Development Services 0 0 0 0 0 Policy and Administration 0 0 0 0 0 General Government 0 0 0 0 0 Debt Service 0 0 0 0 0 Transfer 31,046 (94) 30,952 0 30,952 Capital Improvements 200,000 0 200,000 0 200,000 Contingency 34,000 0 34,000 0 34,000 Total Fund $265,046 ($94) $264,952 $0 $264,952 Building Fund Community Services $0 $0 $0 $0 $0 Public Works 0 0 0 0 0 Development Services 1,724,464 (3,548) 1,720,916 0 1,720,916 Policy and Administration 0 0 0 0 0 General Government 0 0 0 0 0 Debt Service 0 0 0 0 0 Transfer 399,347 (1,209) 398,138 0 398,138 Capital Improvements 0 0 0 0 0 Contingency 300,000 0 300,000 0 300,000 Total Fund $2,423,811 ($4,757) $2,419,054 $0 $2,419,054 Electrical Inspection Fund Community Services $0 $0 $0 $0 $0 Public Works 0 0 0 0 0 Development Services 0 0 0 0 0 Policy and Administration 0 0 0 0 0 General Government 0 0 0 0 0 Debt Service 0 0 0 0 0 Transfer 296,344 (682) 295,662 0 295,662 Capital Improvements 0 0 0 0 0 Contingency 40,000 0 40,000 0 40,000 Total Fund $336,344 ($682) $335,662 $0 $335,662 Underground Utility Fund Community Services $0 $0 $0 $0 $0 Public Works 0 0 0 0 0 Development Services 0 0 0 0 0 Policy and Administration 0 0 0 0 0 General Government 0 0 0 0 0 Debt Service 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 170,000 0 170,000 0 170,000 Contingency 26,000 0 26,000 0 26,000 Total Fund $196,000 $0 $196,000 $0 $196,000 ,,�` ,_ Page 330 - City of Tigard III Schedule of Appropriations Exhibit A Schedule of Appropriations Fiscal Year 2005 -06 Resolution No. 05 -41 Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Insurance Fund Community Services $0 $0 $0 $0 $0 Public Works 0 0 0 0 0 Development Services 0 0 0 0 0 Policy and Administration 0 0 0 0 0 General Government 0 0 0 0 0 Debt Service 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 Total Fund $0 $0 $0 $0 $0 Urban Services Fund Community Services $0 $0 $0 $0 $0 Public Works 0 0 0 0 0 Development Services 0 0 0 0 0 Policy and Administration 0 0 0 0 0 General Government 0 0 0 0 0 Debt Service 0 0 0 0 0 Transfer 496,093 (1,176) 494,917 0 494,917 Capital Improvements 0 0 0 0 0 Contingency 49,000 0 49,000 0 49,000 Total Fund $545,093 ($1,176) $543,917 $0 $543,917 79th Ave LID Fund Community Services $0 $0 $0 $0 $0 Public Works 0 0 0 0 0 Development Services 0 0 0 0 0 Policy and Administration 0 0 0 0 0 General Government 0 0 0 0 0 Debt Service 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 1,350,000 0 1,350,000 0 1,350,000 Contingency 0 0 0 0 0 Total Fund $1,350,000 $0 $1,350,000 $0 $1,350,000 Street Maintenance Fee Fund Community Services $0 $0 $0 $0 $0 Public Works 0 0 0 0 0 Development Services 0 0 0 0 0 Policy and Administration 0 0 0 0 0 General Government 0 0 0 0 0 Debt Service 0 0 0 0 0 Transfer 119,800 0 119,800 0 119,800 Capital Improvements 725,000 0 725,000 0 725,000 Contingency 80,500 0 80,500 0 80,500 Total Fund $925,300 $0 $925,300 $0 $925,300 Appendix - Page 331 - A l. . Schedule of Appropriations Exhibit A Schedule of Appropriations Fiscal Year 2005 -06 Resolution No. 05 -41 Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Facility Fund Community Services $0 $0 $0 $0 $0 Public Works 0 0 0 0 0 Development Services 0 0 0 0 0 Policy and Administration 0 0 0 0 0 General Government 0 0 0 0 0 Debt Service 0 0 0 0 0 Transfer 51,000 0 51,000 0 51,000 Capital Improvements 1,470,254 0 1,470,254 0 1,470,254 Contingency 260,000 0 260,000 0 260,000 Total Fund $1,781,254 $0 $1,781,254 $0 $1,781,254 Wall Street LID Fund Community Services $0 $0 $0 $0 $0 Public Works 0 0 0 0 0 Development Services 0 0 0 0 0 Policy and Administration 0 0 0 0 0 General Government 0 0 0 0 0 Debt Service 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 40,000 0 40,000 0 40,000 Contingency 0 0 0 0 0 Total Fund $40,000 $0 $40,000 $0 $40,000 Central Services Fund Community Services $0 $0 $0 $0 $0 Public Works 0 0 0 0 0 Development Services 0 0 0 0 0 Policy and Administration 4,109,622 (6,375) 4,103,247 0 4,103,247 General Government 417,682 0 417,682 0 417,682 Debt Service 0 0 0 0 0 Transfer 201,456 (379) 201,077 0 201,077 Capital Improvements 0 0 0 0 0 Contingency 718,625 0 718,625 0 718,625 Total Fund $5,447,385 ($6,754) $5,440,631 $0 $5,440,631 Fleet/Property Management Fund Community Services $0 $0 $0 $0 $0 Public Works 1,141,988 (771) 1,141,217 0 1,141,217 Development Services 0 0 0 0 0 Policy and Administration 0 0 0 0 0 General Government 0 0 0 0 0 Debt Service 0 0 0 0 0 Transfer 82,050 298 82,348 0 82,348 Capital Improvements 0 0 0 0 0 Contingency 90,000 0 90,000 0 90,000 Total Fund $1,314,038 ($473) $1,313,565 $0 $1,313,565 ,,""'fi Page 332 - City of Tigard ID Schedule of Appropriations Exhibit A Schedule of Appropriations Fiscal Year 2005 -06 Resolution No. 05 -41 Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted G/O Bond Debt Fund Community Services $0 $0 $0 $0 $0 Public Works 0 0 0 0 0 Development Services 0 0 0 0 0 Policy and Administration 0 0 0 0 0 General Government 0 0 0 0 0 Debt Service 972,563 0 972,563 0 972,563 Transfer 0 0 0 0 0 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 Total Fund $972,563 $0 $972,563 $0 $972,563 Bancroft Bond Debt Fund Community Services $0 $0 $0 $0 $0 Public Works 0 0 0 0 0 Development Services 0 0 0 0 0 Policy and Administration 0 0 0 0 0 General Government 0 0 0 0 0 Debt Service 969,736 0 969,736 0 969,736 Transfer 0 0 0 0 0 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 Total Fund $969,736 $0 $969,736 $0 $969,736 Total Appropriations $81,911,057 $841,051 $82,752,108 $0 $82,752,108 Appendix - Page 333 " . L A. 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 public'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 providing outstanding local government services. The goals of Tigard's financial policies are as follows: • Enhance City Council's policy- making ability by providing accurate information on program and operating costs. • Assist sound management of the City government by providing accurate and timely information on current and anticipated financial conditions. • Provide sound principles to guide important decisions of the Council and management that have significant financial impact. • Set forth operational principles which minimize the cost and financial risk of local government consistent with services desired by the public. • Employ revenue policies that prevent undue or unbalanced reliance on any one source, distribute the cost of municipal services fairly, and provide adequate funds to operate desired programs. • Provide and maintain essential public facilities, utilities, infrastructure, and capital equipment. • Protect and enhance the City's credit rating. • Ensure that all surplus cash is prudently invested in accordance with the investment policy adopted by the Council to protect City funds and realize a reasonable rate of return. The City uses the following financial policies to guide its financial affairs: Revenue Policy • Maintain a diversified and stable revenue system to shelter the government from short-term fluctuations in any one - revenue source. • One -time revenues will be used only for one -time expenditures. The City will avoid using temporary revenues to fund mainstream services. • All revenue forecasts shall be conservative. • Regular reports comparing actual to budgeted revenues will be prepared by the Finance Department 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. ,,,'"Iii Page 334 - City of Tigard lb 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. 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 departmental reports. • Before the City undertakes any agreements that create fixed costs, both operating and capital, the implications of such agreements will be fully determined for current and future years. • All non -salary benefits, such as social security, pension, and insurance will be estimated and their impact on future budgets assessed annually. • Cost analysis of salary increases will include the effect of such increases on the City's share of 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 included 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 departments. • The City will provide documentation of equipment Toss to the insurance companies in the event of losses due to fire or theft. • The City will maintain and provide information such as depreciation and obsolescence needed for City's enterprise funds (Water, Sanitary Sewer, and Storm Sewer). Appendix - Page 335 .1" =J_�_ Financial Policies • 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 Accounting 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 Excellence 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 improvements. Single Owner Local Improvement District Policy Local Improvement Districts (LIDs) are usually initiated either by the City Council or by written request of the property owners owning at least fifty percent of the property benefited by the local improvement. On occasion, the City receives requests to form a LID in which there would be only one property owner involved. City Council has established a formal policy for single owner LIDs. The following are the conditions that must be met before Council will consider allowing the LID to be formed. • The property is zoned and proposed to be used for industrial, commercial or office development. I!„ Page 336 - City of Tigard ID Financial Policies • 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 demonstrate that the property owner has the financial ability to pay the assessments levied on the property. INVESTMENT POLICY The following Investment Policies are intended to meet the requirements of ORS 294.035 and to provide the framework within which City of Tigard funds may be invested. Authority The Finance 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 Director may assign the delegation of authority to persons responsible for investment transaction. 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 including water funds on behalf of Durham, King City, and Tigard Water District. Cash accumulations related to bond proceeds or short-term borrowing is included unless more restrictive state or federal regulations are applicable. Excess cash shall be defined as all liquid assets not necessary to meet current obligations. Deferred Compensation Deferred compensation funds are placed with a third party for investment and are therefore excluded from the restrictions set forth in these guidelines. Objectives The objectives of these policies are to provide for the preservation of City assets, the availability of such assets to meet obligations as they come due, and to provide for a reasonable rate of return on those assets, in that order. Appendix - Page 337 All ih Financial Policies Prudent Investor Investments shall be made under the prudent investors 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 investment, considering the probable safety of their capital as well as the probable income to be derived." Internal 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 basis. 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 following 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 exceed 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. 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 ,,,,141 Page 338 - City of Tigard Financial Policies 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 portfolio. Bank liabilities of any one qualified financial institution shall not exceed one percent of the institution's total assets. Investment in Corporate Indebtedness shall not exceed 5 percent of the portfolio in any one Oregon corporate entity meeting the rating requirements of P -2/A -2 or better, or 5 percent of the portfolio in any one corporate entity outside the State of Oregon (ORS 294.035 section C). For purposes of these guidelines, the state local government investment pool (LGIP) shall be considered to have a one -day liquidity. Selection of Investment Instruments Investments shall be made by the Investment Officer through the exercise of his/her judgment after requesting quotes from financial institutions. Selections will be made so as to provide the highest rate of return within the parameters of these policies. Qualified Institutions The Investment Officer shall maintain a list of all authorized institutions, which are approved for investment purposes. The Investment Officer will request, analyze, and keep on file, periodic financial statements 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. Appendix - Page 339 , 1 "!_�_ Financial Policies 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 Califomia and political subdivisions of those states. Safekeeping A third -party custodian, as evidenced by safekeeping receipts, will hold securities (excluding bank deposits and CDs). 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 provided by this policy. *Ai_ Page 340 - City of Tigard II 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. Appropriations 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. Bancroft: Section of Oregon Law that allows benefited property owners within a local improvement district (LID) to pay their assessments in installments. This is made possible by the sale of long term "Bancroft" bonds, proceeds of which are used to pay LID costs. Principal and interest on Bancroft Bonds are paid by assessments received from property owners within an LID, though these bonds also carry the full faith and credit guarantee of the City. Bond: Awritten 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 future 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 assessments from benefited property owners. Budget: A plan of financial operation embodying an estimate of adopted revenue and expenditures fora given year. The budget is the legal spending limit for City activities. Oregon Budget Law requires that the budget be "balanced" where the total resources equal the total requirements for each fund. Budget Calendar: Schedule of key dates or milestones followed by City departments in the preparation, 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 fiscal years, and views and recommendations of the City Manager. Capital Improvement Projects (CIP): Expenditures which result in the acquisition of land, improvements to existing facilities, and construction of streets, sewers, storm drains, park facilities, and other public facilities. Capital Improvements Program: Long -range plan for City facilities and infrastructure. Capital Outlays: Expenditures equal to or greater than $5,000, for equipment, vehicles, or machinery that results in the acquisition or addition to fixed assets. Appendix - Page 341 ,S !1_ Glossary of Budget Related Terms 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. Community Connectors: A program designed to facilitate communication between the City and its residents and business owners on issues that are of interest or have an impact on the neighborhood. A resident and /or business owner can volunteer to be the Community Connector for the area and is responsible for disseminating information provided by the City and providing feedback to the City received from other residents /business owners in their area. Contingency: Appropriation established in certain funds for the funding of unforeseen events. Contingency 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. Due from other Funds: An asset account used to indicate amounts owed to a particular fund by another fund for goods sold or services rendered. This account includes only short-term obligations on open account, not interfund loans. Employee Benefits: Benefits include social security, retirement, group health, dental and life insurance, 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 activities include sanitary sewer, storm sewer, and water utilities. Expenditures are matched with revenue from service 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 service, permitting an activity, or imposing a fine or penalty. Major types of fees include building permits, business and non - business taxes, 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. FTE: Abbreviation for Full Time Equivalent. Staffing levels are measured in FTE's to give a consistent 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. Franchise: Aspecial privilege granted by a government, permitting the continued use of public property, such as city streets, and usually involving the elements of monopoly and regulation. "^ j? Page 342 - City of Tigard Glossary of Budget Related Terms Fund: Afiscal and accounting unit with a self - balancing set of accounts in which cash and other financial 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 revenues (such as property tax) and general - purpose operations. Generally Accepted Accounting Principles (GAAP): Uniform minimum standards and guidelines for financial accounting and reporting. 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 Y Y 9 P P P Y Y 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 November 1990. This provision sets a maximum $10 tax rate on individual ro erties for the aggregate of all non - school taxing P 9 jurisdictions. School's maximum rate is limited to $5. Measure 47: A Constitutional limit on individual property tax collections approved by voters in November 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 Center, 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 proceeds, property taxes, and/ or special assessments) are recognized when they become both measurable and available to finance expenditures of the current period. Niche: A name given to a renovated City facility that houses Human Resources, Information Technology, and Risk Management. Niche stands for "New Improved City Hall Environment ". Alk Appendix - Page 343 Ad- -J!_ 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 operating 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 secondarily on character, classification, and performance. Programs within the City of Tigard's adopted budget include Community Services, Public Works, Development Services, Policy &Administration, and General Govemment. Proposed Budget: City budget developed by the City Manager and submitted to the Budget Committee 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 infrastructure necessary due to increased usage. Such charges are collected for sewers, 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: Afund 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. TIF: Abbreviation for Traffic Impact Fee. These are revenues from County- instituted fee on development. It was approved by voters in 1989. Funds are used for highway and transit capital improvements, which provide additional capacity to major transportation systems and recovery of costs of administering the program. The City collects this fee inside its boundaries and outside the City limits under the Urban Services program. ,,u' II? Page 344 - City of Tigard Glossary of Budget Related Terms Urban Service Area: The area of unincorporated Washington County within the City of Tigard's area of interest, but outside Tigard City limits. The City and the County entered into an agreement in which the City will provide development services to the area. Tigard collects all fees and charges from such development and uses the funds to pay for the related costs of that service. WCCLS: Abbreviation for Washington County Cooperative Library System. All libraries within Washington County are partially funded through a countywide serial levy. Funds are distributed twice each fiscal year in accordance with a formula that takes into account circulation, open hours, and collection development. 99W: Major state highway running through Tigard and connecting the City with Interstate 5 and Highway 217. Also referred to as Pacific Highway West. Appendix - Page 345 ,uL "AIL 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 will 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. Original Term Members Appointment Expires Benner, Mike Citizen Jan -99 Jun -05 Dirksen, Craig Mayor Jan -01 Dec -06 Haldeman, Mark Citizen Apr-04 Jun -07 Harding, Sally Councilor Jan -05 Dec -08 Schwab, Katie Citizen Jul -04 Jun -07 Sherwood, Sydney Councilor Feb-01 Dec -06 Snider, Jason Citizen May -05 Jun-06 Wilson, Nick Councilor Jan -03 Dec -06 Woodruff, Tom Councilor Jan -05 Dec -08 Yesilada, Sue Citizen Apr-04 Jun-06 Building Appeals Board This seven - member board consists of one each of the following: the general public, Oregon Disability Commission representative, Fire Marshal, licensed general contractor, engineer, municipal building official, and an attorney. The Board hears and decides appeals of orders, decisions or determinations made by the Tigard building official relative to the application of Title 14, the building and development code, except Chapter 14.16 (housing code) of the Tigard Municipal Code. Original Term Members Appointment Expires Craghead, Alexander Citizen Apr -02 Apr -06 Jurrens, Jeff Citizen Sept -03 Apr -06 McKee, Gerald Citizen Apr -02 Apr -06 Mitchell, Alan Citizen Apr -02 Apr -06 Nibler, John Citizen Apr -02 Apr-06 Pike, Robert W. Citizen Sept -95 Apr -06 Watson, Eric R. Citizen Apr -02 Apr -06 ,µ IL Page 346 - City of Tigard Ill Advisory Committees Downtown Task Force The Downtown Task Force is charged with three objectives: 1) work closely with Washington County and Tri -Met to influence the Main Street commuter rail train station's development and appearance; 2) examine downtown Tigard infrastructure improvements, including pedestrian and vehicular circulation; 3) develop a work plan to address other revitalization and economic development needs for the area. The continuance of this Task Force will be evaluated each year. Original Members Appointment Andrews, Jim Citizen May -04 Arave, Janice I. Citizen Apr -04 Barkley, Carolyn Citizen Nov -02 Bishop, Martha Citizen Nov -02 Chaney, Josh Citizen May -04 Dirksen, Craig Mayor Nov -02 Dawson, Ken Citizen Oct -03 Guevara, Heather Citizen Jun -04 Henderson, Marland Citizen Nov -02 Houk, Barry C. Citizen Apr -04 (ford, Paul Citizen Sep -04 Lewis, Chris Citizen Nov -02 Marr, Mike Citizen Nov -02 Morelli, Susan Citizen Jun -04 Munro, Judy Citizen Nov -02 Murphy, Dan Citizen Jun -04 Olson, Lisa Citizen Jun-04 Palmateer, Nicole Citizen Jun-04 Patel, Yudhi Citizen Jun-04 Renken, Catherine Citizen Jun -04 Richardson, Jan Citizen Apr -04 Stevenson, Mike Citizen Nov -02 Wilson, John Citizen Jun-04 Wirick, Sue Citizen Apr -04 Appendix - Page 347 ,44- "' "!!_ Advisory Committees Intergovernmental Water Board The Intergovernmental Water Board consists of five members and was established through an intergovernmental agreement between the cities of Tigard, Durham, and King City, and the Tigard Water District. Each jurisdiction is represented by one member and one member is appointed at large. The purpose of the Board is to make recommendations to the Tigard City Council on water issues and to carry out other responsibilities set forth in the agreement. Original Term Members Jurisdiction Appointment Expires Carroll, Patrick Durham Jan -97 Dec -05 Woodruff, Tom Tigard Jan -05 Dec -05 Penner, Norman Tigard Water Dist. Aug -00 Dec -05 Winn, Dick King City Jun -03 Dec -05 Scheiderich, Bill At Large Dec -94 Dec -05 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. Original Term Members Appointment Expires Burke, David Citizen May -04 Jun -05 Diamond, Marvin Citizen Jul -00 Jun -07 Kasson, Sue Citizen May -97 Jun -05 Kelly, Brian Citizen Jul -04 Jun -08 Smith, Jane Citizen Apr -00 Jun -06 Thenell, Jan Citizen Jul -01 Jun -05 Turley, Suzan Citizen June-02 July -07 Page 348 -City of Tigard Advisory Committees Park and Recreation Advisory Board The Park and Recreation Advisory Board consists of seven voting members, two ex- officio members, and one Youth Advisory Council representative. One ex- officio member represents the Tigard Planning Commission and one represents the Tigard - Tualatin School District 23 -J. The Board advises Tigard City Council on matters pertaining to the creation, operation, and maintenance of recreation facilities under the jurisdiction of the City. Original Term Members Appointment Expires Albertson, Barry (ex- officio) Citizen Oct -03 Dec -05 Ashley, Jason Citizen Sep-03 Dec -06 Baumgarten, David Citizen Jul -03 Dec -05 Bernhard DC, Scott Citizen Jul -03 Dec-06 Brown, Ethan (Youth Advisory Council) Citizen May -04 Dec 05 Davies, Brian Citizen Mar -05 Dec -07 Freudenthal, Michael Citizen Jul -03 Dec-05 Meads, Kathy (ex- officio) Citizen Dec -04 Dec 05 Richards - Rodriguez, Shelley Citizen Jul -03 Dec -07 Swanson, Trish (alternate) Citizen Mar -05 Dec -05 Switzer, Carl Citizen Jul -03 Dec -07 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, maintain, update, and implement the City Comprehensive Plan; to formulate the City Capital Improvements Program; and to review and take action on development projects and Development Code provisions delegated to the Commission. Original Temi Members Appointment Expires Anderson, Marty Citizen Aug -04 Dec -05 Buehner, Gretchen Citizen Dec -01 Dec -07 Caffall, Rex Citizen Dec -03 Dec -07 Duling, Teddi Citizen Mar -05 Dec -06 Haack, William Citizen Dec -02 Dec -06 Inman, Jodie Citizen Dec -01 Dec -05 Meads, Katherine Citizen Dec -05 Dec -08 Munro, Judy Citizen Dec -00 Dec -08 Padgett, Mark Citizen Sep -95 Dec -07 Appendix - Page 349 .,41- AY.. Advisory Committees Transportation Financial Strategies Task Force This Task Force will be exploring feasible strategies for funding transportation system improvements to meet the current and future transportation demands. The Task Force was reconstituted to evaluate and recommend to City Council feasible new funding sources for urgently needed transportation system improvements. Two additional members were added to the Task Force to provide increased representation from the business community. The mission for the Task Force conforms to Tigard Beyond Tomorrow Transportation and Traffic goal and strategy of examining current and possible new sources of funding for major transportation improvements. The continuance of this Task Force will be evaluated each year. Original Members Appointment Anderson, Marty Citizen Oct -04 Buehner, Gretchen Citizen Aug -04 Christopher, Basil Citizen Oct -04 Clark, Steve Citizen Feb-01 Floyd, Dan Citizen Aug-04 Froude, Bev Citizen Feb-01 Gilliam, Joe Citizen Aug -04 Gilmour, Cam Citizen Feb -01 Hughes, Ralph G. Citizen Oct -04 Owen, Paul Citizen Feb-01 Schweitz, Joe Citizen Feb -01 Wilson, Nick Councilor Apr-04 Tree Board The Tree Board was established by City Council resolution. The Board consists of up to seven members, who are appointed by the City Council for two or four year terms. The role of the Board is to 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. Original Term Members Appointment Expires Bray, Jim (1st alternate) Citizen Dec -03 Dec-05 Callan, Rob Citizen Apr -03 Apr -05 Cancelosi III, Robert R Citizen Dec -03 Dec -07 Gillis, Janet Citizen Apr -03 Apr -07 Haack, William Citizen Jan-04 Dec -06 Penna, Colin (2nd alternate) Citizen Dec -03 Dec -05 Tinnin, Bob Citizen Apr -01 Apr -05 44. " Page 350 - City of Tigard Staffing Summary Budget Actual Actual Revised Proposed Approved Adopted Unit Program 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 Community Services Police 1110 Police Administration 3.00 3.00 3.00 3.00 3.00 3.00 1120 Police Operations 47.00 47.00 48.00 50.00 49.00 49.00 1130 Police Support Services 25.00 26.00 26.00 26.00 26.00 26.00 Total Police 75.00 76.00 77.00 79.00 78.00 78.00 Library 1410 Library Administration 2.95 3.20 3.30 3.30 3.30 3.30 1420 Readers' Services 10.30 8.70 10.20 12.70 11.20 11.20 1430 Technical Services 5.20 5.00 5.70 5.70 5.70 5.70 1440 Circulation 12.20 12.00 14.00 13.00 13.00 13.00 Total Library 30.65 28.90 33.20 34.70 33.20 33.20 Total Community Services 105.65 104.90 110.20 113.70 111.20 111.20 Public Works 2110 Public Works Administration 7.00 7.00 7.85 7.60 7.60 7.60 2120 Sanitary Sewer 6.95 7.25 7.75 7.25 7.25 7.25 2130 Storm Sewer 6.95 7.75 8.25 7.25 7.25 7.25 2140 Streets Maintenance 9.20 8.50 8.00 7.00 7.00 7.00 2150 Fleet Maintenance 3.10 3.25 3.00 2.50 2.50 2.50 2160 Property Management 3.25 3.25 3.25 3.25 3.25 3.25 2170 Water 18.00 17.00 16.25 16.50 16.50 16.50 1600 Parks and Grounds 10.25 11.00 10.75 10.75 10.75 10.75 Total Public Works 64.70 65.00 65.10 62.10 62.10 62.10 Development Services Community Development 2210 Community Dev. Administration 3.00 3.00 3.00 3.00 3.00 3.00 2220 Building Inspection 13.50 16.30 18.30 18.80 18.80 18.80 2230 Current Planning 9.00 8.20 8.20 8.20 8.20 8.20 2240 Long Range Planning 5.00 5.00 5.00 7.00 7.00 7.00 Total Community Development 30.50 32.50 34.50 37.00 37.00 37.00 Engineering 2250 Engineering 16.00 15.50 15.50 15.50 15.50 15.50 Total Engineering 16.00 15.50 15.50 15.50 15.50 15.50 Total Development Services 46.50 48.00 50.00 52.50 52.50 52.50 Appendix - Page 351 .ail 1�i1 Staffing Summary Budget Actual Actual Revised Proposed Approved Adopted Unit Program 2002 -03 2003 -04 2004 -05 2005 -06 2005 -06 2005 -06 Policy & Administration City Administration 3120 City Management 5.80 4.00 3.80 3.80 3.80 3.80 3130 Human Resources 4.00 4.00 4.00 4.00 4.00 4.00 3140 Information Technology 8.00 6.00 6.00 7.00 7.00 7.00 3150 Risk Management 2.00 2.00 2.00 2.00 2.00 2.00 Total City Administration 19.80 16.00 15.80 16.80 16.80 16.80 Finance 3210 Finance 3.00 3.00 3.00 3.00 3.00 3.00 3230 Financial Operations 10.80 10.80 10.80 10.80 10.80 10.80 3320 Office Services 7.00 7.30 7.30 7.30 7.30 7.30 3340 Municipal Court 3.00 3.00 3.00 3.00 3.00 3.00 Total Finance 23.80 24.10 24.10 24.10 24.10 24.10 Total Policy & Administration 43.60 40.10 39.90 40.90 40.90 40.90 Total All Programs 260.45 258.00 265.20 269.20 266.70 266.70 A j. 4i Page 352 - City of Tigard 0 Management/Professional Group Salary Schedule As of the printing date of this document, the Management/Professional Group Salary Schedule had not been finalized for FY 2005 -06. This listed Schedule is for FY 2004 -05. Range Category Classification Title Pay Range 32 M3 Confidential Administrative Spec. I Hourly 11.90 - 15.96 (City Administration) Monthly 2,063 - 2,766 Annually 24,756 - 33,192 38 M3 Confidential Administrative Spec. II Hourly 13.81 - 18.51 (City Administration) Monthly 2,394 - 3,208 Annually 28,728 - 38,496 41 M3 Human Resources Assistant Hourly 14.88 - 19.93 Monthly 2,579 - 3,454 Annually 30,948 - 41,448 44 M3 Confidential Executive Assistant Hourly 16.04 - 21.50 M3 Library Technical Services Coordinator Monthly 2,781 - 3,726 M3 Volunteer Coordinator Annually 33,372 - 44,712 45 M3 Executive Assistant to City Administration Hourly 16.45 - 22.05 M3 Payroll Specialist Monthly 2,852 - 3,822 M3 Risk Technician Annually 34,224 - 45,864 46 M3 Assistant Planner Hourly 16.88 - 22.62 M3 Program Assistant Monthly 2,926 - 3,921 Annually 35,112 - 47,052 47 M3 Buyer Hourly 17.33 - 23.21 M2 Circulation Supervisor Monthly 3,003 - 4,023 Annually 36,036 - 48,276 49 M3 Micro Computer Support Tech Hourly 18.20 - 24.38 Monthly 3,155 - 4,226 Annually 37,860 - 50,712 50 M2 Police Records Supervisor Hourly 18.67 - 25.02 M3 Readers Services Specialist Monthly 3,236 - 4,337 Annually 38,832 - 52,044 52 M3 Accountant Hourly 19.64 - 26.32 M3 Associate Planner Monthly 3,404 - 4,562 M3 Facilities Services Coordinator Annually 40,848 - 54,744 M3 Fleet Services Coordinator M2 Library Technical Services Specialist M3 Right -of -Way Coordinator 53 M3 Human Resources Analyst Hourly 20.14 - 27.00 Monthly 3,491 - 4,680 Annually 41,892 - 56,160 Appendix - Page 353 „a Management/Professional Group Salary Schedule Range Category Classification Title Pay Range 54 M3 Grounds Supervisor Hourly 20.68 - 27.72 M2 Library Services Supervisor Monthly 3,585 - 4,804 M3 Police Systems Specialist Annually 43,020 - 57,648 M3 Streets Supervisor M3 Wastewater Operations Supervisor M3 Water Operations Supervisor 55 M2 City Recorder Hourly 21.20 - 28.41 Monthly 3,674 - 4,925 Annually 44,088 - 59,100 56 M3 Management Analyst Hourly 21.74 - 29.14 M3 Senior Accountant Monthly 3,768 - 5,051 M3 Senior Planner Annually 45,216 - 60,612 57 M2 Senior Human Resources Analyst Hourly 22.29 - 29.87 Monthly 3,863 - 5,177 Annually 46,356 - 62,124 58 M2 Administrative Services Manager Hourly 22.88 - 30.66 M2 Library Division Manager Monthly 3,965 - 5,314 M2 Project Engineer Annually 47,580 - 63,768 59 M2 Plans Examination Supervisor Hourly 23.45 - 31.43 Monthly 4,064 - 5,447 Annually 48,768 - 65,364 60 M2 Inspection Supervisor Hourly 24.06 - 32.23 M2 Senior Management Analyst/Risk Monthly 4,170 - 5,586 M3 Web Administrator Annually 50,040 - 67,032 61 M2 Financial Operations Manager Hourly 24.67 - 33.06 M2 Parks & Facilities Division Manager Monthly 4,276 - 5,730 M2 Planning Manager Annually 51,312 - 68,760 M2 Public Works Manager M2 Utility Division Manager 100 M3 Police Sergeant Hourly 25.38 - 34.02 Monthly 4,400 - 5,896 Annually 52,800 - 70,752 64 M2 Engineering Manager Hourly 26.63 - 35.68 Monthly 4,615 - 6,185 Annually 55,380 - 74,220 66 M2 Building Official Hourly 28.01 - 37.53 Monthly 4,855 - 6,505 Annually 58,260 - 78,060 „ 'iii'' Page 354 - City of Tigard II Management/Professional Group Salary Schedule Range Category Classification Title Pay Range 106 M2 Police Lieutenant Hourly 29.23 - 39.18 Monthly 5,067 - 6,792 Annually 60,804 - 81,504 68 M2 Assistant Public Works Director Hourly 29.46 - 39.47 Assistant to City Manager Monthly 5,106 - 6,842 Annually 61,272 - 82,092 70 M2 Human Resources Director Hourly 30.99 - 41.52 M2 Information Technology Director Monthly 5,371 - 7,196 Annually 64,452 - 86,352 109 M2 Police Captain Hourly 31.26 - 41.90 Monthly 5,419 - 7,262 Annually 65,028 - 87,144 72 M1 City Engineer Hourly 32.60 - 43.67 M1 Community Development Director Monthly 5,650 - 7,570 M1 Finance Director Annually 67,800 - 90,840 M1 Library Director M1 Public Works Director 112 M2 Assistant Police Chief Hourly 34.49 - 46.19 Monthly 5,978 - 8,007 Annually 71,736 - 96,084 114 M1 Police Chief Hourly 36.21 - 48.51 Monthly 6,276 - 8,408 Annually 75,312 - 100,896 Appendix - Page 355 . "!J_ Tigard Police Officers Assoc. Salary Schedule Effective July 1, 2005 Range Classification Title Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 450 Detective Secretary Monthly 2,635 2,768 2,907 3,052 3,203 3,363 al Records Specialist Hourly 15.20 15.97 16.77 17.61 18.48 19.40 Annually 31,620 33,216 34,884 36,624 38,436 40,356 454 Community Service Officer Monthly 2,917 3,062 3,216 3,378 3,547 3,724 Property /Evidence Clerk Hourly 16.83 17.67 18.55 19.49 20.46 21.48 Senior Records Clerk Annually 35,004 36,744 38,592 40,536 42,564 44,688 350 Police Officer Monthly 3,644 3,739 3,935 4,140 4,360 4,578 Hourly 21.02 21.57 22.70 23.88 25.15 26.41 Annually 43,728 44,868 47,220 49,680 52,320 54,936 Ai. i' i 1 Page 356 - City of Tigard III Oregon Public Employees Union Salary Schedule Effective October 1, 2005 Range Classification Title Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 186 Library Aide Monthly 1,452 1,523 1,600 1,680 1,764 1,852 1,945 Hourly 8.38 8.79 9.23 9.69 10.18 10.68 11.22 Annually 17,424 18,276 19,200 20,160 21,168 22,224 23,340 200 Administrative Specialist I Monthly 2,069 2,172 2,280 2,395 2,516 2,638 2,768 Hourly 11.94 12.53 13.15 13.82 14.52 15.22 15.97 Annually 24,828 26,064 27,360 28,740 30,192 31,656 33,216 201 Accounting Assistant I Monthly 2,121 2,225 2,338 2,453 2,576 2,705 2,842 Building Maint. Tech I Hourly 12.24 12.84 13.49 14.15 14.86 15.61 16.40 Annually 25,452 26,700 28,056 29,436 30,912 32,460 34,104 202 Utility Worker I Monthly 2,174 2,282 2,397 2,518 2,643 2,775 2,914 Hourly 12.54 13.17 13.83 14.53 15.25 16.01 16.81 Annually 26,088 27,384 28,764 30,216 31,716 33,300 34,968 204 Library Assistant Monthly 2,281 2,396 2,516 2,641 2,773 2,911 3,056 Hourly 13.16 13.82 14.52 15.24 16.00 16.79 17.63 Annually 27,372 28,752 30,192 31,692 33,276 34,932 36,672 206 Administrative Specialist II Monthly 2,405 2,526 2,654 2,786 2,925 3,072 3,223 Microcomputer Support Asst. Hourly 13.88 14.57 15.31 16.07 16.88 17.72 18.59 PBX Operator Annually 28,860 30,312 31,848 33,432 35,100 36,864 38,676 207 Accounting Assistant II Monthly 2,467 2,589 2,718 2,855 2,997 3,147 3,305 Hourly 14.23 14.94 15.68 16.47 17.29 18.16 19.07 Annually 29,604 31,068 32,616 34,260 35,964 37,764 39,660 208 Senior Library Assistant Monthly 2,525 2,652 2,785 2,924 3,071 3,223 3,384 Hourly 14.57 15.30 16.07 16.87 17.72 18.59 19.52 Annually 30,300 31,824 33,420 35,088 36,852 38,676 40,608 209 Building Maintenance Tech II Monthly 2,597 2,726 2,861 3,006 3,156 3,313 3,479 Engineering Technician I Hourly 14.98 15.73 16.51 17.34 18.21 19.11 20.07 Maintenance Services Tech. Annually 31,164 32,712 34,332 36,072 37,872 39,756 41,748 210 Information Processing Tech. Monthly 2,663 2,796 2,938 3,083 3,239 3,396 3,568 Sr. Admin Specialist Hourly 15.36 16.13 16.95 17.79 18.69 19.59 20.58 Utility Worker II Annually 31,956 33,552 35,256 36,996 38,868 40,752 42,816 211 Senior Accounting Assistant Monthly 2,731 2,866 3,011 3,162 3,320 3,484 3,660 Hourly 15.76 16.53 17.37 18.24 19.15 20.10 21.12 Annually 32,772 34,392 36,132 37,944 39,840 41,808 43,920 212 Code Compliance Specialist Monthly 2,800 2,938 3,086 3,241 3,402 3,571 3,751 Hourly 16.15 16.95 17.80 18.70 19.63 20.60 21.64 Annually 33,600 35,256 37,032 38,892 40,824 42,852 45,012 Appendix - Page 357 .4.1,1 7_ Oregon Public Employees Union Salary Schedule Effective October 1, 2005 Range Classification Title Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 213 Mechanic Monthly 2,872 3,016 3,168 3,326 3,489 3,667 3,850 Network Assistant Hourly 16.57 17.40 18.28 19.19 20.13 21.16 22.21 Permit Coordinator Annually 34,464 36,192 38,016 39,912 41,868 44,004 46,200 Permit Specialist Permit Technician - Building Permit Technician - Planning /Engineering Urban Forester Water Qual Prog Coordinator Water Works Inspector 214 Senior Utility Worker Monthly 2,944 3,092 3,245 3,409 3,577 3,757 3,944 Hourly 16.98 17.84 18.72 19.67 20.64 21.68 22.75 Annually 35,328 37,104 38,940 40,908 42,924 45,084 47,328 215 Engineering Technician II Monthly 3,024 3,174 3,334 3,500 3,674 3,859 4,049 Inspector I Hourly 17.45 18.31 19.23 20.19 21.20 22.26 23.36 Librarian Annually 36,288 38,088 40,008 42,000 44,088 46,308 48,588 219 Network Technician Monthly 3,343 3,512 3,686 3,870 4,065 4,269 4,482 Senior Engineering Technician Hourly 19.29 20.26 21.27 22.33 23.45 24.63 25.86 Senior Librarian Annually 40,116 42,144 44,232 46,440 48,780 51,228 53,784 220 Plans Examiner Monthly 3,432 3,605 3,783 3,972 4,170 4,379 4,596 Hourly 19.80 20.80 21.83 22.92 24.06 25.26 26.52 Annually 41,184 43,260 45,396 47,664 50,040 52,548 55,152 221 Inspector II Monthly 3,519 3,697 3,880 4,074 4,277 4,492 4,716 Hourly 20.30 21.33 22.38 23.50 24.68 25.92 27.21 Annually 42,228 44,364 46,560 48,888 51,324 53,904 56,592 223 Engin. /Survey Specialist Monthly 3,701 3,885 4,079 4,284 4,498 4,722 4,957 Senior Network Technician Hourly 21.35 22.41 23.53 24.72 25.95 27.24 28.60 Annually 44,412 46,620 48,948 51,408 53,976 56,664 59,484 224 Senior Plans Examiner Monthly 3,796 3,985 4,185 4,394 4,615 4,844 5,085 Hourly 21.90 22.99 24.14 25.35 26.63 27.95 29.34 Annually 45,552 47,820 50,220 52,728 55,380 58,128 61,020 225 Senior Inspector Monthly 3,893 4,087 4,290 4,504 4,730 4,969 5,217 Hourly 22.46 23.58 24.75 25.98 27.29 28.67 30.10 Annually 46,716 49,044 51,480 54,048 56,760 59,628 62,604 „„a. ` Page 358 - City of Tigard