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City of Tigard Budget - FY 2016-2017
City of Tigard ADOPTED BUDGET FISCAL YEAR 2016 -2017 041V - .,-.--- CA \ :' - -. 8 J 1 ? :-.4-44.'-'.. z -- i.. - . -.---',-- -----z_.-.... _ r.-F,-----''..;,,_;.'4,4,--.Z -..-- ;7;.,---,... .„.....-- i • ggif II TIGARD 13125 SW Hall Boulevard I Tigard, OR 97223 I www.tigard-or.gov ON THE COVER Photographer: Doug Vorwaller I Artists:Andrew and Andrea Baxley The New Burnham Street project was completed in 2011 and we invited the community to a celebration. We had a pooch parade, scavenger hunt, and sidewalk activities. One of the most creative activities was the chalk art event on the new sidewalk panels along Burnham Street. Participants worked alone, in pairs or in groups and left our street with colorful art that we could appreciate for days. CITY OF TIGARD, OREGON FY 2016-17 ADOPTED BUDGET BUDGET COMMITTEE Bill Bigcraft Mayor John L. Cook Don Fisher Councilor John Goodhouse Quinton Harold Councilor Marland Henderson Nathan Rix Councilor Jason Snider Clifford Rone Councilor Marc Woodard Thomas Schweizer, City Manager Marty Wine Assistant City Manager Liz Newton Central Services Director Nadine Robinson Chief of Police Alan Orr Community Development Director Kenny Asher Finance and Information Services Director Toby LaFrance Human Resources Director Dana Bennett Library Director Margaret Barnes Public Works Director Brian Rager City Attorney Jordan Ramis PC 11111 TIGARD a Prepared by the following City of Tigard Staff: Marty Wine,City Manager Liz Newton,Assistant City Manager Toby LaFrance,Finance&Information Services Director Joe Barrett,Senior Management Analyst Carissa Collins,Senior Management Analyst Liz Lutz,Confidential Executive Assistant A special thank you to departments and staff for their contributions to the Budget Document www.tigard-or.gov Gi3 GOVERNMENT FINANCE OFFICERS ASSOCIATION D is tin gu ishe dget P resentation sward PRFSF.ITF.D TO City of Tigard Oregon For the Fiscal Year Beginning July 1, 2015 Diri 1 c The Government Finance Officers Association of the United States and Canada (GFOA) present- ed an award of Distinguished Budget Presentation to the City of Tigard for its annual budget for the fiscal year beginning July 1, 2015. 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 commu- nication device. The award is valid for a period of one year only. We believe our current budget continues to con- form to program requirements, and we are submitting it to GFOA to determine its eligibility for another award. TABLE OF CONTENTS INTRODUCTION 2016-2017 Budget Transmittal 1 Council Goals 7 City Information 11 Citywide Organization Chart- By Program 14 City of Tigard Map 15 READER'S GUIDE User's Guide to the Budget Document 17 Budget Process 21 Basis of Budgeting 24 Fund Structure 25 Program Budget Structure 26 BUDGET SUMMARY Where the money comes from 29 Where the money goes 30 Fund Balance 34 Ending Fund Reserves Summary by Fund 36 Summary of All Funds 37 Summary of Contingency 43 Comprehensive Long Term Financial Forecast 44 REVENUE ANALYSIS Current Revenue Summary by Fund 55 General Fund 56 Assessed Value 57 Property Tax Revenue 58 State Revenue Sharing 61 Franchise Fee 63 Enterprise Funds - User Fees 65 Connection Fees 66 Permit Revenue 67 County Shared Revenue 68 Fine and Forfeiture Revenue 69 Interest Earnings 70 Interfund Transfers 71 PROGRAM SUMMARIES Expenditure Summary by Program 79 Operating Budget Summary 80 Operating Budget History 81 Staffing Levels 84 COMMUNITY SERVICES PROGRAM Community Services Organization Chart 87 Expenditure/FTE Summary 89 Police Organization Chart/FTE Summary 90 Police Administration 91 Police Operations 98 Police Support Services 104 Library Organization Chart/FTE Summary 112 Library Administration 113 Library Reader Services 119 Library Technical Services 123 Library Circulation 127 Social Services and Community Events 131 PUBLIC WORKS PROGRAM Public Works Organization Chart 135 Expenditure/FTE Summary 137 Public Works Public Works Administration 138 Parks and Recreation 145 Parks and Grounds-Historical 151 Street Maintenance 153 PW Engineering 158 Healthy Streams Historical 164 Fleet Maintenance Historical 165 Property Management Historical 166 Water 167 Sanitary Sewer 173 Stormwater 178 Street Lights and Signals 183 COMMUNITY DEVELOPMENT PROGRAM Community Development Organization Chart 185 Expenditure/FTE Summary 187 Community Development Community Development Planning 188 Building 194 Economic Development 199 Development Services Historical 205 Community Planning Historical 206 POLICY AND ADMINISTRATION PROGRAM Policy and Administration Organization Chart 207 Expenditure/FTE Summary 208 Mayor& Council Organization Chart/Expenditure Summary 209 City Management Organization Chart/FTE Summary 216 City Manager's Office 217 Human Resources 221 Risk Management 226 Central Services Organization Chart/FTE Summary 230 Communications 231 Municipal Court 235 City Recorder/Records 238 Fleet Maintenance 243 Property Management 246 Finance and Information Services Organization Chart/FTE Summary 249 Finance and Information Services Administration 250 Financial Operations 254 Utility Billing 257 Information Technology 261 Contracts and Purchasing 265 CAPITAL IMPROVEMENT PLAN Capital Improvement Plan Executive Summary 269 Impact of Capital Improvement Plan on Operating Costs 271 Prioritization and Development of the CIP 275 Streets 279 Parks 301 Water 322 Sanitary Sewer 337 Stormwater 345 Facilities 353 DEBT SERVICE Debt Service 355 Debt Service Summary 356 Outstanding Debt Issues 357 Debt Service Schedules General Obligation Bond-Library 358 General Obligation Bond-Parks 359 General Obligation Bonds Summary 360 Tigard Transportation Build America Bond 361 Tigard Transportation Build America Bond Summary 362 Assessment-69th Avenue Local Improvement District 363 Assessment-Bancroft Improvement Bonds Summary 364 Water Revenue Debt-Water Revenue Bond 2012 365 Water Revenue Debt-Water Revenue Bond 2015 366 Water Revenue Debt-ARRA Water Loan 367 Water Revenue Debt Summary 368 FUND SUMMARIES Fund Summaries Introduction 369 General Funds General Fund 370 Enterprise Funds Sanitary Sewer Fund 374 Stormwater Fund 376 Water Fund 377 Water CIP Fund 379 Water Debt Service Fund 381 Water Quality/Quantity Fund 382 Water SDC Fund 383 Special Revenue Fund Building Fund 384 City Gas Tax Fund 386 Criminal Forfeiture Fund 388 Electrical Inspection Fund 389 Gas Tax Fund 390 Library Donations & Bequests Fund 392 Parks Bond 393 Parks SDC Fund 394 Parks Utility Fund 395 Street Maintenance Fund 396 Transportation Development Tax 398 Transportation SDC Fund 399 Urban Forestry Fund 400 Underground Utility Fund 401 Debt Service Fund Bancroft Debt Services Fund 402 General Obligation Debt Service Fund 403 Capital Projects Fund Facilities Capital Projects Fund 404 Parks Capital Fund 405 Transportation CIP Fund 406 Internal Services Funds Central Services Fund 407 Fleet/Property Management Fund 409 Insurance Fund 410 APPENDIX Schedule of Appropriations 411 Financial Policies 422 Glossary of Budget Related Terms 429 Advisory Committees 433 Staffing Summary 436 Management/Professional Group Salary Schedule 438 Tigard Police Officers Assn. Salary Schedule 442 Oregon Public Employees Union Salary Schedule 443 FIN la •„ fir �� J iy - " 4 ill‘ l' , • 1 1 ihilior . . I - Tigard Skate Park, located near Tigard City Hall. Photo by SkateOregon City of Tigard I ADOPTED BUDGET I FY 2016-2017 FY 2016-2017 BUDGET TRANSMITTAL I am pleased to present the adopted FY 2017 budget. This city budget continues to move Tigard to- ward a stronger financial future and creates opportunities for us to begin to shore up resources for day- to-day city services. Setting the Landscape: The Fiscal Cliff In last year's budget message I stressed the dangers of eroding day-to-day city services if we continue on our current financial path.Tigard's day-to-day service levels are steadily declining due to several factors. First,Tigard's population since 2009 has grown over eight percent and will continue to grow with devel- opment on our on our western boundary in River Terrace.At the same time,our staffing has decreased by 19 FTE,or six percent.We have fewer Police Officers and Librarians today than we did eight years ago. The city continues to employ the best people,improve and make our processes efficient and use technolo- gy,yet our capacity to serve the public will decline as the population grows and staffing shrinks. A major factor in the city's service provision is the structural financial imbalance that the city faces. In the 2011 State of the City, former Mayor Dirksen called this a "fiscal cliff" over which all local govern- ments would fall. Some of the factors that create the cliff include: • Tigard's low permanent property tax levy rate ($2.51/1,000 AV), second lowest of any city in Washington County with a population over 5,000. That rate was set when Measure 50 was approved in 1997 and will not change without property tax reform. • City expenditures that grow at a rate about one-half of one percent faster than our re- sources grow (4.0%vs 3.5%), even with the actions that we have taken to curb spending cost growth. • Growth in River Terrace will provide a temporary bump in Tigard's revenue growth, providing an additional 0.5%in revenue growth annually. Instead of an additional 200 homes a year allowing Tigard to add services to meet the demands of growth, that develop- ment simply provides enough additional revenue to stave off future service cuts. Our fiscal landscape is that of a growing city unable to grow day-to-day services to keep up with its growth. Through community surveys, our residents continually ask for more and improved city ser- vices than that which we now provide.And we are not maintaining our infrastructure systems and pub- lic facilities as we should. We have not yet reached the fiscal cliff,but it is closer. INTRODUCTION-PAGE 1 FY 2016-2017 BUDGET TRANSMITTAL Table 1. Permanent Property Tax Rate Comparison City Cities with Population Permanent Rate 10,000+ (per$1,000 AV) Lake Oswego 37,610 $4.9703 Portland 609,456 $4.5770 Beaverton 93,542 $4.6180 Cornelius 12,161 $3.9836 Forest Grove 22,419 $3.9554 Hillsboro 97,368 $3.6665 Sherwood 18,884 $3.2975 Wilsonville 21,484 $2.5206 Tigard 50,444 $2.5131 Tualatin 26,879 $2.2665 Average Washington County $3.6369 Statewide Comparison Eugene 159,190 $7.0100 Albany 51,583 $6.3984 Woodburn 24,395 $6.0534 Salem 160,614 $5.8315 Medford 77,677 $5.2953 Corvallis 55,298 $5.1067 McMinnville 33,131 $5.0200 Springfield 60,177 $4.7400 Redmond 27,427 $4.4100 Newberg 22,508 $4.3827 Grants Pass 35,076 $4.1335 Gresham 109,397 $3.6129 Bend 81,236 $2.8035 Tigard 50,444 $2.5131 Keizer 37,064 $2.0838 Average Statewide $4.6263 PAGE 2- CITY OF TIGARD FY 2016-2017 BUDGET TRANSMITTAL One Solution:Park and Recreation Utility Fund &Fee The FY 2015-16 budget provided a hopeful step back from the fiscal cliff. I proposed—and the Budget Committee and City Council later approved—treating parks as a utility,with the creation of a park and rec- reation utility fund along with an associated utility fee.This served two purposes. First,parks would have a stable funding source that would grow with the needs of a growing park system,and allow development and maintenance of the city's 2010 Park Bond land acquisitions. Second,$2.2 million of General Fund re- sources that previously funded parks could be available to be reprogrammed to enhance day-to-day ser- vices and bring financial stability to the General Fund.During the budget deliberations,the Budget Com- mittee recommended that: • $100K of the General Fund would be reprogrammed to library services.This funding plus more than$160K of resources from the passage of the WCCLS levy in November,allowed the Library to provide public counter services on Thursday. • $400K of the General Fund would not be spent on services,but would go to bolster the re- serves in the General Fund to help pay for the 0.5%annual gap between revenues and expend- itures. • The remaining$1.7 million would be allocated to service enhancements during the FY 2016- 17 budget cycle. The City Council chose to approve a park and recreation fee at a level that would generate$1.0 million annually. One reason was a concern about overburdening utility bills with additional fees.A second priori- ty of the City Council was to advance a local option levy to pay for growth in day-to-day services.The ra- tionale for a voter-approved local option levy is that this funding would be less regressive,provide a feder- al tax deduction,and permit more room for growth. In the end, City Council decided that fully imple- menting a Park and Recreation Fee was not the right answer to our current fiscal problem,but could pro- vide short-term relief. Choices for FY 2016-17 The Proposed Budget honored the Budget Committee's request to provide choices for allocating the Gen- eral Fund that was freed up by the park and recreation fee. Based on 2015-16 council action on the Park and Recreation Fee,the Proposed Budget was structured so that$1M of General Fund that once support- ed Parks could be invested in other day-to-day services, and the Budget Committee allocated$100,000 to the Library and$400,000 to bolster General Fund Reserves. At the Park and Recreation Fee hearing dur- ing 2015,the City Council agreed that$100,000 for the Library would be included in the base budget and would not be considered for reallocation. The City Council later brought the question of$400,000 for reserves to sustain the General Fund back to the Budget Committee,meaning that the Budget Committee had the choice to allocate up to$900,000 in General Fund resources for the 2016-17 budget. INTRODUCTION-PAGE 3 FY 2016-2017 BUDGET TRANSMITTAL The Proposed 2016-17 budget considered by the Budget Committee was divided into three categories. The first category included immediate short-term investments could be addressed in the FY 2016-17 Budget. The second category included near-term needs that could be addressed through a local option levy and capital bond,which I proposed that Tigard voters may consider in the fall of 2017.The third category included longer-term investments in programs and services would be addressed through other revenues than the General Fund. The twelve immediate short-term service needs that were proposed to the Budget Committee represented important operational investments,including one-time and ongoing costs that would exceed the$900,000 allocation by more than four times.These needs were proposed with the acknowledgement that not all could be funded, so the remaining items would be considered for funding with a future voter-approved property tax levy or bond.The needs included: • Adding police officers to improve response times for high priority public safety calls • Library staff to allow the city to provide patrons more timely access to new and popular items, improve communication to engage the public,and provide services and programs in Spanish for kids • Analytical support for city internal services such as property, finance and fleet management • City building maintenance,repairs and space needs • Supporting public use of city facilities through room reservation services • Land use,permit and design review resources • Address unfunded parks maintenance • Continue to expand city recreation programs • Support for the Tigard Downtown Alliance • Sustaining General Fund reserves • Roof and locker room repair for the Police Department 2016-17 Approved and Adopted Budget Given the complexity of Tigard's budget,the Budget Committee was asked to discuss and decide on allo- cating short-term resources freed up by the creation of the Park and Recreation Fee by allocating $900,000 toward the city's greatest needs. In addition,the Budget Committee was asked to consider rec- ommending that Tigard voters consider a local option levy and a capital facilities bond in November 2017. By doing so,the city would be able to determine whether to retain the Park and Recreation Fee long-term, and address Tigard's very low permanent property tax rate by increasing it with a future Local Option Levy.There is room to increase Tigard's permanent local option levy rate. (For example,a local option levy of$1.00/$1,000 of assessed value would still keep Tigard's rate below average in Washington County and would raise approximately$6,000,000 annually for more and better city services,allowing service de- livery to increase by nearly 20 percent.) PAGE 4- CITY OF TIGARD FY 2016-2017 BUDGET TRANSMITTAL The 2016-17 budget recommended by the Budget Committee sought to be fiscally responsible with the resources we currently have and recognized that current resources are inadequate to meet the needs of a growing city.The Budget Committee recommended sustaining reserves in the General Fund in excess of the minimum required;recommended adding three patrol officers in the Police Department,to address increasing response times for highest-priority calls;and funding three one-time maintenance and repair projects for city facilities and parks (Police Department roof,Summerlake Park irrigation system,and a building condition assessment).The Budget Committee acknowledged that at this time,Tigard cannot afford to take on larger maintenance needs. Finally,the Budget Committee expressed support for moving forward with a local option levy to improve city services and a capital facilities bond to create building space to meet current public service needs. The City Council adopted a 2016-17 budget that funds the city's day-to-day services and additionally boosted Police and Recreation services.The approved$177 million budget allocates more than $123 million to fund city services,handles the city's debt obligations and pays for improvements to the com- munity,including city roads and the water system. In addition to the Budget Committee recommenda- tion, the City Council opted to hire another police officer, four total, to support the department's goal for patrols during highest call volumes and improving call response times for highest-priority calls. The City Council approved an increase in funding for the city's new recreation program. And the City Council affirmed that Tigard should plan for a possible local option levy to improve city services, and a capital facilities bond to better meet current public service needs. Future Needs There is still work to be done.Tigard will develop a local option levy request to place before voters in November 2017 to address the city's parks,library,public safety and walkability needs. In addition to the needs for expanded services outlined above that were considered in the FY 2016-17 budget,City of Tigard faces other demands to provide day-to-day services to residents and businesses that could be in- cluded in a local option levy proposal.The levy could include services such as: • Expanded community outreach and Neighborhood Network program to support resident and neighborhood connection and engagement • Increase Library outreach to the public and expand library programming and services. • Analytical support including contracting,franchise management,grant acquisition and admin- istration,technology workflow and software implementation,annexation analysis and support, budget/CIP preparation,managing indirect cost plan, and general central management and support • Engineering staff to support private development activity and long-range planning • Enhancing the city's appearance with more proactive enforcement to respond to Code com- plaints • Downtown parking,planning and enforcement • Multilingual,translation and interpretation services to expand services, outreach,and materials in multiple languages INTRODUCTION-PAGE 5 FY 2016-2017 BUDGET TRANSMITTAL • Public safety services including Community Policing Neighborhood Response Team,bicycle patrol for trails and parks;and traffic safety team • Trail safety,lighting needs and vegetation maintenance • Annexation resources to identify resources required for expansion areas • Parks planning&development to make acquired park lands useful to the public • Neighborhood park and trail connections • Grounds maintenance for city facilities • Pedestrian planning for investments in the city's walking network and Safe Routes to School program • Asset management plan to repair or replace aging infrastructure,including water, sewer and stormwater systems • Extended library hours In last year's budget message,I asked the Budget Committee and City Council to either maintain the sta- tus quo by making small changes that continue to erode city services, or to take bolder action. I appreciat- ed that the committee and Council resoundingly chose to take bolder action.When Former Mayor Dirksen discussed the fiscal cliff,these were the options: "...The cliff is still there in front of us,we're just further away from it than some of our sister cities and counties. However,to avoid a similar fate,in the next three years one of three things must happen: 1) the state legislature must reform the state revenue system to be more responsive to economic fluctuations. 2)The City of Tigard will need to pass its own local option levy to supple- ment our base tax rate,or 3)The City will have to make significant cuts to city services like police, library,and public works.This would include extensive personnel layoffs including police officers, library staff,and planning and engineering staff" The time has come to prepare Tigard for passing a local option levy to supplement our base tax rate. Without bolder decisions to increase resources,the services that citizens tell us that they want through interactions,meetings,and surveys will continue to erode. I appreciate the Budget Committee and City Council's consideration of these measures to set Tigard on a more sustainable financial path. Respectfully, ,1111 Marty Wine City Manager PAGE 6 - CITY OF TIGARD COUNCIL GOALS 1. Provide Recreation Opportunities for the People of Tigard Objectives Estimated Timeline Establish city recreation program in 2015-16 adopted budget Recreation clearinghouse and program guide Completed July 2015 Grants & scholarships Recreation coordinator—staff position Spring 2016 Programs and classes (beginning Year 2) Spring 2016 Outdoor events (Year 2) 2017 Indoor events (Year 3) Explore feasibility of partnership opportunities,including THPRD, December 2016 YMCA,TTAD,TTSD, other city, or non-profit opportunities; establish facility partnership if feasible Consider a voter-approved measure to fund recreation November 2016 Complete the city's facilities strategic plan to identify future facility needs September 2016 for a recreation/community center. 2. Make Downtown Tigard a Place Where People Want to Be Objectives Estimated Timeline Support residential and mixed use development in walkable and transit-supported areas by completing the Ash Ave/Burnham Completed in 2015 Redevelopment project Increase walkable access to open space by advancing plans for new downtown open space,including the Tigard Street Trail plaza, the December 2016 Fanno Creek Overlook, and a Main Street plaza,including pro- gramming Strengthen downtown's identity by completing gateway improve- ments and install art at both Main Street entrances Completed in 2015 Support walkability by completing two Strolling Street projects Secure brownfields cleanup grant (if eligible) to facilitate infill or open Completed in 2015 space development enabling a more walkable and interconnected downtown Spring 2016 Promote downtown as a place to shop, dine and recreate Through communications and support of Tigard Downtown Alliance activities. Summer 2016 INTRODUCTION-PAGE 7 COUNCIL GOALS 3. Adopt and Begin Implementation of Tigard Triangle Strategic Plan Objectives Estimated Timeline Tigard Triangle Strategic Plan Plan Development Completed Spring 2015 Council consideration and adoption (code and plan amendments) September 2016 Consider Lean Code and Plan Amendments September 2016 Zoning Community Development Code Transportation System Plan Parks and Trails Master Plans Infrastructure Planning Citywide Stormwater Master Plan June 2017 Triangle Stormwater Implementation Plan FY 2017-18 Streetscape Design Plan August 2016 72nd Avenue Study (pending CIP approval) June 2017 Development of Funding Tools Urban Renewal Plan Development October 2016 Plan Adoption December 2016 Public Vote May 2017 LID—consider continuance of existing April 2016 Vertical Housing Development Zone Completed 2014 Tigard Enterprise Zone Completed 2014 A.Tigard r \. city. .fall • r 0.1111, 361 PAGE 8 - CITY OF TIGARD COUNCIL GOALS 4. Enable Groundbreaking in River Terrace by Summer 2015 Objectives Estimated Timeline Infrastructure Financing Project (RT SDCs) Completed River Terrace Community Plan Implementation Completed Permitting Early assistance for land use applications (ongoing) Completed Winter 2015 Land use applications and ongoing into Building and site permits 2016 Public Facilities Clean Water Services pump station Winter 2016 City of Tigard downstream stormwater conveyance analysis Completed River Terrace Stormwater Master Plan Amendments (updates, direc- tion, and Council adoption) Transportation Utility Fee adopted Spring 2016 Stormwater Utility Fee adopted Spring 2016 City of Tigard 550-Zone Water Improvements Summer 2016 Summer 2016 Strategic Plan Implementation Achieve walkability aims of Strategic Plan in River Terrace by fol- Summer 2016 lowing through on pedestrian planning efforts 5. Expand Opportunities to Engage People in the Community Objectives Estimated Timeline Citywide Communications Plan (will include suggested engagement im- Completed Spring 2015 provements) Continue Council outreach meetings Quarterly throughout each year Seek input on and outreach about the sidewalk connection program Prepare for May 2017 ballot Community education;identify timing and content of measures for vot- June 2016 er approval Organize community engagement through increased work with Neigh- June 2016 borhood Networks,in-person and online forums INTRODUCTION-PAGE 9 COUNCIL GOALS 6. Define and Establish the City's Role in Addressing Homelessness Issues for Further Council Discussion [Topics will be scheduled for workshop meetings (3rd Tuesday) or study sessions] • SW Corridor—Mayor will brief Council during Council Liaison reports • Pacific Highway/congestion and aesthetics (May 2016) • Annexation (Incentives Resolution in February, discussion June 2016) • Charter review (July 2016) • Future possible ballot measures (April 2016) • Strategic Plan Updates • Sustainability (August 2016) • — _ . Welcome to 1 -F TI GARD wl��Kleul IN i el f1 `i A Place to Call Home OE �Mr11Y1 u.. �. j ',t 4 .s t ' w ' 3 r, lk PAGE 10- 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 four-year terms. The Mayor presides at council meetings and is elected at-large for a four-year term. Together, the Mayor and council provide community leadership, develop policies to guide the city in delivering services and achieving communi- ty goals, and encourage citizen awareness and involvement. The City Council appoints the City Manager, who acts as the administrative head of the city govern- ment. 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: Department Services Central Services City Recorder/Records, Communications, Facilities, Fleet, Municipal Court City Management City Manager's Office, Human Resources, Risk Management Community Services Police, Library, Social Services & Community Events Community CD Planning, Building, Economic Development Development Finance and Finance Administration, Financial Operations, Utility Billing, Infor- Information Services mation Technology, Contracts/Purchasing Mayor and Council Public Works PW Administration, PW Engineering, Parks & Rec, Sanitary Sewer, Streets, Storm Water, Water INTRODUCTION - PAGE 11 CITY INFORMATION CITY INFORMATION Tigard is located in Washington County and is the thirteenth largest city in Oregon. It is centrally locat- ed, surrounded by Portland,Lake Oswego,Beaverton and Tualatin. It is conveniently located, directly off of the I-5 and Highway 217. One of area's largest shopping malls,Washington Square,is located in Tigard. Population Facts: Population by year: Population Estimate (2016): 50,787 2015 50,444 Median Age (2014): 38.4 2014 49,774 Average Household Size (2014): 2.50 2013 48,695 High School Education or higher (2014): 91.9% 2012 48,415 2011 48,035 2010 47,700 2009 47,470 Cost of Living Facts: 2008 46,715 2007 46,400 Median Household Income (2014): $60,849 2006 46,300 Unemployment Rate (2015): 3.9% 2005 45,500 Estimated Median House Value (2014): $294,000 Home Ownership Rate (2014): 61.1% Total Housing Units (2010): 20,068 Climate: Elevation: 300 ft. Average Daily High Temperature Jul: 79 F Average Annual Low Temperature: 34 F Average Annual Rainfall: 39.0" Economy: Land Use-- Commercial (Acres, %): 7.4% Industrial (Acres, %): 9.7% Mixed-Use (Acres, %): 11.2% Residential (Acres, %): 64.7%* Parks&Recreation (Acres, %) 6.7% *Total does not equal 100%because zoning has not been assigned to the River Terrace area. PAGE 12- CITY OF TIGARD CITY INFORMATION Number of businesses (March, 2016): 2,976 Top Employers in 2016: Employer # of Employees Tigard-Tualatin School District 779 Nordstrom 422 Macy's Department Stores,Inc. 372 Oregon Public Employees Retirement 364 Costco Wholesale Corporation 273 City of Gerber Legendary Blades 232 Comcast Cable 228 ServiceMaster Solutions 220 Source:US census Bureau, City of Tigard-Community Development&Finance Tigard Vision and Values In 2014, City Council adopted a Strategic Plan for Tigard with the emphasis on connecting people and places-with a goal of making Tigard the most walkable community in the Pacific North- west where people of all ages and abilities enjoy healthy and interconnected lives. In addition to this vision, the city maintains its three values for staff to reflect and embody. These values are: Respect and Care We will treat people well Do the Right Thing We will go the extra mile to exceed expectations Get it Done We will focus on solutions-not excuses JPINTRODUCTION-PAGE 13 CITYWIDE ORGANIZATION CHART - BY PROGRAM CITY OF TIGARD 1 CITIZENS OF TIGARD 1 r l' ,1 Mayor&City City Attornr Council JJ ` • City Manager . l 4 Central City Management Community Finance& Library Police Public Works Services Development Information Services S . Community Communications Human Resources Development Administration Administration Administration Administration Planning City Recorder/ Risk Management Building Financial Operations Circulation Support Services Public Works Engineering Records Fleet Maintenance City Manager's Office Economic Development Information Services Reader Services Police Operations Parks&Recreation Municipal Court Utility Billing Technical Services Storm Water Property Contracts&Purchasing Water Management Sanitary Sewer Street Maintenance Street Lights& Signals y I 1 ?B14-2 s Strategic Plan ti"FBwl�i��ilrS— aC t:e {'ter,-`. ' f 4 4 } PAGE 14- CITY OF TIGARD CITY OF TIGARD MAP 1 J Oregon 111111111. hZ tii■►. s Wi apipooakWAto- �\,_O P-O�RTLAND 1U I 4 c-\ \ r.-7BE.A_,V1 R:TON �. Trivit - 1 ,,,,.;,In olo,4 4,1„--L,_ Amtow*FA.ilk `'r yovaeo, •71.45t, m „II SIIII°Pi gip LAKE,�OSWJEGO F --"N•w, '.1 r I k-A 1 I r,ik ill owf---110 T�UALA_TLN-. J 4, S H EER W O O:D ark;),„ .0, _______L__ i., /-'s T____. INTRODUCTION -PAGE 15 ao, ! mow! .yq�'r%. • �. ^Tc r ,: F. M ., ,44A-::,'fl.,,, '1, W'+. i is '+f'6.1:': .'}."' i w. '.144,,I''-', } '" SI:l'I'',.-' • .-" ' '. •'1 i , .'"'' '., -: ... ...• ,.:' ''''•'''': - , '. . ,. fi _ xe. L eit rr. ✓ y i 'w ,• i, 4c4'1,+ v' 1.- d\ } 1 , i- ;41,4, 0'" '! 5 MAI& ■I 1 ti I - y 1 1I I� 1� i r '_ Fall colors at the City Hall in Tigard, Oregon CITY OF TIGARD I ADOPTED BUDGETI FY 2016-2017 PAGE 16- 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: • The budget is a communication tool. It explains the various demands, needs, constraints, resources and opportunities it faces. It communicates the choices made and the direction in which the city is headed. • The budget is an important policy document. Through the annual budget process, city op- erations 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. • The budget also serves as an operational guide. It identifies work programs and goals to be achieved for each city department or division in the coming fiscal year. • The budget is an accounting document. It establishes guidelines that the city uses to meas- ure and control expenditures and to track its revenues. The budget document has been organized to assist the reader in understanding how and why the city budgets and to provide summary level information at the beginning of the budget document with more detailed information at the end. The document provides high level summary in further detail, each sec- tion of the document is also arranged in this manner. The City of Tigard's budget document is divided into the following sections: Introduction The Introduction contains the Budget Transmittal from the City Manager. This letter summarizes the major provisions that have been included in the FY 2016-17 Adopted Budget. It includes a discussion of the major policy issues that were considered and major changes from last year. This section also contains what the council plans to focus on through 2016, providing the foundation and direction for many of the choices made in constructing this budget. Also included is general city information about Tigard,including a map that shows the city's boundaries. READER'S GUIDE-PAGE 17 USER'S GUIDE TO THE BUDGET DOCUMENT Reader's Guide Reader's Guide provides an overview of the budget process, the basis of budgeting, and the budget structure. This section is designed to help familiarize the reader with the city and the budget. Budget Summary The Budget Summary is designed to give the reader an overall view of the entire city budget. This section contains summary charts and information to provide a one-stop picture of the budget. These high-level summaries provide an easy reference for overall city trends and conditions. This section also presents the Comprehensive Long Term Financial Forecast. The Financial Forecast projects city revenues and expenses for major operational areas of the city over the next five years, based on current conditions. The city uses the forecast to identify future trends, needed corrective ac- tion, 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 explains Oregon's property tax system and summarizes 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 functional program areas: Community Services, Pub- lic Works, Community Development and Policy and Administration. Each functional area contains one or more operating departments or budget units. The Program Summaries section provides de- tailed information for each program area by department and budget unit. The information in this sec- tion 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 budget division presenting the long term results the unit is working to achieve, a description of the unit's ser- vices and activities, FY 2016-17 goals and objectives, accomplishments for the prior fiscal year, and major highlights of the unit's budget. This section also includes workload indicators for each unit showing how much work it has accomplished in the past and how that workload is expected to change in FY 2016-17. Performance measures show the progress of each unit in achieving its long term results. PAGE 18- CITY OF TIGARD USER'S GUIDE TO THE BUDGET DOCUMENT Community Services Program Community Services includes budget appropriations and explanatory material for the Community Ser- vices Program. The Community Services Program includes Police, Library and Social Services and Community Events. Public Works Program Public Works section includes budget appropriations and explanatory material for the Public Works Program. The Public Works Program includes Public Works Administration, Engineering, Parks and Recreation, Sanitary Sewer, Stormwater, Street Maintenance, Street Lights and Signals, and Water. Community Development Program Community Development section includes budget appropriations and explanatory material for the Community Development Program which includes Community Development Planning, Building and Economic Development. Policy and Administration Program Policy and Administration section includes budget appropriations and explanatory material for the Mayor and Council, City Management, Central Services and Finance and Information Services. Capital Improvement Plan This section provides information about the city's six-year capital improvement program. It includes information about major construction and capital acquisition projects that are planned during FY 2016- 17 as well as projections of capital needs over the following five years. Debt Service The Debt Service section presents information on the City of Tigard's outstanding long term debt. This section shows current and future debt service requirements, calculations of debt ratios, the com- parison to statutory debt limitations, and debt service schedules. READER'S GUIDE-PAGE 19 USER'S GUIDE TO THE BUDGET DOCUMENT Fund Summaries The Fund Summaries section shows the city's fund structure and detailed fund reconciliations for each fund managed by the city. A fund is a self-balancing set of accounts and is used to track revenues and expenditures for specific operations. Under Oregon law and "accounting principles generally accepted in the United States of America," 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, 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. 11— Orgi err."AA jj�ny i► - _• ` lir DOWNTOWN TIGARD % FAIN STREET, STROLLING STREET PAGE 20- CITY OF TIGARD BUDGET PROCESS Budget Process The annual budget begins several months prior to adoption. In November and December, staff com- pletes a six year forecast of all revenues, expenditures and fund balances. The forecast takes the budget and known future changes in fees, technology, laws and impact of capital construction on operating costs. The forecast does not assume future decisions in staffing levels or proposed programs. By pro- ducing a forecast on known items, it allows the city to see the size of decisions that need to be made. As the city works through the budget process in the following months, the forecast is continually up- dated. The City Manager reviews the forecasts for all funds and directs which future expenditures must be postponed or eliminated to ensure a stable financial future, but still provide the necessary resources to continue to provide current services at the same level of service in the future and accomplish city goals that are set by council in December. Budget parameters and guidelines for the coming fiscal year are set in relation to the finalized six year forecast. Guidelines can include the number of additional or reduced staffing allowed in the budget requests, changes in programs, equipment replacement, etc. In January, department staff prepares their requested budgets to fulfill City Council goals set for the coming year. These goals and the necessary resources to accomplish them are included in the budget requests and may require adjustments to the forecast and budget guidelines. After departments submit their requested budgets, Finance staff, and the City Manager reviews the re- quests and meets with the departments to discuss the requests and obtain additional information to assist with their analysis. In March and April, Finance staff finalizes their budget analyses and meets with the City Manager and department directors to review the requests. The City Manager makes deci- sions on the requested budgets,which are then incorporated into the proposed budget. In April and into May, the City Manager presents the proposed budget to the Budget Committee. The Budget Committee, in accordance with Oregon Budget Law, is made up of the City Council and an equal number of citizen members. In Tigard's case, the Budget Committee is comprised of the Mayor, four council members, and five citizens. All budget meetings are open to the public and are required to be advertised as such. At each budget meeting, time for public comment and input is provided. Af- ter all input has been received, the Budget Committee approves the budget with any changes and for- wards it to the City Council for adoption. In June, the City Council holds another public hearing to allow for additional public comment. After the public hearing, the approved budget is adopted by City Council resolution. The adopted budget takes effect on July 1. According to Oregon Budget Law, a budget must be adopted prior to July 1. READER'S GUIDE-PAGE 21 BUDGET PROCESS Budget Timelin. • Finance staff updates the six year revenue and expenditure forecasts and sets growth trends and baselines. November- • City Manager reviews forecasts and sets guidelines and policy. December • City Council establishes goals for the year. • Finance staff prepares budget instructions, provides training as required, and distributes budget guidelines to department staff. • Departments prepare budget requests for review by Finance staff. • Finance staff reviews requests and prepares budget analysis. January • Departments and Finance staff review budget requests • The six year forecast is updated based on requested budget amounts and projections for the current fiscal year. • Requested budgets and budget analyses are submitted to the City February Manager. Budget discussions between the City Manager, department directors, and Finance staff take place. • Finance staff updates six year forecast based on proposed budget. • The proposed budget document is produced by Finance staff. March-April • Budget Committee meetings are advertised. • The City Manager's proposed budget is submitted to the Budget Committee. 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 and then approves the budget before April-May forwarding it to the City Council for adoption. • Finance staff updates six year forecast based on approved budget and revised projections for current fiscal year revenues and expenditures. • Public Hearing Notice for Budget Adoption is advertised. • A public hearing before City Council is held to allow citizens to comment on the approved budget. After the public hearing, the June Approved Budget is adopted by City Council resolution. • Finance staff updates six year forecast based on adopted budget. • The adopted budget document is produced by Finance staff. July • The adopted budget takes effect. PAGE 22- CITY OF TIGARD 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 several funds. As allowed by Oregon Local Budget Law, 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 In accordance with Oregon Local Budget Law, a supplemental budget is required to appropriate in- creased resources within a fund (except for gifts, grants, and donations), or if total budget amendments in a fund exceed 15% of the existing appropriations. 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 23 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, with the exception that depreciation is not shown as a budgetary expense. Proprietary funds also accrue compensated absenc- es when incurred and become a fund liability. In the governmental funds, compensated absences are paid from current resources and are reported as an expenditure in the year they are paid. And finally, both governmental and proprietary funds show debt service proceeds as a resource and debt service payments as an expense under the budgetary basis of accounting. Activities of the general fund, special revenue funds, debt service funds, capital project funds, enter- prise funds, and internal service funds are included in the annual appropriated budget. Annual appro- priations lapse at the end of each fiscal year (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 tech- nique of accomplishing budgetary control. 10d3N s w alk f be?►ns'le'e� • Tigard City Council adopted a Strategic Plan to make Tigard the most walkable city in the Pacific NW where people of all ages and abilities enjoy healthy and interconnected lives. In honor and celebration of this goal, the city hosts walking events that feature different parts of the city and share new and interesting places to walk that residents might not know about. PAGE 24- CITY OF TIGARD FUND STRUCTURE The City of Tigard uses various funds to account for its revenues and expenditures. A fund is defined as a fiscal and accounting entity with a self-balancing set of accounts. Also, funds are categorized by fund type as defined by generally accepted accounting principles (GAAP) and Oregon Budget Law. The revenues in each fund may be spent only for the purpose specified by the fund. For example, the revenues in the Water Fund may be used only for purposes related to water operations. However, the General Fund is the primary exception to this rule. The General Fund is used to account for general- purpose revenues and operations of the city. City operations budgeted in the General Fund include, Police, Library, Parks, Planning and Mayor and Council. In FY 2016-17, the city will use the following fund types: 0 General: account for resources not accounted for in other funds. These resources support most central business services, public safety services, cultural/leisure services and some public development services. 0 Enterprise: account for goods or services which are provided on a continuing basis to the general public and are financed primarily through user charges. Enterprise funds in Tigard include: Sanitary Sewer, Stormwater, Water, Water CIP, Water Debt Service, Water Quali- ty/Water Quantity, and Water SDC. 0 Special Revenue: account for restricted resources designated for specific uses. In Tigard, these funds are Building, City Gas Tax, Criminal Forfeiture, Electrical Inspection, Gas Tax, Library Donation and Bequests, Parks Bond, Parks SDC, Park Utility, Street Maintenance, Transportation Development Tax, Transportation SDC, Underground Utility and Urban Forestry. 0 Debt Service: account for the accumulation of resources for the payment of debt princi- pal and interest. Bancroft debt service and general obligation debt service fall into this cate- gory. 0 Capital Funds: account for financial resources for the acquisition, construction and maintenance of capital facilities. These funds include Facilities Capital Projects, Parks Capi- tal and Transportation CIP. 0 Internal Service: Account for goods or services provided internally from one department to another. The Central Services Fund, Fleet and Property Management Fund, and Insur- ance Fund are the three internal service funds in Tigard. A Summary of All Funds is provided in the Budget Summary section to show a summary of each of the funds resources and requirements as budgeted and more detailed breakdown is shown in the Fund Summaries section. Resources include beginning fund balances, current revenues and transfers in from other funds. Requirements include operating expenditures, debt service, loans, capital improvements, transfers out to other funds contingencies and ending fund balances or reserves. The FY 2016-17 budget is a balanced budget where total resources equal total requirements in each fund. READER'S GUIDE - PAGE 25 PROGRAM BUDGET STRUCTURE The city adopts and manages its budget by program. Each program is an aggregation of departments and their divisions that are similar in nature or function Program Department Division Administration Police Operations Support Services Administration Community Readers' Services Services Library Technical Services Circulation Social Services Social Services/Community Events Community Events Administration PW-Engineering Park&Recreation Public Works Public Works Sanitary Sewer Streets Stormwater Water Community Development- Community Planning Development Community Development Building Economic Development City Manager's Office City Management Human Resources Risk Management Mayor and Council Mayor and Council Communications City Recorder/Records Policy and Central Services Municipal Court Administration Property Management Fleet Maintenance Administration Financial Operations Finance and Information Systems Utility Billing Information Technology Contracts and Purchasing PAGE 26- CITY OF TIGARD PROGRAM BUDGET STRUCTURE A breakdown of each of these programs, departments, and budget units' expenditures can be found in the individual program sections. In addition to the operating programs, the budget includes the following functions: • Debt Service includes appropriations for interest and principal on all types for debt, i.e. general obligation, local improvement districts, loans and both short term and long-term debt for construction projects. • Loans to the City Center Development Agency (CCDA), the city's urban renewal district, are for catalyst projects in the downtown plan. As the Urban Renewal District generates more tax increment financing revenues in the future, it will be able to finance its own pro- jects. Until then, the city may loan monies to the CCDA, which will be repaid as outlined in the intergovernmental agreement between the two entities. • Capital Improvement includes appropriations for all major construction project expendi- tures. Capital improvement projects are included in the long range plan for city facilities and infrastructure. • Transfers will be made between funds when the revenue received in one fund for an ex- pense 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. • Contingency includes allowance for unforeseen needs that have not been planned for in the current budget and some reserves. Contingency can only be accessed by City Council reso- lution. READER'S GUIDE - PAGE 27 J 5:, . Awe g"S ' - 4 t. TL ." S Iv f + Y 1 � ;,r.,,- •OWV,.�, ,X'4.'"1 `'• �,.' -,,, _,r... } , a_ - �, � 1. T '\r rgr' 1K. ° —' Y 11 Summeeld Golf Course in Tigard, Oregon City of Tigard I ADOPTED BUDGET I FY 2016-2017 PAGE 28- CITY OF TIGARD WHERE THE MONEY COMES FROM... Resources to meet the City of Tigard's obliga- tions and service needs are derived from three primary sources: beginning fund balance, annu- al revenues and fund transfers. Beginning fund Transfers balance consists of revenues carried forward 12% from previous fiscal years,including reserves for Beginning Fund Balance specific purposes (e.g., debt reserves and capital 3300 improvements) and monies used for cash flow. Annual revenues are those earned from city op- erations or taxes collected during the fiscal year. Current The principal sources of annual revenues are Revenues property taxes,utility fees and charges, other 5D°0 financing sources (bond proceeds), and building and development fees and charges. The third Total Resources$177,121,095 source is a transfer between funds to pay for direct or indirect costs. Current Revenues$96,400,614 Fines and to s ourc e s Forfeitures Interest 1% Earrings Beginning Fund Balance $ 59,186,798 <1% :urrent Revenues Miscellaneous Property Taxes 17,324,855 2°/ Franchise Fees 6,112,431 Special Assessments 120,000 Charges for Licenses and Permits 17,795,140 sern"a Intergovernmental 14,922,387 38% g i Tries Charges for Services 36,838,499 o Fines and Forfeitures 850,789 _ . Interest Earnings 479,639 Miscellaneous 1,956,874 Franchise Fees Other Financing Sources - V o Intergoovemmental oubtotal Current Revenues 96,400,614 159 Licenses and Permits 18% Special Assessments <1% BUDGET SUMMARY-PAGE 29 WHERE THE MONEY GOES... City budgetary requirements fall into three primary categories: requirements, appropriations, and pro- gram expenditures (or operating expenditures). Requirements consist of all funds appropriated for use during the fiscal year plus reserve for future expenditures (ending fund balances), which are not appropriated and are not intended to be used. Reserve for future expenditures are available, but are intended for use in future fiscal years. Appropriations consist of funds available for use during the fiscal year and include program expenditures, debt service, capital improvements, transfers and con- tingencies. Program expenditures reflect the ongoing operating budget for the delivery of services. The following charts provide information about each of these major categories. Requirements Current Expenditures Operating Budget $ 61,000,380 Debt Service 11,582,044 Total Loan to CCDA - tippxop tion= r Capital Improvements 25,313,243 Reserve for Contingency 4,295,681 Future Expenditures Subtotal Current Expenditures 102,191,348 30% Fund Transfers 21,533,683 Subtotal Total Appropriations 123,725,031 Total Requirements$177,121,095 The total requirements of the FY 2016-17 city budget are $177,121,095. Of that amount, 69% is actu- ally appropriated for use during the fiscal year. The remaining 29%is reserved for future expenditures. The reserves are available but are not intended to be used during the fiscal year. PAGE 30- CITY OF TIGARD WHERE THE MONEY GOES... Total Appropriations$123,725,031 Contingency 4% Fund Transfers 1 7% Capital Improvements Program Expenditures 49% Debt Service 10% Fiscal Year 2016-2017 total appropriations are $123,725,031 and consist of several subcategories of use. Of this amount, Program Expenditures, the city's operating budget, account for 49% of the total. Appropriations are also established for debt service, capital improvements, transfers between funds, and contingencies. Debt service accounts for 10% of total city appropriations and pays principal and interest on outstanding assessment bonds, loans, voter-approved General Obligation bonds and reve- nue bonds. Capital improvements account for 20% of total appropriations and consist of major construction or acquisition projects that add to or extend the life of major city facilities and assets. Transfers between funds total roughly 17% 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 4% of total appropriations and are used to pay for unexpected expenses. No money may be spent directly out of a contingency account; if needed, money must be transferred from contingency to another expenditure category by resolution of the City Council. BUDGET SUMMARY-PAGE 31 WHERE THE MONEY GOES... Program expenditures are the operating budget of the city and are the heart of the city's budget. Pro- gram expenditures pay for the day-to-day costs of running the city and providing services to citizens. Program expenditures may be looked at from several different perspectives. Each perspective pro- vides a different view of the use of these dollars. The following charts provide three different analyti- cal views of the city's program expenditures. Program Expenditures Total Operating Budget by Program $61,000,380 Policy& Administration Public Works 18% 34% Community Community Services Development 38% 10% Program Expenditures by program shows the major functional areas that make up the total city oper- ating budget. The largest functional areas within the operating budget are the Community Services (38%) and Public Works (34%) programs. The Community Services program consists of Police ser- vices, Library services, and city grants to social service agencies and community events. The Public Works program consists of services that operate and maintain the city's infrastructure (streets, water, parks and grounds, sanitary sewer, and storm water). The Policy and Administration program ac- counts for 18% of the total operating budget and includes the central city management, administrative functions, fleet maintenance, city facilities maintenance, Finance, and Information Technology. The Community Development program accounts for 10% of the total operating budget. This program area includes building permits and inspections, and land use planning. PAGE 32- 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 27%, Library with 10%, Community Development with 10%, Financial and Information Services 8%, Central Services with 6%, City Management with 4%, and the Mayor and City Council along with Social Services and Community Events at less than 1%. Program Expenditures Total Operating Budget by Department $61,000,380 Public Works 33% Sochi SVCS&Corn Comm . Events Develop ,�.... <1% cl•.ii F dal&Inf .e..,,_____ Lima, Ws Central Services Police Central ...,. .2-°G pr.,—\\ City Dlanagement 4°fo LMuvor&Council <1% Finally, the third way to view the Program Expenditures is by major object category. Roughly 54% of the operating budget is for Personal Services which are the salaries and benefits for staff who are op- erating the programs and providing services to the public. Materials and Services, supplies, profes- sional services, small equipment, etc., account for 26% of the operating budget. Capital Outlay (purchases of equipment or vehicles) necessary to running programs and providing services accounts for about 3% of the operating budget. Finally, Interdepartmental expenses pay for services provided within the city and make up 17% of operating expenses. Program Expenditures Total Operating Budget by Category $61,000,380 �latenals&Ser<ices 26'6 Interdepartmental 1 17% '''.4114411% Personal Semces 4°ro L Capital Outlay- 3% BUDGET SUMMARY-PAGE 33 FUND BALANCE Beginning Fund Balances $59,186,798 Interval Services Funds ti 3% General Fund 19'6 _Special Revenue Funds 11% Enterprise Funds 4140 55% Capital Project Funds 10% Funds 2''0 For the 2016-2017 Fiscal Year, the total beginning fund balance of all city funds is $59,186,798. The above chart breaks this total out into the following fund categories: • General Fund, • Enterprise Funds, • Capital Project Funds, • Special Revenue Funds, • Debt Funds, and • Internal Service Funds. The General Fund beginning fund balance is projected to be $11,121,468 for fiscal year 2016-2017. A beginning fund balance is maintained to provide cash flow for specific operations until current year revenues are received. In the General Fund, enough beginning fund balance needs to be held in order to make payroll and pay bills until Property Tax collections arrive in November. The amount needed is roughly 25% of the operating budget. In addition, the fund balance provides funding stability to meet the city's needs projected in the Six Year Financial Forecast. The largest portion of the beginning fund balances is made up of $32.46 million in the Enterprise Funds. These funds are dedicated to the operation, maintenance, and capital investment of the city's sanitary sewer, storm water, and drinking water systems. This category has seen a significant reduction from last year due to the payments made for the Lake Oswego / Tigard Water Partnership Project to jointly update and expand the water treatment plant and secure a water source for the City of Tigard. Bonds were issued in 2015 and FY 2015-2016 saw large payments make for the project thereby reduc- ing the fund balance. The overall fund balance of the Enterprise Funds will continue to decline as the project nears completion and payments are made. PAGE 34- CITY OF TIGARD FUND BALANCE The Capital Project Funds have a budget FY 2016-2017 combined beginning fund balance of$6.23 million for parks development, transportation capital improvement projects, and facilities projects. The purpose of the capital project funds are to provide a single fund in effort to better track the ex- penditures related to the projects. Special Revenue Funds combine for a beginning fund balance of$6.55 million in 2016-2017. Special Revenue Funds include the Gas Tax Funds, Parks Utility Fund, Urban Forestry Fund, Building Fund, Electrical Inspection Fund, and Criminal Forfeiture Fund. The largest contributor to fund balance in this group is the $2.2 million in the Building Fund. The primary revenue for the Gas Tax Fund is from a tax on motor vehicle fuel imposed by Washington County and the State of Oregon. The City Gas Tax Fund was created to account for a local fuel tax imposed by the city,which went into effect in April 2007. Currently, the roughly half of the revenues in that fund are dedicated to repaying debt for the Greenburg Road/Pacific Highway intersection. In addition a portion of City Gas Tax will be used for the Hunziker Industrial Core capital improvement project during the 2016-2017 fiscal year. The city has two debt funds, General Obligation Debt Service Fund and the Bancroft Bond Debt Service Fund. With a combined beginning fund balance of just over $1.15 million, these funds are specifically dedicated to the retirement of both General Obligation and Bancroft debt outstanding. The city's Internal Service Funds provide services to other city departments on a reimbursable basis. The have a combined beginning fund balance of$1.67 million for fiscal year 2016-2017. A significant portion of this fund balance is in the Insurance Fund. This fund provides coverage for losses un- funded by traditional insurance policies, management of insurance/claim activity, and reduction of significant liability exposures. Where the prior page described the beginning fund balances, the schedule below outlines the budget- ed reserves of the city anticipated at the end of FY 2015-2016, as well as information on the prior three years of history. General Fund Reserves are steady. Overall reserves for the city are decreasing, with the bulk of the decrease in the Enterprise Funds related to use of bond proceeds on the Lake Oswego/Tigard Water Partnership project. BUDGET SUMMARY-PAGE 35 ENDING FUND RESERVES SUMMARY BY FUND Where the prior page detailed the beginning fund balances, the schedule below outlines the anticipated budgeted reserves (ending fund balance) of the city at the end of the 2016-2017 fiscal year. The sched- ule also includes the previous three years of history for the funds. The General Fund appear to have a large increase in reserves largely due to an underestimation on development charges associated with the River Terrace subdivision in the 2015-2016 fiscal year as well as lower than anticipated expendi- tures during the same fiscal year. %Change FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 FY 2017 from Funds Actual Actual Revised Proposed Approved Adopted Revised General Fund 11,378,275 11,988,448 5,954,950 10,498,018 9,857,881 9,627,881 61.68% Total General Fund $11,378,275 $11,988,448 $5,954,950 $10,498,018 $9,857,881 $9,627,881 61.68% Sanitary Sewer Fund 5,230,317 4,242,650 2,237,837 2,083,291 2,083,291 2,037,180 -8.97% Stormwater Fund 3,538,989 4,623,172 2,744,561 3,462,108 3,462,108 3,360,717 22.45% Water Quality/Quantity Fund 1,253,044 1,260,969 776,978 1,187,327 1,187,327 1,187,327 52.81% Water Fund 16,233,500 22,967,613 5,139,072 7,970,990 7,620,990 7,919,192 54.10% Water SDC Fund 3,910,001 4,571,596 4,871,899 1,153,660 1,153,660 1,153,660 -76.32% Water CIP Fund 48,200,050 17,223,215 7,479,397 3,023,678 3,023,678 3,023,678 -59.57% Water Debt Service Fund 6,641,441 6,678,704 7,041,099 6,670,795 6,670,795 6,670,795 -5.26% Total Enterprise Funds $85,007,341 $61,567,919 $30,290,843 $25,551,848 $25,201,848 $25,352,548 -16.30% Gas Tax Fund 985,270 1,565,112 811,551 1,320,384 1,320,384 1,315,104 62.05% City Gas Tax Fund 1,736,934 38,456 186,149 141,709 141,709 141,709 -23.87% Electrical Inspection Fund 124,136 163,401 79,222 293,767 293,767 293,767 270.81% Building Fund 1,968,281 2,064,577 2,021,099 4,455,879 4,455,879 4,455,879 120.47% Criminal Forfeiture Fund 182,978 216,275 146,174 86,255 86,255 86,255 -40.99% Urban Forestry Fund 1,349,861 1,369,010 865,019 987,524 987,524 987,524 14.16% Parks Utility Fund 0 0 6,586 131,174 131,174 131,174 1891.71% Traffic Impact Fee Fund 506,899 0 0 0 0 0 0.00% Underground Utility Fund 576,579 498,666 110,931 66,935 66,935 42,135 -62.02% Street Maintenance Fund 1,370,438 1,394,391 1,185,002 1,253,853 1,253,853 1,253,853 5.81% Transportation SDC Fund 0 0 4,000 1,397,735 1,397,735 1,397,735 34843.29% Parks Bond Fund 2,395,068 2,162,990 322,007 16,997 16,997 16,997 -94.72% Parks SDC Fund 1,568,420 1,731,819 210,649 1,400,599 1,400,599 1,400,599 564.90% Library Donations and Bequests Fund 474,648 474,648 274,648 374,648 374,648 374,648 36.41° Total Special Revenue Funds $13,239,512 $11,679,344 $6,223,037 $11,927,458 $11,927,458 $11,897,378 91.18% Central Services Fund 425,173 505,053 152,905 259,701 259,701 249,533 63.19% Fleet/Property Management Fund 87,009 102,486 18,133 93,526 93,526 93,526 415.78% Insurance Fund 858,592 888,809 798,151 861,626 861,626 855,626 7.20% Total Internal Services Funds $1,370,773 $1,496,348 $969,189 $1,214,853 $1,214,853 $1,198,685 23.68% Bancroft Debt Service Fund 151,315 127,229 577,319 158,894 158,894 158,894 -72.48% General Obligation Debt Service Fund 532,328 722,540 1,120,697 1,378,361 1,378,361 1,378,361 22.99° Total Debt Service Funds $683,643 $849,770 $1,698,016 $1,537,256 $1,537,256 $1,537,256 -9.47% Facilities Capital Projects Fund 905,167 1,156,788 513,234 438,038 438,038 438,038 -14.65% Transportation Development Tax 1,474,749 1,148,199 1,040,422 2,738,083 2,738,083 2,738,083 163.17% Parks Capital Fund 497,494 368,378 177,823 428,373 428,373 428,373 140.90% Transportation CIP Fund 247,331 161,559 332,209 177,821 177,821 177,821 -46.47% Total Capital Project Funds $3,124,740 $2,834,924 $2,063,688 $3,782,316 $3,782,316 $3,782,316 83.28% Total Revenue $114,804,284 $90,416,753 $47,199,723 $54,511,749 $53,521,612 $53,396,064 13.13% PAGE 36- CITY OF TIGARD SUMMARY OF ALL FUNDS General Fund Gas Tax Fund City Gas Tax Electrical Building Fund Fund Inspection Fund RESOURCES Beginning Fund Balance 11,121,468 1,980,093 198,126 169,394 2,219,492 Taxes 14,762,850 0 0 0 0 Franchise fees 6,112,431 0 0 0 0 Special Assessments 0 0 0 0 0 Licenses and Permits 3,375,552 14,974 0 476,287 4,565,141 Intergovernmental 5,809,893 3,103,699 619,514 0 8,281 Charges for Services 2,568,504 0 0 0 7,035 Fines&Forfeitures 807,789 0 0 0 0 Interest Earnings 103,722 55,732 34,584 1,207 19,782 Miscellaneous 56,432 62,818 32,052 0 932 Other Financing Sources 0 0 0 0 0 Total Revenues 33,597,173 3,237,223 686,150 477,494 4,601,171 Transfers In 54,125 150,000 200,000 0 300,000 TOTAL RESOURCES 44,772,766 5,367,316 1,084,276 646,888 7,120,663 REQUIREMENTS Program Expenditures 32,126,446 2,243,370 0 0 2,414,784 Debt Service 0 584,561 307,899 0 0 Loan to CCDA 0 0 0 0 0 Capital Improvement 0 0 0 0 0 Transfers Out 1,845,439 1,024,281 334,668 303,121 0 Contingency 1,173,000 200,000 300,000 50,000 250,000 Total Budget 35,144,885 4,052,212 942,567 353,121 2,664,784 Reserve for Future Exp 9,627,881 1,315,104 141,709 293,767 4,455,879 TOTAL REQUIREMENTS 44,772,766 5,367,316 1,084,276 646,888 7,120,663 BUDGET SUMMARY-PAGE 37 SUMMARY OF ALL FUNDS Criminal Urban Forestry Parks Utility Bancroft Debt General Forfeiture Fund Fund Fund Service Fund Obligation Debt Service RESOURCES Beginning Fund Balance 194,107 1,154,033 156,757 143,530 1,006,296 Taxes 0 0 0 0 2,562,005 Franchise fees 0 0 0 0 0 Special Assessments 0 0 0 120,000 0 Licenses and Permits 0 0 0 0 0 Intergovernmental 0 0 0 0 0 Charges for Services 0 0 1,000,000 0 0 Fines&Forfeitures 43,000 0 0 0 0 Interest Earnings 1,892 4,060 0 0 4,612 Miscellaneous 0 32,813 0 0 0 Other Financing Sources 0 0 0 0 0 Total Revenues 44,892 36,873 1,000,000 120,000 2,566,617 Transfers In 0 0 1,535,000 0 0 TOTAL RESOURCES 238,999 1,190,906 2,691,757 263,530 3,572,913 REQUIREMENTS Program Expenditures 150,000 0 2,460,582 0 0 Debt Service 0 0 0 103,100 2,193,200 Loan to CCDA 0 0 0 0 0 Capital Improvement 0 0 0 0 0 Transfers Out 2,744 153,382 0 1,536 1,352 Contingency 0 50,000 100,000 0 0 Total Budget 152,744 203,382 2,560,582 104,636 2,194,552 Reserve for Future Exp 86,255 987,524 131,174 158,894 1,378,361 TOTAL REQUIREMENTS 238,999 1,190,906 2,691,757 263,530 3,572,913 PAGE 38- CITY OF TIGARD SUMMARY OF ALL FUNDS Facilities Transportation Underground Street Transportation Capital Development Utility Fund Maintenance SDC Fund Projects Fund Tax Fund RESOURCES Beginning Fund Balance 502,454 1,279,290 234,297 1,510,308 54,000 Taxes 0 0 0 0 0 Franchise fees 0 0 0 0 0 Special Assessments 0 0 0 0 0 Licenses and Permits 0 1,785,000 124,817 2,239,103 1,614,750 Intergovernmental 0 0 0 0 0 Charges for Services 0 0 0 0 0 Fines&Forfeitures 0 0 0 0 0 Interest Earnings 3,212 11,279 7,160 2,043 0 Miscellaneous 0 0 0 1,299 0 Other Financing Sources 0 0 0 0 0 Total Revenues 3,212 1,796,279 131,977 2,242,445 1,614,750 Transfers In 314,166 0 0 0 0 TOTAL RESOURCES 819,832 3,075,569 366,274 3,752,753 1,668,750 REQUIREMENTS Program Expenditures 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Capital Improvement 315,000 0 0 1,985,000 0 Transfers Out 16,794 87,486 324,139 313,900 221,015 Contingency 50,000 250,000 0 200,000 50,000 Total Budget 381,794 337,486 324,139 2,498,900 271,015 Reserve for Future Exp 438,038 2,738,083 42,135 1,253,853 1,397,735 TOTAL REQUIREMENTS 819,832 3,075,569 366,274 3,752,753 1,668,750 BUDGET SUMMARY-PAGE 39 SUMMARY OF ALL FUNDS Parks Capital Parks Bond Parks SDC Transportation Sanitary Sewer Fund Fund Fund CIP Fund Fund RESOURCES Beginning Fund Balance 405,039 784,997 1,295,574 167,821 3,609,850 Taxes 0 0 0 0 0 Franchise fees 0 0 0 0 0 Special Assessments 0 0 0 0 0 Licenses and Permits 0 0 1,218,969 0 42,200 Intergovernmental 572,000 515,000 0 3,911,000 383,000 Charges for Services 0 0 0 0 1,664,796 Fines&Forfeitures 0 0 0 0 0 Interest Earnings 3,015 2,000 19,782 0 100,333 Miscellaneous 0 0 0 1,526,000 143,091 Other Financing Sources 0 0 0 0 0 Total Revenues 575,015 517,000 1,238,751 5,437,000 2,333,420 Transfers In 2,558,638 0 0 2,033,044 0 TOTAL RESOURCES 3,538,692 1,301,997 2,534,325 7,637,865 5,943,270 REQUIREMENTS Program Expenditures 0 0 0 0 2,181,253 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Capital Improvement 3,110,319 0 0 7,260,044 1,160,111 Transfers Out 0 1,285,000 1,086,045 200,000 164,726 Contingency 0 0 47,681 0 400,000 Total Budget 3,110,319 1,285,000 1,133,726 7,460,044 3,906,090 Reserve for Future Exp 428,373 16,997 1,400,599 177,821 2,037,180 TOTAL REQUIREMENTS 3,538,692 1,301,997 2,534,325 7,637,865 5,943,270 PAGE 40- CITY OF TIGARD SUMMARY OF ALL FUNDS Stormwater Water Water Fund Water SDC Water CIP Fund Quality/Quantity Fund Fund Fund RESOURCES Beginning Fund Balance 4,050,732 1,259,242 6,832,798 1,746,414 8,291,199 Taxes 0 0 0 0 0 Franchise fees 0 0 0 0 0 Special Assessments 0 0 0 0 0 Licenses and Permits 0 0 74,808 2,227,973 0 Intergovernmental 0 0 0 0 0 Charges for Services 2,676,445 0 19,667,528 0 0 Fines&Forfeitures 0 0 0 0 0 Interest Earnings 7,936 15,102 30,644 233 13,096 Miscellaneous 3,100 0 10,933 0 5,318 Other Financing Sources 0 0 0 0 0 Total Revenues 2,687,481 15,102 19,783,913 2,228,206 18,414 Transfers In 93,500 0 58,751 0 5,198,158 TOTAL RESOURCES 6,831,713 1,274,344 26,675,462 3,974,620 13,507,771 REQUIREMENTS Program Expenditures 1,999,819 0 7,249,963 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Capital Improvement 1,050,611 0 0 0 10,432,158 Transfers Out 220,566 37,017 11,006,307 2,720,960 51,935 Contingency 200,000 50,000 500,000 100,000 0 Total Budget 3,470,996 87,017 18,756,270 2,820,960 10,484,093 Reserve for Future Exp 3,360,717 1,187,327 7,919,192 1,153,660 3,023,678 TOTAL REQUIREMENTS 6,831,713 1,274,344 26,675,462 3,974,620 13,507,771 BUDGET SUMMARY-PAGE 41 SUMMARY OF ALL FUNDS Water Debt Central Fleet/Property Insurance Library Total All Service Fund Services Fund Management Fund Donations and Funds Fund Bequests Fund RESOURCES Beginning Fund Balance 6,670,796 705,819 85,948 882,276 474,648 59,186,798 Taxes 0 0 0 0 0 17,324,855 Franchise fees 0 0 0 0 0 6,112,431 Special Assessments 0 0 0 0 0 120,000 Licenses and Permits 0 35,566 0 0 0 17,795,140 Intergovernmental 0 0 0 0 0 14,922,387 Charges for Services 0 7,326,403 1,927,788 0 0 36,838,499 Fines&Forfeitures 0 0 0 0 0 850,789 Interest Earnings 0 22,593 0 15,620 0 479,639 Miscellaneous 0 13,400 29,686 39,000 0 1,956,874 Other Financing Sources 0 0 0 0 0 0 Total Revenues 0 7,397,962 1,957,474 54,620 0 96,400,614 Transfers In 8,393,283 478,001 167,017 0 0 21,533,683 TOTAL RESOURCES 15,064,079 8,581,782 2,210,439 936,896 474,648 177,121,095 REQUIREMENTS Program Expenditures 0 8,082,249 2,041,913 50,000 0 61,000,380 Debt Service 8,393,284 0 0 0 0 11,582,044 Loan to CCDA 0 0 0 0 0 0 Capital Improvement 0 0 0 0 0 25,313,243 Transfers Out 0 0 0 31,270 100,000 21,533,683 Contingency 0 250,000 75,000 0 0 4,295,681 Total Budget 8,393,284 8,332,249 2,116,913 81,270 100,000 123,725,031 Reserve for Future Exp 6,670,795 249,533 93,526 855,626 374,648 53,396,064 TOTAL REQUIREMENTS 15,064,079 8,581,782 2,210,439 936,896 474,648 177,121,095 PAGE 42- CITY OF TIGARD SUMMARY OF CONTINGENCY The FY 2016-17 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. Contingencies may not be spent directly; if needed, they must be transferred to a program expenditure by resolution of the City Council. If not transferred to a program expenditure during the fiscal year, the contingency amount becomes part of the ending fund balance. FY 2017 FY 2017 Contingency Fund Fund as % of Fund Budget Contingency Budget 100-General Fund $ 35,144,885 $ 1,173,000 3.3% 200-Gas Tax Fund $ 4,052,212 $ 200,000 4.9% 205-City Gas Tax Fund $ 942,567 $ 300,000 31.8% 220-Electrical Inspection Fund $ 353,121 $ 50,000 14.2% 230-Building Fund $ 2,664,784 $ 250,000 9.4% 240-Criminal Forfeiture Fund $ 152,744 $ - 0.0% 260-Urban Forestry Fund $ 203,382 $ 50,000 24.6% 270-Parks Utility Fund $ 2,560,582 $ 100,000 3.9% 300-Bancroft Debt Service Fund $ 104,636 $ - 0.0% 350-General Obligation Debt Service Fund $ 2,194,552 $ - 0.0% 400-Facilities Capital Fund $ 381,794 $ 50,000 13.1% 405-Transportation Development Tax $ 337,486 $ 250,000 74.1% 411-Underground Utility Fund $ 324,139 $ - 0.0% 412-Street Maintenance Fund $ 2,498,900 $ 200,000 8.0% 415-Transportation SDC $ 271,015 $ 50,000 18.4% 420-Parks Capital Fund $ 3,110,319 $ - 0.0% 421-Parks Bond Fund $ 1,285,000 $ - 0.0% 425-Parks SDC Fund $ 1,133,726 $ 47,681 4.2% 460-Transportation CIP $ 7,460,044 $ - 0.0% 500-Sanitary Sewer Fund $ 3,906,090 $ 400,000 10.2% 510-Stormwater Fund $ 3,470,996 $ 200,000 5.8% 511-Water Quality/Quantity Fund $ 87,017 $ 50,000 57.5% 530-Water Fund $ 18,756,270 $ 500,000 2.7% 531-Water SDC Fund $ 2,820,960 $ 100,000 3.5% 532-Water CIP Fund $ 10,484,093 $ - 0.0% 533-Water Debt Service Fund $ 8,393,284 $ - 0.0% 600-Central Services Fund $ 8,332,249 $ 250,000 3.0% 650-Fleet/Property Management Fund $ 2,116,913 $ 75,000 3.5% 660-Insurance Fund $ 81,270 $ - 0.0% 980-Library Donation&Bequests $ 100,000 $ - 0.0% Total $123,725,030 $ 4,295,681 3.5% BUDGET SUMMARY-PAGE 43 COMPREHENSIVE LONG TERM FINANCIAL FORECAST Introduction The City of Tigard has developed a comprehensive long term financial forecast every year since the 1980's. This forecast allows the city to project expected revenues and expenditures for each of its funds to help anticipate financial requirements. This tool continues to be central to Tigard's financial management strategy. By forecasting and anticipating financial trends,Tigard can develop strategies to respond to emerging issues. The city forecasts operating and capital fund revenues and expenditures over a six-year period. The forecast is adjusted as each year's final results are known and as new years are budgeted. There are some key assumptions in the design of Tigard's forecasts: The forecasts only assume known decisions and do not presume future decisions of Council. This means that the operating budgets only include those staff and related materials and services that are currently approved, or are proposed in this document. Revenues are forecast based on best information available for future annual rate of change. Budgeted expenditures and forecasted expenditures are different. Budgeted expenditures represent the maximum expense allowed by council. Actual expenses are always less than budget because the budget cannot be legally exceeded. The forecast is based on an estimate of actual expendi- tures. Recent history shows that the city spends approximately 95 percent of operating budget (e.g. payroll, supplies, services, and equipment). This is the basis for forecasting operating ex- penditures. The intent of the forecast is to show the relative size and impact of current decisions and what deci- sions will be required in the future. It is not uncommon for a forecast to show a declining fund bal- ance. That does not mean that the fund balance will be where we have forecasted it to be in five years; it means that the city will need to take actions of a proportionate size to ensure that the fund balance stays above minimum requirements. There are some significant financial issues facing the city over the next six years. One key issue is the inability to grow our day-to-day services to meet the growth of the city due to constraints on how our revenues grow. A second key issue relates to the city's capital improvement needs. The city has identi- fied capital project needs,but does not have the resources to implement all of them. The following charts do not include the all the needed projects that do not have funding source. The reason for this is because almost all the funds would show large negative fund balances,which is not realistic or practi- cal. The city will continue to prioritize the needed services and capital projects, seek alternative reve- nue sources, and develop financing strategies to provide the best possible services and construct as many of the needed capital projects as the city can afford. PAGE 44- CITY OF TIGARD COMPREHENSIVE LONG TERM FINANCIAL FORECAST General Fund Recent History As a result of these forecasting efforts and a projected decline in general fund balances due to the re- cession, the city took steps to reduce expenditures prior to the end of FY 2010 and FY 2012. The general fund is unique in that,unlike the city's other funds,it is unrestricted in nature and can therefore be used for any valid purpose to provide government services. Because these funds are unre- stricted there are also great demands for these resources to fund projects and programs for which oth- er, restricted monies are insufficient or unavailable. It is therefore critical that these funds be used judi- ciously and a sufficient reserve balance be maintained for unforeseen expenditures. General fund needs a minimum of 25 percent of budget in fund balance; this is represented as the or- ange line in the following graph. Nearly half of the general fund's revenue comes from property tax which is mostly received in late November and December. From the beginning of the fiscal year in July until the property tax collection in late November, the general fund expends more than it receives. The fund balance is used in order to make payroll and other regular expenses. Further, the Budget Committee has set a goal to have fund balance that is at least$1.0 million in excess of the minimum reserve requirement. By performing the forecast,Tigard has been able to navigate through some important decisions. Some of the key financial decisions that Tigard has implemented include: • Toward the end of Fiscal Year 2010, the city implemented significant cuts in services,re- ducing the General Fund budget by$2.6 million and 17.20 PIE citywide. • Entering FY 2013,it was apparent that the recession would not have a robust recovery and revenues growth would remain muted. The adopted budget for FY 2013 instituted the sec- ond round of financial and service level cuts including: a. Significant reductions of$1.9 million in General Fund and central service funds and 18.0 FTE citywide. b. One of the key components to making the forecast sustainable is changing the growth in medical / dental benefits for the non-represented employees paid by the City from ten to five percent annually. Non-represented employees will pick up the difference by contributing more toward these benefits. c. The Electrical Franchise Fee is increased from 3.5% to 5.0%. In addition, the Budget Committee recommended increasing the Solid Waste Franchise Fee to 5%. • During FY 2014, the city and the SEIU Union agreed to a medical/dental benefit cost shar- ing structure similar to the one implemented with non-represented employees the year be- fore. When the two employee groups are combined, the change in the growth of the city's cost in medical/dental benefits going from 10% annually to 5% has lowered overall annual growth rate in all expenditures from 3.5% to 3.0%. Over the course of the forecast,this saves approximately$1.5 million in the General Fund. BUDGET SUMMARY-PAGE 45 COMPREHENSIVE LONG TERM FINANCIAL FORECAST General Fund based on FY 2017 Adopted Budget ($Millions) 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Current Expenditures 27.1 28.6 30.9 32.9 32.9 33.8 35.1 36.5 37.9 39.3 Current Revenues 29.5 30.2 31.5 32.7 33.5 33.0 34.6 35.8 37.2 38.6 Required EFB for Next Year 6.6 7.2 7.6 7.6 7.8 8.1 8.4 8.8 9.1 9.1 Ending Fund Balance(EFB) 9.7 11.4 12.0 11.1 11.7 10.9 10.3 9.7 9.0 8.2 General Fund Forecast Financial Forecast Based on FY 2017 Adopted Budget 45 40 - 35 - 30 o 25 20 in 15 10 5 0 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 Ending Fund Balance(EFB) . .Current Expenditures -Current Revenues -Required EFB for Next Year As discussed in the FY 2016-17 Budget Message,Tigard is heading toward a fiscal cliff. Some of the key points that are pushing us toward the edge of the cliff include: • Since 2009,Tigard's population has grown over 8 percent and will continue to grow with the development occurring in the River Terrace area of west Tigard. • At the same time,our staffing has decreased by 19 FTE,representing a decline in the people who serve Tigard residents of over 6 percent. • We have fewer Police Officers and Librarians today than we did 8 years ago. • The city has the second lowest permanent property tax levy rate ($2.51/1,000 AV) of any city in Washington County with a population over 5,000. That rate was set when Measure 50 was approved in 1997. • Even with the work we have done to curb cost growth, our city expenditures still grow at a rate about one-half of one percent faster than our resources grow (4.0%vs 3.5%). • Growth in River Terrace will provide a temporary bump in Tigard's revenue growth, providing an additional 0.5%in revenue growth annually. Instead of an additional 200 homes a year allowing Tigard to add to services to meet the demands of growth, that de- velopment simply provides enough additional revenue that the city is able to stave off fu- ture service cuts. PAGE 46- CITY OF TIGARD COMPREHENSIVE LONG TERM FINANCIAL FORECAST During the FY 2017 budget process the Budget Committee and City Council held robust discussions regarding how to spend the General Fund made available by funding a portion of parks through the Parks and Recreation Fee. That Fee has made $900,000 available to be allocated. As outlined in the Budget Message, the discussions resulted in the following decisions: • Adding four patrol officers in the Police Department,to address increasing response times for highest-priority calls; • Three one-time maintenance and repair projects for city facilities and parks (Police Depart- ment roof,Summerlake Park irrigation system,and a building condition assessment); • One half-time position to support the Recreation Program in Parks. The cumulative impact of these additions is that Tigard's General Fund reserves are forecasted to fall below minimum policy requirements by FY 2021. Due to the current financial situation where Tigard cannot expand services to meet the demand of a growing city,Tigard is planning to ask voters to approve a local option levy in November 2017. Tigard's tax rate is the second lowest in Washington County for a city over a population of 5,000. Tigard has room to grow its tax rate and still be below the average tax rate in the county and statewide. While the amount of the levy has yet to be determined, a local option levy of$1.00/$1,000 of assessed value would still keep Tigard's rate below average in Washington County and would raise approximate- ly$6,000,000 annually for more and better city services, allowing service delivery to increase by nearly 20 percent. Tigard is still heading toward the "Fiscal Cliff". The Adopted Budget forecast does not add any ser- vices beyond FY 2016-17. With growth in River Terrace and the rest of the city adding over 200 homes annually and census figures of 2.65 persons per household in Washington County,the popula- tion that the City of Tigard serves will grow by over 500 people or 1% annually. Tigard is going to need bolder action soon. When Former Mayor Dirksen discussed the fiscal cliff,he had these options to address it: 'While Tigard isn't facing a deficit at this time, the chis still there in front of us, we're just further awayfrom it than some of our sister cities and counties.However, to avoid a similar fate, in the next three years one of three things must happen: 1)the state legislature must reform the state revenue system to be more responsive to economic fluctuations. 2) The City of Tigard will need to pass its own local option levy to supplement our base tax rate, or 3) The City will have to make significant cuts to city services like police, library, and public works. This would include extensive personnel layoffs including police officers, library staff, and planning and engineering staff" The time has come to prepare Tigard for passing a local option levy to supplement our base tax rate. Without some bolder decisions,the services that citizens tell us that they want through interactions,meet- ings,and surveys will continue to erode. BUDGET SUMMARY-PAGE 47 COMPREHENSIVE LONG TERM FINANCIAL FORECAST Development Funds Development Funds Financial Forecast Based on FY 2017 Adopted Budget $10,000,000 $9,000,000 $8,000,000 $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $$1,0'x.0002,000,000 . A I ] ] , $a 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 •Electrical Inspection Fund •Building Fund The projections for the city's development funds (building and electrical inspection funds) show these funds are growing. In 2008-09, building ended the year with a fund balance near zero even after laying off seven staff and reducing hours for the remaining staff in this fund. In FY 2009-10, the building fund was further stabilized by a one-time$300,000 resource transfer from general fund and a fee in- crease designed to generate an additional$250,000 annually. Activity in the Building Division has had some steady increases. Over the last several years, staff has been steadily added back to address the activity increases. On top of the more robust infill activity al- ready occurring,River Terrace development is in full swing. Tigard anticipates that River Terrace will add approximately 200 homes per year during the forecast period. The Adopted FY 2017 budget in- cludes 1.5 FTE to aid in building inspection and counter staff. With the development of the River Ter- race area,it is anticipated that even more staff may be added in the near future,but that cost is not yet reflected in the forecast. Expenses of all the building inspection services are charged to the building fund. The electrical inspec- tion fund transfers money into the building fund to pay for those costs associated with electrical in- spection services. The transfer is evaluated and updated each year based upon the actual activity. PAGE 48- CITY OF TIGARD COMPREHENSIVE LONG TERM FINANCIAL FORECAST Park Funds Parks Funds Financial Forecast Based on FY 2017 Adopted Budget $4,500,000 $4,000,000 $3,500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 -$500,000 _ o _ e e $1,000,000 ■Parks Capital •Parks SDC ■Parks Bond •Park Utility ■Urban Forestry The revenues in the parks funds include the system development charge (SDC), the Park and Recrea- tion Fee in the Parks Utility Fund,urban forestry revenues,grants, and the Parks Bond that was ap- proved by voters in November 2010. Resources from the Park SDC Fund are transferred to the Parks Capital Fund to pay the SDC portion of the capital projects. These projects have been identified in the city's Parks Master Plan. The most recent SDC methodology and fee is scheduled to be approved by the City Council in April 2015 as part of a review of infrastructure costs and fees related to develop- ment in River Terrace. In FY 2015-16, the city established the Park Utility Fund. The fund collects the revenue from the Park and Recreation Fee that generates approximately$1,000,000 annually and was established in April 2016. The remaining resources for parks maintenance and recreation comes from a transfer of approx- imately$1.35 million from the General Fund. In FY 2008-09 the Urban Forestry Fund (formerly known as the Tree Replacement Fund) was estab- lished to account for revenue collected from developers in lieu of planting trees. The fund is then used to plant trees in Tigard. In FY 2010-11, a significant number of commitments from developers who failed to plant were called,increasing the fund balance over$1 million. In November 2010 Tigard voters approved a $17 million Parks Bond to help the city acquire and de- velop additional parks,with at least 80 percent to be used to acquire land and the remaining amount to develop parks. Of the total, ten percent can be used in downtown. By the end of FY 2017, most of the parks bond will be spent on development and land acquisition,including Dirksen Nature Park, Sunrise Park, Potso Dog Park, and East Butte Heritage Park. The Parks CIP Fund is showing a negative balance due to the Dirksen Nature Park—Interpretive Shel- ter and Restroom project being partially funded. For the nature park, an additional $1,460,000 will be needed for parks construction and $1,1750,000 will be needed for half-street improvements as reflected in the negative fund balance in the Transportation CIP fund in the following discussion. These will be a priority when working with our regional partners. BUDGET SUMMARY-PAGE 49 COMPREHENSIVE LONG TERM FINANCIAL FORECAST Transportation Funds Transportation Funds Financial Forecast Based on FY 2017 Adopted Budget $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 $500,000 $1,000,000 2013 2014 2011 2016 2017 2018 2019 2020 2021 2022 ■Gas Tax •City Gas Tax ■TDT •TSDC ■Utility Undergrounding ■Street Maint Fee ■Transportation CIP The city's transportation funds include the Gas Tax,Transportation Development Tax (TDT),Tigard Transportation System Development Charge (TSDC), Street Maintenance Fee, City Gas Tax, and the Transportation CIP Fund. There are some funding challenges. First, Gas Tax revenues are flattening due to leveling of fuel pur- chases caused by more efficient vehicles. With steadily increasing maintenance operations, street light and signal energy bills, and steady debt service payments through FY 2020, the ability to pay for capital out of this fund is being compromised. Second,while there is significant development in Tigard,it is difficult to know exactly how much revenue will be received in the TDT and Tigard TSDC due to credits that will be earned by developers who build needed transportation infrastructure. The city gas tax was established to account for revenues generated from Tigard's local gas tax. The 3- cent tax was developed by a citizen task force who recommended it as a way to fund improvements to the Greenburg Rd./Pacific Hwy./Main St. intersection. All proceeds generated are currently dedicated to this one project. Repaying the debt service for this project will take about half of the funds re- sources allowing the fund balance to grow. This fund has also helped to pay for improvements at the 72nd/Dartmouth intersection and Pacific Hwy/McDonald/Gaarde intersection. The Adopted Budget seeks funding from the City Gas Tax for a number of projects including Phase 2 of the Main Street / Green Street project and the North Dakota Bridge Replacement. The fees collected from the TDT and Tigard TSDC may only be used for roadway and transit capital improvements that provide additional capacity to major transportation systems, and to pay the costs of administering the program. Like the gas tax fund,the forecast includes only those street projects that the fund can afford. The TDT fund is showing a future deficit due to conservative forecast assump- tions. PAGE 50- CITY OF TIGARD COMPREHENSIVE LONG TERM FINANCIAL FORECAST Much of the transportation infrastructure in the River Terrace area will be built by developers,includ- ing expanding Roy Rogers Road. The developers will receive credits for this work instead of paying the fee. At the same time,Tigard is partnering with Washington County to expand Roy Rogers Road at a cost of$900,000 annually for ten years. For each dollar that a developer adds to the Roy Rogers project,Tigard's cost will go down accordingly. At this time,Tigard is taking a conservative approach by maximizing TDT credits,which lower forecasted revenues while not decreasing the costs of the Roy Rogers project. As we gain experience,Tigard will be able to refine both revenue and costs estimates. TSDC revenues have not been fully programmed at this time. One possible use may be to help pay an allowable share of the Roy Rogers project. A primary factor for delay in programming the TSDC is a current lawsuit by the Home Builders Association. Until that is settled,Tigard is limited in its ability to use this important resource. The city took steps to address existing local street conditions by adopting a Street Maintenance Fee in November 2003 with updates approved in January 2010 and March 2016. This fee provides a stable source of revenue designated for use in the maintenance of existing streets. The Tigard Municipal Code requires that the fee be evaluated every five years and Council is currently evaluating the fee. It is anticipated that the fee will be increased to address the backlog of streets that are in poor condition and increase the city's pavement condition from a measurement of about 70 to 80+ where it is most cost effective to maintain streets. The fund balance is needed, since most of the program's expendi- tures happen in the beginning of the fiscal year when the weather is good for construction. BUDGET SUMMARY-PAGE 51 COMPREHENSIVE LONG TERM FINANCIAL FORECAST Sanitary and Stormwater Funds Sanitary Sewer& Stormwater Funds Financial Forecast Based on FY 2017 Adopted Budget $7,000,000 $6,000,000 $5,000,000 $4,000,000 $3,000,000 $2,000,000 $1,000,000 $1,000,000 -$2,000,000 -$3,030,000 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 •Sanitary Sewer •Stormwater •Water Quality Quantity These funds support all of the sanitary sewer and stormwater collection and detention 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 sani- tary sewer treatment and stormwater management services. The Board of Directors of CWS sets all service charges and system development charges for both sanitary sewer and stormwater services throughout the service district. Tigard is responsible for maintaining local sewer lines; however, sewer revenues have not kept up with increasing costs of maintaining this vital infrastructure. Without a change, the Sewer Fund is able to afford operational maintenance, but is unable to perform needed capital projects. The financial fore- cast reflects that a modest number of capital projects in the sewer fund quickly results in a negative fund balance. With the projects added, the fund balance quickly becomes negative. Sewer rates and the city's share of the revenues are set by the region's sewer provider, Clean Water Services (CWS). For every dollar that a customer pays, $0.84 goes to CWS, $0.05 goes to the General Fund as the Fran- chise Fee, and$0.11 goes to the Sewer Fund. The City of Tigard is the only city inside of CWS's ser- vice area that hasn't implemented a sewer surcharge. The city is in the midst of reviewing implementa- tion of a sewer surcharge to ensure funding for this vital infrastructure. The stormwater fund shows a stable moderate fund balance in the coming years. In an effort to offset little or no increases from CWS over the past few years, the city has implemented a$2.00 per month charge to stormwater fees. This surcharge allows the city to maintain a sustainable cash flow position and to construct needed capital projects in future years. PAGE 52- CITY OF TIGARD COMPREHENSIVE LONG TERM FINANCIAL FORECAST Water Funds Water Funds Financial Forecast Based on FY 2017 Adopted Budget 190,010,000 $80,000,000 $70,000,000 $60,000,000 $60,000,000 $40,000,000 $38,030,038 $21,000,000 $18,000,000 L` � _ `M ELM $U 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 •Water ■Water SDC •Water OP ■Water Debt Service The water funds include the water, the water system development charge (SDC),the water Capital Im- provement Plan (CIP), and water debt service funds. The water CIP Fund is reserved for a long-term water source and other water distribution system capital projects. The costs of the Water Division are funded solely by the revenues in the water fund. The financial condition of the water funds is driven by both the needs in the capital program as well as the cost of the day-to-day operation and maintenance of the water system in the city. The most im- portant factor in the city's capital program remains the need for a long-term source of water. In Au- gust 2008 the city entered into an agreement with the city of Lake Oswego for a long-term water source. The project to upgrade Lake Oswego's water treatment plant is underway. In November 2010, City Council adopted a Water Financing Plan through 2020 to fund the LO/ Tigard partnership project with a subsequent update to the plan in March 2012. Since then,Tigard has agreed to buy an additional 4 million gallons per day (mgd) of capacity from Lake Oswego, bringing Tigard's share to 18 mgd. The forecast is based on a modified version of the financing plan which in- cludes issuance of a second water bond of$30.8 million in FY 2015. The first debt issuance of$97.7 million was issued in May 2012. Along with the Water Financing Plan, Council adopted revised water utility charges and System Devel- opment Charges. This plan was updated for the additional 4 mgd during FY 2015. The initial plan implemented water utility charges that roughly doubled over a five year period and SDCs will roughly triple over the next four years. The update includes an additional 10.5 percent increase in water rates that took effect on January 1,2016. This will be followed by four years of 2.5 percent increases to water rates. BUDGET SUMMARY-PAGE 53 COMPREHENSIVE LONG TERM FINANCIAL FORECAST Synopsis The city's Six Year Financial Forecast shows that the city has some service level and capital challeng- es. The General Fund is unable to support needed service level growth to meet the needs of a grow- ing city. Without major change the services that General Fund supports will slowly decline due to the inability of revenue to keep up with the cost of meeting the demand for services. Action is needed and is included in this FY 2017 budget. The Building Fund is stable and will support staffing growth that will be needed to serve growth in the River Terrace area. Available transportation funding sources to pay debt service on Burnham St and the Greenburg / Main Street / Pacific Highway inter- section as well as some projects on Walnut and McDonald/Gaarde/Pacific Hwy Intersection. A ma- jor transportation need is to find regular funding for sidewalks. Funding a long-term water source for Tigard is a necessary and expensive process that required significant borrowing coupled with signifi- cant rate increases to repay the debt. The Sewer Fund has insufficient revenues to maintain the city's local infrastructure and a change will be made in late FY 2016. 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. r Bridge crossing at Summerlake Park Tigard, Oregon City of Tigard IADOPTED BUDGET IFY 2016-2017 PAGE 54- CITY OF TIGARD CURRENT REVENUE SUMMARY BY FUND FY2014 FY2015 FY2016 FY2017 FY2017 FY2017 Funds Actual Actual Revised Proposed Approved Adopted General Fund $30,267,599 $31,389,134 $31,191,834 $33,488,173 $33,488,173 $33,597,173 Total General Fund $30,267,599 $31,389,134 $31,191,834 $33,488,173 $33,488,173 $33,597,173 Sanitary Sewer Fund $1,808,825 $1,865,090 $2,072,675 $2,288,420 $2,288,420 $2,333,420 Stormwater Fund 2,748,442 2,909,335 2,606,985 2,687,481 2,687,481 2,687,481 Water Quality/Quantity Fund 4,874 7,926 14,849 15,102 15,102 15,102 Water Fund 16,025,425 18,867,388 18,900,090 19,783,913 19,783,913 19,783,913 Water SDC Fund 832,110 822,043 873,948 2,228,206 2,228,206 2,228,206 Water CIP Fund 289,103 35,400,724 18,414 18,414 18,414 18,414 Water Debt Service Fund 35,639 34,370 0 0 0 0 Total Enterprise Funds $21,744,417 $59,906,876 $24,486,961 $27,021,536 $27,021,536 $27,066,536 Gas Tax Fund $3,337,528 $3,349,311 $3,224,539 $3,237,223 $3,237,223 $3,237,223 City Gas Tax Fund 678,244 594,490 679,438 686,150 686,150 686,150 Electrical Inspection Fund 177,885 219,265 187,986 477,494 477,494 477,494 Building Fund 1,585,225 1,481,662 1,827,269 4,601,171 4,601,171 4,601,171 Criminal Forfeiture Fund 68,382 129,522 44,892 44,892 44,892 44,892 Urban Forestry Fund 145,987 49,373 36,873 36,873 36,873 36,873 Parks Utility Fund 0 0 0 1,000,000 1,000,000 1,000,000 Traffic Impact Fee Fund 34,926 5,725 0 0 0 0 Underground Utility Fund 46,618 44,739 56,108 131,977 131,977 131,977 Street Maintenance Fund 2,013,333 2,120,769 2,083,152 2,242,445 2,242,445 2,242,445 Transportation SDC Fund 0 0 65,000 1,614,750 1,614,750 1,614,750 Parks Bond Fund 17,570 11,544 4,020 517,000 517,000 517,000 Parks SDC Fund 437,950 529,537 497,809 1,238,751 1,238,751 1,238,751 Library Donations and Bequests Fund 0 0 0 0 0 0 Total Special Revenue Funds $8,543,647 $8,535,935 $8,707,086 $15,828,726 $15,828,726 $15,828,726 Central Services Fund $5,711,973 $6,397,479 $7,062,846 $7,397,962 $7,397,962 $7,397,962 Fleet/Property Management Fund 1,488,400 1,563,873 1,812,710 1,957,474 1,957,474 1,957,474 Insurance Fund 47,689 44,272 41,950 54,620 54,620 54,620 Total Internal Services Funds $7,248,062 $8,005,625 $8,917,506 $9,410,056 $9,410,056 $9,410,056 Bancroft Debt Service Fund $333,747 $79,658 $120,000 $120,000 $120,000 $120,000 General Obligation Debt Service Fund 2,331,272 2,384,912 2,480,174 2,566,617 2,566,617 2,566,617 Total Debt Service Funds $2,665,019 $2,464,570 $2,600,174 $2,686,617 $2,686,617 $2,686,617 Facilities Capital Projects Fund $139 $2,077 $3,212 $3,212 $3,212 $3,212 Transportation Development Tax 519,138 438,734 711,279 1,796,279 1,796,279 1,796,279 Parks Capital Fund 139,651 17,507 13,015 542,015 542,015 575,015 Transportation CIP Fund 116,708 34,047 0 5,437,000 5,437,000 5,437,000 Total Capital Project Funds $775,637 $492,365 $727,506 $7,778,506 $7,778,506 $7,811,506 Total Revenue $71,244,382 $110,794,505 $76,631,067 $96,213,614 $96,213,614 $96,400,614 REVENUE ANALYSIS-PAGE 55 GENERAL FUND REVENUE With no sales or income tax revenues, city general funds in Oregon are funded primarily by property taxes, franchise fees, state-shared revenues (e.g., cigarette tax and liquor tax revenues), and some charges/fees for services. Our property tax system has changed significantly over the past 20 years. Limitations on property taxes were put in place twice during the 90's. These two major changes were: Ballot Measure 5 - Taxes from fiscal year 1991-92 to 1995-96 were increasingly limited until the limit of$5 per $1,000 Real Market Value for school taxes and $10 per $1,000 Real Market Val- ue for general government taxes was reached. Ballot Measure 50 - This is a property tax limitation measure which was approved by Oregon's voters in May 1997. The provisions in this measure rolled 1997 assessed values back to 90 per- cent of the 1995 value, established permanent rate limits for each tax district, allowed voters to approve local option levies outside these rates, established a method for taxing new property at a ratio of market value to the Maximum Assessed Value (giving similar tax savings to the new property), and limited the growth of Maximum Assessed Value for existing property to a maxi- mum of 3% each year. These limitations have reduced the city's main source of revenue for core services such as police, li- brary and parks. General Fund - Revenue Sources 3% I Property Tax ° 8% le Franchise Fees 10% Licenses and Permits LINL 18% 4003044% Intergovernmental •Fee for Service Fines&Forfeitures The purpose of this section is to describe the city's major revenue sources, explain the underlying as- sumptions for the revenue estimates, and discuss significant revenue trends. Throughout this budget document there are revenue trend graphs for the city in total as well as for each of the major fund types. The revenue sources and assumptions used in the budget are summarized on the following pag- es. PAGE 56- CITY OF TIGARD ASSESSED VALUE REVENUE Property taxes are assessed by Washington County and are based on a property's assessed value not the property's real market value. Assessed values were established under Measure 50 and are based on the 1995-96 tax roll value less 10%. These values generally can't increase more than 3% per year unless major improvements are made to the property or voters have authorized a new levy. For FY 2016-17, Tigard's total assessed value is projected to be roughly 77% of its real market value. Assessed Value $6 ■ $5 ■ a $4 ■ ■ $3 ■ ■ ■ $2 ■ $1 • ■ ■ $0 o ■ FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 The city's permanent operating tax rate is $2.5131 per $1,000 of assessed value. For FY 2016-17, it is assumed that the city's assessed property values will increase by 3.50%. This is a lower adjustment from prior year due to actual property tax collections being lower than anticipated. In turn, the assump- tions used for FY 2016-17 were adjusted accordingly. REVENUE ANALYSIS-PAGE 57 PROPERTY TAX SUMMARY The property tax system in Oregon has been heavily influenced by Measures 5 and 50, passed in 1990 and 1997 respectively. Because both rates and growth in assessed value are constrained, the economy has a limited effect on property tax revenue. However there has been recent interest by local govern- ments in developing a more flexible tax system within the State of Oregon. The property tax levy continues to be the General Fund's single largest revenue source, estimated at $14.8 million for FY 2016-17. Property taxes,including prior years' taxes, account for 44% of all availa- ble resources estimated for FY 2016-17. Property taxes pay for police, parks, library, planning, munici- pal court, and several other services. Actual Actual Est.Actual Adopted Tax Information 2013-2014 2014-2015 2015-16 2016-2017 Property Taxes General Fund $ 13,297,201 $ 13,404,815 $ 14,330,765 $ 14,762,850 GO Debt Service 2,311,214 2,386,688 2,475,757 2,562,005 Total Tax Levied $ 15,608,415 $ 15,791,503 $ 16,806,522 $ 17,324,855 Assessed Values Prior Year Assessed Value $5,253,663,684 $5,444,705,020 $ 5,683,006,297 $ 5,869,656,352 Increase (up to 3%) 124,178,486 117,261,446 154,384,751 134,061,707 Est.Annexations&New Const. 33,431,425 46,079,705 58,727,985 71,376,265 Total Assessed Value $5,4'1'1,705,020 $5,608,046,171 $ 5,896,119,033 $ 6,075,094,324 Tax Rates/$1,000 AV General Fund Permanent Rate $ 2.51310 $ 2.51310 $ 2.51310 $ 2.51310 GO Debt Service 0.43140 0.45762 0.45150 0.44392 Tax Rate $ 2.94450 $ 2.97072 $ 2.96460 $ 2.95702 Assessed Value of Average Home $ 228,700 $ 235,561 $ 237,276 $ 244,395 General Fund 574.75 591.99 596.30 614.19 GO Debt Service 98.66 107.80 107.13 108.49 Total Estimated Tax per Household $ 673.41 $ 699.78 $ 703.43 $ 722.68 The city has two voter approved GO Bond property tax levies. In May 2002 Tigard voters approved a $13 million General Obligation Bond to construct a new library. In November 2010 Tigard voters approved a parks bond measure allowing the city to issue up to $17 million in General Obligation Bonds for parks land acquisition. To date, the city has spent approximately $15.7 million of the parks bond. The remaining money will be used to fund additional acquisitions in the city including the downtown area. PAGE 58- CITY OF TIGARD PROPERTY TAX SUMMARY Property Tax Revenue 18,000,000 16,000,000 ■ 14,000,00001 ■ ■ ■ ■ ■ 12,000,00001 ■ ■ ■ ■ ■ 10,000,000 • ■ ■ ■ ■ • •GO Debt Service 8,000,000 • ■ ■ ■ ■ ■ •General Fund 6,000,000 • ■ ■ ■ ■ ■ 4,000,000 01 ■ ■ • ■ ■ 2,000,000 01 ■ ■ . ■ ■ FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 The City of Tigard has a permanent tax rate of$2.5131 per thousand. Compared to other municipali- ties in the state, Tigard has one of the lowest rates making it difficult to pay for day-to-day services (See table on next page). The average tax rate for comparable cities Washington County is $3.6369 and statewide is $4.6263. This is a difference between Tigard's tax rate and County average of$1.1238 and the state's average of$2.1132 per thousand. Tigard will be considering a local option tax levy to increase services. The current plan is to address this in a vote in November 2017. As seen in the following table, Tigard has room to grow its tax rate and still be below the average tax rate in the county and statewide. For example, a local option levy of $1.00/$1,000 of assessed value would still keep Tigard's rate below average in Washington County and would raise approximately $6,000,000 annually for more and better city services, allowing service delivery to increase by nearly 20 percent. REVENUE ANALYSIS-PAGE 59 PROPERTY TAX SUMMARY City Washington County Popula- Permanent Rate tion over 10,000 (per$1,000 AV) Lake Oswego 37,610 $4.9703 Portland 609,456 $4.5770 Beaverton 93,542 $4.6180 Cornelius 12,161 $3.9836 Forest Grove 22,419 $3.9554 Hillsboro 97,368 $3.6665 Sherwood 18,884 $3.2975 Wilsonville 21,484 $2.5206 Tigard 50,444 $2.5131 Tualatin 26,879 $2.2665 Average Washington County $3.6369 Statewide Comparison Eugene 159,190 $7.0100 Albany 51,583 $6.3984 Woodburn 24,395 $6.0534 Salem 160,614 $5.8315 Medford 77,677 $5.2953 Corvallis 55,298 $5.1067 McMinnville 33,131 $5.0200 Springfield 60,177 $4.7400 Redmond 27,427 $4.4100 Newberg 22,508 $4.3827 Grants Pass 35,076 $4.1335 Gresham 109,397 $3.6129 Bend 81,236 $2.8035 Tigard 50,444 $2.5131 Keizer 37,064 $2.0838 Average Statewide $4.6263 PAGE 60- CITY OF TIGARD STATE REVENUE SHARING State revenue sharing monies,which include gas,liquor and cigarette taxes, are allocated to cities based on population with an adjustment for local taxing efforts. Using state projections, the League of Ore- gon Cities has produced the per capita estimates of State Shared Revenues for cities for the coming years. State Revenue Sharing by Type $4,500,000 - $4,000,000 $3,500,000 • • • • ' $3,000,000 • U ■ ■ ■ U U U U U •Gas Tax $2,500,000 ■State Revenue Sharing $2,000,000 U ■ ■ ■ ■ •Liquor Tax $1,500,000 ■ • • ■ •Cigarette Tax $1,000,000 • • • • • $500,000 • • • • ■ $0 I - FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 Cigarette tax is generated by two cents of the state-imposed $1.32 per pack cigarette tax. Revenue from the tax is allocated as follows: $0.17 to the state's general fund; $0.65 to the Oregon Health Plan; $0.10 is dedicated to mental health services; $0.02 to cities; $0.02 to counties; $0.02 to the Oregon De- partment of Transportation for transportation services to the elderly and disabled; and $0.02 to the state's tobacco use reduction account. Cities may use their share for general government purposes without program restrictions on their use. Liquor tax revenue may be used by cities for general government purposes. It is distributed by the Oregon Liquor Control Commission in two different manners: • 20% of the state's liquor receipts are allocated as revenues to cities on a per capita basis and distributed monthly; and • 14% of state liquor receipts are allocated to cities on a formula basis, as outlined in ORS 221.770. REVENUE ANALYSIS-PAGE 61 STATE REVENUE SHARING These estimates for FY 2016-17 assume no increase in the tax rates for beer, wine or distilled spirits, and no changes in the proportional allocation of revenues. Revenue will closely track the upward and downward trends in Tigard's 20%per capita liquor tax distribution Gas tax is allocated to cities from vehicle title and registration fee and the gas tax. In 2009 the Ore- gon legislature approved the Jobs and Transportation Act which raised driver license and vehicle reg- istration fees, sets date for raising fuels taxes and created stable funding base of$300 million/year for city, county and state transportation infrastructure projects. The legislation generated an additional $54.6 million annually to be allocated to cities from vehicle title and registration fee increases and an increase in the gas tax. The change in funding was phased in,reaching 100%in 2013. Since the bulk of the gas taxes in Oregon are based on a per-gallon fee, the amount of money raised by gas taxes is declining. This is due to more fuel efficient cars, including electric cars, and people driving fewer miles. The Oregon legislature is starting to look at ways to change the state gas tax. One possibility is to change to a rate charged per mile driven. Tigard will be attempting to address this issue by presenting a ballot measure in the November 2016 election. This ballot will raise the local City Gas Tax from $0.03 per gallon to $0.08 per gallon if ap- proved. This is not included in the budget. State Revenue Sharing is allocated to cities based on population with an adjustment for local taxing effort. It is anticipated that receipts from state revenue sharing will be much the same as actually re- ceived in FY 2015-16. jbRUGS ouwr�n•. o isms' CAFE_ - _ W '411111DEPOT { a � ., {5`y..... 1 41N- is \. - Historical Tigard Tigard Today Picture courtesy of the Tigard Historical Association PAGE 62- CITY OF TIGARD FRANCHISE FEE Franchise fees are charged as part of an agreement between local governments and utilities that use public rights-of-way. These agreements ensure that companies receiving special use of rights-of-way are paying fees to reimburse local governments for use of public services, and to prevent general tax- payers from subsidizing extraordinary use. Franchise agreements outline the terms under which utility companies use city rights-of-way, including compensation requirements. Franchise fees are typically calculated on a percentage of the revenues derived from sales of the utility company to customers in that service area or territory. Current franchisees and franchise rates are: Service Provider Ra Cable Television Comcast 5% Electric Portland General Electric 5% Garbage All Haulers 5% Natural Gas Northwest Natural Gas 5% Sanitary Sewer City of Tigard 5% Telecommunications All providers 5% Water City of Tigard 5% Franchise Fee Revenue by Type 7,000,000 ' 6,000,000 Sanitary Sewer 5,000,000 Water 4,000,000 '' ■Cable TV ■Garbage 3,000,000 ■Telecom 2,000,000 ■Gas ■Electric 1,000,000 , , , FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 REVENUE ANALYSIS-PAGE 63 FRANCHISE FEE • Cable TV—The Metropolitan Area Communications Commission (MACC), a consortium of cities in the metro area, administers the cable television franchise. While revenues from telecom franchise fees have been decreasing in recent years, cable franchises have increased. • Electricity - Portland General Electric (PGE) pays a franchise fee representing 5 percent of their gross revenues to Tigard. • Garbage — Pride Disposal and Waste Management are responsible for solid waste and recycling in Tigard. Each pays a 5% franchise fee. During FY 14 the City Council increased the solid waste franchise from 4% to 5%. • Natural Gas - Northwest Natural Gas pays 5% of gross revenues as a franchise fee to Tigard. Revenue projections remain steady for FY 2016-17. • Sanitary Sewer - The Sanitary Sewer Fund pays 5% of gross revenues as a franchise fee to the General Fund. As the fee is based on gross revenue, the fee will grow in relation to sewer rate in- creases. • Telecommunications —The shift from land line telephones to wireless technologies continues to erode telecommunications franchise revenues in Tigard and throughout Oregon cities. Over the last few years,Tigard has seen a decrease in telecommunications franchise revenues. • Water - New water rates took effect on January 1, 2016. Water customer charge and water usage charge increased by 3.2%. Rate increases applied to all water customers, including non-residential customers. The average residential customer experienced an increase of about $1.20. The increase in water rates will increase franchise fee revenue proportionately. PAGE 64- CITY OF TIGARD ENTERPRISE FUNDS - USER FEES REVENUE User fees include water, sanitary 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 (CWS) and updated by the agency each year. The City Council, through an intergovernmental agreement with other system participants, sets the water rates. Utility User Fees $25 f o $20 - $15 $10 $5 $0 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 ■Sanitary ■5tormwater Water Per the intergovernmental agreement with CWS, the city retains only a portion of the sanitary and storm fees it collects. It is anticipated that the sanitary sewer and stormwater revenues will see minimal growth during FY 2016-17. In 2008, Tigard entered into a water partnership with the City of Lake Oswego for a long-term water source. In order to pay for the debt that is necessary to complete the project,water rates in the Tigard Water Service Area increased approximately 34% in fiscal year 2010-11 and then increased 14% per year each January through 2014. During FY 2013-14, the City of Tigard negotiated with the City of Lake Oswego to take an additional 4 million gallons per day of the capacity generated by this partner- ship project resulting in increased project costs for the city. Analysis determined that the city would need additional rate increases of 10.5%in January 2015 with annual increases of 3.25% starting in 2016 to alleviate the need to add more debt to the project and cover all project costs. REVENUE ANALYSIS-PAGE 65 CONNECTION FEES Connection fees include traffic development tax (TDT), storm and sanitary sewer connection charges, water connection and system development charges, parks system development charges and transporta- tion system development charges. The TDT is assessed on new development to help provide funds for the increased capacity transportation improvements needed to accommodate the additional vehicle traffic and demand for transit facilities generated by that development. Connection Fees 7,000,000 6,000,000 5,000,000 1 ■Parks 4,000,000 u1_ uIiI .R05 3,000,000 Fil ■Sewer 2,(]00,000 ■Water 1,000,000 0 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 This revenue category is showing major increases primarily due to the expected development of an estimated 200 homes annually in the River Terrace Subdivision. This development will yield a total of 1,800 homes for the city after 6 years. The TDT provides funds for capacity improvements to county and city arterials, certain collectors, and certain state and transit facilities as listed in the County's Capital Improvements Project List. The TDT is categorized as an Improvement Fee. Revenue must be dedicated to capital improvements that expand capacity and may not be used for maintenance, repair, or other non-capital improvements. The Transportation SDC was added in FY 2016 in Tigard. It has a similar purpose as the TDT and will add to Tigard's ability to fund roads. As part of the funding of the water project with Lake Oswego, water system development charges (SDC) increased. In February 2011, the water SDC increased 87%. The increase fully implemented the reimbursement portion of the water SDC. Over a four year period, the improvement portion of the water SDC will be phased in, resulting in increased water SDC fees. PAGE 66- CITY OF TIGARD PERMIT FEE Permit fee revenues are recorded in the Building Fund,the Electrical Inspection Fund and the General Fund. The primary fees that are represented in the chart include: Engineering Public Improvement Fee, Sign Permits,Land Use Planning Application Fees and all related Building Permit Fees. Nearly all fees are related to development activity and,therefore, reflect the level of that activity. Permit Fees 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 ■ 1,000,000 ■ ■ ■ ■ ■ FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 ■Building Fund •Electrical Inspection Fund General Fund In October 2010, building fees increased to bring them in line with area communities. Due to the de- velopment of the River Terrace Subdivision, an estimated 200 homes will be built in FY 2016-17. This accounts for the dramatic increase in overall development related fees. However, this revenue is not sustainable over the long term due to the nature of building related fees in which the expenditures oc- cur in later years. REVENUE ANALYSIS-PAGE 67 COUNTY SHARED REVENUE County Shared Revenues include the Washington County gas tax, the Washington County Cooperative Library System (WCCLS) levy, and a countywide hotel/motel tax. County Shared Revenues $4,000,000 " - $3,500,000 $3,000,000 ■ $2,500,000 ■ ■ WCCLS $2,000,000 $1,500,000 ■ ::z:■ ill $500,000 ■ $0 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 Washington County collects a one-cent per gallon tax on gasoline and distributes it to cities in the county to use for road maintenance activities. This revenue source has seen very minor growth over the past few years because under current state law the tax per gallon cannot be increased, and as men- tioned in the gas tax section, higher mileage vehicles and reduced driving are leading to less overall gas tax revenue. The hotel/motel tax is collected by Washington County at a 7% rate and is distributed to all participat- ing jurisdictions. Tigard receives about one-third of the amount collected in the city limits. Tax collec- tions are directly related to room rental rates,the number of hotel and motel rooms within the city, and the economy. With the slow economic recovery, the city projects that this revenue source will remain stagnant. WCCLS funds come from the county property taxes generated from the county's permanent property tax rate. On November 3, 2015, voters approved the renewal of the local option levy that maintained and expanded countywide operating support of the libraries at a rate of$0.22 per $1,000 of assessed value for the next five years. This is an increase of$0.05 per $1,000 from the previous rate. Due to th WCCLS allocation formulas,Tigard Library will see an increase of about$165,000 in FY 2016-17. PAGE 68- CITY OF TIGARD FINE AND FORFEITURE REVENUE This source of revenue includes traffic and civil infraction citations,which are processed by the Munic- ipal 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. Fines and Forfeiture $1,20©,00© $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 •Library Fines •Traffic-Civil Infractions Revenue from fines and forfeitures are variable from year to year,but do not change significantly over the long-range timeframe. REVENUE ANALYSIS-PAGE 69 INTEREST EARNINGS Interest earnings are generated from the investment of cash on hand in various funds of the city. Inter- est earnings are directly attributable to the amount of cash available for investment and current interest rates. Interest Earnings $700,000 $600,000 $500,000 $400,000 $300,000 0 . 0 $200,0000 . $100,000 0 . $0 FY 11-12 FY 12-13 FY 13-14 FY 14-15 FY 15-16 FY 16-17 The city is assuming an interest rate of 0.75% for its investments, and anticipates that interest earnings will be relatively flat in FY 2016-17 as interest rates remain historically low PAGE 70- CITY OF TIGARD INTERFUND TRANSFERS Interfund transfers are the transfer of revenues between funds when the revenue is received in one fund for an expense that occurs in another fund or when city functions have more than one funding source. Another primary reason for transfers is for a fund to pay for services provided by another fund (for example, Financial Operations Division providing utility billing services for the Water, Sani- tary Sewer, Stormwater, and Street Maintenance Funds). A transfer-out is an expense to the fund that is transferring the money out or buying services. A trans- fer-in is a resource to the fund that is receiving the money or selling the service. For every expense transfer-out, there is a corresponding resource transfer-in. The corresponding transfers must show the same dollar amount. The various types of interfund transfers are defined below: General Resource Transfer Transfer of resources from one fund to another which are not based upon a cost allocation plan, actual expenditure, or any expectation of a payment for services provided. This type of transfer is simply a transfer of resources from one fund to another. Direct Resource Transfer/Capital Improvement Plan (CIP) Transfer Transfer of resources from one fund to another which are based upon a cost allocation plan and actual expenditures or an expectation of a payment for services provided. This type of transfer is typically based upon actual expenditure needs by a certain fund and are "trued up" from the budget figure based upon actual expenditures. Debt/Loan Repayment Transfer Transfer of resources from one fund to another to pay either all or a portion of an interfund loan. This type of transfer is typically based upon a five-year repayment schedule for capital loans. Indirect Cost Transfer The Indirect Cost Transfers Out is typically budgeted along with a division's operating budget to show the true cost for that division to the city. In turn, transfers received for services provided, are allocated based upon a cost allocation plan. REVENUE ANALYSIS-PAGE 71 INTERFUND TRANSFERS Division Indirect Cost Pool Allocation Factors City Management Mayor& Council, City Man- Agenda Items, Total Actual Expendi- agement tures (Excl. Debt), FTE's, Web Ser- vices Finance Administration Budget/CIP Total Actual Expenditures, CIP Budget Financial Operations Reporting,Accounting/ Total Actual Expenditures (Excl. Debt General Ledger,Accounts & Capital), Journal Entries, # of In- Payable, Payroll voices, FTE's Human Resources Human Resources FTE's Risk Management Insurance Premiums, Claims FTE's, # of Autos, Property Value, &Misc. Other Insurance Costs, 3 yr. Avg. # of Insurance Incidents Information Technology IT-Support,IT-Geographic # of Computers, # Printers/Copiers, Information Systems (GIS) Help Desk Tickets, GIS Data Layers Communications Mail, Graphics, Copiers, Graphics Staff Time, FTE's &Actual Web Services Expenditures (Excl. Debt), # of Print- ers/Copiers,Total Copier Costs City Recorder/Records Records Management, Time on Records Requests,Agenda Council Support, Records Items, Electronic Records, # of Rec- Requests ord Boxes, # of Microfiche Property Management Property Management Square Footage Fleet Maintenance Fleet Maintenance Fleet Work Order Expenses Contracts &Purchasing Contracts &Purchasing P-Card Transactions, # of Purchase Orders, $ of Purchase Orders Utility Billing Utility Billing,Meter Reading Meter Reading,Utility Accounts, Utili- ty Revenues 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. The budget document reflects a decrease in the number of transfers that are related to the Capital Improvement Plan (CIP) due to the implementation of the federally approved indirect cost plan. PAGE 72- CITY OF TIGARD INTERFUND TRANSFERS From To Amount Type Description Bancroft Debt Central Services Fund 1,536 Fund Level Indirect Transfer to Central Service Fund Service Fund Debt Se and Transfer O City Gas Tax Fund Transportation CIP 40,000 CIP CIP-95042:Commercial Street Fund Sidewalk and Storm Detention Facility (Main to Lincoln) City Gas Tax Fund Central Services Fund 4,668 Fund Level Indirect Transfer to Central Service Fund City Gas Tax Fund Transportation CIP 280,000 CIP CIP-97017:Main Street Green Street Fund Retrofit(Phase 2) City Gas Tax Fund Transportation CIP 10,000 CIP CIP-17CIP-21 :North Dakota Street Fund (Fanno Creek)Bridge Replacement Total City Gas Tax Fund Transfer Out 334,668 Criminal Forfeiture Central Services Fund 2,744 Fund Level Indirect Transfer to Central Fund Service Fund Electrical Inspection Central Services Fund 3,121 Fund Level Indirect Transfer to Central Fund Service Fund Electrical Inspection Building Fund 300,000 Direct Transfer of funds to support electrical Fund inspections by Building Division Facilities Capital Central Services Fund 16,794 Fund Level Indirect Transfer to Central Projects Fund Service Fund REVENUE ANALYSIS-PAGE 73 INTERFUND TRANSFERS From To Amount Type Description Gas Tax Fund Transportation CIP 75,000 CIP CIP-17CIP-20:Hall Boulevard Study Fund Gas Tax Fund Transportation CIP 70,000 CIP CIP-17CIP-15:Durham Road School Fund 20 When Flashing Gas Tax Fund Central Services Fund 4,707 Fund Level Indirect Transfer to Central Service Fund Gas Tax Fund Transportation CIP 250,000 CIP CIP-17CIP-11 :72nd Avenue/Tigard Fund Triangle Transportation Study Gas Tax Fund General Fund 12,625 Direct Environmental Compliance for CIP projects(One Time) Gas Tax Fund Transportation CIP 15,000 CIP CIP-17CIP-14:Commercial Street Fund Sidewalk(Lincoln Avenue to 95th Avenue) Gas Tax Fund Transportation CIP 45,000 CIP CIP-17CIP-13:Bridge Assessment Fund and Master Plan Gas Tax Fund Facilities Capital 27,345 General Transfer of Funds for New City Facility Projects Fund Gas Tax Fund Transportation CIP 22,560 CIP CIP-95023:Walnut Street Fund Improvements Gas Tax Fund Transportation CIP 202,044 CIP CIP-8 :System Infrastructure Fund CIP-Transportation Gas Tax Fund Transportation CIP 300,000 CIP CIP-95027:Pedestrian and Cyclist Fund Connections Program oral Gas Tax Fund Transfer O General Fund Parks Utility Fund 1,350,000 General Establish Parks Utility Fund. Transfer over to new fund amount of Parks and Maintenance Division General Fund Fleet/Property 55,000 Direct 17TABC_05:One Time transfer from Management Fund General Fund for short term fix of the Police roof. General Fund Parks Utility Fund 85,000 Direct 17TABC_03:One Time transfer from General Fund for replacement of irrigation system at Summerlake Park General Fund Central Services Fund 20,372 Fund Level Indirect Transfer to Central Service Fund General Fund Parks Utility Fund 100,000 Direct Transfer from General Fund to Park Utility Fund for Yr-2 of MIG Study recreation General Fund Facilities Capital 132,607 General Transfer of Funds for New City Facility Projects Fund General Fund Water Fund 27,460 Direct Water Building Lease:Year 8 of 10 General Fund Fleet/Property 75,000 Direct 17TABC_02:One Time transfer from Management Fund General Fund for a building conditions assessment to aide in a future capital facilities bond PAGE 74- CITY OF TIGARD INTERFUND TRANSFERS From To Amount Type Description General Obligation Central Services Fund 1,352 Fund Level Indirect Transfer to Central Debt Service Fund Service Fund Total General ObliONEtrebt Service F Transfer Out Insurance Fund Central Services Fund 31,000 ONE TIME TRANSFER:Limited Duration Risk Assistant Insurance Fund Central Services Fund 270 Fund Level Indirect Transfer to Central Service Fund Total Insurance Fund Transfer Library Donations Facilities Capital 100,000 Direct Transfer of funds for needed and Bequests Fund Projects Fund miscellaneous library improvements Total Library Donations and Bequests Fund Transfer Out Parks Bond Fund Parks Capital Fund 1,285,000 CIP CIP-92028:Downtown Land Acquisition Parks SDC Fund Parks Capital Fund 50,319 System Infrastructure Projects.Per Eng 5/10/16 email for an additional$30K. Parks SDC Fund Parks Capital Fund 80,000 CIP CIP-17CIP-26:Bull Mountain Park Trail Parks SDC Fund Parks Capital Fund 23,000 CIP CIP-92013:Fanno Creek Remeander (City/CWS) Parks SDC Fund Central Services Fund 11,407 Fund Level Indirect Transfer to Central Service Fund Parks SDC Fund Parks Capital Fund 67,000 CIP CIP-92016-05:Dirksen Nature Park- Forested Restoration and Boardwalks Parks SDC Fund Parks Capital Fund 69,000 CIP CIP-92035:City of Tigard/Tigard- Tualatin School District Park Development Parks SDC Fund Parks Capital Fund 505,000 CIP CIP-92046:Fanno Creek Trail Connection(RFFA Grant) Parks SDC Fund Parks Capital Fund 110,000 CIP CIP-92034:Tigard Street Trail and Public Space(Main St.to Tiedeman Ave./Tigard St.) Parks SDC Fund Parks Capital Fund 150,000 CIP CIP-92026:Park Land Acquisition Parks SDC Fund Parks Capital Fund 20,319 General System Infrastructure Projects. Based on PW Engineering estimate of 185 hours of system infrastructure work per PW staff load from 02/18/2015. REVENUE ANALYSIS-PAGE 75 INTERFUND TRANSFERS From To Amount Type Description Sanitary Sewer Fund Facilities Capital 18,736 General Transfer of Funds for New City Facility Projects Fund Sanitary Sewer Fund Stormwater Fund 93,500 CIP CIP-94016:Slope Stabilization(Derry Dell/118th Court) Sanitary Sewer Fund Water Fund 13,413 Direct Water Building Lease:Year 8 of 10 Sanitary Sewer Fund General Fund 15,250 Direct Environmental Compliance for CIP projects(One Time) Sanitary Sewer Fund Central Services Fund 23,827 Fund Level Indirect Transfer to Central Service Fund Stormwater Fund Central Services Fund 4,400 Fund Level Indirect Transfer to Central Service Fund Stormwater Fund Parks Capital Fund 15,000 CIP CIP-92016-05:Dirksen Nature Park- Forested Restoration and Boardwalks Stormwater Fund General Fund 15,250 Direct Environmental Compliance funds for CIP projects(One Time) Stormwater Fund Water Fund 17,878 Direct Water Building Lease:Year 8 of 10 Stormwater Fund Parks Capital Fund 10,000 CIP CIP-92016-02:Dirksen Nature Park- Oak Savanna Restoration Stormwater Fund Parks Capital Fund 15,000 CIP CIP-92016-03:Dirksen Nature Park- Oak Savanna Overlook Stormwater Fund Parks Capital Fund 5,000 CIP CIP-92016-04:Dirksen Nature Park- Nature Play Areas Stormwater Fund Transportation CIP 22,560 CIP CIP-95023:Walnut Street Fund Improvements Stormwater Fund Facilities Capital 35,478 General Transfer of Funds for New City Facility Projects Fund Stormwater Fund Transportation ClP 80,000 CIP CIP-95042:Commercial Street Fund Sidewalk and Storm Detention Facility (Main to Lincoln) 'Total Stormwater Fund Transfer Out Street Maintenance Central Services Fund 163,900 Fund Level Indirect Transfer to Central Fund Service Fund Street Maintenance Gas Tax Fund 150,000 Direct Transfer of funds to support right-of- Fund way maintenance costs totalling$100K. FPotal Street Maintenance Fund Transfer Out Transportation CIP City Gas Tax Fund 200,000 Direct Reimbursement from State Earmark Fund grant for Hnnziker Project PAGE 76- CITY OF TIGARD INTERFUND TRANSFERS From To Amount Type Description Transportation Central Services Fund 17,486 Fund Level Indirect Transfer to Central Development Tax Service Fund Transportation Transportation CIP 45,000 CIP CIP-17CIP-10:121st Avenue Development Tax Fund (Whistlers Lane to Tippitt)Sidewalks and Bike Lanes Transportation Transportation CIP 20,000 CIP CIP-95041 :Upper Boones Ferry Road Development Tax Fund /Durham Road Adaptive Signal Coordination Transportation Transportation CIP 5,000 CIP CIP-95048:Roy Rogers Road Development Tax Fund Total Transportation Development Tax Transfer Out Transportation SDC Central Services Fund 1,015 Fund Level Indirect Transfer to Central Fund Service Fund Transportation SDC Transportation CIP 140,000 CIP CIP-17CIP-16:Fanno Creek Trail Fund Fund Alignment Study(Bonita Road to Tualatin River) Transportation SDC Transportation CIP 70,000 CIP CIP-17CIP-18:Hall Boulevard/ Fund Fund Pfaffle Street New Traffic Signal Transportation SDC Transportation CIP 10,000 CIP General Support of Transportation Fund Fund Projects Total Transportation SDC Fund Transfer Out Underground Utility Central Services Fund 4,539 Fund Level Indirect Transfer to Central Fund Service Fund Underground Utility Transportation CIP 319,600 CIP CIP-95023:Walnut Street Fund Fund Improvements Total Underground Utility Fund Transfer Out Urban Forestry Fund Parks Capital Fund 27,000 ClP CIP-92017:Tree Canopy Replacement Program Urban Forestry Fund Central Services Fund 3,382 Fund Level Indirect Transfer to Central Service Fund Urban Forestry Fund Parks Capital Fund 96,000 CIP CIP-92016-02:Dirksen Nature Park- Oak Savanna Restoration Urban Forestry Fund Parks Capital Fund 27,000 CIP CIP-92037:Damaged Tree Replacement Program Water CIF Fund Central Services Fund 51,935 Fund Level Indirect Transfer to Central Service Fund REVENUE ANALYSIS-PAGE 77 INTERFUND TRANSFERS From To Amount Type Description Water Fund Central Services Fund 93,586 Fund Level Indirect Transfer to Central Service Fund Water Fund Water CIP Fund 185,000 CIP CIP-96033:Well Abandonment (Tigard High School) Water Fund Water CIP Fund 90,000 CIP CIP-96031 :Fire Flow Improvement Program Water Fund Water CIP Fund 354,000 CIP CIP-96046:Red Rock Creek Waterline Relocation Water Fund Transportation CIP 11,280 CIP CIP-95023:Walnut Street Fund Improvements Water Fund Water CIP Fund 49,158 System Infrastructure Projects Water Fund Water CIP Fund 100,000 CIP CIP-96028:Fire Hydrant Replacement Program Water Fund Water Debt Service 161,183 Debt/Loan ARRA Loan Fund Repayments Water Fund Water Debt Service 1,670,300 Debt/Loan Water System Revenue Bonds Series Fund Repayments 2015 Water Fund Water CIP Fund 875,000 CIP CIP-96040:Cach Reservoir and Pump Station Design Water Fund Parks Capital Fund 4,000 CIP CIP-92016-02:Dirksen Nature Park- Oak Savanna Restoration Water Fund Water CIP Fund 140,000 CIP CIP-96024:Waterline Replacement Program Water Fund Water Debt Service 6,561,800 Debt/Loan Water System Revenue Bonds Series Fund Repayments 2012 Water Fund Water CIP Fund 150,000 CIP CIP-96008:Water Main Line Oversizing Program Water Fund Water CIP Fund 200,000 CIP CIP-96003:Water Meter Replacement Program Water Fund Water CIP Fund 350,000 CIP CIP-17CIP-32:Canterbury Pump Station Water Fund General Fund 11,000 Direct Environmental Compliance funds for CIP projects(One Time) Water Fleet/Property 16,147 In-Direct Fund Level Indirect Transfer to Central Quality/Quantity Management Fund Service Fund Fund Water Fleet/Property 20,870 In-Direct Fund Level Indirect Transfer to Central Quality/Quantity Management Fund Service Fund Fund Water SDC Fund Central Services Fund 15,960 Fund Level Indirect Transfer to Central Service Fund Water SDC Fund Water CIP Fund 2,500,000 CIP CIP-96018:Lake Oswego/Tigard Water Partnership Water SDC Fund Water CIP Fund 205,000 CIP CIP-96040:Cach Reservoir and Pump Station Design Total Water SDC Fund Transfer Out L,720,96V City of Tigard I ADOPTED BUDGET I FY 2016-2017 PAGE 78- CITY OF TIGARD EXPENDITURE SUMMARY BY PROGRAM The city adopts and manages its operating expenditures by program. The city has four operating pro- grams: Policy&Administration, Community Development, Community Services, and Public Works. Within each of these programs are one or more departments and budgets units, or divisions. A more detailed explanation of the city's program structure can be found in the Reader's Guide section. The following charts give a summary of the expenditures for the programs,budget classifications, and staffing levels. FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 FY 2017 Actual Actual Revised Proposed Approved Adopted Description Expenditure by Program Policy and Administration $7,071,531 $7,321,666 $10,601,001 $10,840,589 $10,970,589 $11,011,757 Community Development 4,219,481 4,640,737 6,063,276 6,060,827 6,100,827 6,209,827 Community Services 19,420,335 20,325,635 22,370,288 22,839,234 23,224,371 23,354,371 Public Works 18,823,213 19,574,814 20,868,553 20,239,425 20,324,425 20,424,425 Total Expenditures by Progam $49,534,561 $51,862,853 $59,903,118 $59,980,075 $60,620,212 $61,000,380 Number of RUE by Program Policy and Administration 43.95 45.85 53.35 54.35 54.35 54.35 Community Development 25.60 25.80 28.50 30.00 30.00 30.00 Community Services 119.30 117.30 122.80 122.80 125.80 126.80 Public Works 68.00 73.00 69.00 70.00 70.00 70.50 Number of NTE by Program 256.85 261.95 273.65 277.15 280.15 281.65 Expenditure per FTE Policy and Administration $160,899 $159,687 $198,707 $199,459 $201,851 $202,608 Community Development 164,823 179,874 212,747 202,028 203,361 206,994 Community Services 162,786 173,279 182,168 185,987 184,613 184,183 Public Works 276,812 268,148 302,443 289,135 290,349 289,708 Total Expenditure per NTE $225,958 $228,890 $218,904 $216,417 $216,385 $216,582 PROGRAM SUMMARIES-PAGE 79 OPERATING BUDGET HISTORY-SUMMARY FY 2014 FY 2015 FY 2016 Proposed Approved Adopted Description Actual Actual Revised 2017 2017 2017 256.85 273.65 277.15 280.15 281.65 Budget by Category Personal Services $27,407,951 $28,324,337 $31,753,176 $32,328,995 $32,656,860 $32,852,075 Materials&Supplies 12,970,483 13,807,355 17,264,775 15,404,470 15,716,742 15,901,695 Interdepartmental Services 8,142,927 8,821,375 10,023,108 10,472,020 10,472,020 10,472,020 Capital Outlay 1,013,200 909,786 862,059 1,774,590 1,774,590 1,774,590 oral by Category Budget by Program Policy and Administration $7,071,531 $7,321,666 $10,601,001 $10,840,589 $10,970,589 $11,011,757 Community Development 4,219,481 4,640,737 6,063,276 6,060,827 6,100,827 6,209,827 Community Services 19,420,335 20,325,635 22,370,288 22,839,234 23,224,371 23,354,371 Public Works 18,823,213 19,574,814 20,868,553 20,239,425 20,324,425 20,424,425 Total by Program $49,534,5 1-11111151111=110,620,21 Budget by Department Mayor and Council $240,747 $271,510 $322,824 $310,749 $310,749 $310,749 City Management 2,003,237 2,019,260 2,462,486 2,337,165 2,337,165 2,378,333 Finance&Information Services 3,430,238 3,708,382 4,387,873 4,631,245 4,631,245 4,631,245 Community Development 4,219,481 4,640,737 6,063,276 6,060,827 6,100,827 6,209,827 Police 14,048,009 14,509,452 15,984,500 16,427,381 16,812,518 16,942,518 Library 5,016,003 5,437,422 5,976,131 5,971,146 5,971,146 5,971,146 Social Service/Community Events 356,323 378,761 409,657 440,707 440,707 440,707 Public Works 18,823,213 19,574,814 20,868,553 20,239,425 20,324,425 20,424,425 Central Services 1,397,310 1,322,514 3,427,818 3,561,430 3,691,430 3,691,430 PAGE 80- CITY OF TIGARD OPERATING BUDGET HISTORY FY 2014 FY 2015 FY 2016 Proposed Approved Adopted Description Actual Actual Revised 2017 2017 2017 Number of FIE 256.85 273.65 277.15 280.15 281.65 51001-Salaries-Management $8,295,909 $8,492,229 $9,405,134 $9,499,682 $9,499,682 $9,499,682 51002-Salaries-General 3,812,882 4,261,370 4,765,189 5,132,393 5,132,393 5,098,499 51003-Salaries-Police 4,080,173 4,049,934 4,385,024 4,236,764 4,418,579 4,479,184 51004-Part Time-Regular 1,278,769 1,217,589 1,421,376 924,860 924,860 995,410 51005-Part Time-Temporary 345,513 361,475 564,641 592,022 592,022 605,188 51006-Overtime 503,630 654,004 612,439 797,164 810,964 815,564 51007-Incentive Pay 439,506 426,753 495,286 465,215 474,760 477,942 52001-Unemployment 261,226 220,351 108,907 21,914 22,097 22,328 52002-Worker's Compensation 281,452 359,187 360,863 408,650 414,752 417,060 52003-Social Security/Medicare 1,413,074 1,443,074 1,655,187 1,652,324 1,666,232 1,674,092 52004-Tri-Met Tax 135,066 139,758 156,204 156,234 157,554 158,299 52005-Retirement 2,589,844 2,667,439 3,039,693 3,166,709 3,195,781 3,207,132 52006-Retirement-3%ER Match 0 0 0 0 0 710 52007-VEBA-ER 210,549 211,711 226,613 237,315 240,015 242,452 52008-Life Ins/ADD/LTD 20,715 20,617 86,447 87,894 88,314 89,560 52009-Long Term Disability 43,427 43,249 0 0 0 0 52010-Medical/Dental/Vision 3,310,134 3,359,623 4,262,017 4,690,423 4,759,423 4,809,541 52011-Dental Benefits 391,865 390,499 0 40,405 40,405 40,405 52012-Accrued Vacation -5,782 5,473 208,156 219,026 219,026 219,026 53001-Office Supplies 246,977 171,827 300,055 302,633 302,633 302,633 53002-Small Tools&Equipment 158,557 381,516 359,203 418,733 443,483 451,733 53003-Fuel 281,498 226,502 363,641 354,021 360,921 363,221 53004-Books&Circulation Materials 489,910 501,680 518,000 538,000 538,000 538,000 53005-Ammunition and Range Supplies 16,035 60,540 56,553 42,723 42,723 42,723 53006-Technology Equipment under$5,000 150,333 168,548 198,971 218,139 232,511 237,301 53007-Grant Expenditures 6,960 8,170 8,392 7,987 7,987 7,987 53008-Library Contribution Materials 18,850 12,710 5,100 0 0 0 53316-CCIS-Worksite Wellness Funds 0 0 0 4,000 4,000 4,000 53530-Water Costs:L.O.&Ptld 3,199,292 2,644,691 3,890,245 2,000,000 2,000,000 2,000,000 54001-Professional/Contractual Services 3,141,697 3,511,785 4,243,706 3,901,640 4,156,640 4,309,094 54002-Water Costs:Sampling 25,111 32,917 40,000 45,000 45,000 45,000 54003-Legal Fees 290,579 282,226 399,099 369,049 369,049 369,049 54004-Printing Services 1,060 150 3,750 5,275 5,275 5,275 54006-Software License and Maintenance 451,272 457,498 576,302 620,065 620,065 620,065 54007-Parks and Recreation 6,400 54,075 76,612 76,612 76,612 76,612 54101-R&M-Facilities 256,967 278,912 328,092 316,192 316,192 316,192 54102-R&M-Water Lines 37,234 55,319 32,000 32,000 32,000 32,000 54103-R&M-Control Valves 20,990 28,811 28,000 28,000 28,000 28,000 54104-R&M-Reservoir 2,247 4,993 6,000 6,000 6,000 6,000 54105-R&M-Grounds 81,483 63,640 107,520 115,020 115,020 115,020 54106-R&M-Pump Station 8 3,537 8,500 8,500 8,500 8,500 PROGRAM SUMMARIES -PAGE 81 OPERATING BUDGET HISTORY FY 2014 FY 2015 FY 2016 Proposed Approved Adopted Description Actual Actual Revised 2017 2017 2017 54107-R&M-SCADA 680 1,260 8,000 8,000 8,000 8,000 54108-R&M-Wells 12,593 11,926 11,500 11,500 11,500 11,500 54109-R&M-Meters 25,474 17,609 25,000 25,000 25,000 25,000 54110-R&M-Service Lines 10,477 26,561 15,000 15,000 15,000 15,000 54112-R&M-Fire Hydrant 245 7,782 20,000 20,000 20,000 20,000 54113-R&M-Vehicles 298,693 353,839 377,445 360,770 360,770 360,770 54114-R&M-Office Equipment 42,261 55,121 69,415 67,565 67,565 67,565 54115-Vehicle Usage 0 345 25 25 25 25 54201-Utilities-Electric 884,080 908,837 1,148,738 1,141,253 1,141,253 1,141,253 54202-Utilities-Water/Sewer/SWM 197,895 251,491 401,187 396,037 396,037 396,037 54203-Utilities-Natural Gas 67,886 62,749 73,410 78,000 78,000 78,000 54204-Utilities-Garbage 0 0 250 1,000 1,000 1,000 54205-Utilites-Phone/Pager/Cells 185,841 237,200 250,468 262,928 262,928 262,928 54300-Advertising&Publicity 73,674 72,848 76,705 81,125 81,125 81,125 54301-Fees and Charges 37,485 40,246 98,936 101,154 101,154 101,154 54302-Dues&Subscriptions 118,681 116,925 172,298 177,704 177,704 177,704 54303-Travel and Training 173,452 192,594 337,035 380,638 383,938 385,038 54304-Election Expenses 43,247 0 0 0 0 0 54305-Conservation Expenses 28,516 16,571 18,700 18,700 18,700 18,700 54306-Credit Card Fees 0 251,767 345,300 273,500 273,500 273,500 54307-Insurance 288,556 391,144 440,592 503,820 503,820 503,820 54308-Property Damage 0 0 11,250 24,750 24,750 24,750 54309-Rents and Leases 56,082 101,468 166,843 179,591 179,591 179,591 54310-Bad Debt Expense 2,585 1,364 11,492 11,492 11,492 11,492 54311-Special Department Expenses 1,252,989 1,444,549 1,311,395 1,487,206 1,495,156 1,511,215 54312-Bank Fees 4,094 3,816 3,450 50,400 50,400 50,400 54402-Contributions to Community Org 274,336 289,297 320,600 317,724 317,724 317,724 54900-Drug Enforcement Expenses 7,200 0 0 0 0 0 1"710 a errs , upp es 56001-Land 0 0 15,000 15,000 15,000 15,000 56002-Buildings&Improvements 25,540 90,150 127,187 127,000 127,000 127,000 56003-Vehicles 348,348 277,832 322,900 632,500 632,500 632,500 56004-Computer Hardware and Software 525,455 223,306 281,892 463,585 463,585 463,585 56006-Equipment 33,831 317,219 49,000 479,225 479,225 479,225 56007-GIS Hardware and Software 80,025 1,279 66,080 57,280 57,280 57,280 Total Capital Outlay $1,013,20T,774,590 $1,774,590 $1,774,590 58000-Interdepartmental Costs 1,064,602 1,043,258 1,253,603 1,217,829 1,217,829 1,217,829 58100-Indirect Charges-City Management 729,520 700,220 977,732 1,138,987 1,138,987 1,138,987 58110-Indirect Charges-Human Resources 763,611 762,851 804,442 708,146 708,146 708,146 58120-Indirect Charges-Risk Management 536,971 663,093 706,755 713,481 713,481 713,481 58130-Indirect Charges-Office Services 399,055 379,783 456,549 560,034 560,034 560,034 58150-Indirect Charges-Records 275,499 351,113 344,926 361,537 361,537 361,537 PAGE 82- CITY OF TIGARD OPERATING BUDGET HISTORY FY 2014 FY 2015 FY 2016 Proposed Approved Adopted Description Actual Actual Revised 2017 2017 2017 58200-Indirect Charges-Finance Administra 34,038 27,445 40,778 61,855 61,855 61,855 58210-Indirect Charges-Financial Operation 615,824 657,304 682,241 632,660 632,660 632,660 58220-Indirect Charges-Utility Billing 926,113 1,009,384 1,195,470 1,282,930 1,282,930 1,282,930 58230-Indirect Charges-Technology 1,152,718 1,534,845 1,619,249 1,709,924 1,709,924 1,709,924 58250-Indirect Charges-Contracts and Pure 160,360 131,491 158,339 156,849 156,849 156,849 58630-Indirect Charges-Fleet Maintenance 236,075 219,106 213,404 341,228 341,228 341,228 58640-Indirect Charges-Property Manageme 1,248,541 1,341,481 1,569,620 1,586,560 1,586,560 1,586,560 ilotal Interdepartmental Services $8,142,927 $8,821,375 $10,023,108 $10,472,0. :10,472,020 $10,472,020 Total Operating Budget illik:,f. '" [� / � c. fift City staff gather for several events throughout the year-the Wellness Fair and the Opening Day staff-.sponsored picnic are a couple of examples. PROGRAM SUMMARIES-PAGE 83 STAFFING LEVELS The City of Tigard made reductions to its budget in 2010 and 2012 that reduced the level of core ser- vices that were available to the public. Since FY 2009, Tigard's population has grown from 46,715 to 50,787, representing a growth of 9 percent. Over the same period of time, Tigard's work force has de- creased from 296.05 FTE to 281.65 FTE in the Adopted Budget,representing a decrease of 5 percent. City FTE Per 1,000 Population 7 - - 6 --- 1 — FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Actual Actual Actual Actual Actual Actual Actual Projected Adopted The Adopted Budget for FY 2017 reflects an increase in staffing from the FY 2016 Revised Budget of 273.65 FTE to 281.65 FTE. This increase of 8 FTE equates to a 3%increase in staffing. This FTE count includes those changes that were made during FY 2015-16. 300 Full-Time Equivalent Positions 200 100 0 FY 2009 FY 2010 FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Actual Actual Actual Actual Actual Actual Actual Projected Adopted City Management & Central Services City Management and Central Services budgets reflect a reorganization of the departments. There is no increase in the FTE in the FY 2016-17 Adopted Budget for the two departments combined,but a shift of portions of positions totaling 1.7 FTE from City Management to Central Services. One change to note is that in FY 2016, the FTE count for Municipal Court was increased by .10 with the reclassifi- cation of a Court Clerk position that was budgeted at a .90 FTE to an Operations Supervisor budgeted at 1.0 FTE. Although the departments are reorganized, there is no change in FTE in the FY 2017 Adopted Budget. PAGE 84- CITY OF TIGARD STAFFING LEVELS Community Development Due to the increased permit activity resulting from the development of River Terrace, total FTE for Building will increase by 2.50 in FY 2017 compared to the previous fiscal year. The Building Inspector I/Code Compliance position at 1.0 FTE has been added along with the addition of a Plans Examiner/ Inspector 1 position at 1.0 FTE. Also, the limited duration .50 FTE Permit Technician Assistant posi- tion will become permanent with an increase of.50 FTE making it a 1.0 full-time position. Police During FY 2016, the city signed an intergovernmental agreement with TriMet for a 1.0 FTE Transit Officer. Police FTE increased by 4.0 with the addition of 4 sworn officers in the Police Operations division. This action increased overall FTE in the Police to 88.50 in FY 2017. Public Works The Engineering Division increased by 2.0 FTE in FY 2016 by adding a 1.0 FTE Engineering Techni- cian II and a 1.0 FTE Management Analyst. This brought the division total to 16.00 and remains the same in FY 2017. In addition,because of a change in the city's process for calculating position FTE's, a Utility Worker II position at 1.0 FTE in the Street Maintenance division was inadvertently omitted. This issue was corrected in FY 2016. The Parks and Recreation division FTE will increase by.50 with the addition of an Administrative Specialist II position to assist with the expansion of the recreation program. Therefore, the overall FTE total for Public Works is 70.50 in FY 2017. Finance & Information Services During FY 2016, the Accounting position was increased from .80 to 1.00. The full-time equivalent for Information Technology increased by 1.0 FTE due to the addition of a Microcomputer Support Tech- nician to assist with citywide helpdesk tickets. Library With the passage of the Washington County Cooperative Library Services levy in November 2015,Li- brary FTE increased by 3.50 in FY 2016. Although there are shifting of portions of positions within Circulation,Reader Services, and Administration, there is no increase in total FTE in FY 2017. PROGRAM SUMMARIES-PAGE 85 -z •rY v 9w r} 4 —.11111111111111111111L111 omm ...- It40, 4-k' a 1I Public Works Department hosts their annual employee picnic at one of the city's parks. City of Tigard I ADOPTED BUDGET I 1 FY 2016-2017 PAGE 86- CITY OF TIGARD COMMUNITY SERVICES ORGANIZATION CHART COMMUNITY SERVICESI A POLICE LIBRARY SOCIAL SERVICES/COMMUNITY EVENTS COMMUNITY SERVICES-PAGE 87 COMMUNITY SERVICES PROGRAM The Community Services Program consists of programs provided by the Police Department and the Li- brary,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 a few 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 primary source of funding for this program area is the General Fund. f • 1 ti e •mak.- ��. . 4 _e. - .. e x® 9 . �� z�a • r^ l l •rj. .ice dni E..11 ^- - Tigard Public Library IT -Jl O LICE Baxter Tigard Canine Department F - , itat , Tigard Police -141 9 o • PAGE 88-CITY OF TIGARD COMMUNITY SERVICES PROGRAM FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 FY 2017 2017 Adopted Actual Actual Revised Proposed Approved Adopted vs.2016 Revised Description Number of Positions 119.30 117.30 122.80 122.80 125.80 126.80 2.4% Budget By Category Personal Services 13,483,946 13,707,698 15,016,309 15,218,270 15,546,135 15,655,424 4.3% Materials&Services 2,342,873 2,664,127 3,145,235 3,197,221 3,254,493 3,275,204 4.1% Interdepartmental Costs 3,104,710 3,390,913 3,911,679 4,174,078 4,174,078 4,174,078 6.7% Capital Outlay 488,807 562,897 297,065 249,665 249,665 249,665 -16.0% Total All Category 19,420,335 20,325,635 22,370,288 22,839,234 23,224,371 23,354,371 4.4% Budget By Division Police Administration 713,751 1,389,934 1,557,771 1,569,940 1,569,940 1,569,940 0.8% Police Operations 8,219,110 8,128,133 8,797,909 9,247,632 9,632,769 9,762,769 11.0% Support Services 5,115,148 4,991,385 5,628,820 5,609,809 5,609,809 5,609,809 -0.3% Library Administration 615,767 958,910 813,978 724,697 724,697 724,697 -11.0% Reader Services 2,412,007 2,456,400 2,804,738 2,816,978 2,816,978 2,816,978 0.4% Technical Services 692,051 671,436 785,494 705,126 705,126 705,126 -10.2% Circulation 1,296,177 1,350,676 1,571,921 1,724,345 1,724,345 1,724,345 9.7% Social Services 268,123 286,561 326,657 351,387 351,387 351,387 7.6% Community Events 88,200 92,200 83,000 89,320 89,320 89,320 7.6% Total All Division 19,420,335 20,325,635 22,370,288 22,839,234 23,224,371 23,354,371 4.4% Budget by Fund General Fund-100 19,409,836 20,229,847 22,300,288 22,689,234 23,074,371 23,204,371 4.1% Criminal Forfeiture Fund-240 10,499 95,788 70,000 150,000 150,000 150,000 114.3% Library Donations and Bequests F 0 0 0 0 0 0 0.0% Total All Fund 19,420,335 20,325,635 22,370,288 22,839,234 23,224,371 23,354,371 4.4% COMMUNITY SERVICES-PAGE 89 POLICE ORGANIZATION CHART POLICEI ADMINISTRATION OPERATIONS SUPPORT SERVICES I I FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 FY 2017 2017 Adopted Actual Actual Revised Proposed Approved Adopted vs.2016 Revised Description Number of Positions 84.50 82.50 84.50 84.50 87.50 88.50 4.7% Budget By Category Personal Services 10,527,509 10,784,546 11,672,035 11,922,142 12,250,007 12,359,296 5.9% Materials&Services 1,456,054 1,733,761 2,096,842 2,148,314 2,205,586 2,226,297 6.2% Interdepartmental Costs 1,575,640 1,725,856 1,978,723 2,124,425 2,124,425 2,124,425 7.4% Capital Outlay 488,807 265,288 236,900 232,500 232,500 232,500 -1.9% Total All Category 14,048,009 14,509,452 15,984,500 16,427,381 16,812,518 16,942,518 6.0% Budget By Division Police Administration 713,751 1,389,934 1,557,771 1,569,940 1,569,940 1,569,940 0.8% Police Operations 8,219,110 8,128,133 8,797,909 9,247,632 9,632,769 9,762,769 11.0% Support Services 5,115,148 4,991,385 5,628,820 5,609,809 5,609,809 5,609,809 -0.3% Total All Division 14,048,009 14,509,452 15,984,500 16,427,381 16,812,518 16,942,518 6.0% Budget by Fund General Fund-100 14,037,510 14,413,664 15,914,500 16,277,381 16,662,518 16,792,518 5.5% Criminal Forfeiture Fund-240 10,499 95,788 70,000 150,000 150,000 150,000 114.3% Total All Fund 14,048,009 14,509,452 15,984,500 16,427,381 16,812,518 16,942,518 6.0% PAGE 90-CITY OF TIGARD POLICE ADMINISTRATION BUDGET UNIT: 4000 PROGRAM DESCRIPTION: The Administration Division carries out the mission and vision of the Police Department through strategic management.The division is dedicated to continuously evaluating the structure, strategies, and programs of the Police Department in light of crime trends and resource levels as well as maintaining,and furthering strategic relationships with other government agencies. Roles and duties include: •Police Chief •Assistant Police Chief •Police Captain •Administrative support •Public information and Strategic communications •Crime analysis •Business management The Chief is accountable for the overall success of the department by providing direction and overseeing all departmental functions and activities. The Chief officially represents the department internally with the City Manager and Council and externally with partner jurisdictions and outside agencies. The Assistant Chief assists with planning,organizing,managing and providing oversight for the objectives and activities of the department.Specifically,he manages two mid-level managers in the direct administration of the Services division.The Assistant Chief fosters cooperative working relationships among City departments as well as external agencies and provides professional assistance to the Chief,serving as second in command. The Captain designs and implements plans for proactive anticrime and traffic safety patrols,public service,and administrative support activities. The Captain formulates policies,goals and objectives and administers the department's budget.The primary duties of the Captain include day-to-day management of the Operations division,including the coordination of activities with other City departments and law enforcement agencies.The Captain directly supervises two mid-level managers, and provides oversight of professional standards,hiring and selections,all facets of training,audit and inspection functions. The Executive Assistant to the Chief of Police provides executive level administrative support as well as administers and manages several department-wide processes and programs.These efforts include managing the sworn and non-sworn hiring process,the Tigard High School Area parking permit program,Special Event Permits,Social Gaming licenses and the alarm permit program. The Public Information Officer(PIO)works closely with both traditional and social media daily to disseminate timely and accurate information regarding the actions and plans of the Tigard Police.The PIO coordinates citizen involvement programs including the Neighborhood Watch,the Citizen's Police Academy,the Safety Academy,National Night Out,I Can Do This!Trainings and Landlord Training forums. The Crime Analyst researches,collects and analyzes timely information to assist officers and detectives detecting crime patterns and solving crimes within the city and throughout the region. The Crime Analyst supports management's efforts to allocate resources appropriately and effectively by providing tactical and strategic analysis. The analyst collaborates with law enforcement partners COMMUNITY SERVICES-PAGE 91 POLICE ADMINISTRATION BUDGET UNIT: 4000 to ensure regional anti-crime efforts are coordinated through information sharing. The Business Manager provides financial and specialized administrative support to the Chief and division commanders.The Business Manager coordinates the preparation of the depattment's annual budget,facilitates the acquisition of equipment and professional services,applies for and manages grant funds and monitors the department's overall financial health.Additional duties include the coordination of the depaiunent's annual report and the monthly administration of the Distracted Driver Diversion program. PROGRAM RESULTS: Tigard Police Department MISSION The Tigard Police Department strives 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 become the most walkable city in the Pacific Northwest •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. ACCOMPLISHMENTS: FY 2015-2016: The depatunent has embraced modern policing strategies designed to maximize staffing effectiveness and focused impact on crime and traffic related issues.The department continues to see the benefits from employing law enforcement best practices within the resources and staffing we currently have, specifically the District Car concept as our central guiding principle for community policing in the City of Tigard.This approach matches teams of officers across all shifts to the five geographic areas of the City,and empowers the respective district officer to take ownership of neighborhood issues to fully employ all aspects of the City of Tigard's community policing resources and work towards solving reoccurring problems. In conjunction with the district officer concept effort,the department utilizes the Data-Driven Approaches to Crime and Traffic Safety.This nationally recognized strategy focuses law enforcement resources on criminal and traffic crash activity hotspots throughout the City,and establishes patterns targeted by command staff for resource allocation. While these combined approaches have yielded positive results,full implementation and expanded success depend upon the availability of additional patrol officers to reach optimal staffing levels,allowing an officer to be assigned to one district every PAGE 92-CITY OF TIGARD POLICE ADMINISTRATION BUDGET UNIT: 4000 day instead of having to cover more than one routinely. The department has a long tradition of working collaboratively with community groups and neighboring law enforcement agencies.We value these connections. Internally,the department prioritizes investments in its officers and support staff. We are stewards of the public's trust and demonstrate this in our actions and values.We look for efficiencies in order to leverage all of our available resources. We continue to build upon our successes in these areas as we work to implement City's vision toward becoming"The most walkable community in the Pacific Northwest where people of all ages and abilities enjoy healthy and interconnected lives". The commanders challenge staff at all levels to find ways to incorporate this community vision into how we police,removing barriers and finding creative options to ensuring we are reducing crime and the fear of crime along our paths,trails and in our parks. Connections •Chief On continued his membership with the Law Enforcement Council,WCCCA Board of Commissioners,and the Westside Interagency Narcotics User Board. •As an active member,and President-elect,of the Tigard Rotary,the Assistant Chief collaborated with the organization to galvanize community support to raise funds to purchase a second police dog. •Captain Rogers is President of the Oregon Executive Development Institute and the Sergeant at Arms for the Oregon and Washington Lawmen's Association. •The Chief's advisory panel continues to provide community perspective and feedback on proposed department changes and requests. Investments •Our command staff and supervisory teams attend local and regional networking seminars, professional development and best-practices trainings to ensure we are looking at the challenges we face in the most informed way. •Our Business Manager, Public Information Officer and Crime Analyst have attended various topical trainings and conferences to ensure the City remains a leader in the areas of community policing,fiscally sound and legally appropriate management of business practices,analytics and anti-crime strategies. •All levels of the department's supervisory team are encouraged to seek out opportunities for succession planning and professional growth in our respective professions to ensure we remain one of the cutting edge and most innovative law enforcement agencies in the area. Efficiencies •Continued improvement on tactical and strategic briefings for command officers by providing a weekly update where resources should be coordinated and allocated for the greatest impact. •Repackaged how community policing projects and directed traffic patrols are recorded to increase command's ability to evaluate effectiveness. •Performance measurements tied to merit increases,positional assignments and promotional selection COMMUNITY SERVICES-PAGE 93 POLICE ADMINISTRATION BUDGET UNIT: 4000 GOALS&OBJECTIVES: FY 2016-2017: Although the department was able to expand its investigative strength by adding an additional detective to the Commercial Crimes Unit,a gap remains between the department's current resources and future City of Tigard public safety needs. The department has reacted prior budget shortfalls with a reduction in personnel.As a result,officers have had to scale back on the more proactive aspects of their jobs in order to concentrate on priority calls for service. Residential construction has begun in the River Terrace area with developer plans for steady build outs over the next five or more years. As hundreds of additional families make Tigard their new home each year,demand for public safety will significantly increase.Additional officers,vehicles, equipment and a larger,modern,police facility are needed to meet this need. It is our goal to provide the highest quality of police services that our resources will allow. Note regarding performance measures: * The Tigard Police Depaittinent,along with most law enforcement agencies within the five-county metro area,have recently transitioned to a new records management system to better link information between the agencies.Although this transition does not impact our response to police calls for service,it has impacted our ability to provide real-time statistics on an aggregate basis. Additionally,the State of Oregon has recently adopted the FBI's categorization method for criminal offenses. Oregon no longer tracks "Part I"and"Part II" crimes. Crimes are now recorded based on the National Incident-Based Reporting System (NIBRS). The Police Department is in the process of reviewing all crime-based performance measures and will reissue measures during the FY 2017-18 Adopted Budget. WORKLOAD MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Alarm Permits Processed 2,582 2,622 2,682 2,700 Crime Prevention Presentations 51 50 45 45 Number of Neighborhood Watch Groups 117 119 121 121 Review Planned Development Proposals 6 15 30 30 for Community Development Based on Crime Statistics PAGE 94-CITY OF TIGARD POLICE ADMINISTRATION BUDGET UNIT: 4000 EFFECTIVENESS MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Crime Prevention-% Change in Stolen 41% -14% 0% * Vehicles Crime Prevention-% Change in Larceny 0% -30% 0% * Crime Prevention-% Change in Residential -18% -22% 0% * Burglary Change In Number of Alarm Permits -1.0% 2% 2% 1% Processed % of Planned Development Proposals Not 100% NA NA NA Requiring Comments or Recommendations Change in Number of Crime Prevention 2% -2% 0% 0% Presentations Change in Number of Neighborhood 0% 3% 1% 0% Watch Groups All Submitted Planned Development 100% NA NA NA Proposals Reviewed Within One Week From Receipt FULL-TIME EQUIVALENT POSITIONS 2013-2014 2014-2015 2015-2016 2016-2017 Police Chief 1.00 1.00 1.00 1.00 Assistant Police Chief 0.00 1.00 1.00 1.00 Police Captain 0.00 1.00 1.00 1.00 Confidential Executive Assistant 1.00 1.00 1.00 1.00 Crime Analyst 0.00 1.00 1.00 1.00 Public Information Officer 1.00 1.00 1.00 1.00 Business Manager 0.00 1.00 1.00 1.00 Total FTE 3.00 7.00 7.00 7.00 COMMUNITY SERVICES-PAGE 95 POLICE ADNIINISTRATION BUDGET UNIT: 4000 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 300 7.00 7.00 Total FTE 7.00 7.00 7.00 304,681 695,596 725,581 51001-Salaries-Management 701,330 701,330 701,330 -3.3°o 12,584 16,689 9,679 51006-Overtime 18,602 18,602 18,602 92.2'x° 317,265 712,285 735,260 Total Personal Services-Salaries 719,932 719,932 719,932 -2.1°-6 4,424 8,144 3,735 52001-Unemployment 733 733 733 -80.4% 4,043 13,945 15,469 52002-Worker's Compensation 17,110 17,110 17,110 10.6°/ 22,359 50,962 57,072 52003-Social Security/Medicare 56,167 56,167 56,167 -1.6% 2,291 5,170 5,402 52004-Tri-Met Tax 5,314 5,314 5,314 -1.6°o 58,259 137,065 145,949 52005-Retirement 142,881 142,881 142,881 -2.1% 2,100 4,200 4,200 52007-VEBA-ER 4,200 4,200 4,200 0.0% 358 725 3,717 52008-Life lns/ADD/LTD 3,717 3,717 3,717 0.0% 1,042 2,317 0 52009-Long Term Disability 0 0 0 0.0% 53,686 103,976 123,587 52010-Medical/Dental/Vision 132,598 132,598 132,598 7.3% 7,041 14,231 0 52011-Dental Benefits 0 0 0 0.0% 0 0 11,170 52012-Accrued Vacation 15,000 15,000 15,000 34.3% 155,603 340,735 370,301 Total Personal Services-Benefits 377,720 377,720 377,720 2.0% 2,121 3,307 6,000 53001-Office Supplies 5,625 5,625 5,625 -6.3% 100 3,449 450 53002-Small Tools&Equipment 1,500 1,500 1,500 233.3% 3,688 2,588 10,000 53003-Fuel 5,000 5,000 5,000 -50.0% 5,909 9,344 16,450 Total Supplies 12,125 12,125 12,125 -26.3% 3,166 5,844 33,785 54001-Professional/Contractual Services 33,785 33,785 33,785 0.0% 6,226 1,459 15,000 54003-Legal Fees 15,000 15,000 15,000 0.0% 12,378 10,047 13,400 54006-Software License and Maintenance 13,400 13,400 13,400 9.0% 831 0 2,000 54101-R&M-Facilities 2,000 2,000 2,000 0.0% 5,279 2,760 8,000 54113-R&M-Vehicles 8,000 8,000 8,000 0.0% 1,209 0 750 54114-R&M-Office Equipment 750 750 750 0.0% 3,886 6,107 6,200 54205-Utilites-Phone/Pager/Cells 6,500 6,500 6,500 4.8°o 987 350 4,000 54300-Advertising&Publicity 4,000 4,000 4,000 0.0% 1,042 1,667 4,368 54301-Fees and Charges 5,743 5,743 5,743 31.5% 970 3,626 1,261 54302-Dues&Subscriptions 2,215 2,215 2,215 75.7% 8,210 13,896 15,450 54303-Travel and Training 17,500 17,509 17,500 13.3°6 442 368 1,702 54309-Rents and Leases 1,710 1,710 1,710 0.5° 10,544 22,381 17,900 54311-Special Department Expenses 16,640 16,640 16,640 -7.0°s 55,170 68,505 123,816 Total Services 127,243 127,243 127,243 2.8% PAGE 96-CITY OF TIGARD POLICE ADMINISTRATION BUDGET UNIT: 4000 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 37,326 17,515 25,720 58100-Indirect Charges-City Management 34,625 34,625 34,625 34.6% 10,901 25,072 26,334 58110-Indirect Charges-Human Resources 21,504 21,504 21,504 -18.3% 6,116 10,792 12,550 58120-Indirect Charges-Risk Management 12,546 12,546 12,546 0.0°0 12,290 19,458 28,129 58130-Indirect Charges-Office Services 35,783 35,783 35,783 27.2% 27,073 12,303 11,640 58150-Indirect Charges-Records 16,072 16,072 16,072 38.1% 344 712 1,186 58200-Indirect Charges-Finance 1,795 1,795 1,795 51.3% Administration 18,096 26,914 28,346 58210-Indirect Charges-Financial Operations 26,638 26,638 26,638 -6.0% 15,567 92,906 106,570 58230-Indirect Charges-Technology 107,573 107,573 107,573 0.9% 3,699 649 827 58250-Indirect Charges-Contracts and 2,339 2,339 2,339 182.8°o Purchasing 271 1,045 4,178 58630-Indirect Charges-Fleet Maintenance 2,871 2,871 2,871 -31.3°0 48,118 51,700 66,464 58640-Indirect Charges-Property 71,174 71,174 71,174 7.1% 179,801 259,066 311,944 Total Internal Services 332,920 332,920 332,920 6.7°o 713,748 1,389,934 1,557,771 Total Police Administration 1,569,940 1,569,940 1,569,940 0.8 :.. , 4.•-• iik,,,-;:-.1 t.'.! ...,_-:2-:--, .... . i .,,t. 1 I 1 BIMIii a W a ;' p-,.....:,..4 -,z, ,t, 16 iiNkeir 41 e ... A _', 11 ' T y I Tigard Police use bicycle patrol for their parks and trail work. COMMUNITY SERVICES-PAGE 97 POLICE OPERATIONS BUDGET UNIT: 4100 PROGRAM DESCRIPTION: The division consists of three shifts operating 24 hours a day,365 days a year. The Operations Division is responsible for follow-up investigation of misdemeanor,traffic crimes,and many non- person felony crimes. This division is comprised of uniformed Patrol,Traffic Officers and Community Service Officers who specialize as first responders to calls for service.The division includes the Reserve Officers program,which is comprised of volunteer officers who are trained and certified to supplement patrol officer efforts as directed. Officers connect with citizens and business owners in proactive community-based policing efforts utilizing the District Officer concept. The practice of permanently assigning officers to particular districts enhances their knowledge of geographic specific problems related to safety and security of Tigard's neighborhoods. The Department has one sergeant and five outsourced officers with TriMet as part of the inter- jurisdictional transit police force that patrol bus,MAX and WES lines throughout the Portland metro region.The salaries and benefits of these positions are reimbursed by TriMet. PROGRAM RESULTS: The Operations Division successfully carried out the directives of Police Department in support of our mission,vision and goals by: •Providing rapid patrol response to Priority 1 calls for service as well as non-emergency response to routine calls for service. •Solving and preventing community issues and working in partnership with citizens,businesses, and neighboring agencies to create the highest level of livability possible;and •Coordinating the department's training to ensure compliance with the Depatunent of Public Safety and Standards Training requirements and changes in best-practices in law enforcement There continues to be a.decline in the department's self-initiated call levels from the prior year due to decreased staffing levels. Self-initiated calls,the cornerstone of community policing,include any proactive action an officer takes in order to evaluate and address community concerns before they develop into more serious problems.These are the types of encounters that remove historical barriers between the community and its police officers. Examples include directed traffic stops into areas identified as hot spots by our DDACTS analysis,trail and pathway patrols to reduce quality-of-life barriers to full and safe usage,security checks and target hardening assessments where officers can interact in advance to issues business and citizens see as important to them,and other general livability issues based on changes to seasonal patterns or crime trends. Reasons for the decline include increased dispatched 911 calls for service as well as fewer existing officers patrolling a larger geographic area.This combination leads to more time spent driving between calls and less discretionary problem solving time where officers can directly interact with the citizens they serve. PAGE 98-CITY OF TIGARD POLICE OPERATIONS BUDGET UNIT: 4100 ACCOMPLISHMENTS: FY 2015-2016: Connections The department reconstituted its formal bicycle patrol with 17 new and re-certified officers. Officers ride in pairs patrolling the trails and parks all year round in order to enhance pedestrian safety.This new patrol group has met with great success,providing a visual deterrent to crime while allowing the officers more opportunities to speak with citizens about concerns in their immediate neighborhoods. In inclement weather these same officers can be assigned to our All Terrain Vehicles to allow them to continue patrolling when a bicycle is not practical. Members of the division participated in numerous community events throughout the year strengthening ties with citizens and businesses. Events included: •Festival of Balloons •Fourth of July parade and fireworks display •Trick-or-Treat on Main Street •City of Tigard Christmas tree lighting •Tigard High School athletic events and graduation •Prescription drug take back events •Oregon Special Olympics Tip-A-Cop fundraiser •"Coffee with a Cop"events •Distract Driver Diversion classes Additional community connections successfully maintained throughout the year include: •Partnered with Oregon Depaitinent of Transportation (ODOT) and Oregon Impact to targeted Driving Under the Influence of Intoxicants (DUII) enforcement,Child Safety Seat inspections,Pedestrian Safety Enhancement enforcement as well as Seat Belt enforcement missions and targeted Construction Workzone traffic enforcements. •Continued All-Terrain Vehicle (ATV)Team patrols in the city parks and the Westside Express rail alignment.The ATV Team worked during festivals,city events,and when inclement weather necessitated their use to get to locations where patrol vehicles were unable to negotiate to render aid and police services. Investments •Participated in several multi-agency active shooter table-top and tactical exercises. •Participated with the Tigard Tualatin School District in the Emergency Planning exercises including lock-in,lock-out and reunification drills. •Maintained training requirements for all patrol officers for DUII and State required Intoxilyzer testing procedures,provided follow-up refreshers for Standardized Field Sobriety Testing •Continued to assign patrol officers to established patrol beats every six months across three shifts, allowing increased familiarity and ownership of specific areas they work. •Continued to lead the metropolitan area with a highly desirable police motorcycle training program involving multiple outside agencies.Leading several inter-agency motor training events and participated in regional and local traffic details. COMMUNITY SERVICES-PAGE 99 POLICE OPERATIONS BUDGET UNIT: 4100 Efficiencies •Continued to work with our regional partners refining and learning from the new Regional Justice Information Network(RegJIN) data system. •The depaitiuent has begun to recognize the impact of two fully functioning canine teams with the addition of Diesel. •Refined tools to measure performance and performance measurement through the crime analyst. Continued to meet weekly with department command staff to assist supervisors with direction of divisional patrol efforts and assets. •Department's Drug Recognition Expert continues to provide specialized consultations as a resource to patrol officers in the detection and apprehension of impaired drivers. •When fully staffed,placed additional emphasis on traffic safety and heightened enforcement through the use of assigned"wild"cars on shift overlaps and when all patrol districts are filled day-to-day. These officers have the ability to perform the same mission as a extra Traffic Safety Officer during commute hours, focusing enforcement efforts on problem areas for increased police visibility. • Continued participation in TriMet's transit police program with six dedicated officers enhancing rider safety along the platforms and the alignment. GOALS&OBJECTIVES: FY 2016-2017: Connections •Hold district car meetings monthly,bi-monthly,and quarterly to ensure that patrol lieutenants and patrol sergeants are assigned areas of responsibilities based on the district cars for reporting and response to citizen needs and project coordination. •Refine Coffee-with-a-Cop program in order to interact with a wider audience of citizens. •Watch Commanders to continue to focus on accountability for the Crime Analyst and District Officers to address crime'hot spots'from Data Driven Approaches to Crime and Traffic Safety (DDACTS)intelligence briefings. Investments As law enforcement technology requirements continue to evolve at an ever increasing pace,the department will continue its strategic review of short and medium term technology needs to develop the most cost effective solutions.The department will continue replacement of all mobile and portable radios by January 2018 in order to comply with security mandates requiring digital and encryption capabilities. Additional investments include: •Continue crisis intervention training to better address community mental health issues and continued collaboration with mental health service providers to address problem areas within the community. •Continue implementation of intermediate and advanced training for response to Weapons of Mass Destruction (WMD) and Active Shooter events. •Focus training efforts on relocation planning and logistics for continuity of operations in staff coordination with the City of Tigard Emergency Operations Plan. •Continue to pursue training opportunities for supervisory and management staff in the areas of tactical response,police liability,emergency and incident management and best practice management skills for developing internal management candidates. PAGE 100-CITY OF TIGARD POLICE OPERATIONS BUDGET UNIT: 4100 Efficiencies The division will continue to: •Respond to Priority 1 calls for service within four minutes. •Evaluate problem solving projects and make changes to maintain effectiveness. • Continue to work with fleet management to identify and implement cost saving processes while evaluating department's future vehicle needs. *Please see note on performance measures at the end of Police Administration"Goals & Objectives"section. WORKLOAD MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Dispatched Calls for Service (911 and Sgt) 19,685 20,105 19,948 20,000 Self-Initiated by Officer During 29,155 27,142 23,351 25,000 Uncommitted Time Total Calls for Service 48,840 47,247 43,299 45,000 Number of Traffic Citations Issued 7,177 6,462 5,745 6,000 Number of Traffic Enforcement Events 10 6 NA NA Number of Problem-Solving Projects 8 32 33 35 Number of Special Events Covered 19 19 22 22 EFFECTIVENESS MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Change in Part I Crimes -1.0% -17% * * Change in Part II Crimes -12.0% -7% * * Clearance of Problem Solving Cases 75% 53% 88% 90% Traffic Complaints Responded To 100% 100% 100% 100% Average response Time to Priority 1 Calls 5.1 4.2 5.2 4.0 (Minutes) Change In Number of Total Citations -20% -9% 7% -11% FULL-TIME EQUIVALENT POSITIONS 2013-2014 2014-2015 2015-2016 2016-2017 Assistant Police Chief 1.00 0.00 0.00 0.00 Community Service Officer 2.00 2.00 2.00 2.00 Police Lieutenant 2.00 2.00 2.00 2.00 Police Officer 37.00 36.00 37.00 42.00 Police Sergeant 8.00 7.00 7.00 7.00 Total FTE 50.00 47.00 48.00 53.00 COMMUNITY SERVICES-PAGE 101 POLICE OPERATIONS BUDGET UNIT: 4100 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 50.00 47.00 48.00 Total FTE 49.00 52.00 53.00 1,004,199 871,665 907,852 51001-Salaries-Management 879,469 879,469 879,469 -3.1% 2,634,214 2,601,165 2,798,923 51003-Salaries-Police 2,743,020 2,924,835 2,985,440 6.7% 252,624 326,512 308,504 51006-Overtime 413,230 427,030 431,630 39.9% 232,927 226,123 254,250 51007-Incentive Pay 248,549 258,094 261,276 2.8% 4,123,964 4,025,465 4,269,529 Total Personal Services-Salaries 4,284,268 4,489,428 4,557,815 6.8% 57,430 45,910 21,817 52001-Unemployment 4,376 4,559 4,620 -78.8% 100,382 119,615 114,259 52002-Worker's Compensation 139,406 145,508 147,542 29.1% 313,603 304,314 333,696 52003-Social Security/Medicare 334,884 348,792 353,428 5.9% 29,694 29,169 31,561 52004-Tri-Met Tax 31,711 33,031 33,471 6.1% 771,049 725,831 788,550 52005-Retirement 916,737 945,809 955,500 21.2% 40,952 39,911 40,500 52007-VEBA-ER 41,400 44,100 45,000 11.1% 3,325 3,150 10,200 52008-Life Ins/ADD/LTD 10,339 10,759 10,899 6.9% 6,299 5,742 0 52009-Long Term Disability 0 0 0 0.0% 752,720 786,642 912,939 52010-Medical/Dental/Vision 1,093,055 1,162,055 1,185,055 29.8% 84,314 84,950 0 52011-Dental Benefits 0 0 0 0.0% O 0 97,623 52012-Accrued Vacation 102,000 102,000 102,000 4.5°.o 2,159,768 2,145,235 2,351,145 Total Personal Services-Benefits 2,673,908 2,796,613 2,837,515 20.7% 6,770 13,961 14,375 53001-Office Supplies 14,875 14,875 14,875 3.5% 84,270 173,232 157,050 53002-Small Tools&Equipment 143,680 168,430 176,680 12.5% 104,485 77,352 132,000 53003-Fuel 132,000 138,900 141,200 7.0°'6 16,035 59,850 56,553 53005-Ammunition and Range Supplies 42,723 42,723 42,723 -24.5% 94,161 94,720 129,500 53006-Technology Equipment under$5,000 148,669 163,041 167,831 29.6% 305,721 419,115 489,478 Total Supplies 481,947 527,969 543,309 11.0°'0 6,187 22,044 16,925 54001-Professional/Contractual Services 16,925 16,925 16,925 0.0% 25,236 19,267 11,341 54006-Software License and Maintenance 15,115 15,115 15,115 33.3% 320 1,514 1,000 54101-R&M-Facilities 1,000 1,000 1,000 0.0% 83,815 102,590 110,000 54113-R&M-Vehicles 85,000 85,000 85,000 -22.7° 1,530 0 0 54114-R&M-Office Equipment 0 0 0 0.0% 18,880 48,176 56,000 54205-Utifites-Phone/Pager/Cells 58,500 58,500 58,500 4.5% O 0 0 54300-Advertising&Publicity 0 9 0 0.0% 810 2,934 12,850 54301-Fees and Charges 12,100 12,100 12,100 -5.8% 465 490 1,725 54302-Dues&Subscriptions 1,855 1,855 1,855 7.5% 16,689 22,134 28,060 54303-Travel and Training 30,800 34,100 35,200 25.4% O 1,170 1,300 54306-Credit Card Fees 1,300 1,300 1,300 0.0% 41,111 57,086 69,000 54311-Special Department Expenses 80,000 87,950 92,221 33.7°o 195,043 277,405 308,201 Total Services 302,595 313,845 319,216 3.6°0 286,306 219,491 232,098 56003-Vehicles 232,500 232,500 232,500 0.2% 200,850 11,826 0 56004-Computer Hardware and Software 0 0 0 0.0% 487,156 231,317 232,098 Total Capital Improvement 232,500 232,500 232,500 0.2% PAGE 102-CITY OF TIGARD POLICE OPERATIONS BUDGET UNIT: 4100 FY 2014 FY 2015 FY 2016 Budget Resource Summary 2017 2017 2017 Adopted vs. Actual Actual Revised Proposed Approved Adopted FY 16 99,622 102,644 146,859 58100-Indirect Charges-City Management 172,160 172,160 172,160 17.2% 181,682 171,919 176,814 58110-Indirect Charges-Human Resources 150,531 150,531 150,531 -14.9°-o 156,449 192,884 201,856 58120-Indirect Charges-Risk Management 189,141 189,141 189,141 -6.3% 26,700 25,035 30,435 58130-Indirect Charges-Office Services 29,364 29,364 29,364 -3.5% 1,439 0 0 58150-Indirect Charges-Records 0 0 0 0.0% 3,931 4,321 6,795 58200-Indirect Charges-Finance 11,270 11,270 11,270 65.9% Administration 78,004 91,950 92,326 58210-Indirect Charges-Financial Operations 87,775 87,775 87,775 -4.9% 120,018 137,100 132,984 58230-Indirect Charges-Technology 158,117 158,117 158,117 18.9% 14,922 5,883 8,229 58250-Indirect Charges-Contracts and 20,202 20,202 20,202 145.5% Purchasing 97,621 68,353 85,390 58630-Indirect Charges-Fleet Maintenance 106,731 106,731 106,731 25.0% 167,070 179,505 230,770 58640-Indirect Charges-Property 247,123 247,123 247,123 7.1% 947,458 979,596 1,112,458 Total Internal Services 1,172,414 1,172,414 1,172,414 5.4% aill8,219,110 8,078,133 8,762,909 Total Police Operations9,147,632 9,532,769 9,662,769 10.3% FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 Total FTE 0 50,000 35,000 53002-Small Tools&Equipment 100,000 100,000 100,000 185.7°-° 0 50,000 35,000 Total Supplies 100,000 100,000 100,000 185.7°j° -11 Total Police Operations 100,000 100,000 A small portion of Police Operations is funded from the Criminal Forfeiture fund. Prior to FY 2014, these funds were transferred to the General Fund. In FY 2017, the expenditures are being made direct- ly out of the Criminal Forfeiture fund. COMMUNITY SERVICES-PAGE 103 POLICE SUPPORT SERVICES BUDGET UNIT: 4200 PROGRAM DESCRIPTION: The detectives in the Criminal Investigations Unit(CIU)investigate serious crimes against persons and property including investigations of all manners of death,assault,arson in collaboration with fire investigators, sex abuse,child abuse,hate crime,elder abuse,rape,pattern burglary,major theft,fraud and computer crime,as well as cases that require specialized training and experience. The department has three out-sourced detectives working with regional interagency teams: •Washington County Westside Interagency Narcotics Team—one detective •Drug Enforcement Administration's anti-narcotics task force—one detective •METRO's Solid Waste Enforcement Team—one detective The Commercial Crimes Unit(CCU)detectives use a team-oriented policing partnership specifically addressing commercial and business crimes,particularly in the expanding occurrences of organized retail crime. CCU meets this objective by conducting focused,proactive investigations;providing training and educational opportunities to local businesses,and working directly with business owners to reduce their security risks. School Resource Officers (SROs) serve the Tigard-Tualatin School District at elementary,junior and high school levels by visibly interacting with staff and students at their corresponding schools and after-school events. The SROs provide investigative assistance to the Operations Division on matters involving schools,investigate reports of child abuse and neglect,and conduct follow-up investigations relating to school-age missing persons. SROs teach Gang Resistance Education to fourth and sixth grade students as well as Internet safety,"I Can Do This!"child safety classes, suicide prevention,and self-defense.The SROs manage the depatunent's Cadet Program. The Cadet Program provides young people between the ages of 16 and 20 the opportunity to explore a potential career in law enforcement. Cadets complete 80 hours of academy training including topics such as report writing,traffic stops,defensive tactics and criminal law. The Records Management Unit supports sworn personnel by providing timely information used in the apprehension and prosecution of criminals. Records specialists process internal and external records requests as well as manage data with various law enforcement records management systems, processing traffic citations,field interrogations cards,false alarm notifications,incident cards and liquor license applications. The Property and Evidence Specialists record and maintain the chain of custody for evidence and found property,ensuring the proper release of items to owners,and manage the destruction of evidence per statute of limitations and court orders.The unit supports all sworn personnel with the release of by evidence for court presentations. The Youth Services Program Specialist administers the Tigard Youth Peer Court program, coordinates referrals to juvenile courts,and supports the SROs.The Youth Services Program Specialist functions as the department's liaison to the Tigard Youth Advisory Council as well as other local youth-focused programs. PAGE 104-CITY OF TIGARD POLICE SUPPORT SERVICES BUDGET UNIT: 4200 PROGRAM RESULTS: Services Division The Services Division carries out the directives of the Police Department in support of our mission, vision and goals with the following units and services: • Criminal Investigations • Commercial Crimes •School Resource Officers • Cadet Program •Records Management •Propetty and Evidence •Peer Court ACCOMPLISHMENTS: FY 2015-2016: Connections Officers have continued successful involvement with multi-jurisdictional groups and agencies. Participation with the highlighted organizations below continues to be beneficial for Tigard and regional law enforcement efforts: •Crisis Negotiation Unit •Tactical Negotiations Team •Vulnerable Adult Multi-Disciplinary Team •Child Abuse Multi-Disciplinary Team •Sex Abuse Multi-Disciplinary Team •Metro Area Robbery Team •FBI Lost Innocence Task Force •FBI Joint Terrorism Task Force •Major Crimes Team •Intellectual Property Crime Enforcement Task Force •Oregon Depatinient of Justice Terrorism Intelligence and Threat Assessment Network •Oregon Liquor Control Commission and State of Oregon •Tigard Tualatin School District The Commercial Crimes Unit has leveraged the resources of other law enforcement organizations in order to successfully close several high priority cases.Partnerships, such as these,have demonstrated positive signs of reducing theft activity for Tigard's higher-end retailers. Investments The Cadet Program has been expanded and strengthened over the past year.The program now has 12 active cadets who support the department by patrolling community events including the annual Tree Lighting,Trick-or-Treat on Main Street and the Tigard High School Homecoming parade.The volunteer cadets create a positive public image while assisting with traffic control and providing a visual security presence—they are linked to police officers via the radio and can call for law enforcement assistance quickly.Many of the cadets attended the recent Law Enforcement Challenge COMMUNITY SERVICES-PAGE 105 POLICE SUPPORT SERVICES BUDGET UNIT: 4200 cadet competition for Oregon and southwest Washington.Tigard cadets won awards in the"Crime Scene Investigation" event and in the team"Firearms"competition. Based on the overwhelming success of the women's self-defense class that had been in place for several years,Tigard PD created a self-empowerment and self-defense class for girls between the ages 13 to 18.The result is "Be That Girl!", a two hour presentation and workshop that covers topics such as dating,dating violence,identifying risk and finding your voice.The workshop explores options for dealing with potential threats while developing confidence while giving the girls an opportunity to practice physically defending themselves.The classes to date have been sold out. Efficiencies Tigard's School Resource Officers have been working closely with the Tigard Tualatin School District to refine the law enforcement/ school coordination and implement a protocol known as "I Love You Guys"in order to better prepare for reunifying students and parents after a potential critical incident. Tigard PD and Tigard High School have run drills with students and attended trainings with other first responders and school representatives. This has been an unprecedented time for members of Tigard PD's Criminal Investigations Unit. The detectives have investigated four homicides over a 12 month timeframe,each with an investigation period that can last up to several years.Even though homicides are, thankfully,not common in Tigard,our detectives keep up-to-date on critical investigative and technical skills. Our CIU detectives participate in several regional law enforcement task forces including Major Crimes,the Crisis Negotiations Unit and other multi-disciplinary teams as well as attending annual best practices trainings and reviewing high-profile case studies from other jurisdictions. GOALS&OBJECTIVES: FY 2016-2017: Connections The division will continue its connections with the community through partnerships established by the Criminal Investigations Unit,Commercial Crimes Unit,School Resource Officers and Tigard Peer Court. Investments •Continue focus on the Elder Victims Response Program where a staff member assists a detective with follow-up on vulnerable adults and elder abuse cases. The program targets victim support services and provides resources. •Prepare for succession of executive staff members by investing in the International Public Safety Leadership and Ethics Institute,the Oregon Executive Development Institute as well as other statewide executive level classes for managers and supervisors. Efficiencies The Services Division will continue to focus on leveraging technology and system consistencies with respect to changes in scheduling(inTime), Citation/Crash investigations and Court coordination (Report Beam e-Ticketing),changes to dispatching (new CAD platform Tiburon),data management (upgrades to RegJIN),and paperless report writing(MRE). *Please see note on performance measures at the end of Police Administration"Goals & Objectives" section. PAGE 106-CITY OF TIGARD POLICE SUPPORT SERVICES BUDGET UNIT: 4200 WORKLOAD MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Commercial Crimes Unit-Number of 252 208 134 150 Cases Investigated Commercial Crimes Unit-Number of 25 26 20 25 Problem Solving Projects Commercial Crimes Unit-Number of 550 440 440 440 Business Contacts Made Number of Cases Assigned to SROs and 309 208 236 250 Detectives Number of Cases Cleared from SRO's and 187 84 108 110 Detectives Number of Graffiti Incidents Reported 155 171 118 125 Number of Reports Processed (Records 10,660 10,600 11,205 11,300 Unit) Number of Training Requests Processed 510 743 938 950 EFFECTIVENESS MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Commercial Crimes Unit-%Cases Cleared 60% 65% 65% * Commercial Crimes Unit-%Change in -50% -18% * * Foregery/Counterfeit Crimes Reported Commercial Crimes Unit-%Change in -15% -28% * * Burglary Crimes Reported Commercial Crimes Unit-%Change in -5.0% -19% * * Larceny Crimes Reported Commercial Crimes Unit-%Change in 0% 14% * * Fraud Crimes Reported Commercial Crimes Unit-%Change in 0% -33% * * Embezzlement Crimes Reported Commercial Crimes Unit-%Businesses 60% 60% 60% NA Contacted Participating in Hardening Programs Compliance with Graffiti Removal 100% NA NA NA PPDS Cases Entered within 48 Hours 85% 50% NA NA COMMUNITY SERVICES-PAGE 107 POLICE SUPPORT SERVICES BUDGET UNIT: 4200 FULL-TIME EQUIVALENT POSITIONS 2013-2014 2014-2015 2015-2016 2016-2017 Business Manager 1.00 0.00 0.00 0.00 Crime Analyst 1.00 0.00 0.00 0.00 Detective Secretary 1.00 1.00 1.00 1.00 Police Captain 1.00 0.00 0.00 0.00 Police Lieutenant 1.00 2.00 2.00 2.00 Police Officer 15.00 15.00 16.00 15.00 Police Records Specialist 5.00 5.00 5.00 5.00 Police Records Supervisor 1.00 1.00 1.00 1.00 Police Sergeant 2.00 2.00 2.00 2.00 Police Technology Specialist 1.00 0.00 0.00 0.00 Property Evidence Specialist 2.00 2.00 2.00 2.00 Youth Services Program Specialist 0.50 0.50 0.50 0.50 Total FTE 31.50 28.50 29.50 28.50 V0 LI I C II a _ - III .. TIGARD OR PAGE 108-CITY OF TIGARD POLICE SUPPORT SERVICES BUDGET UNIT: 4200 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 31.50 28.50 29.50 Total FTE 28.50 28.50 28.50 683,160 505,095 502,303 51001-Salaries-Management 486,050 486,050 486,050 -3.2% 1,445,959 1,448,770 1,586,101 51003-Salaries-Police 1,493,744 1,493,744 1,493,744 -5.8% 0 0 26,445 51004-Part Time-Regular 0 0 0 -100.0% 28,057 17,576 38,813 51005-Part Time-Temporary 45,000 45,000 45,000 15.9% 139,323 209,934 185,236 51006-Overtime 241,015 241,015 241,015 30.1% 198,486 192,812 228,950 51007-Incentive Pay 203,021 203,021 203,021 -11.3% 2,494,985 2,374,186 2,567,848 Total Personal Services-Salaries 2,468,830 2,468,830 2,468,830 -3.9% 34,956 27,246 12,849 52001-Unemployment 2,517 2,517 2,517 -80.4% 48,235 58,803 54,152 52002-Worker's Compensation 67,181 67,181 67,181 24.1% 189,387 180,329 196,282 52003-Social Security/Medicare 192,700 192,700 192,700 -1.8% 18,080 17,252 18,584 52004-Tri-Met Tax 18,235 18,235 18,235 -1.9% 445,747 440,159 485,421 52005-Retirement 481,974 481,974 481,974 -0.7% 26,131 23,282 25,500 52007-VERA-ER 24,600 24,600 24,600 -3.5% 2,132 1,787 6,131 52008-Life Ins/ADD/LTD 5,991 5,991 5,991 -2.3% 4,245 3,256 0 52009-Long Term Disability 0 0 0 0.0% 453,761 392,627 517,826 52010-Medical/Dental/Vision 544,086 544,086 544,086 5.1% 53,248 41,899 0 52011-Dental Benefits 0 0 0 0.0% 0 0 61,207 52012-Accrued Vacation 60,200 60,200 60,200 -1.6% 1,275,922 1,186,640 1,377,952 Total Personal Services-Benefits 1,397,484 1,397,484 1,397,484 1.4% 20,633 22,782 45,080 53001-Office Supplies 42,830 42,830 42,830 -5.0% 10,133 12,000 36,335 53002-Small Tools&Equipment 24,230 24,230 24,230 -333% 29,637 29,718 36,500 53003-Fuel 41,500 41,500 41,500 13.7% 0 690 0 53005-Ammunition and Range Supplies 0 0 0 0.0% 21,623 30,151 15,000 53006-Technology Equipment under$5,000 15,000 15,000 15,000 0.0% 82,026 95,341 132,915 Total Supplies 123,560 123,560 123,560 -7.0% 645,145 627,782 737,350 54001-Professional/Contractual Services 729,950 729,950 729,950 -1.0% 16,456 10,664 40,509 54006-Software License and Maintenance 40,929 40,929 40,929 1.0% 1,913 95 4,000 54101-R&M-Facilities 4,000 4,000 4,000 0.0% 19,064 24,976 31,000 54113-R&M-Vehicles 25,000 25,000 25,000 -19.4% 95 0 500 54114-R&M-Office Equipment 500 500 500 0.0% 0 0 0 54115-Vehicle Usage 0 0 0 0.0% 37,872 31,507 36,000 54205-Utilites-Phone/Pager/Cells 36,000 36,000 36,000 0.0% 121 187 0 54300-Advertising&Publicity 0 0 0 0.0% 3,632 963 3,413 54301-Fees and Charges 3,420 3,420 3,420 0.2% 2,009 1,544 2,485 54302-Dues&Subscriptions 2,500 2,500 2,500 0.6°i° 21,126 21,113 31,825 54303-Travel and Training 31,825 31,825 31,825 0.0% 29,878 32,658 32,000 54309-Rents and Leases 44,800 44,800 44,800 40.0% 17,176 16,774 36,900 54311-Special Department Expenses 31,920 31,920 31,920 -13.5% 7,200 0 0 54900-Drug Enforcement Expenses 0 0 0 0.0°Io 801,687 768,263 955,982 Total Services 950,844 950,844 950,844 -0.5% 0 32,099 4,802 56003-Vehicles 0 0 0 -100.0°%° 1,650 1,872 0 56004-Computer Hardware and Software 0 0 0 0.0% 1,650 33,971 4,802 Total Capital Improvement 0 0 0 -100.0% COMMUNITY SERVICES-PAGE 109 POLICE SUPPORT SERVICES BUDGET UNIT: 4200 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 63,428 61,821 90,641 58100-Indirect Charges-City Management 103,271 103,271 103,271 13.9°-0 114,460 102,077 107,217 58110-Indirect Charges-Human Resources 87,554 87,554 87,554 -18.3% 38,853 45,619 49,736 58120-Indirect Charges-Risk Management 48,350 48,350 48,350 -2.8% 19,145 16,784 23,805 58130-Indirect Charges-Office Services 24,490 24,490 24,490 2.9% 955 0 0 58150-Indirect Charges-Records 0 0 0 0.0% 2,610 2,736 4,366 58200-Indirect Charges-Finance 7,079 7,079 7,079 62.1% Administration 61,162 74,270 75,757 58210-Indirect Charges-Financial Operations 68,879 68,879 68,879 -9.1% 104,601 157,058 177,415 58230-Indirect Charges-Technology 245,783 245,783 245,783 38.5% 8,840 6,305 6,064 58250-Indirect Charges-Contracts and 7,700 7,700 7,700 27.0% Purchasing 34,325 20,524 19,320 58630-Indirect Charges-Fleet Maintenance 25,985 25,985 25,985 34.5% 448,379 487,195 554,321 Total Internal Services 619,091 619,091 619,091 11.7° 5,104,649 4,945,597 5,593,820 Total Support Services 5,559,809 5,559,809 5,559,809 -0.6% FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Budget Resource Summary Actual Actual Revised Proposed Approved Adopted FY 16 Total FTE 2,499 43,288 35,000 53002-Small Tools&Equipment 50,000 50,000 50,000 42.9°a 2,499 43,288 35,000 Total Supplies 50,000 50,000 50,000 42.9°% 3,500 0 0 54001-Professional/Contractual Services 0 0 0 00% 4,500 2,500 0 54311-Special Department Expenses 0 0 0 0.0% 8,000 2,500 0 Total Services 0 (1 0 0.0% -111r--ilir- t lr 10,499 45,788 35,000 Total Support Services 50,000 50,000 50,000 42.9% A small portion of Police Support Services is funded from the Criminal Forfeiture fund. Prior to FY 2014, these funds were transferred to the General Fund. In FY 2017, the expenditures are being made directly out of the Criminal Forfeiture fund. PAGE 110-CITY OF TIGARD POLICE SUPPORT SERVICES BUDGET UNIT: 4200 ..".141 .-1,:_-.41s.,,, At1:-.<441e,, , ;" .e) ' I -„flit i- ,..'..,.: ,--,_ * er , If"-q . vl , TIGARD OR ,�' P 0 LI CE The average lifespan of a Tigard police car is about 5-6 years. Each car is equipped with a Mobile Data computer. For safety reasons, this computer shuts off automatically when the car's speed gets up to a certain level. Additionally, each car has a camera in the front and back that is activated once an officer turns on their lights and siren. Each car tracks its speed,braking and turn signal usage, which is used when needed for investigative purposes. th. __ , ,!l ...,...,.. __ asl all 111111 Mk se no ifti Na III 1111 _ ail all al! 1 F.,-ter k. COMMUNITY SERVICES-PAGE 111 LIBRARY ORGANIZATION CHART LIBRARY ADMINISTRATION TECHNICAL SERVICES READERS' SERVICES I CIRCULATION I FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 FY 2017 2017 Adopted Actual Actual Revised Proposed Approved Adopted vs.2016 Revised Description Number of Positions 38.30 34.80 38.30 38.30 38.30 38.30 0.0% Budget By Category Personal Services 2,956,437 2,923,151 3,344,274 3,296,128 3,296,128 3,296,128 -1.4% Materials&Services 623,470 656,066 771,793 751,183 751,183 751,183 -2.7% Interdepartmental Costs 1,436,096 1,560,596 1,799,899 1,906,670 1,906,670 1,906,670 5.9% Capital Outlay 0 297,609 60,165 17,165 17,165 17,165 -71.5% Total All Category 5,016,003 5,437,422 5,976,131 5,971,146 5,971,146 5,971,146 -0.1% Budget By Division Library Administration 615,767 958,910 813,978 724,697 724,697 724,697 -11.0% Reader Services 2,412,007 2,456,400 2,804,738 2,816,978 2,816,978 2,816,978 0.4% Technical Services 692,051 671,436 785,494 705,126 705,126 705,126 -10.2% Circulation 1,296,177 1,350,676 1,571,921 1,724,345 1,724,345 1,724,345 9.7% Total All Division 5,016,003 5,437,422 5,976,131 5,971,146 5,971,146 5,971,146 -0.1% Budget by Fund General Fund-100 5,016,003 5,437,422 5,976,131 5,971,146 5,971,146 5,971,146 -0.1% Criminal Forfeiture Fund-240 0 0 0 0 0 0 0.0% Library Donations and Bequests 0 0 0 0 0 0 0.0% Total All Fund 5,016,003 5,437,422 5,976,131 5,971,146 5,971,146 5,971,146 -0.1% PAGE 112-CITY OF TIGARD LIBRARY ADMINISTRATION BUDGET UNIT: 5000 PROGRAM DESCRIPTION: The Tigard library acquires,organizes and provides customer assistance in accessing materials,data and services to meet the informational,educational and recreational needs of the community. The library fosters life-long learning with an array of programs and services to encourage development of well-rounded citizens. Library Administration oversees the operations of the library. It manages volunteer and public information activities. Both volunteer and public information efforts were essential in managing the impacts of closing on Thursdays. The public information arm of the division spearheaded the successful library levy information campaign for Tigard voters.Volunteers are instrumental in providing timely shelving after the automated check-in system was installed.The public information function informs the public and the media about changes in operations,programs and services,such as re-opening on Thursdays. library publications have informed patrons about library services. With emerging technologies altering the ways people get information,the library has incorporated online resources into its promotional efforts,including Facebook and Twitter. The volunteer program relied on 425 people to provide services to the library. The volunteer corps is as diverse as our community,ranging in ages from pre-teens to seniors. New volunteers are sometimes unemployed or looking for new jobs. Volunteering helps them learn new skills,feel productive and boost their résumés. Library Administration is the liaison between the Friends of the Tigard Library,the Tigard Foundation and library staff The Friends continued their generous contributions to enable the library to provide a robust variety of programs,as well as provide books and other materials for children's and teens'book discussion groups. In fiscal year 2014-15,the Friends provided$20,000 to the library which was used to sponsor programs for adults and books for children's and teens' book discussion groups,as well as equipment and materials.The Library Foundation has been reinvigorated and has engaged in long-term planning efforts for the library. PROGRAM RESULTS: •The library serves the Tigard community by promoting reading and providing materials in all formats to meet residents'informational,cultural,educational and recreational needs. •The library has adequate space for programs and services. •The Tigard community is aware of and participates in library programs and services. • Internal and external customers receive efficient and timely service. •The library plays an important role in helping people become knowledgeable and keep current in a fast-paced,information-driven society. •The community can become closely involved in the library through its volunteer program. COMMUNITY SERVICES-PAGE 113 LIBRARY ADMINISTRATION BUDGET UNIT: 5000 • Offered several programs to support the City's Strategic Plan goals related to walkability and helping people connect to the city and each other. ACCOMPLISHMENTS: FY 2015-2016: •With public and staff input,the library completed and began to implement Tomonvwland: the Library's new Strategic Plan for 2015-2020. Coordinated publicity efforts to educate the public and encourage participation. •Developed and spearheaded the library's information campaign for the successful countywide library levy. Countywide,the measure was approved 64 percent to 36 percent. The levy passed in every Tigard precinct. •Responded to inquiries about being closed on Thursdays until the library levy passed. •When the levy passed,the library mounted a public information campaign to inform people about when it would re-open on Thursdays. On the first Thursday,patrons checked out nearly 1,800 items. •After approval of the levy, the library hired staff to assist with the additional workload as a result of re-opening on Thursdays,as authorized by the Budget Committee. •Conducted annual patron survey in both English and Spanish. In Fiscal Year 2014-2015,the library received 2,781 responses. By offering several ways for people to fill out the survey in the library and on-line,the library encouraged people to respond whether or not they used the library. Patrons who receive the Books and Bits e-newsletter could also access the survey from their email. •The survey asked people how they learned about library programs and services. The results were used to expand ways of informing the public about the library,ranging from new services like the automated check-in system to the library levy. • Ran a series in the Books and Bits e-newsletter to address questions and concerns from survey respondents'open-ended comments and to inform and correct misconceptions.The newsletter is emailed monthly to more than 30,000 subscribers. •Initiated and publicized library activities that helped promote goals of City's Strategic Plan, particularly those related to walkability and community outreach. • Assisted with citywide communications efforts to promote the City's Strategic Plan. Installed an automated check-in system(AMH) to improve efficiency of operations. Initiated a vigorous public information campaign to educate the public about the new system and encourage them to use it. Publicity included a video that was produced in-house showing how to use the system and how it worked behind-the-scenes. • Continued to provide training to educate staff on responding to emergencies. •Continued to track volunteer retention rates. •Recruited and managed 425 volunteers. • Several volunteers took on new duties to accommodate operational changes necessitated by the installation of the automated check-in system (AMH),including sorting bins,shelving or searching for reserved items. •Fine-tuned the summer teen volunteer program to better meet the needs of the library. Continued to refine the Teen Leader aspect of summer volunteering.A total of 65 teens volunteered 2,091 hours during the summer. At the end of the summer,92 percent said they planned to volunteer at the library again. PAGE 114-CITY OF TIGARD LIBRARY ADMINISTRATION BUDGET UNIT: 5000 •Held volunteer recognition event to acknowledge the dedication and hard work of the supportive volunteers who are so important to library operations. •Continued successful relationship with the Friends of the library who raise funds through their popular book sales.Among the programs they supported were the Adult Summer Reading program,kids and teens book groups and adult musical and cultural programs throughout the year. •Collaborated with new city graphic designer to continue to enhance the professional design of publications to communicate with the public about library programs and services. •Continued to update and enhance the library's pages on the City website. •Continued popular Food for Fines program,which allowed patrons to reduce or eliminate their fines by donating a can of food for each dollar of fines owed up to$10. .Installed a self-checkout machine in Children's Room. .Provided wireless printing for the public. *Developed partnership with Tigard Tualatin Aquatic District to provide reading incentives for the 2015 children's and teens'summer reading programs. •Continued to collaborate with the Tigard library Foundation in their efforts to assess future needs for the library. GOALS&OBJECTIVES: FY 2016-2017: •Publicize and implement goals and objectives of Tomorrowland,the library's 2015-2020 Strategic Plan. •Analyze the effectiveness of the automated materials handling system(AMH)in improving efficiency of operations. •Continue to build relationships with young people throughout the community through school groups,Peer Court referrals,Scouts and others who volunteer in groups at the library. •Continue to host groups of all ages to expand the volunteer community and introduce library services to more people through volunteering. •Explore Instagram and other social media formats to expand efforts to educate the public about library programs and services. •Identify new ways to publicize the library in addition to social media. • Investigate additional ways to promote the Library as a community gathering place. •Continue to work with the Friends of the Tigard library and The Tigard Library Foundation to generate funds in order to further support the library. •Implement changes in programs,or operations based on feedback from the annual survey. COMMUNITY SERVICES-PAGE 115 LIBRARY ADMINISTRATION BUDGET UNIT: 5000 •Continue to coordinate with other city staff to implement and publicize the city's Strategic Plan. •Create more partnerships between the library and organizations in the community to heighten community awareness of and participation in both library and other city programs and to determine how the library might assist other organizations with their missions. • Participate in the city's Facility Planning and Visioning study that will focus on planning for the community's future facility needs. WORKLOAD MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Value of volunteer hours 612,318 544,692 418,000 440,000 *Hourly calculation rate changed Number of volunteer hours per year 28,680 24,770 19,000 20,000 Annual visits 374,117 347,163 340,000 365,000 Population served(includes non-city 69,300 62,000 62,000 62,000 residents) EFFECTIVENESS MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Weekly open hours 58 58 69 69 Increase in annual circulation 1% -.07% -2.0% 1% Volunteers rating their experience as 95% 95% 95% 95% satisfying Patrons who rate overall service as good or 96.8% 98.5% 98.5% 98% excellent FULL-TIME EQUIVALENT POSITIONS 2013-2014 2014-2015 2015-2016 2016-2017 Library Volunteer Coordinator 0.80 0.80 0.80 0.80 Library Communications Coordinator 0.50 0.50 0.50 0.70 Library Director 1.00 1.00 1.00 1.00 Confidential Executive Assistant 0.90 0.90 0.90 1.00 Total FTE 3.20 3.20 3.20 3.50 PAGE 116-CITY OF TIGARD LIBRARY ADMINISTRATION BUDGET UNIT: 5000 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 3.20 3.20 3.20 Total FTE 3.20 3.20 3.50 257,012 260,479 285,165 51001-Salaries-Management 274,545 274,545 274,545 -3.7", 257,012 260,479 285,165 Total Personal Services-Salaries 274,545 274,545 274,545 -3.7% 3,585 2,984 1,427 52001-Unemployment 274 274 274 -80.8% 829 763 782 52002-Worker's Compensation 872 872 872 11.5% 19,357 19,575 21,817 52003-Social Security/Medicare 21,002 21,002 21,002 -3.7% 1,853 1,890 2,066 52004-Tri-Met Tax 1,987 1,987 1,987 -3.8% 35,304 35,819 39,924 52005-Retirement 38,436 38,436 38,436 -3.7°, 2,400 2,400 2,400 52009-VEBA-ER 2,400 2,400 2,400 0.0°'0 994 994 2,124 52008-Life Ins/ADD/LTD 2,124 2,124 2,124 0.0% 813 813 0 52009-Long Term Disability 0 0 0 0.0% 27,805 28,816 37,141 52010-Medical/Dental/Vision 35,574 35,574 35,574 -4.2% 3,562 3,622 0 52011-Dental Benefits 0 0 0 0.0% 96,502 97,676 107,681 Total Personal Services-Benefits 102,669 102,669 102,669 -4.7% 9,128 7,915 17,000 53001-Office Supplies 17,000 17,000 17,000 0.0% O 0 1,000 53002-Small Tools&Equipment 1,000 1,000 1,000 0.0% 195 180 300 53003-Fuel 300 300 300 0.0% 18,850 12,710 5,100 53008-Library Contribution Materials 0 0 0 -100.0", 28,173 20,805 23,400 Total Supplies 18,300 18,300 18,300 -21.8% 2,230 1,053 6,000 54001-Professional/Contractual Services 7,000 7,000 7,000 16.7% 1,548 0 4,000 54003-Legal Fees 4,000 4,000 4,000 0.0% 498 109 1,500 54113-R&M-Vehicles 1,500 1,500 1,500 0.0% 571 2,074 500 54114-R&M-Office Equipment 1,000 1,000 1,000 100.0% O 0 12,250 54202-Utilities-Water/Sewer/SWM 0 0 0 -100.0°, 1,900 2,672 2,000 54205-Utilites-Phone/Pager/Cells 2,500 2,500 2,500 25.0% 145 344 1,500 54300-Advertising&Publicity 1,500 1,500 1,500 0.0% 2,000 0 2,500 54301-Fees and Charges 2,500 2,500 2,500 0.0% 6,280 1,629 2,000 54302-Dues&Subscriptions 2,000 2,000 2,000 0.0% 2,201 898 2,500 54303-Travel and Training 3,000 3,000 3,000 20.00 0 O 3,291 3,500 54306-Credit Card Fees 3,500 3,500 3,500 0.0% 1,106 3,106 3,500 54309-Rents and Leases 3,500 3,500 3,500 0.0% 4,704 31,994 61,794 54311-Special Department Expenses 13,500 13,500 13,500 -78.2", 23,183 47,170 103,544 Total Services 45,500 45,500 45,500 -56.1% O 0 50,000 56004-Computer Hardware and Software 15,000 15,000 15,000 -70.0% O 296,175 0 56006-Equipment 0 0 0 0.0"0 O 296,175 50,000 Total Capital Improvement 15,000 15,000 15,000 -70.0"o COMMUNITY SERVICES-PAGE 117 LIBRARY ADMINISTRATION BUDGET UNIT: 5000 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY16 11,571 11,017 14,961 58100-Indirect Charges-City Management 18,211 18,211 18,211 21.7% 11,627 11,462 12,038 58110-Indirect Charges-Human Resources 10,752 10,752 10,752 -10.7°%° 11,053 7,421 8,532 58120-Indirect Charges-Risk Management 9,315 9,315 9,315 9.2% 52,249 46,218 41,928 58130-Indirect Charges-Office Services 55,301 55,301 55,301 31.9% 3,201 2,486 3,159 58150-Indirect Charges-Records 2,036 2,036 2,036 -35.5% 292 435 591 58200-Indirect Charges-Finance 1,147 1,147 1,147 94.1% Administration 15,721 17,152 16,669 58210-Indirect Charges-Financial Operations 17,393 17,393 17,393 4.3% 75,971 108,507 107,929 58230-Indirect Charges-Technology 105,821 105,821 105,821 -2.0% 2,741 3,462 648 58250-Indirect Charges-Contracts and 9,438 9,438 9,438 1356.5% Purchasing 0 0 1,168 58630-Indirect Charges-Fleet Maintenance 113 113 113 -90.3% 26,472 28,443 36,565 58640-Indirect Charges-Property 39,156 39,156 39,156 7.1% 210,898 236,604 244,188 Total Internal Services 268,683 268,683 268,683 10.0° 615,768 958,910 813,978 Total Library Administration 724,697 724,697 724,697 -11.0% a1 i/ir ' -- . / ' ,491e1V3"'' The Tigard Library is the largest lender of materials to other Washington County libraries, which includes books, CDs and DVDs. They have been the highest net lender for six years in a row, which is a testament as to how robust is their collection PAGE 118-CITY OF TIGARD LIBRARY READER SERVICES BUDGET UNIT: 5100 PROGRAM DESCRIPTION: Readers Services is responsible for selecting and managing all library materials,providing professional assistance using the library's collections and electronic resources and accessing additional resources through Interlibrary Loans.The division also provides children's,young adult, adult and intergenerational programming to enhance lifelong learning and recreational experiences. PROGRAM RESULTS: •Patrons receive accurate,timely and courteous reference service •Reference staff assist patrons in using library materials in all formats,including electronic resources •Sufficient staffing is present at all reference desks,including adult,children's and young adult •Patrons have access to materials that reflect their needs and interests •Division staff plans and provides a rich variety of classes,workshops and programs for all ages. Feedback from programs evaluations,the annual library survey and informal patron comments help guide program planning,as well as attendance statistics • Division staff assists job seekers and provides outreach to underserved populations •Division staff are trained and supported in professional development opportunities to maintain and expand knowledge and skills in the ever-changing world of information and library services ACCOMPLISHMENTS: FY 2015-2016: •Through responsive and conscientious selection and collection maintenance,we continued to provide patrons with materials that reflect their needs and interests.We have circulated over 610,000 physical items and 28,856 e-books and e-audiobooks since July 1.While circulation of physical items was down 13% for July-December 2015 compared to the same period last year, circulation of e-books and e-audiobooks increased by 35%. This reflects circulation patterns in libraries in general.We encourage and support patron use of downloadable content,while also seeking ways to promote our physical materials. Efforts include displays of high quality but lesser known books,implementing and promoting Staff Picks,and using social media and our e- newsletter to link patrons to book suggestions. •98.7%of patrons rated reference service as excellent or good in the Library's 2015 survey,a significant increase from 2014's 96.9%.We have had 23,981 service transactions at our three reference desks (Children's,Young Adult,and Adult)in the first half of FY16.This reflects and ongoing downward trend in service interactions.We are proud to be providing high-quality service to our patrons and hope to have even more opportunities to do so with the re- introduction of Thursday hours in January 2016. COMMUNITY SERVICES-PAGE 119 LIBRARY READER SERVICES BUDGET UNIT: 5100 •At the mid-point of FY16,we have reached approximately 12,400 children,teens,and adults with 471 program offerings,including story times for ages 0-6,music and dance performances, how-to workshops,book clubs for kids and teens,local history presentations and more.This is a 3%increase in overall attendance and an 18%increase in the number of programs offered compared to this point in FY15.We're on target to provide 850-875 programs in FY16, exceeding the goal of 800 that we set at this time last year. •The relatively larger increase in programs compared to attendance is due to our introduction of Tech Help appointments in April 2015,which provide one-on-one help with basic computer skills,using a new tablet or other device,downloading library e-books,using specific applications, and more.We have offered 56 Tech Help appointments so far in FY16,and patron response has been enthusiastic and grateful. •3,662 kids,teens and adults signed up for the 2015 Summer Reading Program,a 12%increase from 2014 and another all-time record high! Gains were especially high for adults,with a 22% increase in registration. Encouraging everyone to read for fun and enrichment is an integral part of our mission,reflected by the selection of"Stimulate Imagination: Reading,Viewing and Listening for Pleasure" as one of three major goals in the 2015-2020 library Strategic Plan. GOALS&OBJECTIVES: FY 2016-2017: •Work with library-wide teams to plan and provide programs and services to support the three goals in our new 2015-20 Library Strategic Plan: • Stimulate Imagination: Reading,Viewing and Listening for Pleasure •Express Creativity: Create and Share Content •Be an Informed Citizen:Local,National and World Affairs •Through responsive and conscientious selection and collection maintenance,continue to provide patrons with materials that reflect their needs and interests. •Plan and provide a rich variety of classes,workshops,and programs for all ages,including approximately 585 programs for children and teens and 310 for adults. •Continue outreach to schools,Head Start classes,facilities serving seniors,and community events,with an additional focus on events or venues with potential to reach younger adults/millennials. •Continue to look for ways to support and promote the City's Strategic Plan focusing on increased walkability and healthy,interconnected lives. PAGE 120-CITY OF TIGARD LIBRARY READER SERVICES BUDGET UNIT: 5100 WORKLOAD MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Adult Services programs 297 285 300 310 Adult Services programs attendance 4,531 4,431 4,650 4,750 Computer class attendance (includes open 580 505 515 525 labs &one-on-one tech help) Youth Services programs 564 549 575 585 Youth Services programs attendance 24,739 23,157 25,000 25,500 Contacts with children in school and 7,141 5,766 6,000 6,200 childcare Summer Reading Program registrants 3,281 3,662 3,662 3,662 (includes children,teens&adults) Service interactions 63,244 53,981 55,000 56,000 Public computer user sessions 68,933 56,103 55,000 50,000 Wireless user sessions 21,287 131,468 135,000 140,000 *NO 1'h: Report changed in July 2014, resulting in much higher session count EFFECTIVENESS MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Adult Services programs attendance -12% -2% +5% +2% %change Computer class attendance%change -5% -13% +2% +2% Youth Services programs attendance +12% -6% +8% +2% %change Summer Reading Program registrants +2% +12% 0% 0% %change Service interactions %change -1% -15% +2% +2% Library patrons who rated reference service 96.9% 98.7% 98% 98% as good or excellent FULL-TIME EQUIVALENT POSITIONS 2013-2014 2014-2015 2015-2016 2016-2017 Senior Library Assistant 1.60 1.60 1.60 1.60 Librarian 7.20 7.20 8.20 8.00 Senior Librarian 0.90 0.90 0.90 1.00 Library Services Supervisor 2.00 2.00 2.00 2.00 Library Division Manager 1.00 1.00 1.00 1.00 Total FIE 12.70 12.70 13.70 13.60 COMMUNITY SERVICES-PAGE 121 LIBRARY READER SERVICES BUDGET UNIT: 5100 FY 2014 FY 2015 FY 2016 Budget Resource Summary 2017 2017 2017 Adopted vs. Actual Actual Revised Proposed Approved Adopted FY 16 12.70 12.70 13.70 Total FTE 13.70 13.70 13.60 213,443 205,659 236,911 51001-Salaries-Management 230,487 230,487 230,487 -2.7% O 0 36,720 51002-Salaries-General 302,654 302,654 302,654 724.2% 570,204 562,539 608,189 51004-Part Time-Regular 304,383 304,383 304,383 -50.0% 33,311 38,725 43,560 51005-Part Time-Temporary 43,543 43,543 43,543 0.0% 58 51 0 51006-Overtime 0 0 0 0.0°/s O 0 0 51007-Incentive Pay 605 605 605 100.0% 817,016 806,974 925,380 Total Personal Services-Salaries 881,672 881,672 881,672 -4.7% 11,366 9,225 4,886 52001-Unemployment 986 986 986 -79.8% 1,947 2,403 5,240 52002-Worker's Compensation 2,864 2,864 2,864 -45.3% 61,305 60,084 67,989 52003-Social Security/Medicare 67,488 67,488 67,488 -0.7% 5,877 5,844 6,701 52004-Tri-Met Tax 6,383 6,383 6,383 -4.7% 82,139 78,590 97,734 52005-Retirement 93,035 93,035 93,035 -4.8% 12,886 12,596 13,463 52007-VEBA-ER 13,838 13,838 13,838 2.8% 880 831 4,041 52008-Life Ins/ADD/LTD 4,081 4,081 4,081 1.0°0 2,174 1,996 0 52009-Long Term Disability 0 0 0 0.0% 137,869 127,754 180,142 52010-Medical/Dental/Vision 176,848 176,848 176,848 -1.8°s 14,771 13,729 0 52011-Dental Benefits 0 0 0 0.0% 331,214 313,051 380,196 Total Personal Services-Benefits 365,523 365,523 365,523 -3.9% 1,184 1,119 1,131 53001-Office Supplies 1,000 1,000 1,000 -11.6 1,710 1,126 1,850 53002-Small Tools&Equipment 4,000 4,000 4,000 116.2 O 0 100 53003-Fuel 100 100 100 0.0°o 489,910 501,482 518,000 53004-Books&Circulation Materials 538,000 538,000 538,000 3.9°, 220 781 1,500 53006-Technology Equipment under$5,000 1,500 1,500 1,500 0.0% 6,960 8,170 8,392 53007-Grant Expenditures 7,987 7,987 7,987 -4.8°e 499,984 512,677 530,973 Total Supplies 552,587 552,587 552,587 4.1°° 6,630 6,585 10,315 54001-Professional/Contractual Services 14,616 14,616 14,616 41.7% O 448 190 54114-R&M-Office Equipment 190 190 190 0.0"4, 783 480 780 54300-Advertising&Publicity 800 800 800 2.6% 1,565 2,414 2,175 54302-Dues&Subscriptions 2,175 2,175 2,175 0.0% 895 1,459 3,993 54303-Travel and Training 6,010 6,010 6,010 50.5% 5,812 6,536 7,400 54311-Special Department Expenses 7,400 7,400 7,400 0.0°s 15,685 17,923 24,853 Total Services 31,191 31,191 31,191 25.5% O 1,434 9,600 56004-Computer Hardware and Software 1,600 1,600 1,600 -83.3% O 1,434 9,600 Total Capital Improvement 1,600 1,600 1,600 -83.3% 31,860 31,758 46,840 58100-Indirect Charges-City Management 54,821 54,821 54,821 17.0% 46,147 45,487 47,777 58110-Indirect Charges-Human Resources 41,780 41,780 41,780 -12.6°s 18,353 27,822 30,190 58120-Indirect Charges-Risk Management 32,544 32,544 32,544 7.8°' 83,296 64,946 60,630 58130-Indirect Charges-Office Services 77,891 77,891 77,891 28.5% 448 0 0 58150-Indirect Charges-Records 0 0 0 0.0° 1,224 1,041 2,077 58200-Indirect Charges-Finance 2,623 2,623 2,623 26.3% Administration 55,982 40,662 43,886 58210-Indirect Charges-Financial Operations 37,156 37,156 37,156 -15.3% 141,706 203,366 202,450 58230-Indirect Charges-Technology 201,509 201,509 201,509 -0.5% 10,277 3,732 4,260 58250-Indirect Charges-Contracts and 5,334 5,334 5,334 25.2°/ Purchasing 358,818 385,527 495,626 58640-Indirect Charges-Property 530,747 530,747 530,747 7.1°o 748,111 804,340 933,736 Total Internal Services 984,405 984,405 984,405 5.1°° 2,412,010 2,456,400 2,804,738 Total Reader Services 2,816,978 2,816,978 2,816,978 0.454s] IMmiii PAGE 122-CITY OF TIGARD LIBRARY TECHNICAL SERVICES BUDGET UNIT: 5200 PROGRAM DESCRIPTION: The Technical Services Division orders,receives,catalogs,processes and maintains Tigard Public Library holdings in the countywide catalog,and mends all books for the library collection. PROGRAM RESULTS: •Provide new materials to the public quickly. •Bibliographic and item records accurately identify the materials so that the public can easily find them in the catalog. •Materials are processed consistently and accurately so that the public can easily find them on the shelf. •Processing enhances the item's durability so that it will withstand substantial public use. ACCOMPLISHMENTS: FY 2015-2016: Between July and December 2015,Technical Services staff placed orders for 17,274 items,added 18,885 new items,mended 953 items,withdrew 19,133 items and added 3,625 bibliographic records manually to the Washington County Cooperative Library System(WCCLS) shared catalog.The average number of days to place an order was 2.79 and the average number of days to process and catalog new materials was 32.93. Placing orders met the goal of less than 3 days.The goal for processing and cataloging came close to meeting the goal of 30 days.The Calendar Year 2015 turnover rate of items circulated was 81.73%. Technical Services is committed to improving efficiencies.Proof of improved efficiencies is that the average turnaround during the first six months of FY16 continues to be strong at 32.93 days.In order to continue to improve efficiencies of work flow,Technical Services implemented additional free preprocessing for books on cd with the vendor and eliminated two labels on CDs.We also began using fewer workslips for multiple copies while the items are in Technical Services,this saves us time at unpacking and cataloging as well as using a lot less paper.We continue to support each other by helping when there is a task that needs additional resources,which has helped us keep the workflow balanced. Technical Services continues to utilize volunteers in prepreocessing and special projects with 0.35 FTE of volunteer hours. COMMUNITY SERVICES-PAGE 123 LIBRARY TECHNICAL SERVICES BUDGET UNIT: 5200 GOALS&OBJECTIVES: FY 2016-2017: •Average cataloging time for new materials at 30 days or less. •Average time for placement of orders at 3 days or less. •Assist with maintaining collection vitality demonstrated through turnover rate of actual items that circulated in collection of 85%or higher. •Maintain use of volunteers for processing of new library materials and special projects. •Assist with implementation of Library's Strategic Plan 2015-2020. •Assist with continued implementation of the City of Tigard's Strategic Plan Vision to make Tigard "The most walkable community in the Pacific Northwest where people of all ages and abilities enjoy healthy and interconnected lives." • Continue to transition to new cataloging standard, Resource Description and Access (RDA) from previous standard,Anglo-American Cataloguing Rules,Second Edition (AACR2). WORKLOAD MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 New items added 37,259 35,018 37,000 36,000 New titles added to catalog 5,964 5,262 5,500 5,500 Orders placed 35,461 35,528 35,000 35,000 Orders received 34,835 31,463 34,500 34,000 Materials withdrawn 39,277 31,448 37,000 36,000 EFFECTIVENESS MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Average number of days between orders 21 32 30 30 received and circulation Average number of days between orders 4 3 3 3 submitted and placed Turnover rate of actual items that circulated 84% 83% 85% 85% in collection PAGE 124-CITY OF TIGARD LIBRARY TECHNICAL SERVICES BUDGET UNIT: 5200 FULL-TIME EQUIVALENT POSITIONS 2013-2014 2014-2015 2015-2016 2016-2017 Library Division Manager 1.00 1.00 1.00 1.00 Acquisitions Supervisor 0.80 0.80 0.80 0.80 Librarian 0.80 0.80 0.80 0.80 Senior Library Assistant 1.60 1.60 1.60 1.60 Library Assistant 1.00 1.00 1.00 1.00 Library Aide 0.50 0.50 0.50 0.50 Total FTE 5.70 5.70 5.70 5.70 • ti t� ° r , ,1 ° Feon,r . JIB- •`U f r ° % • .. ''•i'•-1*- Via,-., .11k , yiOr i • COMMUNITY SERVICES-PAGE 125 LIBRARY TECHNICAL SERVICES BUDGET UNIT: 5200 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 5.70 5.70 5.70 Total FTE 5.70 5.70 5.70 138,636 128,071 162,282 51001-Salaries-Management 141,760 141,760 141,760 -12.6% 38,270 32,787 46,069 51002-Salaries-General 0 0 0 -100.0% 138,092 142,475 149,513 51004-Part Time-Regular 174,372 174,372 174,372 16.6% 603 602 611 51007-Incentive Pay 605 605 605 -1.0% 315,601 303,935 358,475 Total Personal Services-Salaries 316,737 316,737 316,737 -11.6% 4,392 3,496 1,798 52001-Unemployment 316 316 316 -82.4% 724 885 1,040 52002-Worker's Compensation 1,072 1,072 1,072 3.1% 23,210 22,657 27,428 52003-Social Security/Medicare 24,230 24,230 24,230 -11.7% 2,270 2,200 2,600 52004-Tri-Met Tax 2,289 2,289 2,289 -12.0°%o 35,672 54,903 42,279 52005-Retirement 37,346 37,346 37,346 -11.7% 6,750 6,253 6,600 52007-VEBA-ER 6,600 6,600 6,600 0.0°'° 372 429 2,178 52008-Life Ins/ADD/LTD 2,178 2,178 2,178 0.0% 931 892 0 52009-Long Term Disability 0 0 0 0.0°a 78,540 53,807 83,419 52010-Medical/Dental/Vision 42,528 42,528 42,528 -49.0% 8,717 5,705 0 52011-Dental Benefits 0 0 0 0.0% 161,578 151,227 167,342 Total Personal Services-Benefits 116,559 116,559 116,559 -30.3% 7,997 8,572 13,050 53001-Office Supplies 13,050 13,050 13,050 0.0% 0 540 500 53002-Small Tools&Equipment 500 500 500 0.0% 0 0 192 53003-Fuel 384 384 384 100.0% 0 198 0 53004-Books&Circulation Materials 0 0 0 0.0% 7,997 9,310 13,742 Total Supplies 13,934 13,934 13,934 1.4% 36,295 36,301 48,827 54001-Professional/Contractual Services 48,613 48,613 48,613 -0.4% 120 125 125 54302-Dues&Subscriptions 125 125 125 0.0% 995 382 4,023 54303-Travel and Training 3,920 3,920 3,920 -2.6% 628 574 490 54311-Special Department Expenses 615 615 615 25.5% 38,038 37,382 53,465 Total Services 53,273 53,273 53,273 -0.4% 0 0 250 56004-Computer Hardware and Software 250 250 250 0.0% 0 0 250 Total Capital Improvement 250 250 250 0.0% 13,317 13,552 18,889 58100-Indirect Charges-City Management 21,163 21,163 21,163 12.0°o 20,712 20,416 21,443 58110-Indirect Charges-Human Resources 17,511 17,511 17,511 -18.3% 13,228 13,321 14,415 58120-Indirect Charges-Risk Management 14,881 14,881 14,881 3.29 2,987 2,600 3,202 58130-Indirect Charges-Office Services 2,689 2,689 2,689 -16.0% 129 0 0 58150-Indirect Charges-Records 0 0 0 0.0% 352 331 603 58200-Indirect Charges-Finance 797 797 797 32.2% Administration 26,000 15,561 15,429 58210-Indirect Charges-Financial Operations 14,932 14,932 14,932 -3.2% 32,827 44,591 42,814 58230-Indirect Charges-Technology 51,584 51,584 51,584 20.5% 6,339 2,326 2,294 58250-Indirect Charges-Contracts and 2,503 2,503 2,503 9.1% Purchasing 52,944 56,885 73,131 58640-Indirect Charges-Property 78,313 78,313 78,313 7.1°o 168.835 169,582 192,220 Total Internal Services 204,373 204,373 204,373 6.3°,, 692,049 671,436 71785,49 Total Technical Services 705,126 705,126 705,126 -10.2% PAGE 126-CITY OF TIGARD LIBRARY CIRCULATION BUDGET UNIT: 5300 PROGRAM DESCRIPTION: The Circulation Division of the library is responsible for checking materials out at the Circulation Desk;checking materials in,manually and using the Automated Materials Handling(AMH) system; answering users'questions about library facilities and programs;shelving all library materials; renewing materials;collecting fines;issuing new library cards;reconciling patron records;answering the phone at the entry point and routing calls to their appropriate destination;answering directional and general questions. The Circulation service desks are often the patron's first and last contact with library staff. Excellent customer service is a vital aspect of circulation operations. Circulation staff promotes programs verbally and by distributing printed materials. Circulation staff helps patrons search for items and place hold requests on the public catalog computers.The staff also shows patrons how to use the self-checkout machines and where to pick up their reserved books. Circulation staff searches for and retrieves lost and missing items and maintains accurate patron records on Polaris,the countywide shared library database.The Circulation division is also responsible for processing patrons'hold requests and handling all materials donated to the library. Circulation staff train and work with volunteers on a daily basis,including Community Service and Peer Court volunteers. In addition to their regular responsibilities,Circulation staff actively participates in the Annual Patron Survey,which is conducted during the first two weeks in February. The Circulation Division also participates in activities related to,and helps promote,the City's Strategic Plan,a vision to be"the most walkable community in the Pacific Northwest where people of all ages and abilities enjoy healthy and interconnected lives." PROGRAM RESULTS: •Patrons receive library materials in a timely and accurate manner. •Patrons receive courteous,respectful and helpful service from circulation staff. •Patrons are able to easily access library materials through accurate and timely check-in and shelving. •Patrons have the option for self-sufficiency in checking out and checking in their own materials,accessing their account online to renew and reserve items and picking up their own book holds. •Patrons know how to find,evaluate and use all types of information. •Patrons receive accurate and helpful information about using the library. COMMUNITY SERVICES-PAGE 127 LIBRARY CIRCULATION BUDGET UNIT: 5300 •Patrons are kept well-informed about library programs and activities. •Patrons are kept up to date on new technologies and services offered. •Patrons will have a satisfying experience every time they visit the library. ACCOMPLISHMENTS: FY 2015-2016: •The library will re-open on Thursdays in January 2016. •Circulated over 1,200,000 items. •Installed and implemented a new state of the art Automated Materials Handling(AMH) system, which allows patrons to check in their own materials 24/7.All items are typically checked in and re-shelved within 24 hours. •Maintained Circulation Service Desks coverage and customer service standards by adjusting staffing schedules based on hourly,daily and weekly circulation data. •Improved the Summer Teen Volunteer and regular year-round Volunteer programs through additional,innovative training and testing. •Self-check machine usage was over 30%of first-time checkouts. •Received a 98%feedback rating of"Good" or"Excellent" from the library's Annual Patron Survey. GOALS&OBJECTIVES: FY 2016-2017: •Improve established service response times for checking in and reshelving returned materials and pulling requested items from the shelves for patrons. •Refine current workflow for the new AMH system,to improve efficiency and our patron's experience using it. •Circulate over 1,200,000 items. •Maintain Circulation Desk coverage and customer service levels by continuing to analyze hourly,daily and weekly circulation data,adjusting staff scheduling and workflow as needed. •The library will re-open on Thursdays in January 2016. Provide the same high level of service to our patrons on Thursdays. •Continue to enhance the Volunteer program through improved recruiting,training,testing and retention. •Increase self-check machine usage to 32%of first-time checkouts. PAGE 128-CITY OF TIGARD LIBRARY CIRCULATION BUDGET UNIT: 5300 WORKLOAD MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Materials checked out per year 1,327,014 1,280,376 1,243,774 1,323,623 First-time checkouts 894,859 855,770 828,650 881,684 Materials checked in per year 870,140 841,118 873,926 929,857 Yearly circulation per staff member 100,531 96,998 87,590 85,395 Library cards issued per year 4,068 3,826 3,394 3,611 Cultural Passes checked out per year 860 991 775 825 Intra-library crates delivered per year 11,809 11,789 11,256 11,976 EFFECTIVENESS MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Library patrons who rated service received 97% 97% 97% 98% at checkout counter as "Excellent" or "Good" of materials returned to shelf within 48 75% 75% 80% 90% hours Materials checked out on self-checkout 30% 31% 33% 33% machines-°/0 of 1st time checkouts FULL-TIME EQUIVALENT POSITIONS 2013-2014 2014-2015 2015-2016 2016-2017 Circulation Supervisor 2.00 2.00 2.00 2.00 Library Aide 1.50 1.50 2.50 2.50 Library Assistant 7.40 7.40 8.90 8.70 Library Division Manager 1.00 1.00 1.00 1.00 Senior Library Assistant 1.30 1.30 1.30 1.30 Total FTE 13.20 13.20 15.70 15.50 COMMUNITY SERVICES-PAGE 129 LIBRARY CIRCULATION BUDGET UNIT: 5300 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 13.20 13.20 15.70 Total FTE 15.70 15.70 15.50 217,130 222,406 240,479 51001-Salaries-Management 233,549 233,549 233,549 -2.9% 72,369 75,767 120,745 51002-Salaries-General 157,514 157,514 123,620 2.4% 330,747 346,137 378,546 51004-Part Time-Regular 422,517 422,517 448,361 18.4% 68,668 64,747 64,122 51005-Part Time-Temporary 61,716 61,716 61,716 -3.8"o 1,170 1,291 1,567 51006-Overtime 1,629 1,629 1,629 4.0°0 603 602 611 51007-Incentive Pay 605 605 605 -1.0"% 690,687 710,949 806,070 Total Personal Services-Salaries 877,530 877,530 869,480 7.9% 9,608 8,132 4,318 52001-Unemployment 1,077 1,077 1,061 -75.4% 2,104 2,613 2,161 52002-Worker's Compensation 2,713 2,713 2,802 29.7% 50,636 52,645 61,549 52003-Social Security/Medicare 65,323 65,323 64,120 4.2% 4,968 5,147 5,829 52004-Tri-Met Tax 6,173 6,173 6,059 3.9% 67,632 69,453 83,709 52005-Retirement 90,950 90,950 89,376 6.8°o 16,558 17,424 19,950 52007-VEBA-ER 22,537 22,537 23,099 15.8°o 720 1,019 5,346 52008-Life Ins/ADD/LTD 5,858 5,858 5,974 11.7% 1,514 1,945 0 52009-Long Term Disability 0 0 0 0.0% 117,841 108,808 131,103 52010-Medical/Dental/Vision 166,262 166,262 176,452 34.6°i° 15,248 11,674 0 52011-Dental Benefits 0 0 0 0.0°% 286,829 278,860 313,965 Total Personal Services-Benefits 360,893 360,893 368,943 17.5% 703 500 7,568 53001-Office Supplies 7,568 7,568 7,568 0.0°n 649 107 2,800 53002-Small Tools&Equipment 2,800 2,800 2,800 0.0°o O 0 100 53003-Fuel 100 100 100 0.0°/° 1,352 607 10,468 Total Supplies 10,468 10,468 10,468 0.0"% 7,826 7,126 7,568 54001-Professional/Contractual Services 22,310 22,310 22,310 194.8°0 O 0 0 54114-R&M-Office Equipment 0 0 0 0.0% O 196 0 54300-Advertising&Publicity 0 0 0 0.0% O 0 160 54302-Dues&Subscriptions 0 0 0 -100.0°o 310 952 1,620 54303-Travel and Training 1,620 1,620 1,620 0.0% 730 1,624 2,000 54311-Special Department Expenses 2,000 2,000 2,000 0.0°o 194 293 0 54312-Bank Fees 0 0 0 0.0% 9,060 10,191 11,348 Total Services 25,930 25,930 25,930 128.5% O 0 315 56004-Computer Hardware and Software 315 315 315 0.0°o O 0 315 Total Capital Improvement 315 315 315 0.0°o 30,019 30,652 44,610 58100-Indirect Charges-City Management 56,098 56,098 56,098 25.8% 47,964 47,278 53,420 58110-Indirect Charges-Human Resources 49,768 49,768 49,768 -6.8% 20,023 30,477 34,085 58120-Indirect Charges-Risk Management 37,454 37,454 37,454 9.9°r 7,977 5,892 7,648 58130-Indirect Charges-Office Services 7,403 7,403 7,403 -3.2°'° 238 0 0 58150-Indirect Charges-Records 0 0 0 0.0°° 650 623 1,124 58200-Indirect Charges-Finance 1,589 1,589 1,589 41.4% Administration 18,843 21,406 24,340 58210-Indirect Charges-Financial Operations 22,667 22,667 22,667 -6.9% 49,739 71,521 81,680 58230-Indirect Charges-Technology 78,391 78,391 78,391 -4.0% 450 21 38 58250-Indirect Charges-Contracts and 75 75 75 97.4% Purchasing 132,349 142,199 182,810 58640-Indirect Charges-Property 195,764 195,764 195,764 7.1°i° 308,252 350,069 429,755 Total Internal Services 449,209 449,209 449,209 4.5% 1,296,180 1,350,676 1,571,921 Total Circulation 1,724,345 1,724,345 1,724,345 PAGE 130-CITY OF TIGARD SOCIAL SERVICES AND COMMUNITY EVENTS BUDGET UNIT: 5900/5910 Program Description: Each year the city appropriates funds to support Social Service and Community Event activities that assist or benefit Tigard citizens. Community organizations are invited to submit requests in January of each year. A subcommittee of the Budget Committee meets to review Social Service requests and to recommend funding in the Proposed Budget. Community Event requests are reviewed informally by the Council. The Proposed Budget presents the results of both reviews. The budget committee guideline is to set total events and social service appropriations at approximately one-half of 1% of the prior year's operating budget. Also,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. In addition to direct grants, some of the grant recipients also receive in-kind services from the city. These services range from provision of a building and its operating costs for the Loaves and Fishes/ Tigard Senior Center to Tigard Public Works and Police time to support community events. • .•; r • pr • Tigard's 4th of July celebration culminates with a fire- works display at Tigard High School COMMUNITY SERVICES-PAGE 131 SOCIAL SERVICES AND COMMUNITY EVENTS BUDGET UNIT: 5900/5910 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 Tota'FIE 175,150 182,100 193,600 54402-Contributions to Community Org 208,404 208,404 208,404 7.6% 175,150 182,100 193,600 Total Services 208,404 208,404 208,404 7.6% 245 1,117 1,960 58100-Indirect Charges-City Management 2,610 2,610 2,610 33.2% 16 0 0 58120-Indirect Charges-Risk Management 0 0 0 0.0°o 22 63 104 58130-Indirect Charges-Office Services 10 10 10 -90.4% 18 0 0 58150-Indirect Charges-Records 0 0 0 0.0% 49 218 302 58200-Indirect Charges-Finance 436 436 436 44.4% Administration 751 4,490 3,969 58210-Indirect Charges-Financial Operations 4,225 4,225 4,225 6.4% 116 0 0 58230-Indirect Charges-Technology 0 0 0 0.0°0 15 0 0 58250-Indirect Charges-Contracts and 0 0 0 0.0% Purchasing 91,743 98,573 126,722 58640-Indirect Charges-Property 135,702 135,702 135,702 7.1% 92,975 104,461 133,057 Total Internal Services 142,983 142,983 142,983 7.5% 28W1 (rIAID-A61, Total Social Services SW? 3$1001 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 Total FTE 88,200 92,200 83,000 54402-Contributions to Community Org 89,320 89,320 89,320 7.6% 88,200 92,200 83,000 Total Services 89,320 19,320 89,320 7.6°o 88,200 92,200 83,000 Total Community Events 89,320 89,320 89,320 7.6% PAGE 132-CITY OF TIGARD SOCIAL SERVICES AND COMMUNITY EVENTS BUDGET UNIT: 5900/5910 City of Tigard City of Tigard FY 2016-17 FY 2016-17 Community Events Grant Requests Social Services Grant Requests Agency Recommended Agency Recommended Broadway Rose* Direct 5 10,000 Affordable Housing Set-Aside Direct $ Festival of the Balloons** Direct $ 20,000 Housing Frog Emergency Fund Direct $ In-Kind $ 65,000 Tigard 4th of July*** Direct $ 19,455 Residential Services Agency Direct $ 7/1-12,000 issued In-Kind $ 1,600 Undesignated Set-Aside $ - Undesignated Direct $ 1 Set Aside Total Set Aside Total Direct $ 49,485 Direct $ 4 In-Kind $ 66,600 In-Kind $ - Downtown Tigard Events Direct $ 11,335 Bethlehem House of Bread Direct $ 1,000 John Tigard House Direct $ 1,000 Boys&Girls Aid Direct 5 4,000 Mask&Mirror Direct $ 6,000 Calvin Presbyterian Church Backpack Supply Direct $ 3,700 Picnic in the Park at Bull Mtn Park Direct 5 2,000 Caring Closet Direct $ 6,000 Relay for Life of Tigard/Tualatin Direct 5 1,000 Catalyst Partnership Direct $ 4,000 Tigard Area Farmers Market Direct 58,500 Community Acition Organization Direct $ 8,00(1 Tigard Bull Mtn Farmers Market Direct 5 4,000 Compassion Connect Direct $ 10,000 Tigard Safety Town Direct 5 2,000 Domestic Violence Resource Center Direct $ 5,000 Tualatin Riverkecpers Direct $ 2,000 Fairhaven Recovery Homes Direct $ 5,00(1 In-Kind $ 1,000 Tualatin Valley Community Band Direct $ 1,000 Good Neighbor Center Direct $ 15,000 Washington Co Bicycle Trans Direct $ 1,000 Jubilee Transition Homes Direct $ 7,600 Just Compassion of East Washington Co Direct $ 5,000 Lifeworks Direct $ 10,001 Love,Inc Direct $ 10,801 Luke Dorf Inc Direct $ 25,001 Meals On Wheels/Tigard Senior Center Direct 5 29,001 In-Kind $ 101,335 My New Red Shoes Direct $ 1,300 Oregon Human Development Corp Direct $ 24,000 Rebuilding Together Washington County Direct $ 2,000 Sexual Assault Resource Center Direct $ 6,000 St.Anthony Severe Weather Shelter Direct $ 5,000 St.Vincent De Paul-St.Anthony Tigard Direct 5 5,000 Tigard Area Chamber of Commerce Direct $ 4,000 Tigard Grange#148 Direct $ 2,000 Tigard Tualatin Family Resource Ctr Direct $ 6,500 Washington County Project Homeless Connect Direct $ 3,500 Sub-total Sub-total Direct $ 39,835 Direct $ 208,400 In-Kind $ 1,000 In-Kind $ 101,335 Total(Set asides and others) Total(Set asides and others) Direct $ 89,320 Direct $ 208,404 In-Kind $ 67,600 In-Kind $ 101,335 COMMUNITY SERVICES-PAGE 133 • 111111111111114•40414.144.,1' \ 110 . y As part of the Social Services/Community Events grant program, the city donates to the organization that puts on the annual Tigard Balloon Fest. This event draws people from all over the region and is very popular with the citizens of Tigard as well. CITY OF TIGARD I ADOPTED BUDGET I FY 2016-2017 PAGE 134-CITY OF TIGARD PUBLIC WORKS ORGANIZATION CHART PUBLIC WORKS ADMINISTRATION WATER PW ENGINEERING PARKS & RECREATION STREET MAINTENANCE SANITARY SEWER STORMWATER STREET LIGHTS & SIGNALS PUBLIC WORKS -PAGE 135 PUBLIC WORKS PROGRAM The Public Works Department encompasses the planning, design, construction, operation and mainte- nance of the public infrastructure. That infrastructure includes domestic water, sanitary sewer convey- ance, storm water management,public parks, streets, city buildings and fleet. From a broad perspective, the department is made up of two groups: 1) operational staff who handle the day-to-day operation, maintenance and repair of the infrastructure; and 2) engineering staff who manage the city's capital improvement program and handle traffic/transportation management and long-term master planning of infrastructure, as well as private development review. ink - te Public Works employees cleaning out a manhole on a Tigard street cf;fr t cfr, Bishop Scheckla Pavilion at Cook Park _ 1 11 Pr' PAGE 136- CITY OF TIGARD PUBLIC WORKS PROGRAM FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 FY 2017 2017 Adopted Actual Actual Revised Proposed Approved Adopted vs.2016 Revised Description Number of Positions 68.00 73.00 69.00 70.00 70.00 72.50 1.4% Budget By Category Personal Services 6,661,957 7,107,607 7,296,400 7,454,159 7,454,159 7,500,705 2.8% Materials&Services 7,957,584 8,257,831 8,965,228 7,341,264 7,426,264 7,479,718 -16.6% Interdepartmental Costs 3,943,518 4,059,053 4,461,025 4,542,877 4,542,877 4,542,877 1.8% Capital Outlay 260,154 150,323 145,900 901,125 901,125 901,125 517.6% Other 0 0 0 0 0 0 0.0% Total All Category 18,823,213 19,574,814 20,868,553 20,239,425 20,324,425 20,424,425 -2.1% Budget By Division Public Works Administration 1,479,851 1,557,005 1,790,613 1,817,707 1,817,707 1,817,707 1.5% Parks and Grounds 1,535,848 1,747,339 0 0 0 0 0.0% Parks and Recreation 0 0 2,203,414 2,275,582 2,360,582 2,460,582 11.7% Street Maintenance 1,288,980 1,239,753 1,491,631 1,566,262 1,566,262 1,566,262 5.0% PW Engineering 2,036,136 2,433,555 2,327,709 2,471,731 2,471,731 2,471,731 6.2% Healthy Streams 7,095 0 0 0 0 0 0.0% Fleet Maintenance-PW 147,427 163,103 0 0 0 0 0.0% Property Management-PW 1,341,067 1,385,291 0 0 0 0 0.0% Water 7,239,686 7,177,970 8,682,558 7,249,963 7,249,963 7,249,963 -16.5% Sanitary Sewer 1,732,462 1,864,271 1,960,087 2,181,253 2,181,253 2,181,253 113% Stormwater 1,441,293 1,471,734 1,738,126 1,999,819 1,999,819 1,999,819 15.1% Street Lights and Signals 573,370 534,794 674,415 677,108 677,108 677,108 0.4% Total All Division 18,823,213 19,574,814 20,868,553 20,239,425 20,324,425 20,424,425 -2.1% Budget by Fund General Fund-100 5,051,835 5,737,899 4,118,322 4,289,438 4,289,438 4,289,438 4.2% Gas Tax Fund-200 1,862,350 1,774,546 2,166,046 2,243,370 2,243,370 2,243,370 3.6% Parks Utility Fund-270 0 0 2,203,414 2,275,582 2,360,582 2,460,582 11.7% Parks Capital Fund-420 0 0 0 0 0 0 0.0% Sanitary Sewer Fund-500 1,732,462 1,864,271 1,960,087 2,181,253 2,181,253 2,181,253 11.3% Stormwater Fund-510 1,448,387 1,471,734 1,738,126 1,999,819 1,999,819 1,999,819 15.1% Water Quality/Quantity Fund-51 0 0 0 0 0 0 0.0% Water Fund-530 7,239,686 7,177,970 8,682,558 7,249,963 7,249,963 7,249,963 -16.5% Water CIP Fund-532 0 0 0 0 0 0 0.0% Fleet/Property Management Fund 1,488,494 1,548,395 0 0 0 0 0.0% Total All Fund 18,823,213 19,574,814 20,868,553 20,239,425 20,324,425 20,424,425 -2.1% PUBLIC WORKS - PAGE 137 PUBLIC WORKS ADMINISTRATION BUDGET UNIT: 6000 PROGRAM DESCRIPTION: The Public Works Department is responsible for emergency management and the planning,design, construction,operation and maintenance of the city's major infrastructure systems.These systems include parks and recreation, streets,sanitary sewers,storm drainage,and water. The administrative function of the department provides oversight and support to all operational divisions. PROGRAM RESULTS: The Administration Division of the Public Works Department: •Emergency Management provides training for staff that will operate the city's Emergency Operations Center(EOC),and provides Community Emergency Response Team (CERT) and 72-hour emergency preparedness training for citizen volunteers. • Communication and Administrative Support manages the implementation of departmental communication,such as assisting with Cityscape articles,KnowH2O publication,press releases, communication plans,etc.,for the various divisions within the department. Manages city council agenda items for all divisions within the department. •Engineering is responsible for the design and construction of capital improvement projects, the improvement of transportation circulation,and safety;including bike and pedestrian trails and routes. • Parks Division provides maintenance and activities for more than 540 acres of parks, greenways and natural areas.The City of Tigard provides a variety of options for recreation, while protecting the area's natural beauty and providing valuable wildlife habitat. • Parks and Recreation:Tigard recreation exists to provide healthy and diverse recreational opportunities through programs,events,parks,and natural areas,for all ages and abilities, ensuring that the City of Tigard is a desirable place to live and play. • Street Division provides routine maintenance and repair services for the city's street network and its various components. Street Division is responsible for the city's street lights and signals. •Water Division has the primary responsibility to operate,maintain,repair,and expand the water system while at the same time providing a high-quality,dependable water supply to its customers. • Stormwater Division is responsible for operating and maintaining the city's stormwater management collection system. • Sanitary Sewer Division manages and operates 167 miles of pipe in the wastewater collection system within the city limits of Tigard. PAGE 138- CITY OF TIGARD PUBLIC WORKS ADMINISTRATION BUDGET UNIT: 6000 ACCOMPLISHMENTS: FY 2015-2016: •Held the department's first Public Works Day on May 17th.The event sought to educate the community about the infrastructure and services collectively known as public works; approximately 300 people attended the free event and comments were overwhelmingly positive. •Revised,updated and migrated the department's web pages to the new city website. •Developed a public works service request method in order for citizens to report issues/problems via the city's website. •Held the 5th Annual Community Preparedness Night,adding all aspects of preparedness, increased booth and vendor participation;estimated 650 attendees during the four-hour event. •Reestablished consistent and structured emergency management quarterly training program for the year. •Completed the entire rewrite of the city's new National Incident Management System (NIMS). •Continued to reorganize the city's emergency management(EM) program including: staffing, storage,training,exercise participation at city/county/state levels and rebuilt partnering relationship with county jurisdictions,as well as private industry. •Continued to develop the CERT program to include training 40 citizens and conducted 10 Enhanced Training opportunities to active volunteers;worked with citizen lead committee on coordinating,planning,and execution of the 2nd Washington County(WC) full-scale CERT Response exercise,completed 3rd Senior CERT course for local,private senior living community graduating 15 students. •Worked with an Asante consultant and Risk Management to provide a base awareness training opportunity related to the Industrial Athlete,which is the beginning framework for a thorough hiring piece,establishing a job analysis and the right fit for the position. •Partnered with Tigard-Tualatin School District(1TSD) and the Tigard Police Department to conduct a full-scale student/parent"Reunification"drill;solicited Tigard CERT volunteers who assisted in producing a training video for Count LE and TTSD school leadership for future training. •Participants established new standardized protocols through a WC working group to conduct "Windshield Survey's"and report to local and county EOC's.The new procedures were further developed at the City of Tigard to provide real-time reporting from the field;the procedures were tested during the annual EM exercise with favorable results. •Participants established a new county standardized very high frequency(VHF) radio template through a WC/PW working group that will allow interoperability when needed during and after a significant incident impact. PUBLIC WORKS - PAGE 139 PUBLIC WORKS ADMINISTRATION BUDGET UNIT: 6000 GOALS&OBJECTIVES: FY 2016-2017: Support implementation of Tigard's Strategic Vision Goals as follows: Goal 1: Facilitate walking connections to develop an identity. • Support recreation program development and destinations for City of Tigard walking connections. • Infrastructure management between Engineering and Operations staff will be seamless. Goal 2: Ensure development advances the vision. • Support management of the Lake Oswego Tigard Water Partnership (LOTWP)projects. •Lead in the development of a space and facilities strategic plan. •Analyze and develop "Green Team" approach and identify solutions to address cross- departmental maintenance needs. •We take care of what we have well before we add more. We are forward thinking in the management of our utilities and infrastructure and poised for the next 20 years of development and growth. We have the leadership,staffing, facilities,and systems in place that show we are clearly thinking ahead. •We will consistently and efficiently deliver excellent projects and lead a Capital Improvement Program process that is seen as well connected to our master plans and vision,while maintaining a healthy dose of public involvement. • Our employees will continue to be empowered to make every effort to positively connect with our citizens in the course of their work,and will recognize that the health of our infrastructure depends on our citizens believing they are receiving excellent value for the money they spend. •We embrace sustainable practices in how we design,build and maintain the City's infrastructure. • Our vision and priorities are in line with and support the City's vision. We will look for creative ways to support the strategic plan. Goal 3:Engage the community through dynamic communication. •We are an active and integral part of the City's emergency management program and invest the time and resources each year to improve our preparedness and ability to respond. •We will have excellent public outreach methods and practices that effectively tell our story while coordinating closely with the City's communication strategy and policies. •We are a trusted and valued partner to other governmental entities and special districts. We advocate for our needs through good communication while also trying to find win-win solutions that promote the needs of all involved. We understand,value and work diligently to foster and maintain long-term collaborative relationships. PAGE 140- CITY OF TIGARD PUBLIC WORKS ADMINISTRATION BUDGET UNIT: 6000 •We work hard,we work smart, and we take the time to have fun and celebrate our successes. • Continue to engage the public with events like Public Works Day,Leaf Event,Farmers Market, Fun Runs, etc. Goal 4. Fund the vision while maintaining core services. •We take pride in a great safety record with very few time loss injuries. •We are well trained and have employees that are skilled in their professions. We engage in succession planning and continuously develop Public Works staff. • Our operation and maintenance practices meet or exceed industry and/or mandated performance standards. •We will be the first to: initiate discussion and collaboration; discuss our frustrations with the right people;work to build each other up and never undermine; and be quick to recognize excellence and address problems. •We look for ways to minimize costs while not compromising on quality. We are great stewards of the public money. •Effectively lead franchise management responsibilities transitioning from the Risk Department. •Enhance organizational systems and structure used to manage the 18 Public Works Department funds. • Continue efforts to coordinate and link information systems infrastructure. WORKLOAD MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Number of customer service requests 2,100 2,100 2,100 2,100 Number of Cityscape and KnowH2O 75 95 95 95 articles published each year Number of data features and system assets 141,145 135,471 140,000 141,700 maintained in CMMS Number of data features and system assets 174,536 169,442 170,000 172,100 maintained in Geographic Information System(GIS) Number of citizens trained in CERT 460 600 600 600 program Number of citizen training sessions in 6 6 6 6 individual and family preparedness Number of council agenda items managed 52 50 50 50 PUBLIC WORKS-PAGE 141 PUBLIC WORKS ADMINISTRATION BUDGET UNIT: 6000 EFFECTIVENESS MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Number of CERT teams maintained 8 10 10 10 through enhanced training Number of citizens trained in individual and 1,250 1,400 1,400 1,400 family preparedness Overall system asset data match between 99% 99% 99% 99% CMMS and GIS FULL-TIME EQUIVALENT POSITIONS 2013-2014 2014-2015 2015-2016 2016-2017 Public Works Director 1.00 1.00 1.00 1.00 Asst.Public Works Director 1.00 1.00 1.00 1.00 Business Manager 1.00 1.00 1.00 1.00 Confidential Office Manager 1.00 1.00 0.00 0.00 Confidential Executive Assistant 0.00 0.00 1.00 1.00 CMMS Software Specialist 1.00 1.00 1.00 1.00 Emergency Services Coordinator 1.00 1.00 1.00 1.00 Sr.Administrative Specialist 1.00 1.00 1.00 1.00 GIS Technician 1.00 1.00 1.00 1.00 Administrative Specialist II 1.20 1.20 1.00 1.00 Total FIE 9.20 9.20 9.00 9.00 P t. s Dirksen Nature Park-Within the park, natural areas will be preserved and enhanced, and a ball field and interpretive center will be constructed. The development plan will be phased in with the construction plan to include restroom and shelter,parking lot, and educational center upgrades. PAGE 142- CITY OF TIGARD PUBLIC WORKS ADMINISTRATION BUDGET UNIT: 6000 FY 2014 FY 2015 FY 2016 Budget Resource Summary 2017 2017 2017 Adopted vs. Actual Actual Revised Proposed Approved Adopted FY 16 9.20 9.20 9.00 Total FTE 9.00 9.00 9.00 433,170 430,055 474,485 51001-Salaries-Management 463,435 463,435 463,435 -2.3% 193,911 236,631 235,806 51002-Salaries-General 229,483 229,483 229,483 -2.71 1,830 0 10,680 51005-Part Time-Temporary 10,680 10,680 10,680 0.0% 1,588 2,602 3,148 51006-Overtime 3,176 3,176 3,176 0.9% 0 0 2,624 51007-Incentive Pay 2,648 2,648 2,648 0.9% 630,499 669,288 726,743 Total Personal Services-Salaries 709,422 709,422 709,422 -2.4% 8,766 7,660 3,598 52001-Unemployment 690 690 690 -80.8% 5,218 8,376 4,361 52002-Worker's Compensation 7,770 7,770 7,770 78.2%. 48,164 49,753 54,906 52003-Social Security/Medicare 52,854 52,854 52,854 -3.7% 4,534 4,842 5,200 52004-Tri-Met Tax 5,002 5,002 5,002 -3.8% 77,349 78,863 90,787 52005-Retirement 87,549 87,549 87,549 -3.6% 6,214 6,614 6,600 52007-VEBA-ER 6,600 6,600 6,600 0.0°o 764 668 3,399 52008-Life Ins/ADD/LTD 3,399 3,399 3,399 0.0% 1,946 1,859 0 52009-Long Term Disability 0 0 0 0.0% 103,646 112,157 129,358 52010-Medical/Dental/Vision 155,783 155,783 155,783 20.4°0 12,028 13,008 0 52011-Dental Benefits 0 0 0 0.0°° O 0 3,000 52012-Accrued Vacation 3,000 3,000 3,000 0.0°-a 268,629 283,801 301,209 Total Personal Services-Benefits 322,647 322,647 322,647 7.1°° 11,522 9,715 20,000 53001-Office Supplies 20,000 20,000 20,000 0.0% 106 3,068 500 53002-Small Tools&Equipment 500 500 500 0.0°0 2,177 1,493 3,000 53003-Fuel 2,500 2,500 2,500 -16.7°!° O 0 0 53004-Books&Circulation Materials 0 0 0 0.0°o 13,805 14,276 23,500 Total Supplies 23,000 23,000 23,000 -2.1% 50,129 44,608 62,029 54001-Professional/Contractual Services 62,029 62,029 62,029 0.0°'° 512 4,223 6,000 54003-Legal Fees 6,000 6,000 6,000 0.0°0 5,000 10,000 5,000 54006-Software License and Maintenance 5,000 5,000 5,000 0.0% O 0 0 54101-R&M-Facilities 0 0 0 0.0% 692 76 4,000 54113-R&M-Vehicles 2,500 2,500 2,500 -37.5% O 0 1,500 54114-R&M-Office Equipment 1,500 1,500 1,500 0.0% 11,146 13,207 13,192 54205-Utilites-Phone/Pager/Cells 13,192 13,192 13,192 0.0% 230 1,410 1,400 54300-Advertising&Publicity 1,400 1,400 1,400 0.0% 725 1,114 610 54301-Fees and Charges 610 610 610 0.0% 35,648 34,852 53,752 54302-Dues&Subscriptions 53,752 53,752 53,752 0.0% 9,533 4,892 7,175 54303-Travel and Training 7,175 7,175 7,175 0.0% 23,756 31,464 46,331 54311-Special Department Expenses 46,331 46,331 46,331 0.0% 137,371 145,846 200,989 Total Services 199,489 199,489 199,489 -0.7% 29,168 0 0 56003-Vehicles 0 0 0 0.0% 4,471 16,914 67,000 56004-Computer Hardware and Software 67,000 67,000 67,000 0.0% 33,639 16,914 67,000 Total Capital Improvement 67,000 67,000 67,000 0.0°% PUBLIC WORKS - PAGE 143 PUBLIC WORKS ADMINISTRATION BUDGET UNIT: 6000 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 44,417 43,147 58,633 58100-Indirect Charges-City Management 94,664 94,664 94,664 61.5°o 33,430 32,951 33,858 58110-Indirect Charges-Human Resources 27,648 27,648 27,648 -18.3% 15,930 15,187 15,836 58120-Indirect Charges-Risk Management 15,368 15,368 15,368 -3.0"o 14,683 14,983 13,885 58130-Indirect Charges-Office Services 16,008 16,008 16,008 15.3% 20,410 26,719 29,854 58150-Indirect Charges-Records 64,687 64,687 64,687 116.7% 781 762 1,381 58200-Indirect Charges-Finance 1,794 1,794 1,794 29.9% Administration 25,819 27,382 28,792 58210-Indirect Charges-Financial Operations 24,818 24,818 24,818 -13.8% 103,357 120,209 139,749 58230-Indirect Charges-Technology 134,801 134,801 134,801 -3.5°6 5,940 5,433 12,874 58250-Indirect Charges-Contracts and 11,244 11,244 11,244 -12.7°6 Purchasing 1,147 430 1,231 58630-Indirect Charges-Fleet Maintenance 79 79 79 -93.13% 129,995 139,675 135,079 58640-Indirect Charges-Property 105,038 105,038 105,038 -22.2% 395,909 426,880 471,172 Total Internal Services 496,149 496,149 496,149 5.3% 1,479,852 1,790,613 Total Public Works Administration 1,817,707 1,817,707 1,817,707 - \ r , -�._. " -- - ✓t yy; _ __- - h ✓ ..n. _ - _____ 8777 +nfTfparcT Com• Iss l T 1 L--'1 �,t,'1• _ • �_Z� _� -7,-BE -T- 1 I -I T� T :+l PAGE 144- CITY OF TIGARD PARKS & RECREATION BUDGET UNIT: 6150 PROGRAM DESCRIPTION: The Parks and Recreation Division maintains safe,clean parks and open space, and continues to provide a variety of outdoor recreational opportunities to the growing Tigard community. Park facilities are maintained to a standard that fosters and encourages their use. As park facilities are added and upgraded,the division's maintenance responsibilities increase. PROGRAM RESULTS: The Parks and Recreation Division ensure the city's park and open space system: •Is safe,clean and well maintained. •Is aesthetically pleasing and hospitable to users. •Expands through the purchase of additional park/ open space properties. •Provides increased outdoor recreational opportunities for the community. ACCOMPLISHMENTS: FY 2015-2016: • Continued implementation of Park System Master Plan and Greenway Trails Master Plan including land acquisition (1"1 SD IG A,Lasich) and development through use of park bond funds,park SDCs,and outside funding sources. • Completed construction of new Summerlake restroom building. •Moved Parks Division operations from old Ash Avenue yard to leased space on Ash and Burnham. •Moved Ash Avenue Dog Park to facilitate development. • Started oak savannah restoration at Dirksen Nature Park. •Purchased equipment and finished playground construction at Senn Park. • Supported events including the Tigard Festival of Balloons, fund-raising runs, soccer and baseball league practice and tournaments,etc. •Hired a Recreation Coordinator in December,2015 to start the first city sponsored recreation program. • Created a mission statement for Tigard Recreation. • Created an internship program for Tigard Recreation. PUBLIC WORKS - PAGE 145 PARKS & RECREATION BUDGET UNIT: 6150 •Developed criteria for the grants and scholarships for recreation. •Worked as a stakeholder with Community Development on planning the River Terrace park and trail designs,public improvement design standards,and funding strategies. •Identified needs and collected information to assist the Park and Recreation Advisory Board and the City Council in meeting their respective goals, such as land acquisition and development, and funding future maintenance. •Continued to identify new methods to improve and manage open spaces. •Fully implemented Computerized Maintenance Management Systems (CMMS) to better track work order performance,maintenance tasks,asset data,and identify staffing and maintenance needs. •Started a new Park Utility Fee system to help fund park and open space maintenance. GOALS&OBJECTIVES: FY 2016-2017: •Park Development: continue implementation of Park System Master Plan and Greenway Trails Master Plan including land acquisition and development through use of park bond funds,park SDCs,and outside funding sources. •Use established standards and CMMS work load tracking to calculate staffing and maintenance needs for the new acquisitions including trails,open space and developed parks. •Identify needs and collect information that will help the Park and Recreation Advisory Board and the City Council meet their respective goals,such as land acquisition,development,and maintenance funding. •Develop interpretive signage for the Fanno Creek Trail in cooperation with the Intertwine and continue signage upgrades onto other trail systems. •Work with Community Development personnel to review and track park,trail,and open space designs submitted by developers in River Terrace. •Recreation department will host or sponsor five special events. •Create digital and hard copy of a city wide activity guide for fall/winter and spring/summer. •Create useful ways to incorporate the recreation finder and our website. •Expand current park reservation program to take class and event registrations,track&collect data(for future marketing potential) and collect revenue. PAGE 146- CITY OF TIGARD PARKS & RECREATION BUDGET UNIT: 6150 • Partner with the Tigard school district to offer after school programs. •Develop recommendations for a room reservation system throughout the city where recreation programs, citizens, and city employees can reserve city room spaces. • Create a catalog of Tigard events past, future,and present. •Develop business liaisons and contacts to help find advertisers for future funding of the guide. WORKLOAD MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Acres of open space under stewardship of 247 247 247 252 the division Acres of park land managed(developed and 248 269 301 301 undeveloped) Annual number of hours of shelter 3,246 4,099 4,200 4,200 reservations Annual number of hours of sports fields 6,552 10,563 10,600 10,600 reserved Estimated park acres purchased using parks 6 0 28 0 and open space bond funds Miles of pedestrian paths 12 13.8 13.9 14 inspected/maintained weekly Number of playground areas meeting 14 15 16 16 ASTM standard inspected weekly Number of sports fields renovated three 9 9 9 10 times per year EFFECTIVENESS MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Acres of community parks under city 3.5 3.5 4.0 4.0 stewardship/ 1,000 residents (Goal:3.0 acres/1,000 residents) Acres of linear parks under city 1.05 1.05 1.05 1.1 stewardship/ 1,000 residents (Goal: 1.25 acres/1,000 residents) Acres of neighborhood parks under city 1.0 0.97 1.1 1.1 stewardship/ 1,000 residents (Goal=1.5 acres/1,000 residents) Acres of open space under city 5.0 4.95 4.95 5.0 stewardship/ 1,000 residents (Goal:4.25 acres/1,000 residents) Playgrounds that meet ASTM Standards (°10) 93% 93% 100% 100% PUBLIC WORKS - PAGE 147 PARKS & RECREATION BUDGET UNIT: 6150 FULL-TIME EQUIVALENT POSITIONS 2013-2014 2014-2015 2015-2016 2016-2017 Admin Specialist II 0.00 0.00 0.00 0.50 Environmental Program Coordinator 1.00 1.00 1.00 1.00 Parks&Recreation Manager 0.75 0.75 0.67 0.67 Parks Supervisor 1.00 1.00 1.00 1.00 Recreation Coordinator 0.00 0.00 1.00 1.00 Sr Utility Worker 2.00 2.00 2.00 2.00 Utility Worker I 0.00 1.00 0.00 0.00 Utility Worker II 5.00 5.00 6.00 6.00 Total FIE 9.75 10.75 11.67 12.17 e. ti e ' 1611 li 1 94i . _ e^r" r.• • J P"^ ig 1 - . , ri y p nr "m • love _ -• • m n - .� II Ai_.. . i_ _ ___ .,. Woodard Park in Tigard, Oregon PAGE 148- CITY OF TIGARD PARKS & RECREATION BUDGET UNIT: 6150 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary proposed Approved Adopted FY 16 11.67 Total FTE 11.67 11.67 12.17 O 0 145,466 51001-Salaries-Management 239,311 239,311 239,311 64.5% O 0 594,531 51002-Salaries-General 500,696 500,696 500,696 -15.8% 0 0 0 51004-Part Time-Regular 0 0 21,046 100.0% O 0 151,831 51005-Part Time-Temporary 160,297 160,297 173,463 14.2% O 0 12,588 51006-Overtime 12,701 12,701 12,701 0.9% O 0 904,416 Total Personal Services-Salaries 913,005 913,005 947,217 4.7% 0 0 4,526 52001-Unemployment 875 875 943 -79.2% O 0 23,874 52002-Worker's Compensation 23,755 23,755 23,885 0.0% O 0 69,161 52003-Social Security/Medicare 67,061 67,061 69,678 0.7% O 0 6,550 52004-Tri-Met Tax 6,345 6,345 6,593 0.7% 0 0 81,274 52005-Retirement 78,274 78,274 78,905 -2.9% O 0 10,002 52007-VEBA-ER 9,702 9,702 10,152 1.5% O 0 2,747 52008-Life Ins/ADD/LTD 3,092 3,092 4,082 48.6% O 0 0 52009-Long Term Disability 0 0 0 0.0% O 0 176,015 52010-Medical/Dental/Vision 193,326 193,326 200,526 13.9% O 0 0 52011-Dental Benefits 13,142 13,142 13,142 100.0% 0 0 374,149 Total Personal Services-Benefits 395,572 395,572 407,906 9.0% O 0 800 53001-Office Supplies 800 800 800 0.0% O 0 6,350 53002-Small Tools&Equipment 6,350 6,350 6,350 0.0% 0 0 30,494 53003-Fuel 35,000 35,000 35,000 14.8° O 0 37,644 Total Supplies 42,150 42,150 42,150 12.0°s O 0 112,675 54001-Professional/Contractual Services 99,485 184,485 227,939 102.3% O 0 2,000 54003-Legal Fees 2,000 2,000 2,000 0.0°% 0 0 76,612 54007-Parks and Recreation 76,612 76,612 76,612 0.0% O 0 5,200 54101-R&M-Facilities 5,600 5,600 5,600 7.7°!o O 0 94,800 54105-R&M-Grounds 94,800 94,800 94,800 0.0% O 0 35,000 54113-R&M-Vehicles 40,000 40,000 40,000 14.3% O 0 25,185 54201-Utilities-Electric 25,185 25,185 25,185 0.0°1. 0 0 192,500 54202-Utilities-Water/Sewer/SWM 192,400 192,400 192,400 -0.1°d O 0 6,120 54205-Utilites-Phone/Pager/Cells 6,120 6,120 6,120 0.0% O 0 300 54300-Advertising&Publicity 300 300 300 0.0°% O 0 1,046 54301-Fees and Charges 1,046 1,046 1,046 0.0% 0 0 2,200 54302-Dues&Subscriptions 2,200 2,200 2,200 0.0% 0 0 3,200 54303-Travel and Training 3,200 3,200 3,200 0.0% O 0 6,250 54309-Rents and Leases 6,250 6,250 6,250 0.0°0 O 0 4,700 54311-Special Department Expenses 4,700 4,700 14,700 212.8°%o 0 0 567,788 Total Services 559,898 644,898 698,352 23.0% 0 0 15,000 56001-Land 15,000 15,000 15,000 0.0% O 0 0 56003-Vehicles 0 0 0 0.0°.x° O 0 34,000 56006-Equipment 64,000 64,000 64,000 88.2% 0 0 49,000 Total Capital Improvement 79,000 79,000 79,000 61.2% PUBLIC WORKS - PAGE 149 PARKS AND RECREATION BUDGET UNIT: 6150 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 O 0 37,812 58100-Indirect Charges-City Management 48,353 48,353 48,353 27.9% O 0 40,141 58110-Indirect Charges-Human Resources 38,344 38,344 38,344 -4.5"% O 0 42,564 58120-Indirect Charges-Risk Management 45,218 45,218 45,218 6.2% O 0 9,652 58130-Indirect Charges-Office Services 11,090 11,090 11,090 14.9% O 0 1,724 58200-Indirect Charges-Finance 2,508 2,508 2,508 45.5% Administration O 0 32,480 58210-Indirect Charges-Financial Operations 37,637 37,637 37,637 15.9°r O 0 44,044 58230-Indirect Charges-Technology 51,549 51,549 51,549 17.0% O 0 8,574 58250-Indirect Charges-Contracts and 11,303 11,303 11,303 31.8% Purchasing 0 0 29,118 58630-Indirect Charges-Fleet Maintenance 35,753 35,753 35,753 22.8 O 0 24,308 58640-Indirect Charges-Property 4,202 4,202 4,202 -82.7°o O 0 270,411' Total Internal Services 285,957 285,957 285,957 5.7% 0 2,203,414 Dial Parks and Recreation 2,275,582 2,360,582 2,460,582 11.7% R a• I C .i.:'-,!;40-'''',. t 'ry R_ .-_ �,'. _f- lIdsh \F ,r ,1i ?�4.- " s .-it; iit - hi 11C',i` r y orfs ' ,f R R* - l�,d • Itst F. - '- 4 :-111:114-./,-; .Y +T.r Wiz- 4 il c' '� r "'"-sW)-• � s 4 #1 - , ca- �� : 74-2..',_,...i_/s fir.! 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PAGE 150- CITY OF TIGARD PARKS AND GROUNDS-HISTORICAL BUDGET UNIT: 6100 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 9.75 10.75 0.00 Total FTE 0.00 0.00 0.00 143,993 145,611 0 51001-Salaries-Management 0 0 0 0.0% 397,603 488,377 0 51002-Salaries-General 0 0 0 0.0°n 116,360 105,740 0 51005-Part Time-Temporary 0 0 0 0.0% 14,029 -5,620 0 51006-Overtime 0 0 0 0o% 671,985 734,108 0 Total Personal Services-Salaries 0 0 0 0.0% 9,343 8,541 0 52001-Unemployment 0 0 0 0.0% 17,674 25,862 0 52002-Worker's Compensation 0 0 0 0.0% 50,839 56,710 0 52003-Social Security/Medicare 0 0 0 0.0% 4,839 5,473 0 52004-Tri-Met Tax 0 0 0 0.0% 58,521 66,559 0 52005-Retirement 0 0 0 0.0% 7,620 9,162 0 52007-VEBA-ER 0 0 0 0.0% 551 631 0 52008-Life Ins/ADD/LTD 0 0 0 0.0°o 1,491 1,654 0 52009-Long Term Disability 0 0 0 OA°o 119,632 135,193 0 52010-Medical/Dental/Vision 0 0 0 0.0°o 14,097 15,912 0 52011-Dental Benefits 0 0 0 0.0% 284,607 325,697 0 Total Personal Services-Benefits 0 0 0 O.0% 212 184 0 53001-Office Supplies 0 0 0 0.0°n 4,410 7,265 0 53002-Small Tools&Equipment 0 0 0 0.0°o 31,773 26,102 0 53003-Fuel 0 0 0 0.0°n 36,395 33,551 0 Total Supplies 0 0 0 0.0% 91,527 79,829 0 54001-Professional/Contractual Services 0 0 0 0.0°o 3,303 2,317 0 54003-Legal Fees 0 0 0 0.0°o 6,400 54,075 0 54007-Parks and Recreation 0 0 0 0.0°n 2,514 3,102 0 54101-R&M-Facilities 0 0 0 0.0% 81,483 63,340 0 54105-R&M-Grounds 0 0 0 0.0% 39,158 34,366 0 54113-R&M-Vehicles 0 0 0 0.0% 0 67 0 54114-R&M-Office Equipment 0 0 0 0.0% 1,732 12,605 0 54201-Utilities-Electric 0 0 0 0.0% 6,863 111,126 0 54202-Utilities-Water/Sewer/SWM 0 0 0 0.0% 5,254 5,562 0 54205-Utilites-Phone/Pager/Cells 0 0 0 0.0% 101 101 0 54300-Advertising&Publicity 0 0 0 0.0% 101 2,430 0 54301-Fees and Charges 0 0 0 0.0% 1,140 2,845 0 54302-Dues&Subscriptions 0 0 0 0.0°o 3,183 3,716 0 54303-Travel and Training 0 0 0 0.0°n 2,289 4,668 0 54309-Rents and Leases 0 0 0 0.0°o 4,281 3,730 0 54311-Special Department Expenses 0 0 0 0.0% 249,329 383,879 0 Total Services 0 0 0 0.0% 3,048 0 0 56002-Buildings&Improvements 0 0 0 0.0% 5,805 0 0 56003-Vehicles 0 0 0 0.0% 26,510 10,781 0 56006-Equipment 0 0 0 0.0% 35,363 10,781 0 Total Capital Improvement 0 0 0 OA% PUBLIC WORKS-PAGE 151 PARKS AND GROUNDS—HISTORICAL BUDGET UNIT: 6100 - FY 2014 FY 2015 FY 2016 Budget Resource Summary 2017 2017 2017 Adopted vs. Actual Actual Revised Proposed Approved Adopted FY 16 22,605 24,049 0 58100-Indirect Charges-City Management 0 0 0 0.0°'0 35,428 34,921 0 58110-Indirect Charges-Human Resources 0 0 0 0.0% 39,021 37,922 0 58120-Indirect Charges-Risk Management 0 0 0 0.0% 10,105 9,365 0 58130-Indirect Charges-Office Services 0 0 0 0.0% 294 0 0 58150-Indirect Charges-Records 0 0 0 0.0% 803 973 0 58200-Indirect Charges-Finance 0 0 0 0 o% Administration 32,198 29,281 0 58210-Indirect Charges-Financial Operations 0 0 0 0.0% 35,554 44,967 0 58230-Indirect Charges-Technology 0 0 0 0.0°0 10,379 6,378 0 58250-Indirect Charges-Contracts and 0 0 0 0.0% Purchasing 22,344 18,351 0 58630-Indirect Charges-Fleet Maintenance 0 0 0 0.0°'o 49,437 53,118 0 58640-Indirect Charges-Property 0 0 0 0.0% 258,168 259,324 0 Total Internal Services 0 0 0 0.0% 1,535,847 „4" Total Parks and Grounds 16 For FY 2016, the budget committee approved the creation of a Parks Utility Fund which takes the place of the Parks and Grounds Fund. This report is showing historical data from previous years. PAGE 152- CITY OF TIGARD STREET MAINTENANCE BUDGET UNIT: 6200 PROGRAM DESCRIPTION: The Street Maintenance Division provides routine maintenance and repair services for the city's street network and its various components. There are many activities and programs managed in this division including the following: •Pavement preservation and patching in coordination with the Pavement Management Program (PMP) •Street and traffic signs •Guardrails and barricades •Off-street bicycle paths •Pavement markings •Snow and ice management •Oversight of the right of way maintenance program •Oversight of a right of way mowing contract •Oversight of the free street tree program •Oversight of the adopt-a-street program PROGRAM RESULTS: The various street maintenance programs result in a transportation system that is safe and aesthetically pleasing for pedestrians,bicyclists and the motoring public. ACCOMPLISHMENTS: FY 2015-2016: •Completed all dig out repairs prior to PMMP and from other divisions. 1,609 SY total. •Operated a transportation system in cooperation with the city's transportation planning, maintenance and improvement programs that is safe for pedestrians,bicyclists and the motoring public. •Provided outstanding service to internal and external customers. •Continued to manage the right of way maintenance program with funds received from the street maintenance fee. PUBLIC WORKS - PAGE 153 STREET MAINTENANCE BUDGET UNIT: 6200 •Managed the street sweeping,ROW mowing,Adopt-a-Street,and street tree programs. •Completed several Strategic Plan LQC projects,including: 135th sidewalk,Atlanta/Haines sidewalk,Oak Way path,North Dakota sidewalk. •Moved the entire Streets division to a new location. Offices,equipment,materials, sign shop, vehicles, supplies. •Assisted with building a new Public Works bulk storage facility at the Hunziker location. •Refreshed thermoplastic markings in all school zones as needed. •Installed 10 bike racks,8 benches,20 pieces of art, 16 banners, 2 bike fix-it stations for the Tigard Downtown. •Performed paving repairs at the library and PW parking lot prior to seal coating. GOALS&OBJECTIVES: FY 2016-2017: •Complete all dig out repairs prior to PMMP and from other divisions. 3,000 SY total. •Operate a transportation system in cooperation with the city's transportation planning, maintenance and improvement programs that is safe for pedestrians,bicyclists and the motoring public. •Provide outstanding service to internal and external customers. •Continue to manage the right of way maintenance program with funds received from the street maintenance fee. •Manage the ROW mowing,Adopt-a-Street,and street tree programs. WORKLOAD MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Number of right of ways improved 3 4 4 5 Number of right of ways maintained 35 40 44 49 Number of street trees planted 24 40 45 50 Freshen street markings in sections 5 5 5 5 Dig-out pothole repairs (square yards) 3,425 1,870 1,609 3,000 PAGE 154- CITY OF TIGARD STREET MAINTENANCE BUDGET UNIT: 6200 EFFECTIVENESS MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Number of complaints regarding high 5 5 5 5 weeds and grass obstructing visibility Number of complaints regarding street 10 10 10 10 conditions Overall Pavement Condition Index (PCI) of 70.0 70.5 70.5 71 street system (Goal:meet or exceed 67.0 PCI) FULL-TIME EQUIVALENT POSITIONS 2013-2014 2014-2015 2015-2016 2016-2017 Park&Recreation Manager 0.25 0.25 0.33 0.33 Street Supervisor 1.00 1.00 1.00 1.00 Senior Utility Worker 1.00 1.00 1.00 1.00 Utility Worker II 5.00 5.00 4.00 5.00 Total FTE 7.25 7.25 6.33 7.33 WW ' SW rnham st ''45w 93 ," �s4 *. YALLEN Gi 4!! EFFRE 1 ;;;;lggg I I ' -.._ , , .1, , ,.w..L .0 , , : .x :„ _,.. ; ASIAN DECOR ARTIFACTS OR poiiill 1 _ . „.,, . r , I The intersection of Burnham and Main is in the center of downtown Tigard. PUBLIC WORKS - PAGE 155 STREET MAINTENANCE BUDGET UNIT: 6200 FY 2014 FY 2015 FY 2016 Budget Resource Summary 2017 2017 2017 Adopted vs. Actual Actual Revised Proposed Approved Adopted FY 16 7.25 7.25 6.33 Total FTE 7.33 7.33 7.33 96,873 97,963 111,069 51001-Salaries-Management 107,914 107,914 107,914 -2.8% 270,661 245,114 297,469 51002-Salaries-General 314,747 314,747 314,747 5.8% 4,059 1,139 8,392 51006-Overtime 8,468 8,468 8,468 0.9% 371,593 344,216 416,930 Total Personal Services-Salaries 431,129 431,129 431,129 3.4% 5,176 3,950 2,087 52001-Unemployment 431 431 431 -79.3% 16,833 19,750 18,039 52002-Worker's Compensation 17,396 17,396 17,396 -3.6% 28,152 25,717 31,898 52003-Social Security/Medicare 32,980 32,980 32,980 3.4% 2,675 2,493 3,021 52004-Tri-Met Tax 3,122 3,122 3,122 3.3% 41,058 38,397 46,137 52005-Retirement 46,581 46,581 46,581 1.0% 5,250 4,575 5,298 52009-VEBA-ER 6,198 6,198 6,198 17.0 331 292 1,636 52008-Life Ins/ADD/LTD 1,822 1,822 1,822 11.4% 1,016 915 0 52009-Long Term Disability 0 0 0 0.0% 83,202 87,297 111,856 52010-Medical/Dental/Vision 131,610 131,610 131,610 17.7% 9,024 9,427 0 52011-Dental Benefits 0 0 0 0.0% 192,717 192,813 219,972 Total Personal Services-Benefits 240,140 240,140 240,140 9.2% 74 80 250 53001-Office Supplies 250 250 250 0.0% 6,141 3,033 5,960 53002-Small Tools&Equipment 5,960 5,960 5,960 0.0% 13,585 8,347 30,000 53003-Fuel 20,000 20,000 20,000 -33.3% 19,800 11,460 36,210 Total Supplies 26,210 26,210 26,210 -27.6% 149,571 200,549 239,268 54001-Professional/Contractual Services 285,268 285,268 285,268 19.2% O 197 1,000 54003-Legal Fees 1,000 1,000 1,000 0.0% 78,987 60,426 131,036 54101-R&M-Facilities 131,036 131,036 131,036 0.0% 28,129 8,655 26,000 54113-R&M-Vehicles 26,000 26,000 26,000 0.0% 6,168 10,615 24,637 54202-Utilities-Water/Sewer/SWM 24,637 24,637 24,637 0.0% 3,960 5,462 6,480 54205-Utilites-Phone/Pager/Cells 6,480 6,480 6,480 0.0% 101 0 300 54300-Advertising&Publicity 300 300 300 0.0% 142 0 300 54302-Dues&Subscriptions 300 300 300 0.0% 2,236 986 2,470 54303-Travel and Training 2,470 2,470 2,470 0.0% O 2,701 2,800 54306-Credit Card Fees 2,800 2,800 2,800 0.0% O 0 1,000 54308-Property Damage 1,000 1,000 1,000 0.0% O 570 11,000 54309-Rents and Leases 11,000 11,000 11,000 0.0% 1,511 1,062 2,000 54311-Special Department Expenses 2,000 2,000 2,000 0.0% 270,805 291,222 448,291 Total Services 494,291 494,291 494,291 10.3% O 0 0 56003-Vehicles 25,000 25,000 25,000 100.0% 22,503 3,670 0 56004-Computer Hardware and Software 0 0 0 0.0% 22,503 3,670 0 Total Capital Improvement 25,000 25,000 25,000 100.0% PAGE 156- CITY OF TIGARD STREET MAINTENANCE BUDGET UNIT: 6200 FY 2014 FY 2015 FY 2016 Budget Resource Summary 2017 2017 2017 Adopted vs. Actual Actual Revised Proposed Approved Adopted FY 16 212,850 191,266 186,425 58000-Interdepartmental Costs 176,231 176,231 176,231 -5.5°0 17,526 17,595 20,543 58100-Indirect Charges-City Management 31,180 31,180 31,180 51.8°.0 26,344 25,966 23,813 58110-Indirect Charges-Human Resources 24,084 24,084 24,084 1.1°%0 32,242 39,818 40,529 58120-Indirect Charges-Risk Management 40,948 40,948 40,948 1.0% 3,382 3,223 3,546 58130-Indirect Charges-Office Services 3,788 3,788 3,788 6.8°i° 378 0 0 58150-Indirect Charges-Records 0 0 0 0.0% 1,032 667 1,194 58200-Indirect Charges-Finance 2,729 2,729 2,729 128.6°/n Administration 23,230 24,467 24,030 58210-Indirect Charges-Financial Operations 26,450 26,450 26,450 10.1% 13,398 19,627 16,791 58230-Indirect Charges-Technology 25,578 25,578 25,578 52.3°o 15,242 3,433 8,996 58250-Indirect Charges-Contracts and 9,500 9,500 9,500 5.6°x° Purchasing 11,401 11,713 14,610 58630-Indirect Charges-Fleet Maintenance 9,004 9,004 9,004 -38.4°%° 54,537 58,597 29,751 58640-Indirect Charges-Property 0 0 0 -100.0°% 411,562 396,371 370,228 Total Internal Services 349,492 349,492 349,492 -5.6°% 1,288,980 Total Street Maintenance • -'11.14"'"' N. ',..iiii Ft° * _414',` ''4: ' } �' City workers install a crosswalk on - L�j a street with high foot traffic ')4f- . -V grAcri.:10.1V111116.1e IF PUBLIC WORKS - PAGE 157 PW ENGINEERING BUDGET UNIT: 6250 PROGRAM DESCRIPTION: The Engineering Division provides professional services within the city in two key areas: public capital project delivery and development related infrastructure permitting. Services provided include project management,design,plan review,construction oversight,inspection,environmental permitting coordination,and public infrastructure standards development. PROGRAM RESULTS: The Engineering Division ensures the city's Capital Improvement Plan(CIP)is delivered in an efficient and cost-effective manner. The Division also ensures that private development projects are constructed such that new public infrastructure meets or exceeds city standards. ACCOMPLISHMENTS: FY 2015-2016: •Pavement Management Program: During the summer of 2015,completed 3 street miles of pavement overlays and 15 street miles of crack sealing. This represents approximately 12%of city streets. •Issued 200 Public Facilities Infrastructure permits for development projects and conducted plan reviews and inspections for those projects. •Implemented use of new public improvement design standards for stormwater in River Terrace. Reviewed plans for 7 regional stormwater pond facilities and associated community amenity elements. •Led or assisted in preparation of 7 grant applications to support infrastructure and park development from sources including Metro,Clean Water Services,the federal Economic Development Agency,Oregon State Parks,and ODOT. •Prepared monthly CIP project management reports sharing up-to-date project status,budget and schedule information citywide. •Managed a repair process for the North Dakota Bridge that resulted in re-opening the bridge only 7 weeks after closure was mandated for structural safety reasons. The re-opened bridge includes a new pedestrian walkway addition. Additionally submitted a grant application to ODOT for permanent bridge replacement funding;this has been ranked as highest priority by ODOT staff. •Managed 29 planning,design and construction projects that included the following results: -New reservoir,pump station and transmission piping to allow for delivery of drinking water from the Lake Oswego—Tigard Water Partnership project. -Improvements at Dirksen Nature Park: remodeled education center building,improved parking lot,and began the first round of measures to restore the Oak Savanna. PAGE 158- CITY OF TIGARD PW ENGINEERING BUDGET UNIT: 6250 -New sanitary sewer line in Barrows Road (designed and built as a partnership with Clean Water Services and City of Beaverton) to serve new development in River Terrace and South Cooper Mountain areas. -Repairs,painting,re-landscaping,and addition of a programmable information sign at the City Hall/Permit Center buildings. -Preliminary design of a new street connection from Him7iker to Tech Center Drive. GOALS&OBJECTIVES: FY 2016-2017: Support implementation of Tigard's Strategic Vision Goals as follows: Goal 1: Facilitate walking connections to develop an identity. •Support strategic creation of trail, sidewalk and crossing improvements and connections. •Support development and implementation of greenway system best management practices and improvement projects. •Promote infrastructure design that is visually appealing as well as functional,that helps create a unique,vibrant identity for the city. Goal 2: Ensure development advances the vision. •Continue to encourage and permit development projects that incorporate appropriate and sustainable bike,pedestrian and other community amenities into public infrastructure. •Customer phone calls and inspection requests responded to within 24 hours of contact(during the work week). Goal 3:Engage the community through dynamic communication. •Develop and implement stakeholder communication plans for capital projects. •Continue to produce weekly construction project activity reports for internal and public distribution. •Provide timely,professional and courteous responses to public inquiries and issues. Goal 4: Fund the vision while maintaining core services. •Actively participate in targeting and applying for grant funding for public projects that support the Strategic Vision. •Actively and efficiently manage capital projects with an eye to scope, schedule and costs, resulting in long term beneficial public assets. •Manage strategic planning for city facilities that will efficiently and effectively support provision of services to city customers into the future. PUBLIC WORKS - PAGE 159 PW ENGINEERING BUDGET UNIT: 6250 •Provide timely infrastructure data to Public Works Operations. • Continue to work with Public Works Operations staff to ensure that long-term maintainability is considered during infrastructure design. WORKLOAD MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Public Facility Permits (PFIs)issued 90 166 200 200 Customers served by Engineering Division 424 445 450 450 staff at the Permit Counter Number of Capital Improvement Plan NA 36 29 29 projects managed by Engineering Division Pavement Management Program Overall $1,660,000 $1,800,000 $1,900,000 $1,985,000 Dollars Invested Per year Pavement Management Program street 28 20 18 20 miles maintained Average number of CIP projects per Project NA 7 6.0 NA Manager Pavement Management Program Miles of 4 3.5 3.5 NA Overlay Per Year Pavement Management Program Miles of 14 0 0 NA Slurry Seal Per Year EFFECTIVENESS MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Overall Pavement Condition Index (PCI) of 70.0 70.3 70.3 70.3% Street System: (Goal,based upon Council approval of SMF increase in January 2010, is to meet or exceed a PCI of 67.0) Capital Improvement Plan projects NA NA 100% 100% managed by the Engineering Division for which percent spent of the approved total project budget does not exceed the project percent complete by more than 5% PAGE 160- CITY OF TIGARD PW ENGINEERING BUDGET UNIT: 6250 FULL-TIME EQUIVALENT POSITIONS 2013-2014 2014-2015 2015-2016 2016-2017 City Engineer 1.00 1.00 1.00 1.00 Assistant City Engineer 1.00 1.00 1.00 1.00 Senior Project Engineer 2.00 3.00 3.00 3.00 Project Engineer 1.00 1.00 1.00 1.00 Project Coordinator 0.00 2.00 2.00 2.00 Senior Engineering Technician 4.00 4.00 4.00 4.00 Engineering Technician II 0.00 0.00 1.00 2.00 Engineering Technician I 1.00 1.00 1.00 0.00 Management Analyst 0.00 0.00 1.00 1.00 Administrative Specialist II 0.00 0.00 1.00 1.00 Environmental Program Coordinator 1.00 0.00 0.00 0.00 Engineering Inspection Supervisor 1.00 0.00 0.00 0.00 Senior Administrative Specialist 1.00 1.00 0.00 0.00 Total FTE 13.00 14.00 16.00 16.00 PUBLIC WORKS-PAGE 161 PW ENGINEERING BUDGET UNIT: 6250 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary proposed Approved Adopted FY 16 1300 14.00 16.00 Total FTE 16.00 16.00 16.00 543,310 560,643 606,679 51001-Salaries-Management 627,978 627,978 627,978 3.5°x° 523,677 539,325 558,450 51002-Salaries-General 580,351 580,351 580,351 3.9% 8,470 10,302 7,344 51006-Overtime 7,410 7,410 7,410 0.9% 1,075,457 1,110,270 1,172,473 Total Personal Services-Salaries 1,215,739 1,215,739 1,215,739 3.7% 14,960 12,851 5,878 52001-Unemployment 1,207 1,207 1,207 -79.5% 13,867 16,393 17,009 52002-Worker's Compensation 15,910 15,910 15,910 -6.5% 81,055 82,547 89,848 52003-Social Security/Medicare 92,376 92,376 92,376 2.8°% 7,735 8,114 8,482 52004-Tri-Met Tax 8,741 8,741 8,741 3.1% 125,972 126,484 141,786 52005-Retirement 145,839 145,839 145,839 2.9% 10,800 10,350 10,800 52007-VEBA-ER 12,300 12,300 12,300 13.9% 977 891 4,674 52008-Life Ins/ADD/LTD 5,391 5,391 5,391 15.3°'l 2,984 2,548 0 52009-Long Term Disability 0 0 0 0.0% 198,390 177,145 224,291 52010-Medical/Dental/Vision 232,897 232,897 232,897 3.8% 25,155 22,515 0 52011-Dental Benefits 0 0 0 0.0% O 0 2,796 52012-Accrued Vacation 2,796 2,796 2,796 0.0% 481,895 459,838 505,564 Total Personal Services-Benefits 517,457 517,457 517,457 2.4°s 4,114 3,311 9,350 53001-Office Supplies 8,000 8,000 8,000 -14.4% 3,309 7,929 5,378 53002-Small Tools&Equipment 6,000 6,000 6,000 11.6°%° 6,740 4,818 8,319 53003-Fuel 8,000 8,000 8,000 -3.8% 14,163 16,058 23,047 Total Supplies 22,000 22,000 22,000 -4.5°% 36,688 393,803 91,651 54001-Professional/Contractual Services 241,000 241,000 241,000 163.0% 13,634 1,951 4,000 54003-Legal Fees 4,000 4,000 4,000 0.0% 7,720 4,278 16,082 54006-Software License and Maintenance 16,000 16,000 16,000 -0.5% 3,044 1,946 7,875 54113-R&M-Vehicles 7,000 7,000 7,000 -11.1°s O 0 2,000 54114-R&M-Office Equipment 1,000 1,000 1,000 -50.0°'0 6,131 8,062 5,820 54205-Utilites-Phone/Pager/Cells 9,000 9,000 9,000 54.6% O 25 0 54300-Advertising&Publicity 0 0 0 0.0°'° O 0 1,500 54301-Fees and Charges 0 0 0 -100.0% 2,285 1,035 2,140 54302-Dues&Subscriptions 3,000 3,000 3,000 40.2% 8,152 6,816 10,271 54303-Travel and Training 12,000 12,000 12,000 16.8% 738 3,084 4,450 54311-Special Department Expenses 4,000 4,000 4,000 -10.1% 78,392 421,000 145,789 Total Services 297,000 297,000 297,000 103.7°!0 3,173 776 0 56004-Computer Hardware and Software 0 0 0 0.0% 3,173 776 0 Total Capital Improvement 0 0 0 0.0% PAGE 162- CITY OF TIGARD PW ENGINEERING BUDGET UNIT: 6250 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 67,193 65,710 88,743 58100-Indirect Charges-City Management 58,767 58,767 58,767 -33.8°0 47,237 50,143 52,668 58110-Indirect Charges-Human Resources 49,153 49,153 49,153 -6.7°, 30,213 35,210 37,505 58120-Indirect Charges-Risk Management 37,601 37,601 37,601 0.3 29,735 36,827 32,073 58130-Indirect Charges-Office Services 39,163 39,163 39,163 22.1% 32,489 43,333 47,855 58150-Indirect Charges-Records 9,744 9,744 9,744 -79.6'0 984 1,052 1,791 58200-Indirect Charges-Finance 2,679 2,679 2,679 49.6% Administration 28,625 29,651 29,634 58210-Indirect Charges-Financial Operations 27,450 27,450 27,450 -7.4°o 117,530 129,754 145,550 58230-Indirect Charges-Technology 144,257 144,257 144,257 -0.9% 3,966 5,116 8,468 58250-Indirect Charges-Contracts and 13,337 13,337 13,337 57.5% Purchasing 1,179 3,133 3,530 58630-Indirect Charges-Fleet Maintenance 2,025 2,025 2,025 -42.6°'° 23,905 25,684 33,019 58640-Indirect Charges-Property 35,359 35,359 35,359 7.1°a 383,056 425,612 480,836 Total Internal Services 419,535 419,535 419,535 -12.7°b ,433,555 2,327,709 Total PW Engineering 2,471,7312,471,731 2,471,731 6.2°1a i _ OP Pacific xwy yr r,; a V r � a`°' res-- ' r .,. Ji, The intersection of Pacific Hig, Gaarde and McDonald is one of the busiest in the city.A recent$11,000,000 facelift made travel through this area much easier and safer for all. PUBLIC WORKS - PAGE 163 HEALTHY STREAMS-HISTORICAL BUDGET UNIT: 6260 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 Total FTE 64 0 0 53003-Fuel 0 0 0 0.0% 64 0 0 Total Supplies 0 0 0 0.0% 6,895 0 0 54001-Professional/Contractual Services 0 0 0 0.0% 6,895 0 0 Total Services 0 0 0 0.0% 41 0 0 58100-Indirect Charges-City Management 0 0 0 0.0% 3 0 0 58120-Indirect Charges-Risk Management 0 0 0 0.0°%o 4 0 0 58130-Indirect Charges-Office Services 0 0 0 0.0% 3 0 0 58150-Indirect Charges-Records 0 0 0 0.0% 8 0 0 58200-Indirect Charges-Finance 0 0 0 0.0% Administration 55 0 0 58210-Indirect Charges-Financial Operations 0 0 0 0.0o%o 20 0 0 58230-Indirect Charges-Technology 0 0 0 0.0% 2 0 0 58250-Indirect Charges-Contracts and 0 0 0 0.0% Purchasing 136 0 0 Total Internal Services 0 0 0 0.0% .1 1111.rTotal Healthy Streams 0 IIIIMMI The Healthy Streams division was created in FY 2013, but was consolidated with the Stormwater division in FY 2014. This page is for historicalpurposes only. PAGE 164- CITY OF TIGARD FLEET MAINTENANCE-HISTORICAL BUDGET UNIT: 6300 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 0.95 1.95 Total FTE 36,656 32,397 0 51001-Salaries-Management 0 0 0 0.0°° 21,456 55,998 0 51002-Salaries-General 0 0 0 0.0% 34,727 7,557 0 51005-Part Time-Temporary 0 0 0 0.0° 1,590 1,170 0 51006-Overtime 0 0 0 0.0°% 94,429 97,121 0 Total Personal Services-Salaries 0 0 0 0.0% 1,311 1,111 0 52001-Unemployment 0 0 0 0.0% 1,027 2,057 0 52002-Worker's Compensation 0 0 0 0.0% 7,123 7,195 0 52003-Social Security/Medicare 0 0 0 0.0% 680 703 0 52004-Tri-Met Tax 0 0 0 0.0 7,483 4,381 0 52005-Retirement 0 0 0 0.0% 705 1,548 0 52007-VESA-ER 0 0 0 0.0% 73 95 0 52008-Life Ins/ADD/LTD 0 0 0 0.0% 136 155 0 52009-Long Term Disability 0 0 0 0.0% 13,397 24,682 0 52010-Medical/Dental/Vision 0 0 0 0.0% 1,088 3,333 0 52011-Dental Benefits 0 0 0 0.0% 33,023 45,260 0 Total Personal Services-Benefits 0 0 0 0.0% 267 48 0 53001-Office Supplies 0 0 0 0.0% 5,332 1,267 0 53002-Small Tools&Equipment 0 0 0 0.0% 2,066 1,808 0 53003-Fuel 0 0 0 0.0°i0 7,665 3,123 0 Total Supplies 0 0 0 0.0% 234 8,707 0 54001-Professional/Contractual Services 0 0 0 0.0°,0 6,809 3,021 0 54101-R&M-Facilities 0 0 0 0.0% 4,110 3,405 0 54113-R&M-Vehicles 0 0 0 0.0% 67 0 0 54114-R&M-Office Equipment 0 0 0 0.0°%° 668 712 0 54205-Utilites-Phone/Pager/Cells 0 0 0 0.0% 357 355 0 54300-Advertising&Publicity 0 0 0 0.0% 0 849 0 54303-Travel and Training 0 0 0 0.0% 67 551 0 54311-Special Department Expenses 0 0 0 0.0°%0 12,312 17,600 0 Total Services 0 0 0 0.0% Iii___Iim 11111 147,429 163,103 otal Fleet Maintenance-PW The Fleet Maintenance division was moved to the Central Services department in FY 2016. This page is for historical purposes only. PUBLIC WORKS - PAGE 165 PROPERTY MANAGEMENT-HISTORICAL BUDGET UNIT: 6400 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 3.85 4.85 Total FTE 36,656 32,396 0 51001-Salaries-Management 0 0 0 0.0% 165,413 214,803 0 51002-Salaries-General 0 0 0 0.0% 16,951 12,676 0 51005-Part Time-Temporary 0 0 0 0.0% 5,288 3,441 0 51006-Overtime 0 0 0 0.0°'0 224,308 263,317 0 Total Personal Services-Salaries 0 0 0 0.0% 3,112 2,977 0 52001-Unemployment 0 0 0 0.0% 4,359 7,092 0 52002-Worker's Compensation 0 0 0 0.0% 16,755 19,459 0 52003-Social Security/Medicare 0 0 0 0.0°0 1,609 1,906 0 52004-Tri-Met Tax 0 0 0 0.0% 22,183 23,836 0 52005-Retirement 0 0 0 0.0% 3,315 4,104 0 52007-VEBA-ER 0 0 0 0.0% 223 253 0 52008-Life Ins/ADD/LTD 0 0 0 0.0% 527 613 0 52009-Long Term Disability 0 0 0 0.0% 49,208 65,837 0 52010-Medical/Dental/Vision 0 0 0 0.0% 5,327 8,440 0 52011-Dental Benefits 0 0 0 0.0% 1,533 -3,767 0 52012-Accrued Vacation 0 0 0 0.0°0 108,151 130,752 0 Total Personal Services-Benefits 0 0 0 0.0°0 1,730 1,530 0 53001-Office Supplies 0 0 0 0.0% 2,518 1,522 0 53002-Small Tools&Equipment 0 0 0 0.0% 2,445 2,871 0 53003-Fuel 0 0 0 0.0% 6,693 5,922 0 Total Supplies 0 0 0 0.0% 387,773 292,525 0 54001-Professional/Contractual Services 0 0 0 0.0% 0 338 0 54003-Legal Fees. 0 0 0 0.0% 101,603 155,998 0 54101-R&M-Facilities 0 0 0 0.0% 9,353 16,020 0 54113-R&M-Vehicles 0 0 0 0.0% 87 199 0 54114-R&M-Office Equipment 0 0 0 0.0% 198,513 239,264 0 54201-Utilities-Electric 0 0 0 0.0% 176,910 115,462 0 54202-Utilities-Water/Sewer/SWM 0 0 0 0.0% 67,886 62,509 0 54203-Utilities-Natural Gas 0 0 0 0.0% 2,758 3,386 0 54205-Utilites-Phone/Pager/Cells 0 0 0 0.0% 235 295 0 54300-Advertising&Publicity 0 0 0 0.0% 794 336 0 54302-Dues&Subscriptions 0 0 0 0.0% 576 1,825 0 54303-Travel and Training 0 0 0 0.0% 0 5,750 0 54309-Rents and Leases 0 0 0 0.0% 3,065 1,244 0 54311-Special Department Expenses 0 0 0 0.0% 949,553 895,150 0 Total Services 0 0 0 0.0% 22,492 90,150 0 56002-Buildings&Improvements 0 0 0 0.0% 27,068 0 0 56003-Vehicles 0 0 0 0.0°° 2,801 0 0 56004-Computer Hardware and Software 0 0 0 0 0° 52,361 90,150 0 Total Capital Improvement 0 0 0 0.0°° 1,341,066 1,385,291 0 Total Property Management-PW 0 0.0% The Property Management division was moved to the Central Services department in FY 2016. This page is for histori- calpurposes only. PAGE 166- CITY OF TIGARD WATER BUDGET UNIT: 6500 PROGRAM DESCRIPTION: The Public Works Water Division has the primary responsibility to operate,maintain,repair, and expand the water system while at the same time providing a high-quality,dependable water supply to its customers. The Tigard Water Service Area is comprised of the cities of Durham,King City,two thirds of Tigard,and unincorporated areas to the south and west of Tigard(Tigard Water District). The service area has 18,651 service connections supplying approximately 60,000 customers. PROGRAM RESULTS: The Public Works Water Division provides safe and reliable water that meets or exceeds all Environmental Protection Agency(EPA) and State of Oregon standards for water quality. The division holds to these standards under normal,peak and emergency situations. The Public Works Water Division provides safe and reliable water that meets or exceeds all Environmental Protection Agency(EPA) and State of Oregon standards for water quality. The division holds to these standards under normal,peak and emergency situations. The division encourages efficient water use with a goal of reducing water consumption by implementing the benchmarks as described in the approved 2011 Tigard Water Management and Conservation Plan.The division receives high quality drinking water from the Lake Oswego-Tigard Water Treatment Plant through the Lake Oswego-Tigard Water Partnership. As part of the Lake Oswego-Tigard Water Partnership,the division completed a water financial plan update in November 2014 that estimated the revenue requirements for project expenditures,debt service,and operations for the next 20-year period. Through this planning,the City Council adopted the following: • 10.5-percent rate increase in 2015. •3.5-percent rate increases programmed for 2016,2017,2018,and 2019. The council has approved authority to bond$160,000,000 to fund the 2010 Water Master Plan and Lake Oswego-Tigard Water Partnership that will provide 14 million gallons of water per day by June 2016. Additionally,the city can expand its capacity through the partnership to 18 million gallons per day. ACCOMPLISHMENTS: FY 2015-2016: •Operated and maintained the water distribution system urili7ing Best Management Practices. •Continued to meet the obligations of the Lake Oswego-Tigard Water Partnership to increase water supply capacity to meet both cities daily water demands. •Operated the city's Aquifer Storage Recovery system in the most economical and efficient manner to meet the peak seasonal water needs of our customers. PUBLIC WORKS - PAGE 167 WATER BUDGET UNIT: 6500 •Developed and began implementing a system wide unidirectional flushing program to provide smooth transition to the new LOT source water. • Continued to improve asset data information and track work order performance through the Computerized Maintenance Management System (CMMS). • Completed pipe improvements needed to convert the current 24" 410-zone water main to a 470-zone transmission main from the Milton Ct.pump station to the 10 million gallon reservoir. •Provided outstanding customer service. •Provided financial and technical support for the Lake Oswego-Tigard Water Partnership. Provided public notification of 3.5 percent water rate increase effective January 1,2016. GOALS&OBJECTIVES: FY 2016-2017: •Provide outstanding customer service to the Tigard Water Service Area. • Operate and maintain the water distribution system utilizing Best Management Practices. • Continue to meet the obligations of the Lake Oswego-Tigard Water Partnership to meet both cities daily water demands. •Determine the best operations strategy for the city's Aquifer Storage Recovery system that is economical and efficient within the Lake Oswego-Tigard Water Partnership. •Determine the best strategy of providing enhanced water quality and asset management utilizing a unidirectional flushing program that incorporates valve and hydrant maintenance. • Continued to improve asset data information and track work order performance through the Computerized Maintenance Management System (CMMS),including new assets through the Lake Oswego-Tigard Water Partnership. •Provide technical support in developing an operations plan for the Lake Oswego-Tigard Water Partnership. • Implement and provide enhanced water quality utilizing Ozone treatment scheduled for completion in December 2016 at Lake Oswego-Tigard Water Treatment Plant. •Provide public notification of 3.25 percent water rate increase effective January 1,2017. PAGE 168- CITY OF TIGARD WATER BUDGET UNIT: 6500 WORKLOAD MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Water Conservation presentation given 22 20 20 20 Number of bacteriological water samples 745 732 900 900 taken during the year Miles of distribution piping maintained with 245 246 248 250 BMPs Time spent by staff managing water 12 12 14 14 sampling(work weeks) EFFECTIVENESS MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Percentage of residential backflow 88% 97% 95% 95% customers who comply with annual testing requirements (Goal: 85%) Percentage of water samples taken that 97% 100% 100% 100% meet or exceed water quality standards as set by US EPA (Goal: 100%) FULL-TIME EQUIVALENT POSITIONS 2013-2014 2014-2015 2015-2016 2016-2017 Utility Worker I 0.00 0.00 0.00 0.32 LOT WP Project Director 0.00 1.00 1.00 1.00 Public Works Manager 0.50 0.50 0.50 0.50 Water Operations Supervisor 2.00 2.00 2.00 2.00 Backflow Cross Connections Specialist 1.00 1.00 1.00 1.00 Environmental Program Coordinator 1.00 1.00 1.00 1.00 Senior Utility Worker 1.00 1.00 1.00 1.00 Utility Worker II 4.50 4.50 4.50 4.50 Senior Water Utility Technician 1.00 1.00 1.00 1.00 Water Utility Technician 1.00 1.00 1.00 1.00 Total FTE 12.00 13.00 13.00 13.32 PUBLIC WORKS - PAGE 169 WATER BUDGET UNIT: 6500 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 12.00 1300 13.00 Total FTE 13.00 13.00 13.32 O 0 2,000 45105-Fire Hydrant Flow Testing Srvc 0 0 0 -100.0% O 0 2,000 Total Charges for Services 0 0 0 -100.0% 273,793 299,458 343,289 51001-Salaries-Management 328,103 328,103 328,103 -4.4°0 502,159 703,827 546,184 51002-Salaries-General 544,974 544,974 544,974 -0.2% O 6,529 0 51005-Part Time-Temporary 0 0 0 0.0°0 32,943 41,833 32,545 51006-Overtime 32,838 32,838 32,838 0.9°o 808,895 1,051,647 922,018 Total Personal Services-Salaries 905,915 905,915 905,915 -1.7% 11,264 9,626 4,454 52001-Unemployment 886 886 886 -80.1% 19,984 25,319 28,047 52002-Worker's Compensation 28,195 28,195 28,195 0.5% 60,006 62,482 68,089 52003-Social Security/Medicare 67,767 67,767 67,767 -0.5% 5,822 6,120 6,446 52004-Tri-Met Tax 6,414 6,414 6,414 -0.5% 90,437 91,431 102,734 52005-Retirement 98,408 98,408 98,408 -4.2% 9,467 10,258 10,650 52007-VERA-ER 10,650 10,650 10,650 0.0% 1,099 1,258 3,626 52008-Life Ins/ADD/LTD 3,626 3,626 3,626 0.0% 1,980 2,131 0 52009-Long Term Disability 0 0 0 0.0% 155,566 157,079 210,470 52010-Medical/Dental/Vision 195,145 195,145 195,145 -7.3°0 19,725 20,256 0 52011-Dental Benefits 16,322 16,322 16,322 100.0% 375,350 385,959 434,516 Total Personal Services-Benefits 427,413 427,413 427,413 -1.6% 802 271 2,000 53001-Office Supplies 2,000 2,000 2,000 0.0% 16,041 29,067 21,150 53002-Small Tools&Equipment 21,150 21,150 21,150 0.0% 25,813 27,958 35,000 53003-Fuel 35,000 35,000 35,000 0.0°% 3,199,292 2,644,691 3,890,245 53530-Water Costs:L.O.&Pdd 2,000,000 2,000,000 2,000,000 -48.6% 3,241,948 2,701,986 3,948,395 Total Supplies 2,058,150 2,058,150 2,058,150 -47.9% PAGE 170- CITY OF TIGARD WATER BUDGET UNIT: 6500 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 280,306 267,354 324,383 54001-Professional/Contractual Services 307,883 307,883 307,883 -5.1°%0 25,111 32,917 40,000 54002-Water Costs:Sampling 45,000 45,000 45,000 12.5% 2,053 35,708 30,000 54003-Legal Fees 30,000 30,000 30,000 0.0!° 6,299 722 6,800 54006-Software License and Maintenance 6,800 6,800 6,800 0.0% 3,722 3,227 9,000 54101-R&M-Facilities 9,000 9,000 9,000 0.0°'° 37,234 55,319 32,000 54102-R&M-Water Lines 32,000 32,000 32,000 0.0% 20,990 28,811 28,000 54103-R&M-Control Valves 28,000 28,000 28,000 0.0% 2,247 4,993 6,000 54104-R&M-Reservoir 6,000 6,000 6,000 0.0% O 300 12,720 54105-R&M-Grounds 12,720 12,720 12,720 0.0% 8 3,537 8,500 54106-R&M-Pump Station 8,500 8,500 8,500 0.0% 680 1,260 8,000 54107-R&M-SCADA 8,000 8,000 8,000 0.0% 12,593 11,926 11,500 54108-R&M-Wells 11,500 11,500 11,500 0.0°o 25,474 17,609 25,000 54109-R&M-Meters 25,000 25,000 25,000 0.0% 10,477 26,561 15,000 54110-R&M-Service Lines 15,000 15,000 15,000 0.0°n 245 7,782 20,000 54112-R&M-Fire Hydrant 20,000 20,000 20,000 0.0% 46,184 48,686 55,000 54113-R&M-Vehicles 70,000 70,000 70,000 27.3°% 396 643 0 54114-R&M-Office Equipment 0 0 0 0.0°>0 196,483 214,677 350,000 54201-Utilities-Electric 350,000 350,000 350,000 0.0% 5,271 8,443 22,000 54202-Utilities-Water/Sewer/SWM 22,000 22,000 22,000 0.0°o 8,617 11,435 12,160 54205-Utihtes-Phone/Pager/Cells 12,160 12,160 12,160 0.0% 22,585 35,066 39,000 54300-Advertising&Publicity 39,000 39,000 39,000 0.0% 410 591 9,000 54301-Fees and Charges 9,000 9,000 9,000 0.0°', 1,537 3,623 12,000 54302-Dues&Subscriptions 12,000 12,000 12,000 0.0% 10,080 9,267 9,500 54303-Travel and Training 9,500 9,500 9,500 0.0% 28,516 16,571 18,700 54305-Conservation Expenses 18,700 18,700 18,700 0.0% O 450 600 54306-Credit Card Fees 600 600 600 0.0% 100 0 0 54307-Insurance 0 0 0 0.0% O 0 8,000 54308-Property Damage 8,000 8,000 8,000 0.0°% 264 23,518 10,000 54309-Rents and Leases 10,000 10,000 10,000 0.0°o 1,365 601 10,000 54310-Bad Debt Expense 10,000 10,000 10,000 0.0% 567,943 654,946 508,000 54311-Special Department Expenses 685,000 685,000 685,000 34.8°o 10,986 14,997 20,000 54402-Contributions to Community Org 20,000 20,000 20,000 0.0% 1,328,176 1,541,539 1,660,863 Total Services 1,841,363 1,841,363 1,841,363 10.9% O 0 0 56003-Vehicles 100,000 100,000 100,000 100.0% 77,420 0 13,300 56004-Computer Hardware and Software 13,300 13,300 13,300 0.0°%0 O 0 0 56006-Equipment 100,000 100,000 100,000 100.0°>° 77,420 0 13,300 Total Capital Improvement 213,300 213,300 213,300 1503.8°° PUBLIC WORKS-PAGE 171 WATER BUDGET UNIT: 6500 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 361,505 360,725 394,262 58000-Interdepartmental Costs 391,635 391,635 391,635 -0.7% 63,953 54,690 86,535 58100-Indirect Charges-City Management 94,934 94,934 94,934 9.7% 43,604 46,561 48,906 58110-Indirect Charges-Human Resources 42,714 42,714 42,714 -12.7% 65,884 98,153 103,140 58120-Indirect Charges-Risk Management 109,571 109,571 109,571 6.2% 29,864 29,005 25,671 58130-Indirect Charges-Office Services 31,174 31,174 31,174 21.4% 15,809 7,753 9,228 58150-Indirect Charges-Records 0 0 0 -100.0% 3,824 4,050 6,666 58200-Indirect Charges-Finance 9,666 9,666 9,666 45.0% Administration 62,332 70,800 74,456 58210-Indirect Charges-Financial Operations 68,701 68,701 68,701 -7.7% 623,674 691,651 823,443 58220-Indirect Charges-Utility Billing 907,129 907,129 907,129 10.291 43,083 47,209 49,221 58230-Indirect Charges-Technology 46,746 46,746 46,746 -5.0% 24,071 18,485 6,544 58250-Indirect Charges-Contracts and 6,012 6,012 6,012 -8.1% Purchasing 38,244 33,325 32,557 58630-Indirect Charges-Fleet Maintenance 50,652 50,652 50,652 55.6% 32,047 34,433 42,837 58640-Indirect Charges-Property 44,888 44,888 44,888 4.89' 1,407,894 1,496,840 1,703,466 Total Internal Services 1,803,822 1,803,822 1,803,822 5.9% 7,239,683 7,177,970 8,682,558 Total Water 7,249,963 7,249,963 7,249,963 . • 1i, 1 I, . , / 4111. .* 1111°1111 :1 , All PAGE 172- CITY OF TIGARD SANITARY SEWER BUDGET UNIT: 6600 PROGRAM DESCRIPTION: The Sanitary Sewer Division manages and operates 167 miles of pipe in the wastewater collection system within the city limits of Tigard. This division provides a wide range of services to the community,such as: •Sanitary Service Line Repairs/Replacements—repairs or replaces damaged sanitary sewer lines in the public right of way and repairs damaged sanitary sewer lines identified by video inspection. •Customer Service and 24/7 Emergency Response—provides outstanding customer service on wastewater related issues and round-the-clock emergency response to overflows,blocked main and service lines,etc. •Sanitary Sewer Line Cleaning—cleans over 42 miles of pipe per year(about one-quarter of the city's wastewater lines) to prevent blockages and overflows. •Video Inspection of Sanitary Lines—inspects 24 miles of pipe per year(about one-eighth of the city's wastewater lines) for structural integrity,location of service connections,root blockages, etc. •Utility Locates—assures public sanitary sewer lines are marked with green paint prior to excavation. •The city operates and maintains the public sanitary sewer system in accordance with an intergovernmental agreement with CWS. CWS acts as the overall permit holder with the Depatunent of Environmental Quality(DEQ) and sets the performance standards for operation and maintenance best management practices. Cities within CWS's boundaries are expected to meet or exceed those performance standards and provide CWS with periodic reports to keep them updated and to fulfill our obligation as a co-implementer of the permit.The City of Tigard participates with CWS and the other cities through a variety of periodic meetings to ensure ongoing cooperation and collaboration as to any necessary changes in performance standards. PROGRAM RESULTS: The Sanitary Sewer Division maintains a safe and reliable wastewater system that protects public health,protects the environment and meets or exceeds all regulatory standards. • Continue maintenance programs in accordance with Clean Water Services (CWS) performance standards and requirements. •Provide outstanding customer service to our internal and external customers. •Maintain an accurate mapping and database management system. • Continue to improve asset data information and track work performance through the Computerized Maintenance Management System (CMMS). •Avoid/prevent sanitary overflows or backups within Tigard's sanitary collection system. PUBLIC WORKS - PAGE 173 SANITARY SEWER BUDGET UNIT: 6600 ACCOMPLISHMENTS: FY 2015-2016: •Completed five sanitary mainline repairs •Completed five sanitary service lateral repairs •Cleaned 56.8 miles of sanitary main line •Inspected 21.3 miles of sanitary main line GOALS&OBJECTIVES: FY 2016-2017: •Continue maintenance programs in accordance with CWS performance standards. •Provide outstanding customer service to our internal and external customers. •Maintain an accurate mapping and database management system. •Contract with CWS to insure that food establishments are adhering to the Fats,Oils and Grease (FOG) Program. •Continue to improve asset data information and track work order performance through the Computerized Maintenance Management Systems (CMMS). •Although the division meets or exceeds annual TVI work rates related to CWS performance measures,there are a number of lines in the system that are out of compliance with that requirement due to a shift in how the department organizes the work. Tigard Sanitary division contracts outside resources to bring those particular lines up to standard as far as the TVI cycle. • Zero overflows or backups. PAGE 174- CITY OF TIGARD SANITARY SEWER BUDGET UNIT: 6600 WORKLOAD MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Miles of sanitary sewer lines cleaned annually 60 42 42 42 Miles of sanitary sewer system 167 167 168 168 Miles of sewer lines video inspected annually 35 21 24 24 EFFECTIVENESS MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Number of overflows or backups (Goal:0) 0 0 0 0 Percentage of sewer line system cleaned 36% 25% 25% 25% (Goal: 25%of system annually) Percentage of sewer line video inspected 21% 14% 14% 14% (Goal: 14%of system annually) FULL-TIME EQUIVALENT POSITIONS 2013-2014 2014-2015 2015-2016 2016-2017 Utility Division Manager 0.25 0.25 0.25 0.25 Wastewater Operations Supervisor 1.00 1.00 1.00 1.00 Senior Utility Worker 1.50 1.00 1.00 1.00 Utility Worker II 3.75 3.25 3.75 3.75 Total FTE 6.50 5.50 6.00 6.00 PUBLIC WORKS - PAGE 175 SANITARY SEWER BUDGET UNIT: 6600 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 6.50 5.50 6.00 Total FTE 6.00 6.00 6.00 86,248 84,404 103,068 51001-Salaries-Management 100,145 100,145 100,145 -2.8% 224,830 234,007 266,442 51002-Salaries-General 242,317 242,317 242,317 -9.1% O 0 33,741 51005-Part Time-Temporary 33,741 33,741 33,741 0.0% 3,734 3,636 8,992 51006-Overtime 9,073 9,073 9,073 0.9% 314,812 322,047 412,243 Total Personal Services-Salaries 385,276 385,276 385,276 -6.5% 4,391 3,653 2,064 52001-Unemployment 387 387 387 -81.3% 7,299 9,467 10,689 52002-Worker's Compensation 11,493 11,493 11,493 7.5% 24,303 24,180 31,540 52003-Social Security/Medicare 29,496 29,496 29,496 -6.5% 2,266 2,334 2,986 52004-Tri-Met Tax 2,791 2,791 2,791 -6.5% 32,648 32,510 42,029 52005-Retirement 38,251 38,251 38,251 -9.0% 4,211 4,911 5,025 52007-VEBA-ER 5,025 5,025 5,025 0.0% 306 341 1,548 52008-Life Ins/ADD/LTD 1,548 1,548 1,548 0.0% 764 820 0 52009-Long Term Disability 0 0 0 0.0% 73,557 79,704 108,884 52010-Medical/Dental/Vision 111,972 111,972 111,972 2.8% 9,897 10,055 0 52011-Dental Benefits 0 0 0 0.0% 159,642 167,974 204,765 Total Personal Services-Benefits 200,963 200,963 200,963 -1.9% 50 155 400 53001-Office Supplies 400 400 400 0.0°%° 6,098 10,127 9,400 53002-Small Tools&Equipment 9,400 9,400 9,400 0.0% 25,393 18,309 27,997 53003-Fuel 27,997 27,997 27,997 0.0% 31,541 28,591 37,797 Total Supplies 37,797 37,797 37,797 0.0% 8,016 59,414 137,626 54001-Professional/Contractual Services 106,119 106,119 106,119 -22.9% 282 197 0 54003-Legal Fees 0 0 0 0.0% O 0 1,500 54006-Software License and Maintenance 1,500 1,500 1,500 0.0% 11,609 11,533 10,600 54101-R&M-Facilities 10,600 10,600 10,600 0.0% 35,052 74,773 38,000 54113-R&M-Vehicles 38,000 38,000 38,000 0.0% 0 120 0 54203-Utilities-Natural Gas 0 0 0 0.0% 2,469 3,829 4,186 54205-Utilites-Phone/Pager/Cells 4,186 4,186 4,186 0.0% 373 0 600 54300-Advertising&Publicity 3,600 3,600 3,600 500.0°%° 301 236 500 54301-Fees and Charges 500 500 500 0.0% 142 440 150 54302-Dues&Subscriptions 120 120 120 -20.0% 3,064 2,912 3,000 54303-Travel and Training 3,000 3,000 3,000 0.0% O 8,103 8,200 54306-Credit Card Fees 8,200 8,200 8,200 0.0% O 0 1,000 54308-Property Damage 14,500 14,500 14,500 1350.0% 334 1,616 1,500 54309-Rents and Leases 1,500 1,500 1,500 0.0% 916 609 1,200 54310-Bad Debt Expense 1,200 1,200 1,200 0.0% 514,102 542,756 448,500 54311-Special Department Expenses 461,850 461,850 461,850 3.0% 576,660 706,537 656,562 Total Services 654,875 654,875 654,875 -0.3% O 26,242 0 56003-Vehicles 80,000 80,000 80,000 100.0% 11,513 1,789 0 56004-Computer Hardware and Software 0 0 0 0.0% 5,250 0 7,500 56006-Equipment 157,725 157,725 157,725 2003.0% 16,763 28,030 7,500 Total Capital Improvement 237,725 237,725 237,725 3069.7% PAGE 176- CITY OF TIGARD SANITARY SEWER BUDGET UNIT: 6600 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 195,026 182,204 175,521 58000-Interdepartmental Costs 151,477 151,477 151,477 -13.7% 35,629 23,729 24,630 58100-Indirect Charges-City Management 29,884 29,884 29,884 21.3% 23,619 19,699 22,572 58110-Indirect Charges-Human Resources 19,714 19,714 19,714 -12.7% 34,009 37,250 39,944 58120-Indirect Charges-Risk Management 39,311 39,311 39,311 -1.6% 5,762 2,657 3,148 58130-Indirect Charges-Office Services 2,554 2,554 2,554 -18.9% 3,910 0 0 58150-Indirect Charges-Records 0 0 0 0.0% 10,927 5,375 1,489 58200-Indirect Charges-Finance 2,128 2,128 2,128 42.9% Administration 24,232 24,604 20,507 58210-Indirect Charges-Financial Operations 26,105 26,105 26,105 27.3% 192,888 206,256 237,326 58220-Indirect Charges-Utility Billing 238,244 238,244 238,244 0.4% 46,810 24,753 25,803 58230-Indirect Charges-Technology 27,298 27,298 27,298 5.8% 15,187 5,384 38,385 58250-Indirect Charges-Contracts and 13,521 13,521 13,521 -64.8% Purchasing 20,306 52,603 17,727 58630-Indirect Charges-Fleet Maintenance 77,792 77,792 77,792 338.8% 24,737 26,578 34,168 58640-Indirect Charges-Property 36,589 36,589 36,589 7.1% 633,042 611,091 641,220 Total Internal Services 664,617 664,617 664,617 3.6% Total Sanitary Sewer 2,181,253 2,181,253 2,181,253 11.3% PUBLIC WORKS - PAGE 177 STORMWATER BUDGET UNIT: 6700 PROGRAM DESCRIPTION: The Stormwater Division is responsible for operating and maintaining the city's stormwater management collection system.The program has two primary objectives: 1) convey stormwater effectively to prevent localized flooding;and 2)provide adequate water quality treatment of stormwater runoff to meet regulatory requirements. PROGRAM RESULTS: The Stormwater Division provides a safe and reliable stormwater collection system,and implements watershed protection and restoration actions that consistently promote surface water quality and stream health. Our primary goals are to prevent property damage,enhance public safety,and support a healthy environment for fish,wildlife and the community. The division works hard each year to meet all Clean Water Services (CWS) permit compliance standards as directed by federal,state and local standards. Other program results include: • Continuous partnership with Computerized Maintenance Management System(CMMS) and Geographic Information System (GIS) staff by field checking asset locations and data to ensure that mapping and asset tracking databases remain accurate. •Reduction of contaminants into wetlands and waterways via the stormwater collection system to reduce environmental harm to the community. • Operating the stormwater collection system at optimal performance regarding conveyance cleaning,TV inspection,manhole and constructed wetland maintenance,and asset management. ACCOMPLISHMENTS: FY 2015-2016: • Inspected 113 stream corridor Man Holes •Cleaned 20 miles of storm main line •Inspected 18 miles of storm main line •Cleaned 4,569 catch basins •Cleaned 88 water quality Man Holes •Inspected 126 vegetated water quality facilities four times-for a total of 504 inspections •Replaced filters in 36 of 54 filter structures •Swept 2,868 miles of curbed streets and 2,681 non-curbed-for a total of 5,549 miles •Collected 325 cubic yards of road debris from street sweeping activities PAGE 178- CITY OF TIGARD STORMWATER BUDGET UNIT: 6700 •Completed three catch basin repairs •Completed six storm main line repairs •Completed three storm lateral repairs •Held four leaf collection/food drive events collecting 800 yards of leaves and 1,200 pounds of non-perishable food items •Retrofitted nine"non-sumped"catch basins to"sumped"to enhance water quality GOALS&OBJECTIVES: FY 2016-2017: •Retrofit nine"non-sumped"catch basins to "sumped"as per CWS annual goals •Extend two outfalls to stop erosion issues where a problem has been identified •Continue to develop ways to work with beavers in our waterways that enhances the community and natural environment. WORKLOAD MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Number of water quality facilities (WQFs) 2 2 2 2 rehabilitated/enhanced Number of public WQFs* 126 127 126 146 Yards of leaves collected 1,200 1,000 1,100 1,100 Fall leaf collection events 4 4 4 4 Sumped catch basins cleaned 2,840 2,840 2,917 2,944 Miles of stormwater line video inspected 16 16 16 16 Miles of system cleaned 21 21 21 22 Total miles of stormwater system 129 129 130 131 *Footnote: Data clean up through the GIS sytern is improving the accuracy of Public Works data. PUBLIC WORKS - PAGE 179 STORMWATER BUDGET UNIT: 6700 EFFECTIVENESS MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Amount of storm line system cleaned 16.6% 16.6% 16.6% 16.6% (Goal: 25%of system annually) Catch basin cleaning(Goal: Clean 100%of 100% 100% 100% 100% catch basins annually) Amount of storm line system video 28.5% 12.5% 12.5% 12.5% inspected (Goal: 12.5%of system annually) FULL-TIME EQUIVALENT POSITIONS 2013-2014 2014-2015 2015-2016 2016-2017 Utility Worker I 0.00 0.00 0.00 0.68 Utility Division Manager 0.25 0.25 0.25 0.25 Wastewater Operations Supervisor 1.00 1.00 1.00 1.00 Environmental Program Coordinator 1.00 1.00 1.00 1.00 Senior Utility Worker 0.50 1.00 1.00 1.00 Utility Worker II 2.75 3.25 3.75 4.75 Total FTE 5.50 6.50 7.00 8.68 ‘-e;,-„, er ,.' *fix ., . YI --- @ 11� '''''. 111111.11111"11P ?' AP, 7* Stream Restoration Hiteon PAGE 180- CITY OF TIGARD STORMWATER BUDGET UNIT: 6700 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 5.50 6.50 7.00 Total FTE 7.00 7.00 8.68 86,247 84,688 103,068 51001-Salaries-Management 100,145 100,145 100,145 -2.8% 274,990 256,393 344,142 51002-Salaries-General 384,062 384,062 384,062 11.6 5,452 3,699 14,496 51006-Overtime 14,626 14,626 14,626 0.9% 366,689 344,780 461,706 Total Personal Services-Salaries 498,833 498,833 498,833 8.0% 5,106 3,939 2,310 52001-Unemployment 520 520 520 -77.5% 9,633 10,296 13,428 52002-Worker's Compensation 17,403 17,403 17,403 29.6° 27,477 25,822 35,324 52003-Social Security/Medicare 39,666 39,666 39,666 12.3% 2,640 2,497 3,344 52004-Tri-Met Tax 3,754 3,754 3,754 12.3% 40,203 37,905 50,291 52005-Retirement 54,394 54,394 54,394 8.2% 5,319 4,536 5,925 52007-VEBA-ER 6,765 6,765 6,765 14.2% 379 333 1,734 52008-Life Ins/ADD/LTD 1,854 1,854 1,854 6.9% 997 878 0 52009-Long Term Disability 0 0 0 0.0% 94,078 81,009 127,340 52010-Medical/Dental/Vision 155,351 155,351 155,351 22.0% 13,445 11,502 0 52011-Dental Benefits 10,941 10,941 10,941 100.0% 199,277 178,718 239,696 Total Personal Services-Benefits 290,648 290,648 290,648 21.3% 48 125 400 53001-Office Supplies 400 400 400 0.0% 7,179 9,422 7,755 53002-Small Tools&Equipment 16,213 16,213 16,213 109.1% 18,394 12,960 25,090 53003-Fuel 25,090 25,090 25,090 0.0% 25,621 22,506 33,245 Total Supplies 41,703 41,703 41,703 25.4% 326,508 417,992 391,954 54001-Professional/Contractual Services 287,184 287,184 287,184 -26.7% 306 197 500 54003-Legal Fees 500 500 500 0.0% 0 0 1,458 54006-Software License and Maintenance 1,458 1,458 1,458 0.0% 48,244 35,832 54,956 54101-R&M-Facilities 54,956 54,956 54,956 0.0% 11,573 27,039 24,620 54113-R&M-Vehicles 24,620 24,620 24,620 0.0% 2,683 5,845 6,000 54202-Utilities-Water/Sewer/SWM 6,000 6,000 6,000 0.0% O 120 0 54203-Utilities-Natural Gas 0 0 0 0.0°0 3,991 5,049 2,040 54205-Utilites-Phone/Pager/Cells 2,040 2,040 2,040 0.0% 121 7,244 700 54300-Advertising&Publicity 3,700 3,700 3,700 428.6% 600 379 625 54301-Fees and Charges 625 625 625 0.0% 360 0 210 54302-Dues&Subscriptions 210 210 210 0.0% 2,845 3,420 3,410 54303-Travel and Training 3,410 3,410 3,410 0.0% O 450 600 54306-Credit Card Fees 600 600 600 0.0°%a O 0 1,250 54308-Property Damage 1,250 1,250 1,250 0.0% 0 700 4,500 54309-Rents and Leases 4,500 4,500 4,500 0.0% 304 154 292 54310-Bad Debt Expense 292 292 292 0.0°0 3,849 1,072 2,300 54311-Special Department Expenses 2,300 2,300 2,300 0.0% 401,384 505,491 495,415 Total Services 393,645 393,645 393,645 -20.5% 0 0 0 56003-Vehicles 120,000 120,000 120,000 100.0% 18,932 0 1,600 56004-Computer Hardware and Software 1,600 1,600 1,600 0.0% O 0 7,500 56006-Equipment 157,500 157,500 157,500 2000.0% 18,932 0 9,100 Total Capital Improvement 279,100 279,100 279,100 2967.0% PUBLIC WORKS-PAGE 181 STORMWATER BUDGET UNIT: 6700 FY 2014 FY 2015 FY 2016 Budget Resource Summary 2017 2017 2017 Adopted vs. Actual Actual Revised Proposed Approved Adopted FY 16 155,216 143,402 202,129 58000-Interdepartmental Costs 171,176 171,176 171,176 -15.3°0 19,728 17,648 25,721 58100-Indirect Charges-City Management 34,284 34,284 34,284 33.3% 19,986 23,281 26,334 58110-Indirect Charges-Human Resources 23,000 23,000 23,000 -12.7°'° 19,265 23,629 25,241 58120-Indirect Charges-Risk Management 25,563 25,563 25,563 1.39'° 5,520 4,492 4,984 58130-Indirect Charges-Office Services 5,103 5,103 5,103 2.4% 1,259 0 0 58150-Indirect Charges-Records 0 0 0 0.0% 3,505 1,444 3,955 58200-Indirect Charges-Finance 6,550 6,550 6,550 65.6% Administration 25,698 26,265 29,383 58210-Indirect Charges-Financial Operations 28,277 28,277 28,277 -3.8 109,551 111,477 134,701 58220-Indirect Charges-Utility Billing 137,557 137,557 137,557 2.1°° 31,912 23,219 20,065 58230-Indirect Charges-Technology 26,736 26,736 26,736 332°,e 19,120 22,034 23,743 58250-Indirect Charges-Contracts and 9,513 9,513 9,513 -59.9% Purchasing 4,521 8,186 2,708 58630-Indirect Charges-Fleet Maintenance 28,131 28,131 28,131 938.8% 14,110 15,160 0 58640-Indirect Charges-Property 0 0 0 0.0% 429,391 420,238 498,964 Total Internal Services 495,890 495,890 495,890 -0.695 1,441,294 1,471,734 1,738,126 Total Stormwater 1,999,819 1,999,819 1,999,819 _ t rpurei4 � � r - ; , .. ,i jr-,, : .lel ,_ pa 0 e--. ..10.4 - y ` 1 AL Water main improvements during the Burnham Street Project in Tigard, Oregon PAGE 182- CITY OF TIGARD STREET LIGHTS & SIGNALS BUDGET UNIT: 6800 PROGRAM DESCRIPTION. The Street Maintenance Division is responsible for the street lights and signals. This budget item provides for the maintenance,repair,and energy costs for street lighting and traffic signals on public streets. Street lights and signals are entirely funded by the city's share of state and county gas taxes. The city contracts with Washington County signal technicians to perform signal maintenance. PROGRAM RESULTS: •Public streets are adequately lit for vehicular and pedestrian safety. •Major intersections have traffic signal systems that provide for safe and efficient movement of all modes of transportation. ACCOMPLISHMENTS: FY 2015-2016: •Managed the city street light program and the division's budget. GOALS 6-OBJECTIVES: FY 2016-2017: •Assume energy and maintenance costs for traffic signal systems installed through the Capital Improvement Program. •Work with PGE to install essential street lights as needed throughout the city. •Ensure that existing systems are maintained properly for optimum operation. • Continue to work on our"LED street light"replacement program. WORKLOAD MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Total number of street lights in the system. 4,144 4,184 4,200 4,235 Total number of street lights replaced with 1,012 1,681 1,681 1,700 LFD fixtures Total number of wooden street light poles 25 20 20 25 replaced EFFECTIVENESS MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Number of wooden street light poles 694 681 661 636 remaining in the system (Goal= 0) PUBLIC WORKS - PAGE 183 STREET LIGHTS & SIGNALS BUDGET UNIT: 6800 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Budget Resource Summary Actual Actual Revised Proposed Approved Adopted FY 16 Total FTE 61,243 65,778 105,000 54001-Professional/Contractual Services 105,000 105,000 105,000 0.0°0 416 4,026 0 54101-R&M-Facilities 0 0 0 0.0 487,351 442,291 544,693 54201-Utilities-Electric 544,693 544,693 544,693 0.0°'0 549,010 512,095 649,693 Total Services 649,693 649,693 649,693 0.0°x° 1,745 1,976 3,412 58100-Indirect Charges-City Management 5,212 5,212 5,212 52.8t1, 114 0 0 58120-Indirect Charges-Risk Management 0 0 0 0.0 154 112 181 58130-Indirect Charges-Office Services 21 21 21 -88.4°'° 129 0 0 58150-Indirect Charges-Records 0 0 0 0.0% 351 385 527 58200-Indirect Charges-Finance 870 870 870 65.1% Administration 18,521 20,225 20,602 58210-Indirect Charges-Financial Operations 21,312 21,312 21,312.. 3.4°m 826 0 0 58230-Indirect Charges-Technology 0 0 0 0.0°° 2,520 0 0 58250-Indirect Charges-Contracts and 0 0 0 0.0°° Purchasing 24,360 22,699 24,722 Total Internal Services 27,415 27,415 27,415 10.9% Total Street Lights and Signals 677,108 677,108 i a�ific I4 �y I f It I'. • lt� A - 01111 City of Tigard I ADOPTED BUDGET I FY 2016-2017 PAGE 184- CITY OF TIGARD COMMUNITY DEVELOPMENT ORGANIZATION CHART COMMUNITY DEVELOPMENT COMMUNITY DEVELOPMENT PLANNING BUILDING ECONOMIC DEVELOPMENT COMMUNITY DEVELOPMENT- PAGE 185 COMMUNITY DEVELOPMENT PROGRAM This section includes budget appropriations and explanatory materials for the Community Develop- ment Program. The Community Development Department budget includes three divisions: Communi- ty Development Planning,Building and Economic Development. These divisions are responsible for the following functions: • Development review permit services, • Long range land use and transportation planning, • City code enforcement, • Building inspection and permit services, • Economic development and downtown urban renewal, and • Department administration. The department has successfully transitioned to a full service community development department with emphasis on developing its partnerships and operations to more actively stimulate new invest- ment in key places. The city's Economic Development program continues to implement the City Cen- ter Urban Renewal Plan,including the development of new market rate housing in downtown Tigard. The department successfully delivered the River Terrace Community Plan and is now moving forward with review and approval of the first subdivisions and planned developments in the new community of River Terrace. The department is conducting a code audit that will help identify ways that the city's Community Development Code can be improved to better implement and support the city's Strategic Plan Vision of walkability. Policy planning has been completed for the Tigard Triangle and that plan is now moving into the implementation phase. The Triangle Plan will serve as the first plan area in the city to have development code that specifically fosters the development of a walkable and intercon- nected community. The department will also continue to update and improve its permitting,inspec- tions and development review and customer service operations. • T • 'sr w _ - Y "( 111 . 1� '\ ^I"- City of Tigard City Hall PAGE 186- CITY OF TIGARD COMMUNITY DEVELOPMENT PROGRAM FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 FY 2017 2017 Adopted Actual Actual Revised Proposed Approved Adopted vs.2016 Revised Description Number of Positions 28.50 25.80 28.50 30.00 30.00 31.00 8.8% Budget By Category Personal Services 2,546,565 2,707,395 3,195,450 3,437,375 3,437,375 3,437,375 7.6% Materials&Services 676,820 690,680 1,298,574 888,173 928,173 1,037,173 -20.1% Interdepartmental Costs 993,962 1,240,588 1,534,202 1,644,729 1,644,729 1,644,729 7.2% Capital Outlay 2,133 2,075 35,050 90,550 90,550 90,550 158.3% Other 0 0 0 0 0 0 0.0% Total All Category 4,219,481 4,640,737 6,063,276 6,060,827 6,100,827 6,209,827 2.4% Budget By Division Community Development Planni 395,428 2,677,365 3,276,498 2,966,483 2,966,483 3,075,483 -6.1% Building 1,383,072 1,565,366 1,989,847 2,414,784 2,414,784 2,414,784 21.4% Development Services 465,883 -8,219 0 0 0 0 0.0% Community Planning 1,679,838 -37,940 0 0 0 0 0.0% Capital Construction&Transpor 0 0 0 0 0 0 0.0% Development Services-Engineeri 0 0 0 0 0 0 0.0% Street Lights&Signals 0 0 0 0 0 0 0.0% Economic Development 295,259 444,166 796,931 679,560 719,560 719,560 -9.7% Code Compliance 0 0 0 0 0 0 0.0% Total All Division 4,219,481 4,640,737 6,063,276 6,060,827 6,100,827 6,209,827 2.4% Budget by Fund General Fund-100 2,836,409 3,075,371 4,073,429 3,646,043 3,686,043 3,795,043 -6.8% Gas Tax Fund-200 0 0 0 0 0 0 0.0% Electrical Inspection Fund-220 0 0 0 0 0 0 0.0% Building Fund-230 1,383,072 1,565,366 1,989,847 2,414,784 2,414,784 2,414,784 21.4% Total All Fund 4,219,481 4,640,737 6,063,276 6,060,827 6,100,827 6,209,827 2.4% COMMUNITY DEVELOPMENT-PAGE 187 COMMUNITY DEVELOPMENT—PLANNING BUDGET UNIT: 3000 PROGRAM DESCRIPTION: This section includes budget appropriations and explanatory materials for the Community Development Program.The Community Development Department budget includes three divisions: Community Development Planning,Building and Economic Development.These divisions are responsible for the following functions: •Development review and permit services, •Long range land use and transportation planning, •City code enforcement, •Building inspection and permit services, •Economic development and downtown urban renewal,and •Department administration. The department is a full service community development department with emphasis on developing partnerships and operations that more effectively engage citizens and actively stimulate new investment in key places.The city's Economic Development program continues to implement the City Center Urban Renewal Plan,including the development of new market rate housing in downtown Tigard.The department successfully and rapidly approved the first subdivisions and planned developments in the new community of River Terrace and building permit review is following quickly along.The department is working with a consultant team to create a new form- based code for the Tigard Triangle that will simplify the development review process and better implement and support the city's Strategic Plan Vision of walkability in the Triangle.The Safe Routes to School program is up and running with nearly all schools in Tigard participating.The department also continues to update and improve its permitting,inspections and development review and customer service operations. PROGRAM RESULTS: Community Development Planning employees are highly motivated,well trained,and service oriented.The current responsibilities of the department include: •Effective and innovative long range land use and transportation planning services •Relevant and effective Community Development Code standards and Comprehensive Plan policies •Timely and effective development review and code compliance services •Public improvements associated with development approvals that are consistent with city codes and standards •Protection of natural resources consistent with local,state and federal laws and implementation of the city's Urban Forestry Master Plan •Community information and public involvement related to program and project activities •Effective representation at intergovernmental venues •Coordination on affordable housing opportunities through advocacy and cooperation with housing agencies and providers •Efficient and fair enforcement of the land use,nuisance,housing and building codes •Plan and implement appropriate public outreach/involvement and public information efforts for all Community Development related projects and programs to assure community awareness and understanding of activities and to provide ample opportunity for community input and influence on outcomes PAGE 188- CITY OF TIGARD COMMUNITY DEVELOPMENT—PLANNING BUDGET UNIT: 3000 •Maintains,updates and implements the city's Comprehensive Plan to 1)meet regional and state requirements and 2) provide guidance for public and private investments in infrastructure,land development,and economic development activities •Prepares legislative actions for Planning Commission and City Council consideration,such as Development Code amendments, specific area plans,and Plan and Zoning Map amendments that meet regional,state and federal requirements,and satisfy the stated purpose of the effort •Develops and implements a transportation planning function that addresses the multi-modal transportation needs of the community and integrates land use,economic development and infrastructure needs ACCOMPLISHMENTS: FY 2015-2016: •Launched a development code update project to improve the process and procedural aspects of the code,implement the code audit recommendations,and better support the city Strategic Plan for walkability •Actively participated in and represented Tigard's interests in the regional Southwest Corridor Planning process •Made substantial progress on creating and implementing a form-based,lean development code for the Tigard Triangle to support an active livable and walkable community •Received a grant from Metro and initiated the Tigard Triangle Strategic Plan and Urban Renewal Implementation Plan •Applied for grants and sought other intergovernmental assistance to achieve community objectives •Expanded and improved the Safe Routes to School effort •Provided staff and administrative support to the Planning Commission,Tigard Transportation Advisory Committee and project specific citizen and technical advisory committees •Processed seven planned development and subdivision applications for River Terrace, approving over 1200 new residential lots •Processed all development permit applications within state mandated timeframes •Created the Tigard Active Permits web page where the public can track active development applications and building permits in their neighborhood or around the city •Continued to implement technological,procedural and organizational changes to improve code compliance response and permit counter efficiency •Worked with Oregon Department of Transportation and Washington County to ensure adequate public improvements on state and county transportation facilities and associated development applications •Provided support to Public Works on parks and other capital projects •Successfully transitioned erosion control inspection responsibilities from Tigard to Clean Water Services COMMUNITY DEVELOPMENT-PAGE 189 COMMUNITY DEVELOPMENT—PLANNING BUDGET UNIT: 3000 GOALS&OBJECTIVES: FY 2016-2017: •Complete the form-based,lean development code for the Tigard Triangle and begin to create an active livable and walkable community •Make substantial progress toward completion of the Tigard Triangle Strategic Plan and Urban Renewal Plan Implementation,meeting scheduled deadlines and project milestones •Continue to participate in and represent Tigard's interest in the regional Southwest Corridor Planning process •Update the Community Development Code by improving process and procedures and implementing the recommendations of the code audit •Position the department to respond to unanticipated opportunities or issues to achieve council goals such as securing grants and intergovernmental/agency partnerships •Effectively represent the city at intergovernmental venues and provide local and regional leadership for high priority projects and initiatives •Continue to maintain a high standard of customer service and accountability in all aspects of the department's work WORKLOAD MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 CD intergovernmental meetings/events 90 108 90 95 Citizen boards,commissions,standing and 9 9 9 9 ad-hoc committees staffed by department Commission/board meetings attended 80 80 80 80 Council agenda items originating in CD 100 120 130 130 Erosion control inspections 1,600 NA NA NA Grant writing and administration-number 2 3 4 5 of grants to apply for and awarded Intergovernmental involvement and 100 110 120 120 coordination meetings to attend with other governments Issues/topics considered by CD staffed 50 60 75 75 boards,commissions and ad-hoc committees Major CD division projects/initiatives 15 20 17 21 Major land use reports/studies/plans 7 5 2 2 completed PAGE 190- CITY OF TIGARD COMMUNITY DEVELOPMENT-PLANNING BUDGET UNIT: 3000 Number of development applications NA 251 388 578 (includes all Type I,II,III,and IV applications) Number of land use decisions made by City 7 7 3 8 Council Number of land use decisions made by 323 204 350 242 Director(includes Type I HOP,SGN,and TUP) Number of land use decisions made by 4 10 6 15 Planning Commission/Hearings Officer Number of legislative amendment decisions 7 10 3 2 made by City Council Public Facility Improvement permits issued 27 NA NA NA for private development(PFI) Support to City Council and City Manager NA 5 22 18 special projects Total number of code compliance 239 240 300 350 inquiries/contacts received Total number of code compliance 239 254 201 266 inquiries/contacts received(all NCC, DCC and ARB cases) EFFECTIVENESS MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Accuracy of planning related GIS data 100% 100% 100% 100% distributed to public Developments that meet ordinance 100% 100% 100% 100% standards and process Funds acquired or committed through $400,000 $800,000 $450,000 $600,000 grants Inspections conducted within 24 hours 100% 100% 100% 100% Land use decisions made with service 100% 100% 100% 100% standards Land use decisions made within 120 days or 100% 100% 100% 100% extensions Legislative amendments acknowledged by 100% 100% 100% 100% DLCD without revisions/remands Reports/studies/plans adopted/accepted 100% 100% 100% 100% by council Success of CD divisions in achieving their 80% 90% 90% 90% work programs COMMUNITY DEVELOPMENT-PAGE 191 COMMUNITY DEVELOPMENT-PLANNING BUDGET UNIT: 3000 FULL-TIME EQUIVALENT POSITIONS 2013-2014 2014-2015 2015-2016 2016-2017 Community Development Director 1.00 1.00 1.00 1.00 Assistant Community Development 1.00 1.00 1.00 1.00 Director Confidential Executive Assistant 1.00 1.00 1.00 1.00 Sr Admin Specialist 1.00 1.00 1.00 1.00 Program Development Specialist 0.80 0.80 1.00 1.00 Livability Compliance Specialist 0.80 1.00 1.00 1.00 Associate Planner 5.00 5.00 5.00 4.00 Senior Planner 1.00 1.00 1.00 1.00 Community Engagement Coordinator 0.00 0.00 0.00 1.00 Sr Transportation Planner 1.00 1.00 1.00 1.00 Permit Technician Assistant 0.80 0.80 0.80 0.80 Building Division Services Supervisor 0.20 0.20 0.20 0.20 Senior Engineering Technician 1.00 0.00 0.00 0.00 Assistant Planner 0.00 1.00 1.00 1.00 Program Coordinator 0.00 0.00 1.00 1.00 Total FTE 14.60 14.80 16.00 16.00 PAGE 192- CITY OF TIGARD COMMUNITY DEVELOPMENT-PLANNING BUDGET UNIT: 3000 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 2.00 14,80 16.00 Total FTE 16,00 16.00 16.00 184,315 878,572 1,017,806 51001-Salaries-Management 998,820 998,820 998,820 -1.9% 642 138,868 152,185 51002-Salaries-General 154,832 154,832 154,832 1.7% 124 46,920 39,448 51005-Part Time-Temporary 22,858 22,858 22,858 -42.1% 2,065 10,850 0 51006-Overtime 7,568 7,568 7,568 100.0% 0 502 0 51007-Incentive Pay 0 0 0 0.0% 187,146 1,075,713 1,209,439 Total Personal Services-Salaries 1,184,078 1,184,078 1,184,078 -2.1% 2,599 12,292 6,088 52001-Unemployment 1,155 1,155 1,155 -81.0% 397 10,627 12,148 52002-Worker's Compensation 13,341 13,341 13,341 9.8% 13,779 80,753 93,058 52003-Social Security/Medicare 88,254 88,254 88,254 -5.2% 1,348 7,785 8,808 52004-Tri-Met Tax 8,349 8,349 8,349 -5.2% 22,487 123,888 157,782 52005-Retirement 153,245 153,245 153,245 -2.9% 1,200 9,866 10,140 52007-VEBA-ER 10,740 10,740 10,740 5.9% 199 1,266 7,169 52008-Life Ins/ADD/LTD 7,138 7,138 7,138 -0.4% 628 3,100 0 52009-Long Term Disability 0 0 0 0.0% 34,709 171,775 218,157 52010-Medical/Dental/Vision 234,810 234,810 234,810 7.6% 4,876 20,863 0 52011-Dental Benefits 0 0 0 0.0% 82,222 442,215 513,350 Total Personal Services-Benefits 517,032 517,032 517,032 0.7% 11,705 13,547 31,475 53001-Office Supplies 32,475 32,475 32,475 3.2% 70 0 0 53002-Small Tools&Equipment 0 0 0 0.0% 11,775 13,547 31,475 Total Supplies 32,475 32,475 32,475 3.2% 40 342,954 534,796 54001-Professional/Contractual Services 236,291 236,291 345,291 -35.4% 4,532 100,348 90,000 54003-Legal Fees 90,000 90,000 90,000 0.0°7° O 0 11,988 54006-Software License and Maintenance 11,988 11,988 11,988 0.0% O 0 425 54114-R&M-Office Equipment 425 425 425 0.0°/n 254 1,634 1,440 54205-Utilites-Phone/Pager/Cells 1,440 1,440 1,440 0.0% O 7,149 8,100 54300-Advertising&Publicity 8,100 8,100 8,100 0.0% 983 1 1,405 54301-Fees and Charges 2,000 2,000 2,000 42.3% 11,645 8,266 11,000 54302-Dues&Subscriptions 11,000 11,000 11,000 0.0% 6,979 14,303 30,964 54303-Travel and Training 30,964 30,964 30,964 0.0% O 3,151 3,300 54306-Credit Card Fees 4,500 4,500 4,500 36.4% 5,563 9,110 10,585 54311-Special Department Expenses 12,585 12,585 12,585 18.9° 29,996 486,916 704,003 Total Services 409,293 409,293 518,293 -26.4% 247 2,075 2,800 56004-Computer Hardware and Software 4,150 4,150 4,150 48.2% 247 2,075 2,800 Total Capital Improvement 4,150 4,150 4,150 48.2% 7,218 130,668 173,115 58100-Indirect Charges-City Management 187,139 187,139 187,139 8.1% 7,267 49,427 55,678 58110-Indirect Charges-Human Resources 49,153 49,153 49,153 -11.7% 3,473 24,029 26,375 58120-Indirect Charges-Risk Management 27,161 27,161 27,161 3.0% 4,371 50,558 129,734 58130-Indirect Charges-Office Services 170,219 170,219 170,219 31.2% 8,830 121,866 136,214 58150-Indirect Charges-Records 125,203 125,203 125,203 -8.1% 189 1,173 2,432 58200-Indirect Charges-Finance 3,135 3,135 3,135 28.9% Administration 11,241 51,199 54,775 58210-Indirect Charges-Financial Operations 33,026 33,026 33,026 -39.7% 38,944 169,303 192,990 58230-Indirect Charges-Technology 170,967 170,967 170,967 -11.4% 2,509 38,556 18,833 58250-Indirect Charges-Contracts and 26,375 26,375 26,375 40.0% Purchasing O 452 0 58630-Indirect Charges-Fleet Maintenance 0 0 0 0.0% O 19,669 25,285 58640-Indirect Charges-Property 27,077 27,077 27,077 7.1% 84,042 656,899 815,431 Total Internal Services 819,455 819,455 819,455 0.5% 395,428 2,677,365 3,276,498 Total Community Development Planning 2,966,483 2,966,483 3,075,483 -6.1% COMMUNITY DEVELOPMENT-PAGE 193 BUILDING BUDGET UNIT: 3100 PROGRAM DESCRIPTION: The Building Division is responsible for reviewing plans,issuing permits,and inspecting construction to determine compliance with the state of Oregon specialty codes.The specialty codes include building, fire,plumbing,mechanical,electrical codes and other State of Oregon rules and statutes. The division further enforces requirements of the Tigard Municipal Code,Community Development Codes,and ordinances.The Building Division is managed by the building official and is comprised of plans examiners,inspectors and support staff. PROGRAM RESULTS: The Building Division provides services that assure development outside of the public right-of-way is designed and constructed in accordance with applicable building standards and requirements and are properly documented.The Building Inspection Division is accounted for in a dedicated fund supported by permit revenues pursuant to state requirements. Specifically,the Building Division ensures that: •The public receives timely and responsive Building Permit and Code services. •There is coordination with Planning,Engineering,Public Works and other departments so that the full range of city and state codes and standards are complied with. •Buildings are constructed and built to the State of Oregon specialty codes and are safe for all occupants and users. ACCOMPLISHMENTS: FY 2015-2016: •Issued 42%of all permits online. •Issued 74%of all eligible permits online. •An additional 248 contractors signed up for a user account to create permits online. •Completed upgrade of Accela 8.0 permit system. •Completed new website content migration project. •Enhanced Tigard Map services with a new active permits mapping tool. •Completed migration of the erosion control inspection program from the City engineering department to CWS. •Completed updates to the standard operating procedures manual for permit technicians. •Completed address/parcel/owner export program implementation. PAGE 194- CITY OF TIGARD BUILDING BUDGET UNIT: 3100 •Upgraded the inspection request module to integrate phone and online requests. •Completed updates to the emergency operations plan for issuing permits. •Completed over 10,000 inspections. •Permitted and inspected major projects such as Bonaventure,Ifly and Muslum Educational Trust. •Trained and cross certified multiple inspectors to perform electrical and plumbing inspections. GOALS&OBJECTIVES: FY 2016-2017: •Complete Accela permit system and Laserfiche document management integration. •Complete electronic document review program implementation. •Complete fillable forms for website. •Complete automated building permit expiration program. •Continue to cross certify inspection staff to increase efficiency. •Adjust staffing levels to handle expected increase in work load due to river Terrace. WORKLOAD MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Average Number of Inspections per 15.77 10.29 12.35 10.86 Inspector Per Day Inspections Performed 12,382 9009 10814 12,225 Mechanical Permits 856 787 854 865 Plumbing Permits 454 396 448 450 Electrical Permits 1,152 1175 1,296 1,250 Commercial Add/Alt Permits 534 506 548 550 New Commercial Buildings Permits 5 3 3 4 Residential Add/Alt Permits 158 188 206 225 New Multi-Family Permits (units) 0 136 474 400 New Single-Family Permits 86 57 125 265 Sewer Permits 154 126 208 275 Total Permits 3,404 3,239 3,678 3,860 COMMUNITY DEVELOPMENT-PAGE 195 BUILDING BUDGET UNIT: 3100 EFFECTIVENESS MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Plan Review turnaround time 4 4 4 4 (New Commercial buildings) (weeks) Plan Review turnaround time 2 2 2 2 (Commercial tenant improvements) (weeks) Plan Review turnaround time 3 3 3 3 (Single family)(weeks) Requested building inspections performed 96% 98% 95% 100% the day it was scheduled (%) FULL-TIME EQUIVALENT POSITIONS 2013-2014 2014-2015 2015-2016 2016-2017 Administrative Specialist I (Limited 0.00 0.00 0.50 0.00 Duration) Building Division Services Supervisor 0.80 0.80 0.80 0.80 Building Inspector I 0.00 0.00 0.00 1.00 Building Inspector I/Code Compliance 1.00 1.00 1.00 1.00 Officer Building Inspector II 1,00 L00 1.00 0.00 Building Official 1.00 1.00 1.00 1.00 Inspecton Supervisor 0.00 0.00 0.00 1.00 Permit Technician 1.00 1.00 1.00 1.00 Permit Technician Assistant 0.00 0.20 0.20 1.20 Plans Examiner 0.00 0.00 1.00 1.00 Plans Examiner/Inspector I 0.00 0.00 0.00 1.00 Senior Building Inspector 2.00 2.00 2.00 2.00 Senior Permit Technician 1.00 1.00 1.00 1.00 Senior Plans Examiner 1.00 1.00 1.00 1.00 Total FTE 8.80 9.00 10.50 13.00 PAGE 196- CITY OF TIGARD BUILDING BUDGET UNIT: 3100 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 8.80 9.00 10.50 Total FTE 12.00 12.00 13.00 160,370 239,752 170,101 51001-Salaries-Management 255,428 255,428 255,428 50.2°% 470,686 418,168 591,804 51002-Salaries-General 698,819 698,819 698,819 18.1% O 0 18,765 51004-Part Time-Regular 189 189 189 -99.0% 15,868 4,547 25,426 51005-Part Time-Temporary 25,426 25,426 25,426 0.0% 2,685 304 5,086 51006-Overtime 6,054 6,054 6,054 19.0% 6,776 5,664 7,629 51007-Incentive Pay 8,577 8,577 8,577 12.4% 656,385 668,436 818,811 Total Personal Services-Salaries 994,493 994,493 994,493 21.5% 9,135 7,652 4,102 52001-Unemployment 969 969 969 -76.4% 5,277 7,662 9,344 52002-Worker's Compensation 10,588 10,588 10,588 13.3% 49,637 50,172 62,647 52003-Social Security/Medicare 74,134 74,134 74,134 18.3°i° 4,722 4,840 5,935 52004-Tri-Met Tax 7,015 7,015 7,015 18.2% 65,637 74,221 86,187 52005-Retirement 107,123 107,123 107,123 24.3% 7,315 7,285 9,360 52007-VEBA-ER 11,760 11,760 11,760 25.6°o 507 582 2,667 52008-Life Ins/ADD/LTD 3,012 3,012 3,012 12.9°0 1,410 1,700 0 52009-Long Term Disability 0 0 0 0.0% 113,972 121,149 162,380 52010-Medical/Dental/Vision 222,197 222,197 222,197 36.8% 12,208 12,881 0 52011-Dental Benefits 0 0 0 0.0% 269,820 288,145 342,622 Total Personal Services-Benefits 436,798 436,798 436,798 27.5% 1,754 1,872 5,000 53001-Office Supplies 5,000 5,000 5,000 0.0°0 10 118 750 53002-Small Tools&Equipment 1,000 1,000 1,000 33.3% 4,346 2,928 4,000 53003-Fuel 4,500 4,500 4,500 12.5% 6,110 4,918 9,750 Total Supplies 10,500 10,500 10,500 7.7% 24,320 32,317 46,500 54001-Professional/Contractual Services 55,500 55,500 55,500 19.4% O 0 2,000 54003-Legal Fees 2,000 2,000 2,000 0.0°% 2,733 0 8,316 54006-Software License and Maintenance 5,250 5,250 5,250 -36.9% O 140 0 54101-R&M-Facilities 0 0 0 0.0°%° 2,946 2,011 7,500 54113-R&M-Vehicles 7,500 7,500 7,500 0.0% 125 0 1,000 54114-R&M-Office Equipment 1,000 1,000 1,000 0.0% 4,528 6,955 8,000 54205-Utilites-Phone/Pager/Cells 8,500 8,500 8,500 6.3% O 465 2,500 54300-Advertising&Publicity 2,500 2,500 2,500 0.0% O 82 0 54301-Fees and Charges 0 0 0 0.0% 935 971 2,500 54302-Dues&Subscriptions 2,500 2,500 2,500 0.0% 5,091 8,097 12,600 54303-Travel and Training 12,800 12,800 12,800 1.6% O 16,655 33,000 54306-Credit Card Fees 22,000 22,000 22,000 -33.3% 3,921 5,610 5,200 54311-Special Department Expenses 6,950 6,950 6,950 33.7% 44,599 73,302 129,116 Total Services 126,500 126,500 126,500 -2.0% O 0 25,000 56003-Vehicles 75,000 75,000 75,000 200.0% 434 0 7,250 56004-Computer Hardware and Software 11,400 11,400 11,400 57.2% 434 0 32,250 Total Capital Improvement 86,400 86,400 86,400 167.9% COMMUNITY DEVELOPMENT-PAGE 197 BUILDING BUDGET UNIT: 3100 FY 2014 FY 2015 FY 20162017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary proposed Approved Adopted FY 16 140,005 165,661 295,266 58000-Interdepartmental Costs 327,310 327,310 327,310 10.9% 30,081 33,098 45,423 58100-Indirect Charges-City Management 67,468 67,468 67,468 48.5°o 28,343 32,235 33,858 58110-Indirect Charges-Human Resources 37,786 37,786 37,786 11.6°, 11,452 16,079 17,298 58120-Indirect Charges-Risk Management 21,531 21,531 21,531 24.5% 8,034 5,818 6,773 58130-Indirect Charges-Office Services 7,924 7,924 7,924 17.0% 87,214 133,983 106,419 58150-Indirect Charges-Records 143,275 143,275 143,275 34.6% 683 631 1,437 58200-Indirect Charges-Finance 1,757 1,757 1,757 22.3% Administration 20,491 22,881 25,503 58210-Indirect Charges-Financial Operations 25,506 25,506 25,506 0.0% 57,852 100,071 95,180 58230-Indirect Charges-Technology 101,495 101,495 101,495 6.6% 4,139 2,027 6,305 58250-Indirect Charges-Contracts and 424 424 424 -93.3% Purchasing 1,525 992 1,867 58630-Indirect Charges-Fleet Maintenance 2,092 2,092 2,092 12.1% 15,905 17,089 21,969 58640-Indirect Charges-Property 23,525 23,525 23,525 7.1% 405,'24 530,565 657,298 Total Internal Services 760,093 760,093 760,093 15.6% 1,383,072 1,565,366 1,989,847 otal Building r 2,414,784 414,784 2,414,784 21.4% 1/1% 9 i 41 4- 1 Aft -. -. '-,,..0,_ 411,47.6. ,-AM, . ,T.F. .i tett% 14 ;E. � atfk a l, E! #S �1 sem- _ - = ity of Tigard 4, L._ r _ CITY HALL x• �,, ,,, , t s , I. via fi ,,1 (OiRx I PERITS I PO '17,,s,240,,,,'.1......' ifv,� , •,..:.•:;T,..H.„,,,,.fr, 7 - y • r � v � t { } t � "• Srjq,.� .:GytK.l x ., l*ti t, h.'33Y�,`y"ytSr� kms is �(1�.4 r.4 5' .f^+'04,5tt.,.*'y hN,+,`,.6 rye'�v+ i 'f6 -b F t ,y�p�- .G '-t.,,,,, ,.., �.-,& q �^AV' `y , '*,"x,. 5,- .i�,'# 5 ,,,,, is ``-,., �,..,. s d C T. : k .;-',,,,,-":,,,A„*"'?"-',` PAGE 198- CITY OF TIGARD ECONOMIC DEVELOPMENT BUDGET UNIT: 3700 PROGRAM DESCRIPTION: The Economic Development Division is responsible for creating and sustaining economic development tools and techniques to elevate the city's commitment to business development and a healthy business environment. These activities range from engaging individual businesses with issues that concern city services or codes,to creating new programs to support more economic activity in the city,be it through the provision of land,labor,infrastructure or capital. Working within the Community Development Department,the division will coordinate closely with community stakeholders,partner agencies and city staff in a broad range of planning and development activities that implement adopted plans and policies. The efforts undertaken by the division will either directly or indirectly raise the levels of employment,commerce,investment and satisfaction among firms doing business in the city. The division will work closely with staff and members of the City Center Development Agency Board(CCDA),the City Center Advisory Commission(CCAC),the Planning Commission (PC),and the Transportation Advisory Committee(r1AC) as well as other ad-hoc committees,and will interact closely with community groups such as the Tigard Chamber of Commerce and the Tigard Downtown Alliance. PROGRAM RESULTS: The Economic Development Division is responsible for securing and strengthening Tigard's economic future. It does so by partnering with local businesses,recruiting new companies, supporting the improvement of land,infrastructure systems and existing buildings to enable higher levels of economic activity,and contributing an economic development focus to community development projects,interpretations of the Community Development Code,and policy discussions related to land use and capital investments in the city. In addition,the division oversees the Downtown Redevelopment Program to implement Tigard's City Center Urban Renewal Plan and brings forward tools and programs to enhance economic development and job growth downtown and in other targeted areas in the city. Specific activities include: •Developing and updating strategies,work programs,and action plans to implement economic development initiatives downtown and in other commercial and industrial districts. •Developing and executing key programs in partnership with local,regional,state and federal agencies to help stimulate job growth in the city. •Preparing demographic information,maps,databases and marketing materials to educate and promote businesses and stakeholders including other economic development agencies about Tigard's competitive assets. •Coordinating with downtown business and property owners to develop projects and programs that revitalize downtown. •Developing financial tools such as loan funds,tax credits,development charge offsets,a working capital fund or export/import financing to attract and support business development in the city. •Representing the city and its business interests to other organizations,such as with Greater Portland Inc.,Business Oregon,the Oregon Innovation Council,Departments of Revenue and Employment,Association of Oregon Redevelopment Agencies,and with other local governments. •Serving as city liaison and advocate for Tigard business and property owners on development issues. •Marketing Tigard and its special districts,like downtown,to prospective businesses,investors, and other public and private entities. COMMUNITY DEVELOPMENT-PAGE 199 ECONOMIC DEVELOPMENT BUDGET UNIT: 3700 ACCOMPLISHMENTS: FY 2015-2016: •Managed tasks leading to breaking ground of Burnham/Ash Redevelopment,including completion of Development Agreement and approval by the CCDA Board;interdepartmental coordination for Public Works Yard demolition and dog park relocation,problem solving permitting issues. •Started up Brownfields assessment program,including public outreach,property owner outreach,broker and banker outreach,and and organization of two well-attended community meetings •Completed Saxony property acquisition and managed redevelopment,including coordination with jurisdictional partners. •Completed installation of art and gateway improvements. •First two grant-funded Strolling Street projects completed or near completion •Obtained$100,000 CET grant for Downtown Urban Lofts project. •Prepared$400,000 EPA Brownfield Cleanup Grant request •Managed three Agency property acquisitions •Advanced the public/private partnership to add infrastructure in the Hunziker Industrial Core. •Completed and put to practice a Public Infrastructure Finance Strategy for the Hunziker Industrial Core. •Secured$1.5M in infrastructure funding for Hunziker Core (as part of city team). •Prepared a$3M FDA Grant Request. •Prepared a$1M Connect Oregon VI funding request. •Initiated"Tigard's Table" food innovation/entrepreneur program with local entrepreneurs. •Certified 4 firms for Tigard Enterprise Zone (one new application in progress). •Expanded Enterprise Zone in collaboration with Lake Oswego. •Continued the Tigard Business Roundtable and added site visit/field trip. •Technical Advising to TDA:Urban Art Award,Art Walk,Streetscape Amenities,Street Fest, Art. •Created TDA performance measures and challenge grant for capacity building for private sector downtown revitalization efforts. •Worked with GPI on Regional 2020 Economic Development Agenda. •Amended City's Economic Opportunity Analysis. •Completed a"State of Place"analysis with PSU MURP team. GOALS&OBJECTIVES: FY 2016-2017: •Make significant progress on Saxony redevelopment plan including initiating permitting process and initiating clean up (if grant is awarded.) •Increase property owner participation in Brownfields Assessment Program. •Complete Metro CPDG grant funded redevelopment study for Downtown Urban Lofts redevelopment. • Complete Downtown Housing and Employment study. • Implement Downtown parking management recommendations. PAGE 200 - CITY OF TIGARD ECONOMIC DEVELOPMENT BUDGET UNIT: 3700 • Respond to relevant GPI and Business Oregon site selection requests. • Host four Business Roundtable meetings. • Continue business expansion and retention visits to Tigard businesses 12 to 24. • Support Tigard Downtown Alliance capacity building. • Submit$3 million EDA grant request. •Advance the Tigard's Table project for food and beverage entrepreneurs and tour facilities in the region. •Update data for economic analysis. • Coordinate 5-7 neighborhood visits with ice cream. • Support business participation in Tigard/Lake Oswego Enterprise Zone. WORKLOAD MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Brownfield Assessment Grant Funded NA 1 2 6 Projects Firms Participating in Enterprise Zone NA NA 4 5 Developer contacts made 12 12 15 15 Facade Improvement Joint Committee 5 5 0 NA meetings Other citizen board meetings/briefings 10 10 10 12 made Council/CCDA meetings/briefings 12 12 12 14 CCAC meetings staffed 12 11 12 12 Storefront improvement cases managed 11 5 NA NA Stakeholder outreach and support efforts: 12 12 12 12 meetings/events Development Opportunity Studies managed 1 2 3 2 Properties engaged in active redevelopment 1 2 2 4 Intergovernmental coordination with other 14 NA NA NA agencies Coordination/management of 16 NA NA NA interdepartmental/division downtown projects Projects completed as part of the 9 10 7 8 Downtown Work Program/Major Urban Renewal Planning Projects Undertaken COMMUNITY DEVELOPMENT-PAGE 201 ECONOMIC DEVELOPMENT BUDGET UNIT: 3700 Quarterly Economic Development Updates 4 4 4 4 to Council Economic Development Monthly Memo to 12 12 8 6 Council EcDev Email updates to Tigard business 12 12 11 12 owners (city-wide) Business Visits to Tigard Employers (large 36 50 36 24 employers) Economic Dev. Projects Managed 5 5 5 5 Creation of a strategic plan/process for 1 0 1 1 I'DA following 4-pt approach Participate in downtown focused economic 1 1 1 1 development project with TDA Stakeholder Group Meetings:Banker, 4 4 4 4 Broker,Builder,Business Owners Lead Response/Business Recruitment 4 11 10 10 EFFECTIVENESS MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Strolling Street Projects Completed NA NA 2 2 Tigard Average Wage NA NA $44,000 $48,062 Number of Downtown stakeholder 36 36 36 40 outreach and support efforts meetings/events/public meetings Number of properties engaged in active 1 2 2 4 redevelopment Number of storefront improvement grants 5 3 NA NA awarded Number of new properties participating in 8 5 NA NA the Facade Improvement Program Estimated annual value of development TBD TBD TBD TBD permits (in millions) Number of housing units in the Urban 305 305 305 470 Renewal District Number of employees in the Urban 1,061 1,208 1,253 1,280 Renewal District(GIS estimate) Number of businesses in the Urban 243 235 230 235 Renewal District (GIS estimate) Percentage increase in UR District assessed 3.5% 2% 3.4% 3.5% value from previous year Incremental assessed value(in millions) - $26.99 $27.90 $32.3 $35.8 includes utilities PAGE 202- CITY OF TIGARD ECONOMIC DEVELOPMENT BUDGET UNIT: 3700 Annual tax-increment revenues $342,331 $351,000 $397,792 $434,000 UR District Improvement to land value 1.21 1.22 1.29 1.35 Number of businesses in Tigard 2985 3013 3,000 3,000 Value of Industrial zoned property(in $782.6 $817 $825 $850 millions) Value of Employment land(in billions) TBD 2.8 TBD TBD Tigard unemployment rate 5.6% 5.3% 5.3% 4.3% Tigard employment 40,035 41,236 42,532 44,122 Percentage of Tigard residents working 8010 9% 9% 8% locally Number of businesses participating in 5 10 15 20 Economic Development programs Percentage of employed residents earning 40% 41% TBD TBD more than$3,333 per month FULL-TIME EQUIVALENT POSITIONS 2013-2014 2014-2015 2015-2016 2016-2017 Economic Development Manager 1.00 1.00 1.00 1.00 Redevelopment Project Manager 1.00 1.00 1.00 1.00 Total FIE 2.00 2.00 2.00 2.00 COMMUNITY DEVELOPMENT-PAGE 203 ECONOMIC DEVELOPMENT BUDGET UNIT: 3700 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 2.00 2.00 2.00 Total FTE 2.00 2.00 2.00 169,395 191,428 206,253 51001-Salaries-Management 191,960 191,960 191,960 -6.9% 0 11,158 23,248 51005-Part Time-Temporary 36,000 36,000 36,000 54.9% o 169,395 202,586 229,501 Total Personal Services-Salaries 227,960 227,960 227,960 -0.7% o 2,356 2,258 1,149 52001-Unemployment 193 193 193 -83.2% 1,087 1,257 1,771 52002-Worker's Compensation 1,783 1,783 1,783 0.7°0 13,054 15,597 17,560 52003-Social Security/Medicare 14,685 14,685 14,685 -16.4°° 1,219 1,466 1,663 52004-Tri-Met Tax 1,389 1,389 1,389 -16.5°'0 18,711 26,695 28,915 52005-Retirement 26,875 26,875 26,875 -7.1°gib 1,195 1,200 1,200 52007-VEBA-ER 1,200 1,200 1,200 0.0% 174 199 1,062 52008-Life Ins/ADD/LTD 1,062 1,062 1,062 0.0% 421 606 0 52009-Long Term Disability 0 0 0 0.0°0 21,119 23,738 28,407 52010-Medical/Dental/Vision 29,827 29,827 29,827 5.0% 3,173 3,443 0 52011-Dental Benefits 0 0 0 0.0% 62,509 76,459 81,727 Total Personal Services-Benefits 77,014 77,014 77,014 -5.8°% 1,666 268 3,000 53001-Office Supplies 3,000 3,000 3,000 0.0 0 2 0 53002-Small Tools&Equipment 0 0 0 0.0°10 1,666 270 3,000 Total Supplies 3,000 3,000 3,000 0.0% 14,532 93,304 368,000 54001-Professional/Contractual Services 250,000 290,000 290,000 -21.2% 8,068 7,013 10,000 54003-Legal Fees 30,000 30,000 30,000 200.0°'0 O 0 720 54205-Utilites-Phone/Pager/Cells 720 720 720 0.0% 76 760 2,000 54300-Advertising&Publicity 2,000 2,000 2,000 0.0% O 1,701 0 54301-Fees and Charges 0 0 0 0.0°% 244 577 7,500 54302-Dues&Subscriptions 10,000 10,000 10,000 33.3°0 2,621 3,840 5,000 54303-Travel and Training 5,000 5,000 5,000 0.0°° 1,192 4,531 4,010 54311-Special Department Expenses 8,685 8,685 8,685 116.6°-'° O 0 24,000 54402-Contributions to Community Org 0 0 0 -100.0°'° 26,733 111,726 421,230 Total Services 306,405 346,405 346,405 -17.8% 3,576 7,214 11,421 58100-Indirect Charges-City Management 12,979 12,979 12,979 13.6% 3,634 7,163 7,524 58110-Indirect Charges-Human Resources 6,144 6,144 6,144 -18.3% 1,186 2,173 2,359 58120-Indirect Charges-Risk Management 2,420 2,420 2,420 2.6% 13,832 17,627 13,889 58130-Indirect Charges-Office Services 18,084 18,084 18,084 30.2% 32 0 0 58150-Indirect Charges-Records 0 0 0 0.0%0 88 196 609 58200-Indirect Charges-Finance 621 621 621 20% Administration 7,673 9,665 12,096 58210-Indirect Charges-Financial Operations 11,793 11,793 11,793 -2.5°10 3,256 7,569 9,632 58230-Indirect Charges-Technology 5,670 5,670 5,670 -41.1% 407 150 2,186 58250-Indirect Charges-Contracts and 5,589 5,589 5,589 155.7% Purchasing 1,272 1,366 1,757 58640-Indirect Charges-Property 1,881 1,881 1,881 71°„ 34,956 53,124 61,473 Total Internal Services 65,181 65,181 65,181 60°„ 295,259 444,1: ,931 Total Economic Development 679,560 719,560 719,560 -9.7% PAGE 204- CITY OF TIGARD DEVELOPMENT SERVICES-HISTOTRICAL BUDGET UNIT: 3200 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 3.80 Total FTE 78,658 -3,104 0 51001-Salaries-Management 0 0 0 0.0°4 79,719 -1,954 0 51002-Salaries-General 0 0 0 0.0% 369 0 0 51006-Overtime 0 0 0 0..0% 111 -18 0 51007-Incentive Pay 0 0 0 0.0°'0 158,857 -5,077 0 Total Personal Services-Salaries 0 0 0 0.0% 2,214 -61 0 52001-Unemployment 0 0 0 0.0% 932 -15 0 52002-Worker's Compensation 0 0 0 0.0°r° 11,817 -377 0 52003-Social Security/Medicare 0 0 0 0.0% 1,142 -37 0 52004-Tri-Met Tax 0 0 0 0.0% 16,799 -615 0 52005-Retirement 0 0 0 0.0% 2,276 -195 0 52007-VEBA-ER 0 0 0 0.0% 164 -15 0 52008-Life Ins/ADD/LTD 0 0 0 0..0% 457 -44 0 52009-Long Term Disability 0 0 0 0.0% 19,828 -1,596 0 52010-Medical/Dental/Vision 0 0 0 0.0°1 2,310 -187 0 52011-Dental Benefits 0 0 0 0.0% 57,939 -3,142 0 Total Personal Services-Benefits 0 0 0 0.0% 177 0 0 53001-Office Supplies 0 0 0 0.0% 272 0 0 53003-Fuel 0 0 0 0.0% 449 0 0 Total Supplies 0 0 0 0.0% 55,555 0 0 54001-Professional/Contractual Services 0 0 0 0.0% 15,936 0 0 54003-Legal Fees 0 0 0 0.0% 2,200 0 0 54006-Software License and Maintenance 0 0 0 0.0% 382 0 0 54113-R&M-Vehicles 0 0 0 0.0% 125 0 0 54114-R&M-Office Equipment 0 0 0 0.0% 1,106 0 0 54205-Utilites-Phone/Pager/Cells 0 0 0 0.0% 285 0 0 54300-Advertising&Publicity 0 0 0 0.0% 75 0 0 54301-Fees and Charges 0 0 0 0.0% 342 0 0 54302-Dues&Subscriptions 0 0 0 0.0% 1,710 0 0 54303-Travel and Training 0 0 0 0.0% 1,397 0 0 54311-Special Department Expenses 0 0 0 0.0% 79,113 0 0 Total Services 0 0 0 0.0% 716 0 0 56004-Computer Hardware and Software 0 0 0 0.0% 716 0 0 Total Capital Improvement 0 0 0 0.0% 45,468 0 0 58100-Indirect Charges-City Management 0 0 0 0.0% 16,714 0 0 58110-Indirect Charges-Human Resources 0 0 0 0.0% 9,213 0 0 58120-Indirect Charges-Risk Management 0 0 0 0.0% 10,814 0 0 58130-Indirect Charges-Office Services 0 0 0 0.0% 40,984 0 0 58150-Indirect Charges-Records 0 0 0 0.0% 404 0 0 58200-Indirect Charges-Finance 0 0 0 0.0% Administration 14,667 0 0 58210-Indirect Charges-Financial Operations 0 0 0 0.0% 17,141 0 0 58230-Indirect Charges-Technology 0 0 0 0.0% 641 0 0 58250-Indirect Charges-Contracts and 0 0 0 0.0% Purchasing 1,971 0 0 58630-Indirect Charges-Fleet Maintenance 0 0 0 0.0% 10,794 0 0 58640-Indirect Charges-Property 0 0 0 0.0% 168,811 0 0 Total Internal Services 0 0 0 0.0% 465,885 -8,219 r. Total Development Services 0 COMMUNITY DEVELOPMENT-PAGE 205 COMMUNITY PLANNING-HISTORICAL BUDGET UNIT: 3300 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 9.00 Total FTE 586,676 -22,728 0 51001-Salaries-Management 0 0 0 0.0°o 40,362 -1,626 0 51002-Salaries-General 0 0 0 0.0% 20,765 0 0 51005-Part Time-Temporary 0 0 0 0.0% 1,111 0 0 51006-Overtime 0 0 0 0.0% 648,914 -24,354 0 Total Personal Services-Salaries 0 0 0 0.0% 9,038 -292 0 52001-Unemployment 0 0 0 0.0% 6,768 -286 0 52002-Worker's Compensation 0 0 0 0.0% 49,090 -1,859 0 52003-Social Security/Medicare 0 0 0 0.0% 4,668 -176 0 52004-Tri-Met Tax 0 0 0 0.0% 79,921 -3,134 0 52005-Retirement 0 0 0 0.0°o 5,616 -475 0 52007-VEBA-ER 0 0 0 0.0°'° 815 -66 0 52008-Life Ins/ADD/LTD 0 0 0 0.0°6 1,964 -167 0 52009-Long Term Disability 0 0 0 0.00° 86,118 -6,427 0 52010-Medical/Dental/Vision 0 0 0 0.0°, 9,380 -704 0 52011-Dental Benefits 0 0 0 0..0 ° 253,378 -13,587 0 Total Personal Services-Benefits 0 0 0 0.0°0 6,912 0 0 53001-Office Supplies 0 0 0 0.0% 6,912 0 0 Total Supplies 0 0 0 0.0% 411,062 0 0 54001-Professional/Contractual Services 0 0 0 0.0% 32,398 0 0 54003-Legal Fees 0 0 0 0.0% 700 0 0 54114-R&M-Office Equipment 0 0 0 0.0°, 5,316 0 0 54300-Advertising&Publicity 0 0 0 0.0° 208 0 0 54301-Fees and Charges 0 0 0 0.0 1,674 0 0 54302-Dues&Subscriptions 0 0 0 0.0°-:, 12,089 0 0 54303-Travel and Training 0 0 0 0.0% 6,021 0 0 54311-Special Department Expenses 0 0 0 0.0°, 469,468 0 0 Total Services 0 0 0 0.0 736 0 0 56004-Computer Hardware and Software 0 0 0 0.0% 736 0 0 Total Capital Improvement 0 0 0 0.0% 76,731 0 0 58100-Indirect Charges-City Management 0 0 0 0.0°o 32,703 0 0 58110-Indirect Charges-Human Resources 0 0 0 0.0% 7,757 0 0 58120-Indirect Charges-Risk Management 0 0 0 0.0% 34,385 0 0 581.30-Indirect Charges-Office Services 0 0 0 0.0% 29,568 0 0 58150-Indirect Charges-Records 0 0 0 0.0°, 751 0 0 58200-Indirect Charges-Finance 0 0 0 0.0°b Administration 22,406 0 0 58210-Indirect Charges-Financial Operations 0 0 0 0.0% 78,847 0 0 58230-Indirect Charges-Technology 0 0 0 0.0 8,549 0 0 58250-Indirect Charges-Contracts and 0 0 0 0.0°o Purchasing 1,220 0 0 58630-Indirect Charges-Fleet Maintenance 0 0 0 0.0% 7,513 0 0 58640-Indirect Charges-Property 0 0 0 0.0% 300,430 0 0 Total Internal Services 0 0 0 0.0% 1,679,838 -37,94* { Total Community Planning In fiscal year 2014, Development Services and Community Planning merged with Community Development Admin- istration to create a new division, called Community Development-Planning City of Tigard I ADOPTED BUDGET1 FY 2016-2017 PAGE 206 - CITY OF TIGARD POLICY & ADMINISTRATION ORGANIZATION CHART POLICY & ADMINISTRATION MAYOR AND COUNCIL FINANCE & INFORMATION SERVICES CITY MANAGEMENT CENTRAL SERVICES POLICY AND ADMINISTRATION-PAGE 207 POLICY AND ADMINISTRATION PROGRAM The Policy and Administration Program consists of the Mayor and Council, City Management, Central Services and the Finance and Information Service Departments. This program includes a wide variety of functions that encompass the areas of administrative support, fleet and property management, stra- tegic planning, city management, computer and information services, financial management, account- ing, utility billing, municipal court, human resource management, records management, risk manage- ment and contracts and purchasing. The Mayor and Council and the Municipal Court budgets are funded completely out of the General Fund. The other budget units are funded by charge backs to other city programs that use these com- mon services. FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 FY 2017 2017 Adopted Actual Actual Revised Proposed Approved Adopted vs.2016 Revised Description Number of Positions 43.95 45.85 53.35 54.35 54.35 54.35 1.9% Budget By Category Personal Services 4,715,484 4,801,637 6,245,017 6,219,190 6,219,190 6,258,570 0.2% Materials&Services 1,993,205 2,194,717 3,855,738 3,977,813 4,107,813 4,109,601 6.6% Interdepartmental Costs 100,737 130,821 116,202 110,336 110,336 110,336 -5.0% Capital Outlay 262,106 194,492 384,044 533,250 533,250 533,250 38.9% Total All Category 7,071,531 7,321,666 10,601,001 10,840,589 10,970,589 11,011,757 3.9% Budget By Division Mayor and Council 240,747 271,510 322,824 310,749 310,749 310,749 -3.7% City Manager's Office 794,852 812,517 972,438 879,111 879,111 879,111 -9.6% Human Resources 664,331 542,496 730,773 685,940 685,940 685,940 -6.1% Risk Management 544,054 664,247 759,275 772,114 772,114 813,282 7.1% Communications 456,488 444,455 571,811 601,469 601,469 601,469 5.2% Municipal Court 460,425 507,330 576,678 526,846 526,846 526,846 -8.6% City Recorder/Records 480,397 370,729 426,967 521,202 521,202 521,202 22.1% Finance&Info.Services Admin. 405,229 450,332 540,272 482,776 482,776 482,776 -10.6% Financial Operations 529,413 531,554 615,506 620,053 620,053 620,053 0.7% Utility Billing 776,258 940,907 1,163,974 1,092,227 1,092,227 1,092,227 -6.2% Information Technology 1,505,675 1,565,357 1,828,672 2,185,193 2,185,193 2,185,193 19.5% FIS Interim Plan 0 0 0 0 0 0 0.0% Contracts and Purchasing 213,664 220,232 239,449 250,996 250,996 250,996 4.8% Fleet Maintenance 0 0 203,772 257,692 257,692 257,692 26.5% Property Management 0 0 1,648,590 1,654,221 1,784,221 1,784,221 8.2% Total All Division 7,071,531 7,321,666 10,601,001 10,840,589 10,970,589 11,011,757 3.9% Budget by Fund General Fund-100 701,172 778,840 899,502 837,595 837,595 837,595 -6.9% Water Debt Service Fund-533 0 0 0 0 0 0 0.0% Central Services Fund-600 6,351,518 6,529,460 7,799,137 8,041,081 8,041,081 8,082,249 3.6% Fleet/Property Management Fund 0 0 1,852,362 1,911,913 2,041,913 2,041,913 10.2% Insurance Fund-660 18,842 13,365 50,000 50,000 50,000 50,000 0.0% Total All Fund 7,071,531 7,321,666 10,601,001 10,840,589 10,970,589 11,011,757 3.9% PAGE 208 - CITY OF TIGARD MAYOR AND CITY COUNCIL POLICY & ADMINISTRATION_ DMI TI T ATI NI MAYOR & COUNCIL FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 FY 2017 2017 Adopted Actual Actual Revised Proposed Approved Adopted vs.2016 Revised Description Number of Positions 0.00 0.00 0.00 0.00 0.00 0.00 0.0% Budget By Category Personal Services 141,249 151,964 185,874 163,289 163,289 163,289 -12.2% Materials&Services 99,498 119,546 136,950 147,460 147,460 147,460 7.7% Interdepartmental Costs 0 0 0 0 0 0 0.0% Capital Outlay 0 0 0 0 0 0 0.0% Total All Category 240,747 271,510 322,824 310,749 310,749 310,749 -3.7% Budget By Division Mayor and Council 240,747 271,510 322,824 310,749 310,749 310,749 -3.7% Total All Division 240,747 271,510 322,824 310,749 310,749 310,749 -3.7% Budget by Fund General Fund-100 240,747 271,510 322,824 310,749 310,749 310,749 -3.7%u Total All Fund 240,747 271,510 322,824 310,749 310,749 310,749 -3.7% POLICY AND ADMINISTRATION-PAGE 209 MAYOR & CITY COUNCIL BUDGET UNIT: 0500 PROGRAM DESCRIPTION: The Mayor and four City Councilors provide legislative and policy leadership for city government. The Mayor and Councilors are elected by citizens for four-year terms on a non-partisan basis and serve part-time.The Council hires the City Manager to run day-to-day operations.The City Council reviews,revises and adopts city laws and policies and sets the overall direction of the city. PROGRAM RESULTS: • Basic city services provided to citizens are cost-effective and are delivered without interruption. • Tigard's interest in regional and statewide activities is coordinated with appropriate agencies and jurisdictions. • Tigard citizens are involved in the community and participate effectively. • Programs and activities are available in the community to meet the needs of a diverse population. • External and internal city assets are well managed and utilized. • Master plans,management and fiscal policies are adopted;resources are allocated to position Tigard for the future. • The community is engaged and connected to the city's strategic vision. ACCOMPLISHMENTS: FY 2015-2016: 1. Provide Recreation Opportunities for the People of Tigard Accomplishments: The city hired a recreation coordinator in December and a Park and Recreation Charge study is underway. Staff updated the Recreation Finder tool and Council placed a ballot title for a.community center building on the November 2015 ballot. It was defeated by voters. City continue to talk with recreation providers (THPRD&TTSD) about possible partnership opportunities. 2.Make Downtown Tigard a Place Where People Want to Be Accomplishments: The Ash/Burnham site was cleared,building permits issued and construction has begun on this mixed use redevelopment project. PAGE 210- CITY OF TIGARD MAYOR & CITY COUNCIL BUDGET UNIT: 0500 The downtown Saxony property mixed-use public space design study got underway,complementing the installation of Gateway improvements which were completed. The downtown's first Strolling Street is under construction at Maki/Wine Crafter/Elvia Hair Salon businesses,the Tigard Downtown Assn. Produced a successful Street Fair. The Sidewalk Gap technical group finished its preliminary inventory and presented results at the October 20 Council Workshop. Tigard Street trail was paved as a temporary measure to allow pedestrian use and easier access to downtown. 3.Adopt Tigard Triangle Strategic Plan and Enable Future Development Capacity Accomplishments: A Tigard Triangle Lean Code workshop was held September 14-17 to begin drafting code and zoning changes for the Tigard Triangle. The workshop provided an opportunity for the city leaders, Triangle landowners,business leaders, and developers to work with the PlaceMakers/DPZ/Crabtree consultant team to establish a framework for the new Lean Code to implement the Triangle Strategic Plan. Three public meetings were held. Drafts of the following documents received two rounds of public input and staff review: zoning map,street network plan, thoroughfare plan (which designates street classification and section requirements such as width, on-street parking, number of lanes,etc.) and frontage types,which illustrates how different types of development will look on the sites. The city was awarded a$145,000 Metro Community Planning&Development Grant to investigate the feasibility of walkable mixed-use development and tools to facilitate such development. A new section of sidewalk was completed to fill the gap between 68th Ave and the I-5 Bridge on Haines/Atlanta Streets,and a seating area at the"overlook"at 68th and Dat unouth using the Lighter, Quicker,Cheaper project funds. Community Development held an ice cream social in the Tigard Triangle to promote the completion of the Dartmouth Overlook project and walkability in the Triangle. 4.Enable Groundbreaking in River Terrace by Summer 2015 Accomplishments: Infrastructure Financing Project Discussions continue with HBA regarding their legal challenge of our residential transportation SDCs. Discussions are on hold with business community regarding proposed non-residential transportation SDCs due to HBA legal challenge. Citywide park utility fee of$1.11/month is on track for adoption. River Terrace transportation and stormwater utility fee adoption schedule TBD. River Terrace Community Plan Implementation: A downstream analysis of River Terrace drainageways is complete;the final report is being prepared. An interdepatunental design review committee meets regularly to review park,stormwater facility and River Terrace Blvd design proposals. A consultant was hired to evaluate and make recommendations for optimal ped/bike connections,streetscape and intersection treatments,and wayfinding signage,while the city sent a letter to Metro requesting that the southern Urban Reserve Area be added to the UGB. POLICY AND ADMINISTRATION-PAGE 211 MAYOR & CITY COUNCIL BUDGET UNIT: 0500 Permitting: Six subdivision applications approved by the city for a total of over 1,000 homes;One subdivision application reviewed at a pre-application conference;Four demolition permits and three grading permits issued;Eight model home permits under review;One public facility improvement permit issued and another under review. Public Facilities: The Clean Water Services sewer pump station application was deemed complete and the public hearing before the Hearings Office happened on November 9. A draft MSTIP IGA for funding Roy Rogers Rd reviewed by the city, awaiting county's comments. River Terrace webpages revamped to reflect the project's shift from planning to development and to provide more background information (F1-0) and up-to-date development information 5.Expand Opportunities to Engage People in the Community Accomplishments: City Council hosted two events to talk about issues with residents: a Picnic in Summerlake Park(July) and a Tigard Tailgate at Tigard High (October). City staff completed a series of Community Ice Cream Visits to gain feedback on issues relevant to neighborhoods. A Voters Forum was held at Twality Middle School on October 8 in service to three measures on the November ballot. Open Budget Portal was deployed(http://budget.tigard-or.gov/#!/year/default) and went live with the new fiscal year. Staff added the CIP in August and had over 750 page views in one month. Finance staff worked with Socrata to add unaudited year-to-date actuals with the budget and explored the Open Checkbook application which would provide full detailed multi-year history on line. Thirteen Tigard Walks events were held between January and December. In three instances walks supported community events planned to bring people outside. The communications plan was completed in June with key messages to be used by all staff in external communications.The Communications Strategist and the Goal 3 Team for the Strategic Plan are using the plan's three strategies to strengthen communications internally and externally and build public involvement with the Strategic Plan,including dynamic community engagement outside of City Hall. Successful National Night Out neighborhood events were held throughout the city,with visits by the City Manager,Chief Orr,Asst. Chief deSulley,Mayor Cook and the City Councilors. City Council received an award from the Oregon Chapter of the American Planning Assn. for leadership in adoption of strategic plan. A plan to reboot the Neighborhood Network Program has been submitted to the City Manager. PAGE 212- CITY OF TIGARD MAYOR & CITY COUNCIL BUDGET UNIT: 0500 GOALS&OBJECTIVES: FY 2016-2017: 2015-2017 Tigard City Council Goals Priorities for Council Attention and Action 1. Provide Recreation Opportunities for the People of Tigard Objectives •Establish city recreation program in 2015-16 adopted budget •Recreation clearinghouse and program guide • Grants&scholarships •Recreation coordinator—staff position •Programs and classes (beginning Year 2) • Outdoor events (Year 2) •Indoor events (Year 3) •Explore feasibility of partnership opportunities,including THPRD,YMCA,TTAD,TTSD, other city,or non-profit opportunities;establish facility partnership if feasible •Consider a voter-approved measure to fund recreation •Complete the city's facilities strategic plan to identify future facility needs for a recreation/community center. 2. Make Downtown Tigard a Place Where People Want to Be •Objectives: •Support residential and mixed use development in walkable and transit-supported areas by completing the Ash Ave/Burnham Redevelopment project • Increase walkable access to open space by advancing plans for new downtown open space, including the Tigard Street Trail plaza,the Fanno Creek Overlook,and a Main Street plaza, including programming • Strengthen downtown's identity by completing gateway improvements and install art at both Main Street entrances • Support walkability by completing two Strolling Street projects •Secure brownfields cleanup grant(if eligible) to facilitate infill or open space development enabling a more walkable and interconnected downtown •Promote downtown as a place to shop,dine and recreate through communications and support of Tigard Downtown Alliance activities. POLICY AND ADMINISTRATION-PAGE 213 MAYOR & CITY COUNCIL BUDGET UNIT: 0500 3. Adopt and Begin Implementation of Tigard Triangle Strategic Plan •Tigard Triangle Strategic Plan •Plan Development • Council consideration and adoption (code and plan amendments) • Consider Lean Code and Plan Amendments • Zoning • Community Development Code •Transportation System Plan •Parks and Trails Master Plans • Infrastructure Planning • Citywide Stormwater Master Plan •Triangle Stortnwater Implementation Plan • Streetscape Design Plan • 72nd Avenue Study (pending CIP approval) WORKLOAD MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Number of regional committees requiring 9 9 9 9 elected official attendance Number of City Council meetings 38 38 38 38 Average length (hours)of council meetings 3 3 3 3 Number of Resolutions adopted 78 78 78 78 Number of Ordinances adopted 20 20 20 20 Population served 48,695 49,135 50,444 50,750 Number of opportunities for residents to NA 16 30 30 interact with elected officials (12 Fireside Chats, 16 1x10 events,2 Town Halls) PAGE 214- CITY OF TIGARD MAYOR & CITY COUNCIL BUDGET UNIT: 0500 EFFECTIVENESS MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Survey is conducted every other year. Yes No Yes No Average rating on citizens'highest service 8.5 8.5 8.5 8.5 priorities Citizens rating overall city services as good 85% 0 93% 95% or better Citizens who feel that Tigard will be a better 85% 0 85% 85% place to live and work in the future Citizens rating overall city services as good 87% 0 87% 87% or better Citizens who say the city's long-term 49%* 0 55% 60% strategic vision represents their long-term vision(as measured in biennial survey) *average of phone&web responses FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 0.00 0.00 Total FTE 0.00 0.00 0.00 84,971 85,413 113,694 51001-Salaries-Management 88,071 88,071 88,071 -22.5% 84,971 85,413 113,694 Total Personal Services-Salaries 88,071 88,071 88,071 -22.5% 1,185 997 480 52001-Unemployment 98 98 98 -79.6° 507 585 221 52002-Worker's Compensation 267 267 267 20.8°.0 6,620 6,279 7,288 52003-Social Security/Medicare 7,430 7,430 7,430 1.9% 611 617 690 52004-Tri-Met Tax 702 702 702 1.7 O 0 266 52005-Retirement 0 0 0 -100.0% 42,176 51,550 63,235 52010-Medical/Dental/Vision 66,721 66,721 66,721 5.5°'o 5,178 6,522 0 52011-Dental Benefits 0 0 0 0.0% 56,277 66,551 72,180 Total Personal Services-Benefits 75,218 75,218 75,218 4.2% 93 182 800 53001-Office Supplies 800 800 800 0.0% 93 182 800 Total Supplies 800 800 800 0.0% 9,974 13,767 9,540 54001-Professional/Contractual Services 10,390 10,390 10,390 8.9% 21,310 29,023 27,651 54003-Legal Fees 27,651 27,651 27,651 0.0% O 0 0 54114-R&M-Office Equipment 0 0 0 0.0% O 0 25 54115-Vehicle Usage 25 25 25 0.0% 1,815 3,451 0 54205-Utilites-Phone/Pager/Cells 0 0 0 0.0% O 450 0 54300-Advertising&Publicity 0 0 0 0.0% 39,059 43,782 50,234 54302-Dues&Subscriptions 48,794 48,794 48,794 -2.9% 25,338 27,367 43,100 54303-Travel and Training 53,400 53,400 53,400 23.9% 1,909 1,525 5,600 54311-Special Department Expenses 6,400 6,400 6,400 14.3% 99,405 119,364 136,150 Total Services 146,660 146,660 146,660 7.7% 11111. 322,824 Total Mayor and Council 310,749 310,749 310,749 POLICY AND ADMINISTRATION-PAGE 215 CITY MANAGEMENT ORGANIZATION CHART CITYMANAGEMENT CITY MANAGER'S OFFICE RISK MANAGEMENT HUMAN RESOURCES FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 FY 2017 2017 Adopted Actual Actual Revised Proposed Approved Adopted vs.2016 Revised Description Number of Positions 12.60 11.60 12.60 10.90 10.90 10.90 -13.5% Budget By Category Personal Services 1,256,024 1,338,971 1,579,057 1,419,524 1,419,524 1,458,904 -7.6% Materials&Services 734,596 677,688 877,929 911,141 911,141 912,929 4.0% Capital Outlay 12,616 2,600 5,500 6,500 6,500 6,500 18.2% Total All Category 2,003,237 2,019,260 2,462,486 2,337,165 2,337,165 2,378,333 -3.4% Budget By Division City Manager's Office 794,852 812,517 972,438 879,111 879,111 879,111 -9.6% Human Resources 664,331 542,496 730,773 685,940 685,940 685,940 -6.1% Risk Management 544,054 664,247 759,275 772,114 772,114 813,282 7.1% Total All Division 2,003,237 2,019,260 2,462,486 2,337,165 2,337,165 2,378,333 -3.4% Budget by Fund Central Services Fund-600 1,984,395 2,005,895 2,412,486 2,287,165 2,287,165 2,328,333 -3.5% Insurance Fund-660 18,842 13,365 50,000 50,000 50,000 50,000 0.0% Total All Fund 2,003,237 2,019,260 2,462,486 2,337,165 2,337,165 2,378,333 -3.4% PAGE 216- CITY OF TIGARD CITY MANAGER'S OFFICE BUDGET UNIT: 1000 PROGRAM DESCRIPTION: The City Management Division consists of the City Manager and staff supporting the activities of the City Council and assisting in the overall management of city programs.The City Manager is hired by the City Council to run the daily affairs of the city and to implement policies 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: • Communicate City Council's direction on policies,laws and directives to the executive staff and employees. • Encourage the use of a variety of communication tools,including the Cityscape,the city's web page,Facebook,Twitter,Neighborhood Network Web pages and other means to make information available to citizens and employees. •Review and refine the information presented to the City Council. •Coordinate the city's legislative agenda including monitoring bills,facilitating written and oral testimony and schedule regular meetings with state and federal legislators for the Mayor and Council members. •Oversee the implementation of Tigard's Strategic Plan: To make Tigard the most walkable community in the Pacific Northwest where people of all ages and abilities enjoy healthy and interconnected lives. PROGRAM RESULTS: • Tigard citizens have access to accurate information on current issues in a variety of formats. • Plans and programs are in place for coordinated management of the city's assets. • Tigard citizens participate in programs and activities that connect them with decision-makers and community members. • City departments proactively manage issues and achieve stated goals. •Messaging engages the community and advances the vision. ACCOMPLISHMENTS: FY 2015-2016: • Strategic Planning efforts were very successful this year towards making Tigard the most walkable community in the Pacific Northwest where people of all ages and abilities enjoy healthy and interconnected lives. -City Management staff planned and led 13 free community walks in support of the city's vision -The Tigard Street trail was paved as a temporary measure to allow pedestrian use and easier access to downtown. -Staff increased awareness of the strategic plan through photo contests,a Walk Friendly assessment, Cityscape articles,and weekly website updates. POLICY AND ADMINISTRATION-PAGE 217 CITY MANAGER'S OFFICE BUDGET UNIT: 1000 -A list of staff and resident's favorite walking and biking routes was compiled&made available on the city web. -A new section of sidewalk was completed to fill the gap between 68th Ave and the I-5 Bridge on Haines/Atlanta Streets,and a seating area at the"overlook"at 68th and Dartmouth was completed using the Lighter,Quicker,Cheaper project funds. • Communication&Community Engagement with Tigard residents -The biennial citizen survey was conducted and delivered valuble feedback in the areas of parks maintenance fee,detailed views on the failed community and recreation center ballot measure, priorities for possible walkability improvements and strategic planning and transportation preferences for the Southwest Corridor. -Tigard staff met with hundreds of residents at the downtown Farmers Market between May and October. -A citywide communication plan was completed,providing staff with tools to strengthen communication internally and externally and build public involvement. -Council 1x10 meetings were replaced by Council outreach that included a Summerlake barbeque in July and community"tailgate" at the high school in October. More outreach events are planned for 2016 in support of the city's goal to engage residents through communication in the community. -Staff guided the revitalized Tigard Youth Advisory Council throughout the year,including a trip for two students to the National League of Cities Congressional Cities Conference in Washington,DC. -A plan to reboot the Neighborhood Network Program got underway in 2015 and proposes new initiatives to engage residents where they live. -The city hosted a quarterly community roundtable with 20 leaders from non-profits and churches. -The city unveiled a new, technologically adept website accessible to today's media devices.July was a record-breaking month for the new website with more than 53,000 views. •Legislative Advocacy -Assisted Just Compassion with establishing a homeless day shelter in Tigard and navigating the grants process at the federal level. -Submitted a$400,000 in EPA Brownfields Cleanup grant application to facilitate infill or open space development enabling a more walkable and interconnected downtown. -The city was successful in gaining lottery funds for economic development of the Hunziker Industrial Core. -The city was awarded a$145,000 Metro Community Planning&Development Grant to investigate the feasibility of walkable mixed-use development and tools to facilitate such development in the Tigard Triangle. GOALS&OBJECTIVES: FY 2016-2017: City Management will continue to advance the city's strategic plan vision to make Tigard the most walkable community in the Pacific Northwest where people of all ages and abilities enjoy healthy and interconnected lives. STRA I'EGIC GOALS: 1. Facilitate walking connections to develop an identity. 2. Ensure development advances the vision. 3. Engage the community through dynamic communication. 4. Fund the vision while maintaining core services. PAGE 218- CITY OF TIGARD CITY MANAGER'S OFFICE BUDGET UNIT: 1000 WORKLOAD MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Legislative status reports issued weekly 22 22 22 22 during the current legislative session Cityscape issues published each year 12 12 12 12 Number of City Manager meetings with 100 100 100 100 Councilors and Mayor Up-to-date and accurate messaging- NA 90% 90% 90% currency of web pages,Twitter followers, Facebook followers Number of TigardWalks events as part of NA 12 13 12 Strategic Plan integration EFFECTIVENESS MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Citizens ranking responsiveness of city staff 90% 90% 90% 90% as good or better Citizens ranking the quality of city services 80% 80% 80% 80% as good or better People that name Cityscape as a good 75% 65% 65% 66% source of information about the city People that name the city's website as a 15% 30% 35% 40% source of information Number of active Neighborhood Network 13 13 14 14 webpages Facebook followers NA 800 850 1,450 Twitter followers NA 2,014 2,500 3,168 Percentage of residents that are aware of the 52% NA 54% 60% city's Strategic Plan (The most walkable community in the Pacific Northwest where people of all ages and abilities enjoy healthy and interconnected lives). Percentage of website visits that lead to use NA 25% 25% 35% of an online engagement tool City communication tools provide the most NA 20% 20% 30% accurate and current information measured by an increase in use POLICY AND ADMINISTRATION-PAGE 219 CITY MANAGER'S OFFICE BUDGET UNIT: 1000 FULL-TIME EQUIVALENT POSITIONS 2013-2014 2014-2015 2015-2016 2016-2017 City Manager 1.00 1.00 1.00 1.00 Assistant City Manager 0.70 0.70 0.70 1.00 Assistant to the City Manager 0.20 0.20 0.40 1.00 Exec.Asst. to City Manager 0.90 0.90 0.90 0.90 Web Services Coordinator 1.00 1.00 1.00 0.00 Communications Strategist 0.00 1.00 1.00 0.00 Sr.Management Analyst 0.20 0.20 0.50 1.00 Total FTE 4.00 5.00 5.50 4.90 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 4.00 5.00 5.50 Total FTE 4.90 4.90 4.90 427,382 501,113 559,073 51001-Salaries-Management 545,869 545,869 545,869 -2.4° O 11,523 15,256 51005-Part Time-Temporary 0 0 0 -100.0% 427,382 512,636 574,329 Total Personal Services-Salaries 545,869 545,869 545,869 -5.0°o 5,964 5,861 2,913 52001-Unemployment 541 541 541 -81.4% 824 1,193 1,509 52002-Worker's Compensation 1,211 1,211 1,211 -19.7% 30,376 36,022 44,546 52003-Social Security/Medicare 41,388 41,388 41,388 -7.1% 3,083 3,713 4,215 52004-Tri-Met Tax 3,915 3,915 3,915 -7.1% 62,857 68,347 81,511 52005-Retirement 75,745 75,745 75,745 -7.1% 2,640 3,133 3,360 52007-VEBA-ER 3,300 3,300 3,300 -1.8% 1,875 1,083 2,974 52008-Life Ins/ADD/LTD 2,263 2,263 2,263 -23.9% 1,460 1,460 0 52009-Long Term Disability 0 0 0 0.0% 36,040 45,010 63,187 52010-Medical/Dental/Vision 39,163 39,163 39,163 -38.0°0 3,815 4,530 0 52011-Dental Benefits 0 0 0 0.0°o -1,190 7,864 22,968 52012-Accrued Vacation 23,000 23,000 23,000 0.1°0 147,744 178,215 227,183 Total Personal Services-Benefits 190,526 190,526 190,526 -16.1% 2,260 1,174 4,500 53001-Office Supplies 3,500 3,500 3,500 -22.2% O 1,946 0 53002-Small Tools&Equipment 0 0 0 0.0% 2,260 3,121 4,500 Total Supplies 3,500 3,500 3,500 -22.2% 169,983 88,212 130,800 54001-Professional/Contractual Services 90,150 90,150 90,150 -31.1% 0 1,295 500 54003-Legal Fees 500 500 500 0.0% 0 431 1,440 54205-Utifites-Phone/Pager/Cells 480 480 480 -66.7°0 34,768 4,600 5,000 54300-Advertising&Publicity 6,000 6,000 6,000 20.0% 20 72 480 54301-Fees and Charges 360 360 360 -25.0°'0 2,119 1,600 6,439 54302-Dues&Subscriptions 7,276 7,276 7,276 13.0°'° 8,103 11,930 18,267 54303-Travel and Training 27,375 27,375 27,375 49.9% 401 10,405 3,500 54311-Special Department Expenses 6,075 6,075 6,075 73.6% 215,394 118,546 166,426 Total Services 138,216 138,216 138,216 -17.0% O 0 0 56004-Computer Hardware and Software 1,000 1,000 1,000 100.0% 2,072 0 0 56006-Equipment 0 0 0 0.0% 2,072 C 0 Total Capital Improvement 1,000 1,000 1,000 100.0% I794,852 812,517 972,438 Total City Manager's Office 879,111 879,111 879,111 -9.6% PAGE 220 - CITY OF TIGARD HUMAN RESOURCES BUDGET UNIT: 1100 PROGRAM DESCRIPTION: The Human Resources Division provides human resource leadership and support to city departments and employees by providing quality policies,programs,systems,services and consultation that contribute to ethical,lawful,equitable,consistent and efficient human resources management practices and advance the vision of the City.Human Resources also helps support the future of the organization through employee and supervisory training;organization development and performance management;workforce planning;equal opportunity employment,and wellness/employee life balance efforts. Program services include strategic planning,recruitment, selection and testing,benefits administration,union negotiations and contract administration, personnel policy administration,employee relations, succession planning,job classification and salary administration,personnel record management,coordination of grievances,discipline,investigations and complaint processes,and employee recognition. PROGRAM RESULTS: •The city attracts,develops,motivates and retains the best employees who get it done,do the right thing,and treat all people with respect and care. •The city complies with local, state and federal employment laws. •The Human Resources Division provides human resources management support and assistance to departments and employees that advance the strategic vision of the organization and support an effective,dynamic workforce. ACCOMPLISHMENTS: FY 2015-2016: • Successfully implemented the pilot performance management system to increase efficiency in the evaluation process,improve the natural flow of two-way communication and provide timely and meaningful feedback to staff. In addition the pilot system encourages staff and managers to set at least one goal directly linked to furthering the city's Strategic Vision.Early feedback is positive from both supervisor staff. •Successfully implemented the physical capacities test for Public Work's Utility Worker classifications.The test allows the department to ensure that finalists have the capabilities to perform the essential physical functions of the position prior to finalizing a hire. •Successfully launched the new internal wellness committee for city staff.People make healthier choices when healthy options are accessible,affordable,attractive,and convenient. Studies show that healthier staff lead to lower costs,increased efficiencies,and improved staff morale.The committee has developed and initiated an events calendar that provides opportunities for health education,healthier choice availability,and for staff involvement in healthy activities. •Completed phase II of the SEIU health insurance committee March of 2015-September of 2016. The committee was able to evaluate a number of insurance strategies/options,reviewed the market,and examine some potential cost containment options for consideration in calendar year 2017 that will be used for discussion in bargaining. POLICY AND ADMINISTRATION-PAGE 221 HUMAN RESOURCES BUDGET UNIT: 1100 •Initiated negotiates for a successor collective bargaining agreement with the SEIU bargaining group. •Established Human Resources reporting standards to assist departments in labor force analysis. •Increased employee engagement in the city's strategic plan through the development of departmental based options for employees to incorporate into their performance goals as part of the evaluation process. •Increased some efficiencies in Human Resource processes and systems to increase the ease of connectivity between our services and our customers;this included an overhaul of the content and organization of the city's Employee Resource section of the intranet(Inside Tigard)in addition to streamlining the Personnel Action Form processing procedure,establishing a written procedure for position control,and an initial revamp of the classification review process. •Enhanced on-site training opportunities for staff and supervisors. Areas of training included— prevention of workplace harassment,diversity/equity and inclusion,dealing with ageing parents, mediation skills,effective workplace communication,and effective writing. •Still in process with finalizing policy changes to update for legal compliance,best practices,and changes to city processes as we grow,including negotiating any changes, as necessary,through both the city's collective bargaining units. •Completed an initial implementation of a new on-boarding process that incorporates -- increased follow-up to ensure greater blending and retention, an integration component to the city's values and strategic vision,improved policy training,and clearer on-boarding roles between Human Resources and department hiring supervisors and managers. •Developed and implemented a new staff departure process that captures metric on city performance.This will allow for trend analysis and action to be taken to both acknowledge and grow the positive trends and correct the negative trends. This should increase the city's retention of staff over time and contain the costs association with turn-over. GOALS&OBJECTIVES: FY 2016-2017: •Initiate a review jointly with Risk Management of the physical capacities requirement for Library positions in order to ensure that job classifications accurately outline the physical aspects of the jobs. •Negotiate a successor collective bargaining agreement with the SEIU bargaining group. •Evaluate the effectiveness Human Resources reporting of labor force analysis,modify reporting as necessary to meet city departmental needs. •Continue to increase employee engagement in the city's strategic plan through Human Resource programing like training,development opportunities,recognition,etc. •Continue to seek efficiencies in Human Resource processes and systems to increase the ease of connectivity between our services and our customers; this may include further development of the Human Resources internal website (Inside Tigard),improvement in recruitment processing, increased engagement in diversity recruiting, etc. PAGE 222- CITY OF TIGARD HUMAN RESOURCES BUDGET UNIT: 1100 •Evaluate the effectiveness of our new on-boarding system and make changes as indicated to ensure greater blending and retention, an integration component to the city's values and strategic vision,improved policy training, and clearer on-boarding roles between Human Resources and department hiring supervisors and managers. •Launch and equity and inclusion team within the city to help identify methods to broaden city culture and awareness,advance new initiatives to increase the diversity of our applicant pools and ultimately our city staff and to create an open,welcoming and safe workplace environment for all city staff. •Finalize and implement an electronic personnel action process that meets legal records requirements while further reducing the use of paper within the system. • Continue to process through the leadership team and bargaining groups,revised Citywide Policies and Management/Non-Represented Personnel Policies. The goal is to bring the city's documents into full compliance with law changes,increase alignment with best practices, and capture changes to city processes. WORKLOAD MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Number of HR sponsored employee 20 20 26 33 events/information/education programs Number of attendees at HR sponsored 368 400 662 709 events Number of benefit-related inquiries 500 500 274 314 provided to employees Number of FMLA/OFLA requests 95 73 52 39 processed Number of job applications received 2,000 2,100 2,200 3,120 Number of recruitments 30 34 39 41 Number of full time equivalent employees 256.85 261.95 270.15 277 (FTE) Number of ADA accommodation requests NA 6 10 11 Number of investigations completed NA 6 5 5 Number of performance management NA 10 11 10 requirements (develop work plans or corrective action) EFFECTIVENESS MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Average length of recruitments (from 14 16 16 16 requisition approval to job offer) Citywide turnover rate 6.6% 12.1% 13% 15% of classification reviews completed 60% 40% 50% 50% within 15 business days POLICY AND ADMINISTRATION-PAGE 223 HUMAN RESOURCES BUDGET UNIT: 1100 EFFECTIVENESS MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 of employees still employed after five 80% 88% 91% 72% years %of employees successfully completing 90% 100% 95% 97% probation #of employees that participate in city NA 150 200 254 internal training activities of employees rating training as NA 85% NA 88% transferable to work FULL-TIME EQUIVALENT POSITIONS 2013-2014 2014-2015 2015-2016 2016-2017 HR Assistant 0.80 0.50 0.50 0.50 HR Technician 1.00 1.00 1.00 1.00 Human Resources Director 1.00 1.00 1.00 1.00 Principal HR Analyst 1.00 1.00 1.00 1.00 Risk/HR Benefits Manager 0.00 0.00 0.30 0.00 Senior HR Analyst 1.00 1.00 1.00 1.00 Total FTE 4.80 4.50 4.80 4.50 PAGE 224- CITY OF TIGARD HUMAN RESOURCES BUDGET UNIT: 1100 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 4.80 4.50 4.80 Total FTE 4.50 450 450 373,716 312,929 402,711 51001-Salaries-Management 383,931 383,931 383,931 -4.7% 4,644 25,740 8,137 51005-Part Time-Temporary 8,137 8,137 8,137 0.0% 0 0 0 51006-Overtime 2,018 2,018 2,018 100.0% 378,360 338,669 410,848 Total Personal Services-Salaries 394,086 394,086 394,086 -4.1% 5,265 3,816 2,055 52001-Unemployment 383 383 383 -81.4% 716 999 2,149 52002-Worker's Compensation 1,220 1,220 1,220 -43.2% 28,231 25,519 31,399 52003-Social Security/Medicare 29,372 29,372 29,372 -6.5% 2,722 2,451 2,974 52004-Tri-Met Tax 2,779 2,779 2,779 -6.6°o 38,687 39,622 54,831 52005-Retirement 53,749 53,749 53,749 -2.0% 3,034 2,618 3,090 52007-VEBA-ER 3,000 3,000 3,000 -2.9% 465 424 2,735 52008-Life Ins/ADD/LTD 2,655 2,655 2,655 -2.9% 1,007 1,114 0 52009-Long Term Disability 0 0 0 0.0 43,056 36,158 61,954 52010-Medical/Dental/Vision 63,958 63,958 63,958 3.2% 5,691 5,442 0 52011-Dental Benefits 0 0 0 0.0% -6,021 8,924 0 52012-Accrued Vacation 2,000 2,000 2,000 100.0% 122,853 127,087 161,187 Total Personal Services-Benefits 159,116 159,116 159,116 -1.3% 3,719 5,041 10,650 53001-Office Supplies 9,650 9,650 9,650 -9.4% 0 0 0 53002-Small Tools&Equipment 0 0 0 0.0% 0 0 0 53316-CCIS-Worksite Wellness Funds 4,000 4,000 4,000 100.0% 3,719 5,041 10,650 Total Supplies 13,650 13,650 13,650 28.2°o 31,915 6,445 6,500 54001-Professional/Contractual Services 6,500 6,500 6,500 0.0°o 106,466 37,380 86,348 54003-Legal Fees 56,348 56,348 56,348 -34.7% 356 0 0 54205-Utilites-Phone/Pager/Cells 0 0 0 0.0% 0 950 0 54300-Advertising&Publicity 0 0 0 0.0% 545 1,147 2,940 54302-Dues&Subscriptions 2,940 2,940 2,940 0.0% 3,444 7,679 34,300 54303-Travel and Training 35,300 35,300 35,300 2.9% 6,130 15,497 12,500 54311-Special Department Expenses 12,500 12,500 12,500 0.0°o 148,856 69,099 142,588 Total Services 113,588 113,588 113,588 -20.3% 10,545 2,600 5,500 56004-Computer Hardware and Software 5,500 5,500 5,500 0.0°o 10,545 2,600 5,500 Total Capital Improvement 5,500 5,500 5,500 0.0% 664,333 542,496 730,773 Total Human Resources 685,940 685,940 685,940 -6.1% POLICY AND ADMINISTRATION-PAGE 225 RISK MANAGEMENT BUDGET UNIT: 1200 PROGRAM DESCRIPTION: The City of Tigard Risk Management Division is tasked with proactively identifying and managing the inherent risks of providing municipal services. Potential losses are mitigated through loss prevention programs and training, an employee safety committee,insurance and self-insurance funded programs. The division provides risk management services to the City Council and all city depaiunents.The Risk Benefits Manager reports directly to the Director of Human Resources. Risk Management provides a comprehensive program that strives to achieve the following citywide results: •Establish,to the extent possible,a work and service environment in which the public and city staff can enjoy safety and security in the course of their daily pursuits. •Preserve assets and service capabilities by minimizing the total long-term cost of unplanned losses and their physical and financial consequences. •Advise and otherwise assist the City Manager,other city staff and the public on liability reduction and safety enhancement. PROGRAM RESULTS: •Reduce harm and adverse financial impact to the city by providing legally-mandated health and safety services,insurance programs,and other services. •Ensure the city's ability to quickly recover from accidental loss by cost-effectively balancing risk retention and risk transfer. • Investigate,evaluate and resolve liability,property damage and workers compensation claims including the pursuit of third party loss recovery. ACCOMPLISHMENTS: FY 2015-2016: •Preserved city's ability to purchase property/casualty and worker's compensation insurance with adequate coverage and reasonable rates. •Provided internal consulting services for all departments on risk reduction matters.This included managing& coordinating employee safety awareness and training in claims handling,public contracting and insurance reviews,and conducting risk assessments prior to starting or changing services and contracts. •Executed transition plan with the retirement of key personnel,incorporating Risk Management into the Human Resources Department.This included creation of the Risk Benefits Manager position,reallocation of non-risk management responsibilities to other areas within the organization,and reallocation of FTE to meet city needs. PAGE 226- CITY OF TIGARD RISK MANAGEMENT BUDGET UNIT: 1200 •Provided special project support for City Manager to ensure effective and efficient services. •Managed successful franchise negotiations with telecommunications utility providers and Portland General Electric. • Coordinated resolution of ADA issues related to public access to facilities and infrastructure citywide. •Risk staff has been engaged in various aspects of the city's Strategic Plan including planning community events,representing the city at Tigard Farmers Market,and serving on the Health &Wellness Committee. • Oversight and coordination of the Public Works,Human Resources and Risk Management project team to create accurate job descriptions and job analysis for field jobs in order to make the tasks safer. •Recovered more than$39,000 of city expenditures through maximizing available incentive funds and grants,as well as pursuit of recovery of costs on losses sustained by the city. •Liaison with Meals on Wheels People to continue to provide senior services to the community and negotiated a new 5-year service contract. GOALS&OBJECTIVES: FY 2016-2017: In this first fiscal year with all new staff in Risk Management roles,develop and enhance employees while continuing to provide core services to the city. •Preserve city's ability to purchase property/casualty and worker's compensation insurance with adequate coverage and reasonable rates recognizing the continued hard insurance market for flood,quake and pollution coverage. •Devote staff resources toward supporting the city's strategic plan. •Provide internal consulting services for all departments on risk management issues. •Coordinate the citywide safety committee to maintain and improve employee safety and health awareness. •Begin a comprehensive review and update of more than 60 risk and safety procedures. Risk Management will coordinate the process with Police,Public Works,Community Development— Building Division,and Finance—Utility Billing.The process will last through 6/30/2017. •In concert with Human Resources and the Library develop a project team to conduct physical capacity analysis of library jobs and revise job descriptions and job analysis for Library jobs in order to make work tasks safer. POLICY AND ADMINISTRATION-PAGE 227 RISK MANAGEMENT BUDGET UNIT: 1200 WORKLOAD MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Number of general liability,property and 36 57 40 40 vehicle claims (property and casualty) Number of vehicle collisions 17 28 20 20 Number of preventable auto collisions 8 11 10 10 Number of workers'compensation claims 24 13 20 20 Total recovered funds (EAIP wages, $54,100 $47,560 $39,600 $30,000 worksite mod,salary continuation,and restitution) EFFECTIVENESS MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Vehicle collisions which were preventable 47% 46% 45% 45% by city driver Workers' compensation experience rating 0.88 0.99 0.90 0.93 modifier Target is < 1.0 Average number of worker days lost per 5.4 0.23 3.0 3.0 workers'compensation claim Percentage of general liability claims 5.9% 0.0% 2.5% 2.5% resulting in litigation FULL-TIME EQUIVALENT POSITIONS 2013-2014 2014-2015 2015-2016 2016-2017 Assistant to the City Manager 0.80 0.80 0.60 0.00 Senior Management Analyst 0.80 0.80 0.50 0.00 Risk/HR Benefits Manager 0.00 0.00 0.70 1.00 Risk Management Technician 0.50 0.50 0.50 0.00 Risk Analyst 0.00 0.00 0.00 0.50 Total FTE 2.10 2.10 2.30 1.50 PAGE 228 - CITY OF TIGARD RISK MANAGEMENT BUDGET UNIT: 1200 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 210 210 2.30 Total FTE 1.50 1.50 1.50 139,329 140,487 159,567 51001-Salaries-Management 97,053 97,053 97,053 -39.2% 0 0 0 51004-Part Time-Regular 0 0 23,660 100.0% 139,329 140,487 159,567 Total Personal Services-Salaries 97,053 97,053 120,713 -243% 1,938 1,608 794 52001-Unemployment 97 97 215 -72.9% 282 364 440 52002-Worker's Compensation 320 320 375 -14.8% 10,863 10,969 12,129 52003-Social Security/Medicare 7,394 7,394 9,204 -24.1% 1,002 1,017 1,149 52004-Tri-Met Tax 699 699 870 -24.3% 20,457 19,638 18,694 52005-Retirement 13,532 13,532 16,135 -13.7% 0 0 0 52006-Retirement-3%ER Match 0 0 710 100.0°-0 1,380 1,380 1,470 52007-VESA-ER 1,200 1,200 1,725 17.3% 229 229 1,302 52008-Life Ins/ADD/LTD 1,062 1,062 1,062 -18.4°'° 477 477 0 52009-Long Term Disability 0 0 0 0.0% 2,885 3,048 9,965 52010-Medical/Dental/Vision 8,570 8,570 18,298 83.6°,0 355 355 0 52011-Dental Benefits 0 0 0 0.0°%o 488 2,793 0 52012-Accrued Vacation 0 0 0 0.0% 40,356 41,878 45,943 Total Personal Services-Benefits 32,874 32,874 48,594 5.8% 466 t73 500 53001-Office Supplies 500 500 500 0.0°i° 35 0 0 53002-Small Tools&Equipment 700 700 700 100.0% 501 173 500 Total Supplies 1,200 1,200 1,200 140.0°i° 37,559 60,690 38,404 54001-Professional/Contractual Services 39,742 39,742 39,742 3.5°/1 15,963 12,932 14,000 54003-Legal Fees 35,000 35,000 35,000 150.0% 690 1,200 5,400 54006-Software License and Maintenance 5,400 5,400 5,400 0.0% 496 0 300 54300-Advertising&Publicity 1,000 1,000 1,000 233.3% 450 65 450 54302-Dues&Subscriptions 560 560 560 24.4% 969 1,685 3,919 54303-Travel and Training 4,375 4,375 4,375 11.6% 288,456 391,144 440,592 54307-Insurance 503,820 503,820 503,820 14.4% 441 628 200 54311-Special Department Expenses 1,090 1,090 2,878 1339.0°/n 345,024 468,344 503,265 Total Services 590,987 590,987 592,775 17.8°/1 mimp. 709275 Total Risk Management 722, FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 Total FTE 0 2,500 0 54001-Professional/Contractual Services 0 0 0 0.0°'0 4,305 0 0 54003-Legal Fees 0 0 0 0.0°'1 14,537 10,865 50,000 54311-Special Department Expenses 50,000 50,000 50,000 0.0°% 18,842 13,365 50,000 Total Services 50,000 50,000 50,000 0.0% 18,842 13,365 50,000 Total Risk Management 50,000 50,000 50,000 0.01/0 IL JiliL Occasionally the Insurance Fund is used to pay for some expenses directly related to Risk Management. POLICY AND ADMINISTRATION-PAGE 229 CENTRAL SERVICES ORGANIZATION CHART CENTRAL SERVICESI CITY RECORDER COMMUNICATIONS RECORDS MUNICIPAL COURT PROPERTY MANAGEMENT FLEET I WEB COORDINATOR FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 FY 2017 2017 Adopted Actual Actual Revised Proposed Approved Adopted vs 2016 Revised Description Number of Positions 10.85 10.85 17.15 18.85 18.85 18.85 Budget By Category Personal Services 984,733 962,631 1,768,265 1,882,967 1,882,967 1,882,967 6.5% Materials&Services 311,840 231,575 1,406,587 1,435,617 1,565,617 1,565,617 11.3% Interdepartmental Costs 100,737 116,332 116,202 110,336 110,336 110,336 -5.0% Capital Outlay 0 11,975 136,764 132,510 132,510 132,510 -3.1% Total All Category 1,397,310 1,322,514 3,427,818 3,561,430 3,691,430 3,691,430 7.7% Budget By Division Communications 456,488 444,455 571,811 601,469 601,469 601,469 5.2% Municipal Court 460,425 507,330 576,678 526,846 526,846 526,846 -8.6% City Recorder/Records 480,397 370,729 426,967 521,202 521,202 521,202 22.1% Fleet Maintenance 0 0 203,772 257,692 257,692 257,692 26.5% Property Management 0 0 1,648,590 1,654,221 1,784,221 1,784,221 8.2% Total All Division 1,397,310 1,322,514 3,427,818 3,561,430 3,691,430 3,691,430 7.7% Budget by Fund General Fund-100 460,425 507,330 576,678 526,846 526,846 526,846 -8.6% Water Debt Service Fund-533 0 0 0 0 0 0 0.0% Central Services Fund-600 936,885 815,184 998,778 1,122,671 1,122,671 1,122,671 12.4% Fleet/Property Management Fun 0 0 1,852,362 1,911,913 2,041,913 2,041,913 10.2% Total All Fund 1,397,310 1,322,514 3,427,818 3,561,430 3,691,430 3,691,430 7.7% PAGE 230 - CITY OF TIGARD COMMUNICATIONS BUDGET UNIT: 1300 PROGRAM DESCRIPTION: The Communications Division is an in-house team that provides centralized resources in support of the city's branding and communications efforts,and City Council's desire for effective communication with the public.These resources include full-service marketing and graphic design work for informational and promotional materials,from concept to deliverables;and oversight of the city's leased copier program. Typical work includes the development,design and production of presentation and informational materials,including brochures, flyers,signage,newsletters, forms and stationery,in both print and electronic formats,as well as artwork for promotional items. Division staff also: •Assist departments in developing communication plans that engage the public.Write and edit text for projects. •Act as"keepers of the city's brand"by providing documentation,advice and direction to depathnents regarding city standards for communication materials and use of the city's logo. •Work with vendors,contractors,and city staff who are involved in producing informational materials to ensure brand consistency. •Work with departments to assess and refine communication/design project needs and make recommendations for appropriate and cost-effective collateral. •Coordinate with vendors for specialized services that cannot be provided in-house. This team provides services that can be accomplished with existing staffing levels,within established time frames, using customary materials.New projects, and those requiring longer time commitments,are completed within negotiated time frames. Departments are responsible for the cost of any special materials and/or vendor services necessary to meet project requirements. Cost estimates are supplied in advance,when requested. PROGRAM RESULTS: Support is provided to departmental staff to develop communication plans,messaging and timelines that encourage public interest and participation in key initiatives within the city. Presentation and marketing materials are developed for all departments to effectively inform citizens, and promote city programs,projects and events.This work includes conceptualization,brand development,graphic design,photography,copywriting and editing. Development and editing of the city's newsletter,Cityscape,is provided. The city's website and intranet pages are updated and accurate timely information is provided. POLICY AND ADMINISTRATION-PAGE 231 COMMUNICATIONS BUDGET UNIT: 1300 ACCOMPLISHMENTS: FY 2015-2016: •Provided high-quality and cost-effective graphic design work. Coordinated contracting work when requests exceeded the in-house resources. •Developed blog pages on the city's website to allow departments engage with the citizens. •Played an integral role in the design of the Cityscape into a digital product that is accessible to smart phones,tablets and desktops. •Assisted departments I replacing copies when the previous leases were expiring. •Participated in the process to choose software to manage the city's growing photo library. •A communication's team was developed to proactively work with departments to develop communication plans for major outreach projects. GOALS&OBJECTIVES: FY 2016-2017: •Develop marketing strategies that effectively promote the city and its projects and programs, while educating the public on the issues. •Identify different types of outreach to promote the city and programs. •Coordinate city communications programs to obtain community participation in the city's decision making processes. •Advance the city's vision by providing accurate up-to-date information through the city website and social media outlets. •Manage copier contracts and work with departments to identify cost-effective solutions for expiring contracts. WORKLOAD MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Number of hours spent on design projects 1,438 1,800 1,600 1,700 Number of requests to update the city N/A N/A 750 900 website Number of requests for assistance N/A N/A 2 18 developing communication plans Number of hours spent on reprographic 689 546 N/A N/A and mailing projects PAGE 232- CITY OF TIGARD COMMUNICATIONS BUDGET UNIT: 1300 WORKLOAD MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Number of mail pieces sent annually 61,923 62,147 N/A N/A through the mailroom EFFECTIVENESS MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Communication deliverables provided by 0 0 0 99% commited date Design projects delivered by committed date 99% 99% 97% 99% Web service updates provided by the N/A N/A 97% 99% committed date Reprographics and mailing projects 99% 99% 97% N/A delivered by committed date FULL-TIME EQUIVALENT POSITIONS 2013-2014 2014-2015 2015-2016 2016-2017 Administrative Services Manager 0.25 0.25 0.00 0.00 Assistant City Manager 0.20 0.20 0.20 0.00 Central Services Director 0.00 0.00 0.25 0.25 Communications Manager 0.00 0.00 0.00 1.00 Communications Strategist 0.00 0.00 0.00 1.00 Graphic Designer 0.80 0.80 1.00 1.00 Graphic Services Supervisor 1.00 1.00 1.00 0.00 Reprographics Specialist 0.80 0.80 0.60 0.00 Web Services Coordinator 0.00 0.00 0.00 1.00 Total FTE 3.05 3.05 3.05 4.25 POLICY AND ADMINISTRATION-PAGE 233 COMMUNICATIONS BUDGET UNIT: 1300 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 305 3.05 3.05 Total FTE 4.25 4.25 4.25 124,162 125,573 135,568 51001-Salaries-Management 251,843 251,843 251,843 85.8% 5,487 67,481 67,806 51002-Salaries-General 68,386 68,386 68,386 0.9°% 79,599 20,702 99,887 51004-Part Time-Regular 0 0 0 -100.0% O 24 0 51006-Overtime 0 0 0 0.0°%n 209,248 213,780 303,261 Total Personal Services-Salaries 320,229 320,229 320,229 5.6°0 2,913 2,446 1,206 52001-Unemployment 321 321 321 -73.4% 451 576 633 52002-Worker's Compensation 1,035 1,035 1,035 63.5°o 15,593 15,670 18,408 52003-Social Security/Medicare 24,582 24,582 24,582 33.5°0 1,506 1,547 1,745 52004-Tri-Met Tax 2,325 2,325 2,325 33.2% 25,802 25,465 29,537 52005-Retirement 42,251 42,251 42,251 430°o 2,670 2,670 2,670 52007-VESA-ER 2,850 2,850 2,850 6.7°0 389 222 1,142 52008-Life Ins/ADD/LTD 1,912 1,912 1,912 67.4% 676 620 0 52009-Long Term Disability 0 0 0 0.0°1° 39,333 30,230 40,527 52010-Medical/Dental/Vision 65,214 65,214 65,214 60.9% 5,160 4,832 0 52011-Dental Benefits 0 0 0 0.0% -554 1,992 1,421 52012-Accrued Vacation 1,091 1,091 1,091 -23.2°% 93,939 86,269 97,289 Total Personal Services-Benefits 141,581 141,581 141,581 45.5° 95,762 60,208 80,331 53001-Office Supplies 22,050 22,050 22,050 -72.6°%° O 6,108 6,500 53002-Small Tools&Equipment 0 0 0 -100.0°!° 221 154 350 53003-Fuel 0 0 0 -100.0% 95,983 66,470 87,181 Total Supplies 22,050 22,050 22,050 -74.7% 108 0 190 54001-Professional/Contractual Services 39,220 39,220 39,220 20542.1°0 507 150 3,000 54004-Printing Services 3,000 3,000 3,000 0.0°0 273 556 650 54113-R&M-Vehicles 0 0 0 -100.0% 32,999 35,893 40,850 54114-R&M-Office Equipment 36,600 36,600 36,600 -10.4% O 0 0 54205-Utilites-Phone/Pager/Cells 720 720 720 100.0% 139 230 800 54300-Advertising&Publicity 400 400 400 -50.0°% 827 817 642 54302-Dues&Subscriptions 645 645 645 0.5°% 516 320 10,000 54303-Travel and Training 10,000 10,000 10,000 0.0°%n 21,769 28,513 26,241 54309-Rents and Leases 21,514 21,514 21,514 -18.0% 180 0 0 54311-Special Department Expenses 0 0 0 0.0°/n 57,318 66,479 82,373 Total Services 112,099 112,099 112,099 36.1°%° O 1,762 1,707 56004-Computer Hardware and Software 5,510 5,510 5,510 222.8°0 O 9,695 0 56006-Equipment 0 0 0 0.0°o O 11,457 1,707 Total Capital Improvement 5,510 5,510 5,510 222.8% 456,488 444,455 571,811 Total Communications 601,469 601,469 601,469 5.2% PAGE 234- CITY OF TIGARD MUNICIPAL COURT BUDGET UNIT: 1400 PROGRAM DESCRIPTION: The Tigard Municipal Court is the judicial branch of city government.The court has the authority to hear a wide range of cases arising under Oregon law and the Tigard Municipal Code. As the judicial branch of local government,the court is committed to: •Resolve cases in a manner that is fair and impartial. •Treat all defendants,police officers and witnesses with respect as we provide services that are efficient,timely and accurate. •Listen carefully so members of the public will feel that their unique situations have been addressed. •Provide education about Oregon law and traffic safety concerns within Tigard with the goal of helping to make our community safer. The majority of cases filed in our municipal court are traffic and parking citations that arose within the city limits and were issued by officers of the Tigard Police Department.However,there are occasions when more serious cases,or citations issued by an officer from a different law enforcement agency,are filed in our court. The Municipal Court Judge determines the judicial philosophy for the court and creates court rules to ensure consistent service to the citizens involved in Tigard's judicial system.The judge presides over arraignments,special hearings and trials.Judgments often include fines and may include other sentences such as traffic school or unsupervised probation.Additionally,the judge creates written materials that provide information about laws and promote safety within the city. Many of the daily responsibilities of the court staff are guided by the court rules established by the judge. The rules allow staff to reduce presumptive fine amounts for many citizens,set cases for new hearing dates,establish payment plans and enforce judgments through collection actions. PROGRAM RESULTS: •Judicial decisions are fair and impartial. • Court services are efficient,timely and accurate. •Public education is provided about Oregon law and traffic safety concerns in Tigard. ACCOMPLISHMENTS: FY 2015-2016: •Restructured court administration and recruited Court Operations Supervisor. •Staff collaborated to develop an additional avenue for public education on traffic safety through expanding current traffic diversion programs for Council's review. Council later adopted the traffic school and distracted driver diversion programs. •Staff updated procedures to expedite the suspension clearance notice to DMV which in turn helps ensure drivers on the road have valid driving privileges. POLICY AND ADMINISTRATION-PAGE 235 MUNICIPAL COURT BUDGET UNIT: 1400 GOALS&OBJECTIVES: FY 2016-2017: •Partner with the case management vendor to consider switching to an electronic document management system.This will increase efficiency and streamline current processes,and prepare the court to be able to handle future increased volumes. •Monitor and implement legislation related to municipal court. •Review processes,identify problem areas,and look for ways to increase collections rate of outstanding financial obligations. WORKLOAD MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Number of traffic violations processed 6,785 6,267 6,000 6,000 Total financial obligation assessed $1,198,943 $1,119,586 $1,071,890 $1,108,000 Total amount collected $1,091,952 $988,371 $942,000 $961,625 Number of trials docketed 636 568 475 490 Number of licenses suspended for failure to 764 922 780 750 pay fine Guilty by default 873 936 860 915 EFFECTIVENESS MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Fines collected during the year compared to 91% 88% 88% 88% amount assessed Cases resulting in license suspension for 12% 15% 13% 13% failure to pay Cases disposed of within 90 days of 97% 98% 97% 97% issuance of citation FULL-TIME EQUIVALENT POSITIONS 2013-2014 2014-2015 2015-2016 2016-2017 Administrative Services Manager 0.50 0.50 0.00 0.00 Central Services Director 0.00 0.00 0.50 0.25 Court Clerk II 2.90 2.90 3.00 2.00 Court Operations Supervisor 0.00 0.00 0.00 1.00 Municipal Judge 0.25 0.25 0.25 0.25 Total FTE 3.65 3.65 3.75 3.50 PAGE 236 - CITY OF TIGARD MUNICIPAL COURT BUDGET UNIT: 1400 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 3.65 3.65 3.75 Total FTE 3.50 3.50 3.50 98,013 99,142 126,486 51001-Salaries-Management 136,808 136,808 136,808 82°o 79,102 90,212 98,260 51002-Salaries-General 97,051 97,051 97,051 -1.2% 44,542 45,538 47,133 51004-Part Time-Regular 0 0 0 -100.0% O 43 0 51006-Overtime 303 303 303 100.0% O 467 611 51007-Incentive Pay 605 605 605 -1.0°0 221,657 235,401 272,490 Total Personal Services-Salaries 234,767 234,767 234,767 -13.8% 3,083 2,694 1,374 52001-Unemployment 234 234 234 -83.0% 333 405 412 52002-Worker's Compensation 467 467 467 13.3% 16,804 17,746 20,914 52003-Social Security/Medicare 17,975 17,975 17,975 -14.1% 1,594 1,704 1,985 52004-Tri-Met Tax 1,700 1,700 1,700 -14.4% 16,722 20,399 32,450 52005-Retirement 29,012 29,012 29,012 -10.6% 2,890 3,000 3,000 52007-VEBA-ER 3,150 3,150 3,150 5.0°0 179 205 824 52008-Life Ins/ADD/LTD 1,222 1,222 1,222 48.3% 457 569 0 52009-Long Term Disability 0 0 0 0.0% 29,868 32,177 37,247 52010-Medical/Dental/Vision 39,140 39,140 39,140 5.1% 3,467 3,492 0 52011-Dental Benefits 0 0 0 0.0% O 0 1,820 52012-Accrued Vacation 1,091 1,091 1,091 -40.1% 75,397 82,391 100,026 Total Personal Services-Benefits 93,991 93,991 93,991 -6.0% 1,276 913 2,040 53001-Office Supplies 2,000 2,000 2,000 -2.0% 1,276 913 2,040 Total Supplies 2,000 2,000 2,000 -2.0% 24,584 26,499 30,000 54001-Professional/Contractual Services 30,000 30,000 30,000 0.0% 28,100 36,200 40,250 54003-Legal Fees 38,000 38,000 38,000 -5.6% 5,500 8,765 8,765 54006-Software License and Maintenance 10,465 10,465 10,465 19.4°'° 501 0 400 54300-Advertising&Publicity 400 400 400 0.0°a 732 1,047 935 54302-Dues&Subscriptions 967 967 967 3.4% 1,600 3,152 5,000 54303-Travel and Training 5,500 5,500 5,500 10.0% 340 240 570 54311-Special Department Expenses 420 420 420 -26.3% 61,357 75,903 85,920 Total Services 85,752 85,752 85,752 -0.2"o O 518 0 56006-Equipment 0 0 0 0.0% O 518 0 Total Capital Improvement 0 0 0 0.0% 6,220 7,959 11,264 58100-Indirect Charges-City Management 11,164 11,164 11,164 -0.9% 11,810 14,579 14,047 58110-Indirect Charges-Human Resources 11,006 11,006 11,006 -21.6% 3,118 4,587 4,600 58120-Indirect Charges-Risk Management 4,558 4,558 4,558 -0.9°o 23,745 21,565 17,132 58130-Indirect Charges-Office Services 21,975 21,975 21,975 28.3°% 689 613 557 58150-Indirect Charges-Records 520 520 520 -6.6% 256 283 529 58200-Indirect Charges-Finance 682 682 682 28.9% Administration 24,076 27,264 29,261 58210-Indirect Charges-Financial Operations 21,920 21,920 21,920 -25.1% 23,644 25,985 28,382 58230-Indirect Charges-Technology 26,049 26,049 26,049 -8.2% 404 2,091 1,071 58250-Indirect Charges-Contracts and 2,440 2,440 2,440 127.8°i° Purchasing 6,776 7,280 9,359 58640-Indirect Charges-Property 10,022 10,022 10,022 7.1% 100,738 112,205 116,202 Total Internal Services 110,336 110,336 110,336 -5.0% Total`Municipal Court POLICY AND ADMINISTRATION-PAGE 237 CITY RECORDER/RECORDS BUDGET UNIT: 1500 PROGRAM DESCRIPTION: The City Recorder/Records section is supervised by the City Recorder and managed by the Central Services Manager. The Central Services Manager reports to the Assistant City Manager. The City Recorder section provides legislative,electoral and record-keeping services to the City Council,the public and staff. This section also manages public access to the legislative process to ensure compliance with legislative requirements and openness of the decision-making process. City-wide support includes file management,records retrieval,coordination of litigation records and training on records management issues. The section develops and updates policies supporting the retention and disposition of city records in accordance with schedules developed by the State of Oregon Division of Archives and adopted by the City Council. This section creates the destruction lists for departmental approval and coordinates the destruction of the approved records. Additionally,staff provides assistance to the public by responding to their requests for public records and Notary Public services. In-house reprographics services,including cost-effective duplicating and bindery services,are provided to all departments. Handling and distribution of incoming/outgoing U.S.mail and interoffice mail is provided to all depailaients on a daily basis.Assistance with UPS,FedF.x and other shipping services is also provided.Staff research and recommend cost-effective mail/shipping methods,based on project requirements. PROGRAM RESULTS: • Centralized and efficient customer service is provided to internal and external customers • City Recorder support is provided to City Council •Records are provided to the public as required under Oregon's public records law •Management of inactive departmental records is provided • City records are protected through use of current records management practices and technology •Incoming/outgoing U.S.mail and interoffice mail is provided to all departments daily •Assistance with UPS,FedFx and other shipping services is provided. •In-house reprographics services are provided. PAGE 238 - CITY OF TIGARD CITY RECORDER/RECORDS BUDGET UNIT: 1500 ACCOMPLISHMENTS: FY 2015-2016: •Procedures were refined and implemented for entering prior and current Community Development planning and building records into the electronic document system. •A process was developed to make current planning records available through the electronic document management system for the new Tigard Active Permit tool,a multi-departmental service provided to citizens and contractors seeking information about development and construction within the City of Tigard. •Implemented the electronic document recording process. •Provided support for additional meetings including offsite council outreach events in different neighborhoods,a voters forum and 12 Fireside Chats. •Administered city elections process with Washington County for three ballot measures in November 2015. GOALS&OBJECTIVES: FY 2016-2017: • Administer candidate election for two city council positions. • Research forms module for electronic document management system. • Evaluate internal procedures to ensure compliance with new public records retention schedule. • Continue to add access to public records to staff and the public through the electronic document management system. • Add searchable Tigard Municipal Code and Community Development Code hosted database for faster and easier public access. •Research and recommend cost-effective mail/shipping methods,based on project requirements.Provide in-house reprographics services-including cost-effective duplicating and bindery services on an as-time-permits basis.Assist with vending work that cannot be accomplished in-house,due to time or equipment limitations. POLICY AND ADMINISTRATION-PAGE 239 CITY RECORDER/RECORDS BUDGET UNIT: 1500 WORKLOAD MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Annual number of agenda item summaries 312 300 298 300 processed for council meeting packets. (New measurement 2010-2011) Number of City Council meetings where 59 62 54 60 minutes were taken Average cubic feet of records destroyed 100 188 150 303 annually Average number of records requested per 80 59 70 84 month Average length of time required to provide 11 18 15 13 records (minutes) Average number of electronic records 2,650 757 700 880 entered in the citywide file system per month. Number of mail pieces sent annually 61,923 62,147 51,818 58,000 through the mailroom Number of hours spent on reprographic 689 546 417 500 and mailing projects EFFECTIVENESS MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Municipal Code updates posted online by 100% 100% 100% 100% effective date (%) City Council minutes completed within two 75% 75% 73% 90% business meetings Records meeting the minimum retention 90% 90% 95% 100% requirements are destroyed (%) Microfilmed records transmitted to archives 90% 90% 90% 90% (%) Reprographics and mailing projects 99% 99% 99% 99% delivered by committed date PAGE 240 - CITY OF TIGARD CITY RECORDER/RECORDS BUDGET UNIT: 1500 FULL-TIME EQUIVALENT POSITIONS 2013-2014 2014-2015 2015-2016 2016-2017 Central Services Director 0.00 0.00 0.35 0.25 City Recorder 1.00 1.00 1.00 1.00 Deputy City Recorder 1.00 1.00 1.00 1.00 Records Management Specialist 1.00 1.00 1.00 1.00 Reprographics Specialist 0.00 0.00 0.00 0.60 Records Technician 0.80 0.80 0.00 0.00 Assistant City Manager 0.10 0.10 0.00 0.00 Administrative Services Manager 0.25 0.25 0.00 0.00 Total FIE 4.15 4.15 3.35 3.85 Tigard _ .,., ,. . if, , City gall -.4. - , i , _ , .„ . _......, ,_. ir.,,,, .:: -f ...-- -_--- _•wiffp-ii.... ... .-- , .. - : ...,:- . 11111112P . . , .- , i - _.,,,,„ -..„ _____,._ ..rit , , :__,_:___ , -., ii ,. ...,.;., „., , .., ,.. _ i 6 POLICY AND ADMINISTRATION-PAGE 241 CITY RECORDER/RECORDS BUDGET UNIT: 1500 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 4.15 4.15 3.35 Total FTE 3.85 3.85 3.85 174,808 165,645 162,765 51001-Salaries-Management 156,773 156,773 156,773 -3.7% 59,730 60,561 62,215 51002-Salaries-General 60,443 60,443 60,443 -2.8% 29,961 12,902 0 51004-Part Time-Regular 23,399 23,399 23,399 100.0% 0 1,865 1,628 51005-Part Time-Temporary 0 0 0 -100.0% 264,499 240,974 226,608 Total Personal Services-Salaries 240,615 240,615 240,615 6.2% 3,682 2,773 1,152 52001-Unemployment 242 242 242 -79.0% 553 315 616 52002-Worker's Compensation 800 800 800 29.9% 20,507 18,553 17,569 52003-Social Security/Medicare 18,515 18,515 18,515 5.4% 1,902 1,744 1,667 52004-Tri-Met Tax 1,759 1,759 1,759 5.5% 32,041 27,356 29,375 52005-Retirement 30,668 30,668 30,668 4.4% 3,210 2,717 2,310 52007-VERA-ER 3,150 3,150 3,150 36.4% 408 280 1,434 52008-Life Ins/ADD/LTD 1,567 1,567 1,567 9.3% 802 590 0 52009-Long Term Disability 0 0 0 0.0% 51,453 53,398 61,910 52010-Medical/Dental/Vision 71,206 71,206 71,206 15.0% 6,101 6,355 0 52011-Dental Benefits 0 0 0 0.0% -667 -10,263 3,002 52012-Accrued Vacation 2,369 2,369 2,369 -21.1% 119,992 103,817 119,035 Total Personal Services-Benefits 130,276 130,276 130,276 9.4% 2,758 4,346 3,010 53001-Office Supplies 64,330 64,330 64,330 2037.2% 0 0 200 53003-Fuel 350 350 350 75.0% 0 900 3,000 53006-Technology Equipment under$5,000 3,000 3,000 3,000 0.0% 2,758 5,246 6,210 Total Supplies 67,680 67,680 67,680 989.9% 11,598 6,897 21,600 54001-Professional/Contractual Services 17,600 17,600 17,600 -18.5% 22,171 3,790 12,350 54003-Legal Fees 12,350 12,350 12,350 0.0%. 9,294 1,470 30,000 54006-Software License and Maintenance 34,300 34,300 34,300 14.3% 0 0 0 54113-R&M-Vehicles 650 650 650 100.0% 0 0 600 54114-R&M-Office Equipment 2,500 2,500 2,500 316.7% 0 100 0 54115-Vehicle Usage 0 0 0 0.0°o 216 278 300 54205-Utilites-Phone/Pager/Cells 300 300 300 0.0% 739 0 600 54300-Advertising&Publicity 1,300 1,300 1,300 116.7% 1,039 254 2,000 54301-Fees and Charges 800 800 800 -60.0°a 800 465 1,050 54302-Dues&Subscriptions 750 750 750 -28.60 0 3,513 2,187 5,549 54303-Travel and Training 6,744 6,744 6,744 21.5°'0 43,247 0 0 54304-Election Expenses 0 0 0 0.0°0 0 0 0 54309-Rents and Leases 4,317 4,317 4,317 100.0 530 1,123 1,065 54311-Special Department Expenses 1,020 1,020 1,020 -4.2° 93,147 16,565 75,114 Total Services 82,631 82,631 82,631 10.0°0 O 851 0 58100-Indirect Charges-City Management 0 0 0 0.0°o O 534 0 58110-Indirect Charges-Human Resources 0 0 0 0.0°''0 O 170 0 58120-Indirect Charges-Risk Management 0 0 0 0.0°'0 O 677 0 58130-Indirect Charges-Office Services 0 0 0 0.0°'0 O 695 0 58150-Indirect Charges-Records 0 0 0 0.0°'0 O 11 0 58200-Indirect Charges-Finance 0 0 0 0.0°0 Administration O 531 0 58210-Indirect Charges-Financial Operations 0 0 0 0.0% O 649 0 58230-Indirect Charges-Technology 0 0 0 0.0% D 10 0 58250-Indirect Charges-Contracts and 0 0 0 0.0°10 Purchasing o 4,127 0 Total Internal Services 0 0 0 0.0°10 480,396 370,729 426,967 PAGE 242- CITY OF TIGARD FLEET MAINTENANCE BUDGET UNIT: 6350 PROGRAM DESCRIPTION: The Fleet Maintenance Division provides services to achieve sustainability in the maintenance, operation and timely replacement of all city vehicles and equipment. The division provides both contractual oversight and in-house assistance for the routine maintenance and repair of all city vehicles and equipment. PROGRAM RESULTS: The Fleet Maintenance Division maintains and repairs city vehicles and equipment with an emphasis on safety,cost effectiveness and dependability. ACCOMPLISHMENTS: FY 2015-2016: •Coordinated purchase of new vehicles for Utility Billing,Building and the Police Department and completed the required up-fitting of PD vehicles. •Coordinated retrofitting Police vehicles with upgraded tablets and printer systems. •Provided assistance to departments to surplus end of life cycle vehicles and equipment. •Provide maitenance coodination for the city's fueling station and support the vendors upgrade of user interface. •Engage with community partners to gain EcoBiz certification for the Fleet Shop and Public Works Operations. GOALS&OBJECTIVES: FY 2016-2017: •Coordinate replacement of five Police vehicles and the required up-fitting. •Provide city-wide vehicle maintenance and improve response time by 10%. •Coordinate with Public Works for the replacement of four to six vehicles. POLICY AND ADMINISTRATION-PAGE 243 FLEET MAINTENANCE BUDGET UNIT: 6350 WORKLOAD MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Number of assets maintained in Fleet 129 137 146 146 Number of other vehicle work orders 210 265 235 250 Number of scheduled vehicle maintenance 335 262 250 250 work orders Number of vehicle repair work orders 505 450 450 450 Total number of fleet work orders 1,223 1,131 1,100 1,100 EFFECTIVENESS MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Percentage of work orders completed 36% 39% 35% 50% within 48 hours FULL-TIME EQUIVALENT POSITIONS 2013-2014 2014-2015 2015-2016 2016-2017 Administrative Specialist II 0.45 0.45 0.30 0.75 Central Services Director 0.00 0.00 0.00 0.10 Facilities Services Supervisor 0.50 0.50 0.50 0.50 Utility Worker I 0.00 1.00 1.00 1.00 Total FTE 0.95 1.95 1.80 2.35 PAGE 244- CITY OF TIGARD FLEET MAINTENANCE BUDGET UNIT: 6350 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 1.80 Total FTE 2.35 2.35 2.35 O 0 34,122 51001-Salaries-Management 47,869 47,869 47,869 40.3% O 0 62,077 51002-Salaries-General 81,849 81,849 81,849 31.9% O 0 16,871 51005-Part Time-Temporary 16,875 16,875 16,875 0.0% O 0 2,035 51006-Overtime 2,311 2,311 2,311 13.6% O 0 115,105 Total Personal Services-Salaries 148,904 148,904 148,904 29.4% O 0 579 52001-Unemployment 148 148 148 -74.4% O 0 2,497 52002-Worker's Compensation 1,359 1,359 1,359 -45.6°'0 O 0 16,635 52003-Social Security/Medicare 11,436 11,436 11,436 -31.3% O 0 837 52004-Tri-Met Tax 1,081 1,081 1,081 29.2°/s O 0 11,217 52005-Retirement 15,302 15,302 15,302 36.4% O 0 1,470 52007-VESA-ER 1,935 1,935 1,935 31.6% O 0 508 52008-Life Ins/ADD/LTD 645 645 645 27.0% O 0 21,254 52010-Medical/Dental/Vision 45,345 45,345 45,345 113.3% O 0 0 52012-Accrued Vacation 437 437 437 100.0% O 0 54,997 Total Personal Services-Benefits 77,688 77,688 77,688 41.3% O 0 800 53001-Office Supplies 1,200 1,200 1,200 50.0% O 0 7,800 53002-Small Tools&Equipment 7,000 7,000 7,000 -10.3% O 0 5,500 53003-Fuel 2,500 2,500 2,500 -54.5% O 0 14,100 Total Supplies 10,700 10,700 10,700 -24.1% O 0 2,000 54001-Professional/Contractual Services 2,000 2,000 2,000 0.0% O 0 8,700 54101-R&M-Facilities 5,000 5,000 5,000 -42.5% O 0 5,500 54113-R&M-Vehicles 5,000 5,000 5,000 -9.1°o O 0 0 54114-R&M-Office Equipment 1,000 1,000 1,000 100.0°', O 0 250 54204-Utilities-Garbage 1,000 1,000 1,000 300.0°'° O 0 720 54205-Utilites-Phone/Pager/Cells 1,500 1,500 1,500 108.3% 0 0 300 54300-Advertising&Publicity 0 0 0 -100.0% O 0 200 54301-Fees and Charges 0 0 0 -100.0% O 0 0 54302-Dues&Subscriptions 2,000 2,000 2,000 100.0% O 0 800 54303-Travel and Training 1,800 1,800 1,800 125.0% O 0 1,100 54311-Special Department Expenses 1,100 1,100 1,100 0.0% O 0 19,570 Total Services 20,400 20,400 20,400 4.2% Total Fleet Maintenance Note:Prior to FY 2015-2016, Fleet Maintenance was part of Public Works Program. POLICY AND ADMINISTRATION-PAGE 245 PROPERTY MANAGEMENT BUDGET UNIT: 6450 PROGRAM DESCRIPTION: The Property Management Division provides services to achieve sustainability in the maintenance and operation of all city facilities. Property Management provides both contractual oversight and in- house assistance for the environmental health,safety and security of all city facilities. In addition,the department provides building security,fire safety,janitorial services,maintenance and repair, structural repairs,painting,HVAC maintenance,plumbing,electrical work and setup/cleanup for meetings. PROGRAM RESULTS: To effectively and efficiently maintain the City of Tigard's facilities and provide a safe and clean environment for staff and our customers. ACCOMPLISHMENTS: FY 2015-2016: •Provided facilities project oversight for the installation of the AMI I system at the Library • Completed the move from the Ash St yard to the new site on Burnham St.Added a bathroom and built a new fabrication shop. •Assessed roof maintenance/replacement options at the Police Department. • Completed a remodel in the Police Department to upgrade security. • Converted the Police sally port into a gun cleaning room. GOALS&OBJECTIVES: FY 2016-2017: •Take a more active role in the coordination of the city's leases. •Provide coordination for Tide II ADA complaints. •Participate in the Tigard Facilities Planning and Visioning Study. PAGE 246 - CITY OF TIGARD PROPERTY MANAGEMENT BUDGET UNIT: 6450 WORKLOAD MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Annual electricity usage parks (KWh) 134,036 133,000 133,000 133,000 Annual electrictiy usage facilities (KWh) 1,997,407 1,900,000 1,895,000 1,895,000 Annual electrictiy usage water facilities 1,542,627 1,500,000 1,500,000 1,500,000 (KWh) Annual electricty usage street (KWh) 201,870 200,000 195,000 195,000 Natural gas usage (conumption ccf) 63,007 63,000 63,000 63,000 Number of annual online service requests 822 944 1,025 1,200 Number of annual work orders 1,957 1,656 1,735 2,000 EFFECTIVENESS MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Work orders completed within 48 hours 37% 38% 36% 50% FULL-TIME EQUIVALENT POSITIONS 2013-2014 2014-2015 2015-2016 2016-2017 Administrative Specialist II 0.35 0.35 0.70 0,25 Building Maintenance Tech I 0.00 1.00 1.00 0,00 Building Maintenance Tech II 2.00 2.00 2.00 3.00 Cental Services Director 0.00 0.00 0.00 0.15 Facilities Services Supervisor 0.50 0.50 0.50 0.50 Senior Building Mainteance Tech 1.00 1.00 1.00 1.00 Total FTE 3.85 4.85 5.20 4.90 Note:Prior to FY 2015-2016, Properly Management was part of Public Works Program. POLICY AND ADMINISTRATION-PAGE 247 PROPERTY MANAGEMENT BUDGET UNIT: 6450 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 5.20 Total FTE 4.90 4.90 4.90 0 0 34,122 51001-Salaries-Management 53,595 53,595 53,595 57.1% O 0 259,568 51002-Salaries-General 225,852 225,852 225,852 -13.0% 0 0 33,741 51005-Part Time-Temporary 49,764 49,764 49,764 47.5% 0 0 3,672 51006-Overtime 5,045 5,045 5,045 37.4% O 0 331,103 Total Personal Services-Salaries 334,256 334,256 334,256 1.0% 0 0 1,863 52001-Unemployment 350 350 350 -81.2% 0 0 7,944 52002-Worker's Compensation 8,042 8,042 8,042 1.2% O 0 22,794 52003-Social Security/Medicare 26,937 26,937 26,937 18.2% 0 0 2,160 52004-Tri-Met Tax 2,422 2,422 2,422 12.1% 0 0 31,158 52005-Retirement 30,794 30,794 30,794 -1.2% 0 0 4,530 52007-VEBA-ER 4,215 4,215 4,215 -7.0% O 0 1,140 52008-Life Ins/ADD/LTD 1,136 1,136 1,136 -0.4% 0 0 76,762 52010-Medical/Dental/Vision 86,764 86,764 86,764 13.0°o 0 0 148,351 Total Personal Services-Benefits 160,660 160,660 160,660 8.3°%° 0 0 1,500 53001-Office Supplies 1,800 1,800 1,800 20.0% 0 0 3,425 53002-Small Tools&Equipment 2,500 2,500 2,500 -27.0°o O 0 3,999 53003-Fuel 3,000 3,000 3,000 -25.0% O 0 8,924 Total Supplies 7,300 7,300 7,300 -18.2% 0 0 384,165 54001-Professional/Contractual Services 382,880 512,880 512,880 33.5% O 0 1,500 54003-Legal Fees 2,000 2,000 2,000 33.3°1° O 0 101,600 54101-R&M-Facilities 93,000 93,000 93,000 -8.5% 0 0 0 54105-R&M-Grounds 7,500 7,500 7,500 100.0% O 0 5,800 54113-R&M-Vehicles 5,000 5,000 5,000 -13.8% O 0 228,860 54201-Utilities-Electric 221,375 221,375 221,375 -3.3°1° O 0 143,800 54202-Utilities-Water/Sewer/SWM 151,000 151,000 151,000 5.0% 0 0 73,410 54203-Utilities-Natural Gas 78,000 78,000 78,000 6.3°o O 0 6,120 54205-Utilites-Phone/Pager/Cells 4,500 4,500 4,500 -26.5% O 0 1,000 54300-Advertising&Publicity 500 500 500 -50.0% 0 0 3,500 54301-Fees and Charges 3,500 3,500 3,500 0.0°-0 0 0 450 54302-Dues&Subscriptions 450 450 450 0.0 O 0 2,500 54303-Travel and Training 2,500 2,500 2,500 0.0°0 O 0 70,150 54309-Rents and Leases 70,500 70,500 70,500 0.5°0 0 0 2,300 54311-Special Department Expenses 2,300 2,300 2,300 0.0 O 0 1,025,155 Total Services 1,025,005 1,155,005 1,155,005 12.7% 0 0 127,187 56002-Buildings&Improvements 127,000 127,000 127,000 -0.1% 0 0 7,870 56004-Computer Hardware and.Software 0 0 0 -100.0% O 0 135,057 Total Capital Improvement 127,000 127,000 127,000 -6.0% 1,648,590 Total Property Management 1,654, 1,784, PAGE 248 - CITY OF TIGARD FINANCE AND INFORMATION SERVICES ORGANIZATION CHART FINANCE AND INFORNIATIONSERvi-iiicEs ADMINISTRATION UTILi'r- BILLING l FINANCLAL OPERATIONS INFORMATION TECHNOLOGY CONTRACTS AND PURCHASING FY 2014 FY 2015 FY 2016 FY 2017 FY 2017 FY 2017 2017 Adopted Actual Actual Revised Proposed Approved Adopted vs.2016 Revised Description Number of Positions 23.60 23.40 23.60 24.60 24.60 24.60 4.2% Budget By Category Personal Services 2,333,477 2,348,070 2,711,821 2,753,410 2,753,410 2,753,410 1.5% Materials&Services 847,271 1,165,907 1,434,272 1,483,595 1,483,595 1,483,595 3.4% Interdepartmental Costs 0 14,488 0 0 0 0 0.0% Capital Outlay 249,489 179,917 241,780 394,240 394,240 394,240 63.1% Total All Category 3,430,238 3,708,382 4,387,873 4,631,245 4,631,245 4,631,245 5.5% Budget By Division Finance&Info.Services Admin. 405,229 450,332 540,272 482,776 482,776 482,776 -10.6% Financial Operations 529,413 531,554 615,506 620,053 620,053 620,053 0.7% Utility Billing 776,258 940,907 1,163,974 1,092,227 1,092,227 1,092,227 -6.2% Information Technology 1,505,675 1,565,357 1,828,672 2,185,193 2,185,193 2,185,193 19.5% FIS Interim Plan 0 0 0 0 0 0 0.0% Contracts and Purchasing 213,664 220,232 239,449 250,996 250,996 250,996 4.8% Total All Division 3,430,238 3,708,382 4,387,873 4,631,245 4,631,245 4,631,245 5.5% Budget by Fund General Fund-100 0 0 0 0 0 0 0.0% Central Services Fund-600 3,430,238 3,708,382 4,387,873 4,631,245 4,631,245 4,631,245 5.5% Total All Fund 3,430,238 3,708,382 4,387,873 4,631,245 4,631,245 4,631,245 5.5% POLICY AND ADMINISTRATION-PAGE 249 FINANCE & INFORMATION SERVICES ADMIN BUDGET UNIT: 2000 PROGRAM DESCRIPTION: Activities of staff in Finance and Information Services Administration include the annual budget process,annual 6-year Capital Improvement Plan(CI?)process,long range financial planning, financial analysis, project management, issuance of Business Licenses for Tigard business owners, and advice to the City Council,depatuuents,and various boards and committees. The division manages the city's investments and the issuance of debt as required for general and enterprise activities and manages the city's investment portfolio.This program is responsible for the oversight of the Financial Operations,Utility Billing,Purchasing and Contracts,and Information Technology divisions. Finance and Information Services Administration continues to actively work to anticipate issues and to develop policies and procedures to allow the city to deal with financial issues as they occur. The Director of Finance and Information Services reports directly to the City Manager and is responsible for all financial transactions and information technology of the city. PROGRAM RESULTS: • The city builds and maintains a strong financial position. • Contributes to the attainment of the Tigard Council Goals. •Enhances Tigard's Strategic Vision,particularly Goal#4 to Fund the Vision while maintaining Core Services •Supports departmental,operational,and programmatic goals. •Provides expert financial advice and assistance and policy analysis to city departments. •Provides expert technical leadership and support of the city's information technology infrastructure. •Provides excellent customer service to our city department staff as well as to the citizens of Tigard. ACCOMPLISHMENTS: FY 2015-2016: •Continued with business license renewal online processing •Received the Government Finance Officer's Association Award for the 2015-2016 annual budget. •Implemented open budget online tool on the city's website to make basic budget information easily accessible to citizens and staff. PAGE 250 - CITY OF TIGARD FINANCE & INFORMATION SERVICES ADMIN BUDGET UNIT: 2000 •Managed the process that resulted in implementation of Parks&Recreation fee to provide a stable funding source for our Parks&Recreation. •Conducted an update on the Street Maintenance Fee which resulted in the ability to help fund existing program and add resources for Right-Of-Way beautification in commercial areas. •Explored a program to close gaps in the city's sidewalks. •Reviewed options for a new budget system. •Made three training presentations at the Oregon Government Finance Officers Association conferences. GOALS&OBJECTIVES: FY 2016-2017: •Work with the city management to put a ballot measure forward to tax marijuana. •Work to put a ballot measure forward to increase gas tax for road maintenance. •Forward an initiative to secure a local option levy on the November, 2017 ballot so day to day city services can have adequate funding and facilities. •Guide the Information Technology division to update desktop technology and improve customer service. •Determine course of action for next budget system alternative. •Submit the 2016-2017 budget to the Government Finance Officers Association and earn the Distinguished Budget Presentation Award. •Work with other city departments to continue to develop and implement the Strategic Plan and make Tigard the most walkable city in the Pacific Northwest. WORKLOAD MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Amount of Debt Outstanding(In Millions) 134.7 163.2 160.9 153.5 Number of budgetary units (division) 37 35 35 35 Number of funds managed 29 29 31 31 Number of special assessment accounts 26 22 20 18 Number of business license accounts 2,960 2,843 2,855 2,976 Number of Capital Projects Developed 60 47 72 60 Number of Council Meetings Supported 0 0 27 23 POLICY AND ADMINISTRATION-PAGE 251 FINANCE & INFORMATION SERVICES ADMIN BUDGET UNIT: 2000 EFFECTIVENESS MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 City's General Obligation Bond Rating from Aa2 Aa2 Aa2 Aa2 Moody's City's General Obligation Bond Rating from AA AA AA AA Standard and Poor's Tigard receives the GFOA Distinguished Yes Yes Yes Yes Budget Presentation Award Processed new business license requests 99% 99% 99% 99% within one week of receipt(goal is 98%) Ratio of nonpayment of Business Licenses 1% 1% 1% >1% to total licenses Scheduled debt payments made on time 100% 100% 100% 100% Voicemail calls returned within 24 hours 98% 99% 99% 97% department-wide (goal is over 95%) FULL-TIME EQUIVALENT POSITIONS 2013-2014 2014-2015 2015-2016 2016-2017 Confidential Executive Assistant 1.00 1.00 1.00 1.00 Finance&Information Services Director 1.00 1.00 1.00 1.00 Senior Management Analyst 1.00 1.00 1.00 1.00 Total FTE 3.00 3.00 3.00 3.00 PAGE 252- CITY OF TIGARD FINANCE & INFORMATION SERVICES ADMIN BUDGET UNIT: 2000 FY 2014 FY 2015 FY 2016 Budget Resource Summary 2017 2017 2017 Adopted vs. Actual Actual Revised Proposed Approved Adopted FY 16 3.00 3.00 3.00 Total FTE 3.00 3.00 3.00 261,526 264,464 292,679 51001-Salaries-Management 278,907 278,907 278,907 -4.7% 261,526 264,464 292,679 Total Personal Services-Salaries 278,907 278,907 278,907 -4.7% 3,639 3,038 1,464 52001-Unemployment 278 278 278 -81.0°0 516 684 781 52002-Worker's Compensation 860 860 860 10.1% 19,677 19,814 22,362 52003-Social Security/Medicare 21,306 21,306 21,306 -4.7% 1,880 1,920 2,119 52004-Tri-Met Tax 2,016 2,016 2,016 -4.9% 36,613 37,130 40,916 52005-Retirement 38,991 38,991 38,991 -4.7% 1,800 1,800 1,800 52007-VEBA-ER 1,800 1,800 1,800 0.0°'° 299 1,049 2,343 52008-Life Ins/ADD/LTD 1,593 1,593 1,593 -32.0% 869 869 0 52009-Long Term Disability 0 0 0 0.0°/a 40,161 41,191 48,378 52010-Medical/Dental/Vision 44,965 44,965 44,965 -7.1% 5,126 5,158 0 52011-Dental Benefits 0 0 0 0.0% -3,548 2,324 0 52012-Accrued Vacation 0 0 0 0.0% 107,032 114,975 120,163 Total Personal Services-Benefits 111,809 111,809 111,809 -7.0% 683 1,572 1,745 53001-Office Supplies 1,930 1,930 1,930 10.6°% 683 1,572 1,745 Total Supplies 1,930 1,930 1,930 10.6% 18,679 37,342 53,900 54001-Professional/Contractual Services 45,100 45,100 45,100 -16.3% 2,999 4,081 49,000 54003-Legal Fees 10,000 10,000 10,000 -79.6°° 553 0 750 54004-Printing Services 2,275 2,275 2,275 203.3% 1,400 3,400 6,000 54006-Software License and Maintenance 19,000 19,000 19,000 216.7°'° 3,929 1,807 5,400 54300-Advertising&Publicity 2,050 2,050 2,050 -62.0°'° 1,598 1,055 1,005 54302-Dues&Subscriptions 1,150 1,150 1,150 14.4% 1,982 1,750 5,680 54303-Travel and Training 6,030 6,030 6,030 6.2°0 946 1,998 500 54311-Special Department Expenses 1,125 1,125 1,125 125.0°'° 3,900 3,400 3,450 54312-Bank Fees 3,400 3,400 3,400 -1.4% 35,986 54,832 125,685 Total Services 90,130 90,130 90,130 -28.3% 0 1,809 0 58100-Indirect Charges-City Management 0 0 0 0.0% 0 1,679 0 58110-Indirect Charges-Human Resources 0 0 0 0.0% O 550 0 58120-Indirect Charges-Risk Management 0 0 0 0.0% O 1,882 0 58130-Indirect Charges-Office Services 0 0 0 0.0% O 1,362 0 58150-Indirect Charges-Records 0 0 0 0.0% O 26 0 58200-Indirect Charges-Finance 0 0 0 0.0% Administration 0 683 0 58210-Indirect Charges-Financial Operations 0 0 0 0.0% 0 6,482 0 58230-Indirect Charges-Technology 0 0 0 0.0°o O 15 0 58250-Indirect Charges-Contracts and 0 0 0 0.0% Purchasing O 14,488 0 Total Internal Services 0 0 0 0.0°0 540,272 Total Finance&Info.Services Admin. 482,776 482,776 POLICY AND ADMINISTRATION-PAGE 253 FINANCIAL OPERATIONS BUDGET UNIT: 2100 PROGRAM DESCRIPTION: This division includes accounts payable,accounts receivable,payroll,capital assets,inventory recording and reporting,general ledger,project cost tracking,preparation of the annual Comprehensive Annual Financial Report(CAFR),cost accounting(citywide cost allocation plan), grant accounting,and preparation of financial and special reports,as requested. This division is also responsible for overseeing the annual external financial statement audit. PROGRAM RESULTS: •The division contributes to the Finance and Information Services Department's overall desired result of building and maintaining a strong financial position for the city •Financial and management reporting being provided to city departments meets local budget law and generally accepted governmental accounting standards as well as meeting the informational needs of city programs •Support of city programs and departments in managing the cost of doing business through timely and effective financial reporting ACCOMPLISHMENTS: FY 2015-2016: • Received the Governtnent Finance Officers Association's award for fiscal year 2014 for excellence in financial reporting. • Improved city Engineering and Public Works departments construction project tracking with financial software (Springbrook). • Participated in the city's annual budget process with adoption by the council before June 30, 2015. •Worked with city management in the process of implementing the Strategic Plan for Tigard. GOALS&OBJECTIVES: FY 2016-2017: •Receive the Government Finance Officers Association's award for excellence in financial reporting for fiscal year 2015. •Develop and implement a central grant tracking system with city departments to improve grant reporting internally and externally. •Continue to improve capital project tracking and reporting for city programs with financial software (Springbrook). PAGE 254- CITY OF TIGARD FINANCIAL OPERATIONS BUDGET UNIT: 2100 • Participate in the implementation of the strategic plan objecties as outlined by city management. •Complete the annual audit and issue the Comprehensive Annual Financial Report(CAFR) by December 15,2016. WORKLOAD MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Number of payroll checks/ACH 7,843 7,858 8,421 8,500 transactions processed Number of check requests/invoices 8,864 7,715 6,814 6,700 processed Number of accounts payable checks 3,524 3,632 3,792 3,892 processed EFFECTIVENESS MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Financial Reports accurate and submitted Met Met Not Met Met timely(within 6 months of year-end) FULL-TIME EQUIVALENT POSITIONS 2013-2014 2014-2015 2015-2016 2016-2017 Accountant 0.80 0.80 1.00 1.00 Accounting Supervisor 1.00 1.00 1.00 1.00 Assistant Finance Director 0.80 0.80 0.80 0.80 Payroll Specialist 1.00 1.00 1.00 1.00 Senior Accounting Assistant 1.00 1.00 1.00 1.00 Total FTE 4.60 4.60 4.80 4.80 POLICY AND ADMINISTRATION-PAGE 255 FINANCIAL OPERATIONS BUDGET UNIT: 2100 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 4.60 4.60 4.80 Total FTE 4.80 4.80 4.80 279,580 256,110 296,417 51001-Salaries-Management 305,425 305,425 305,425 3.0°o 54,455 57,881 57,792 51002-Salaries-General 46,192 46,192 46,192 -20.1% O 0 0 51006-Overtime 0 0 0 0.0% 334,035 313,991 354,209 Total Personal Services-Salaries 351,617 351,617 351,617 -0.7% 4,650 3,602 1,779 52001-Unemployment 353 353 353 -80.2% 719 833 995 52002-Worker's Compensation 1,098 1,098 1,098 10.4% 26,220 24,181 27,189 52003-Social Security/Medicare 27,077 27,077 27,077 -0.4% 2,403 2,272 2,573 52004-Tri-Met Tax 2,565 2,565 2,565 -0.3% 43,553 41,405 47,443 52005-Retirement 47,611 47,611 47,611 0.4% 3,180 3,073 3,180 52007-VEBA-ER 3,180 3,180 3,180 0.0% 449 404 2,204 52008-Life Ins/ADD/LTD 2,204 2,204 2,204 0.0°a 1,018 957 0 52009-Long Term Disability 0 0 0 0.0 35,212 31,140 40,261 52010-Medical/Dental/Vision 38,533 38,533 38,533 -4.3% 4,114 3,465 0 52011-Dental Benefits 0 0 0 0.0°o 3,949 -6,640 1,173 52012-Accrued Vacation 2,315 2,315 2,315 97.40 125,467 104,690 126,797 Total Personal Services-Benefits 124,936 124,936 124,936 -1.5°-0 2,558 3,568 4,300 53001-Office Supplies 4,300 4,300 4,300 0.0% 0 1,760 0 53002-Small Tools&Equipment 0 0 0 0.0°6 2,558 5,327 4,300 Total Supplies 4,300 4,300 4,300 0.0% 44,950 49,297 60,500 54001-Professional/Contractual Services 68,500 68,500 68,500 13.2% 0 1,976 0 54003-Legal Fees 0 0 0 0.0% 2,750 0 11,500 54006-Software License and Maintenance 11,500 11,500 11,500 0.0% 16,723 2,326 1,000 54301-Fees and Charges 2,000 2,000 2,000 100.0% 1,114 775 2,500 54302-Dues&Subscriptions 2,500 2,500 2,500 0.0% 1,675 3,296 7,000 54303-Travel and Training 7,000 7,000 7,000 0.0% O 49,172 47,000 54306-Credit Card Fees 0 0 0 -100.0% 140 45 0 54311-Special Department Expenses 0 0 0 0.0°'o 0 123 0 54312-Bank Fees 47,000 47,000 47,000 100.0°0 67,352 107,009 129,500 Total Services 138,500 138,500 138,500 6.9°0 O 537 700 56004-Computer Hardware and Software 700 700 700 0.0°6 0 537 700 Total Capital Improvement 700 700 700 0.0°0 529,412 531,554 615,506 Total Financial Operations 620,053 620,053 620,053 0.7% PAGE 256 - CITY OF TIGARD UTILITY BILLING BUDGET UNIT: 2200 PROGRAM DESCRIPTION: The Utility Billing Team is committed to maintaining an accurate and efficient utilities and billing collection system which includes conducting meter reads,meter maintenance,service requests, collections,bill generation,account maintenance and a wide variety of customer service requests for all residential and commercial accounts. The Utility Billing team provides customer service through handling transactions for passports,business licenses,water meter sales as well as perform duties as the city's central point of contact for external phone calls from citizens and providing assistance in answering general questions about city resources and events. PROGRAM RESULTS: •The division contributes to the Finance and Information Services Department's overall desired result of building and maintaining a strong financial position for the city. •Provides support to various city departments to maximize enterprise revenues. •Provides accurate utility billing information and passport services to customers through knowledgeable and friendly service staff. ACCOMPLISHMENTS: FY 2015-2016: Customer Service •Utility Billing seisigned a new door hanger for customers that provides quick reference information such as contact numbers,meter status,leak information and a variety of other messages that save customers time as well as provide resources for water billing information and conservation. • During the past year Utility Billing improved its web site by adding a Frequently Asked Questions page and instructions on"How to read your meter","How to turn your meter on and off', "Water Line Insurance Alerts" and"Utility Billing Policies". •With the advent of new"chip" card,the Utility Billing staff have become subject matter experts for the city by providing guidance and assistance for all city departments in research,training, purchasing and installation of new Point of Sale systems allowing the use of the new credit and debit cards city wide. POLICY AND ADMINISTRATION-PAGE 257 UTILITY BILLING BUDGET UNIT: 2200 Operational Efficiencies •Utility Billing installed a new cash register system with three drawers for better accountability and internal control.This in conjunction with a new daily close out procedure and new rules on cash transactions and handling have resulted in zero errors and better accountability. •Added another day to Passport Processing resulting in the an additional 253 passports being issued and an addition$5800.00 in revenue for the city. • Implemented new guidelines and procedures for customer"Payment Plans" allowing each staff member to assist customers with making payments. This has resulted in better customer service and and lesser funds required to support St.Vincent DePaul in the Utility Assistance Program. GOALS&OBJECTIVES: FY 2016-2017: • Document all Utility Billing procedures and processes to effectively maintain consistent and professional core services and seek out area's of possible improvement as the community grows and develops. • In conjunction with the city's Strategic Plan with new development and construction,Utility Billing will need to adapt by implmenting new meter routes,improved reading sequences,and allowing us to support development advancing the vision. • Develop staff from the office team and field crew to act as ambassadors of the city providing less static communication and more dynamic communication with our customers thus providing better and more informative customer service and promotion of the Strategic Plan. WORKLOAD MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Number of passport applications processed 1,350 1,593 1,650 1,700 Total number of utility billing accounts 20,550 20,431 21,700 22,200 Number of water accounts 19,207 19,737 20,500 21,000 Number of utility bills sent 241,500 244,000 256,500 277,000 Number of water meters sold 260 65 300 325 Registered online users 11,000 13,400 15,600 17,000 Total revenue collected through online $5,579,578 $8,6000,000 $10,000,000 12,500,000 system Number of online payment transactions 41,250 68,059 88,000 97,000 Number of interactive voice recognition 2,453 8,514 9,300 10,500 (IVR/telephone payments)payment transactions Total number of payment transactions 234,025 237,910 246,000 248,000 PAGE 258 - CITY OF TIGARD UTILITY BILLING BUDGET UNIT: 2200 EFFECTIVENESS MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 of the total utility customers with acct 4% 3% 3% 3% balances past due over 30 days Increase in online customers from previous 1,900 2,400 2,900 3,500 year Percent increase in registered online 19.8% 21.8% 25% 25% customers from previous year FULL-TIME EQUIVALENT POSITIONS 2013-2014 2014-2015 2015-2016 2016-2017 Accounting Assistant II 1.80 1.80 1.80 1.80 Assistant Finance Director 0.20 0.20 0.20 0.20 Customer Service Field Worker 1.80 1.80 1.80 1.80 Senior Accounting Assistant 1.00 1.00 1.00 1.00 Senior Customer Service Field Worker 1.00 1.00 1.00 1.00 Utility Billing Supervisor 1.00 1.00 1.00 1.00 Total FTE 6.80 6.80 6.80 6.80 I _. '' t ` : . iit_ II . : _. *15 (1/- Y I 41 • .ori r - i or ii‘ ..:./,/ N r Pir POLICY AND ADMINISTRATION-PAGE 259 UTILITY BILLING BUDGET UNIT: 2200 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted. FY 16 6.80 6.80 6.80 Total FTE 6.80 6.80 6.80 81,747 76,546 90,412 51001-Salaries-Management 91,066 91,066 91,066 0.7% 207,223 213,340 221,784 51002-Salaries-General 301,900 301,900 301,900 36.1% 85,624 87,296 92,898 51004-Part Time-Regular 0 0 0 -100.0°'. 295 304 0 51006-Overtime 0 0 0 0.0°0 374,889 377,486 405,094 Total Personal Services-Salaries 392,966 392,966 392,966 -3.0°0 5,218 4,331 2,031 52001-Unemployment 393 393 393 -80.6°0 4,435 5,688 6,205 52002-Worker's Compensation 6,425 6,425 6,425 3.5°0 27,873 28,140 30,994 52003-Social Security/Medicare 30,195 30,195 30,195 -2.6 2,697 2,737 2,935 52004-Tri-Met Tax 2,857 2,857 2,857 -2.7°a 38,261 41,400 44,126 52005-Retirement 43,216 43,216 43,216 -2.1°0 6,000 6,087 6,120 52007-VEBA-ER 6,120 6,120 6,120 0.0°0 422 422 1,753 52008-Life Ins/ADD/LTD 1,706 1,706 1,706 -2.7°0 1,011 1,045 0 52009-Long Term Disability 0 0 0 0.0 86,418 88,634 104,866 52010-Medical/Dental/Vision 108,466 108,466 108,466 3.4°0 10,278 10,646 0 52011-Dental Benefits 0 0 0 0.0% 1,248 -1,493 0 52012-Accrued Vacation 1,723 1,723 1,723 100.0% 183,861 187,637 199,030 Total Personal Services-Benefits 201,101 201,101 201,101 1.0% 3,628 3,282 4,000 53001-Office Supplies 4,000 4,000 4,000 0.0% 1,307 610 1,250 53002-Small Tools&Equipment 1,250 1,250 1,250 0.0°'0 9,798 8,670 10,000 53003-Fuel 10,000 10,000 10,000 0.0% 14,733 12,561 15,250 Total Supplies 15,250 15,250 15,250 00% 154,122 140,743 165,300 54001-Professional/Contractual Services 155,000 155,000 155,000 -6.2% O 1,001 0 54003-Legal Fees 0 0 0 0.0 24,324 30,673 49,000 54006-Software License and Maintenance 71,210 71,210 71,210 45.3% 8,118 4,841 15,000 54113-R&M-Vehicles 15,000 15,000 15,000 0.0% 95 1,434 200 54114-R&M-Office Equipment 200 200 200 0.0% O 245 0 54115-Vehicle Usage 0 0 0 0.0°-0 1,819 3,145 2,600 54205-Utilites-Phone/Pager/Cells 5,000 5,000 5,000 92.3°o O 9,382 0 54300-Advertising&Publicity 0 0 0 0.0% O 105 0 54302-Dues&Subscriptions 0 0 0 0.0% 1,459 3,559 2,500 54303-Travel and Training 2,500 2,500 2,500 0.0% O 166,624 245,000 54306-Credit Card Fees 230,000 230,000 230,000 -6.1% 1,199 1,472 2,000 54311-Special Department Expenses 2,000 2,000 2,000 0.0°a 191,136 363,223 481,600 Total Services 480,910 480,910 480,910 -0.1% O 0 61,000 56003-Vehicles 0 0 0 -100.0°'° 11,638 0 2,000 56004-Computer Hardware and Software 2,000 2,000 2,000 0.0°o O 0 0 56006-Equipment 0 0 0 0.0°x° 11,638 0 63,000 Total Capital Improvement 2,000 2,000 2,000 -96.8°% -11 . 11111 MI 940,907 1,163,974 Total Utility Billing 1,092,227 1,092,227 1,092,227 PAGE 260 - CITY OF TIGARD INFORMATION TECHNOLOGY BUDGET UNIT: 2300 PROGRAM DESCRIPTION: The Information Technology(IT)Division is responsible for all computing,networking and telecommunications technology used within the city organization. IT performs the traditional helpdesk functions of PC management,troubleshooting and installation as well as maintaining the city's network infrastructure (switches,cables and servers) and software that city departments require that run on both servers and staff PC's.Telecommunications responsibilities include maintaining the city's phone system and voice mail system,automated attendant,cellular phones,pagers and PDA's. IT is also responsible for the city's enterprise GIS system which integrates data from different depatlinents for use internally and by the public. PROGRAM RESULTS: •Information Technology(IT) fully supports and properly maintains the citywide technology infrastructure that is both highly reliable and secure •IT maintains a user-friendly computing environment at the Tigard Public Library for citizens • IT provides information technology support and assistance to all city departments and staff •IT maintains and plans the city's GIS system,both internally and for citizen access ACCOMPLISHMENTS: FY 2015-2016: •Support for City Strategic Plan and walkability,including sidewalk gap analysis using GIS •Updated Tigard Mapping Services web page to support responsive design and use on multiple devices •Developed framework to support deployment of device agnostic applications for GIS • Deployed focused web mapping applications to support ease of use and support business needs of city departments •Increased helpdesk service levels by closing an average of 15%more tickets per week •Hired and trained new employees to achieve a full staffing level • Created an IT Priority and Response Plan to ensure consistent and measurable service standards • Inventoried and analyzed network, servers,and desktop infrastructure to aid in replacement scheduling and budgeting •Updated fiber connections between buildings to allow for increased bandwidth POLICY AND ADMINISTRATION-PAGE 261 INFORMATION TECHNOLOGY BUDGET UNIT: 2300 GOALS&OBIECTIVES: FY 2016-2017: •Develop and deploy upgraded address searching capabilities for main Tigard applications • GIS support (mapping and analysis) for city strategic plan initiatives,including proposed sidewalk improvement program •Develop and deploy new Tigard walking maps,both printed and digital applications • Deploy Pictometry application upgrade as well as oblique photos • Replace aging network, server and desktop infrastructure. • Improve service levels through continued education •Build an IT roadmap for the city of Tigard •Develop service standards for the IT group WORKLOAD MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Number of network appliances citywide NA 5 6 8 Number of physical servers non-PD NA 18 18 20 Number of physical servers PD NA 4 4 6 Number of SAN/NAS servers-citywide NA 4 6 7 Number of virtual servers non-PD NA 43 56 56 Number of virtual servers PD NA 7 10 11 New GIS web mapping applications 9 12 9 8 (Examples:Park Finder,Crime Spotter,and Active Construction) GIS Request for Services 160 175 170 190 GIS Layer/database Additions/Layer 20 15 20 15 Overhaul Non-Spam Email Messages 482,000 560,800 686,400 835,528 Spam Email Message 320,500 461,600 648,300 696,082 Number of phone lines maintained 284 285 285 285 Number of Helpdesk service calls 4,650 4,548 4,758 7,200 Number of cell phones,hotspots and pagers 248 282 296 300 Number of laptops and computers 523 525 530 530 PAGE 262- CITY OF TIGARD INFORMATION TECHNOLOGY BUDGET UNIT: 2300 EFFECTIVENESS MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Backups performed as required(%) 99% 99% 99% 99% Network up-time (%) 99% 99% 99% 90% Service calls fixed on first call(%) 90% 90% 80% 75% FULL-TIME EQUIVALENT POSITIONS 2013-2014 2014-2015 2015-2016 2016-2017 Database Administrator 1.00 1.00 1.00 1.00 GIS Coordinator 0.80 1.00 1.00 1.00 GIS Program/Analyst 1.00 1.00 1.00 1.00 Information Technology Manager 1.00 1.00 1.00 1.00 Microcomputer Support Technician 0.00 0.00 0.00 1.00 Network Administrator 2.00 3.00 2.00 2.00 Sr Network Administrator 0.00 0.00 1.00 1.00 Total FTE 5.80 7.00 7.00 8.00 POLICY AND ADMINISTRATION-PAGE 263 INFORMATION TECHNOLOGY BUDGET UNIT: 2300 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 5.80 7.00 7.00 Total FTE 8.00 8.00 8.00 433,106 438,816 567,326 51001-Salaries-Management 616,221 616,221 616,221 8.6°0 72,963 77,159 84,446 51002-Salaries-General 81,305 81,305 81,305 -3.7% 4,209 6,171 58,139 51005-Part Time-Temporary 77,985 77,985 77,985 34.1% 14,194 25,801 8,137 51006-Overtime 10,090 10,090 10,090 24.0% 524,472 547,947 718,048 Total Personal Services-Salaries 785,601 785,601 785,601 9.4% 7,207 6,246 3,374 52001-Unemployment 740 740 740 -78.1% 2,968 4,277 4,227 52002-Worker's Compensation 6,223 6,223 6,223 472°0 39,120 41,154 51,540 52003-Social Security/Medicare 56,573 56,573 56,573 9.8°'o 3,725 3,965 4,881 52004-Tri-Met Tax 5,352 5,352 5,352 9.6°0 62,310 65,644 87,965 52005-Retirement 90,028 90,028 90,028 2.3% 3,966 3,927 4,500 52007-VEBA-ER 5,400 5,400 5,400 20.0% 506 485 3,372 52008-Life Ins/ADD/LTD 2,980 2,980 2,980 -11.6% 1,484 1,389 0 52009-Long Term Disability 0 0 0 0.0% 78,809 78,782 105,868 52010-Medical/Dental/Vision 113,056 113,056 113,056 6.8% 9,632 8,837 0 52011-Dental Benefits 0 0 0 0.0% 2,094 6,025 0 52012-Accrued Vacation 0 0 0 0.0°0 211,821 220,731 265,727 Total Personal Services-Benefits 280,352 280,352 280,352 5.5°0 43,797 1,735 7,000 53001-Office Supplies 9,800 9,800 9,800 40.0% 6,641 13,933 13,000 53002-Small Tools&Equipment 13,000 13,000 13,000 0.0% 405 247 500 53003-Fuel 700 700 700 40.0% 34,330 41,996 49,971 53006-Technology Equipment under$5,000 49,970 49,970 49,970 0.0% 85,173 57,911 70,471 Total Supplies 73,470 73,470 73,470 4.3% 22,845 73,524 66,155 54001-Professional/Contractual Services 105,600 105,600 105,600 59.6% 0 524 0 54003-Legal Fees 0 0 0 0.0% 329,293 357,012 349,243 54006-Software License and Maintenance 350,750 350,750 350,750 0.4% 1,024 1,030 2,000 54113-R&M-Vehicles 0 0 0 -100.0% 4,262 14,363 20,900 54114-R&M-Office Equipment 20,900 20,900 20,900 0.0% 68,217 76,141 78,930 54205-Utilites-Phone/Pager/Cells 83,090 83,090 83,090 5.3% 1,285 1,000 1,500 54300-Advertising&Publicity 2,000 2,000 2,000 33.3% 8,815 25,497 53,939 54301-Fees and Charges 56,950 56,950 56,950 5.6°0 875 1,088 1,320 54302-Dues&Subscriptions 1,320 1,320 1,320 0.0°-° 6,271 7,889 21,859 54303-Travel and Training 32,120 32,120 32,120 46.9% 3,470 1,858 500 54311-Special Department Expenses 1,500 1,500 1,500 200.0°° 446,357 559,925 596,346 Total Services 654,230 654,230 654,230 9.7% 157,826 177,514 112,000 56004-Computer Hardware and Software 334,260 334,260 334,260 198.4% 0 50 0 56006-Equipment 0 0 0 0.0% 80,025 1,279 66,080 56007-GIS Hardware and Software 57,280 57,280 57,280 -13.3°< 237,851 178,843 178,080 Total Capital Improvement 391,540 391,540 391,540 119.9% 1,505,674 1,565,357 1,828,672 'Total Information Technology 2,185,193 2,185,193 2,185,193 PAGE 264- CITY OF TIGARD CONTRACTS & PURCHASING BUDGET UNIT: 2500 PROGRAM DESCRIPTION: The Contracts and Purchasing Division reports to the Director of Finance and Information Services. The staff in the Contracts and Purchasing Division support the overall activities of the director and the department. Activities of staff in the Contracts and Purchasing Division include: •Development and oversight of contracting and procurement policy; •Contract management, •Project management, •Solicitation development and execution, •Contracting and other procurement process development, •Advising City Council,Local Contract Review Board,and city departments on general contracting and procurement related topics, •Disposal of surplus property and equipment,and •Serving as city liaisons to general public on contracting and purchasing related topics. The Contracts and Purchasing Division continues to actively work to anticipate issues and to develop policies and procedures that allow the city to stay in line compliance with applicable Federal and State laws,statues,and regulations as well as any other issues as they occur. PROGRAM RESULTS: The Contracts and Purchasing Division contributes to the Finance and Information Services Department's overall desired result of building and maintaining a strong financial position for the city. Contracts and Purchasing provide policy development and analysis,develops efficient procedures for contracts and other forms of procurement, and provides expert advice, assistance,and guidance to city departments on contracting and purchasing. ACCOMPLISHMENTS: FY 2015-2016: •Provided expert advice,assistance,and policy analysis and development to city departments regarding contracting and purchasing. •Enhanced working relationships with city departments,ensuring better lines of communication and streamlining of workloads. •Expanded,updated,and maintained information on the division's InsideTigard intranet pages which allows departments to access all forms and templates needed during a contract or purchase process. •Fully implemented the new"chip and pin" cards for the city's procurement card program. •Implemented a new process for Intergovernmental Agreements and Memorandums of Understanding. POLICY AND ADMINISTRATION-PAGE 265 CONTRACTS & PURCHASING BUDGET UNIT: 2500 GOALS&OBJECTIVES: FY 2016-2017: •Provide expert advice, assistance,and policy analysis and development to city departments regarding contracting and purchasing. •Enhance working relationships with city departments,ensuring better lines of communication and streamlining of workloads. •Expand,update,and maintain information on the division's InsideTigard intranet pages to allow departments to access all forms and templates needed during a contract or purchase process. • Implement a new database for tracking and maintaining Intergovernmental Agreements and Memorandums of Understanding. •Expand the city's procurement card system to include the use of non-discretionary funds via purchase requisition system in the Works program. •Explore a new"cloud-based" eProcurement system allowing for the electronic pushing of solicitation information to vendors by self-registration. WORKLOAD MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Number of contracts (including IGAs) 16 14 20 30 requiring Local Contracts Review Board Approval Number of contracts written 87 85 80 85 Number of formal Invitation to Bid or 17 21 20 20 Request for Proposal Number of purchase orders processed 74 78 75 80 Number of purchasing card transactions 7,047 6,924 7,000 7,000 EFFECTIVENESS MEASURES 2013-2014 2014-2015 2015-2016 2016-2017 Average time to process a Purchase Order <1 <1 <1 <1 (Goal is less than 1 day) Purchasing card monthly audit completed <1 <1 =1 <1 on time (Goal is less than 1 day) Contracts executed within 30 days of award 99% 95% 99% 99% notice(Goal is 95%) %of contract awards that are protested 0%u 0% 0% 0% (goal is less than 2%) PAGE 266 - CITY OF TIGARD CONTRACTS & PURCHASING BUDGET UNIT: 2500 FULL-TIME EQUIVALENT POSITIONS 2013-2014 2014-2015 2015-2016 2016-2017 Purchasing Assistant 1.00 1.00 1.00 1.00 Senior Management Analyst 1.00 1.00 1.00 1.00 Total FIE 2.00 2.00 2,00 2.00 FY 2014 FY 2015 FY 2016 2017 2017 2017 Adopted vs. Actual Actual Revised Budget Resource Summary Proposed Approved Adopted FY 16 2.00 2.00 2.00 Total FTE 2.00 2.00 2.00 82,947 85,482 88,335 51001-Salaries-Management 85,822 85,822 85,822 -2.8% 57,173 58,252 60,694 51002-Salaries-General 58,966 58,966 58,966 -2.850 0 0 1,018 51006-Overtime 1,007 1,007 1,007 -1.0% 140,120 143,733 150,047 Total Personal Services-Salaries 145,795 145,795 145,795 -2.8% 1,949 1,645 757 52001-Unemployment 144 144 144 -81.0% 528 385 421 52002-Worker's Compensation 471 471 471 11.9% 10,082 10,312 11,556 52003-Social Security/Medicare 11,077 11,077 11,077 -4.1°o 1,008 1,040 1,096 52004-Tri-Met Tax 1,048 1,048 1,048 -4.4% 17,330 17,793 18,716 52005-Retirement 17,912 17,912 17,912 -4.3% 1,500 1,500 1,500 52007-VEBA-ER 1,500 1,500 1,500 0.0% 151 151 717 52008-Life Ins/ADD/LTD 717 717 717 0.0% 428 428 0 52009-Long Term Disability 0 0 0 0.0% 36,076 37,134 43,288 52010-Medical/Dental/Vision 45,453 45,453 45,453 5.0% 4,315 4,311 0 52011-Dental Benefits 0 0 0 0.0% -3,115 -2,284 1,976 52012-Accrued Vacation 2,004 2,004 2,004 1.4% 70,252 72,415 80,027 Total Personal Services-Benefits 80,326 80,326 80,326 0.4% 406 372 2,000 53001-Office Supplies 2,500 2,500 2,500 25.0% 0 599 0 53002-Small Tools&Equipment 0 0 0 0.0% 406 971 2,000 Total Supplies 2,500 2,500 2,500 25.0°o 467 81 3,000 54003-Legal Fees 2,700 2,700 2,700 -10.0% 0 0 225 54300-Advertising&Publicity 275 275 275 22.2% 2,265 2,205 2,650 54302-Dues&Subscriptions 2,400 2,400 2,400 -9.4% 0 24 1,500 54303-Travel and Training 1,800 1,800 1,800 20.0% 155 265 0 54311-Special Department Expenses 15,200 15,200 15,200 100.0% 2,887 2,575 7,375 Total Services 22,375 22,375 22,375 203.4°o 0 537 0 56004-Computer Hardware and Software 0 0 0 7.0 0 537 0 Total Capital Improvement 0 0 0 0.0°° 213,665 220,232 239,449 Total Contracts and Purchasing 250,996 250,996 250,996 4.8% POLICY AND ADMINISTRATION-PAGE 267 '4.--, � - 4. .. �; e - - s , y i 1 a 1as• ill e5gVtiod ! y�r 4110,41;".47.41Wiftripatit'54:714,'„-.1.44:6441:41\414,1"iiyito.iii,144. yap5ri� ys111}I ito� �� ( . WED OG1 i --------- mil; 44114411494:* 14 *. 0 e"4444 'PaYell ' 4 $ �l PgBiY , .,: • 4,4****00044,1441.4,0440444a4NVVIVv4.41. 11014 , ,, ..._____ __ f , __ _.,,, _._.... i ___ ..... ___ ......„_._____ __ _ ,,,, _ _ , ___ - ..,.. _ r ___ , __ . ..„._ _ „ ...... _ ____ _ . , __ _.. ....„. wee. _. .,_,..„..,,,,,,T.,..,. ........__ . ______ ___......,„ ....,_ .„,.._ ,.._....... ,_,„ If ,.. „,.,,, _______ _____ '+�" r _.. ,,_, ;.�iiiitis)."'''''''''..*".1,"`s yne4 y' , y mss„ .. Tigard has three dog parks that are very popular with our four-legged population. CITY OF TIGARD I ADOPTED BUDGET I FY 2016-2017 PAGE 268 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - EXECUTIVE SUMMARY The Capital Improvement Plan (CIP) establishes Tigard's annual budget for improvements to city owned and operated public infrastructure and plans for a 6-year plan. The city allocates funding for construction activities in six defined capital improvement categories: General Capital Facilities, Streets, Water, Parks, Stormwater, and Sanitary Sewer. A CIP project is any project that improves or adds value to the city's infrastructure, costs $50,000 or more, and has a useful life or extends the useful life of infrastructure for 5 years or more.Adopted Master Plans,Area Plans, and the Strategic Plan along with established prioritization lists are matched to available funding to identify projects to be budgeted in the current and later years. In addition, staff capacity is considered when building the CIP. Total cost for the FY 2017-22 CIP is estimated to be $98 million over the next six years. Spending for the city's CIP in FY 2017 is $25 million across all capital funds. Below are key projects budgeted for FY 2016-17: General Capital Facilities • Development of a Civic Center Visioning Plan. Parks • Continued restoration of the Oak Savanna, and construction of an overlook and board- walks at Dirksen Nature Park, • Implementation of the intergovernmental agreement between the City of Tigard and Tigard -Tualatin School District to provide field improvements on school property, • Design of trail segments of the Fanno Creek Trail Connection project that is funded by Regional Flexible Funds Active Transportation and Complete Streets grant (RFFA), • Building demolition and site remediation at the Saxony property,pending grant acquisition, • Continued purchase of open spaces using proceeds obtained from the city's $17 million parks bond approved in FY 2010. • Construction of trail connections at Bull Mountain Park. • Design of Tigard Street Trail improvements if a Connect Oregon grant is received. Sewer • Replacement of the East Tigard Sanitary Sewer, • Completion of a sanitary sewer line in conjunction with the street project on Walnut Stormwater • Development of a stormwater master plan, • Design of a slope and stream restoration project on Derry Dell Creek between 118th Court and 115th Avenue, • Construction to repair and upgrade the stormwater system on SW Canterbury Lane. CAPITAL IMPROVEMENT PLAN-PAGE 269 CAPITAL IMPROVEMENT PLAN - EXECUTIVE SUMMARY Streets • Continued street overlays and crack sealing via the Pavement Management Program, • Completion of the Walnut Street improvements, • A bridge assessment and maintenance needs master plan, • Design for sidewalks on Commercial Street (Lincoln to 95th), • Design and construction of the Wall Street project (Hunziker to Tech Center Drive), and • Design initiation for phase 2 of the Main Street Green Street Retrofit Water • Completion of the projects associated with the Tigard/Lake Oswego Partnership • Design of the Cach Reservoir and pump station, • Red Rock Creek waterline relocation, and • Rehabilitation of the Canterbury booster pump station. Below is a table summarizing the FY 2016-17 Capital Improvement Program (CIP). The table breaks down the CIP by system. The second column provides the budget for that system. The third column includes the system infrastructure budget. The system infrastructure budget accounts for staff time related to unidentified capital projects. The fourth column shows the amount associated with the Saxo- ny project in the Parks System,in the amount of$505,000 that will be paid by Urban Renewal funds as part of the City Center Development Agency (CCDA). The last column is the total costs per system for the Capital Improvement Program. Capital Improvement System Other CIP Budget Infrastructure related Costs Total General Capital Facilities $315,000 - - $315,000 Parks $3,705,000 $50,319 ($505,000) $3,250,319 Streets $8,903,000 $202,044 - $9,105,044 Water $10,383,000 $49,158 - $10,432,158 Sanitary Sewer $1,114,000 $46,111 - $1,160,111 Stormwater $954,500 $96,111 - $1,050,611 Total $25,374,500 $443,743 ($505,000) $25,313,243 The following pages provide a discussion of the CIP on annual operating costs followed by detailed information on all projects by system. This includes a discussion of the steps used in the CIP prioriti- zation process, followed by a complete list of all the projects considered in the FY 2017-22 capital im- provement plan. PAGE 270 - CITY OF TIGARD IMPACT OF CAPITAL IMPROVEMENT PLAN ON OPERATING COSTS Capital projects can impact the future operating and maintenance costs of the city. In some instances, such as the construction of a new facility, operating costs will increase. In other instances, such as re- placement of old and defective water meters, operating costs may decrease. As the city makes deci- sions about which capital projects to implement, it must also evaluate the impact these projects will have on future operating costs and determine if the city will be able to afford those costs in future years. By approving the Capital Improvement Program (CIP) projects, the city is making a commit- ment to adequately fund those future operating costs. The following discussion summarizes the anticipated major operating cost within each capital improve- ment system: General Facilities Capital Projects System Program The General Facilities Capital Projects System Program's FY 2016-17 CIP includes the development of a Civic Center Visioning Plan that will take a holistic look at the operational needs and placement of facilities within a 20 year timeframe. This project will have little to no impact on future operating costs as it will not require additional staffing or materials. 600,000 500,000 400,000 300,000 200,000 100,000 - A, 2016-17 2017-18 2018-19 2019-20 2020-21 CAPITAL IMPROVEMENT PLAN-PAGE 271 IMPACT OF CAPITAL IMPROVEMENT PLAN ON OPERATING COSTS Parks System Program The FY 2016-17 Parks System CIP includes projects that will have a direct impact on the city's operat- ing costs. The very nature of a park system requires ongoing maintenance costs both for new additions to the system as well as maturing parks or trails. Significant projects listed include land acquisitions and development resulting from the $17 million dollar parks bond that was approved by voters in Novem- ber 2010. A total of$1.3 million dollars has been programmed for both downtown land acquisition as recommended by the city's Parks & Recreation Advisory Board (PRAB). As a result of the bond, over 500 acres of land has been preserved and is expected to require maintenance in the coming years. In FY 2015-16, the city addressed the issue of parks and trail maintenance with the creation of a Parks Utility Fund. In order to fund the Parks Utility Fund, a $3.75 per residential home was implemented. This action will generate $1.0 million per year in revenues that will be used for operations and mainte- nance in the Parks system. 5,000,000 4,01010,000 3,000,000 2,000,000 1,000,000 2016-17 2017-10 2018-19 2019-20 2020-21 2021-22 Sanitary Sewer Program Many of the projects in the Sanitary Sewer Program, such as the Major Maintenance and line replace- ment programs such as East Tigard Sewer, address existing and potential maintenance problems and thereby serve to reduce and prevent future operating cost impacts. Although additional sewer lines increase operating costs somewhat, these costs are offset by the additional revenues received by new sewer customers. No new positions related to the Sanitary Sewer program are anticipated in the com- ing years. 2,000,000 1,500,000 1,000,000 500,000 0 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 PAGE 272- CITY OF TIGARD IMPACT OF CAPITAL IMPROVEMENT PLAN ON OPERATING COSTS Street System Program The operating cost impact of the Streets Program is minimal and no new positions are forecast in fu- ture years. The Pavement Management Program (PMP) provides corrective and preventative mainte- nance on city streets including right-of-way maintenance. The program restores the wearing course of the streets and thereby improves the pavement's integrity,improves ride ability, and enhances traffic safety. By performing these upgrades and improvements to the city's streets on a regular schedule, the city is able to reduce future operating costs. 10,000:000 8,000,080 5,000,060 4,000,000 ■ ■ E ■ • 2,000,000 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 Storm Water Program The projects within the Storm Water Program are designed to address erosion and storm drainage problems and to return wetland areas to a more natural, native state. Typically, these projects have a tendency to show a positive impact on future operating costs with improved standards addressing storm drainage issues. However, in this budget, no new positions are forecasted in the coming years related to this program. 600,000 500,000 400,000 300,000 200,000 100,000 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 CAPITAL IMPROVEMENT PLAN-PAGE 273 IMPACT OF CAPITAL IMPROVEMENT PLAN ON OPERATING COSTS Water System Program A variety of projects are planned for the Water System program in FY 2016-17. A number of these projects,including the Water Main Line Oversizing Program consist of the maintenance or replacement of existing infrastructure. By maintaining the existing system, the city avoids higher future costs than if the system were allowed to deteriorate. While difficult to calculate, it is safe to say that these projects create savings in future operating costs. The FY 2016-17 CIP shows the city's continued commitment to infrastructure needs resulting from the annexation of River Terrace. These projects include the de- sign of the Cach Reservoir and Pump Station along with the Red Rock Creek Waterline Relocation pro- ject. The FY 2016-17 CIP also sees the continuation and completion of the Lake Oswego Partnership. This project will provide Tigard with a long term water supply with delivery scheduled for 2016. The project will include a raw water intake facility on the Clackamas River, increased piping size, increased water treatment plant capacity, and other capacity increases. In prior years, the city paid approximately $3.1 million for the purchase of water from Portland. Beginning in FY 2017, the full impact of this project on future operating cost for the City of Tigard is expected to be $2 million annually. As a result, the city will realize a savings of over a $1 million per year with the establishment of its own water source. 12,000,000 10,000,000 8,000,000 ■ 6,000,000 ■ 4,000,000 ■ 2,000,000 ■ ■ ■ 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 PAGE 274- CITY OF TIGARD PRIORITIZATION AND DEVELOPMENT OF THE CIP Prioritization and Development of the CIP Development of the Capital Improvement Plan (CIP) started almost as soon as the prior CIP was adopted. The sources for potential projects include lists of funded and unfunded projects in the prior CIP,master plans, staff-identified needs, citizen and City Council suggestions, and other sources. Projects in the prior CIP that are currently underway but not yet complete, are assumed to continue to move forward and do not need to be prioritized. Potential projects are identified and vetted through staff meetings, key existing citizen advisory com- mittees, City Council and the Budget Committee. Citizen input is also taken at Budget Committee hearings prior to the committee making its recommendations to City Council for final budget adop- tion. Priority projects are those that best match Strategic Plan goal(s), create needed infrastructure to serve new or existing customer demand, and provide durable, sustainable systems. All projects shown in the 6-year CIP plan represent high priorities; an expectation that funding is or likely will be available; and staff project management and delivery capability. Funding sources include city fees, taxes and charges as well as grants and other partner organization contributions. Funding availability assump- tions are based on projected revenues, and the known or projected likelihood of acquiring outside grants and contributions. Projects listed for FY 2016-17 have the most secured funds,with outer years having a somewhat lesser level of surety. Grants and partnership efforts are important. When combining the available resources of Tigard and our partners, the city is able to address high priority infrastructure needs that it cannot fund on its own. The City maintains lists of unfunded projects that can be pulled from as opportunities arise for new types or new rounds of grants in the future. The following paragraphs describe, by project category, the project identification and prioritization process used to develop this CIP. General Capital Facilities Projects: The list of facilities projects is short, although the outcome from the Facilities Strategic Plan currently underway will likely produce substantial recommendations for fu- ture consideration. Transportation and Parks Projects: Transportation and most trails projects represent a prioritized sub- set of projects from the Transportation System Plan (TSP) of potential projects maintained by city staff. A "qualified list" of such projects was first filtered out of the TSP using city Strategic Vision goals,likelihood of funding availability and safety issues as filtering criteria. Safety projects were auto- matically given a high priority, as were projects and programs already underway. The Tigard Transpor- tation Advisory Committee (1"1'AC) was then asked to provide input on remaining filtered projects. The Parks and Recreation Advisory Board (PRAB) also provided input on a smaller subset of potential trails projects. This stakeholder input, together with staff priorities,was the basis for the transportation and trails projects listed under the transportation and parks project type categories. Non-trail parks projects listed represent ongoing parks projects and additional new recommendations from staff. CAPITAL IMPROVEMENT PLAN-PAGE 275 PRIORITIZATION AND DEVELOPMENT OF THE CIP Sanitary Sewer Projects: The previous CIP has minimal projects listed due to concerns about funding availability. However, this does not eliminate the need for capital projects. Public Works staff is main- taining and updating a list of needed system repair projects based on ongoing system condition reviews and maintenance records. Priorities for budgeted projects were based upon staff recommendations as well as those from the Sanitary Sewer Master Plan. Stormwater Projects: The funded list represents current ongoing projects and a few staff identified high priorities for projects that respond to known problems with high risks for damage to infrastruc- ture, creeks and adjacent properties if left unaddressed. It is anticipated that more projects (and fund- ing needs) will come out of the Stormwater Master Plan effort that is underway and to be completed in FY 2016-17. The city has not prepared a master plan in over 30 years. While staff has compiled lists of potential projects,including many listed in prior CIP's and not funded, they lacked a technically sound and policy-driven methodology for prioritization. The Master Plan is intended to provide the policy guidance,prioritized projects list, and costs. Water Projects: The funded projects represent staff and master plan priorities. Most projects are those already listed in the previous CIP (with the addition of a master plan study). However, staff is recommending changing the implementation order of some of the capital projects based on new infor- mation and the fast pace of development in River Terrace. The steps used in the CIP development and prioritization process are as follows: Step 1 Staff conducts a capital needs assessment across all systems from master plans, area plans, and the strategic plan. Step 2 Staff prioritized new projects and compiled cost estimates. Step 3 Project list review/suggestion period by citizen boards and committees. Step 4 City Council review of CIP list with citizen comments. Step 5 Cost estimates and staff resource loading needs are refined. Step 6 CIP is submitted to City Manager as part of the proposed budget. Step 7 Proposed CIP is considered by the Budget Committee in public meetings. Step 8 First Council Meeting in June—City Council adoption of Capital Improvement Plan. PAGE 276 - CITY OF TIGARD PRIORITIZATION AND DEVELOPMENT OF THE CIP Status Project#Project Name Funding Status Funding Source Total Street Projects Current I 95001 'Pavement Management Program(PMP) In Progress 'Street Maintenance Fee I$ 15,425,000 Gas Tax,Water,Underground Utility,Sanitary Sewer,& Current 95023 Walnut Street Improvements In Progress-awarded$7 million grant thru WaCo Storm water $ 790,000 Current 95027 Pedestrian and Cyclist Connections Program Gas Tax Gas Tax $ 1,800,000 Current 95038 Tiedeman Avenue Sidewalk(Tigard Street to Green burg Road) Requested MSTIP funding City Gas Tax $ 971,000 In Progress-awarded$1 M Federal Surface Current 95041 Upper Boones Ferry Road/Durham Road Adaptive Signal Coordination Transportation program grant Transportation Dev Tax $ 27,500 Current 95042 Commercial Street Sidewalk and Storm Detention Facility(Main to Lincoln) In Progress-awarded$1.3M STIP grant City Gas Tax,Storm water $ 610,000 In Progress-awarded$1.SM State Grant&$2.8M Current 95047 Hunzikerindustrial Core/WallStreet Federal Grant Developer contribution$1.SM City Gas Tax $ 5,876,000 City funding$9M w/Washington County funding Current 95048 Roy Rogers Road $18M Transportation Dev Tax $ 4,505,000 Current 97017 Main Street Green Street Retrofit(Phase 2) Awarded$1.2M MTIP grant Gas Tax,City Gas Tax $ 1,886,000 New 95049 Commercial Street Sidewalk(Lincoln Avenue to 95th Avenue) Fully Funded-awarded$170,000 CDBG Gas Tax $ 200,000 Transportation Dev Tax& New 95050 121st Avenue(Whistlers Lane to Tippitt)Sidewalks and Bike Lanes Fully Funded-Requested MSTIP grant funding Transportation SDC $ 260,000 New 95051 72nd Avenue/Tigard Triangle Transportation Study Fully Funded Gas Tax $ 250,000 New 95052 Bridge Assessment and Master PlanFully Funded Gas Tax $ 45,000 New 95053 Durham Road School 20 When Flashing Fully Funded Gas Tax $ 150,000 New 95054 Hall Boulevard/Pfaffle Street New Traffic Signal Fully Funded Transportation SDC $ 600,000 New 95055 Hall Boulevard Study Fully Funded Gas Tax $ 75,000 New 95056 North Dakota Street(Fanno Creek)Bridge Replacement Fully Funded-awarded$2.9M of STIP funding City Gas Tax $ 752,000 -- ------- -- ------ ------- — ------ New 17CIP-12 Bonita/Sequoia Intersection-Traffic Signal Fully Funded Gas Tax $ 600,000 New 17CIP-22 North Dakota Street(Fanno to Tiedeman)Sidewalk and Bike Lane Fully Funded City Gas Tax $ 1,000,000 New 17CIP-25 Tigard Street(Fanno Creek)Bridge Replacement Fully Funded-Will request STIP funding Gas Tax $ 329,000 New 17CIP-19 Hall Blvd.Improvements Unfunded-ODOT grant will be requested Unknown $ 500,000 Staff n/a 72nd Avenue Improvements Unfunded Unknown $ Staff n/a Hunziker St.(72nd to 77th)Sidewalk Unfunded Unknown $ - Staff n/a Tigard St.(Gallo Ave.to Fanno Creek) Unfunded Unknown $ Staff n/a 116th Ave.(Tigard St.to Katherine St.)Trail Unfunded Unknown $ - Staff n/a Barrows Rd.(Springwood to Anna)Sidewalk on Southeast side Unfunded Unknown $ - . Staff n/a Scoffins St.(Hall Blvd to.Ash Ave.)Sidewalks Unfunded �.. Unknown mm---_-------�- $ - Water Current_ 96003 Water Meter Replacement Program In Progress Water $ 1,400,000 Current 96008 Water Main Line Oversizing Program In Progress Water $ 1,050,000 Current 96010 Aquifer Storage&Recovery Well#3 In Progress Water $ 4,103,000 Current 96018 Lake Oswego/Tigard Water Partnership In Progress Water,Water SDC,Water CIP $ 41,120,323 Current 96024 Waterline Replacement Program In Progress Water $ 982,000 Current 96028 Fire Hydrant Replacement Program In Progress Water $ 700,000 Current 96030 Bull Mountain Road Water Pipeline In Progress Water,Water SDC $ 8,106,000 Current 96031 Fire Flow Improvement Program In Progress Water $ 630,000 Current 96033 Well Abandonment(Tigard High School) In Progress Water $ 185,000 Current 96034 New Water Source Systemwide Improvements Program In Progress Water CIP $ 635,000 Current 96040 Cach Reservoir and Pump Station Design In Progress Water,Water SDC $ 13,108,500 Current 96044 Aquifer Storage&Recovery Well#2 Electrical Rehabilitation In Progress Water,Water CIP $ 340,000 Current 96046 Red Rock Creek Waterline Relocation In Progress Water $ 467,000 Staff 17CIP-27 Water Master Plan/SDC Study Fully Funded Water,Water SDC $ 250,000 Staff 17CIP-32 Canterbury Pump Station Fully Funded Water $ 350,000 Staff 96045 550 Zone(Price Reservoir) Unfunded Water $ - Staff n/a 470 to 410 PRV at Fonner St.&121st Ave. Unfunded Water $ - General Capital Facilities Staff n/a Police Locker Room Unfunded General Fund $ - Staff n/a Police Department Roof Unfunded General Fund $ - Staff n/a Expand Red Rock Conference Room in City Hall Unfunded General Fund $ - Staff n/a Expansion of CR-4 including closets and external entrance Unfunded General Fund $ - CAPITAL IMPROVEMENT PLAN-PAGE 277 PRIORITIZATION AND DEVELOPMENT OF THE CIP Parks Projects Current 92013 Fanno Creek Remeander(City/CWS) In Progress Parks SDC,Parks Capital $ 513,000 Urban Forestry,Stormwater,& Current 92016-02 Dirksen Nature Park-Oak Savanna Restoration In Progress-Partially Funded Water $ 318,000 In Progress-awarded$300K Nature in Current 92016-03 Dirksen Nature Park-Oak Savanna Overlook Neighborhood grant Stormwater $ 1277000 In Progress-awarded$300K Nature in Current 92016-04 Dirksen Nature Park-Nature Play Areas Neighborhood grant Parks SDC,Stormwater $ 226,000 In Progress-awarded$300K Nature in Current 92016-05 Dirksen Nature Park-Forested Restoration and Boardwalks Neighborhood grant Parks SDC,Stormwater _$ 318,000 Current 92016-06 Dirksen Nature Park-Interpretive Shelter and Restroom In Progress Parks SDC $ 570,000 _Current 92016-11 Dirksen Nature Pork-Site Interpretive Elements In Progress Parks SOC $ 80,000 Current 92017 Tree Canopy Replacement Program In Progress Urban Forestry $ 502,000 Current 92026 Park Land Acquisition In Progress Parks SDC,Parks Bond $ 3,786,000 Current 92028 Downtown Land Acquisition In Progress Parks SDC,Parks Capital $ 1,800,000 In Progress-Applied for$7006 Connect Oregon VI Current 92034 Tigard Street Trail and Public Space(Main St.to Tiedeman Ave./Tigard St.)Grant&Washington County grant for$2406 Parks SDC,&Parks Bond $ 160,000 Current 92035 City of Tigard/Tigard-Tualatin School District Park Development In Progress Parks SOC,Parks Bond $ 225,000 Current 92037 Damaged Tree Replacement Program In Progress Urban Forestry $ 292,000 Current 92046 Fanno Creek Trail Connection(RFFA Grant) In Progress-awarded$4.35M RFFA grant Parks SOC $ 1,105,000 Current 92051 Tiedeman Crossing/Fanno Creek Trail In Progress Metro Greenspace Grant $ 660,000 Current 97013 Saxony Demolition and Remediation In Progress Urban Renewal $ 550,000 Staff 95057 Fanno Creek Trail Alignment Study(Bonita Rd.to Tualatin River) Fully Funded Transportation SDC $ 140,000 Staff 92016-07 Dirksen Nature Park-Half Street Improvement&Community Trail Unfunded Unknown $ 1,160,000 Staff 92016-08 Dirksen Nature Park-Off Street Parking Lot Unfunded Unknown $ 255,000 Staff 92016-09 Dirksen Nature Park-Small Nature Play Area(Parking Area on Tigard St.) Unfunded Unknown $ 95,000 Staff 92016-10 Dirksen Nature Park-Multi Use Sports Field Unfunded Unknown $ 560,000 Staff n/a Parks Major Maintenance Program Unfunded Unknown $ - Staff n/a 108th Trail to Cook Park Unfunded Unknown $ Staff n/a Summer Creek Trail Unfunded Unknown $ - Staff n/a Steve Street Park Trail Unfunded Unknown $ - Staff n/a Bonneville Power/Westsi de Trail-(Barrows to Bull Mountain Road) Unfunded Unknown $ - Stormwater Current 93009 Fanno Creek Slope Stabilization(Arthur Court) In Progress Stormwater,Sanitary Sewer $ 996,000 Current 94001 Storm Drainage Major Maintenance Program In Progress Stormwater $ 650,000 Current 94016 Slope Stabilization(Derry Dell/118th Court) In Progress Stormwater,Sanitary Sewer $ 1,253,000 Current 94028 Main Street Storm Rehabilitation(Fanno Creek) In Progress Stormwater $ 130,000 —__ Current 94033 Canterbury Lane Storm Line Upgrade(106th to Pacific Highway) In Progress Stormwater $ 465,000 Current 94037 Stormwater Master Plan In Progress Stormwater $ 325,000 Staff 17CIP-08 Tigard Triangle Storm Implementation Plan/Predesign Fully Funded Stormwater $ 200,000 Sanitary Sewer Current 93003 Sanitary Sewer Major Maintenance Program In Progress Sanitary Sewer $ 690,000 Sanitary Sewer,Clean Water Current 93013 East Tigard Sewer Replacement In Progress Services $ 1,620,000 Current 93054 Walnut Street Sanitary Sewer In Progress Sanitary Sewer $ 531,000 Staff 93055 Pacific Highway Sanitary Sewer Line Fully Funded Sanitary Sewer $ 340,000 Staff 93056 Commercial Street Sanitary Sewer Line Fully Funded Sanitary Sewer $ 135,000 Staff 17CIP-04 Downtown Sanitary Sewer Line Project Fully Funded Sanitary Sewer $ 305,000 Staff 17CIP-06 East Fork Derry Dell Creek(Viewmont Court to Fairhaven Way) Fully Funded Sanitary Sewer $ 946,000 Staff n/a Sewer Rehabilitation Program - Sanitary Sewer $ - Staff n/a Krueger Creek(Benchview)Slope Stabilization(Gatlin Court) Unfunded Sanitary Sewer $ Staff n/a Red Rock Creek Remediation Unfunded Sanitary Sewer $ - Staff n/a Sanitary Sewer Master Plan Update Unfunded Sanitary Sewer $ - Staff n/a Citywide Sanitary Sewer Extension Program Unfunded Sanitary Sewer $ - Staff n/a Bonita Trunkline Unfunded Sanitary Sewer {$ -_ Staff n/a Shore Drive Trunk D-530 Unfunded Sanitary Sewer $ - Staff n/a Varns St.Sewer Reimbursement District Unfunded Sanitary Sewer $ - Staff n/a Commercial Unfunded Sanitary Sewer $ - Staff n/a 72nd Ave Lateral Diversion D-130 Unfunded Sanitary Sewer $ Staff n/a Katherine Street Lateral Unfunded Sanitary Sewer $ Staff n/a Summerfield Unfunded Sanitary Sewer $ - PAGE 278 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS HART on 'I Projects 95001,95027 and 95052 are city wide. j GARDEN HOME RD Project 95055 addresses the length of Hall Blvd. 3 O‘.‘7° W e't' 0 BROCKMAN ST V ---- a I s- Li' 17CIP-22 wtt 1 i j 'a et�ol rer W WEIR RO H Gr Park aY tv 7 RD._ .,--' 95056 C 9503 )— 95054 T1.1 I r OLBS ERR.. 0 a , L Ikb, ILI ,{,,- if w N �/ I l 95042 C p 11 — 1 -.Lesser 95023 — {/ Crescent r• _. �� rMOUTH-Si f Gant tQ� N y / e Cemetery 95048 _I � a �_ _._, 95049 I ..rII F . DA 1,WALNUT SS --_.I H4'Y2{ � - J, - Forma RD 95051 T 1 97017 Creek Pork - Rte — — 1 I 93047 �� �. 3 r liiGAA�tDE ST MCDONALD ST L• 1— - _ BONITA RD'' p.. BU-L•L MOUNTAIN Rz m _ HA,`7-1 - ( i re L., Wil' ,- =` l m' 07...t.Li 17CIP12 _� - I' I 1 95053 c ...jr--"g . _ 1--L-ii Iil BEEF BEND RD — ••MRD 7..i.,,,:,1 `� k_[.r-,I_ ���l�w. o -LI - 3' 11 ..I- Vit, ' a G - 95041 4' LL' 4 m o. -, W I a z _�—J--,- - - cook W F' 1 -{ a' Pork p I Y[� LTC' - TUALATIN RDEr O C. � t- � TONES F'' m NyiRFRA C7 lii —_ m � �i T�GaRpMAPS B rAVERTO' 444 Jr ir 40411 " "err ,�r, The City of Tigard N mi ��reAL — • � i Project Locations 's Piet-0_, A Tigard City Limits TIGARD IL, T UA•L AT N 0 A.L 1 �- �f� V J Miles City of Tigard Recommended Capital Improvement Plan FY 2017-22 CAPITAL IMPROVEMENT PLAN-PAGE 279 CAPITAL IMPROVEMENT PLAN - STREETS A. YTD Projected Projct No. Project Name 2016 2017 2018 2019 2020 2021 2022 Total 17CIP-12 Bonita/Sequoia Intersection- 0 0 0 0 0 230,000 370,000 600,000 Traffic Signal 17CIP-22 North Dakota Street(Fanno to 0 0 0 60,000 170,000 385,000 385,000 1,000,000 Tiedeman)Sidewalk and Bike Lane 17CIP-25 Tigard Street(Fanno Creek) 0 0 0 20,000 40,000 140,000 129,000 329,000 Bridge Replacement SXXXX System Infrastructure CIP- 0 202,044 202,044 202,044 202,044 202,044 202,044 1,212,264 Transportation 95001 Pavement Management Program 1,830,000 1,985,000 2,080,000 2,200,000 2,330,000 2,450,000 2,550,000 15,425,000 (PMP) 95023 Walnut Street Improvements 328,000 376,000 86,000 0 0 0 0 790,000 95027 Pedestrian and Cyclist 0 300,000 300,000 300,000 300,000 300,000 300,000 1,800,000 Connections Program 95038 Tiedeman Avenue Sidewalk 0 0 0 90,000 130,000 450,000 301,000 971,000 (Tigard Street to Greenburg Road) 95041 Upper Boones Ferry Road/ 7,500 20,000 0 0 0 0 0 27,500 Durham Road Adaptive Signal Coordination 95042 Commercial Street Sidewalk and 0 120,000 350,000 140,000 0 0 0 610,000 Storm Water Facility(Main to Lincoln) 95047 Hunziker Industrial Core/Wall 260,000 5,196,000 420,000 0 0 0 0 5,876,000 Street 95048 Roy Rogers Road 0 5,000 900,000 900,000 900,000 900,000 900,000 4,505,000 95049 Commercial Street Sidewalk 0 56,000 144,000 0 0 0 0 200,000 (Lincoln Avenue to 95th Avenue) 95050 121st Avenue(Whistlers Lane to 0 45,000 35,000 60,000 60,000 60,000 0 260,000 Tippitt)Sidewalks and Bike Lanes 95051 72nd Avenue/Tigard Triangle 0 250,000 0 0 0 0 0 250,000 Transportation Study 95052 Bridge Assessment and Master 0 45,000 0 0 0 0 0 45,000 Plan 95053 Durham Road School 20 When 0 70,000 80,000 0 0 0 0 150,000 Flashing 95054 Hall Boulevard/Pfaffle Street 0 70,000 110,000 240,000 180,000 0 0 600,000 New Traffic Signal 95055 Hall Boulevard Study 0 75,000 0 0 0 0 0 75,000 95056 North Dakota Street(Fanno 0 10,000 75,000 155,000 463,000 41,000 8,000 752,000 Creek)Bridge Replacement 97017 Main Street Green Street Retrofit 0 280,000 336,000 1,270,000 0 0 0 1,886,000 (Phase 2) Total Funded 2,425,500 9,105,044 5,118,044 5,637,044 4,775,044 5,158,044 5,145,044 37,363,764 PAGE 280 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 17CIP-12-Bonita/Sequoia Intersection-Traffic Signal Project Need:This is a high-priority saftey project.There are traffic issues and a high crash rate at this intersection. Project Description: Construct traffic signal at the intersection of Bonita Road and Sequoia Parkway. Project Results:Traffic signal at intersection. Project Funding: The city has requested County MSTIP funding for this project,which if selected,could cover most or all costs. Total Project Cost:$600,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 0 0 0 0 0 30,000 30,000 60,000 Total Internal 0 0 0 0 0 0 30,000 30,000 60,000 External Expenses Design and Engineering 0 0 0 0 0 0 90,000 0 90,000 Construction 0 0 0 0 0 0 90,000 340,000 430,000 Contingency 0 0 0 0 0 0 20,000 0 20,000 Total External 0 0 0 0 0 0 200,000 340,000 540,000 Total Project Expense 0 0 0 0 0 0 230,000 370,000 600,000 REVENUES Revenue Funding Source 200-Gas Tax Fund 0 0 0 0 0 0 230,000 370,000 600,000 Total Revenue Funding 0 0 0 0 0 0 230,000 370,000 600,000 Total Revenues 0 0 0 0 0 0 230,000 370,000 600,000 CAPITAL IMPROVEMENT PLAN-PAGE 281 CAPITAL IMPROVEMENT PLAN - STREETS 17CIP-22-North Dakota Street(Fanno to Tiedeman)Sidewalk and Bike Lane Project Need:There is a lack of sidewalks and bike lanes along North Dakota Street between Tiedeman Avenue and the Fanno Creek Trail. Project Description: Construct sidewalk and bike lane along one side of North Dakota Street from Tiedeman Avenue to the Fanno Creek Trail. The project would need to modify a railroad crossing,and would connect to sidewalk built on a replacement North Dakota bridge over Fanno Creek. Project Results: A viable walking and cycling route using sidewalk and bike lane along North Dakota Street from the Fanno Creek Trail to Tiedeman Avenue. Total Project Cost: $1,000,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 0 0 0 10,000 20,000 35,000 35,000 100,000 Total Internal 0 0 0 0 10,000 20,000 35,000 35,000 100,000 External Expenses Project Estimate 0 0 0 0 50,000 150,000 350,000 350,000 900,000 Total External 0 0 0 0 50,000 150,000 350,000 350,000 900,000 Total Project Expense 0 0 0 0 60,000 170,000 385,000 385,000 1,000,000 REVENUES Revenue Funding Source 205-City Gas Tax Fund 0 0 0 0 60,000 170,000 385,000 385,000 1,000,000 Total Revenue Funding 0 0 0 0 60,000 170,000 385,000 385,000 1,000,000 Total Revenues 0 0 0 0 60,000 170,000 385,000 385,000 1,000,000 PAGE 282- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 17CIP-25-Tigard Street(Fanno Creek)Bridge Replacement Project Need:The structure has deteriorated and needs to be replaced.There is a lack of bike lanes and sidewalk on the bridge. Project Description: Replace existing Tigard Street Bridge over Fanno Creek with a new structurally sound bridge wide enough to accommodate pedestrians and cyclists(on both sides)along with motor vehicles. Environmental regulations would require a new bridge to be significandy higher and longer than the current bridge,which may necessitate some rework of the existing Fanno Creek Trail just west of the bridge. Project Results:New bridge with bike lanes and sidewalks. Project Funding:The city anticipates funding the majority of this project with an ODOT Statewide Transportation Improvement Program grant. There is$31,000 in FY2023 through FY2026 for the remainder of anticipated environmental permit compliance requirements. Total Project Cost:$3,600,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 0 0 0 20,000 30,000 50,000 60,000 160,000 Total Internal 0 0 0 0 20,000 30,000 50,000 60,000 160,000 External Expenses Project Estimate 0 0 0 0 0 10,000 90,000 69,000 169,000 Total External 0 0 0 0 0 10,000 90,000 69,000 169,000 Total Project Expense 0 0 0 0 20,000 40,000 140,000 129,000 329,000 REVENUES Revenue Funding Source 200-Gas Tax Fund 0 0 0 0 20,000 40,000 140,000 129,000 329,000 Total Revenue Funding 0 0 0 0 20,000 40,000 140,000 129,000 329,000 Other Revenue Source Statewide Transportation 0 0 0 0 0 90,000 710,000 1,300,000 2,100,000 Improvement Program Total Other Revenue 0 0 0 0 0 90,000 710,000 1,300,000 2,100,000 Total Revenues 0 0 0 0 20,000 130,000 850,000 1,429,000 2,429,000 CAPITAL IMPROVEMENT PLAN-PAGE 283 CAPITAL IMPROVEMENT PLAN - STREETS 8XXXX-System Infrastructure CIP-Transportation System Infrastructure Projects.Based on PW Engineering estimate of 1,750 hours of system infrastructure work per PW staff load from 02/18/2015. Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 0 202,044 202,044 202,044 202,044 202,044 202,044 1,212,264 Total Internal 0 0 202,044 202,044 202,044 202,044 202,044 202,044 1,212,264 Total Project Expense 0 0 202,044 202,044 202,044 202,044 202,044 202,044 1,212,264 REVENUES Revenue Funding Source 200-Gas Tax Fund 0 0 202,044 202,044 202,044 202,044 202,044 202,044 1,212,264 Total Revenue Funding 0 0 202,044 202,044 202,044 202,044 202,044 202,044 1,212,264 Total Revenues 0 0 202,044 202,044 202,044 202,044 202,044 202,044 1,212,264 95001-Pavement Management Program(PMP) Project Need:This project is a continuation of the annual program to preserve or replace portions of one of the city's most valuable resources-its streets and roadways. Project Description: This project,funded by the Street Maintenance Fee,provides for the preservation or replacement of the asphaltic concrete by overlays,crack sealing or slurry sealing.A pavement condition study is then used to determine future project needs. Projects Results:Paving a few miles of streets and preventive maintenance on about 12 miles of street each year to extend the usable service life of the pavement. Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Design and Engineering 0 0 0 0 0 0 0 0 0 Project Management 0 90,000 100,000 100,000 115,000 120,000 125,000 130,000 780,000 Construction Management 0 0 0 0 0 0 0 0 0 Total Internal 0 90,000 100,000 100,000 115,000 120,000 125,000 130,000 780,000 External Expenses Design and Engineering 0 280,000 300,000 0 0 0 0 0 580,000 Construction 0 1,410,000 1,485,000 0 0 0 0 0 2,895,000 Project Estimate 0 0 0 1,980,000 2,085,000 2,210,000 2,325,000 2,420,000 11,020,000 Contingency 0 50,000 100,000 0 0 0 0 0 150,000 Total External 0 1,740,000 1,885,000 1,980,000 2,085,000 2,210,000 2,325,000 2,420,000 14,645,000 Total Project Expense 0 1,830,000 1,985,000 2,080,000 2,200,000 2,330,000 2,450,000 2,550,000 15,425,000 REVENUES Revenue Funding Source 412-Street Maintenance 0 1,830,000 1,985,000 2,080,000 2,200,000 2,330,000 2,450,000 2,550,000 15,425,000 Fund Total Revenue Funding 0 1,830,000 1,985,000 2,080,000 2,200,000 2,330,000 2,450,000 2,550,000 15,425,000 Total Revenues 0 1,830,000 1,985,000 2,080,000 2,200,000 2,330,000 2,450,000 2,550,000 15,425,000 PAGE 284- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 95023-Walnut Street Improvements Project Need:The current section of Walnut Street that fronts Fowler Middle School between 116th Avenue and Tiedeman Avenue is a narrow,two-lane roadway which has not been widened to the Transportation Systems Plan(TSP)standards.This section lacks adequate sidewalks and bike lanes.The all-way stop intersection at 135th Avenue experiences considerable vehicular delays during morning and evening commute times. Project Description:The project will reconstruct and widen the roadway section from 116th Avenue to Tiedeman Avenue.Road improvements include through lanes,a center turn lane,sidewalks and bike lanes,and a traffic control signal that will be installed at 135th Avenue.A new culvert with adequate capacity will be constructed.Utilities will be relocated underground.The project also includes replacing the existing water main and connections. Project Results:Increased safety for:children traveling to and from Fowler Middle School,motorists making left turns,pedestrians and cyclists.Additional vehicular capacity will be realized.This project supports the vision statement in the City of Tigard's Strategic Plan: "The most walkable community in the Pacific Northwest..." Project Funding:This is a$7,000,000 Washington County Street project.City of Tigard expenses are for staff time and utility and water work.Please note:this project is tied to CIP#93054 Walnut Street Sanitary Sewer Project.Environmental Permit Compliance to be handled by the County. Total Project Cost:$7,000,000 City of Tigard Project Cost:$1,400,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Design and Engineering 0 0 0 0 0 0 0 0 0 Project Management 31,901 54,000 64,000 6,000 0 0 0 0 155,901 Total Internal 31,901 54,000 64,000 6,000 0 0 0 0 155,901 External Expenses Land/Right of Way 0 0 0 0 0 0 0 0 0 Acquisition Design and Engineering 14,280 0 0 0 0 0 0 0 14,280 Construction 0 274,000 224,000 0 0 0 0 0 498,000 Project Estimate 0 0 0 80,000 0 0 0 0 80,000 Contingency 0 0 88,000 0 0 0 0 0 88,000 Total External 14,280 274,000 312,000 80,000 0 0 0 0 680,280 Total Project Expense 46,181 328,000 376,000 86,000 0 0 0 0 836,181 REVENUES Revenue Funding Source 200-Gas Tax Fund 0 29,520 22,560 5,160 0 0 0 0 57,240 411-Underground Utility 37,407 249,280 319,600 73,100 0 0 0 0 679,387 Fund 510-Stormwater Fund 5,080 29,520 22,560 5,160 0 0 0 0 62,320 530-Water Fund 3,694 19,680 11,280 2,580 0 0 0 0 37,234 Total Revenue Funding 46,181 328,000 376,000 86,000 0 0 0 0 836,181 Total Revenues 46,181 328,000 376,000 86,000 0 0 0 0 836,181 CAPITAL IMPROVEMENT PLAN-PAGE 285 CAPITAL IMPROVEMENT PLAN - STREETS 95027-Pedestrian and Cyclist Connections Program Project Need:Missing sections of sidewalks and bike lanes and difficult crossings are located citywide. Project Description:Projects may include sidewalk/bike lane/pathway construction,crosswalk treatments and minor intersection modifications.Projects will typically cost less than$50,000.Funds from this program can also be used to cover matching funds for eligible grant projects benefitting pedestrians and cyclists. Project Results:Fill gaps in the sidewalk and bike lane network to provide better walking and biking facilities.This project supports the vision statement in the City of Tigard's Strategic Plan:"The most walkable community in the Pacific Northwest..." Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 0 50,000 40,000 40,000 40,000 40,000 40,000 250,000 Total Internal 0 0 50,000 40,000 40,000 40,000 40,000 40,000 250,000 External Expenses Design and Engineering 0 0 50,000 0 0 0 0 0 50,000 Construction 0 0 180,000 0 0 0 0 0 180,000 Project Estimate 0 0 0 260,000 260,000 260,000 260,000 260,000 1,300,000 Contingency 0 0 20,000 0 0 0 0 0 20,000 Total External 0 0 250,000 260,000 260,000 260,000 260,000 260,000 1,550,000 Total Project Expense 0 0 300,000 300,000 300,000 300,000 300,000 300,000 1,800,000 REVENUES Revenue Funding Source 200-Gas Tax Fund 0 0 300,000 300,000 300,000 300,000 300,000 300,000 1,800,000 Total Revenue Funding 0 0 300,000 300,000 300,000 300,000 300,000 300,000 1,800,000 Total Revenues 0 0 300,000 300,000 300,000 300,000 300,000 300,000 1,800,000 PAGE 286 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 95038-Tiedeman Avenue Sidewalk(Tigard Street to Greenburg Road) Project Need:There is currently a lack of sidewalks and bike lanes along Tiedeman Avenue south of Greenburg Road to Tigard Street. Project Description:This project will construct a sidewalk and a bike lane from Tigard Street north along the east side of Tiedeman Avenue to Greenburg Road.This project will connect to the CIP#92034 Tigard Street Trail,and will complete the connection from Main Street to Greenburg Road.Associated stormwater infrastructure will be added to treat storm-water runoff.A larger Tiedeman Avenue complete street project from Greenburg to Fanno Creek has been submitted for Major Streets Transportation Improvement Program(MS 111')funding which would include this project. Project Results:Pedestrians and cyclists will no longer be forced to share the roadway in the vehicle travel lane.This project supports the vision statement in the City of Tigard's Strategic Plan:"The most walkable community in the Pacific Northwest..." Project Funding:The city has requested County MSTIP funding for a larger,more complete project. Total Project Cost: $978,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 0 0 0 20,000 30,000 50,000 30,000 130,000 Total Internal 0 0 0 0 20,000 30,000 50,000 30,000 130,000 External Expenses Project Estimate 0 0 0 0 70,000 100,000 400,000 271,000 841,000 Total External 0 0 0 0 70,000 100,000 400,000 271,000 841,000 Total Project Expense 0 0 0 0 90,000 130,000 450,000 301,000 971,000 REVENUES Revenue Funding Source 205-City Gas Tax Fund 0 0 0 0 90,000 130,000 450,000 301,000 971,000 Total Revenue Funding 0 0 0 0 90,000 130,000 450,000 301,000 971,000 Total Revenues 0 0 0 0 90,000 130,000 450,000 301,000 971,000 CAPITAL IMPROVEMENT PLAN-PAGE 287 CAPITAL IMPROVEMENT PLAN - STREETS 95041-Upper Boones Ferry Road/Durham Road Adaptive Signal Coordination Project Need:Address morning,evening and weekend traffic congestion. Project Description:With 13 traffic signals and two rail crossings,signal coordination could significantly increase vehicular flow and could possibly reduce crash rates.The various types of traffic users(residential,school,major city park,office and retail)make this corridor a particularly good candidate for adaptive signal coordination.This project will install traffic signal coordination that extends from Durham Road to Pacific Highway. Project Results:Signals will operate based on specific vehicular demands rather than on fixed timing programs.If successful,other heavily congested corridors could be similarly equipped. Project Funding:The City of Tigard's responsibility is the local match and oversight for this$1 million project funded from the Federal Surface Transportation Program administered by ODOT and managed by Washington County.Notification of grant was received in May 2013. City's match for construction was advanced to ODOT in FY2015.Project implementation has been delayed due to lengthy ODOT procurement process. Total Project Cost:$1,000,000 City of Tigard Project Cost:$150,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 6,130 7,500 10,000 0 0 0 0 0 23,630 Total Internal 6,130 7,500 10,000 0 0 0 0 0 23,630 External Expenses Construction 114,563 0 0 0 0 0 0 0 114,563 Contingency 0 0 10,000 0 0 0 0 0 10,000 Total External 114,563 0 10,000 0 0 0 0 0 124,563 Expenses 0 0 0 0 0 0 0 0 0 Total 0 0 0 0 0 0 0 0 0 Total Project Expense 120,693 7,500 20,000 0 0 0 0 0 148,193 REVENUES Revenue Funding Source 405-Transportation 120,693 7,500 20,000 0 0 0 0 0 148,193 Development Tax Total Revenue Funding 120,693 7,500 20,000 0 0 0 0 0 148,193 Total Revenues 120,693 7,500 20,000 0 0 0 0 0 148,193 PAGE 288 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 95042-Commercial Street Sidewalk and Storm Detention Facility(Main to Lincoln) Project Need:Commercial Street currently lacks sidewalks west of Main Street.This project would connect a large residential neighborhood to downtown Tigard and the Tigard Transit Center.Rather high pedestrian volumes are observed despite the lack of adequate pedestrian facilities.Commercial Street is particularly narrow under this reach of the Pacific Highway overcrossing.There is also a lack of sidewalk along Pacific Highway between Naeve Street and Beef Bend Road. Project Description:This project will construct a sidewalk along one side of Commercial Street from Main Street under the Pacific Highway overcrossing to Lincoln Avenue.The railroad and ODOT may dictate the location of the sidewalk which could result in the roadway being slightly shifted to the southwest so that the sidewalk can be added on the northeast side of the roadway.While the street is under construction,a stormwater facility will be added to treat stormwater runoff from 47 acres that discharges into Fanno Creek.This project meets outfall retrofitting goals identified in the regional Healthy Streams Plan.A pedestrian path connecting Commercial Street to Center Street and sidewalk along east side of Pacific Highway from Naeve Street to Beef Bend Road will be constructed.This is part of a larger TriMet-managed project to improve access to transit along the Pacific Highway corridor. Project Results:This project improves public safety and access to downtown,to the transit center and along Pacific Highway.This project supports the vision statement in the City of Tigard's Strategic Plan:"The most walkable community in the Pacific Northwest..." Project Funding:This project will be funded with the STIP Enhance Project to be done cooperatively with TriMet. The project total will be$1,975,000,the STIP grant will cover$1,305,000 and the city's minimum required match is$134,024. Total Project Cost:$1,975,000 City of Tigard Project Cost:$610,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 0 20,000 50,000 30,000 0 0 0 100,000 Total Internal 0 0 20,000 50,000 30,000 0 0 0 100,000 External Expenses Land/Right of Way 0 0 0 50,000 0 0 0 0 50,000 Acquisition Design and Engineering 0 0 100,000 50,000 0 0 0 0 150,000 Construction 0 0 0 180,000 60,000 0 0 0 240,000 Contingency 0 0 0 20,000 50,000 0 0 0 70,000 Total External 0 0 100,000 300,000 110,000 0 0 0 510,000 Total Project Expense 0 0 120,000 350,000 140,000 0 0 0 610,000 REVENUES Revenue Funding Source 205-City Gas Tax Fund 0 0 40,000 140,000 50,000 0 0 0 230,000 510-Stormwater Fund 0 0 80,000 210,000 90,000 0 0 0 380,000 Total Revenue Funding 0 0 120,000 350,000 140,000 0 0 0 610,000 Total Revenues 0 0 120,000 350,000 140,000 0 0 0 610,000 CAPITAL IMPROVEMENT PLAN-PAGE 289 CAPITAL IMPROVEMENT PLAN - STREETS 95047-Hunziker Industrial Core/Wall Street Project Need: There is insufficient public infrastructure and access limits the value and economic capacity of this area. Project Description: New public infrastructure improvements to SW Wall Street,providing a connection from SW Hunziker Road to Tech Center Drive.The project supports development and redevelopment of adjacent industrial lands to achieve higher levels of employment. Project Results:Completion of a new local industrial road and infrastructure to support new development. Project Funding:In FY2016 the City Gas Tax fund will pay$200,000;this will be reimbursed by the state earmark(already awarded)but not funded until FY2017.The state earmark is$1.5 Million.The city has applied for a Federal EDA grant for up to$3.0 Million.The developer reimbursement will be negotiated;it is anticipated to be between$1.5 to$2.0 Million.Right of way dedication is expected to be donated by the property owner. Total Project Cost:$5,876,000 entirely funded by anticipated external sources Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 60,000 100,000 20,000 0 0 0 0 180,000 Total Internal 0 60,000 100,000 20,000 0 0 0 0 180,000 External Expenses Land/Right of Way 0 0 426,000 0 0 0 0 0 426,000 Acquisition Design and Engineering 0 200,000 198,000 0 0 0 0 0 398,000 Construction 0 0 3,920,000 400,000 0 0 0 0 4,320,000 Environmental Permit 0 0 30,000 0 0 0 0 0 30,000 Compliance Contingency 0 0 522,000 0 0 0 0 0 522,000 Total External 0 200,000 5,096,000 400,000 0 0 0 0 5,696,000 Total Project Expense 0 260,000 5,196,000 420,000 0 0 0 0 5,876,000 REVENUES Revenue Funding Source 205-City Gas Tax Fund 0 200,000 0 0 0 0 0 0 200,000 Total Revenue Funding 0 200,000 0 0 0 0 0 0 200,000 Other Revenue Source Other-Developer 0 50,000 1,526,000 0 0 0 0 0 1,576,000 Contribution Estimate Other-Federal EDA 0 10,000 2,790,000 0 0 0 0 0 2,800,000 Grant Other-State Earmark 0 0 1,080,000 420,000 0 0 0 0 1,500,000 Total Other Revenue 0 60,000 5,396,000 420,000 0 0 0 0 5,876,000 Total Revenues 0 260,000 5,396,000 420,000 0 0 0 0 6,076,000 PAGE 290 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 95048-Roy Rogers Road Project Need:Increased traffic due to River Terrace,South Cooper Mountain and other area development is driving the need for increased capacity on Roy Rogers Road. Project Description: The Roy Rogers Road improvement project will include four vehicle travel lanes from Bull Mountain Road to Scholls Ferry Road,turn lanes as appropriate,pedestrian and bicycle facilities,intersection improvements at the Bull Mountain Road and Scholls Ferry Road intersections,and improvements to address connectivity at two additional intersections on Roy Rogers Road between Scholls Ferry Road and Bull Mountain Road,including the Lorenzo Lane/Jean Louise Road intersection. Project Results:Widened and improved Roy Rogers Road. Project Funding: County to pay 2/3 of total costs through MSTIP funding.City to pay remaining 1/3 with a cap of$9.0 million.Funds to be provided to the County over a ten-year period. Total Project Cost: $27,000,000 City of Tigard Project Cost:$9,000,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 0 5,000 5,000 5,000 5,000 5,000 5,000 30,000 Total Internal 0 0 5,000 5,000 5,000 5,000 5,000 5,000 30,000 External Expenses Project Estimate 0 0 0 895,000 895,000 895,000 895,000 895,000 4,475,000 Total External 0 0 0 895,000 895,000 895,000 895,000 895,000 4,475,000 Total Project Expense 0 0 5,000 900,000 900,000 900,000 900,000 900,000 4,505,000 REVENUES Revenue Funding Source 405-Transportation 0 0 5,000 900,000 900,000 900,000 900,000 900,000 4,505,000 Development Tax Total Revenue Funding 0 0 5,000 900,000 900,000 900,000 900,000 900,000 4,505,000 Total Revenues 0 0 5,000 900,000 900,000 900,000 900,000 900,000 4,505,000 CAPITAL IMPROVEMENT PLAN-PAGE 291 CAPITAL IMPROVEMENT PLAN - STREETS 95049-Commercial Street Sidewalk(Lincoln Avenue to 95th Avenue) Project Need:Commercial Street currently lacks sidewalks west of Main Street where it connects a large residential neighborhood to downtown Tigard and the Tigard Transit Center.The pavement on this portion of Commercial is currently about 22 feet in width, necessitating pedestrians to either walk in the vehicular travel lanes or across private property. Project Description: Construct sidewalk along the north side of Commercial Street from 95th Avenue to Lincoln Street. This would connect with existing sidewalk along the north side of Commercial west of 95th,and would connect with a cooperative project(with the state and Trimet)to add sidewalk from Lincoln Street under the Pacific Highway bridge,and connecting to Main Street. Project Results:Combined with project#95042,this project improves pedestrian safety and access to downtown and the transit center. This project supports the vision statement in the City of Tigard's Strategic Plan:"...the most walkable community in the Pacific Northwest..." Project Funding:The city has been awarded a Community Development Block Grant(CDBG)to pay$170,000 of the project cost. Total Project Cost: $200,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 0 15,000 10,000 0 0 0 0 25,000 Total Internal 0 0 15,000 10,000 0 0 0 0 25,000 External Expenses Land/Right of Way 0 0 11,000 0 0 0 0 0 11,000 Acquisition Design and Engineering 0 0 30,000 10,000 0 0 0 0 40,000 Construction 0 0 0 115,000 0 0 0 0 115,000 Contingency 0 0 0 9,000 0 0 0 0 9,000 Total External 0 0 41,000 134,000 0 0 0 0 175,000 Total Project Expense 0 0 56,000 144,000 0 0 0 0 200,000 REVENUES Revenue Funding Source 200-Gas Tax Fund 0 0 15,000 15,000 0 0 0 0 30,000 Total Revenue Funding 0 0 15,000 15,000 0 0 0 0 30,000 Other Revenue Source Community Development 0 0 41,000 129,000 0 0 0 0 170,000 Block Grant Total Other Revenue 0 0 41,000 129,000 0 0 0 0 170,000 Total Revenues 0 0 56,000 144,000 0 0 0 0 200,000 PAGE 292- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 95050-121st Avenue(Whistlers Lane to Tippitt)Sidewalks and Bike Lanes Project Need:121st Avenue is a busy narrow roadway with no place to walk or bike outside the travel lane.This route would otherwise be used by many people to get to and from their neighborhoods.This project is the top priority project for TTAC. Project Description: Construct sidewalks,bike lanes,and landscaped planter strips along 121st Avenue from Whistlers Lane to Tippitt Street,which would complete the sidewalks and bike lanes from Walnut Street to Gaarde Street We would anticipate this being a context-sensitive design to minimize community impact,with two lanes(no center turn lane),and the planter strip narrowing in constrained areas. Project Results:A roadway with bike lanes and sidewalks. Project Funding: The city has requested County MSTIP funding for design and construction of this project,which if selected could cover most or all of the approx.$3.7 million in costs but may delay project implementation. Total Project Cost: $3,900,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Contingency 0 0 10,000 0 0 0 0 0 10,000 Project Management 0 0 35,000 35,000 60,000 60,000 60,000 0 250,000 Total Internal 0 0 45,000 35,000 60,000 60,000 60,000 0 260,000 Total Project Expense 0 0 45,000 35,000 60,000 60,000 60,000 0 260,000 REVENUES Revenue Funding Source 405-Transportation 0 0 45,000 35,000 60,000 60,000 0 0 200,000 Development Tax 415-Transportation SDC 0 0 0 0 0 0 60,000 0 60,000 Fund Total Revenue Funding 0 0 45,000 35,000 60,000 60,000 60,000 0 260,000 Other Revenue Source Major Streets 0 0 0 0 300,000 1,700,000 1,700,000 0 3,700,000 Transportation Improvement Program Total Other Revenue 0 0 0 0 300,000 1,700,000 1,700,000 0 3,700,000 Total Revenues 0 0 45,000 35,000 360,000 1,760,000 1,760,000 0 3,960,000 CAPITAL IMPROVEMENT PLAN-PAGE 293 CAPITAL IMPROVEMENT PLAN - STREETS 95051-72nd Avenue/Tigard Triangle Transportation Study Project Need: There are many transportation needs in the 72nd Avenue and Tigard Triangle areas and many ideas on how these needs should be addressed. Project Description: This study will determine the ultimate desired configuration of 72nd Avenue from Pacific Highway south to Bonita Road. Existing issues in this area include poor walking and cycling conditions along 72nd Avenue,particularly in the Highway 217 interchange area and near Pacific Highway,and a lack of alternate routes. Significant traffic congestion exists,primarily on southbound 72nd Avenue through the Highway 217 interchange.The study will take into account desires and products from the Tigard Triangle planning and code process,current and future traffic data,Southwest Corridor/transit study input,as well as ODOT and other stakeholder input. The goal is to create a walkable,bikeable,transit-oriented,livable,human-scale street cross section and intersection treatment that aligns with our strategic vision,the Triangle Strategic Plan,and the Metro High Capacity Transit Southwest Corridor Land Use Plan.The product will identify and provide conceptual level cost estimates for proposed improvements. Project Results: A conceptual design of 72nd Avenue including the interchange at Highway 217. Total Project Cost:$250,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 0 40,000 0 0 0 0 0 40,000 Total Internal 0 0 40,000 0 0 0 0 0 40,000 External Expenses Design and Engineering 0 0 210,000 0 0 0 0 0 210,000 Total External 0 0 210,000 0 0 0 0 0 210,000 Total Project Expense 0 0 250,000 0 0 0 0 0 250,000 REVENUES Revenue Funding Source 200-Gas Tax Fund 0 0 250,000 0 0 0 0 0 250,000 Total Revenue Funding 0 0 250,000 0 0 0 0 0 250,000 Total Revenues 0 0 250,000 0 0 0 0 0 250,000 PAGE 294- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 95052-Bridge Assessment and Master Platt Project Need:The city is lacking information about the condition and maintenance and replacement needs of many of Tigard's auto and pedestrian bridges and major culverts. Project Description: Citywide vehicle and pedestrian bridge and major culvert condition assessment and master plan for maintenance and upgrade needs. Project Results:A condition assessment and maintenance and construction master plan. Total Project Cost: $45,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 0 5,000 0 0 0 0 0 5,000 Total Internal 0 0 5,000 0 0 0 0 0 5,000 External Expenses Design and Engineering 0 0 40,000 0 0 0 0 0 40,000 Total External 0 0 40,000 0 0 0 0 0 40,000 Total Project Expense 0 0 45,000 0 0 0 0 0 45,000 REVENUES Revenue Funding Source 200-Gas Tax Fund 0 0 45,000 0 0 0 0 0 45,000 Total Revenue Funding 0 0 45,000 0 0 0 0 0 45,000 Total Revenues 0 0 45,000 0 0 0 0 0 45,000 CAPITAL IMPROVEMENT PLAN-PAGE 295 CAPITAL IMPROVEMENT PLAN - STREETS 95053-Durham Road School 20 When Flashing Project Need:Desire to change Durham Road from"School 20 7:00 a.m.To 5:00 p.m."to"School 20 When Flashing"to enhance pedestrian safety and driver efficiency. Project Description: Convert Durham Road school 20 zones at Tigard High School and Durham Elementary School from"School 20 7:00 a.m.to 5:00 p.m."to"School 20 When Flashing."Requires about 15 electronic signs. Project Results:"School 20 When Flashing"speed zones around Tigard High School and Durham Elementary School. Total Project Cost:$150,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 0 10,000 10,000 0 0 0 0 20,000 Total Internal 0 0 10,000 10,000 0 0 0 0 20,000 External Expenses Design and Engineering 0 0 25,000 15,000 0 0 0 0 40,000 Construction 0 0 35,000 35,000 0 0 0 0 70,000 Contingency 0 0 0 20,000 0 0 0 0 20,000 Total External 0 0 60,000 70,000 0 0 0 0 130,000 Total Project Expense 0 0 70,000 80,000 0 0 0 0 150,000 REVENUES Revenue Funding Source 200-Gas Tax Fund 0 0 70,000 80,000 0 0 0 0 150,000 Total Revenue Funding 0 0 70,000 80,000 0 0 0 0 150,000 Total Revenues 0 0 70,000 80,000 0 0 0 0 150,000 PAGE 296 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 95054-Hall Boulevard/Pfaffle Street New Traffic Signal Project Need:Currently drivers can experience difficulty pulling out from Pfaffle Street onto Hall Boulevard especially during the morning and evening commute hours.The bridge railing to the south and the vertical curve along Hall Boulevard make visibility difficult for drivers turning in either direction from Pfaffle Street.The addition of traffic from the newly-constructed high school has increased these congestive conditions. Project Description:This project will construct a new traffic control signal with appropriate illumination,crosswalks,lengthening and separation of the turn lanes on Pfaffle Street.The project will be complicated by the proximity to the Hall Boulevard/Highway 217 Bridge and the fact that Hall Boulevard is an ODOT controlled facility necessitating agency approval and permits. Project Results:Completion of these improvements will increase safety for vehicles,pedestrians and cyclists using the intersection or traveling to and from the new school,Pacific Highway and Washington Square Regional Center. Projecct Funding: The city has requested County MSTTP funding for the project which would cover most or all costs but may delay implementation. Total Project Cost: $600,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 0 20,000 20,000 20,000 20,000 0 0 80,000 Total Internal 0 0 20,000 20,000 20,000 20,000 0 0 80,000 External Expenses Design and Engineering 0 0 50,000 0 0 0 0 0 50,000 Project Estimate 0 0 0 90,000 220,000 160,000 0 0 470,000 Total External 0 0 50,000 90,000 220,000 160,000 0 0 520,000 Total Project Expense 0 0 70,000 110,000 240,000 180,000 0 0 600,000 REVENUES Revenue Funding Source 415-Transportation SDC 0 0 70,000 110,000 240,000 180,000 0 0 600,000 Fund Total Revenue Funding 0 0 70,000 110,000 240,000 180,000 0 0 600,000 Total Revenues 0 0 70,000 110,000 240,000 180,000 0 0 600,000 CAPITAL IMPROVEMENT PLAN-PAGE 297 CAPITAL IMPROVEMENT PLAN - STREETS 95055-Hall Boulevard Study Project Need: There are many transportation needs along Hall Boulevard in Tigard and many different ideas on how to address them. This is further complicated by ODOT ownership and maintenance of Hall Boulevard which can limit the city's ability to establish priorities and address needs. Project Description: Study to determine the ultimate configuration of Hall Boulevard from Locust Street to Durham Road. Project Results: Conceptual configuration,ownership,and design of projects for future engineering and construction. Total Project Cost:$75,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 0 15,000 0 0 0 0 0 15,000 Total Internal 0 0 15,000 0 0 0 0 0 15,000 External Expenses Design and Engineering 0 0 60,000 0 0 0 0 0 60,000 Total External 0 0 60,000 0 0 0 0 0 60,000 Total Project Expense 0 0 75,000 0 0 0 0 0 75,000 REVENUES Revenue Funding Source 200-Gas Tax Fund 0 0 75,000 0 0 0 0 0 75,000 Total Revenue Funding 0 0 75,000 0 0 0 0 0 75,000 Total Revenues 0 0 75,000 0 0 0 0 0 75,000 PAGE 298 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STREETS 95056-North Dakota Street(Fanno Creek)Bridge Replacement Project Need:Structure has deteriorated and needs to be replaced.There is a lack of bike lanes and sidewalk on the bridge. Project Description: This project would replace the existing bridge with a new bridge wide enough to accommodate pedestrians and cyclists along with vehicles. Environmental regulations would require a new bridge to be significantly higher and longer than the current bridge.The project may also reduce flooding over the roadway.The city has applied to ODOT for STIP grant funding to cover most of the project cost.The grant application outlines several project scope and cost options and includes a city match of up to$800,000 Project Results:New bridge with bike lanes and sidewalks. Project Funding:This project will be funded up to$2,950,000 of Statewide Transportation Improvement Program dollars and city match.There is additional funding needs in FY 2023 through FY 2025 for the remainder of anticipated environmental permit compliance requirements. Total Project Costs:$3,750,000 City of Tigard Project Cost: $776,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 0 10,000 35,000 55,000 70,000 30,000 0 200,000 Total Internal 0 0 10,000 35,000 55,000 70,000 30,000 0 200,000 External Expenses Project Estimate 0 0 0 40,000 100,000 393,000 0 0 533,000 Environmental Permit 0 0 0 0 0 0 11,000 8,000 19,000 Compliance Total External 0 0 0 40,000 100,000 393,000 11,000 8,000 552,000 Total Project Expense 0 0 10,000 75,000 155,000 463,000 41,000 8,000 752,000 REVENUES Revenue Funding Source 205-City Gas Tax Fund 0 0 10,000 75,000 155,000 463,000 41,000 8,000 752,000 Total Revenue Funding 0 0 10,000 75,000 155,000 463,000 41,000 8,000 752,000 Other Revenue Source Statewide Transportation 0 0 0 300,000 600,000 1,242,000 808,000 0 2,950,000 Improvement Program Total Other Revenue 0 0 0 300,000 600,000 1,242,000 808,000 0 2,950,000 Total Revenues 0 0 10,000 375,000 755,000 1,705,000 849,000 8,000 3,702,000 CAPITAL IMPROVEMENT PLAN-PAGE 299 CAPITAL IMPROVEMENT PLAN - STREETS 97017-Main Street Green Street Retrofit(Phase 2) Project Need:Continue Phase 1 improvements from the railroad tracks north to Scoffins Street. Project Description:The project will extend the improvements constructed in conjunction with Phase 1 northward,providing a seamless extension to the recent improvements at the intersection of Pacific Highway/Main Street/Greenburg Road.Similar to Phase 1, Phase 2 includes funding from a grant from the Metropolitan Transportation Improvement Program(MTIP)to comply with green street standards.The disbursement and oversight of this grant will be handled by ODOT. Project Results:With the completion of Phase 2,the entire length of Main Street from Pacific Highway on the south to Pacific Highway on the north will have been reconstructed to green street standards. Project Funding:The total project estimate is$3,120,000.There is$1,234,424 remaining as part of the MTIP grant. This leaves the city's responsibility at$1,885,576. Total Project Cost: $3,120,000 City of Tigard Project Cost:$1,886,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 0 30,000 40,000 50,000 0 0 0 120,000 Total Internal 0 0 30,000 40,000 50,000 0 0 0 120,000 External Expenses Design and Engineering 0 0 250,000 0 0 0 0 0 250,000 Project Estimate 0 0 0 296,000 1,220,000 0 0 0 1,516,000 Total External 0 0 250,000 296,000 1,220,000 0 0 0 1,766,000 Total Project Expense 0 0 280,000 336,000 1,270,000 0 0 0 1,886,000 REVENUES Revenue Funding Source 200-Gas Tax Fund 0 0 0 336,000 1,100,000 0 0 0 1,436,000 205-City Gas Tax Fund 0 0 280,000 0 170,000 0 0 0 450,000 Total Revenue Funding 0 0 280,000 336,000 1,270,000 0 0 0 1,886,000 Other Revenue Source Metropolitan 0 0 0 954,424 280,000 0 0 0 1,234,424 Transportation Improvement Program Total Other Revenue 0 0 0 954,424 280,000 0 0 0 1,234,424 Total Revenues 0 0 280,000 1,290,424 1,550,000 0 0 0 3,120,424 PAGE 300 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS '( y _ �" 1 NARTtRD ._. _ — iii GARDEN HOME RD Projects 17CIP-03,92017,92026,92035 and 92037 are city wide. Project 92028 covers the downtown area. Project 92046 covers 4 segments of the Fanno Creek Trail. r 1 3P w Po os.t o BROCKMAN ST t! I as w 6t 1 v 3 i Greenway ''� ' 7 WEIR RD E 1- iii. 4L.O mits W '`� 445 FERRY 0, —I c0D o. 92016 i �----_�, 5 - r Q,ILi . 92051 I w / S v 92034 c La ? 'Lem ®D' Pork Descent k� I , ...''. 'rMOUTH ST , Grove ' ( – W F- Cemetery — ¢ 1 I 9‘ ( q 4'<,,,J i y h lr�. I QO WALNUT 5 'I ., f. G n I-_10Week �.� �a- 97013 Pork 1-44 FT)-E_171 � GAA3r ST 92013 Air r 1 7 MSjf Neu 0 ST 17CIP-02 r 1 , I 1 .? 1 1 A �-- —,-, I I I dc, :Ili., � Q - ilt_*�1 fit.BUIrNI•UNTAIN RD ( BONITA RD Z-- a 92052ILu W -- rx1 Mg - — 1 PPO / L� G rc � - '1 ND- 95057 1 --BEEF BE -RDS 1 DUR � � 7 — --' [ 17CI P-17 1 J LL l 1 re4. WTr I�rr 11y �� Caok f2 I T O y m a 1 TUALATIN RD ? I o A- i � T ,as ONES F.C4` m NYIBERG ST •1i� VGA�i`��► j D BEAtIERTItr R MAPS thillA - TIG RD\� : r..cr1 The City of Tigard N �� q 1,- - r Project Locations 111111 . ;� E Tigard City Limits TIGARD ITUA-Avio,„,1.04 0 0.5 1 ` i=i Miles City of Tigard Recommended Capital Improvement Plan FY 2017-22 CAPITAL IMPROVEMENT PLAN-PAGE 301 CAPITAL IMPROVEMENT PLAN - PARKS TLL Projected Projct No. Project Name 2016- 2017 2018 2019 2020 2021 2022 Total 17CIP-02 River Terrace Parks Development 0 0 0 0 0 250,000 500,000 750,000 17CIP-03 Parks Master Plan Update 0 0 0 100,000 0 0 0 100,000 17CIP-17 Fanno Creek Trail Design and 0 0 0 1,000,000 2,250,000 2,198,000 13,000 5,461,000 Construction(Bonita Road- Tualatin River) 17CIP-26 Bull Mountain Park Trail 20,000 80,000 0 0 0 0 0 100,000 92013 Fanno Creek Remeander 12,000 23,000 478,000 0 0 0 0 513,000 (City/CWS) 92016-02 Dirksen Nature Park-Oak 128,000 110,000 50,000 30,000 0 0 0 318,000 Savanna Restoration 92016-03 Dirksen Nature Park-Oak 6,000 88,000 0 0 0 0 0 94,000 Savanna Overlook 92016-04 Dirksen Nature Park-Nature 0 5,000 221,000 0 0 0 0 226,000 Play Areas 92016-05 Dirksen Nature Park-Forested 7,000 311,000 0 0 0 0 0 318,000 Wetland Restoration and Boardwalks 92016-06 Dirksen Nature Park- 10,000 0 0 0 0 560,000 0 570,000 Interpretive Shelter and Restroom 92016-11 Dirksen Nature Park-Site 0 0 80,000 0 0 0 0 80,000 Interpretive Elements 92017 Tree Canopy Replacement 25,000 27,000 70,000 80,000 100,000 100,000 100,000 502,000 Program 92026 Park Land Acquisition 886,000 150,000 150,000 600,000 2,000,000 0 0 3,786,000 92028 Downtown Land Acquisition 515,000 1,285,000 0 0 0 0 0 1,800,000 92034 Tigard Street Trail and Public 10,000 110,000 1,130,000 0 0 0 0 1,250,000 Space(Main St.to Tiedeman Ave. /Tigard St.) 92035 City of Tigard/Tigard-Tualatin 46,000 69,000 55,000 55,000 0 0 0 225,000 School District Park Development 92037 Damaged Tree Replacement 25,000 27,000 40,000 50,000 50,000 50,000 50,000 292,000 Program 92046 Fanno Creek Trail Connection 160,000 505,000 335,000 60,000 15,000 15,000 15,000 1,105,000 (RFFA Grant) 92051 Tiedeman Crossing/Fanno 10,000 270,000 380,000 0 0 0 0 660,000 Creek Trail 95057 Fanno Creek Trail Alignment 0 140,000 0 0 0 0 0 140,000 Study(Bonita Road to Tualatin River) 97013 Saxony Demolition and 0 505,000 45,000 0 0 0 0 550,000 Remediation Total Funded 1,860,000 3,705,000 3,034,000 1,975,000 4,415,000 3,173,000 678,000 18,840,000 PAGE 302- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 17CIP-02-River Terrace Parks Development Project Need: The River Terrace Community Plan,adopted by City Council in December 2014,recommends that a minimum of two community parks be developed in the River Terrace area. Project Description: The City purchased land just southwest of River Terrace in 2015 that is expected to provide the location for one of the community parks.This project is a place holder for design and construction of park facilities at two sites.The second site would be purchased under project#92026 Park Land Acquisition. Project Results: Two complete community parks in River Terrace. Total Project Cost:$750,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES External Expenses Project Estimate 0 0 0 0 0 0 250,000 500,000 750,000 Total External 0 0 0 0 0 0 250,000 500,000 750,000 Total Project Expense 0 0 0 0 0 0 250,000 500,000 750,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 0 0 0 0 0 250,000 500,000 750,000 Total Revenue Funding 0 0 0 0 0 0 250,000 500,000 750,000 Total Revenues 0 0 0 0 0 0 250,000 500,000 750,000 17CIP-03-Parks Master Plan Update Project Need:The current Parks Master Plan was completed in 2009 and is due for updating in 2019.The plan is critical to identify, prioritize,and guide parks development across the city through 2030.The plan is also critical to respond to the recreational needs of an expanding urban growth boundary. Project Description:Parks Master Plan Update will include a public input process and gathering of information from key stakeholders. A consultant working with city staff will facilitate and develop a plan for parks that will identify and guide parks infrastructure development and redevelopment needs.The plan will focus on existing and developing areas of Tigard such as River Terrace and Tigard Triangle. Project Results: A planning level document to guide future decisions on park acquisitions,development,and fiscal impacts for 2020 through approximately 2030. Total Project Cost:$100,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES External Expenses Project Estimate 0 0 0 0 100,000 0 0 0 100,000 Total External 0 0 0 0 100,000 0 0 0 100,000 Total Project Expense 0 0 0 0 100,000 0 0 0 100,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 0 0 0 100,000 0 0 0 100,000 Total Revenue Funding 0 0 0 0 100,000 0 0 0 100,000 Total Revenues 0 0 0 0 100,000 0 0 0 100,000 CAPITAL IMPROVEMENT PLAN-PAGE 303 CAPITAL IMPROVEMENT PLAN - PARKS 17CIP-17-Fanno Creek Trail Design and Construction(Bonita Road-Tualatin River) Project Need:Complete the Fanno Creek Trail. Project Description:Design,permit and build this remaining section of the Fanno Creek Trail from Bonita Road to the Tualatin River. Project Result Completed trail system within the City of Tigard.This project supports the vision statement in the City of Tigard's Strategic Plan:"...the most walkable community in the Pacific Northwest..." Project Funding:It is anticipated that the majority of the funding for this project will come from grants. Total Project Cost:$5,500,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 0 0 0 100,000 150,000 100,000 0 350,000 Total Internal 0 0 0 0 100,000 150,000 100,000 0 350,000 External Expenses Project Estimate 0 0 0 0 900,000 2,100,000 2,080,000 0 5,080,000 Environmental Permit 0 0 0 0 0 0 18,000 13,000 31,000 Compliance Total External 0 0 0 0 900,000 2,100,000 2,098,000 13,000 5,111,000 Total Project Expense 0 0 0 0 1,000,000 2,250,000 2,198,000 13,000 5,461,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 0 0 0 130,000 300,000 300,000 13,000 743,000 Total Revenue Funding 0 0 0 0 130,000 300,000 300,000 13,000 743,000 Other Revenue Source Other 0 0 0 0 870,000 1,950,000 1,898,000 0 4,718,000 Total Other Revenue 0 0 0 0 870,000 1,950,000 1,898,000 0 4,718,000 Total Revenues 0 0 0 0 1,000,000 2,250,000 2,198,000 13,000 5,461,000 PAGE 304- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 17CIP-26-Bull Mountain Park Trail Project Need:Pedestrian access connecting two roads through a neighborhood park and providing access to the amenities that the Friends of Bull Mountain Park are building. Project Description: Design and construction of a paved ADA accessible trail through Bull Mountain Park from Woodshire Lane to Alpine Crest Way.This will include necessary stormwater management features. Project Results: Paved trail connection through the park. This project supports the vision statement in the City of Tigard's Strategic Plan:"...the most walkable community in the Pacific Northwest..."It helps serve as a match for the Friends of Bull Mountain Park Nature in Neighborhood Grant from Metro. Total Project Cost:$100,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 10,000 15,000 0 0 0 0 0 25,000 Total Internal 0 10,000 15,000 0 0 0 0 0 25,000 External Expenses Design and Engineering 0 10,000 0 0 0 0 0 0 10,000 Construction 0 0 50,000 0 0 0 0 0 50,000 Contingency 0 0 15,000 0 0 0 0 0 15,000 Total External 0 10,000 65,000 0 0 0 0 0 75,000 Total Project Expense 0 20,000 80,000 0 0 0 0 0 100,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 20,000 80,000 0 0 0 0 0 100,000 Total Revenue Funding 0 20,000 80,000 0 0 0 0 0 100,000 Total Revenues 0 20,000 80,000 0 0 0 0 0 100,000 CAPITAL IMPROVEMENT PLAN-PAGE 305 CAPITAL IMPROVEMENT PLAN - PARKS 92013-Fanno Creek Remeander(City/CWS) Project Need:Clean Water Services(CWS)has proposed a historic stream remeander restoration for a section of Fanno Creek near Ash Avenue. Project Description:This joint project with CWS will result in lengthening the stream channel which is recommended in order to lower or eliminate the rate of incision or erosion by decreasing the steepness/slope of the stream bed.This will require the removal and replacement of the Ash Avenue Pedestrian Bridge,replacing it with one designed for better flood passage.The project also includes reconstructing a segment of the Fanno Creek Trail providing for an upgraded trail that is not subject to failures due to creek bank erosion. Project Results:The project will aid in the effort to restore the water quality of Fanno Creek and provides new bridge and trail sections. This project supports the vision statement in the City of Tigard's Strategic Plan:"...the most walkable community in the Pacific Northwest..." Project Funding:This is a part of Segment 2 from the Fanno Creek Trail Construction CIP#92046.This portion of the project to do the remeander with Clean Water Services is not grant eligible and is funded by city sources.This is a$1.4M project that will be partially funded by Clean Water Services.Tigard must spend a minimum of$430,180 per Memorandum of Understanding with Metro due to spending previous trail funds from Metro on a street project. Total Project Cost:$1,400,000 City of Tigard Project Cost:$513,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 40,203 12,000 23,000 15,000 0 0 0 0 90,203 Total Internal 40,203 12,000 23,000 15,000 0 0 0 0 90,203 External Expenses Design and Engineering 25,573 0 0 55,000 0 0 0 0 80,573 Construction 0 0 0 334,000 0 0 0 0 334,000 Contingency 0 0 0 74,000 0 0 0 0 74,000 Total External 25,573 0 0 463,000 0 0 0 0 488,573 Total Project Expense 65,776 12,000 23,000 478,000 0 0 0 0 578,776 REVENUES Revenue Funding Source 420-Parks Capital Fund 0 0 0 336,628 0 0 0 0 336,628 425-Parks SDC Fund 65,776 12,000 23,000 141,372 0 0 0 0 242,148 Total Revenue Funding 65,776 12,000 23,000 478,000 0 0 0 0 578,776 Total Revenues 65,776 12,000 23,000 478,000 0 0 0 0 578,776 PAGE 306 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 92016-02-Dirksen Nature Park-Oak Savanna Restoration Project Description:Nine acres of Dirksen Nature Park houses remnant Oregon white oak populations. This area is being restored back to a native oak savanna to be used for education and enjoyment by the public. The project has commenced and restoration will continue through FY2019. Restoration includes removal of non-native trees,shrubs,and grasses;planting and establishment of native grasses and wildflowers;planting of additional oak trees;and planting of a native shrub hedge around the savanna to control the influx of non-native seeds. A walking trail through the savanna will be lined with rustic buck and pole fencing made from trees taken down as part of the restoration.Approximately 85%of the oak savanna is a large wetland that receives water from the surrounding neighborhood. Restoration of this savanna will improve stormwater quality in the area. Total Project Cost:$318,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 12,000 10,000 10,000 10,000 0 0 0 42,000 Total Internal 0 12,000 10,000 10,000 10,000 0 0 0 42,000 External Expenses Project Estimate 0 116,000 100,000 40,000 20,000 0 0 0 276,000 Total External 0 116,000 100,000 40,000 20,000 0 0 0 276,000 Total Project Expense 0 128,000 110,000 50,000 30,000 0 0 0 318,000 REVENUES Revenue Funding Source 260-Urban Forestry Fund 0 100,000 96,000 40,000 20,000 0 0 0 256,000 510-Stormwater Fund 0 12,000 10,000 10,000 10,000 0 0 0 42,000 530-Water Fund 0 0 4,000 0 0 0 0 0 4,000 Total Revenue Funding 0 112,000 110,000 50,000 30,000 0 0 0 302,000 Other Revenue Source Department of 0 16,000 0 0 0 0 0 0 16,000 Environmental Quality Total Other Revenue 0 16,000 0 0 0 0 0 0 16,000 Total Revenues 0 128,000 110,000 50,000 30,000 0 0 0 318,000 CAPITAL IMPROVEMENT PLAN-PAGE 307 CAPITAL IMPROVEMENT PLAN - PARKS 92016-03-Dirksen Nature Park-Oak Savanna Overlook Project Description: Installation of a hard surface overlook at a high point in the Oak Savanna will provide park users an area to experience and view the newly-restored savanna.The overlook will include a walkway and will incorporate a stone veneer seat wall and basalt columns laid sideways to discourage entry into the savanna thus encouraging users to enjoy the resource without disrupting or impacting the health of the wetland.Brass replicas of plants,insects and animals that live in an oak savanna will be embedded into the paving of the overlook. Project Funding:A portion of this project is funded through a Metro Nature in Neighborhood Grant Total Project Cost:$94,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 6,000 15,000 0 0 0 0 0 21,000 Total Internal 0 6,000 15,000 0 0 0 0 0 21,000 External Expenses Construction 0 0 64,000 0 0 0 0 0 64,000 Contingency 0 0 9,000 0 0 0 0 0 9,000 Total External 0 0 73,000 0 0 0 0 0 73,000 Total Project Expense 0 6,000 88,000 0 0 0 0 0 94,000 REVENUES Revenue Funding Source 510-Stormwater Fund 0 6,000 15,000 0 0 0 0 0 21,000 Total Revenue Funding 0 6,000 15,000 0 0 0 0 0 21,000 Other Revenue Source Department of 0 0 33,000 0 0 0 0 0 33,000 Environmental Quality Nature in Neighborhoods 0 0 40,000 0 0 0 0 0 40,000 Total Other Revenue 0 0 73,000 0 0 0 0 0 73,000 Total Revenues 0 6,000 88,000 0 0 0 0 0 94,000 PAGE 308 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 92016-04-Dirksen Nature Park-Nature Play Areas Project Description: This project will construct two play areas designed to provide park users with the opportunities to climb,run, jump and build with rocks,logs and other natural features. One area will be designed for toddlers and younger children while the other will provide more challenging natural play elements.The play areas will be sited on the outer edge of the park's mowed playfield bordering a forest. They will be covered in bark chips and adjacent to the future restroom/interpretive shelter. Project Funding:A portion of this project is funded through a Metro Nature in Neighborhood Grant. Total Project Cost:$226,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 0 5,000 10,000 0 0 0 0 15,000 Total Internal 0 0 5,000 10,000 0 0 0 0 15,000 External Expenses Construction 0 0 0 176,000 0 0 0 0 176,000 Contingency 0 0 0 35,000 0 0 0 0 35,000 Total External 0 0 0 211,000 0 0 0 0 211,000 Total Project Expense 0 0 5,000 221,000 0 0 0 0 226,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 0 0 90,000 0 0 0 0 90,000 S10-Stormwater Fund 0 0 5,000 10,000 0 0 0 0 15,000 Total Revenue Funding 0 0 5,000 100,000 0 0 0 0 105,000 Other Revenue Source Nature in Neighborhoods 0 0 0 121,000 0 0 0 0 121,000 Total Other Revenue 0 0 0 121,000 0 0 0 0 121,000 Total Revenues 0 0 5,000 221,000 0 0 0 0 226,000 CAPITAL IMPROVEMENT PLAN-PAGE 309 CAPITAL IMPROVEMENT PLAN - PARKS 92016-05-Dirksen Nature Park-Forested Restoration and Boardwalks Project Description: A forested wetland is located in the center of Dirksen Nature Park. The health of the wetland is threatened by numerous demand trails and the presence of non-native plants. The project will restore and protect the wetland by removing non-native vegetation and abandoning old demand trails,replanting with native emergent vegetation and establishing a new trail and elevated boardwalk. The boardwalk will allow park users an up close and personal look at this watery and unusual wetland.A second boardwalk will be constructed at the existing Fanno Creek Trail and will allow park users an elevated view of the Fanno Creek floodplain. Willow will be trained along the sides of the boardwalk to provide blinds for bird watching. Project Funding:A portion of this project is funded through a Metro Nature in Neighborhood Grant. Total Project Cost:$318,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 7,000 15,000 0 0 0 0 0 22,000 Total Internal 0 7,000 15,000 0 0 0 0 0 22,000 External Expenses Construction 0 0 246,000 0 0 0 0 0 246,000 Contingency 0 0 50,000 0 0 0 0 0 50,000 Total External 0 0 296,000 0 0 0 0 0 296,000 Total Project Expense 0 7,000 311,000 0 0 0 0 0 318,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 0 67,000 0 0 0 0 0 67,000 510-Stormwater Fund 0 7,000 15,000 0 0 0 0 0 22,000 Total Revenue Funding 0 7,000 82,000 0 0 0 0 0 89,000 Other Revenue Source Nature in Neighborhoods 0 0 229,000 0 0 0 0 0 229,000 Total Other Revenue 0 0 229,000 0 0 0 0 0 229,000 Total Revenues 0 7,000 311,000 0 0 0 0 0 318,000 PAGE 310- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 92016-06-Dirksen Nature Park-Interpretive Shelter and Restroom Project Description:Tigard working with Tualatin Riverkeepers hosts 2,000 student visitors per year to Dirksen Nature Park. The park is currently served by a single stall portable plastic restroom and offers no covered picnic or learning areas. The project will construct a covered interpretive shelter with attached restrooms adjacent to the nature play area. It will incorporate a hard-surfaced pathway to the Fanno Creek trail,benches,picnic tables,a covered awning,and all required site utilities. This facility will be designed to accommodate undercover outdoor learning and picnicking and provide a needed gathering area for the park and the adjacent Fanno Creek Trail. Project Funding:The city will be pursuing a State Parks grant to fund the project Total Project Cost:$570,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 10,000 0 0 0 0 30,000 0 40,000 Total Internal 0 10,000 0 0 0 0 30,000 0 40,000 External Expenses Project Estimate 0 0 0 0 0 0 530,000 0 530,000 Total External 0 0 0 0 0 0 530,000 0 530,000 Total Project Expense 0 10,000 0 0 0 0 560,000 0 570,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 10,000 0 0 0 0 0 0 10,000 Total Revenue Funding 0 10,000 0 0 0 0 0 0 10,000 Other Revenue Source Other 0 0 0 0 0 0 560,000 0 560,000 Total Other Revenue 0 0 0 0 0 0 560,000 0 560,000 Total Revenues 0 10,000 0 0 0 0 560,000 0 570,000 CAPITAL IMPROVEMENT PLAN-PAGE 311 CAPITAL IMPROVEMENT PLAN - PARKS 92016-11-Dirksen Nature Park-Site Interpretive Elements Project Description:This project will develop a plan for interpretation and wayfinding at Dirksen Nature Park.Park stakeholders including but not limited to city parks staff,Tualatin Riverkeeper education staff,Fowler Middle School staff and students,and Community Partners for Affordable Housing will work with a consultant to brainstorm and identify needed interpretation at the park. Interpretive and wayfinding elements will include signage,artwork,and experential elements.These elements will be designed to develop a signature look and identity for the park.The plan will be used as a tool to pursue future grant funding and to solicit corporate and private donations to fund site interpretation. Total Project Cost:$80,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 0 0 5,000 0 0 0 0 5,000 Total Internal 0 0 0 5,000 0 0 0 0 5,000 External Expenses Project Estimate 0 0 0 75,000 0 0 0 0 75,000 Total External 0 0 0 75,000 0 0 0 0 75,000 Total Project Expense 0 0 0 80,000 0 0 0 0 80,000 REVENUES Revenue Funding Source 425-Parks SDC Fund 0 0 0 80,000 0 0 0 0 80,000 Total Revenue Funding 0 0 0 80,000 0 0 0 0 80,000 Total Revenues 0 0 0 80,000 0 0 0 0 80,000 PAGE 312- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 92017-Tree Canopy Replacement Program Project Need:Replacing lost tree canopy along stream corridors,school grounds,streets or other locations where canopy replacement is needed. Project Description:The Canopy Replacement Program is funded by developers who remove trees but are unable to meet tree replacement standards or requirements.Tigard residents may request free tree(s)via the Free Street Tree Program,which is part of the Tree Canopy Replacement Program. Throughout the fall and winter,the city will deliver and plant these trees.In the spring,after completion of the program,the city will pursue planting opportunities in other areas.These funds can also be used to maintain prior plantings during the establishment period when additional care is needed. Project Results:Maintaining a balance in the number of trees removed during development and improving the quality/quantity of trees in neighborhoods and other suitable areas. Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES External Expenses Construction 0 25,000 27,000 70,000 80,000 100,000 100,000 100,000 502,000 Total External 0 25,000 27,000 70,000 80,000 100,000 100,000 100,000 502,000 Total Project Expense 0 25,000 27,000 70,000 80,000 100,000 100,000 100,000 502,000 REVENUES Revenue Funding Source 260-Urban Forestry Fund 0 25,000 27,000 70,000 80,000 100,000 100,000 100,000 502,000 Total Revenue Funding 0 25,000 27,000 70,000 80,000 100,000 100,000 100,000 502,000 Total Revenues 0 25,000 27,000 70,000 80,000 100,000 100,000 100,000 502,000 CAPITAL IMPROVEMENT PLAN-PAGE 313 CAPITAL IMPROVEMENT PLAN - PARKS 92026-Park Land Acquisition Project Need:Identify and acquire park land. Project Description:Funding is to purchase new park land including the purchase of two community parks in River Terrace. Project Results:Additional park land.Parks and properties that have been purchased as a result of the bond include:Summer Creek#1 and#2(Dirksen Nature Park),Potso,Sunrise,Bull Mountain,Fields,Eiswerth,Bagan,Steve Street and Lasich. Project Funding:Once the Park Bond Funds are expended,funding will come from Parks SDCs and other funding sources. Total Project Cost: $4,046,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 0 0 0 0 0 0 0 0 Total Internal 0 0 0 0 0 0 0 0 0 External Expenses Land/Right of Way 260,000 886,000 150,000 150,000 600,000 2,000,000 0 0 4,046,000 Acquisition Total External 260,000 886,000 150,000 150,000 600,000 2,000,000 0 0 4,046,000 Total Project Expense 260,000 886,000 150,000 150,000 600,000 2,000,000 0 0 4,046,000 REVENUES Revenue Funding Source 421-Parks Bond Fund 260,000 551,000 0 0 0 0 0 0 811,000 425-Parks SDC Fund 0 335,000 150,000 150,000 600,000 2,000,000 0 0 3,235,000 Total Revenue Funding 260,000 886,000 150,000 150,000 600,000 2,000,000 0 0 4,046,000 Total Revenues 260,000 886,000 150,000 150,000 600,000 2,000,000 0 0 4,046,000 PAGE 314- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 92028-Downtown Land Acquisition Project Need:Purchase park sites within the downtown Tigard area. Project Description:Purchase park sites within the downtown Tigard area. Part of the$17,000,000 Parks Bond was set aside to purchase and develop property for parks within the downtown area. Project Results:Property which will be developed for park purposes in downtown Tigard. Total Project Cost: $1,802,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES External Expenses Land/Right of Way 2,000 515,000 1,285,000 0 0 0 0 0 1,802,000 Acquisition Total External 2,000 515,000 1,285,000 0 0 0 0 0 1,802,000 Total Project Expense 2,000 515,000 1,285,000 0 0 0 0 0 1,802,000 REVENUES Revenue Funding Source 420-Parks Capital Fund 0 46,000 0 0 0 0 0 0 46,000 421-Parks Bond Fund 2,000 469,000 1,285,000 0 0 0 0 0 1,756,000 Total Revenue Funding 2,000 515,000 1,285,000 0 0 0 0 0 1,802,000 Total Revenues 2,000 515,000 1,285,000 0 0 0 0 0 1,802,000 CAPITAL IMPROVEMENT PLAN-PAGE 315 CAPITAL IMPROVEMENT PLAN - PARKS 92034-Tigard Street Trail and Public Space(Main St.to Tiedeman Ave./Tigard St.) Project Need:Repurpose an existing and inactive rail corridor to a beneficial multi-modal public use. Project Description:The city has signed a lease for the use of the inactive railroad corridor from Tiedeman Avenue to Main Street.If the city receives a grant,this project will create a bike/pedestrian path and amenities including fencing,lighting,landscaping and a public plaza area.This project is related to a FY2016 Lighter Quicker Cheaper project which used porous paving material to create a pathway in advance of the full project. Project Results:Improved pedestrian and cycle access to downtown Tigard,the Tigard Transit Center,the Fanno Creek and Summer Creek Trails and Dirksen Nature Park.This project supports the vision statement in the City of Tigard's Strategic Plan:"...the most walkable community in the Pacific Northwest..." Project Funding:The city applied for a Connect Oregon VI Grant which would fund the majority of the project,supplemented by a match from Washington County and city match from Parks SDC and Urban Renewal Funds. Total Project Cost:$1,292,000 City of Tigard Project Cost:$352,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 2,765 10,000 50,000 30,000 0 0 0 0 92,765 Total Internal 2,765 10,000 50,000 30,000 0 0 0 0 92,765 External Expenses Public Involvement 0 0 5,000 0 0 0 0 0 5,000 Design and Engineering 39,049 0 55,000 20,000 0 0 0 0 114,049 Construction 0 0 0 935,000 0 0 0 0 935,000 Contingency 0 0 0 145,000 0 0 0 0 145,000 Total External 39,049 0 60,000 1,100,000 0 0 0 0 1,199,049 Total Project Expense 41,814 10,000 110,000 1,130,000 0 0 0 0 1,291,814 REVENUES Revenue Funding Source 100-General Fund 0 0 0 0 0 0 0 0 0 421-Parks Bond Fund 41,814 0 0 0 0 0 0 0 41,814 425-Parks SDC Fund 0 10,000 110,000 40,000 0 0 0 0 160,000 Total Revenue Funding 41,814 10,000 110,000 40,000 0 0 0 0 201,814 Other Revenue Source Connect Oregon VI 0 0 0 700,000 0 0 0 0 700,000 Urban Renewal Capital 0 0 0 150,000 0 0 0 0 150,000 Improvement Washington County 0 0 0 240,000 0 0 0 0 240,000 MSTIP Total Other Revenue 0 0 0 1,090,000 0 0 0 0 1,090,000 Total Revenues 41,814 10,000 110,000 1,130,000 0 0 0 0 1,291,814 PAGE 316- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 92035-City of Tigard/Tigard-Tualatin School District Park Development Project Need:The Tigard Tualatin School District has land that could be developed for shared park uses.For example,the Metzger area is short on park amenities.The Tigard Park System Master Plan recommends that the city fund the needed improvements to the field at Metzger SchooL In addition,once the improvements are completed,the park will be used by the public when not in use by the school district. Project Description: This project provides funding for a partnership between the city and the Tigard-Tualatin School District. The project supports an IGA between the school district and the City of Tigard for public use of school property. The field area north of Metzger School is the first site targeted for field and picnic improvements in an area that can use more park amenities.More school partnering projects may be targeted in the future. Project Results:Increased park amenities. Total Project Cost: $225,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES External Expenses Project Estimate 0 46,000 69,000 55,000 55,000 0 0 0 225,000 Total External 0 46,000 69,000 55,000 55,000 0 0 0 225,000 Total Project Expense 0 46,000 69,000 55,000 55,000 0 0 0 225,000 REVENUES Revenue Funding Source 421-Parks Bond Fund 0 46,000 0 0 0 0 0 0 46,000 425-Parks SDC Fund 0 0 69,000 55,000 55,000 0 0 0 179,000 Total Revenue Funding 0 46,000 69,000 55,000 55,000 0 0 0 225,000 Total Revenues 0 46,000 69,000 55,000 55,000 0 0 0 225,000 92037-Damaged Tree Replacement Program Project Need:Replacement for large trees lost due to damage,disease and other circumstances. This also plants trees in areas where it is determined that there is a need for new trees. Project Description:This project plants replacement trees for large trees lost due to damage,disease and other circumstances.Large trees are planted citywide where additional tree canopy is needed. Project Results:Increased quality and quantity of large trees and tree canopy. Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES External Expenses Construction 0 25,000 27,000 40,000 50,000 50,000 50,000 50,000 292,000 Total External 0 25,000 27,000 40,000 50,000 50,000 50,000 50,000 292,000 Total Project Expense 0 25,000 27,000 40,000 50,000 50,000 50,000 50,000 292,000 REVENUES Revenue Funding Source 260-Urban Forestry Fund 0 25,000 27,000 40,000 50,000 50,000 50,000 50,000 292,000 Total Revenue Funding 0 25,000 27,000 40,000 50,000 50,000 50,000 50,000 292,000 Total Revenues 0 25,000 27,000 40,000 50,000 50,000 50,000 50,000 292,000 CAPITAL IMPROVEMENT PLAN-PAGE 317 CAPITAL IMPROVEMENT PLAN - PARKS 92046-Farina Creek Trail Connection(RFFA Grant) Project Need:Construct segments of the Fanno Creek Trail. Project Description:This project constructs four segments of the Fanno Creek Trail.Segment 1 -Grant Avenue to Woodard Park, Segment 2-Ash Avenue to Hall Boulevard,Segment 3-City Library to Bonita Road,Segment 4-85th Avenue(south of Durham Road) to the Tualatin River.There is a separate CIP(#92013-The Fanno Creek Remeander)which will realign the trail from Main Street to Ash Avenue. Project Results:All segments of the Fanno Creek Trail within Tigard will be complete except for the segment from Bonita Road to the Tualatin River.This project supports the vision statement in the City of Tigard's Strategic Plan:"The most walkable community m the Pacific Northwest..." Project Funding:The Regional Flexible Funds(RFFA)grant federal dollars that will requite coordination with Metro and Oregon Department of Transportation.Minimum city matching contribution is$500,000,total project cost includes$4,350,000 RFFA grant and reflects anticipated additional cost for the complete project. Total Project Cost:$5,357,000 City of Tigard Project Cost: $1,006,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 6,342 60,000 120,000 80,000 30,000 0 0 0 296,342 Total Internal 6,342 60,000 120,000 80,000 30,000 0 0 0 296,342 External Expenses Land/Right of Way 0 0 150,000 0 0 0 0 0 150,000 Acquisition Design and Engineering 0 100,000 235,000 0 0 0 0 0 335,000 Project Estimate 0 0 0 255,000 0 0 0 0 255,000 Environmental Permit 0 0 0 0 30,000 15,000 15,000 15,000 75,000 Compliance Total External 0 100,000 385,000 255,000 30,000 15,000 15,000 15,000 815,000 Total Project Expense 6,342 160,000 505,000 335,000 60,000 15,000 15,000 15,000 1,111,342 REVENUES Revenue Funding Source 425-Parks SDC Fund 6,342 160,000 505,000 335,000 60,000 15,000 15,000 15,000 1,111,342 Total Revenue Funding 6,342 160,000 505,000 335,000 60,000 15,000 15,000 15,000 1,111,342 Total Revenues 6,342 160,000 505,000 335,000 60,000 15,000 15,000 15,000 1,111,342 PAGE 318- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 92051-Tiedeman Crossing/Fanno Creek Trail Project Need:The Fanno Creek trail near Tiedeman Avenue has gaps creating safety issues,including a dangerous connection to the Tiedeman Avenue sidewalk. Project Description: With the Open Spaces Bond Measure,Metro is funding the design and construction of the Tiedeman Connection gap in the Fanno Creek Trail.The project will realign the trail near Tiedeman Avenue to address safety issues.Construction will include a new pedestrian bridge over Fanno Creek. Project Results: A safer and complete trail connection. Project Funding:Metro is funding the entire cost. Total Project Cost:$660,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 10,000 40,000 20,000 0 0 0 0 70,000 Total Internal 0 10,000 40,000 20,000 0 0 0 0 70,000 External Expenses Design and Engineering 0 0 200,000 0 0 0 0 0 200,000 Construction 0 0 0 300,000 0 0 0 0 300,000 Environmental Permit 0 0 20,000 0 0 0 0 0 20,000 Compliance Contingency 0 0 10,000 60,000 0 0 0 0 70,000 Total External 0 0 230,000 360,000 0 0 0 0 590,000 Total Project Expense 0 10,000 270,000 380,000 0 0 0 0 660,000 REVENUES Other Revenue Source Metro Greenspace 0 10,000 270,000 380,000 0 0 0 0 660,000 Total Other Revenue 0 10,000 270,000 380,000 0 0 0 0 660,000 Total Revenues 0 10,000 270,000 380,000 0 0 0 0 660,000 CAPITAL IMPROVEMENT PLAN-PAGE 319 CAPITAL IMPROVEMENT PLAN - PARKS 95057-Fanno Creek Trail Alignment Study(Bonita Road to Tualatin River) Project Need: This section of Fanno Creek Trail was originally envisioned as an on-street trail alignment on SW 74th Avenue. Subsequent review suggests that the constrained nature of the 74th Avenue right-of-way and adjacent properties will not readily accommodate widening for a trail. Project Description: This study will involve local stakeholders and other partners in evaluating alternate alignment options along Fanno Creek and include development of a conceptual recommended trail alignment. Project Results:This will provide the materials necessary for applying for potential grant funding for design and construction. Total Project Cost:$140,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 0 40,000 0 0 0 0 0 40,000 Total Internal 0 0 40,000 0 0 0 0 0 40,000 External Expenses Design and Engineering 0 0 100,000 0 0 0 0 0 100,000 Total External 0 0 100,000 0 0 0 0 0 100,000 Total Project Expense 0 0 140,000 0 0 0 0 0 140,000 REVENUES Revenue Funding Source 415-Transportation SDC 0 0 140,000 0 0 0 0 0 140,000 Fund Total Revenue Funding 0 0 140,000 0 0 0 0 0 140,000 Total Revenues 0 0 140,000 0 0 0 0 0 140,000 PAGE 320 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - PARKS 97013-Saxony Demolition and Remediation Project Need: Redevelopment of site is needed to revitalize downtown properties. Project Description: Demolition and redevelopment of the Saxony-Pacific properties on Main Street into a combination of public space and private development which would include commercial and residential or office spaces.The redevelopment will include the environmental clean-up of the site. Project Results:Revitalization of downtown with high-quality development and the creation of additional public space areas. Project Funding:Project costs reflected are for demolition and remediation only;property purchase,architectural site planning and site monitoring are not included. Total Project Cost: $550,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 0 35,000 5,000 0 0 0 0 40,000 Total Internal 0 0 35,000 5,000 0 0 0 0 40,000 External Expenses Design and Engineering 0 0 35,000 40,000 0 0 0 0 75,000 Construction 0 0 380,000 0 0 0 0 0 380,000 Contingency 0 0 55,000 0 0 0 0 0 55,000 Total External 0 0 470,000 40,000 0 0 0 0 510,000 Total Project Expense 0 0 505,000 45,000 0 0 0 0 550,000 REVENUES Revenue Funding Source 940-Urban Renewal 0 0 505,000 45,000 0 0 0 0 550,000 Capital Improvements Total Revenue Funding 0 0 505,000 45,000 0 0 0 0 550,000 Total Revenues 0 0 505,000 45,000 0 0 0 0 550,000 CAPITAL IMPROVEMENT PLAN-PAGE 321 CAPITAL IMPROVEMENT PLAN - WATER i Projects 17CIP-27,96003,96008,96024,96028,96031 and 96034 are city wide. I GARDEN HOME RD Project 96018 is the Lake Oswego/Tigard Water Partneship projects. I ,c.O / a SROCKMAN ST V — — G o NZ C e�40 — ;L�. sY M = Greenway 7 W /!RRD f F- Park M /., LI vt 1r a v 2 i n -- ERRRD - 1 1 W _ J 5 —/ 'Jlesse S\ 946 ' CilD°s I Pork Crescent ' Grove ' W —. Cemetery R X51 •Ir- ,,I� 7 94` WALNUT SI �‘Ai'. 1,`ry,,,,, i �, .-© s _.I A— I _ -I ._ ff I.. i D 4'' ;._ L - 7.' � �, I- - -I Fanrza Creek - I Park LI � I= 1MIN 96040 I . r I ' I, 1 --IuROE ST MCDONALO sT I I W ❑ a — I '. - L M=UNTAIN Rt1 ^ BONITA RD ZJT_ r �_.. ,. 8 I _, z 1, ce mor 1 1_ I w a 46010 96047 1 j 11 �o' o ti 96030 — 1 Ire V I -- _- -- pP _ 96033 OI S ND RD I- BEEF — DURHAM RD — 1 m � 1 �o 3 - A . I d rtY. --,S h. w — v, w Q cook O - Pork 0 I m 7 �to a _ a TUALATIN RD lig O 44 .NES FES D 40 NYAFRG Sr ,�— , -.�j Tt�AR°OAPs BE TJO' PORT! --D `thewaT,4-_,(i JINE Q The City of Tigard N Ern — 'rte- fp041,1rProject Locations r jbp— s� Tigard City Limits TUA•L- o o )54\k 1 Miles City of Tigard Recommended Capital Improvement Plan FY 2017-22 PAGE 322- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - WATER 'i ID Projected Projct No. Project Name 2016 2017 2018 2019 2020 2021 2022 Total 17CIP-27 Water Master Plan/SDC Study 0 0 250,000 0 0 0 0 250,000 17CIP-32 Canterbury Pump Station 0 350,000 0 0 0 0 0 350,000 96003 Water Meter Replacement 200,000 200,000 200,000 200,000 200,000 200,000 200,000 1,400,000 Program 96008 Water Main Line Oversizing 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,050,000 Program 96010 Aquifer Storage&Recovery Well 0 0 0 453,000 3,650,000 0 0 4,103,000 #3 96018 Lake Oswego/Tigard Water 33,550,323 7,570,000 0 0 0 0 0 41,120,323 Partnership 96024 Waterline Replacement Program 142,000 140,000 140,000 140,000 140,000 140,000 140,000 982,000 96028 Fire Hydrant Replacement 100,000 100,000 100,000 100,000 100,000 100,000 100,000 700,000 Program 96030 Bull Mountain Road Water 0 0 0 0 0 630,000 7,476,000 8,106,000 Pipeline 96031 Fire Flow Improvement Program 90,000 90,000 90,000 90,000 90,000 90,000 90,000 630,000 96033 Well Abandonment(Tigard High 0 185,000 0 0 0 0 0 185,000 School) 96034 New Water Source Systemwide 193,000 164,000 139,000 139,000 0 0 0 635,000 Improvements Program 96040 Cach Reservoir and Pump Station 70,000 1,080,000 9,240,000 2,714,000 1,500 1,500 1,500 13,108,500 Design 96044 Aquifer Storage&Recovery Well 0 0 0 0 340,000 0 0 340,000 #2 Electrical Rehabilitation 96046 Red Rock Creek Waterline 50,000 354,000 63,000 0 0 0 0 467,000 Relocation Total Funded 34,545,323 10,383,000 10,372,000 3,986,000 4,671,500 1,311,500 8,157,500 73,426,823 CAPITAL IMPROVEMENT PLAN-PAGE 323 CAPITAL IMPROVEMENT PLAN - WATER 17CIP-27-Water Master Plan/SDC Study Project Need:The city conducts water master planning every five to seven years.The current Water Master Plan was adopted in May 2010,with a minor addendum in 2014 to include River Terrace development. Project Description: Review of current Water Master Plan;evaluation of water supply requirements necessary to operate the water distribution system based on the Lake Oswego/Tigard Water supply system;and identify recommendations and cost estimates for projects related to deficiencies or required enhancements for municipal supply and fire protection.The master plan will identify needed improvements to the water supply system for the next 20 years.From this 20-year water master planning,the capital improvement plan list provides information to update the water system development charges methodology. Project Results:Comprehensive Water Master Plan;20-year capital improvement plan list;cost estimates,and SDC study. Total Project Cost:$250,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 0 0 25,000 0 0 0 0 25,000 Total Internal 0 0 0 25,000 0 0 0 0 25,000 External Expenses Project Estimate 0 0 0 225,000 0 0 0 0 225,000 Total External 0 0 0 225,000 0 0 0 0 225,000 Total Project Expense 0 0 0 250,000 0 0 0 0 250,000 REVENUES Revenue Funding Source 530-Water Fund 0 0 0 200,000 0 0 0 0 200,000 531-Water SDC Fund 0 0 0 50,000 0 0 0 0 50,000 Total Revenue Funding 0 0 0 250,000 0 0 0 0 250,000 Total Revenues 0 0 0 250,000 0 0 0 0 250,000 PAGE 324- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - WATER 17CIP-32-Canterbury Pump Station Project Need:The existing booster pump station is at the end of its service life and in need of repair.This project will enhance the pumping capacity for firefighting needs in the local distribution zone.Long-term the Bull Mountain Road Water Pipeline project CIP# 96030 will permanently resolve the firefighting capacity deficiencies. Project Description: This project will rehabilitate the existing pumps and electrical components.This will extend the life of the existing pump station until the Bull Mountain Road Water Pipeline is constructed. Project Results:Extends the life of the existing pump station. Total Project Costs:$350,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 0 50,000 0 0 0 0 0 50,000 Total Internal 0 0 50,000 0 0 0 0 0 50,000 External Expenses Design and Engineering 0 0 25,000 0 0 0 0 0 25,000 Construction 0 0 250,000 0 0 0 0 0 250,000 Contingency 0 0 25,000 0 0 0 0 0 25,000 Total External 0 0 300,000 0 0 0 0 0 300,000 Total Project Expense 0 0 350,000 0 0 0 0 0 350,000 REVENUES Revenue Funding Source 530-Water Fund 0 0 350,000 0 0 0 0 0 350,000 Total Revenue Funding 0 0 350,000 0 0 0 0 0 350,000 Total Revenues 0 0 350,000 0 0 0 0 0 350,000 CAPITAL IMPROVEMENT PLAN-PAGE 325 CAPITAL IMPROVEMENT PLAN - WATER 96003-Water Meter Replacement Program Project Need:Water meters that are defective or at the end of their service life need replacement. Project Description:As required,meters are purchased and replaced by Public Works crews. Project Results:Newer meters more accurately measure the volume of water consumed and require less maintenance. Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES External Expenses Construction 0 200,000 200,000 200,000 200,000 200,000 200,000 200,000 1,400,000 Total External 0 200,000 200,000 200,000 200,000 200,000 200,000 200,000 1,400,000 Total Project Expense 0 200,000 200,000 200,000 200,000 200,000 200,000 200,000 1,400,000 REVENUES Revenue Funding Source 530-Water Fund 0 200,000 200,000 200,000 200,000 200,000 200,000 200,000 1,400,000 Total Revenue Funding 0 200,000 200,000 200,000 200,000 200,000 200,000 200,000 1,400,000 Total Revenues 0 200,000 200,000 200,000 200,000 200,000 200,000 200,000 1,400,000 PAGE 326 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - WATER 96008-Water Main Line Oversizing Program Project Need:Upsize water distribution waterlines. Project Description:Waterlines that are in need of upsizing are identified in the city's Water System Master Plan.The city may elect to upsize water transmission lines that are greater than 12 inches in diameter in conjunction with ongoing development. Project Results:More efficient water flow,decreased water age,increased water quality and fire flow availability. Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 6,000 10,000 10,000 10,000 10,000 10,000 10,000 66,000 Total Internal 0 6,000 10,000 10,000 10,000 10,000 10,000 10,000 66,000 External Expenses Construction 0 144,000 140,000 140,000 140,000 140,000 140,000 140,000 984,000 Total External 0 144,000 140,000 140,000 140,000 140,000 140,000 140,000 984,000 Total Project Expense 0 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,050,000 REVENUES Revenue Funding Source 530-Water Fund 0 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,050,000 Total Revenue Funding 0 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,050,000 Total Revenues 0 150,000 150,000 150,000 150,000 150,000 150,000 150,000 1,050,000 CAPITAL IMPROVEMENT PLAN-PAGE 327 CAPITAL IMPROVEMENT PLAN - WATER 96010-Aquifer Storage&Recovery Well#3 Project Need:The Water System Master Plan has identified the need to expand the city's Aquifer Storage and Recovery program to meet its long-term water demands. Project Description:The project improvements include the construction of a well house containing a pump,motor,various motor controls,power supply,pipes and valves,and a chlorination system which are all constructed to integrate with the existing well that was installed in FY 2007-08.Once fully developed,the improvements could supply up to 2,500,000 gallons of water per day into the city's distribution system.This project will be coordinated with project Aquifer Storage&Recovery Well#2 CIP#96044. Project Results:Water can be stored during periods of low demand and withdrawn during periods of high demand,lessening the need to expand the water treatment plant or purchase additional water supplies. Total Project Cost:$4,300,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 62,589 0 0 0 50,000 150,000 0 0 262,589 Total Internal 62,589 0 0 0 50,000 150,000 0 0 262,589 External Expenses Design and Engineering 133,441 0 0 0 403,000 0 0 0 536,441 Construction 0 0 0 0 0 3,500,000 0 0 3,500,000 Total External 133,441 0 0 0 403,000 3,500,000 0 0 4,036,441 Total Project Expense 196,030 0 0 0 453,000 3,650,000 0 0 4,299,030 REVENUES Revenue Funding Source 530-Water Fund 196,030 0 0 0 453,000 3,650,000 0 0 4,299,030 Total Revenue Funding 196,030 0 0 0 453,000 3,650,000 0 0 4,299,030 Total Revenues 196,030 0 0 0 453,000 3,650,000 0 0 4,299,030 PAGE 328 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - WATER 96018-Lake Oswego/Tigard Water Partnership Project Need:To secure supply and rate certainty,Tigard entered into a partnership agreement with the City of Lake Oswego in 2008 to secure water rights and construct a water treatment plant sourced by the Clackamas River. Project Description:The project includes reconstruction and expansion of the raw water intake structure and water treatment plant,new transmission piping,storage and pumping facilities.Construction is scheduled for completion in 2017. Project Results:Once completed,Tigard and Lake Oswego will have constructed a facility through which they can effectively manage their own water supplies and rates. Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 809,291 171,500 0 0 0 0 0 0 980,791 Total Internal 809,291 171,500 0 0 0 0 0 0 980,791 External Expenses Construction 128,037,804 33,378,823 7,570,000 0 0 0 0 0 168,986,627 Total External128,037,804 33,378,823 7,570,000 0 0 0 0 0 168,986,627 Total Project Expense28,847,095 33,550,323 7,570,000 0 0 0 0 0 169,967,418 REVENUES Revenue Funding Source 530-Water Fund 0 17,092,000 0 0 0 0 0 0 17,092,000 531-Water SDC Fund 0 3,400,000 2,500,000 0 0 0 0 0 5,900,000 532-Water CIP Fund 128,847,095 13,058,323 5,070,000 0 0 0 0 0 146,975,418 Total Revenue Funding 128,847,095 33,550,323 7,570,000 0 0 0 0 0 169,967,418 Total Revenuesl8,847,095 33,550,323 7,570,000 0 0 0 0 0 169,967,418 Project Comments: FY 2016 Q1:additional appropriation to pay for Tigard's share that was delayed in prior FY.This action doesn't change the total cost of the project,only the timing of the expenditures. CAPITAL IMPROVEMENT PLAN-PAGE 329 CAPITAL IMPROVEMENT PLAN - WATER 96024-Waterline Replacement Program Project Need:Waterlines that are defective or at the end of their service life need to be replaced. Project Description:As required,waterlines are replaced by Public Works crews or private contractors. Project Results:Newer waterlines are less prone to failure and require less maintenance.In addition,fewer leaking pipes will result in reduced'unaccounted for'water loss. Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 12,000 10,000 10,000 10,000 10,000 10,000 10,000 72,000 Total Internal 0 12,000 10,000 10,000 10,000 10,000 10,000 10,000 72,000 External Expenses Project Estimate 0 130,000 130,000 130,000 130,000 130,000 130,000 130,000 910,000 Total External 0 130,000 130,000 130,000 130,000 130,000 130,000 130,000 910,000 Total Project Expense 0 142,000 140,000 140,000 140,000 140,000 140,000 140,000 982,000 REVENUES Revenue Funding Source 530-Water Fund 0 142,000 140,000 140,000 140,000 140,000 140,000 140,000 982,000 Total Revenue Funding 0 142,000 140,000 140,000 140,000 140,000 140,000 140,000 982,000 Total Revenues 0 142,000 140,000 140,000 140,000 140,000 140,000 140,000 982,000 96028-Fire Hydrant Replacement Program Project Need:There are approximately 2,100 fire hydrants located throughout the city.Of these,550 have been identified for replacement due to unavailable replacement or service parts which limits the ability to adequately maintain them. Project Description:This project allows for the replacement of 50 hydrants per year.It is estimated that it will take approximately 11 years to replace all 550 hydrants.The city is currently in year four of the program. Project Results:Newer fire hydrants are less prone to leakage which reduces'unaccounted for'water loss and less maintenance is required. Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES External Expenses Construction 0 100,000 100,000 100,000 100,000 100,000 100,000 100,000 700,000 Total External 0 100,000 100,000 100,000 100,000 100,000 100,000 100,000 700,000 Total Project Expense 0 100,000 100,000 100,000 100,000 100,000 100,000 100,000 700,000 REVENUES Revenue Funding Source 530-Water Fund 0 100,000 100,000 100,000 100,000 100,000 100,000 100,000 700,000 Total Revenue Funding 0 100,000 100,000 100,000 100,000 100,000 100,000 100,000 700,000 Total Revenues 0 100,000 100,000 100,000 100,000 100,000 100,000 100,000 700,000 PAGE 330 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - WATER 96030-Bull Mountain Road Water Pipeline Project previously known as Pipeline Connecting 550 Zone to 530 Zone Project Need:Alleviate a firefighting water deficiency in the city's distribution system.This project has been postponed and in the interim project#17CIP-32 Canterbury Pump Station will be constructed to provide the necessary fireflow. Project Description:The project,as identified in the Water Master Plan,will connect the 530-foot and the 550-foot pressure zones. Project Results:Deficiency will be eliminated providing adequate capacities to meet the area's firefighting demands. Total Project Cost: $8,106,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 0 0 0 0 0 30,000 356,000 386,000 Total Internal 0 0 0 0 0 0 30,000 356,000 386,000 External Expenses Project Estimate 0 0 0 0 0 0 600,000 7,120,000 7,720,000 Total External 0 0 0 0 0 0 600,000 7,120,000 7,720,000 Total Project Expense 0 0 0 0 0 0 630,000 7,476,000 8,106,000 REVENUES Revenue Funding Source 530-Water Fund 0 0 0 0 0 0 428,000 5,084,000 5,512,000 531-Water SDC Fund 0 0 0 0 0 0 202,000 2,392,000 2,594,000 Total Revenue Funding 0 0 0 0 0 0 630,000 7,476,000 8,106,000 Total Revenues 0 0 0 0 0 0 630,000 7,476,000 8,106,000 96031-Fire Flow Improvement Program Project Need:Improve firefighting flow capacity. Project Description:The project works within identified areas of the city and provides the necessary piping,etc.to improve the water distribution system.Most of this work is undertaken by Public Works crews as resources can be allocated. Project Results:Deficiency will be eliminated thus providing adequate capacities to meet the area's firefighting demands. Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES External Expenses Design and Engineering 0 15,000 15,000 15,000 15,000 15,000 15,000 15,000 105,000 Construction 0 75,000 75,000 75,000 75,000 75,000 75,000 75,000 525,000 Total External 0 90,000 90,000 90,000 90,000 90,000 90,000 90,000 630,000 Total Project Expense 0 90,000 90,000 90,000 90,000 90,000 90,000 90,000 630,000 REVENUES Revenue Funding Source 530-Water Fund 0 90,000 90,000 90,000 90,000 90,000 90,000 90,000 630,000 Total Revenue Funding 0 90,000 90,000 90,000 90,000 90,000 90,000 90,000 630,000 Total Revenues 0 90,000 90,000 90,000 90,000 90,000 90,000 90,000 630,000 CAPITAL IMPROVEMENT PLAN-PAGE 331 CAPITAL IMPROVEMENT PLAN - WATER 96033-Well Abandonment(Tigard High School) Project Need:Tigard High School(THS)has an existing irrigation well that is no longer in use.This well is in close proximity of Aquifer Storage&Recovery(ASR)Well#1.Due to ASR injection activities,the THS well has seeped above its casing.Seepage is an indication that the well is a possible risk to ASR water quality.To ensure water quality within the ASR system,the THS well needs to be properly abandoned in accordance with Oregon Water Resources Department standards.The city has placed a temporary cap on the well to seal the casing from further seepage and possible contamination.However,ASR#3 construction and increased groundwater storage in the future may place greater hydraulic water pressure on the THS well,requiring a permanent abandonment Project Description: In order to meet the necessary regulatory approval,the project will include engineering design and construction inspection.Likely improvements will include perforation of the metal well casing at designed increments and concrete encasement of the interior well casing. Project Results:Proper abandonment of the THS well to prevent water seepage and stop possible contaminants from entering the ASR groundwater. Total Project Cost:$185,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 0 20,000 0 0 0 0 0 20,000 Total Internal 0 0 20,000 0 0 0 0 0 20,000 External Expenses Design and Engineering 0 0 15,000 0 0 0 0 0 15,000 Construction 0 0 135,000 0 0 0 0 0 135,000 Contingency 0 0 15,000 0 0 0 0 0 15,000 Total External 0 0 165,000 0 0 0 0 0 165,000 Total Project Expense 0 0 185,000 0 0 0 0 0 185,000 REVENUES Revenue Funding Source 530-Water Fund 0 0 185,000 0 0 0 0 0 185,000 Total Revenue Funding 0 0 185,000 0 0 0 0 0 185,000 Total Revenues 0 0 185,000 0 0 0 0 0 185,000 PAGE 332- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - WATER 96034-New Water Source Systemwide Improvements Program Project Need:Improvements may be needed to Tigard's water system when the Lake Oswego/Tigard Water Partnership improvements are complete. Project Description:Depending on needs determined by engineering analysis and modeling,various minor improvements to the distribution,storage and pumping systems may be necessary. Project Results:A stable and reliable water system that meets all requirements. Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 18,000 15,000 15,000 15,000 0 0 0 63,000 Total Internal 0 18,000 15,000 15,000 15,000 0 0 0 63,000 External Expenses Design and Engineering 0 50,000 0 0 0 0 0 0 50,000 Construction 0 125,000 149,000 124,000 124,000 0 0 0 522,000 Total External 0 175,000 149,000 124,000 124,000 0 0 0 572,000 Total Project Expense 0 193,000 164,000 139,000 139,000 0 0 0 635,000 REVENUES Revenue Funding Source 532-Water CIP Fund 0 193,000 164,000 139,000 139,000 0 0 0 635,000 Total Revenue Funding 0 193,000 164,000 139,000 139,000 0 0 0 635,000 Total Revenues 0 193,000 164,000 139,000 139,000 0 0 0 635,000 CAPITAL IMPROVEMENT PLAN-PAGE 333 CAPITAL IMPROVEMENT PLAN - WATER 96040-Cach Reservoir and Pump Station Design Project Need:In conjunction with the development of the River Terrace Planning Area and to address storage and pumping deficiencies identified in the River Terrace Updated Water Master Plan,system improvements are required. Project Description:The project is for the design of a new water reservoir,associated new water lines,and replacement of a temporary pump station for the city's 550-foot service area.The reservoir will be constructed on City property located on the west side of Bull Mountain in the Sun Rise Lane vicinity.A new permanent pump station will replace an existing temporary pump station on the Menlor Reservoir site to move water from the 410-foot to the 550-foot service areas.This project is proposed to be moved forward to meet demand from new development in River Terrace. Project Results:The project will provide additional storage and pumping facilities to address system deficiencies and development demands. Total Project Cost: $13,110,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 20,000 230,000 450,000 100,000 0 0 0 800,000 Total Internal 0 20,000 230,000 450,000 100,000 0 0 0 800,000 External Expenses Design and Engineering 0 50,000 850,000 0 0 0 0 0 900,000 Project Estimate 0 0 0 8,790,000 2,612,500 0 0 0 11,402,500 Environmental Permit 0 0 0 0 1,500 1,500 1,500 1,500 6,000 Compliance Total External 0 50,000 850,000 8,790,000 2,614,000 1,500 1,500 1,500 12,308,500 Total Project Expense 0 70,000 1,080,000 9,240,000 2,714,000 1,500 1,500 1,500 13,108,500 REVENUES Revenue Funding Source 530-Water Fund 0 57,000 875,000 7,484,000 2,194,000 1,500 1,500 1,500 10,614,500 531-Water SDC Fund 0 13,000 205,000 1,756,000 520,000 0 0 0 2,494,000 Total Revenue Funding 0 70,000 1,080,000 9,240,000 2,714,000 1,500 1,500 1,500 13,108,500 Total Revenues 0 70,000 1,080,000 9,240,000 2,714,000 1,500 1,500 1,500 13,108,500 PAGE 334- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - WATER 96044-Aquifer Storage&Recovery Well#2 Electrical Rehabilitation Project Need:The existing electrical system(variable frequency drive)is becoming increasingly difficult to maintain. Project Description:The project will allow the efficient operation of existing pump motors by upgrading and cleaning the existing well. This will consist of replacing electrical devices(variable frequency drive)with easier-to-maintain components and removing and cleaning the screens which are located in the well.This project will be coordinated with the design and construction of CIP#96010 Aquifer Storage&Recovery Well#3. Project Results:Increase operational reliability of Aquifer Storage&Recovery Well#2. Total Project Cost: $340,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 0 0 0 0 20,000 0 0 20,000 Total Internal 0 0 0 0 0 20,000 0 0 20,000 External Expenses Project Estimate 0 0 0 0 0 320,000 0 0 320,000 Total External 0 0 0 0 0 320,000 0 0 320,000 Total Project Expense 0 0 0 0 0 340,000 0 0 340,000 REVENUES Revenue Funding Source 530-Water Fund 0 0 0 0 0 234,600 0 0 234,600 532-Water CIP Fund 0 0 0 0 0 105,400 0 0 105,400 Total Revenue Funding 0 0 0 0 0 340,000 0 0 340,000 Total Revenues 0 0 0 0 0 340,000 0 0 340,000 CAPITAL IMPROVEMENT PLAN-PAGE 335 CAPITAL IMPROVEMENT PLAN - WATER 96046-Red Rock Creek Waterline Relocation Project Need:Project will be constructed with East Tigard Sewer and will include relocating an inaccessible 12"waterline that runs parallel to Red Rock Creek. Project Description:Replacement of over a half mile of existing 12"waterline currently located in Red Rock Creek.Installation of fire lines to properties currently being served on the northwest side of the creek. Project Results:Replacement of an aging waterline resulting in improved accessibility for maintenance. Total Project Cost:$467,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 20,000 30,000 5,000 0 0 0 0 55,000 Total Internal 0 20,000 30,000 5,000 0 0 0 0 55,000 External Expenses Land/Right of Way 0 0 37,000 0 0 0 0 0 37,000 Acquisition Design and Engineering 0 30,000 57,000 0 0 0 0 0 87,000 Construction 0 0 182,000 46,000 0 0 0 0 228,000 Contingency 0 0 48,000 12,000 0 0 0 0 60,000 Total External 0 30,000 324,000 58,000 0 0 0 0 412,000 Total Project Expense 0 50,000 354,000 63,000 0 0 0 0 467,000 REVENUES Revenue Funding Source 530-Water Fund 0 50,000 354,000 63,000 0 0 0 0 467,000 Total Revenue Funding 0 50,000 354,000 63,000 0 0 0 0 467,000 Total Revenues 0 50,000 354,000 63,000 0 0 0 0 467,000 PAGE 336 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - SANITARY SEWER - - HART RD _ j J Iat GARDEN HOME RD Project 93003 is city wide. ✓ t e q.IL ax ry BROCKS04-W J M t E r< Green WoI i , . ,, III _ - -- la p * w� g -‘e _0 i„,,„ nioRD 1 693055 �ii....R - ' IP93056 :zo oaW _, I , 1L es'' se 930 o-e ent 54 *' rA ourR SIT J P .{ IF �,� ` 1,= ,.. ( .i- p�6 —1( I WALNU 5t 7,--r(1 �anno HGN2 1 RI7CIP — 04 �h R D 1 h 1 L Cr k a ,)--- 14CIP-06 �� 93013 .. I _....$ •.. - - -MCDONALD ST \ N 1,...._..." BW MOUNTAIN RD -' - BOIT--A RD -I - z 19 I 17 � � I �, _ f� ,-- - L, y r1, .i 1 , ,... III - - ---,1 ?.,— _ I - o. o EF'B a. c. 1 - !BEENORµ1 DURHAM RU � I -f 2. , , i _-- - . _ I -. i_- -. N. I i 49 I i rilHL �� T� _ �1.Cook 7W W 411 a• p Pork p )--3N'' f a �r� A TUALATIN RD e - �— NES Fk mNMBERG 3T % rimmanis . 1L �� i, BEAVfRTP tif - PORT!,- OJ gi ILk,kk-E_ The City of Tigard N n 014.1irivisi,„,, A 1 • W Project Locations . ,,,,.. Ir P 0.11 ®Tigard City Limits TIGARD IAllWid 0 0.5 1 Miles City of Tigard Recommended Capital Improvement Plan FY 2017-22 CAPITAL IMPROVEMENT PLAN-PAGE 337 CAPITAL IMPROVEMENT PLAN - SANITARY SEWER YTD Projected Projct No. Project Name 2016 2017 2018 2019 2020 2021 2022 Total 17CIP-04 Downtown Sanitary Sewer Line 0 0 0 0 65,000 240,000 0 305,000 Project 17CIP-06 East Fork Deny Dell Creek 0 0 315,000 595,000 12,000 12,000 12,000 946,000 (Viewmont Court to Fairhaven Way) 93003 Sanitary Sewer Major 90,000 100,000 100,000 100,000 100,000 100,000 100,000 690,000 Maintenance Program 93013 East Tigard Sewer Replacement 105,000 417,000 1,067,000 7,000 7,000 7,000 10,000 1,620,000 93054 Walnut Street Sanitary Sewer 144,000 387,000 0 0 0 0 0 531,000 93055 Pacific Highway Sanitary Sewer 0 75,000 265,000 0 0 0 0 340,000 Line 93056 Commercial Street Sanitary Sewer 0 135,000 0 0 0 0 0 135,000 Line Total Funded 339,000 1,114,000 1,747,000 702,000 184,000 359,000 122,000 4,567,000 17CIP-04-Downtown Sanitary Sewer Line Project Project Need:The sanitary sewer line was constructed in the 1960s and after years of monthly and quarterly cleaning,the pipe walls have become thin. Project Description:This project will rehabilitate approximately 2,745 lineal feet of sanitary sewer line in Pacific Highway from Hall Boulevard to Main Street and in Main Street from Pacific Highway to Commercial Street.If possible,a cured-in-place-pipe(CIPP) trenchless method will be used. Project Results: Extended life of this sanitary sewer pipe. Total Project Cost: $305,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 0 0 0 0 20,000 15,000 0 35,000 Total Internal 0 0 0 0 0 20,000 15,000 0 35,000 External Expenses Project Estimate 0 0 0 0 0 45,000 225,000 0 270,000 Total External 0 0 0 0 0 45,000 225,000 0 270,000 Total Project Expense 0 0 0 0 0 65,000 240,000 0 305,000 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 0 0 0 0 0 65,000 240,000 0 305,000 Total Revenue Funding 0 0 0 0 0 65,000 240,000 0 305,000 Total Revenues 0 0 0 0 0 65,000 240,000 0 305,000 PAGE 338 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - SANITARY SEWER 17CIP-06-East Fork Deny Dell Creek(Viewmont Court to Fairhaven Way) Project Need: Erosion of the East Fork of Derry Dell Creek has resulted in exposed manholes and laterals of the adjacent sanitary sewer system from approximately Viewmont Court to Fairhaven Way adjacent to 110th Avenue. Project Description: The incised stream areas will be brought back up to previous stream elevations to provide protection to the sanitary sewer system. Project will include new stream cross sections,insertion of wood logs and bank treatment. Project Results: A stable stream with a protected sanitary sewer system. Total Project Cost:$946,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 0 0 40,000 30,000 0 0 0 70,000 Total Internal 0 0 0 40,000 30,000 0 0 0 70,000 External Expenses Project Estimate 0 0 0 275,000 540,000 0 0 0 815,000 Environmental Permit 0 0 0 0 25,000 12,000 12,000 12,000 61,000 Compliance Total External 0 0 0 275,000 565,000 12,000 12,000 12,000 876,000 Total Project Expense 0 0 0 315,000 595,000 12,000 12,000 12,000 946,000 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 0 0 0 315,000 595,000 12,000 12,000 12,000 946,000 Total Revenue Funding 0 0 0 315,000 595,000 12,000 12,000 12,000 946,000 Total Revenues 0 0 0 315,000 595,000 12,000 12,000 12,000 946,000 CAPITAL IMPROVEMENT PLAN-PAGE 339 CAPITAL IMPROVEMENT PLAN - SANITARY SEWER 93003 Sanitary Sewer Major Maintenance Program Project Need:Provide major maintenance of the sanitary sewer system. Project Description:This program is used for urgent projects to renew,repair or replace sections of the sanitary sewer system that have failed or are near failure.Normal operations and maintenance includes work on the system to keep it functioning but does not result in renewing or replacing the pipe or other appurtenances.Projects included in the Major Maintenance Program exceed normal_maintenance and operations and typically replace pipe and add a renewed service life. Project Results:Reduction in the possibilities of service interruptions and spills. Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 12,000 10,000 10,000 10,000 10,000 10,000 10,000 72,000 Total Internal 0 12,000 10,000 10,000 10,000 10,000 10,000 10,000 72,000 External Expenses Project Estimate 0 78,000 90,000 90,000 90,000 90,000 90,000 90,000 618,000 Total External 0 78,000 90,000 90,000 90,000 90,000 90,000 90,000 618,000 Total Project Expense 0 90,000 100,000 100,000 100,000 100,000 100,000 100,000 690,000 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 0 90,000 100,000 100,000 100,000 100,000 100,000 100,000 690,000 Total Revenue Funding 0 90,000 100,000 100,000 100,000 100,000 100,000 100,000 690,000 Total Revenues 0 90,000 100,000 100,000 100,000 100,000 100,000 100,000 690,000 PAGE 340 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - SANITARY SEWER 93013-East Tigard Sewer Replacement Project Need:Upgrade line capacity to reduce higher than normal maintenance needs. Project Description:This project is in the Sanitary Sewer Master Plan and involves increasing the capacity of an existing sanitary sewer line(serving the area north of Hunziker Street)to prevent overflows and to improve the access for routine maintenance.It will also provide sanitary sewer service for a portion of the undeveloped adjacent parcel(the Fields property). Project Results:Additional sanitary sewer pipe capacity for development and`unproved maintenance access. Project Funding: Clean Water Services is funding 100%of the 15"main line sanitary sewer.The city is funding an 8"sanitary sewer line that will serve future development on Wall Street. Total Project Cost:$1,683,000 City of Tigard Project Cost:$246,345 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 11,128 35,000 35,000 61,000 0 0 0 0 142,128 Total Internal 11,128 35,000 35,000 61,000 0 0 0 0 142,128 External Expenses Land/Right of Way 0 0 180,000 0 0 0 0 0 180,000 Acquisition Design and Engineering 51,717 70,000 56,000 17,000 0 0 0 0 194,717 Construction 0 0 96,000 864,000 0 0 0 0 960,000 Environmental Permit 0 0 0 10,000 7,000 7,000 7,000 10,000 41,000 Compliance Contingency 0 0 50,000 115,000 0 0 0 0 165,000 Total External 51,717 70,000 382,000 1,006,000 7,000 7,000 7,000 10,000 1,540,717 Total Project Expense 62,845 105,000 417,000 1,067,000 7,000 7,000 7,000 10,000 1,682,845 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 62,845 57,000 34,000 61,000 7,000 7,000 7,000 10,000 245,845 Total Revenue Funding 62,845 57,000 34,000 61,000 7,000 7,000 7,000 10,000 245,845 Other Revenue Source Clean Water Services 0 48,000 383,000 1,006,000 0 0 0 0 1,437,000 Total Other Revenue 0 48,000 383,000 1,006,000 0 0 0 0 1,437,000 Total Revenues 62,845 105,000 417,000 1,067,000 7,000 7,000 7,000 10,000 1,682,845 CAPITAL IMPROVEMENT PLAN-PAGE 341 CAPITAL IMPROVEMENT PLAN - SANITARY SEWER 93054-Walnut Street Sanitary Sewer Project Need:Lack of sanitary sewer along Walnut Street. Project Description:Construction of sanitary sewer service to approximately 20 homes along Walnut Street and 112th Avenue. This project is connected to the Walnut Street Improvement project CIP#95023. Total Project Cost:$535,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 4,968 4,000 33,000 0 0 0 0 0 41,968 Total Internal 4,968 4,000 33,000 0 0 0 0 0 41,968 External Expenses Design and Engineering 0 0 20,000 0 0 0 0 0 20,000 Construction 0 140,000 280,000 0 0 0 0 0 420,000 Contingency 0 0 54,000 0 0 0 0 0 54,000 Total External 0 140,000 354,000 0 0 0 0 0 494,000 Total Project Expense 4,968 144,000 387,000 0 0 0 0 0 535,968 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 4,968 144,000 387,000 0 0 0 0 0 535,968 Total Revenue Funding 4,968 144,000 387,000 0 0 0 0 0 535,968 Total Revenues 4,968 144,000 387,000 0 0 0 0 0 535,968 PAGE 342- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - SANITARY SEWER 93055-Pacific Highway Sanitary Sewer Line Project Need: The sanitary sewer line was constructed in the 1960s and after years of monthly and quarterly cleaning,the pipe walls have become thin. Project Description:This project will repair approximately 3,520 linear feet of sanitary sewer line from 65th Avenue to Pfaffle Street within the southbound lane of Pacific Highway.If possible,a cured-in-place-pipe(CIPP)trenchless construction method will be used; this should minimize traffic disruption on Pacific Highway. Project Results:Extended life of this sanitary sewer pipe. Total Project Cost: $340,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 0 25,000 15,000 0 0 0 0 40,000 Total Internal 0 0 25,000 15,000 0 0 0 0 40,000 External Expenses Design and Engineering 0 0 50,000 0 0 0 0 0 50,000 Project Estimate 0 0 0 250,000 0 0 0 0 250,000 Total External 0 0 50,000 250,000 0 0 0 0 300,000 Total Project Expense 0 0 75,000 265,000 0 0 0 0 340,000 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 0 0 75,000 265,000 0 0 0 0 340,000 Total Revenue Funding 0 0 75,000 265,000 0 0 0 0 340,000 Total Revenues 0 0 75,000 265,000 0 0 0 0 340,000 CAPITAL IMPROVEMENT PLAN-PAGE 343 CAPITAL IMPROVEMENT PLAN - SANITARY SEWER 93056-Commercial Street Sanitary Sewer Line Project Need: The sanitary sewer line was constructed in the 1950s and after years of monthly and quarterly cleaning,the pipe walls have become thin. There is also a long sag within the line that requites frequent cleaning.This line is identified in the master plan to be upsized to 12". Project Description: Approximately 358 linear feet of new 12"line will be constructed. Project Results:An upsized sanitary sewer line to serve future development. Total Project Cost:$135,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 0 25,000 0 0 0 0 0 25,000 Total Internal 0 0 25,000 0 0 0 0 0 25,000 External Expenses Design and Engineering 0 0 6,000 0 0 0 0 0 6,000 Construction 0 0 84,000 0 0 0 0 0 84,000 Contingency 0 0 20,000 0 0 0 0 0 20,000 Total External 0 0 110,000 0 0 0 0 0 110,000 Total Project Expense 0 0 135,000 0 0 0 0 0 135,000 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 0 0 135,000 0 0 0 0 0 135,000 Total Revenue Funding 0 0 135,000 0 0 0 0 0 135,000 Total Revenues 0 0 135,000 0 0 0 0 0 135,000 PAGE 344- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STORMWATER HAI RD I 1 Projects 94001 and 94037 are city wide. i GARDEN HOME RD e yD w ��2,_ O''� 49 c BROCKMAN T ti _ '�d{1 J a za1. '"7-1. 0 9t1 I l'p _� Y1 -A kr WEIR R = N Gr Park ,-� � Q _ - 2 NEM t_r R Y R'D - 111 0 11 a— - I - I I / L •1 -_Pr� •d i Co-! i lasses 1 M TI 4 - I a Pork Crescent 17CLP-081 � I Grove C'"' eerY - -. a V - C - •co --I 94028 lAFPas�nn 5oS T w�< -NUT STI H Tlir 0 94016 G4Z RDI peek r I - T— ati Pok 93009 GAARDE-5T 1 4 fir- 4 1 1 .l M�O NALD ST ' F_____....--- �- / ,�r� 4 r _ l MOD TAI RD— �_ L !I. _- 11�1`r: f OINITA RD;. ,p . �..� 1 4 I 11 1 ' L ig—fi 94033 — F II 1 — I.......7'.... . I 9 O —I � Cr L —9EE E F,BEI_i i I,1 DRDDl'-- - IC Yufi - e „ ,L 2 1\ FL- -di_ r_i_ _ _,, 1 e 1i_ 1_ - I41 �� -1 L lW IL r. I 1-. % coo* " Park W TUALATIN RD p v 1 --� gred NVBERG ST �i r AN. BE OBIVE T,0 11GA111 WW1 R�MAA5 P• • N 0, __ ''� ...1 The City of Tigard N He T11Gq D `A f Project Locations �� A wej,..„,„„..„. ~ Tigard City Limits TIGARD I_ Tiq A .. 0 2.5 5 Miles City of Tigard Recommended Capital Improvement Plan FY 2017-22 CAPITAL IMPROVEMENT PLAN-PAGE 345 CAPITAL IMPROVEMENT PLAN - STORMWATER YTD Projected Projct Na. Project Name 2016 2017 2018 2019 2020 2021 2022 Total 17CIP-08 Tigard Triangle Storm 0 0 100,000 100,000 0 0 0 200,000 Implementation Plan/Predesign 93009 Fanno Creek Slope Stabilization 0 0 60,000 915,000 7,000 7,000 7,000 996,000 (Arthur Court) 94001 Storm Drainage Major 50,000 100,000 100,000 100,000 100,000 100,000 100,000 650,000 Maintenance Program 94016 Slope Stabilization(Derry 0 187,000 1,024,000 10,000 10,000 10,000 12,000 1,253,000 Dell/118th Court) 94028 Main Street Storm Rehabilitation 0 0 0 0 130,000 0 0 130,000 (Fanno Creek) 94033 Canterbury Lane Storm Line 57,500 407,500 0 0 0 0 0 465,000 Upgrade(106th to Pacific Highway) 94037 Stormwater Master Plan 65,000 260,000 0 0 0 0 0 325,000 Total Funded 172,500 954,500 1,284,000 1,125,000 247,000 117,000 119,000 4,019,000 17CIP-08-Tigard Triangle Storm Implementation Plan/Predesign Project Need: The new lean development code for the Tigard Triangle is anticipated to work best using a regional stormwater management approach in which most of the volume of runoff generated by new and re-development would be handled in a series of floodplain restoration areas along Red Rock Creek. Project Description: This project will include taking stormwater data and general storm facility location/sizing information generated in the citywide Stormwater Master Plan project and creating a more site-specific preliminary design for regional facilities,floodplain restoration,trail alignment,right of way/easement acquisition needs and storm conveyance infrastructure. It will also include generation of costing information and development of funding recommendations including fee-in-lieu and SDCs for the Triangle area. Project Results:Implementation plan for regional stormwater management in the Tigard Triangle. Project Funding:Funding for this project and/or design and construction of the regional facilities may be partly or fully provided by a potential future urban renewal district. Total Project Cost: $200,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 0 0 20,000 20,000 0 0 0 40,000 Total Internal 0 0 0 20,000 20,000 0 0 0 40,000 External Expenses Project Estimate 0 0 0 80,000 80,000 0 0 0 160,000 Total External 0 0 0 80,000 80,000 0 0 0 160,000 Total Project Expense 0 0 0 100,000 100,000 0 0 0 200,000 REVENUES Revenue Funding Source 510-Stormwater Fund 0 0 0 100,000 100,000 0 0 0 200,000 Total Revenue Funding 0 0 0 100,000 100,000 0 0 0 200,000 Total Revenues 0 0 0 100,000 100,000 0 0 0 200,000 PAGE 346 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STORMWATER 93009-Fanno Creek Slope Stabilization(Arthur Court) Project Need:Sanitary sewer piping and a section of Fanno Creek Trail are being threatened by erosion on the outside bend of Fanno Creek. Project Description:A section of the bank along Fanno Creek near Arthur Court has eroded due to high water levels which is threatening a sanitary sewer main and a portion of the Fanno Creek Trail. The project will restore the section of eroding bank and divert high flows from the impacted area. Project Results:A stabilized bank,providin• protection of the sanitary sewer main and the Fanno Creek Trail. Total Project Cost:$1,160,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 44,602 0 0 10,000 70,000 0 0 0 124,602 Total Internal 44,602 0 0 10,000 70,000 0 0 0 124,602 External Expenses Design and Engineering 108,047 0 0 0 0 0 0 0 108,047 Project Estimate 0 0 0 50,000 835,000 0 0 0 885,000 Environmental Permit 0 0 0 0 10,000 7,000 7,000 7,000 31,000 Compliance Total External 108,047 0 0 50,000 845,000 7,000 7,000 7,000 1,024,047 Total Project Expense 152,649 0 0 60,000 915,000 7,000 7,000 7,000 1,148,649 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 0 0 0 30,000 457,500 3,500 3,500 3,500 498,000 510-Stormwater Fund 152,649 0 0 30,000 457,500 3,500 3,500 3,500 650,649 Total Revenue Funding 152,649 0 0 60,000 915,000 7,000 7,000 7,000 1,148,649 Total Revenues 152,649 0 0 60,000 915,000 7,000 7,000 7,000 1,148,649 CAPITAL IMPROVEMENT PLAN-PAGE 347 CAPITAL IMPROVEMENT PLAN - STORMWATER 94001-Storm Drainage Major Maintenance Program Project Need:Provide major maintenance of the storm drainage system. Project Description:This program is used for urgent projects to renew,repair or replace sections of the storm system that have failed or are neat failure.Normal operations and maintenance includes work on the system to keep it functioning,however this does not result in renewing or replacing the pipe or other appurtenances.Projects included in the Storm Drainage Major Maintenance Program exceed normal maintenance and operations because they typically replace facilities and add a renewed service life. Project Results:Repairs made prior to or just after unexpected failure,reducing the possibilities of service interruptions. Project Funding:Funding levels ate increased starting FY2017 reflecting the level of actual needs.This will be further refined upon completion of the Stormwater Master Plan. Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 10,000 15,000 15,000 15,000 15,000 15,000 15,000 100,000 Construction Management 0 0 0 0 0 0 0 0 0 Total Internal 0 10,000 15,000 15,000 15,000 15,000 15,000 15,000 100,000 External Expenses Construction 0 40,000 85,000 85,000 85,000 85,000 85,000 85,000 550,000 Total External 0 40,000 85,000 85,000 85,000 85,000 85,000 85,000 550,000 Total Project Expense 0 50,000 100,000 100,000 100,000 100,000 100,000 100,000 650,000 REVENUES Revenue Funding Source 510-Stormwater Fund 0 50,000 100,000 100,000 100,000 100,000 100,000 100,000 650,000 Total Revenue Funding 0 50,000 100,000 100,000 100,000 100,000 100,000 100,000 650,000 Total Revenues 0 50,000 100,000 100,000 100,000 100,000 100,000 100,000 650,000 PAGE 348 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - STORMWATER 94016-Slope Stabilization(Deny Dell/118th Court) Project Need:Stabilize an active slide and stream erosion on Deny Dell Creek that is threatening sewer infrastructure,impacting city- owned greenway and trail and private property.A geotechnical assessment of this location in December 2015/January 2016 has re- confirmed the need and timing for this project due to ongoing slide activity. Project Description:The project will design and construct slope stabilization measures for an active slide just downstream of 118th Court.The project will also restore a length of Derry Dell Creek where erosion and stream incision are contributing to these landslides and threatening sewer infrastructure.As part of the permitting process,stream channel mitigation will be required.The project will strategically identify and implement stream channel mitigation sites between 118th Court and 115th Avenue. Stream channel mitigation sites will be selected to restore areas of Deny Dell Creek that are currently incising and without restoration would cause future erosion threats to private property,and existing sewer infrastructure. Project Results:The project will protect existing sewer infrastructure,stabilize an active landslide,improve water quality in Derry Dell Creek by reconnecting the creek to its floodplain,stabilize the creek in areas that are expected to worsen downstream by restoring them as part of stream channel mitigation for the project. Total Project Cost:$1,259,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 5,525 0 55,000 40,000 0 0 0 0 100,525 Total Internal 5,525 0 55,000 40,000 0 0 0 0 100,525 External Expenses Design and Engineering 0 0 110,000 0 0 0 0 0 110,000 Project Estimate 0 0 0 801,000 0 0 0 0 801,000 Environmental Permit 0 0 0 12,000 10,000 10,000 10,000 12,000 54,000 Compliance Contingency 0 0 22,000 171,000 0 0 0 0 193,000 Total External 0 0 132,000 984,000 10,000 10,000 10,000 12,000 1,158,000 Total Project Expense 5,525 0 187,000 1,024,000 10,000 10,000 10,000 12,000 1,258,525 REVENUES Revenue Funding Source 500-Sanitary Sewer Fund 0 0 93,500 512,000 5,000 5,000 5,000 6,000 626,500 510-Stormwater Fund 5,525 0 93,500 512,000 5,000 5,000 5,000 6,000 632,025 Total Revenue Funding 5,525 0 187,000 1,024,000 10,000 10,000 10,000 12,000 1,258,525 Total Revenues 5,525 0 187,000 1,024,000 10,000 10,000 10,000 12,000 1,258,525 CAPITAL IMPROVEMENT PLAN-PAGE 349 CAPITAL IMPROVEMENT PLAN - STORMWATER 94028-Main Street Storm Rehabilitation(Fanno Creek) Project Need:Upgrade multiple stormwater outfalls in a way that promotes visual appeal in the downtown area. Project Description:The project will upgrade functional stormwater outfalls and abandon inactive stormwater outfalls along Fanno Creek in the vicinity of Main Street.The goal of the project will be to develop a plan for outfall design that improves the aesthetics of downtown Tigard and takes advantage of this well-used location to provide public education about the creek. The plan will develop a vision to be used to attract grant funding. Project Results:Improved Fanno Creek stormwater outfalls in the vicinity of Main Street that are easy to maintain and provide a component of public education about stormwater management and the health of Fanno Creek. Total Project Cost: $130,000(conceptual planning and grant application only) Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 0 0 0 0 30,000 0 0 30,000 Total Internal 0 0 0 0 0 30,000 0 0 30,000 External Expenses Project Estimate 0 0 0 0 0 100,000 0 0 100,000 Total External 0 0 0 0 0 100,000 0 0 100,000 Total Project Expense 0 0 0 0 0 130,000 0 0 130,000 REVENUES Revenue Funding Source 510-Stormwater Fund 0 0 0 0 0 130,000 0 0 130,000 Total Revenue Funding 0 0 0 0 0 130,000 0 0 130,000 Total Revenues 0 0 0 0 0 130,000 0 0 130,000 PAGE 350 - CITY OF TIGARD CAPITAL IMPROVEMENT PLAN — STORMWATER 94033-Canterbury Lane Storm Line Upgrade(106th to Pacific Highway) Project Need:The current system does not allow access,which could result in a failure causing damage to downstream properties. Project Description:This project will provide a storm drainage system with structure and access for proper maintenance. Project Results:New stormwater facility with improved maintenance access. Total Project Cost: $465,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 17,500 85,000 0 0 0 0 0 102,500 Total Internal 0 17,500 85,000 0 0 0 0 0 102,500 External Expenses Design and Engineering 0 40,000 60,000 0 0 0 0 0 100,000 Construction 0 0 197,500 0 0 0 0 0 197,500 Contingency 0 0 65,000 0 0 0 0 0 65,000 Total External 0 40,000 322,500 0 0 0 0 0 362,500 Total Project Expense 0 57,500 407,500 0 0 0 0 0 465,000 REVENUES Revenue Funding Source 510-Stormwater Fund 0 57,500 407,500 0 0 0 0 0 465,000 Total Revenue Funding 0 57,500 407,500 0 0 0 0 0 465,000 Total Revenues 0 57,500 407,500 0 0 0 0 0 465,000 CAPITAL IMPROVEMENT PLAN-PAGE 351 CAPITAL IMPROVEMENT PLAN - STORMWATER 94037-Stormwater Master Plan Project Need:Tigard's Stormwater Master Plan has not been updated in over 30 years.The environmental regulations regarding the management of stormwater infrastructure have changed dramatically.Tigard's stormwater infrastructure is aging and many stream systems in the city are experiencing erosion issues with risk of infrastructure and property damage.This Master Plan will describe projects and programs that will address the regulatory requirements and will also identify and prioritize projects to address needs for the existing stormwater system. Project Description:Identification of citywide drainage needs. This project should include assessment and prioritization of Significant Stormwater Outfall(SSWO)retrofit projects,the maintenance and updating of existing stormwater infrastructure and the development of policies for addressing stream erosion. Project Results:Development of a guideline for the expenditure of stormwater funds across the City of Tigard's piped and green infrastructure.This project will assess needs related to regional permit requirements. Total Project Cost: $325,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 20,000 55,000 0 0 0 0 0 75,000 Total Internal 0 20,000 55,000 0 0 0 0 0 75,000 External Expenses Design and Engineering 0 45,000 205,000 0 0 0 0 0 250,000 Total External 0 45,000 205,000 0 0 0 0 0 250,000 Total Project Expense 0 65,000 260,000 0 0 0 0 0 325,000 REVENUES Revenue Funding Source 510-Stormwater Fund 0 65,000 260,000 0 0 0 0 0 325,000 Total Revenue Funding 0 65,000 260,000 0 0 0 0 0 325,000 Total Revenues 0 65,000 260,000 0 0 0 0 0 325,000 PAGE 352- CITY OF TIGARD CAPITAL IMPROVEMENT PLAN - FACILITIES HART RD j GARDEN HOME RD RIGERT RD //jS'F O I4 E50�.. O'' 4:7- ❑ BROCKMAN ST C,412 - �- TJ a H4 ■ 2 Greenway 4! t ";B -- W WEIR RD f Park O l �_ -1 l— nD SL-S VERB C_ CONL-I —I 1 fl' I r ti,- 4 f11 t P -- � , d. Jesse ri ��P 99W Pork [re ear 0� rM0I G• W - t UTHST Cem--. a Pd5 .rs ' F4 17 I .. cm i WALNUT SZ HUryl / 1 14I ',. Forma no - _ Creek ,,) '' --4' -rii-- I� Park 91{)20 1 tf �— fGAARDE ST �' MCDONALD ST rf—ly� -r..-- I II Is•,' I- S \. W LTA ._I 11I BULL,MOU NTAIN RP`\ — BONITA RD .- — oz J0 zx fI 1 am 1'S �` J J4 z i. -I�1 =rBEEF BEND-RDI _f --'- DURHAM RD 1.5 -r,LI- 1 - 7 ii I41 1 _ * W I Cook FII 1 11 Park "" OO 0 CO Cr w a a �'-`- -- TUALATIN RD b Q I C O NES V U NYIBERG ST It REVERTO �� ��' ®4j Mr OM o© 4 l''' The City of Tigard N qil ° W G° Project Locations I ,t,.. A 'arga ElTigard City Limits T I GARD 0 0.5 1 Miles City of Tigard Recommended Capital Improvement Plan FY 2017-22 CAPITAL IMPROVEMENT PLAN-PAGE 353 CAPITAL IMPROVEMENT PLAN - FACILITIES L Yl'13 ProjectedTtal Projct No. Project Name 2016 2017 2018 2019 2020 2021 2022 Total 91020 Citywide Facilities Plan 35,000 315,000 0 0 0 0 0 350,000 Total Funded 35,000 315,000 0 0 0 0 0 350,000 91020-Citywide Facilities Platt Project Need:The city has exceeded capacity in its existing facilities. Project Description: The City of Tigard and community partners envision a more vibrant and prosperous community,as the City prepares for growth and development for the next 20 years.Several recent studies have been commissioned by the City in an effort to focus and develop strategies for smart urban growth in several areas,including the 2014-2034 Strategic Plan.With City-owned facilities located on several sites,the purpose of this study is to take a holistic look at the operational needs and placement of these facilities within a 20-year planning timeframe.Public facilities and infrastructure investments should align with the City's projected growth and long term planning goals.The Facilities Plan and Visioning Study is to assist the City in determining improvements to its existing facilities and properties,in keeping with established community and planning goals.Work will include assessing all existing properties and facilities, projecting future needs within a 20-year timeframe,and identifying a preferred option and method for improving and/or relocating City services. Project Results:A Citywide Facilities plan will achieve the following: •Meet projected service demands,based on future growth and anticipated level of service •Increase operational efficiencies through recommendations,based on the findings of the Consultant's analysis that best meet project City requirements and goals •Provide cost-effective strategies that best achieve the recommendations of the Facilities Plan •Maximize land-use potential of existing City-owned properties in conformance with established community and planning goals,and current City provided studies deemed relevant to include in this planning effort and; •Identify and propose financial funding approaches,successfully used by other governmental agencies,to be utilized for implementing the recommendations. Total Project Cost: $350,000 Actual through Projected Project 2015 2016 2017 2018 2019 2020 2021 2022 Total EXPENSES Internal Expenses Project Management 0 10,000 40,000 0 0 0 0 0 50,000 Total Internal 0 10,000 40,000 0 0 0 0 0 50,000 External Expenses Design and Engineering 0 25,000 275,000 0 0 0 0 0 300,000 Total External 0 25,000 275,000 0 0 0 0 0 300,000 Total Project Expense 0 35,000 315,000 0 0 0 0 0 350,000 REVENUES Revenue Funding Source 400-Facilities Capital 0 35,000 315,000 0 0 0 0 0 350,000 Projects Fund Total Revenue Funding 0 35,000 315,000 0 0 0 0 0 350,000 Total Revenues 0 35,000 315,000 0 0 0 0 0 350,000 City of Tigard I ADOPTED BUDGET I 1 FY 2016-2017 PAGE 354- CITY OF TIGARD DEBT SERVICE The city has four types of debt currently outstanding. Two general obligation bonds secured by the city's authority to levy property taxes; A Build America Bond (BAB) for transportation projects that will be repaid with gas tax, city gas tax, transportation impact fees, and transportation development tax; Assessment bonds secured by installment payment contracts with property owners; and Water revenue debt used to pay for the city's water agreement with the City of Lake Oswego. The wa- ter revenue debt is in three pieces: a$97.7 million water revenue bond, a$30.8 million water revenue bond and $2.4 million ARRA loan. Also, the city has the authority to issue short term bond anticipa- tion notes secured by the city's full faith and credit and the ability to assess property owners when the related project is complete. The city's current outstanding debt payments (principal plus interest) are as follows: General Build Water Fiscal Year Obligation America Bonds Assessments Revenue Debt Total FY 16-17 $2,193,100 $ 892,460 $ 103,107 $ 8,393,283 $ 11,581,950 FY 17-18 2,195,425 884,618 103,088 8,390,833 11,573,964 FY 18-19 2,197,625 870,688 103,133 8,390,133 11,561,579 FY 19-20 2,196,825 860,888 80,663 8,390,933 11,529,309 FY 20-21 2,193,625 _ _ 8,393,033 10,586,658 FY 21-46 14,740,275 _ _ 207,490,814 222,231,089 Total $ 25,716,875 $3,508,653 $ 389,991 $249,449,029 279,064,549 The portion of the Build America Bonds that are repaid with Gas Tax revenues will compete with op- erational needs for road maintenance. Otherwise, existing debt levels have no direct impact on cur- rent or future city operations. The most recent general obligation bond rating occurred in 2010 and the rating given by Moody's was Aa2 and AA by Standard and Poor's. This is a two-step increase over the city's prior bond rating. In 2012, the city received its first revenue bond ratings for its water revenue bond. The city received ratings of Al by Moody's and AA- by Standard and Poor's. For the 2015 Water Revenue Bond, the city's AA-rating from Standard & Poor's was affirmed and Moody's upgraded Tigard to Al with a positive outlook. Legal Debt Limit Oregon statutes ORS 287A.050 limits general obligation debt to a maximum of 3% of the city's total real market property value. The limit for FY 2016-17 will be $216,765,677 based upon the estimated market value of$8,082,751,732. DEBT SERVICE-PAGE 355 DEBT SERVICE SUMMARY 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 2016-17 FY 2016-17 Debt Service GENERAL OBLIGATION BONDS- Paid from property taxes Parks Bond $ 1,292,025 Library Bond 901,075 Total General Obligation Bonds $ 2,193,100 BUILD AMERICA BOND Paid primarily from Gas Tax and City Gas Tax 2010 Transportation Bond $ 892,460 Total Build America Bond $ 892,460 ASSESSMENTS-BANCROFT IMPROVEMENT BONDS Paid primarily from special assessments 2002 69th Avenue LID $ 103,107 Additional Bond Calls - Total Assessments/Bancroft Bonds $ 103,107 WATER REVENUE BONDS Paid primarily from Water Rates&SDCs 2012 Water Revenue Bond $ 6,561,800 Paid primarily from Water Rates&SDCs 2015 Water Revenue Bond 1,670,300 ARRA Loan 161,183 Total Water Revenue Bonds $ 8,393,283 TOTAL 2016-17 DEBT SERVICE $11,581,950 Debt Service by Type Water Revenue Debt General 72% ----- Obli19%gation Build Amenca Bancroft Bond Improvement Per Capita Debt Service 8% 1% $250.00 $200.00 $150.00 $100.00 $50.00 $- FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 Actual Actual Revised Adopted Adopted PAGE 356 - CITY OF TIGARD OUTSTANDING DEBT ISSUES Original Interest Original Principal Final Source of Issue Amount Rate Issue Date Outstanding Maturity Payment GENERAL OBLIGATION BONDS Library Bond $8,655,000 2.92% 02/03/11 $ 5,525,000 12/01/22 Property Taxes Parks Bond $17,000,000 4.15% 02/03/11 $ 13,985,000 06/01/31 Property Taxes TOTAL GENERAL OBLIGATION BONDS OUTSTANDING $ 19,510,000 SPECIAL ASSESSMENT BONDS 69th Avenue Local Improvement District Special Series 2002 $1,307,969 7.25% 06/27/02 $ 335,656 07/01/17 Assessments TOTAL SPECIAL ASSESSMENT BONDS $ 335,656 BUILD AMERICA BOND Gas Tax,City Gas 2010 Transportation Bonds $7,250,000 4.35% 06/21/10 $ 3,160,000 06/01/20 Tax,TIF,&TDT TOTAL BUILD AMERICA BONDS $ 3,160,000 WATER REVENUE DEBT Water User Fees& 2012 Water Revenue Bond $97,720,000 4.04% 05/01/12 $ 97,720,000 08/01/42 Water SDCs Water User Fees& 2015 Water Revenue Bond $30,810,000 4.09% 03/03/15 $ 30,810,000 08/01/45 Water SDCs Water User Fees& ARRA Loan $2,398,000 3.00% 03/06/12 $ 2,007,953 12/01/31 Water SDC's TOTAL WATER REVENUE DEBT OUTSTANDING $130,537,953 GRAND TOTAL-CITY OF TIGARD DEBT OUTSTANDING $153,543,609 DEBT SERVICE-PAGE 357 DEBT SERVICE SCHEDULE GENERAL OBLIGATION BOND-LIBRARY The Tigard Public Library general obligation bond was authorized by voters on May 21, 2002. The initial bond was purchased in whole by the State of Oregon through the Oregon Economic and Com- munity Development Department. In 2011, the initial bond was refunded at the same time that Tigard sold the Parks bond. The new issue saved Tigard property tax payers $863,289 over the remaining life of the bond. 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: $8,655,000 Issue Date: 2/3/2011 Original Issue True Interest Rate (TIC): 2.923% Principal Outstanding as of July 1,2016: $5,525,000 Interest Total Debt Fiscal Year Payment Due Rate Principal Due Interest Due Service FY 16-17 12/01/16 3.00% 705,000 103,325 808,325 06/01/17 92,750 92,750 FY 17-18 12/01/17 3.00% 730,000 92,750 822,750 06/01/18 81,800 81,800 FY 18-19 12/01/18 4.00% 755,000 81,800 836,800 06/01/19 66,700 66,700 FY 19-20 12/01/19 4.00% 785,000 66,700 851,700 06/01/20 51,000 51,000 FY 20-21 12/01/20 4.00% 815,000 51,000 866,000 06/01/21 34,700 34,700 FY 21-22 12/01/21 4.00% 850,000 34,700 884,700 06/01/22 17,700 17,700 FY 22-23 12/01/22 4.00% 885,000 17,700 902,700 Total $5,525,000 $792,625 $6,317,625 PAGE 358 - CITY OF TIGARD DEBT SERVICE SCHEDULE GENERAL OBLIGATION BOND-PARKS The Tigard Parks general obligation bond was authorized by voters on November 2, 2010. Bond pro- ceeds are being used to purchase and develop parks in Tigard. At least 80 percent of the proceeds will be used to purchase land and the remainder can be used to develop parks. In addition, 10 percent can be used in Downtown Tigard in the same 80/20 split. Amount Issued: $17,000,000 Issue Date: 2/3/2011 Original Issue True Interest Rate(TIC): 4.148% Principal Outstanding as of July 1,2016: $13,985,000 Interest Total Debt Fiscal Year Payment Due Rate Principal Due Interest Due Service FY 16-17 12/01/16 293,513 293,513 06/01/17 3.00% 705,000 293,513 998,513 FY 17-18 12/01/17 282,938 282,938 06/01/18 3.00% 725,000 282,938 1,007,938 FY 18-19 12/01/18 272,063 272,063 06/01/19 3.00% 750,000 272,063 1,022,063 FY 19-20 12/01/19 257,063 257,063 06/01/20 4.00% 780,000 257,063 1,037,063 FY 20-21 12/01/20 241,463 241,463 06/01/21 4.00% 810,000 241,463 1,051,463 FY 21-22 12/01/21 225,263 225,263 06/01/22 4.00% 845,000 225,263 1,070,263 FY 22-23 12/01/22 208,363 208,363 06/01/23 4.00% 875,000 208,363 1,083,363 FY 23-24 12/01/23 190,863 190,863 06/01/24 4.00% 910,000 190,863 1,100,863 FY 24-25 12/01/24 172,663 172,663 06/01/25 4.00% 950,000 172,663 1,122,663 FY 25-26 12/01/25 152,475 152,475 06/01/26 4.25% 990,000 152,475 1,142,475 FY 26-27 12/01/26 131,438 131,438 06/01/27 4.25% 1,030,000 131,438 1,161,438 FY 27-28 12/01/27 108,263 108,263 06/01/28 4.50% 1,075,000 108,263 1,183,263 FY 28-29 12/01/28 84,075 84,075 06/01/29 4.50% 1,125,000 84,075 1,209,075 FY 29-30 12/01/29 57,356 57,356 06/01/30 4.75% 1,180,000 57,356 1,237,356 FY 30-31 12/01/30 29,331 29,331 06/01/31 4.75% 1,235,000 29,331 1,264,331 Total $13,985,000 $5,414,250 $19,399,250 DEBT SERVICE-PAGE 359 GENERAL OBLIGATION BOND-SUMMARY Projected Annual Debt Service $1,o00,000 $900,000 - $802,000 - $700,000 - u •U S600,000 - U U, $$20,220 - C C Q $400,000 - $300,000 - $200,000 - $100,000 - 11111111 $- i .■ 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 Fiscal Year Principal •Interest FY 2016-17 debt service on the outstanding General Obligation Bonds is as follows: General Obligation Bonds Date Interest Principal Total 2011A Issue - Parks Bond 12/01/16 $ 293,513 $ - $ 293,513 06/01/17 $ 293,513 $ 705,000 $ 998,513 2011B Issue - Library Building 12/01/16 $ 103,325 $ 705,000 $ 808,325 06/01/17 $ 92,750 $ - $ 92,750 Total General Obligation Bond Debt Service $ 783,100 $1,410,000 $ 2,193,100 PAGE 360 - CITY OF TIGARD DEBT SERVICE SCHEDULE TIGARD TRANSPORTATION BUILD AMERICA BOND The Tigard Transportation Bond is a full faith and credit obligation authorized by Tigard City Council in Resolution#10-26 and issued on June 21, 2010. The bond has a ten year repayment with an oppor- tunity to call the bond after seven years. The bond is a Build America Bond (BAB) which is part of the American Recovery and Reinvestment Act (ARRA). A BAB is a taxable bond for the bond holder. To make the bond attractive to the bond holder,the interest rate is higher than a tax-exempt bond;how- ever, the Federal Government initially agreed to reimburse the City of Tigard 35% of the interest paid by the City (the BAB Subsidy). Due to sequestering, the Federal Government has reduced that subsi- dy to about 31.95%. The result for this Transportation Bond is that Tigard pays interest at 4.35% to the Bond Holder, but after the BAB Subsidy, the net debt service is lowered and the net interest cost to Tigard is about 2.96%. The bond was issued to pay for two projects -Burnham Street Reconstruction and the Greenburg Rd. / Main Street / Pacific Highway (Hwy 99) Intersection. Of the $7.25 million in proceeds, $4.75 million (65.5%) is for the Burnham Street Reconstruction and will be repaid with Gas Tax Fund reve- nues. The remaining$2.5 million (34.5%) in bond proceeds is for the Greenburg Road / Main Street / Pacific Highway Intersection and will be repaid with City Gas Tax Fund revenues. Payments will be made proportionally from each fund. The projects are also eligible for Transportation Impact Fee Fund (TIF) and Transportation Development Tax Fund (TDT) revenues which may also be used for repayment. From a budgetary basis,Tigard will adopt the Total Debt Service payment, the BAB Subsi- dy will be proportionally returned to the contributing funds and the proceeds can be used within the limitations of those funds. One potential use will be to contribute to the following year's payments. Amount Issued: $7,250,000 Issue Date: 6/21/2010 Original Issue True Interest Rate(TIC): 4.350% Principal Outstanding as of July 1,2016: $3,160,000 Resulting Interest Total Debt Net Debt Net Interest Fiscal Year Payment Due Rate Principal Due Interest Due Service BAB Subsidy Service Rate FY 16-17 12/01/16 4.35% 68,730 68,730 21,959 46,771 2.83% 06/01/17 4.35% 755,000 68,730 823,730 21,959 801,771 2.83% FY 17-18 12/01/17 4.35% 52,309 52,309 16,713 35,596 2.83% 06/01/18 4.35% 780,000 52,309 832,309 16,713 815,596 2.83% FY 18-19 12/01/18 4.35% 35,344 35,344 11,292 24,051 2.83% 06/01/19 4.35% 800,000 35,344 835,344 11,292 824,051 2.83% FY 19-20 12/01/19 4.35% 17,944 17,944 5,733 12,211 2.83% 06/01/20 4.35% 825,000 17,944 842,944 5,733 837,211 2.83% Total $3,160,000 $348,653 $3,508,653 $111,394 $3,397,258 DEBT SERVICE-PAGE 361 TIGARD TRANSPORTATION BUILD AMERICA BOND SUMMARY Projected Annual Net Debt Service $900,000 $800,000 $700,000 $600,000 v u ✓ $500,000 v, ya cp N n $400,000 To 7 c C Q $300,000 $200,000 $100,000 2017 2018 2019 2020 Fiscal Year ©Principal t9 Net Interest FY 2016-17 debt service on the outstanding 2010 Transportation Build America Bond is as follows: Net Net 2011 Transportation BAB Date Interest Principal Total Interest Total 12/01/16 $ 68,730 $ - $ 68,730 $ 46,771 $ 46,771 06/01/17 $ 68,730 $ 755,000 $ 823,730 $ 62,757 $ 817,757 Total Transportation BAB Debt Service $ 137,460 $ 755,000 $ 892,460 $ 109,528 $ 864,528 PAGE 362- CITY OF TIGARD DEBT SERVICE SCHEDULE ASSESSMENT-69TH AVENUE LOCAL IMPROVEMENT DISTRICT The 69th Avenue Local Improvement District (LID) was finalized in 2002. This Bancroft Bond was issued to retire the interim financing used for construction of the LID. The source of revenue for re- payment of the bonds are payments on installment contracts executed by benefited property owners. LID assessments are secured by liens on the benefited property. Amount Issued: $1,307,969 Issue Date: 6/27/2002 Original Issue True Interest Rate(TIC): 7.250% Principal Outstanding as of July 1,2016: $335,656 Interest Total Debt Fiscal Year Payment Due Rate Principal Due Interest Due Service FY 16-17 07/01/16 7.25% 39,400 12,168 51,568 01/01/17 7.25% 40,800 10,740 51,540 FY 17-18 07/01/17 7.25% 42,300 9,261 51,561 01/01/18 7.25% 43,800 7,727 51,527 FY 18-19 07/01/18 7.25% 45,400 6,139 51,539 01/01/19 7.25% 47,100 4,494 51,594 FY 19-20 07/01/19 7.25% 48,700 2,786 51,486 01/01/20 7.25% 28,156 1,021 29,177 Total ' $335,656 ' $54,334 $389,990 DEBT SERVICE-PAGE 363 ASSESSMENT-BANCROFT IMPROVEMENT BONDS SUMMARY Projected Annual Debt Service $100,000 $90,000 $80,000 .171 $70,000 a.) N $60,000 $50,000 3 c $40,000 $30,000 $20,000 $10,000 ✓ / 2017 2018 2019 2020 Fiscal Year 0 Bancroft Bonds FY 2016-17 debt service on outstanding Bancroft Bonds is scheduled as follows: Bancroft Bonds Date Interest Principal Total 2002 - 69th Ave LID 07/01/16 $ 12,168 $ 39,400 $ 51,568 01/01/17 $ 10,740 $ 40,800 $ 51,540 Additional Bond Calls as Needed $ - $ - $ Total Bancroft Debt Service $22,907 $80,200 $ 103,107 PAGE 364- CITY OF TIGARD WATER REVENUE DEBT-WATER REVENUE BOND 2012 The Water Revenue Bond was issued in May 2012. This is the first revenue bond issue that will pay for Tigard's water infrastructure and securing a water source for Tigard through the Lake Oswego/Tigard Water Partnership. The Partner- ship will expand the capacity of the Lake Oswego Water Treatment Plant,providing Tigard with 18 million gallons of wa- ter per day. The bonds will be repaid by water usage rates and is eligible to be repaid using Water SDCs as well. Tigard is scheduled to receive water from the plant in 2016,when water purchases from Portland will end. The debt service is set up to make interest only payments through 2015 with higher annual debt service payments that include principal starting in 2016 when Portland water is no longer being purchased. Amount Issued: $97,720,000 Issue Date: 5/1/2012 Original Issue True Interest Rate(TIC): 4.042% Principal Outstanding as of July 1,2016: $97,720,000 Interest Total Debt Fiscal Year Payment Due Rate Principal Due Interest Due Service FY 16-17 08/01/16 3.00% 1,870,000 2,359,925 4,229,925 02/01/17 2,331,875 2,331,875 FY 17-18 08/01/17 4.00% 1,935,000 2,331,875 4,266,875 02/01/18 2,293,175 2,293,175 FY 18-19 08/01/18 4.00% 2,015,000 2,293,175 4,308,175 02/01/19 2,252,875 2,252,875 FY 19-20 08/01/19 4.00% 2,100,000 2,252,875 4,352,875 02/01/20 2,210,875 2,210,875 FY 20-21 08/01/20 4.00% 2,185,000 2,210,875 4,395,875 02/01/21 2,167,175 2,167,175 FY 21-22 08/01/21 4.00% 2,275,000 2,167,175 4,442,175 02/01/22 2,121,675 2,121,675 FY 22-23 08/01/22 4.00% 2,365,000 2,121,675 4,486,675 02/01/23 2,074,375 2,074,375 FY 23-24 08/01/23 5.00% 2,475,000 2,074,375 4,549,375 02/01/24 2,012,500 2,012,500 FY 24-25 08/01/24 5.00% 2,605,000 2,012,500 4,617,500 02/01/25 1,947,375 1,947,375 FY 25-26 08/01/25 5.00% 2,735,000 1,947,375 4,682,375 02/01/26 1,879,000 1,879,000 FY 26-27 08/01/26 5.00% 2,875,000 1,879,000 4,754,000 02/01/27 1,807,125 1,807,125 FY 27-28 08/01/27 5.00% 3,025,000 1,807,125 4,832,125 02/01/28 1,731,500 1,731,500 FY 28-29 08/01/28 5.00% 3,180,000 1,731,500 4,911,500 02/01/29 1,652,000 1,652,000 FY 29-30 08/01/29 5.00% 3,340,000 1,652,000 4,992,000 02/01/30 1,568,500 1,568,500 FY 30-31 08/01/30 5.00% 3,515,000 1,568,500 5,083,500 02/01/31 1,480,625 1,480,625 FY 31-32 08/01/31 5.00% 3,695,000 1,480,625 5,175,625 02/01/32 1,388,250 1,388,250 FY 32-33 08/01/32 5.00% 3,885,000 1,388,250 5,273,250 02/01/33 1,291,125 1,291,125 FY 33-34 08/01/33 5.00% 4,080,000 1,291,125 5,371,125 02/01/34 1,189,125 1,189,125 FY 34-35 08/01/34 5.00% 4,290,000 1,189,125 5,479,125 02/01/35 1,081,875 1,081,875 FY 35-36 08/01/35 5.00% 4,510,000 1,081,875 5,591,875 02/01/36 969,125 969,125 FY 36-37 08/01/36 5.00% 4,745,000 969,125 5,714,125 02/01/37 850,500 850,500 FY 37-38 08/01/37 5.00% 4,985,000 850,500 5,835,500 02/01/38 725,875 725,875 FY 38-39 08/01/38 5.00% 5,240,000 725,875 5,965,875 02/01/39 594,875 594,875 FY 39-40 08/01/39 5.00% 5,510,000 594,875 6,104,875 02/01/40 457,125 457,125 FY 40-41 08/01/40 5.00% 5,795,000 457,125 6,252,125 02/01/41 312,250 312,250 FY 41-42 08/01/41 5.00% 6,090,000 312,250 6,402,250 02/01/42 160,000 160,000 FY 42-43 08/01/42 5.00% 6,400,000 160,000 6,560,000 0 Total $97,720,000 $79,461,475 $177,181,475 DEBT SERVICE-PAGE 365 WATER REVENUE DEBT-WATER REVENUE BOND 2015 The second Water Revenue Bond was issued in March 2015 to pay for Tigard's continuing water infrastructure needs and securing a water source for Tigard through the Lake Oswego/Tigard Water Partnership. The first Water Revenue Bond was issued in May 2012.The Partnership will expand the capacity of the Lake Oswego Water Treatment Plant,providing Tigard with 18 million gallons of water per day. The bonds will be repaid by water usage rates and is eligible to be repaid using Water SDCs as well. Tigard is scheduled to receive water from the plant in summer of 2016,when water purchases from Portland will end. The debt service is set up to make interest only payments through fiscal year 2016 with higher annual debt service payments that include principal starting in fiscal year 2017. Amount Issued: $30,810,000 Issue Date: 3/3/2015 Original Issue True Interest Rate(TIC): 4.090% Principal Outstanding as of July 1,2016: $30,810,000 Interest Total Debt Fiscal Year Payment Due Rate Principal Due Interest Due Service FY 16-17 08/01/16 3.00% 160,000 756,350 916,350 02/01/17 753,950 753,950 FY 17-18 08/01/17 4.00% 165,000 753,950 918,950 02/01/18 750,650 750,650 FY 18-19 08/01/18 4.00% 170,000 750,650 920,650 02/01/19 747,250 747,250 FY 19-20 08/01/19 4.00% 175,000 747,250 922,250 02/01/20 743,750 743,750 FY 20-21 08/01/20 4.00% 185,000 743,750 928,750 02/01/21 740,050 740,050 FY 21-22 08/01/21 4.00% 190,000 740,050 930,050 02/01/22 736,250 736,250 FY 22-23 08/01/22 4.00% 200,000 736,250 936,250 02/01/23 732,250 732,250 FY 23-24 08/01/23 4.00% 210,000 732,250 942,250 02/01/24 728,050 728,050 FY 24-25 08/01/24 4.00% 215,000 728,050 943,050 02/01/25 723,750 723,750 FY 25-26 08/01/25 4.00% 225,000 723,750 948,750 02/01/26 719,250 719,250 FY 26-27 08/01/26 4.00% 235,000 719,250 954,250 02/01/27 714,550 714,550 FY 27-28 08/01/27 5.00% 245,000 714,550 959,550 02/01/28 708,425 708,425 FY 28-29 08/01/28 5.00% 255,000 708,425 963,425 02/01/29 702,050 702,050 FY 29-30 08/01/29 5.00% 270,000 702,050 972,050 02/01/30 695,300 695,300 FY 30-31 08/01/30 3.25% 280,000 695,300 975,300 02/01/31 690,750 690,750 FY 31-32 08/01/31 5.00% 290,000 690,750 980,750 02/01/32 683,500 683,500 FY 32-33 08/01/32 5.00% 305,000 683,500 988,500 02/01/33 675,875 675,875 FY 33-34 08/01/33 5.00% 325,000 675,875 1,000,875 02/01/34 667,750 667,750 FY 34-35 08/01/34 5.00% 340,000 667,750 1,007,750 02/01/35 659,250 659,250 FY 35-36 08/01/35 5.00% 360,000 659,250 1,019,250 02/01/36 650,250 650,250 FY 36-37 08/01/36 5.00% 375,000 650,250 1,025,250 02/01/37 640,875 640,875 FY 37-38 08/01/37 5.00% 395,000 640,875 1,035,875 02/01/38 631,000 631,000 FY 38-39 08/01/38 5.00% 420,000 631,000 1,051,000 02/01/39 620,500 620,500 FY 39-40 08/01/39 5.00% 440,000 620,500 1,060,500 02/01/40 609,500 609,500 FY 40-41 08/01/40 5.00% 455,000 609,500 1,064,500 02/01/41 598,125 598,125 FY 41-42 08/01/41 5.00% 485,000 598,125 1,083,125 02/01/42 586,000 586,000 FY 42-43 08/01/42 5.00% 510,000 586,000 1,096,000 02/01/43 573,250 573,250 FY 43-44 08/01/43 5.00% 7,265,000 573,250 7,838,250 02/01/44 391,625 391,625 FY 44-45 08/01/44 5.00% 7,635,000 391,625 8,026,625 02/01/45 200,750 200,750 FY 45-46 08/01/45 5.00% 8,030,000 200,750 8,230,750 Total $30,810,000 $38,905,400 $69,715,400 PAGE 366 - CITY OF TIGARD WATER REVENUE DEBT-ARRA WATER LOAN As part of the American Recovery and Reinvestment Act of 2009,Tigard received a grant and a loan to rehabilitate the water pump and seismic upgrades at our 10 mil water reservoir.The loan became set with the completion of the project in March 2012.The debt is being repaid with water user fees. Amount Issued: $2,398,000 Issue Date: 3/6/2012 Original Issue True Interest Rate(TIC): 3.000% Principal Outstanding as of July 1,2016: $2,007,953 Interest Total Debt Fiscal Year Payment Due Rate Principal Due Interest Due Service FY 16-17 12/01/16 3.00% 100,945 60,239 161,183 FY 17-18 12/01/17 3.00% 103,973 57,210 161,183 FY 18-19 12/01/18 3.00% 107,092 54,091 161,183 FY 19-20 12/01/19 3.00% 110,305 50,878 161,183 FY 20-21 12/01/20 3.00% 113,614 47,569 161,183 FY 21-22 12/01/21 3.00% 117,023 44,161 161,183 FY 22-23 12/01/22 3.00% 120,533 40,650 161,183 FY 23-24 12/01/23 3.00% 124,149 37,034 161,183 FY 24-25 12/01/24 3.00% 127,874 33,310 161,183 FY 25-26 12/01/25 3.00% 131,710 29,473 161,183 FY 26-27 12/01/26 3.00% 135,661 25,522 161,183 FY 27-28 12/01/27 3.00% 139,731 21,452 161,183 FY 28-29 12/01/28 3.00% 143,923 17,260 161,183 FY 29-30 12/01/29 3.00% 148,241 12,943 161,183 FY 30-31 12/01/30 3.00% 152,688 8,495 161,183 FY 31-32 12/01/31 3.00% 130,491 3,915 134,406 Total ' $2,007,953 $544,202 $2,552,155 DEBT SERVICE-PAGE 367 WATER REVENUE DEBT SUMMARY Projected Annual Debt Service $7,000,000 - $6,500,000 - $6,000,000 - i ,l $5,500,000 - $5,000,000 - $4,500,000 - a) U $4,000,000 - a) 28 $3,500,000 - a) 0 To $3,000,000 - 3 c Q $2,500,000 - 1111111111 $2,000,000 - $1,500,000 - $1,000,000 - $500,000 - IIiii1. $- 2017 2022 2027 2032 2037 2042 Fiscal Year 0 Principal ■Interest FY 2016-17 debt service on the outstanding Water Revenue Debt is as follows: Water Revenue Debt Date Interest Principal Total Water Revenue Bond 2012 08/01/16 $ 2,359,925 $1,870,000 $ 4,229,925 02/01/17 $ 2,331,875 $ - $ 2,331,875 Water Revenue Bond 2015 08/01/16 $ 756,350 $ 160,000 $ 916,350 02/01/17 $ 753,950 $ - $ 753,950 ARRA Loan 12/01/16 $ 60,239 $ 100,945 $ 161,183 Total Water Revenue Debt Service $ 6,262,339 $2,130,945 $ 8,393,283 PAGE 368 - CITY OF TIGARD FUND SUMMARIES INTRODUCTION The following section shows a detailed listing of the resources and requirements for each fund used by the city. Explanatory narratives are provided for each of the funds. In FY 2016-17,the city will use the following funds: and Type Fund Name General General Fund Sanitary Sewer, Stormwater,Water,Water CIP,Water Debt Service,Water Enterprise Quality/Quantity,Water SDC Building, City Gas, Criminal Forfeiture, Electrical Inspection, Gas Tax, Library Donation and Bequests, Parks Bond,Parks SDC, Parks Utility, Special Revenue Street Maintenance,Transportation Development Tax,Transportation SDC, Urban Forestry,Underground Utility Debt Service Bancroft, General Obligation Capital Projects Facilities,Parks,Transportation CIP Internal Service Central Services, Fleet/Property Maintenance, Insurance FUND SUMMARIES-PAGE 369 GENERAL FUND The General Fund is used to account for the city's revenues and expenditures that are of a general na- ture and therefore not required to be recorded in another fund. General Fund revenues include prop- erty taxes, fees and charges for services, franchise fees, fines,interest,revenue from other agencies, and transfers from other funds. Expenditures out of the General Fund include programmatic expenses such as Police, Library, and Community Development, as well as transfers for Parks and capital im- provements. Some revenue streams in the General Fund experience modest growth, such as property taxes, while others are expected to remain significantly flat, such as hotel/motel tax. Property taxes constitute the largest single source of revenue for the General Fund. Revenues received from other agencies include Hotel/Motel Tax, Washington County Cooperative Library Services (WCCLS) distribution share, Liq- uor Tax, Cigarette Tax, State Revenue Sharing distribution, and miscellaneous other Intergovernmental Revenue. Franchise Fees are paid by utility entities for their use of public right-of-ways and are based on a percentage of their gross revenues collected within the city. Property Tax, Intergovernmental, and Franchise Fees make up the three largest revenue categories. One revenue stream in the General Fund is anticipate to experience significant growth during the 2016 -2017 fiscal year. The city's Engineering Public Improvement fee is anticipating large growth due to the development of the River Terrace subdivision. This is not a long term or sustained growth howev- er as funds are collected one-time for the review of the development plans. The city's Property Tax revenue may experience a slight increase as these homes come online however. As the city grows, expenditures in the General Fund continue to slightly outpace revenues. This is not sustainable over the long run and the city continues to look for options to stop the eroding services levels this causes. During FY 2016-2017 the city will explore one possible option in the form of read- ing for a possible passage of a local option levy to supplement the tax base. PAGE 370 - CITY OF TIGARD GENERAL FUND FY 2014 FY 2015 2016 2017 2017 2017 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 16 Resources 40000-Beginning Fund Balance 9,710,833 11,378,279 10,709,593 11,121,468 11,121,468 11,121,468 3.8% Total Beginning Fund Balance 9,710,833 11,378,279 10,709,593 11,121,468 11,121,468 11,121,468 3.8% 40100-Current Property Taxes 13,035,662 13,585,285 14,119,577 14,551,662 14,551,662 14,551,662 3.1°° 40101-Prior Year Property Taxes 180,546 254,085 211,188 211,188 211,188 211,188 0.0°° Total Taxes 13,216,208 13,839,370 14,330,765 14,762,850 14,762,850 14,762,850 30% 41000-Franchise Application Fees 0 0 2,000 2,000 2,000 2,000 0.0% 41001-Franchise Fees-Electric 2,294,270 2,411,315 2,316,324 2,432,140 2,432,140 2,432,140 5.0% 41002-Franchise Fees-Gas 775,823 688,289 848,005 856,485 856,485 856,485 1.0% 41003-Franchise-Telecomm 380,394 363,566 291,600 269,730 269,730 269,730 -7.5% 41004-Franchise Fees-Garbage 490,172 513,602 604,807 641,095 641,095 641,095 6.0% 41005-Franchise Fees-Cable TV 524,810 532,563 528,603 538,646 538,646 538,646 1.9% 41006-Franchise Fees-Water 556,537 642,082 785,238 820,574 820,574 820,574 4.5% 41007-Franchise Fees-Sanitary Swr 520,641 540,543 532,588 551,761 551,761 551,761 3.6% Total Franchise Fees 5,542,647 5,691,960 5,909,165 6,112,431 6,112,431 6,112,431 3.4% 43001-Business Tax 796,794 676,087 692,263 859,392 859,392 859,392 24.1% 43112-CDC Review Fees 29,428 27,884 36,785 45,981 45,981 45,981 25.0% 43113-Address Fee 2,800 8,150 3,500 4,375 4,375 4,375 25.0°o 43114-Engineering Public Improvement 111,151 429,416 138,939 1,948,674 1,948,674 1,948,674 1302.5°° 43115-Sign Permit Fees 19,404 19,078 24,255 30,319 30,319 30,319 25.0°b 43116-Land Use Application Fee 240,465 635,743 300,581 375,726 375,726 375,726 25.0% 43117-Long Range Planning Surcharge 39,695 74,038 49,619 0 0 0 -100.0°, 43130-Miscellaneous Fees/Charges 6,325 0 54,308 57,023 57,023 57,023 5.0°4 43134-Street Maintenance Fee 28,325 33,592 0 0 0 0 0.0% 43401-Alarm Permit Fees 60,875 61,160 48,692 50,445 50,445 50,445 3.6°-'° 43402-Liquor Permit Fees 3,725 3,675 3,478 3,617 3,617 3,617 4.0% 43403-Candidate Filing Fees 650 400 0 0 0 0 0.0°-6 Total Licenses and Permits 1,339,637 1,969,222 1,352,420 3,375,552 3,375,552 3,375,552 149.6% 40201-Hotel/Motel Tax 577,666 600,805 429,003 454,743 454,743 454,743 6.0% 44100-Cigarette Tax 61,169 65,598 57,254 53,590 53,590 53,590 -6.4°° 44101-Liquor Tax 690,560 707,861 731,994 775,914 775,914 775,914 6.0°'6 44102-State Revenue Sharing 474,355 492,109 496,047 521,841 521,841 521,841 5.2°, 44501-Intergovernmental Revenue 924,982 1,114,368 855,608 855,608 855,608 855,608 0.0% 44800-Federal Grants 50,651 85,552. 77,289 4,104 4,104 4,104 -94.7% 44801-State Grants 159,359 43,392 123 12 12 109,012 88527.6% 44802-Grants-Other 10,712 13,227 1,272 127 127 127 -90.0% 44803-WCCLS Grants 3,082,904 3,159,977 2,859,239 3,034,954 3,034,954 3,034,954 6.1', Total Intergovernmental 6,032,359 6,282,888 5,507,829 5,700,893 5,700,893 5,809,893 5.5% 45301-Lien Search Fees 54,670 57,575 49,490 49,985 49,985 49,985 1.0% 45303-Vehicle Release Fee 13,610 16,510 13,610 13,610 13,610 13,610 0.0% 45304-Passport Processing Fees 35,605 39,855 35,605 35,605 35,605 35,605 0.0% FUND SUMMARIES-PAGE 371 GENERAL FUND FY 2014 FY 2015 2016 2017 2017 2017 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 16 45305-Park Revenue 60,325 86,674 63,341 66,508 66,508 66,508 5.0% 45306-Passport Photos 7,455 8,920 7,455 7,455 7,455 7,455 0.0% 45310-Library Copier Receipts 836 2,187 836 836 836 836 0.0°0 45311-Library Miscellaneous Income 13,391 10,733 11,909 11,742 11,742 11,742 -1.4°, 45319-Miscellaneous Fees&Charges 18,067 38,731 0 0 0 0 0.0°0 45320-Rental Income 6,000 5,000 3,500 3,500 3,500 3,500 0.0°'° 45321-Community Garden Rental Income 842 700 478 478 478 478 0.0% 45322-Police Copies 12,722 13,264 0 0 0 0 0.0°'° 45323-PD Distracted Driver 175 8,503 0 0 0 0 0.0°0 45330-Donations/Gifts 1,055 15,500 0 0 0 0 0.0° 45580-Interdepartmental Services Revenue 2,541,252 1,897,059 2,851,791 2,378,785 2,378,785 2,378,785 -16.6% Total Charges for Services 2,766,004 2,201,211 3,038,015 2,568,504 2,568,504 2,568,504 -15.5% 46001-Traffic Fines 766,940 702,876 780,745 715,528 715,528 715,528 -8.4°1° 46002-Civil Infractions 660 0 1,000 1,000 1,000 1,000 0.0% 46010-Library Fines 93,314 91,868 91,261 91,261 91,261 91,261 0.0°'o Total Fines&Forfeitures 860,914 794,744 873,006 807,789 807,789 807,789 -7.5% 47000-Interest Earnings 183,090 194,642 103,722 103,722 103,722 103,722 0.0% Total Interest Earnings 183,090 194,642 103,722 103,722 103,722 103,722 0.0% 48001-Recovered Expenditures 101,067 367,075 56,432 56,432 56,432 56,432 0.0°,0 48002-Surplus 17,376 48,021 20,480 0 0 0 -100.0°,0 Total Miscellaneous 118,443 415,096 76,912 56,432 56,432 56,432 -26.6% 49001-Debt Proceeds 208,299 0 0 0 0 0 0.0°%0 49002-Proceeds from Loan Repayment 0 190,647 0 0 0 0 0.0 Total Other Financing Sources 208,299 190,647 0 0 0 0 0.0% 49200-Transfer In from Gas Tax Fund 0 0 0 12,625 12,625 12,625 100.0% 49500-Transfer In from Sanitary Sewer Fund 0 0 0 15,250 15,250 15,250 100.0% 49510-Transfer In from Stormwater Fund 0 0 0 15,250 15,250 15,250 100.0°'° 49530-Transfer In from Water Fund 0 0 0 11,000 11,000 11,000 100.0°i Total Transfers In 0 0 0 54,125 54,125 54,125 100.0% Total Resources 39,978,432 42,958,060 41,901,427 44,663,766 44,663,766 44,772,766 6.900 PAGE 372- CITY OF TIGARD GENERAL FUND FY 2014 FY 2015 2016 2017 2017 2017 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 16 Requirements Program Expenditures Community Development 2,836,409 3,075,371 4,073,429 3,646,043 3,686,043 3,795,043 -6.8% Community Services 19,409,836 20,229,847 22,300,288 22,689,234 23,074,371 23,204,371 4.1% Policy and Administration 701,172 778,840 899,502 837,595 837,595 837,595 -6.9% Public Works 5,051,835 5,737,899 4,118,322 4,289,438 4,289,438 4,289,438 4.2% Total Program Expenditures 27,999,252 29,821,958 31,391,541 31,462,309 31,887,446 32,126,446 2.3% Total Loan to CCDA 361,000 254,000 0 0 0 0 0.0% Total Transfers Out 239,906 893,654 3,434,936 1,530,439 1,745,439 1,845,439 -46.3% Total Contingency 0 0 1,120,000 1,173,000 1,173,000 1,173,000 4.7% Total.Budget Reserve for Future Expense 11,378,275 11,988,448 5,954,950 10,498,018 9,857,881 9,627,881 61.7% Total Requirements FUND SUMMARIES-PAGE 373 ENTERPRISE FUND-SANITARY SEWER Funds collected in the Sanitary Sewer Fund are applied to the operation,maintenance,repair, and up- grade of the city's sanitary sewer infrastructure. Within Washington County, a special district, Clean Water Services (CWS),provides stormwater and sanitary sewer treatment and sets all fees related to these services. CWS contracts with the City of Tigard for billing and collection of sanitary sewer charges within the city's limits and to provide stormwater system maintenance within the city. Sanitary Sewer Connection Fees are charged to developers and property owners upon connection to the city's sewer system. The amount of this fee is determined by CWS each year. CWS also sets the base monthly sewer service charges. A customer's monthly sewer charge is comprised of the base charge plus a consumption charge which is based on the customer's average water consumption during the previous winter. The city retains approximately 16% (11%in the Sanitary Sewer Fund and 5% as a franchise fee in the General Fund) of these revenues and sends the remaining 84% to CWS each month. PAGE 374- CITY OF TIGARD ENTERPRISE FUND-SANITARY SEWER FY 2014 FY 2015 2016 2017 2017 2017 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY16 Resources 40000-Beginning Fund Balance 6,275,392 5,230,317 3,586,876 3,440,850 3,440,850 3,609,850 0.6°o Total Beginning Fund Balance 6,275,392 5,230,317 3,586,876 3,440,850 3,440,850 3,609,850 0.6% 43120-Sewer Connection Fees 15,761 43,872 16,549 42,200 42,200 42,200 155.0°'° Total Licenses and Permits 15,761 43,872 16,549 42,200 42,200 42,200 155.0% 44501-Intergovernmental Revenue 0 0 221,770 338,000 338,000 383,000 72.7% Total Intergovernmental 0 0 221,770 338,009 338,000 383,000 72.7% 45100-Utility Sales 1,780,494 1,837,736 1,641,432 1,715,296 1,715,296 1,715,296 4.5% 45199-Bad Debt -63,209 -64,348 -50,500 -50,500 -50,500 -50,500 0.0% 45319-Miscellaneous Fees&Charges 9,921 0 0 0 0 0 0.0°'o Total Charges for Services 1,727,206 1,773,388 1,590,932 1,664,796 1,664,796 1,664,796 4.6% 47000-Interest Earnings 0 11,319 100,333 100,333 100,333 100,333 0.0% Total Interest Earnings 0 11,319 100,333 100,333 100,333 100,333 0.0°0 48001-Recovered Expenditures 65,857 36,512 143,091 143,091 143,091 143,091 0.0% Total Miscellaneous 65,857 36,512 143,091 143,091 143,091 143,091 0.0°o 49002-Proceeds from Loan Repayment 0 63,353 0 0 0 0 0.0°0 Total Other Financing Sources 0 63,353 0 0 0 0 0.0% 49200-Transfer In from Gas Tax Fund 0 21,075 0 0 0 0 0.0% 49421-Transfer In from Parks Bond Fund 44,376 -14,284 0 0 0 0 0.0% 49425-Transfer In from Parks SDC Fund 0 186,163 0 0 0 0 0.0% 49500-Transfer In from Sanitary Sewer Fund 0 0 0 0 0 0 0.0% 49510-Transfer In from Stormwater Fund 177,291 34,306 0 0 0 0 0.0% 49511-Transfer In from Water Quality/Quantity Fund 35,440 0 0 0 0 0 0.0% 49532-Transfer In from Water CIP Fund 285,000 215,649 0 0 0 0 0.0°0 Total Transfers In 542,107 442,909 0 0 0 0 0.0% Total Resources 8,626,324 7,601,670 5,659,551 5,729,270 5,729,270 5,943,270 lik 5.0 Requirements Program Expenditures CIP 0 12,998 0 0 0 0 0.0% Public Works 1,732,462 1,864,271 1,960,087 2,181,253 2,181,253 2,181,253 11.3% Total Program Expenditures 1,732,462 1,877,269 1,960,087 2,181,253 2,181,253 2,181,253 11.3% Total Transfers Out 107,931 51,482 97,934 164,726 164,726 164,726 68.2% Total Work in Progress 1,555,614 1,430,270 984,693 900,000 900,000 1,160,111 17.8°% Total Contingency 0 0 379,000 400,000 400,000 400,000 5.5% Total Budget 11 3,396,007 3,359,020 3,421,714 3,645,974 3,645,979 3,906,090 14.2% Reserve for Future Expense 5,230,31' 4,242,651 2,237,837 2,093,291 2,083,291 2,037,180 -9.0°° Total Requirements 8,626,324 7,601,670 5,659,551 5,729,270 5,729,270 5,943,270 5.0° FUND SUMMARIES-PAGE 375 ENTERPRISE FUND-STORMWATER Funds collected in the Stormwater Fund are applied to the operation, maintenance, repair, and up- grade of the city's stormwater facilities. Within Washington County, a special district, Clean Water Services (CWS), provides stormwater and sanitary sewer treatment and sets all fees related to these services. CWS contracts with the City of Tigard for billing and collection of stormwater charges within the city's limits and to provide stormwater system maintenance within the city. The city cur- rently retains 75% of the stormwater fees collected by the city. The city also assesses a $2.00 per month surcharge for stormwater system maintenance. FY 2014 FY 2015 2016 2017 2017 2017 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 16 Resources 40000-Beginning Fund Balance 2,881,278 3,538,989 3,774,154 3,958,232 3,951,232 4,050,732 7.3% Total Beginning Fund Balance 2,881,278 3,538,989 3,774,154 3,958,232 3,958,232 4,050,732 7.3% 45100-Utility Sales 1,945,485 2,105,244 1,788,793 1,869,289 1,869,289 1,869,289 4.5% 45103-Tigard SWM Surcharge 802,266 808,152 807,156 807,156 807,156 807,156 0.0% 45199-Bad Debt -14,891 -14,215 0 0 0 0 0.0% 45319-Miscellaneous Fees&Charges 486 0 0 0 0 0 0.0% Total Charges for Services 2,733,346 2,899,180 2,595,949 2,676,445 2,676,445 2,676,445 3.1% 47000-Interest Earnings 0 8,420 7,936 7,936 7,936 7,936 00% Total Interest Earnings 0 8,420 7,936 7,936 7,936 7,936 00% 48001-Recovered Expenditures 15,096 1,735 3,100 3,100 3,100 3,100 0.0', Total Miscellaneous 15,096 1,735 3,100 3,100 3,100 3,100 0.0% 49500-Transfer In from Sanitary Sewer Fund 0 0 0 93,500 93,500 93,500 100.0% Total Transfers Jr. 0 0 0 93,500 93,500 93,500 100.0% Total Resources 5,629,721 6,448,324 6,381,139 6,739,213 6,739,213 6,831,713 7.1% Requirements Program Expenditures CIP 0 14,372 0 0 0 0 0.0% Public Works 1,448,387 1,471,734 1,738,126 1,999,819 1,999,819 1,999,819 15.1% Total Program Expenditures 1,448,387 1,486,105 1,738,126 1,999,819 1,999,819 1,999,819 15.1% Total Transfers Out 412,071 100,438 444,906 215,286 215,286 220,566 -50.4% Total Work in Progress 230,273 238,608 1,265,096 862,000 862,000 1,050,611 -17.0% Total Contingency 0 0 188,450 200,000 200,000 200,000 6.1% Tottd lludg ,. Reserve for Future Expense 3,538,989 4,623,172 2,744,561 3,462,108 3,462,108 3,360,717 22.5% Total Requirements PAGE 376 - CITY OF TIGARD ENTERPRISE FUND-WATER The City of Tigard manages the operation of the water system through intergovernmental agree- ments with the cities of King City and Durham and with the Tigard Water District. The Water Fund is the primary operating fund for the water system and accounts for all costs associated to the water operation,including ongoing maintenance. The Water Fund also transfers to the Water CIP Fund for various capital improvement projects and to the Water Debt Service Fund to pay debt service on water revenue bonds. The Water Fund maintains a Rate Stabilization Account of$2.0 million. In 2008 Tigard entered into a water partnership with the City of Lake Oswego on a long-term water source. The two cities agreed to jointly: • Expand Lake Oswego's water treatment facility • Replace the existing river intake • Construct a reservoir • Upsize transmission lines • Develop existing water rights and permits on the Clackamas River The improvements allow Tigard and Lake Oswego to produce up to 38 million gallons of water (mgd) per day. In December 2013, the two cities agreed to transfer 4 million gallons of water per day from Lake Oswego to Tigard,bringing Tigard up to 18 mgd. Water began flowing from the new facility by 2016. Based on this water financing plan that was approved by council in 2010,Tigard's share of the im- provements and cost to buy into Lake Oswego's existing system is estimated to total$155 million. FUND SUMMARIES-PAGE 377 ENTERPRISE FUND-WATER FY 2014 FY 2015 2016 2017 2017 2017 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 16 Resources 40000-Beginning Fund Balance 12,707,093 16,233,500 20,245,015 6,795,798 6,795,798 6,832,798 -66.2', Total Beginning Fund Balance 12,707,093 16,233,500 20,245,015 6,795,798 6,795,798 6,832,798 -66.2% 43126-Developer Overhead 20,093 52,969 23,107 58,923 58,923 58,923 155.0% 43128-Fire Service Reimbursement 4,200 2,857 4,830 12,317 12,317 12,317 155.0°0 43130-Miscellaneous Fees/Charges 0 0 3,398 3,568 3,568 3,568 5.0°0 Total Licenses and Permits 24,293 55,827 31,335 74,808 74,808 74,808 138.7% 45100-Utility Sales 15,795,287 18,570,934 18,674,450 19,514,800 19,514,800 19,514,800 4.5% 45101-Other Utility Sales 10,919 10,652 4,456 4,456 4,456 4,456 0.0% 45102-Leaks/Misreads Credits -33,123 -32,483 -22,984 -22,984 -22,984 -22,984 0.0% 45104-Meter Sales 50,285 30,419 27,762 27,762 27,762 27,762 0.0°0 45105-Fire Hydrant Flow Testing Save 1,950 3,250 8,006 8,006 8,006 8,006 0.0°0 45150-Late Penalties/Charges 108,900 121,855 121,136 121,136 121,136 121,136 0.0,5 45151-Returned Check Fees 1,700 1,700 1,290 1,290 1,290 1,290 0.0', 45199-Bad Debt -29,764 -15,380 -20,544 -20,544 -20,544 -20,544 0.0 45319-Miscellaneous Fees&Charges 2,800 4,650 372 372 372 372 00° 45320-Rental Income 52,358 53,222 33,234 33,234 33,234 33,234 0.0°° Total Charges for Services 15,961,312 18,748,819 18,827,178 19,667,528 19,667,528 19,667,528 4.5% 47000-Interest Earnings 0 38,550 30,644 30,644 30,644 30,644 0.0°x° Total Interest Earnings 0 38,550 30,644 30,644 30,644 30,644 0.0% 48000-Other Revenue 0 584 0 0 9 0 0.0°0 48001-Recovered Expenditures 39,819 23,608 10,933 10,933 10,933 10,933 0.0% Total Miscellaneous 39,819 24,193 10,933 10,933 10,933 10,933 0.0% 49100-Transfer In from General Fund 27,460 27,460 27,460 27,460 27,460 27,460 0.0% 49500-Transfer In from Sanitary Sewer Fund 13,413 13,413 13,413 13,413 13,413 13,413 0.0°0 49510-Transfer In from Stormwater Fund 17,878 17,878 17,878 17,878 17,878 17,878 0.0% Total Transfers In 58,751 58,751 58,751 58,751 58,751 58,751 0.0% AEI Total Resources 28,791,268 35,159,639 39,203,856 26,638,462 26,638,462 26,675,462 -32.0% Requirements Program Expenditures 0 0 0 0 0 0 0.0% Public Works 7,239,686 7,177,970 8,682,558 7,249,963 7,249,963 7,249,963 -16.5% Total Program Expenditures 7,239,686 7,177,970 8,682,558 7,249,963 7,249,963 7,249,963 -16.5% Total Transfers Out 5,318,083 5,014,056 24,954,676 10,917,509 10,917,509 11,006,307 -55.9% Total Contingency 0 0 427,550 500,000 500,000 500,000 16.9% Total Budget = 12,557,768 12,192,026 34,064,784 18,667,472 18,667,472 18,756,270 11111 Reserve for Futore Expense 16,233,500 22,967,613 5,139,072 7,970,990 7,970,990 7,919,192 54.1% Total Requirements 28,791,268 35,159,639 39,203,856 26,638,462 26,638,462 26,675,462 -32.0% PAGE 378 - CITY OF TIGARD ENTERPRISE FUND-WATER CIP The Water CIP Fund accounts for major capital improvement projects for the water system. Re- sources in this fund consist largely of transfers from the Water Fund and borrowing proceeds. The dollars in this fund also continue to fund the city's long-term water project. In fiscal year 2016-2017, the fund had a beginning fund balance of nearly$8.3 million. A large portion of this, an estimated $5 million,will go towards a payment for the Lake Oswego/Tigard Water Partnership. In 2008 Tigard entered into a water partnership with the City of Lake Oswego on a long-term water source... The Lake Oswego/Tigard Water Partnership. The two cities agreed to jointly: • Expand Lake Oswego's water treatment facility • Replace the existing river intake • Construct a reservoir • Upsize transmission lines • Develop existing water rights and permits on the Clackamas River The improvements would allow Tigard and Lake Oswego to produce up to 38 million gallons of water per day. Of this amount,Tigard will receive between 18 million gallons per day. Water is anticipated to begin flowing from the new facility by 2016. In October 2010, City Council approved the Water Rate Study that was completed by Red Oak Con- sulting. Based on this water financing plan,Tigard's share of the improvements and cost to buy into Lake Oswego's existing system is estimated to be $155 million. In May 2012, $102.5 million of water revenue bonds were issued. The majority of the proceeds were deposited into the Water CIP Fund to pay for capital projects for the water system,including the Lake Oswego/Tigard Water Partnership. In December 2013, the partnership agreed to amend its intergov- ernmental agreement to transfer an additional 4 million gallons per day from Lake Oswego to Tigard. During FY 2014-15, the city received an additional$35 million dollars in water bond proceeds. While a large portion of these additional dollars went towards a payment for the partnership during the 2015- 2016 fiscal year, a substantial portion of the fund balance in this fund remains from these proceeds. Bonding revenues will be received in the Water CIP Fund and annual bond payments in subsequent years will show in the Water Debt Service Fund. Funding for the bond payments will come from wa- ter rates and will be transferred by the Water Fund into the Water Debt Service Fund. FUND SUMMARIES-PAGE 379 ENTERPRISE FUND-WATER CIP FY 2014 FY 2015 2016 2017 2017 2017 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 16 Revised Resources 40000-Beginning Fund Balance 83,276,923 48,200,050 18,020,000 8,291,199 8,291,199 8,291,199 -54.0% Total Beginning Fund Balance 83,276,923 48,200,050 18,020,000 8,291,199 8,291,199 8,291,199 -54.0% 47000-Interest Earnings 234,775 25,852 13,096 13,096 13,096 13,096 0.0% Total Interest Earnings 234,775 25,882 13,096 13,096 13,096 13,096 0.0% 48001-Recovered Expenditures 54,327 115,462 5,318 5,318 5,318 5,318 0.0% Total Miscellaneous 54,327 115,462 5,318 5,318 5,318 5,318 0.0% 49001-Debt Proceeds 0 35,259,380 0 0 0 0 0.0% Total Other Financing Sources 0 35,259,380 0 0 0 0 0.0% 49530-Transfer In from Water Fund 203,278 52,659 18,542,321 2,407,000 2,407,000 2,493,158 -86.6% 49531-Transfer In from Water SDC Fund 0 160,195 298,600 2,705,000 2,705,000 2,705,000 805.9% 49532-Transfer In from Water CIP Fund 0 0 0 0 0 0 0.0% Total Transfers In 203,278 212,854 18,840,921 5,112,000 5,112,000 5,198,158 -72.4% Total Resources 83,769,304 83,813,628 36,879,335 13,421,613 13,421,613 13,507,771 -63.4% Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Debt Service 0 0 0 0 0 0 0.0% Total Work in Progress 34,747,400 66,374,764 29,168,682 10,346,000 10,346,000 10,432,158 -642';, Total Transfers Out 821,854 215,649 231,256 51,935 51,935 51,935 -77.5% Total Contingency 0 0 0 0 0 0 0.0% 35,569,254 66,590,413 29,399,938 10,397,935 10,397,935 10,484,093 -64.3% Reserve for Future Exp 48,200,050 17,223,215 7,479,397 3,023,678 3,023,678 3,023,678 -59.6% Total Requirements PAGE 380 - CITY OF TIGARD ENTERPRISE FUND-WATER DEBT SERVICE The Water Debt Service Fund accounts for revenues and debt service payments related to the issuance of water revenue bonds. The fund also maintains a fund balance to provide an estimated Debt Service Reserve Fund of$6.4 million. FY 2014 FY 2015 2016 2017 2017 2017 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 16 Revised Resources 40000-Beginning Fund Balance 6,605,802 6,641,441 7,049,007 6,670,796 6,670,796 6,670,796 -5.4% Total Beginning Fund Balance 6,605,802 6,641,441 7,049,007 6,670,796 6,670,796 6,670,796 -5.491 47000-Interest Earnings 35,639 34,370 0 0 0 0 0.0% Total Interest Earnings 35,639 34,370 0 0 0 0 0.0% 49530-Transfer In from Water Fund 4,881,033 4,883,926 6,259,273 8,393,283 8,393,283 8,393,283 34.1% Total Transfers In 4,881,033 4,883,926 6,259,273 8,393,283 8,393,283 8,393,283 34.1% Total Resources 11,522,474 11,559,737 13,308,280 15,064,079 15,064,079 15,064,079 132% Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Debt Service 4,881,033 4,881,033 6,259,275 8,393,284 8,393,284 8,393,284 34.1% Total Work in Progress 0 0 0 0 0 0 0.0% Total Transfers Out 0 0 7,906 0 0 0 -100.0% Total Contingency 0 0 0 0 0 0 0.0% Total Budget Reserve for Future Exp 6,641,441 6,678,704 7,041,099 6,670,795 6,670,795 6,670,795 -5.3°% Total Requirements 11,522,474 11,559,737 13,308,280 15,064,079 15,064,079 15,064, 111 FUND SUMMARIES-PAGE 381 ENTERPRISE FUND-WATER QUALITY/QUANTITY The Water Quality/Quantity Fund is a subsidiary fund of the Stormwater Fund. The city charges Wa- ter Quality/Quantity fees, which are established by Clean Water Services, on certain development ac- tivities in the city. Revenues collected are used to fund offsite stormwater system improvements and capacity improvements to the system. Revenues, as they are tied directly to development activities, fluctuate to a degree and as such have been down over the past few years. In addition to a slowdown in development activity, some developers are choosing to build their own on-site stormwater detention facilities rather than pay the fee. FY 2014 FY 2015 2016 2017 2017 2017 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 16 Revised Resources 40000-Beginning Fund Balance 1,291,132 1,253,044 828,705 1,259,242 1,259,242 1,259,242 52.0''0 Total Beginning Fund Balance 1,291,132 1,253,044 828,705 1,259,242 1,259,242 1,259,242 52.0% 43122-Fee In-Lieu H2O Quantity 6,325 5,275 1,271 3,241 3,241 3,241 155.000 43123-Fee in Lieu Water Quality -1,451 0 -1,524 -3,241 -3,241 -3,241 112.7% Total Licenses and Permits 4,874 5,275 -253 0 0 0 -100.0°0 47000-Interest Earnings 0 2,651 15,102 15,102 15,102 15,102 0.0''0 Total Interest Earnings 0 2,651 15,102 15,102 15,102 15,102 0.0% Total Resources 1,296,006 1,260,969 843,554 1,274,344 1,274,344 1,274,344 Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Work in Progress 0 0 0 0 0 0 0.0°o Total Transfers Out 42,962 0 16,576 37,017 37,017 37,017 123.3% Total Contingency 0 0 50,000 50,000 50,000 50,000 0.0% Total Budget; Reserve for Future Exp 1,253,044 1,260,969 776,978 1,187,327 1,187,327 1,187,327 52.8% Total Requirements PAGE 382- CITY OF TIGARD ENTERPRISE FUND-WATER SDC The Water System Development Charge (SDC) Fund is a subsidiary of the Water Fund. Water SDCs are charged when new water meters are sold and installed. The total purpose of the Water SDC is to fund future capacity-increasing projects and pay a reimbursement fee for existing assets. In October 2010, the city completed its update of the Water SDCs. City Council agreed to phase in the increase over four years. Final phase-in occurred on February 1, 2014. As SDCs are tied to development activity they tend to fluctuate. The city is beginning to see an up- ward trend in these revenues. FY 2014 FY 2015 2016 2017 2017 2017 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 16 Revised Resources 40000-Beginning Fund Balance 3,078,053 3,910,001 4,397,081 1,746,414 1,746,414 1,746,414 -60.3% Total Beginning Fund Balance 3,078,053 3,910,001 4,397,081 1,746,414 1,746,414 1,746,414 -60.3% 43300-System Development Charges 442,650 503,853 464,782 1,185,194 1,185,194 1,185,194 155.0% 43301-SDC Reimbursement 389,460 308,896 408,933 1,042,779 1,042,779 1,042,779 155.0% Total Licenses and Permits 832,110 812,749 873,715 2,227,973 2,227,973 2,227,973 155.0% 47000-Interest Earnings 0 9,294 233 233 233 233 0.0% Total Interest Earnings 0 9,294 233 233 233 233 0.0% Total Resources 3,910,163 4,732,044 5,271,029 3,974,620 3,974,620 3,974,620 -24.6% Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Work in Progress 0 0 0 0 0 0 OA% Total Transfers Out 162 160,448 299,130 2,720,960 2,720,960 2,720,960 809.6% Total Contingency 0 0 100,000 100,000 100,000 100,000 0.0% Total Budget Reserve for Future Exp 3,910,001 4,571,596 4,871,899 1,153,660 1,153,660 1,153,660 -76.31 Total Requirements - FUND SUMMARIES-PAGE 383 SPECIAL REVENUE FUND-BUILDING The Building Fund is used to track building permit revenues and expenditures. All activities of the city's Build- ing Division are appropriated in this fund. The Building Division, a part of the Community Development De- partment, is responsible for reviewing plans, issuing permits, and inspecting construction to ascertain compli- ance with the State of Oregon specialty codes. The specialty codes include building, fire,plumbing,mechanical, electrical codes and other State of Oregon rules and statutes. The division enforces requirements of the Tigard Municipal Code and Community Development codes and ordinances. Revenues collected in the Building Fund are dedicated to supporting the divisional activities and related adminis- trative expenses. The amount of the charge for a building-related fee is detailed in ORS 455.210 and OAR 918- 020-0220. The city is expecting to see a significant increase in Building Fund revenue for FY 2016-2017 in large part due to anticipated 200 home developed during the year in the new River Terrace Subdivision. This increase in revenue is expected to continue for the next 5 to 6 years. While Building fees are paid up front,the work required under those fees may continue for an extended period. This may lead to an initial increase in Fund Balance but ex- penditures may need to increase in future fiscal years to meet the workload demand. FY 2014 FY 2015 2016 2017 2017 2017 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 16 Resources 40000-Beginning Fund Balance 1,586,128 1,968,281 2,213,677 2,219,492 2,219,492 2,219,492 0.3% Total Beginning Fund Balance 1,586,128 1,968,281 2,213,677 2,219,492 2,219,492 2,219,492 0.3% 43101-Plumbing Permits 122,459 125,946 140,828 359,111 359,111 359,111 155.0% 43102-Mechanical Permits 282,690 215,250 325,094 828,990 828,990 828,990 1.55.0% 43104-Building Permits 603,984 554,679 694,582 1,771,184 1,771,184 1,771,184 155.0% 43103-Metro Construction Excise 5% 3,638 2,989 4,184 10,669 10,669 10,669 155.0% 43106-Building Plan Check Fee 263,493 368,911 303,017 772,693 772,693 772,693 155.0% 43107-Erosion Control Plan Check Fee 3750 469 469 469 469 0.0% 43108-Fire Life Safety Plan Ck Fee 97,756 140,336 112,420 286,671 286,671 286,671 155.0% 43109-Plumbing Plan Check Fee 2,336 1,623 2,687 6,852 6,852 6,852 155.0% 43111-Mechanical Plan Check Fee 51,249 33,368 58,937 150,289 150,289 150,289 155.0% 43112-CDC Review Fees 1,102 150 1,378 1,723 1,723 1,723 25.0% 43118-Sewer Inspection Fee 113,347 3,905 130,350 332,393 332,393 332,393 1.55.0% 43132-Reimbursement Application Fee 225 0 0 0 0 0 0.0% 43135-Info Processing&Archiving 15,038 12,727 17,293 44,097 44,097 44,097 155.0% Total Licenses and Permits 1,557,692 1,459,884 1,791,239 4,565,141 4,565,141 4,565,141 154.9% 44502-Beaverton School CET 4% 489 676 1,813 1,813 1,813 1,813 0.0% 44503-Tigard-Tualatin School CET 4% 9,406 12,235 6,468 6,468 6,468 6,468 0.0% Total Intergovernmental 9,895 12,912 8,281 8,281 8,281 8,281 0.0% 45151-Returned Check Fees 20 -1,245 0 0 0 0 0.0% 45319-Miscellaneous Fees&Charges 3,166 4,814 7,035 7,035 7,035 7,035 0.0% Total Charges for Services 3,186 3,569 7,035 7,035 7,035 7,035 0.0% 47000-Interest Earnings 857 4,495 19,782 19,782 19,782 19,782 0.0% Total Interest Earnings 857 4,495 19,782 19,782 19,782 19,782 0.0% 48001-Recovered Expenditures 13,596 801 932 932 932 932 0.0", Total Miscellaneous 13,596 801 932 932 932 932 0.0% 49220-Transfer In from Electrical Inspection Fund 180,000 180,000 180,000 300,000 300,000 300,000 66.7% Total Transfers In 180,000 180,000 180,000 300,000 300,000 300,000 66.7% Total Resources 3,351,353 3,629,943 4,220,946 7,120,663 7,120,663 7,120,663 68.7% PAGE 384- CITY OF TIGARD SPECIAL REVENUE FUND-BUILDING FY 2014 FY 2015 2016 2017 2017 2017 Adopted v Description Actual Actual Revised Proposed Approved Adopted FY 16 Requirements Program Expenditures Community Development 1,383,072 1,565,366 1,989,847 2,414,784 2,414,784 2,414,784 21.4°, Total Program Expenditures 1,383,072 1,565,366 1,989,847 2,414,784 2,414,784 2,414,784 21.4°° Total Contingency 0 0 210,000 250,000 250,000 250,000 19.0°/ Total Budget Reserve for Future Expense 1,968,281 2,064,577 2,021,099 4,455,879 4,455,879 4,455,879 120.5% Total Requirements FUND SUMMARIES-PAGE 385 SPECIAL REVENUE FUND-CITY GAS TAX The City Gas Tax Fund is used to account for revenues generated from and projects funded by Tigard's local gas tax. The tax was developed by a citizen task force in 2006 as a means to fund im- provements to the Greenburg Road/Pacific Highway/Main Street intersection. The plan was to sun- set the tax after paying for the project. In 2009, a change in state law forbade cities from changing their local gas tax, resulting in an inability to sunset the tax. The decision was made by the Tigard City Council to have the tax remain in effect permanently as a source to fund other future transportation project needs as recommended by a citizen task force. The Greenburg Road/Pacific Highway/Main Street intersection project was completed in December 2010. Revenue coming into the fund is currently being used to pay debt service on that project. The Tigard Transportation Advisory Committee (1`1AC) advises council of potential transportation projects that can be funded by this revenue. Based on recommendation of TTAC, the city has funded two additional transportation projects with City Gas Tax Funds. They are the Pacific Highway/ Gaarde Street/McDonald Street Intersection Improvements, and the 72nd Avenue/Dartmouth Street Intersection Improvements that was completed in December 2014. Beginning in FY 2016-2017, this fund will help cover the costs with the Hunziker Industrial Core project, North Dakota Street Bridge Replacement, North Dakota Street Sidewalk and Bike Lane, Tideman Avenue Sidewalk, Commercial Street Sidewalk and Main Street Green Street Retrofit-Phase 2. During FY 2016-2017 the city will explore the possibility of a ballot measure increasing the local gas tax. Revenue generate from an increase would be used to support pavement maintenance, major capi- tal construction, and pedestrian connections inside the right-of-way. PAGE 386 - CITY OF TIGARD SPECIAL REVENUE FUND-CITY GAS TAX FY 2014 FY 2015 2016 2017 2017 2017 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 16 Revised Resources 40000-Beginning Fund Balance 1,547,753 1,736,934 126,479 198,126 198,126 198,126 56.6°, Total Beginning Fund Balance 1,547,753 1,736,934 126,479 198,126 198,126 198,126 56.6% 44200-Gas Tax 638,852 558,740 612,771 619,511 619,511 619,511 1.1' 44801-State Grants 0 0 31 3 3 3 -90.3°0 Total Intergovernmental 638,852 558,740 612,802 619,514 619,514 619,514 1.1% 47000-Interest Earnings 14,913 24,532 34,584 34,584 34,584 34,584 0.0°%6 Total Interest Earnings 14,913 24,532 34,584 34,584 34,584 34,584 0.0% 48001-Recovered Expenditures 24,479 11,218 32,052 32,052 32,052 32,052 0.0% Total Miscellaneous 24,479 11,218 32,052 32,052 32,052 32,052 0.0% 49460-Transfer In from Transportation GIP Fund 0 0 0 200,000 200,000 200,000 100.0', Total Transfers In 0 0 0 200,000 200,000 200,000 100.0% Total Resources 2,225,996 2,331,424 805,917 1,084,276 1,084,276 1,084,276 34.5% Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Debt Service 319,390 315,860 316,560 307,899 307,899 307,899 -2.7% Total Work in Progress 0 0 0 0 0 0 0.0% Total Transfers Out 169,673 1,977,108 3,208 334,668 334,668 334,668 10332.3°% Total Contingency 0 0 300,000 300,000 300,000 300,000 0.0% Total Budget Reserve for Future Exp 1,736,934 38,456 186,149 141,709 141,709 141,709 -23.9% Total Requirements - FUND SUMMARIES-PAGE 387 SPECIAL REVENUE FUND- CRIMINAL FORFEITURE The Criminal Forfeiture Fund records revenues received from the seizure of assets used in criminal activity. Prior to FY 2013-2014, a transfer out to the General Fund was established each fiscal year in order for the Tigard Police Department to have as-needed access to fund-allowable police and drug enforcement activities. Beginning with FY 2013-2014, the police related expenditures have been made directly out of the fund. FY 2014 FY 2015 2016 2017 2017 2017 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 16 Resources 40000-Beginning Fund Balance 125,489 182,978 171,842 194,107 194,107 194,107 13.001° Total Beginning Fund Balance 125,489 182,978 171,842 194,107 194,107 194,107 13.0% 44800-Federal Grants 59,704 123,887 0 0 0 0 0.0% Total Intergovernmental 59,704 123,887 0 0 0 0 0.0% 46000-Forfeitures 0 0 43,000 43,000 43,000 43,000 0.000 46001-Traffic Fines 601 0 0 0 0 0 0.0% 46003-Property Evidence Forfeitures 8,073 5,646 0 0 0 0 0.0°i° Total Fines&Forfeitures 8,674 5,646 43,000 43,000 43,000 43,000 0.0% 47000-Interest Earnings 4 -46 1,892 1,892 1,892 1,892 0.00, Total Interest Earnings 4 -46 1,892 1,892 1,892 1,892 0.0% 48001-Recovered Expenditures 0 36 0 0 0 0 0.0°o Total Miscellaneous 0 36 0 0 0 0 0.0% Total Resources 193,871 312,500 216,734 238,999 238,999 238,999 10.3°o Requirements Program Expenditures Community Services 10,499 95,788 70,000 150,000 150,000 150,000 114.3°'6 Total Program Expenditures 10,499 95,788 70,000 150,000 150,000 150,000 114.3% Total Transfers Out 394 437 560 2,744 2,744 2,744 390.0% Total Budget - - - - - Rescrvc for Future Expcnsc 182,978 216,275 146,174 86,255 86,255 86,255 -41.0% Total Requirements PAGE 388 - CITY OF TIGARD SPECIAL REVENUE FUND- ELECTRICAL INSPECTION The Electrical Inspection Fund records revenues related to electrical permits and plan check fees in the city. The fees are established by single or multi-family dwelling units or by type of service, and are es- tablished following the guidelines detailed in ORS 455.210 and OAR 918-020-0220. These guidelines specify that the fees charged are necessary and are to be set at a level that reasonably recovers costs. The revenues are then transferred to the Building Fund to support the costs associated with these fees. As with the Building Fund, revenues in the Electrical Inspection Fund are anticipated to increase dur- ing the next five to six years with homes being built in the River Terrace Subdivision. FY 2014 FY 2015 2016 2017 2017 2017 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 16 Revised Resources 40000-Beginning Fund Balance 128,014 124,136 123,229 169,394 169,394 169,394 37.5% Total Beginning Fund Balance 128,014 124,136 123,229 169,394 169,394 169,394 37.5% 43103-Electrical Permit Fees 174,572 209,790 183,301 467,418 467,418 467,418 155.0% 43110-Electrical Plan Check Fee 3,313 9,474 3,478 8,869 8,869 8,869 155.0% Total Licenses and Permits 177,885 219,265 186,779 476,287 476,287 476,287 155.0% 47000-Interest Earnings 0 0 1,207 1,207 1,207 1,207 0.0°0 Total Interest Earnings 0 0 1,207 1,207 1,207 1,207 0.0°° Total Resources 305,899 343,401 311,215 646,888 646,888 646,888 107.9'o Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Transfers Out 181,763 180,000 181,993 303,121 303,121 303,121 66.6% Total Contingency 0 0 50,000 50,000 50,000 50,000 0.0% Reserve for Future Exp 124,136 163,401 79,222 293,767 293,767 293,767 270.8% FUND SUMMARIES-PAGE 389 SPECIAL REVENUE FUND- GAS TAX The Gas Tax Fund records shared revenues from the State of Oregon and Washington County taxes on the sale of motor vehicle fuel. The city utilizes these revenues to fund various construction, recon- struction, improvements, repairs, maintenance, and operation of public highways, roads, and streets. These monies may also be used for street lighting and cleaning, storm drainage, traffic control devices, administrative costs and debt service. The city's Street Maintenance Division is largely funded by Gas Tax revenues. State of Oregon gas tax and vehicle registration fees are shared with cities and counties throughout the State using a formula set by the legislature. The expenditure of state gas tax revenue is restricted to the uses outlined in Article IX, section 3a of the Oregon Constitution. Washington County collects one cent per gallon for all motor vehicle fuel sold within the county. Por- tions of this collection are distributed to cities within the county according to a formula set by the county. FY 2014 FY 2015 2016 2017 2017 2017 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 16 Resources 40000-Beginning Fund Balance 1,659,936 985,270 704,872 1,980,093 1,980,093 1,980,093 180.9' Total Beginning Fund Balance 1,659,936 985,270 704,872 1,980,093 1,980,093 1,980,093 180.9% 43119-Street Lighting Fees 4,469 22,480 4,692 11,965 11,965 11,965 155.0% 43125-Fee In-Lieu Bicycle Striping 1,124 0 1,180 3,009 3,009 3,009 155.0% Total Licenses and Permits 5,593 22,480 5,872 14,974 14,974 14,974 155.0% 44200-Gas Tax 2,797,766 2,837,439 2,880,519 2,912,205 2,912,205 2,912,205 1.1", 44201-Other Gas Tax 181,469 181,584 189,598 191,494 191,494 191,494 1.0% 44800-Federal Grants0 0 30,000 0 0 0 -100,096 Total Intergovernmental 2,979,236 3,019,523 3,100,117 3,103,699 3,103,699 3,103,699 0.1% 45319-Miscellaneous Fees&Charges 1,957 0 0 00 0 0.0°'0 Total Charges for Services 1,957 0 0 0 0 0 0.0% 47000-Interest Earnings 64,410 125,676 55,732 55,732 55,732 55,732 0.0°0 Total Interest Earnings 64,410 125,676 55,732 55,732 55,732 55,732 0.0% 48000-Other Revenue 84,160 939 0 0 0 0 0.0% 48001-Recovered Expenditures 49,472 180,694 62,818 62,818 62,818 62,818 0.0°0 Total Miscellaneous 133,632 181,633 62,818 62,818 62,818 62,818 0.0% 49001-Debt Proceeds 152,701 0 0 00 0 0.090 Total Other Financing Sources 152,701 0 0 0 0 0 0.0% 49412-Transfer In from Street Maintenance Fund 100,000 100,000 100,000 150,000 150,000 150,000 50.0% Total Transfers In 100,000 100,000 100,000 150,000 150,000 150,000 50.0% ms Total Resources 5,097,464 4,434,581 4,029,411 5,367,316 5,367,316 5,367,316 353.2° PAGE 390 - CITY OF TIGARD SPECIAL REVENUE FUND— GAS TAX FY 2014 FY 2015 2016 2017 2017 2017 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 16 Requirements Program Expenditures Public Works 1,862,350 1,774,546 2,166,046 2,243,370 2,243,370 2,243,370 3.6% Total Program Expenditures 1,862,350 1,774,546 2,166,046 2,243,370 2,243,370 2,243,370 3.6°o Total Debt Service 606,378 599,675 592,425 584,561 584,561 584,561 -1.3% Total Transfers Out 1,643,466 495,248 289,389 1,019,001 1,019,001 1,024,281 253.9!0 Total Contingency 0 0 170,000 200,000 200,000 200,000 17.6" Total Budget Reserve for Future Expense 985,270 1,565,112 811,551 1,320,384 1,320,384 1,315,104 62.09%o Total Requirements - FUND SUMMARIES-PAGE 391 SPECIAL REVENUE FUND- LIBRARY DONATIONS & BEQUESTS The Library Donations and Bequest Fund accounts for money remaining from several donations and bequests that were provided to the Library for various special projects and artwork. A transfer to the Facilities Capital Projects Fund of$100,000 is appropriated in FY 2016-17 for any of these projects or artwork that arise. FY 2014 FY 2015 2016 2017 2017 2017 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 16 Revised Resources 40000-Beginning Fund Balance 474,648 474,648 374,648 474,648 474,648 474,648 26.7% Total Beginning Fund Balance 474,648 474,648 374,648 474,648 474,648 474,648 26.7% 47000-Interest Earnings 0 0 0 0 0 0 0.0° Total Interest Earnings 0 0 0 0 0 0 0.0% Total Resources 474,648 474,648 374,648 474,648 474,648 474,648 mi 26.7% Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0°-'0 Total Transfers Out 0 0 100,000 100,000 100,000 100,000 0.0% Total-Budget 1 0 100,000 100,000 100,000 Reserve for Future Exp 474,648 474,648 274,648 374,648 374,648 374,648 36.4°'° Total Requirements 474,648 474,648 374,648 474,648 474,648 474,648 26.7% PAGE 392- CITY OF TIGARD SPECIAL REVENUE FUND— PARKS BOND In November 2010,voters approved a $17 million parks bond for purchase of land and greenspaces to be used for parks. A minimum of 80% of the proceeds can be used for land acquisitions with the re- maining 20% to be utilized for park improvements. Funding for land acquisitions and improvements will come from the Parks Bond Fund,with expenditures recorded in the Parks Capital Fund. FY 2014 FY 2015 2016 2017 2017 2017 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 16 Revised Resources 40000-Beginning Fund Balance 3,915,258 2,395,068 1,700,000 784,997 784,997 784,997 -53.8% Total Beginning Fund Balance 3,915,258 2,395,068 1,700,000 784,997 784,997 784,997 -53.8% 44501-Intergovernmental Revenue 0 0 0 515,000 515,000 515,000 100.0°. Total Intergovernmental 0 0 0 515,000 515,000 515,000 100.0% 47000-Interest Earnings 17,570 11,544 4,020 2,000 2,000 2,000 -50.2% Total Interest Earnings 17,570 11,544 4,020 2,000 2,000 2,000 -50.2°o Total Resources 3,932,829 2,406,612 1,704,020 1,301,997 1,301,997 1,301,997 254%. Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0°'a Total Debt Service 0 0 0 0 0 0 0.0% Total Work in Progress 0 0 0 0 0 0 0.0% Total Transfers Out 1,537,761 243,622 1,382,013 1,285,000 1,285,000 1,285,000 -7.0% Total Contingency 0 0 0 0 0 0 0.0°%0 Reserve for Future Exp 2,395,068 2,162,990 322,007 16,997 16,997 16,997 -94.7% liwTotalRequirements3,032,829 2,406,612 1,704,020 1,301,997 1,301,997 1,301,997 23.61 FUND SUMMARIES-PAGE 393 SPECIAL REVENUE FUND— PARKS SDC The Parks System Development Charge (SDC) Fund was established to track the revenues and expend- itures associated with the collection of the Parks SDCs. Parks SDCs are charged when a building per- mit is issued for any new residential, multi-family, or commercial construction. Funds collected are used for the acquisition, development, and expansion of additional recreation spaces and facilities that are included in the city's Parks Master Plan. During FY 2015-16, the city implemented a new Parks SDC that incorporates the River Terrace subdi- vision. These rates are to be adjusted annually using an average of two indices, one reflecting changes in development/construction costs and one reflecting changes in land acquisition costs. FY 2014 FY 2015 2016 2017 2017 2017 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 16 Revised Resources 40000-Beginning Fund Balance 1,959,296 1,568,420 1,000,054 1,192,574 1,192,574 1,295,574 29.6% Total Beginning Fund Balance 1,959,296 1,568,420 1,000,054 1,192,574 1,192,574 1,295,574 29.6% 43300-System Development Charges 437,950 525,540 478,027 1,218,969 1,218,969 1,218,969 155.0% 43301-SDC Reimbursement 0 0 0 0 0 0 0.0% Total Licenses and Permits 437,950 525,540 478,027 1,218,969 1,218,969 1,218,969 155.0% 47000-Interest Earnings 0 3,997 19,782 19,782 19,782 19,782 0.0°0 Total Interest Earnings 0 3,997 19,782 19,782 19,782 19,782 00% Total Resources 2,397,246 2,097,957 1,497,863 . 2,431,325 2,431,325 2,534,325 69.2% Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Debt Service 0 0 0 0 0 0 0.0% Total Work in Progress 0 6,752 8,800 0 0 0 -100.0% Total Transfers Out 828,826 359,386 1,180,414 930,726 930,726 1,086,045 -8.0% Total Contingency 0 0 98,000 100,000 100,000 47,681 -51.3% Total Budget Reserve for Future Exp 1,568,420 1,731,819 210,649 1,400,599 1,400,599 1,400,599 564.9% Total Requirements PAGE 394- CITY OF TIGARD SPECIAL REVENUE FUND— PARKS UTILITY The Parks Utility Fund is a special revenue fund that is used for maintenance and operation of city parks, trails, and green-spaces. The Tigard City Council recognized during the 2015-2016 fiscal year that the city's General Fund could not be sustained at current levels, given the growth of expenses and the city's population. The General Fund covers core services like police, the Library, community build- ing and parks. City expenses are growing at about 4 percent annually compared to revenues of 3.5 per- cent. To address the gap, the Council approved a Parks Utility Fee that would take a portion of parks funding out of the General Fund and treat it more like a utility. For the implementation of the Parks Utility Fee, a typical residential customer who receives a utility statement from the City of Tigard began seeing a monthly charge of$3.75 in April of 2016. Typical business customers saw a monthly charge of approximately $7.00 at the same time. All told, the fees are expected to generate a little more than $1 million annually, or just under half of the cost of the op- erations and maintenance of city parks, trails, green-spaces, as well as right-of-ways thereafter. The re- maining cost is covered by a transfer from the General Fund. FY 2014 FY 2015 2016 2017 2017 2017 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 16 Resources 40000-Beginning Fund Balance 0 0 0 156,757 156,757 156,757 ######### Total Beginning Fund Balance 0 0 0 156,757 156,757 156,757 1567566900.0% 45110-Parks Utility Fee 0 0 0 1,000,000 1,000,000 1,000,000 100.0% Total Charges for Services 0 0 0 1,000,000 1,000,000 1,000,000 100.0% 49100-Transfer In from General Fund 0 0 2,250,000 1,350,000 1,435,000 1,535,000 -31.8% Total Transfers In 0 0 2,250,000 1,350,000 1,435,000 1,535,000 -31.8% Total Resources. 0 0 2,250,000 2,506,757 2,591,757 2,691,757 19,6%, Requirements Program Expenditures Public Works 0 0 2,203,414 2,275,582 2,360,582 2,460,582 11.7% Total Program Expenditures 0 0 2,203,414 2,275,582 2,360,582 2,460,582 11.7% Total Work in Progress 0 0 0 0 0 0 0.0% Total Contingency 0 0 40,000 100,000 100,000 100,000 150.0% Total Budget Reserve for Future Expense 0 0 6,586 131,174 131,174 131,174 1891.7% Total Requirements FUND SUMMARIES-PAGE 395 SPECIAL REVENUE FUND— STREET MAINTENANCE FEE The Street Maintenance Fee Fund was established to track the revenues and expenditures associated with the Street Maintenance Fee that was approved through Ordinance No. 03-10 by the City Council in November 2003 and updated with revised fees in both January 2010 and March 2016. The Street Maintenance Fee is a monthly fee designed specifically for the maintenance of existing roads in Tigard. Monthly fees are billed to and collected from both residential and non-residential customers through the city's utility billing system. The fee provides a stable source of revenue designated for the use in the maintenance of existing streets and right-of-way maintenance within the city. This includes applying new street surfaces such as slurry seals,pavement overlays, and repairing deteriorating streets. During the 2015-2016 fiscal year, the Tigard City Council approved revised fees that reflect upcoming projects scheduled in the pavement plan that emphasize road use in commercial areas. The changes are meant to continue funding needed roadwork that supports one of the city's key pieces of infrastruc- ture. In addition, the Tigard City Council anticipates a planned ballot measure schedule for the November 2016 general election. It would increase the Tigard City Gas Tax of 3 cents by an additional 5 cents a gallon (an amount to be confirmed at a future council meeting). The cost burden would be spread to a larger group of city road users beyond Tigard residents. The revenue would address a backlog of pro- jects not being address in the current work plan. If Tigard voters in November do not approve the dedicated funding source for road improvements through the planned city gas tax increase, an additional increase in the Street Maintenance Fee rates to both residents and business would occur in January 2017 that would generate an additional$500,000 annually for the program in order to address the backlog of streets over a roughly 20 year timeframe. PAGE 396 - CITY OF TIGARD SPECIAL REVENUE FUND- STREET MAINTENANCE FEE FY 2014 FY 2015 2016 2017 2017 2017 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 16 Revised Resources 40000-Beginning Fund Balance 1,224,213 1,370,438 1,360,585 1,510,308 1,510,308 1,510,308 11.0% Total Begin Fund Balance 1,224,213 1,370,438 1,360,585 1,510,308 1,510,308 1,510,308 11.0°o 43129-Line Extension Rebate 2,019,140 2,130,295 0 0 0 0 0.0% 43130-Miscellaneous Fees/Charges 0 0 2,084,860 2,239,103 2,239,103 2,239,103 7.4% Total Licenses and Permits 2,019,140 2,130,295 2,084,860 2,239,103 2,239,103 2,239,103 7.4°o 45199-Bad Debt -10,808 -9,623 -5,050 0 0 0 -100.0% Total Charges for Services -10,808 -9,623 -5,050 0 0 0 -100.0% 47000-Interest Earnings 0 0 2,043 2,043 2,043 2,043 0.0% Total Interest Earnings 0 0 2,043 2,043 2,043 2,043 0.0% 48001-Recovered Expenditures 5,000 96 1,299 1,299 1,299 1,299 0.0% Total Miscellaneous 5,000 96 1,299 1,299 1,299 1,299 0.0% 49412-Transfer In from Street Maintenance Fund 0 0 0 0 0 0 0.0% Total Transfers In 0 0 0 0 0 0 0.0% Total Resources 3,237,546 3,491,206 3,443,737 3,752,753 3,752,753 3,752,753 9.0% Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Work in Progress 1,660,180 1,893,097 1,830,000 1,985,000 1,985,000 1,985,000 8.5% Total Transfers Out 206,928 203,617 228,735 313,900 313,900 313,900 37.2% Total Contingency 0 0 200,000 200,000 200,000 200,000 0.0% Reserve for Future Exp 1,370,438 1,394,492 1,185,002 1,253,853 1,253,853 1,253,853 5.8% Total Requirements FUND SUMMARIES-PAGE 397 SPECIAL REVENUE FUND-TRANSPORTATION DEVELOPMENT TAX The Transportation Development Tax (TDT) Fund accounts for a Washington County Tax approved by the voters in November 2008 that is administered and collected by the City of Tigard. The tax has been in effect since July 1, 2009, replacing the Traffic Impact Fee (l1F) program. Like TIF, TDT is assessed on new development to help provide funds for the increased capacity transportation improvements need to accommodate the additional vehicle traffic and demand for transit facilities generated by that development. It provides funds for these capacity improvements to county and city arterials, certain collectors, and certain state and transit facilities as listed in the Coun- ty's Capital Improvements Project List. The TDT is categorized as an Improvement Fee. Revenue must be dedicated to capital improvements that expand capacity and may not be used for mainte- nance, repair, or other non-capital improvements. Since the TDT was approved by Washington County voters, the Washington County Board of Com- missioners has granted a discount to developers and slowed the phase-in of the TDT. However, the tax has been fully phased-in as of October 2014. FY 2014 FY 2015 2016 2017 2017 2017 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 16 Revisec Resources 40000-Beginning Fund Balance 1,831,451 1,474,749 1,112,633 1,279,290 1,279,290 1,279,290 15.0% Total Beginning Fund Balance 1,831,451 1,474,749 1,112,633 1,279,290 1,279,290 1,279,290 15.0% 43320-TDT Fees 517,727 435,910 700,000 1,785,000 1,785,000 1,785,000 155.0% Total Licenses and Permits 517,727 435,910 700,000 1,785,000 1,785,000 1,785,000 155.0% 47000-Interest Earnings 1,411 2,824 11,279 11,279 11,279 11,279 0.0% Total Interest Earnings 1,411 2,824 11,279 11,279 11,279 11,279 0.0% 49410-Transfer In from Traffic Impact Fee Fund 0 47,039 0 0 0 0 0.0% Total Transfers In 0 47,039 0 0 0 0 0.0% Total Resources 2,350,590 1,960,522 1,823,912 3,075,569 3,075,569 3,075,569 68.6% Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Work in Progress 0 6,752 8,800 0 0 0 -100.0% Total Transfers Out 875,840 805,570 526,690 87,486 87,486 87,486 -83.4% Total Contingency 0 0 248,000 250,000 250,000 250,000 0.8% Total Budget Reserve for Future Exp 1,474,749 1,148,199 1,040,422 2,738,083 2,738,083 2,738,083 163.2% Total Requirements PAGE 398 - CITY OF TIGARD SPECIAL REVENUE FUND— TRANSPORTATION SDC The Transportation System Development Charge (SDC) Fund was established to track the revenues and expenditures associated with the collection of transportation SDCs. The charges are collected up- on issue of a building permit for any new residential, multi-family, or commercial construction. The fees supporting the fund were adopted during the 2015-2016 fiscal year. To assist with infrastructure capacity needs in River Terrace, an additional SDC charge for that area was implemented. FY 2014 FY 2015 2016 2017 2017 2017 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 16 Revised Resources 40000-Beginning Fund Balance 0 0 0 54,000 54,000 54,000 539999900.0°1 Total Beginning Fund Balance 0 0 0 54,000 54,000 54,000 539999900.0% 43300-System Development Charges 0 0 60,000 1,602,000 1,602,000 1,602,000 2570.0% 43301-SDC Reimbursement 0 0 5,000 12,750 12,750 12,750 155.0% Total Licenses and Permits 0 0 65,000 1,614,750 1,614,750 1,614,750 2384.2% Total Resources 0 0 65,000 1,668,750 1,668,750 1,668,750 2467.3°6 Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Work in Progress 0 0 0 0 0 0 0.0% Total Transfers Out 0 0 11,000 221,015 221,015 221,015 1909.2% Total Contingency 0 0 50,000 50,000 50,000 50,000 0.0% o Total Budget Reserve for Future Exp 0 0 4,000 1,397,735 1,397,735 1,397,735 34843.3%° Total Requirements 0 FUND SUMMARIES-PAGE 399 SPECIAL REVENUE FUND- URBAN FORESTRY The Urban Forestry Fund was established to account for funds collected from developers in lieu of preserving trees. Monies collected in this fund can be used by the city to plant trees in public rights-of- way and other public properties. These resources can also be used to provide care and maintenance to the trees planted by the city for three years after the planting. FY 2014 FY 2015 2016 2017 2017 2017 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY16Revised Resources 40000-Beginning Fund Balance 1,248,469 1,349,861 1,129,996 1,154,033 1,154,033 1,154,033 2.1°'o Total Beginning Fund Balance 1,248,469 1,349,861 1,129,9% 1,154,033 1,154,033 1,154,033 2.1'4 47000-Interest Earnings 0 3,633 4,060 4,060 4,060 4,060 0.0% Total Interest Earnings 0 3,633 4,060 4,060 4,060 4,060 0.0% 48001-Recovered Expenditures 0 35,000 0 0 0 0 0.0% 48101-Tree Replacement Revenue 145,987 10,740 32,813 32,813 32,813 32,813 0.0" Total Miscellaneous 145,987 45,740 32,813 32,813 32,813 32,813 0.0% Total Resources 1,394,456 1,399,234 1,166,869 1,190,906 1,190,906 1,190,906 111111 Requirements Program Expenditures Program Expenditures 0 0 9 0 0 0 0.0°'0 Total Work in Progress 0 0 0 0 0 0 0.0% Total Transfers Out 44,595 30,224 251,850 153,382 153,382 153,382 -39.1 Total Contingency 0 0 50,000 50,000 50,000 50,000 0.0% Total Budget Reserve for Future Exp 1,349,861 1,369,010 865,019 987,524 987,524 987,524 14.2% Total Requirements PAGE 400 - CITY OF TIGARD SPECIAL REVENUE FUND- UNDERGROUND UTILITY The Underground Utility Fund was established to record funds that are received in lieu of under- grounding utilities. The resources in this fund are used primarily to support various capital improve- ment projects that require underground utility components. This fund saw a large draw down on re- sources during the 2015-2016 fiscal year for underground work on the Walnut Street project. FY 2014 FY 2015 2016 2017 2017 2017 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 16 Revised Resources 40000-Beginning Fund Balance 567,555 576,579 425,300 234,297 234,297 234,297 -44.9% Total Beginning Fund Balance 567,555 576,579 425,300 234,297 234,297 234,297 -44.9% 43124-Fcc In-Lieu Undergrounding 46,618 43,648 48,948 124,817 124,817 124,817 155.0% Total Licenses and Permits 46,618 43,648 48,948 124,817 124,817 124,817 155.0% 47000-Interest Earnings 0 1,091 7,160 7,160 7,160 7,160 0.0% Total Interest Earnings 0 1,091 7,160 7,160 7,160 7,160 0.0% Total Resources 614,173 621,318 481,408 366,274 366,274 366,274 -23.9% Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Work in Progress 0 0 0 0 0 0 0.0% Total Transfers Out 37,593 122,652 320,477 249,339 249,339 324,139 1.1% Total Contingency 0 0 50,000 50,000 50,000 0 -100.0% Total Budget Reserve for Future Exp 576,579 498,666 110,931 66,935 66,935 42,135 -62.0% Total Requirements 614,173 621,318 481,408 366,274 FUND SUMMARIES-PAGE 401 DEBT SERVICE FUND- BANCROFT DEBT SERVICES The Bancroft Debt Service Fund accounts for revenues and debt service payments related to two local improvement districts (LID) within the city. In July of 2002, the city sold bonds for the 69th Avenue LID project. In December of 2003, the city sold bonds to finance the remaining portion of the Dart- mouth LID project, which has since been pay off. Fund revenues are derived from assessments on properties that participate within these districts. The reserve for future expense is to be used to protect against fluctuations and non-payment of assessments by property owners and to provide cash flow to pay debt service as scheduled. FY 2014 FY 2015 2016 2017 2017 2017 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 16 Revised Resources 40000-Beginning Fund Balance 323,472 151,315 563,718 143,530 143,530 143,530 -74.5°jo Total Beginning Fund Balance 323,472 151,315 563,718 143,530 143,530 143,530 -74.5% 42000-Spec Assmt Principal 0 0 120,000 120,000 120,000 120,000 0.0°'° 42001-Spec Assmt Principal-2003 Dartmouth 198,616 0 0 0 0 0 0.0°o 42002-Spec Assiut Principal 60,215 35,359 0 0 0 0 0.0% Total Special Assessments 258,831 35,359 120,000 120,000 120,000 120,000 0.0% 47000-Interest Earnings -47 0 0 0 0 0 0.0% 47001-Interest-Assmts 2003 Dartmouth 17,075 0 0 0 0 0 0.0% 47002-Interest-Assmts 69th Ave 57,888 44,299 0 0 0 0 0.0% Total Interest Earnings 74,916 44,299 0 0 0 0 0.0% Total Resources 657,219 230,973 683,718 263,530 263,530 263,530 -61.5°'0 Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Debt Service 502,152 103,514 105,900 103,100 103,100 103,100 -2.6°o Total Transfers Out 3,752 230 499 1,536 1,536 1,536 207.8% Total Contingency 0 0 0 0 0 0 0.0% Total Budget Reserve for Future Exp 151,315 127,229 577,319 158,894 158,894 158,894 -72.5% Total Requirements 657,219 230,973 683,718 263,530 1111111111 PAGE 402- CITY OF TIGARD DEBT SERVICE FUND- GENERAL OBLIGATION DEBT SERVICE The General Obligation Debt Service Fund accounts for revenues and debt service payments related to the 2002 voter-approved bond measure for a new library and the 2011 voter-approved bond measure for the purchase and development of parks. Property taxes collected through the debt levies will be used to repay these bonds and ending fund balance is used to protect against fluctuations in property tax payments and provide cash flow to match collections and payments. FY 2014 FY 2015 2016 2017 2017 2017 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 16 Revised Resources 40000-Beginning Fund Balance 394,756 532,328 836,941 1,006,296 1,006,296 1,006,296 20.2'/ Total Beginning Fund Balance 394,756 532,328 836,941 1,006,296 1,006,296 1,006,296 20.29 40100-Current Property Taxes 2,270,970 2,323,216 2,464,242 2,550,490 2,550,490 2,550,490 3.5% 40101-Prior Year Property Taxes 26,105 42,903 11,515 11,515 11,515 11,515 0.0% Total Taxes 2,297,075 2,366,119 2,475,757 2,562,005 2,562,005 2,562,005 3.5% 47000-Interest Earnings 34,197 10,787 4,612 4,612 4,612 4,612 a0% Total Interest Earnings 34,197 10,787 4,612 4,612 4,612 4,612 0.0% 48001-Recovered Expenditures 0 8,006 -195 0 0 0 -100.0% Total Miscellaneous 0 8,006 -195 0 0 0 -100.0°, ir - Total Resources 2,726,028 2,917,240 3,317,115 3,572,913 3,572,913 3,572,913 Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 00% Total Debt Service 2,193,700 2,194,700 2,194,525 2,193,200 2,193,200 2,193,200 -0.1% Total Transfers Out 0 0 1,893 1,352 1,352 1,352 -28.6% Total Contingency 0 0 0 0 0 0 0.0% Total Budget Reserve for Future Exp 532,328 722,540 1,120,697 1,378,361 1,378,361 1,378,361 23.0% Total Requirements FUND SUMMARIES-PAGE 403 CAPITAL PROJECTS FUND- FACILITIES CAPITAL PROJECTS The Facilities Capital Projects Fund is used largely for general construction, reconstruction, replace- ment, and expansion related to the city's facilities. Transfers into this fund come from the various oth- er funds that will benefit directly from these projects. The fund is currently building a reserve to ex- plore the construction of a new city facility with transfers from the General Fund, Water Fund, Sani- tary Sewer Fund, Stormwater Fund and Gas Tax Fund supporting this reserve. Some of this reserve will be used in FY 2016-17 for the Civic Center Facilities Visioning study. FY 2014 FY 2015 2016 2017 2017 2017 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 16 Revised Resources 40000-Beginning Fund Balance 670,223 905,166 675,181 502,454 502,454 502,454 -25.6°6 Total Beginning Fund Balance 670,223 905,166 675,181 502,454 502,454 502,454 -25.6% 47000-Interest Earnings 139 2,042 3,212 3,212 3,212 3,212 0.0% Total Interest Earnings 139 2,042 3,212 3,212 3,212 3,212 0.0% 48001-Recovered Expenditures 0 35 0 0 0 0 0.0% Total Miscellaneous 0 35 0 0 0 0 0.0% 49100-Transfer In from General Fund 194,323 807,234 1,151,207 132,607 132,607 132,607 -88.5% 49200-Transfer In from Gas Tax Fund 27,345 27,345 27,345 27,345 27,345 27,345 0.0°o 49500-Transfer In from Sanitary Sewer Fund 18,736 18,736 31,236 18,736 18,736 18,736 -40.0% 49510-Transfer In from Stormwater Fund 35,478 35,478 47,978 35,478 35,478 35,478 -26.1% 49530-Transfer In from Water Fund 42,825 42,825 12,500 0 0 0 -100.0°0 49980-Transfer In front Library Don.&Beg. 0 0 100,000 100,000 100,000 100,000 0.0% Fund Total Transfers In 318,707 931,618 1,370,266 314,166 314,166 314,166 -77.1% Total Resources 989,069 1,838,861 2,048,659 819,832 819,832 819,832 Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Work in Progress 64,867 673,671 1,456,100 315,000 315,000 315,000 -78.4% Total Transfers Out 19,036 8,402 29,325 16,794 16,794 16,794 -42.7% Total Contingency 0 0 50,000 50,000 50,000 50,000 0.0° Total Budget Reserve for Future Exp 905,167 1,156,788 513,234 438,038 438,038 438,038 -14.7°o Total Requirements 989,069 1,838,861 2,048,659 819,832 819,832 819,E-60.1 PAGE 404- CITY OF TIGARD CAPITAL PROJECTS FUND- PARKS CAPITAL The Parks Capital Fund tracks various parks and greenspaces projects. Revenues accounted for in the Parks Capital Fund include various federal and state grants,intergovernmental revenues, and transfers- in. FY 2014 FY 2015 2016 2017 2017 2017 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 16 Revised Resources 40000-Beginning Fund Balance 15,630 497,494 298,740 405,039 405,039 405,039 35.60/0 Total Beginning Fund Balance 15,630 497,494 298,740 405,039 405,039 405,039 35.6% 44501-Intergovernmental Revenue 127,999 0 0 0 0 0 0.0°/ 44800-Federal Grants 0 0 10,000 539,000 539,000 539,000 5290.0° 44802-Grants-Other 0 16,000 0 0 0 33,000 100.0% Total Intergovernmental 127,999 16,000 10,000 539,000 539,000 572,000 5620.0% 47000-Interest Earnings 0 1,063 3,015 3,015 3,015 3,015 0.0% Total Interest Earnings 0 1,063 3,015 3,015 3,015 3,015 0.0% 48001-Recovered Expenditures 11,652 444 0 0 0 0 0.0% Total Miscellaneous 11,652 444 0 0 0 0 0.0% 49100-Transfer In from General Fund 9,638 58,960 0 0 0 0 0.0% 49200-Transfer In from Gas Tax Fund 69,233 0 0 0 0 0 0.0% 49260-Transfer In from Tree Replacement Fund 38,478 30,056 250,000 150,000 150,000 150,000 -40.0% 49421-Transfer In from Parks Bond Fund 1,468,949 257,906 1,366,649 1,285,000 1,285,000 1,285,000 -6.0% 49425-Transfer In from Parks SDC Fund 815,866 172,107 1,169,912 919,319 919,319 1,074,638 -8.1% 49500-Transfer in from Sanitary Sewer Fund 74,828 17,399 20,000 0 0 0 -100.0°o 49510-Transfer In from Stormwater Fund 68,231 10,532 345,000 45,000 45,000 45,000 -87.0% 49530-Transfer In from Water Fund 0 12,500 0 4,000 4,000 4,000 100.0°o Total Transfers In 2,545,223 559,459 3,151,561 2,403,319 2,403,319 2,558,638 -18.8% I Total Resources 2,700,504 1,074,460 4 3,463,316 3,350,373 3,350,373 3,538,692 2,3°/4 Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Debt Service 0 0 0 0 0 0 0.0% Total Work in Progress 2,104,416 652,372 3,161,561 2,922,000 2,922,000 3,110,319 -1.6°r Total Transfers Out 98,594 53,710 123,932 0 0 0 -100.0% Total Contingency 0 0 0 0 0 0 0.0% Total Budget 2,203,010 706,082 3,255,493 2,922,000 2,922,000 3,110,319 -5.3°f Reserve for Future Exp 497,494 368,378 177,823 428,373 428,373 428,373 140.9°b Total Requirements 2,700,504 1,074,460 3,463316 3,350,373 3,350,373 3,538,692 2.2°.' FUND SUMMARIES-PAGE 405 CAPITAL PROJECTS FUND- TRANSPORTATION CIP The Transportation CIP Fund tracks all capital improvement projects that are funded with transporta- tion revenues including Gas Tax and the Transportation Development Tax (TDT). Resources to the fund include state and federal grants and transfers-in. FY 2014 FY 2015 2016 2017 2017 2017 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 16 Revised Resources 40000-Beginning Fund Balance 72,568 247,331 379,619 167,821 167,821 167,821 -55.8°0 Total Beginning Fund Balance 72,568 247,331 379,619 167,821 167,821 167,821 -55.8% 44501-Intergovernmental Revenue -1,080 -1,400 0 0 0 0 0.0% 44800-Federal Grants 117,789 35,331 0 2,790,000 2,790,000 2,790,000 100.0% 44801-State Grants 0 0 0 1,080,000 1,080,000 1,080,000 100.0°0 44802-Grants-Other 0 0 0 41,000 41,000 41,000 100.0°0 Total Intergovernmental 116,708 33,932 0 3,911,000 3,911,000 3,911,000 100.0°0 48000-Other Revenue 0 0 0 1,526,000 1,526,000 1,526,000 100.0°/n 48001-Recovered Expenditures 0 115 0 0 0 0 0.0°o Total Miscellaneous 0 115 0 1,526,000 1,526,000 1,526,000 100.0°0 49200-Transfer In from Gas Tax Fund 1,546,888 446,828 262,044 974,324 974,324 979,604 273.8% 49205-Transfer In from City Gas Tax Fund 165,963 1,977,108 0 330,000 330,000 330,000 100.0°o 49405-Transfer In from Trans.Dev.Tax Fund 865,653 805,381 517,654 70,000 70,000 70,000 -86.5% 49410-Transfer In from Traffic Impact Fee Fund 356,874 465,585 0 0 0 0 0.0°0 49411-Transfer In from Underground Utility 35,542 122,484 319,750 244,800 244,800 319,600 0.0% Fund 49415-Transfer In from Transportation SDC 0 0 10,000 220,000 220,000 220,000 2100.0% Fund 49500-Transfer In from Sanitary Sewer Fund 954 1,934 0 0 0 0 0.0% 49510-Transfer In from Stormwater Fund 113,193 2,244 19,000 97,280 97,280 102,560 439.8°'o 49530-Transfer In from Water Fund 190,946 22,145 15,000 8,640 8,640 11,280 -24.8°'0 49940-Transfer In from Urban Renewal Cap Imp 111 0 0 0 0 0 0.0 0 Fund Total Transfers In 3,276,123 3,843,709 1,143,448 1,945,044 1,945,044 2,033,044 77.8°i0 1.11 Total Resources 3,465,399 4,125,087 1,523,067 7,549,865 7,549,865 7,637,865 401.5°/n Requirements Program Expenditures Program Expenditures 0 0 0 0 0 0 0.0% Total Work in Progress 3,218,069 3,920,648 1,133,448 7,172,044 7,172,044 7,260,044 540.5% Total Transfers Out 0 42,880 57,410 200,000 200,000 200,000 248.4% Total Contingency 0 0 0 0 0 0 0.0% Total Budget Reserve for Future Exp 247,331 161,559 332,209 177,821 177,821 177,821 -46.5% Total Requirements 3,465,399 4,125,087 1,523,067 PAGE 406 - CITY OF TIGARD INTERNAL SERVICE FUND- CENTRAL SERVICES The Central Service Fund has been established to track the revenues and expenditures of the central administrative functions in the city including city administration, finance, central services, utility billing, and information services. The resources for this fund are largely interdepartmental charges to other city funds. These charges are allocated to departments through a federally approved indirect cost plan. The basis for these allocated costs is reviewed each year based on anticipated use or benefits that are provided to other city departments or divisions. FY 2014 FY 2015 2016 2017 2017 2017 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 16 Resources 40000-Beginning Fund Balance 218,979 425,173 182,372 705,819 705,819 705,819 287.0% Total Beginning Fund Balance 218,979 425,173 182,372 705,819 705,819 705,819 287.0% 43130-Miscellaneous Fees/Charges 0 0 33,872 35,566 35,566 35,566 5.0% Total Licenses and Permits 0 0 33,872 35,566 35,566 35,566 5.0%. 44501-Intergovernmental Revenue 0 0 0 0 0 0 0.0% Total Intergovernmental 0 0 0 0 0 0 0.0% 45319-Miscellaneous Fees&Charges 53,857 47,278 0 0 0 0 0.0°o 45580-Interdepartmental Services Revenue 5,593,709 6,239,285 6,986,481 7,326,403 7,326,403 7,326,403 4.9% Total Charges for Services 5,647,566 6,286,564 6,986,481 7,326,403 7,326,403 7,326,403 4.9°/s 47000-Interest Earnings 0 35,927 22,593 22,593 22,593 22,593 0.0% Total Interest Earnings 0 35,927 22,593 22,593 22,593 22,593 0.0% 48000-Other Revenue 50,648 58,464 0 0 0 0 0.0% 48001-Recovered Expenditures 13,760 16,525 12,400 13,400 13,400 13,400 8.1% 48002-Surplus 0 0 7,500 0 0 0 -100.0% Total Miscellaneous 64,408 74,989 19,900 13,400 13,400 13,400 -32.7% 49100-Transfer Yn from General Fund 8,485 0 6,269 20,372 20,372 20,372 225.0% 49200-Transfer In from Gas Tax Fund 0 0 0 4,707 4,707 4,707 100.0% 49205-Transfer In from City Gas Tax Fund 3,710 0 3,208 4,668 4,668 4,668 45.5% 49220-Transfer In from Electrical Inspection Fund 1,763 0 1,993 3,121 3,121 3,121 56.6% 49240-Transfer In from Criminal Forfeiture Fund, 394 437 560 2,744 2,744 2,744 390.0% 49260-Transfer In from Tree Replacement Fund 6,117 168 1,850 3,382 3,382 3,382 82.8% 49300-Transfer In from Bancroft Bond Debt Svc Fund 3,752 230 499 1,536 1,536 1,536 207.8% 49350-Transfer In from Gen Ob Debt Svc Fund 0 0 1,893 1,352 1,352 1,352 -28.6°o 49400-Transfer In from Capital Projects Fund 19,036 8,402 29,325 16,794 16,794 16,794 -42.7% 49405-Transfer In from Trans.Dev.Tax Fund 10,188 189 9,036 17,486 17,486 17,486 93.5% 49410-Transfer In from Traffic Impact Fee Fund 2,266 0 0 0 0 0 0.0°o 49411-Transfer In from Underground Utility Fund 2,051 168 727 4,539 4,539 4,539 524.3% 49412-Transfer In from Street Maintenance Fund 106,928 103,617 128,735 163,900 163,900 163,900 27.3% 49415-Transfer In from Transportation SDC Fund 0 0 1,000 1,015 1,015 1,015 1.5% 49420-Transfer In from Parks Capital Fund 98,594 53,710 123,932 0 0 0 -100.0% 49421-Transfer In from Parks Bond Fund 24,436 0 15,364 0 0 0 -100.0% 49425-Transfer In from Parks SDC Fund 12,960 1,116 10,502 11,407 11,407 11,407 8.6% 49460-Transfer In from Transportation CIP Fund 0 42,880 57,410 0 0 0 -100.0% 49500-Transfer In from Sanitary Sewer Fund 0 0 33,285 23,827 23,827 23,827 -28.4% 49510-Transfer In from Stormwater Fund 0 0 11,550 4,400 4,400 4,400 -61.9%. 49511-Transfer In from Water Quality/Quantity Fund 7,521 0 429 0 0 0 -100.0% 49530-Transfer In from Water Fund 0 0 125,582 93,586 93,586 93,586 -25.5% FUND SUMMARIES-PAGE 407 INTERNAL SERVICE FUND— CENTRAL SERVICES FY 2014 FY 2015 2016 2017 2017 2017 Adopted vs Description Actual Actual Revised Proposed Approved Adopted FY 16 49531-Transfer In from Water SDC Fund 162 253 530 15,960 15,960 15,960 2911.3°0 49532-Transfer In from Water CIP Fund 536,854 0 231,256 51,935 51,935 51,935 -77.5°%n 49533-Transfer In from Water Debt Service Fund 0 0 7,906 0 0 0 -100.0°'0 49660-Transfer In from Insurance Fund 521 690 983 270 270 31,270 3081.19 0 Total Transfers In 845,738 211,861 503,824 447,001 447,001 478,001 -40.5% = Total Resources 6,776,690 7,034,513 8,049,042 8,550,782 8,550,782 8,581,782 6.6% Requirements Program Expenditures Policy and Administration 6,351,518 6,529,460 7,799,137 8,041,081 8,041,081 8,082,249 3.6% Total Program Expenditures 6,351,518 6,529,460 7,799,137 8,041,081 8,041,081 8,082,249 3.6% Total Contingency 0 0 97,000 250,000 250,000 250,000 157.7% Total Budget 6,351,518 6,529,460 7,896,137 8,291,081 8,291,081 8,332,249 5.5% Reserve for Future Expense 425,173 505,053 152,905 259,701 259,701 249,533 63.2% Total Requirements 6,776,690 7,034,513 8,049,042 8,550,782 8,550,782 8,581,782 6.6°0 PAGE 408 - CITY OF TIGARD INTERNAL SERVICE FUND- FLEET/PROPERTY MANAGEMENT The Fleet/Property Management Fund tracks the revenues and expenditures of the Fleet Maintenance Division and Property Management Division as part of the Central Services Department. The re- sources for this fund are largely interdepartmental charges to other city funds that are based on a feder- ally approved cost allocation plan that is revised each year. The cost allocation plan is based on antici- pated use of benefits that are provided to other city departments or divisions. FY 2014 FY 2015 2016 2017 2017 2017 Adopted vi Description Actual Actual Revised Proposed Approved Adopted FY 16 Resources 40000-Beginning Fund Balance 87,102 87,008 113,138 85,948 85,948 85,948 -24.0% Total Beginning Fund Balance 87,102 87,008 113,138 85,948 85,948 85,948 -24.0% 45580-Interdepartmental Services Revenue 1,484,616 1,560,590 1,783,024 1,927,788 1,927,788 1,927,788 8.1% Total Charges for Services 1,484,616 1,560,590 1,783,024 1,927,788 1,927,788 1,927,788 8.1% 48001-Recovered Expenditures 3,784 3,283 29,686 29,686 29,686 29,686 0.0°-° Total Miscellaneous 3,784 3,283 29,686 29,686 29,686 29,686 0.0% 49100-Transfer In from General Fund 0 0 0 0 130,000 130,000 100.0% 49510-Transfer In from Stormwater Fund 0 0 3,500 0 0 0 -100.0% 49511-Transfer In from Water Quality/Quantity Fund 0 0 16,147 37,017 37,017 37,017 129.3°'° Total Transfers In 0 0 19,647 37,017 167,017 167,017 750.1% ,_ Total Resources 1,575,502 1,650,881 1,945,495 2,080,439 2,210,439 2,210,439 13.6% Requirements Program Expenditures Policy and Administration 0 0 1,852,362 1,911,913 2,041,913 2,041,913 10.2% Public Works 1,488,494 1,548,395 0 0 0 0 0.0% Total Program Expenditures 1,488,494 1,548,395 1,852,362 1,911,913 2,041,913 2,041,913 10.2% Total Contingency 0 0 75,000 75,000 75,000 75,000 0.0°o Total Budget 1,488,494 1,548,395 1,927,362 1,986,913 2,116,913 r 2,116,913 * 9.8°0 Reserve for Future Expense 87,009 102,486 18,133 93,526 93,526 93,526 415.8% Total Requirements 1,575,502 1,650,881 1,945,495 2,080,439 2,210,439 FUND SUMMARIES-PAGE 409 INTERNAL SERVICE FUND- INSURANCE The Insurance Fund is an internal service fund established to track worker's compensation and other insurance related revenues as well as limited expenditures. Expenditures in this fund are for self- insured retentions on losses unfunded by traditional insurance policies, management of insurance/ claim activity and reduction of significant liability exposures. FY 2014 FY 2015 2016 2017 2017 2017 Adopted v Description Actual Actual Revised Proposed Approved Adopted FY 16 Resources 40000-Beginning Fund Balance 830,267 858,592 832,184 882,276 882,276 882,276 6.0°0 Total Beginning Fund Balance 830,267 858,592 832,184 882,276 882,276 882,276 6.0% 47000-Interest Earnings 0 0 7,810 15,620 15,620 15,620 1000% Total Interest Earnings 0 0 7,810 15,620 15,620 15,620 100M% 48001-Recovered Expenditures 47,689 44,272 34,140 39,000 39,000 39,000 14.2% Total Miscellaneous 47,689 44,272 34,140 39,000 39,000 39,000 14.2% Total Resources 877,955 902,864 874,134 936,896 936,896 936,896 7.2% Requirements Program Expenditures Policy and Administration 18,842 13,365 50,000 50,000 50,000 50,000 0.0% Total Program Expenditures 18,842 13,365 50,000 50,000 50,000 50,000 0.0"o Total Transfers Out 521 690 983 270 270 31,270 3081.1% Total Contingency 0 0 25,000 25,000 25,000 0 -100.0% Total Budget 19,364 14,055 75,983 75,270 75,270 81,270 7.0% Reserve for Future Expense 858,592 888,809 798,151 861,626 861,626 855,626 7 2', Total Requirements 877,955 902,864 874,134 936,896 936,896 936,896 7.2% City of Tigard I ADOPTED BUDGET FY 2016-2017 PAGE 410- CITY OF TIGARD SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted General Fund Policy and Administration 837,595 0 837,595 0 837,595 Community Development 3,646,043 40,000 3,686,043 109,000 3,795,043 Community Services 22,689,234 385,137 23,074,371 130,000 23,204,371 Public Works 4,289,438 0 4,289,438 0 4,289,438 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 1,530,439 215,000 1,745,439 100,000 1,845,439 Capital Improvements 0 0 0 0 0 Contingency 1,173,000 0 1,173,000 0 1,173,000 34,165,748 640,137 34,805,885 339,000 35,144,885 Gas Tax Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 2,243,370 0 2,243,370 0 2,243,370 Debt Service 584,561 0 584,561 0 584,561 Loan to CCDA 0 0 0 0 0 Transfer 1,019,001 0 1,019,001 5,280 1,024,281 Capital Improvements 0 0 0 0 0 Contingency 200,000 0 200,000 0 200,000 4,046,932 0 4,046,932 5,280 4,052,212 City Gas Tax Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 307,899 0 307,899 0 307,899 Loan to CCDA 0 0 0 0 0 Transfer 334,668 0 334,668 0 334,668 Capital Improvements 0 0 0 0 0 Contingency 300,000 0 300,000 0 300,000 942,567 0 942,567 0 942,567 APPENDIX-PAGE 411 SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Electrical Inspection Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 303,121 0 303,121 0 303,121 Capital Improvements 0 0 0 0 0 Contingency 50,000 0 50,000 0 50,000 353,121 0 353,121 0 353,121 Building Fund Policy and Administration 0 0 0 0 0 Community Development 2,414,784 0 2,414,784 0 2,414,784 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 0 0 0 0 0 Contingency 250,000 0 250,000 0 250,000 2,664,784 0 2,664,784 0 2,664,784 Criminal Forfeiture Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 150,000 0 150,000 0 150,000 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 2,744 0 2,744 0 2,744 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 152,744 0 152,744 0 152,744 PAGE 412- CITY OF TIGARD SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Urban Forestry Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 153,382 0 153,382 0 153,382 Capital Improvements 0 0 0 0 0 Contingency 50,000 0 50,000 0 50,000 203,382 0 203,382 0 203,382 Parks Utility Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 2,275,582 85,000 2,360,582 100,000 2,460,582 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 0 0 0 0 0 Contingency 100,000 0 100,000 0 100,000 2,375,582 85,000 2,460,582 100,000 2,560,582 Bancroft Debt Service Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 103,100 0 103,100 0 103,100 Loan to CCDA 0 0 0 0 0 Transfer 1,536 0 1,536 0 1,536 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 104,636 0 104,636 0 104,636 APPENDIX-PAGE 413 SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted General Obligation Debt Service Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 2,193,200 0 2,193,200 0 2,193,200 Loan to CCDA 0 0 0 0 0 Transfer 1,352 0 1,352 0 1,352 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 2,194,552 0 2,194,552 0 2,194,552 Facilities Capital Projects Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 16,794 0 16,794 0 16,794 Capital Improvements 315,000 0 315,000 0 315,000 Contingency 50,000 0 50,000 0 50,000 381,794 0 381,794 0 381,794 Transportation Development Tax Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 87,486 0 87,486 0 87,486 Capital Improvements 0 0 0 0 0 Contingency 250,000 0 250,000 0 250,000 337,486 0 337,486 0 337,486 PAGE 414- CITY OF TIGARD SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Traffic Impact Fee Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 0 0 0 0 0 Underground Utility Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 249,339 0 249,339 74,800 324,139 Capital Improvements 0 0 0 0 0 Contingency 50,000 0 50,000 -50,000 0 299,339 0 299,339 24,800 324,139 Street Maintenance Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 313,900 0 313,900 0 313,900 Capital Improvements 1,985,000 0 1,985,000 0 1,985,000 Contingency 200,000 0 200,000 0 200,000 2,498,900 0 2,498,900 0 2,498,900 APPENDIX-PAGE 415 SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Transportation SDC Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 221,015 0 221,015 0 221,015 Capital Improvements 0 0 0 0 0 Contingency 50,000 0 50,000 0 50,000 271,015 0 271,015 0 271,015 Parks Capital Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 2,922,000 0 2,922,000 188,319 3,110,319 Contingency 0 0 0 0 0 2,922,000 0 2,922,000 188,319 3,110,319 Parks Bond Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 1,285,000 0 1,285,000 0 1,285,000 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 1,285,000 0 1,285,000 0 1,285,000 PAGE 416- CITY OF TIGARD SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Parks SDC Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 930,726 0 930,726 155,319 1,086,045 Capital Improvements 0 0 0 0 0 Contingency 100,000 0 100,000 -52,319 47,681 1,030,726 0 1,030,726 103,000 1,133,726 Transportation CIF Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 200,000 0 200,000 0 200,000 Capital Improvements 7,172,044 0 7,172,044 88,000 7,260,044 Contingency 0 0 0 0 0 7,372,044 0 7,372,044 88,000 7,460,044 Sanitary Sewer Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 2,181,253 0 2,181,253 0 2,181,253 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 164,726 0 164,726 0 164,726 Capital Improvements 900,000 0 900,000 260,111 1,160,111 Contingency 400,000 0 400,000 0 400,000 3,645,979 0 3,645,979 260,111 3,906,090 APPENDIX-PAGE 417 SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Stormwater Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 1,999,819 0 1,999,819 0 1,999,819 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 215,286 0 215,286 5,280 220,566 Capital Improvements 862,000 0 862,000 188,611 1,050,611 Contingency 200,000 0 200,000 0 200,000 3,277,105 0 3,277,105 193,891 3,470,996 Water Quality/Quantity Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 37,017 0 37,017 0 37,017 Capital Improvements 0 0 0 0 0 Contingency 50,000 0 50,000 0 50,000 87,017 0 87,017 0 87,017 Water Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 7,249,963 0 7,249,963 0 7,249,963 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 10,917,509 350,000 11,267,509 -261,202 11,006,307 Capital Improvements 0 0 0 0 0 Contingency 500,000 0 500,000 0 500,000 18,667,472 350,000 19,017,472 -261,202 18,756,270 PAGE 418 - CITY OF TIGARD SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Water SDC Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CODA 0 0 0 0 0 Transfer 2,720,960 0 2,720,960 0 2,720,960 Capital Improvements 0 0 0 0 0 Contingency 100,000 0 100,000 0 100,000 2,820,960 0 2,820,960 0 2,820,960 Water CIP Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 51,935 0 51,935 0 51,935 Capital Improvements 10,346,000 0 10,346,000 86,158 10,432,158 Contingency 0 0 0 0 0 10,397,935 0 10,397,935 86,158 10,484,093 Water Debt Service Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 8,393,284 0 8,393,284 0 8,393,284 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 8,393,284 0 8,393,284 0 8,393,284 APPENDIX-PAGE 419 SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Central Services Fund Policy and Administration 8,041,081 0 8,041,081 41,168 8,082,249 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 0 0 0 0 0 Contingency 250,000 0 250,000 0 250,000 8,291,081 0 8,291,081 41,168 8,332,249 Fleet/Property Management Fund Policy and Administration 1,911,913 130,000 2,041,913 0 2,041,913 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 0 0 0 0 0 Capital Improvements 0 0 0 0 0 Contingency 75,000 0 75,000 0 75,000 1,986,913 130,000 2,116,913 0 2,116,913 Insurance Fund Policy and Administration 50,000 0 50,000 0 50,000 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 270 0 270 31,000 31,270 Capital Improvements 0 0 0 0 0 Contingency 25,000 0 25,000 -25,000 0 75,270 0 75,270 6,000 81,270 PAGE 420 - CITY OF TIGARD SCHEDULE OF APPROPRIATIONS Budget Committee Council Fund Program Proposed Changes Approved Changes Adopted Library Donations and Bequests Fund Policy and Administration 0 0 0 0 0 Community Development 0 0 0 0 0 Community Services 0 0 0 0 0 Public Works 0 0 0 0 0 Debt Service 0 0 0 0 0 Loan to CCDA 0 0 0 0 0 Transfer 100,000 0 100,000 0 100,000 Capital Improvements 0 0 0 0 0 Contingency 0 0 0 0 0 100,000 0 100,000 0 100,000 All Funds Policy and Administration 10,840,589 130,000 10,970,589 41,168 11,011,757 Community Development 6,060,827 40,000 6,100,827 109,000 6,209,827 Community Services 22,839,234 385,137 23,224,371 130,000 23,354,371 Public Works 20,239,425 85,000 20,324,425 100,000 20,424,425 Debt Service 11,582,044 0 11,582,044 0 11,582,044 Loan to CCDA 0 0 0 0 0 Transfer 20,858,206 565,000 21,423,206 110,477 21,533,683 Capital Improvements 24,502,044 0 24,502,044 811,199 25,313,243 Contingency 4,423,000 0 4,423,000 -127,319 4,295,681 121,345,369 1,205,137 122,550,506 1,174,525 123,725,031 APPENDIX-PAGE 421 FINANCIAL POLICIES The City of Tigard has an important responsibility to its citizens to carefully account for public funds, manage municipal finances wisely and plan adequate funding for services and facilities desired and needed by the public. The city has established a formal set of financial policies to ensure that the pub- lic's trust is upheld. With these financial policies, the city has established the framework under which it conducts its financial affairs, ensuring that it is, and will continue to be, capable of funding and provid- ing 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 fluctu- ations in any one-revenue source. • One-time revenues will be used only for one-time expenditures. The city will avoid using tempo- rary revenues to fund mainstream services. • All revenue forecasts shall be conservative. • 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. All idle cash will be continuously invested • 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 interrup- tions,generate interest income, reduce need for short-term borrowing and assist in maintaining an investment grade bond rating capacity. PAGE 422- CITY OF TIGARD FINANCIAL POLICIES The city will also end each fiscal year with an adequate fund balance in the General Fund to pro- vide resources necessary for cash flow from July 1 until property taxes are received in November. Operating Budget Policy • 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 fixed costs agreements, 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 relat- ed 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 • The city will sustain Systems development charges (SDCs) for the cost of demand-created facili- ties,improvements or infrastructure, including in-house engineering and design for the following systems: Transportation—transportation systems Parks—park and recreation systems Water—water supply, treatment and distribution systems • 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 capi- tal projects. • Capital Project funds dedicated for capital improvements will be segregated in the accounting sys- tem and used only for the intended capital purposes. Capital Asset Policy • The city will control capital assets by assigning accountability and responsibility to specific depart- ments. • The city will provide documentation of equipment loss 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 Stormwater). • The city will provide budget information for capital replacements and additions. • The city will maintain inventories of all city equipment to avoid duplication of equipment. APPENDIX-PAGE 423 FINANCIAL POLICIES Accounting Policy • The city will maintain high standards of accounting. Accounting principles generally accepted in the United States of America (GAAP) will be used in accordance with the standards developed by the Governmental Accounting Standards Board (GASB) and endorsed by the Government Fi- nance 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 to consid- er for improvement. • Full disclosure will be provided in the financial statements and bond representations. • Financial systems that conform to GAAP and Local Budget Law will be maintained to monitor expenditures and revenues on a monthly basis. • The accounting system will provide monthly information about cash position and investment per- formance. • The city will annually submit documentation to obtain the Certificate of Achievement for Excel- lence 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 cur- rent 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 improve- ment. On occasion, the city receives requests to form a LID in which there would be only one proper- ty owner involved. City Council has established a formal policy for single owner LIDs. Following conditions 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. • 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 mini- mized. As a guideline, the City Council will request the following: PAGE 424- CITY OF TIGARD FINANCIAL POLICIES a. That the applicant provide an appraisal of the property affected, such appraisal being done by an appraiser acceptable to the City Manager. b. 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. 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 pro- vide the framework within which City of Tigard funds may be invested. Authority The Finance and Information Services Director shall serve as the investment officer of the city. The investment officer is responsible for ensuring that funds are invested so as to make necessary cash available to meet current obligations and to invest excess cash in accordance with ORS 294.035 through ORS 294.047 and these Investment Policies. The Finance and Information Services Director may assign the delegation of authority to persons re- sponsible for investment transactions. This person would then act as investment officer with prior approval of the City Manager. Scope These Investment Policies apply to all excess cash related to all activities and funds under the direction of the Tigard City Council. Cash accumulations related to bond proceeds or short-term borrowing is included unless more restrictive state or federal regulations are applicable. Excess cash shall be defined as all liquid assets not necessary to meet current obligations. Deferred Compensation Deferred compensation funds are placed with a third party for investment and are therefore excluded from the restrictions set forth in these guidelines. 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 425 FINANCIAL POLICIES Prudent Investor Investments shall be made under the prudent investor's rule,which states, "Investments shall be made with judgment and care,under circumstances then prevailing,which persons of prudence, discretion and intelligence exercise in the management of their own affairs,not for speculation but for invest- ment, considering the probable safety of their capital as well as the probable income to be derived." Internal Controls The investment officer shall maintain a system of written internal controls,which will be reviewed an- nually by the independent auditor. Cash Flow Analysis The investment officer shall maintain a historical cash flow record and a cash flow projection,which extends twelve months into the future. The projection shall be reviewed and updated on a regular ba- sis. No fixed maturity securities shall be purchased unless the cash flow projection indicates that the funds invested will not be required until the maturity date of the investment. Bond Proceeds Surplus funds resulting from debt issuance shall be considered as a separate portfolio and shall not be restricted by the maturity and instrument diversification section of these policies. Such funds may be invested for periods exceeding 18 months and up to 60 months. Such maturities shall coincide with the projected cash flow needs resulting from the projected construction schedule. Diversification The investment officer will diversify the general portfolio to avoid unreasonable risks within the fol- lowing parameters: • Maturity Diversification Investment maturities shall be scheduled to coincide with projected cash flow needs. Thirty percent of the portfolio will mature in less than 90 days. No investments will be made for a period to ex- ceed 18 months unless: This investment policy has been submitted to the Oregon Short Term Fund Board (OSTF) for comment prior to being approved by council and complies with the requirements of ORS 294.135. In this case, the maximum maturity shall be defined in policy. If 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)). PAGE 426 - CITY OF TIGARD FINANCIAL POLICIES If this investment policy has been submitted for review by the OSTF Board as specified above and in accordance with ORS 294.135(1)(a), debt service reserves may be invested to mature not longer than five years. Otherwise, debt service reserves shall not be invested to a maturity date exceeding one year as specified under ORS 294.135(3). The investment officer may make investments having maturity longer than 18 months,but not more than 36 months,with the exception of bond proceeds. The city's investment portfolio shall not contain more than 20% of the total dollar value of its investments with maturities between 18 months and 36 months. • Instrument Diversification Certificates of Deposit 25% maximum Corporate Indebtedness 35% maximum Bankers Acceptance 50% maximum Treasury/Agency Securities 90% maximum Local Government Investment Pool 100%maximum Demand Deposits 10% maximum Lawfully issued Debt Obligations of the States of Oregon, Washington,Idaho and California and political subdivisions of those states 25% maximum • Institution Diversification Bank liabilities with any one qualified financial institution shall not exceed 20 percent of the portfo- lio. Bank liabilities of any one qualified financial institution shall not exceed one percent of the in- stitution's total assets. Investment in Corporate Indebtedness shall not exceed 5 percent of the portfolio in any one Oregon corporate entity meeting the rating requirements of P-2/A-2 or better, or 5 percent of the portfolio in any one corporate entity outside the State of Oregon (ORS 294.035 section C). For purposes of these guidelines, the state local government investment pool (LGIP) shall be considered to have a one-day liquidity. Selection 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. APPENDIX-PAGE 427 FINANCIAL POLICIES Qualified Institutions The investment officer shall maintain a list of all authorized institutions that are approved for invest- ment purposes. The investment officer will request, analyze and keep on file periodic financial state- ments and related information to satisfy himself/herself as to the creditworthiness of each institution on the approved list. Reporting The investment officer shall prepare an investment activity report at the end of each month for review by the City Manager. Amendments These investment policies may be amended at the request of the investment officer, the City Manager, or members of City Council. Such amendments shall be approved by the City Council in the same manner as the investment policies. Authorized Investment Instruments The investment officer shall invest the money of the city only in qualifying investments according to guidelines in ORS 294.035. These investments include: • Demand deposits with approved institutions. • Deposits in the Oregon Local Government Investment Pool. • Certificates of Deposit with Oregon banks. • Banker's acceptances. • Qualifying corporate indebtedness not to exceed 5% of the portfolio on any one corporation. • Lawfully issued debt obligations of the United States and obligation guaranteed by the United States, the agencies of the United States or enterprises sponsored by the United States government, not to exceed 40% of the portfolio on any one government sponsored enterprise. • Lawfully issued debt obligations of the States of Oregon,Washington, Idaho and California and political subdivisions of those states. Safekeeping A third-party custodian, as evidenced by safekeeping receipts,will hold securities (excluding funds in- vested in the state local government investment pool (LGIP), bank deposits, and Certificates of De- posits). Other Policy Considerations Any investment currently held that does not meet the guidelines of this policy shall be exempted from the requirements of this policy. At maturity or liquidation, such monies shall be reinvested only as pro- vided by this policy. PAGE 428 - CITY OF TIGARD GLOSSARY OF BUDGET RELATED TERMS Adopted Budget: The budget amended and together with periodic interest at a specified approved by the Budget Committee becomes rate. the adopted budget after City Council takes action on it. The adopted budget becomes Bond Anticipation Note (BAN): effective July 1. BANs are a form of short-term borrowing in anticipation of a future sale of long-term Ad Valorem Tax: A tax based on value, such bonds. BANs are used frequently to finance as a property tax. construction of local improvement district improvements and are retired by eventual sale Appropriations: Legal authorization granted of Bancroft bonds or collection of special by the City Council to spend public funds. assessments from benefited property owners. Appropriations within each program may not be exceeded. Budget: A plan of financial operation embodying an estimate of adopted resources Approved Budget: The proposed budget as and expenditures for a given year. The budget amended and approved by the Budget is the legal spending limit for city activities. Committee and recommended to the City Council for adoption is referred to as the Budget Message: Opening section of the Approved Budget. budget which provides the City Council and public with a general summary of the most Assets: Property owned by the city, which important aspects of the budget, changes has monetary value. from current and previous fiscal years and views and recommendations of the City Balanced Budget: A budget is "balanced" Manager. when total resources (beginning fund balance plus current revenues plus transfers-in) equals Capital Improvement Plan (CIP): total requirements (expenditures plus Expenditures which result in the acquisition contingency plus transfers-out plus ending of land, improvements to existing facilities fund balance) for each fund. and construction of streets, sewers, storm drains, park facilities and other public Bancroft: Section of Oregon Law that allows facilities. benefited property owners within an LID to pay their assessments in installments. This is Capital Outlays: Expenditures equal to or made possible by the sale of long term greater than $5,000, for equipment, vehicles "Bancroft" bonds,proceeds of which are used or machinery that results in the acquisition or to pay LID costs. Principal and interest on addition to fixed assets. Bancroft bonds are paid by assessments received from property owners within an City Center Development Agency LID, though these bonds also carry the full (CCDA): The Urban Renewal Agency faith and credit guarantee of the city. approved by the voters in May, 2006. The CCDA is comprised of members of the City Bond: A written promise to pay a specified Council as its governing body. sum of money, called the face value or principal amount, at a specified date or dates in the future, called the maturity date(s), APPENDIX-PAGE 429 GLOSSARY OF BUDGET RELATED TERMS Clean Water Services (CWS): Clean Water Fiscal Year: Period used for accounting year. Services owns and operates all major sewage The City of Tigard has a fiscal year of July 1 treatment plants within Washington County. through the following June 30. CWS establishes sewer rates and contracts with most cities to collect monthly charges Franchise: A special privilege granted by a from residents and perform most sewer government, permitting the continued use of maintenance and repair within city limits. public property, such as city streets, and usually involving the elements of monopoly Contingency: Appropriation established in and regulation. certain funds for the funding of unforeseen events. Contingency may be appropriated for FTE: Abbreviation for Full Time Equivalent. a specific purpose by the City Council by Staffing levels are measured in FTE's to give a approval of a resolution. consistent comparison from year to year. In most cases, an FTE is one full time position Debt Service: Interest and principal on filled for the entire year. However, in some outstanding bonds due and payable during the instances an FTE may consist of several part fiscal year. time positions. Employee Benefits: Benefits include social Fund: A fiscal and accounting unit with a security, retirement, group health, dental and self-balancing set of accounts in which cash life insurance, workers' compensation and and other financial resources, liabilities, disability insurance. equities and changes therein are recorded to carry on specific activities and/or objectives. Enterprise Funds: Governmental activities that can be operated most like a commercial Fund Balance: Amount left over after business are referred to as enterprise activities expenditures are subtracted from resources. and are accounted for in enterprise funds. Each fund begins and ends each fiscal year Tigard's enterprise activities include sewer, with a positive or negative fund balance. stormwater and water utilities. Expenditures are matched with revenue from service General Fund: The primary discretionary charges to ensure the program is self- fund of the city, which accounts for general- supporting. purpose revenues (such as property tax) and general-purpose operations. Expenditure: Actual payment made by city check or wire transfer for services or goods Generally Accepted Accounting Principles received or obligations extinguished. (GAAP): Uniform minimum standards and guidelines for financial accounting and Fees: General term used for any charge levied reporting. They govern the form and content by local government in connection with of the financial statements of an entity. providing a service, permitting an activity or imposing a fine or penalty. Major types of Intergovernmental Revenues: Revenue fees include building permits, business and from other governments, primarily Federal non-business taxes, fines and user charges. and State grants and State shared revenues, also payments from other local governments. PAGE 430 - CITY OF TIGARD GLOSSARY OF BUDGET RELATED TERMS Local Improvement District (LID): An Operating Budget: The portion of the LID is an entity formed by a group of budget that includes appropriations for direct property owners or the city to construct services to the public including wages and public improvements (such as streets, sewers, benefits, materials and services and capital storm drains, streetlights, etc.) to benefit outlay. Excluded from the operating budget properties. Costs of such improvements are are capital improvement projects, debt service then assessed among benefited properties. requirements, transfers, contingency and reserves. Measure 5: A constitutional limit on property tax rates passed by voters in the State of ODOT: the Oregon Department of Oregon in November 1990. Transportation. Measure 47: A Constitutional limit on Permanent Tax Rate: The dollar-per- individual property tax collections approved thousand figure used to calculate property tax by voters in November 1996. revenues. Under Measure 50, all tax bases in Oregon were converted to a permanent tax Measure 50: Passed by voters in May 1997, rate. This rate,when applied to assessed value this legislatively referred measure repealed of property within a jurisdiction, produces the Measure 47, and significantly reduced future property tax revenues used to support general property taxes. city operations. Tigard's Permanent Tax Rate is $2.5131 per $1,000. Metro: Metro is responsible for regional transportation and land use planning. It also Personal Services: Compensation to city manages the Oregon Zoo, the Oregon employees in the form of salaries, wages and Convention Center, the Portland Center for employee benefits. the Performing Arts, and the Exposition Center. Metro is also responsible for regional Program Budget: A budget wherein solid waste disposal. expenditures are based primarily on programs of work and secondarily on character, Modified Accrual Basis: The accrual basis classification, and performance. Programs of accounting adapted to the governmental within the City of Tigard's adopted budget fund-type measurement focus. Under it, include Community Services, Public Works, revenues and other financial resource Community Development, and Policy & increments (e.g., bond issue proceeds, Administration. property taxes and/or special assessments) are recognized when they become both Proposed Budget: City budget developed by measurable and available to finance the City Manager and submitted to the Budget expenditures of the current period. Committee for their deliberation. Object Classification: Indicates type of Reserved Fund Balance: Those portions of expenditure being made, i.e., personal fund balance that are not appropriable for services, materials and services, capital outlay, expenditure or that are legally segregated for a etc. specific future use. APPENDIX-PAGE 431 GLOSSARY OF BUDGET RELATED TERMS SDC: Abbreviation for systems development Urban Service Area: The area of charges. SDCs are paid by developers and unincorporated Washington County within builders to fund expansion of infrastructure the City of Tigard's area of interest, but necessary due to increased usage. Such outside Tigard city limits. The city and the charges are collected for sewers, storm drains, county entered into an agreement in which streets, parks and schools. the city provided development services to the area.. Tigard collected all fees and charges Special Assessment: A charge made against from such development and used the funds to certain properties to defray all or part of the pay for the related costs of that service. In cost of a specific capital improvement or FY 2006-07, the city and county terminated service deemed to benefit primarily those the contract and the city no longer provides properties. services to this area. Special Revenue Fund: A fund used to WCCLS: Abbreviation for Washington account for the proceeds of specific revenue County Cooperative Library Services. All sources that are legally restricted to libraries within Washington County are expenditure for specified purposes. partially funded through a county-wide serial levy. Funds are distributed twice each fiscal Tax Base: Oregon law used to allow cities year in accordance with a formula that takes within the State, with voter approval, to into account circulation, open hours, and establish a dollar amount of property tax that collection development. 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. Tax Increment Financing: Financing secured by the anticipated incremental increase in tax revenues, resulting from the redevelopment of an area. Urban Renewal District: In May of 2006, Tigard voters approved the formation of an Urban Renewal District encompassing the downtown and surrounding areas. With the formation of this district, future increases in property tax revenues from property within the district, called tax increment, will provide an important source of funding for a number of needed capital projects. PAGE 432- CITY OF TIGARD ADVISORY COMMITTEES Audit Committee The committee is established by Oregon Local Budget Law. The committee consists of the four elect- ed council members, the Mayor and five members from the community appointed by the City Council for three year terms. 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 com- mittee must also approve tax levies. They meet approximately six times throughout the year, with the majority of those in late April/May to review and approve the proposed budget. Members Jason Snider, Councilor Vacant Melody Graeber Vacant, Alt Budget Committee The committee is established by Oregon Local Budget Law. The committee consists of the four elect- ed council members, the Mayor and five members from the community appointed by the City Council for three year terms. 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 com- mittee must also approve tax levies. They meet approximately six times throughout the year, with the majority of those in late April/May to review and approve the proposed budget. Members Bill Bigcraft, Citizen Nathan Rix, Citizen John L.Cook,Mayor Clifford Rone, Citizen Don Fisher, Citizen Thomas Schweizer,Alternate John Goodhouse, Councilor Jason Snider, Councilor Quinton Harold, Citizen Marc Woodard, Councilor Marland Henderson, Councilor City Center Advisory Commission This committee's role is defined in the City Charter and is to assist the Urban Renewal Commission in developing and carrying out an Urban Renewal Plan. They meet the 2nd Wednesday of the month. Members Carine Arendes Richard Shavey Joyce Casey Mark Skorupa Sherrie Devaney Sarah Villanueva,Alternate Linli Pao David Walsh Gina Schlatter APPENDIX-PAGE 433 ADVISORY COMMITTEES Intergovernmental Water Board The Intergovernmental Water Board consists of five members and was established through an inter- governmental agreement between the cities of Tigard, Durham and King City and the Tigard Water District (TWD). Each jurisdiction is represented by one member and one member is appointed at large. This committee meets the 2nd Wednesday of the month. Members Keith Jehnke,Durham Jodie Inman,Member-at-Large Chris Hadfield,Durham Alternate Billie Reynolds, King City Ken Henschel,TWD Marc Woodard,Tigard Julie Russell,TWD Alternate John Goodhouse,Tigard Alternate Library Board The 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. They meet the 2nd Thursday of the month. Becky Gauthier,Alternate Michelle Taylor Scott Hancock Jan Thenell Katie Harris Roarke Van Brunt Linda Monahan Cole Weber Neighborhood Involvement Committee The committee is charged with oversight of the Neighborhood Network Program and finding ways to engage residents in the program.This committee meets the 3rd Wednesday of every quarter. Members Jeremy Audritsh John Pierce Basil Christopher Connie Ramaekers Sue Carver Beth Woodard Cathy Olson Quinton Harold PAGE 434- CITY OF TIGARD ADVISORY COMMITTEES Park and Recreation Advisory Board The board consists of seven voting members, two ex-officio members, and one Youth Advisory Coun- cil representative. One ex-officio member represents the Tigard Planning Commission and one repre- sents the Tigard-Tualatin School District 23-J. The board advises the City Council on matters pertain- ing to the creation, operation, and maintenance of recreation facilities under the jurisdiction of the city. The committee meets the 2nd Monday of the month. Members Barry Albertson,Ph.D Troy Mears David Brown Tim Pepper,Alternate Claudia Ciobanu Holly Polivka Sarah Darland Linda Shaw Wayne Gross Scott Winkels Planning Commission The 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, up- date and implement the City Comprehensive Plan; to formulate the City Community Investment Pro- gram; and to review and take action on development projects and Development Code provisions dele- gated to the commission. They meet the 1st and 3rd Monday of the month. Members Michael Enloe Brett Lieuallen Brian Feeney Chris Middaugh Calista Fitzgerald Tom Mooney,Alternate Gary Jelinek Matthew Muldoon Yi-Kang Hu Donald Schmidt Tigard Transportation Advisory Committee (TTAC) Created in 2009, the TTAC is advisory to City Council and staff on transportation matters. The com- mittee provides a venue for citizen involvement in transportation decisions. This committee meets the 1st Wednesday of the month. Members Russell Casler Stephanie McKee Tim Esau,Alternate Susan Pfahl Benjamin Gooley Don Schmidt Erik Halstead Elise Shearer Karen Hughart Robert Van Vlack Yi-Kang Hu Joseph Vasicek Kevin Watkins APPENDIX-PAGE 435 STAFFING SUMMARY 2014 2015 2016 2017 Actual Actual Adopt Proposed Approved Adopted Community Development Communiy Development Building 8.80 9.00 10.50 12.00 12.00 12.00 Community Development Administration 2.00 0.00 0.00 0.00 0.00 0.00 Community Development Planning 0.00 14.80 16.00 16.00 16.00 16.00 Community Planning 9.00 0.00 0.00 0.00 0.00 0.00 Development Services 3.80 0.00 0.00 0.00 0.00 0.00 Economic Development 2.00 2.00 2.00 2.00 2.00 2.00 Dept Total-Community Development 25.60 25.80 28.50 30.00 30.00 30.00 Program Total-Community Development 25.60 25.80 28.50 30.00 30.00 30.00 Community Services Libra Circulation 13.20 13.20 15.70 15.70 15.70 15.50 Library Administration 3.20 3.20 3.20 3.20 3.20 3.50 Reader Services 12.70 12.70 13.70 13.70 13.70 13.60 Technical Services 5.70 5.70 5.70 5.70 5.70 5.70 Dept Total-Library 34.80 34.80 38.30 38.30 38.30 38.30 Police Police Administration 3.00 7.00 7.00 7.00 7.00 7.00 Police Operations 50.00 47.00 48.00 49.00 52.00 53.00 Support Services 31.50 28.50 29.50 28.50 28.50 28.50 Dept Total-Police 84.50 82.50 84.50 84.50 87.50 88.50 Program Total-Community Services 119.30 117.30 122.80 122.80 125.80 126.80 Policy and Administration .Administrative Servias City Recorder/Records 4.15 4.15 3.35 0.00 0.00 0.00 Design&Communications 3.05 3.05 3.05 0.00 0.00 0.00 Fleet Maintenance 0.00 0.00 1.80 0.00 0.00 0.00 Municipal Court 3.65 3.65 3.75 0.00 0.00 0.00 Property Management 0.00 0.00 5.20 0.00 0.00 0.00 Dept Total-Administrative Services 10.85 10.85 17.15 0.00 0.00 0.00 Central Services City Recorder/Records 0.00 0.00 0.00 3.85 3.85 3.85 Communications 0.00 0.00 0.00 4.25 4.25 4.25 Fleet Maintenance 0.00 0.00 0.00 2.35 2.35 2.35 Municipal Court 0.00 0.00 0.00 3.50 3.50 3.50 Property Management 0.00 0.00 0.00 4.90 4.90 4.90 Dept Total-Central Services 0.00 0.00 0.00 18.85 18.85 18.85 PAGE 436 - CITY OF TIGARD STAFFING SUMMARY 2014 2015 2016 2017 ActualActual Adopt Proposed Approved Adopted City Management City Manager's Office 4.00 5.00 5.50 4.90 4.90 4.90 Human Resources 4.80 4.50 4.80 4.50 4.50 4.50 Risk Management 2.10 2.10 2.30 1.50 1.50 1.50 Dept Total-City Management 10.90 11.60 12.60 10.90 10.90 10.90 Finance&Information Services Contracts and Purchasing 2.00 2.00 2.00 2.00 2.00 2.00 Finance&Info.Services Admin. 3.00 3.00 3.00 3.00 3.00 3.00 Financial Operations 4.60 4.60 4.80 4.80 4.80 4.80 Information Technology 5.80 7.00 7.00 8.00 8.00 8.00 Utility Billing 6.80 6.80 6.80 6.80 6.80 6.80 Dept Total-Finance&Information Services 22.20 23.40 23.60 24.60 24.60 24.60 Mayor and Canned Mayor and Council 0.00 0.00 0.00 0.00 0.00 0.00 Dept Total-Mayor and Council 0.00 0.00 0.00 0.00 0.00 0.00 Program Total-Policy and Administration 43.95 45.85 53.35 54.35 54.35 54.35 Public Works Public[reeks Fleet Maintenance 0.95 1.95 0.00 0.00 0.00 0.00 Parks and Grounds 9.75 10.75 0.00 0.00 0.00 0.00 Parks and Recreation 0.00 0.00 0.00 11.67 11.67 12.17 Parks Utility 0.00 0.00 11.67 0.00 0.00 0.00 Property Management 3.85 4.85 0.00 0.00 0.00 0.00 Public Works Administration 9.20 9.20 9.00 9.00 9.00 9.00 PW Engineering 13.00 14.00 16.00 16.00 16.00 16.00 Sanitary Sewer 6.50 5.50 6.00 6.00 6.00 6.00 Stormwater 5.50 6.50 7.00 7.00 7.00 7.00 Street Maintenance 7.25 7.25 6.33 7.33 7.33 7.33 Water 12.00 13.00 13.00 13.00 13.00 13.00 Dept Total-Public Works 68.00 73.00 69.00 70.00 70.00 70.50 Program Total-Public Works 68.00 73.00 69.00 70.00 70.00 70.50 Total All Programs 256.85 261.95 273.65 277.15 280.15 281.65 APPENDIX-PAGE 437 MANAGEMENT/PROFESSIONAL GROUP SALARY SCHEDULE Range # Minimum Maximum M18 Monthly $3,589 $4,809 M3 Human Resources Assistant Hourly $20.71 $27.74 Annually $43,068 $57,708 Pay Period $1,656.46 $2,219.54 M19 Monthly $3,677 $4,929 M3 Confidential Executive Assistant Hourly $21.21 $28.44 Annually $44,124 $59,148 Pay Period $1,697.08 $2,274.92 M20 Monthly $3,770 $5,052 M3 Deputy City Recorder Hourly $21.75 $29.15 M3 Payroll Specialist Annually $45,240 $60,624 Pay Period $1,740.00 $2,331.69 M21 Monthly $3,864 $5,178 M3 Acquisitions Coordinator* Hourly $22.29 $29.87 M3 Assistant Planner Annually $46,368 $62,136 M3 Library Volunteer Coordinator Pay Period $1,783.38 $2,389.85 M3 Program Coordinator (SRTS) M22 Monthly $3,962 $5,308 M3 Human Resources Technician Hourly $22.86 $30.62 M3 Risk Management Technician Annually $47,544 $63,696 Pay Period $1,828.62 $2,449.85 M23 Monthly $4,059 $5,440 M3 Acquisitons Supervisor Hourly $23.42 $31.38 M3 Community Engagement Coordinator Annually $48,708 $65,280 M3 Confidential Office Manager Pay Period $1,873.38 $2,510.77 M3 Executive Assistant to the City Manager M25 Monthly $4,266 $5,717 M3 Accountant Hourly $24.61 $32.98 M3 Emergency Services Coordinator Annually $51,192 $68,604 M3 Microcomputer Support Technician* Pay Period $1,968.92 $2,638.62 M3 Program Development Specialist M3 Recreation Coordinator M3 Web Services Coordinator M27 Monthly $4,480 $6,005 M3 Associate Planner Hourly $25.85 $34.64 M2 Circulation Supervisor Annually $53,760 $72,060 Pay Period $2,067.69 $2,771.54 PAGE 438 - CITY OF TIGARD MANAGEMENT/PROFESSIONAL GROUP SALARY SCHEDULE M29 Monthly $4,708 $6,310 M3 Building Division Services Supervisor Hourly $27.16 $36.40 M3 Court Operations Supervisor Annually $56,496 $75,720 M3 Facilities Division Supervisor Pay Period $2,172.92 $2,912.31 M3 Graphic Services Supervisor* M3 Library Services Supervisor M3 Parks Supervisor M3 Police Records Supervisor M3 Project Planner* M3 Public Information Officer- Police M3 Senior Accountant M3 Street Supervisor M3 Utility Billing Supervisor M3 Wastewater Operations Supervisor M3 Water Operations Supervisor M30 Monthly $4,826 $6,466 M2 City Recorder Hourly $27.84 $37.30 M3 Crime Analyst Annually $57,912 $77,592 M3 Engineering Inspection Supervisor* Pay Period $2,227.38 $2,984.31 M3 Human Resources Analyst* M3 Management Analyst M31 Monthly $4,946 $6,628 M3 City Surveyor* Hourly $28.53 $38.24 M3 Senior Planner Annually $59,352 $79,536 Pay Period $2,282.77 $3,059.08 M33 Monthly $5,196 $6,964 M2 Development Engineer* Hourly $29.98 $40.18 M2 GIS Coordinator* Annually $62,352 $83,568 M2 Project Engineer Pay Period $2,398.15 $3,214.15 M34 Monthly $5,326 $7,138 M2 Communications Strategist Hourly $30.73 $41.18 M2 Risk Manager Annually $63,912 $85,656 M2 Senior Human Resources Analyst Pay Period $2,458.15 $3,294.46 M2 Senior Management Analyst M35 Monthly $5,460 $7,316 M3 Accounting Supervisor Hourly $31.50 $42.21 M3 Database Administrator* Annually $65,520 $87,792 M3 GIS Program Administrator Pay Period $2,520.00 $3,376.62 M2 Library Communications Coordinator M3 Network Administrator M2 Plans Examination Supervisor* M3 Police Technology Specialist* M3 Senior Transportation Planner APPENDIX-PAGE 439 MANAGEMENT/PROFESSIONAL GROUP SALARY SCHEDULE M36 Monthly $5,596 $7,498 M2 Inspection Supervisor Hourly $32.28 $43.26 M2 Principal Human Resources Analyst* Annually $67,152 $89,976 Pay Period $2,582.77 $3,460.62 M37 Monthly $5,736 $7,687 M2 Principal Planner* Hourly $33.09 $44.35 M2 Redevelopment Project Manager Annually $68,832 $92,244 M2 Senior Project Engineer Pay Period $2,647.38 $3,547.85 M38 Monthly $5,880 $7,884 M3 Business Manager Hourly $33.92 $45.48 M2 Police Sergeant Annually $70,560 $94,608 Pay Period $2,713.85 $3,638.77 M39 Monthly $6,027 $8,076 M2 Administrative Services Manager* Hourly $34.77 $46.59 M2 Assistant to the City Manager Annually $72,324 $96,912 M2 Communications Manager Pay Period $2,781.69 $3,727.38 M2 Library Division Manager M2 Public Works Division Manager M2 Senior Network Administrator M2 Utility Division Manager M40 Monthly $6,179 $8,278 M2 Economic Development Manager Hourly $35.65 $47.76 M2 Planning Manager Annually $74,148 $99,336 Pay Period $2,851.85 $3,820.62 M41 Monthly $6,332' $8,485 M2 Engineering Manager Hourly $36.53 $48.95 Annually $75,984 $101,820 Pay Period $2,922.46 $3,916.15 M42 Monthly $6,490 $8,697 M2 Building Official Hourly $37.44 $50.18 Annually $77,880 $104,364 Pay Period $2,995.38 $4,014.00 M44 Monthly $6,818 $9,138 M2 Police Lieutenant Hourly $39.33 $52.72 Annually $81,816 $109,656 Pay Period $3,146.77 $4,217.54 M46 Monthly $7,164 $9,600 M2 Assistant Community Development Director Hourly $41.33 $55.38 M2 Assistant Finance Director Annually $85,968 $115,200 M2 Assistant Public Works Director Pay Period $3,306.46 $4,430.77 M2 City Engineer M2 Information Technology Manager PAGE 440 - CITY OF TIGARD MANAGEMENT/PROFESSIONAL GROUP SALARY SCHEDULE M48 Monthly $7,526 $10,086 M1 Human Resources Director Hourly $43.42 $58.19 M2 Police Commander Annually $90,312 $121,032 Pay Period $3,473.54 $4,655.08 M50 Monthly $7,908 $10,597 M1 Central Services Director Hourly $45.62 $61.14 M1 Director of Community Development Annually $94,896 $127,164 M1 Director of Library Services Pay Period $3,649.85 $4,890.92 M1 Financial and Information Services Director M1 Lake Oswego Tigard Water Project Director M1 Public Works Director M52 Monthly $8,307 $11,132 M1 Assistant City Manager Hourly $47.93 $64.22 Annually $99,684 $133,584 Pay Period $3,834.00 $5,137.85 M54 Monthly $8,728 $11,696 M1 Police Chief Hourly $50.35 $67.48 Annually $104,736 $140,352 Pay Period $4,028.31 $5,398.15 APPENDIX-PAGE 441 TIGARD POLICE OFFICERS ASSOC. SALARY SCHEDULE Range # Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 P6 Monthly $3,347 $3,515 $3,689 $3,873 $4,067 $4,271 Detective Secretary Hourly $19.31 $20.28 $21.28 $22.35 $23.46 $24.64 Police Records Specialist Annually $40,162 $42,177 $44,267 $46,479 $48,801 $51,247 Pay Period $1,544.69 $1,622.20 $1,702.56 $1,787.64 $1,876.97 $1,971.04 P10 Monthly $3,694 $3,877 $4,071 $4,277 $4,490 $4,715 Property Evidence Specialist Hourly $21.31 _ $22.37 $23.49 $24.67 $25.90 $27.20 Youth Services Program Spec Annually $44,328 $46,528 $48,850 $51,321 $53,877 $56,581 Pay Period $1,704.92 $1,789.53 $1,878.86 $1,973.87 $2,072.19 $2,176.17 P11 Monthly $3,785 $3,975 $4,173 $4,382 $4,601 $4,832 Community Service Officer Hourly $21.84 $22.93 $24.08 $25.28 $26.55 $27.88 Annually $45,422 $47,695 $50,079 $52,586 $55,216 $57,982 Pay Period $1,746.99 $1,834.43 $1,926.13 $2,022.56 $2,123.71 $2,230.06 P19 Monthly $4,725 $4,961 $5,209 $5,469 $5,742 $6,029 Police Officer Hourly $27.26 $28.62 $30.05 $31.55 $33.13 $34.78 Annually $56,700 $59,532 $62,508 $65,628 $68,904 $72,348 Pay Period $2,180.77 $2,289.69 $2,404.15 $2,524.15 $2,650.15 $2,782.62 PAGE 442- CITY OF TIGARD OREGON PUBLIC EMPLOYEES UNION SALARY SCHEDULE Range# Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 S9 Monthly $1,962 $2,060 $2,163 $2,271 $2,385 $2,504 $2,629 Library Aide Hourly $11.32 $11.88 $12.48 $13.10 $13.76 $14.45 $15.17 Annually $23,544 $24,720 $25,956 $27,252 $28,620 $30,048 $31,548 Pay Period $905.54 $950.77 $998.31 $1,048.15 $1,100.77 $1,155.69 $1,213.38 S22 Monthly $2,702 $2,837 $2,979 $3,128 $3,284 $3,448 $3,620 Accounting Assistant l Hourly $15.59 $16.37 $17.19 $18.05 $18.95 $19.89 $20.88 Administrative Specialist I Annually $32,424 $34,044 $35,748 $37,536 $39,408 $41,376 $43,440 Court Clerk I Pay Period $1,247.08 $1,309.38 $1,374.92 $1,443.69 $1,515.69 $1,591.38 $1,670.77 S24 Monthly $2,839 $2,981 $3,130 $3,287 $3,451 $3,624 $3,805 Reprographics Specialist Hourly $16.38 $17.20 $18.06 $18.96 $19.91 $20.91 $21.95 Annually $34,068 $35,772 $37,560 $39,444 $41,412 $43,488 $45,660 Pay Period $1,310.31 $1,375.85 $1,444.62 $1,517.08 $1,592.77 $1,672.62 $1,756.15 S25 Monthly $2,911 $3,057 $3,210 $3,371 $3,540 $3,717 $3,903 Building Maintenance Technician I Hourly $16.79 $17.64 $18.52 $19.45 $20.42 $21.44 $22.52 Library Assistant Annually $34,932 $36,684 $38,520 $40,452 $42,480 $44,604 $46,836 Utility Worker I Pay Period $1,343.54 $1,410.92 $1,481.54 $1,555.85 $1,633.85 $1,715.54 $1,801.38 S26 Monthly $2,983 $3,132 $3,289 $3,453 $3,626 $3,807 $3,997 Records Technician Hourly $17.21 $18.07 $18.98 $19.92 $20.92 $21.96 $23.06 Annually $35,796 $37,584 $39,468 $41,436 $43,512 $45,684 $47,964 Pay Period $1,376.77 $1,445.54 $1,518.00 $1,593.69 $1,673.54 $1,757.08 $1,844.77 S28 Monthly $3,136 $3,293 $3,458 $3,631 $3,813 $4,004 $4,204 Accounting Assistant II Hourly $18.09 $19.00 $19.95 $20.95 $22.00 $23.10 $24.25 Administrative Specialist II Annually $37,632 $39,516 $41,496 $43,572 $45,756 $48,048 $50,448 Court Clerk II Pay Period $1,447.38 $1,519.85 $1,596.00 $1,675.85 $1,759.85 $1,848.00 $1,940.31 Customer Service Specialist S29 Monthly $3,214 $3,375 $3,544 $3,721 $3,907 $4,102 $4,307 Customer Service Field Worker Hourly $18.54 $19.47 $20.45 $21.47 $22.54 $23.67 $24.85 Permit Technician Assistant Annually $38,568 $40,500 $42,528 $44,652 $46,884 $49,224 $51,684 Senior Library Assistant Pay Period $1,483.38 $1,557.69 $1,635.69 $1,717.38 $1,803.23 $1,893.23 $1,987.85 S31 Monthly $3,374 $3,543 $3,720 $3,906 $4,101 $4,306 $4,521 Building Maintenance Technician II Hourly $19.47 $20.44 $21.46 $22.53 $23.66 $24.84 $26.08 Engineering Technician I Annually $40,488 $42,516 $44,640 $46,872 $49,212 $51,672 $54,252 Utility Worker II Pay Period $1,557.23 $1,635.23 $1,716.92 $1,802.77 $1,892.77 $1,987.38 $2,086.62 S32 Monthly $3,460 $3,633 $3,815 $4,006 $4,206 $4,416 $4,637 Senior Accounting Assistant Hourly $19.96 $20.96 $22.01 $23.11 $24.27 $25.48 $26,75 Senior Administrative Specialist Annually $41,520 $43,596 $45,780 $48,072 $50,472 $52,992 $55,644 Pay Period $1,596.92 $1,676.77 $1,760.77 $1,848.92 $1,941.23 $2,038.15 $2,140.15 This salary schedule is for FY 2015-16. The city is currently in contract negotiations with the employee union.At the time this document went to print, negotiations were ongoing. APPENDIX-PAGE 443 OREGON PUBLIC EMPLOYEES UNION SALARY SCHEDULE Range# Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 S33 Monthly $3,546 $3,723 $3,909 $4,104 $4,309 $4,524 5-4,750 Senior Customer Services Field Worker Hourly $20.46 $21.48 $22.55 $23.68 $24.86 $26.10 $27.40 Annually $42,552 $44,676 $46,908 $49,248 $51,708 $54,288 $57,000 Pay Period $1,636.62 $1,718.31 $1,804.15 $1,894.15 $1,988.77 $2,088.00 $2,192.31 S34 Monthly $3,634 $3,816 $4,007 $4,207 $4,417 $4,638 $4,870 Engineering Assistant Hourly $20.97 $22.02 $23.12 $24.27 $25.48 $26.76 $28.10 Purchasing Assistant Annually $43,608 $45,792 $48,084 $50,484 $53,004 $55,656 $58,440 Pay Period $1,677.23 $1,761.23 $1,849.38 $1,941.69 $2,038.62 $2,140.62 $2,247.69 S35 Monthly $3,725 $3,911 $4,107 $4,312 $4,528 $4,754 $4,992 Backflow-Cross Connection Specialist Hourly $21.49 $22.56 $23.69 $24.88 $26.12 $27.43 $28.80 CMMS Software Specialist Annually $44,700 $46,932 $49,284 $51,744 $54,336 $57,048 $59,904 *Mechanic Pay Period $1,719.23 $1,805.08 $1,895.54 $1,990.15 $2,089.85 $2,194.15 $2,304.00 Permit Technician Records Management Specialist Senior Building Maintenance Technician Senior Utility Worker Water Utility Technician S36 Monthly $3,820 $4,011 $4,212 $4,423 $4,644 $4,876 $5,120 GIS Technician Hourly $22.04 $23.14 $24.30 $25.52 $26.79 $28.13 $29.54 Annually $45,840 $48,132 $50,544 $53,076 $55,728 $58,512 $61,440 Pay Period $1,763.08 $1,851.23 $1,944.00 $2,041.38 $2,143.38 $2,250.46 $2,363.08 S37 Monthly $3,914 $4,110 $4,316 $4,532 $4,759 $4,997 $5,247 Building Inspector I Hourly $22.58 $23.71 $24.90 $26.15 $27.46 $28.83 $30.27 Code Compliant Officer Annually $46,968 $49,320 $51,792 $54,384 $57,108 $59,964 $62,964 Engineering Technician II Pay Period $1,806.46 $1,896.92 $1,992.00 $2,091.69 $2,196.46 $2,306.31 $2,421.69 Librarian S39 Monthly $4,111 $4,317 $4,533 $4,760 $4,998 $5,248 $5,510 Senior Permit Technician Hourly $23.72 $24.91 $26.15 $27.46 $28.83 $30.28 $31.79 Senior Water Utility Technician Annually $49,332 $51,804 $54,396 $57,120 $59,976 $62,976 $66,120 Pay Period $1,897.38 $1,992.46 $2,092.15 $2,196.92 $2,306.77 $2,422.15 $2,543.08 S40 Monthly $4,215 $4,426 $4,647 $4,879 $5,123 $5,379 $5,648 Graphic Designer Hourly $24.32 $25.53 $26.81 $28.15 $29.56 $31.03 $32.58 Information Technology Specialist Annually $50,580 $53,112 $55,764 $58,548 $61,476 $64,548 $67,776 Pay Period $1,945.38 $2,042.77 $2,144.77 $2,251.85 $2,364.46 $2,482.62 $2,606.77 S41 Monthly $4,320 $4,536 $4,763 $5,001 $5,251 $5,514 $5,790 Livability Compliance Specialist Hourly $24.92 $26.17 $27.48 $28.85 $30.29 $31.81 $33.40 Senior Engineering Technician Annually $51,840 $54,432 $57,156 $60,012 $63,012 $66,168 $69,480 Senior Librarian Pay Period $1,993.85 $2,093.54 $2,198.31 $2,308.15 $2,423.54 $2,544.92 $2,672.31 This salary schedule is for FY 2015-16. The city is currently in contract negotiations with the employee union.At the time this document went to print, negotiations were ongoing. PAGE 444- CITY OF TIGARD OREGON PUBLIC EMPLOYEES UNION SALARY SCHEDULE Range# Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 S42 Monthly $4,428 $4,649 $4,881 $5,125 $5,381 $5,650 $5,933 Plans Examiner Hourly $25.55 $26.82 $28.16 $29.57 $31.04 $32.60 $34.23 Annually $53,136 $55,788 $58,572 $61,500 $64,572 $67,800 $71,196 Pay Period $2,043.69 $2,145.69 $2,252.77 $2,365.38 $2,483.54 $2,607.69 $2,738.31 S43 Monthly $4,541 $4,768 $5,006 $5,256 $5,519 $5,795 $6,085 Building Inspector II Hourly $26.20 $27.51 $28.88 $30.32 $31.84 $33.43 $35.11 Building-Housing Code Compliance Officer Annually $54,492 $57,216 $60,072 $63,072 $66,228 $69,540 $73,020 Pay Period $2,095.85 $2,200.62 $2,310.46 $2,425.85 $2,547.23 $2,674.62 $2,808.46 S44 Monthly $4,653 $4,886 $5,130 $5,387 $5,656 $5,939 $6,236 Environmental Services Coordinator Hourly $26.84 $28.19 $29.60 $31.08 $32.63 $34.26 $35.98 GIS Programmer Analyst Annually $55,836 $58,632 $61,560 $64,644 $67,872 $71,268 $74,832 Project Coordinator Pay Period $2,147.54 $2,255.08 $2,367.69 $2,486.31 $2,610.46 $2,741.08 $2,878.15 545 Monthly $4,770 $5,009 $5,259 $5,522 $5,798 $6,088 $6,392 Engineering Construction Inspector Hourly $27.52 $28.90 $30.34 $31.86 $33.45 $35.12 $36.88 Annually $57,240 $60,108 $63,108 $66,264 $69,576 $73,056 $76,704 Pay Period $2,201.54 $2,311.85 $2,427.23 $2,548.62 $2,676.00 $2,809.85 $2,950.15 S46 Monthly $4,889 $5,133 $5,390 $5,660 $5,943 $6,240 $6,552 Senior Plans Examiner Hourly $28.21 $29.61 $31.10 $32.65 $34.29 $36.00 $37.80 Annually $58,668 $61,596 $64,680 $67,920 $71,316 $74,880 $78,624 Pay Period $2,256.46 $2,369.08 $2,487.69 $2,612.31 $2,742.92 $2,880.00 $3,024.00 S47 Monthly $5,010 $5,261 $5,524 $5,800 $6,090 $6,395 $6,715 Senior Building Inspector Hourly $28.90 $30.35 $31.87 $33.46 $35.13 $36.89 $38.74 Senior GIS Programmer-Analyst Annually $60,120 $63,132 $66,288 $69,600 $73,080 $76,740 $80,580 Pay Period $2,312.31 $2,428.15 $2,549.54 $2,676.92 $2,810.77 $2,951.54 $3,099.23 S48 Monthly $5,135 $5,392 $5,662 $5,945 $6,242 $6,554 $6,882 Sr Environmental Program Coordinator Hourly $29.63 $31.11 $32.67 $34.30 $36.01 $37.81 $39.70 Annually $61,620 $64,704 $67,944 $71,340 $74,904 $78,648 $82,584 Pay Period $2,370.00 $2,488.62 $2,613.23 $2,743.85 $2,880.92 $3,024.92 $3,176.31 This salary schedule is for FY 2015-16. The city is currently in contract negotiations with the employee union.At the time this document went to print, negotiations were ongoing. APPENDIX-PAGE 445 yF Y s � r •' M , � 'ITtiy� 'Si", T Y , F• M d fs: 7n t Ate, it ' ~w #�.. }. i., '} i .x • 1."' lk ) y mom- Cook Park-Tigard, Oregon City of Tigard I ADOPTED BUDGET I FY 2016-2017 PAGE 446 - CITY OF TIGARD