The URL can be used to link to this page

City Council Packet - 10/27/2020 11114 City of Tigard Tigard Business Meeting—Agenda TIGARD TIGARD CITY COUNCIL MEETING DATE AND TIME: October 27, 2020 - 6:30 p.m. Study Session; 7:30 p.m. Business Meeting MEETING LOCATION: Remote participation only. See PUBLIC NOTICE below. PUBLIC NOTICE: In accordance with the City of Tigard's Emergency Declaration related to COVID-19 and Oregon House Bill 4212, this will be a virtual meeting where Council and staff will participate remotely. There will be no in-person public testimony during this meeting. How to comment: •Written public comment may be submitted electronically at www.tigard-or.gov/Comments.All comments must be submitted before 4:30 p.m. on the day of the meeting. If you prefer to call in,please call 503-966-4101 at the beginning of the meeting to be placed in the queue. We ask that you plan on limiting your testimony to three minutes. SEE ATTACHED AGENDA VIEW LIVE VIDEO STREAMING ONLINE: http://www.tigard-or.gov/city_hall/council_meeting.php CABLE VIEWERS: The regular City Council meeting is shown live on Channel 28 at 7:30 p.m. The meeting will be rebroadcast at the following times on Channel 28: Thursday 6:00 p.m. Sunday 11:00 a.m. Friday 10:00 p.m. Monday 6:00 a.m. INCity of Tigard Tigard Business Meeting—Agenda TIGARD TIGARD CITY COUNCIL MEETING DATE AND TIME: October 27,2020 - 6:30 p.m. Study Session; 7:30 p.m. Business Meeting MEETING LOCATION: Remote participation only. 6:30 PM 1. STUDY SESSION A. COUNCIL LIAISON REPORTS 7:30 PM 2. BUSINESS MEETING A. Call to Order B. Roll Call C. Pledge of Allegiance D. Call to Council and Staff for Non-Agenda Items 3. PUBLIC COMMENT A. Follow-up to Previous Public Comment B. Public Comment—Written Comment C. Public Comment—Phone-In Comment 4. INFORMATIONAL PUBLIC HEARING: CONSIDER A RESOLUTION ADOPTING THE FY 2021 SPECIAL BUDGET SUPPLEMENTAL 7:35 p.m. estimated time 5. CONSIDER A RESOLUTION APPOINTING A MEMBER TO THE WATER ADVISORY BOARD (WAB) 7:50 p.m. estimated time 6. HIRING CRITERIA FOR TIGARD'S MUNICIPAL JUDGE 8:00 p.m. estimated time 7. INFORMATIONAL PUBLIC HEARING: CONSIDER A RESOLUTION AMENDING THE MASTER FEES AND CHARGES SCHEDULE 8:15 p.m. estimated time 8. DISCUSSION OF PUBLIC SAFETY ADVISORY BOARD APPLICANTS 8:35 p.m. estimated time 9. NON AGENDA ITEMS 10. ADMINISTRATIVE REPORT 11. ADJOURNMENT 9:05 p.m. estimated time r r - r � . TIGARD Meeting of the Tigard Council October 27, 2020 Public Comment Received Submitted By Date Received Subject 1. Brewin, Michael 10/27/2020 Tax Increment Financing Districts From: MB <mkb@souljazz.net> Sent: Tuesday, October 27, 2020 2:48 PM To: Jason Snider; #Councilmail; Liz Newton;John Goodhouse; Heidi Lueb; Tom Anderson Subject: Public Testimony 10/27/20: How tax increment financing harms the general fund, inequitably affects the overall tax base, and steadily raises residential property taxes. Attachments: TIF.tiff Importance: High Caution! This message was sent from outside your organization. Allow sender I Block sender Please include this testimony in the packet for tonight's public hearing, and post on the Agenda page of the materials. Thank you. Public Testimony 10/27/20 (General Fund, Budgetary): How tax increment financing harms the general fund, inequitably affects the overall tax base, and steadily raises residential property taxes. How declaring commercial parts of Tigard "blighted" is essentially a corrupt and fraudulent lie — perpetrated simply to create further parasitic urban renewal districts. To fully understand this subject matter from all perspectives, please watch the germane highlighted EXPERT CASE STUDY video links: Chicago, at youtube.com [see below] *** Dear Mayor and Council: Please don't promote tax increment financing or pontificate to us about TIFs,when many knowledgeable citizens here understand the actual pitfalls of aggregate wanton tax increment financing. My first experience with urban renewal in Tigard was in 1989. Senior citizens came to my door and asked me to help them save their homes. A proposed urban renewal measure declared all of Metzger a "blighted" neighborhood, and would have bulldozed the neighborhood to replace it with a square mile of high-rise buildings–President's Parkway. Although the mayor was pushing the corrupt measure (and sought to personally profit from it) and our state representative received an illegal $2 million commission [i.e. kickback] to promote and handle the property transfer of Lincoln Center to a Japanese firm, I became a spokesperson for the opposition–and we handily defeated the measure in the Fall election. Under U.S.federal regulations, in order for there to be "urban renewal," a neighborhood or block or property must first be determined to be "blighted." According to the Merriam-Webster dictionary, "blighted" means this: "in a badly damaged or deteriorated condition." [e.g. a blighted property, block, neighborhood] When I walked all over Metzger, I found that the neighborhood was simply an affordable lower middle class neighborhood. There was no visible "damage," and it was no more "deteriorated"than many other residential neighborhoods in Tigard, Beaverton, Hillsboro, etc. Important:Therefore, in order to legally qualify for"urban renewal" and "tax increment financing,"the area of such a proposed project must be visibly"deteriorating," and as compared with the rest of the city. This is an important distinction, because to try to create tax-increment financed urban renewal in any block which is not visibly "deteriorating"—would be yet another fraudulent and deceitful lie perpetrated on the people of Tigard. 1 NOTE:There has been a lot of recent research done on the long-term overall impact of tax-increment financed urban renewal. The most extensive studies have been done in the Chicago area. The research demonstrates how increased urban renewal and tax-increment financing has harmed the general funding for necessities serving the rest of the city. When tax-increment financing first begins (base year),there is no noticeable harm done yet. However, within 5- 10 years,there is a gradual monetary drain from the tax revenue for other services and tax districts(especially public schools). With inflation and increased costs,tax agencies need increased funding. Rising property taxes support this situation. When any commercial portions of the city do NOT contribute to the rising costs for necessary services,then it creates an inequitable imbalance. Public agencies then petition for tax levies, which raise everyone else's property taxes. NOTE:As tax-increment financing for an urban renewal project enters its second decade,the shortage in its comparable tax contribution to the general funds and public schools becomes ever more pronounced. Indeed, as multiple projects approach the 20th year of urban renewal subsidies, the cumulative effect is damaging to the general fund tax base and related necessary public services for the rest of a community. NOTE: Similarly, when tax-increment financed urban renewal projects represent less than 10%of a city's commercial areas,there is Not a harmful impact on the community overall. When the total urban renewal projects consist of 10- 20% of a city's commercial areas,there is a noticeable drain from all other tax jurisdictions. When the total projects exceed 20%of the commercial areas,there is significant harm to the other tax districts and general fund. If total urban renewal projects approach 30%of a city's commercial areas, then it becomes virtually impossible to properly fund many of the necessary services of a city, and the public schools and emergency services also suffer. This is what happened in Chicago—a city supposedly bankrupt, but which has over$1 billion in urban renewal "slush funds!" I am enclosing some informative Youtube links (a case study of Chicago: extensive research done by experts in Chicago [including Univ. of Illinois, CivicLab, Chicago Justice Project, and the Cook County Clerk]), which explain, delineate, and demonstrate the cumulative negative effects of urban renewal TIFs upon public general funding, necessary services, and public school systems, etc.. *** "TIF 101": https://www.youtube.com/watch?v=9Ftoyy7s3ms&feature=youtu.be (watch entire video: approx 20 minutes) TIF Off the Rails - Public Policy Problems With TIFs In Chicago: https://www.youtube.com/watch?v=sJp1EFPW2PU (17 minutes) The Economic Impact of Tax Increment Financing Districts on Chicago: https://www.youtube.com/watch?v=gJDP6ogEBu4 (5 minutes) 2 Town Hall Meeting on Tax Increment Financing: (TIFs) https://www.youtube.com/watch?v=NV4Zk3M3Frl (watch the first 50 minutes) In the Loop 205 TIF Districts and Chicago Tax Dollars [PBS broadcast]: https://www.youtube.com/watch?v=Zc6BvD0dQN0 [first 12 minutes] At its core, TIF (tax increment financing) is essentially a "magical bean" scam: It is a tax revenue diversion of substantial funds (to unnecessary projects) that would otherwise go to the general fund and to necessary services and projects. Over time, both the duration and proliferation of TIFs represent a hidden tax increase for property owners citywide. Urban renewal districts created for economic development (handouts to businesses and developers) or unnecessary TIF- funded civic eye-candy projects are basically parasitic entities sucking the financial lifeblood from our citizens (especially property owners). TIFs confer special rights upon commercial entities that directly benefit from inequitable subsidies (aka selective government handouts) and in improvements which increase property values. Over the life span of the urban renewal districts, it has been demonstrated that TIFs gradually divert substantial funds from public schools, parks, water bureaus, etc. Based upon data from cities nationwide, TIFs do NOT generate more economic development or tax revenue down the road, than if there had never been the TIFs at all! Economic development will happen organically, anyway. Based upon data from cities nationwide, there is no compelling evidence to suggest TIFs generate any more business tax revenue, than if there had been no TIFs whatsoever. Based upon data from cities nationwide, TIFs appear to drain public revenues away from the most necessary public services and areas of need. Over years, TIFs typically lead to higher property taxes—to cover the TIF-created shortages in general funds and public school funding. TIFs are used by corrupt politicians and public administrators to avoid transparency. TIFs are used by corrupt politicians and public administrators to avoid public oversight. TIFs are used by politicians as a form of corrupt political patronage to selected businesses, commercial developers, and commercial property owners seeking special treatment— inequitable privileges Not accorded to the thousands of other Tigard property owners. TIFs are used by city mayors and administrators as a corrupt source of discretionary "slush funds." 3 Fact: The 2006 Downtown urban renewal district financial projections did NOT pan out. Sean Farrelly: "The pace of private sector development and TIF generation in the district have been slower than expected due to the deep recession soon after the plan adoption." Responsible public stewards of OUR Tax Dollars shouldn't coddle and reward 'failure' by continuing to drain the general fund further. NO continuation of the district. NO creation of new urban renewal districts (and no "portability"–geographical shifting of funds). And NO expansion of the debt percentage into the future (i.e. "increased maximum indebtedness"). That's fiscal recklessness–which will harm cash- strapped families here. Increasing the long-term debt pointlessly will also harm the credit rating,too,thereby affecting borrowing and civic indebtedness. Fact: the so-called 'downtown' is Not "blighted." Now that the little side-street inappropriately called Main St. has been improved, and now that the blocks around Burnham St. have been improved,the area can NOT any longer be deemed "blighted." To perpetuate an urban renewal district there after 2026 would hence be a wasteful public FRAUD and a blatant LIE! After 2026, it will NOT qualify any longer for tax-increment funding, if federal regulations are properly applied, ethically. Reality Check: PRIORITIES: We are fighting a global pandemic right now, the social and economic consequences of which will affect everyone for years. If a council pursues TIFs under such perilous and trying circumstances, then that political body is 'out of touch' with its own citizens. Ergo: Don't renew the downtown urban renewal district. Do NOT create a new situation for the open- ended creation of ever more parasitic TIFs (or any renewed continuation of existing but expiring TIF projects). Political Reality: The planner-proposed measure will FAIL . [Don't do it!] Pursuing an extended urban renewal measure at this time would indicate that the city of Tigard is totally out of touch with its citizenry (public constituents and tax revenue base). Logically: In a free enterprise system, let business pay for itself. Let commercial development pay for itself, entirely via private investment—by those same commercial entities seeking to profit in our community! Govt handouts and privileges accorded to selected commercial entities/properties can be construed as "corruption" or"fascism." STOP reducing SDC5 (system development charges): Tigard has lost tens of millions of dollars in required fees and revenue, over the last 30 years, simply because it waived or otherwise reduced the systems development charges for numerous commercial developments. Since the development of public systems (sewers, sidewalks, utilities, etc.) has to be constructed anyway for a new project, those costs are then unfairly passed along to all the other property owners. SDC reductions are unfair handouts to commercial firms looking to profit here. The city should NOT reduce or waive SDCs for any commercial development. Restrict Urban Renewal projects and tax-increment financing as follows: 1. Only permit tax-increment financing for affordable housing, affordable senior and ADA housing,and projects that physically combine affordable housing units with retail or office space in the same structures. 2. Do NOT publicly fund or give tax breaks for the construction of any apartment housing for more than 250 units in any project,to avoid the proliferation of public-housing project slums. If you visit NYC, Chicago, Detroit,you can see how large urban renewal public housing projects simply created horrible inner city slums and ghettos—with resulting endemic social problems. 3. Do NOT falsely apply the federally required "blighted" designation to any area or proposed urban renewal project which is NOT a visibly "damaged or deteriorated" site. 4. Do NOT approve any urban renewal projects which entail destroying existing residential units. 5. To prevent gradual financial harm to the overall tax base and necessary public services(general funds and taxing districts), do NOT approve any new urban renewal projects,whenever 10%of the properties in a commercial zone[s] have already become subject to urban renewal tax-increment financing. 4 How to increase civic revenue without taxation: 1. Do NOT permit strictly commercial development to receive any urban renewal designation, including any allowances,SDC reductions,tax breaks, or other handouts. 2. Do NOT renew any 20-year urban renewal projects,which have NOT been completed within the set 20-year program,as planned. Do NOT reward failure, on the part of the city planners or a previous city council. 3. Make the city's development officers earn their keep. Let's see an annual quota set for each position: an expected quota range of$2-5 million generated in outside monies for each development officer position. Development officers should secure outside funding for public projects as follows: US grants, Oregon grants,foundation and corporate grants(e.g. Paul Allen foundation, Fred Meyer,Walmart,Washington Square mall owner,auto companies [dealers], etc.), and secure 100%financing in the form of paid corporate/foundation sponsorships(or"in-kind" donations)for public programs/events. 4. Increase annual city revenue via pro-active traffic and parking enforcement. For example: if the TPD writes just 20 speeding or parking citations daily(@ approx$150-250 per citation), in 1 year,that will generate over$1 million in city revenue. 20 x$150 citation x 365 days= $1,095,000 !! 20 x$250 citation x 365 =$1,825,000. If the TPD writes 40 citations daily,then that's at least an additional $2-4 million going into the city coffers. Too many repeat parking violators are totally getting off the hook. Large cities collect substantial revenue from parking tickets;Tigard should do the same! 5. Raise the amount for Construction, Building, Electrical, Plumbing permits. 6. Increase fees for all NON-resident use and reservation of public facilities. We taxpayers should Not be forced to subsidize metro soccer leagues and other outside groups. NON-residents(and groups) should pay at least 2X(or more)the fee of residents for summer camp activities, soccer and baseball fields, shelters, etc. Lastly, on a related matter: Universal Plaza budget and funding information Unanswered QUESTIONs (RE a Public Information Request): 1. What is the total budget(3 phases)for the Universal Plaza Project? 2. Did the planners solicit at least 3 three bids for each projected contractor(i.e. architect, p.r.firm, artists, et al)? Let's see that proof in documentation. 3. Is the Universal Plaza project already totally paid for and funded from existing TIF funds? 4. Or,are the city planners intending to use a public election to divert further public monies to the Universal Plaza project, because it has not yet been entirely funded? 5. Please email me a copy[files] of the power point presentation made to the design advisors,which was never transmitted to us in any documents/files for review prior to the virtual public hearing. Thank you. Sincerely, Michael Brewin P.S. Now that Universal Plaza is public property, the adjacent Stevens Marine is NOT in compliance with Tigard code. The entire side of the Stevens property facing the new park/plaza is in violation: "open storage of junk." Please use your official positions to secure enforcement by Stevens within 20 days, by contacting Ken at Code Compliance. Stevens Marine must clean up their property: either 1) remove all the visible 'junk' and 'unlicensed vehicles,' or 2) construct a solid wall, fence, or hedge that totally obscures all the 5 junk and unlicensed vehicles from public view (per TMC). The city should NOT pay even 1 cent to improve the appearance of Stevens Marine. Force the owner to comply, now, or sell to the city [!!]. For years, we were told by city planners that Stevens Marine had agreed to sell that property to the city for < $2 million. Had did that actually turn out?! {fi: r' f: • 141 - t'. - - 6 1.11 • . • . .... • ._. _- 111 I .. " . . .. :. • . , , ,, r -^ . . _ d • 1 t 7 How Do TIFs Work ? When the TIF is created. the city tallies up all the property taxes TIF Assessed Value (AV) Over Project Life generated by district in that year (called the "base" amount). After that, all property tax increases above the f„ Post. base (the "increment") Protect AV are channeled to the TIF !VI f � district �``e Intrertmw AV Tow AV nor erterpttaad! The property taxes / tocalantal W* alproprmtai WIC% collected from nisi SSW*TiTauthority to pay ewttcu n ecus prolagarea properties inside the district BEFORE the district was created that go to units of S 10 15 20 government stays 4_ 23yurTtF , FLAT for the life of the Created Tanyyurd TIF (23 years). AIS-4405 4. Business Meeting Meeting Date: 10/27/2020 Length (in minutes): 15 Minutes Agenda Title: Informational Public Hearing: Consider a Resolution for the FY 2021 Special Budget Supplemental Prepared For: Steve Kang Submitted By: Steve Kang, Finance and Information Services Item Type: Motion Requested Meeting Type: Council Resolution Business Public Hearing - Meeting - Informational Main Public Hearing No Newspaper Legal Ad Required?: Public Hearing Publication 10/22/2020 Date in Newspaper: r - - Information ISSUE Shall the Tigard City Council adopt the FY 2021 Special COVID-19 Budget Supplemental? STAFF RECOMMENDATION / ACTION REQUEST Staff recommends that the City Council approve the FY 2021 Special COVID-19 Budget Supplemental. KEY FACTS AND INFORMATION SUMMARY OTHER ALTERNATIVES Council could choose to not approve the FY 2021 Special Budget Supplemental. COUNCIL OR TCDA GOALS, POLICIES, MASTER PLANS The Special Budget Supplemental contains one item supporting two programs responding to the COVID-19 pandemic that requires council action: City Management In response to the COVID-19 Pandemic, Tigard City Council implemented a suit of programs such as Tigard Commercial Assistance and Relief for Economic Stability (Tigard CARES), Tigard AID, and Resident Aid Fund of Tigard (RAFT). The RAFT program focused on the needs of residents impacted by COVID and was able to provide immediate assistance through grants. The assistance areas include but not limited to utilities, rents, food, shelter, medical transport and child care. This request is a second round for the RAFT program requesting a one-time allocation of contingency from General Fund to support Tigard residents. This fund will support Tigard-area non-profits to supply aid (examples stated above) to residents impacted by the COVID-19 public health emergency. DATES OF PREVIOUS CONSIDERATION The City Council has been presented with results from the first round of COVID-19 assistance and a need for a second round of RAFT program at the October 20 Budget Committee Meeting on 10/3/2020. Fiscal Impact Cost: $100,000 Budgeted (yes or no): No Where Budgeted (department/program): Social Services Additional Fiscal Notes: The FY 2021 Special Supplemental Budget will increase the General Fund operations budget by$100K. The increased expenditures are supported through contingency. Please refer to Exhibits A and B which summarize the fiscal impact of the supplemental budget by fund. Attachments Resolution FY21 Exhibit A - Special Budget Supplemental FY21 Exhibit B - Special Budget Supplemental Summary CITY OF TIGARD, OREGON TIGARD CITY COUNCIL RESOLUTION NO. 20- A RESOLUTION TO ADOPT THE FY 2020-21 SPECIAL BUDGET SUPPLEMENTAL FOR COVID- 19 RESPONSE INCLUDING BUDGET ADJUSTMENTS TO POLICY AND ADMINISTRATION. WHEREAS, the city acknowledges those items that were unknown at the time the FY 2021 budget was adopted; and WHEREAS,the city acknowledges extraordinary impacts that the COVID-19 created in our community;and WHEREAS,the city provides assistance to at-risk housed and houseless populations;and WHEREAS,the city recognizes approximately$100,000 of unanticipated budget in operations;and WHEREAS,the increase in unanticipated budget is offset by the General Fund Contingency. NOW,THEREFORE,BE IT RESOLVED by the Tigard City Council that: SECTION 1: The FY 2020-21 Budget is hereby amended as detailed in Exhibit B. SECTION 2: This resolution is effective immediately upon passage. PASSED: This day of 2020. Mayor-City of Tigard ATTEST: Deputy City Recorder-City of Tigard RESOLUTION NO.20- Page 1 Exhibit A SP-CD01-RAFT Allocation 2 In response to the COVID-19 Pandemic,Tigard City Council implemented a suit of programs such as Tigard Commercial Assistance and Relief for Economic Stability(Tigard CARES), Tigard AID,and Resident Aid Fund of Tigard (RAFT). The RAFT program focused on residents and was able to provide immediate assistance through grants. The assistance areas include but not limited to utilities, rents,food, shelter, medical transport and child care. This request is a second round to the RAFT program requesting an one-time allocation of contingency from General Fund to support Tigard residents.This fund will support Tigard-area non-profits to supply aid (examples stated above)to residents impacted by the COVID-19 public health emergency. FY 2021 SP COVID-19 Revised General Fund Qi Amendment SP COVID-19 Resources Beginning Fund Balance $ 26,154,623 $ 26,154,623 Property Taxes $ 17,753,872 $ - $ 17,753,872 Franchise Fees $ 6,615,979 $ - $ 6,615,979 Special Assessments $ - $ - $ - Licenses&Permits $ 1,123,252 $ - $ 1,123,252 Intergovernmental $ 9,967,409 $ - $ 9,967,409 Charges for Services $ 253,132 $ - $ 253,132 Fines&Forfeitures $ 2,258,261 $ - $ 2,258,261 Interest Earnings $ 400,900 $ - $ 400,900 Miscellaneous $ 356,432 $ - $ 356,432 Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 354,000 $ - $ 354,000 Total Resources $ 65,237,860 $ ilir65,237,860 Requirements Community Development $ 6,837,474 $ - $ 6,837,474 Community Services $ 26,806,316 $ 100,000 $ 26,906,316 Policy and Administration $ 1,875,705 $ - $ 1,875,705 Public Works $ - $ - $ - Program Expenditures Total $ 35,519,495 $ 100,000 $ 35,619,495 Debt Service $ - $ - $ - Loan to TCDA $ 1,000 $ - $ 1,000 Work-In-Progress $ - $ - $ - Transfers to Other Funds $ 2,746,615 $ - $ 2,746,615 Contingency $ 1,459,900 $ (100,000) $ 1,359,900 Total Budget $ 39,727,010 $ - $ 39,727,010 Reserve For Future Expenditure $ 25,510,850 $ - $ 25,510,850 Total Requirements $ 65,237,860 $ $ 65,237,860 Exhibit B Total All Funds FY 2021 SP COVID-19 Revised Total All Funds Revised Q1 Amendment SP COVID-19 Resources Beginning Fund Balance $ 164,965,399 $ - $ 164,965,399 Property Taxes $ 22,631,803 $ - $ 22,631,803 Franchise Fees $ 6,615,979 $ - $ 6,615,979 Special Assessments $ 50,000 $ - $ 50,000 Licenses&Permits $ 16,804,763 $ - $ 16,804,763 Intergovernmental $ 21,647,140 $ - $ 21,647,140 Charges for Services $ 50,990,752 $ - $ 50,990,752 Fines&Forfeitures $ 2,359,632 $ - $ 2,359,632 Interest Earnings $ 2,538,000 $ - $ 2,538,000 Miscellaneous $ 765,850 $ - $ 765,850 Other Financing Sources $ 2,500,000 $ - $ 2,500,000 Transfers In from Other Funds $ 44,544,180 $ - $ 44,544,180 Total Resources $ 336,413,498 $ $ 336,413,498 Requirements Community Development $ 9,527,479 $ - $ 9,527,479 Community Services $ 29,296,671 $ 100,000 $ 29,396,671 Policy and Administration $ 17,484,810 $ - $ 17,484,810 Public Works $ 31,254,167 $ - $ 31,254,167 Program Expenditures Total $ 87,563,127 $ 100,000 $ 87,663,127 Debt Service $ 11,221,000 $ - $ 11,221,000 Loan to TCDA $ 1,000 $ - $ 1,000 Work-In-Progress $ 40,978,258 $ - $ 40,978,258 Transfers to Other Funds $ 46,519,180 $ - $ 46,519,180 Contingency $ 3,328,900 $ (100,000) $ 3,228,900 Total Budget $ 189,611,465 $ - $ 189,611,465 Reserve For Future Expenditure $ 146,802,033 $ $ 146,802,033 Total Requirements $ 336,413,498 $ $ 336,413,498 Exhibit B General Fund FY 2021 Revised General Fund Revised Q1 SP-CD01 SP COVID-19 Resources Beginning Fund Balance $ 26,154,623 $ - $ 26,154,623 Property Taxes $ 17,753,872 $ - $ 17,753,872 Franchise Fees $ 6,615,979 $ - $ 6,615,979 Special Assessments $ - $ - $ - Licenses&Permits $ 1,123,252 $ - $ 1,123,252 Intergovernmental $ 9,967,409 $ - $ 9,967,409 Charges for Services $ 253,132 $ - $ 253,132 Fines&Forfeitures $ 2,258,261 $ - $ 2,258,261 Interest Earnings $ 400,900 $ - $ 400,900 Miscellaneous $ 356,432 $ - $ 356,432 Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 354,000 $ - $ 354,000 Total Resources $ 65,237,860 $ - $ 65,237,860 Requirements Community Development $ 6,837,474 $ - $ 6,837,474 Community Services $ 26,806,316 $ 100,000 $ 26,906,316 Policy and Administration $ 1,875,705 $ - $ 1,875,705 Public Works $ - $ - $ - Program Expenditures Total $ 35,519,495 $ 100,000 $ 35,619,495 Debt Service $ - $ - $ - Loan to TCDA $ 1,000 $ - $ 1,000 Work-In-Progress $ - $ - $ - Transfers to Other Funds $ 2,746,615 $ - $ 2,746,615 Contingency $ 1,459,900 $ (100,000) $ 1,359,900 Total Budget $ 39,727,010 $ - $ 39,727,010 Reserve For Future Expenditure $ 25,510,850 $ I - $ 25,510,850 Total Requirements $ 65,237,860 $ ` $ 65,237,860 CITY OF TIGARD - BUDGET SUPPLEMENTAL 10/15/2020 FY 2020-2021 Quarter: Special COVID-19 Supplemental Budget Item # Department Fund Division Request Title Request Funding Total Amount Detailed Description Source SP-CD01 City Management 100-General Fund 5900-Social Services RAFT Allocation 2 NEW Contingency $ 100,000 In response to the COVID-19 Pandemic,Tigard City Council implemented a suit of programs such as Tigard Commercial Assistance and Relief for Economic Stability(Tigard CARES), Tigard AID,and Resident Aid Fund of Tigard (RAFT). The RAFT program focued on residents and was able to provide immediate assistance through grants. The assistance areas include but not limited to utilities, rents, food,shelter, medical transport and child care. This request is a second round to the RAFT program requesting an one-time allocation of contingency from General Fund to support Tigard residents.This fund will support Tigard-area non-profits to supply aid (examples stated above)to residents impacted by the COVID- 1 of 1 AIS-4442 5. Business Meeting Meeting Date: 10/27/2020 Length (in minutes): 10 Minutes Agenda Title: Consider a Resolution Appointing A Member to the Water Advisory Board (WAB) Prepared For: John Goodrich Submitted By: John Goodrich, Public Works Item Type: Resolution Meeting Type: Council Business Meeting - Main Public Hearing No Newspaper Legal Ad Required?: Public Hearing Publication Date in Newspaper: r - - Information ISSUE Shall Council appoint a new community representative as an at-large member to the Water Advisory Board to fill one vacancy representing the service area inside Tigard city boundary? STAFF RECOMMENDATION / ACTION REQUEST Appoint Neha Neelwarne as an at-large member of the Water Advisory Board. KEY FACTS AND INFORMATION SUMMARY The Water Advisory Board (WAB) is an advisory board making recommendations to the Tigard City Council on significant water utility service issues. The WAB members consist of three governing board members appointed by their respective governing agencies (Tigard Water District, City of Durham, and City of Tigard), and two at-large members representing the general interests of the Tigard Water Service Area (TWSA), with one member representing Tigard and one member representing the area outside Tigard but within the TWSA. One at-large position is open and unfilled. WAB governing members interviewed Neha Neelwarne on October 14, 2020, for the Tigard position and recommend that she be appointed to serve from October 27, 2020, to an expiration date of December 31, 2021. Staff is requesting council adopt a resolution appointing Neha Neelwarne as an at-large WAB member. OTHER ALTERNATIVES Council could decide to not approve the recommendation. This would requiire reopening the recruitment. COUNCIL OR TCDA GOALS, POLICIES, MASTER PLANS (Former) Strategic Plan, Goal 3: Engage the community through dynamic communication. City of Tigard Vision Task Force: "The City will maximize the effectiveness of the volunteer spirit to accomplish the greatest good for our community." May 2010 Water Master Plan and addendum (June 2014). DATES OF PREVIOUS CONSIDERATION Council appointed Marie Walkewicz as an at-large member of the Water Advisory Board on July 7, 2020. There is currently one position vacant on the Water Advisory Board for Tigard's at-large member representative. Attachments Resolution CITY OF TIGARD, OREGON TIGARD CITY COUNCIL RESOLUTION NO. 20- A RESOLUTION APPOINTING NEHA NEELWARNE AS AN AT-LARGE MEMBER OF THE WATER ADVISORY BOARD REPRESENTING THE INTERESTS WITHIN THE CITY BOUNDARY WHEREAS,there is an At-Large vacancy on the Water Advisory Board;and WHEREAS, Neha Neelwarne applied for appointment as an At-Large member to the Water Advisory Board; and WHEREAS, the governing members of the Water Advisory Board recommends that Council appoint Neha Neelwarne as the At-Large member representing interests inside the water service area that are inside of the city boundary with terms that will expire December 31,2021. NOW,THEREFORE,BE IT RESOLVED by the Tigard City Council that: SECTION 1: Neha Neelwarne is appointed to the Water Advisory Board as an At-Large member to fill a term that will expire on December 31,2021. SECTION 2: This resolution is effective immediately upon passage. PASSED: This day of 2020. Mayor-City of Tigard ATTEST: Deputy City Recorder-City of Tigard RESOLUTION NO.20- Page 1 AIS-4427 6. Business Meeting Meeting Date: 10/27/2020 Length (in minutes): 15 Minutes Agenda Title: Hiring Criteria for Tigard's Municipal Judge Submitted By: Dana Bennett, City Management Item Type: Update, Discussion, Direct Staff Meeting Type: Council Business Meeting - Main Public Hearing: Publication Date: Information ISSUE The City of Tigard's Municipal Judge, Micheal O'Brien has provided notice that he will leave office at the end of the calendar year. As a result, the City must determine what hiring standards and selection criteria will be used in the selection process to find a new Municipal Judge. The purpose of tonight's meeting is to gather Council input on the direction of the process. STAFF RECOMMENDATION / ACTION REQUEST Staff recommend that the Central Services Director work in cooperation with Human Resources to run a recruitment selection process to identify two or three final candidates for Council consideration and final appointment. KEY FACTS AND INFORMATION SUMMARY Attached is a job classification for Tigard's Municipal Judge position. The document outlines the qualifications and experience required of the position and is consistent with both Oregon Revised Statues (ORS 220.140 et seq) and Tigard Municipal Code TMC 2.16.020 requirements. The job classification will be used to develop a job posting that will be published and advertised to attract qualified candidates. In addition, a Judicial Recruitment Memo is attached, outlining the key decision point for Council, which is what level of involvement does Council want to have in the process. 1. Staff Proposed Process - Staff would run a recruitment and selection process, bringing Council a set of finalists, two or three, from which Council could then interview and make an appointment. 2. Alternative Process with greater Council involvement - appointing a subcommittee of one or two Councilors to participate on a City selection team (they could review applications and/or participate in the initial interview process), prior to the finalists being provided to the full Council. 3. Alternative Process with less Council involvement - asking staff to conduct the full process and to bring a fully vetted finalist to Council to consider for appointment. OTHER ALTERNATIVES Council may elect any of the alternative options outlined by staff or offer a different alternative process. COUNCIL GOALS, POLICIES, APPROVED MASTER PLANS DATES OF PREVIOUS COUNCIL CONSIDERATION Council received Judge O'Brien's letter of resignation, but this meeting is the first time Council has come together to consider the process of filling the upcoming Municipal Court Judge vacancy. Attachments Council Memo -Judicial Recruitment Judge Description IN: . .1 City of Tigard TIGARD Memorandum To: Mayor Snider and City Council From: Nadine Robinson, Central Services Director Dana Bennett, Human Resources Director Re: Municipal Court Judge Recruitment Date: October 8, 2020 After 31 years of service, Tigard Municipal Court Judge Michael O'Brien provided notice of his intent to retire effective January 1, 2021. During Judge O'Brien's tenure in the Tigard Municipal Court he has watched it grow from a small court processing 200-300 violations a month to a court that is processing almost 3,000 cases a month. The leadership he has provided in Tigard's court and throughout the state in his various roles in the Oregon Municipal Judge's Association, his commitment to fairness to all that come into the court, and his thoughtful crafting of policies and procedures that are the foundation for the court's operations cannot be overstated. We look forward to a process that will result in identifying a candidate who will bring an equal level of integrity and dedication to Tigard's court. Staff will come before Council during the meeting of October 27, 2020, to discuss the options and receive direction on the level of involvement Council wants to have in the recruitment and selection of a replacement Municipal Court Judge. In the meantime,it would be appreciated if Council could individually provide any feedback regarding the content of the job classification to Directors Bennett and Robinson no later than Thursday, October 15, 2020, so that staff may keep the process moving forward.Judge O'Brien has reviewed and provided input into the description already. As you may be aware, caseload has increased significantly with the implementation of the photo traffic enforcement programs. At least a portion of this increase is likely to be sustained long-term and so staff are currently analyzing what that will mean for our need to increase the hours per week (FTE) for the judge position. The position is currently 10 hours per week (.25 FTE) and staff are inclined to believe we will need between 20-26 hours per week (.50 to .65 FTE) in order to address the increased workload. This will need to be determined and addressed before we can fill the position. Tigard Municipal Code 2.16.020 states the Mayor will appoint the judge with the prior approval of the full Council. In the past, the recruitment to fill a judicial position has been carried out by staff and the recommended candidate for the judge or pro tem judge position taken before City Council for appointment through resolution. With the incredible growth in caseload and the resulting need for increased judicial hours, Human Resources staff and the Court leadership team are recommending a slightly different process to provide an opportunity for City Council to have a more active role in the process. Staff Proposed Process: • Human Resource staff will take the lead in the recruitment. Use of an outside recruiting firm is not being recommended. • Human Resources and Court staff will evaluate applicants based on pre-determined criteria consistent with the job classification and conduct the initial interviews of the top candidates via video. • Staff will provide Council with the top two or three candidates' information for final selection. • Council will conduct a final selection process via video interview. • Directors Bennett and Robinson will negotiate an employment agreement with the finalist. • Final contract will go to open session for Tigard City Council's authorization of the agreement. Modification Options: • Council could be more involved— o Council could name one or two members join the city selection team • The Councilor(s) could be part of the application review process and/or • The Councilor(s) could be part of the initial interview process. • Council could be less involved— o The City's Central Services Director and Court staff could conduct all of the preliminary selection work in cooperation with Human Resources, presenting a fully vetted finalist to Council for appointment as has occurred in the past. We look forward to hearing your thoughts on the best process to select the next presiding judge of the Tigard Municipal Court during the Council meeting on October 27, 2020. Again, please provide any individual feedback about the job classification for judge to Directors Bennett and Robinson no later than Thursday, October 15, 2020. Municipal Court Judge Bargaining Unit: Non-Represented CITY OF TIGARD Creation Date: Oct 1, 2020 SALARY RANGE Hourly$75.88-$101.68 CLASS DESCRIPTION: Definition The principal function of an employee in this class is to adjudicate violations of State Traffic Code and City Ordinance in addition to setting court policy and procedure.This employee is appointed by and serves at the pleasure of City Council.The nature of the work performed requires that an employee in this class establish and maintain effective working relationships with the Mayor, City Council, City employees, and the general public.The principal duties of this class are performed in a courtroom environment. This is a non-exempt position. Supervision Received and Exercised Receives policy direction and oversight from the City Council. ESSENTIAL JOB FUNCTIONS: • General policy oversight of case management in a court with an annual caseload of approximately 30,000 to 40,000, mostly traffic violations. • Performs duties related to arraignments, including accepting a plea, accepting proof of compliance, and entering a disposition. • Conducts proceedings on traffic citations, limited criminal cases reduced to violations, ruling on evidence and fact-finding. • Reviews written pleas from defendants and enters dispositions. • Participates in regulation of fine schedules and sets appropriate sanctions for individual defendants upon hearing each case. • Conducts contested-case hearings on alleged zoning, community-development, nuisance code, building code and other civil infractions, as well as issues administrative warrants. • Maintains court policy and procedures, including reviewing new laws and adjusting court policy and procedures to ensure conformity. • Promulgates and updates court rules and public information about court procedures. • Keeps the Mayor, City Council, and designated individuals informed through annual reports to City Council on court operations. • Provides regular articles on legal topics for the Cityscape newsletter. • Attends meetings, conferences,workshops, and training sessions and reviews publications and audio- visual materials to become and remain current on principles, practices, and new developments in assigned work areas; this is requested/approved through budget. • Establishes and maintains effective working relationships with City Council, City Prosecutor, City Attorney, court staff and the general public. • Communicates verbally and in writing complex legal ideas and/or decisions to a variety of audiences in a clear, comprehensive, and professional manner. • Actively supports an inclusive and respectful work environment. • Performs other directly related duties consistent with the role and function of the classification. MINIMUM QUALIFICATIONS: • Juris Doctor law degree;AND • 5 years of experience in trial practice or as a judge, administrative hears officer or arbitrator, or any combination thereof;AND • Membership in good standing with the Oregon State Bar LICENSES AND CERTIFICATIONS: • Criminal Justice Information Services (CJIS)fingerprints must be completed and cleared prior to start date.Testing must occur within 30 days of hire to receive the CJIS certification.A passing score is 70%. WORKING CONDITIONS: Physical Demands Must possess ability to read printed materials and a computer screen; communicate in person, before groups, on video and over the telephone. This is primarily a sedentary office classification although standing in work areas and walking between work areas may be required. Finger dexterity is needed to access, enter, and retrieve data using a computer keyboard, or calculator, and to operate standard office equipment. The incumbent in this classification occasionally pulls drawers open and closed to retrieve and file information. Environmental Elements This position typically works in an office setting with some hectic or demanding situations, controlled temperature conditions, and no direct exposure to hazardous physical substances. Occasional dealing with distraught individuals and challenging customer interactions; and frequent interruptions, which requires maximum flexibility.This position routinely uses standard office equipment, such as; telephones, and computer related technology(Outlook, Word,video conferencing, etc.) AIS-4440 7. Business Meeting Meeting Date: 10/27/2020 Length (in minutes): 20 Minutes Agenda Title: Informational Public Hearing: Consider a Resolution Amending the Citywide Master Fees and Charges Schedule Prepared For: Joseph Barrett, Public Works Submitted By: Joseph Barrett, Public Works Item Type: Motion Requested Meeting Type: Council Resolution Business Public Hearing - Informational Meeting - Update, Discussion, Direct Staff Main Public Hearing: Yes Publication Date: 10/20/2020 Information ISSUE Shall the Tigard City Council authorize utility rate increases to take place as planned on January 1, 2021, as well as include an increase to the Parks and Recreation Fee? STAFF RECOMMENDATION / ACTION REQUEST Staff recommends that Council authorize the scheduled January 1, 2021 utility rate increases and include an increase of the Parks and Recreation Fee by an additional $1.52 per equivalent dwelling unit. KEY FACTS AND INFORMATION SUMMARY Overview Over the past few months, the City Council, along with the city's Budget Committee, has engaged in several discussions on both the timing of scheduled utility rate increases and a possible increase in the Parks and Recreation Fee (PARF) to fund much needed maintenance staff. Staff is asking Council to have a discussion related to the Master Fees and Charges and provide a decision on the timing of the scheduled utility rate increases, along with a decision on a potential PARF increase stemming from the budget committee meeting on October 3, 2020. To aid and facilitate this discussion, previous information on these issues along with additional new information that Council requested is included for review. Previous Information Attached are copies of previous communication and presentations on this issue. These include: •Presentations from the October 3, 2020 Budget Committee Meeting •Issue Paper from the September 22, 2020 Council Meeting •Parks Maintenance Information from the May 21, 2020 Budget Committee Meeting •Issue Paper from the May 16, 2020 Budget Committee Meeting Requested Additional Information Alternate Schedule Scenarios — Staff was asked to present alternate schedules for the rate increases and what they would mean to the funds. Those schedule options are as follows: • Current Schedule (January 1, 2021) —The scheduled mid-year rate increase assumes a return to normally scheduled rate increases in FY 2022, starting July 1, 2021. •Full Year Delay (July 1, 2021) - Without changing rates to make up for the year of delays, it would effectively push all rate increases back one-year. •Full Year Delay with compounded rate increases to include both FY 2021 increases and estimated FY 2022 increases on July 1, 2021— Rates would include the FY 2021 rate increases that have currently been postponed to January 1, 2021 as well as the estimated rates that would be scheduled for FY 2022. •Monthly Impact of Delaying an Increase - These numbers indicate lost revenues in FY 2021 from delaying rates, broken down by month. If the council were to choose to defer rates to a month later than January 2021, without making an adjustment to future rate increases, this would be the impact. The impact of these alternate rate increase scenarios to a "typical" utility bill and the impact to the utility funds can be found in the attachment entitled "Utility Rate Increase Alternative Scenarios." Communication Plan The goal of the communications plan is to communicate honestly with customers about the value of their service and reinforce the trust the public has placed in the city. All five service areas have rates/fees that will increase effective January 1, 2021. This plan lays out the strategy for communicating about these rate increases, while furthering the city's goal of linking fees with service in the minds of customers. Tigard services benefit three distinct groups of customers who will be affected differently by the increases. This adds a layer of complexity to all rate communications and care will be taken to note which rates affect Tigard Water customers and which affect City of Tigard residents. Specific communication tools include: •Mailed Cityscape and Know H2O newsletters •Utility bill inserts •Website and social media updates The schedule is such that materials are already in progress and could be delivered in time to support a January 1, 2021 rate increase. If the rate increases are delayed, the timeline for creating and sharing messages will be lengthened. View the attached Communication Plan for details about messaging, tools and timelines. Staff Recommendation Staff is recommending Council to keep the current utility rate increases scheduled for January 1, 2021 in place in order to minimize the impact to the health of the funds as much as possible. In addition, staff recommends the Council approve an additional $1.52/equivalent dwelling unit (EDU) increase to the Parks and Recreation Fee beginning on January 1, 2021 as supported by the Budget Committee. OTHER ALTERNATIVES The council could choose to not support the staff recommendation and could look to one of the alternate rate increase scenarios attached to this agenda item summary. COUNCIL GOALS, POLICIES, APPROVED MASTER PLANS DATES OF PREVIOUS COUNCIL CONSIDERATION Scheduled Utility Rate Increases Budget Committee - October 3, 2020 Master Fees and Charges Schedule Adopted by Council -June 16, 2020 Parks and Recreation Fee Increase for Maintenance Budget Committee - October 3, 2020 Council Study Session - September 22, 2020 Budget Committee - May 21, 2020 Budget Committee - May 16, 2020 Attachments Resolution Exhibit A - FY21 Master Fees and Charges_PARF and Utilities Utility Rate Increase Alternative Scenarios Parks Maintenance Issue Paper - May 16, 2020 Budget Committee May 19 Parks Maintenance Memo to Budget Committee Parks Issue Paper - City Council September 22, 2020 Parks Funding - Presentation to Budget Committee - October 3, 2020 Rate Increase Timing - Presentation to Budget Committee - October 3, 2020 CITY OF TIGARD, OREGON TIGARD CITY COUNCIL RESOLUTION NO. 20- A RESOLUTION AMENDING THE CITYWIDE MAS'T'ER FEES AND CHARGES SCHEDUT,E WHICH WAS ADOPTED UNDER RESOLUTION NO.20-32 WHEREAS,the City of Tigard has a Master Fees and Charges Schedule that was adopted during the last budget hearing as Resolution No. 20-32; and WHEREAS,City staff has reviewed fees and services provided; and WHEREAS,City staff has proposed new fees and changes to certain fees to recover costs or due to previously approved annual adjustment formulas;and WHEREAS,the City's Master Fees and Charges Schedule include fees and charges set by other agencies;and WHEREAS,Tigard Municipal Code (TMC) 3.32.050 requires that the City Council review fees and charges annually NOW,THEREFORE,BE IT RESOLVED by the Tigard City Council that: SECTION 1: The Parks and Recreation Fee and Utility Fees for the City of Tigard are enumerated and set as shown in the attached schedule (Exhibit A). SECTION 2: City staff is authorized to make updates to the Master Fees and Charges Schedule when fees and charges that are set by other agencies become available. SECTION 3: This resolution is effective immediately and implemented as soon as administratively practicable. PASSED: This day of 2020. Mayor-City of Tigard ATTEST: Deputy City Recorder-City of Tigard RESOLUTION NO.20- Page 1 Department Revenue Source Fee or Charge Authority Effective Date PUBLIC WORKS-PARKS Parks&Recreation Fee(TMC 3.75) Monthly Residential Rate-Single and Multi-Family $5.91 /equivalent dwelling unit 7/1/2019 $646 /equivalent dwelling unit 1/1/2021 $7.68 /equivalent dwelling unit 1/1/2021 Monthly Non-Residential Rate $5.91 /equivalent dwelling unit 1&3 7/1/2019 $646 / equivalent dwelling unit 1&3 1/1/2021 $7.68 /equivalent dwelling unit 1&3 1/1/2021 Reduction for Qualified Low Income Single Family 50% 4/1/2016 Notes: 1 Commercial EDU Calculation(rounded to nearest whole EDU): (Billed Parking Stalls from Street Maintenance Fee*0.76 Jobs Per Stall)/15 EDU Factor =EDUs 2 Industrial EDU Calculation(rounded to nearest whole EDU): (Billed Parking Stalls from Street Maintenance Fee* 1.19 Jobs Per Stall)/15 EDU Factor =EDUs Calculation of the annual Park Maintenance Fee Index(from FCS Group report"Tigard Parks Maintenance Fee: Report to Council for January 12,2016 Public Hearing" Cost Center Annual Rate Weight Personnel 4.80% 0.60 Services/Utilities 3.00% 0.25 Materials/Internal Services 4.20% 0.15 Annual Index(Weighted Average) 4.26% TMC 3.75.050.D authorizes the establishment of a program to reduce the Park Maintenance Fee for low income individuals responsible for paying the utility bill. The reduction will last for 12 billing cycles after which the fee reduction will end or the responsible party can reapply To Qualify for the reduction,the responsible party: 1 Must be the individual(s)on the utility bill 2 Provide documented proof of income such as most recent tax statement or W-2. 3 Have an income at,or below,50%of the Median Income for Oregon as set by the US Department of Housing and Urban Development(HUD). Page 1 De•artment Revenue Source Fee or Char...e Effective Dat PUBLIC WORKS-UTILITIES Booster Pump Charge Meter Size(diameter inches) 5/8 x 3/4 $5.15 /monthly 1/1/2015 3/4 x 3/4 $7.42 /monthly 1/1/2015 1 $13.72 /monthly 1/1/2015 1.5 $41.16 /monthly 1/1/2015 2 $66.82 /monthly 1/1/2015 3 $117.83 /monthly 1/1/2015 4 $241.65 /monthly 1/1/2015 6 $257.23 /monthly 1/1/2015 8 $411.57 /monthly 1/1/2015 10 $804.11 /monthly 1/1/2015 12 $1,157.91 /monthly 1/1/2015 Customer Charge (Basic fee chaged to customers to have the City deliver water.) Meter Size(diameter inches) 5/8 x 3/4 $29.36 /monthly 1/1/2019 $30.31 /monthly 1/1/2021 3/4 x 3/4 $42.29 /monthly 1/1/2019 $43.66 /monthly 1/1/2021 1 $65.86 /monthly 1/1/2019 $68.00 /monthly 1/1/2021 1.5 $173.93 /monthly 1/1/2019 $179.58 /monthly 1/1/2021 2 $282.20 /monthly 1/1/2019 $291.37 /monthly 1/1/2021 3 $555.47 /monthly 1/1/2019 $573.52 /monthly 1/1/2021 Page 2 Department Revenue Source Fee or Charge Effective Date 4 $1,055.13 /monthly 1/1/2019 $1,089.42 /monthly 1/1/2021 6 $1,183.07 /monthly 1/1/2019 $1,221.52 /monthly 1/1/2021 8 $1,847.73 /monthly 1/1/2019 $1,907.78 /monthly 1/1/2021 10 $3,409.51 /monthly 1/1/2019 $3,520.32 /monthly 1/1/2021 12 $4,824.23 /monthly 1/1/2019 $4,981.02 /monthly 1/1/2021 Final Notification Process Fee $10.00 /per instance 10/19/2016 Fire Hydrant Flow Test $400.00 /test 7/1/2018 Fire Hydrant Usage-Temporary 3"hydrant meter deposit* $650.00 9/1/2002 *Deposit is refundable if returned in good condition Hook-up service $50.00 2/27/2001 Continued use $50.00 /month 2/27/2001 Consumption Current irrigation water usage rate 9/1/2002 per 100 cubic feet of water used Fire Rates(Sprinklers) 6"or smaller $19.93 /month 7/1/2019 $20.58 /month 1/1/2021 8"or larger $26.36 /month 7/1/2019 $27.22 /month 1/1/2021 Fire Service Connection $1,700 /+ 12%fee based on construction costs. 7/1/2019 $1,717 /+ 12%fee based on construction costs. 1/1/2021 Meter Disconnection Actual labor and material costs+ 10% 9/1/2002 Page 3 Department Revenue Source Fee or Charge Effective Data Meter Installation Fees 5/8"x 3/4"Meter $405.00 7/1/2018 3/4"x 3/4"Meter $463.00 7/1/2018 1"Meter $636.00 7/1/2018 1 1/2"Meter $983.00 7/1/2018 2"Meter $1,272.00 7/1/2018 3"or more Meter Actual labor&materials+ 10% 9/1/2011 Meter Out-of-Order Test Meter calibration cost+actual labor 9/1/2002 and material costs+ 10% Sanitary Sewer Service(Fee set by Clean Water Services) (City receives 20%of fees collected) Base Charge $31.61 /dwelling unit/month 7/1/2019 Use Charge $2.09 /100 cubic feet/month for 7/1/2019 individual customer winter average Tigard Sewer Surcharge $2.42 /dwelling unit/month 1/1/2021 Service Installation Fees Single Trench-Single Residential Service $3,815.00 includes labor&materials 7/1/2018 1 1/2"Meter and greater Actual labor and material costs+ 10% 10/1/2011 Storm and Surface Water(Fee set by Clean Water Services) (City retains 75%of Service Charge fees collected) (City retains 100%of its Surcharge fees collected) Service Charge $9.25 /ESU/month 7/1/2019 Tigard Stormwater Surcharge $5.50 /ESU/month 1/1/2021 Water After Hours Emergency Turn On Service* $65.00 7/1/2017 *Service Hours Outside of Monday through Friday 8:00 am-5:00 pm Water Bacteriological Quality Testing Cost per test $80.00 7/1/2018 Water Disconnection Charge for Non-payment During business hours $50.00 2/27/2001 Water Line Construction-New Development 12%of Actual Cost 2/27/2001 Water Main Extension Designed and installed by others 12%of Actual Cost 9/1/2002 Page 4 De•artment Revenue Source Fee or Char a Effective Dat Water Usage Charges Residential Tier 1 $3.80 /100 cubic feet of water 1/1/2019 Tier 2 $5.54 /100 cubic feet of water 1/1/2019 Tier 3 $6.34 /100 cubic feet of water 1/1/2019 Tier 1 $3.92 /100 cubic feet of water 1/1/2021 Tier 2 $5.72 /100 cubic feet of water 1/1/2021 Tier 3 $6.55 /100 cubic feet of water 1/1/2021 Multi-Family Tier 1 $3.16 /100 cubic feet of water 1/1/2019 Tier 2 $4.62 /100 cubic feet of water 1/1/2019 Tier 3 $5.29 /100 cubic feet of water 1/1/2019 Tier 1 $3.26 /100 cubic feet of water 1/1/2021 Tier 2 $4.77 /100 cubic feet of water 1/1/2021 Tier 3 $5.46 /100 cubic feet of water 1/1/2021 Commercial Tier 1 $4.32 /100 cubic feet of water 1/1/2019 Tier 2 $6.30 /100 cubic feet of water 1/1/2019 Tier 3 $7.20 /100 cubic feet of water 1/1/2019 Tier 1 $4.46 /100 cubic feet of water 1/1/2021 Tier 2 $6.50 /100 cubic feet of water 1/1/2021 Tier 3 $7.43 /100 cubic feet of water 1/1/2021 Industrial Uniform Rate $6.01 /monthly 1/1/2019 $6.21 /monthly 1/1/2021 Irrigation Uniform Rate $8.53 /monthly 1/1/2019 $8.81 /monthly 1/1/2021 Tiered Rate Structure Thresholds(100 cubic feet of water) Meter Size 5/8 x 3/4 Tier 1 6 ccf Tier 2 15 ccf Tier 3 over 15 ccf Page 5 Department Revenue Source Fee or Charge Effective Datj 3/4 x 3/4 Tier 1 9 ccf Tier 2 22 ccf Tier 3 over 22 ccf 1 Tier 1 16 ccf Tier 2 40 ccf Tier 3 over 40 ccf 1.5 Tier 1 48 ccf Tier 2 120 ccf Tier 3 over 120 ccf 2 Tier 1 78 ccf Tier 2 195 ccf Tier 3 over 195 ccf 3 Tier 1 137 ccf Tier 2 344 ccf Tier 3 over 344 ccf 4 Tier 1 282 ccf Tier 2 705 ccf Tier 3 over 705 ccf 6 Tier 1 300 ccf Tier 2 750 ccf Tier 3 over 750 ccf 8 Tier 1 480 ccf Tier 2 1,200 ccf Tier 3 over 1,200 ccf 10 Tier 1 938 ccf Tier 2 2,345 ccf Tier 3 over 2,345 ccf 12 Tier 1 1,350 ccf Tier 2 3,376 ccf Tier 3 over 3,376 ccf Page 6 De•artment Revenue Source Fee or Char a Effective Da Street Maintenance Fee(TMC 15.20) Monthly Residential Rate-Single and Multi-Family $6.83 /unit 1/1/2019 $7.30 /unit 1/1/2021 Monthly Non-Residential Rate $2.24 /per min required parking space 1/1/2019 $2.39 /per min required parking space 1/1/2021 Staff Review No Charge City Council Written Appeal Filing Fee $300.00 Tigard Transportation Utility Fee(River Terrace) $5.00 /month 10/1/2016 Meter Maintenance Fee(TMC 12.01) $50.00 per required service 7/1/2018 Page 7 Alternate Schedule Scenarios- Staff was asked to present alternative schedules for the rate increases and what they would mean to the funds. Those alternative schedules are as follows: Current Schedule (January 1, 2021) -The scheduled mid-year rate increase assumes a return to normally scheduled rate increases in FY 2022, starting July 1, 2021. Typical New Residential Line Item Residential Bill Rate Increase ($) Increase (%) Bill Water $52.16 $1.67 3.25% $53.83 Booster Charge $5.15 $0.00 0.00% $5.15 Sanitary Surcharge $2.37 $0.05 2.00% $2.42 CWS Sanitary Rate $44.15 $0.00 0.00% $44.15 Tigard Surcharge $2.00 $3.50 175% $5.50 CWS Rate $9.25 $0.00 0.00% $9.25 SMF $6.83 $0.47 6.95% $7.30 PARF $5.91 $0.25 4.26% $6.16 PARF Increase $0.00 $1.52 24.68% $7.68 Total Bill $127.82 $5.94 4.65% $133.76 Bill + PARF Increase $127.82 $7.46 5.84% $135.28 Revenue Loss in Cumulative 6-yr Long Term Fund FY 2021 Impact Fund Outlook Water ($180,000) ($180,000) S Sanitary Sewer ($96,000) ($623,500) 0 Stormwater ($1,019,000) ($1,866,700) S Street Maintenance ($103,000) ($103,000) 0 Parks& Rec ($37,000) ($37,000) 19 Parks&Rec $189,850 $3,132,000 1. 1 Total ($1,435,000) ($2,810,200) Total +PARF Increase ($1,208,150) $358,800 Full Year Delay (July 1, 2021) -Without changing rates to make up for the year of delays,it would effectively push all rate increases back one-year Typical New Residential Line Item Residential Bill Rate Increase($) Increase(%) Bill Water $52.16 $1.67 3.25% $53.83 Booster Charge $5.15 $0.00 0.00% $5.15 Sanitary Surcharge $2.37 $0.05 2.00% $2.42 CWS Sanitary Rate $44.15 $0.00 0.00% $44.15 Tigard Surcharge $2.00 $3.50 175% $5.50 CWS Rate $9.25 $0.00 0.00% $9.25 SMF $6.83 $0.47 6.95% $7.30 PARF $5.91 $0.25 4.26% $6.16 PARF Increase $0.00 $1.52 24.68% $7.68 Total Bill $127.82 $5.94 4.65% $133.76 Bill + PARF Increase $127.82 $7.46 5.84% $135.28 Revenue Loss in Cumulative 6-yr Long Term Fund FY 2021 Impact Fund Outlook Water ($364,000) ($1,825,000) Sanitary Sewer ($111,000) ($722,000) C Stormwater ($1,650,000) ($2,508,000) S Street Maintenance ($206,000) ($1,381,000) S Parks& Rec ($74,000) ($448,000) Parks&Rec ($74,000) $2,219,100 ( .1 Total ($2,405,000) ($6,884,000) Total +PARF Increase ($2,405,000) ($4,216,900) 4 Full Year Delay w/ Combination Rate to Offset (July 1, 2021 (FY 2021 Increases + Estimated FY 2022 Increases) -Rates would include the FY 2021 rate increases that have currently been postponed to January 1, 2021 as well as the estimated rates that would be scheduled for FY 22. Typical New Residential Line Item Residential Bill Rate Increase($) Increase (%) Bill Water $52.16 $3.44 6.60% $55.60 Booster Charge $5.15 $0.00 0.00% $5.15 Sanitary Surcharge $2.37 $0.10 4.00% $2.47 CWS Sanitary Rate $44.15 $1.32 3.00% $45.47 Tigard Surcharge* $2.00 $3.50 175% $5.50 CWS Rate $9.25 $0.25 2.70% $9.50 SMF $6.83 $0.98 14.35% $7.81 PARF $5.91 $0.51 8.67% $6.42 PARF Increase $0.00 $1.52 23.67% $7.94 Total Bill $127.82 $10.11 $2.14 $137.93 Bill + PARF Increase $127.82 $11.63 9.10% $139.45 Revenue Loss in Cumulative 6-yr Long Term Fund FY 2021 Impact Fund Outlook Water ($364,000) $0 Sanitary Sewer ($111,000) ($524,900) 0 Stormwater ($1,650,000) ($2,508,000) 1111 Street Maintenance ($206,000) $0 Parks&Rec ($74,000) $0 Parks&Rec ($74,000) $2,734,300 0 Total ($2,405,000) ($3,032,900) Total +PARF Increase ($2,405,000) ($298,600) Monthly Impact of Delaying an Increase -These numbers indicate lost revenue in FY 21 from delaying rates, broken down by month. If Council were to choose to defer rates to a month later than January 2021,without making an adjustment to future rate increases, this would be the impact. Revenue Loss in Long Term Fund FY 2021 Forecast Outlook Water $30,400 0 Sanitary Sewer $2,500 Stormwater $125,000 0 Parks &Rec $3,100 0 Street Maintenance $17,100 0 $178,100 City of Tigard January 2021 Rate Increases COMMUNICATIONS PLAN Updated 10/20/2020 Purpose The City of Tigard is aligning communications around rate increases with communications about the services being provided for their five utility service areas—Water, Sewer, Stormwater, Parks& Recreation, and Street Maintenance—to ensure customers better understand where their money is going. The goal of this communications plan is to communicate honestly with customers about the value of their service and reinforce the trust the public has placed in the City. All five service areas have rates/fees that will increase effective January 1, 2021. This Plan lays out the strategy for communicating about these rate increases, while furthering the City's goal of linking fees with service in the minds of customers. Tigard services benefit three distinct groups of customers, who will be affected differently by the increases.This adds a layer of complexity to all rate communications and care should be taken to note which rates affect Tigard Water customers and which affect City of Tigard residents Customers who Customers who receive Tigard live in the water service City of Tigard •Water rate increases •Sewer rate increase •Sewer rate increase •Stormwater rate increases •Stormwater rate increases •Street maintenance fee increase •Street maintenance fee increase •Water rate increases •Parks and •Parks and Recreations Recreations rate increase rate increase Communications for Tigard's utilities must address three different customer sets. City of Tigard January 2021 Rate Increases 1 Communications Plan Guiding Principles/Priorities • Make communications clear, honest, and reflecting the expertise of the Public Works Department. • Express empathy and understanding about the current state of the economy and offer resources for those who cannot afford their service bills. • Encourage residents in need to apply for aid through the Tigard AID Program. • Link all communications around fees to the service being provided and/or improved. • Normalize this as an annual process. Communicate that incremental rate increases are standard. • Employ multiple communications channels to ensure everyone "gets the word". This is especially critical for customers who pay online or via Autopay. • Note carefully which rates apply to which customer group. • Encourage conservation as an effective cost savings technique. Key Messages by Service Water Water rates are rising to fund maintenance of critical infrastructure. Costs are rising due to inflation and the need for replacements and upgrades to our aging system Our primary goal and mandate is to maintain high-quality drinking water and a resilient system of delivery to every customer. The "water" portion of utility bills is based on consumption; using less water reduces customer bills. Sewer Sewer rates are rising to fund operations and maintenance and preserve the quality of our rivers and streams. Rates cover costs to ensure that sewage is safely piped to the Clean Water Services Durham Wastewater Treatment facility, and to cover costs for the treatment of that sewage so that only clean water is discharged to the Tualatin River. Increased sewer rates reflect costs of inflation and system replacements and upgrades needed to maintain healthy living in Tigard. Stormwater Stormwater fees go towards promoting healthy creeks, addressing erosion issues, keeping streets and pipes clean, and preventing flooding in Tigard neighborhoods. From the increase in fees,you can expect to see more stormwater projects including: ■ stream rehabilitations to protect critical infrastructure and improve greenways; ■ Pipe and culvert maintenance; and City of Tigard January 2021 Rate Increases 2 Communications Plan ■ Construction projects improving stormwater detention and ponds. Street Fees Street maintenance fees keep Tigard's roads open for business.The street fees go toward maintenance of existing roadways and rights-of-way within Tigard. The fee increases annually to keep up with inflation and ensure targets are met for overall pavement condition.Targets are set to ensure roads are maintained at a cost-efficient level. Parks and Recreation 0 The Parks and Recreation fee pays for a portion of the costs of park maintenance and recreation services. Fees are increasing to cover costs of maintaining a growing park system that also has a backlog of maintenance needs.A small portion of the increase will also support a growing recreation program to meet customer demand in our growing community. Now, more than ever, it's important to have safe and cared for outdoor spaces in our community. Messaging Examples. "As part of our annual rate cycle, water rates will rise by$1.67 for the typical Tigard Water customer starting on January 1, 2021. This increase will go toward maintaining our infrastructure and protecting our water supply for future generations" Inflation and needs of an aging distribution system are drivers of the increase. "Customers can save money by conserving water. The monthly consumption is shown on your statement in (location). Some customers use only half as much water as a typical household." "To maintain the sewers and preserve the streams in Tigard, the Tigard portion of the sewer fee will rise by$0.05. This fee increase will help pay for critical infrastructure and keep our city streams healthy. "In order to maintain healthy streams and prevent flooding in Tigard neighborhoods, residential storm water fees will rise by$3.50 per month on January 1, 2021. This will go toward implementing the Storm water Master Plan adopted by Tigard City Council in 2018. For more information on how storm water projects may affect your neighborhood please visit us at https://www.tigard- or.gov/city hall/wastewater storm.php. " "On January 1, the street maintenance fee will increase$0.47 for residential customers. These funds contribute to the upkeep of Tigard roads. The increase accounts for inflation; the fee is designed to keep Tigard streets in a cost effectively sustainable condition. Thank you for your support! Now, more than ever, it's important to have safe and accessible outdoor spaces available in our community. To help maintain our City parks the Parks and Recreation fee will increase from$5.91 to City of Tigard January 2021 Rate Increases 3 Communications Plan $6.16 on January 1. This rate increase will let us do more proactive maintenance, continue our growing recreation program and take care of our natural areas. COVID-19 Messaging Top Message: COVID-19 is having a vast impact on Tigard residents.As your City government we understand and empathize with the challenges faced by households in our community. We are assessing all options, and there are steps we are taking, but there are some realities we cannot change. What we can do • The City of Tigard will continue to operate 24/7 with essential staff on-site to provide City services to your homes and the community—more important than ever in a health emergency. • Steps are being taken to accommodate customers experiencing financial difficulties. Effective March 16, 2020 all late fees have been waived through the emergency and there is a moratorium on all water system shut-offs for non-payment. • The Tigard AID program provides relief from City fees and charges for those in need due to COVID-19. Please visit our website to learn more and apply for aid: https://www.tigard- or.gov/aid/index.php What we cannot do • City rates and fees pay for critical City infrastructure and services. Rates are established to pay for the cost of the programs they support. These costs have not changed since the COVID-19 crisis began and rates and fees cannot be reduced. • Since the costs are fixed, if a customer doesn't pay the balance then it must be paid by other customers. • Our rates and fees fund the costs of services and debt payments. If Tigard lowers its rates,then the City risks defaulting on its loans or being unable to make future debt payments. City of Tigard January 2021 Rate Increases 4 Communications Plan Messaging by City Service What we can do What we cannot do Critical maintenance continues. We ask Water rate increases fund necessary residents that see workers in their maintenance to the water system and are community to maintain 6' of distance for required to protect public health.This everyone's safety. maintenance cannot be delayed, and planned rate increases are necessary to Water If you are struggling to pay your bill you fund this important work. may qualify for emergency assistance. Please visit the Tigard AID Program website to learn more: www.tigard- or.gov/aid Critical maintenance continues. We ask Stormwater rate increases fund residents that see workers in their necessary maintenance to the community to maintain 6' of distance for stormwater collection system and are everyone's safety. required to protect Tigard's waterways. This maintenance cannot be delayed, and If you are struggling to pay your bill you planned rate increases are necessary to may qualify for emergency assistance. fund this important work. Sewer and Please visit the Tigard AID Program Stormwater website to learn more: www.tigard- Sewer rate increases fund necessary or.gov/aid maintenance to the sanitary sewer system and are required to protect community health.This maintenance cannot be delayed, and planned rate increases are necessary to fund this important work. Parks remain open to the public and we To prevent the transmission of the urge social distancing of at least 6' at all COVID-19 virus,full contact sports are times as recommended by the CDC. not allowed. Group shelter reservations were closed for the entire 2020 season. Minimal and non-contact sports including Parks and but not limited to baseball, soccer, Parks & Recreation fee increases fund Recreation volleyball, tennis, and pickleball are needed maintenance in Tigard Parks. allowed along with modified recreation activities. If you are struggling to pay your bill you may qualify for emergency assistance. City of Tigard January 2021 Rate Increases 5 Communications Plan Please visit the Tigard AID Program website to learn more: www.tigard- or.gov/aid The streets of Tigard remain open and The Street Maintenance fee increase critical maintenance continues. We ask funds the necessary maintenance to the residents that see workers in their streets and right-of-ways of Tigard.This community to maintain 6' of distance for work is especially critical now for first everyone's safety. responders and essential businesses to Street stay open. It cannot be delayed, and Maintenance If you are struggling to pay your bill you planned fee increases are necessary to may qualify for emergency assistance. fund this important work. Please visit the Tigard AID Program website to learn more: www.tigard- or.gov/aid City of Tigard January 2021 Rate Increases 6 Communications Plan Communications Activities Mailed Cityscape—Send a hard copy version of the Cityscape focused on accessing city services,the utility rate increases, and COVID-19 support programs. Email Newsletters—In addition to the email version of Cityscape, include in department specific newsletters: Economic Development—Focus on the impact to commercial customers. Parks& Rec—Focus on the needs in Parks Maintenance. Bill inserts—Include bill insert notifying customers of upcoming rate increases and the benefits they receive from City services. Prominently note whether the rate increase will affect a Tigard water customer or a Tigard City resident. Include information on the Tigard AID Program. PDF Flyer—Repurpose the bill insert for sharing with city partners for inclusion in their respective newsletters.This includes the Tigard Chamber of Commerce, Community Roundtable participants, and the Tigard-Tualatin School District.This will include information on the Tigard AID Program. Distribute hard copies to the list of minority-owned businesses for posting, and Packed with Pride. Know H2O article—Include an article in the last Know H2O before the rate increase takes effect that lays out how the successes of Tigard's Water utility in the last year and improvements that will be funded by the next year's rate increase. Include information on the Tigard AID Program. Website updates—Update the website to reflect this year's increases. As part of larger plan, restructure the website so information on fees and services are on the same page. Include information on the Tigard AID Program. Online Bill Pay—Update the utility billing online bill pay portal to include notice of the rate increases.This will include an image on the main login page, customer dashboard, and as an attachment to the online bill. Sample message: "Rate Increase Delay Set to End: City service fees will be increasing on January 1, after being delayed for six months. For more information go to www.tigard-or.gov/ub. If you need help to pay your bill, please visit our Tigard AID Program website to learn more about assistance that may be available to you: www.tigard-or.gov/aid" Water Rate Calculator—Update the calculator tool to reflect the 2021 rate increase in water. Tigard Life Ad—Include messaging related to the rate increases in the January 2021 Tigard Life advertisement. Live Fireside Chat with the Mayor—Focus the December 3 Fireside Chat with Mayor Snider on COVID support programs, the rate increases, and projects that will be funded by the rate increases. City of Tigard January 2021 Rate Increases 7 Communications Plan Spark Council Live Events—Follow up from the Fireside Chat Podcasts—Talking Tigard and En Contacto podcasts will focus on the service expansion in Stormwater and Parks Maintenance. Interview subjects will include Public Works employees. Donation Program—Consider developing a donation program to assist with rate relief. City of Tigard January 2021 Rate Increases 8 Communications Plan Communications Calendar October Draft communications materials Draft collateral and send to send to Design & Communications (ex. mailed Cityscape, bill insert, web and social media images) November Develop communications materials Update website with new rates and day they take effect Update water rate calculator Submit Cityscape for printing and mailing by 11/13 Draft Know H2O article December Roll-out bill inserts and online notifications Send out mailed Cityscape and bill inserts Submit Tigard Life Ad Fireside Chat with Mayor Snider Email Newsletters Share PDF Flyer for distribution by partners Podcasts January 1, 2021 New rates go into effect Prepare and distribute FAQ sheet to customer service and billing staff Email Newsletters Release Know H2O with article on rate increases February Customers receive first monthly bills reflecting rate increases Prepare for higher than usual number of calls about rate increase and Tigard AID Program City of Tigard January 2021 Rate Increases 9 Communications Plan CITY OF TIGARD !NI 3 4 TIGARD FY 2020-21 PROPOSED BUDGET Issue Paper: New and Oncoming Parks Maintenance Needs Staff Lead: Brian Rager and Joe Barrett Impacted Department(s): Public Works 1. Issue Description What is the issue? Why is it an issue? Who is impacted? What is currently been done? The city continues to purchase, acquire, and develop new park properties, and private developers are constructing new parks that will be added to the city's inventory. Staff provided the budget committee last year a report that forecasted this growth and requested additional resources to meet the demand. That request was not fulfilled. Given the predicted growth has occurred, additional personnel and equipment are needed to address the additional maintenance workload. The following are new or improved properties that will substantially increase the maintenance workload: • River Terrace parks that will be turned over to the city at the end of FY 2020, • Rotary Plaza and Tigard Street Trail (completed during 4th quarter FY 2020), • Universal Plaza (likely to begin construction in FY 2021), • Taking over maintenance of the Lasich property (beginning FY 2021), • Fanno Creek Trail (4 sections starting FY 2021), and • Fanno Creek Overlook (construction likely to begin in FY 2022) The personnel in the decision package in the proposed budget are requested to meet this growing infrastructure of the parks system. If these additional personnel are not added to address the growing workload, there will be a deterioration of quality throughout the entire system,including existing and new assets. This problem will grow quickly as more elaborate parks in the city center and River Terrace continue to be added and require a higher level of service. The new parks assets and needed additional staff will also require more than a single supervisor. The current supervisor directly oversees more than 23 staff(10 FTE and 12 or more seasonal employees) during the summer months and over 560 acres of property. The personnel additions, vehicles, and additional materials and supplies that will be required to take on the development and addition of new parks include: • 1.00 FTE—Parks/Grounds Supervisor • 2.00 FTE—Utility Worker II • Additional Seasonal Worker • 1 Crew Vehicle • 1 Riding Mower • 1 Trailer • Increased water bills, electrical, fertilizer, seed,plantings, etc. 2. Five Key Facts Up to five bullet points. Include specific numbers,percentage, data, etc. • Park additions that are coming on board or planned include: o River Terrace Neighborhood Parks (Orchard, Sabrina,Emilia Parks to be turned over late FY 2020), o The Rotary Plaza and the Tigard Street Trail construction (completed during 4th quarter FY 2020), o Universal Plaza (under design,likely to begin construction in FY 2021), o Assume maintenance of the Lasich property (FY 2021), o Fanno Creek Trail (4 sections starting FY 2021), and o Fanno Creek Overlook (construction likely to begin in FY 2021) • The city spends $4,507 per acre per year to maintain the current park land. The national average is $8,296 per acre per year in maintenance. The addition of these parks will add just over 37 additional acres to the city's park land totals lowering the spend per acre to $4,225 per year. With no additional funding and staffing, the city will continue to spread already thin maintenance dollars over even more park land. • Not all parks are developed equally... some require higher levels of maintenance than others. A few of the newer parks coming on board, Universal Plaza,Rotary Plaza, and the parks in River Terrace in particular, are higher-maintenance level parks. Without these additional positions, the ability of staff to sustain current maintenance levels will be impossible due to the higher level of service needs at these new assets. This will lead to very difficult decisions on lower parks standards either across the board or in targeted locations. • The span of control of the city's only Parks and Grounds Supervisor in unsustainable. Currently, the position has 23 or more positions reporting to it in the summer and roughly 560 acres to oversee. The addition of a second Supervisor position is sorely needed and long overdue. • In order to cover the costs (roughly$453,681) the city has two identified sources: o Raise the Park and Recreation Fee (PARF) —in order to raise the needed funds, the increase to the PARF would be $1.52/EDU. This would create a total PARF of $7.43/EDU. This would result in an overall bill increase of 1.35% to the average customer (based on an average bill of$112.50). o Increase the Transfer from the General Fund to cover the costs. In FY 2020 the General Funds Transfer to the Parks Utility Fund was $2,120,000. The General Fund could increase it transfer to the Parks Utility Fund by the $453,681 to cover these new costs. This would be roughly a 21.40%increase in the General Funds transfer. 3. Fiscal Impact Provide cost, one-time expenses, ongoing expenses, funds impacted 270000045110 453,681.00 Park and Recreation Fee Or 270000049100 Total Revenue 453,681.00 2706150-51001 75,291.00 Parks/Grounds Supervisor—Salaries Management 2706150-51002 108,456.00 Utility Worker II—Salaries General 2706150-51005 30,000.00 Seasonals— Part Time -Temporary 2706150-52001 75.00 Parks/Grounds Supervisor - Unemployment 2706150-52001 108.00 Utility Worker II - Unemployment 2706150-52002 193.00 Parks/Grounds Supervisor—Worker's Compensation 2706150-52002 3,796.00 Utility Worker II—Worker's Compensation 2706150-52003 5,760.00 Parks/Grounds Supervisor—Social Security/Medicare 2706150-52003 8,296.00 Utility Worker II—Social Security/Medicare 2706150-52004 560.00 Parks/Grounds Supervisor—Tri-Met Tax 2706150-52004 806.00 Utility Worker II—Tri-Met Tax 2706150-52005 10,541.00 Parks/Grounds Supervisor - Retirement 2706150-52005 10,846.00 Utility Worker II— Retirement 2706150-52007 1,800.00 VEBA-Utility Worker II -VEBA 2706150-52007 600.00 Parks/Grounds Supervisor -VEBA 2706150-52008 404.00 Utility Worker II— Life Ins/ADD/LTD 2706150-52008 549.00 Parks/Grounds Supervisor— Life Ins/ADD/LTD 2706150-52010 18,000.00 Parks/Grounds Supervisor— Medical/Dental 2706150-52010 36,000.00 Utility Worker II— Medical/Dental 2706150-53002 3,000.00 Small Tools/Equipment 2706150-54105 15,000.00 R&M Grounds 2706150-54201 12,000.00 Electrical 2706150-54202 50,000.00 Water 2706150-54205 1,500.00 New Cell Phones 2706150-54303 1,200.00 Training (2 x $600) Utility Worker II Clothing/Boot Allowance (2 x$200 and 2 x $250) 2706150-54311 900.00 Special Department Expense 2706150-56003 40,000.00 Vehicle for New Crew 2706150-56006 8,000.00 Mower 2706150-56006 10,000.00 Trailer Total Expense 453,681.00 4. Other Relevant Information (Optional) Include other information that the Budget Committee needs to know. The addition of personnel is an ongoing cost that will become an annual cost to the park maintenance budget. The vehicle and equipment are one-time costs with rotating replacement costs. The addition of new parks and park maintenance is essential to the livability of Tigard, and the improved values of private properties and businesses in Tigard. Parks are gathering places, and places where recreation and events of all types can occur which help make living in Tigard more desirable. The additional costs can be covered by the PARF or they may be an additional expense to the general fund. Some costs can be recovered by events and programs that use the parks, though the amount will likely be only a fraction of the cost to maintain the facilities. If not approved, the deferred maintenance of the parks will increase, and the facilities will become less of an asset and more of a liability. Dissatisfaction with poorly kept properties will lead to more complaints and less trust in our city government's ability to adequately care for the assets it owns. II : MEMORANDUM T[GARD TO: Members of the Budget Committee Marty Wine, City Manager Toby LaFrance, Finance and Information Services Director FROM: Brian Rager,Public Works Director RE: New and Oncoming Parks Maintenance Needs—Phased Approach DATE: May 19,2020 The Budget Committee asked for additional details about the maintenance needs for new and oncoming parks. In the memo, staff has outlined: • When the city takes ownership of new park acreage; • A phased approach for hiring staff to maintain new park acreage; • An option to use Parks Utility Fund reserves and defer a Park and Recreation Fee increase to a later date. ANTICIPATED SCHEDULE FOR NEW PARK ACREAGE Below is a breakdown of parks that are the city's responsibility or will become the city's responsibility within the next year.We've also highlighted the parks that are slated to come onboard in future fiscal years: Parks Currently Maintained by the City or Will Be Within a Year (36 total acres) River Terrace Parks, 4 acres, maintenance begins July 1, 2020. The oncoming River Terrace parks are Level 1 parks and will require the highest level of maintenance. Without the new positions, these parks are likely to slip into a lower maintenance level. Staff is concerned that residents of River Terrace will be unhappy if those parks decline in condition. Rotary Plaza and Tigard Street Trail, 4 acres, maintenance begins July 1,2020. The new plaza and trail will open at the end of this current fiscal year and will require Level 1 maintenance service. Lasich Property, 28 acres, currently under modified maintenance. The city currently maintains seven acres of the site. The remaining land is maintained by a county contractor that is using the space for construction project staging. The city will assume full responsibility for the site, all 28 acres, on or around April 1, 2021. Maintenance includes mowing (in part to prevent wild land fires), invasive species removal, tree and shrub pruning, and building maintenance (one shop, two barns, two mobile homes). The work is roughly equal to a Level 2 park. Parks Forecasted for City Maintenance After FY 21 Universal Plaza, 1 acre, construction begins during the 2021 fiscal year. This plaza will require the highest level of maintenance especially if a proposed water feature is included. At minimum, this will be a Level 1 park, but it may usher in a new higher level of maintenance service due to the special amenities. Fanno Creek Overlook, construction is likely to begin during fiscal year 2022. This is anticipated to require a Level 2 maintenance service. This could change and become a Level 1 if additional amenities are added to the site. Fanno Creek Trail, 1.25 miles of trail segments, four segments of the trail will be constructed during the 2021 fiscal year. These will require a Level 3 maintenance effort. PHASED APPROACH TO INCREASED STAFFING LEVELS There is a critical need for each of the three requested positions. As mentioned in the issue paper, the city spends $4,507 per acre per year to maintain the current park land. The national average is $8,296 per acre per year. The addition of the oncoming parks will lower the annual expenditure per acre to $4,225 per year without the new positions. Without additional funding and staffing, the current staff(which is stretched thin) will be spread over additional park acreage. In considering a phased approach, staff identified when most of the acres will become the city's maintenance responsibility, along with individual park's maintenance level needs. Most of the additional acres will come on board (and many already are under city maintenance) within the next few months, and most of those parks will require a Level 2 or higher maintenance service. The proposed addition of a second Parks Supervisor is in response to a recommendation in the 2019 performance audit. The audit highlighted concern about the span of control (which is 25 in summer months) for the one Parks Supervisor. Staff concurs with this recommendation. A phase-in of the Park Supervisor position is an option. The department could delay the recruitment and have the position begin no earlier than January 1, 2021 while the two Utility Worker II positions would be hired at the beginning of FY 21. This would allow the FY 21 budget to reflect only half of the position's salary and benefit. Under this approach, the total funding need is lowered to $397,897 during FY 21. This would result in a $1.33 per EDU increase of the Park and Recreation Fee (PARF) on customer's utility bills. USE OF RESERVES Another option for funding the staffing need is to use Parks Utility Fund reserves for FY 21 and raise the Parks and Recreation Fee during the FY 22 budget. Given that the City Council has deferred utility rate increases until January 1, 2021, this proposed option would allow the city to meet the current maintenance needs and hold the Parks and Recreation Fee steady, outside of the indexed increase occurring on January 1,2021, until next fiscal year. If the Budget Committee recommends this option, staff would look to increase the Parks and Recreation Fee on July 1, 2021 to ensure funding for these positions. This option would use approximately $450,000 of Parks Utility Fund reserves during FY 21 to cover the needs. Based on the current information, staff finds that the fund can absorb this amount — in the short term. However, it is not a sustainable model. Staff has calculated that the Parks and Recreation Fee must be raised by $1.37 per EDU on July 1, 2021 (during the FY 22 budget cycle) to sustain the decision. This is lower than the $1.52 in the issue paper due to one-time set up costs being paid by the Park Utility Fund fund balance during FY21. SUMMARY Staff hope this information provides clarity on the maintenance needs for oncoming park acreage and funding options available to the Budget Committee. This memo is based on what we know now. Additional parks may be developed, or parks may be altered that may require a higher level of maintenance service. These proposed funding strategies were created independently of potential other requests of the Parks Utility Fund and the Parks and Recreation Fee. Additional factors, such as the city's needs for new facilities, may impact the fund balance of the Parks Utility Fund or the amount charged for the Parks and Recreation Fee. STAFF RECOMMENDATION Staff recommends the Budget Committee approve the budget package as proposed and use fund balance reserves in the Parks Utility Fund for FY 21. Staff also asks that the Committee recommend the Parks and Recreation Fee is increased an additional $1.37 per EDU on July 1, 2021 to make this decision sustainable. CITY OF TIGARD NI • TIGARD FY 2020-21 ADOPTED BUDGET—SPECIAL SUPPLEMENTAL Issue Paper: Parks Maintenance Needs—Current and Future Parks Land Additions Staff Lead: Brian Rager and Joe Barrett Impacted Department(s): Public Works 1. Issue Description—Long Term Funding for Parks Maintenance Over the past few budget cycles, staff has continued to layout the need for additional resources for parks maintenance. Copies of these issue papers and memos are attached for Budget Committee's review. To quickly recap the need, the city continues to purchase, acquire, and develop new park properties. In addition,private developers are constructing new parks as part of their development that will be added to the city's inventory in near future. As these park lands acres become city assets, the need to maintain them become the responsibility of the Parks Maintenance division. During Fiscal Year 2021, the Parks Maintenance division expects to take on 37 additional acres of maintenance,including: • River Terrace parks that came off developer warranty and became the city's maintenance responsibility, • Rotary Plaza and Tigard Street Trail which were completed and now require maintenance, • The Lasich property which,while owned by the city for a few years,has been maintained by a county contract in exchange for use as a staging area for a road project. The city assumes full maintenance this year as that project wraps up, and • Four sections of the Fanno Creek Trail. To address these additional acres, staff requested three additional FTE in the FY 2021 budget: 1.00 FTE for a Parks /Grounds Supervisor, and 2.00 FTE for Utility Worker IIs. The Budget Committee and the Council approved these positions for Fiscal Year 2021 and directed the use of reserves in the Parks Utility Fund to cover the cost for one year but did not dedicate or recommend additional revenue to form a long term funding solution for the positions. A long-term funding solution is needed in order to provide stability for these and future staff resources. From a staff perspective, that funding solution would come either from an increase in the Parks and Recreation Fee (PARF) or from an increase in contributions from the General Fund. Without additional revenue, the positions that staff is currently recruiting will not have funding come July 1, 2021. 2. History of the Parks and Recreation Utility Fee (PARF) The Parks and Recreation Fee (PARF) was approved by Tigard City Council on February 9, 2016, following a community conversation about declining general fund revenues and a concern for declining park conditions. The PARF revenue is critical to the health and maintenance of our parks as property tax revenues (in the General Fund) and all the pressures and needs put on them are not enough to cover all costs related to parks maintenance and recreation. The city's property tax revenue covers core services like police,library, community building and parks. When the city council adopted the PARF, they were able to shift some property tax revenue away from Parks & Recreation in order to fund some modest enhancements to other General Fund supported services. In order to reduce the amount of the PARF that is charged to Tigard citizens, the General Fund continues to cover approximately$2.2 million of the Parks &Recreation. The stated purpose of the PARF is: "to charge for the service the city provides in maintaining public parks and to ensure that maintenance occurs in a timely fashion, thereby reducing increased costs that result when maintenance is deferred"(Tigard Municipal Code 3.75.010). As more acres are added to the city's parks land inventory this stated goal becomes increasingly difficult without additional resources. As currently budgeted, these resources would come from either an increase in the transfer from the General Fund or from and increase in the PARF. The PARF, as outlined in the city's Master Fees and Charges Schedule (Fiscal Year 2020-21),is currently charged as follows: • Monthly Residential Rate— Single and Multi-Family $5.91/equivalent dwelling unit (EDU) (moves to $6.16 on January 1st)* • Monthly Non-Residential Rate: $5.91/EDU 184 2 (moves to $6.16 on January 1st)* • Reduction for Qualified Low Income Single Family: 50% Notes: 1. Commercial EDU Calculation (rounded to nearest whole EDU): (Billed Parking Stalls from Street Maintenance Fee * 0.76 Jobs Per Stall)/15 EDU Factor = EDUs 2. Industrial EDU Calculation (rounded to nearest whole EDU): (Billed Parking Stalls from Street Maintenance Fee * 1.19 Jobs Per Stall)/15 EDU Factor = EDUs * -Annual growth index applied. Increase was delayed by Council due to Covid-19 pandemic until January 1, 2021. Annual index is 4.26%. 3. Parks Maintenance Core Services The Parks Maintenance division is focused on providing safe and attractive parks and open spaces to residents and visitors. The division shares the city's strategic vision and strives to provide spaces that are inclusive, accessible, and promote outdoor healthy activities to the citizens of Tigard. Through the efforts of a well-planned maintenance program, the division ensures that Tigard's parks and open spaces are maintained in a lean and efficient manner. The division maintains the city's assets to the highest level achievable with the resources that can be afforded. Parks Maintenance is responsible for the following: • Day to day maintenance and operation of the city's 587 acres of parks land, • Maintenance and operation of the turf and sports fields as well as sport courts, • Maintenance and operation of picnic shelters and restrooms, • Ensuring the city's playgrounds are maintained and safe with routine inspections 4. Future Parks Development and Needs of the Division In addition to the new acreage that the Parks Maintenance division assumes responsibility for in Fiscal Year 2021, more acreage and new improvements that will require city maintenance are on the horizon. Emilia Park (1 acre) and Roshak Park (1.5 acres),both in River Terrace,will become the responsibility of the city by the summer of 2022. As many as five additional parks located in River Terrace are also on the city's radar but dates are yet unknown. In total, the River Terrace Master Plan recommends just over 19 acres of parks for that area. These parks will become assets of the city through development, so while no capital dollars were spent by the city to build them, there is a cost for their long-term maintenance. The city is also anticipating an influx of local"share dollars" from Metro for the development of new parks. Projects that have been identified by the city to use these dollars include: • The acquisition of park land in the Tigard Triangle, an underserved area of Tigard. • Steve Street Park—which is in an identified underserved area of Tigard, • Cook Park—Replacement of an aging playground structure, and • Dirksen Nature Park—Installation of a parking lot;installation of an accessible nature play near the ADA parking lot; and construction of a paved trail along Tigard Street. Other parks and open areas also continue to be programmed in the city's capital improvement plan for the next six years. Additional projects identified in the plan include Universal Plaza and Fanno Creek Overlook, both of which may be constructed beginning in Fiscal Year 2022. In addition to all of the aforementioned projects, the city is in the final stages of a new Parks and Rec Master Plan update that will identify further parks to be developed. The Master Plan, along with projects like Steve Street,will refine the parks system with an improving lens on equity and areas of the city that may be lacking in developed parks. The city has precious capital dollars in Parks SDCs and grants that go towards the development of our available parks land and we want to ensure we are spending those dollars in an equitable manner while providing new or upgraded parks to areas of the city where there may not be as many. Impact on Parks Maintenance All of these additional parks and projects will place additional responsibilities on the Parks Maintenance division and will require additional resources to simply ensure maintenance levels remain at current levels. During the Fiscal Year 2021 budget, staff introduced a decision package designed to simply"keep up"with current maintenance levels due to 37 acres being added to the city's inventory. The personnel in the decision were requested to meet the growing infrastructure of the parks system. Without the additional personnel a deterioration of quality throughout the entire system would occur... for both existing and new assets. This problem will grow quickly as more elaborate parks in the city center and River Terrace continue to be added and require a higher level of service. The request was for: • 1.00 FTE—Parks/Grounds Supervisor • 2.00 FTE—Utility Worker II • Additional Seasonal Worker • 1 Crew Vehicle • 1 Riding Mower • 1 Trailer • Increased water bills, electrical, fertilizer, seed,plantings, etc. Prior to these three positions, the city spent roughly 59% of the national average (National Recreation and Parks Association) per acre on park maintenance. The addition of these three positions and their associated materials (together the total dollars is $453,681) moves the city to 66% of the national average. Another way to look at that, even with three new positions, the city is spending only 2/3 of the national average per acre on parks maintenance. This is one of the key metrics the department can point to in order to measure its effectiveness with this very important body of work. Staff is not endeavoring to match the national average,but strongly recommends the City move closer to it than it is right now. It must also be noted that not all parks are developed equally-- some require higher levels of maintenance than others. Several parks currently in the CIP (Universal Plaza, Rotary Plaza, Steve Street) as well as the parks coming on board through the River Terrace development will be classified as Type I parks requiring the highest level of maintenance from the division. Without these additional positions, the ability of staff to sustain current maintenance levels will be impossible due to the higher level of service needs at these new assets. This will lead to very difficult decisions to reduce maintenance levels in lower-classified parks, such as the Type III (open spaces with trails) and Type IV (undeveloped parcels and open spaces) parks. For another option, the division may look to lower the maintenance levels across all park types; that is an operational decision made by the supervisor and manager. In addition to addressing the maintenance needs, a second Parks and Grounds Supervisor was included in the budget request and was added to address a long-standing span of control problem in the division. Currently,the position has 23 or more positions reporting to it in the summer and roughly 587 acres to oversee. The addition of a second Supervisor position is sorely needed and long overdue. In the world of parks maintenance,with crew spread throughout the city, one person overseeing more that 20 staff is an unsustainable model. 5. Long Term Funding for Parks Maintenance Positions Council and the Budget Committee approved the city's request for the three additional parks maintenance positions along with their associated materials and capital outlay needs. However, Council directed staff to utilize reserves for the Fiscal Year 2021 budget and continue long-term funding discussion for those positions. Staff plans to introduce the funding for these positions in the Fiscal Year 2022 budget request unless Council elects to raise the revenue before that. In order to cover the costs of the positions and their associated costs,roughly$453,681, the city has two identified sources: 1) Raise the Park and Recreation Fee (PARF) —in order to raise the needed funds, the increase to the PARF would be $1.52/EDU. This would create a total PARF of$7.43/EDU from current levels (not assuming the index scheduled for January 1st). This would result in an overall utility bill increase of 1.35% to the average customer (based on an average bill of $112.50). 2) Increase the Transfer from the General Fund to cover the costs. In FY 2020 the General Funds Transfer to the Parks Utility Fund was $2,220,000. The General Fund could increase it transfer to the Parks Utility Fund by the $453,681 to cover these new costs. This would be roughly a 20.60%increase in the General Funds transfer. 6. Staff Recommendation Staff recommends the Council and Budget Committee approve a long-term funding strategy for the three positions added during the Fiscal Year 2021 budget. Staff's recommendation is that the Council approve an increase in the Parks and Recreation Fee of$1.52 per EDU to fund these positions for years to come. The addition of new parks and parks improvements and the subsequent required park maintenance is essential to the livability of Tigard, and the improved values of private properties and businesses in Tigard. Parks are gathering places, and places where recreation and events of all types and by everyone can occur which help make living in Tigard more desirable. CITY OF TIGARD Respect and Care I Do the Right Thing I Get it Done lig • TIGARD Long Term Park Maintenance Funding Budget Committee I October 3, 2020 CITY OF TIGARD Meeting Purpose / Carryover from Budget Process -- Discuss Long-term Funding of Park Maintenance / Address questions about park maintenance / Address equity concerns / Confirm support for new FTE / Recommendation to City Council regarding funding CITY OF TIGARD Parks Funding 9-nisam) Pa Prg i5 (-4 t P FCAMIDAT ION FORA PIIIIALTI.CY CO PILIW ITYTO M1Z EOM GIT-'-"(1 \ L.,/ .1. fp ---, sm1 1,,,,,..,ii wn I�f �cir -- E' -- t , .61._ wfrimiiw refs writ 1 . 44 ' J;;:4: 11 . liffe 4 ,,,a-, ) .. ---------„. -z . - ,_ MMR c Lara :.. h I ?faits "at w re—E 11220' 111411(Itilkillillr. T_i r t FI I)rr atwr{�W PARKSQ s PrNt.c C 2000 LIF + 'fli� cot_ i comiuurry mos E tviLorriEto el no4R4+M44L4L %....---------.016._____ Fib—''''epr-.----- i CITY OF TIGARD Parks & Recreation Master Plan Preview Master Plans ask three primary 7 questions: ,. � _ - / What do we have? PLAN TG PLAY / What do we want? Planning the Future of Parks & Recreation / How will we get there? . , TIGARD CITY OF TIGARD What do we want? The future aim of Parks & Recreation is that everyone is within a 10- minute walk (1/2 mile) of a quality park. / Access: The 10-Minute Walk Analysis determined that Approximately one-third (34%) of Tigard's population has to walk more than 10 minutes to reach a developed park. CITY OF T I G A R D (-_ ... . -- Primarily employment I . r-' ' ';1' 1 area;not included in 10-minute walk analysis . l .., 1 IllijOb_a 1 r.i 1 • 1 10 i up . •.. mrr -i • ..., witi ----A-42m' ,.- _ - ., ro,,•1 , ,.......,6, •.. - ----i----3-J ,_ 1-411.1 MIL 1 1 IOW g` likol SIM . & ,, , atIO . .roandEr 4(14: 1111 — 1Y '• Allaifdtir J1011pealft 1 ®1*, toWitliffsingWoilprjb -7, 01 No 1 tr wliqpirr .111r, rIr 7, alb,,. i ,.; ... ...,,„. f__ ,.. i .„ 'N.1 • AO Thar. ..1••...:.r ! ' t....1 lio d5A 7 big •- r: eila..a._rt:----- AtirfrajiL >i •-. _ . ! • -giji.v .1.1111.- e& /411111dit ' 113A,IiLAmill i ....-i- 1;:,: 1 • "in.% ----ill.0 .114IPMrilltrqi ! hi sr 1 tar '7-)' ,--,-----1 lit 1 ), :..._ 11 ... -11,901' L .1 IrMilIP' . r i mji Airr --' il.,' D !b. Air_opr ./.) --1 00--g"'Weiglg 1psh.,,. 1------. MO ev' / INMEggi 11, 7`....-411: Aattit LI , 'I •, , •I Undeveloped portion of .___._...-------- . ,River Terrace is not i .,_11111Fillr'' • L----:-.' IN.Jell --"-: included in this analysis „.."-. 1;1 Primarily employment .. . . :: .. , . \ ill, _.-, area;not included in • l 0-minute walk analysis L:,- • .• ; I . ! J I CITY OF TIGARD What do we have? / Quality: The quality of the park at the end of the 10- minute walk is very important to the experience that Tigard's park users have. / Draft results of the park evaluation report are now available. CITY OF TIGARD Park Quality There are several problems that appear to have waited too long to be corrected and this is impacting the experience and use of parks. _ . , .-,,,....\_,.........-.5.,.. _ ,......, _ .. . ...,_ ......,_ __ ... ... - - . .. . ... Nsti, ---40`1--. ..-.;,, ..., t-,,,,,,,-...- --.1--1,...,,, ,--,-...,,-.... .,- --:,---_,...------: .----- - • -....-1,__, . ---, _,,..;,_77,':.--,S's.jo '.-,:,- ,i.,—ii. .. • 7 .,... .. , .r, ..-,1 CITY OF TIGARD Park Quality The quality of Tigard's parks is limited by the lack of variety in experience for the user. This in turn is limited by the resources necessary to maintain additional features in each park. " , 7 a _ v - i ''4'.. 4'.,.. 'c N. Atl' Arl '141'7"\ -'''' . - ';N-'- -.7"!4.;4:44:',.., 14-1-4i7-4-7'.:- -9,4.-- +e5x f �i *r To ! "°'..sl :-•1 .+P", CITY OF TIGARD Park Quality Many of Tigard's parks lack the basic variety defined in the criteria. Parks that scored "0" in the overall assessment were generally small and have limited uses ,,..,.. „.., r A ,1 .:.;,-,-ft.., 4 I i L'E 1"` _ -- __ u L �„ . 1 ii i I l � ._. 7` A fi a I f 1 t::,...;-.1.1. . , -7-4 � L1 ]ti l .2.lj, '_- ... I/ „A....-'44*”' ■Its -_ _ - 1 m R.. W* NIA - - `Ei ;„,r--k- -- - s ..� .� .. ,tel _'1 ��✓ �� l a 1246 F CITY OF TIGARD Park Quality • Design decisions from the past have locked in appearance issues and maintenance challenges for the long-term. A number of small capital projects may be required to correct them. ` ' i ...16 ?. ,eta ir F;"=-.' :7,------• - '' it -,--`,-,---"--=`'" , 4c '' - 1--1 1 - lic.,-- k • ; ,4 �:: SA ' 14,, xair „ --,-- -',713.:-.,7:--..., -r 05124/20.11 -ter = R D T IG A 0 F CITY I . 1 A note on River Terrace ,. ,_ ..... J..c..—.i ,,... . • , ,'',.' _,_.—_ F.,;e'•'"''' m.,. . ...-----— _... ... 1 '1,14::•!''%' . , . , A .._ •• . . , 't' .''..1:!...,;'4.A',':.:,..,,::. ,,,,,,: .. ,,,,10„, .-, r": .'"-"'•---- _ ------- .',-:',.'.;"..",f' f ,_it. ,.i..,,,, ,,,,,Ei.',-.";„-.1"-11-:6-:-- - - "., - rE5r1111111. Illt. Isis*6, ,,',,.. , i I i . . . A Ilj ME 4 _4 1 . I ' ... 111/ CITY OF TIGARD How will we get there? Long term maintenance resources will be key in helping us to make our services more equitable across the system. This is true whether it is to maintain new parks as they come online or to reinvest in poor quality parks. / Next steps: Comparing the park quality analysis to the demographic data Working with our community to prioritize future projects Staffing recommendations as part of the Master Plan CITY OF TIGARD Why Your Support is Important / This issue continues to grow. / New parks, via master plan and development, will exacerbate the issue. / Future budgets will have requests to address parks maintenance. / A long-term funding solution is needed to implement the future Parks & Recreation Master Plan priorities. CITY OF TIGARD Respect and Care I Do the Right Thing I Get it Done lig • TIGARD Utility Rate Increases Budget Committee I October 3, 2020 CITY OF TIGARD Purpose of This Discussion / Describe impact to each system if rate increases are further delayed / Determine next steps and timeline for a decision CITY OF TIGARD What We Can Do / Continue to provide 24/7 core services to the community / Help customers experiencing the financial impacts of COVID-19 As reviewed under the Tigard AID information CITY OF TIGARD What We Can't Do / We can't do all three at the same time with reduced revenue: Continue to provide exceptional utility services Pay for all planned critical infrastructure improvements Ensure the health of the fund through future years CITY O F TIGARD System Impacts: Street Maintenance Fee Adopted Current Fee Impact: Delay until July 2021 is expected Increase $6.83/Residential to result in an accumulated loss of $1.4 6.88% Unit million over the current 6-year CIP What that means Approximate 10% reduction in annual funding for the PMP. Equates to: Up to 15 miles crack seal 1/4mile arterial or collector overlay .414 Up to 10 miles of slurry y% Kr .. 'yam✓ "C.ry-� ?Y `"-4y��` Pavement Condition Index (PCI) likely Slurry— Greenleaf Terrace to fall below target of 80 out of 100 Half Complete Increased backlog CITY OF TIGARD System Impacts: Stormwater Adopted Typical Residential Impact: Delay until July 2021 is expected Increase Charge to result in an accumulated loss of $2.5 $3.50/month $11.25 million over the current 6-year CIP / What that means y �' f � , ��STM �3 �"�'�� #- ` / Most projects listed in the CIP are � . ; = T i supported by the rate increase that was ' �; planned to go into effect July 2020. ' ' ' Further delaywill result in the need to '' r b :-.A.::`.1.,„ postpone the implementation of some of the highest-priority Stormwater may„ ". �, < s Master Plan projects. Kruger Creek Canyon CITY OF TIGARD System Impacts: Water Adopted Typical Residential Impact: Delay until July 2021 is expected Increase Charge to result in an accumulated loss of $1.8 ' 25% $57.31 million over the current 6-year CIP / What that means -itN ; The impact to water would largely be felt in the use of additional reserves. This will lower the fund — – }' balance and put the city at more risk 1 _ ' � ` Y in the event of economic downturn # 7 ` """'' „ or unforeseen consumption fr'��' reductions. Failed 8" waterline on Greenfield Dr. CITY O F TIGARD System Impacts: Sewer Adopted Typical Residential Impact: Delay until July 2021 is expected Increase Charge to result in an accumulated loss of 0.11% $46.52 $720,000 over the current 6-year CIP e%„ r = f . What that means Increased risk of pipe failures Exposed Sewer Line Red Rock Creek CITY OF TIGARD System Impacts: Parks and Recreation Fee Adopted Current Impact: No direct impact to funding for Increase Fee the CIP, but impact on staff ability to 4.23% $5.91 implement and maintain projects / What that means t* q;:4, �t"41,416* o` ' Lack of maintenance for recently completedcapital projects .. i' ' }'` pc � i No longer able to assist with - ;4.> projects like temporary irrigation aF" Dlrksen Nature Park at Universal Plaza Interpretive Shelter . . „ , ,, , and Oak Savanna Further delay to Parks Major Maintenance projects CITY OF TIGARD Conclusion / Staff recommendation is to keep the January 1, 2021 increases. / Rate increase delays equal problems for public services and systems / Time is of the essence for January 2021 increases If Council wishes to discuss any alternatives to the staff recommendation, the discussion needs to be scheduled as soon as possible _ City &Tigard Respect and Care I Do the Right Thing I Get it Done Utility Rate Increases Timing and PARF Funding October 27,2020 11111 RI • TIGARD City ofTigard 11.11 Overview • Timing of utility rate increases / Scheduled for January 1, 2021 / Council has discussed other options due to Covid-19 pandemic • Parks maintenance funding / Potential increase to Parks and Recreation Fee / Discussion supported by Budget Committee III City ofTigard Utility Rates — Scenarios • Council requested information on alternate rate increase timing: / Postponement of increases until July 1, 2021. Rate schedules "pushed out" a year. / Postponement of increases until July 1, 2021 and combined with estimated FY 2022 scheduled increases. / Monthly cost of postponement IIII City ofTigard Communication • Council requested the communication plan for the rate increases. • Materials are already in progress and could be delivered in time to support a January 1, 2021 rate increase. III City ofTigard Parks Maintenance Funding • Three position were approved FY 2021 • These positions are covered by use of reserves. 1 Without additional funding, these position are not sustainable beginning with FY 2022. • Budget committee supported a Council discussion on long-term funding of the positions. III City ofTigard Staff Recommendation • The utility rate increases scheduled for January 1, 2021 remain in effect. • The Parks and Recreation Fee is increased an additional $ 1.52/edu to fund the three position approved in FY 2021. City ofTigard Questions ? illiCity ofTigard Appendix - Scenarios City ofTigard Current Scenario : Jan 1 2021 ypical Residentia Revenue Loss in Cumulative 6-yr Long Term Customer FY 2021 Impact Fund Outlook Current Bill $127.82 Water ($180,000) ($180,000) • Increase (4.65%) $5.94 Sanitary Sewer ($96,000) ($623,500) 0 New Bill $133.76 Stormwater ($1,019,000) ($1,866,700) S PARF Increase* $1.52 Street Maintenance ($103,000) ($103,000) 0 New Bill + PARF $135.28 Parks & Rec ($37,000) ($37,000) 1111 Parks & Rec $189,850 $3,132,000 Total ($1,435,000) ($2,810,200) Total + PARF Increase ($1,208,150) $358,800 City ofTigard July 2021 Full Year Delay)1 , ypical Residentia Revenue Loss in Cumulative 6-yr Long Term Customer FY 2021 Impact Fund Outlook Current Bill $127.82 Water ($364,000) ($1,825,000) • Increase (4.65%) $5.94 Sanitary Sewer ($111,000) ($722,000) t New Bill $133.76 Stormwater ($1,650,000) ($2,508,000) • PARF Increase* $1.52 Street Maintenance ($206,000) ($1,381,000) • New Bill + PARF $135.28 Parks & Rec ($74,000) ($448,000) • Parks & Rec ($74,000) $2,219,100 0 Total ($2,405,000) ($6,884,000) Total + PARF Increase ($2,405,000) ($4,216,900) 1 City ofTigard July 1 2021 FY 21 + FY 22) ypical Residential Revenue Loss in Cumulative 6-yr Long Term Customer FY 2021 Impact Fund Outlook Current Bill $127.82 Water ($364,000) $0 0 Increase (7.9%) $10.11 Sanitary Sewer ($111,000) ($524,900) New Bill $137.93 Stormwater ($1,650,000) ($2,508,000) le PARF Increase* $1.52 Street Maintenance ($206,000) $0 • New Bill + PARF $139.45 Parks & Rec ($74,000) $0 le Parks & Rec ($74,000) $2,734,300 0 Total ($2,405,000) ($3,032,900) Total + PARF Increase ($2,405,000) ($298,600) City ofTigard Monthly Impact in FY 21 Revenue Loss in Long Term Fund FY 2021 Forecast Outlook Water $30,400 0 Sanitary Sewer $2,500 i. .1 Stormwater $125,000 ill Parks & Rec $3,100 11 Street Maintenance $17,100 0 $178,100 AIS-4433 8. Business Meeting Meeting Date: 10/27/2020 Length (in minutes): 30 Minutes Agenda Title: Discussion of Public Safety Advisory Board Applicants Prepared For: Kathy Nyland Submitted By: Caroline Patton, Central Services Item Type: Motion Requested Meeting Type: Council Business Meeting - Main Public Hearing No Newspaper Legal Ad Required?: Public Hearing Publication Date in Newspaper: Information ISSUE As part of the selection process to appoint community members to the Public Safety Advisory Board (PSAB), Council will discuss and possibly select 8 community members to serve, 6 as members and 2 alternates. STAFF RECOMMENDATION / ACTION REQUEST Staff recommends Council review the 14 finalists and select six board members and two alternates to serve on the Public Safety Advisory Board (PSAB). KEY FACTS AND INFORMATION SUMMARY Thirty-nine community members applied for the Public Safety Advisory Board. A virtual community caucus was held to decide on the final 16 candidates. The 16 candidates who received the most votes were asked to submit a resume and respond to 3 additional questions. Those questions were: •Describe the diverse community groups in Tigard you are best able to represent on the Public Safety Advisory Board. Why do you feel you are qualified to represent each of the groups. How would you keep these various groups informed about the work and progress of the Public Safety Advisory Board? •Describe an experience when you worked collaboratively with people of diverse perspectives and experiences to achieve a common goal. Was the goal achieved? What went well and why? What would you have done differently if you could start the work over again and why? •Beginning in May 2020, demonstrations over the police killing of George Floyd have been held in Portland. Most of the protests have been peaceful, but some have involved arson, looting, vandalism, and injuries. From your perspective, how should the City of Portland, State of Oregon, and federal government have responded to the protests? At a minimum, please cover public safety, free speech, and private property rights. Of the final 16 candidates, 2 candidates withdrew from consideration due to the time commitment and another candidate did not submit the requested supplemental materials. The other 13 candidates submitted the supplemental materials that are included as attachments, along with a scoring sheet. OTHER ALTERNATIVES Select board members at a future City Council meeting. COUNCIL OR TCDA GOALS, POLICIES, MASTER PLANS Strategy 4.4: Promote an inclusive, open-minded, and progressive community. Implement initiatives to improve city services and participation that captures the diversity of the community and improves equity and inclusion DATES OF PREVIOUS CONSIDERATION •9/1/2020 - Council considered adoption of PSAB proposal • 8/25/2020 - Council received an update on PSAB proposal and discussed next steps • 8/11/2020- Council discussed public input received on draft PSAB proposal • 7/28/2020 - Council discussed Racial Justice & City Action • 7/14/2020- Council discussed Racial Justice & City Action • 6/23/2020- Council discussed Racial Justice & City Action • 6/9/2020 - Council discussed Racial Justice & City Action Attachments Score Sheet A. Chambers Profile A. Chambers Resume D. Rauda Profile D. Rauda Resume Jeff Mott Profile Jeff Mott Resume Jimmy Brown Profile Jimmy Brown Resume John Gerhard Profile John Gerhard Resume Justin Low Profile Justin Low Resume Justus Rogers Profile Justus Rogers Resume Nick Jarmer Profile Resume Patty Lofgren Profile Patty Lofgren Resume Shaun S Profile Shaun S Resume SW Profile SW Resume T Landers Profile T L Resume V Sasiki Profile V Sasiki Resume PUBLIC SAFETY ADVISORY BOARD Scoring Criteria for Community Members PUBLIC SAFETY ADVISORY BOARD Candidate: Astor Chambers Evaluator: On a scale of 1 (not at all) to 10 (ideal fit), evaluate each candidate on their: 1. Qualifications for serving on the Public Safety Advisory Board. (See Question 1 & Resume) 2. Ability to represent diverse community groups. (See Question 2) 3. Ability to work collaboratively with people of diverse perspectives and experiences to achieve a common goal. (See Question 3) 4. Ability to review and analyze a complex issue. (See Question 4) 5. Understanding of public safety, free speech, and private property rights. (See Question 4) PUBLIC SAFETY ADVISORY BOARD Scoring Criteria for Community Members PUBLIC SAFETY ADVISORY BOARD Candidate: Danny Rauda Evaluator: On a scale of 1 (not at all) to 10 (ideal fit), evaluate each candidate on their: 1. Qualifications for serving on the Public Safety Advisory Board. (See Question 1 &Resume) 2. Ability to represent diverse community groups. (See Question 2) 3. Ability to work collaboratively with people of diverse perspectives and experiences to achieve a common goal. (See Question 3) 4. Ability to review and analyze a complex issue. (See Question 4) 5. Understanding of public safety, free speech, and private property rights. (See Question 4) PUBLIC SAFETY ADVISORY BOARD Scoring Criteria for Community Members PUBLIC SAFETY ADVISORY BOARD Candidate: Jeff Mott Evaluator: On a scale of 1 (not at all) to 10 (ideal fit), evaluate each candidate on their: 1. Qualifications for serving on the Public Safety Advisory Board. (See Question 1 &Resume) 2. Ability to represent diverse community groups. (See Question 2) 3. Ability to work collaboratively with people of diverse perspectives and experiences to achieve a common goal. (See Question 3) 4. Ability to review and analyze a complex issue. (See Question 4) 5. Understanding of public safety, free speech, and private property rights. (See Question 4) PUBLIC SAFETY ADVISORY BOARD Scoring Criteria for Community Members PUBLIC SAFETY ADVISORY BOARD Candidate: Jimmy Brown Evaluator: On a scale of 1 (not at all) to 10 (ideal fit), evaluate each candidate on their: 6. Qualifications for serving on the Public Safety Advisory Board. (See Question 1 &Resume) 7. Ability to represent diverse community groups. (See Question 2) 8. Ability to work collaboratively with people of diverse perspectives and experiences to achieve a common goal. (See Question 3) 9. Ability to review and analyze a complex issue. (See Question 4) 10. Understanding of public safety, free speech, and private property rights. (See Question 4) PUBLIC SAFETY ADVISORY BOARD Scoring Criteria for Community Members PUBLIC SAFETY ADVISORY BOARD Candidate: John Gerhard Evaluator: On a scale of 1 (not at all) to 10 (ideal fit), evaluate each candidate on their: 1. Qualifications for serving on the Public Safety Advisory Board. (See Question 1 &Resume) 2. Ability to represent diverse community groups. (See Question 2) 3. Ability to work collaboratively with people of diverse perspectives and experiences to achieve a common goal. (See Question 3) 4. Ability to review and analyze a complex issue. (See Question 4) 5. Understanding of public safety, free speech, and private property rights. (See Question 4) PUBLIC SAFETY ADVISORY BOARD Scoring Criteria for Community Members 0.4 PUBLIC SAFETY ADVISORY BOARD Candidate: Justin Low Evaluator: On a scale of 1 (not at all) to 10 (ideal fit), evaluate each candidate on their: 1. Qualifications for serving on the Public Safety Advisory Board. (See Question 1 &Resume) 2. Ability to represent diverse community groups. (See Question 2) 3. Ability to work collaboratively with people of diverse perspectives and experiences to achieve a common goal. (See Question 3) 4. Ability to review and analyze a complex issue. (See Question 4) 5. Understanding of public safety, free speech, and private property rights. (See Question 4) PUBLIC SAFETY ADVISORY BOARD Scoring Criteria for Community Members PUBLIC SAFETY ADVISORY BOARD Candidate: Justus Rogers Evaluator: On a scale of 1 (not at all) to 10 (ideal fit), evaluate each candidate on their: 1. Qualifications for serving on the Public Safety Advisory Board. (See Question 1 &Resume) 2. Ability to represent diverse community groups. (See Question 2) 3. Ability to work collaboratively with people of diverse perspectives and experiences to achieve a common goal. (See Question 3) 4. Ability to review and analyze a complex issue. (See Question 4) 5. Understanding of public safety, free speech, and private property rights. (See Question 4) PUBLIC SAFETY ADVISORY BOARD Scoring Criteria for Community Members 0.4 PUBLIC SAFETY ADVISORY BOARD Candidate: Nick Jarmer Evaluator: On a scale of 1 (not at all) to 10 (ideal fit), evaluate each candidate on their: 1. Qualifications for serving on the Public Safety Advisory Board. (See Question 1 &Resume) 2. Ability to represent diverse community groups. (See Question 2) 3. Ability to work collaboratively with people of diverse perspectives and experiences to achieve a common goal. (See Question 3) 4. Ability to review and analyze a complex issue. (See Question 4) 5. Understanding of public safety, free speech, and private property rights. (See Question 4) PUBLIC SAFETY ADVISORY BOARD Scoring Criteria for Community Members PUBLIC SAFETY ADVISORY BOARD Candidate: Patty Lofgren Evaluator: On a scale of 1 (not at all) to 10 (ideal fit), evaluate each candidate on their: 1. Qualifications for serving on the Public Safety Advisory Board. (See Question 1 &Resume) 2. Ability to represent diverse community groups. (See Question 2) 3. Ability to work collaboratively with people of diverse perspectives and experiences to achieve a common goal. (See Question 3) 4. Ability to review and analyze a complex issue. (See Question 4) 5. Understanding of public safety, free speech, and private property rights. (See Question 4) PUBLIC SAFETY ADVISORY BOARD Scoring Criteria for Community Members 0.4 PUBLIC SAFETY ADVISORY BOARD Candidate: Shaun Stuhldryer Evaluator: On a scale of 1 (not at all) to 10 (ideal fit), evaluate each candidate on their: 1. Qualifications for serving on the Public Safety Advisory Board. (See Question 1 &Resume) 2. Ability to represent diverse community groups. (See Question 2) 3. Ability to work collaboratively with people of diverse perspectives and experiences to achieve a common goal. (See Question 3) 4. Ability to review and analyze a complex issue. (See Question 4) 5. Understanding of public safety, free speech, and private property rights. (See Question 4) PUBLIC SAFETY ADVISORY BOARD Scoring Criteria for Community Members 0.4 PUBLIC SAFETY ADVISORY BOARD Candidate: Sheherazade Weyland Evaluator: On a scale of 1 (not at all) to 10 (ideal fit), evaluate each candidate on their: 1. Qualifications for serving on the Public Safety Advisory Board. (See Question 1 &Resume) 2. Ability to represent diverse community groups. (See Question 2) 3. Ability to work collaboratively with people of diverse perspectives and experiences to achieve a common goal. (See Question 3) 4. Ability to review and analyze a complex issue. (See Question 4) 5. Understanding of public safety, free speech, and private property rights. (See Question 4) PUBLIC SAFETY ADVISORY BOARD Scoring Criteria for Community Members 0.4 PUBLIC SAFETY ADVISORY BOARD Candidate: Thurman 'Lee' Landers Evaluator: On a scale of 1 (not at all) to 10 (ideal fit), evaluate each candidate on their: 1. Qualifications for serving on the Public Safety Advisory Board. (See Question 1 &Resume) 2. Ability to represent diverse community groups. (See Question 2) 3. Ability to work collaboratively with people of diverse perspectives and experiences to achieve a common goal. (See Question 3) 4. Ability to review and analyze a complex issue. (See Question 4) 5. Understanding of public safety, free speech, and private property rights. (See Question 4) PUBLIC SAFETY ADVISORY BOARD Scoring Criteria for Community Members fet PUBLIC SAFETY ADVISORY BOARD Candidate: Valerie Sasaki Evaluator: On a scale of 1 (not at all) to 10 (ideal fit), evaluate each candidate on their: 1. Qualifications for serving on the Public Safety Advisory Board. (See Question 1 & Resume) 2. Ability to represent diverse community groups. (See Question 2) 3. Ability to work collaboratively with people of diverse perspectives and experiences to achieve a common goal. (See Question 3) 4. Ability to review and analyze a complex issue. (See Question 4) 5. Understanding of public safety, free speech, and private property rights. (See Question 4) PUBLIC SAFETY ADVISORY BOARD t. PUBLIC SAFETY ADVISORY BOARD Scoring for Community Members Evaluator's Name: Round One Represent Analyze Understands Candidate Qualifications the Collaboration Complex Key Issues TOTAL Community Problems Astor Chambers Danny Rauda Jeff Mott Jimmy Brown John Gerhard Justin Low Justus Rogers Nick Jarmer Patty Lofgren Shaun Stuhldryer Sheherazade Weyland Thurman 'Lee' Landers Valerie Sasaki PUBLIC SAFETY ADVISORY BOARD 0.4 PUBLIC SAFETY ADVISORY BOARD Scoring for Community Members Evaluator's Name: Round Two Represent Analyze Understands •. Qualifications the Collaboration Complex Key Issues TOTAL Community Problems Astor Chambers Danny Rauda Jeff Mott Jimmy Brown John Gerhard Justin Low Justus Rogers Nick Jarmer Patty Lofgren Shaun Stuhldryer Sheherazade Weyland Thurman 'Lee' Landers Valerie Sasaki PUBLIC SAFETY ADVISORY BOARD PUBLIC SAFETY ADVISORY BOARD Scoring for Community Members Evaluator's Name: Round Three Represent 111 Analyze Understands andidate Qualifications the Collaboration Complex Key Issues TOTAL Community Problems Astor Chambers Danny Rauda Jeff Mott Jimmy Brown John Gerhard Justin Low Justus Rogers Nick Jarmer Patty Lofgren Shaun Stuhldryer Sheherazade Weyland Thurman 'Lee' Landers Valerie Sasaki 0. PUBLIC SAFETY ADVISORY BOARD Community Caucus:36 Votes(14th) Astor Chambers In 500 words or less,describe the personal or professional experiences that make you qualified to serve on the Advisory Board. As an African American male who's had to navigate multiple levels of the implications of racism both personally and professional, I can be of great value to being part of a team that looks to create an environment that dismantled the influence of racism and truly unlocks the greatness that lies within all of us. I'm also a father of 3 girls and have an obligation to do my part in making sure they are brought into a world that's better than the one we live in today. Describe the diverse community groups in Tigard you are best able to represent on the Public Safety Advisory Board. Why do you feel you are qualified to represent each of the groups.How would you keep these various groups informed about the work and progress of the Public Safety Advisory Board? I am best able to represent community groups that are based in diversity/inclusion, education, mentorship and law enforcement community engagement. I would establish relationships across all these potential groups and look to find ways to complement their efforts of elevating our community. Describe an experience when you worked collaboratively with people of diverse perspectives and experiences to achieve a common goal. Was the goal achieved? What went well and why? What would you have done differently if you could start the work over again and why? In all of my professional settings I've looked to create an environment that breeds collaboration from different voices/ views because I know that truly is the secret sauce to creating an amazing experience. Even when the goal wasn't necessarily met there was a bigger win of providing a platform for voices to be heard. I wouldn't change anything at this point because then I wouldn't learn the lesson that brought me to this moment, I take all those learnings into the next opportunity/endeavor and use them as tools to help with navigating scenarios moving forward. Beginning in May 2020,demonstrations over the police killing of George Floyd have been held in Portland.Most of the protests have been peaceful,but some have involved arson,looting, vandalism,and injuries.From your perspective,how should the City of Portland,State of Oregon,and federal government have responded to the protests? At a minimum,please cover public safety,free speech,and private property rights. I think the authorities should have provided an environment/service that was reflective of creating a safe space for protesters to communicate their thoughts/concerns as opposed to providing an environment/service that felt more like trying to control and intimidate.Through those actions there becomes a narrative shift from actually solving the real problem to now focusing on the very few negative examples (looting,vandalism, etc.) and making that the"issue': All these protests have been a response/build up from real issues that are still not being fully addressed and talked about,that's the bigger issue. lig 11 TIGARD Astor Chambers Summary of Qualifications Senior leader/executive with over 20 years'experience in the marketing/sales field as a global brand builder.An innovator,energy giver,connector and motivator who is driven by always looking to exceed the expectations of what defines success.Strategic thinker with diverse experience and success stories across multiple fields of interest.A talent developer,problem solver and cultivator of a winning atmosphere. Work Experience 2018-2020 Adidas Portland,OR Sr.Director-Statement Managed the business portfolio of all music and North America based entertainers globally(ex: Beyonce,Pharrell,Jonah Hill,Yara Shahidi,NINJA,Kerwin Frost,Pusha T,etc.).Strategic planning and development of partners across the organization with a sharp point on product excellence and influence across brand comms,merchandising,design and digital marketing. • Successfully launched and led the Beyonce/Ivy Park collection in 2019-2020 with historic milestones reached for the brand. • Further authenticated the brand by pushing for expansion of portfolio with a focus based on a more youthful point of view(ex:Yara Shahidi,Kerwin Frost,etc.). • Fully staffed and managed the Statement Music organization of approximately$200M in Portland/Los Angeles of 8 leaders across footwear and apparel. • Championed the diversity and inclusion initiative by hiring/developing the most diverse business unit within the organization. • Spearheaded alignment of brand priority and key partner(Pusha T)with first ever Pharrell brand specific track/music for All-Star Weekend 2020 campaign. 2011-2016 NIKE,Inc. Portland,OR NSW Global Merchandising Director-Energy Lead and direct seasonal key initiatives/collaborations across both product types that drive key brand and business concepts through go-to-market process.Identify/influence targeted consumer buying trends and retail developments to ensure product leadership and maximize commercial potential.Manage with discipline a sound product portfolio and ensure that the category remains in a pull market. • Managed Energy assortment of$300M with multiple global channels of distribution while executing a seed to scale strategy across all category types. • Provided leadership and functional excellence in the development of marketplace landscaping strategy/execution for 2012 launch and beyond of NFL product in the lifestyle category.Working with global brand and sales team in creating seasonal directive to bring$30M business opportunity to life at retail. • Managed$1.2B yearly portfolio of men's NSW apparel which accounted for approx.80%of total NSW apparel business while pushing seasonal growth of approx.10 to 15%. • Established standard of excellence for merchandising across global territories with foundation/collection based framework within the Sportswear business. 2010-2011 NIKE,Inc. Portland,OR Project Lead/Director for World Basketball Festival General management initiative based leadership role responsible for driving overall strategy and execution of all 3 brands(NIKE,Converse and Jordan)within basketball space.Directing multiple 13104 SW HAZELCREST WAY TIGARD,OR 97224 503-430-8279(H) ASTOR@THE CHAMBERSGRP.COM cross functional groups(virtual team of 30+)within greater organization against strategy while managing P&L/budget. • Provided substantial platform for Converse to re-introduce themselves as a credible basketball brand within the marketplace which provided opportunity to grow greater NIKE,Inc.market share of 95% and increase size of overall marketplace. • Drove$6.5M of incremental revenue to bottom line across all 3 brands for FA10 season in North America. • This execution has become the benchmark across numerous corporate initiatives to follow(ex: BHM,French Soccer Federation launch/acquisition,Olympics,etc.)and is used as model of successfully leveraging all assets. • Unprecedented 360M impressions from execution that led to highest viewership in the history of the World Basketball Championship with 1 billion in total audience. 2008-2010 Jordan Brand,division of NIKE,Inc. Portland,OR Footwear Business Director/Category Footwear Marketing Leader Senior leadership role responsible for setting strategy and long-term vision for footwear business which accounted for approximately 80%to 90%of the 1 billion total brand revenue.Managed, motivated and coached both marketing and development teams of 16 people total.Led the category by driving ideation and new concepts for go to market. • Turned declining Signature Game/Franchise shoe business/marketplace relevance by developing evolution strategy across multiple platforms with 20%to 40%sell thru upon launch and grew the business by 12%in FY10. • Developed 3 year strategy around Legacy portfolio in order to maximize assets and grow business organically.Drove an average of 11%growth year over year on$300M business. • Led single digit yearly growth on a$800M+portfolio base while editing the amount of product on a seasonal basis by an average of 9.7%.Drove highly profitable business model with 29%EBIT contributions. • Created organizational structure throughout marketing organization by identifying business opportunities and aligning the appropriate individuals to them.This ensured accountability and future leadership development. • Led quarterly footwear business reviews with key athletes(ex:Michael Jordan,Carmelo Anthony, Chris Paul,Dwyane Wade,etc.)for the brand. 2006-2008 NIKE,Inc. Portland,OR Global Footwear Product Marketing Director-Sportswear Led marketing team of 4 managers and$900M+business while developing global strategic footwear plan across all functions and regions.Set the innovation direction and integrated it across the appropriate categories. • Oversaw the strategy around new business development with Urbano opportunity and took it from nothing to$100M in a little over a year. • Leveraged niche Indie business in North America by influencing the region to utilize Asia specific model types to drive a core business opportunity to complement the smaller energy plan. • Pulled in to be a member of"Trusted Editor"team around resurrecting/developing business model of urban apparel proposition moving forward.This led to significant sell thru increases of 89%and sell in increases ranging from 80%to 500%. • Managed category growth outside of ICON business from$384M to$407M(6%over LY and$23M incremental revenue to bottom line). • Led group as the first category in the greater footwear organization through the C2C lean process in order to get closer to consumer with a more efficient product creation process. 2006-2006 NIKE,Inc. Portland,OR Footwear Merchandising Manager 13104 SW HAZELCREST WAY TIGARD,OR 97224 503-430-8279(H) ASTOR@THE CHAMBERSGRP.COM Responsible for creating and managing urban footwear business of$600M+for North America region. • Led consumer insight process and acted as the category expert on the North America consumer. • Executed and developed North America product business plan. • Set,managed and met annual and seasonal revenue pricing and margin targets.Led in achieving business results related to revenue growth,profitability and style/SKU productivity 2004-2005 Billionaire Boys Club/Reebok New York,NY Brand Director Responsible for managing and establishing the brand identities and key marketing strategies globally.Liaison between Reebok,Pharrell Williams/licensor and Nigo/designer in Japan. • Opened door to high end department store and boutique distribution channels for greater Reebok business opportunities which generated significant momentum and revenue for the brand. • Led out of the box strategic thinking with launch of brand across multiple functions(ex:sales, brand marketing and product)to strike a distinct point of differentiation upon entry into marketplace. • Developed brand marketing,product assortment,business plan and PR plan for both footwear and apparel business. 2000-2004 VIBE Magazine New York,NY/San Fran,CA Advertising Sales-Corporate Accounts Manager Responsible for account management and growth of Corporate,Liquor/Tobacco,Consumer Electronics and Automotive categories. • Restructured approach to liquor/tobacco business with creation of 21+buy which increased revenue for account base by 160%,prior to this the business was down significantly. • Managed highest revenue generating list of corporate clients for the magazine with multiple$1M+ schedules for the year.List consisted of NIKE,Levi's,GAP,Adidas,Clorox and Unionbay/Sergio Valente. 1998-2000 NIKE,Inc. New York,NY Entertainment Marketing-Music Marketing Representative/Brand Marketing Responsible for building and maintaining a dominant brand presence with special emphasis on New York music community.Managed product placement in music videos,magazines,billboards and radio(ex:Jay-Z,Eminem,Mandy Moore,Missy Elliot,etc.) • First extension of entertainment headquarters in Marina Del Rey,CA and developed future plan for what the role should deliver and contribute on a yearly basis. • Created first seeding program of local influencers(outside of actual artists)across 4 major markets (NY,LA,Chicago and Atlanta)which led to building key relationships with the next generation of brand ambassadors and cultural influencers. 1996-1998 NIKE,Inc. New York,NY EKIN Department-Technical Representative Responsible for development and implementation of technical information for key and strategic accounts in New York City,by instituting creative and dynamic interactive educational events and tools. • Managed account base with sales of approximately$75M to$100M. 13104 SW HAZELCREST WAY TIGARD,OR 97224 503-430-8279(H) ASTOR@THE CHAMBERSGRP.COM • Increased sell-through(apparel,footwear,and equipment)and enhanced brand image through delivery of technical education. Education Bachelor of Science:University of Maryland Eastern Shore,Princess Anne,Maryland. References available upon request. 13104 SW HAZELCREST WAY TIGARD,OR 97224 503-430-8279(H) ASTOR@THE CHAMBERSGRP.COM .4 PUBLIC SAFETY ADVISORY BOARD Community Caucus:69 Votes(31 Danny Rauda In 500 words or less,describe the personal or professional experiences that make you qualified to serve on the Advisory Board. Currently, I am the social justice coordinator for St. Anthony Catholic Church in Tigard, a community that has worked closely with tigard police for many years. I started this job the week of George Floyd's death and so this issue has been front and center in the community. As a social justice coordinator, my job is to not only raise awareness of such inequities but to also help the community be a part of the solution. I lead by example. Currently there seems to be no other way to be part of this solution than by being a member of this board. My hope is that by being a member of this board the rest of the congregation will be inspired to help improve relations between tigard residents of color and our local law enforcement. I also contract for the Anti Defamation League (ADL) where I assist in the delivery of anti-bias education program in middle and high schools. These anti-bias education programs consists in teaching youth about bias, bullying, hate speech/crime, oppression, structural racism, allyship, and how to be a 'No Place for Hate' school. To become a contractor with ADL, I completed an intensive, week long training called "World of Difference Institute Faciltiator Training:' In this training I gained skills for being an anti- bias facilitator, experienced activities to unlearn prejudice, and developed skills to identify and confront hate. I have over 8 years' experience working in cross cultural settings. Prior to my current job, I worked at the Bill and Melinda Gates Foundation helping the public learn about global issues and social justice. I also worked at another global organization, Mercy Corps, teaching youth about similar issues and how they can participate in positive change within their communities. I have a master's degree in Teaching English to Speakers of Other Languages focused on understanding discrimination based on language and promoting all forms of diversity, especially linguistic. For 4 years, I helped immigrants, refugees, and international students not only improve their communication skills but also their cross cultural understanding of the American context. Describe the diverse community groups in Tigard you are best able to represent on the Public Safety Advisory Board. Why do you feel you are qualified to represent each of the groups.How would you keep these various groups informed about the work and progress of the Public Safety Advisory Board? I am qualified to represent each of the community groups listed below because in my role I am responsible for working with all of them. I would keep these groups informed via our weekly emails we send every friday, church bulletin posts, announcements after church services,facebook, phone calls, and group texts. 1) Faith/Catholic community 2) Latino Community 3) Anglo Community 5) Vietnamese community. Describe an experience when you worked collaboratively with people of diverse perspectives and experiences to achieve a common goaL Was the goal achieved? What went well and why? What would you have done differently if you could start the work over again and why? Most recently, I worked with a group of diverse individuals to put together a 7-part webinar series on Catholic Social Teaching. I believe personal stories are critical to bridging the gap between information and lived experiences.Thus, my goal going into this series was to include personal testimonies from leaders of all our major communities (anglo, hispanic,vietnamese)that represent each of the seven major themes of this teaching. In the end, I was able to recruit 3 individuals from our Hispanic community, 3 from the Anglo E community, and 1 from our Vietnamese community. Each shared very powerful messages that helped T I GARD (continued) Danny Rauda Paget participants further understand the themes and at the same time get to know members of the community they might have not known before.Though the event was an overall success, next time I would like to do a better job at managing time so that participants had more time to interact with guest speakers and ask them questions. Beginning in May 2020,demonstrations over the police killing of George Floyd have been held in Portland.Most of the protests have been peaceful,but some have involved arson,looting, vandalism,and injuries.From your perspective,how should the City of Portland,State of Oregon,and federal government have responded to the protests? At a minimum,please cover public safety,free speech,and private property rights. In my opinion, responding to hate and violence with more hate and violence gets us nowhere.The world doesn't need more angry,violent,and hateful people,even if actions are based on the pursuit of peace,justice, and safety.The ends never justify the means. As Pope John Paul II once said, "Violence destroys what it claims to defend: the dignity, the life,the freedom of human beings."This applies to protestors, police, local, and national authorities.We need to counter a culture of death and violence with a culture of life, dialogue,and compassion. Having said that, here's how the city,state,and federal government should have responded: On public safety: As a general principle, I believe that all people have the right to safety.Therefore, it is important and necessary to remove, in a merciful manner, dangerous people from society. I believe the rioting and looting is not an accurate reflection of the broader movement for racial justice. Protestors are not a monolith.There are different groups with different agendas. Local and national authorities should be more targeted in their response to protesting. It seems like police are entering a battle with all protestors, especially in their attire and gear.The battle is not with all protestors but the small percentage who want to create chaos and anarchy.That's who local and national authorities should focus on. On free speech: Freedom of speech is a fundamental human right. However, like the other rights,with every right is a corresponding duty. Everyone must be treated with justice and humanity. Local and national authorities should have been more proactive about protecting the rights of protests. On private property: As a Catholic, I believe that everyone has the right to private property. Having this right, helps guarantee a correct social order. As much as possible, destruction of someone's private property should be avoided. It's another form of stealing and violation of justice to the owner. However, I believe there is a misplaced emphasis on this right. Before and above the right to property is the right to life and human dignity. Things can be replaced; once a human life is passed it's gone forever. Local and national authorities should have worked harder and faster to hold accountable the officers involved with George Floyd's Death.Apparently his alleged murder has been recently released on bail.That's unacceptable. . Contact Danny Rauda 206-395-6393 hello@dannyrauda.com Social Justice Coordinator at ST. ANTHONY CATHOLIC CHURCH, TIGARD, OREGON www.linkedin.com/in/dannyrauda �rea1er Hr ea (Linkedln) dannyrauda.com (Company) anchor.fm (Other) Summary Top Skills As a first generation Salvadoran American, I carry with me the lived experiences of immigrant family members every day. That's Facilitation why I am so passionate about honoring my family and pursuing Public Speaking justice because I believe every individual deserves to be treated with Community Building respect, compassion, and dignity no matter their citizenship status Languages or circumstance. Over the past seven years, I have done this by creating allies through education and dialogue. Spanish (Native or Bilingual) English (Native or Bilingual) My facilitation and speaking style has been described as authentic, Certifications personable, and disarming. When discussing sensitive topics and WORLD OF DIFFERENCE® controversial issues, I use mindful inquiry and empathic listening Institute Facilitator Training to engage participants with an open mind and curiosity about their Project Management for stories, thinking, and perspectives. Development Professionals (PMD Pro) Level 1 I have a master's degree in Teaching English to Speakers of Other Languages focused on understanding discrimination based on language and promoting all forms of diversity, especially linguistic. For my thesis project, I interviewed a rural parish in Western Oregon to address the challenges and opportunities of having a foreign- born priest in their community. Using data from focus groups and individual interviews, I developed training materials that helped the community have more effective interactions with their African-born pastor. Currently, I work on a contractual basis for the ADL facilitating anti- bias trainings with students and teachers. Reach out to me about contracting, freelancing, coaching, and consulting at: DE: hello@dannyrauda.com DM: 206-395-6393 or visit me at www.dannyrauda.com Page 1 of 6 I'd love to hear from you! Experience ST. ANTHONY CATHOLIC CHURCH, TIGARD, OREGON Social Justice Coordinator May 2020 - Present (6 months) 11901 U, './1 VI I, IJI IILGIJ JLQIGJ Anti-Defamation League Anti-bias and Diversity Facilitator March 2019 - Present (1 year 8 months) Pacific Northwest Lead half, full- and multi-day anti-bias, diversity awareness and bullying prevention workshops in a team with another Facilitator. Opus Agency Visitor Experience Associate (On site at Bill and Melinda Gates Foundation Discovery Center) April 2019 - February 2020 (11 months) Seattle, Washington Facilitated and led educational school visits, group tours, virtual tours, and thematic experiences, liaising with teachers, chaperones, and group contacts to ensure groups' goals and needs are met. Engaged with guests, supporting quality engagement and successful learning. Created and maintained ongoing activities, props, and supplies to ensure visitors have diverse learning experiences. Created and helped train staff to facilitate a new workshop for a new temporary exhibit, We the Future. Mercy Corps Education Officer October 2017 -April 2019 (1 year 7 months) Portland, Oregon Area Delivered workshops on global education, community engagement, and personal development with 2,425 youth in and outside the Portland area. Using internal and external research findings, provided strategic recommendations for evolving local youth program. Page 2 of 6 Co-created and socialized new youth strategy that aligned closer to agency- wide objectives. Built two new, scalable, and sustainable programs focused on empowering youth to take action and be resilient to various types of disasters. Spearhead an online learning pilot project with the potential to increase capacity to reach youth outside of Portland. Forged strategic relationships across agency teams and local organizations in order to implement new youth program. Developed customized materials and resources for educators and community partners to support student's education and social emotional development and address other needs. Increased social capital in agency by publishing one story in internal communications network and presenting at monthly department meetings. Improved team productivity and communication by introducing new web-based project management application. USAuPair Cultural Exchange Coordinator June 2017 - October 2018 (1 year 5 months) Lake Oswego, Oregon Screened prospective host families for suitability and acceptance into the au pair program. Interviewed prospective host families, inspected premises and met with all individuals living at home. Conducted orientation with host families and au pairs within their respective timelines. Monitored au pairs and families during program year with monthly activity meetings for au pairs and monthly contact with host families. Assisted host families and au pairs with the selection of educational courses that comply with program regulations. Planned two annual cultural events for au pairs. Mediated cross-cultural conflicts between au pairs and host families and assist in the resolution process. Completed reports and contact log with monthly entries for each host family and au pair. Pacific International Academy ESL Instructor August 2015 - September 2017 (2 years 2 months) Marylhurst, OF. Page 3 of 6 Prepared culturally engaging, performance-based lesson plans relevant to the curricula. Produced original activities that support different learning styles while still achieving the class goals. Received a positive performance review from both academic directors. Guided a group of 14 students in a number of educational and cultural field trips. Portland State University Volunteer Conversation Partner Coordinator September 2014 - February 2017 (2 years 6 months) Publicized and recruited volunteers for the conversation program in the following PSU departments: Applied Linguistics, Communication Studies, International Studies and World Languages. Screened, selected and oriented PSU conversation volunteers. Developed orientation materials for conversation volunteers. Publicized the conversation program in the IELP at the IELP Orientation and Welcome party. Coordinated IELP student sign-up process. Monitored students and volunteers involved in the program. Offered regular office hours. Held a Conversation Partner social event (for example, a pizza party) in order to facilitate the meeting of volunteers. Administered end-of-term program assessment tool and provided a certificate of participation for volunteers, if asked for. Maintained records of program participation. Processed paperwork as needed in collaboration with participating campus departments. Created a program manual that provides an overview of the program, policies and procedures for administering the program. Intercultural Communication Institute Work Exchange Intern June 2016 -July 2016 (2 months) Beaverton, OR Updated and prepared workshop materials that were used in the 2016 Summer Institute for Intercultural Communication (SIIC). Updated electronic databases and mailing lists that were used to reach out to participants of the institute. Page 4 of 6 Helped fellow team members operate SIIC, providing overall assistance to staff and participants as needed. Earned certification in the Intercultural Effectiveness Scale, an instrument that assesses intercultural competence. Metropolitan Family Service Adult ESOL Instructor May 2015 - June 2016 (1 year 2 months) Developed and taught culturally and socially relevant English lessons to adults in an open-enrollment class. Increased enrollment of only 2 students to 8. Communicated weekly via text and telephone with class participants to ensure regular attendance. Created 10 original formative assessments, including various homework assignments and exit tickets. APRENDE CON AMIGOS Preschool Spanish Teacher September 2013 - September 2014 (1 year 1 month) Planned lessons according to the provided curriculum map, while using its flexibility to cater to individual students. Interacted and provided guidance for children of ages 3 to 5. Continuously communicated in Spanish to stay in line with full immersion objectives. Received a strong performance review from the school director. Established strong relationships with the families to encourage learning inside and outside the classroom. Used a positive discipline model for classroom behavior by focusing on student's positive characteristics. EF English First Overseas ESL Teacher August 2012 -August 2013 (1 year 1 month) East Jakarta, Indonesia Organized and taught ESL classes to non-native speaking students. Taught a classroom age range from young learners to adults. Managed classes from 3 to 40 students. Kept an orderly classroom setting, while sustaining a unique and vibrant learning atmosphere. Page 5 of 6 Prepared lesson plans and materials in accordance with school curriculum, while keeping student needs in mind. Tailored English teaching methods to suit indivudual learning styles. Used additional and outside resources from the Internet. Used an interactive whiteboard, media and games to further student comprehension. Carried out interviews and place learners into appropriate English courses. Recorded and maintained accurate student records, and performed parent- teacher meetings. Education Portland State University Master of Arts - MA, Teaching English to Speakers of Other Languages • (2014 - 2017) Oregon State University Bachelor of Science - BS, SPEECH COMMUNICATION • (2008 - 2012) Page 6 of 6 .4 PUBLIC SAFETY ADVISORY BOARD Community Caucus:34 Votes(15th) Jeff Mott In 500 words or less,describe the personal or professional experiences that make you qualified to serve on the Advisory Board. In today's world, much of public belief is based on news coverage and social media posts, which are built to create strong emotions. Many don't know current crime levels or how Police Officers spend a typical day. The result,for many, is fear. Fear of crime. Fear of what could go wrong. I've spent my entire career at Nike pulling stories out of numbers,from analyzing wholesale account payment trends to enable supply chain improvements,to scrutinizing bookings, sell-through, and consumer data to inform how Nike's future products come to life through my current role in Merchandising. Using data to communicate these stories removes emotion from the equation. If chosen for the Advisory Board, I hope to contribute an external, non-biased, and holistic look at Tigard PD's operations through analyzing data from dispatched and self-initiated calls coupled with audits against body camera footage. I hope to create transparency and accountability. At Nike, Merchants must communicate with influence to perform their job at a high level. I can't create product myself. I must convince our Product Creation partners to build the right product for our consumers. I can't sell product or decide what makes it into the big brand campaign for the season. I must collaborate downstream to ensure our product offering is sold to the right account in the right quantities, and the most impactful products are highlighted through the brand. If chosen for the Advisory Board, I hope to contribute an influential voice that will amplify the needs of Black, Indigenous, and People of Color who live in our community. That being said, I'm a white, heterosexual, cisgender, man. I know how that limits my personal experience, and despite all I learned and done over the course of 2020,the Public Safety Advisory Board needs diverse representation more than anything. Describe the diverse community groups in Tigard you are best able to represent on the Public Safety Advisory Board. Why do you feel you are qualified to represent each of the groups.How would you keep these various groups informed about the work and progress of the Public Safety Advisory Board? I'll be honest. I don't have connections to diverse community groups in Tigard. Many other candidates have lived experience with racism/police,work in mental healthcare, or have supported government projects in the past. Much of white suburbia (which I am a part of) is nervous about the phrase"Defund the Police' If chosen, my main focus on the PSAB would be to drive accountability and transparency within the Tigard PD through increased interaction data and analysis against that data, coupled with body camera implementation. I would use this to tell a fuller story of Tigard PD and our city instead of focusing mainly on response times and total interactions with the pitch for increased funding. My goal is to use my privilege as a white male to amplify the voices and needs of others on the PSAB and their diverse communities to convince white suburbia we can make change to improve opportunities for everyone while keeping Tigard safe.We don't need to be scared of change. We just need to find the right way to convince our citizens of that. Describe an experience when you worked collaboratively with people of diverse perspectives and experiences to achieve a common goaL Was the goal achieved? What went well and why? What would you have done differently if you could start the work over again and why? When working in the Skateboarding group at Nike,you quickly learn who skates and who doesn't. As a non-skater, it was initially tricky to gain the trust of those who hold the consumer, business, and IIIlifestyle so close to their heart.Through genuine curiosity, respect, and follow-through, I earned the T I GARD (continued) Jeff Mott Paget respect of all in the category and had a positive impact on the business and skater through my actions. One example revolved around our pricing structure for key apparel classifications.Through analyzing the skate apparel marketplace, looking at our competition's offering, and consumer focus groups, I knew the price/value relationship on our product was out of sync. Basically,the consumer thought we were charging too much for what they were getting.We were also $15-$20 more expensive than much of our competition. I knew we needed a pricing change in the short-term and to build against lower price points in the long-term, but my upstream partners didn't agree. Nike wants to be a premium brand, after all. I partnered with our Finance Manager to build models in addition to my market and consumer analysis to build the case in a way that nobody could argue with.And in the end, after pitching the change to VPs in Apparel and Skate,we made the pricing change.This catalyzed increased bookings and sell-through for the next two years. Beginning in May 2020,demonstrations over the police killing of George Floyd have been held in Portland.Most of the protests have been peaceful,but some have involved arson,looting, vandalism,and injuries.From your perspective,how should the City of Portland,State of Oregon,and federal government have responded to the protests? At a minimum,please cover public safety,free speech,and private property rights. The tragic death of George Floyd was a moment of awakening for many white people in Portland and another moment of trauma for Black Portlanders and People of Color. Nationally, only about 7%of protests have turned violent,yet much of the news focused on looting and vandalism. Of that 7%, it's hard to tell, in many cases, if violence was initiated by protestors or police.Throughout all of this, protestors just wanted to be heard.They wanted to see change.They wanted to improve the lives of Black Americans. And while free speech provides us the right to protest, damaging private or public property and putting others in danger is not a right. It's against the law. In order to maximize public safety and limit property damage,The City of Portland and State of Oregon should have fully embraced the protests. They could have done so through the below: - Robust and regular communication with protest leaders and local BIPOC organizations to understand their needs and requests for change. - Implement action plans and timelines for change quickly. - Work to communicate with broader citizenry the need for change and how their lives will improve through these changes.The above three points should not be equated with taking demands and making improvements just because protestors are in the street. BIPOC organizations have shared their needs with Portland and State Government officials for many years.Through building a relationship and plan with BIPOC organizations, city and state government officials could have avoided much of the later strain put on police. With a clear action plan that addresses BIPOC needs,the federal government would have had no need to come to Portland. JEFF MOTT 16440 SW WOOD PL. PORTLAND, OR 97224 c 503.956.0188 o 503.532.9714 e jeffrey.mott@nike.com QUALIFICATIONS Merchant with twelve years of progressive Nike experience augmented by a Bachelor's Degree in Finance and Business Management. Focused on the consumer. Experienced in growth strategy creation and execution to achieve sales, margin, inventory, and productivity goals, line planning and recognizing offering gaps, pricing strategy creation and implementation, seasonal teardowns and future season forecasting, report and impactful deck creation, report analysis and trending. Experience presenting in front of key stakeholders and resolving complex issues across internal and customer functional teams with a goal of championing and influencing change. Driven to learn. Passion for product. High-performance player with effective communication, organization, analysis, and presentation skills. Self-motivated with the ability to manage competing priorities, communicate to influence, and create efficiencies. EXPERIENCE Nike Inc. Beaverton, OR February 2020—present Category Merchandising Manager—Women's Plus Size Apparel—N.America Merchandising • Know the consumer. Learn preferred shopping behaviors in order to influence wholesale and direct partners on best practices for floor sets, online presence, and social media voice. • Plan for the future. Through robust business data analysis and collaboration with account/brand partners, manage product introductions and lifecycles with Product Creation teams to meet the aspirations of the consumer. • Build our bench. Manage and coach one associate merchant as a direct report.Teach merchandising principles and communication styles to best influence partners. Nike Inc. Beaverton, OR May 2017—February 2020 Category Merchandising Manager—Nike SB—N.America Merchandising • Drove QS Launch discipline to energize brand. Created and utilized metric-based Launch Tracker to institute benchmarks for Launch Projects. Displayed product aesthetic acumen in collaboration with Sales/DTC to determine final allocations. QS =90%+S/T. • Knew the consumer and marketplace to champion category strategy. Mapped key franchises/models to our distinct consumers through segmentation and leads. Janoski vulc sold to category specialty only to solidify and reinvigorate the franchise heading into the 10-year anniversary. Inline Launch carved to SYL to increase traffic and profitability in our most influential channel. Janoski Max 2 led through DTC to energize the lifestyle consumer. • Fed the future through E2E Line Planning and key gates.Translated geography and marketplace insights to provide number of styles/skus by price point, inclusive of carry-over and new models through excel and visual assortment frameworks. Harmonized across geographies prior to meeting with Global Merch to instill a cohesive Global strategy. Included Category Specialty Sales, Strategic Sales, and Mktplace Merchandising in the feedback process to gain additional insights and bring the category closer to the consumer. • Utilized the past to inspire future success.Analyzed past Bookings/POS/Brand to prove out the need to support the introduction of future key franchises through Brand, material refresh, energy, and supporting lifestyle executions. Partnered with Product Teams to showcase the need for physical sell-in tools on central franchise update. Nike Inc. Beaverton, OR October 2016—May 2017 (stretch assignment) Category Merchandising Manager—Nike Court—N.America Merchandising • Performed competitive landscape and market research to influence for change. Secured Tennis wide footwear offering through ascertaining key price openings and financial opportunity. Product Team had zero interest in offering wide footwear for three years despite several attempts from previous Global and Geography Category Merchandising. Now offering 3 models in widths. • Collaborated with downstream partners to grow the Tennis category within key accounts. Know your audience. Recognized the majority of key account business with Tennis is through the Featherlight Cap. Seasonally partnered with DSG Merchandising to provide preferred positions in business driving hat while pushing for increased breadth and depth in Tennis offering. • Formulated launch and distribution plans to ensure long-term market success of franchise footwear model.Analyzed historical bookings/sell-through data and utilized product aesthetic acumen to allocate updated model at levels that will ensure high sell-through. EDUCATION University of Oregon -Charles H. Lundquist College of Business Bachelor of Science,Business Administration Concentration in Finance, Minor in Economics—body of work also included courses in Statistics,Accounting, and Marketing University of California Santa Barbara—2 years undergraduate study, Business Economics EXPERIENCE(cont'd) Nike Inc. Beaverton, OR May 2015—October 2016 Associate Category Merchant—Nike SB—N.America Merchandising • Created incremental growth opportunities using entrepreneurial spirit. Formulated strategy and tactical process for SB Crested Apparel Program through partnership with Nike Golf Cresting, SB Customer Service and Sales. Serving consumer through Premium Shop- Branded Basics, Shop or Nike Moment Apparel, and Footwear Launch Apparel to jump brand hierarchy in pinnacle skate shops. • Obsessed consumer price/value relationship. Completed competitive and internal margin research on key classifications including fleece to provide sustainable and profitable growth. Implemented strategic pricing shifts across fleece tops and bottoms to improve sell- through, minimize returns/cancels, and decrease liquidation apparel. Margin impact on front end offset by positive net margin results. • Protected and grew key business classifications. Collaborated with Sales Director to create Inline and QT Tee Segmentation Plan to improve tee graphics and better serve separate consumers across the marketplace while enhancing account relationships, model productivity, and overall tee bookings. Nike Inc. Beaverton, OR April 2014—July 2015 Category Information Specialist—Nike SB/Data Governance—N.America Merchandising Operations • Generated influential decks and presentations; examined and validated historical pricing strategy for largest footwear franchise using internal data systems and escalated findings to category Merchandising Director and GM. • Drove alignment between systems and internal departments throughout the Category Game Plan Calendar;formalized timelines and deliverables for in-system updates, ensuring involvement with all necessary partners. • Assisted Merchandising group in preparation for key gates and ensured deliverables were met; visually merchandised space to convey key seasonal stories utilizing product aesthetic acumen. • Analyzed past season bookings and sell-through performance to provide insight into future seasonal model plans. • Collaborated with internal partners to form line plan strategies; partnered with Sales, Merch, and DTC to create seasonal flow plan for key, endemic footwear families. • Performed as communication pinpoint for large-scale systems changes for N.America Geography; engaged with Global partners during Product Data Reset and informed N.America counterparts.Worked together to obsess ramifications of system updates. Nike Inc. Beaverton, OR January 2011 —April 2014 Senior Strategic Account Analyst—Foot Locker Inc. Banners—Customer Financial Services • Managed over$6 Million in shipping, compliance, and pricing deductions; ascertained root causes through deep dive research to make business recommendations; analyzed deduction trends through report creation and analysis • Communicated and influenced upper-level management; developed presentation through research and analysis to eliminate customer deduction type, saving Nike over$100k each year. • Escalated key improvement opportunities through appropriate channels in an engaging way to limit future occurrences; pinpointed carton issue, and with partnership from cross-functional teams, negotiated solution with customer account • Constructed powerful storyboards to influence customer change; Used creative and analytical side to design one page document summarizing customer deductions while identifying concerns and opportunities • Thought lean on a strategic and desk level; created procedure employing new customer reports to save Nike more than 20hrs/month and $500k annually • Clearly articulated goals and objectives; collaborate with customer to create improved deduction process based on enhanced routing guidelines Nike Inc. Beaverton, OR October 2010—January 2011 Senior Regional Claims Specialist—Customer Financial Services • Influenced change in sales program overhaul; introduced new ideas to project team; compiled and organized information to create plan for updated sales program; created write-ups for program roll-out to be issued to entire sales force • Utilized leadership skills to train new employees, acting as a knowledgeable resource for peers and management team • Called upon to design presentation materials, harnessing exceptional organization, data interpretation, and formatting abilities • Championed return process streamlining through lean project;Assembled and interpreted data to quantify relevance of return fees Nike Inc. Beaverton, OR January 2009—October 2010 Regional Claims Specialist—Customer Financial Services Nike Golf Beaverton, OR February 2008—January 2009 Cash Specialist—Credit Department .4 PUBLIC SAFETY ADVISORY BOARD Community Caucus:105 Votes(1St) Jimmy Brown In 500 words or less,describe the personal or professional experiences that make you qualified to serve on the Advisory Board. First, I am a 26 year resident of Tigard. My wife and I have raised 4 children in Tigard-Tualatin School District schools, elementary through high school. We have 5 grandchildren in Tigard-Tualatin and Sherwood School Districts. I have been a coach in youth football, youth basketball and youth baseball, and have been responsible for filming high school football and track. I currently am engaged with Tigard-Tualatin School District as a member of the School Budget Committee, and participate as a community member on planning for the 2020 School Success Act and the Student Investment Act (SIA) Stakeholder Committee. I am an elected Precinct Committee Person for Washington County Democrats, beginning my second,four year term. Professionally I was engaged in Juvenile and Adult Probation and Parole Services through the Multnomah County Department of Community Justice (5/84 - 9/03). I developed and managed the Gang Resource Intervention Team (GRIT), responsible for working with juvenile and adult gang members, their families, community service providers, religious community stakeholders, local, regional and state law enforcement. I started my career in 1974 as a Program Development Specialist, engaging in criminal justice program development (created 2 Youth & Family Service Centers, developed LEAA funding streams). I returned to the City of Portland in 2003 and was Director of the Office of Neighborhood Involvement (2003-2006), responsible for community and civic engagement, crime prevention services, noise abatement programs and service delivery for Neighborhood Associations throughout Portland. I have trained over 1,000 Police Officers, Community members, educators, elected officials, doctoral candidates and under-graduates, high school and elementary school students in providing services to gang-involved juveniles and adults. I testified to House and Senate Committees on the impact of emerging gangs in mid-size cities, and secured Federal funding for gang intervention programs. I have been responsible for Organizational Development and establishment of cross-cultural awareness, communication and diversity training for Multnomah County, and led the development of the Department of Community Justice Diversity Program, establishing training protocols, continuing education for staff, contracting with consultants and service providers. I completed my employment history with the Portland Water Bureau as Director/Communications and Public Information, responsible for engaging community members in the bureau budget development process, leading discussions about developing additional water/reservoir capacity for the metropolitan service providers.(2006-retired in 2012). In 2013 I was called back into service to work with Multnomah County Commissioner Loretta Smith as Chief of Staff. I maintained that activity until December 2018. Personally, my history with Tigard Police has been colored by incidents occurring in July, 2000 and December 2002. As a result of these incidents I sued the department and City in 2003, settled out of court, and have moved forward to develop better relationships between the community,the City and the Police Department. My involvement with this Committee will continue these efforts. Describe the diverse community groups in Tigard you are best able to represent on the Public Safety Advisory Board. Why do you feel you are qualified to represent each of the groups.How would you keep these various groups informed about the work and progress of the Public Safety Advisory Board? As a Black man living in Tigard for the past 26 years, I share a kinship and lived experience that makes me uniquely qualified to speak on the needs of our Black community members.While no one person can truly"represent or speak for"any group, my lived experience allows me the ability to 11111 connect to,engage with, listen to and share their concerns with policy and administrative decision- T I GARD (continued) Jimmy Brown Paget makers. My professional and personal experience has allowed me to work closely and effectively with community members from the LatinX, Pacific Islander, SE Asian, Indigenous Peoples, East European, and immigrant African communities. My 40-year history in public service for the City of Portland and Multnomah County has provided effective experience working with the homeless community,communities of color,gender diverse communities, law enforcement and public safety communities, environmental and community development advocates. I am qualified because I have a commitment to listening,to understanding diverse communities and to advocating for social/ economic justice for those who are struggling to become part of the mainstream while simply seeking to be treated in an equitable manner.Throughout my professional career I have worked within this region's diverse community. I am uniquely qualified as a Diversity and Cross-Cultural Communication trainer, having trained over 4,000 Multnomah County employees.As the developer of Multnomah County's Gang Resource Intervention Team (GRIT) I trained and partnered with law enforcement professionals from around the country on working in diverse communities, many of which had a history of negative experience with law enforcement. My experience as the Director of Portland's Office of Neighborhood Involvement (ONI)focused on community engagement across a broad spectrum of issues that deeply impacted neighborhood residents. Such issues included neighborhood livability,economic/community development, housing policies and public safety. Regarding keeping groups informed of the work of the Public Safety Advisory Board (PSAB), as we are living in the era of the pandemic,we are experiencing new ways of connecting to each other.The process of engaging with families, local businesses, educators,young people and our elders must encompass the use of emerging technologies as well as historical methodologies. Online forums, utilizing Zoom, Google, FaceTime, Skype, and other real time methods of communication are at the forefront of connection.We must also continue to use local media (community newspapers/print and online, locally produced cable TV programming such as Tualatin Valley Community Media) and neighborhood based social media (i.e. Nextdoor, Facebook,Twitter, Messenger,et.al.).Additionally, we must partner with organizations that have established connections and linkages to diverse communities. It is my experience that Tigard Tualatin School District has spent considerable time developing connections for information-sharing, group involvement with LatinX,Asian and Pacific Islander communities, Indigenous Peoples and the African American community.The utilization of aforementioned networks will serve to engage said communities across a broad spectrum of issues that face all families, individuals, local businesses and other stakeholders. Online feedback, distribution of documents, print or electronic,the use of online polling/surveys, creation of regular Virtual meetings, etc. are all viable methods available to broaden community involvement with underrepresented community members. Post-pandemic, and inclusive of the above, reintroduce public forums that are designed to engage community members in the public safety discussion. Describe an experience when you worked collaboratively with people of diverse perspectives and experiences to achieve a common goaL Was the goal achieved?What went well and why?What would you have done differently if you could start the work over again and why? There are many examples throughout my career, and I elect to share my most recent. I was and still am,actively involved with Tigard Tualatin School District (TTSD) in planning for the use of State of Oregon Department of Education, School Success Act Funding streams for the biennium (2020-2021/2). I worked collaboratively with community residents from the LatinX, Black, Pacific Islander, Indigenous Peoples, as well as those connected to students from the LQBTQ developmentally different and physically differently abled student community,TTSD Administrators, School Board members, Classroom Teachers, Union Representatives,student representatives and local business stakeholders,to determine what type of programs and services the District would promote to ensure that students from historically marginalized communities would best be served in the coming years.The group met over a period of months with the charge being to have a developed budget and programmatic approach developed for submission by June of 2020.That goal was achieved and approved by the SSA Committee and the TTSD School Board.The group process went extremely well. It was not by happenstance.TTSD staff worked diligently, purposefully, and actively to provide an experience that was respectful, engaging and focused.The group was taught how to utilize a communication process that centered on consensus, ensuring that all voices were heard,valued, regardless of whether total agreement was reached. Grounding of the process was actualized before each meeting. Review (continued) Jimmy Brown Page3 of prior work activity was consistently a part of the group process. Grounding the group in understanding diversity, communication processes, understanding the definition of marginalized and underrepresented populations, helped to center the group on the work that was needed to accomplish the goal of academic program development. I think the only thing I would have done differently is to have added more time to the process. Unfortunately,the early beginnings of the pandemic created a situation wherein face to face meetings ultimately were not a safe environment for the group to meet. By the time the group was completed with its task we had cemented the necessary steps to move the proposals forward to the TTSD and the State DOE. Beginning in May 2020,demonstrations over the police killing of George Floyd have been held in Portland.Most of the protests have been peaceful,but some have involved arson,looting, vandalism,and injuries.From your perspective,how should the City of Portland,State of Oregon,and federal government have responded to the protests? At a minimum,please cover public safety,free speech,and private property rights. There are challenges in the way the City,the State of Oregon and the Federal Government have responded to this issue. Every individual in this Country has a right to free speech and to protest what they see as encroachment on that right. Constitutionally,the people have a right to free assembly and to make their grievances known,with limited restrictions on that lawful assembly in the public realm.That being the case, in the initial iteration of public protests, many that started away from Portland, local public managers (elected, bureau/department directors,staff, local law enforcement, District Attorney and the Federal Government representatives) should have immediately connected with known constituent leaders, advocates,ACLU, community based stakeholders (many of whom are known and have been active in the local community for years) and gathered together to discuss how to proceed. In anticipation of probable demonstrations in Portland.There could have been coordinated and united front displayed that focused on some of the following points: 1)the police killing was wrong, based on the displayed information, 2) people would need to voice their anger regarding the incident, 3) how might law enforcement, along with other public safety groups (i.e. crisis intervention workers, community outreach workers, medical and mental health workers) partner with those engaging in lawful public protest,4) how to acclimate law enforcement to the right of the public to protest, and their charge to protect the right of the people to peacefully assemble, 5) acknowledge that unlawful behavior might occur, and determine in advance how law enforcement would work to isolate those engaged in such behavior from those engaging in peaceful protest, 6) provide the public advance notice on the use of force policy, and that Command staff would monitor same and in conjunction with the Police Review Board/Internal Affairs. 7) prepared to engage disciplinary and investigatory resources as necessary and to provide notification to personnel of same.These are just a few of the steps that the City and the State could have utilized differently in this situation. It is by no means meant to be an all-encompassing dialogue.The perspective of private property rights should not drive the discussion about the validity of the right of the public to protest in lawful, constitutionally protected manners. Had the City utilized more foresight, local business representation should have been in the planning discussions around the potential of damages to private property.The City could have/should have assessed the need of downtown local businesses as it relates to protecting storefronts from damage, utilizing a "crime prevention through environmental design (CPTED) methodology-- use of lighting, camera,fencing, et.al.Additionally,the City could have ensured local businesses that property damage would be covered under the City's umbrella insurance policies. All of this is, of course, in hindsight. Messaging should have been broadly and clearly communicated in advance regarding how unlawful behavior would be addressed.The core value in this planning process should have been protecting those engaged in lawful assembly, protecting local businesses from major property damage,and enabling law enforcement the opportunity to carry out their public safety responsibilities reasonably and safely. RESUME Jimmy D. Brown 16618 SW Riverwood Place Tigard, Oregon 97224 (503) 887-0136 (cell — preferred method) (503) 968-6408 (home) email address: jimmydbrown52qmail.com (preferred email address) email address: brown.jimmycomcast.net (home) EDUCATIONAL HISTORY Thomas Jefferson High School - June, 1970 Portland, Oregon Lewis and Clark College - June, 1974 Degree: Bachelor's/Psychology Ohio State University - March, 1979 Certificate/Vocational Education for Disadvantaged Populations Recipient- Boston University/School of Medicine/School of Public Health/4 Year Fellowship - 1993 Join Together National Leadership Institute -August, 1993 National Council of Juvenile and Family Court Judges, University of Nevada, Reno Certificate Awarded - Basic Juvenile Justice Management Institute— March, 1996 National Council of Juvenile and Family Court Judges, University of Nevada, Reno Certificate Awarded —Advanced Juvenile Justice Management Institute —August, 1998 Areas of Competency Developing Community Coalitions Inter-Cultural Competency Development Gang Intervention/Prevention/Social and Psychological Perspectives Juvenile Delinquency Prevention and Intervention Juvenile Justice Services Positive Youth Development Quality Improvement Services School Improvement Programming Staff Empowerment and Development Substance Abuse Policy and Program Practice • Community Aftercare • Correctional Treatment Training • Case Management Processes • System Planning and Program Implementation 1 • Program and Evaluation • Cultural and Gender Specific Services POST-RETIREMENT EMPLOYMENT Multnomah County Board of County Commissioner's Commissioner Loretta Smith, District 2 Multnomah County Administration Building 501 SE Hawthorne Boulevard Portland, Oregon 97213 Position: Chief of Staff January 15, 2013— December 20, 2018 RESPONSIBILITIES: • Management responsibilities for the District 2 Office as Chief of Staff to the Commissioner; Responsible for coordination of work product for Board of County Commission meetings; Responsible for weekly meetings and as needed meeting with staff from Board of Commissioners offices; responsible for development of the District 2 annual budget, Ordinance and Resolution development; Program development, grant development, constituent and community-based program and service provider relationship development, staff recruitment and investigations, program planning and analysis, coordinating the review and development of District 2 responses to the Multnomah County Budget development process. EMPLOYMENT City of Portland Portland Water Bureau 1120 SW 5t1, Suite 600 Portland, Oregon 97204 Position: Manager, Community Involvement & Information January 1, 2006— May 5, 2012 RESPONSIBILITIES: • Develop and implement community building strategies that relate to provision of public water services to metropolitan region of 500,000 • Develop and implement communication strategies, public records and public access protocol • Develop and implement social media networking strategy • Develop and provide emergency management and communication strategy that connects with the broader public on the infrastructure and water quality components of a municipal public utility • Develop and implement programs that promote community based conservation, water quality, water safety and support such programs in the community • Promote community engagement, public involvement and transparency 2 throughout the public utility system Office of Neighborhood Involvement (ONI) 1221 SW 4th, Room 110 Portland, Oregon 97204 Position: Director, Office of Neighborhood Involvement— December 1, 2003— January 1, 2006 RESPONSIBILITIES: • Provide management and direction to 58 City employees providing crime prevention, housing and nuisance inspection, citizen involvement in City government and promoting the development of a City-wide neighborhood involvement system. • Assist 95 Neighborhood Associations and 7 Neighborhood Coalitions in determining processes that improve citizen participation in building livable communities. • Provide policy and strategic planning to City Commissioners, community stakeholders, law enforcement and others to ensure citizen involvement in governing and improving the vitality of the City's neighborhoods. • Develop strategic work plan for ONI and its component cost centers. • Develop ONI annual budget in collaboration with community stakeholders, staff, Coalition Director's and Coalition Chair's. • Ensure ONI's focus on Bureau Innovation Projects, Visioning, Public Involvement and Re-directing the Office of Neighborhood Involvement EMPLOYMENT Multnomah County Department of Community Justice 501 SE Hawthorne Blvd., Suite 250 Portland, Oregon 97214 Position: Manager, Intercultural Strategies & Community Collaborations/Director's Office—July 1, 2002 — November 30, 2003 • Manages the Department's strategic policy efforts focusing on cultural competency, minority over-representation of juveniles and adults in the justice system and community collaboration development. • Development of community-based service delivery networks that provide early intervention for clients of color involved in probation services. • Manage DCJ resource development process for Juvenile probation services, i.e. use of Gang Transition Services dollars from the State of Oregon/Oregon Youth Authority; Juvenile Accountability Incentive Block Grant dollars (JAIBG)from the State of Oregon/Oregon State Police/Criminal Justice Planning Office; RESPONSIBILITIES: • Managed the Department's strategic policy efforts focusing on cultural competency, minority over-representation of juveniles and adults in the justice system and community collaboration development. • Development of community-based service delivery networks that provide early intervention for clients of color involved in probation services. • Manage DCJ resource development process for Juvenile probation services, i.e. use 3 of Gang Transition Services dollars from the State of Oregon/Oregon Youth Authority; Juvenile Accountability Incentive Block Grant dollars (JAIBG)from the State of Oregon/Oregon State Police/Criminal Justice Planning Office; Multnomah County Department of Juvenile and Adult Community Justice 1401 NE 68th Portland, Oregon 97213 Position: Program Manager, Multnomah County School Attendance Initiative — May 1998 —June 30, 2002 RESPONSIBILITIES: • Manage a collaborative initiative focusing on improving school attendance, student achievement and reduced juvenile justice system involvement. The Initiative involves 132 schools; across 8 metropolitan are school districts, 7 Community Based Organizations, local public safety (community justice) department and numerous stakeholders. The Initiative serves families of youth and students in kindergarten through 9th grade. Current Initiative is capitalized at $3.5 million and serves approximately 4300 youth per year. Position: Executive Assistant to the Director-January 1997 — May 1998 RESPONSIBILITIES: • Assist in managing a combined juvenile and adult corrections probation and parole department. Includes program development, grant development, department budget development, staff recruitment and investigations, constituency development, program planning and analysis. Position: Program Evaluation and Development Section Administrator- August 1995 - December 1996; RESPONSIBILITIES: • Manage the operations of the Department of Juvenile Justice Services (DJJS) program evaluation, program and grant development, contract monitoring, revenue management and Special Programs section; • Manage the operation of a Flexible "Wraparound" Funding Service of$800,000 in Multnomah County General Fund and State of Oregon program dollars; • Manage section budget and operations inclusive and annual forecasting and analysis of spending patterns and projections; • Provide direct management of 25 program contracts for Gang Transition Services with Community Based Organizations with annual budgets of$1.5 million; • Establish program services for gang-involved probationers and parolees in the areas of education, substance abuse treatment, employment, close supervision and residential services; Prior work history available upon request. 4 .4 PUBLIC SAFETY ADVISORY BOARD Community Caucus:55 Votes(7rh) John Gerhard In 500 words or less,describe the personal or professional experiences that make you qualified to serve on the Advisory Board. As a BIPOC member of the Tigard community, I am familiar with discrimination. Being mixed-race (Chinese/ Caucasian), I am often judged for not looking Chinese or having to prove my ethnicity. As the parent of several mixed-race children, I have seen my Black children treated differently from their peers, sometimes with malice and sometimes inadvertently. I want Tigard to be a community of tolerance and equality that judges individuals by their accomplishments and actions, not by their racial or ethnic identities. As a prosecutor, I am very familiar with the mission of law enforcement and the operations of police agencies. My mission is to help protect my Washington County community, including Tigard's citizens; to seek justice for all; and to hold individuals accountable for their choices and actions, including members of law enforcement. We are all accountable to the law, and the abuse of authority has no place in the justice system. In my professional capacity I serve as the Chair of my office's Diversity, Equity, and Inclusion Committee. In that role, I seek to ensure that employees regularly receive implicit bias training, to provide opportunities for employees to engage with underrepresented community members, and to ensure that minority employees receive opportunities for career advancement. Additionally, I help lead a team charged with minority attorney recruitment for my office. I strive to make my office a reflection of our community. In my personal life, I continue to serve my community through volunteer activities such as Packed with Pride. My weekly work with Packed with Pride helps ensure that families in need do not go hungry. Additionally, I serve as a College and Career Mentor at Tigard High School. In that role, I help students develop a post-high school plan, regardless of financial resources,familial background, or educational objectives. I want to serve as a member of the Public Safety Advisory Board to ensure that our Tigard Police Department reflects the diversity of our community and the values of our community. We live in a safe community due in significant part to the work of the Tigard Police Department. However, we should not become complacent with the status quo and should always reflect on our organizations to find areas for improvement. There is no place for hate in our community, our schools, or our police department. Based upon my professional a and personal skills and experiences, I believe that I would offer a unique perspective that will benefit the Public Safety Advisory Board and City of Tigard. Describe the diverse community groups in Tigard you are best able to represent on the Public Safety Advisory Board. Why do you feel you are qualified to represent each of the groups.How would you keep these various groups informed about the work and progress of the Public Safety Advisory Board? Asian-American and mixed-race households. I am mixed race and was raised in a Chinese-American household. I am the parent of mixed-race children (Chinese/Caucasian and Black/Caucasian). Some of them have experienced discrimination, as have I. My wife and I seek to help our children navigate and overcome the unfriendly environments and people they will encounter. I'm happy to provide periodic written and oral updates to community groups, as needed. Otherwise, I would engage with my community in social interactions and volunteer programs. III T I GARD (continued) John Gerhard Paget Describe an experience when you worked collaboratively with people of diverse perspectives and experiences to achieve a common goaL Was the goal achieved? What went well and why? What would you have done differently if you could start the work over again and why? I have participated in Building Bridges of Understand at the Muslim Educational Trust for two years working to share perspectives of law enforcement and community members. I believe most attendees would agree that this event is a very positive and collaborative activity that helps educate all participants on looking at community concerns from multiple perspectives. Each time I leave, I feel like my perspectives have changed some and that I've been able to grow as a person. If there was something to change, I believe everyone would benefit from more frequent engagement. Beginning in May 2020,demonstrations over the police killing of George Floyd have been held in Portland.Most of the protests have been peaceful,but some have involved arson,looting, vandalism,and injuries.From your perspective,how should the City of Portland,State of Oregon,and federal government have responded to the protests? At a minimum,please cover public safety,free speech,and private property rights. Any municipality has the obligation to balance free speech, community safety, and the protection of public and private property. It is very unfortunate that a small minority of individuals chose to turn a powerful, peaceful protest movement into an opportunity for violence and destruction. City leaders and law enforcement must specifically target the individuals responsible for violence and vandalism, rather than generally denouncing a peaceful protest movement. The law enforcement agencies in Washington County would stand united with the Tigard Police Department to protect protesters' right to free speech and expression while holding violent,destructive actors accountable. City leaders and police must act at the earliest signs of violence and destruction to ensure that bad actors do not feel comfortable with their behavior and believe they will not be held accountable for criminal conduct. Not knowing all of the information regarding the Portland protests, it appears that this is where City of Portland and Multnomah County leaders failed.They waited too long to hold individuals accountable (and still have not held individuals accountable in some instances),so more and more bad actors felt comfortable engaging in violent and destructive behavior. Local and federal law enforcement seemed to overreact to the small number of violent actors by punishing all protesters through crowd dispersal tactics like tear gas and rubber bullets. Earlier intervention and accountability likely could have prevented innocent protesters from being injured as a result of the crowd dispersal tactics. We are a community of laws and accountability;there must be a balance between free speech and the protection of persons and property. JOHN C. GERHARD IV 14275 SW 125th Avenue Tigard, Oregon 97224 (503) 846-8866 (w) (312) 339-9721 (m) jcgerhard@gmail.com EXPERIENCE WASHINGTON COUNTY DISTRICT ATTORNEY'S OFFICE Hillsboro, Oregon Senior Deputy District Attorney 3/17—Present Manage felony prosecutors with general supervision of 32 deputy district attorneys. Prosecute major felony crimes including homicides, serious assaults, kidnapping, and sexual assaults. Direct investigators in major crime investigations and officer involved shootings. Manage the Washington County Digital Forensics Laboratory. Manage the District Attorney's Office Data Integrity and Technology Team. Manage the Washington County Veterans Treatment Court program. Deputy District Attorney 2/08 —2/17 Prosecuted complex felony crimes including attempted aggravated murder, vehicular assaults, racketeering, computer crimes, and other property crimes. Guide criminal investigations with patrol officers and detectives. Tried over 75 jury trials and 45 court trials. Independently managed a caseload of over 100 criminal cases from charging through trial. Negotiated case resolutions that balanced justice, accountability, and the limited expenditure of public resources. Co-led Washington County's gang team (IGET) to reduce gang violence through education,prosecution, and legislation. UNITED STATES ARMY Fort Sam Houston, Texas Office of the Staff Judge Advocate Administrative Law Attorney 5/07— 12/07 Defended the Army in labor disputes. Advised military commanders and agency directors on regulatory compliance, ethics, labor relations, administrative investigations, and contracts. Senior Trial Counsel and Special Assistant U.S. Attorney 5/05 —5/07 Prosecuted military and civilian felony and misdemeanor criminal cases. Advised military commanders of a Brigade composed of over 7,000 Soldiers and civilians on matters pertaining to the Uniform Code of Military Justice, United States Code, government ethics, and efficient and effective disposition of cases. Legal Assistance and Tax Assistance Attorney 4/04—5/05 Counseled clients in areas of estate planning, taxes, divorce, child custody, real property, contract dispute, and landlord-tenant issues. Drafted client letters, wills, and powers of attorney. Managed and advised a team of 10 tax preparers in 2 offices. Prepared and filed individual income tax returns, complex rental property and like-kind exchange tax returns, and trust tax returns. EDUCATION LOYOLA UNIVERSITY CHICAGO School of Law Juris Doctor, May 2003 Loyola University Chicago Law Journal, Editor-in-Chief,Vol. 34 Dean's List Institute for Consumer Antitrust Studies, Freeborn &Peters Student Fellow Public Interest Law Society, President WASHINGTON UNIVERSITY IN SAINT LOUIS John M. Olin School of Business Bachelor of Science in Business Administration, May 2000 Dean's List U.S. Army Reserve Officer Training Corps PROFESSIONAL National Computer Forensics Institute TRAINING Advanced Computer Forensics for Prosecutors, April 2018 International Association of Computer Investigative Specialists Managing a Digital Forensics Lab, July 2017 MEMBERSHIPS Oregon State Bar Illinois State Bar(Inactive status) National District Attorney's Association Oregon District Attorney's Association International Association of Computer Investigative Specialists American Legion—Post 158 VOLUNTEER Foundation for Tigard-Tualatin Schools—Packed with Pride (Food Support) ACTIVITIES Tigard High School College and Career Mentorship Program Good Neighbor Center(Emergency Housing) With Love (Supporting Foster Families) .4 PUBLIC SAFETY ADVISORY BOARD Community Caucus:73 Votes (2nd) Justin Low In 500 words or less,describe the personal or professional experiences that make you qualified to serve on the Advisory Board. As an Asian American who was born and raised in rural Oregon, my lived experience has been one of enduring racially motivated violence, learning to advocate for myself and the voiceless in my community, and utilizing my organizing skills to get those voices a seat at decision-making tables. It is these experiences that have shaped my theory of leadership and community building—especially with BIPOC and young adults—and is the reason why I am qualified and determined to serve my community on the Public Safety Advisory Board for the City of Tigard. Throughout my undergraduate career at the University of Portland, I kept one foot in the grassroots-organizing sphere through my work with affinity groups to oppose Islamophobic acts and support DACA students in on campus, as well as one foot in the student government sphere where I directly had an impact on budgeting and resolution decisions that would support our most underserved communities. After undergrad, my very first job was as a criminal defense paralegal, where I worked with overloaded public defenders who were doing their best to give defendants their constitutional right to proper legal representation, against a system that was financially, politically, and procedurally stacked against them. It is through this job that I learned how important intricate details, policies, and budget decisions can ultimately make or break institutions that are meant to be non-partisan and objective. And most importantly, I witnessed first-hand how systemic racism plays an explicit and implicit role in keeping the status quo in our judicial system. In the Oregon Association of Student Councils, which is a student leadership development non-profit, I helped educate and engage students in local and state politics through a subsidiary program that I co-directed.The goal of this program was to teach students how to critically think about policy issues at the local and state level that breaks through partisan ideology.Throughout the program, we would breakdown how to engage in advocacy by lobbying their local and state elected officials. We've also supported our students' advocacy for diversity, equity, and inclusion policies at the state and local level, ranging from crafting hate speech policy in a school district,to giving testimony in support of the Student Success Act. Lastly,Tigard has been my home for the last two years, and I have been drawn to continuing two key passions: raising the voices of student leaders and advancing diversity, equity, and inclusion in our school district and city council. I've worked with students and parents in organizing support for the TTSD hate-speech policy, as well as contributed to the initial conversations of the public safety advisory board. Additionally, I have served as a logistics coordinator for Packed with Pride, which is a food bank run by the Foundation for Tigard Tualatin Schools. Thank you, and I hope to have the privilege to serve my city on the advisory board. Describe the diverse community groups in Tigard you are best able to represent on the Public Safety Advisory Board. Why do you feel you are qualified to represent each of the groups.How would you keep these various groups informed about the work and progress of the Public Safety Advisory Board? Since making Tigard, Oregon my home after graduating from the University of Portland, I have made it a civil priority to be active and engaged within many of the community groups that belong to this city.As a strong advocate for public education and youth leadership development, I share a deep connection with the student and parent community in Tigard,especially with those that identify as BIPOC families. Most recently, I have had the privilege of serving as a mentor to the core-members of the Tigard-Tualatin Student Union (TTSU),which is an organization that represents the collective student voice of the Tigard- Tualatin School District.Though only about a year old, I've witnessed this organization tackle a wide T I GARD (continued) Justin Low Paget range of crucial student priorities,from advocating for the removal of pay-to-play fees for extracurricular activities to helping pass the first-ever district-wide hate speech policy in the State of Oregon. It is for this reason that I am deeply invested in elevating student voice in this community, and at the state level through my professional work as the Director of Student Programming at the Oregon Association of Student Councils (OASC); it is this work that lends me my qualifications for representing this particular group since I am constantly working on projects that directly involve students and public education. In addition to mentoring the TTSU students, I remain holistically engaged in the other parts of our public education system by attending every school board business meeting and being an active participant in the local parent advocacy group,Tigard Tualatin Change. I will also serve as a representative of Tigard's BIPOC community, specifically the Asian-American Pacific Islander(AAPI) community,which, as of 2019 estimates, are the third-largest racial group in Tigard, coming in at 7.2%of the population (census.gov). Born and raised in rural Oregon, I was subjected to repeated incidents of racial violence and discrimination by my White peers. In fact, I still bear scars on my wrists and hands from some of these prejudiced encounters, a permanent reminder of the work that still needs to be done within our communities. I have felt first-hand the vulnerability, pain, and humiliation that the lack of adequate public safety measures and policies can lead to,for BIPOC community members. Since moving to Tigard, I've found a greater sense of ease,safety,and comfort, and I have also made connections with our local AAPI community—like small-business owners that operate local Thai restaurants as well as some of the leaders at the Muslim Education Trust. I've also been a member of the Asian Pacific American Network of Oregon (APANO) since 2016 where I've represented the University of Portland as a community organizer with other AAPI students from across the state. Lastly, I served as Secretary-General to the Northwest Filipino-American Student Alliance,which is a regional affinity group that is home to 22-university organizations in Washington and Oregon. I currently serve as an alumni advisor where I help students engage in Filipino identity as it relates to political,social, educational, and cultural aspects. My lived experiences as an Oregonian, son of immigrants,AAPI,a community organizer, and survivor of racial violence will serve as a broad foundation for my work on the Public Safety Advisory Board. Furthermore, I believe I am qualified to represent each of these groups, not only because of my lived and professional experiences, but because of my background in community organizing around diversity,equity, and inclusion. In undergrad, I worked on creating "homes away from home" by founding some of the first affinity groups at the University of Portland.These were spaces of support, affirmation, bonding, and networking for my classmates of color. Since then, I've taken the model of building spaces of affinity at the university level and incorporated it in my work at OASC,where we've started to help our membership high schools create affinity-based clubs on their campuses. Additionally, I've served on Equity and Inclusion Committees in both non-profit and academic spaces, both of which required me to research and report on issues that the BIPOC community was facing and what resources should be provided to address those issues. I plan on keeping the student, parent, and BIPOC communities of Tigard informed of the work of the Public Safety Advisory Board through social media report backs.As a member of multiple Tigard community groups on Facebook, I will gladly and actively share updates and posts in these forums about the progress that the advisory board makes. I would also be open to participating in any online town halls, webinars,workshops, or community forums to present on the Public Safety Advisory Board's work. Lastly, I will engage in conversations with the various organizations that I am a part of to ensure that our community stakeholders are informed and aware of the decisions we move forward with, with pride and determination. I am aware that people are watching our city intently,some with anxious eyes, but most with optimism and hope.There is a moment to be met here, not only in Tigard, but in the greater Portland-Metro area, and we have a chance to create a thoughtful,thorough, successful process that can be emulated by other cities to fit their needs around addressing public safety, systemic racism, and equity within their communities. I am grateful for this opportunity and I am eager to help build a more safe, inclusive, and unified Tigard. Describe an experience when you worked collaboratively with people of diverse perspectives and experiences to achieve a common goaL Was the goal achieved? What went well and why? What would you have done differently if you could start the work over again and why? After the murders of George Floyd, Breonna Taylor, and many others, our nation began a racial awakening toward the glaring systemic issues that consistently face BIPOC communities. In response to this moment,the Oregon (continued) Justin Low Page 3 Association of Student Councils created an Equity and Inclusion Committee that I was tasked to Co-Facilitate.This committee was asked to convene a group of BIPOC students, advisors, and alumni to discuss how to dismantle systemic racism within our organization through analysis and reporting on areas of inclusion, accessibility, and opportunity for our BIPOC members.The common end-goal we were tasked with was to create a document that would have recommended strategies and action steps for the Oregon Association of Student Councils to adopt and implement, in an effort to combat systemic racism.The committee membership consisted of BIPOC from various ethnic and racial backgrounds, lived experiences, political beliefs,socio-economic statuses, and regions of Oregon. However,the 22-member Board that was going to vote to approve these recommendations consisted of only three BIPOC members. Our Board had individuals who lived in Southern and Eastern Oregon, had folks who had lived in the Metro their entire lives, had staunch proponents of Black Lives Matter, and had people who explicitly called Black Lives Matter"the root of all evil, hate,violence, and division in our country:' Our Equity and Inclusion Committee needed to thread a tight needle, balancing between advocacy and constituency, both of which were spread out on various parts of the ideological spectrum. But we were neither dissuaded nor daunted. After three months of brainstorm sessions, culling together main concepts out of the many, and then refining the main strategies and action steps we wanted to put forward,the Equity and Inclusion Committee produced an eight-page document to the Board for final review; we had accomplished the mission we were charged with. Within the document,the committee made recommendations on: providing scholarship programs specifically for our BIPOC members and underserved communities, expanding BIPOC student access to event programming, diversifying speakers and workshop topics, bringing in outside facilitators to lead DEI trainings for our board, and creating a system of mentorship between students and alumni within our organization.This document,that the Equity and Inclusion Committee created, is one of the most comprehensive documents I've ever participated in creating. Given the three- month deadline (during a pandemic),we put together a document that was organized,easy-to-read, and detailed with timelines, actionable steps,and suggestions on how to implement the concepts. Our committee was successful at sticking to tight deadlines, communicating points of agreement and dissent, and coming together to decide what was practical to recommend and what would be superfluous. If I had the opportunity to run this project back,the first thing I would have done would have been to ask for more time.To run what was essentially an equity-audit of an entire organization that has been around for decades and caters to 120+ member schools was a herculean task, especially, if we wanted to do it thoroughly and properly. I would have used that extra time to bring in more voices and people, like holding listening sessions with member schools,students, and advisors.To have a better sense of where the constituency was at in their ideas and support would have been extremely helpful in the process.Additionally, I would have wanted to hear from other stakeholders, like affinity groups,alumni, administration, and parents.Yes, it can get muddy at times when you add more voices to the mix, but I believe it would have been beneficial to creating a more comprehensive report that was reflective of our entire organization. Beginning in May 2020,demonstrations over the police killing of George Floyd have been held in Portland.Most of the protests have been peaceful,but some have involved arson,looting, vandalism,and injuries.From your perspective,how should the City of Portland,State of Oregon,and federal government have responded to the protests? At a minimum,please cover public safety,free speech,and private property rights. Public Safety Shooting to kill an unarmed teen/adult, is not public safety. Suffocating someone to death while they are begging for their life or expressing that they cannot breathe, is not public safety. Stopping someone for no reason other than they"look suspicious'; is not public safety. On the flip side, committing arson by lighting buildings on fire,vandalizing and looting buildings, and injuring others are not forms of public safety either. We cannot tolerate violence or the encouragement of harm from anyone or any side. Having attended over ten protests over the course of summer, I will always stand with Black Lives Matter, non-violent protests, and dismantling systemic racism within our communities and countries. What I cannot tolerate or condone is violent anarchists trying to co-opt the BLM movement by antagonizing,goading, and provoking law enforcement by attempting to push,tackle, or throw projectiles at them.That is unlawful and we cannot allow that to be a standard when it comes to the freedoms of protest and assembly. I couldn't bring myself to attend the protests anymore in the later months of summer, because (continued) Justin Low Page4 they were no longer prioritizing criminal justice reform or feasible policy/funding changes. It became a spectacle of going out to challenge law enforcement in the streets and then coming home to boast about getting tear-gassed from law enforcement agents. In regards to government role, I don't think the federal government should have gotten involved.All it did was inflame protestors and rally them to show up against law enforcement AND the Trump administration. It added gas to the fire.This was a state and local issue, and it should have remained so. However, I do acknowledge that the State of Oregon and the City of Portland did not do a good job of handling the situation.The fact that a man was shot and killed in Portland during protests was not acceptable. But, neither was law enforcement collaborating with extremist white supremacy groups, when escorting them into Downtown Portland. Nor was allowing anarchy with the destruction of property. Action begets action. Some protestors would get too aggressive or start vandalizing property; law enforcement would respond with tear gas or munitions rounds; this would then lead to protestors becoming more agitated and aggressive; which would result in more aggressive law enforcement tactics. It was an endless cycle of the pendulum swinging back and forth, and at the end of the day, maybe the City or State should have just created a no-gathering zone across the entirety of Downtown Portland or held evening curfews for the remainder of the summer. Maybe it would have helped resolve some of the damage and harm done. But maybe that would have just agitated people even more. All I know is that a space was held and maintained for escalation to happen, and it was no longer a space that felt safe for the freedom of speech, assembly, or protest. Free Speech Whenever I engage in conversations regarding free speech and its limits, I'm constantly reminded of my Constitutional Law professor telling his intro class,"Most forms of speech are protected, except instances like shouting fire in a crowded theater." He would then go on to explain that the Supreme Court case of Brandenburg v. Ohio, banned free speech directed towards anything that is likely to start a riot or other harmful actions. Free speech is free speech until it brings about a precarious situation for bystanders that would infringe on their freedoms and liberties,such as death by stampede or riot. I proudly marched alongside peaceful/non-violent protestors in June,July, and August, in support of Black Lives Matter as a civil rights and human rights movement, however,there were some hard lines for me that I would cross or that would make me feel uncomfortable. I did not care for or support the generalized chants of"All Cops Are B*stards"or"F*ck The Police;'These chants were unnecessary and fueled a mob-environment that then encouraged hostile and hateful attitudes of some protesters towards law enforcement. If we are putting anyone's life, safety, or well-being in jeopardy—protestors or police officers—in an emotionally-charged environment,that begins to drift out of the realm of free and protected speech.We had a protestor that was shot and killed in Portland because of the speech and rhetoric that was being encouraged by some groups. Not only was this a disgrace and tragedy for Oregon and the protests concurrently happening, but it was taking away from the main point of the movement: emphasizing to our country that Black Lives Matter and that we must start addressing systemic racism in our governing bodies and local institutions. I think that the elected officials,from local to federal, who condemned hate- speech and violence were right to do so and more should have emphasized it from the get-go. Private Property Rights Full stop,the destruction and degradation of private property is never acceptable in any circumstance, especially when gathering to express the freedoms of speech and protest. Just because a protest is happening, doesn't mean that rules or laws go out the door.Arson, looting, assault, and vandalism are illegal activities that someone can be arrested and prosecuted on during any given day. I believe that the City of Portland had a mandate to arrest folks who engaged in such activities, and the Multnomah County DA office had an obligation to prosecute these individuals.To reject any referred cases that involved arson, looting,vandalism, or injury unto another individual sets a dangerous precedent for encouraging similar behavior from extremists who feel emboldened and unaccountable to justice. Even more frustrating was that these private properties that were damaged during the protests are peoples' businesses, livelihoods, and homes.This is how they put food on the table and a roof over their heads.And there are BIPOC who own some of those restaurants and food carts who had to shut down because of damage or safety concerns.Again, the destruction and degradation of private property are never acceptable, but even more so when it is the property of the citizens that we are trying to support and uplift with these protests and movements. JUSTIN SANTIAGO LOW 12174 SW Quail Creek Lane,Tigard, OR 97223 justinsanlow@gmail.com I (503) 502-4126 I www.linkedin.com/in/justinslow/ EDUCATION B.A.Political Science&B.A.Psychology(Minor in Social Justice) August 2014–May 2018 University of Portland,Portland,OR. GPA 3.82 PROFESSIONAL EXPERIENCE Oregon Association of Student Councils I Director of Student Programming July 2020 –Present • Serving as a director for a student leadership non-profit that serves 120+high schools and middle schools in Oregon • Responsibilities: managing a 12-member student executive council for the state;overseeing student-based programs like our Capitol Ambassadors Program and affinity groups;legislative coalition building with state education groups Dacia for Oregon—Dacia Grayber for State Representative I Campaign Manager January 2020–Present • Currently serving as Dacia Grayber's campaign manager and helped secure her victory in the 2020 Primary election • Responsibilities: team management;strategic planning;coalition building,volunteer recruitment and training; communications management; operational logistics;fundraising;website management;financial tracking Court Discovery Management I Criminal Defense Paralegal September 2018–October 2020 • Contract paralegal and support staff for a litigation support firm,assisting in indigent capital defense cases • Responsibilities: analysis and coding of state and defense discovery;organization and processing of discovery files into usable formats;creation of case chronology;trial preparation of exhibits and supporting evidence;vior dire selection U.S.Senator Jeff Merkley's Portland Office I Intern August 2017–December 2017 • One term office intern at Senator Merkley's downtown Portland Office in the World Trade Center • Responsibilities:professional front-line telephone and e-mail communication with Oregon constituents;receiving cases and relaying them to proper constituent service representatives;drafting memos and financial briefs for the Senator's personal meetings in Portland;assisting the office scheduler with appointment and meeting requests with the Senator Office of Diversity and Inclusion for UP Student Activities I Diversity Coordinator February 2015–April 2016 • Independent job,tasked with planning events and educational panels for Student Body around diversity,equity,and inclusion • Responsibilities: creation of events and educational panels; drafting event layouts of venue;ordering catering;publicity of events,contracting presenters and speakers; collaboration with various Student Body clubs and groups;monthly reports to the Presidential Committee on Inclusion at University of Portland as a Student Representative COMMUNITY ENGAGEMENT Oregon Association of Student Councils Equity&Inclusion Committee I Co-Facilitator June 2020–Present • One of 3 Co-Facilitators for OASC's Equity Committee,which is an all BIPOC committee on equity in OASC • Responsibilities: recruit and orient committee members;create agendas for monthly meetings;maintain minutes of meetings; liaison between committee members and OASC Executive Board;present an actionable report on DEI by August 2020 Packed with Pride I Volunteer Logistics Assistant May 2020–Present • Part of the core team of community leaders who help prep and deliver food to families experiencing food insecurity during COVID-19 in the Tigard-Tualatin School District • Responsibilities: create weekly routes for volunteer drivers to deliver food boxes to families without accessible transportation Oregon Association of Student Councils Capitol Ambassadors Program I Assistant Director May 2019–Present • Assistant Director of the Capitol Ambassadors Program in its fourth year,which oversees 30 Oregon high schoolers • Responsibilities: workshop creation;drafting and executing lesson plans on criminal justice;assisting students in contacting elected officials;assisting students in the process of applying to college;coordinating season meetings;helping put on annual visit to the Capitol Undergraduate Extracurriculars August 2014–June 2018 • Associated Students of University of Portland–Freshman,Sophomore,and Senior Class Senator • Filipino-American Student Association of UP–President; Student Advisor;Alumni Advisor • Northwest Filipino-American Student Alliance–Secretary General; Secretary of Communications ei,. PUBLIC SAFETY ADVISORY BOARD Community Caucus:43 Votes(10th) Justus Rogers In 500 words or less,describe the personal or professional experiences that make you qualified to serve on the Advisory Board. My name is Justus Rogers and I am a black resident of Tigard. I moved to Tigard from Lake Oswego after experiencing racism and prejudice on a regular basis. I love the diversity here and haven't had as many issues. I'm a journalist and often reach out to locals about community concerns/topics. I deeply care about the Tigard community and love everybody here. My goal is always to help educate people on social justice issues here in America. Politics seem to always be a hot topic in Portland and the state of Oregon. I do my best to approach these conversations with love and truth. My family was heavily involved in the Civil Rights movement and it is my goal to continue what they started. I'm thankful to have a very diverse network of people in the area. This network includes business owners and professionals in Tigard, King City and Tualatin. In my media career I've worked for CBS, NBC News and TNT. I believe my life experiences and career will provide a helpful perspective to the board. Describe the diverse community groups in Tigard you are best able to represent on the Public Safety Advisory Board. Why do you feel you are qualified to represent each of the groups.How would you keep these various groups informed about the work and progress of the Public Safety Advisory Board? As a member of Respond to Racism, I will communicate the efforts made by the PSAB. I'm qualified to represent Respond to Racism because as an African American man, racism is my everyday reality. As a peacekeeper, it is always my goal to bring people together in unity. So I will do my best to connect and network so that common goals can be reached together in our community. Describe an experience when you worked collaboratively with people of diverse perspectives and experiences to achieve a common goal. Was the goal achieved? What went well and why? What would you have done differently if you could start the work over again and why? In college, I worked for the campus Equity and Inclusion office. Our staff was diverse with students from various backgrounds. Our goal was to always make opportunities for marginalized student groups. We communicated well and organized excellent events for students and the local community. I would not have changed anything about what was accomplished.The program was a success. Beginning in May 2020, demonstrations over the police killing of George Floyd have been held in Portland.Most of the protests have been peaceful,but some have involved arson,looting, vandalism,and injuries.From your perspective,how should the City of Portland,State of Oregon,and federal government have responded to the protests? At a minimum,please cover public safety,free speech,and private property rights. I do not condone arson, looting,vandalism, or violence. I never have and never will encourage damage to private property. People should exercise their free speech rights without putting public safety at risk. lig 11 TIGARD Justus R (661) 204-6335 jusisreal@gmail.com Dynamic and innovative, a unique media personality EXPERIENCE SKILLS NBC Bakersfield (KGET 17) Bakersfield, CA — Reporter Natural on-camera persona OCTOBER 2018-JULY 2019 with a vibrant voice On-camera reporter/host of digital content including live hits and Social media expert pre-recorded packages for news broadcasts.Golden Globe Awards red Creative non-linear editor on carpet host for NBC.Creator and producer of the first news podcast series for> News. a range of programs Power Jamz the The Wake Up Show — Producer&Co-Host MAY 2013-CURRENT Actively involved in concept development,research,writing and post production.Interviewed guests including professional athletes from the NFL and WNBA. Pacific Aire Inc. Camarillo, CA — Social Media Manager OCTOBER 2017-APRIL 2018 On-camera spokesperson for company commercials and marketing,as well as creating promotional content as social media manager. NCIS: LA(CBS) Los Angeles, CA — Production Assistant SEASON 7-2016 Liaison for actors and day players,organizing the set for filming and distributing scripts to cast and crew. EDUCATION Bakersfield College Bakersfield, CA — Communications 2013-2015 .4 PUBLIC SAFETY ADVISORY BOARD Community Caucus:36 Votes(13th) Nick Jarmer In 500 words or less,describe the personal or professional experiences that make you qualified to serve on the Advisory Board. I have worked in the public safety field for nearly 30 years, and my wife and I have been residents of the city of Tigard for almost 25 of those years. All 3 of my children went to Charles Fowler elementary, Fowler Middle school, and then ultimately graduating from Tigard High school. I am currently working for the Multnomah County Sheriffs Office in the Corrections Division, where I hold the rank of Captain. The Corrections Division main task is the care and custody of adults in custody in Multnomah County jails. Throughout my career I have seen first hand the difficulty, confusion, and trauma that is inflicted on individuals during incarceration. I have always, and will continue to make it my everyday goal to treat every one with dignity and respect. While this is only one example of Procedural Justice, I find that other work goals are defined by the remaining three tenets of procedural justice: giving citizens a voice during encounters, being neutral in decision making, and conveying trustworthy motives. To this end communication and listening have become two of the best behaviors that I have acquired. Anytime I communicate with someone, whether it be by spoken word, or in writing, I have always strived to be respectful, listen to their own perception/ideas, make sure they understand that I have heard them, earn their trust so that the final decision made is based on these understandings. I have learned these routines through many years of training that Multnomah County Sheriff has provided me. I have taken, or instructed, multiple trainings in understanding and accepting Implicit Bias, annual Ethics in Public safety, Diversity, Discrimination and Harassment,Trauma Informed Care and Trauma Intervention, Mental Health First Aid, Peer Support, De-escalation Techniques, Crisis Intervention, Force Liability, and many more. When I first started at the Multnomah County Sheriff's Office in 1991, Law Enforcement was seen as a noble career. Fast forward roughly 30 years, and a lot has changed. With the current climate in our country, and in other places around the world, Law Enforcement is not looked at too favorably by a large portion of society. I know in my heart and in my mind who I am; I don't think I have changed much in the last 30 years. However,the world around me has changed, and I need to change with it. Public Safety has. Describe the diverse community groups in Tigard you are best able to represent on the Public Safety Advisory Board. Why do you feel you are qualified to represent each of the groups.How would you keep these various groups informed about the work and progress of the Public Safety Advisory Board? Most of my community involvements has come through the Multnomah County Sheriff's Office, and therefore in the city of Portland. I believe I can represent similar communities in the City of Tigard. I am a voting member of the Behavioral Health Unit Advisory Council; which advises the Portland Police Bureau on concerns surrounding justice involved people with a mental health nexus and I am a member of Alliance for Safer Communities representing marginalized/under-represented communities. Of course any group involved in Law Enforcement I can represent simply based on my career choice and current employment.The groups I currently belong to have at least monthly meetings in which we report back to the communities we represent. TIGARD (continued) Nick Jarmer Paget Describe an experience when you worked collaboratively with people of diverse perspectives and experiences to achieve a common goaL Was the goal achieved?What went well and why?What would you have done differently if you could start the work over again and why? On a weekly basis, I am involved in a Management Plan meeting that determines in-custody housing for our adults in custody that re under-represented by the incarcerated population as a whole; such as Transgender individuals, persons needing ADA accommodations,and others.The committee consists of uniform staff, Medical and Mental Health professionals, Programmatic staff, and "first line"staff. Each week we meet our goal of finding the best in- custody options for housing these adults in custody. If I could start this process over again, I would lean more on preparation of all parties involved in these meetings. Sometimes decisions are made with out the benefit of complete information blocks. Beginning in May 2020,demonstrations over the police killing of George Floyd have been held in Portland.Most of the protests have been peaceful,but some have involved arson,looting, vandalism,and injuries.From your perspective,how should the City of Portland,State of Oregon,and federal government have responded to the protests? At a minimum,please cover public safety,free speech,and private property rights. Since my office for the Multnomah County Sheriff's Office is located in the Justice Center building, I have seen firsthand the destruction of the downtown Portland area since the end of May 2020. I would have liked to see the City of Portland more involved with the demonstrations right at the beginning. Instead,the City took a "wait and see" approach.This failed miserably and it turned into a "us against them"approach.The time to discuss passed quickly, and the City was not prepared for it. From my perspective, it was easy to see who was protesting and who was rioting. Although the rioters "hid"with in the protests, had the City been on the same page as the protestors, possibly the protestors could have become an ally against the people committing all the property damage and putting innocent people in grave danger.We never needed over whelming force to control these crowds; dialogue a t the start may have prevented some of this violence altogether. .4 PUBLIC SAFETY ADVISORY BOARD Community Caucus:37 Votes(12th) Patty Lofgren In 500 words or less,describe the personal or professional experiences that make you qualified to serve on the Advisory Board. I have been a Tigard resident for 28 years. I am a member of the Tigard CERT Green Team and just completed my year as a member of the Leadership Tigard Team and have a wish to continue to give back to my community. I was a classroom teacher for 26 years and have been doing mathematics professional development work around the country for the last 19 years. Our math PD work is about helping teachers shift their classroom practice so that all students can feel mathematically powerful. My work with math PD and as a classroom teacher has always been around empowering students to develop agency, autonomy, competency and 'belongingness: I am currently facilitating a virtual class for teachers focusing on Adeyemi Stembridge's book"Culturally Responsive Education in The Classroom: An Equity Framework for Pedagogy': I have appreciated the changes in Tigard over the last years beginning with Mayor Cook,followed by Mayor Snider and particularly with Chief McAlpine's efforts to make Tigard Police a positive, welcome force in the community. I have been a regular volunteer at Oregon Public Broadcasting, served as a volunteer at"Together At The Table" event at the Tigard Library on Martin Luther King Day, been an active member of WATAC (Washington State Teacher Advisory Council), volunteered and presented at National and Regional Math Conferences, and (pre-pandemic) began the process of becoming certified to volunteer at Street Roots in downtown Portland (to support houseless community members in ways that honor their integrity and offer ways to get them back on their feet). Tigard is clearly a vibrant community and I look forward to the opportunity to collaborate and work with others to support and move this vision forward. Describe the diverse community groups in Tigard you are best able to represent on the Public Safety Advisory Board. Why do you feel you are qualified to represent each of the groups.How would you keep these various groups informed about the work and progress of the Public Safety Advisory Board? I feel blessed to have done my Master's coursework at Pacific Oaks College in California, a college that 'draws on Quaker principles and focuses on social justice: Every student, regardless of their major, has to take a course entitled, "Social and Political Contexts for Change" in which we were forced to examine our'isms' (the ones we were sure we didn't have): racism, classism, sexism, homophobia...it was eye-opening. I then returned to Portland and was privileged to begin teaching in North Portland under Superintendent Matthew Prophet - a black man who believed we owed it to our students to teach history from multiple perspectives (more on that under question 7 below). In my personal life, I have • a niece who is an immigrant from Peru • a niece who is black and from South Africa (I attended her wedding in CapeTown and while there, learned even more about powerful racist histories). I have supported and learned from both of my nieces over the years as they have met with challenges and struggles associated with their origins. I have a younger brother who shared with me (the only one in the family who he told) that he was gay in 1972, and who remained, due to public attitude, in the closet for many years after that. While there have been changes in attitudes and laws since then, I still believe we have a ways to go. I feel open to hearing from many diverse groups here in Tigard, whether black, indigenous, LGBTQ houseless, anyone who is feeling disenfranchised. In terms of how to communicate with them, I hope the establishment of this Advisory Board will let them know their voices are welcome and that we can find ways to open the dialogue and find ways that enable them to join the conversation, whether through attending meetings, email,Tigard Life, City of Tigard communications, Zoom or phone conversations or even III private one-on-one sessions should the Board establish those opportunities. T I GARD (continued) Patty Lofgren Paget Describe an experience when you worked collaboratively with people of diverse perspectives and experiences to achieve a common goaL Was the goal achieved? What went well and why? What would you have done differently if you could start the work over again and why? 30 years ago, working under the supervision of Matthew Prophet,we, as teachers, were challenged to examine our accepted views of history and how we taught it and to find ways to honor and reveal more inclusive perspectives in our teaching.This involved meeting with representatives from the very recently restored Confederated Tribes of Grande Ronde (including Kalapuya and Chinook members),examining Oregon's extremely racist anti-black history, and hearing from Portland's Japanese residents whose families, businesses, livelihoods,were impacted during World War II internment camps.The greatest challenge at the time was from the parents of our students who wondered why we weren't'teaching history the way they learned it,We developed 'parent nights'that allowed us to have meaningful conversations about these changes and why we were making them. If I could go back and do something differently, I would have looked for ways to make those changes more permanent, as after Matthew Prophet left Portland, I believe things slipped back to be closer to where they were before his leadership. Beginning in May 2020,demonstrations over the police killing of George Floyd have been held in Portland.Most of the protests have been peaceful,but some have involved arson,looting, vandalism,and injuries.From your perspective,how should the City of Portland,State of Oregon,and federal government have responded to the protests? At a minimum,please cover public safety,free speech,and private property rights. This is a very difficult topic. I completely understand the rage and frustration behind the onset of the Black Lives Matter movement.With public media making so many of these incidents available to view, it is hard not to demand change. This is America and the 1st Amendment guarantees our rights to'freedom of speech and peaceable assembly,The initial demonstrations appeared to be positive, progressive (especially some of the student speeches) and on the right track.The violence that began to emerge that resulted in so many Portland buildings, businesses and areas being looted is completely unacceptable. Having not been there, it is hard to say what might have been more productive in terms of keeping things peaceful. Living in Tigard, I feel supported and protected by the Tigard police - and I wonder if things might have been different if the Portland police had tried to work more collaboratively with the protesters... Possibly the protestors publishing their planned routes,the police providing timelines for when the protests would be legal and supported/protected by the police (as it seemed most of the violence, etc.seemed to occur late at night) and when they might cross over into illegal territory. In terms of the police, I know that when I attended the Women's Marches in Portland 2017 (100,000 of us!) and 2018,the police were welcoming,friendly and supportive and it was a completely positive and peaceful experience. I think this is going to be a particularly important conversation for this Advisory Board! Patricia M. Lofgren 11935 SW Fonner Tigard, Oregon 97223 EDUCATION: Pacific Oaks College - M.A. Human Development, specialization in Developmental Education, August 1989 Oregon State University - B.S. Physical Anthropology, June 1979 Community Emergency Response Team (CERT) — Tigard 2019 Leadership Tigard—Class of 2019-20 TEACHING EXPERIENCE: Teacher Education and Staff Developer, Mathematics Education Collaborative, 1997 —present; Classroom Teacher, Portland Public Schools, Chapman Elementary, grades 4/5, 9/90-6/97; Classroom Teacher, Portland Public Schools, Chapman Elementary, grade 3, 1/90-6/90; Classroom Teacher, Portland Public Schools, Laurelhurst Elementary, grade 4, 9/89-1/90; Instructor, Portland Public Schools, Talented & Gifted Program (Mathematics, Basic Computer, Logo, Creative Problem solving grades 2, 3 & 4) 9/88-6/89; Classroom Teacher, Mill Creek School, Salem, OR grades 3-6 (1987-88) grades 2-4 (1986-87), math/science teacher grades 4-8 (1985-86), grades K-3 (1984-85); Classroom Teacher, Monmouth-Independence Cooperative Preschool 9/80-6/82; Classroom Teacher, AAUW Kindergarten, Tillamook, OR. grade K, 9/77-6/79. RELATED PROFESSIONAL EXPERENCE: Facilitator: Teacher Professional Development/Book Study: Equity in Our Classrooms — "Culturally Responsive Education in the Classroom: An Equity Framework for Pedagogy" by Adeyemi Stembridge, 8/20-present. Participant: League of Education Voters Webinars: Racial Equity in Education 10/8/20 https://youtu.be/3R9BHIFZxsY Voices from the African-American Community 10/14/20 https://educationvoters.org/get-involved/lunchtime-levinars/previous-levinars/ - africanamerican-listening-session2 Participant: Tigard Library Racial Justice Book Group 2020 "How To Be An Antiracist" by Ibram X Kendi "Sister Outsider" by Audre Lorde Instructor: "Empowering Native American Students in Mathematics", Salish Kootenai College, Pablo, Montana, 2015-present. Instructor: Algebra for All Component of the "Equity & Excellence for All Project" New York City, 2015-present. https://www.schools.nyc.gov/about-us/vision-and-mission/equity-and-excellence Presenter: NCSM National Conference, San Diego, California, 4/19, and NW Mathematics Conference 10/19: "How Number Talks Support Underrepresented Students and Language Learners." Presenter; U.S. Department of Education Conference: Improving America's Schools 10/98, "Professional Development for Mathematics Content Knowledge." Co-Director: "Retooling Project in Mathematics," a year-long project to increase teachers' mathematical content knowledge, funded by Wells Fargo. Instructor: "Developing & Assessing Mathematical Understandings : Geometry & Proportional Reasoning," 60 hour graduate level course, Fall 1998 — present. Instructor: "Developing & Assessing Mathematical Understandings : "Patterns Functions & Algebraic Thinking," ,60 hour graduate level course, Fall 1997-present. Presenter: Oregon State Mathematics Summit 3/97, "Patterns Functions & Algebraic Thinking." Presenter: NCTM National Conference, San Diego, California, 4/96, "Using and Generating Rubrics." Consultant/Participant EMELI: Equity in Mathematics Education Leadership Institute —NSF funded project working with leaders of mathematics education reform efforts to increase their ability to identify and address inequities in mathematics education. 1995-2000 Instructor: Mathematics Portfolio Development Courses, Portland State University, 3 credits, Fall 1994 through Spring 1996. Instructor: "Cooperative Learning; Groups of 4," Portland State University, 3 credits, Summer 1990 through Spring 1992 — Graduate course based on the `Groups of 4' model of cooperative learning. Instructor: "Math-Teaching for Understanding, "Lewis & Clark College, 3 credits Summer, 1994, Graduate course I developed for teachers to promote a hands-on, experience- based mathematics program. Consultant: State of Alaska Math/Science Framework Development Group, Summer, 1994. Instructor: "Math-Teaching for Understanding," Portland State University, 3 credits, Fall 1990 through fall 1992. Author: Fourth Grade Mathematics Curriculum Committee, Portland Public Schools, 1991- 92, Planning & writing curriculum units to support 4th/5th grade teachers in implementing NCTM Standards. Mathematics Partner Member & Pilot Teacher—New Standards Project, National Center on Education & Economy and Learning Research & Development Center, Winter 1992 through present—pre-pilot and pilot of performance tasks, rubric & portfolio development, evaluation and scoring of tasks. Pilot Coordinator: `Travels with Gulliver' Pilot— Portland Public Schools, Spring 1992, piloting and evaluating this math/literature replacement unit (measurement & proportional thinking) for curriculum department. Instructor: Cooperative Learning: Groups of 4, Portland State University, 3 credits Summer 1990 through Spring 1992 —Graduate course based on the `Groups of 4' model of cooperative learning. Presenter: California Mathematics Conference-Southern Section, Long Beach California, 11/90, "From Storytelling to Statistics-Connections in Mathematics." Presenter: California Mathematics Conference-Southern Section, Long Beach California 10/89, "Cooperative Learning & Creativity" Presenter: Cooperative Learning State In-service Workshop 9/89. Instructor: "Mathematics & Cooperative Learning," Grants Pass School District, Portland State University, 2 credits, Winter/Spring 1989 — Experience based workshops for middle & high school mathematics teachers. PROFESSIONAL ASSOCIATION MEMBERSHIPS: National Council of Teachers of Mathematics Oregon Council of Teachers of Mathematics STEM Teacher Leader Equity Network National Council of Supervisors of Mathematics Association for Supervision and Curriculum Development Council for Presidential Awardees in Mathematics HONORS: 1992 Recipient of the "Presidential Award for Excellence in Science & Mathematics Teaching" Elementary Mathematics Education. PUBLIC SAFETY ADVISORY BOARD Community Caucus:26 Votes(166) Shaun Stuhldryer In 500 words or less,describe the personal or professional experiences that make you qualified to serve on the Advisory Board. My personal experiences: 1. I come from a blended family and am a 3rd generation immigrant with a mix of Hispanic, native american and European roots. 2. One of my grandfathers was a sharecropper in the early 1900s the other was a Hispanic-American Indian who served for the 101st Airborne Division in the Korean Way and survived the Chosin Reservoir withdrawal. 3. My mother (who is half Hispanic / American Indian) is a hate crime survivor. 4. My father was a 2-tour Vietnam War veteran and survivor with acute PTSD untreated by the VA. 5. Both of my parents were unable to complete high school due to family hardships however later on finished their GED and after moving to Oregon went back to College as adults and successfully completed degrees. My mother and I actually received our Bachelor's degree at the same time. 6. My mother was a teen pregnancy (I came from that teen pregnancy). In my early childhood I was homeless for a period of time. 7. Despite these challenges, I was able to successfully navigate the public school system, served with honors in the United States Marine Corps and with the 1st Marine Division in Iraq in 2003 (removing dangerous and damaged ordinance in Karbala and Baghdad schools and neighborhoods), obtained a Master's Degree in Business Administration from Portland State University, now work for a Fortune 500 company and am a homeowner in Tigard, OR. 8. I have children in TTSD schools and am acutely aware of the issues they face with budget shortfalls and competing public policies. 9. I am supportive of the Tigard Police Department, their officers and any proposed changes to public policy that would reduce the number of police calls for services, recruit and retain qualified police officers, promote equity and inclusion in our community and foster community collaboration and sense of belonging for all Tigard residents. 10.1 spend my free time with my wife and children, volunteering in the community and enjoy hiking, skiing and the outdoors. My professional experiences: 1. My area of expertise includes institutional and commercial capital projects including planning, site acquisition, new development, occupied buildings & campuses, and historical renovations in a wide variety of regions including Oregon, Washington, California and Utah. 2. I began working in the construction industry 25 years ago as a carpenter's apprentice, then continued on as a carpenter while working through college. After graduating from Oregon State University with a Bachelor of Science in Construction Engineering Management, I worked in the heavy civil sector and then transitioned into building construction working for established Construction Manager / General 111 Contractors in various roles as a project engineer, estimator, project manager, superintendent and construction manager while successfully completing over$400+ million in capital projects. TIGARD (continued) Shaun Stuhldryer Paget 3. I served in the United States Marine Corps and US Marine Corps Reserves as a non-commissioned officer, deploying to Guatemala in 1999 for Hurricane Mitch disaster relief and Iraq in 2003. I worked in the roles of squad leader, company level instructor/trainer, battalion liaison. I was honorably discharged and received the Presidential Unit Citation, Good Conduct Medal, National Defense Service Medal, Iraq Campaign Medal, Global War on Terrorism Service Medal, Humanitarian Service Medal, Sea Service Deployment Ribbon and the Armed Forced Reserve Medal. 4. I am an MBA Graduate from Portland State University with a focus on leadership and sustainability, am accredited as a Certified Construction Manager (CCM), Project Management Professional (PMP), Leadership in Energy and Environmental Design (LEED) and OSHA 30. Describe the diverse community groups in Tigard you are best able to represent on the Public Safety Advisory Board. Why do you feel you are qualified to represent each of the groups.How would you keep these various groups informed about the work and progress of the Public Safety Advisory Board? I have a diverse group of friends, collogues and associates in the Tigard community and beyond. I would say that the demographics are across the board and include persons of color, 1st generation immigrants, 'white' people with longstanding community roots, persons who are LBGQT,veterans / non-veterans,working class people, professional class people, privileged / not-privileged, parents, students, people employed in law enforcement but also people with criminal histories that they have overcome, liberal/independent/conservative, people from traditional and non- traditional families. >From my perspective every person has a unique outlook based on their learned experiences and their unique background and 'life story. I personally can be included in many of these groups even groups that appear opposite at first glance. I believe I am qualified to represent all of these groups and not just the groups most similar to my own demographic. I would be able to keep various groups through a variety of means:text,virtual meeting, social media, group chat, presentation. I would look to the committees guidance and preferences on when feedback on particular subjects should be solicited and methods. Describe an experience when you worked collaboratively with people of diverse perspectives and experiences to achieve a common goaL Was the goal achieved?What went well and why?What would you have done differently if you could start the work over again and why? I have worked collaboratively with people of diverse perspectives and experiences to achieve a common goal for so many years, it would be hard to find an experience when I didn't do this. In college group projects, in the marine corps, in volunteer organizations, in business, in family. Some of the greatest breakthrough moments come when you work with a diverse group,you listen, reflect and collaborate on achieving the desired outcome. One example of an experience with a collaborative group with diverse perspectives was as a project manager for client in the planning, design and construction of a new elementary school.The design and construction team stakeholders included every traditionally defined demographic possible.This was a very professional group and each person brought a highly competent level of skill in their own area of professional expertise. Although the individuals in this group brought their own personal learned experiences,the most observable factors were the professional experiences in their area of expertise, differences in authority level and their expertise and knowledge of organization and partner agency policies. In terms of challenges we faced with people and diversity what comes to mind the most would probably be slight individual personality differences such as introvert/extrovert,communication style differences and learning style differences.These slight personality differences were easily identified, accommodations made and there were no adverse impacts.The project was a phenomenal success and the only thing I would do differently would be to make sure I had this diverse group on every project. (continued) Shaun Stuhldryer Page3 Beginning in May 2020,demonstrations over the police killing of George Floyd have been held in Portland.Most of the protests have been peaceful,but some have involved arson,looting, vandalism,and injuries.From your perspective,how should the City of Portland,State of Oregon,and federal government have responded to the protests? At a minimum,please cover public safety,free speech,and private property rights. Black Lives Matter. Period.The killing of George Floyd was a terrible human tragedy.The subsequent peaceful protests in Portland were a fundamental Civil Right, protected free speech and a noble cause. People have a right to express their emotions on this issue and similar issues. Some of the most memorable images I will always remember were when the police peacefully protested with the peaceful protesters. Unfortunately, not all protesters have been peaceful and at times it seemed that some protesters actually have a completely different agenda then of the protesters that were peacefully protesting the killing of George Floyd. In my opinion the arson, looting and vandalism serves to make systemic racism worse. Not only does it not address root cause problems, but it exacerbates them.A few examples, 1) Focusing on accusations of widespread police brutality even though statically,there are relatively few cases in the US where we have a population of 328,000,000 (in comparison the entire population of western Europe is 196,000,000) instead of the root cause of tragic police encounters which is a function of the large number of calls for service that police are responding to.You can argue how we got here, GMO food, rise in mental illness,drug addiction and human trafficking,wage stagnation,social/economic/political conditions, but the fact is they are a tremendous number of calls for service (in the hundreds of millions nation-wide driven by the community, not police enforcement of our civil and societal rules. 2)The City of Portland conditions from arson, looting and vandalism hurt the very people that they allege to be trying to help. People are less safe from person to person violence and assault both while out in public and in their own homes, police are less able to respond to the residents and community members that rely on them for public safety and it puts society at risk of declining from civil society to an environment of fear, retaliation, escalation, hopelessness, all of which if left unchecked can create a very difficult cycle to break. 3)The arson, looting and vandalism drives out small and large businesses and commerce which has a direct effect of defunding families, schools,social services.This puts a burden on the state government to support the people and communities who have lost income and results in the state and the community being less able to make schools better, make police better, keep the community safe, provide access to medical and mental health care and the list goes on. I felt that the City of Portland, State of Oregon and Federal Government could have done a better job of reminding communities and messaging to the communities across the country and here in Oregon not to judge an entire group by the actions of a few, not to'convict'an entire group of people in your mind until all of the facts were known,that deep and meaningful change comes about through a united people, not one of boarded up businesses and community buildings,that their voices are heard louder and are more meaningful through peaceful protests and on social media, not through violent behavior. I feel the City could have done a better job of messaging to the public that violent behavior would carry the same societal consequences as for someone acting alone and not part of the protest. I would have liked to see City of Portland officials sideline the looters,vandals and arsonists sooner in the process and for a longer time period and not let them hijack the peaceful protesters message and voice. SHAUN STUHLDRYER, MBA, LEED AP Portland, OR 97224 (503) 333-6838 shaunstuhldryer@gmail.com www.linkedin.com/in/shaunstuhldryer SUMMARY Accomplished consultant and capital project executive with a strong emphasis on communication,transparency and problem solving with clients,architects,project stakeholders and contractors.Successfully completed projects include new K-12,higher education,public institutional and private commercial construction,occupied buildings&campuses, historical renovations in Oregon,Washington,California and Utah with project size ranging from small projects to$80 million. SKILLS • Experienced project and program manager, managing multiple complex projects concurrently. • Able to execute project from high level initial planning phase through completion and closeout. • Experienced in solicitation, selection and administration of a variety of services including consultants, architects, engineers, general and specialty contractors. • Able to create and/or implement project management plan, milestone schedules, contracts, budget and forecasts,communications plan, risk management plan and other essential project and organizational tasks. • Able to present to large groups and diverse stakeholders using a variety of media. Experienced with presenting products and services for interview committees as well as present project updates to community groups and elected boards. • Experienced in a wide variety of project management, scheduling, financial and communication tools and software • Project Management Professional (PMP) PMI Certified • LEED Accredited Professional • OSHA 30 Certified • Certified Construction Manager(CCM) EDUCATION Portland State University—Master's Degree in Business Administration (MBA), March 2015 • Coursework in Managerial and Financial Accounting, Financial and Operations Management, Forecasting,Strategy, Information Systems, Business Organization,Innovative Product Development, Real Estate Development, Business Capstone Project Oregon State University— B.S. in Construction Engineering Management,June 2002 • Coursework in Construction Estimating, Contracts & Specifications, Managerial Accounting and Finance, Scheduling, Construction Management, and Operations Management EXPERIENCE CBRE I HEERY, Portland, OR December 2016—Present Consultant/Senior Project Manager • Capital project management for institutional and commercial capital projects including real estate development, site acquisition, project planning, new development, occupied buildings & campuses and historical renovations. Manages multiple, complex projects concurrently and leads project team including professional consultants, architects, engineers and contractors. Communicates and reports on project schedule, budget/forecast and outcomes during all phases of the project to the organization and other stakeholders. SHAUN STUHLDRYER, MBA, LEED AP Portland, OR 97224 (503) 333-6838 shaunstuhldryer@gmail.com www.linkedin.com/in/shaunstuhldryer • Operational support for client administration in the areas of program management and program budget reporting;co-developer and co-author of project operations procedures,project and departmental procedure manuals and project performance specifications; orientation and training of new professional staff. Self Employed /Entrepreneur, Portland, OR March 2013—December 2016 Operations Manager/ Business Development • While attending graduate school at Portland State University I helped found startup companies in the areas of design/build construction management,interior design and consulting.Contributions included marketing and communications management;Consulting, planning and design; Establishing and implementing systems and procedures for company functions, and communication, organizational structure, design & construction, health and safety, accounting, personnel and building management. Emerick Construction Co. Portland, OR March 2012—March 2013 Project Manager/Construction Manager for public K-12 institutional construction projects and business development. • Establishing and building client relationships; construction management; operational management of schedule, project cost accounting, quality control, safety, project closeout; and preconstruction services including review of design documents,JHA permitting, value engineering, contract buyout and procurement. • Worked on complex occupied building renovation projects with challenging timeframes. LCG Pence Construction, LLC Portland, OR April 2008—January 2012 Project Manager/Construction Manager for multiple K-12 and Higher Education public institutional and commercial construction projects ranging from $350k to$42 million in size. • Operational management of construction projects including overall schedule, project cost accounting, quality control, safety and pre-construction services including estimating, budgeting, assembly and advertisement of bid packages, review of design documents,value engineering, permitting, contract buyout and procurement. Project management work also included owner and subcontractor negotiations, change management process, business development, proposal writing and presenting to owner interview teams. • Projects delivered using CM/GC, GMP, Design/Build and Lump Sum contracting methods. Robinson Construction Co. Hillsboro, OR April 2005—April 2008 Project Manager for public and private commercial construction projects ranging from $40k to $20 million in size. • Operational management of construction projects including overall schedule, project cost accounting, quality control, safety and pre-construction services including estimating, budgeting, assembly and advertisement of bid packages, review of design documents,value engineering, permitting, contract buyout and procurement. • Projects delivered using CM/GC, GMP and Lump Sum contracting methods. Carter&Company, Inc. Salem, OR September 2002-April 2005 Project Engineer for bridge construction projects. • Estimating, submittals, materials procurement, scheduling,job costing, project engineering,formwork SHAUN STUHLDRYER, MBA, LEED AP Portland, OR 97224 (503) 333-6838 shaunstuhldrver@gmail.com www.linkedin.com/in/shaunstuhldryer design, working with in-water requirements, false-work design and heavy equipment & crane capacity evaluation. United States Marine Corps and Marine Corps Reserve, Eugene, OR August 1997—October 2003 • Served in the United States Marine Corps and US Marine Corps Reserves as a noncommissioned officer, deploying to Guatemala in 1999 for Hurricane Mitch disaster relief and Iraq in 2003.Worked in the roles of squad leader, company level instructor/training, battalion liaison, honorably discharged. ACHIEVEMENTS • 400+ Million in Successfully completed construction projects • Over 65 capital projects completed • Eagle Scout Award, Columbia River Chapter Troop 258 • Marketing Achievement Award from LCG Pence • Completion of Dale Carnegie Communications Course • Marine Corps Reserve Good Conduct Medal • Global War on Terrorism Expeditionary Medal • Iraq Campaign Medal • President Unit Citation COMMUNITY INVOLVEMENT/ORGANIZATIONS • Oregon Food Bank • Tigard-Tualatin Parent Volunteer • Packed with Pride/Tigard Tualatin School District • Tigard-Tualatin Community Budget Committee • Mary Woodward Science Fair Co-Chair (past) • Hands-On Portland .4 PUBLIC SAFETY ADVISORY BOARD Community Caucus:54 Votes(8rn) Sheherazade Weyland In 500 words or less,describe the personal or professional experiences that make you qualified to serve on the Advisory Board. I began working as a crisis call worker at the YouthLine when I was 16 years old. I progressed to becoming a lead volunteer, and taking on supervisory duties, as well as assisting in the training of new call workers.Through working at a crisis line I have learned the crucial role that emergency services play in mental health support. I've supported over a thousand youth struggling with suicidal crisis, and far too many of them were deathly afraid of police intervention. I am incredibly passionate about changing the way emergency services interact with the mentally ill. Currently I am pursuing change by co-leading the YouthLine Legislative Committee and collaborating with government officials and nonprofit organizations to change laws surrounding youth and mental health. While that is rewarding work, I'd love to do something closer to home. I love Tigard and I think we have the opportunity to show the rest of the state, and even country, what changes are possible. I can provide a youth perspective, as well as bring the wisdom of countless interactions with youth in crisis. Describe the diverse community groups in Tigard you are best able to represent on the Public Safety Advisory Board. Why do you feel you are qualified to represent each of the groups.How would you keep these various groups informed about the work and progress of the Public Safety Advisory Board? I believe I can represent the young people of Tigard. I'm 19 and regularly hear what other youth are frustrated with locally. I think I could do a lot on social media to keep young people involved and informed. I am also someone who lives with severe mental health problems, and I have experience suicidal ideation. I expect to experience it on and off for the rest of my life. Mental illness is incredibly diverse, and I can't say that I could represent everyone that struggles with it, but I do believe I have an understanding that others lack. I can easily see how I could've ended up dependent on substances, engaging in survival crimes, or living on the streets. I don't view those things as personal failings and I would love to see our community do more to support those people. I think I could do a lot of work to make Tigard citizens with mental illnesses feel safe and comfortable in coming forward and telling us what needs to change. I'm also queer and live with chronic pain, but I honestly feel like there are other people better suited to representing those communities. Describe an experience when you worked collaboratively with people of diverse perspectives and experiences to achieve a common goaL Was the goal achieved? What went well and why? What would you have done differently if you could start the work over again and why? In my volunteer work at the YouthLine I worked on creating an academic article about adult-youth cooperation.The group was made up of myself, a couple other young volunteers, adult members of staff, and some academics who were handling the statistical aspects of the article.We were all proud of the writing that we accomplished, but what I discovered was that the goals of the youth were very different of the adults. Ironically,while writing about adult-youth cooperation,we struggled to accomplish it ourselves. Meanwhile,the experienced staff members were under the impression that our collaboration was working perfectly. In hindsight, I wish I had advocated for myself and my peers and been more open with my ideas. Afterwards, I talked to the other youth volunteers about the experience.They expressed that when I missed a meeting due to illness they had missed E my presence because they felt I was more comfortable disagreeing with the staff members than they T I GARD (continued) Sheherazade Weyland Paget were. It made me realize that I have a responsibility to use my voice for other young people that don't feel comfortable advocating for themselves. Beginning in May 2020,demonstrations over the police killing of George Floyd have been held in Portland.Most of the protests have been peaceful,but some have involved arson,looting, vandalism,and injuries.From your perspective,how should the City of Portland,State of Oregon,and federal government have responded to the protests? At a minimum,please cover public safety,free speech,and private property rights. To begin with,the federal government had no legal or ethical right to become involved in the Portland protests. In my dream world the federal government would create better standards for police training and permitted behaviors of police while encouraging feedback from communities across the country. Obviously,that's not happening any time soon. In lieu of that, I wanted to see a genuine statewide conversation about changes in law enforcement. State politicians should be reaching out to their communities and specifically protestors to tell what they are planning to propose in the 2021 legislative session, and whether it is enough.Without that dialogue,the protests will continue in perpetuity. Locally, goodwill needed to be built in the very beginning.The protests should have been encouraged, with the understanding that violence would not be tolerated. If protestors felt that local law enforcement was with them, not against them,they would be more willing to turn in rioters and violent protestors. Having a small police force that communicates clearly they are there to protect protestors, and not carrying any riot gear, would have been a huge show of trust and respect from the city.There will be no trust in Portland until police stop using tear gas and rubber bullets. Curfews are for the safety of everyone, but they appear to be a suppression technique instead. If we had more support and honest conversations, and less police in tactical gear,things would have gone a lot differently. Personally, I am not that concerned with graffiti on Portland streets as a consequence of real change.These are people and communities lashing out due to incredible hurt and injustice, it takes time, patience, and healing to fix that. I have many more thoughts on this, but I hope that covers the basics of what I wish the government would have done. • Collaborate with tutors, instructors, and supervisors to create an effective environment and efficient workspace. • Participate in office maintenance including filing, copying, and maintaining accurate records. Education KALAMAZOO COLLEGE Kalamazoo, MI Completed coursework towards B.A. Political Science and International and Area Studies (Mar 2019) • GPA: 3.7 PORTLAND COMMUNITY COLLEGE Portland, OR Completed coursework towards A.A. Oregon Transfer (Jun 2018) • GPA: 4.0 PORTLAND STATE UNIVERSITY Portland, OR Completed coursework towards A.A. Oregon Transfer (Jun 2018) • GPA: 3.87 Additional Skills • Proficient in Microsoft Word and Excel • Beginner level Arabic and intermediate level Russian • Trained in active listening and crisis intervention Credentials and Licenses • Youth Mental Health First Aid • SafeTALK • Applied Suicide Intervention Skills Training • Mandatory Reporter Sheherazade Weyland 13315 SW 76th Ave,Tigard,OR, 97223 * (541)914-9128 * sweysweyland@gmail.com Work Experience OREGON YOUTHLINE, Portland, OR Crisis Call Worker Volunteer, Mar 2017 - Present • Provide support for young people in active crisis • Assess for risk of harm or suicidal intent, safety plan with contacts, and gain information for emergency services if necessary. • Collaborate with call workers, supervisors, and outside agencies to ensure safety of contacts. • Remain calm and implement effective strategies in intense and unpredictable situations. • Keep thorough records in a database system of contact conversations. MARKHAM CHILDCARE ASSOCIATION, Portland, OR Teacher's Aide, September 2019 - Present (Furloughed due to COVID-19) • Support the social-emotional learning of children ages 5 to 13. • Maintain a safe and sanitary environment for students. • Attend to children during field trips and during recess. • Care for children during emotional and physical distress. • Communicate with staff and parents to create development plans for individual children. • Create lesson plans in collaboration with the classroom teacher. • Record incidents and report them to superiors and parents in a professional manner. CENTER FOR CIVIC ENGAGEMENT AT KALAMAZOO COLLEGE, Kalamazoo, MI GED Tutor, Sep 2018 - Mar 2019 • Provide private instruction to individuals or small groups of students to prepare for the General Education Development examinations. • Develop and implement tutoring strategies unique to each student. • Give feedback to students using positive reinforcement techniques to encourage, motivate, and build confidence in students. .4 PUBLIC SAFETY ADVISORY BOARD Community Caucus:61 Votes (4th) Thurman Lee Landers In 500 words or less,describe the personal or professional experiences that make you qualified to serve on the Advisory Board. In considering what I wanted to say for this application today, I thought I would stick to the points where I thought I can be helpful in the community. I think my personal experience and variety of experience in a lot of areas of Tigard community will be especially important and helpful in trying to acquire change. I was a former gang member, reformed some 20 plus years. During that time, I had many encounters with police that were unpleasant. Over the years I have learned to develop a speaking relationship with the police and I have a great respect for the job they do, but I also aware of multiple changes and issues within the department servicing the community. I think my dual handed knowledge would really benefit when discussing options with the panel and civil servants. I am an upstanding member of the community, I am in a multi-racial marriage with Hispanic wife, and a Caucasian child. We are a Multi-blended family and there for give me incredible incite on multiple issues. I love, work and shop in the community of Tigard and as well as my family. We are in the community everyday there for we know the problems existing here in Tigard Proficiently. While working in this community, I have encountered the hardships of finding a career with a living wage. In addition, I have seen the complication of housing as well. I had suffered a near terminal illness, and health care challenges for people of color. I want to get in there and change it. If this opportunity gave me a chance to do that, I would give this 100 percent of me and advocate for real change I thank you for considering me. Describe the diverse community groups in Tigard you are best able to represent on the Public Safety Advisory Board. Why do you feel you are qualified to represent each of the groups.How would you keep these various groups informed about the work and progress of the Public Safety Advisory Board? I think my history, current life, and experience help me to serve the most members of our community. I live in the most diverse household, so I have perspective from not only women and girls, I also have the perspective of different races within my own home and immediate family. I have lgbtq relatives I've watched struggle to gain support and help with things like suicide and safer sex practices. I've struggled,fought, and come through the other side wiser for it.This has created an open mind philosophy in my home and the way I deal with others. In my personal life, I've been on both sides of the isle when it comes to law enforcement. I've gone from gang member, to currently in process of Tigard PD application. I've developed a good relationship with the officers in town, and I've educated local children in my neighborhood on how to approach, speak, and conduct themselves with officers as well as the respect and dignity they should receive in return. I've delivered groceries to seniors in area, and see how improvements to resources and services can improve quality of life, as well as free up police from some of the service calls they get to assist with these type of things. I think after going through a severe illness and the Medicare system gives me insight to services that can be improved for the very ill. I am also a black man, I live it everyday. I know what its like to be a black man in this City, and all the issues and lack of services and funding for people who work, but still cannot thrive here. I feel I'm well rounded and sufficiently schooled in life,to be an asset to this team. I believe with all the different perspectives, and groups I can serve this community panel in a beneficial way, and I'm excited to work with a team to make this happen. III TIGARD (continued) Thurman Lee Landers Paget Describe an experience when you worked collaboratively with people of diverse perspectives and experiences to achieve a common goaL Was the goal achieved? What went well and why? What would you have done differently if you could start the work over again and why? In my job as a tow driver, I've had to work daily in usually a high stress, high anxiety situation to collaborate with law enforcement and insurance as well as auto shops. I'm the 1st person these folks see after an accident, and its usually up to me to counsel, reassure, coordinate and follow up on it. I've learned how to work with, assure and coordinate for people to get a positive outcome. No matter the problem,there's always a solution. I feel I can work to achieve this in all situations and aspects of my life. If I could start over, I would have engaged in training for mental health and law enforcement. I think it would have been good to have more training, rather than just being schooled by life. Beginning in May 2020,demonstrations over the police killing of George Floyd have been held in Portland.Most of the protests have been peaceful,but some have involved arson,looting, vandalism,and injuries.From your perspective,how should the City of Portland,State of Oregon,and federal government have responded to the protests? At a minimum,please cover public safety,free speech,and private property rights. I'm a firm believer in free speech and believer of the right to protest an injustice. I do not condone the violence and destruction of property to get that point across. It does not serve the safety of the community as a whole, and it causes the father decide we now have. If we foster a more open dialog of inclusion of all perspectives,we can take various ideas and construct a "constitution "for protesting. If both sides followed the rules,we could have effective change movements. Destruction of property,streets closed, loss of business, people moving out of area etc does not help any of us move forward,and only causes deeper divides.We will never get change from fighting,or not coming together to have a conversation about real things we can all correct to make these actions not in vain. Regardless of race,creed,or identity, we all have good insight to contribute, and if we can all come together peacefully,we can hear them all finally. Thurman (Lee) Landers 14400 SW 112th Ave#6 Tigard, Oregon 97224 (971)206-4130 slimroo337@gmail.com OBJECTIVE: Obtaining an entry-level career opportunity with a company where my industry training and professional experience will prove to be a valuable contribution. HIGHLIGHTS OF QUALIFICATIONS Forklift/ Pallet Jack/ Inventory/ Honest/ Loyal/Well organized/Trustworthy/Responsible/ Physically endured/ Patient/ Excellent customer service skills/Quick learner/Strong team player /Organizational skills/ Industry ground operations and procedures SPECIALIZED TRAINING College of legal Arts, Portland, OR. Private security and corrections 2005 PROFESSIONAL EXPERIENCE Auto haus. August 2020-Current Tow Truck Driver • DOT Medical certification,Washington County tow operators license, air breaks, operate flatbed,winch operation knowledge, police conduct and interaction experience, crisis assistance to accident victims, knowledge of community resources,team cooperation for problem solving. Peomove. February 2020-August 2020 Driver Delivered various high valued items all over Oregon and Washington. Davis Trucking February 2019-Febuary 2020 Driver Drove 26ft box truck performing logistics deliveries. Disability October 2017-2019 Express Personnel May 2017-October 2017 Have done various warehouse work and driving for companies in need of help. Corporate Crime Control January 2017- May 2017 Security Guard Watched over various properties and reported crimes. UPS, Portland, OR November 2016- December 2016 Route Driver Delivered packages to designated assigned stops. Northwest Enforcement October 2016-January 2017 Security Guard Patrol assigned areas. FedEx, Portland, oregon January 2016-October 1016 Route Driver Load Truck in the morning of all packages needed to complete the route. Deliver packages to designated assigned stops. UPS, Portland, OR October 2015-December 2015 Route driver Delivered packages to designated assigned stops. Evraz Steel Mill, Portland,OR September 2013-October 2015 Visual Inspector Check High/Low of pipe using slide bar gage, Use Micrometer to measure wall thickness, use T-mic to measure deep grinds to make sure it is not under wall, and grind miscellaneous defects on the ID and the OD to bring the pipe to spec so we can present it to the third party customers. B&G Delivery, Portland OR Delivery Driver September 2013-September 2013 Drive a 28ft truck, delivering Auto parts to different locations, pick up products when needed and using a forklift. Resource Staffing Agency, Portland OR Delivery driver May 2013-August 2013 Drive a 28ft truck, delivering different products to different locations. Also Pick up products when needed. Operate a forklift. Reason for leaving: Got hired Oregon Beverage cooperative, Portland, OR Route Driver November 2011- May 2013 OBRC is responsible for picking up recycling for the whole state of Oregon. My job responsibilities are to pick up 7-11's, plaid pantries, and Ma & Pa stores according to OLCC regulations. Reason for leaving: Dock in hours Microchip Technology, Gresham,OR Extradite April 2011-August 2011 Transported wafers from the department while being inside a clean room. Made sure wafers were in correct order, organized wafers to correspond with paperwork. Reason for leaving: Family emergency Precision CastParts,Clackamas,OR Grinder September 2010—March 2011 Worked on grinding down rough spots on parts for military equipment and airplanes. Had to sort out all the bad parts that couldn't be grinded down for security reasons. Reason for leaving: Injury on job Jiffy Lube, Portland, OR Lube technician July 2007-September 2010 Work on cars due to the vehicles manufacturers' recommendation. Perform multiple duties from under the hood to under the vehicle as well as all ancillary services. Display good communications skills with my coworkers as well as meeting the needs of the individual customers. Reason for leaving: changed ownership, reduced hours. Highway specialties, Portland, Oregon Traffic control/Shipping& Receiving September 2004—June 2007 Operated a forklift on a daily basis. Forklift certification was obtained here. Would prepare orders to get ready for pick up or delivery. Drive a 32'TMA truck to various locations in Oregon, Washington and long hauls to Idaho. I also made all the different traffic control signs for various construction companies, cities as well as private contractors. Very much customer oriented. Silver Plume Imports, Portland,OR Warehouse/Shipping& Receiving May 2001—July 2004 Unloaded incoming freight trucks, pulled & prepared large freight shipments of up to 35,000 pieces, proficient label designing, general furniture assembly and packaging. Fluent use of online shipping programs to include UPS, RPS, and USPS. .4 PUBLIC SAFETY ADVISORY BOARD Community Caucus:61 Votes (4th) Valerie Sasiki In 500 words or less,describe the personal or professional experiences that make you qualified to serve on the Advisory Board. My late father was born in a World War II internment camp. So, I understand how institutional racism can exist and can lead us to places that are not consistent with who we are as a community and as Americans. I have experienced and witnessed racism from microagressions in daily life to more significant incidents.These experiences were part of why I went to law school and why I've been involved with minority attorney mentoring for years. As an attorney, I primarily represent family-owned businesses.These businesses cannot exist and thrive unless we focus on programs to build our communities and protect our citizens. Many of Tigard's businesses are minority-owned and operated. All of our business owners and residents have a lot of capital - both financial and emotional - invested in Tigard. Public safety will be a big part of our future success. It is our responsibility to ensure that our laws are enforced fairly and that our law enforcement officers have the right mandate and tools to serve our communities effectively. I grew up in the area and I have lived in Tigard for almost 20 years now. Over that time, our community has evolved. I am proud of what we have accomplished since I moved here. Tigard is more diverse, both ethnically and economically. However,this type of change can be scary for some folks and I know that it can be tempting to retreat into an us vs them mindset. The challenge we face now is how do we continue to build on our past successes but thoughtfully and respectfully move forward? How do we create safe spaces, opportunities, and jobs for our community members while still protecting what has helped us be successful in the past? I absolutely believe that safe, diverse communities are critical to Tigard's development. We want to be a community were people want to live and build their businesses. I want to serve on the Public Safety Advisory Board because I think we are at a critical juncture in our public dialogue and our development as a community. Public safety is an issue that is bigger than professional law enforcement, although that is a significant part of the puzzle. I am qualified to serve on this board both as a woman of color with all the experiences associated with that status, but also because I have the training and skills to work with others in the community and on the board to help us chart a path to a more successful future. Describe the diverse community groups in Tigard you are best able to represent on the Public Safety Advisory Board. Why do you feel you are qualified to represent each of the groups.How would you keep these various groups informed about the work and progress of the Public Safety Advisory Board? I am best able to represent the established, US-born Asian communities, as well as the business, and legal communities.The Asian community has a number of active groups to which I and my circle of influence belong, which I will set up reporting pathways with, if selected. Additionally, I have been involved in the past with the Japanese American Citizens League and the Asian Pacific American Network of Oregon,which will be good resources for best practices developed in other jurisdictions. Similarly, I think it's important to keep the business community apprised of what's going on through discussions with clients of mine who are local residents and local business organizations. Where a lot of these reforms seem to run into practical challenges is where they don't take the needs of business owners who belong to all of our communities - into account. TIGARD (continued) Valerie Sasiki Paget Describe an experience when you worked collaboratively with people of diverse perspectives and experiences to achieve a common goaL Was the goal achieved? What went well and why? What would you have done differently if you could start the work over again and why? I love behavioral interview questions. We use them when we hire new folks and I support their use here. From my perspective, being an effective attorney advisor requires that you have the ability to work collaboratively with people with all sorts of different backgrounds, skills, and external pressures that they may or may not be willing to disclose. I have other examples, but the one that comes to mind first is: We have one client where the husband/owner grew up in Europe and the wife/owner grew up in a US Protectorate that is culturally different from Portland, Oregon.We were representing them in a negotiation with a major chain with corporate offices in Chicago, Illinois and opposing counsel who was based out of Napa, California.The first thing we did was sit down with the client and their CPA and discuss what their principle and secondary objectives were and also what they viewed as the best way to communicate offers and technical information.We made a note of this in the file and adhered to that request.We also learned,through trial and error,that regular check ins with the CPA were helpful as the client's owners didn't always communicate financial information with us in a way that made sense from a US reporting perspective. We were able to achieve all of the client's primary objectives and most of the secondary objectives. If I were to do things differently, I would have calendared regular,weekly 15 minute check ins,which would have helped manage the owners'stress over the negotiation. It's difficult to gauge from the outset how much a client needs of those connection points, but their cultural context required greater reassurance than most of our clients. Good communication makes for effective relationships though, and they are one of our best clients now. Beginning in May 2020,demonstrations over the police killing of George Floyd have been held in Portland.Most of the protests have been peaceful,but some have involved arson,looting, vandalism,and injuries.From your perspective,how should the City of Portland,State of Oregon,and federal government have responded to the protests? At a minimum,please cover public safety,free speech,and private property rights. The unfortunate truth is that the Portland Police Bureau (and more specifically,the police union) have a long history of being adversarial to political leadership and to civic leaders calling for reforms.The commission structure also put the mayor at odds with Commissioner Hardesty and others on how the police bureau should be handled. So,when there was a national inciting event,they didn't have the necessary degree of trust with or communication structures to the community leadership to stave off the disaster we saw unfold this summer.The widely-held perception that individual police officers, perhaps because of historic hiring practices,favor the white nationalists from out of state over the minority communities that live here threw gasoline on that fire.The unpopular actions of the Federal Government to "protect"the federal justice center also threw fuel on the fire.The police union in Portland, and other jurisdictions, feeds into problem with the misguided paradigm that advocating for their members requires defending them against all accusations of bias and handling all discipline in-house.To the extent that we try criminals publicly, I believe we need transparency about police discipline similar to the discipline process for other professionals. On one hand, we have constitutionally-guaranteed rights to free speech and freedom of assembly. On the other,the role of public safety officers is to protect the people and property of our community from harm.These can, and should, be compatible.We know that 90%of the protestors are peaceful individuals exercising their constitutional rights.We know that 90%of law enforcement officers are attempting to do the best job that they can in any given circumstance,without regard to race, ethnicity, or national origin. Unfortunately, as communities,we don't believe these truths about each other. So, what happens is there is a confrontation and everyone's instinctual reaction is to buy into an "us"vs. "them"scenario, when in truth we all have to live here. I've been saying for years that the City of Portland has a "fighting season" like the ancient Romans -that is, a window when young men (because they are principally young men) come into the city between April and October to fight.The Anarchists and Neo-Fascists seem to find something about the city streets conductive to these exchanges.This is terrible for the City of Portland,terrible for business owners who can't operate their businesses in a war zone, and terrible for citizens who have to live in that environment. It's not possible though,to take a look at what has been happening this summer and say"if we fix this one thing, we'll instantly fix the situation:' (continued) Valerie Sasiki Page 3 The groundwork of relationships needs to be laid well in advance,the police need to understand their mandate and communicate with political leadership and the community about situations that they do not have the tools or training to address, and then the citizens need to ensure that those needs are met.We, as leaders in our communities that may be more established, need to understand our privilege and deploy that to facilitate discussions about what our disenfranchised communities need. In Tigard,that means building bridges to our LatinX, Black,and Muslim minority communities. I could go on at length, but will stop here. I'm happy to discuss further if there are questions. Valerie H. Sasaki Samuels Yoelin Kantor, LLP 111 SW Fifth Ave., Suite 3800, Portland, OR 97201 vsasaki@samuelslaw.com 503-226-2966 (v) 503-222-2937 (f) 503-780-7266 (c) ADMITTED Oregon State Bar, 2001; Washington State Bar, 2001; Utah State Bar, 2016; Idaho State Bar, 2017; United States District of Oregon Courts, 2009; United States Western District of Washington Courts, 2009; United States Tax Court, 2009; United States District of Utah Courts, 2016; United States District of Idaho Courts, 2017 EXPERIENCE Samuels Yoelin Kantor, LLP October, 2010—Present Partner;Chair, Taxation Practice;Member, Diversity Committee Tax, business, and estate planning practice. Works with tax and business clients to achieve client objectives. Specific focus on state and federal tax controversy, business transactional work, and high net worth estate planning integration with business planning. Represents private companies, individuals, and the Oregon State Bar Professional Liability Fund (tax repair counsel). Portland State University, School of Business Summer, 2019—Present Adjunct Professor Developed and taught online required Partnership Taxation course in the Masters of Taxation program. Will develop and teach online Estate Taxation course for Spring, 2021. Northwestern School of Law, Lewis & Clark College Spring, 2015 Adjunct Professor Developed and co-taught class on estate planning with emphasis on issues arising in state and federally taxable estates Portland Community College Spring, 2009 Adjunct Professor, Paralegal Program Developed and taught quarter course on basic income taxation Miller Nash LLP August, 2008— September, 2010 Associate, Tax and Business Practice Groups;Member, Diversity Committee Tax and business practice. Works with diverse corporate and individual clients on IRS and state audit resolution. Client responsibilities include legal research, writing, and pleading drafting on various tax, bankruptcy, and partnership topics. Represents clients in federal and state tax settlement negotiations, voluntary disclosure agreements, tax due diligence, and tax controversy. Reviewed private equity funds for legal sufficiency as part of due diligence for foundation investments. Developed own clients in addition to serving existing firm clients. University of Oregon, School of Law, Eugene, Oregon Spring, 2007, Spring, 2009 Adjunct Professor, State and Local Taxation Developed and taught semester course on state and local taxation. 11Page Curriculum Vitae KPMG LLP, Portland, Oregon September, 2002—July, 2008 Manager, State and Local Tax Tax practice focusing on multistate taxation including state income/franchise, sales/use, and property taxes. Client responsibilities include advising major West Coast and Pacific Northwest clients in diverse industries on tax implications for their businesses. Assisted a large Oregon-based forest products company in obtaining property tax and corporate excise tax incentives in Oregon and three southern states; worked on restructuring and state tax refund projects for two national grocery store chains; provided advice to national businesses regarding state tax compliance and nexus analysis. Practice includes preparing state voluntary disclosure agreements. Some firm responsibilities included recruiting, training, and supervising professional staff as well as client development. Oregon Department of Justice, Salem, Oregon May, 2000—May, 2001 Law Clerk, General Counsel Division, Tax and Finance Section Conducted legal research and analysis for corporate excise, personal income, and property tax cases. Drafted pleadings and supporting litigation memoranda. Performed legal research for advice to client agencies, including Oregon Department of Revenue. EDUCATION: University of Washington, School of Law, LL.M.(taxation) June, 2002 University of Oregon, School of Law, J.D. May, 2001 Graduate Teaching Fellowship with the University of Oregon Law and Entrepreneurship Center Newcomb College, Tulane University, B.A., magna cum laude May, 1998 PROFESSIONAL ACTIVITIES: • Oregon Laws Commission, Revised Uniform LLC Act Workgroup (Vice-Chair, 2019- Present) • American College of Tax Counsel (Fellow, 2018 present) • Estate Planning Council of Portland (Member, 2018 present), • Women in Insurance and Financial Services (Member, 2017-present) • Oregon State Bar Business Law Section, (Chair, 2019;Executive Committee Member 2010-Present), • Portland Tax Forum (Chair, 2013, Executive Committee Member, 2010-2014); • Oregon State Bar, Taxation Section, (Chair, 2010, Executive Committee (2003-2011), Laws Committee, Personal Income Tax legislative coordinator 2016-2018, Member 2004-2018, Tax Institute Planning Committee (2006-2011), Portland Tax Luncheon Committee (2005-2006), Newsletter Committee Member (2002-2005) • Oregon Women Lawyers (Member, 2012-Present) • American Bar Association (Member, 1998-Present) • Oregon Asian Pacific American Bar Association (Founding Member) • Oregon Minority Lawyers Association (Member, 2015-Present); • Oregon Chapter of the National Bar Association (Member, June, 2020-Present); • Oregon Japanese Garden Foundation Board (Member, Fa11,2020 Present); • Northwest Business for Culture and the Arts, Board Leadership Training Graduate (2008). 2IPage Curriculum Vitae SPEAKING ENGAGEMENTS: • LLC Hot Topics, 2020 National Business Institute Seminar (National teleconference) (August, 2020) • Oregon's Corporate Activity Tax, Multnomah Bar Association (June, 2020) • Business Succession Planning, Multnomah Bar Association (April, 2020) • Navigating IRS Tax Appeals, Oregon Society of CPAs, 2019 Tax Controversy Institute (November, 2020) • Oregon Case Law Update, Oregon Society of CPAs, 2019 State and Local Tax Conference (January, 2019) • The New Partnership Audit Rules &New Tax Law Related to Partnerships, National Business Institute Seminar (National teleconference) (December, 2018) • Bankruptcy Issues for Tax Lawyers, Oregon State Bar, Debtor Creditor Section (December, 2018) • Further Down the Rabbit Hole:State and Federal Tax Update, Oregon State Bar, Business Law Section Annual Meeting (November, 2018) • Accounting Basics for Lawyers, Oregon State Bar, Business Law Section Annual Meeting (November, 2018) • Recent Supreme Court Case—Federal, State, &Local Tax Nexus, IRS Tax Practitioner's Forum (October, 2018) • The Wayfair Decision and Sales Tax for Oregon Vendors, Eugene-Springfield Tax Association (September, 2018) • How to Serve as a Nonprofit Board Member, (Various Client Presentations, 2018) • Tax Cuts and Jobs Act:Special Issues for Real Estate, Oregon State Bar, Real Estate and Land Use Section, Annual Meeting (August, 2018) • Hot Topics in Tax, Women in Insurance and Financial Services (July, 2018) • The Tax Cuts and Jobs Act: The Little we Know, SYK Seminar Series (June, 2018) • Tax Reform and Tracking Tax Legislation, Joint meeting of Eugene Estate Planning Council and Eugene-Springfield Tax Association. (May, 2018) • Oregon Legislative Update, Oregon State Bar Taxation Section (May, 2018) • Estate Tax Reporting for Property in Multiple Jurisdictions, Oregon Society of CPAs (June, 2017) • Introduction to Tax Aspects of M&A Transactions, American Bar Association, Business Law Section Annual Meeting, Montreal, Canada (April, 2016) • Tax Aspects of Settlements, Payments, and Releases, Oregon Law Institute, Employment Law Seminar (April, 2015) • Where it's at:Nexus and Sourcing for a Brave New World, Oregon State Bar Taxation Section (March, 2015) • Perils of Portability, Oregon State Bar, Advanced Estate Planning and Administration Seminar (May, 2014) • IP/Computer Tax Issues: The Next Generation, OSB Computer and Internet Law Section (June, 2010) • Multistate Taxation, Lorman (March, 2008) • Nexus Trends and Emerging Gross Receipts Taxes, Portland Tax Luncheon, (February, 2008) • Multistate Update, Tax Institute (June, 2006) • 50 tips for advising businesses with 50 or fewer employees(April, 2006) PUBLICATIONS: • Think About 2018 Taxes Now! SYK Blog(January, 2019) 3IPage Curriculum Vitae • Ballot Measure 104.Oregon Gets Down and Dirty with What It Means to Raise Revenue, SYK Blog (October, 2018) • Life After Wayfair: Congress Steps In, SYK Blog (September, 2018) • Life After Wayfair. The States Begin to Respond, SYK Blog (August, 2018) • When "Use" "Use"—Hitting a Pothole at the Beginning of Oregon's Vehicle Sales and Use tax Jurisprudence, SYK Blog (August, 2018). • TCJA Expands Contribution Options for ABLE Accounts, SYK Blog (July, 2018) • Breaking Down the Wayfair Decision for Oregon Businesses: Why you should now care about sales tax, SYK Blog (June, 2018) • Oregon Shifts Heavy Equipment Personal Property Tax Burden to Contractors starting in 2019, SYK Blog (May, 2018) • Decanting Chapter, Advising Oregon Trusts (Oregon State Bar, 2018) • Grounded—Delinquent Tax US&International Travel, SYK Blog (April, 2018) • Dynasty Disasters—Intergenerational Wealth, SYK Blog(February, 2017) • Left Coast Economic Nexus, Oregon State Bar Tax Section Newsletter (February, 2013) • Tribal Leading Company Maintains Tax Exemption, Miller Nash Native American Law Focus, (February, 2011) • Cloudy With a Chance of Tax, Pacific Northwest Tax Wire, 2010 • SB 498:Oregon Total Tax Retroactivity, Oregon Business Report (July, 2010) • Public Law 86-272•A Primer, Part I Co-authored with Gary Holcomb, Tax Section Newsletter, December, 2004; • Public Law 86-272•A Primer, Part II, Tax Section Newsletter, (February, 2005); • Minimizing Sales Taxes for the Speculative Building in Washington, Pacific Northwest Tax Wire, 2008; • Keeping Confidences:Limitations of Accountant-Client Privilege, Pacific Northwest Tax Wire, 2009 COMMUNITY ACTIVITIES: Junior Achievement of Oregon and Southwest Washington September, 2011 Present Volunteer board member; Finance Committee (January, 2012—Present); Executive Committee Member (January, 2015-Present); Secretary (January, 2019-Present) Ca$h Oregon February, 2012 —April 2012 Volunteer income tax preparation for low and moderate income individuals Minds Matter—Portland September, 2008—June, 2011 Volunteer Mentor to two low-income, high-achieving high school students Portland Taiko July, 2009—June, 2011 Volunteer Board Member for Japanese-American Arts Organization AWARDS & RECOGNITION: Best Lawyers In America 2020 SuperLawyer 2020 Rising Star, SuperLawyers 2009-2015 4IPage Curriculum Vitae Mentor of the Year, Taxation Section, Oregon State Bar 2011 Up and Coming Lawyer, Daily Journal of Commerce 2011 Alumni Profile, Oregon Lawyer 2010 5IPage Curriculum Vitae