WASHINGTON Fiscal Year 2013-14 COUNTY’S DEPARTMENT OF Annual Report & 2014 … · 2015. 5. 2. ·...

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Serving the people of Washington County

Andrew Singelakis, Director

Fiscal Year 2013-14Annual Report &2014 Five Year Strategic Plan

WASHINGTON COUNTY’S

DEPARTMENT OF LAND USE &

TRANSPORTATION

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CONTENTSAbout Land Use & Transportation ..................................................................1Director’s Message ......................................................................................... 2-3TEAM Initiative .................................................................................................... 5LUT Goals and Implementing Strategies ................................................... 6-9Strategic Planning Highlights .....................................................................10-11Division Highlights, Objectives, and Performance Measures .............12-39Office of the Director ................................................................................................................13-17

Administrative Services ..............................................................................................................18-21

Planning and Development Services .......................................................................................22-27

Engineering and Construction Services .................................................................................28-33

Operations and Maintenance ....................................................................................................34-39

Stay Informed/Get Involved ............................................................................40Contact Us ........................................................................................... back page

A frosty morning at the Scholls Ferry Road RoundaboutPhoto by: Stephen Roberts, LUT Communications Coordinator

About the Department of Land Use & TransportationOur mission: I. Planning, building, and maintaining a great transportation system II. Planning and protecting the uses of the land

Working with our city, regional, and state government partners and under the direction of the Washing-ton County Board of Commissioners, the Department of Land Use & Transportation (LUT) provides a wide range of transportation, planning, permitting, and road construction and maintenance services. Those primarily concerned with planning and land use are located in the Charles D. Cameron Public Services Building, 155 N. First Avenue in downtown Hillsboro. Those primarily concerned with transportation con-struction and maintenance are located at the Walnut Street Center, 1400 SW Walnut Street on Hillsboro’s west end.

Walnut Street Center Equipment Yard at DawnPhoto by: John Harris, LUT Inspection Technician

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Director’s MessageWelcome to the Department of Land Use & Transportation (LUT) Fiscal Year 2013-14 Annual Report & 2014 Five Year Strategic Plan. LUT is a large, complex, and dynamic organization with more than 300 dedicated employees and an annual budget of about $210 million. Our work affects everyone in Washington County in some way—whether through our role in the planning and regulation of land use or through our work planning, designing, constructing and maintaining a countywide network of roads that we all rely on every day.

About this documentWe hope you find this document interesting and useful. It includes LUT’s Goals and Implementing Strategies, Strategic Planning Highlights and reports for each of our divisions: Office of the Director, Administrative Services, Planning and Development Services, Engineering and Construction Services, and Operations and Maintenance.

For each division you’ll find highlights from FY 2013-14 (July 1, 2013 through June 30, 2014) followed by the division’s strategic planning objectives. This year, we’ve also included our first performance measures “report card” for each division, looking back at how we did on the target measures established in last year’s Strategic Plan.

Strategic planningIn 2012, we published LUT’s first Five Year Strategic Plan—a tool to help us look ahead five years based on what we know today, align our projected resources with our mission, goals, and priorities, and make coordinated, strategic decisions regarding program priorities, training needs, and staffing levels.

Our strategic planning is guided in part by LUT’s Mission Statement (see p. 1), which is derived from the County 2020 Strategic Plan Land Use & Transportation Goal:

In order to maintain a high level of community livability, the County will strive to balance the rights of the individual to control his or her land with the broad community interests. It will plan, build and maintain the county’s transpor-tation system and prepare, implement and enforce land use plans, policies and related state and county mandates.

Each year ahead of the department’s annual budgeting pro-cess, we update our strategic planning assumptions and goals based upon our most recent budgetary projections, new circumstances, and new policy direction from the County Administrative Office and the Board of County Commission-ers. The 2013 Strategic Plan update was published along with the department’s Fiscal Year 2012-13 Annual Report—our first combined LUT Annual Report/Strategic Plan. In 2013, we also included target performance measures for the first time.

Andrew Singelakis, AICPDirector of Land Use & Transportation

Performance measuresPerformance measures are specific targets. They are a tool to help us better understand and manage what we do, including:

• how well we are doing,

• if we are meeting our goals, and

• if and where improvements may be necessary.

Our 2012 Strategic Plan called for the department to develop and utilize program performance measures/service level targets to track our performance and progress from one year to the next. Last year’s Strategic Plan included performance measure targets for the first time—one department-wide performance measure and two or three measures for each division. In developing these performance measures, department leadership considered that they should be tied to our department goals, meaningful for external readers (customers) or internal readers (staff), measurable using existing data, and reported upon the following year to determine “how we did.”

This year’s report includes our first performance measure “report card” looking back at how we did on the performance measure targets established in last year’s plan. This report card provides a baseline to measure future performance, as sup-ported by one of our nine department goals, Get Better Every Day. A few observations about performance measures:

• When we set our first performance measure targets last year, we expected some improvement would be needed.

• We also recognized that some targets we set were aspirational—we knew they would be challenging to meet, but set-ting difficult-to-reach targets helps us strive for excellence and optimal results.

• Having performance measures and tracking results throughout the year helped us focus energies and meet our targets. And doing so helped us achieve some of our Strategic Plan Implementation Strategies. One example: last year more than 99% of our staff received their annual performance assessment!

Read on…Our success is the result of the hard work of LUT’s 300+ team members. Thanks to each one for their hard work and ongo-ing effort towards creating a culture where every team member can see his or her individual role in serving our residents and fostering a team-oriented work environment—in short, making LUT a great place to work. We look forward to continu-ing to serve our expanding community and to helping maintain Washington County’s status as one of Oregon’s most desir-able places to live, work, and play. Read on to find out more about how the dedicated people of LUT carry out our mission.

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LUT employee fundraiser for the Wounded Warrior Project. The event raised $3,014 for wounded service members.

Photo by: Steve Passmore, Heavy Equipment Operator

TEAM VisionLUT is a respectful, collaborative.

and inclusive workplace.

TEAM GoalsDo It

Build TEAM into all our daily work so it becomes second nature.

Educate/Equip Staff for SuccessDevelop the skills needed to cre-

ate our desired workplace culture.

Communicate EffectivelyImprove our communication with each other and our community.

Be AccountableDevelop specific and measur-

able performance standards to be included in every employee’s

performance review.

TEAM Initiative For our LUT team to be effective, we must be inclusive and collaborative. Our internal TEAM initia-tive is designed to help us achieve many of our department goals:

• Collaborate

• Get better every day

• Provide quality customer service

• Communicate effectively

• Welcome and honor our similari-ties and differences

• Make LUT a great place to work—now and for the long term

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LUT Goals and Implementing StrategiesThe following LUT goals and implementing strategies have been updated from the 2013 Five Year Strategic Plan. This update does not indicate a major shift in direction, but rather minor adjustments reflecting accomplishments and other changes from the previous year.

COLLABORATEFoster opportunities for collaboration and partner-ship within LUT, with other county departments, with other agencies and jurisdictions, and with the private sector to leverage LUT resources, improve efficiency, and increase effectiveness.

Implementing Strategies:

• Share information about LUT’s work and identify opportunities for collaboration with other County departments, agencies and jurisdictions, and the private sector.

• Build on existing county, regional, state and private partnerships to seek agreement on plans, funding, and implementation strategies.

• Encourage internal and external profes-sional development and networking activi-ties to identify and develop new partner-ship opportunities.

• Support LUT’s internal “TEAM” initiative as a key department strategy and priority; support the LUT staff TEAM Committee as a key implementation strategy.

BE STRATEGICAlign the department’s efforts and resources with our mis-sion, goals, and priorities as directed by the Board of Commis-sioners and County Administrative Office.


• Update LUT’s FiveYear Strategic Plan each year; publish it in conjunc-tion with the previous year’s LUT Annual Report.

• Plan proactively for anticipated future workload and resource levels.

• As a first step towards an eventual goal to have a unified LUT an-nual work program, publish a single web page that provides links to LUT’s various adopted work programs and lists of approved/funded transportation projects.

• Consolidate programs/functions when it will improve program efficiency or effectiveness, better integrate our work processes, or improve customer service and satisfaction.

• Continue staff succession planning throughout the department. Develop and nurture future leaders.

• Maximize leverage of outside funding sources to achieve our mission.

GET BETTER EVERY DAYDon’t be complacent. Strive for continuous improve-ment in all aspects of LUT.


• Periodically evaluate programs for need, value to customers, level of service provided, cost-effectiveness, and conformance to this Strategic Plan.

• Be creative to maximize effectiveness in all programs. Encourage team members to recommend improvements.

• Proactively engage the Board of County Commissioners and County Administrative Office on pressing policy concerns where LUT can be part of the solution.

• Utilize program performance measures/service level targets to track our work performance, measure progress from year-to-year, and identify opportunities for improvement.

• Use staff performance assessments as a tool for fostering good two-way communication with all staff about their goals, needs, and performance, including areas of strength and opportunities to improve.

PROVIDE QUALITY CUSTOMER SERVICEFor both internal and external customers.


• Simplify processes and maximize transparency.

• Continue to implement LUT’s Develop-ment Process Improvement Program. Consider development review and permit-ting as a unified process even though it involves multiple divisions. Empower the Planning and Development Services Man-ager to cross divisional lines to resolve customers’ development issues.

• Continue the recurring “Development Forum” program as a key outreach op-portunity to foster relationships with development customers, share information about department initiatives and programs, and learn from our customers.

ENCOURAGE PUBLIC INVOLVEMENTEncourage and welcome active public participation in our work.


• Ensure that information about our work is readily accessible so the public can review it and weigh in at appropriate times.

• Provide opportunities for meaningful public input into our work.

• Evaluate public outreach and involvement processes for all LUT activities.

• Standardize public outreach, feedback, and reporting methods across LUT.

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COMMUNICATE EFFECTIVELYEffectively communicate our mission, how we imple-ment it, and our successes—with LUT and other county staff, to the Board, to our customers, and stakeholders.


• Utilize LUT’s Communications Team, consisting of team members from each division and the Director’s Office, to facilitate communi-cation within and outside LUT.

• Use internal and external county websites, newsletters, and other media to tell our story—concisely and effectively, targeted to the intended audience.

• Use graphics to help the public understand our work.

• Work to ensure equity in our interactions with an increasingly diverse community. Begin working on a Title VI (non-discrimination) plan and a limited English proficiency communications plan for LUT.

WELCOME AND HONOR OUR SIMILARITIES AND DIFFERENCESAcknowledge, accept, and adapt to the increasingly diverse nature of our workforce and our community.


• Develop an inclusive workforce that ap-preciates and can work effectively with people of diverse backgrounds, through cross-cultural competency and communica-tion training.

• Support LUT’s staff TEAM Committee to continue the department’s team-building and diversity and inclusion efforts, building on the groundwork of LUT’s previous REACH Committee.

• Develop inclusive tools and strategies for communicating and engaging with an increasingly diverse community—in person, on the phone, in print, and online.

SUPPORT SUSTAINABILITYSupport the Board’s sustainabil-ity principles and objectives as outlined in Resolution & Order

09-93.


• Support LUT’s Green Team to seek out and act on opportunities to incorporate more sustainable practices in our work.

• Continue to work with County Administra-tive Office to develop and refine sustain-ability measures for department activities consistent with objectives outlined in R&O 09-93.

• Monitor and evaluate progress annually.

MAKE LUT A GREAT PLACE TO WORK—NOW AND FOR THE LONG TERMLUT’s team members are our greatest asset. Foster a posi-tive, team-oriented, collaborative, respectful, and inclusive work environment that will enable us to achieve our goals.


• Develop, motivate, and retain team members.

• Empower team members to be agents of positive change within the department.

• Encourage collaboration and teamwork within and between divisions.

• Encourage big-picture thinking and good communication so team members understand how their work is integral to achieving LUT’s mission and goals and to meeting our customers’ needs.

• Provide high-quality training and other resources so team members can do their jobs efficiently and effectively.

• Ensure team members are fairly compensated for their work – i.e., reclassify positions when appropriate due to changing responsibilities.

• Recognize team members who perform well.

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BridgesPedestrian and Bicycle

Intelligent Transportation SystemsLong Range Planning & Code Compliance

Roadway Construction

Surface Treatments and

Roadway Maintenance*Traffic Signals and Street Lighting

Minor Betterments*Landscape Maintenance*

URMD Safety Improvements

URMD SurfaceTreatments

SurveyCurrent Planning

BuildingRoadway

Construction

MSTIP

Gain Share**

Long Range Planning, Code Compliance

Road Fund*

North Bethany Svc District

Street LightingDistrict

Urban Road Maintenance District

Survey

CurrentPlanning

Building

TDT and North Bethany Transp. System

Dev. Charge

Strategic Planning HighlightsProgram Emphasis and TrendsThe following charts and individual division pages use +, -, or = symbols to indicate anticipated trends in emphasis, funding, or expenditures within the five year plan horizon.

Most programs and revenues are anticipated to remain stable. A few exceptions are:

• Intelligent Transportation Systems (ITS) continues to be a prominent program. LUT’s ITS Plan update was completed in February 2014. It articulates the need to continue investing in this area.

• Last year’s Strategic Plan identified devel-opment, installation, and maintenance of landscaping and bicycle/pedestrian facilities on County roads as high priorities. That emphasis will continue.

• The Current Planning and Building Services programs continue to experience increased activity after recent years of historic lows. While this increase in activity may continue for the next few years, we also anticipate a long-term trend of less development in unincorporated areas compared to historic activity. While these programs will remain important functions, they may see flat or perhaps reduced activity levels and revenues in the longer-term.

*Voter approval of a proposed countywide Vehicle Registration Fee in November 2014 would result in increased funding and expenditures for road maintenance. Without this additional funding, revenues and expenditures are projected to remain flat or decline.

** The future of the Gain Share prorgram is uncertain. The state legislature is expected to consider this issue in 2015.

Major Funding Resources and 5 Year Trends

GeneralFund

RoadFund

Special Districts

Permits and Fees

Key Program Expenditures and 5 Year Trends

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System Development Charges

Staffing LevelsStaffing levels have increased due to increased development and permit-ting activities. We added seven new positions mid-year FY 2013-14 and will add another eleven positions for FY 2014-15. We are, however, still 15-18% below FY 2007-08 and FY 2008-09 levels.

In the past three years we saw a number of long-time staff members retire. We still anticipate that 20% of current employees may retire within this plan’s five year horizon. Some positions vacated by retirements will not be filled or may be filled differently. While retirements present challenges, they also create opportunities to reassess staff-ing needs and for remaining staff to advance or consider alternative career paths within the department.

We will continue to evaluate staffing needs based on program priorities and projected resources. Should development activity continue increasing, and as new infrastructure is added to our transportation system, additional positions may be added strategically to address specific needs.

Full Time Employees

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Division Highlights, Objectives, and Performance Measures

New home construction in the North Bethany area.

FY 2013-14 HIGHLIGHTSThe previous year’s post-recession uptick in development activity continued, so both revenue and staffing have now stabilized. We continue to closely monitor fund balances and staffing levels to ensure we maintain a solid financial foot-ing. And while in recent years we changed the department’s organizational structure (consolidating six divisions into four) and filled Leadership Team positions, last year our department structure and leadership remained the same. Here are some highlights:

Office of the DirectorAndrew Singelakis, Director

WHAT WE DOThe Office of the Director provides leadership, oversight, and policy direction to the department. We are liaisons with the Board of County Commissioners, the County Administrative Office, and other agencies.

Washington County expands!On January 1, 2014 Washington County expanded its boundaries to incorporate “Area 93”—160 acres trans-ferred from western Multnomah County. Staff from both counties worked collaboratively to make this possible. The transfer will facilitate planning for urbanization of this area, which Metro brought into the Urban Growth Boundary in 2002.

Designing and building the County Road SystemLast year was a busy one for our teams designing and build-ing the county’s transportation system. A few highlights:

• Completion of the Bethany Boulevard improvement project (Cornell Road to West Union Road). The project was recognized with the Oregon Public Works Association (APWA) 2014 Project of the Year Award.

• We also won the Oregon APWA 2013 Project of the Year Award and an Engineering Excellence Honor Award for the combined Cornelius Pass Road and Johnson School Road Bridge Replacement projects, completed in FY 2012-13.

• Completed a Neighborhood Bikeway Route Map, draft Neighborhood Bikeway Toolkit, and draft Neighborhood Bikeway Plan—tools that will be instrumental for future county neighborhood bikeways.

• Commenced design for several MSTIP 3d projects to be constructed in the upcoming three years.

Local elected officials mark the transfer of Area 93 from Multnomah County to Washington County.

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Maintaining the Road SystemAn assessment of our pavement preser-vation and maintenance program by an outside industry expert found that our practices resulted in a well-maintained system, but that the current spending level is not adequate to maintain our pavements at targeted conditions. This study prompted discussions about raising additional revenues, with the result being a Vehicle Registration Fee ballot measure in November 2014.

Along with routine maintenance, our road crews also provide emergency response. They were on round-the-clock shifts last winter during a severe snowstorm, keeping major roads plowed and sanded.

Internal PrioritiesWe also made significant progress with internal department initiatives:

Communication is KeyCommunicating effectively is another key department goal. Noteworthy accomplishments in-clude preparation of draft Public Involvement Guidelines for Trans-portation Planning, Programs and Projects. The document included LUT’s public involvement objec-tives and public involvement tools, techniques, and strategies. In addition, the Aloha-Reedville planning project won Best Public Participation of the Year award from the International Association for Public Participation’s Cascade Chapter. The Aloha-Reedville project established many new relationships in our commu-nity that we anticipate building upon in the future.

TEAM: Together Everyone Achieves MoreOur LUT TEAM initiative made great progress. A staff TEAM Committee began meeting. Early accomplishments included developing a committee charter and sponsoring a successful staff training session in May.

Quality Customer ServiceLUT views providing quality customer service not only as a goal, but as part of our department culture. To develop better communications with our customers, LUT launched its “Development Forums” in October 2013. Develop-ment Forums provide an opportunity for our develop-ment and building industry customers to learn about our development-related services and initiatives, and for them to provide valuable input to us.

Planning and DevelopmentVirtually all our development-related activities increased last year, continuing the upward trend that began in spring 2012. The year was also a significant one for planning initiatives, including:

• completion of the three-year Aloha-Reedville Study, which was recognized with the International Association for Public Participa-tion Cascade Chapter’s 2014 Public Involvement Best Practices Award,

• final steps towards updating the Transportation System Plan (scheduled for adoption in Fall 2014),

• launching a two-year Washington County Transportation Study looking at long term transportation needs in Washington County using $1.5 million earmarked by the state legislature in 2013, and

• initiating planning efforts for Area 93.

LOOKING AHEAD TO FY 2014-15As the economy continues to improve, department activity is expected to increase. This will require ongoing analysis of staffing levels and responsibility adjustments, including transferring institutional knowledge from retiring staff.

We anticipate the stronger economy will also result in construction of long-awaited residential, commercial, and industrial areas, increasing demands on the county’s transportation system. These demands include the need to address safety deficiencies and to keep up with increased maintenance needs.

We will initiate construction on several MSTIP 3d projects and two major public/private partnership projects totaling over $50 million.

After a year of gathering input on study needs and selecting consultants, we begin the Washington County Transportation Study in FY 2014-15, collaborat-ing with our partner jurisdictions and stakeholders on this study of long-term transportation needs in Washington County.

LUT will update County plans and maps to reflect urban and rural reserves and urban growth boundary expansions adopted by the 2014 Oregon Legislature (House Bill 4078).

New urban areas—Area 93, Cooper Mountain, South Hillsboro, River Terrace, and Basalt Creek—will all move forward for concept planning, comprehensive planning, and/or development in FY 2014-15.

LUT will use awarded grant funding to develop a concept plan for the 170th Avenue—Merlo Road corridor (from TV Hwy to Jenkins Road).

With the completion of the federal grant for the Aloha-Reedville Study and Liv-able Community Plan, we will focus on implementation—seeking opportunities to advance the plan’s recommendations.

LUT will add a Special Projects Coordinator position in the Director’s Office due to increased activity, complexity of some projects, and the importance of exploring and evaluating revenue sources. This key position will focus on devel-opment partnerships and revenue.

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Office of the Director Strategic Plan & Performance Measures

OBJECTIVESBe Strategic

• Continue to update the Five Year Strategic Plan annually to effectively plan for our future and help align our resources with our mission and goals.

• Increase staff awareness of LUT’s strategic planning and emphasize its role in guiding our future.

• Use the Washington County Transportation Study process to identify strate-gic actions that will position the County for the future.

• Develop and maintain a document that identifies all road improvement candi-dates and projects over a five year period, with potential funding sources.

Communicate Effectively/Encourage Public Involvement

• Use effective visual materials to communicate our message.

• Enhance communication with the development and business community.

• Improve public communication and outreach through the CCI/CPO struc-ture, enhanced publications, effective use of interactive technologies, and other public information vehicles.

• Ensure equity in our interactions with our increasingly diverse community. Begin working on a Title VI (non-discrimination) plan and a limited English proficiency communications plan for LUT.

KEY FUNCTIONS AND TRENDS

Oversight of Division Managers

Coordination with County Administrative Office and Board of Commissioners

Participation in Regional Policy Discussions

Engage with the Business Com-munity on Managing Complex De-velopment Projects and Working Toward Transportation Solutions

Improve Outreach to our Increas-ingly Diverse Community

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LUT Leadership TeamCollaborate

• Actively participate in regional land use and transportation policy development and serve as a leader for the county.

• Develop and main-tain partnerships in our work—with our customers, cities and other agencies, organizations, and within LUT itself.

• Enhance collaboration with the business community and our development customers, particularly with complex development proposals and projects.

• Explore options for new funding sources; consider the county’s long-term transportation needs, projected future funding, and the county’s ability to provide expected levels of service in the future.

• Improve communication and coordination among LUT divisions.

• Ensure integrated inter-divisional “scoping” of transportation projects.

PERFORMANCE MEASUREMeasure: All employees receive annual performance assessments department wide

• Target: 100%

• Objective: Set performance expectations and provide timely feedback to team members to direct efforts toward achieving organizational goals, objectives, and strategies

• Time period for measurement: July 1 to June 30

FY 2013-14 Results: Target nearly met: 99.26%. This is an excel-lent first-year result and demonstrates the dedication of supervi-sors. The almost-perfect result is particularly gratifying given the importance of this measure.

Andrew SingelakisDirector

Steve FranksAssistant Director

Sheila GiambroneAdministrative Services

Manager

Andy BackPlanning and Development

Services Manager

Gary StockhoffEngineering and Construction

Services Manager

Dave SchampOperations and Maintenance

Manager

Chris DeffebachPolicy Analyst

Stephen RobertsCommunications Coordinator

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Financial and Human Resources services

• Prepares and administers the department’s budget.

• Oversees the department’s contracting, purchasing, and financial needs.

• Administers the recruitment and selection process for the department.

Employee Training

• Strives to ensure that our 300+ team members have the training and skills they need to best serve our community.

• Under the guidance of LUT’s Training Coordinator, offers training in employee safety, equipment operation, customer service, changing technology, and ongoing professional development.

Emergency Preparedness and Response

• Works with our partner agencies in the Emergency Management Cooperative in an integrated countywide system to prepare for, respond to, recover from, and mitigate the risks of disasters.

• LUT’s Emergency Management Coordinator works proactively with internal staff and exter-nal organizations to enhance the department’s disaster preparedness and response capabilities.

Public Improvement Contract AdministrationOur Assurances section administers construction permits and contracts with developers for road improvements in county right-of-way to assure compliance with county requirements, policies, and procedures.

Administrative Services Division

Sheila Giambrone, Manager

WHAT WE DOAdministrative Services provides leadership and business support for the department and its other divisions. We also function as a liaison between LUT and other county departments. Key services include:

FY 2013-14 HIGHLIGHTSDepartment Budget and Staffing

• LUT’s $210 million FY 2013-14 operating budget focused on maintaining existing services, programs and staffing levels.

• Increased development and grant activity during the year supported budget modifications, including the addi-tion of 7 Building Services staff positions mid-year.

Road Fund

• Continuation of conservative spending, workload stream-lining, deferring maintenance, and a slight increase in State Motor Vehicle Apportionment revenue resulted in an increased fund balance. Our FY 2014-15 budget includes additional expenditures to address deferred needs.

• Revenues are not keeping pace with increasing road maintenance needs and costs. The department initi-ated a review of outstanding needs and collaboratively developed a proposal to address them with the cities of Washington County. This effort will result in a November 2014 public vote on the proposed county-wide Vehicle Registration Fee.

Employee Training

• In FY 2013-14 Operations crews received OSHA com-pliance and refresher training.

• We are beginning to roll out Windows 7 and Microsoft Office 2010 technology upgrades for all employees.

• In the coming year, we are developing a lecture series to offer training on cultural diversity, communication, professional development, and frontline support.

• We are making the Portland State Business Communica-tion Certificate Program available to all of our employ-ees because we value the importance of communication in all areas of our work.

Emergency Preparedness and Response

• Accomplishments last year include:

♦ guided efforts to update Continuity of Operations Plans for all LUT divisions,

♦ facilitated enhanced disaster readiness efforts by hosting the Winter Planning Meeting and a Depart-ment Operations Center (DOC) Open House, and

♦ connected key staff with nationally-recognized inci-dent command system training courses.

• In April 2014, LUT staff participated in the Emergency Management Institute’s Integrated Emergency Management Course. It provided three full days of training sessions and then concluded with a functional Cascadia Subduction Zone earthquake exercise, testing our ability to respond to a large earthquake.

Public Improvement Contract Administration

• We handled 191 open case files last year, consistent with the number of active case files in FY 2012-13.

• We continued to streamline processes by:

♦ significantly reducing contract handling and Facility Permit processing times,

♦ standardizing benchmarks in Assurances paperwork, and

♦ developing a flexible system for field inspection communication.

• We began mapping active Facility Permit locations in the Asset Browser (an internal mapping application).

• Successfully achieved a five year financial management goal to balance the Administration Deposit for all active accounts, resulting in no deficit accounts.

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Safety and risk preventionIn FY 2013-14 there was a 44% decrease in recordable inju-ries for the department as a whole. Time loss injuries (-52%) and modified duty days (-55%) also declined significantly.

2011-12 2012-13 2013-14

Recordable Injuries 12 16 7

Time Loss Injuries 5 5 2

Time Loss Days 199 48 25

Modified Duty Injuries 6 4 4

Modified Duty Days 278 328 179


Finance and Budget

Employee Training and Development

Emergency Management

Other Road Fund Support

Personnel Management

Public Improvement Contracting

Administrative Services Strategic Plan & Performance MeasuresOBJECTIVESWelcome and Honor our Similarities and Differences

• Continue work with TEAM Committee to advance department teambuilding, diversity, and inclusion initiative.

Make LUT a Great Place to Work – Now and for the Long Term

• Continue comprehensive departmental training program:

♦ Maintain efforts to improve safety elements for equipment training, and

♦ Focus on employee development and succession planning.

• Launch “Lecture Series” focused in four areas: Safety, Leadership, Frontline, and Cultural Diversity.

Provide Quality Customer Service

• Enhance relationships and communications with internal and external customers and stakeholders.

• Provide exemplary support to senior level management.

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Get Better Every Day

• Continue to streamline public improvement oversight processes.

• Streamline department Financial Team.

• Improve communication of financial information.

• Enhance service to both internal and external customers.

• Support efforts to attract and retain talented individuals to meet future workforce needs.

PERFORMANCE MEASURESMeasure: Accuracy of forecast vs. actual Road Fund revenue

• Target: Deviation of 5% or less

• Objective: Accurate Road Fund revenue forecasts are critical to planning for capital purchases, staffing levels and other expenditures


• Note: Measurement of actual revenue received occurs on a fiscal year basis.

Measure: Percentage of total Road Fund revenues budgeted for maintenance, operation, and improvement of the county road system

• Target: 85%

• Objective: Setting a target for budgeting Road Fund monies sets limits and provides direction for annual work program development

• Time period for measurement: Budgets adopted annually in June

• Note: Recent approximate breakdown of Road Fund expenditures is 70% Operations & Maintenance; 15% Engineering/Survey/Traffic; 10% Administration; 5% Transportation Planning.

Measure: Accuracy of mid-year estimates vs. actual beginning fund balances

• Target: Deviation of 10% or less for all enterprise funds

• Objective: Accurate mid-year estimates are critical to establishing the estimated beginning fund balances for the upcoming fiscal year budget

• Time period for measurement: Mid-year estimates of beginning fund balances for the upcoming fiscal year are prepared in January of each year; measurement of ac-tual revenue received occurs at the end of each fiscal year

FY 2013-14 Results: Target almost met: 84% of total Road Fund revenues were budgeted for maintenance, road and traffic engineering, and survey.

FY 2013-14 Results: Target met: actual revenues came in 4.07% higher than budgeted (

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Long Range PlanningCoordinates with local, regional, state, and federal partners on:

• countywide transportation planning,

• land use planning for unincorporated areas,

• economic and demographic information services,

• Geographic Information Sys-tems (GIS) mapping, and

• administration of the countywide Transpor-tation Development Tax.

Current Planning ServicesReviews land development requests in unincorporated areas to ensure compliance with applicable land use plans and codes.

Building ServicesReviews design plans, issues building permits, and performs on-site inspections for projects in unincorporated areas to

assure compliance with Oregon building codes.

Code ComplianceInvestigates reports of potential land use and

building code violations in unincorporated areas and works with property owners to achieve

compliance.

Plan Responsibly. Build Safely. Live Well.

Planning and Development

Services DivisionAndy Back, Manager

WHAT WE DOPlanning and Development Services collaborates with customers, residents, and other agencies to plan for Washington County’s future and to facilitate development in compliance with applicable plans and codes. In short, we work to help residents:

Transportation System Plan (TSP) UpdateIn fall 2013, the Board of Com-missioners ad-opted updated TSP goals, ob-jectives, and strategies. In FY 2013-14, staff completed a technical evaluation of the existing TSP and worked with citizens and stakeholders to develop amend-ments. Updates to the TSP system elements and maps are scheduled to be adopted in Fall 2014. After the Board adopts the TSP, we will update the Community Development Code to reflect the plan.

FY 2013-14 HIGHLIGHTSCustomer Service a Top PriorityPDS is committed to excellent customer service and continuous improvement. Staff meet regularly to identify opportunities to improve services to our customers. Three specific customer service initiatives this year were:

• Surveying customers about service levels and quality of service. More than 90% of respondents rated PDS’ qual-ity of service as very good or excellent with a high level of satisfaction for overall customer experience.

• We successfully launched a new Development Forum series in October 2013. These forums, held throughout the year, offer the opportunity for customers to learn about our development-related services and initiatives and provide networking opportunities between custom-ers and staff.

• We began contract work with a private vendor to implement online building plan review. This new service is expected to be implemented in FY 2014-15. It will in-crease efficiencies for both customers and staff, reduce costs, and enhance services.

Exploring Agritourism in Washington County In response to new state law provisions, in April 2013 the Board of Commissioners directed staff to study opportuni-ties and gauge interest in expanding land uses for agritour-ism activity in the county. Staff engaged a Technical Advisory Committee and Service Provider Stakeholders in this work. Based upon this preliminary work, the Board directed staff to develop an ordinance guided by the new state law provisions. As this work unfolded, however, it became ap-parent that moving forward with an ordinance at that time might be premature. Thus, just after the end of the fiscal year, in July 2014 the Board directed staff to commence a broader study of rural tourism in Washington County. This consultant-led study will provide greater understanding of the county’s agricultural industry, tourism in the rural area, the state and county regulatory framework, and the poten-tial impacts and benefits of providing greater opportunities for agritourism in the county.

Planning Area 93On January 1, 2014, 160 acres located 2.5 miles north of the U.S. Highway 26-Oregon 217 interchange were transferred from Multnomah County to Washington County. This is the first such boundary change between the two counties in 160 years! The area is known as Area 93. Planning for urban development of Area 93 is underway, building upon previous planning work initiated by Mult-nomah County. A public engagement process is laid out to encourage residents to stay engaged through the planning process, which will include the identification of natural resources and transportation needs.

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Aloha-Reedville Study and Livable Community Plan CompletedThis award winning three-year $2.9 million planning effort culmi-nated with the Board’s acknowledgement of the study in June 2014. The study report includes 114 specific recommendations addressing concerns and aspirations relating to transportation, housing, and the local economy. Several actions have been completed by the county or are underway. The outcomes are broadly supported by the community and were developed through extensive community engagement. Many community organizations helped shape the effort and continue to help move recommendations forward. www.co.washington.or.us/alohareedville

Development Activity Continues to IncreaseVirtually all our development-related activities increased last year, continuing the upward trend that began in Spring 2012. Particularly noteworthy were the increases in single family residential permits issued (+43%) and the number of subdivisions approved (+24%).

After 5 years of declining staffing, we added seven ad-ditional positions in Building Services’ budget mid FY 2013-14 to handle increased development. While not all positions were filled im-mediately, this provided us the ability to better respond to demand and continue to meet customer and commu-nity needs and expectations while providing quality cus-tomer service. It also helps relieve pressure on staff, who have worked diligently and faithfully through the last few years of tremendous change.

The Land Use “Grand Bargain”In Spring 2014, the Oregon Legislature passed House Bill 4078, which established urban and rural reserves and ex-panded the urban growth boundary in Washington County. Ordinance 785, expected to be adopted by the Board of Commissioners in Fall 2014, will amend the County Com-prehensive Plan to reflect these legislative actions.

North Bethany Development IncreasesDuring FY 2013-14, Current Planning experienced a dramatic increase in applications for urban develop-ment in North Bethany. More than 900 newly-creat-ed tax lots, nearly 1,000 single family dwellings, and 350 multi-family dwelling units were approved in this “community of distinction.”

Customer Counter Contacts Land Use Applications Accepted Subdivisions Approved

Subdivision Lots Approved Plan Reviews Inspections

Single Family ResidentialPermits Issued All Other Permits Issued

FY 2009-10

FY 2010-11

FY 2011-12

FY 2012-13

FY 2013-14

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Transportation and Community Planning

Code Compliance

Land and Property Development,

Building Permitting, Plan Review, and Inspections

Planning and Development Services Strategic Plan & Performance Measures

OBJECTIVESGet Better Every Day

• Continue to integrate the disciplines of Long Range Planning, Current Planning, and Building.

• Improve coordination, communication, and continuity between work groups.

• Focus on unified development review process.

Make LUT a Great Place to Work

• Support specific employee training aimed at specific employee needs.

• Improve cross-training opportunities.

Provide Quality Customer Service

• Continue customer service improvement efforts.

• Continue to integrate technology to enhance customer service (including current efforts to implement e-permitting and electronic plan review).

• Improve efficiencies in support services; focus on customer benefits.

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=FY 2013-14 Results: Target not met: 92%. One task was not completed. The FY 2013-14 work program was ambitious and impacted by increased Board action and staff transitions. Fourteen of the 16 FY 2013-14 land use ordinances were engrossed at least once. This is also another example of an aspirational target—we are ambi-tious each year as to what we aim to achieve, and there is invariably too much work and too few staff resources.

PERFORMANCE MEASURESMeasure: Completion of Long Range Planning “Tier 1” work program

• Target: 100%

• Objective: Accomplish the highest priority Long Range Planning work, as established by the Board of Commissioners

• Time period for measurement: March 1 to February 28

Measure: Compliance with statutory timeframes for process-ing Current Planning case files (development applications)

• Target: 100%

• Objective: Process Current Planning case files in a timely manner, to meet statutory requirements and help ensure quality customer service


• Note: Statutory obligation is 120 days for urban area case files and 150 days for rural area case files.

FY 2013-14 Results: Target not met: 88%. Current Planning experienced an increase in activity, but staffing levels remained unchanged. The retirement of senior staff created challenges, as well as opportunities. Improved per-formance is anticipated next year with additional staffing — the first in years.

Measure: Compliance with self-imposed timelines for initial residential and commercial building plan reviews

• Target: 100%

• Objective: Process building plans in a timely manner, to meet statutory and self-imposed requirements and help ensure quality customer service


• Notes: Self-imposed timelines for initial plan review are 2 weeks for residential and 4 weeks for commercial. Measurement occurs from date submitted plans are deemed complete by staff to the date staff provides a response to the customer.

FY 2013-14 Results: Target not met: 79%. Building Services experienced a significant increase in plan review activity. We are hiring additional staff to help us meet our self-imposed plan review targets.

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Capital Project Management

• Oversees the development, design, and construction of major road and bridge improvement projects.

• Acquires necessary easements and right-of-way for capital projects.

Traffic Engineering

• Manages traffic signals, signs, and pavement markings.

• Permits parades, block parties, and other events.

• Works with local school districts to enhance safety and encourage biking and walking to school.

• Responds to inquiries regarding traffic-related concerns and neighborhood-driven traffic calming requests.

• Monitors traffic volumes and accidents.

• Reviews land development applications re-garding traffic impact and control devices.

Road and Bridge Engineering

• Provides design and review services for capital projects.

• Reviews all road improvement construction plans.

• Maintains the County Road Design and Construction Standards.

The County Surveyor’s Office

• Establishes and maintains public land corners.

• Reviews and approves partition, subdivision, and condo-minium plats.

• Reviews and files records of survey.

• Supports the County Engineer with right-of-way admin-istrative functions.

• Administers county road nam-ing and addressing program.

• Performs right-of-way deter-mination and location surveys.

• Provides design mapping and construction staking services for ECS and the Operations and Maintenance division.

Engineering and Construction Services

DivisionGary Stockhoff, County Engineer

WHAT WE DOUnder the direction of the County Engineer, Engineering and Construction Services (ECS) is committed to designing and constructing a safe and efficient multi-modal county transportation system in the most cost-effective and envi-ronmentally responsible manner possible. Each of our four sections plays a key role in making this happen:

FY 2013-14 HIGHLIGHTSMajor Street Success

• Our Capital Project Manage-ment (CPM) work program is funded primarily by the Major Streets Transportation Improve-ment Program (MSTIP)—the innovative program that gives county residents local control of improvements to their transportation network. Other funding comes from the Transportation Develop-ment Tax and regional, state, and federal grants.

• Our taxpayers continue to benefit from a highly competitive bidding environment. As an additional benefit, projects administered by ECS support the local consulting and contracting communities.

• Our Cornelius Pass Road/Johnson School Road project was awarded 2013 Project of the Year by the American Public Works Association’s Oregon Chapter followed by an Engineering Excellence Honor Award in January.

Capital projects substantially completed:

• Bethany Boulevard (Cornell Road to West Union Road) - 2014 APWA Project of the Year

• Boones Ferry Road (Norwood Road to Day Road)

• Old Highway 47 bridge over Scoggins Creek

Safe Routes to School EffortsIn October 2013, Washington County received a three-year, $150,000 grant from Oregon’s Safe Routes to School (SRTS) Program. The grant funds a part-time SRTS Coordinator position in LUT for three years. The Coordinator is working to increase program awareness and activities throughout the County, in-cluding building partnerships among city and county agencies, schools, communi-cation organizations, and neighborhoods. The SRTS Program uses a multi-strategy approach to promote safe travel to and from schools. The approach, called the “Five E’s,” consists of Evaluation, Educa-tion, Encouragement, Engineering, and Enforcement.

This important new initiative is just one example of how creating safe, convenient, and connected facilities for bicyclists and pedestrians is a priority for LUT and Washington County.

Safe Routes to School projects completed:

• Leahy Road (90th Avenue to 88th Avenue)

• Stark Street at 88th Avenue

Bethany Boulevard at US Hwy26

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Development Related

252

Public Land Corners Re-Monumented34

Public Land Corners Maintained

112 Locations with GPS Mapping Control Performed

98 Plats (subdivisions, condos, and partitions) Reviewed and Approved

236 Records of Survey Reviewed

9Traffic Analysis Staff Reports

Associated with Land Development Proposals

18Public Road Improvement

Projects Currently in Design or Construction

We installed 1 permanent speed display sign in the Bethany Terrace neighborhood

We received 2,188 new requests for traffic signs, striping, and other operational or safety issues.

Neighborhood Streets Program

59 Neighborhood Safety Campaigns 33 lawn signs distributed6 Traffic Calming Projects Completed 2 Neighborhood Meetings Held15 Temporary Speed Display Signs Posted One Month or Longer

Safety Improvements

Traffic Signals and Street Lights

School Safety

We worked with 5 school districts and 73 schools (including 14 private), affecting 131 county roads, to help kids get to and from school safely.

We relocated 10 solar School Zone flasher assemblies to address mainte-nance issues.

Special Event Permits(5 road Closures Processed)

3,018 Traffic Signal Inspections

and Repairs

200 School Zone Flasher Repairs

265 Street Light Repairs

486 Total Signals

41Walking, Running

and Bicycle Event

Permits Issued

Traffic Signals

304

3 FireStationSignals

12 SpeedDisplaySigns

School Zone

Flashers

127

11 Pedestrian ActuatedSignals

38 Rapid Flashing Beacons

47Walking, Running,

and Bicycle Events

3 Parades

12 Film or Video Events

Block Parties

22

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Capital Projects (major road construction)

Other Infrastructure Improvements

Intelligent Transportation Systems

Transportation Enhancements

Signal Enhancements

Engineering and Construction Services Strategic Plan & Performance Measures

OBJECTIVESGet Better Every Day

• Refine project development and implementation processes.

• Update Board of Commissioners as needed during the project development phase.

Encourage Public InvolvementImplement new Public Involvement Guidelines for Transportation Planning Programs and Projects.

PROGRAMMATIC HIGHLIGHTS

• Continue and refine MSTIP, TDT and other capital construction programs.

♦ Do resource and succession planning to ensure MSTIP program continues to meet Board and taxpayer expectations.

♦ Initiate MSTIP 3e program.

• Enhance and expand Active Transportation opportunities such as bicycle and pedestrian elements.

• Support Intelligent Transportation Systems (ITS) as a prominent program.

• Support the Minor Betterment program.

• Support Urban Road Maintenance District Safety Improvement program.

• Support Gain Share program.

• Support Pavement Overlay and Micro-Surface programs.

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PERFORMANCE MEASURESMeasure: Compliance with self-imposed timelines for initial response and completion of traffic related service requests from the public

• Target: 100%

• Objective: Respond to requests for service from the public in a timely manner


• Notes: All requests should have an initial response within 7 days and be completed within 30 days. In instances when the public’s best interest is not served within those timeframes, the requestor will be contacted and advised of the situation within the 30-day timeframe.

FY 2013-14 Results: Initial response target met (100%); completion target not met (63%).

All of those whose service requests took longer than 30 days to complete were contacted and advised of the anticipated timeline within 30 days. A plan of action is being developed to improve performance.

FY 2013-14 Results: Target nearly met, with 11 major projects bid and awarded during FY 2013-14 at a total cost of $23.2 million.

Measure: Number of major road construction projects sent out to bid and awarded

• Target: Bid and award a minimum of four major construction projects with an aggregate estimated construction cost of $24 milllion

• Objective: Timely implementation of the Board-approved MSTIP 3d Funding Program’s project list and other capital road improvement projects


Boones Ferry Road near Day Road

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Road and Bridge MaintenanceKeeps county roads and bridges safe and functional:

• paves, patches and grades roads; maintains bridges, culverts and ditches,

• installs and repairs pavement markings and traffic signs, and

• trims back and sprays vegetation.

Emergency ResponseResponds to floods, snow, ice, downed trees, blocked culverts, sinkholes, and other hazardous road conditions 24 hours a day.

Public Right-of-Way ManagementPermits and monitors use of the public right-of-way to

protect the public’s investment in the transportation system.

Environmental StewardshipEnsures all work performed in county roadways is guided by Washington County’s Best Management Practices for Routine Road Maintenance to avoid or minimize harm to resource waters, wildlife habitats or endangered fish species.

Service District Support and OversightProvides staff support to and oversight of

the Service District for Lighting (SDL) and Urban Road Mainte-nance District (URMD).

Road Status InformationProvides accurate and timely information regarding road closures, traffic delays, and road maintenance activities affecting road users.

Operations and Maintenance DivisionDave Schamp, Manager

WHAT WE DOOperations and Maintenance maintains the county’s roads, bridges, drainage ways, traffic signs and markings; tends roadside vegetation; and oversees construction activities within the county right-of-way. The division provides six main services:

PermitsRight-of-Way Permits are issued to home-owners, contractors, and utilities when they perform work in county right-of-way. This ensures the work is conducted safely and in conformance with established standards and practices. In FY 2013-14, nearly 2,000 Right-of-Way Permits were processed through Operations, including:

Transportation Permits (also known as Motor Carrier Trip Permits) are issued to freight carriers when loads exceed the dimensions (height, length, width and weight) established by state or local rules. Some permits are issued by the Oregon Department of Trans-portation on pre-approved routes; all others require county staff review and approval. In FY 2013-14, a total of 12,942 Transportation Permits were issued for loads traveling on Washington County roads. This is an increase of 17% from the previous year.

FY 2013-14 HIGHLIGHTSUrban Road Maintenance District (URMD)URMD is a county service district formed by urban unincorporated voters in 1987. It is the funding mechanism for maintenance of pub-lic neighborhood streets in urban areas outside of cities and for small-scale safety improvements on roads within the district. The Operations and Maintenance division administers the program.

URMD Safety Improvement Projects in FY 2013-14 were:

• Widened shoul-der on 92nd Avenue (Garden Home Road to Allen Boulevard).

• Widened shoul-der on Butner Road at Hunting-ton Avenue.

• Widened shoul-der on Laidlaw Road (Lakeview Drive to 140th Avenue).

• Widened shoulder on Leahy Road between 83rd and 84th Avenue and House #8538 to West Tualatin View Elementary).

• Widened shoulder on McDaniel Road (Harding Court to Arnott Lane).

• Widened shoulder on Scholls Ferry Road (Hamilton Street to TriMet bus stop 5198).

More information on these projects and the URMD program is avail-able in the URMD Annual Report.

Widened shoulder on SW 92nd Avenue near Rambler Lane

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Washington County Road System

1,286Total Centerline Miles

(1,068 paved; 218 gravel; 117 within incorporated cities)

2,995 Total Lane Miles(456 within incorporated cities)

186 Total Bridges

34 Miles of Guard Rail

657 Urban Miles 629 Rural Miles

Road Functional Classification

Tar-get

PCI*

2012 Average

PCI

2013 Average

PCIChange

Urban Arterial 80 77 77 0

Urban Collector 75 74 73 -1

Urban Neighbor-hood Route

75** 81 80 -1

Urban Local 75** 83 82 -1

Rural Arterial 80 71 72 +1

Rural Collector 75 77 75 -2

Rural Local 65 71 69 -2

System Average N/A 78 77 -1

*The Pavement Condition Index (PCI) is a numerical rating between 0 and 100 (new) to indicate the condition of the road’s structure and surface. PCI targets are established by the Transportation System Plan unless noted otherwise.

**Per URMD Intergovernmental Agreement (BCC 12-0177)

825 Miles of Ditches

44% of Bridges that are functionally obsolete, structurally deficient,

or weight-limited

94 Average Ditch Condition Rating* (100 is new condition)

550 Major Culverts (> 36”)

CollectorArterial Neighborhood Route Local

System Conditions

8 % of Culverts that do not meet target service levels

3,009 Total Culverts (> 6”) Totalling 27 Miles

*Ditches are dynamic and conditions can deteriorate rapidly during major weather or flood events.

128

74

85

370

72

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Maintenance Activities(% change from FY 2012-13)

474Lane Miles of Road Striping (0% change)

71Miles of Road Paving and Sealing (+24%)

204Miles of Gravel Roads Graded (0%)

512Shoulder Miles of RoadsideBrush Cutting (+20%)

6Shoulder Miles of Ditch Maintenance (-97%)

1,445Total Service Requests (-14%)

Top Five Service Requests:

Minor Betterment ProgramThis program funds small-scale, typically interim improvements on the county road system. In FY 2013-14, the following projects were designed within our $500,000 funding (construction will occur in FY 2014-15):

• sidewalk on 123rd Avenue (Fairfield Street to Walker Road)

• rehabilitation of pedestrian pathway on Butner Road (Downing Street to Walker Road)

• replace ADA ramps on Garden Home Road at Oleson Road

• sidewalk on Grahams Ferry Road (Ibach Street to Luster Court) completed 2013

• widen existing bike lane on Walker Road (from 13860 Walker Road to 139th Avenue)

Service District for Lighting (SDL)SDL is the funding mechanism for street lighting on public neighborhood streets in urban unincorporated areas. Here are a few statistics for FY 2013-14:

11,254

43,152 Street Light Customers Billed811 Street Light Outages Repaired170 Trees Trimmed2,555 HPS cobrahead street lights converted to LED lights

StreetLightsFunded

3938


Surface Treatments

Gravel Road Upgrades

Minor Betterments and URMD Safety Improvements

Landscape Maintenance

Maintaining Local Roads

Street Lighting

Road Fund Resources*

Construct/reconstruct ADA facilities

*Voter approval of a proposed countywide Vehicle Registration Fee in November 2014 would result in increased funding and expen-ditures for road maintenance. Without this additional funding, revenues and expenditures are projected to be flat or decline.

OBJECTIVESProvide Quality Customer Service

• Evaluate options for:

♦ Improved Right-of-Way permit practices.

♦ Programmatic permitting for frequent customers.

Embrace Sustainability

• Use Best Management Practices (BMPs) to minimize environmental impacts.

Asset Management

• Implement target service levels for all major assets.

• Encourage Board adoption of target service levels.

PROGRAMMATIC HIGHLIGHTS

• Enhance level of landscape maintenance.

♦ Contract out right-of-way landscape management on major urban roads.

♦ Concentrate internal work-force on rural vegetation management.

• Increase focus on pedestrian and bicycle projects.

• Support expanded URMD safety program.

• Support evaluation and recon-struction of ADA facilities.

Operations and Maintenance Strategic Plan and Performance Measures

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PERFORMANCE MEASURESMeasure: Completion of Board-adopted annual road mainte-nance work program

• Target: 100%

• Objective: Accomplishing each year’s Board authorized work program is our priority, except for emergency response or hazard abatement


• Note: Reconciliation of work performed should be complete by September 1 each year.

Measure: Time loss injury accidents

• Target: 0

• Objective: Eliminating time loss accidents benefits employees and taxpayers


• Note: Measurement will be by event and number of time loss days.

Measure: Compliance with self-imposed timelines for response and completion of service requests from the public

• Target: 100%

• Objective: Respond to requests for service from the public in a timely manner


• Notes: All requests should have an initial response within 7 days and be completed within 30 days. In instances when the public’s best interest is not served within those timeframes, the requestor will be con-tacted and advised of the situation within the 30-day timeframe. FY 2013-14 Results: Target nearly met: 93%. Excellent

first-year results, considering this percentage is an ag-gregate of work programs. Most work program results were very high (examples: vegetation work at 100%, contracted services at 99.5%), but the drainage section’s low percentage (63.8%) reduced the overall percentage. Needed equipment that was not available last year will be acquired as part of the FY 2014-15 budget, so improve-ment is anticipated.

FY 2013-14 Results: Target nearly met: 1 time loss accident. Aiming for zero accidents is another aspira-tional target, since we never want any accidents. This is a significant improvement from the prior year’s two such accidents. We will always aim for zero accidents.

FY 2013-14 Results: Initial response target met (100%); completion target not met (70.5%). All those whose ser-vice requests took longer than 30 days to complete were contacted and advised of the anticipated timeline within 30 days. A plan of action is being developed to improve performance.

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Stay Informed and Get Involved

STAY UP-TO-DATE WITH LUT E-SUBSCRIPTIONSSign up for LUT publications and updates to help keep you

informed. Visit http://washtech.co.washington.or.us/subscriptions and look under “Land Use and Transportation” and “Transportation Projects.”

SERVE ON A COMMITTEEVolunteer citizen committees help guide our work. Some are perma-nent, like the Planning Commission, the Rural Roads Operations and Maintenance Advisory Committee, and the Urban Road Maintenance District Advisory Committee. Some are temporary—formed to provide guidance on a particular project, such as the Transportation System Plan Update or a road improvement project. If you would like to learn more, call (503) 846-4963 or e-mail [email protected]

ADOPT-A-ROAD OR LANDSCAPEIf you’d like to help in a more outdoors, hands-on way, con-sider adopting a road to pick up litter or to maintain roadway landscaping. Adopt-A-Road is LUT’s largest volunteer program. During FY 2013-14, 156 linear miles were adopted for litter pick-up by 102 Adopt-A-Road volunteer groups who performed a total of 129 litter cleanups. Seven active Adopt-A-Landscape volunteer groups pulled weeds and kept shrubs pruned along seven urban road-ways. Call Adopt-A-Road at (503) 846-7623 or visit www.co.washington.or.us/LUT/Divisions/Operations/adopt-a-road.cfm

eGET INVOLVED IN YOUR CITIZEN PARTICIPATION ORGANIZATIONOne way to stay informed and have an impact on land use and transportation decisions in your community is to get involved in your lo-cal Citizen Participation Organization (CPO). CPOs are led by citizens and provide a public forum for you to find out what is happening in your community, collectively problem solve with your neighbors, and to influence county and service provider decision-making. CPOs address land use, transportation, and other issues that impact or improve community livability.

If you live or own a business in Washington County, then you are part of a CPO. For upcoming meetings, volunteer, and citizen involvement opportunities, sign up to receive your monthly CPO newsletter and email updates at http://extension.oregonstate.edu/washington/cpo.

The CPO Program is administered by Oregon State University Extension Service Washington County on behalf of Washington County. For more information visit http://extension.oregonstate.edu/washington/cpo, email [email protected] or call (503) 821-1128.

CONTACT USGood communication is a priority for us. Please contact us if you have questions

or would like to know more about our services.

Department of Land Use & Transportation (503) 846-4530

www.co.washington.or.us/LUT

Engineering and Construction Services

• Capital Project Management (503) 846-7800 [email protected]

• Road and Bridge Engineering (503) 846-7900 [email protected]

• Traffic Engineering (503) 846-7950 [email protected]

• County Surveyor’s Office (503) 846-8723 [email protected]

Operations and [email protected]

• Road Maintenance (503) 846-7623 (846-ROAD)

• Service District for Lighting (503) 846-7626

• Adopt-a-Road (503) 846-7623

• Road work info: www.wc-roads.com

• On Facebook: www.facebook.com/washcoroads

• On Twitter: www.twitter.com/washcoroads

Office of the Director (503) 846-3822 [email protected]

• Public Affairs (503) 846-4963

Administrative Services (503) 846-4530 [email protected]

• Assurances (503) 846-3843 [email protected]

Planning and Development Services

• Long Range Planning (503) 846-3519 [email protected]

• Building Services (503) 846-3470 [email protected]

• Code Compliance (503) 846-4875 [email protected]

• Current Planning Services (503) 846-8761 [email protected]

Subscribe to our LUT Weekly Update, our quarterly Updates newsletter, and other LUT program and project pages at: http://washtech.co.washington.or.us/subscriptionse

Report design by Bonita Oswald, LUT Graphics Designer. Printed on 50% recycled fiber and 30% post-consumer waste.

WASHINGTON Fiscal Year 2013-14 COUNTY’S DEPARTMENT OF Annual Report & 2014 … · 2015. 5. 2. ·...

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