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TCDA Packet - 10/13/2020
City of Tigard Tigard Business Meeting—Agenda TIGARD CITY COUNCIL, LOCAL CONTRACT REVIEW BOARD & TOWN CENTER DEVELOPMENT AGENCY MEETING DATE AND TIME: October 13, 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 Ore_on 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.ti arg d_or-or ov�/cily hall/council meeting.0hp 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. City of Tigard Tigard Business Meeting—Agenda TIGARD CITY COUNCIL, LOCAL CONTRACT REVIEW BOARD & TOWN CENTER DEVELOPMENT AGENCY MEETING DATE AND TIME: October 13, 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. EXECUTIVE SESSION 6:30 p.m. estimated time The Tigard City Council will go into Executive Session to discuss real property negotiations under ORS 192.660(2)(e).All discussions are confidential and those present may disclose nothing from the Session. Representatives of the news media are allowed to attend Executive Sessions, as provided by ORS 192.660(4),but must not disclose any information discussed. No Executive Session may be held for the purpose of taking any final action or making any final decision. Executive Sessions are closed to the public. B. COUNCIL LIAISON REPORTS 7:00 p.m. estimated time 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. Tigard High School Student Envoy C. Update from Police Chief McAlpine D. Tigard Area Chamber of Commerce E. Public Comment—Written Comment F. Public Comment—Phone-In Comment 4. CONSENT AGENDA: (Local Contract Review Board) The Consent Agenda is used for routine items including council meeting calendars, appointments to boards and committees and approval of contracts or intergovernmental agreements. Information on each item is available on the city's website in the packet for this meeting. These items may be enacted in one motion without separate discussion. Council members may request that an item be removed by motion for discussion and separate action. Motion to: A. CONSIDER AMENDMENT TO HVAC MAINTENANCE AND REPAIR CONTRACT WITH RITNU DBA REITMEIER •ConsentAi!enda-Items Removed,or S f�arate Discussion:Any items requested to be removed from the Consent Agenda for separate discussion will be considered immediately after the Councill Town Center Development Agency has voted on those items which do not need discussion. 5. DISCUSSION OF COUNCIL CALENDAR 7:40 p.m. estimated time 6. CONSIDER A RESOLUTION TO APPROVE A NEW POLICE CONTRACT FOR FY 2020-23 8:00 p.m. estimated time 7. INFORMATIONAL PUBLIC HEARING: CONSIDER A RESOLUTION APPROVING THE FY 2021 FIRST QUARTER BUDGET SUPPLEMENTAL 8:15 p.m. estimated time 8. TOWN CENTER DEVELOPMENT AGENCY- INFORMATIONAL PUBLIC HEARING: CONSIDER A RESOLUTION APPROVING THE FIRST QUARTER TCDA BUDGET SUPPLEMENTAL 8:30 p.m. estimated time 9. TOWN CENTER DEVELOPMENT AGENCY- UNIVERSAL PLAZA PROJECT UPDATE 8:35 p.m. estimated time 10. NON AGENDA ITEMS 11. ADMINISTRATIVE REPORT 12. EXECUTIVE SESSION: The Tigard City Council may go into Executive Session. If an Executive Session is called to order, the appropriate ORS citation will be announced identifying the applicable statute. All discussions are confidential and those present may disclose nothing from the Session. Representatives of the news media are allowed to attend Executive Sessions, as provided by ORS 192.660(4), but must not disclose any information discussed. No Executive Session may be held for the purpose of taking any final action or making any final decision. Executive Sessions are closed to the public. 13. ADJOURNMENT 9:35 p.m. estimated time Tigard PD Strategic Dashboard For September 2020 2020 Population Estimate 55,514 (Adopted Budget FY 2020-21) Small numbers cause large percentage increases and decreases. Crime Snapshot Selected Group A Offenses Sep-19 Sep-20 `%Chg 2019 YTD 2020 YTD %Chg Person Crime 28 2810 0.00% 300 304 1.33% Assault 24 2510 4.17% 249 258 3.61% Robbery 2 0 -100.00% 22 1 -95.45% Property Crime 155 20510 1572 1567 -0.32% Burglary-Residential 6 4 -33.33% 45 38 -15.56% Burglary-Business 1 3 200.00% 39 65 66.67% Burglary-Other 3 2 -33.33% 15 21 40.00% UUMV 11 19 72.73% 89 81 -8.99% Theft 83 108 30.120/( 850 776 -8.71% Vandalism 23 41 78.26% 226 305 34.96% Societal Crimes 69 15.00% 530 -8.30% DLIII 13 9 -30.77% 112 86 -23.21% Drug Offense 7 6 -14.29% 72 76 5.56% Disorderly Conduct 10 1 -90.00% 54 40 -25.93% Arrests*CTA in Total 100 99 -1.00% 920 787 -14.46% Felony 13 12 -7.69% 149 119 -20.13% MISD 40 15 -62.50% 332 180 -45.78% Warrants 34 29 -14.71% 312 243 -22.12% Calls for Service Sep-19 Sep-20 %Chg 2019 YTD 2020 YTD %Chg Dispatched Calls 1888 1765 -6.51% 16918 15772 -6.77% Self Initiated Calls 1248 12570 0.72% 12520 11700 -6.55% Online Crime Reports n/a 55 n/a n/a 169 n/a Response Time Sep-19 Sep-20 %Chg 2019 YTD 2020 YTD %Chg Priority 1 &2 6.27 6.13 -2.23% 6.17 6.02 -2.43% Priority 3 10.27 10.23 -0.39% 10.35 9.61 -7.15% Priority 4+ 10.93 10.55 -3.48% 10.52 10.2 -3.04% Photo Enforcement Red Light- Began Issuing 03/11/20 Month of. Sept 2020 YTD 2019 2020 Yr to Yr Received Issued Rejected Issued Issued %Chg 99W/SW Ha11 Blvd 212 204 8 n/a 1141 N/A 99W/SW 72nd Ave 151 131 20 n/a 600 N/A 99W/SW Durham Rd 19 18 1 n/a 94 N/A Intersection Speed - Began Issuing 7/14/20 Month of: Sept 2020 YTD 2019 2020 Yr to Yr Received Issued Rejected Issued Issued %Chg 99W/SW Hall Blvd 467 430 37 n/a 1042 N/A 99W/SW 72nd Ave 2839 2599 240 n/a 5707 N/A *Person Crime-Assault,Homicide,Robbery,Kidnap,Forcible/Non-Forcible Sex Offense *Property Crimes-Arson,Bribery,Res Burglary,Bus Burglary,Oth Burglary,Forgery,Vandalism,Embezzle,Fraud,Theft,UUMV,Bad Check *Societal Crimes-Drug Offense,Prostitution,Weapons,Curfew,DisCon,DLIII,Family Offense,Liqour Laws,Peeping Tom,Trespass *The data is National Incident Based Reporting System(NIBRS)compliant and not Uniform Crime Report(UCR)compliant and cannot be compared to any report using that standard. 1 Tigard PD Strategic Dashboard For September 2020 2020 Population Estimate 55,514 (Adopted Budget FY 2020-21) Employee Snapshot Department Staffing Information Actual Budget % Budget Sworn 67.0 79.0 85% Non-Sworn 16.0 18.0 89% Total Number of Personnel 83.0 97.0 86% Patrol Staffing Authorized 34 Days Swings Graves Overall% # of Shifts Conducted at Minimums 10 33% 20 67% 24 80% 60% Personnel Unavailable for Work Patrol All Other Overall # of Recruits in Pre-Academy 1 - 1 #of Recruits in Academy - - - #of Recruits in FTEP 4 - - #of Personnel on Extended Sick Leave/ FMLA - 1 - #of Personnel on Military Leave 1 - - #of Personnel on Light Duty 1 - #of Personnel on Administrative Leave - - - Total Personnel Unavailable to Work during some Period during the Month 71 11 8 Total Officers Available to work PATROL some period during the Month 27 Operational Effectiveness Snapshot Budget Information is based on the best available data. FY 2019-2020 Budget FY 2020-21 7BudgetPercent YTD Status Percent YTD ta s Department Budget Actual Budgeted Actual Budgeted Administrative 23% 25% -2% 25% 25% 0% Operations 20% 25% -5% 23% 25% -2% Services 25% 25% 0% 23% 25% -2% Total Department Budget 22% 25% -3% 23% 25% -2% Budget Information is based on the best available data. FY 2019-2020 FY 2020-21 Percent YTD Budget Percent YTD Budget Status Status Department Overtime Actual Budgeted Actual Budgeted Administrative 19% 25% -6% 8% 25% -17% Operations 14% 25% -11% 12% 25% -13% Services 14% 25% -11% 8% 25% -17% Total Overtime 14% 25% -11% 11% 25% -14% 2 Tigard PD Strategic Dashboard For September 2020 2020 Population Estimate 55,514 (Adopted Budget FY 2020-21) Levy Status Update Sep-20 Sep-20 2020 YTD 2020 YTD Training Officers Hours Officers Hours Advanced Crisis Intervention and De-escalation Training n/a n/a n/a n/a Crisis Intervention n/a n/a n/a n/a De-escalation Training 1 62 139.5 92 169.5 Totals 62 139.5 92 169.5 Levy Staffing Information-YEAR to date progress Hires Budget %Budget Sworn-Patrol(priority hire) 2.0 8.0 25% Sworn-SRO (targeted 2021-22 school year) 0.0 1.0 0% Non-Sworn 0.0 2.0 0% Total Number of Personnel 2.0 11.0 18% Levy Hiring Process-Month of SEPTEMBER Patrol All Other Overall Patrol All Other Overall Sep-20 I Sep-20 Sep-20 2020 YTD 2020 YTD 2020 YTD Interviews 3 0 3.00 36 0 36.00 ORPAT(physical fitness test) 0 0 - 7 0 7.00 Background investigations 3 0 3.00 18 0 18.00 Conditional Offers of employment 1 0 1.00 4 0 4.00 Hires 0 0 - 1 2 0 2.00 Emergency Response Times - 6 Year Trend Priority 1 calls = Imminent threat to life ` Priority 2 calls = Immediate threat to life,occuring now District integrity (5 police districts) #of Shifts conducted with 5 or more patrol Days Swims Graves Overall officers 6 20% 10 33% 4 13% 22% Community Snapshot Community Outreach and Events Media Outreach Upcoming Events *Committee for Community Engage(9/16) *Press releases issued in Sept:3 *SRO Information session(10/1) *Chat with the Chief in Spanish(9/30) DUII Arrests over Labor Day *TTSD Listening Session(10/5) Pedestrian Safety Enforcement detailpre-event *Community Roundtable-DV(10/13) Pedestrian Safety Enforcement detailpost-event *DV Candelight Vigil-FB live(10/21) *Virtual Chat with the Chief(10/27) 3 Tigard PD Strategic Dashboard For September 2020 2020 Population Estimate 55,514 (Adopted Budget FY 2020-21) Calls For Service - By Month: 7 Year Trend r-7SFP'rMBER SELF INITIATED 1248-1257 i ` • �` + . 2014 2015 2016 2017 2018 2019 2020 Tracking Code Cases - Year to Date Overdose 7 10 21 18 17 Mental Health hold (POH) 96 105 133 94 87 Suicide 4 6 7 10 2 DHS referrals and Attempted Suicide 24 52 46 39 32 cases of DHS Referral 318 408 414 403 318 of Domestic Violence (DV) 55 89 116 93 104 challengedelderly or mental ly DV No Crime 73 100 95 104 73 victim end up in the Organized Retail Crime (ORC) Theft 48 35 40 56 30 caseload . Graffiti 51 44 88 34 93 Detectives and SRO - - - .O BHI - Transient Total Dispatched Calls: 1765 Total Societal Calls: 1172 %of monthly workload 66% #of Calls -BHI** 207 #of Calls Transient 147 #of Calls Dispatched 279 #of Calls Self Initiated 42 Total Time Spent 114:12:59 (hr:min:sec) Total BHI/Transient calls 321 *Note 1:Behavioral Health Incidents(BHI)and Transient calls are a subset of the category"Societal"calls. The statistics above are based on of cer inputs. **Note 2:An incident may be both BHI and Transient related. These figures are not additive. 4 v Tiogard Police Department Strategic Dashboard for September 2020 Crime Snapshot (Property) Property Crime 155 205 32.260 1572 156 -0.32% Burglary/Res 6 4 -33.330 45 3 -15.56% Burglary - Bus 1 3 200.000 39 65 66.67% Burglary - Other 3 2 -33.330 15 21 40.00% UUMA 11 19 72.730 89 81 -8.99% Theft 8 10 30.12% 85 77 -8.71°/ Vandalism 2 41 78.260/ 22 305134.960/ Photo Enforcement Intersection Speed - Began Issuing 7/14/20 Month of: Sept 2020 YTD 2019 2020 Yr to Yr Received Issued Rejected Issued Issued % Chg 99W / SW Hall Blvd 467 430 37 n/a 1042 N/A 99W / SW 72nd Ave 1 2839 2599 240 n/a 1 5707 N/A Meeting of the Tigard Council October 13, 2020 Public Comment Received Submitted By Date Received Subject 1. Clark, Erica 10/6/2020 Council Candidate Ben Edd Caroline Patton From: noreply@revize.com Sent: Tuesday, October 6, 2020 3:23 PM To: Carol Krager Cc: Caroline Patton Subject: Public Comments Follow Up Flag: Follow up Flag Status: Flagged Caution!This message was sent from outside your organization. Allow sender I Block sender Name= Erica Clark EmailAddress= erica@petuniaspiesandpastries.com Address = PO Box 22392, Portland, OR 97269 Topic= City Council Candidate Ben Edtl No, I don't support= Don't Support FeedBackText= I am reaching out as the manager of a local small business,that was a vendor of one of your candidates for city council, Ben Edtl. I think that the public, and local leaders, should know about the unethical business practices of this candidate. Ben Edtl is the CEO of Dovetail Coffee& Iconic Cafe Management, as well as the owner of Elevated Coffee where we delivered product to, and Coffeehouse NW, before they recently closed. He entered into a business relationship with my company,which is a small and locally owned baking business. We have had our share of struggles and challenges to stay in business during this pandemic, and during this time he entered into this agreement with us.After 5 deliveries of our products in good faith, I had to stop deliveries due to non payment. He has not paid us a cent for any product he received,which is now up to 56 days past due. His scant responses to my outreach after multiple attempts have been delayed and dishonest, promising payment. No payment has been received. I have serious concerns over a city council member who refuses to pay a small business what he owes in the amount of: $282.62. In researching online, it looks like he has a clear pattern of behavior that is alarming. I also found he is running for city council, and I'm very concerned that anyone with such obvious ethical shortcomings would ask the public to place their trust in him when he has proven to be dishonest and unable or unwilling to conduct himself with the most basic of business standards. Below is the information I found online: https://www.facebook.com/groups/101407383529550/permalink/1204546219882322 https://www.facebook.com/groups/101407383529550/permalink/1203477833322494 https://www.gofundme.com/f/support-former-staff-of-elevated-coffee-portland/edit/story?fbclid=IwAROXGE2- toc3on9olgRboR_ItVza2BjmrkUbyfdz8DuocGnavglMSn_zNJ4 https://www.instagram.com/p/CCh-JpCB4wM/ Thank you for your time. I am happy to provide you further information. Client IP =98.232.146.171 1 AIS-4424 4. A. Business Meeting Meeting Date: 10/13/2020 Length (in minutes): Consent Item Agenda Title: Consider Amendment to HVAC Maintenance and Repair Contract with RITNU dba Reitmeier Prepared For: Christine Moody Submitted By: Jamie Greenberg, Finance and Information Services Item Type: Motion Requested Meeting Type: Consent Public Hearing - Agenda - Legislative LCRB Public Hearing No Newspaper Legal Ad Required?: Public Hearing Publication Date in Newspaper: Information ISSUE Shall the Local Contract Review Board approve a contract amendment for the HVAC Maintenance and Repair Contract? STAFF RECOMMENDATION / ACTION REQUEST Staff recommends that the Local Contract Review Board approve a contract amendment to the HVAC Maintenance and Repair contract in the amount of$260,000 for the life of the contract and authorize the City Manager to take the necessary steps to execute the contract. KEY FACTS AND INFORMATION SUMMARY On January 7, 2020 the Local Contract Review Board awarded a contract for HVAC Repair and Maintenance to RITNU dba Reitmeier in an amount not to exceed $170,000. The approved contract mainly contemplated maintenance services and did not include meaningful dollars for inspection and repairs. During the last two inspections several items of significant cost were identified as needing repair and/or replacement. Dampers, valves, Ultra-Violet (UV) lights, and heat exchangers are needing to be repaired or replaced. The dollar amount allocated in the new contract for repairs was based on costs during the preceding contract. It has become apparent that this forecast inadequately factored the extent of repairs that have been needed to continue the efficient operation and extend the remaining useful life of the equipment. Additionally, due to COVID-19, additional work and modifications have been done to help combat the virus including changing filters and UV sanitizing bulbs more frequently as well as adjusting the air flow in all buildings. The city's buildings have aging HVAC units that are well maintained and performing timely repairs are crucial to keep the equipment in top working condition. The Facilities Division has determined that deferring the replacement of HVAC units is a cost-effective measure for the facility sites that are proposed to be redeveloped in future consolidated facility planning. The estimated cost for replacement HVAC units range from $35,000 to $100,000 each. There are 16 individual HVAC units operating in the buildings proposed for redevelopment. Replacing these units will not rectify the inadequate interior ducting design and controls which the new development will address. It is anticipated that the overall repair costs over the next five years will increase, however, the additional expense will ensure that the systems will remain viable for the foreseeable future prior to redevelopment. This deferred maintenance plan will be continually reassessed to ensure the best use of limited funding by factoring in the timeline for redevelopment, the condition of the specific equipment and the extent of the repairs needed. The Facilities Division is requesting an amendment of an additional $260,000 to the existing HVAC contract for the remaining 5-year contract term to cover the cost of future repairs. OTHER ALTERNATIVES The Local Contract Review Board may choose to not approve this amendment causing the city to cancel the contract and reissue a new Request for Proposal to include the additional money in the contract. This would result in a lapse of HVAC repair and maintenance for all city owned buildings COUNCIL GOALS, POLICIES, APPROVED MASTER PLANS N/A DATES OF PREVIOUS COUNCIL CONSIDERATION Contract approved on January 7, 2020 Fiscal Impact Cost: 260,000 Budgeted (yes or no): Yes Where budgeted?: Facilities Operating Budget Additional Fiscal Notes: Attachments No file(s) attached. AIS-4416 6. Business Meeting Meeting Date: 10/13/2020 Length (in minutes): 15 Minutes Agenda Title: Consider a Resolution to Approve a New Police Contract for FY 2020-23 Prepared For: Dana Bennett, City Management Submitted By: Caroline Patton, Central Services Item Type: Motion Requested Meeting Type: Council Business Meeting - Main Public Hearing: No Publication Date: Information ISSUE Shall the Tigard City Council approve a resolution adopting the new three-year collective bargaining agreement between the City of Tigard and the Tigard Police Officers' Association (TPOA)? STAFF RECOMMENDATION / ACTION REQUEST Staff recommend the adoption of the resolution approving the new collective bargaining agreement with TPOA and authorizing the City Manager to sign. KEY FACTS AND INFORMATION SUMMARY The City has bargained in good faith with the Police Officer's Association (TPOA) since early February. The two parties were unsucessful in reaching agreement and in early July moved into mediation. During the second mediation session the parties were able to reach a tentative agreement, which is before Council this evening. The terms of the proposed settlement between the TPOA and the City of Tigard were reviewed by Council in Executive Session on September 22, 2020. The proposed new contract will expire on June 30, 2023. Major economic highlights include the continuation of cost sharing on health insurance, a full 90/10 split for the duration of the agreement. The proposed agreement includes cost of living increases, 2.6% in year one, 2.0% in year two, and based on the CPI index in the final year. The proposed agreement includes small market adjustments in each year, 0.5% in year one, 0.75% in year two, and 1.0% in year three as well as reducing the 7-step pay scale to six steps bringing Police Officer compensation to the middle of the labor market of similarly sized cities. TPOA voted to ratify the proposed settlement on September 25, 2020. OTHER ALTERNATIVES Council may elect to not adopt the resolution. COUNCIL GOALS, POLICIES, APPROVED MASTER PLANS DATES OF PREVIOUS COUNCIL CONSIDERATION Council discussed this proposed settlement in its Executive Session on September 22, 2020. Fiscal Impact Fiscal Information: The current fiscal year impact of the contract, if all positions including the newly added levy positions were filled for the full year, would be $288,000. The total cost of the contract over the three year term of the agreement, if all positions were filled, would be approximately 1.7M. A detailed analysis of actual cost for the current fiscal year will be completed and submitted as part of the second quarter budget supplemental process. Attachments Resolution to Approve the Police Contract Proposed Police Contract Proposed Police Contract - showing chance Power Point Presentation of Proposed Contract Changes CITY OF TIGARD, OREGON TIGARD CITY COUNCIL RESOLUTION NO. 20- A RESOLUTION ADOPTING A NEW COLLECITIVE BARGAINING AGREEMENT BETWEEN THE CITY OF TIGAR AND THE TIGARD POLICE OFFICER'S ASSOCIATION (TPOA) AND AUTHORIZING THE CITY MANAGER TO SIGN WHEREAS, the collective bargaining agreement between the City of Tigard and TPOA expired June 30, 2020; and WHEREAS, a new three-year collective bargaining agreement for the period of July 1, 2020 to June 30, 2023 has been negotiated; and WHEREAS,the City Council reviewed this matter in Executive Session on September 22,2020;and WHEREAS,the City Council wishes to authorize the City Manager to sign the agreement described above. NOW,THEREFORE,BE IT RESOLVED by the Tigard City Council that: SECTION 1: The collective bargaining agreement between the City of Tigard and the Tigard Police Officers'Association effective July 1,2020 through June 30,2023 is hereby adopted. SECTION 2: The City Manager is authorized to sign the agreement. SECTION 3: This resolution is effective July 1,2020. PASSED: This day of 2020. Mayor-City of Tigard ATTEST: City Recorder-City of Tigard RESOLUTION NO. 20- Page 1 COLLECTIVE BARGAINING AGREEMENT BETWEEN TIGARD POLICE OFFICERS' ASSOCIATION AND THE CITY OF TIGARD Expires: June 30, 2023 City of Tigard and TPOA-Expiration Date: June 30,2023 1 TABLE OF CONTENTS PREAMBLE ....................................................................................................... 1 ARTICLE 1 -RECOGNITION........................................................................... 1 ARTICLE 2-MAINTENANCE OF STATUS QUO..........................................2 ARTICLE 3 -CHECK OFF AND PAYMENT IN LIEU OF DUES ...................2 ARTICLE 4-EMPLOYEE RIGHTS.................................................................. 3 ARTICLE 5 -MANAGEMENT RIGHTS .......................................................... 3 ARTICLE 6-CITY SECURITY........................................................................4 ARTICLE 7-ASSOCIATION BUSINESS ........................................................4 ARTICLE 8 -GENERAL AND SPECIAL ORDERS......................................... 5 ARTICLE 9-DEPARTMENT MANUAL AND CONTRACT ..........................5 ARTICLE 10-BULLETIN BOARD.................................................................. 5 ARTICLE 11 -OUTSIDE EMPLOYMENT....................................................... 6 ARTICLE 12-HOURS OF WORK ................................................................... 6 ARTICLE 13 -OVERTIME AND PREMIUM PAY ..........................................9 ARTICLE 14-HOLIDAY COMPENSATION ................................................ 12 ARTICLE 15 -VACATIONS........................................................................... 13 ARTICLE 16-INSURANCE BENEFITS ........................................................ 14 ARTICLE 17-SICK LEAVE........................................................................... 19 ARTICLE 18 -LEAVE OF ABSENCE WITH PAY ........................................22 ARTICLE 19-LEAVE WITHOUT PAY.........................................................25 ARTICLE 20-GRIEVANCE PROCEDURE...................................................26 ARTICLE 21 -MILEAGE AND PER DIEM ALLOWANCE ..........................27 ARTICLE 22-CLOTHING AND UNIFORM .................................................28 ii ARTICLE 23 -SENIORITY.............................................................................29 ARTICLE 24-LAYOFF AND RECALL......................................................... 31 ARTICLE 25 -SHIFT AND DAYS OFF BIDDING ........................................ 31 ARTICLE 26-PROBATIONARY PERIOD.................................................... 33 ARTICLE 27-DISCIPLINE AND DISCHARGE............................................ 34 ARTICLE 28 -PERSONNEL FILE.................................................................. 34 ARTICLE 29-WAGES ................................................................................... 35 ARTICLE 30-INCENTIVE PAY.................................................................... 36 ARTICLE 31 -SAVINGS CLAUSE ................................................................42 ARTICLE 32-TERMINATION......................................................................42 ADDENDUM B-DISCIPLINARY INVESTIGATION PROCEDURES.........43 iii PREAMBLE This contract entered between the City of Tigard, Oregon, hereinafter referred to as the "City," and the Tigard Police Officers' Association, hereinafter referred to as the "Association," has as its purpose the promotion of an efficient police department; harmonious relations between the City and the Association; the establishment of an equitable and peaceful procedure for the resolution of differences; and to set forth their entire agreement with regard to rates of pay, hours of work, and other conditions of employment. ARTICLE I —RECOGNITION The City recognizes the Association as the sole and exclusive bargaining agent with respect to wages, hours and other conditions of employment for the employees in the bargaining unit as set forth in Addendum A. The City shall notify the Association of its decision to add any new classifications to the Police Department. If the City and the Association cannot agree whether a new position is supervisory, managerial, confidential, or if a new classification should be included in the bargaining unit, the dispute shall be submitted to the Employment Relations Board. When the parties are unable to agree as to the representation status of such a new position, the City shall have the option of leaving the position vacant or filling the position at a provisional wage rate until the issue is resolved. If such a position is filled on a provisional basis and if there is a subsequent adjustment in the wage rate, such adjustment shall be retroactive to the date that the position was filled. The bargaining unit shall consist of those classifications listed in Addendum A that are regular full-time employees and those employees within those classifications that are regularly scheduled to work 20 hours or more per week, excluding supervisory and confidential employees as defined by the Public Employees' Collective Bargaining Act. 1 ARTICLE 2 — MAINTENANCE OF STATUS QUO The City shall be obligated to negotiate over existing conditions that are mandatory subjects of bargaining or the mandatory bargainable impacts, whether or not they are covered by this agreement, if the City intends to alter, change or modify such conditions. In the event the City desires to amend or modify or change the status quo that is a mandatory subject of bargaining or that has a mandatory impact, the City will provide the Association President or designee with written notice of the proposed change. The Association shall have ten(10) days to object in writing to the person proposing the change or their designee. The failure of the Association to object in writing to the proposed change within ten(10) days of the notice provided for above shall serve as a waiver of the Association's right to bargain. The Association's written objection shall specify the nature of the objection and identify whether the Association believes the proposed change involves a mandatory bargainable subject or a mandatory bargainable impact of a permissive subject. Thereafter, the parties shall bargain in good faith over said changes for a period not to exceed thirty (30) days. If after the passage of thirty (30) days, the parties have not reached agreement, either party may declare an impasse and initiate interest arbitration pursuant to ORS 243.746 by requesting a list of eleven (11) Oregon and/or Washington arbitrators from the Employment Relations Board who are members of the American Arbitration Association (AAA). If the parties cannot mutually agree to an arbitrator, they will by lot alternately strike names and the last one (1) will be the arbitrator. The arbitrator shall conduct a hearing within thirty (30) days of announcement of their selection, or at such other time as the parties mutually agree. ARTICLE 3 — CHECK OFF AND ASSOCIATION DUES 3.1 Check-off The City will deduct Association dues from the wages of employees when so authorized and directed in writing by the employee on the authorization form provided by the City. Authorization for payroll deductions of Association dues may be canceled by any employee upon written notice to the City and the Association prior to the 15th day of each month, to be effective on the 1 st day of the following month. 2 The City will not be held liable for check-off errors but will make proper adjustments with the Association for errors as soon as is practicable. It is also agreed that neither any employee nor the Association shall have any claim against the City for any deductions made or not made, as the case may be, unless a claim of error is made in writing to the City within forty- five (45) calendar days after the date such deductions were or should have been made. 3.2 Indemnification The Association will indemnify, defend and hold the City harmless against any claims made and against any suit instituted against the City resulting from any City action taken in good faith pursuant to the provisions of this Article. ARTICLE 4 — EMPLOYEE RIGHTS 4.1 Employee Organizations Employees shall have the right to form,join and participate in the activities of employee organizations of their own choosing, for the purpose of representation on matters of employee relations. Employees shall also have the right to refuse to join and participate in the activities of any employee organization. No employee shall be interfered with, intimidated, restrained, coerced, or discriminated against by the City or by an employee organization because of his exercise of these rights. 4.2 Non-Discrimination The City and the Association agree the provisions of this Contract shall be applied equally to all employees in the bargaining unit without discrimination as to age, marital status, race, color, sex, creed,religion, national origin, sexual orientation, labor organization affiliation, or political affiliation. ARTICLE 5 — MANAGEMENT RIGHTS The City administration and department heads shall exercise the sole responsibility for management of the City and direction of its work force. To fulfill this responsibility, the rights of the City include,but are not limited to: establishing and directing activities of the City's departments and its employees, determining services to be rendered, standards of service and 3 methods of operation, including subcontracting and the introduction of new technology and equipment; establishing procedures and standards for employment and promotion; to layoff, transfer and promote; to discipline or discharge for cause; to determine job descriptions; determine work schedules, to establish performance standards, and assign work; and any other rights except as provided in Article 2 of this Agreement. ARTICLE 6 — CITY SECURITY The Association agrees that during the term of this contract its membership will not participate in any strike against the City under any circumstances. For the purpose of this contract, the meaning of the word"strike" is any concerted stoppage of work, slowdown, speedup, sit-down, absence from work upon any pretext that is not founded in fact, interruption of the operations of the City by the Association, or any similar act. Violation of this section by any bargaining unit member shall be grounds for disciplinary action up to and including discharge. ARTICLE 7 —ASSOCIATION BUSINESS 7.1 Association Business Up to four(4) members of the bargaining unit selected to serve as authorized representatives shall be certified in writing to the Chief of Police. When authorized in advance, up to two (2)representatives shall be granted time off without loss of regular pay for the purpose of meeting with City representatives. Employees may attend Association meetings on duty, subject to call, when authorized by the Chief of Police. Association activities requiring the engagement of association representatives during their regularly scheduled work hours are permitted in accordance with ORS 243.798. 7.2 Contract Negotiations The Association's negotiating team may be comprised of more than three (3) employees; provided however, that the City's obligation to allow such individuals to attend negotiations during duty hours without loss of pay shall be limited to three (3) individuals. Hours utilized for this purpose shall not be considered hours worked in determining the payment of overtime. 4 The date, time, and place for negotiating sessions shall be established by mutual agreement between the parties. 7.3 Special Conferences Special conferences to discuss employment relations matters shall be arranged between the Association and the City or its designated representatives within a reasonable period of time after either party receives a request from the other party. Such meetings shall be arranged in advance, and an agenda of matters to be discussed at the meeting shall be presented at the time the request to confer is made. The Association members shall not lose time or pay for time spent in such conferences. Members of the bargaining unit may be allowed to attend conferences directly related to Association matters, provided the City receives sufficient advance notice of the dates of such conferences and the approval of the Chief of Police is obtained. The maximum number of days to be paid by the City shall not exceed an aggregate of six (6) conference days per year. The City shall not pay for travel, lodging, or per diem expenses of the members attending the conferences. ARTICLE 8 — GENERAL AND SPECIAL ORDERS The City will furnish the Association with copies of all general or special orders from within the Police Department promulgated during the term of this Agreement pertaining to wages, hours, and conditions of employment. ARTICLE 9 — DEPARTMENT MANUAL AND CONTRACT The City agrees to furnish each employee of the bargaining unit with an electronic copy of the Department Manual and a copy of this contract as provided by the Association for distribution. ARTICLE 10 — BULLETIN BOARD The City agrees to furnish a suitable bulletin board in a convenient place to be used by the Association. The Association shall limit its posting of notices and bulletins to such bulletin board and shall limit its postings to Association business. Only members of the bargaining unit may post or remove items on the Association bulletin board. In the event the City desires that an 5 item be removed, it will contact the Association with a request for such. The item will be removed if found inappropriate by the parties. ARTICLE I1 — OUTSIDE EMPLOYMENT Employees wishing to engage in off-duty employment with another employer must obtain approval from the Chief. ARTICLE 12 —HOURS OF WORK 12.1 Work Week The work week, consistent with the operating requirements of the City, shall consist of a forty-hour(40-hour) shift schedule during a seven day calendar day period commencing midnight Sunday and ending midnight the following Sunday. 12.2 Work Schedule A"work schedule," consistent with the operating requirement of the City, shall be a 5-8, 4-10, 9-80, alternative work week, flexible, or part-time schedule as follows: (a) A"5-8"work schedule shall consist of five (5) consecutive days of eight (8) work hours each followed by two (2) consecutive days off. (b) A"4-10"work schedule shall consist of four(4) consecutive days of ten (10) work hours each followed by three (3) consecutive days off. (c) A "9-80"work schedule shall consist of four (4) days of nine (9) hours each, followed by one (1) day of eight (8) hours with every other week being a day off on the fifth (5`l) day. (d) The City and the Association may agree to an alternative work schedule consisting of fixed hours other than a 5-8 or 4-10. In the event an alternative work schedule is implemented, the parties agree to meet to negotiate its implementation and any other contract changes as may be necessary. (e) A "flexible"work schedule shall be equal in total hours worked during the work week to that of a"5-8" employee, and unless otherwise agreed, shall have no 6 maximum or minimum number of work hours per day or workdays per week. Such work schedule shall not be in effect unless agreed upon in advance by the individual affected employee and the City. An employee's acceptance of such assignments constitutes the employee's voluntary agreement to a flexible schedule. The parties agree that all Detective and Commercial Crimes Unit assignments shall be on a flexible work schedule. The determination of any additional assignments that are expected to work a flexible work schedule will be subject to bargaining between the City and the Association. In the event the parties are unable to reach agreement, such matters may be pursued through the mid-term bargaining procedures set forth in Article 2. Detectives and CCU shall not be removed from the on-call roster just because they have reached 40 hours worked in the workweek. (f) A variable work schedule will be applicable to special assignments for Gang Enforcement, Transit Police and Street Crimes Units. Section 12.6 (Work Schedules) and 13.4 (Shift Differential) are not applicable to employees in these assignments. Hours worked by these assignments will not be flexed for purposes of mandatory training, court appearances, the avoidance of the Safety Release as defined in Article 12.7 and the avoidance of overtime thresholds as defined in Sections 13.1 (daily overtime) and 13.3 (call back). When either of these shift assignments are changed within the respective units, the shift change shall be completed pursuant to Sections 25.3 (overtime waiver) and 25.4 (adjustment of schedule at rotation) of the agreement. (g) "Regular part-time" employees shall be scheduled to work a portion of any of the above-specified schedules. (h) These schedules shall include meal and rest periods as set forth in this article. 12.3 Work Day The workday shall be a 24-hour period commencing at the start of the employee's regularly scheduled shift. 7 12.4 Meal Period Each employee covered by this agreement will be permitted a 30 minute paid meal period each workday to the extent consistent with operational or duty requirements, except for employees attending the academy or training where a longer lunch period is provided and the employee is relieved from duty, in which case, the lunch period shall be unpaid. 12.5 Rest Periods Each employee covered by this agreement will be permitted two (2), fifteen(15) minute paid rest periods each workday, to the extent consistent with operational or duty requirements. 12.6 Work Schedules An employee will normally be given adequate advance notice of any change in regular hours of work, except where an emergency exists. Notice will not be given less than two (2) weeks prior to the employee's change of work schedule, except where a change of schedule is for the purpose of the employee's voluntary training or for the purpose of adjusting the schedule of a probationary employee not released for solo status. 12.7 Safety Release Employees working sixteen or more hours in a twenty-four-hour period who provide notice to their supervisor at least one hour prior to reaching the sixteen-hour threshold may be given their next consecutive scheduled shift off with pay. In such event, no deduction shall be made from the employee's leave. If employees are directed to work their next consecutive scheduled shift, they shall be paid at the rate of time and one-half for such shift. The twenty- four-hour period described herein shall commence at the start of the employee's regularly scheduled shift Employees who do not receive eight(8) consecutive hours off either before or after a court appearance will receive sufficient administrative hours off with pay to equal eight(8)hours off. Employees working the graveyard shift, K-9 and night traffic car, who appear in court on the day before the start of the first day of their consecutive work days shall receive sufficient administrative hours off with pay to equal eight(8) consecutive hours off after their court appearance. 8 Employees assigned to any Detective assignment (including Narcotics and Metro Gang Enforcement) shall not be subject to Section 12.7. ARTICLE 13 — OVERTIME AND PREMIUM PAY 13.1 Definition All work under the following conditions shall be compensated at the rate of time-and- one-half- (a) For employees assigned to a 5-8 schedule, all work in excess of eight(8) hours on any work day, and all work performed on a regularly scheduled day off. (b) For employees assigned to a 4-10 schedule, all work in excess of ten (10) hours on any workday and all work performed on a regularly scheduled day off. (c) Employees assigned to a 9-80 schedule (consisting of four(4) days of nine (9) hours each, followed by one (1) day of eight(8) hours with every other week being a day off on the fifth (5th) day)receive overtime for work time required outside their regularly scheduled work day hours (9 or 8 based on the day within the schedule) and for any work required to be performed on their regularly scheduled days off. For FLSA purposes, the work week begins at the halfway point of the eight-(8) hour day and runs for seven (7) calendar days, establishing each week as a forty(40) hour work week. (d) All work in excess of forty (40) hours in a work week; however the Basic Academy Recruit Assignment (BABA) overtime shall be based on all hours in excess of eighty(80) hours in a pay period, consistent with a 14-day work period in accordance with a 7(k) exemption under FLSA. (i) While employees are in BABA, sections (a) and (b) above shall not be applicable and call-back and other provisions of this article shall not apply, except when on BARA and required to work beyond five (5) consecutive days in a week, a sixth (6th) work day without a day off. (ii) BARA will run for up to one week in advance of the start of an employee's Basic Academy and up to one week following the successful graduation from 9 Basic Academy, dependent upon how the pay periods fall relative to the employee's academy start date. (iii) Employees will not transition into or out of BARA and the 80-hour 7(k) exemption schedule except at the start of a pay period. During shift rotation, only the daily overtime threshold (work over eight (8) or ten(10) hours in a day) of Article 13.1 will apply and overtime otherwise will be governed by Article 25, Section 25.3. All overtime pay shall be computed to the nearest one quarter(1/4)hour. Paid compensatory time off and all other paid time off, unless otherwise specified in this agreement, shall be counted as hours worked for purposes of determining overtime compensation. All non- paid time off shall not be counted as hours worked for purposes of determining overtime compensation. 13.2 Form of Compensation The employee may elect to be compensated for all overtime in cash, or to accrue compensatory time to the extent such is allowed by law, to a maximum accrued balance of sixty (60) hours, with the remainder to be paid in cash. Compensatory time off requests shall be treated consistently with all other time off requests. Compensatory time shall be scheduled and taken off in accordance with the Fair Labor Standards Act. Employees may contribute unused compensatory time to a bank which shall be maintained as an Association leave bank to be utilized by representatives of the Association to conduct business. The Association leave bank may contain no more than 200 hours of accumulated leave at any one time, and shall be accessed only when authorized by the Association. Leave from this bank of time will be scheduled by mutual agreement. 13.3 Callback Authorized court and call-back overtime shall be compensated at the below minimums: (a) On a Scheduled Work Day: Three (3)hours (either overtime pay or compensatory time at the rate of time and one-half, at the employee's choice, as provided in Section 13.2), but this minimum shall not apply if the court or call-back assignment 10 begins one (1) hour or less before the start or after the end of the employee's regular shift. (b) On a Scheduled Day Off: Four(4) hours (either overtime or compensatory time at the rate of time and one-half, at the employee's choice, as provided in Section 13.2), scheduled days off include scheduled leave days, provided the employee complies with current court notification procedures. For purposes of this Section, court time starts from the Police Department unless the employee goes directly to court from home, in which case the time starts from the employee's arrival at court. As a condition of receipt of payment for the time involved, all witness fees, mileage allowances, and other remuneration paid for appearances in court proceedings under this Article shall be turned over to the City. An employee who is on court call-back remains on call- back until finally released for the day by the court. Employees traveling to Washington County Court from the Police Department will have the start time begin one hour prior to the scheduled court appearance. The parties agree that employees working in Detective and CCU assignments shall be eligible for call-back pay under the foregoing provisions, despite the fact that such employees are on a flexible work schedule in accordance with Section 12.2(d), above. For Detectives and CCU, the end of their"regular shift" shall be the time they left work on a particular day. The start of their"regular shift" shall be the time they were scheduled to come in on a particular day. 13.4 Court Cancelation An employee subpoenaed for court,who is not notified of a cancellation (meaning employee called the court docket line by 8:00 p.m., but after 5:00 p.m., with no indication of cancellation and was not notified otherwise via the phone number and/or email they provided) on or before 8:00 p.m. of the evening prior, is entitled to two (2)hours of overtime, unless covered by Section 13.3. This applies to any member of the bargaining unit not on a flexible work schedule. 13.5 Shift Differential Any member of the bargaining unit who has been employed at least one (1) year and who is required to work two (2) or more different shifts within a normal work week shall be 11 compensated with two (2) hours of overtime for that week. This differential shall not apply when the above occurs as a result of mutual agreement between members of the bargaining unit for their own personal benefit. A person who has been employed at least six months but less than one year shall be entitled to shift differential if adjusted for purposes other than training. 13.6 Phone Calls While Off Duty If an employee receives a phone call from a supervisor while off duty that is related to their work for the City, the employee shall be paid for the actual time spent on the phone, provided the phone call lasts seven-and-a-half(7 1/2) minutes or longer. Such calls that last less than seven-and-a-half(7 1/2) minutes shall be considered de minimus and will not be compensated. 13.7 No Pyramiding The City shall not be required to pay twice for the same hours. ARTICLE 14 — HOLIDAY COMPENSATION In lieu of holidays off, each full-time employee shall be credited with eight(8)hours of holiday time or cash, at the option of the employee, for each month worked. If the employee elects to receive holiday time, such time off shall be credited to their vacation/holiday account. Part-time employees shall receive a prorated holiday time credit on a prorated basis to that of a forty(40) hour employee. Within 30 days of the dates specified herein, employees will be required to advise the City what portion of their holiday time is to be converted to their vacation/holiday account and/or paid monthly or on the dates specified below. If an employee elects to have a portion of their holiday hours paid, such payment shall be made on December 1 and/or June 1 of each year and shall not exceed 48 hours on either date. The City will provide employees with a selection form and each employee will be required to make a selection and return the form within the time period described in this section. Employees electing to take such payment may also elect to have the payment made to their deferred compensation account, through the current method of completing the proper forms, so long as the amount does not place them above the Federal maximum for the calendar year. 12 ARTICLE 15 —VACATIONS 15.1 Accrual Vacations shall accrue as follows: Years of Continuous Monthly Annual Equivalent Service Accrued Rate Hours Accrual Days 0-60 months/0-5 yrs 8 hours 96 12 61-120 months/5-10 yrs 10 hours 120 15 121-180 months/10-15 yrs 12 hours 144 18 180-240 months/15-20 yrs 13 1/2 hours 162 20.25 Over 240 months/Over 20 yrs 16.0 hours 192 24 Notwithstanding the above specified rates of vacation accrual, no employee shall be allowed to accumulate vacation/holiday in excess of 280 hours. It shall be the responsibility of each employee to schedule sufficient vacation/holiday so they are not denied accrual of additional vacation. If an employee is unable to take vacation, the cap will float up to a maximum of 300 hours, only if the employee has submitted a memo to their supervisor,prior to reaching 280 hours, that includes a plan for how/when they will reduce their balance back safely below the 280-hour cap. If then, the employee is unable to keep the plan due to the operational needs of the department, they may make arrangements with the Chief to exceed the maximum accrual specified above, so long as a revised plan for reduction is prepared that will reduce the balance safely below the 280-hour cap within a reasonable period of time. No employee shall be allowed to exceed the maximum accrual of 280 hours for more than a four-month total period. Accrued vacation shall be credited as earned vacation for each month of service. Part- time employees shall be credited with earned vacation on a prorated basis to that of a forty(40) hour employee, in accordance with the above schedule. Vacation accrued during the first six (6) months of continuous service shall not be credited as earned vacation until the employee completes the first six(6) months of continuous service. 13 15.2 Scheduling Vacation periods shall be scheduled at the mutual agreement of the City and the individual employee. Within fifteen (15) days after the completion of each shift bid, the City shall post a vacation bid sheet for two weeks. The most senior employee within each classification shall be afforded the first selection of vacation for the upcoming six-month shift bid period, followed by the next most senior employee within each classification, and so on. Each employee shall be allowed to select one continuous vacation period (vacation/holiday and comp time included) from the portions of the shift bid period in which vacation is available. A bid vacation will not be denied solely because it overlaps another bid vacation so long as the overlap does not exceed two days. After the seniority vacation selection as provided for above, all additional vacation will be scheduled subject to the operational needs of the department on a first-come first-served basis. Once a vacation request has been approved, it shall not be canceled by the City unless due to circumstances beyond the control of the City. 15.3 Separation All employees shall be entitled to payment for unused vacation/holiday and comp time upon separation from City service. In the event of death, the employee's heirs will be entitled to payment of such accrued time. 15.4 Bonus Employees, at their option, may elect to be paid up to forty(40)hours of accrued vacation in addition to vacation time taken when they take vacation leave totaling 40 hours paid time per fiscal year. ARTICLE 16 — INSURANCE BENEFITS 16.1 Health, Dental and Vision Insurance Effective January 1, 2021, the city agrees to provide health coverage through Regence Copay F and Kaiser Plan B, both including vision, and dental insurance through Delta Dental, Kaiser Dental, or Willamette Dental or substantially equivalent coverage contingent upon CIS' minimum enrollment requirements for each employee and all enrolled dependents including domestic partners, so long as domestic partners are allowable under the plans. The city will pay 14 ninety percent(90%) of the premium cost and the employee shall pay ten percent(10%) of the premium cost. Effective January 1, 2022, the city agrees to provide health coverage through Regence Copay F and Kaiser Plan B, both including vision, and dental insurance through Delta Dental, Kaiser Dental, or Willamette Dental or substantially equivalent coverage contingent upon CIS' minimum enrollment requirements for each employee and all enrolled dependents including domestic partners, so long as domestic partners are allowable under the plans. The city will pay ninety percent(90%) of the premium cost and the employee shall pay ten percent(10%) of the premium cost. Effective January 1, 2023, the city agrees to provide health coverage through Regence Copay F and Kaiser Plan B, both including vision, and dental insurance through Delta Dental, Kaiser Dental, or Willamette Dental or substantially equivalent coverage contingent upon CIS' minimum enrollment requirements for each employee and all enrolled dependents including domestic partners, so long as domestic partners are allowable under the plans. The city will pay ninety percent (90%) of the premium cost and the employee shall pay ten percent(10%) of the premium cost. If an excise tax is incurred by the City on behalf of an employee as imposed by the carrier because of the Affordable Care Act or amendments, this article shall re-open to negotiate potential changes to the existing medical plan and/or VEBA to reduce the total cost of these combined benefits in an effort to reduce and/or eliminate the impact of the excise tax. 16.2 Part-Time Employees Employees regularly scheduled to work less than thirty (30) hours but more than twenty (20) hours per week are eligible for City contributions to health and dental benefits equal to fifty percent(50%) of the cost of such benefits if the employee elects to pay an equal amount via payroll deduction. 16.3 Payroll Deduction Any insurance premiums paid by the employee in accordance with the foregoing provisions shall be paid by the employee via payroll deduction. This Agreement authorizes the City to make payroll deductions consistent with this Article 16, Section 1 with or without the employee's individual authorization. 15 16.4 Life and Disability Insurance The City agrees to provide and maintain life insurance in the amount of$50,000 (plus $10,000 additional life insurance for sworn officers per ORS 243.025) and disability insurance plan which provides for a benefit of$5,000 per month or a substitute plan of the same service delivery type at substantially the same or a better benefit level at no cost to the employee. The City agrees to make optional voluntary life insurance available for employee purchase subject to the limits available to the City. 16.5 Physical Examinations and Capability Test The City may require each employee to take a physical examination, or it may choose to require such an examination only for sworn officers. Each employee who is required to take such an examination may choose to use their own physician, at the employee's expense, or to use a physician designated by the City, at the City's expense. The spirit of the physical examination and the annual physical capability test is for the welfare of the employee and is not intended to be punitive in any manner. The physical examination will focus on specific health maintenance issues and early identification of potential job-related health problems in the future. The report form will address only those health issues related to personnel in their specific working environment. Access to the report is limited to the City Manager, Chief of Police, Human Resources Director, and the named employee. 16.5 Retirement The City shall continue to participate in the Public Employees Retirement System for sworn officers employed by the City prior to August 28, 2003, and who are eligible to receive benefits under ORS Chapter 238 for service with the City pursuant to section 2 of chapter 733 Oregon, Laws 2003. The City shall participate in the Oregon Public Service Retirement Plan for sworn officers employed by the City on or after August 28, 2003, who are not eligible to receive benefits under ORS chapter 238 for service with the City pursuant to section 2 of chapter 733, Oregon Laws 2003. On behalf of employees in the Public Employees Retirement System, the City will continue to "pick up"the employee contribution as the law requires. The parties acknowledge 16 that various challenges have been filed that contest the lawfulness, including the constitutionality, of various aspects of PERS reform legislation enacted by the 2003 Legislative Assembly, including chapters 67 (HB 2003) and 68 (HB 2004) of Oregon Laws 2003. Nothing in this agreement shall constitute a waiver of any parry's rights, claims or defenses with respect to the PERS litigation. On behalf of employees in the Oregon Public Service Retirement Plan, the City will pay an amount equal to six percent(6%) of the employee's monthly salary, not to be deducted from the salary, as the employee's contribution to the employee's account when the employee becomes a member of the Individual Account Program established by section 29 of chapter 733, Oregon Laws 2003. The employee's contributions paid by the City shall not be considered to be "salary"under section 1(16)(c) of chapter 733, Oregon Laws 2003, for the purposes of computing a member's "final average salary"under section 10 of chapter 733, Oregon Laws 2003, or"salary" for the purposes of determining the amount of employee contributions required to be contributed pursuant to section 32 of chapter 733, Oregon Laws 2003. All non-sworn employees will receive a vested benefit into the City's retirement program after six (6) months of continuous service with the City. The City's contribution will be 10% of the employee's base salary. 16.6 Liability The City shall continue liability protection as required by ORS 30.260 through 30.300 (Oregon Tort Claims Act). The City may choose to self-insure. 16.7 Plan Descriptions The City will annually provide each employee with a list and description of those insurance plans which this contract enumerates and a list and description of those plans which are available as options to City employees. 16.8 Flexible Spending Account The City will make available the IRS Section 125 flexible spending account (FSA) for pre-tax group premiums, dependent care and other approved medical reimbursement purposes. The City shall continue to provide a Flexible Spending Account but reserves the right to cancel access to the medical FSA should the excise tax provisions of the ACA or other provision place 17 the City in jeopardy of being charged for the program on an individual or citywide basis. The City agrees that should the program be canceled it would not impact the dependent care FSA option. If such change were needed, it would be at the start of a month and the city would provide at least thirty (30) days' notice to the Association. 16.9 Voluntary Employee Benefits Account To help offset the cost of premium contributions or other health insurance expenses elected by the employee, the City will contribute $900 annually ($75 per month)to a Voluntary Employee Benefits Account (VEBA) on behalf of each bargaining unit member, starting December 1, 2011. Effective January 1, 2021, the City will contribute$83.33 monthly ($1,000 per year)to a Voluntary Employee Benefits Account (VEBA) on behalf of each bargaining unit member. Should the excise tax provisions of the ACA or other legislation place the City in jeopardy of being charged for the program on an individual or citywide basis, the VEBA contributions would be converted to non-matching deferred compensation contributions. If such a change were needed, it would be at the start of a month and the city would provide at least thirty(30) days' notice to the Association. 16.10 Deferred Compensation New employees hired on or after January 1, 2021 shall be automatically enrolled in the 457(b) deferred compensation plan and contribute one percent (1%) of their compensation to the plan. Contributions will be automatically directed to the default plan as determined by the Plan Governance Committee. Employees may opt out of the program, change their contribution amount, or redistribute their investment strategy at their discretion in accordance with plan rules. The City will contribute I% of base salary into the deferred compensation account of sworn employees with ten(10) or more completed years of service as an employee of the City of Tigard within the TPOA bargaining unit. For sworn employees who have completed fifteen(15) or more years of service, the City will contribute a total of 1.5% of base monthly salary into the employee's deferred compensation account. The City will contribute 2% of base salary into the deferred compensation account of non-sworn employees with ten(10) or more completed years of service as an employee of the 18 City of Tigard within the TPOA bargaining unit. For non-sworn employees who have completed fifteen(15) or more years of service, the City will contribute a total of 2.5% of base monthly salary into the employee's deferred compensation account. Contributions made by the city shall begin on the first payroll following December 1 of the year in which the employee reaches the years of service milestone (10 and 15 respectively). If the employee notifies Payroll anytime on or after their anniversary date, the contributions will start within 30 days following notification. To be eligible, an employee must meet the years of service requirement and have completed and filed the paperwork necessary to open and direct the contribution to an individual deferred compensation account. For the purposes of this Section, base salary is defined as the salary range and step of each individual as provided in Addendum A of this Agreement. This Section shall not apply to TPOA members currently receiving longevity payments pursuant to Section 30.2 of this Agreement. No contributions by the City pursuant to this section shall be retroactive. ARTICLE 17— SICK LEAVE 17.1 Purpose The purpose of sick leave is to allow continuation of pay while an employee recuperates from an illness or other approved reason causing absence as noted in Section 17.6. Sick leave is also intended to provide employees with the assurance of pay in order that they may be away from the job to avoid exposing others to illness. 17.2 Accrual System Employees shall be credited with forty(40) hours of sick leave front loaded each year and then two and sixteen one-hundredths (2.16) hours for each full pay period worked. Sick leave may be accrued without limit, except as provided for conversion to retirement. 17.3 Part-time Employees Sick leave benefits for part-time employees shall be granted on a prorated basis to that of a forty (40) hour employee. 19 17.4 Utilization Accumulated sick leave shall be payable at the employee's regular straight-time rate in an amount equal to the time the employee would have worked, to a maximum of ten(10) hours per day. Employees may utilize their sick leave whenever they are unable to perform their work duties by reason of their own illness or non-occupational injury or that of a covered family member. 17.5 Notification Under normal circumstances, employees are expected to notify their supervisor at least one hour prior to the start of their shift; however, if the condition is unforeseen, employees are expected to notify their supervisor as soon as practical. 17.6 Family Use Employees may use sick leave where there is an illness in their family which necessitates making arrangements for the ill relative. Members of the employee's family are defined consistent with Oregon Family Leave Act (OFLA). Variances to this policy are to be approved by the Chief of Police prior to authorization of sick leave. 17.7 Integration with Workers' Comp In the case of on-the-job injuries covered by Workers' Compensation, the City will provide to the employee payment of regular net salary. Payment of Workers' Compensation time-loss benefits will be received directly by the City. Should an employee receive a check for Workers' Compensation time-loss benefits, they shall endorse the check and give it to the Finance Director for deposit by the City. Sick leave will not be charged to the employee for injuries authorized and compensable Workers' Compensation claims during the initial 270 calendar days. At the conclusion of the initial 270- day period and for any period of time loss following the initial 270 days, relating to the same incident/injury, the eligible employee shall be required to use their sick leave or other leave benefits coordinated with their workers' compensation benefits to attain their regular pay. 20 17.8 Retirement or Death (a) Sworn employees covered by PERS shall have 50% of their unused sick leave credited to their retirement as per guidelines of PERS. In the event of the employee's death, the employee's heir will receive a cash death benefit equal to one-half of unused sick leave accrual at the time of death. This death benefit will be inapplicable if any portion of unused sick leave is converted for retirement or survivor benefits. (b) All other employees, including sworn employees under the Oregon Public Service Retirement Plan, who have completed 20 years of credited service and have reached their normal retirement date or have become disabled, shall have one-half(1/2) of their unused sick leave, excluding the first 350 hours', applied to their retirement benefit. This benefit can be a cash-out at the employee's regular straight-time rate or the time can be applied to enable the employee to retire early, if the plan allows. In the event of the employee's death, their survivors would receive the cash benefit equal to one-half(1/2) of the value of the employee's unused sick leave, pursuant to the limitations noted above. 17.9 Vacation Bonus An employee shall receive eight(8) extra vacation hours for each twelve (12) consecutive months of non-use of sick leave from their most recent sick leave day. Employees are only eligible to receive the eight(8)vacation hours once every twelve (12) months and will not be compounded with any previous twelve (12) months of non-use. It shall be the responsibility of each employee to notify the department of their qualifications within six(6)months of completing the 12-month period. Upon notification, the department will review the 12-month period to determine eligibility. 17.10 Appointment Leave Effective July 1, each employee shall receive sixteen (16)hours appointment leave to be used for medical or dental appointments. (Appointment leave must be used by June 30 of each year and is non-accumulative.) 1 Non-sworn employees,employed Julyl,2014 or earlier,will not have the first 350 hours excluded. 21 17.11 Family Medical Leave The City agrees to abide by the applicable provisions of state or federal law regarding family medical leave. 17.12 Sick Leave Donation An employee with a minimum of four hundred eighty (480)hours of unused sick leave may, on written notice to the City, donate sick leave time to another employee who has exhausted all sick leave and is in documented need of sick leave due to extended illness or injury. The donor's sick leave will first be converted to cash based on the donor's base salary and then converted to an appropriate amount of sick leave based on the donee's base salary. Such donations shall be limited to no more than 80 hours per year. 17.13 City Leave Donation Program In addition to the sick leave donation provision set forth above, employees in this bargaining unit may participate in the City's leave donation program as set forth in city policy. However, it is recognized that sick leave donation is not an option under the City's leave donation policy. ARTICLE 18 —LEAVE OF ABSENCE WITH PAY 18.1 Compassionate Leave In the event of a death in the employee's family or of an individual of significant personal relationship to the employee, employees will be granted three (3) days off except in the case of extended travel that requires at least 200 miles travel each way, in which case employees will be granted an entire work week. For the purpose of this Article, an employee's family shall mean: spouse, parent, children, step-children, step-parent, brother, brother-in-law, sister, sister-in-law, mother-in-law, father-in-law, grandparents, grandchildren and any other person who is a dependent of the employee. If additional time is required, the employee may utilize other accrued leave. Time taken under this provision runs concurrently with any OFLA bereavement leave to which the employee may be entitled. 22 18.2 Voting When an employee's work schedule is such that they would not be able to vote prior to or after their normally scheduled work hours, they shall be granted off duty time of up to two (2) hours to vote without loss of pay or accrued vacation. 18.3 Training (a) Training Information - The City shall provide the Association with information regarding law enforcement-related training opportunities as such information is received. The Association may submit recommendations for review by the Chief regarding the available training opportunities that it believes are of particular value or are lacking in value to the Department. (b) Mandatory Training -An employee may request assignment to a training activity or be so assigned upon the initiative of the Department. When an employee is assigned to attend a training activity, the following shall apply: 1. All receipted course registration fees, tuition, and other out-of-pocket expenses shall be reimbursed by the City. All textbooks and other literature received as a result of taking the training shall be the property of the City. 2. All mileage and per diem shall be reimbursed in accordance with this agreement. 3. All time required for travel and course attendance shall be paid at the employee's regular or overtime rate, as applicable. 4. For purposes of determining whether training is mandatory, the following guidelines will apply: Training necessary to certify an employee to perform their specific job duties and functions, keep an employee certified to perform their job duties and functions, or required of an employee by the Department to perform their job duties and functions shall be considered assigned mandatory training. The following are examples regarding the interpretation of this language: 23 An employee wants to go to a school to be certified but is not assigned by the Department and the training is not required for their current assignment, not mandatory. An employee is assigned as a firearms training officer and needs to get certified as a firearms instructor before they can fulfill their job duties and functions as an instructor, mandatory. A motor officer goes to training and is certified. They request to go to the Annual Motor Training Conference as mandatory training, not mandatory. Employees who attend mandatory training at a remote location which lasts seven (7) or more hours shall be allowed to use paid leave to complete their shift and shall not be required to return to the Police Department, unless operational needs exist that necessitate their return. When training ends less than an hour before the end of the shift, the employee can use Admin Leave to cover the remainder of their shift. (c) Voluntary Training - Training to which an employee is not specifically assigned pursuant to "b" above, shall be designated as voluntary training. Such training may occur on paid or non-paid time or a combination thereof and may be with full, partial, or no reimbursement of expenses. At the time that a training request is approved, the Department shall specify whether the training is considered to be voluntary or assigned and, if voluntary, the specified expenses, if any, that the City will reimburse and the paid time, if any, that the City will grant. 18.4 Jury Duty (a) Employees shall be granted leave with pay for service upon a jury provided that the day to be served on jury duty is a scheduled workday. Should the employee's regular schedule be other than a day shift, the City shall reschedule the employee to a day shift for the duration of the employee's jury service. The City shall not incur any liability for adjusting the shift of the employee on jury duty or for adjusting any other employee's shift to comply with this Article. No more employees than reasonably necessary will be adjusted to fill in for the shift of the employee on jury duty. 24 (b) The employee is required to seek all fees due to them for such jury duty and turn said fees, excepting personal vehicle mileage, over to the City. Upon being excused from jury duty for any day, the employee shall immediately contact their supervisor for assignment of the remainder of their workday. (c) This Article shall only apply to those work weeks during which the member is serving on an impaneled jury or is required to report for juror selection. 18.5 Military Leave (a) Subject to supervisory approval, employees may be allowed to voluntarily adjust their days off to accommodate weekend military duty. Supervisory approval is contingent upon operational needs such as minimum staffing levels, available work, etc. Flexible scheduling must take place within the employee's normal workweek. (b) Subsection(a) above is not intended to alter the city's obligation to comply with USERRA rules. ARTICLE 19 —LEAVE OF ABSENCE The City will consider a written application for leave of absence without pay, not to exceed one year, if the City finds there is reasonable justification to grant such leave and that the work of a department will not be jeopardized by the temporary absence of the employee. The City may terminate or cancel such leave by 30 days written notice mailed to the address given by the employee on their written application for such leave. Such leave may be denied if it is for the purpose of accepting employment outside the service of the City and notice that an employee has accepted permanent employment or entered into full time business or occupation may be accepted by the City as a resignation. Any employee who is granted a leave of absence without pay under this section and who for any reason fails to return to work at the expiration or termination of said leave of absence shall be considered as having resigned their position with the City and the position shall be declared vacant unless the employee, prior to the expiration of the leave of absence or prior to the termination date has furnished evidence that they are unable to work by reason of sickness, physical disability or other legitimate reasons beyond their control and seeks an extension of leave for such reason. Such a request for extension shall be in writing. An extension shall be 25 granted only for a specified period of time and only if the City determines that the request is reasonable and justified and that the extension may be granted without jeopardizing the operation of the department. ARTICLE 20 — GRIEVANCE PROCEDURE 20.1 Process To promote better relations, the parties agree to settle any disputes as to the meaning or interpretation of this contract by the following procedure: STEP 1: After first attempting to resolve the grievance informally, the Association or any employee with notice to the Association, may claim a breach of this Agreement in writing to the employee's immediate supervisor within fourteen(14) days from the occurrence thereof, or of the employee's knowledge thereof. The notice shall include: a) a statement of the grievance and relevant facts; b) provision of the contract violated; c) remedy sought. The supervisor shall respond to the grievance in writing within seven (7) days, with a copy to the Association. STEP 2: If after seven (7) days from the date of submission of the grievance to the supervisor the grievance remains unadjusted, the grievance may be submitted within seven (7) days to the Chief of Police. The Chief, or designee, may meet with the aggrieved party, who may request an Association representative at the hearing. The Chief, or designee, shall respond to the grievance in writing within fourteen (14) days with a copy to the Association. STEP 3: If after fourteen (14) days from the date of submission of the grievance to the Chief the grievance remains unadjusted, the grievance may be submitted within seven (7) days to the City Manager, or designee, who shall meet with the aggrieved party and Association representatives and shall respond to the grievance in writing within fourteen(14) days with a copy to the Association. 26 STEP 4: If the grievance is not resolved within fourteen(14) days from submission of the grievance to the City Manager, or designee, it may be submitted within fourteen (14) days to an arbitrator. The arbitrator shall be selected by mutual agreement of the parties as follows: A list of eleven(11) Oregon/Washington arbitrators shall be requested from the Employment Relations Board who are members of the American Arbitration Association(AAA). If the parties cannot mutually agree to an arbitrator, they will by lot alternately strike one (1) name from the list until only one (1) is left. The one remaining shall be the arbitrator. The parties shall jointly request that the arbitrator render a decision in writing within thirty(30) days of the close of the hearing and receipt of briefs. The power of the arbitrator shall be limited to interpreting this Agreement and determining if it has been violated. The arbitrator shall have no authority to add to, subtract from, or modify this Agreement. The decision of the arbitrator shall be binding on both parties. The parties specifically agree that, in the event issues are submitted to arbitration (grievance or interest), the decision shall be strictly limited to those issues disputed by the parties. The costs of the arbitrator shall be borne by the losing party. Each party shall be responsible for the costs of presenting its own case to arbitration. 20.2 Time Limits Any time limits specified in this grievance procedure may be waived by mutual consent of the parties. "Day" shall be defined as calendar day. Failure to submit the grievance in accordance with these time limits without such waiver shall constitute abandonment of the grievance. Failure by the City to submit a reply within the specified time will constitute a denial of the grievance. A grievance may be terminated at any time upon receipt of a signed statement from the Association or the employee that the matter has been resolved. ARTICLE 21 —MILEAGE AND PER DIEM ALLOWANCE 21.1 Mileage Reimbursement Whenever an employee is authorized to use their personal vehicle in performance of official City duties, they shall be compensated at the standard IRS-allowed rate. 27 21.2 Expenses An employee traveling on authorized City business shall receive, in addition to their transportation and lodging expenses, a per diem allowance of not more than $50.00 ($10.00 breakfast, $15.00 lunch $25.00 dinner) per day, or fraction thereof, actually spent on City business for each programmed day of a conference or meeting and for time spent in travel, except that per diem for travel shall not exceed one (1) day each way. Per diem shall only apply when an employee is more than 20 miles by the most direct route from Tigard Police Department. The purpose of per diem is to cover ordinary expenses such as meals, refreshment, tips, etc. If upon return to work the employee justified to the satisfaction of the City Manager that the per diem allowance was insufficient to cover reasonable actual costs, the per diem amount shall be adjusted accordingly by the City Manager. Employees anticipating the need for per diem compensation shall so advise the City Manager in advance of travel on forms provided by the City and receive advance authorization therefore. ARTICLE 22 — CLOTHING AND UNIFORM 22.1 Uniform If an employee is required to wear a uniform, such uniform shall be furnished by the City, and the City shall pay for initial tailoring. The City shall also provide duty gear and firearm(s). Duty gear and firearms shall be determined by the City; however, the City agrees to consult with the Association prior to making any final determination. An employee who has been provided with a firearm must carry the City-issued firearm. An employee who has been provided City- issued duty gear may use alternate duty gear,purchased by the employee, as long as such duty gear is on a list of City-approved duty gear. The employee shall make restitution to the City for loss or damage to any City supplied uniform, duty gear, or firearm unless such loss or damage occurred in the line of duty and was not caused by negligence on the part of the employee. Proper maintenance of a required uniform, duty gear, and firearm is the responsibility of the employee. The City shall be responsible for replacement all issued duty gear in accordance with the manufacturer's recommendations. 28 22.2 Clothing Allowance The City will provide a clothing allowance for employees while assigned to plain clothes duty at the rate of$50.00 per month. The provisions of this section shall apply to reimbursable expenses incurred in the fiscal year for reimbursement within the same fiscal year and shall apply only to sworn personnel who wear plain clothes seventy-five percent (75%) or more of duty time calculated monthly. 22.3 Property Reimbursement The City shall reimburse employees for personal property reasonably and necessarily worn or carried when such property is stolen, damaged, or destroyed as a direct result of the employee's performance of their official duties. Reimbursement shall not be granted if the negligence or wrongful conduct of the employee was a substantial contributing factor to the theft, damage, or destruction. 22.4 Cleaning The City shall provide employees with cleaning as needed for required uniforms and duty jackets. 22.5 Equipment Allowance/Reimbursement The City will provide an annual allowance of two hundred dollars ($200.00) for the purchase of department-required and approved clothing, footwear, or equipment. At the employee's discretion, receipts may be submitted annually for full reimbursement up to the annual allowance limit or, if receipts are not submitted, the annual allowance will be added to the first paycheck of July each year,paid as taxable income. ARTICLE 23 — SENIORITY 23.1 Definition Only regular full-time employees shall have seniority. Seniority shall be achieved following the completion of the probationary period as defined in Section 26.1 and shall thereafter be established as the employee's total unbroken service in the bargaining unit. Time spent in the armed forces on military leave of absence, authorized leaves with pay and time lost because of duty-connected disability shall be included in the employee's total unbroken length of 29 service. If an employee is on an authorized leave without pay for a period in excess of fifteen (15) calendar days which is not protected by state and federal leave laws, such time in excess of fifteen(15) days shall not apply to seniority provided that the employee's seniority will not be considered broken or terminated by authorized leave in excess of fifteen (15) days. In cases where employees were hired on the same date, seniority order shall be determined by lot. Employees who are promoted to a position outside of the bargaining unit shall retain existing seniority but shall accrue no seniority during the time they work outside the unit. 23.2 Loss of Seniority Seniority shall be broken or terminated if an employee: (a) Quits; (b) Is discharged for just cause; (c) Is laid off and fails to respond to written notice as provided in Article 24; (d) Is laid off from work for any reason for twenty-four (24) months; (e) Fails to report to work at the termination of a leave of absence; (f) While on a leave of absence accepts employment without permission; (g) Is retired. If an employee's seniority is broken and the employee is subsequently hired to work in the Police Department, seniority shall run from the most recent date of hire within the bargaining unit. 23.3 Application Seniority shall apply by classification in the matter of layoff, recall, and shift and days off bidding, except that if an employee has been demoted, seniority shall include all time in the employee's present or higher classification within the bargaining unit. Seniority shall apply by total unbroken service in the bargaining unit for purposes of vacation scheduling under Section 15.2. 30 23.4 Seniority List The City will provide the Association with a seniority list on January 1 and July 1 each year, if there has been a change. The Association may post it on the Association bulletin board. ARTICLE 24 —LAYOFF AND RECALL In the event of layoff for any reason, employees shall be laid off in the inverse order of their seniority in their classification. Any employee who is to be laid off shall be given a position, in a lower classification in the bargaining unit,providing the employee has greater seniority than the employee being bumped, and is qualified to perform the requirements of the job. An employee who is promoted out of the bargaining unit and into management shall retain their unit seniority and may bump back into the unit, if laid off, if the management employee has the greater seniority as a unit member. The employee shall bump the employee in the lower class with the least seniority with the department. A sworn employee may not bump a non-sworn employee unless the sworn employee previously held the non-sworn classification. Employees shall be called back from layoff according to seniority in the classification from which the employees were laid off within the department. No new employees shall be hired in any classification until all employees on layoff status in that classification have had an opportunity to return to work. An employee on layoff status shall accept or decline an opening within fifteen (15) days of notice of termination of layoff. Names shall be removed from the layoff list after 24 months, following the decline of an opening, or failure to respond to an offer within fifteen (15) days. If there is a shortfall of unencumbered general-purpose money in the General Fund and it is necessary to lay off personnel within the bargaining unit, the City and the Association will meet and consult prior to the City finalizing and implementing its decision. ARTICLE 25 — SHIFT AND DAYS OFF BIDDING 25.1 Rotation All shifts shall be rotated each six (6) months on the first Sunday of the first full pay period in January and July of each year. 31 25.2 Shift and Days Off Prior to regular shift rotation, eligible employees shall be entitled to submit written bids for shift assignments and days off from the slots made available by the Department. Employee bids for both shifts and days off shall be submitted in writing to a designated supervisor at least 30 days prior to the regularly scheduled rotation. Shift and days off bids shall be honored on the basis of seniority within the bargaining unit except as follows: (a) Unless written permission is granted by the Chief or a designee, no employee shall be eligible to remain on the same shift more than 18 consecutive months. (b) Between regular shift rotations, the Chief or a designee may, for good cause and based upon a good faith analysis of operational and personnel needs of the Department reassign employees to a different shift. Such good faith assignments shall not be grievable but employees shall receive at least two (2) weeks' notice prior to such re-assignments, unless precluded by an emergency, and shall be afforded the opportunity to discuss the matter with the Chief. (c) Probationary employees shall not bid for shifts. 25.3 Overtime Waiver For the purpose of this article, the City shall not be obligated to pay overtime that arises as a result of shift rotation so long as the employee does not work more than 80 hours in a 14 day period or work more than five (5) consecutive days. 25.4 Adjustment of Schedules at Rotation During the week before and week of the shift rotation, the City may adjust schedules for the purpose of transitioning to the new shift, to prevent an employee from working more than five (5) days in a row. 25.5 Shift Bid and Rotation Pilot Starting with the first shift bid process following ratification, the parties agree to a shift bid pilot program to expire June 30, 2022 unless otherwise mutually agreed. The parties may agree to extend the program in twelve-month intervals by mutual agreement. 32 (a) Rotation: All shifts shall be rotated each six(6) months on the first Sunday of the first full pay period in January and July each year. (b) Shift Selection: Employees may choose to remain on one shift, suspending the provisions of 25.2 (a) for the duration of the pilot program. (c) After eighteen(18) consecutive months on a shift, an employee may elect to bid off that shift after providing fifteen(15) days' notice prior to the shift bid. Employees who qualify under this provision shall be given priority for their selected bid. (d) Other Provisions: All other existing provisions of this article remain in place. ARTICLE 26 — PROBATIONARY PERIOD 26.1 Definitions (a) For Police Officers who have less than 24 months satisfactory experience with a state, county, or municipal law enforcement agency, the probationary period shall be 18 months. (b) For Police Officers with at least 24 months satisfactory experience with a state, county, or municipal law enforcement agency, the probationary period shall be 12 months. (c) Non-sworn personnel shall be subject to a 12-month probationary period. Prior to completion of the probationary period, employees may be discharged at will and such discharge shall not be subject to the grievance procedure. 26.2 Non-Sworn Promotional Probation All non-sworn promotions shall be subject to a six(6) month promotional probationary period. Any employee who fails to complete the probationary period, including any employee who is promoted to a position outside the bargaining unit, shall have the right to be reinstated to the classification held prior to being promoted. 33 ARTICLE 27 — DISCIPLINE AND DISCHARGE 27.1 Definition Disciplinary action or measures for violations of rules or regulations shall include only the following: written reprimand, demotion, suspension, reduction in pay, other monetary assessment or discharge. Notice of suspension or discharge will be given in writing. Employees are subject to discipline or discharge for just cause. The parties agree that oral reprimands are not considered discipline. 27.2 Process If the City has reason to discipline an employee, the employee shall have the right to be represented by an Association representative during such procedure. If the City has reason to discipline an employee, it will take all reasonable measures to assure against embarrassment of the employee before other employees or the public. 27.3 Association Representation In the event of any interview which may reasonably lead to disciplinary action, the affected employee shall have the right to be assisted by an Association representative during such procedures. The parties mutually agree to the "Disciplinary Investigation Procedures" attached hereto as Addendum B and incorporated herein. ARTICLE 28 —PERSONNEL FILE No material in any form which can reasonably be construed, interpreted, or acknowledged to be derogatory shall be placed in the employee's personnel files unless they have been allowed to read such material. Upon request, employees shall have access to their personnel files and shall have the right of reproduction of his personnel files in full or in part. No portion of an employee's files shall be transmitted without the explicit consent and request of the employee, other than to those authorized within the Tigard Police Department, the City Manager, or a court of competent jurisdiction. The official personnel file shall be maintained in the Human Resources Department. 34 ARTICLE 29 —WAGES 29.1 Salary Schedules Effective July 1, 2020, wages shall be increased across the board by 2.6%. Effective July 1, 2020 wages shall be increased as a market adjustment across the board by 0.5%. Effective July 1, 2021 wages shall be increased across the board by 2.0%. Effective January 1, 2022 wages shall be increased as a market adjustment across the board by 0.75%. Effective July 1, 2022 wages shall be increased across the board by an amount equal to the CPI-W West Urban Index(annual average) for 2021, by a minimum 1% and maximum of 4%. Effective January 1, 2023 wages shall be increased as a market adjustment across the board by 1.0%. Each employee shall be paid at one of the steps in the range prescribed for their classification. Classifications which have seven steps shall be reduced to six step ranges through the elimination of the current first step of impacted ranges. 29.2 Schedule Placement New employees will be appointed or reinstated at the first step of the range established for their classification. Lateral Police Officers with at least two years' experience as a sworn police officer will be appointed at the third step of the range for the classification and will earn vacation at a rate commensurate to their previous experience. 29.2 Schedule Movement A new employee or promoted employee is eligible for consideration for advancement to the next step of the salary range for their classification following completion of the equivalent of six (6) months of service. At six (6) months of service, the City shall have the discretion to advance an employee more than one (1) step, if the City deems it appropriate based on the employee's prior experience. Advancement of employees to higher pay steps shall not be automatic, but may be made to the next pay step in the employee's classification following the 35 completion of each 12 months of satisfactory work performance. Such advancement shall be subject to a written employee evaluation by the department head to the City Manager certifying that the employee had been making normal improvement in the ability to carry out their job assignment. Advancement may be withheld or postponed in the event the employee is not performing their job assignment satisfactorily. 29.3 Promotions Upon promotion, employees will move to the next highest step, minimum 5% pay increase, computed on the basis of the base rate of pay exclusive of premium, special assignment, or incentive/longevity pay. 29.4 Demotion Unless a lesser sanction is provided by the City Manager, an employee voluntarily demoted or demoted as a result of a disciplinary action shall be paid at the same step of the lower range as they occupied before being promoted, with consideration of length of service of the employee in the higher range. A demoted employee shall retain the same salary increase date. 29.5 Salary Range Changes When a range is changed, the employee's pay is based upon the same step of the new range as in the old. Such changes shall not alter the employee's eligibility for salary increases. 29.6 Pay Periods The City shall pay employees once every two weeks. ARTICLE 30 —INCENTIVE PAY 30.1 Certification/Education Certification pay increments will begin as of the date of issuance shown on the certification. Educational achievement pay increments will begin as of the date of written notice to the City of a degree or equivalent hours. Members of the bargaining unit shall be eligible for educational and training incentive increments to be applied to their current salary after meeting 36 the necessary education and training points for the intermediate or advanced certificate as set forth by DPSST. Incentive premiums and education requirements are as follows: Sworn Personnel Premium DPSST Certification Educational Achievement 2.50% - AA/AS or Equivalent Hours 4.25% Intermediate and/or BA/BS 6.25% Intermediate AA/AS or Equivalent Hours 7.25% Advanced - 8.75% Intermediate BA/BS or Equivalent Hours 8.75% Advanced AA/AS or Equivalent Hours 10.00% Advanced BA/BS or Equivalent Hours See DPSST Sworn Personnel certification Standards. 30.2 Longevity Longevity merit incentive shall be paid in accordance with the following schedule only to those employees with five (5) or more years of service with the City on or before ratification of this Agreement, who elect to be grandfathered into the longevity premium program in lieu of eligibility for advancement to a sixth(6t') step at five percent (5%) above Step 5. The one-time election must have been made by eligible employees during the window period established by the City following ratification of the 2002-2004 Agreement.: 2% after 5 years 3% after 6 years 4% after 7 years 5% after 8 years 6% after 9 years 7.5% after 10 years 10% after 15 years 37 Employees with less than five (5)years of service with the City on or before ratification of this Agreement, will not be eligible for longevity under this section,but will be eligible for advancement to Step 6 consistent with Article 29, Section 29.2 governing schedule movement. The above percentages shall be applied to the individual employee's base salary but not to exceed a maximum of the top step of the police officer classification salary. These percentages shall be applied to the base pay step, not including educational incentive pay to previous longevity increases (i.e., shall not be compounded). 30.3 Special Assignment Pay Recognizing the right of the City to transfer and assign as determined by the Chief, special assignment pay will be paid per an employee's current assignment as follows Motorcycle2 5% K-93 5% Detectives 5-10% TNT/Crisis Negotiation Unit 3-5% SRO 3-5% Transit Police4 2.5% 2 Motorcycle Officer activities shall be conducted on-duty. Acceptance of the assignment is based upon willingness to care for the motorcycle off-duty. Employees who serve as Motorcycle Officers shall receive a pay differential of five percent(5%)of their base salary while serving in that capacity and shall not receive overtime wages for off-duty care of the motorcycle. The parties intend to compensate for any off-duty care,cleaning,fueling, feeding or grooming at the overtime rate computed based upon the FLSA or Oregon minimum wage(whichever is greater). The five percent(5%)differential compensates for approximately 45 minutes per day. The parties agree that not more than 45 minutes per day is required for off-duty care of the motorcycle. This agreement is based in part upon the Letter Ruling of September 25, 1985,of the Deputy Administrator,Wage and Hour Division,United States Department of Labor. The parties agree that commuting to work with the motorcycle does not constitute "hours of work"solely because of being on the bike. Motorcycle Officers shall not be entitled to a call back premium when duty concerns maintenance of the motorcycle. Such time shall be treated as overtime. 3 An evaluation of the time needed for routine care,inclusive of feeding,grooming,and exercise,has determined that 30 minutes per day is reasonable and sufficient to meet those daily responsibilities.At the discretion of the city,the employee may be relieved from duty for the equivalent of 3.5 hours per workweek to offset this time or be assigned a full shift and receive additional compensation for those 3.5 hours beyond their regularly scheduled shift. Canine handlers will not be granted the 30 minutes per day when they are not physically caring for the dog (i.e.when dog is kenneled or being cared for by another party). 4 The Transit Police Division special assignment pay is in recognition and consideration of the more directed patrol mission,the greater likelihood of becoming involved in more complex investigations and the need to address mission schedule flexibility and the prerequisites of the IGA(Intergovernmental Agreement)between TriMet and the City of Tigard. The Transit Police Position has a regular work schedule as defined in article 12.2(a) 38 Except in the case of Motorcycle and K-9 assignments, employees will receive 3% (5% for detectives) for the first year in any assignment and will be eligible for an increase to 5% (10% for detectives) after serving in the assignment for one year. Employees who have previously served in the assignment for more than one year shall start at the higher percentage. Notwithstanding any other provision of this Section 30.3, no employee may receive more than a total of 10% in special assignment pay. For career development, an employee may volunteer to work a shift in a specialty assignment in order to determine whether they wish to put in for such assignment. The Chief, in their discretion, may approve such voluntary assignment, based on operational needs. In such case, the employee shall not receive assignment pay for the shift in question nor shall the employee be eligible for shift differential under Article 13.4 for the shift in question. Staff assigned to the operations division and receiving special assignment premiums shall bid based on seniority within the previously identified shift slots and no more than two (2) identical specialty assignment positions may have a common training day on each shift. 30.4 Bilingual Incentive An employee shall be eligible to receive a 0.75% Spanish language premium if they provide the City with proof on an annual basis that they meet standards acceptable to the City. Employees fluent in Spanish, as determined by an objective standard acceptable to the City and demonstrated annually, shall receive a premium of 2.5% instead of the 0.75% Spanish language premium. The City may determine that other languages qualify for the foregoing bilingual incentives based on a demonstrated need. 30.5 Standby Any employee required to be on standby, whether on a weekend or during the workweek, will be compensated two dollars and twenty-five cents ($2.25) for every hour so acting. Employees on standby must be available by phone, able to respond within one hour of being called, and fit for duty. and(b). It is agreed that the hours worked by the Transit Police Officer may be flexed. When a Transit Police Officer's shift assignment is changed with the Transit Police unit,this shift change shall be completed pursuant to Sections 25.3 (Overtime Waiver)and 25.4(Adjustment of Schedule at Rotation)of the contract. 39 30.6 Acting Supervisor Appointment of non-supervisory personnel to a supervisory position may be made on an acting basis to fill a temporary vacancy. An employee holding an acting supervisory position shall be entitled to a five percent (5%)premium for all time so assigned. 30.7 Coaching Non-supervisory personnel assigned to coach newly hired or promoted police department employees shall be entitled to a pay increase of 5% of the top-step base pay, for the classification acting as a coach, for each day or part of a day for the duration of their acting assignment. Coaches will receive the 5% incentive for hours worked one week prior and two weeks post recruit assignment. 30.8 Higher Classification Employees assigned to work in a higher classification, other than what is described in Sections 30.6 & 30.7 of this Article, shall be entitled to a five percent(5%)premium for all time so assigned. 30.9 Take-Home Cars for Employees in Detective Assignments The City agrees that it will provide a take-home car for any employee in a Detective assignment. 30.10 ORPAT Incentive Employees will be provided the opportunity to participate in the DPSST certified ORPAT course twice per fiscal year. Scheduling of this testing shall be determined by the Chief of Police and will allow for make-up tests and re-tests as described herein. Recognizing that participation in this incentive program is purely voluntary, all ORPAT testing will be done off duty and without compensation. The City will provide the location and all testing equipment, including a certified ORPAT instructor to facilitate the testing. Prior to participating in the fitness incentive, employees will be required to sign a waiver indicating they understand the physical challenges of ORPAT and the risks of participating. If at any time, in the opinion of the ORPAT instructor or on scene supervisor, the employee appears to be in physical distress, the testing will be stopped. 40 Those Employees who successfully complete the ORPAT course in a time that is considered passing on their first attempt will receive an incentive bonus of two hundred and fifty dollars ($250.00). An employee may take the ORPAT twice/year, with a maximum incentive of $500/fiscal year. The parties recognize that the City will reflect any and all amounts paid as allowances, bonuses, and/or incentives as subject to the IRS and Oregon payroll tax deduction. For purposes of this agreement, the minimum standard for passing will be the time established as passing by DPSST for an Entry Level Police Officer. If an Employee fails to pass the ORPAT, that Employee may request a re-test within(1) month after their first attempt. At the discretion of the Chief of Police, the Employee may be allowed to retake the ORPAT at a mutual agreed date, within(2)months after the Employee's request. If an Employee passes the ORPAT on their re-test they will receive an incentive bonus of one hundred and fifty dollars ($150). The parties recognize that the City will reflect any and all amounts paid as allowances, bonuses, and/or incentives as subject to the IRS and Oregon payroll tax deduction. If an Employee is unable to participate in the scheduled ORPAT test due to vacation, court, bona-fide illness or injury or other reasonable conflict, the Employee may request a make- up test without penalty so long as the make-up test is completed and passed within a mutually agreed time frame between the Employee and the Chief of Police. For make-up tests or re-tests to qualify, officers must first obtain pre-authorization from the Chief, and then coordinate the make-up or re-test with a local police agency, when that agency is running their own testing. Reasonable efforts shall be taken to complete the make-up test within (3)months of the originally missed scheduled test. Employees who choose not to participate, or who seek this incentive, but do not meet the minimum ORPAT passing standard as defined-in this agreement, will not be negatively impacted. 41 ARTICLE 31 — SAVINGS CLAUSE If any article or section of this Agreement or any amendment thereto should be rendered invalid by operation of the law, or held invalid by any lawful tribunal having jurisdiction, or if compliance with or enforcement of any article or section should be rendered unlawful by any lawful tribunal having jurisdiction, by statute passed after the effective date of this Agreement, or by the decision of a court of competent jurisdiction involving the same or similar language contained in the collective bargaining agreement of another public agency in Oregon, the remainder of this Agreement and addenda shall not be affected thereby, and the parties shall enter into immediate collective bargaining negotiations for the purpose of arriving at a mutually satisfactory replacement for such article or section. ARTICLE 32 — TERMINATION This contract shall be effective as of the date of its signing by both parties or as otherwise specified herein and shall remain in full force and effect until June 30, 2023. The parties agree to commence negotiations on or before February 15, 2023, for a successor Agreement. This contract shall remain in full force and effect during the period of negotiations. The parties agree to administer this contract and negotiate for a successor agreement in accordance with ORS 243.650, et seq., the Oregon Public Employees Collective Bargaining Law. Signed this day of 2020 CITY OF TIGARD, OREGON TIGARD POLICE OFFICERS' ASSOCIATION City Manager TPOA President Date: Date: 42 ADDENDUM B - DISCIPLINARY INVESTIGATION PROCEDURES A. Advance Notice Prior to any disciplinary investigation which could result in suspension or discharge, the employee concerned shall be notified not less than twenty-four (24)hours before the interview or such time as written reports are required, except when, in the opinion of the City, a delay will jeopardize the success of the investigation or when criminal conduct is at issue. If the employee is advised in writing that the interview will not be used against them for disciplinary purposes, then the 24-hour notice will not be required. An employee may voluntarily waive the above twenty-four-hour (24-hour) notice. The notice shall include the specific reasons for the interview, a statement of whether the employee is a witness or a suspect, and any other information necessary to reasonably inform them of the nature of the investigation. The employee shall be notified of the right to and afforded an opportunity and facilities, subject only to scheduling limitation, to contact and consult privately with an attorney and/or a representative of the Association, and to have that representative and/or attorney present at any interview. The Association Representative representing the employee during the investigation may not be required to disclose, or be subject to disciplinary action for refusing to disclose, statements made by the Employee to the Representative for purposes of the representation. The Association will designate the Association Representative who will be representing the employee in the investigation and will notify the City of the designation. If there is a need for more than one Representative to be designated, the Association will explain the reason for the additional Representative(s) to the City. The parties agree that the Association may not designate a witness in the investigation as the Association Representative. B. The Interview 1. Interview shall be conducted in the Department Office unless mutual agreement of the parties or the particular circumstances of the situation require another location. 2. Any interview of an employee normally shall be when they are on duty, unless the serious nature of the investigation dictates otherwise. 3. Parties to the interview shall be limited to those reasonably necessary to conduct a thorough and fair investigation. The employee shall be informed as to the name, 43 rank and command, or other similar information of all persons present, if they are unknown to them, and may have an Association or other representative present to witness the interview and assist them. 4. The interview shall be limited in scope to acts, events, circumstances and conduct which pertain to the subject investigation and shall be conducted in a manner devoid of intimidation or coercion. The employee shall be granted reasonable rest periods, with one(1) intermission every hour if so requested. Interviews exceeding two (2)hours shall he continued only by mutual consent. 5. The interview shall be recorded, and the employee shall be provided with a copy of the recording at the conclusion of the interview, or as soon as practicable thereafter, or they may record the interview at their own expense, and the City shall be provided with a copy. If any portion of the recording is transcribed, the employee shall be given a copy. Interview proceedings shall be kept strictly confidential by all concerned. C. Investigation Findings: 1. When the investigation results in sustained charges of violation of department policy, the employee and the Association, upon request, shall be given a copy of the investigation, including all material facts of the matter. If available, such information will be provided in an electronic format(i.e. PDF or other protected format). 2. When the investigation results in discharge or suspension, the employee shall be notified immediately of the nature of the action to be taken, the reasons therefore, and the effective date of such action. Copies of the notice and summary report of the investigation shall be placed in the employee's personnel file and made available for their inspection. 3. An employee may protest any suspension or discharge through the regular contract grievance procedure. 44 D. Senate Bill 1604 Implementation A joint management and association committee shall be enacted to review S13 1604 and work cooperatively to identify and agree to a disciplinary matrix consistent with the legislation. The committee shall begin in August 2020 with a goal of reaching an agreement no later than the end of the calendar year. The committee will be made up of three management representatives and three association representatives. The recommendation from the committee shall be final. 45 COLLECTIVE BARGAINING AGREEMENT BETWEEN TIGARD POLICE OFFICERS' ASSOCIATION AND THE CITY OF TIGARD Expires: June 30, 2#N2023 City of Tigard and TPOA-Expiration Date: June 30,28292023 i TABLE OF CONTENTS PREAMBLE ....................................................................................................... 1 ARTICLE 1 -RECOGNITION...........................................................................2 ARTICLE 2-MAINTENANCE OF STATUS QUO.......................................... 3 ARTICLE 3 -CHECK OFF AND PAYMENT IN LIEU OF DUES ...................4 ARTICLE 4-EMPLOYEE RIGHTS.................................................................. 6 ARTICLE 5 -MANAGEMENT RIGHTS .......................................................... 7 ARTICLE 6-CITY SECURITY........................................................................ 8 ARTICLE 7-ASSOCIATION BUSINESS ........................................................ 9 ARTICLE 8 -GENERAL AND SPECIAL ORDERS....................................... 11 ARTICLE 9-DEPARTMENT MANUAL AND CONTRACT ........................ 12 ARTICLE 10-BULLETIN BOARD................................................................ 13 ARTICLE 11 -OUTSIDE EMPLOYMENT..................................................... 14 ARTICLE 12-HOURS OF WORK ................................................................. 15 ARTICLE 13 -OVERTIME AND PREMIUM PAY ........................................ 18 ARTICLE 14-HOLIDAY COMPENSATION ................................................22 ARTICLE 15 -VACATIONS...........................................................................23 ARTICLE 16-INSURANCE BENEFITS........................................................ 25 ARTICLE 17-SICK LEAVE....................................................................... 3332 ARTICLE 18 -LEAVE OF ABSENCE WITH PAY .................................... 37-36 ARTICLE 19-LEAVE WITHOUT PAY..................................................... 4031 ARTICLE 20-GRIEVANCE PROCEDURE............................................... 4140 ARTICLE 21 -MILEAGE AND PER DIEM ALLOWANCE ...................... 4342- ARTICLE 22-CLOTHING AND UNIFORM ............................................. 444-3 ii ARTICLE 23 -SENIORITY......................................................................... 464-5 ARTICLE 24-LAYOFF AND RECALL..................................................... 4847- ARTICLE 25 -SHIFT AND DAYS OFF BIDDING .................................... 4945 ARTICLE 26-PROBATIONARY PERIOD................................................ 51-50 ARTICLE 27-DISCIPLINE AND DISCHARGE........................................ 52-51 ARTICLE 28 -PERSONNEL FILE.............................................................. 53K ARTICLE 29-WAGES ............................................................................... 54-5-3 ARTICLE 30-INCENTIVE PAY................................................................ 5T% ARTICLE 31 -SAVINGS CLAUSE ............................................................ 6362- ARTICLE 32-TERMINATION.................................................................. 646-3, ADDENDUM B-DISCIPLINARY INVESTIGATION PROCEDURES..... 6564 iii PREAMBLE This contract entered between the City of Tigard, Oregon, hereinafter referred to as the "City," and the Tigard Police Officers' Association, hereinafter referred to as the "Association," has as its purpose the promotion of an efficient police department; harmonious relations between the City and the Association; the establishment of an equitable and peaceful procedure for the resolution of differences; and to set forth their entire agreement with regard to rates of pay, hours of work, and other conditions of employment. 1 ARTICLE 1 —RECOGNITION The City recognizes the Association as the sole and exclusive bargaining agent with respect to wages, hours and other conditions of employment for the employees in the bargaining unit as set forth in Addendum A. The City shall notify the Association of its decision to add any new classifications to the Police Department. If the City and the Association cannot agree whether a new position is supervisory, managerial, confidential, or if a new classification should be included in the bargaining unit, the dispute shall be submitted to the Employment Relations Board. When the parties are unable to agree as to the representation status of such a new position, the City shall have the option of leaving the position vacant or filling the position at a provisional wage rate until the issue is resolved. If such a position is filled on a provisional basis and if there is a subsequent adjustment in the wage rate, such adjustment shall be retroactive to the date that the position was filled. The bargaining unit shall consist of those classifications listed in Addendum A that are regular full-time employees and those employees within those classifications that are regularly scheduled to work 20 hours or more per week, excluding supervisory and confidential employees as defined by the Public Employees' Collective Bargaining Act. 2 ARTICLE 2 —MAINTENANCE OF STATUS QUO The City shall be obligated to negotiate over existing conditions that are mandatory subjects of bargaining or the mandatory bargainable impacts, whether or not they are covered by this agreement, if the City intends to alter, change or modify such conditions. In the event the City desires to amend or modify or change the status quo that is a mandatory subject of bargaining or that has a mandatory impact, the City will provide the Association President or his/her designee with written notice of the proposed change. The Association shall have ten(10) days to object in writing to the person proposing the change or their designee. The failure of the Association to object in writing to the proposed change within ten(10) days of the notice provided for above shall serve as a waiver of the Association's right to bargain. The Association's written objection shall specify the nature of the objection and identify whether the Association believes the proposed change involves a mandatory bargainable subject or a mandatory bargainable impact of a permissive subject. Thereafter, the parties shall bargain in good faith over said changes for a period not to exceed thirty (30) days. If after the passage of thirty (30) days, the parties have not reached agreement, either party may declare an impasse and initiate interest arbitration pursuant to ORS 243.746 by requesting a list of eleven(11) Oregon and/or Washington arbitrators from the Employment Relations Board who are members of the American Arbitration Association (AAA). If the parties cannot mutually agree to an arbitrator, they will by lot alternately strike names and the last one (1) will be the arbitrator. The arbitrator shall conduct a hearing within thirty(30) days of announcement of his/he their selection, or at such other time as the parties mutually agree. 3 ARTICLE 3 - CHECK OFF AND PAYMENT VMTi I TT Tyr t IEU OFASSOCIATION DUES 3.1 Check-off The City will deduct Association dues from the wages of employees when so authorized and directed in writing by the employee on the authorization form provided by the City. Ati)-aAuthorization for the-payroll deductions of Association dues may be canceled by any employee upon written notice to the City and the Association prior to the 15th day of each month, to be effective on the 1 st day of the following month. The City will not be held liable for check-off errors but will make proper adjustments with the Association for errors as soon as is practicable. It is also agreed that neither any employee nor the Association shall have any claim against the City for any deductions made or not made, as the case may be, unless a claim of error is made in writing to the City within forty-five (45) calendar days after the date such deductions were or should have been made. 3.2 Payment in Liett of Dues Any regular- employee who is a member- of the bafgaining unit and has not join the Asseeiation within thirty(3 0) days of beeeming a fegular-employee, of who has joined within sueh time and then with4awn from menibef!ship aftef! sueh thirty(30) days, shall have dedueted lieu of dues to the Asseeiation. The payment in lieu of dues shall be segregated by negotiating and administefing this Agfeement. Stieh deduetion shall be made only if aeefue been made-. 3.3 Religious Objeetia Any individual employee objeeting to payment in lieu of dues based on bona fide r-eligious tenets or-teaehings of a ehurch or-r-eligietts body of whieh stleh employee is a member-, meet with the representatives of the Asseeiation and establish a mutually satisfaetefy 4 afrangement for-distribution of a eontribution of an amou-PA of money equivalent to the above employee and the Asseeiatien. The employee shall f4mish Yffitten pfeef te the City dia4 stleh has. been a plishe l as appfepfiate. 3.42 Indemnification The Association will indemnify, defend and hold the City harmless against any claims made and against any suit instituted against the City resulting from efany City action taken in good faith pursuant to the provisions of this Article. 5 ARTICLE 4 — EMPLOYEE RIGHTS 4.1 Employee Organizations Employees shall have the right to form,join and participate in the activities of employee organizations of their own choosing, for the purpose of representation on matters of employee relations. Employees shall also have the right to refuse to join and participate in the activities of any employee organization. No employee shall be interfered with, intimidated, restrained, coerced, or discriminated against by the City or by an employee organization because of his exercise of these rights. 4.2 Non-Discrimination The City and the Association agree the provisions of this Contract shall be applied equally to all employees in the bargaining unit without discrimination as to age, marital status, race, color, sex, creed,religion, national origin, sexual orientation, labor organization affiliation, or political affiliation. 6 ARTICLE 5 — MANAGEMENT RIGHTS The City administration and department heads shall exercise the sole responsibility for management of the City and direction of its work force. To fulfill this responsibility, the rights of the City include, but are not limited to: establishing and directing activities of the City's departments and its employees, determining services to be rendered, standards of service and methods of operation, including subcontracting and the introduction of new technology and equipment; establishing procedures and standards for employment and promotion; to layoff, transfer and promote; to discipline or discharge for cause; to determine job descriptions; determine work schedules, to establish performance standards, and assign work; and any other rights except as provided in Article 2 of this Agreement. 7 ARTICLE 6 — CITY SECURITY The Association agrees that during the term of this contract its membership will not participate in any strike against the City under any circumstances. For the purpose of this contract, the meaning of the word"strike" is any concerted stoppage of work, slowdown, speedup, sit-down, absence from work upon any pretext that is not founded in fact, interruption of the operations of the City by the Association, or any similar act. Violation of this section by any bargaining unit member shall be grounds for disciplinary action up to and including discharge. 8 ARTICLE 7 — ASSOCIATION BUSINESS 7.1 Association Business Up to four(4) members of the bargaining unit selected to serve as authorized representatives shall be certified in writing to the Chief of Police. When authorized in advance, up to two (2) representatives shall be granted time off without loss of regular pay for the purpose of meeting with City representatives. Employees may attend Association meetings on duty, subject to call, when authorized by the Chief of Police. Association activities requiringthe engagement of association representatives during their regularly scheduled work hours are permitted in accordance with ORS 243.798. 7.2 Contract Negotiations The Association's negotiating team may be comprised of more than three (3) employees; provided however, that the City's obligation to allow such individuals to attend negotiations during duty hours without loss of pay shall be limited to three(3) individuals. Hours utilized for this purpose shall not be considered hours worked in determining the payment of overtime. The date, time, and place for negotiating sessions shall be established by mutual agreement between the parties. 7.3 Special Conferences Special conferences to discuss employment relations matters shall be arranged between the Association and the City or its designated representatives within a reasonable period of time after either party receives a request from the other party. Such meetings shall be arranged in advance, and an agenda of matters to be discussed at the meeting shall be presented at the time the request to confer is made. The Association members shall not lose time or pay for time spent in such conferences. Members of the bargaining unit may be allowed to attend conferences directly related to Association matters, provided the City receives sufficient advance notice of the dates of such conferences and the approval of the Chief of Police is obtained. The maximum number of days to be paid by the City shall not exceed an aggregate of six (6) conference days per year. 9 The City shall not pay for travel, lodging, or per diem expenses of the members attending the conferences. 10 ARTICLE 8 — GENERAL AND SPECIAL ORDERS The City will furnish the Association with copies of all general or special orders from within the Police Department promulgated during the term of this Agreement pertaining to wages, hours, and conditions of employment. 11 ARTICLE 9 —DEPARTMENT MANUAL AND CONTRACT The City agrees to furnish each employee of the bargaining unit with an electronic copy of the Department Manual and a copy of this contract as provided by the Association for distribution. 12 ARTICLE 10 —BULLETIN BOARD The City agrees to furnish a suitable bulletin board in a convenient place to be used by the Association. The Association shall limit its posting of notices and bulletins to such bulletin board and shall limit its postings to Association business. Only members of the bargaining unit may post or remove items on the Association bulletin board. In the event the City desires that an item be removed, it will contact the Association with a request for such. The item will be removed if found inappropriate by the parties. 13 ARTICLE 11 - OUTSIDE EMPLOYMENT Employees wishing to engage in off-duty employment with another employer must obtain approval from the Chief. 14 ARTICLE 12 —HOURS OF WORK 12.1 Work Week The work week, consistent with the operating requirements of the City, shall consist of a forty-hour(40-hour) shift schedule during a seven day calendar day period commencing midnight Sunday and ending midnight the following Sunday. 12.2 Work Schedule A"work schedule," consistent with the operating requirement of the City, shall be a 5-8, 4-10, 9-80, alternative work week, flexible,,or part-time schedule as follows: (a) A "5-8"work schedule shall consist of five (5) consecutive days of eight(8) work hours each followed by two (2) consecutive days off. (b) A "4-10"work schedule shall consist of four(4) consecutive days of ten(10) work hours each followed by three (3) consecutive days off. (c) A "9-80"work schedule shall consist of four (4) days of nine (9) hours each, followed by one (1) day of eight (8) hours with every other week being a day off on the fifth (5`'') day. (ed) The City and the Association may agree to an alternative work schedule consisting of fixed hours other than a 5-8 or 4-10. In the event an alternative work schedule is implemented, the parties agree to meet to negotiate its implementation and any other contract changes as may be necessary. (de) A "flexible"work schedule shall be equal in total hours worked during the work week to that of a"5-8" employee, and unless otherwise agreed, shall have no maximum or minimum number of work hours per day or work days per week. Such work schedule shall not be in effect unless agreed upon in advance by the individual affected employee and the City. An employee's acceptance of such assignments constitutes the employee's voluntary agreement to a flexible schedule. The parties agree that all Detective and Commercial Crimes Unit assignments shall be on a flexible work schedule. The determination of any additional assignments that are expected to work a flexible work schedule will be subject to bargaining between the City and the Association. In the event the parties are unable to reach agreement, such matters may be pursued through the mid-term bargaining procedures set forth in Article 2. Detectives and CCU shall not 15 be removed from the on-call roster just because they have reached 40 hours worked in the workweek. (d) A variable work schedule will be applicable to special assignments for Gang Enforcement, Transit Police and Street Crimes Units. Section 12.6 (Work Schedules) and 13.4 (Shift Differential) are not applicable to employees in these assignments. Hours worked by these assignments will not be flexed for purposes of mandatory training, court appearances, the avoidance of the Safety Release as defined in Article 12.7 and the avoidance of overtime thresholds as defined in Sections 13.1 (daily overtime) and 13.3 (call back). When either of these shift assignments are changed within the respective units, the shift change shall be completed pursuant to Sections 25.3 (overtime waiver) and 25.4 (adjustment of schedule at rotation) of the agreement. (fg) "Regular part-time" employees shall be scheduled to work a portion of any of the above-specified schedules. (gh) These schedules shall include meal and rest periods as set forth in this article. 12.3 Work Day The work day shall be a 24-hour period commencing at the start of the employee's regularly scheduled shift. 12.4 Meal Period Each employee covered by this agreement will be permitted a 30 minute paid meal period each workday to the extent consistent with operational or duty requirements, except for employees attending the academy or training where a longer lunch period is provided and the employee is relieved from duty, in which case, the lunch period shall be unpaid. 12.5 Rest Periods Each employee covered by this agreement will be permitted two (2), fifteen(15) minute paid rest periods each work day, to the extent consistent with operational or duty requirements. 16 12.6 Work Schedules An employee will normally be given adequate advance notice of any change in his regular hours of work, except where an emergency exists. Notice will not be given less than two (2) weeks prior to the employee's change of work schedule, except where a change of schedule is for the purpose of the employee's voluntary training or for the purpose of adjusting the schedule of a probationary employee not released for solo status. 12.7 Safety Release Employees working sixteen or more hours in a twenty-four hour period who provide notice to their supervisor at least one hour prior to reaching the sixteen-hour threshold may be given their next consecutive scheduled shift off with pay. In such event, no deduction shall be made from the employee's leave. If employees are directed to work their next consecutive scheduled shift, they shall be paid at the rate of time and one-half for such shift. The twenty-four hour period described herein shall commence at the start of the employee's regularly scheduled shift Employees who do not receive eight(8) consecutive hours off either before or after a court appearance will receive sufficient administrative hours off with pay to equal eight (8) hours off. Employees working the graveyard shift, K-9 and night traffic car, who appear in court on the day before the start of the first day of their consecutive work days shall receive sufficient administrative hours off with pay to equal eight (8) consecutive hours off after their court appearance. Employees assigned to any Detective assignment (including Narcotics and Metro Gang Enforcement) shall not be subject to Section 12.7. 17 ARTICLE 13 — OVERTIME AND PREMIUM PAY 13.1 Definition All work under the following conditions shall be compensated at the rate of time- and-one-half: (a) For employees assigned to a 5-8 schedule, all work in excess of eight(8) hours on any work day, and all work performed on a regularly scheduled day off. (b) For employees assigned to a 4-10 schedule, all work in excess of ten (10) hours on any workday and all work performed on a regularly scheduled day off. (c) Employees assigned to a 9-80 schedule (consisting of four(4) days of nine (9) hours each, followed by one (1) day of eight(8)hours with every other week being a day off on the fifth 5th) day)receive overtime for work time required outside their regularly scheduled work day hours 9 or 8 based on the day within the schedule) and for any work required to be performed on their re ug larly scheduled days off. For FLSA purposes, the work week begins the halfway point of the eight-(8)hour day and runs for seven (7) calendar days, establishing each week as a forty(40) hour work week. (ed) All work in excess of forty(40)hours in a work week; however the Basic Academy Recruit Assignment (BARA) overtime shall be based on all hours in excess of eighty (80) hours in a pay period, consistent with a 14-day work period in accordance with a 7(k) exemption under FLSA. (i) While employees are in BABA, sections (a) and(b) above shall not be applicable and call-back and other provisions of this article shall not apply, except when on BARA and required to work beyond five (5) consecutive days in a week, a sixth 6th)work day without a day off. (ii) BARA will run for up to one week in advance of the start of an employee's Basic Academy and up to one week following the successful graduation from Basic Academy, dependent upon how the pay periods fall relative to the employee's academy start date. (iii) Employees will not transition into or out of BARA and the 80-hour 7(k) exemption schedule except at the start of a pay period. 18 During shift rotation, only the daily overtime threshold (work over eight(8) or ten (10) hours in a day) of Article 13.1 will apply and overtime otherwise will be governed by Article 25, Section 25.3. All overtime pay shall be computed to the nearest one quarter(1/4)hour. Paid compensatory time off and all other paid time off, unless otherwise specified in this agreement, shall be counted as hours worked for purposes of determining overtime compensation. All non- paid time off shall not be counted as hours worked for purposes of determining overtime compensation. 13.2 Form of Compensation The employee may elect to be compensated for all overtime in cash, or he/she oto accrue compensatory time to the extent such is allowed by law, to a maximum accrued balance of sixty (60) hours, with the remainder to be paid in cash. Compensatory time off requests shall be treated consistently with all other time off requests. Compensatory time shall be scheduled and taken off in accordance with the Fair Labor Standards Act. Employees may contribute unused compensatory time to a bank which shall be maintained as an Association leave bank to be utilized by representatives of the Association to conduct business. The Association leave bank may contain no more than 200 hours of accumulated leave at any one time, and shall be accessed only when authorized by the Association. Leave from this bank of time will be scheduled by mutual agreement. 13.3 Callback Authorized court and call-back overtime shall be compensated at the below minimums: (a) On a Scheduled Work Day: Three (3) hours (either overtime pay or compensatory time at the rate of time and one-half, at the employee's choice, as provided in Section 13.2), but this minimum shall not apply if the court or call-back assignment begins one (1) hour or less before the start or after the end of the employee's regular shift. (b) On a Scheduled Day Off. Four(4)hours (either overtime or compensatory time at the rate of time and one-half, at the employee's choice, as provided in Section 13.2), 19 scheduled days off include scheduled leave days, provided the employee complies with current court notification procedures. For purposes of this Section, court time starts from the Police Department unless the employee goes directly to court from home, in which case the time starts from the employee's arrival at court. As a condition of receipt of payment for the time involved, all witness fees, mileage allowances, and other remuneration paid for appearances in court proceedings under this Article shall be turned over to the City. An employee who is on court call-back remains on call- back until finally released for the day by the court. Employees traveling to Washington County Court from the Police Department will have the start time begin one hour prior to the scheduled court appearance. The parties agree that employees working in Detective and CCU assignments shall be eligible for call-back pay under the foregoing provisions, despite the fact that such employees are on a flexible work schedule in accordance with Section 12.2(d), above. For Detectives and CCU, the end of their"regular shift" shall be the time they left work on a particular day. The start of their"regular shift" shall be the time they were scheduled to come in on a particular day. 13.4 Court Cancelation An employee subpoenaed for court,who is not notified of a cancellation (meaning employee called the court docket line by 8:00 p.m., but after 5:00 p.m., with no indication of cancellation and was not notified otherwise via the phone number and/or email they provided) on or before 8:00 p.m. of the evening prior, is entitled to two (2)hours of overtime, unless covered by Section 13.3. This applies to any member of the bargaining unit not on a flexible work schedule. 13.5 Shift Differential Any member of the bargaining unit who has been employed at least one (1) year and who is required to work two (2) or more different shifts within a normal work week shall be compensated with two (2) hours of overtime for that week. This differential shall not apply when the above occurs as a result of mutual agreement between members of the bargaining unit for their own personal benefit. A person who has been employed at least six months but less than one year shall be entitled to shift differential if adjusted for purposes other than training. 20 13.6 Phone Calls While Off Duty If an employee receives a phone call from a supervisor while off duty that is related to hiAeAheir work for the City, the employee shall be paid for the actual time spent on the phone, provided the phone call lasts seven-and-a-half(7 1/2) minutes or longer. Such calls that last less than seven-and-a-half(7 1/2)minutes shall be considered de minimus and will not be compensated. 13.7 No Pyramiding The City shall not be required to pay twice for the same hours. 21 ARTICLE 14 —HOLIDAY COMPENSATION In lieu of holidays off, each full-time employee shall be credited with eight(8) hours of holiday time or cash, at the option of the employee, for each month worked. If the employee elects to receive holiday time, such time off shall be credited to hisAkertheir vacation/holiday account. Part-time employees shall receive a prorated holiday time credit on a prorated basis to that of a forty (40) hour employee. Within 30 days of the dates specified herein, employees will be required to advise the City what portion of their holiday time is to be converted to their vacation/holiday account and/or paid monthly or on the dates specified below. If an employee elects to have a portion of their holiday hours paid, such payment shall be made on December 1 and/or June 1 of each year and shall not exceed 48 hours on either date. The City will provide employees with a selection form and each employee will be required to make a selection and return the form within the time period described in this section. Employees electing to take such payment may also elect to have the payment made to their deferred compensation account, through the current method of completing the proper forms, so long as the amount does not place them above the Federal maximum for the calendar year. 22 ARTICLE 15 —VACATIONS 15.1 Accrual Vacations shall accrue as follows: Years of Continuous Monthly Annual Hours Equivalent Accrual Service Accrued Rate Days 4-30-60 months/04--5 yrs 8 hours 96 12 61-120 months/5-10 yrs 10 hours 120 15 121-180 months/10-15 yrs 12 hours 144 18 180-240 months/15-20 yrs 13 1/2 hours 162 20.25 Over 240 months/Over 20 yrs 16.0 hours 192 24 Notwithstanding the above specified rates of vacation accrual, no employee shall be allowed to accumulate vacation/holiday in excess of 280 hours. It shall be the responsibility of each employee to schedule sufficient vacation/holiday so that he/she isthey are not denied accrual of additional vacation. If an employee is unable to take vacation, the cap will float up to a maximum of 300 hours, only if the employee has submitted a memo to their supervisor,prior to reaching 280 hours, that includes a plan for how/when they will reduce their balance back safely below the 280-hour cap. If then, the employee is unable to keep the plan due to the operational needs of the department, he/shet y may make arrangements with the Chief to exceed the maximum accrual specified above, so long as a revised plan for reduction is prepared that will reduce the balance safely below the 280-hour cap within a reasonable period of time. No employee shall be allowed to exceed the maximum accrual of 280 hours for more than a four- month total period. Accrued vacation shall be credited as earned vacation for each month of service. Part-time employees shall be credited with earned vacation on a prorated basis to that of a forty (40) hour employee, in accordance with the above schedule. Vacation accrued during the first six (6) months of continuous service shall not be credited as earned vacation until the employee completes the first six(6) months of continuous service. 23 15.2 Scheduling Vacation periods shall be scheduled at the mutual agreement of the City and the individual employee. Within fifteen (15) days after the completion of each shift bid, the City shall post a vacation bid sheet for two weeks. The most senior employee within each classification shall be afforded the first selection of vacation for the upcoming six-month shift bid period, followed by the next most senior employee within each classification, and so on. Each employee shall be allowed to select one continuous vacation period (vacation/holiday and comp time included) from the portions of the shift bid period in which vacation is available. A bid vacation will not be denied solely because it overlaps another bid vacation so long as the overlap does not exceed two days. After the seniority vacation selection as provided for above, all additional vacation will be scheduled subject to the operational needs of the department on a first-come first-served basis. Once a vacation request has been approved, it shall not be canceled by the City unless due to circumstances beyond the control of the City. 15.3 Separation All employees shall be entitled to payment for unused vacation/holiday and comp time upon separation from City service. In the event of death, the employee's heirs will be entitled to payment of such accrued time. 15.4 Bonus Employees, at their option, may elect to be paid up to forty(40)hours of accrued vacation in addition to vacation time taken when they take vacation leave totaling 40 hours paid time per fiscal year. 24 ARTICLE 16 - INSURANCE BENEFITS 16.1 Health, Dental and Vision Insurance Effee ive j:ttzfz018, the City agrees tefepiaEe-the Regenee '�Gfess Plan V E PPP m wile. * - ith Rego ee Blue Gfess repay B medieal ; e (ecnn > pfevei4afive eafe, eptions, of substantially equivalent eevefage eentingent"oft CIS' minim-um einfellment . . Rts fef each employee and all enfelled dependents including domestic paFtnefs, so long as demestie paftnefs afe allowable under-the plans. Dental insufanee will also be pfevided thfough Delta Dental, Kaisef Dental, of Willamette Dental. The City will pay ninety pefeent 0 pfemeastempoyeepaytenpefeent0 ) of the pfefflitim e0st. B�� e CIS Kaiser-Pian n f CIS �eEt� , �n� c�t3�agre�te-� ��� Kaisef Plan B, ineludi - . . I -substantially equivalent eovefage eet#ingent upon CIS' demestie paftnefs, so long as domestie paftnefs af!e allowable under-the plans. Dental instifun will also be pfevided thfough Delta Dental, Kaisef Dental, of Willamette Dental. The eity will pay ninety one pefeen4 0 Istempoyeepaypefeent0 of the pfemitim st Effective January 1, 28202021, the city agrees to provide health coverage through Regence Copav F and Kaiser Plan B, both including vision, and dental insurance through Delta Dental, Kaiser Dental, or Willamette Dental or substantially equivalent coverage contingent upon CIS' minimum enrollment requirements for each employee and all enrolled dependents including domestic partners, so long as domestic partners are allowable under the plans. The city will pay ninety percent(90%) of the premium cost and the employee shall pay ten percent(10%) of the premium cost. Effective January 1, 2022, the city a etoprovide health coverage through Regence Copav F and Kaiser Plan B, both including vision, and dental insurance through Delta Dental, Kaiser Dental, or Willamette Dental or substantially equivalent coverage contingent upon CIS' minimum enrollment requirements for each employee and all enrolled dependents including domestic partners, so long as domestic partners are allowable under the plans. The city 25 will pav ninety percent (90%) of the premium cost and the employee shall pav ten percent(10%) of the premium cost. Effective January 1, 2023, the city agrees to provide health coverage throug_h Regence Copav F and Kaiser Plan B, both including vision, and dental insurance through Delta Dental, Kaiser Dental, or Willamette Dental or substantially equivalent coverage contingent upon CIS' minimum enrollment requirements for each employee and all enrolled dependents including domestic partners, so long as domestic partners are allowable under the plans. The city will pay ninety percent (90%) of the premium cost and the employee shall pay ten percent(10"o of the premium cost. iii@Etiv � 2018 and f twelve amen-ths thereafterall non sw,,,.,, Tnn n staff will r-eeeive a $75. stipend, prerated based on FTE, to assist with the eest e insuranee. Eff-eetive january 1, 2019 and f twelve months thereafter-, all„ swom TPO A stipend, > to assist with the e0st 0 insufanee. If an excise tax is incurred by the City on behalf of an employee as imposed by the carrier because of the Affordable Care Act or amendments, this article shall re-open Deeember2,-204-9-to negotiate potential changes to the existing medical plan and/or VEBA to reduce the total cost of these combined benefits in an effort to reduce and/or eliminate the impact of the excise tax. 16.2 Part-Time Employees Employees regularly scheduled to work less than thirty (30) hours but more than twenty (20) hours per week are eligible for City contributions to health and dental benefits equal to fifty percent(50%) of the cost of such benefits if the employee elects to pay an equal amount via payroll deduction. 16.23 Payroll Deduction Any insurance premiums paid by the employee in accordance with the foregoing provisions shall be paid by the employee via payroll deduction. This Agreement authorizes the 26 City to make payroll deductions consistent with this Article 16, Section 1 with or without the employee's individual authorization. 16.43 Life and Disability Insurance The City agrees to provide and maintain the insurance in the amount of$50,000 (plus $10,000 additional life insurance for sworn officers per ORS 243.025jand disability insurance plan which provides for a benefit of$5,000 per month or a substitute plan of the same service delivery type at substantially the same or a better benefit level at no cost to the employee. The City agrees to make optional voluntary life insurance available for employee purchase subject to the limits available to the City. 16.54 Physical Examinations and Capability Test and ineentiye n,.egr-,~r The City may require each employee to take a physical examination, or it may choose to require such an examination only for sworn officers. Each employee who is required to take such an examination may choose to use hisU own physician, at the employee's expense, or to use a physician designated by the City, at the City's expense. The spirit of the physical examination and the annual physical capability test is for the welfare of the employee and is not intended to be punitive in any manner. The physical examination will focus on specific health maintenance issues and early identification of potential job related health problems in the future. The report form will address only those health issues related to personnel in their specific working environment. Access to the report is limited to the City Manager, Chief of Police, Human Resources Director, and the named employee. Reeognizing that physieal fitness is benefieial to the health and wellbeing-Of Employees, in addition to lowering the potential eests of healtheafe and work felated injttfies, ORPAT T iNGENTIVE (MOVED TO ARTICLE 301 Employees will be provided the opportunity to par-fieipate in the DPSST eer-tifie ORPAT eour-se twiee per-fiseal yeaf. Seheduling of this testing shall be deteffflined by the Chief of Poliee and will allow for-make " tests and r-e tests as deser-ibed her- 27 ORPAT testing will be dene eff duty and witheut eempensatien. The City�Mll pfevide the testing paftieipating. if at any time, in the opinion of the ORPAT instrueter-E)r-on seene super-visor-, the employee appears to be ; physieal distress the testing will be stopped. These Employees who sueeessfully eamplete the ORPAT eetifse in a time that is eensider-ed passing on their-first attempt will reeeive an ineenlive bonus of two hundred and fifty dollars ($250.00). An employee may take the ORPAT twiee/year-, with a maxim-am ineenti $500/f;sea . The patties neognize that the City will ofleet ., and all amounts paid ., For-pur-poses of this agreement, the minim-um standard for-passing will be the time established as passing by DPSST for-a Entfy Level el Poliee nffieer, if a Employee fails to pass the n�T, that oyee may request a r-e— within (1) month aflef theif!first attempt. At the diser-etion of the Chief of Poliee, the Employee may be allowed to fetake the ORPAT at a mutual agreed date, within(2) months aftef the Employee's request. if a Employee passes the ORPAT T their-r-e test they will lfeeeive „tiye bonus of one hundfed and fifty dollafs ($150). The pafties neognize that the City will fefleet an and all amounts paid as > bonuses, payf.11 tax ,aedti.tio., if a Employee ; unable to paftieip.,to i the seheduled ORPAT T test due to vaeation> > ffie Employee may r-equest a make up test without penalty so long as the make ttp test is eompleted and passe within a mutually agreed time fr-ame between the Employee and the Chief of Poliee. 28 For-make up tests o e tests to qualify, effieer-s„-, st first obtain pr-e authefizatien fr-em the Chief, and then cooMinate the make " ef-r-e test with a laeal peliee Reasonable eff-efts shall be takeft te eemplete the make " test within (3)menths- of the originally missed sehe"Ie test €mpleyees whe eheese net to paftieipate, efwke-seek this ineentiv , btA do not meet the minimum ORPAT passing standafd as defined in this agreement, will not be negative4y 16.5 Retirement The City shall continue to participate in the Public Employees Retirement System for sworn officers employed by the City prior to August 28, 2003, and who are eligible to receive benefits under ORS Chapter 238 for service with the City pursuant to section 2 of chapter 733 Oregon, Laws 2003. The City shall participate in the Oregon Public Service Retirement Plan for sworn officers employed by the City on or after August 28, 2003, who are not eligible to receive benefits under ORS chapter 238 for service with the City pursuant to section 2 of chapter 733, Oregon Laws 2003. On behalf of employees in the Public Employees Retirement System, the City will continue to "pick up"the employee contribution as the law requires. The parties acknowledge that various challenges have been filed that contest the lawfulness, including the constitutionality, of various aspects of PERS reform legislation enacted by the 2003 Legislative Assembly, including chapters 67 (HB 2003) and 68 (HB 2004) of Oregon Laws 2003. Nothing in this agreement shall constitute a waiver of any party's rights, claims or defenses with respect to the PERS litigation. On behalf of employees in the Oregon Public Service Retirement Plan, the City will pay an amount equal to six percent(6%) of the employee's monthly salary, not to be deducted from the salary, as the employee's contribution to the employee's account when the employee becomes a member of the Individual Account Program established by section 29 of chapter 733, Oregon Laws 2003. The employee's contributions paid by the City shall not be considered to be "salary"under section l(16)(c) of chapter 733, Oregon Laws 2003, for the purposes of computing a member's "final average salary"under section 10 of chapter 733, 29 Oregon Laws 2003, or"salary" for the purposes of determining the amount of employee contributions required to be contributed pursuant to section 32 of chapter 733, Oregon Laws 2003. All non-sworn employees will receive a vested benefit into the W nn�City's retirement program after six (6) months of continuous service with the City. The City's contribution will be 10% of the employee's base salary. 16.6 Liability The City shall continue liability protection as required by ORS 30.260 through 30.300 (Oregon Tort Claims Act). The City may choose to self-insure. 16.7 Plan Descriptions The City will annually provide each employee with a list and description of those insurance plans which this contract enumerates and a list and description of those plans which are available as options to City employees. 16.8 Flexible Spending Account The City will make available the IRS Section 125 flexible spending account F( SA)for pre-tax group premiums, dependent care and other approved medical reimbursement purposes. The City shall continue to provide a Flexible Spending Account but reserves the right to cancel access to the medical FSA should the excise tax provisions of the ACA or other provision place the City in jeopardy of being charged for the program on an individual or citywide basis. The City agrees that should the program be canceled it would not impact the dependent care FSA option. If such change were needed, it would be at the start of a month and the city would provide at least thirty(30) days' notice to the Association. 16.9 Voluntary Employee Benefits Account To help offset the cost of premium contributions or other health insurance expenses elected by the employee, the City will contribute $900 annually ($75 per month)to a Voluntary Employee Benefits Account (VEBA)mon behalf of each bargaining unit member, starting December 1, 2011. 30 Effective January 1, 2021, the City will contribute$83.33 monthly ($1,000 per year) to a Voluntary Employee Benefits Account(VEBA) on behalf of each bargaining unit member. Should the excise tax provisions of the ACA or other legislation place the City in jeopardy of being charged for the program on an individual or citywide basis, the VEBA contributions would be converted to non-matching deferred compensation contributions. If such a change were needed, it would be at the start of a month and the city would provide at least thirty(30) days' notice to the Association. 16.10 Deferred Compensation New employees hired on or after January 1, 2021 shall be automatically enrolled in the 457(b) deferred compensation plan and contribute one percent(1%) of their compensation to the plan. Contributions will be automatically directed to the default plan as determined by the Plan Governance Committee. Employees may opt out of the program, change their contribution amount, or redistribute their investment strategy at their discretion in accordance with plan rules. The City will contribute I% of base ment-hly salary into the deferred compensation account of sworn employees with ten (10) or more completed years of service as an employee of the City of Tigard within the TPOA bargaining unit. For sworn employees who have completed fifteen(15) or more years of service, the City will contribute a total of 1.5% of base monthly salary into the employee's deferred compensation account. The City will contribute 2% of base salary into the deferred compensation account of non-sworn employees with ten(10) or more completed years of service as an employee of the City of Tigard within the TPOA bargaining unit. For non-sworn employees who have completed fifteen 15, or more years of service, the City will contribute a total of 2.5% of base monthly salary into the employee's deferred compensation account.Eligible employees shall begin fatifieation of this Agreement by both pafties. Contributions made by the city shall begin on the first payroll following December 1 of the year in which the employee reaches the years of service milestone (10 and 15 respectively). If the employee notifies Payroll anytime on or after their anniversary date, the contributions will start within 30 days following notification. To be eligible, an employee must 31 meet the years of service requirement and have completed and filed the paperwork necessary to open and direct the contribution to an individual deferred compensation account. For the purposes of this Section, base monthly salary is defined as the menthl salary range and step of each individual as provided in Addendum A of this Agreement. This Section shall not apply to TPOA members currently receiving longevity payments pursuant to Section 30.2 of this Agreement. No contributions by the City pursuant to this section shall be retroactive. 32 ARTICLE 17 — SICK LEAVE 17.1 Purpose The purpose of sick leave is to allow continuation of pay while an employee recuperates from an illness or other approved reason causing absence as noted in Section 17.6. Sick leave is also intended to provide employees with the assurance of pay in order that they may be away from the job to avoid exposing others to illness. 17.2 Accrual System Employees shall be credited with-forty 40 eighto}hours of aeeuniulatea sick leave front loaded each year and then two and sixteen one-hundredths (2.16) hours for each full ealendar-month .,etively employed by the Citypay_period worked. All regular-employees an pr-obationafy employees (after- 30 days employment) are allowed siek leave fef non eeeupatienal disability. Sick leave may be accrued without limit, except as provided for conversion to retirement. 17.3 Part-time Employees Sick leave benefits for part-time employees shall be granted on a prorated basis to that of a forty (40) hour employee. 17.4 Utilization Accumulated sick leave shall be payable at the employee's regular straight-time rate in an amount equal to the time the employee would have worked, to a maximum of-ten-0 0) hours per day. Employees may utilize their alto ...nee r sick leave whenever they are unable to perform their work duties by reason of their own illness or non-occupational injury or that of a covered family member. 17.5 Notification Under normal circumstances, employees are expected to notify their supervisor at least one hour prior to the start of their shift; however, if the condition is unforeseen, employ are expected to notify their supervisor as soon as practical. in the event an employee is absent. ftem work beeause of siekness or- the employee shall notify the . I t least one (1) hotff prior-to the employee's scheduled staft time, of the expeeted absenee and the natufe and 33 flexible when the emp! , - . nees an aetAe onset of illness. Howevef, should an employee fail to eall within the fifst hetif of the regular-work shift dtte te extreme illness, a physieian's sta4ement may be required by the sl'. J shall be paid fef!by the City when so fequired ifl. the event the o pleyee's health; e deer fief eevef the eest 17.6 Family Use Employees may use sick leave where there is an illness in their family which necessitates making arrangements for the ill relative. Members of the employee's family are defined as relatives and/or-dependents domieiled in the ee's heuseha , consistent with Oregon Family Leave Act (OFLA). Variances to this policy are to be approved by the Chief of Police prior to authorization of sick leave. 17.7 Integration with Workers' Comp In the case of on-the-job injuries covered by Workers' Compensation, the City will provide to the employee payment of regular net salary. Payment of Workers' Compensation time-loss benefits will be received directly by the City. Should an employee receive a check for Workers' Compensation time-loss benefits, he/shethey shall endorse the check and give it to the Finance Director for deposit by the City. Sick leave will not be charged to the employee for injuries eevered by authorized and compensable Workers' Compensation claims ^r that aro the result of on the job injuf ., during the initial 270 calendar days. At the conclusion of the initial 270-=day period and for any period of time loss following the initial 270 days, relating to the same incident/injury, the eligible employee shall be required to use their sick leave or other leave benefits coordinated with their workers' compensation benefits to attain their regular pay. 17.8 Retirement or Death (a) Sworn employees covered by PERS shall have 50% of their unused sick leave credited to their retirement as per guidelines of PERS. In the event of the employee's death, the employee's heir will receive a cash death benefit equal to one-half of unused sick leave accrual at the time of death. This death benefit will be inapplicable if any portion of unused sick leave is converted for retirement or survivor benefits. 34 (b) All other employees, including sworn employees under the Oregon Public Service Retirement Plan, who have completed 20 years of credited service and have reached their normal retirement date or have become disabled, shall have one-half(1/2) of their unused sick leave, excluding the first 350 hours, applied to their retirement benefit. This benefit can be a cash-out at the employee's regular straight-time rate or the time can be applied to enable the employee to retire early, if the plan allows. In the event of the employee's death, his4teftheir survivors would receive the cash benefit equal to one-half(1/2) of the value of the employee's unused sick leave, pursuant to the limitations noted above. 17.9 Vacation Bonus An employee shall receive eight(8) extra vacation hours for each twelve (12) consecutive months of non-use of sick leave from his/h-rtheir most recent sick leave day. Employees are only eligible to receive the eight(8) vacation hours once every twelve (12) months and will not be compounded with any previous twelve (12) months of non-use. It shall be the responsibility of each employee to notify the department of his/her-their qualifications within six (6) months of completing the 12-month period. Upon notification, the department will review the 12-month period to determine eli ibg Uity. 17.10 Appointment Leave Effective July 1, each employee shall receive sixteen (16)hours appointment leave to be used for medical or dental appointments. (Appointment leave must be used by June 30 of each year and iswillbe non-accumulative.) 17.11 Family Medical Leave The City agrees to abide by the applicable provisions of state or federal law regarding family medical leave. 17.12 Sick Leave Donation An employee with a minimum of four hundred eighty (480)hours of unused sick leave may, on written notice to the City, donate sick leave time to another employee who has 1 Non-sworn employees,employed Julyl,2014 or earlier,will not have the first 350 hours excluded. 35 exhausted all sick leave and is in documented need of sick leave due to extended illness or injury. The donor's sick leave will first be converted to cash based on the donor's base salary and then converted to an appropriate amount of sick leave based on the donee's base salary. Such donations shall be limited to no more than 80 hours per year. 17.13 City Leave Donation Program In addition to the sick leave donation provision set forth above, employees in this bargaining unit may participate in the City's leave donation program as set forth in city policy. However, it is recognized that sick leave donation is not an option under the City's leave donation policy. 36 ARTICLE 18 —LEAVE OF ABSENCE WITH PAY 18.1 Compassionate Leave In the event of a death in the employee's family or of an individual of significant personal relationship to the employee, employees will be granted three (3) days off except in the case of extended travel that requires at least 200 miles travel each way, in which case employees will be granted an entire work week. For the purpose of this Article, an employee's family shall mean: spouse, parent, children, step-children, step-parent, brother, brother-in-law, sister, sister- in-law, mother-in-law, father-in-law, grandparents, grandchildren and any other person who is a dependent of the employee. If additional time is required, the employee may utilize other accrued leave. Time taken under this provision runs concurrently with any OFLA bereavement leave to which the employee may be entitled. 18.2 Voting When an employee's work schedule is such that heAhethey would not be able to vote prior to or after his/her-their normally scheduled work hours, he/shethey shall be granted off duty time of up to two (2)hours to vote without loss of pay or accrued vacation. 18.3 Training (a) Training Information - The City shall provide the Association with information regarding law enforcement-related training opportunities as such information is received. The Association may submit recommendations for review by the Chief regarding the available training opportunities that it believes are of particular value or are lacking in value to the Department. (b) Mandatory Training -An employee may request assignment to a training activity or be so assigned upon the initiative of the Department. When an employee is assigned to attend a training activity, the following shall apply: 1. All receipted course registration fees, tuition, and other out-of-pocket expenses shall be reimbursed by the City. All textbooks and other literature received as a result of taking the training shall be the property of the City. 2. All mileage and per diem shall be reimbursed in accordance with this agreement. 37 3. All time required for travel and course attendance shall be paid at the employee's regular or overtime rate, as applicable. 4. For purposes of determining whether training is mandatory, the following guidelines will apply: Training necessary to certify an employee to perform their specific job duties and functions, keep an employee certified to perform their job duties and functions, or required of an employee by the Department to perform their job duties and functions shall be considered assigned mandatory training. The following are examples regarding the interpretation of this language: An employee wants to go to a school to be certified but is not assigned by the Department and the training is not required for their current assignment, not mandatory. An employee is assigned as a firearms training officer and needs to get certified as a firearms instructor before he/shethey can fulfill their job duties and functions as an instructor, mandatory. A motor officer goes to training and is certified. He/sheThey requests to go to the Annual Motor Training Conference as mandatory training, not mandatory. Employees who attend mandatory training at a remote location which lasts seven (7) or more hours shall be allowed to use paid leave to complete their shift and shall not be required to return to the Police Department, unless operational needs exist that necessitate their return. When training ends less than an hour before the end of the shift, the employee can use Admin Leave to cover the remainder of their shift. (c) Voluntary Training - Training to which an employee is not specifically assigned pursuant to "b" above, shall be designated as voluntary training. Such training may occur on paid or non-paid time or a combination thereof and may be with full, partial, or no reimbursement of expenses. At the time that a training request is approved, the Department shall specify whether the training is considered to be voluntary or assigned 38 and, if voluntary, the specified expenses, if any, that the City will reimburse and the paid time, if any, that the City will grant. 18.4 Jury Duty (a) Employees shall be granted leave with pay for service upon a jury provided that the day to be served on jury duty is a scheduled work day. Should the employee's regular schedule be other than a day shift, the City shall reschedule the employee to a day shift for the duration of the employee's jury service. The City shall not incur any liability for adjusting the shift of the employee on jury duty or for adjusting any other employee's shift to comply with this Article. No more employees than reasonably necessary will be adjusted to fill in for the shift of the employee on jury duty. (b) The employee is required to seek all fees due veto them for such jury duty and turn said fees, excepting personal vehicle mileage, over to the City. Upon being excused from jury duty for any day, the employee shall immediately contact his-their supervisor for assignment of the remainder of his or he their work day. (c) This Article shall only apply to those work weeks of the membor during which the member is serving on an impaneled jury or is required to report for juror selection. 18.5 Military Leave (a) Subject to supervisory approval, employees may be allowed to voluntarily adjust their days off to accommodate weekend military duty. Supervisory approval is contingent upon operational needs such as minimum staffing levels, available work, etc. Flexible scheduling must take place within the employee's normal workweek. (b) Subsection(a) above is not intended to alter the city's obligation to comply with USERRA rules. 39 ARTICLE 19 —LEAVE WITHOUT u AvOF ABSENCE The City will consider a written application for leave of absence without pay, not to exceed one year, if the City finds there is reasonable justification to grant such leave and that the work of a department will not be jeopardized by the temporary absence of the employee. The City may terminate or cancel such leave by 30 days written notice mailed to the address given by the employee on hisAhertheir written application for such leave. Such leave may be denied if it is for the purpose of accepting employment outside the service of the City and notice that an employee has accepted permanent employment or entered into full time business or occupation may be accepted by the City as a resignation. Any employee who is granted a leave of absence without pay under this section and who for any reason fails to return to work at the expiration or termination of said leave of absence shall be considered as having resigned hrtheir position with the City and the position shall be declared vacant unless the employee, prior to the expiration of the leave of absence or prior to the termination date has furnished evidence that they are unable to work by reason of sickness, physical disability or other legitimate reasons beyond their control and seeks an extension of leave for such reason. Such a request for extension shall be in writing. An extension shall be granted only for a specified period of time and only if the City determines that the request is reasonable and justified and that the extension may be granted without jeopardizing the operation of the department. 40 ARTICLE 20 — GRIEVANCE PROCEDURE 20.1 Process To promote better relations, the parties agree to settle any disputes as to the meaning or interpretation of this contract by the following procedure: STEP 1: After first attempting to resolve the grievance informally, the Association or any employee with notice to the Association, may claim a breach of this Agreement in writing to the employee's immediate supervisor within fourteen(14) days from the occurrence thereof, or of the employee's knowledge thereof The notice shall include: a) a statement of the grievance and relevant facts; b) provision of the contract violated; c) remedy sought. The supervisor shall respond to the grievance in writing within seven (7) days, with a copy to the Association. STEP 2: If after seven (7) days from the date of submission of the grievance to the supervisor the grievance remains unadjusted, the grievance may be submitted within seven (7) days to the Chief of Police. The Chief, or his�herdesignee, may meet with the aggrieved party, who may request an Association representative at the hearing. The Chief, or his/hefdesignee, shall respond to the grievance in writing within fourteen (14) days with a copy to the Association. STEP 3: If after fourteen (14) days from the date of submission of the grievance to the Chief the grievance remains unadjusted, the grievance may be submitted within seven (7) days to the City Manager, or his/hefdesignee, who shall meet with the aggrieved party and Association representatives and shall respond to the grievance in writing within fourteen (14) days with a copy to the Association. STEP 4: If the grievance is not resolved within fourteen(14) days from submission of the grievance to the City Manager, or his/her-designee, it may be submitted within fourteen (14) days to an arbitrator. The arbitrator shall be selected by mutual agreement of the parties as follows: 41 A list of eleven(11) Oregon/Washington arbitrators shall be requested from the Employment Relations Board who are members of the American Arbitration Association(AAA). If the parties cannot mutually agree to an arbitrator, they will by lot alternately strike one (1) name from the list until only one (1) is left. The one remaining shall be the arbitrator. The parties shall jointly request that the arbitrator render a decision in writing within thirty(30) days of the close of the hearing and receipt of briefs. The power of the arbitrator shall be limited to interpreting this Agreement and determining if it has been violated. The arbitrator shall have no authority to add to, subtract from, or modify this Agreement. The decision of the arbitrator shall be binding on both parties. The parties specifically agree that, in the event issues are submitted to arbitration (grievance or interest), the decision shall be strictly limited to those issues disputed by the parties. The costs of the arbitrator shall be borne by the losing party. Each party shall be responsible for the costs of presenting its own case to arbitration. 20.2 Time Limits Any time limits specified in this grievance procedure may be waived by mutual consent of the parties. "Day" shall be defined as calendar day. Failure to submit the grievance in accordance with these time limits without such waiver shall constitute abandonment of the grievance. Failure by the City to submit a reply within the specified time will constitute a denial of the grievance. A grievance may be terminated at any time upon receipt of a signed statement from the Association or the employee that the matter has been resolved. 42 ARTICLE 21 — MILEAGE AND PER DIEM ALLOWANCE 21.1 Mileage Reimbursement Whenever an employee is authorized to use hisfher-their personal vehicle in performance of official City duties, hePihethey shall be compensated at the standard IRS-allowed rate. 21.2 Expenses An employee traveling on authorized City business shall receive, in addition to his/he--their transportation and lodging expenses, a per diem allowance of not more than$50.00 ($10.00 breakfast, $15.00 lunch$25.00 dinner)per day, or fraction thereof, actually spent on City business for each programmed day of a conference or meeting and for time spent in travel, except that per diem for travel shall not exceed one (1) day each way. Per diem shall only apply when an employee is more than 20 miles by the most direct route from the City of Tigard Police Department. The purpose of per diem is to cover ordinary expenses such as meals, refreshment, tips, etc. If upon return to work the employee justified to the satisfaction of the City Manager that the per diem allowance was insufficient to cover reasonable actual costs, the per diem amount shall be adjusted accordingly by the City Manager. Employees anticipating the need for per diem compensation shall so advise the City Manager in advance of travel on forms provided by the City and receive advance authorization therefore. 43 ARTICLE 22 — CLOTHING AND UNIFORM 22.1 Uniform If an employee is required to wear a uniform, such uniform shall be furnished by the City, and the City shall pay for initial tailoring. The City shall also provide duty gear and firearm(s). Duty gear and firearms shall be determined by the City; however, the City agrees to consult with the Association prior to making any final determination. An employee who has been provided with a firearm must carry the City-issued firearm. An employee who has been provided City-issued duty gear may use alternate duty gear, purchased by the employee, as long as such duty gear is on a list of City-approved duty gear. The employee shall make restitution to the City for loss or damage to any City supplied uniform, duty gear, or firearm unless such loss or damage occurred in the line of duty and was not caused by negligence on the part of the employee. Proper maintenance of a required uniform, duty gear, and firearm is the responsibility of the employee. The City shall be responsible for replacement all issued duty gear in accordance with the manufacturer's recommendations. 22.2 Clothing Allowance The City will provide a clothing allowance for employees while assigned to plain clothes duty at the rate of$50.00 per month. The provisions of this section shall apply to reimbursable expenses incurred in the fiscal year for reimbursement within the same fiscal year and shall apply only to sworn personnel who wear plain clothes seventy-five percent (75%) or more of duty time calculated monthly. 22.3 Property Reimbursement The City shall reimburse employees for personal property reasonably and necessarily worn or carried when such property is stolen, damaged, or destroyed as a direct result of the employee's performance of his/hertheir official duties. Reimbursement shall not be granted if the negligence or wrongful conduct of the employee was a substantial contributing factor to the theft, damage, or destruction. 22.4 Cleaning The City shall provide employees with cleaning as needed for required uniforms and duty jackets. 44 22.5 Equipment Allowance/Reimbursement The City will provide an annual allowance of two hundred dollars ($200.00) for per-sennel tethe purchase of department-required and approved clothing, footwear, or equipment. by s ,.,to eheek ., of the first .date following July 1 of eaeh. o r, ,,dwillbe f the their-job ineluding aftieles ofel„thing and footwear, At the employee's discretion, receipts may be submitted annually for full reimbursement up to the annual allowance limit or, if receipts are not submitted, the annual allowance will be added to the first paycheck of July each year,paid as taxable income. 45 ARTICLE 23 — SENIORITY 23.1 Definition Only regular full-time employees shall have seniority. Seniority shall be achieved following the completion of the probationary period as defined in Section 26.1 and shall thereafter be established as the employee's total unbroken service in the bargaining unit. Time spent in the armed forces on military leave of absence, authorized leaves with pay and time lost because of duty-connected disability shall be included in the employee's total unbroken length of service. If an employee is on an authorized leave without pay for a period in excess of fifteen (15) calendar days which is not protected by state and federal leave laws, such time in excess of fifteen(15) days shall not apply to seniority provided that the employee's seniority will not be considered broken or terminated by authorized leave in excess of fifteen (15) days. In cases where employees were hired on the same date, seniority order shall be determined by lot. Employees who are promoted to a position outside of the bargaining unit shall retain existing seniority but shall accrue no seniority during the time they work outside the unit. 23.2 Loss of Seniority Seniority shall be broken or terminated if an employee: (a) Quits; (b) Is discharged for just cause; (c) Is laid off and fails to respond to written notice as provided in Article 24; (d) Is laid off from work for any reason for twenty-four (24) months; (e) Fails to report to work at the termination of a leave of absence; (f) While on a leave of absence accepts employment without permission; (g) Is retired. If an employee's seniority is broken and the employee is subsequently hired to work in the Police Department, seniority shall run from the most recent date of hire within the bargaining unit. 46 23.3 Application Seniority shall apply by classification in the matter of layoff, recall, and shift and days off bidding, except that if an employee has been demoted, seniority shall include all time in the employee's present or higher classification within the bargaining unit. Seniority shall apply by total unbroken service in the bargaining unit for purposes of vacation scheduling under Section 15.2. 23.4 Seniority List The City will provide the Association with a seniority list on January 1 and July 1 each year, if there has been a change. The Association may post it on the Association bulletin board. 47 ARTICLE 24 —LAYOFF AND RECALL In the event of layoff for any reason, employees shall be laid off in the inverse order of their seniority in their classification. Any employee who is to be laid off shall be given a position, in a lower classification in the bargaining unit, providing the employee has greater seniority than the employee being bumped, and is qualified to perform the requirements of the job. An employee who is promoted out of the bargaining unit and into management shall retain his/he- their unit seniority and may bump back into the unit, if laid off, if the management employee has the greater seniority as a unit member. The employee shall bump the employee in the lower class with the least seniority with the department. A sworn employee may not bump a non-sworn employee unless the sworn employee previously held the non-sworn classification. Employees shall be called back from layoff according to seniority in the classification from which the employees were laid off within the department. No new employees shall be hired in any classification until all employees on layoff status in that classification have had an opportunity to return to work. An employee on layoff status shall accept or decline an opening within fifteen (15) days of notice of termination of layoff. —. Names shall be removed from the layoff list after 24 months, following the decline of an opening, or failure to respond to an offer within fifteen (15) days. If there is a shortfall of unencumbered general purpose money in the General Fund and it is necessary to lay off personnel within the bargaining unit, the City and the Association will meet and consult prior to the City finalizing and implementing its decision. 48 ARTICLE 25 — SHIFT AND DAYS OFF BIDDING 25.1 Rotation All shifts shall be rotated each six (6) months on the first Sunday of the first full pay period in January and July of each year. 25.2 Shift and Days Off Prior to regular shift rotation, eligible employees shall be entitled to submit written bids for shift assignments and days off from the slots made available by the Department. Employee bids for both shifts and days off shall be submitted in writing to a designated supervisor at least 30 days prior to the regularly scheduled rotation. Shift and days off bids shall be honored on the basis of seniority within the bargaining unit except as follows: (a) Unless written permission is granted by the Chief or a designee, no employee shall be eligible to remain on the same shift more than 18 consecutive months. (b) Between regular shift rotations, the Chief or a designee may, for good cause and based upon a good faith analysis of operational and personnel needs of the Department reassign employees to a different shift. Such good faith assignments shall not be grievable but employees shall receive at least two (2) weeks' notice prior to such re-assignments, unless precluded by an emergency, and shall be afforded the opportunity to discuss the matter with the Chief. (c) Probationary employees shall not bid for shifts. 25.3 Overtime Waiver For the purpose of this article,the City shall not be obligated to pay overtime that arises as a result of shift rotation so long as the employee does not work more than 80 hours in a 14 day period or work more than five (5) consecutive days. 25.4 Adjustment of Schedules at Rotation During the week before and week of the shift rotation, the City may adjust schedules for the purpose of transitioning to the new shift, to prevent an employee from working more than five (5) days in a row. 49 25.5 Shift Bid and Rotation Pilot Starting with the first shift bid process following ratification, the parties agree to a shift bid pilot program to expire June 30, 2022 unless otherwise mutually agreed. The parties may agree to extend the program in twelve--month intervals by mutual agreement. (a) Rotation: All shifts shall be rotated each six(6)months on the first Sunday of the first full pay period in January and July each year. (b) Shift Selection: Employees may choose to remain on one shift, suspending the provisions of 25.2 (a) for the duration of the pilot program. (c) After eighteen(18) consecutive months on a shift, an employee may elect to bid off that shift after providing fifteen(15) days' notice prior to the shift bid. Employees who qualify under this provision shall bei- v�en priority for their selected bid. (d) Other Provisions: All other existing provisions of this article remain in place. 50 ARTICLE 26 — PROBATIONARY PERIOD 26.1 Definitions (a) For Police Officers who have less than 24 months satisfactory experience with a state, county, or municipal law enforcement agency, the probationary period shall be 18 months. (b) For Police Officers with at least 24 months satisfactory experience with a state, county, or municipal law enforcement agency, the probationary period shall be 12 months. (c) Non-sworn personnel shall be subject to a 12-month probationary period. Prior to completion of the probationary period, employees may be discharged at will and such discharge shall not be subject to the grievance procedure. 26.2 Non-Sworn Promotional Probation All non-sworn promotions shall be subject to a six(6) month promotional probationary period. Any employee who fails to complete the probationary period, including any employee who is promoted to a position outside the bargaining unit, shall have the right to be reinstated to the classification heAhe-held prior to being promoted. 51 ARTICLE 27 — DISCIPLINE AND DISCHARGE 27.1 Definition Disciplinary action or measures for violations of rules or regulations shall include only the following: written reprimand, demotion, suspension, reduction in pay, other monetary assessment or discharge. Notice of suspension or discharge will be given in writing. Employees are subject to discipline or discharge for just cause. The parties agree that oral reprimands are not considered discipline. 27.2 Process If the City has reason to discipline an employee, the employee shall have the right to be represented by an Association representative during such procedure. If the City has reason to discipline an employee, it will take all reasonable measures to assure against embarrassment of the employee before other employees or the public. 27.3 Association Representation In the event of any interview which may reasonably lead to disciplinary action, the affected employee shall have the right to be assisted by an Association representative during such procedures. The parties mutually agree to the"Disciplinary Investigation Procedures" attached hereto as Addendum B and incorporated herein. 52 ARTICLE 28 — PERSONNEL FILE No material in any form which can reasonably be construed, interpreted, or acknowledged to be derogatory shall be placed in the employee's personnel files unless he/she lasthey have been allowed to read such material. Any emple Upon request, employees shall have access to hi0tertheir personnel files and shall have the right of reproduction of his personnel files in full or in part. No portion of an employee's files shall be transmitted without the explicit consent and request of the employee, other than to those authorized within the Tigard Police Department, the City Manager or-his/herstaff, or a court of competent jurisdiction. The official personnel file shall be maintained in the Human Resources Department. 53 ARTICLE 29 —WAGES 29.1 Salary Schedules Effective July 1, 2017 wages shall be increased across the board by 2.6%. Effeeti'bgthe fifst ffill pay pet!ied i July, A sseeiation membefs will be provided a $95000 > if the eefAfaet is fa4ified oft ef befefe July > 2017. Effective July 1, 2020 wages shall be increased as a market adjustment across the board by 0.5%. 18 the salary sehed le f Peliee Offieo,.shall be ,.>,.,,.ge to,-efleet market adjustment by adding a step 7, plaeed 0 above the etfffenl step 6. Offieer-s will be eligible to attain step 7 after-eempleting at least one year- of serviee at step-6, Effective July 1, 2018 2021 wages shall be increased across the board by 2.0%. -an amount equal to the CPI W West Urban index (amival average) for- 20172M, by a minim—iffiffl.. not „„,1 ma-ximum ofnoi Effective January 1, 2022 wages shall be increased as a market adjustment across the board by 0.75%. Effective July 1, 2019-2022 wages shall be increased across the board by an amount equal to the CPI-W West Urban Index(annual average) for 204-92021, by a minimum 01% and maximum of 4%. Effective January 1, 2023 wages shall be increased as a market adjustment across the board b Each employee shall be paid at one of the steps in the range prescribed for his/heftheir classification. Classifications which have seven steps shall be reduced to six step ranges through the elimination of the current first step of impacted ranges. 29.2 Schedule Placement New employees will be appointed or reinstated at the first step of the range established for his4wr-their classification. The Chief may make am appein�ment-ef reinstatement above the first stogy 54 Lateral Police Officers with at least two years' experience as a sworn police officer will be appointed at the third step of the range for the classification and will earn vacation at a rate commensurate to their previous experience. 29.2 Schedule Movement A new employee or promoted employee is eligible for consideration for advancement to the next step of the salary range for his4w#heir classification at the beginning e the „w*pay period following completion of the equivalent of six(6) months of service. At six (6) months of service, the City shall have the discretion to advance an employee more than one (1) step, if the City-deems it appropriate based on the employee's prior experience. Advancement of employees to higher pay steps shall not be automatic, but may be made to the next pay step in the employee's classification, e ffeetive o the first day of the next pay period following the completion of each 12 months of satisfactory work performance. Such advancement shall be subject to a written employee evaluation by the department head to the City Manager certifying that the employee had been making normal improvement in the ability to carry out his4ie#heir job assignment. Advancement may be withheld or postponed in the event the employee is not performing heir job assignment satisfactorily. 29.3 Promotions Upon promotion, employees will move to the next highest step, minimum 5% pay increase, computed on the basis of the base rate of pay exclusive of premium, special assignment, or incentive/longevity pay. 29.4 Demotion Unless a lesser sanction is provided by the City Manager, an employee voluntarily demoted or demoted as a result of a disciplinary action shall be paid at the same step of the lower range as he%hethey occupied before being promoted, with consideration of length of service of the employee in the higher range. A demoted employee shall retain the same salary increase date. 55 29.5 Salary Range Changes When a range is changed, the employee's pay is based upon the same step of the new range as in the old. Such changes shall not alter the employee's eligibility for salary increases. 29.6 Pay Periods The City shall pay employees once every two weeks. 56 ARTICLE 30 — INCENTIVE PAY 30.1 Certification/Education Certification pay increments will begin as of the date of issuance shown on the certification. Educational achievement pay increments will begin as of the date of written notice to the City of a degree or equivalent hours. Members of the bargaining unit shall be eligible for educational and training incentive increments to be applied to their current salary after meeting the necessary education and training points for the intermediate or advanced certificate as set forth by DPSST. Incentive premiums and education requirements are as follows: Sworn Personnel Premium DPSST Certification Educational Achievement 2.50% - AA/AS or Equivalent Hours 4.25% Intermediate and/or BA/BS 6.25% Intermediate AA/AS or Equivalent Hours 7.25% Advanced - 8.75% Intermediate BA/BS or Equivalent Hours 8.75% Advanced AA/AS or Equivalent Hours 10.00% Advanced BA/BS or Equivalent Hours See DPSST Sworn Personnel certification Standards. 30.2 Longevity Longevity merit incentive shall be paid in accordance with the following schedule only to those employees with five (5) or more years of service with the City on or before ratification of this Agreement, who elect to be grandfathered into the longevity premium program 57 in lieu of eligibility for advancement to a sixth(6') step at five percent(5%) above Step 5. The one-time election must have been made by eligible employees during the window period established by the City following ratification of the 2002-2004 Agreement_ , 2019, empleyees eurrently r-eeeiving the longevity ineenlive may move to a maximum of Step 6): 2% after 5 years 3% after 6 years 4% after 7 years 5% after 8 years 6% after 9 years 7.5% after 10 years 10% after 15 years Employees with less than five (5)years of service with the City on or before ratification of this Agreement, will not be eligible for longevity under this section,but will be eligible for advancement to Step 67 consistent with Article 29, Section 29.2 governing schedule movement. The above percentages shall be applied to the individual employee's base salary but not to exceed a maximum of the top step of the police officer classification salary. These percentages shall be applied to the base pay step, not including educational incentive pay to previous longevity increases (i.e., shall not be compounded). 30.3 Special Assignment Pay Recognizing the right of the City to transfer and assign as determined by the Chief, special assignment pay will be paid per an employee's current assignment as follows Motorcycle2 5% 2 Canine Handler-and Motor-Ccycle Officer activities shall be conducted on-duty. Acceptance of the assignment is based upon willingness to care for the motorcycle off-duty. Employees who serve as ramie Hand e f Motorcycle Officers shall receive a pay differential of five percent(5%)of their base salary while serving in that capacity,and shall not receive overtime wages for off-duty care of the motorcycle. The parties intend to compensate for any off-duty care,cleaning,fueling, feeding or grooming at the overtime rate computed based upon the FLSA or Oregon minimum wage(whichever is greater). The five percent(5%) differential compensates for approximately 45 minutes per day. The parties agree that not more than 45 minutes per day is required for off-duty care of the motorcycle. This agreement is based in part upon the Letter Ruling 58 K-9_$2} 5% Detectives 5-10% TNT/Crisis Negotiation Unit 3-5% SRO 3-5% Gang Enfer-eeme 1-5% Transit Police{PPB)5 2.5% Except in the case of Motorcycle and K-9 assignments, employees will receive 3% (5% for detectives) for the first year in any assignment and will be eligible for an increase to 5% (10% for detectives) after serving in the assignment for one year. Employees who have previously served in the assignment for more than one year shall start at the higher percentage. Notwithstanding any other provision of this Section 30.3, no employee may receive more than a total of 10% in special assignment pay (12.51% for-Detectives' of September 25, 1985,of the Deputy Administrator,Wage and Hour Division,United States Department of Labor. The parties agree that commuting to work with the motorcycle or- he dog-does not constitute"hours of work"solely because of being on the bike bee use the dog is in the..ehiele. Motorcycle Officers and Canine 14an 'o.s shall not be entitled to a call back premium when duty concerns maintenance of the motorcycle or-effler-gelley ear-e of their- animal. Such time shall be treated as overtime. 3 An evaluation of the time needed for routine care,inclusive of feeding, rog oming,and exercise, has determined that 30 minutes per day is reasonable and sufficient to meet those daily responsibilities.At the discretion of the city,the employee may be relieved from duty for the equivalent of 3.5 hours per workweek to offset this time or be assigned a full shift and receive additional compensation for those 3.5 hours beyond their regularly scheduled shift. Canine handlers will not be granted the 30 minutes per day when they are not physically caring for the dog(i.e. when dog is kenneled or being cared for by another party). 4 mefe difeeted patr-el mission,the greatef likelihood of beeeming involved in mefe eemplex investigations and the need te address missien sehe"le flexibility. The Gang Enfefeement Offieef Pesitien has a fegular-work sehedule as defined in Seetion 12.2(a)and(b). it is agfeed that the houfs wefked by the Gang Enfe�eement Offieer-may be 5 The Transit Police Division special assignment pay is in recognition and consideration of the more directed patrol mission,the greater likelihood of becoming involved in more complex investigations and the need to address mission schedule flexibility and the prerequisites of the IGA(Intergovernmental Agreement) between TriMet and the City of Tigard. The Transit Police Position has a regular work schedule as defined in article 12.2(a)and(b). It is agreed that the hours worked by the Transit Police Officer may be flexed. When a Transit Police Officer's shift assignment is changed with the Transit Police unit,this shift change shall be completed pursuant to Sections 25.3 (Overtime Waiver)and 25.4(Adjustment of Schedule at Rotation)of the contract. 59 For career development, an employee may volunteer to work a shift in a specialty assignment in order to determine whether heP,4ethey wish to put in for such assignment. The Chief, in theirhis discretion, may approve such voluntary assignment, based on operational needs. In such case, the employee shall not receive assignment pay for the shift in question nor shall the employee be eligible for shift differential under Article 13.4 for the shift in question. Staff assigned to the operations division and receiving, special assignment premiums shall bid based on seniority within the previously identified shift slots and no more than two (2) identical specialty assignment positions may have a common training day on each shift. 30.4 Bilingual Incentive An employee shall be eligible to receive a Q5tn0.75% Spanish language premium if they provide the City with proof on an annual basis that they meet standards acceptable to the City. Employees fluent in Spanish, as determined by an objective standard acceptable to the City and demonstrated annually, shall receive a premium of 2.5% instead of the QWth 0.75% Spanish language premium. The City may determine that other languages qualify for the foregoing bilingual incentives based on a demonstrated need. 30.5 Standby Any employee required to be on standby, whether on a weekend or during the workweek, will be compensated two dollars and twenty-five cents ($2.25) for every hour so acting. Employees on standby must be available by phone, able to respond within one hour of being called, and fit for duty. 30.6 Acting Supervisor Appointment of non-supervisory personnel to a supervisory position may be made on an acting basis to fill a temporary vacancy. An employee holding an acting supervisory position shall be entitled to a five percent(5%)premium for all time so assigned. 30.7 Coaching Non-supervisory personnel assigned to coach newly hired or promoted police department employees shall be entitled to a pay increase of 5% of the top-step base pay, for the classification acting as a coach, for each day or part of a day for the duration of their acting 60 assignment. Coaches will receive the 5% incentive for hours worked one week prior and two weeks post recruit assignment. 30.8 Higher Classification Employees assigned to work in a higher classification, other than what is described in Sections 30.6 & 30.7 of this Article, shall be entitled to a five percent(5%) premium for all time so assigned. 30.9 Take-Home Cars for Employees in Detective Assignments The City agrees that it will provide a take-home car for any employee in a Detective assignment. 30.10 ORPAT Incentive [moved from Article 161 Employees will be provided the opportunity to participate in the DPSST certified ORPAT course twice per fiscal year. Scheduling of this testing shall be determined by the Chief of Police and will allow for make-up tests and re-tests as described herein. Recognizing that participation in this incentive programpurely voluntary, all ORPAT testing will be done off duty and without compensation. The City will provide the location and all testing equipment, including a certified ORPAT instructor to facilitate the testing. Prior to participating in the fitness incentive, employees will be required to sign a waiver indicating they understand the physical challenges of ORPAT and the risks of participating. If at any time, in the opinion of the ORPAT instructor or on scene supervisor, the employee appears to be in physical distress, the testing will be stopped. Those Employees who successfully complete the ORPAT course in a time that is considered passing on their first attempt will receive an incentive bonus of two hundred and fifty dollars ($250.00). An employee may take the ORPAT twice/year, with a maximum incentive of $500/fiscal . The parties recognize that the City will reflect any and all amounts paid as allowances, bonuses, and/or incentives as subject to the IRS and Oregon payroll tax deduction. 61 For purposes of this agreement, the minimum standard for passing will be the time established as passing by DPSST for an Entry Level Police Officer. If an Employee fails to pass the ORPAT, that Employee may request a re-test within(1) month after their first attempt. At the discretion of the Chief of Police, the Employee may be allowed to retake the ORPAT at a mutual agreed date, within(2) months after the Employee's request. If an Employee passes the ORPAT on their re-test they will receive an incentive bonus of one hundred and fifty dollars ($150). The parties recognize that the City will reflect any and all amounts paid as allowances, bonuses, and/or incentives as subject to the IRS and Oregon payroll tax deduction. If an Employee is unable to participate in the scheduled ORPAT test due to vacation, court,bona-fide illness or injury or other reasonable conflict, the Employee may request a make-up test without penalty so long as the make-LIP test is completed and passed within a mutually agreed time frame between the Employee and the Chief of Police. For make-Lip tests or re-tests to qualify, officers must first obtain pre- authorization from the Chief, and then coordinate the make-LIP or re-test with a local police agency, when that agency is running their own testing. Reasonable efforts shall be taken to complete the make-up test within (3)months of the originally missed scheduled test. Employees who choose not to participate, or who seek this incentive, but do not meet the minimum ORPAT passing standard as defined-in this agreement, will not be ne atg ively impacted. 62 ARTICLE 31 — SAVINGS CLAUSE If any article or section of this Agreement or any amendment thereto should be rendered invalid by operation of the law, or held invalid by any lawful tribunal having jurisdiction, or if compliance with or enforcement of any article or section should be rendered unlawful by any lawful tribunal having jurisdiction, by statute passed after the effective date of this Agreement, or by the decision of a court of competent jurisdiction involving the same or similar language contained in the collective bargaining agreement of another public agency in Oregon, the remainder of this Agreement and addenda shall not be affected thereby, and the parties shall enter into immediate collective bargaining negotiations for the purpose of arriving at a mutually satisfactory replacement for such article or section. 63 ARTICLE 32 —TERMINATION This contract shall be effective as of the date of its signing by both parties or as otherwise specified herein and shall remain in full force and effect until June 30, 20202023. The parties agree to commence negotiations on or before February 15, 20202023, for a successor Agreement. This contract shall remain in full force and effect during the period of negotiations. The parties agree to administer this contract and negotiate for a successor agreement in accordance with ORS 243.650, et seq., the Oregon Public Employee Collective Bargaining Law. Signed this day of 204-72020 CITY OF TIGARD, OREGON TIGARD POLICE OFFICERS' ASSOCIATION City Manager TPOA President Date: Date: 64 ADDENDUM B - DISCIPLINARY INVESTIGATION PROCEDURES A. Advance Notice Prior to any disciplinary investigation which could result in suspension or discharge, the employee concerned shall be notified not less than twenty-four(24)hours before the interview or such time as written reports are required, except when, in the opinion of the City, a delay will jeopardize the success of the investigation or when criminal conduct is at issue. If the employee is advised in writing that the interview will not be used against them for disciplinary purposes, then the 24 hour notice will not be required. An employee may voluntarily waive the above twenty-four hour(24-hour) notice. The notice shall include the specific reasons for the interview, a statement of whether the employee is a witness or a suspect, and any other information necessary to reasonably inform himAhe+lhem of the nature of the investigation. The employee shall be notified of the right to and afforded an opportunity and facilities, subject only to scheduling limitation, to contact and consult privately with an attorney and/or a representative of the Association, and to have that representative and/or attorney present at any interview. The Association Representative representing the employee during the investigation may not be required to disclose, or be subject to disciplinary action for refusing to disclose, statements made by the Employee to the Representative for purposes of the representation. The Association will designate the Association Representative who will be representing the employee in the investigation and will notify the City of the designation. If there is a need for more than one Representative to be designated, the Association will explain the reason for the additional Representative(s) to the City. The parties agree that the Association may not designate a witness in the investigation as the Association Representative. B. The Interview 1. Interview shall be conducted in the Department Office unless mutual agreement of the parties or the particular circumstances of the situation require another location. 2. Any interview of an employee normally shall be when he/she4sthey are on duty, unless the serious nature of the investigation dictates otherwise. 3. Parties to the interview shall be limited to those reasonably necessary to conduct a thorough and fair investigation. The employee shall be informed as to the name, rank 65 and command, or other similar information of all persons present, if they are unknown to hinVher-them, and may have an Association or other representative present to witness the interview and assist him4ierthem. 4. The interview shall be limited in scope to acts, events, circumstances and conduct which pertain to the subject investigation and shall be conducted in a manner devoid of intimidation or coercion. The employee shall be granted reasonable rest periods, with one (1) intermission every hour if so requested. Interviews exceeding two (2)hours shall he continued only by mutual consent. 5. The interview shall be recorded, and the employee shall be provided with a copy of the recording at the conclusion of the interview, or as soon as practicable thereafter, -or he/shothey may record the interview himself/hers at his/he their own expense, and the City shall be provided with a copy. If any portion of the recording is transcribed, the employee shall be given a copy. Interview proceedings shall be kept strictly confidential by all concerned. C. Investigation Findings: 1. When the investigation results in sustained charges of violation of department policy, the employee and the Association, upon request, shall be given a copy of the investigation, including all material facts of the matter. If available, such information will be provided in an electronic format(i.e. PDF or other protected format). 2. When the investigation results in discharge or suspension, the employee shall be notified immediately of the nature of the action to be taken, the reasons therefore, and the effective date of such action. Copies of the notice and summary report of the investigation shall be placed in the employee's personnel file and made available for hisAertheir inspection. 3. An employee may protest any suspension or discharge through the regular contract grievance procedure. D. Senate Bill 1604 Implementation A joint management and association committee shall be enacted to review SB 1604 and work cooperatively to identif agree to a disciplinary matrix consistent with the legislation. The committee shall begin in August 2020 with a goal of reaching an agreement no later than the end of the calendar year. The committee will be made up of three management 66 representatives and three association representatives. The recommendation from the committee shall be final. 67 i 1_ a � 7 T I GAUD v TPOA gUpdateBargainin October 13, 2020 ,AN-- p City of Tigard Respect • the Right • Get it Don,,,- TIGARIJ. Collective BargainingSummary • Bargained February through July • COVID pandemic response started in March • Local Option Levy passed in May • Two mediation sessions starting in August • Regular Council updates • Reached tentative agreement on September 10, 2020 ,AN-- p City of Tigard Respect • the Right • I Get it Don,,,- TIGARD Proposed New Agreement • 3-year agreement • Expires June 30, 2023 • Council Executive Session September 22, 2020 • TPOA ratified the agreement on September 25, 2020 ,AN-- p City of Tigard Respect • the Right • I Get it Don,,,- TIGARD g adjustments) Wa es cost of livin g • Year One : 2 .6% • Year Two : 2 .0 • Year Three : 1-4% based on consumer price index (CPI-W West Urban Index) ,AN-- p City of Tigard Respect • the Right • I Get it Don,,,- TIGARD Wages market adjustmentsl • Year One : 0.5% • Year Two : 0.75 • Year Three : 1.0% ,AN- p City of Tigard Respect • the Right • I Get it Don,,,- TIGARD Wages other adjustmentsl • Move from 7-step salary schedule to 6-step schedule • Newer officers reach market competitiveness more quickly • Overall goal to ensure TPD Officers are paid a fair market wage compared to similarly-sized cities ,AN- p City of Tigard Respect • the Right • I Get it Don,,,- TIGARD Other Economic Changes Maintain 90/10 cost Updates to certain Increased long-term share for healthcare3 � special assignment disability benefits premiums incentives ,AN- p City of Tigard Respect • the Right • I Get it Don,,,- TIGARD Other Agreed U Changes • Convene committee to discuss SB 1604 and required discipline matrix • Increased travel time for court call-back • Language to allow members to cancel their dues deductions • Language to incorporate Oregon Paid Sick Leave • Gender neutrality adjustments throughout ,AN-- p City of Tigard Respect • the Right • I Get it Don,,,- TIGARD Cost of Implementation Current fiscal year: roughly Life of the contract (3 years): • $288,000 in new spending roughly $1.7M in new spending . . . Cost is calculated assuming Review of actual cost all current general- and levy- �� ' requirements to take place funded positions are filled before the Q2 budget request ,AN-- p City of Tigard Respect • the Right • I Get it Don,,,- TIGARD Staff Recommendation Adopt Resolution to ratify the new collective bargaining agreement Authorize City Manager to sign AIS-4357 7. Business Meeting Meeting Date: 10/13/2020 Length (in minutes): 15 Minutes Agenda Title: Informational Public Hearing: Consider a Resolution Approving the FY 2021 First Quarter 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 Yes Newspaper Legal Ad Required?: Public Hearing Publication 10/01/2020 Date in Newspaper: Information ISSUE Shall the Tigard City Council adopt the FY 2021 First Quarter Budget Supplemental? STAFF RECOMMENDATION / ACTION REQUEST Staff recommends that the City Council approve the FY 2021 First Quarter Budget Supplemental. KEY FACTS AND INFORMATION SUMMARY The following is a summary of items that require Council action for FY 2021 First Quarter Budget Supplemental. These are also outlined in a table attached to this Agenda Item Summary: Community Development Community Development is requesting four adjustment items to their budget. One notable but also the largest request is the expansion of the Tigard CARES Program through Federal and State grants totaling $1.9M. Other requests include new and carryforward of grant funded projects such as Washington Square Regional Center (WSRC) Update Project and River Terrace Concept Planning Project (West and South). Large portions of these projects are funded by grants from Metro. City Management City Management has five requests. Three are consulting service requests for the City Manager recruitment; Strategic Plan refresh communications consultant; and a multi-agency negotiations and discussions on School Resource Officers. The remaining two requests are for 1.00 FTE Public Safety Advisory Board Management Analyst and insurance premium increase. The Management Analyst request in the City Manager's Office would provide additional capacity to help implement several new and existing initiatives, some of which were unanticipated when the FY 2020-2021 budget was prepared. The insurance premium increase was due to FY 2021 Liability insurance premium final cost coming in higher than anticipated. Finance and Information Services The main item in the FIS Department is the request in Financial Operations Division for a Payroll Specialist (1.00 FTE) in order to appropriately fulfill the needs of payroll. The recent performance audit identified the payroll function to be a major risk factor as the city has only 1.00 FTE in payroll. The city is projecting to have 400-425 people in FY 2021 including permanent staff, temporary, and on-call positions. The industry standard for payroll is 250 people in the organization per 1.00 payroll FTE. This means that Tigard has roughly 1.70 FTE worth of payroll workload based on this standard. The remainder of the available time will be spent on special projects, trainings, and miscellaneous time away from the payroll function. In addition to the payroll staff request, there is a request item for an expansion/extension of the St. Vincent De Paul water customer financial assistance program coordination. Police Department The Police Department has three requests. Two of the three requests are carryforward items for purchases in the Forfeiture Fund and for the Police Vehicle outfitting. Both items are ordered but couldn't be completed before the end of FY 2020. The last request is for police parking lot security upgrades. Based on the recommendations from the CIS parking lot security assessment, and sensitive criminal justice data security concerns raised by the CJIS audit, the preliminary scope includes installing fencing and automatic gates on the west side and south of the parking lot to enclose city property from the Fanno Creek trail system. Public Works The Public Works Department has two requests. One is a request to increase the right-of-way mowing contract due to additional mowing locations. The other is a carryforward of the Hi-Tor Reservoir generator replacement. The delivery of the generator was delayed due to the manufacturing plant closures. Capital Improvement Plan (CIP) • 95063 Transportation System Plan Update — Carryforward of$79,500 from prior year appropriations impacting the Transportation SDC Fund. The project start was delayed because of the bidding and negotiations with consultant took longer than anticipated. In addition, there is a new ask of$48,000 impacting Transportation SDC Fund due to the consultant contract coming in higher than anticipated. • 94044 Tigard Triangle Stormwater Implementation Plan/Predesign— Carryforward of $18,500 from prior year appropriations impacting the Stormwater Fund. IGA with Clean Water Services determines the project schedule. Total Project Cost remains at $180,000. • 97028 Tigard Triangle Parks — CIP 97028 is a Tigard Triangle Capital Improvement Fund project but was duplicated in the City of Tigard CIP project list. This request will eliminate duplicated entries. • 91022 City Hall Remodel— Carryforward of$73,500 from prior year appropriations impacting the General Fund. The construction contract was executed in the middle of May, but the actual construction did not start until June. Unspent dollars need to move to FY 2021 to complete the construction. Total Project Cost remains at $627,000. • 95057 Fanno Creek Trail Alignment Study— Carryforward of$51,615 from prior year appropriations impacting the Parks Capital Fund. Deliverables tied to the grant (a Metro Grant) did not allow for some billings in FY 2020 and require moving funding to FY 2021. In addition, internal costs have increased slightly to allow for proper grant management. Total Project Cost has increased by $15,000 due to additional expenditures which occurred in FY 2020. • 95061 Wall Street / Tech Center Drive Connection — Carryforward of$36,610 from prior year appropriations impacting the Transportation CIP Fund (a Metro RFFA Grant). Total Project Cost remains at $2,169,033. • 92062 Cook Park Softball and Baseball Infield — Increase $30,000 of transfers from Transient Lodging Tax Fund due to the additional permitting requirements for the site required by the Project Manager, which have also resulted in increased permitting fees. • 92034-02 Tigard Street Heritage Plaza Outdoor Museum — Carryforward of$21,000 from prior fiscal year. $10.5K from the Transient Lodging Tax Fund and $10.5K for a National Endowment for the Arts Grant. Final artists work could not be completed before the end of FY 2020. • 95027 Pedestrian and Cyclist Connections Program — Summer 2020 construction of RRFB signals and other crossing improvements at Tiedeman, Grant and Katherine could not be completed in June. Carryforward $130,000 of unspent appropriations from program that were tied only to the Brown Construction Contract for these crossing improvements. Non-Budgetary Impact Items: Central Services Central Services is requesting to increase the Digital Communications Coordinator FTE by .05. The slight FTE increase will be offset by funds that were budgeted for the Latino Festival. The event was scheduled for August but did not happen because of COVID-19. To help offset the loss of outreach the Latino Festival provided, the Digital Communications Coordinator is expanding our digital presence and growing the city's connections in the Latino community. As our social media reach increases by five to ten percent on each platform (Facebook, Instagram, and Twitter), the position is tasked with responding to more comments and responding to direct messages in a timely manner. The position is also responsible for launching `Somos Tigard' a social media page specifically for Spanish speaking members of the community. In just a couple of months, the page has gained 130 members through live chats, videos, and timely information sharing. As we continue to implement our Language Access Plan, this position is translating more documents (i.e: Mayor's Corner, Popular Annual Finance Report, and Tigard CARES information) for every department. Without the additional hours, the city will use a third-party service to translate all city documents. Not only this will be an additional cost to departments, but also, result in a longer turnaround time (five to ten days) in translating documents into Spanish. OTHER ALTERNATIVES Do not approve the FY 2021 First Quarter Budget Supplemental. COUNCIL OR TCDA GOALS, POLICIES, MASTER PLANS DATES OF PREVIOUS CONSIDERATION This is the first time Council has been presented with this information. Fiscal Impact Cost: -$243,115 Budgeted (yes or no): No Where Budgeted (department/program): Multiple Additional Fiscal Notes: The FY 2021 First Quarter Supplemental will decrease the overall budget by $0.2M. The increase in the program expenditure budget is $3.2 million and is largely supported through various Federal and State grants as well as unanticipated beginning fund balances and contingency. This supplemental will increase reserves of the city by $22,000. Please refer to Exhibits A which provides detail on each individual request, Exhibit B which summarize the fiscal impact of all the items of the quarterly supplemental budget by fund, and Exhibit C which outlines the changes to the 6-year Capital Improvement Plan. Attachments FY21 Q1 - Resolution FY21 Q 1 Exhibit A FY21 Q 1 Exhibit B FY21 Q1 Exhibit C FY21 Q 1 Supplemental Summga CITY OF TIGARD, OREGON TIGARD CITY COUNCIL RESOLUTION NO. 20- A RESOLUTION TO ADOPT THE FY 2021 FIRST QUARTER BUDGET SUPPLEMENTAL INCLUDING BUDGET ADJUSTMENTS TO PUBLIC WORKS, POLICY AND ADMINISTRATION, AND COMMUNITY SERVICES. WHEREAS,the city acknowledges those items that were unknown at the time the FY 2021 budget was adopted; and WHEREAS, the city recognizes approximately -$243,115 of unanticipated budget in operations and transfers; and WHEREAS, the decrease in budget is offset by unanticipated fund balance, miscellaneous revenue, reserve for future expenditures,and 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: This resolution is effective immediately upon passage. PASSED: This day of 2020. Mayor-City of Tigard ATTEST: City Recorder-City of Tigard RESOLUTION NO. 20- Page 1 Exhibit A Q1CD01-Washington Square Grant Funds (,Metro Grant from Metro awarded for Washington Square Regional Center(WSRC) Update project. The WSRC Update Project is primarily funded by a Metro 2040 Planning and Development Grant.The city signed an intergovernmental agreement(IGA)with Metro for a$250,000 grant award in November 2019. Metro amended the IGA in July 2020 to include an additional$10,000 in grant funds to support community engagement during COVID-19.As part of the city's grant application,the city pledged$60,000 in matching funds. The matching funds portion is in the form of staff time. In addition,the request includes carryforward from FY20,$17,500. FY 2021 Q1 Revised General Fund Adopted Amendment Q1 Resources Beginning Fund Balance 25,980,423 $ 17,500 $ 25,997,923 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 $ 7,428,909 $ 260,000 $ 7,688,909 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 $ - $ 334,000 Total Resources $ 62,525,160 $ 277,500 $ 62,802,660 Requirements Community Development $ 4,190,174 $ 277,500 $ 4,467,674 Community Services $ 26,624,316 $ - $ 26,624,316 Policy and Administration $ 1,875,705 $ - $ 1,875,705 Public Works $ - $ - $ - Program Expenditures Total $ 32,690,195 $ 277,500 $ 32,967,695 Debt Service $ - $ - $ - Loan to TCDA $ 1,000 $ - $ 1,000 Work-In-Progress $ - $ - $ - Transfers to Other Funds $ 2,673,115 $ - $ 2,673,115 Contingency $ 1,650,000 $ - $ 1,650,000 Total Budget $ 37,014,310 $ 277,500 $ 37,291,810 Reserve For Future Expenditure $ 25,510,850 $ - $ 25,510,850 Total Requirements $ 62,525,160 $ 277,500 $ 62,802,660 Exhibit A Q1CD02-River Terrace Concept Planning Grant Funds River Terrace Concept Planning project is receiving two grant awards from Metro and State Department of Land Conservation and Development(DLCD). -The 2040 grant program from Metro is funded by their region-wide construction excise tax,and support planning work to prepare land for development.The city was awarded $300,000 in 2019 to perform concept planning work in River Terrace West and South.A supplemental $10,000 was provided by Metro in 2020 to cover additional community engagement needs during the COVID-19 public health emergency. -The technical assistance grant from the State Department of Land Conservation and Development(DLCD)is provided to support communities performing housing-related work in response to HB2001 and HB2003.The city was awarded two grants totaling$60,000 in 2020;one in the amount of$42,000 to update its Housing Needs Analysis in conformance with the requirements of H132003,and the other in the amount of$18,000 to perform a Housing Market Analysis to assess supply and demand for the broader range of housing options allowed under Tigard's development code changes of 2018 and the requirements of H62001. FY 2021 Q1 Revised General Fund Adopted Amendment Q1 Resources Beginning Fund Balance $ 25,980,423 $ - $ 25,980,423 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 $ 7,428,909 $ 370,000 $ 7,798,909 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 $ 62,525,160 $ 370,000 $ 62,895,160 Requirements Community Development $ 4,190,174 $ 370,000 $ 4,560,174 Community Services $ 26,624,316 $ - $ 26,624,316 Policy and Administration $ 1,875,705 $ - $ 1,875,705 Public Works $ - $ - $ - Program Expenditures Total $ 32,690,195 $ 370,000 $ 33,060,195 Debt Service $ - $ - $ - Loan to TCDA $ 1,000 $ - $ 1,000 Work-In-Progress $ - $ - $ - Transfers to Other Funds $ 2,673,115 $ - $ 2,673,115 Contingency $ 1,650,000 $ - $ 1,650,000 Total Budget $ 37,014,310 $ 370,000 $ 37,384,310 Reserve For Future Expenditure $ 25,510,850 $ - $ 25,510,850 Total Requirements $ 62,525,160 $ 370,000 $ 62,895,160 Exhibit A Q1CD03 - Carryforward for City Center Futures Project The City Center Futures projects started in February 2020 and was anticipated to be completed in FY 20. Included in these projects are the assist with transit-oriented development; evaluate and plan for the City Center Urban Renewal Plan; and update the Leland downtown redevelopment report. The projects have taken longer and requesting that$71,200 for the contract with Johnson Economics be carried forward to FY21 FY 2021 Q1 Revised General Fund Adopted Amendment Q1 Resources Beginning Fund Balance $ 25,980,423 $ 71,200 $ 26,051,623 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 $ 7,428,909 $ - $ 7,428,909 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 $ 62,525,160 $ 71,200 $ 62,596,360 Requirements Community Development $ 4,190,174 $ 71,200 $ 4,261,374 Community Services $ 26,624,316 $ - $ 26,624,316 Policy and Administration $ 1,875,705 $ - $ 1,875,705 Public Works $ - $ - $ - Program Expenditures Total $ 32,690,195 $ 71,200 $ 32,761,395 Debt Service $ - $ - $ - Loan to TCDA $ 1,000 $ - $ 1,000 Work-In-Progress $ - $ - $ - Transfers to Other Funds $ 2,673,115 $ - $ 2,673,115 Contingency $ 1,650,000 $ - $ 1,650,000 Total Budget $ 37,014,310 $ 71,200 $ 37,085,510 Reserve For Future Expenditure $ 25,510,850 $ - $ 25,510,850 Total Requirements $ 62,525,160 $ 71,200 $ 62,596,360 Exhibit A Q1CD04-Tigard CARES Business Assistance Grants IVa and Ivb Tigard CARES Business Assistance is expanding its services through additional Federal and State grants. This program will be utilizing Community Development Financial Institutions(CDFI's)to deliver a combination of micro-loans, loans,grants and business-advising services. The distribution of these funds has already started. -A grant disbursement from Washington County through Federal CARES act funds to recapitalize a COVID-19 business assistance grant program for$1,631K. -Two allocated grants from the State of Oregon totaling$277.5K of state and federal funding for a COVID-19 business assistance program.Additional $20.1K is added to cover program administration costs, but is not part of the State/Federal grant award. FY 2021 Q1 Revised General Fund Adopted Amendment Q1 Resources Beginning Fund Balance $ 25,980,423 $ - $ 25,980,423 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 $ 7,428,909 $ 1,908,500 $ 9,337,409 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 $ 62,525,160 $ 1,908,500 $ 64,433,660 Requirements Community Development $ 4,190,174 $ 1,928,600 $ 6,118,774 Community Services $ 26,624,316 $ - $ 26,624,316 Policy and Administration $ 1,875,705 $ - $ 1,875,705 Public Works $ - $ - $ - Program Expenditures Total $ 32,690,195 $ 1,928,600 $ 34,618,795 Debt Service $ - $ - $ - Loan to TCDA $ 1,000 $ - $ 1,000 Work-In-Progress $ - $ - $ - Transfers to Other Funds $ 2,673,115 $ - $ 2,673,115 Contingency $ 1,650,000 $ (20,100) $ 1,629,900 Total Budget $ 37,014,310 $ 1,908,500 $ 38,922,810 Reserve For Future Expenditure $ 25,510,850 $ - $ 25,510,850 Total Requirements $ 62,525,160 $ 1,908,500 $ 64,433,660 Exhibit A Q1CM01 - City Manager Recruitment City manager is leaving in November and city council wishes to engage a national recruiting firm. This was an unanticipated expense made necessary for Council to find the next city manager. Existing staff do not have the capacity or expertise to perform a national search. FY 2021 Q1 Revised Central Services Fund Adopted Amendment Q1 Resources Beginning Fund Balance $ 1,996,623 $ - $ 1,996,623 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses&Permits $ - $ - $ - Intergovernmental $ - $ - $ - Charges for Services $ 11,662,196 $ - $ 11,662,196 Fines &Forfeitures $ - $ - $ - Interest Earnings $ - $ - $ - Miscellaneous $ 90,000 $ - $ 90,000 Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 699,752 $ - $ 699,752 Total Resources $ 14,448,571 $ m&7 $ 14,448,571 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ 12,023,748 $ 50,000 $ 12,073,748 Public Works $ - $ - $ - Program Expenditures Total $ 12,023,748 $ 50,000 $ 12,073,748 Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ - $ - $ - Transfers to Other Funds $ - $ - $ - Contingency $ 400,000 $ (50,000) $ 350,000 Total Budget $ 12,423,748 $ - $ 12,423,748 Reserve For Future Expenditure $ 2,024,823 $ - $ 2,024,823 Total Requirements $ 14,448,571 $ - 14,448,571 Exhibit A Q1CM02- Communications consultant for Strategic Plan refresh Consultant services to help guide public outreach to promote the refreshed Strategic Plan.This unanticipated expense is based on the City Council's desire to expand public outreach on the refreshed Strategic Plan and its links to other city goals&initiatives. Current staffing levels do not meet the needs or expertise required. FY 2021 Q1 Revised Central Services Fund Adopted Amendment Q1 Resources Beginning Fund Balance $ 1,996,623 $ - $ 1,996,623 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses &Permits $ - $ - $ - Intergovernmental $ - $ - $ - Charges for Services $ 11,662,196 $ - $ 11,662,196 Fines &Forfeitures $ - $ - $ - Interest Earnings $ - $ - $ - Miscellaneous $ 90,000 $ - $ 90,000 Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 699,752 $ - $ 699,752 Total Resources $ 14,448,571 $ - $ 14,448,571 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ 12,023,748 $ 30,000 $ 12,053,748 Public Works $ - $ - $ - Program Expenditures Total $ 12,023,748 $ 30,000 $ 12,053,748 Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ - $ - $ - Transfers to Other Funds $ - $ - $ - Contingency $ 400,000 $ (30,000) $ 370,000 Total Budget $ 12,423,748 $ - $ 12,423,748 Reserve For Future Expenditure $ 2,024,823 $ - $ 2,024,823 Total Requirements $ 14,448,571 $ - $ 14,448,571 Exhibit A O1CM03- Consulting Services for Multi-Agency SRO Contract Discussion Multi-agency negotiation and discussion about School Resource Officers,future role,etc.This was not part of the approved budget given quickly-moving national events and calls for Police reform and defunding.This partnership between Tigard, Tualatin and School District will produce research and feedback on the public's desire for this program and next steps in implementation. FY 2021 Q1 Revised Central Services Fund Adopted Amendment Q1 Resources Beginning Fund Balance $ 1,996,623 $ - $ 1,996,623 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses &Permits $ - $ - $ - Intergovernmental $ - $ - $ - Charges for Services $ 11,662,196 $ - $ 11,662,196 Fines &Forfeitures $ - $ - $ - Interest Earnings $ - $ - $ - Miscellaneous $ 90,000 $ - $ 90,000 Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 699,752 $ 25,000 $ 724,752 Total Resources $ 14,448,571 $ 25,000 $ 14,473,571 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ 12,023,748 $ 25,000 $ 12,048,748 Public Works $ - $ - $ - Program Expenditures Total $ 12,023,748 $ 25,000 $ 12,048,748 Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ - $ - $ - Transfers to Other Funds $ - $ - $ - Contingency $ 400,000 $ - $ 400,000 Total Budget $ 12,423,748 $ 25,000 $ 12,448,748 Reserve For Future Expenditure $ 2,024,823 $ - $ 2,024,823 Total Requirements $ 14,448,571 $ 25,000 $ 14,473,571 Exhibit A O1CM03-Consulting Services for Multi-Agency SRO Contract Discussion Multi-agency negotiation and discussion about School Resource Officers,future role,etc.This was not part of the approved budget given quickly-moving national events and calls for Police reform and defunding.This partnership between Tigard,Tualatin and School District will produce research and feedback on the public's desire for this program and next steps in implementation. Fund 2 of 2 FY 2021 Q1 Revised General Fund Adopted Amendment Q1 Resources Beginning Fund Balance $ 25,980,423 $ - $ 25,980,423 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 $ 7,428,909 $ - $ 7,428,909 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 $ 62,525,160 $ 62,525,160 Requirements Community Development $ 4,190,174 $ - $ 4,190,174 Community Services $ 26,624,316 $ - $ 26,624,316 Policy and Administration $ 1,875,705 $ - $ 1,875,705 Public Works $ - $ - $ - Program Expenditures Total $ 32,690,195 $ - $ 32,690,195 Debt Service $ - $ - $ - Loan to TCDA $ 1,000 $ - $ 1,000 Work-In-Progress $ - $ - $ - Transfers to Other Funds $ 2,673,115 $ 25,000 $ 2,698,115 Contingency $ 1,650,000 $ (25,000) $ 1,625,000 Total Budget $ 37,014,310 $ - $ 37,014,310 Reserve For Future Expenditure $ 25,510,850 $ - $ 25,510,850 Total Requirements $ 62,525,160 $ - $ 62,525,160 Exhibit A Q1CM04-Public Safety Advisory Board Management Analyst-1.00 FTE Requesting 1.00 FTE in the City Manager's Office.The position, a Management Analyst,would provide additional capacity to help implement several new and existing initiatives,some of which were unanticipated when the FY 2020-2021 budget was prepared. As the city continues to grow and as we work actively to address Council priorities and community needs,the City Manager's Office has remained a lean operation:staffing levels have remained the same though roles and responsibilities have evolved.The additional capacity provided by the Management Analyst would address immediate needs, help with implementation and continued process improvements throughout the city.This request is prorated for 8 months. FY 2021 Q1 Revised Central Services Fund Adopted Amendment Q1 Resources Beginning Fund Balance $ 1,996,623 $ - $ 1,996,623 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses &Permits $ - $ - $ - Intergovernmental $ - $ - $ - Charges for Services $ 11,662,196 $ - $ 11,662,196 Fines &Forfeitures $ - $ - $ - Interest Earnings $ - $ - $ - Miscellaneous $ 90,000 $ - $ 90,000 Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 699,752 $ - $ 699,752 Total Resources $ 14,448,571 $ - $ 14,448,571 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ 12,023,748 $ 77,000 $ 12,100,748 Public Works $ - $ - $ - Program Expenditures Total $ 12,023,748 $ 77,000 $ 12,100,748 Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ - $ - $ - Transfers to Other Funds $ - $ - $ - Contingency $ 400,000 $ (77,000) $ 323,000 Total Budget $ 12,423,748 $ - $ 12,423,748 Reserve For Future Expenditure $ 2,024,823 $ - $ 2,024,823 Total Requirements $ 14,448,571 $ - $ 14,448,571 Exhibit A Q1CM05 - Insurance Premium Increase FY21 Liability insurance premium final cost came in higher than anticipated due to high cost losses. Insurance Premium is calculated in large part based on the expected exposures which change over time.We did not have final costs until May,which was well after budgets closed.With increased liability claim reserves,we are seeing a commensurate increase in the insurance premium.That cost above budgeted is just under$85,000. FY 2021 Q1 Revised Central Services Fund Adopted Amendment Q1 Resources Beginning Fund Balance $ 1,996,623 $ - $ 1,996,623 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses &Permits $ - $ - $ - Intergovernmental $ - $ - $ - Charges for Services $ 11,662,196 $ - $ 11,662,196 Fines &Forfeitures $ - $ - $ - Interest Earnings $ - $ - $ - Miscellaneous $ 90,000 $ - $ 90,000 Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 699,752 $ - $ 699,752 Total Resources $ 14,448,571 $ - $ 14,448,571 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ 12,023,748 $ 85,000 $ 12,108,748 Public Works $ - $ - $ - Program Expenditures Total $ 12,023,748 $ 85,000 $ 12,108,748 Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ - $ - $ - Transfers to Other Funds $ - $ - $ - Contingency $ 400,000 $ (85,000) $ 315,000 Total Budget $ 12,423,748 $ - $ 12,423,748 Reserve For Future Expenditure $ 2,024,823 $ - $ 2,024,823 Total Requirements $ 14,448,571 $ - $ 14,448,571 Exhibit A QlFIS01-Payrollpecialist-Add 1.00 FTE Requesting to increase 1.00 FTE in Financial Operations for a Payroll Specialist in order to appropriately fulfill the needs of payroll. A more common ratio of payroll staff to employees for a local government is one payroll person (1.00 FTE)to 250 employees,given that the city does in-house payroll and the payroll function includes providing many reports and reconciliations related to benefits,taxes, etc. This request is prorated for 8 months. FY 2021 Q1 Revised Central Services Fund Adopted Amendment Q1 Resources Beginning Fund Balance $ 1,996,623 $ - $ 1,996,623 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses &Permits $ - $ - $ - Intergovernmental $ - $ - $ - Charges for Services $ 11,662,196 $ - $ 11,662,196 Fines &Forfeitures $ - $ - $ - Interest Earnings $ - $ - $ - Miscellaneous $ 90,000 $ - $ 90,000 Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 699,752 $ - $ 699,752 Total Resources $ 14,448,571 $ - $ 14,448,571 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ 12,023,748 $ 64,000 $ 12,087,748 Public Works $ - $ - $ - Program Expenditures Total $ 12,023,748 $ 64,000 $ 12,087,748 Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ - $ - $ - Transfers to Other Funds $ - $ - $ - Contingency $ 400,000 $ (64,000) $ 336,000 Total Budget $ 12,423,748 $ - $ 12,423,748 Reserve For Future Expenditure $ 2,024,823 $ - $ 2,024,823 Total Requirements $ 14,448,571 $ - $ 14,448,571 Exhibit A Q1FIS02 - St.Vincent De Paul Additional Contribution Expansion/Extension of the St.Vincent De Paul water customer financial assistance program coordination. FY 2021 Q1 Revised Water Fund Adopted Amendment Q1 Resources Beginning Fund Balance $ 38,694,831 $ - $ 38,694,831 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses&Permits $ 170,000 $ - $ 170,000 Intergovernmental $ - $ - $ - Charges for Services $ 22,738,411 $ - $ 22,738,411 Fines &Forfeitures $ - $ - $ - Interest Earnings $ 500,700 $ - $ 500,700 Miscellaneous $ 50,000 $ - $ 50,000 Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ - $ - $ - Total Resources $ 62,153,942 $ - $ 62,153,942 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ 10,361,223 $ 50,000 $ 10,411,223 Program Expenditures Total $ 10,361,223 $ 50,000 $ 10,411,223 Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ - $ - $ - Transfers to Other Funds $ 23,067,947 $ - $ 23,067,947 Contingency $ 475,000 $ (50,000) $ 425,000 Total Budget $ 33,904,170 $ - $ 33,904,170 Reserve For Future Expenditure $ 28,249,772 $ -- $ 28,249,772 Total Requirements $ 62,153,942 $ $ 62,153,942 Exhibit A Q1FIS03 - Indirect Cost Allocation Adjustments Various budget correction entries for indirect cost allocations,primary one being the reclass of UB cost allocation to Street Maintanace Fund from Street Maintenance Division in Gas Tax Fund. Fund 1 of 3 FY 2021 Q1 Revised Gas Tax Fund Adopted Amendment Q1 Resources Beginning Fund Balance $ 2,577,010 $ - $ 2,577,010 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses&Permits $ 65,965 $ - $ 65,965 Intergovernmental $ 4,915,000 $ - $ 4,915,000 Charges for Services $ - $ - $ - Fines&Forfeitures $ - $ - $ - Interest Earnings $ 82,400 $ - $ 82,400 Miscellaneous $ 62,818 $ - $ 62,818 Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 226,000 $ - $ 226,000 Total Resources $ 7,929,193 $ - $ 7,929,193 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ 3,576,621 $ (150,067) $ 3,426,554 Program Expenditures Total $ 3,576,621 $ (150,067) $ 3,426,554 Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ - $ - $ - Transfers to Other Funds $ 1,196,946 $ - $ 1,196,946 Contingency $ 200,000 $ - $ 200,000 Total Budget $ 4,973,567 $ (150,067) $ 4,823,500 Reserve For Future Expenditure $ 2,955,626 $ 150,067 $ 3,105,693 Total Requirements $ 7,929,193 $ - $ 7,929,193 Exhibit A Q1FIS03 - Indirect Cost Allocation Adjustments Various budget correction entries for indirect cost allocations, primary one being the reclass of UB cost allocation to Street Maintanace Fund from Street Maintenance Division in Gas Tax Fund. FY 2021 Q1 Revised Street Maintenance Fund Adopted Amendment Q1 Resources Beginning Fund Balance $ 2,243,376 $ - $ 2,243,376 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses&Permits $ 3,109,600 $ - $ 3,109,600 Intergovernmental $ - $ - $ - Charges for Services $ - $ - $ - Fines&Forfeitures $ - $ - $ - Interest Earnings $ 30,100 $ - $ 30,100 Miscellaneous $ - $ - $ - Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ - $ - $ - Total Resources $ 5,383,076 $ - $ 5,383,076 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ - $ - $ - Program Expenditures Total $ - $ - $ - Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ 2,740,000 $ - $ 2,740,000 Transfers to Other Funds $ 235,230 $ 150,067 $ 385,297 Contingency $ 100,000 $ (100,000) $ - Total Budget $ 3,075,230 $ 50,067 $ 3,125,297 Reserve For Future Expenditure $ 2,307,846 $ (50,067) $ 2,257,779 Total Requirements $ 5,383,076 $ - $ 5,383,076 Exhibit A Q1FIS03-Indirect Cost Allocation Adjustments Various budget correction entries for indirect cost allocations,primary one being the reclass of UB cost allocation to Street Maintanace Fund from Street Maintenance Division in Gas Tax Fund. Fund 3 of 3 FY 2021 Q1 Revised Central Services Fund Adopted Amendment Q1 Resources Beginning Fund Balance $ 1,996,623 $ - $ 1,996,623 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses&Permits $ - $ - $ - Intergovernmental $ - $ - $ - Charges for Services $ 11,662,196 $ (150,067) $ 11,512,129 Fines&Forfeitures $ - $ - $ - Interest Earnings $ - $ - $ - N iscellaneous $ 90,000 $ - $ 90,000 Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 699,752 $ 150,067 $ 849,819 now Total Resources $ 14,448,571 $ 14,448,571 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ 12,023,748 $ - $ 12,023,748 Public Works $ - $ - $ - Program Expenditures Total $ 12,023,748 $ - $ 12,023,748 Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ - $ - $ - Transfers to Other Funds $ - $ - $ - Contingency $ 400,000 $ - $ 400,000 Total Budget $ 12,423,748 $ - $ 12,423,748 Reserve For Future Expenditure $ 2,024,823 $ - $ 2,024,823 Total Requirements $ 14,448,571 $ $ 14,448,571 Exhibit A Q1PD01 -Police Equipment Carryforward of Forfeiture Fund purchases ordered in FY 2020 but not received by June 30, 2020. • Treasury-$15,000. Police equipment purchases • Justice-$11,000. Night vision binoculars for TNT officer. • Local -$1,150. Office Furnitures. FY 2021 Q1 Revised Criminal Forfeiture Fund Adopted Amendment Q1 Resources Beginning Fund Balance $ 185,156 $ 27,150 $ 212,306 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses&Permits $ - $ - $ - Intergovernmental $ - $ - $ - Charges for Services $ - $ - $ - Fines &Forfeitures $ 101,371 $ - $ 101,371 Interest Earnings $ - $ - $ - X scellaneous $ - $ - $ - Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ - $ - $ - Total Resources $ 286,527 $ 27,150 $ 313,677 Requirements Community Development $ - $ - $ - Community Services $ 277,246 $ 27,150 $ 304,396 Policy and Administration $ - $ - $ - Public Works $ - $ - $ - Program Expenditures Total $ 277,246 $ 27,150 $ 304,396 Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ - $ - $ - Transfers to Other Funds $ 15 $ - $ 15 Contingency $ - $ - $ - Total Budget $ 277,261 $ 27,150 $ 304,411 Reserve For Future Expenditure $ 9,266 $ - $ 9,266 Total Requirements $ 286,527 $ 27,150 $ 313,677 Exhibit A Q1PD02-Parking lot securityupgrades The Police Department, in collaboration with Facilities, is in the process of scoping out security upgrades to the Police parking lot.The current parking lot is not secure. It is partially enclosed with a chain-link fence across the north and east borders but is open along the west and south.This configuration allows the public easy access to patrol vehicles as well as Police staff and personal vehicles. Based on the recommendations from the CIS parking lot security assessment and sensitive criminal justice data security concerns raised by the CJIS audit,the preliminary scope includes installing fencing and automatic gates on the west side and south of the parking lot to enclose city property from the Fanno Creek trail system.The gates will have sensors to allow Police vehicles to'auto'open the gates. The scope also includes a secure personnel door and access panel.The existing and new fencing will have privacy slats installed. FY 2021 Q1 Revised General Fund Adopted Amendment Q1 Resources Beginning Fund Balance $ 25,980,423 $ - $ 25,980,423 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 $ 7,428,909 $ - $ 7,428,909 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 $ 62,525,160 $ - $ 62,525,160 Requirements Community Development $ 4,190,174 $ - $ 4,190,174 Community Services $ 26,624,316 $ 170,000 $ 26,794,316 Policy and Administration $ 1,875,705 $ - $ 1,875,705 Public Works $ - $ - $ - Program Expenditures Total $ 32,690,195 $ 170,000 $ 32,860,195 Debt Service $ - $ - $ - Loan to TCDA $ 1,000 $ - $ 1,000 Work-In-Progress $ - $ - $ - Transfers to Other Funds $ 2,673,115 $ - $ 2,673,115 Contingency $ 1,650,000 $ (170,000) $ 1,480,000 Total Budget $ 37,014,310 $ - $ 37,014,310 Reserve For Future Expenditure $ 25,510,850 $ - $ 25,510,850 Total Requirements $ 62,525,160 $ - $ 62,525,160 Exhibit A Q1PD03 - Police Vehicle outfitting As per Fleet,three (3) of the police vehicles purchased in FY 2019-20 were received so late in the fiscal year that they could not be scheduled for vehicle outfitting until August 2020. Outfitting includes the installation and labor for items such as wiring for a police radio, light bar, PIT bar, and secure custody area. Funding is not available in the current fiscal year for these installations; we request carryforward funds from the prior year to cover the estimated costs. FY 2021 Q1 Revised General Fund Adopted Amendment Q1 Resources Beginning Fund Balance $ 25,980,423 $ 12,000 $ 25,992,423 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 $ 7,428,909 $ - $ 7,428,909 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 $ 62,525,160 $ 12,000 $ 62,537,160 Requirements Community Development $ 4,190,174 $ - $ 4,190,174 Community Services $ 26,624,316 $ 12,000 $ 26,636,316 Policy and Administration $ 1,875,705 $ - $ 1,875,705 Public Works $ - $ - $ - Program Expenditures Total $ 32,690,195 $ 12,000 $ 32,702,195 Debt Service $ - $ - $ - Loan to TCDA $ 1,000 $ - $ 1,000 Work-In-Progress $ - $ - $ - Transfers to Other Funds $ 2,673,115 $ - $ 2,673,115 Contingency $ 1,650,000 $ - $ 1,650,000 Total Budget $ 37,014,310 $ 12,000 $ 37,026,310 Reserve For Future Expenditure $ 25,510,850 $ - $ 25,510,850 Total Requirements $ 62,525,160 $ 12,000 $ 62,537,160 Exhibit A Q1PW01 - Hi-Tor Generator Roll Over The city needs to replace the generator at Hi-Tor Reservoir as the current one is old and finding parts has become very difficult. The work was planned to be completed last fiscal year but delays in getting the replacement generator, due to the plant closures for some period of time, has caused the need for this carryforward. FY 2021 Q1 Revised Water Fund Adopted Amendment Q1 Resources Beginning Fund Balance $ 38,694,831 $ 68,310 $ 38,763,141 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses&Permits $ 170,000 $ - $ 170,000 Intergovernmental $ - $ - $ - Charges for Services $ 22,738,411 $ - $ 22,738,411 Fines &Forfeitures $ - $ - $ - Interest Earnings $ 500,700 $ - $ 500,700 Miscellaneous $ 50,000 $ - $ 50,000 Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ - $ - $ - Total Resources $ 62,153,942 $ 68,310 $ 62,222,252 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ 10,361,223 $ 68,310 $ 10,429,533 Program Expenditures Total $ 10,361,223 $ 68,310 $ 10,429,533 Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ - $ - $ - Transfers to Other Funds $ 23,067,947 $ - $ 23,067,947 Contingency $ 475,000 $ - $ 475,000 Total Budget $ 33,904,170 $ 68,310 $ 33,972,480 Reserve For Future Expenditure $ 28,249,772 $ - $ 28,249,772 Total Requirements $ 62,153,942 $ 68,310 $ 62,222,252 Exhibit A Q1PW02- Right-of-Way Mowing-Additional Locations Added to the Contract Additional right-of-way mowing locations were added to the city's previous contract for the service. This action, combined with a contract amendment will make the service whole. FY 2021 Q1 Revised Gas Tax Fund Adopted Amendment Q1 Resources Beginning Fund Balance $ 2,577,010 $ - $ 2,577,010 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses&Permits $ 65,965 $ - $ 65,965 Intergovernmental $ 4,915,000 $ - $ 4,915,000 Charges for Services $ - $ - $ - Fines &Forfeitures $ - $ - $ - Interest Earnings $ 82,400 $ - $ 82,400 Miscellaneous $ 62,818 $ - $ 62,818 Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 226,000 $ - $ 226,000 Total Resources $ 7,929,193 $ - $ 7,929,193 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ 3,576,621 $ 25,000 $ 3,601,621 Program Expenditures Total $ 3,576,621 $ 25,000 $ 3,601,621 Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ - $ - $ - Transfers to Other Funds $ 1,196,946 $ - $ 1,196,946 Contingency $ 200,000 $ (25,000) $ 175,000 Total Budget $ 4,973,567 $ - $ 4,973,567 Reserve For Future Expenditure $ 2,955,626 $ - $ 2,955,626 Total Requirements $ 7,929,193 $ - 7,929,193 Exhibit A Q1PW03 - CIP - 95063 Transportation System Plan Update Carryforward of$79,500 from prior year appropriations impacting the Transportation SDC Fund.The project was funded by Gas Tax Fund initially, but has been moved to Transportation SDC.The project start was delayed because of the bidding and negotiations with consultant took longer than anticipated. In addition to the carryforward,there is a new ask of$48,000 impacting Transportation SDC Fund.This was due to the consultant contract coming in higher than anticipated and a portion of the project going toward the Hall Boulevard Jurisdictional Transfer Study, which was outside of the original project scope. Fund 1 of 2 FY 2021 Q1 Revised Transportation SDC Fund Adopted Amendment Q1 Resources Beginning Fund Balance $ 8,225,538 $ 79,500 $ 8,305,038 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses &Permits $ 701,855 $ - $ 701,855 Intergovernmental $ - $ - $ - Charges for Services $ - $ - $ - Fines & Forfeitures $ - $ - $ - Interest Earnings $ 144,000 $ - $ 144,000 Miscellaneous $ - $ - $ - Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ - $ - $ - Total Resources $ 9,071,393 $ 79,500 $ 9,150,893 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ - $ - $ - Program Expenditures Total $ - $ - $ - Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ - $ - $ - Transfers to Other Funds $ 3,428,362 $ 127,500 $ 3,555,862 Contingency $ - $ - $ - Total Budget $ 3,428,362 $ 127,500 $ 3,555,862 Reserve For Future Expenditure $ 5,643,031 $ (48,000) $ 5,595,031 Total Requirements $ 9,071,393 $ 79,500 $ 9,150,893 Exhibit A Q1PW03 - CIP - 95063 Transportation System Plan Update Carryforward of$79,500 from prior year appropriations impacting the Transportation SDC Fund.The project was funded by Gas Tax Fund initially, but has been moved to Transportation SDC.The project start was delayed because of the bidding and negotiations with consultant took longer than anticipated. In addition to the carryforward, there is a new ask of$48,000 impacting Transportation SDC Fund.This was due to the consultant contract coming in higher than anticipated and a portion of the project going toward the Hall Boulevard Jurisdictional Transfer Study, which was outside of the original project scope. Fund 2 of 2 FY 2021 Q1 Revised Transportation CIP Fund Adopted Amendment Q1 Resources Beginning Fund Balance $ 923,402 $ - $ 923,402 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses &Permits $ - $ - $ - Intergovernmental $ 4,253,533 $ - $ 4,253,533 Charges for Services $ - $ - $ - Fines & Forfeitures $ - $ - $ - Interest Earnings $ - $ - $ - N iscellaneous $ - $ - $ - Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 45827,500 $ 127,500 $ 45955,000 Total Resources $ 10,004,435 $ 127,500 $ 10,131,935 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ - $ - $ - Program Expenditures Total $ - $ - $ - Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ 95081,033 $ 127,500 $ 95208,533 Transfers to Other Funds $ - $ - $ - Contingency $ - $ - $ - Total Budget $ 9,081,033 $ 127,500 $ 9,208,533 Reserve For Future Expenditure $ 923,402 $ - $ 923,402 Total Requirements $ 10,004,435 $ 127,500 $ 10,131,935 Exhibit A Q1PW04 CIP - 94044 Tigard Triangle Stormwater Implementation Plan/Predesign Carryforward of$18,500 from prior year appropriations impacting the Stormwater Fund. IGA with Clean Water Services determines the project schedule. Total Project Cost remains at$180,000. FY 2021 Q1 Revised Stormwater Fund Adopted Amendment Q1 Resources Beginning Fund Balance 7,252,546 $ 18,500 $ L 7,271,046 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses&Permits $ - $ - $ - Intergovernmental $ - $ - $ - Charges for Services $ 4,044,297 $ - $ 4,044,297 Fines &Forfeitures $ - $ - $ - Interest Earnings $ 139,900 $ - $ 139,900 Miscellaneous $ 5,000 $ - $ 5,000 Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 601,000 $ - $ 601,000 Total Resources $ 12,042,743 $ 18,500 $ 12,061,243 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ 3,509,897 $ - $ 3,509,897 Program Expenditures Total $ 3,509,897 $ - $ 3,509,897 Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ 2,269,500 $ 18,500 $ 2,288,000 Transfers to Other Funds $ 442,866 $ - $ 442,866 Contingency $ 225,000 $ - $ 225,000 Total Budget $ 6,447,263 $ 18,500 $ 6,465,763 Reserve For Future Expenditure $ 5,595,480 $ - $ 5,595,480 Total Requirements $ 12,042,743 $ 18,500 $ 12,061,243 Exhibit A Q1PW05 CIP - 97028 Tigard Triangle Parks CIP 97028 is a Tigard Triangle Capital Improvement Fund project but was duplicated in the City of Tigard CIP project list. This request will eliminate duplicated entries. FY 2021 Q1 Revised Parks Capital Fund Adopted Amendment Q1 Resources Beginning Fund Balance $ 432,919 $ - $ 432,919 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses&Permits $ - $ - $ - Intergovernmental $ 350,000 $ - $ 350,000 Charges for Services $ - $ - $ - Fines &Forfeitures $ - $ - $ - Interest Earnings $ - $ - $ - Miscellaneous $ - $ - $ - Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 10,004,000 $ (3,800,000) $ 6,204,000 Total Resources $ 10,786,919 $ (3,800,000) $ 6,986,919 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ - $ - $ - Program Expenditures Total $ - $ - $ - Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ 10,354,000 $ (3,800,000) $ 6,554,000 Transfers to Other Funds $ - $ - $ - Contingency $ - $ - $ - Total Budget $ 10,354,000 $ (3,800,000) $ 6,554,000 Reserve For Future Expenditure $ 432,919 $ - $ 432,919 Total Requirements $ 10,786,919 $ (3,800,000) $ 6,986,919 Exhibit A Q1PW06 CIP - 91022 City Hall Remodel Carryforward of$73,500 from prior year appropriations impacting the General Fund.The construction contract was executed in the middle of May but the actual construction did not start until June. Unspent dollars need to move to FY2021 to complete the construction.Total Project Cost remains at$627,000. Fund 1 of 2 FY 2021 Q1 Revised General Fund Adopted Amendment Q1 Resources Beginning Fund Balance $ 25,980,423 $ 73,500 $ 26,053,923 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 $ 7,428,909 $ - $ 7,428,909 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 $ 62,525,160 $ 73,500 $ 62,598,660 Requirements Community Development $ 4,190,174 $ - $ 4,190,174 Community Services $ 26,624,316 $ - $ 26,624,316 Policy and Administration $ 1,875,705 $ - $ 1,875,705 Public Works $ - $ - $ - Program Expenditures Total $ 32,690,195 $ - $ 32,690,195 Debt Service $ - $ - $ - Loan to TCDA $ 1,000 $ - $ 1,000 Work-In-Progress $ - $ - $ - Transfers to Other Funds $ 2,673,115 $ 73,500 $ 2,746,615 Contingency $ 1,650,000 $ - $ 1,650,000 Total Budget $ 37,014,310 $ 73,500 $ 37,087,810 Reserve For Future Expenditure $ 25,510,850 $ - $ 25,510,850 Total Requirements $ 62,525,160 $ 73,500 $ 62,598,660 Exhibit A Q1PW06 CIP - 91022 City Hall Remodel Carryforward of$73,500 from prior year appropriations impacting the General Fund.The construction contract was executed in the middle of May but the actual construction did not start until June. Unspent dollars need to move to FY2021 to complete the construction.Total Project Cost remains at$627,000. Fund 2 of 2 FY 2021 Q1 Revised Facilities Capital Projects Fund Adopted Amendment Q1 Resources Beginning Fund Balance $ 336,071 $- - $ 336,071 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses &Permits $ - $ - $ - Intergovernmental $ - $ - $ - Charges for Services $ - $ - $ - Fines &Forfeitures $ - $ - $ - Interest Earnings $ 18,900 $ - $ 18,900 Miscellaneous $ - $ - $ - Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 7,983,000 $ 73,500 $ 8,056,500 Total Resources $ 8,337,971 73,500 $ 8,411,471 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ - $ - $ - Program Expenditures Total $ - $ - $ - Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ 75883,000 $ 73,500 $ 7,956,500 Transfers to Other Funds $ 42 $ - $ 42 Contingency $ 50,000 $ - $ 50,000 Total Budget $ 7,933,042 $ 73,500 $ 8,006,542 Reserve For Future Expenditure $ 404,929 $ - $ 404,929 Total Requirements $ 8,337,971 $ 73,500 $ 8,411,471 Exhibit A Q1PW07 CIP-95057 Fanno Creek Trail Alignment Study Bonita Road to Tualatin River) Carryforward of$51,615 from prior year appropriations impacting the Parks Capital Fund. Deliverables tied to the grant(a Metro Grant)did not allow for some billings in FY2020 and require moving funding to FY2021. In addition, internals have increased slightly to allow for proper grant management.Total Project Cost has increased by$15,000 due to additional expenditures occurred in FY2020. FY 2021 Q1 Revised Transportation CIP Fund Adopted Amendment Q1 Resources Beginning Fund Balance $ 923,402 $ - $ 923,402 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses &Permits $ - $ - $ - Intergovernmental $ 4,253,533 $ 66,615 $ 4,320,148 Charges for Services $ - $ - $ - Fines &Forfeitures $ - $ - $ - Interest Earnings $ - $ - $ - Miscellaneous $ - $ - $ - Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 4,827,500 $ - $ 4,827,500 Total Resources $ 10,004,435 $ 66,615 $ 10,071,050 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ - $ - $ - Program Expenditures Total $ - $ - $ - Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ 9,081,033 $ 66,615 $ 9,147,648 Transfers to Other Funds $ - $ - $ - Contingency $ - $ - $ - Total Budget $ 9,081,033 $ 66,615 $ 9,147,648 Reserve For Future Expenditure $ 923,402 $ - $ 923,402 Total Requirements $ 10,004,435 $ 66,615 $ 10,071,050 Exhibit A Q1PW08 CIP - 95061 Wall Street / Tech Center Drive Connection Carryforward of$36,610 from prior year appropriations impacting the Transportation CIP Fund (a Metro RFFA Grant). Total Project Cost remains at$2,169,033. FY 2021 Q1 Revised Transportation CIP Fund Adopted Amendment Q1 Resources Beginning Fund Balance 923,402 $ - 923,402 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses&Permits $ - $ - $ - Intergovernmental $ 4,253,533 $ 36,610 $ 4,290,143 Charges for Services $ - $ - $ - Fines &Forfeitures $ - $ - $ - Interest Earnings $ - $ - $ - N iscellaneous $ - $ - $ - Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 4,827,500 $ - $ 4,827,500 Total Resources $ 10,004,435 $ 36,610 $ 10,041,045 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ - $ - $ - Program Expenditures Total $ - $ - $ - Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ 9,081,033 $ 36,610 $ 9,117,643 Transfers to Other Funds $ - $ - $ - Contingency $ - $ - $ - Total Budget $ 9,081,033 $ 36,610 $ 9,117,643 Reserve For Future Expenditure $ 923,402 $ - $ 923,402 Total Requirements $ 10,004,435 $ 36,610 $ 10,041,045 Exhibit A Q1PW09 - CIP - 92062 Cook Park Softball and Baseball Infield Increase $30,000 of transfers from Transient Lodging Tax Fund due to the additional permitting requirements for the site required by the Project Manager, which have also resulted in increased permitting fees. Fund 1 of 2 FY 2021 Q1 Revised Transient Lodging Tax Fund Adopted Amendment Q1 Resources Beginning Fund Balance $ 929,327 $ - $ 929,327 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses &Permits $ - $ - $ - Intergovernmental $ 565,000 $ - $ 565,000 Charges for Services $ - $ - $ - Fines &Forfeitures $ - $ - $ - Interest Earnings $ 4,800 $ - $ 4,800 Miscellaneous $ - $ - $ - Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ - $ - $ - Total Resources $ 1,499,127 $ 1,499,127 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ - $ - $ - Program Expenditures Total $ - $ - $ - Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ - $ - $ - Transfers to Other Funds $ 662,602 $ 30,000 $ 692,602 Contingency $ - $ - $ - Total Budget $ 662,602 $ 30,000 $ 692,602 Reserve For Future Expenditure $ 836,525 $ (30,000) $ 806,525 Total Requirements $ 1,499,127 $ - $ 1,499,127 Exhibit A Q1PW09 - CIP - 92062 Cook Park Softball and Baseball Infield Increase $30,000 of transfers from Transient Lodging Tax Fund due to the additional permitting requirements for the site required by the Project Manager, which have also resulted in increased permitting fees. Fund 2 of 2 FY 2021 Q1 Revised Parks Capital Fund Adopted Amendment Q1 Resources Beginning Fund Balance $ 432,919 $ - $ 432,919 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses &Permits $ - $ - $ - Intergovernmental $ 350,000 $ - $ 350,000 Charges for Services $ - $ - $ - Fines &Forfeitures $ - $ - $ - Interest Earnings $ - $ - $ - Miscellaneous $ - $ - $ - Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 10,004,000 $ 30,000 $ 10,034,000 Total Resources $ 10,786,919 $ 30,000 $ 10,816,919 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ - $ - $ - Program Expenditures Total $ - $ - $ - Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ 105354,000 $ 30,000 $ 10,384,000 Transfers to Other Funds $ - $ - $ - Contingency $ - $ - $ - Total Budget $ 10,354,000 $ 30,000 $ 10,384,000 Reserve For Future Expenditure $ 432,919 $ - $ 432,919 Total Requirements $ 10,786,919 $ 30,000 $ 10,816,919 Exhibit A Q1PW10 CIP - 92034-02 Tigard Street Heritage Plaza Outdoor Museum Carryforward of$21,000 from prior fiscal year. $10.5K from the Transient Lodging Tax Fund and $10.5K for a National Endowment for the Arts Grant. Final artists work could not be completed before the end of FY2020. Fund 1 of 2 FY 2021 Q1 Revised Transient Lodging Tax Fund Adopted Amendment Q1 Resources Beginning Fund Balance $ 929,327 $ 10,500 $ 939,827 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses &Permits $ - $ - $ - Intergovernmental $ 565,000 $ - $ 565,000 Charges for Services $ - $ - $ - Fines &Forfeitures $ - $ - $ - Interest Earnings $ 4,800 $ - $ 4,800 Miscellaneous $ - $ - $ - Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ - $ - $ - Total Resources $ 1,499,127 $ 10,500 $ 1,509,627 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ - $ - $ - Program Expenditures Total $ - $ - $ - Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ - $ - $ - Transfers to Other Funds $ 662,602 $ 10,500 $ 673,102 Contingency $ - $ - $ - Total Budget $ 662,602 $ 10,500 $ 673,102 Reserve For Future Expenditure $ 836,525 $ - $ 836,525 Total Requirements $ 1,499,127 $ 10,500 $ 1,509,627 Exhibit A Q1PW10 CIP - 92034-02 Tigard Street Heritage Plaza Outdoor Museum Carryforward of$21,000 from prior fiscal year. $10.5K from the Transient Lodging Tax Fund and $10.5K for a National Endowment for the Arts Grant. Final artists work could not be completed before the end of FY2020. Fund 2 of 2 FY 2021 Q1 Revised Parks Capital Fund Adopted Amendment Q1 Resources Beginning Fund Balance $ 432,919 $ - $ 432,919 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses &Permits $ - $ - $ - Intergovernmental $ 350,000 $ 10,500 $ 360,500 Charges for Services $ - $ - $ - Fines &Forfeitures $ - $ - $ - Interest Earnings $ - $ - $ - N iscellaneous $ - $ - $ - Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 10,004,000 $ 10,500 $ 10,014,500 Total Resources $ 10,786,919 $ 21,000 $ 10,807,919 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ - $ - $ - Program Expenditures Total $ - $ - $ - Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ 101354,000 $ 21,000 $ 10,375,000 Transfers to Other Funds $ - $ - $ - Contingency $ - $ - $ - Total Budget $ 10,354,000 $ 21,000 $ 10,375,000 Reserve For Future Expenditure $ 432,919 $ - $ 432,919 Total Requirements $ 10,786,919 $ 21,000 $ 10,807,919 Exhibit A Q1PW11 CIP - 95027 Pedestrian and Cyclist Connections Program Summer 2020 construction of RRFB signals and other crossing improvements at Tiedeman, Grant and Katherine could not be completed in June. Carryforward $130,000 of unspent appropriations from program that were tied only to the Brown Construction Contract for these crossing improvements. Fund 1 of 2 FY 2021 Q1 Revised Gas Tax Fund Adopted Amendment Q1 Resources Beginning Fund Balance $ 2,577,010 $ 130,000 $ 2,707,010 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses &Permits $ 65,965 $ - $ 65,965 Intergovernmental $ 4,915,000 $ - $ 4,915,000 Charges for Services $ - $ - $ - Fines &Forfeitures $ - $ - $ - Interest Earnings $ 82,400 $ - $ 82,400 Miscellaneous $ 62,818 $ - $ 62,818 Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 226,000 $ - $ 226,000 Total Resources $ 7,929,193 $ 130,000 $ 8,059,193 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ 3,576,621 $ - $ 3,576,621 Program Expenditures Total $ 3,576,621 $ - $ 3,576,621 Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ - $ - $ - Transfers to Other Funds $ 1,196,946 $ 130,000 $ 1,326,946 Contingency $ 200,000 $ - $ 200,000 Total Budget $ 4,973,567 $ 130,000 $ 5,103,567 Reserve For Future Expenditure $ 2,955,626 $ - $ 2,955,626 Total Requirements $ 7,929,193 $ 130,000 $ 8,059,193 Exhibit A Q1PW11 CIP - 95027 Pedestrian and Cyclist Connections Program Summer 2020 construction of RRFB signals and other crossing improvements at Tiedeman, Grant and Katherine could not be completed in June. Carryforward $130,000 of unspent appropriations from program that were tied only to the Brown Construction Contract for these crossing improvements. Fund 2 of 2 FY 2021 Q1 Revised Transportation CIP Fund Adopted Amendment Q1 Resources Beginning Fund Balance $ 923,402 $ - $ 923,402 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses & Permits $ - $ - $ - Intergovernmental $ 4,253,533 $ - $ 4,253,533 Charges for Services $ - $ - $ - Fines & Forfeitures $ - $ - $ - Interest Earnings $ - $ - $ - Miscellaneous $ - $ - $ - Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 4,827,500 $ 130,000 $ 4,957,500 Total Resources $ 10,004,435 $ 130,000 $ 10,134,435 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ - $ - $ - Program Expenditures Total $ - $ - $ - Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ 9,081,033 $ 130,000 $ 9,211,033 Transfers to Other Funds $ - $ - $ - Contingency $ - $ - $ - Total Budget $ 9,081,033 $ 130,000 $ 9,211,033 Reserve For Future Expenditure $ 923,402 $ - $ 923,402 Total Requirements $ 101004,435 $ 130,000 $ 10,134,435 Exhibit B Total All Funds FY 2021 Q1 Revised Total All Funds Adopted Budget Amendment Q1 Resources Beginning Fund Balance 164,457,239 $ 508,160 $ 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 $ 18,994,915 $ 2,652,225 $ 21,647,140 Charges for Services $ 51,140,819 $ (150,067) $ 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 $ 47,797,613 $ (3,253,433) $ 44,544,180 Total Resources 6,656,613 $ (243,115) $ 336,413,498 Requirements Community Development $ 6,880,179 $ 2,647,300 $ 9,527,479 Community Services $ 29,087,521 $ 209,150 $ 29,296,671 Policy and Administration $ 17,153,810 $ 331,000 $ 17,484,810 Public Works $ 31,260,924 $ (6,757) $ 31,254,167 Program Expenditures Total $ 84,382,434 $ 3,180,693 $ 87,563,127 Debt Service $ 11,221,000 $ - $ 11,221,000 Loan to TCDA $ 1,000 $ - $ 1,000 Work-In-Progress $ 44,274,533 $ (3,296,275) $ 40,978,258 Transfers to Other Funds $ 45,997,613 $ 521,567 $ 46,519,180 Contingency $ 4,000,000 $ (671,100) $ 3,328,900 Total Budget $ 189,876,580 $ (265,115) $ 189,611,465 Reserve For Future Expenditure $ 146,780,033 $ 22,000 $ 146,802,033 Total Requirements $ 336,656,613 $ (243,115) $ 336,413,498 Exhibit B General Fund FY 2021 Revised General Fund Adopted Budget Q1CD01 Q1CD02 Q1CD03 Q1CD04 Q1PD02 Q1PD03 Q1PW06 Q1 Resources Beginning Fund Balance $ 25,980,423 $ 17,500 $ - $ 71,200 $ - $ - $ 12,000 $ 73,500 $ 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 $ 7,428,909 $ 260,000 $ 370,000 $ - $ 1,908,500 $ - $ - $ - $ 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 $ 62,525,160 $ 277,500 $ 370,000 $ 71,200 $ 1,908,500 $ - $ 12,000 $ 73,500 $ 65,237,860 Requirements Community Development $ 4,190,174 $ 277,500 $ 370,000 $ 71,200 $ 1,928,600 $ - $ - $ - $ 6,837,474 Community Services $ 26,624,316 $ - $ - $ - $ - $ 170,000 $ 12,000 $ - $ 26,806,316 Policy and Administration $ 1,875,705 $ - $ - $ - $ - $ - $ - $ - $ 1,875,705 Public Works $ - $ - $ - $ - $ - $ - $ - $ - $ - Program Expenditures Total $ 32,690,195 $ 277,500 $ 370,000 $ 71,200 $ 1,928,600 $ 170,000 $ 12,000 $ - $ 35,519,495 Debt Service $ - $ - $ - $ - $ - $ - $ - $ - $ - Loan to TCDA $ 1,000 $ - $ - $ - $ - $ - $ - $ - $ 1,000 Work-In-Progress $ - $ - $ - $ - $ - $ - $ - $ - $ - Transfers to Other Funds $ 2,673,115 $ - $ - $ - $ - $ - $ - $ 73,500 $ 2,746,615 Contingency $ 1,650,000 $ - $ - $ - $ (20,100) $ (170,000) $ - $ - $ 1,459,900 Total Budget $ 37,014,310 $ 277,500 $ 370,000 $ 71,200 $ 1,908,500 $ - $ 12,000 $ 73,500 $ 39,727,010 Reserve For Future Expenditure $ 25,510,850 $ - $ - $ - $ - $ - $ - $ - $ 25,510,850 Total Requirements $ 62,525,160 $ 277,500 $ 370,000 $ 71,200 $ 1,908,500 $ - $ 12,000 $ 73,500 $ 65,237,860 Exhibit B Gas Tax Fund FY 2021 Revised Gas Tax Fund Adopted Budget Q1FIS03 Q1PW02 Q1PW11 Q1 Resources Beginning Fund Balance $ 2,577,010 $ - $ - $ 130,000 $ 2,707,010 Property Taxes $ - $ - $ - $ - $ - Franchise Fees $ - $ - $ - $ - $ Special Assessments $ - $ - $ - $ - $ - Licenses&Permits $ 65,965 $ - $ - $ - $ 65,965 Intergovernmental $ 4,915,000 $ - $ - $ - $ 4,915,000 Charges for Services $ - $ - $ - $ - $ - Fines&Forfeitures $ - $ - $ - $ - $ - Interest Earnings $ 82,400 $ - $ - $ - $ 82,400 Miscellaneous $ 62,818 $ - $ - $ - $ 62,818 Other Financing Sources $ - $ - $ - $ $ - Transfers In from Other Funds $ 226,000 $ - $ - $ $ 226,000 Total Resources $ 7,929,193 $ - $ - $ 130,000 $ 8,059,193 Requirements Community Development $ - $ - $ - $ - $ - Community Services $ - $ - $ - $ - $ - Policy and Administration $ - $ - $ - $ - $ - Public Works $ 3,576,621 $ (150,067) $ 25,000 $ - $ 3,451,554 Program Expenditures Total $ 3,576,621 $ (150,067) $ 25,000 $ - $ 3,451,554 Debt Service $ - $ - $ - $ - $ - Loan to TCDA $ - $ - $ - $ - $ - Work-In-Progress $ - $ - $ - $ - $ - Transfers to Other Funds $ 1,196,946 $ - $ - $ 130,000 $ 1,326,946 Contingency $ 200,000 $ $ (25,000) $ - $ 175,000 Total Budget $ 4,973,567 $ (150,067) $ - $ 130,000 $ 4,953,500 Reserve For Future Expenditure $ 2,955,626 $ 150,067 $ - $ - $ 3,105,693 Total Requirements $ 7,929,193 $ - $ - I $ 130,000 $ 8,059,193 Exhibit B Transient Lodging Tax Fund FY 2021 Revised Transient Lodging Tax Fund Adopted Budget Q1PW09 Q1PW10 Q1 Resources Beginning Fund Balance 929,327 $ - 10,500 $ 939,827 Property Taxes $ - $ - $ - $ - Franchise Fees $ - $ - $ - $ - Special Assessments $ - $ - $ - $ - Licenses&Permits $ - $ - $ - $ - Intergovernmental $ 565,000 $ - $ - $ 565,000 Charges for Services $ - $ - $ - $ - Fines&Forfeitures $ - $ - $ - $ - Interest Earnings $ 4,800 $ - $ - $ 4,800 Miscellaneous $ - $ - $ - $ - Other Financing Sources $ - $ - $ - $ - Transfers In from Other Funds $ - $ - $ - $ - Total Resources $ 1,499,127 $ - 1,509,627 Requirements Community Development $ - $ - $ - $ - Community Services $ - $ - $ - $ Policy and Administration $ - $ - $ - $ - Public Works $ - $ - $ - $ - Program Expenditures Total $ - $ - $ - $ - Debt Service $ - $ - $ - $ - Loan to TCDA $ - $ - $ - $ - Work-In-Progress $ - $ - $ - $ - Transfers to Other Funds $ 662,602 $ 30,000 $ 10,500 $ 703,102 Contingency $ - $ - $ - $ - Total Budget $ 662,602 $ 30,000 $ 10,500 $ 703,102 Reserve For Future Expenditure $ 836,525 $ (30,000) $ - $ 806,525 Total Requirements $ 1,499,127 $ - $ 10,500 $ 1,509,627 Exhibit B Criminal Forfeiture Fund FY 2021 Revised Criminal Forfeiture Fund Adopted Budget Q1PD01 Q1 Resources Beginning Fund Balance $ 185,156 $ 27,150 $ 212,306 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ $ - Licenses&Permits $ - $ - $ - Intergovernmental $ - $ - $ - Charges for Services $ - $ - $ - Fines&Forfeitures $ 101,371 $ - $ 101,371 Interest Earnings $ - $ - $ - Miscellaneous $ - $ - $ - Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ - $ - $ - Total Resources $ 286,527 $ 27,150 $ 313,677 Requirements Community Development $ - $ - $ - Community Services $ 277,246 $ 27,150 $ 304,396 Policy and Administration $ - $ - $ - Public Works $ - $ - $ - Program Expenditures Total $ 277,246 $ 27,150 $ 304,396 Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ Work-In-Progress $ - $ - $ - Transfers to Other Funds $ 15 $ - $ 15 Contingency $ $ $ - Total Budget $ 277,261 $ 27,150 $ 304,411 Reserve For Future Expenditure $ 9,266 $ - $ 9,266 Total Requirements $ 286,527 $ 27,150 $ 313,677 Exhibit B Parks Capital Fund FY 2021 Revised Parks Capital Fund Adopted Budget Q1PW05 Q1PW09 Q1PW10 Q1 Resources Beginning Fund Balance $ 432,919 $ - $ - $ - $ 432,919 Property Taxes $ - $ - $ - $ - $ - Franchise Fees $ - $ - $ - $ - $ Special Assessments $ - $ - $ - $ - $ - Licenses&Permits $ - $ - $ - $ - $ - Intergovernmental $ 350,000 $ - $ - $ 10,500 $ 360,500 Charges for Services $ - $ - $ - $ - $ - Fines&Forfeitures $ - $ - $ - $ - $ - Interest Earnings $ - $ - $ - $ - $ - Miscellaneous $ - $ - $ - $ - $ - Other Financing Sources $ - $ - $ - $ - $ - Transfers In from Other Funds $ 10,004,000 $ (3,800,000) $ 30,000 $ 10,500 $ 6,244,500 Total Resources $ 10,786,919 $ (3,800,000) $ 30,000 $ 21,000 $ 7,037,919 Requirements Community Development $ - $ - $ - $ - $ - Community Services $ - $ - $ - $ - $ - Policy and Administration $ - $ - $ - $ - $ - Public Works $ - $ - $ - $ - $ - Program Expenditures Total $ - $ - $ - $ - $ - Debt Service $ - $ - $ - $ - $ - Loan to TCDA $ - $ - $ - $ - $ - Work-In-Progress $ 10,354,000 $ (3,800,000) $ 30,000 $ 21,000 $ 6,605,000 Transfers to Other Funds $ - $ - $ - $ - $ - Contingency $ - $ - $ - $ - $ - Total Budget $ 10,354,000 $ (3,800,000) $ 30,000 $ 21,000 $ 6,605,000 Reserve For Future Expenditure $ 432,919 $ - $ - $ - $ 432,919 Total Requirements $ 10,786,919 $ (3,800,000) $ 30,000 $ 21,000 $ 7,037,919 Exhibit B Facilities Capital Projects Fund FY 2021 Revised Facilities Capital Projects Fund Adopted Budget Q1PW06 Q1 Resources Beginning Fund Balance $ 336,071 $ - $ 336,071 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ Special Assessments $ $ - $ Licenses&Permits $ - $ - $ - Intergovernmental $ - $ - $ - Charges for Services $ - $ - $ - Fines&Forfeitures $ - $ - $ - Interest Earnings $ 18,900 $ - $ 18,900 Miscellaneous $ - $ - $ - Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 7,983,000 $ 73,500 $ 8,056,500 Total Resources $ 8,337,971 $ 73,500 $ 8,411,471 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ - $ - $ - Program Expenditures Total $ - $ - $ - Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ 7,883,000 $ 73,500 $ 7,956,500 Transfers to Other Funds $ 42 $ - $ 42 Contingency $ 50,000 $ - $ 50,000 Total Budget $ 7,933,042 $ 73,500 $ 8,006,542 Reserve For Future Expenditure $ 404,929 $ - $ 404,929 Total Requirements $ 8,337,971 $ 73,500 $ 8,411,471 Exhibit B Street Maintenance Fund FY 2021 Revised Street Maintenance Fund Adopted Budget Q1FIS03 Q1 Resources Beginning Fund Balance $ 2,243,376 $ - $ 2,243,376 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ Special Assessments $ - $ - $ - Licenses&Permits $ 3,109,600 $ - $ 3,109,600 Intergovernmental $ - $ - $ - Charges for Services $ - $ - $ - Fines&Forfeitures $ - $ - $ - Interest Earnings $ 30,100 $ - $ 30,100 Miscellaneous $ - $ - $ - Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ - $ - $ - Total Resources $ 5,383,076 $ - $ 5,383,076 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ - $ - $ - Program Expenditures Total $ - $ - $ - Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ 2,740,000 $ - $ 2,740,000 Transfers to Other Funds $ 235,230 $ 150,067 $ 385,297 Contingency $ 100,000 $ (100,000) $ - Total Budget $ 3,075,230 $ 50,067 $ 3,125,297 Reserve For Future Expenditure $ 2,307,846 $ (50,067) $ 2,257,779 Total Requirements $ 5,383,076 $ - $ 5,383,076 Exhibit B Transportation CIP Fund FY 2021 Revised Transportation CIP Fund Adopted Budget Q1PW03 Q1PW07 Q1PW08 Q1PW11 Q1 Resources Beginning Fund Balance 923,402 $ - $ - - - 923,402 Property Taxes $ - $ - $ - $ - $ - $ - Franchise Fees $ - $ - $ - $ - $ - $ - Special Assessments $ - $ - $ - $ - $ - $ - Licenses&Permits $ - $ - $ - $ - $ - $ - Intergovernmental $ 4,253,533 $ - $ 66,615 $ 36,610 $ - $ 4,356,758 Charges for Services $ - $ - $ - $ - $ - $ - Fines&Forfeitures $ - $ - $ - $ - $ - $ - Interest Earnings $ - $ - $ - $ - $ - $ - N iscellaneous $ - $ - $ - $ - $ - $ - Other Financing Sources $ - $ - $ - $ - $ - $ - Transfers In from Other Funds $ 4,827,500 $ 127,500 $ - $ - $ 130,000 $ 5,085,000 ir Total Resources $ 66,615 $ 36,610 $ 130,000 $ 10,365,160 Requirements Community Development $ - $ - $ - $ - $ - $ - Community Services $ - $ - $ - $ - $ - $ - Policy and Administration $ - $ - $ - $ - $ - $ - Public Works $ - $ - $ - $ - $ - $ - Program Expenditures Total $ - $ - $ - $ - $ - $ - Debt Service $ - $ - $ - $ - $ - $ - Loan to TCDA $ - $ - $ - $ - $ - $ - Work-In-Progress $ 9,081,033 $ 127,500 $ 66,615 $ 36,610 $ 130,000 $ 9,441,758 Transfers to Other Funds $ - $ - $ - $ - $ - $ - Contingency $ - $ - $ - $ - $ - $ - Total Budget $ 9,081,033 $ 127,500 $ 66,615 $ 36,610 $ 130,000 $ 9,441,758 Reserve For Future Expenditure $ 923,402 $ - $ - $ - $ - $ 923,402 Total Requirements $ 10,004,435 $ 127,500 $ 66,615 $ 36,610 $ 130,000 $ 10,365,160 Exhibit B Transportation SDC Fund FY 2021 Revised Transportation SDC Fund Adopted Budget Q1PW03 Q1 Resources Beginning Fund Balance $ 8,225,538 $ 79,500 $ 8,305,038 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ $ - Licenses&Permits $ 701,855 $ - $ 701,855 Intergovernmental $ - $ - $ - Charges for Services $ - $ - $ - Fines&Forfeitures $ - $ - $ - Interest Earnings $ 144,000 $ - $ 144,000 Miscellaneous $ - $ $ - Other Financing Sources $ $ $ - Transfers In from Other Funds $ $ $ - Total Resources $ 9,071,393 $ 79,500 $ 9,150,893 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ - $ - $ - Program Expenditures Total $ - $ - $ - Debt Service $ - $ - $ Loan to TCDA $ - $ - $ - Work-In-Progress $ - $ - $ - Transfers to Other Funds $ 3,428,362 $ 127,500 $ 3,555,862 Contingency $ - $ - $ - Total Budget $ 3,428,362 $ 127,500 $ 3,555,862 Reserve For Future Expenditure $ 5,643,031 $ (48,000) $ 5,595,031 Total Requirements $ 9,071,393 $ 79,500 $ 9,150,893 Exhibit B Stormwater Fund FY 2021 Revised Stormwater Fund Adopted Budget Q1PW04 Q1 Resources Beginning Fund Balance $ 7,252,546 $ 18,500 $ 7,271,046 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses&Permits $ - $ - $ - Intergovernmental $ - $ - $ - Charges for Services $ 4,044,297 $ - $ 4,044,297 Fines&Forfeitures $ - $ - $ - Interest Earnings $ 139,900 $ - $ 139,900 Miscellaneous $ 5,000 $ - $ 5,000 Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 601,000 $ - $ 601,000 Total Resources $ 12,042,743 $ 18,500 $ 12,061,243 Requirements Community Development $ - $ - $ - Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ 3,509,897 $ - $ 3,509,897 Program Expenditures Total $ 3,509,897 $ - $ 3,509,897 Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ 2,269,500 $ 18,500 $ 2,288,000 Transfers to Other Funds $ 442,866 $ - $ 442,866 Contingency $ 225,000 $ - $ 225,000 Total Budget $ 6,447,263 $ 18,500 $ 6,465,763 Reserve For Future Expenditure $ 5,595,480 $ - $ 5,595,480 Total Requirements $ 12,042,743 $ 18,500 $ 12,061,243 Exhibit B Water Fund FY 2021 Revised Water Fund Adopted Budget Q1FIS02 Q1PW01 Q1 Resources Beginning Fund Balance $ 38,694,831 $ - 68,310 $ 38,763,141 Property Taxes $ - $ - $ - $ - Franchise Fees $ - $ - $ - $ - Special Assessments $ - $ - $ - $ - Licenses&Permits $ 170,000 $ - $ - $ 170,000 Intergovernmental $ - $ - $ - $ - Charges for Services $ 22,738,411 $ - $ - $ 22,738,411 Fines&Forfeitures $ - $ - $ - $ - Interest Earnings $ 500,700 $ - $ - $ 500,700 Miscellaneous $ 50,000 $ - $ - $ 50,000 Other Financing Sources $ - $ - $ - $ - Transfers In from Other Funds $ - $ - $ - $ - Total Resources $ 62,153,942 $ - $ 68,310 $ 62,222,252 Requirements Community Development $ - $ - $ - $ - Community Services $ - $ - $ - $ - Policy and Administration $ - $ - $ - $ - Public Works $ 10,361,223 $ 50,000 $ 68,310 $ 10,479,533 Program Expenditures Total $ 10,361,223 $ 50,000 $ 68,310 $ 10,479,533 Debt Service $ - $ - $ - $ - Loan to TCDA $ - $ - $ - $ - Work-In-Progress $ - $ - $ - $ - Transfers to Other Funds $ 23,067,947 $ - $ - $ 23,067,947 Contingency $ 475,000 $ (50,000) $ - $ 425,000 Total Budget $ 33,904,170 $ - $ 68,310 $ 33,972,480 Reserve For Future Expenditure $ 28,249,772 $ $ - $ 28,249,772 Total Requirements $ 62,153,942 $ - $ 68,310 $ 62,222,252 Exhibit B Central Services Fund FY 2021 Revised Central Services Fund Adopted Budget Q1CM01 Q1CM02 Q1CM03 Q1CM04 Q1CM05 Q1FIS01 Q1FIS03 Q1 Resources Beginning Fund Balance 1,996,623 $ - - $ - $ - $ - - $ 1,996,623 Property Taxes $ - $ - $ - $ - $ - $ - $ - $ - $ - Franchise Fees $ - $ - $ - $ - $ - $ - $ - $ - $ - Special Assessments $ - $ - $ - $ - $ - $ - $ - $ - $ - Licenses&Permits $ - $ - $ - $ - $ - $ - $ - $ - $ - Intergovernmental $ - $ - $ - $ - $ - $ - $ - $ - $ - Charges for Services $ 11,662,196 $ - $ - $ - $ - $ - $ - $ (150,067) $ 11,512,129 Fines&Forfeitures $ - $ - $ - $ - $ - $ - $ - $ - $ - Interest Earnings $ - $ - $ - $ - $ - $ - $ - $ - $ - Miscellaneous $ 90,000 $ - $ - $ - $ - $ - $ - $ - $ 90,000 Other Financing Sources $ - $ - $ - $ - $ - $ - $ - $ - $ - Transfers In from Other Funds $ 699,752 $ - $ - $ 25,000 $ - $ - $ - $ 150,067 $ 874,819 Total Resources $ 14,448,571 $ - $ 25,000 $ $ - $ 14,473,571 Requirements Community Development $ - $ - $ - $ - $ - $ - $ - $ - $ - Community Services $ - $ - $ - $ - $ - $ - $ - $ - $ - Policy and Administration $ 12,023,748 $ 50,000 $ 30,000 $ 25,000 $ 77,000 $ 85,000 $ 64,000 $ - $ 12,354,748 Public Works $ - $ - $ - $ - $ - $ - $ - $ - $ - Program Expenditures Total $ 12,023,748 $ 50,000 $ 30,000 $ 25,000 $ 77,000 $ 85,000 $ 64,000 $ - $ 12,354,748 Debt Service $ - $ - $ - $ - $ - $ - $ - $ - $ - Loan to TCDA $ - $ - $ - $ - $ - $ - $ - $ - $ - Work-In-Progress $ - $ - $ - $ - $ - $ - $ - $ - $ - Transfers to Other Funds $ - $ - $ - $ - $ - $ - $ - $ - $ - Contingency $ 400,000 $ (50,000) $ (30,000) $ - $ (77,000) $ (85,000) $ (64,000) $ - $ 94,000 Total Budget $ 12,423,748 $ - $ - $ 25,000 $ - $ - $ - $ - $ 12,448,748 Reserve For Future Expenditure $ 2,024,823 $ - - $ - $ - $ 2,024,823 Total Requirements $ 14,448,571 $ - $ 25,000 $ - - $ 14,473,571 FY 2020-21 First Quarter Supplemental Budget Exhibit C CIP 95063 Transportation System Plan Update Tigard is required by state administrative rule to have a current transportation plan,which is typically updated every five years.The most recent transportation plan update was prepared in 2008-09.Conduct appropriate community,traffic and multi-modal transportation analysis.Prepare a draft plan, hold public meetings and hearings and obtain city council adoption of the final plan. Actuals Adopted Revised Revised Revised Revised Revised Revised through Budget Budget Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Project FY2020 FY 2021* This Change FY 2020 2022 2022 2023 2023 2024 2024 2025 2025 2026 2026 Total Internal Expenses Design and Engineering - - - - - - - - Project Management 4,500 25,000 20,000 45,000 - - - 49,500 Construction Management - - - Total 4,500 1 25,000 1 20,000 1 45,000 1 1 1 1 49,500 External Expenses Public Involvement - - - - - - - - Land/Right of Way Acquisition - - - - - - - - Design and Engineering 31,000 140,000 107,500 247,500 - - - - - - 278,500 Environmental Permit Comp. - Construction - - - - - Contingency - - Total 31,000 1 140,000 1 107,500 1 247,500 1 278,500 Total Project Expense 35,500 165,000 127,500 292,500 328,000 Revenue Funding Source 200-Gas Tax 35,500 - - - - 35,500 415-Transportation SDC 165,000 127,500 292,500 - - - - - - 292,500 Other Revenue Source - - - - - - - - Total Project Revenues 35,500 165,000 127,500 292,500 328,000 FY 2020-21 First Quarter Supplemental Budget Exhibit C CIP 94044 Tigard Triangle Stormwater Implementation Plan/Predesign As identified in the Tigard Stormwater Master Plan,a regional plan for stormwater management in the Tigard Triangle is needed to support redevelopment plans for the area and to address stream erosion problems.The new lean development code for the Tigard Triangle is anticipated to work best using a regional stormwater management approach in which most of the volume of runoff generated by new and re-development would be handled in a series of floodplain restoration areas along Red Rock Creek. Using stormwater data and general storm facility location/sizing information generated in the citywide Stormwater Master Plan project,an implementation plan for regional stormwater management in the Tigard Triangle will be completed.Site-specific preliminary design for regional facilities,floodplain restoration,trail alignment,right-of-way/easement acquisition needs and storm conveyance infrastructure will be included in the plan. Actuals Adopted Revised Revised Revised Revised Revised Revised through Budget Budget Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Project FY2020 FY 2021* This Change FY 2020 2022 2022 2023 2023 2024 2024 2025 2025 2026 2026 Total Internal Expenses Design and Engineering - - - - - - - - Project Management 6,500 15,000 15,000 21,500 Construction Management Total 6,500 1 15,000 15,000 1 11 21,500 External Expenses Public Involvement - - - - - - - - Land/Right of Way Acquisition - - - - - - - - Design and Engineering 87,000 53,000 18,500 71,500 158,500 Environmental Permit Comp. - Construction - - - - - Contingency Total 87,000 1 53,000 1 18,500 1 71,500 1 1 1 - - 11 158,500 Total Project Expense 93,500 68,000 18,500 86,500 - - - - - 180,000 Revenue Funding Source 510-StormwaterFund 93,500 68,000 18,500 86,500 180,000 Other Revenue Source - - - - - - - - Total Project Revenues 93,500 68,000 18,500 86,500 - - - 180,000 FY 2020-21 First Quarter Supplemental Budget Exhibit C CIP 97028 Tigard Triangle Parks Project Need:The Tigard Triangle currently has no park land.As more residents move into the Triangle area,parks and open space will be essential. Project Description:Acquire park land in the Tigard Triangle.This was ranked as a near-term priority in A New Tigard Triangle:Planning for Equitable Development Implementation Strategy. Operations and Maintenance Impact:Minor impact for low level maintenance of purchased,undeveloped lands.There will be significant impact if the park is developed. Total Project Cost:$3,800,000 Actuals Adopted Revised Revised Revised Revised Revised Revised through Budget Budget Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Project FY2020 FY 2021* This Change FY 2020 2022 2022 2023 2023 2024 2024 2025 2025 2026 2026 Total Internal Expenses Design and Engineering - - - - - - - Project Management - - - - Construction Management Total - - - - - - External Expenses Public Involvement - - - - - - - - Land/Right of Way Acquisition 3,800,000 3,800,000 3,800,000 Design and Engineering - - - - - - - - Environmental Permit Comp. - Construction - - - - - Contingency Total 3,800,000 3,800,000 - - - 3,800,000 Total Project Expense 3,800,000 3,800,000 - - - - 3,800,000 Revenue Funding Source Other Revenue Source - - - - - - - - 940-Urban Renewal 3,800,000 3,800,000 3,800,000 Total Project Revenues 3,800,000 3,800,000 - - - 3,800,000 FY 2020-21 First Quarter Supplemental Budget Exhibit C CIP 91022 City Hall Remodel City Hall Remodel to accommodate additional staff related to photo red light program and situate work stations within work groups for better workflow and efficiency. Actuals Adopted Revised Revised Revised Revised Revised Revised through Budget Budget Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Project FY2020 FY 2021* This Change FY 2020 2022 2022 2023 2023 2024 2024 2025 2025 2026 2026 Total Internal Expenses Design and Engineering - - - - - - - - Project Management - - - - - Construction Management Total External Expenses Public Involvement - - - - - - - - Land/Right of Way Acquisition - - - - - - - - Design and Engineering - - - - - - - - Environmental Permit Comp. - Construction 370,500 183,000 73,500 256,500 - - - 627,000 Contingency Total 370,500 183,000 73,500 256,500 - - - 627,000 Total Project Expense 370,500 183,000 73,500 256,500 - - - - 627,000 Revenue Funding Source 100-General Fund 370,500 183,000 73,500 256,500 627,000 Other Revenue Source - - - - - - - - Total Project Revenues 370,500 183,000 73,500 256,500 - - - 627,000 FY 2020-21 First Quarter Supplemental Budget Exhibit C CIP 95057 Fanno Creek Trail Alignment Stud Bonita Road to Tualatin River This final section of the Fanno Creek Trail was originally envisioned as an on-street alignment on SW 74th Avenue. Subsequent review suggests the constrained width of the SW 74th right of way will not readily accommodate widening for the trail.This study will involve local stakeholders and other partners in evaluating alignment options along Fanno Creek and result in a recommended trail alignment. Actuals Adopted Revised Revised Revised Revised Revised Revised through Budget Budget Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Project FY2020 FY 2021* This Change FY 2020 2022 2022 2023 2023 2024 2024 2025 2025 2026 2026 Total Internal Expenses Design and Engineering - - - - - - - - Project Management 56,000 15,000 10,000 25,000 81,000 Construction Management Total 56,000 1 15,000 1 10,000 1 25,000 1 81,000 External Expenses Public Involvement - - - - - - - - Land/Right of Way Acquisition - - - - - - - - Design and Engineering 89,385 35,000 56,615 91,615 181,000 Environmental Permit Comp. - Constmction - - - - - Contingency 10,000 10,000 10,000 Total 89,385 45,000 56,615 101,615 - - - 191,000 Total Project Expense 145,385 60,000 66,615 126,615 - - - - 272,000 Revenue Funding Source 415-Transportation SDC Fund 51,000 60,000 60,000 111,000 Other Revenue Source - - - - - - - - Metro-Local Dollars 94,385 66,615 66,615 161,000 Total Project Revenues 145,385 60,000 66,615 126,615 - - - 272,000 FY 2020-21 First Quarter Supplemental Budget Exhibit C CIP 95061 Wall Street/Tech Center Drive Connection Completion of a street system from Tech Center Drive to SW Wall Street.The project supports development of adjacent undeveloped lands to achieve higher levels of employment.This street segment was divided off from the Hunziker Industrial Core/Wall Street project(#95047)to allow for project phasing and different funding sources. Actuals Adopted Revised Revised Revised Revised Revised Revised through Budget Budget Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Project FY2020 FY 2021* This Change FY 2020 2022 2022 2023 2023 2024 2024 2025 2025 2026 2026 Total Internal Expenses Design and Engineering - - - - - - - - Project Management 50,000 40,000 40,000 90,000 Construction Management Total 50,000 1 40,000 1 40,000 - - - 90,000 External Expenses Public Involvement - - - - - - - - Land/Right of Way Acquisition - - - - - - - - Design and Engineering 255,000 230,000 36,610 266,610 521,610 Environmental Permit Comp. - Constmction 1,490,000 1,490,000 - - - 1,490,000 Contingency 67,533 67,533 67,533 Total 255,000 1,787,533 36,610 1,824,143 - - - 2,079,143 Total Project Expense 305,000 1,827,533 36,610 1,864,143 - - - - 2,169,143 Revenue Funding Source Other Revenue Source - - - - - - - - RFFA-Metro 221,000 - 221,000 State Appropriation 84,000 36,610 36,610 120,610 Total Project Revenues 305,000 36,610 36,610 - - - 341,610 FY 2020-21 First Quarter Supplemental Budget Exhibit C CIP 92062 Cook Park Softball and Baseball Infield Completion of a street system from Tech Center Drive to SW Wall Street.The project supports development of adjacent undeveloped lands to achieve higher levels of employment.This street segment was divided off from the Hunziker Industrial Core/Wall Street project(#95047)to allow for project phasing and different funding sources. Actuals Adopted Revised Revised Revised Revised Revised Revised through Budget Budget Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Project FY2020 FY 2021* This Change FY 2020 2022 2022 2023 2023 2024 2024 2025 2025 2026 2026 Total Internal Expenses Design and Engineering - - - - - - - - Project Management 5,000 20,000 25,000 25,000 Construction Management Total 5,000 1 20,000 1 25,000 1 25,000 External Expenses Public Involvement - - - - - - - - Land/Right of Way Acquisition - - - - - - - - Design and Engineering 5,000 10,000 15,000 15,000 Environmental Permit Comp. - Constmction 340,000 340,000 340,000 Contingency 15,000 15,000 15,000 Total 360,000 10,000 370,000 - - - 370,000 Total Project Expense 365,000 30,000 395,000 - - - - 395,000 Revenue Funding Source 210-Transient Lodging Tax 365,000 30,000 395,000 395,000 Other Revenue Source - - - - - - - - Total Project Revenues 365,000 30,000 395,000 - - - 395,000 FY 2020-21 First Quarter Supplemental Budget Exhibit C CIP 92034-02 Heritage Trail Outdoor Museum Tigard's Outdoor Musdum is a three-quarter-mile linear museum that connects a new public plaza on Main Street in Downtown Tigard to employment and housing areas.The museum will artistically interpret the history of Tigard and the surrounding region through the commn thread of rail history.The project will include four major competitively selected artworks and a series of smaller connective pieces. Actuals Adopted Revised Revised Revised Revised Revised Revised through Budget Budget Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Project FY2020 FY 2021* This Change FY 2020 2022 2022 2023 2023 2024 2024 2025 2025 2026 2026 Total Internal Expenses Design and Engineering - - - - - - - - Project Management - - - - - Construction Management - - - - Total - - - - - - - - - - - - - - - External Expenses Public Involvement - - - - - - - - Land/Right of Way Acquisition - - - - - - - - Design and Engineering 132,000 21,000 21,000 - - - - - - 153,000 Environmental Permit Comp. - Construction - - - - - Contingency - - - - - Total 132,000 1 21,000 1 21,000 153,000 Total Project Expense 132,000 21,000 21,000 153,000 Revenue Funding Source 210-Transient Lodging Tax 49,327 10,500 10,500 - - - 59,827 Other Revenue Source - - - - - - - - National Endowment/Arts 47,673 10,500 10,500 - - - - - - 58,173 WACO Visitors Assoc. 35,000 - - - - - - - 35,000 Total Project Revenues 132,000 21,000 21,000 153,000 FY 2020-21 First Quarter Supplemental Budget Exhibit C CIP 95027 Pedestrian and Cyclist Connections Pro am Missing sections of sidewalks and bike lanes and difficult crossings are located citywide.Projects may include sidewalk/bike lane/pathway construction, crosswalk treatments and minor intersection modifications.Projects will typically cost less than$50,000.Funds from this program can also be used to cover matching funds for eligible grant projects benefitting pedestrians and cyclists. Actuals Adopted Revised Revised Revised Revised Revised Revised through Budget Budget Projected Projected Projected Projected Projected Projected Projected Projected Projected Projected Project FY2020* FY 2021* This Change FY 2020 2022 2022 2023 2023 2024 2024 2025 2025 2026 2026 Total Internal Expenses Design and Engineering - - - - - - - - Project Management 40,000 40,000 - - - 40,000 Construction Management - - - Total 40,000 1 40,000 40,000 External Expenses Public Involvement - - - - - - - - Land/Right of Way Acquisition - - - - - - - - Design and Engineering 50,000 50,000 - - - - - - 50,000 Environmental Permit Comp. - Construction 210,000 130,000 340,000 - - - 340,000 Contingency - - - - - Total 260,000 1 130,000 1 390,000 1 390,000 Total Project Expense 300,000 130,000 430,000 430,000 Revenue Funding Source 200-Cas Tax 300,000 130,000 430,000 - - - 430,000 Other Revenue Source - - - - - - - - Total Project Revenues 300,000 130,000 430,000 430,000 *This is a program. Actuals through prior years are not calculated.Did not include future year projected amounts CITY OF TIGARD - BUDGET SUPPLEMENTAL 9'28'2020 FY 2020-2021 Quarter: 1 Item # Department Fund Division Request Title Request Funding Total Amount Detailed Description Source Q1CD01 Community 100-General Fund 3000-Community Development Washington Square Grant Funds NEW/CARRYFO Multiple $ 277,500 Grant from Metro awarded for Washington Square Regional Center(WSRC) Update project. The WSRC Update Project is primarily funded Development Planning (Metro) RWARD by a Metro 2040 Planning and Development Grant.The city signed an intergovernmental agreement(IGA)with Metro for a $250,000 grant award in November 2019. Metro amended the IGA in July 2020 to include an additional $10,000 in grant funds to support community engagement during COVID-19.As part of the city's grant application,the city pledged $60,000 in matching funds. The matching funds portion is in the form of staff time. In addition,the request includes carryforward from FY20, $17,500. QiCD02 Community 100-General Fund 3000-Community Development River Terrace Concept Planning Grant NEW Miscellaneous $ 370,000 River Terrace Concept Planning project is receiving two grant awards from Metro and State Department of Land Conservation and Development Planning Funds Revenue Development(DLCD). -The 2040 grant program from Metro is funded by their region-wide construction excise tax,and support planning work to prepare land for development.The city was awarded $300,000 in 2019 to perform concept planning work in River Terrace West and South.A supplemental $10,000 was provided by Metro in 2020 to cover additional community engagement needs during the COVID-19 public health emergency. -The technical assistance grant from the State Department of Land Conservation and Development(DLCD) is provided to support communities performing housing-related work in response to HB2001 and HB2003.The city was awarded two grants totaling $60,000 in 2020;one in the amount of$42,000 to update its Housing Needs Analysis in conformance with the requirements of HB2003,and the other in the amount of$18,000 to perform a Housing Market Analysis to assess supply and demand for the broader range of housing options allowed under Tigard's development code changes of 2018 and the requirements of HB2001. Q1CD03 Community 100-General Fund 3700-Economic Development Carryforward for City Center Futures CARRYFORWA Unanticipated $ 71,200 The City Center Futures projects started in February 2020 and was anticipated to be completed in FY 20. Included in these projects are Development Project RD Fund Balance the assist with transit-oriented development; evaluate and plan for the City Center Urban Renewal Plan; and update the Leland downtown redevelopment report. The projects have taken longer and requesting that$71,200 for the contract with Johnson Economics be carried forward to FY21 QiCD04 Community 100-General Fund 5900-Social Services Tigard CARES Business Assistance NEW Miscellaneous $ 1,928,600 Tigard CARES Business Assistance is expanding its services through additional Federal and State grants. This program will be utilizing Development Grants IVa and IVb Revenue Community Development Financial Institutions(CDFI's)to deliver a combination of micro-loans, loans,grants and business-advising services. The distribution of these funds has already started. -A grant disbursement from Washington County through Federal CARES act funds to recapitalize a COVID-19 business assistance grant program for$1,631K. -Two allocated grants from the State of Oregon totaling $277.5K of state and federal funding for a COVID-19 business assistance program.Additional $20.1K is added to cover program administration costs, but is not part of the State/Federal grant award. Q1CM01 City Management 600-Central Services 1000-City Manager's Office City Manager Recruitment NEW Contingency $ 50,000 City manager is leaving in November and city council wishes to engage a national recruiting firm. This was an unanticipated expense Fund made necessary for Council to find the next city manager. Existing staff do not have the capacity or expertise to perform a national search. Q1CM02 City Management 600-Central Services 1000-City Manager's Office Communications consultant for NEW Contingency $ 30,000 Consultant services to help guide public outreach to promote the refreshed Strategic Plan.This unanticipated expense is based on the City Fund Strategic Plan refresh Council's desire to expand public outreach on the refreshed Strategic Plan and its links to other city goals&initiatives. Current staffing levels do not meet the needs or expertise required. Q1CM03 City Management 600-Central Services 1000-City Manager's Office Consulting Services for Multi-Agency NEW Contingency $ 25,000 Multi-agency negotiation and discussion about School Resource Officers,future role,etc.This was not part of the approved budget given Fund SRO Contract Discussion quickly-moving national events and calls for Police reform and defunding.This partnership between Tigard,Tualatin and School District will produce research and feedback on the public's desire for this program and next steps in implementation. Q1CM04 City Management 600-Central Services 1000-City Manager's Office Public Safety Advisory Board NEW Contingency $ 77,000 Requesting 1.00 FTE in the City Manager's Office.The position,a Management Analyst,would provide additional capacity to help Fund Management Analyst- 1.00 FTE implement several new and existing initiatives,some of which were unanticipated when the FY 2020-2021 budget was prepared.These initiatives include, but are not limited to: • Public Safety Advisory Board (new) •Anti-Racism Action Plan (new) • Digital Access • Environmental Sustainability/Climate Crisis •Council liaison As the city continues to grow and as we work actively to address Council priorities and community needs,the City Manager's Office has remained a lean operation: staffing levels have remained the same though roles and responsibilities have evolved.The additional capacity provided by the Management Analyst would address immediate needs, help with implementation and continued process improvements throughout the city.This request is prorated for 8 months. 1of3 CITY OF TIGARD - BUDGET SUPPLEMENTAL 9'28'2020 FY 2020-2021 Quarter: 1 Item # Department Fund Division Request Title Request Funding Total Amount Detailed Description Source QlCM05 City Management 600-Central Services 1200-Risk Management Insurance Premium Increase NEW Contingency $ 85,000 FY21 Liability insurance premium final cost came in higher than anticipated due to high cost losses. Insurance Premium is calculated in Fund large part based on the expected exposures which change over time. We did not have final costs until May,which was well after budgets closed.With increased liability claim reserves,we are seeing a commensurate increase in the insurance premium.That cost above budgeted is just under$85,000. QiFIS01 Finance& 600-Central Services 2100-Financial Operations Payroll Specialist-Add 1.00 FTE NEW Contingency $ 64,000 Requesting to increase 1.00 FTE in Financial Operations for a Payroll Specialist in order to appropriately fulfill the needs of payroll. A more Information Fund common ratio of payroll staff to employees for a local government is one payroll person (1.00 FTE)to 250 employees,given that the city Services does in-house payroll and the payroll function includes providing many reports and reconciliations related to benefits,taxes,etc. This request is prorated for 8 months. Following are some of the reasons behind this request. •The city is projecting to have 400-425 people in FY21 including permanent staff,temporary,and on-call positions. The industry standard for payroll is 250 people in the organization per 1.00 payroll FTE. This means that Tigard has 1.60 to 1.70 FTE worth of payroll workload based on this standard. •The recent performance audit identified the payroll function to be a major risk factor as the city has only 1.00 FTE in payroll. •Currently,we have allocated 4 hours per week of a staff in Contracts and Purchasing to learn payroll, provide some workload relief,and an emergency backup. This allocation has been proved to be insufficient for the amount of time the current payroll staff needs to take in trainings, personal time off and miscellaneous time away from the payroll function. Taking more time away from Contracts and Purchasing for payroll would create backlogs in the contracting area. • Because of the constraints stated above,there is little or no time left for much needed projects and process improvements, i.e.,Total Tyler. QIFIS02 Finance& 530-Water Fund 6500-Water St.Vincent De Paul Additional NEW/TECHNIC Contingency $ 50,000 Expansion/Extension of the St.Vincent De Paul water customer financial assistance program coordination. Information Contribution AL Spryorps Q1FIS03 Multiple MULTIPLE MULTIPLE Indirect Cost Allocation Adjustments TECHNICAL Existing $ - Various budget correction entries for indirect cost allocations, primary one being the reclass of UB cost allocation to Street Maintanace Appropriations Fund from Street Maintenance Division in Gas Tax Fund. QIPD01 Police 240-Criminal MULTIPLE Police Equipment CARRYFORWA Unanticipated $ 27,150 Carryforward of Forfeiture Fund purchases ordered in FY 2020 but not received by June 30, 2020. Forfeiture Fund RD Fund Balance •Treasury-$15,000. Police equipment purchases •Justice-$11,000. Night vision binoculars for TNT officer. • Local -$1,150. Office Furnitures. Q1PD02 Police 100-General Fund 4200-Support Services Parking lot security upgrades NEW Contingency $ 170,000 The Police Department, in collaboration with Facilities, is in the process of scoping out security upgrades to the Police parking lot.The current parking lot is not secure. It is partially enclosed with a chain-link fence across the north and east borders but is open along the west and south.This configuration allows the public easy access to patrol vehicles as well as Police staff and personal vehicles. Based on the recommendations from the CIS parking lot security assessment and sensitive criminal justice data security concerns raised by the CJIS audit,the preliminary scope includes installing fencing and automatic gates on the west side and south of the parking lot to enclose city property from the Fanno Creek trail system.The gates will have sensors to allow Police vehicles to'auto'open the gates.The scope also includes a secure personnel door and access panel.The existing and new fencing will have privacy slats installed. Initial scoping estimates indicate that the security upgrades could be completed for$170,000. Facilities is in the process of collecting formal quotes which should refine the cost. Q1PD03 Police 100-General Fund 4100-Police Operations Police Vehicle outfitting CARRYFORWA Unanticipated $ 12,000 As per Fleet,three(3)of the police vehicles purchased in FY 2019-20 were received so late in the fiscal year that they could not be RD Fund Balance scheduled for vehicle outfitting until August 2020. Outfitting includes the installation and labor for items such as wiring for a police radio, light bar, PIT bar,and secure custody area. Funding is not available in the current fiscal year for these installations; we request carryforward funds from the prior year to cover the estimated costs. Q1PW01 Public Works 530-Water Fund 6500-Water Hi-Tor Generator Roll Over CARRYFORWA Unanticipated $ 68,310 The city needs to replace the generator at Hi-Tor Reservoir as the current one is old and finding parts has become very difficult. The work RD Fund Balance was planned to be completed last fiscal year but delays in getting the replacement generator,due to the plant closures for some period of time, has caused the need for this carryforward. Q1PW02 Public Works 200-Gas Tax Fund 6200-Street Maintenance Right-of-Way Mowing-Additional NEW/TECHNIC Multiple $ 25,000 Additional right-of-way mowing locations were added to the city's previous contract for the service. This action,combined with a contract Locations Added to the Contract AL amendment will make the service whole. QiPW03 Capital 460-Transportation 8000-CIP CIP-95063 Transportation System NEW/CARRYFO Multiple $ 127,500 Carryforward of$79,500 from prior year appropriations impacting the Transportation SDC Fund.The project was funded by Gas Tax Fund Improvement CIP Fund Plan Update RWARD initially, but has been moved to Transportation SDC.The project start was delayed because of the bidding and negotiations with Program consultant took longer than anticipated. In addition to the carryforward,there is a new ask of$48,000 impacting Transportation SDC Fund.This was due to the consultant contract coming in higher than anticipated and a portion of the project going toward the Hall Boulevard Jurisdictional Transfer Study,which was outside of the original project scope. 2of3 CITY OF TIGARD - BUDGET SUPPLEMENTAL 9'28'2020 FY 2020-2021 Quarter: 1 Item # Department Fund Division Request Title Request Funding Total Amount Detailed Description Source Q1PW04 Capital 510-Stormwater Fund 8000-CIP CIP-94044 Tigard Triangle CARRYFORWA Unanticipated $ 18,500 Carryforward of$18,500 from prior year appropriations impacting the Stormwater Fund. IGA with Clean Water Services determines the Improvement Stormwater Implementation RD Fund Balance project schedule. Total Project Cost remains at$180,000. Q1PW05 Capital 420-Parks Capital 8000-CIP CIP-97028 Tigard Triangle Parks TECHNICAL Miscellaneous $ (3,800,000) CIP 97028 is a Tigard Triangle Capital Improvement Fund project but was duplicated in the City of Tigard CIP project list. This request will Improvement Fund Revenue eliminate duplicated entries. Prnnram QiPW06 Capital 100-General Fund 8000-CIP CIP-91022 City Hall Remodel CARRYFORWA Unanticipated $ 73,500 Carryforward of$73,500 from prior year appropriations impacting the General Fund.The construction contract was executed in the middle Improvement RD Fund Balance of May but the actual construction did not start until June. Unspent dollars need to move to FY2021 to complete the construction.Total Program Project Cost remains at$627,000. Q1PW07 Capital 420-Parks Capital 8000-CIP CIP-95057 Fanno Creek Trail NEW/CARRYFO Unanticipated $ 66,615 Carryforward of$51,615 from prior year appropriations impacting the Parks Capital Fund. Deliverables tied to the grant(a Metro Grant) Improvement Fund Alignment Study(Bonita Road to RWARD Fund Balance did not allow for some billings in FY2020 and require moving funding to FY2021. In addition, internals have increased slightly to allow for Program Tualatin River) proper grant management.Total Project Cost has increased by$15,000 due to additional expenditures occurred in FY2020. QiPW08 Capital 460-Transportation 8000-CIP CIP-95061 Wall Street/Tech CARRYFORWA Unanticipated $ 36,610 Carryforward of$36,610 from prior year appropriations impacting the Transportation CIP Fund (a Metro RFFA Grant). Total Project Cost Improvement CIP Fund Center Drive Connection RD Fund Balance remains at$2,169,033. lPrnnrAm Q1PW09 Capital MULTIPLE MULTIPLE CIP-92062 Cook Park Softball and NEW Contingency $ 30,000 Increase$30,000 of transfers from Transient Lodging Tax Fund due to the additional permitting requirements for the site required by the Improvement Baseball Infield Project Manager,which have also resulted in increased permitting fees. Prnaram QIPW10 Capital 420-Parks Capital 8000-CIP CIP-92034-02 Tigard Street CARRYFORWA Unanticipated $ 21,000 Carryforward of$21,000 from prior fiscal year. $10.5K from the Transient Lodging Tax Fund and $10.5K for a National Endowment for the Improvement Fund Heritage Plaza Outdoor Museum RD Fund Balance Arts Grant. Final artists work could not be completed before the end of FY2020. Q1PW11 Capital 460-Transportation 8000-CIP CIP-95027 Pedestrian and Cyclist CARRYFORWA Unanticipated $ 130,000 Summer 2020 construction of RRFB signals and other crossing improvements at Tiedeman,Grant and Katherine could not be completed in Improvement CIP Fund Connections Program RD Fund Balance June. Carryforward $130,000 of unspent appropriations from program that were tied only to the Brown Construction Contract for these Program crossing improvements. Non-Budge aIm act Items Item# Department Fund Division Request Title Request Funding Source Total Amount Detailed Description QiCS01 Central Services 600-Central Services 1300-Communications Increase Digital Communications NEW Existing $ - The slight FTE increase will be offset by funds that were budgeted for the Latino Festival.The event was scheduled for August but did not Fund Coordinator FTE by.05 Appropriations happen because of COVID-19. The Digital Communications Coordinator is expanding our digital presence and growing the city's connections in the Latino community.As our social media reach increases by 5%to 10%on each platform (Facebook, Instagram,and Twitter),the position is tasked with responding to more comments and responding to direct messages in a timely manner. The position is also responsible for launching`Somos Tigard'a social media page specifically for Spanish speaking members of the community. In just a couple of month,the page has gained 130 members through live chats,videos,and timely information sharing. As we continue to implement our Language Access Plan,this position is translating more documents(Le: Mayor's Corner, Popular Annual Finance Report, and Tigard CARES information)for every department. Without the additional hours,the city will use a third-party service to translate all city documents.This will be an additional cost to departments and result in a longer turnaround time(five to 10 days)in translating documents into Spanish. 3of3 AIS-4385 8. Business Meeting Meeting Date: 10/13/2020 Length (in minutes): 5 Minutes Agenda Title: TOWN CENTER DEVELOPMENT AGENCY - Informational Public Hearing: Consider a Resolution Approving the First Quarter TCDA Budget Supplemental Prepared For: Steve Kang Submitted By: Steve Kang, Finance and Information Services Item Type: Public Hearing - Meeting Type: Town Center Informational Development Agency Public Hearing Yes Newspaper Legal Ad Required?: Public Hearing Publication Date in Newspaper: Information ISSUE Shall the Town Center Development Agency adopt a FY 2021 First Quarter Budget Supplemental? STAFF RECOMMENDATION / ACTION REQUEST Staff recommends the Town Center Development Agency approve the FY 2021 First Quarter TCDA Budget Supplemental. KEY FACTS AND INFORMATION SUMMARY The following is the one item that requires council action for FY 2021 in the First Quarter Budget Supplemental: •QlTCDA01 CIP 92059 Universal Plaza— Universal Plaza project is partially funded by the Parks SDC Fund. This request is to recognize the transfer from Parks SDC to City Center Capital Fund. During the budget cycle, transfer out from the Parks SDC Fund on the City of Tigard (COT) side was entered, but not the transfer-in to the TCDA's City Center Capital Improvement Fund. This entry will recognize the fund coming from COT to TCDA. OTHER ALTERNATIVES Do not approve the FY 2021 First Quarter TCDA Budget Supplemental. COUNCIL OR TCDA GOALS, POLICIES, MASTER PLANS N/A DATES OF PREVIOUS CONSIDERATION This is the first consideration Fiscal Impact Cost: $2,000,000 Budgeted (yes or no): No Where Budgeted (department/program): Urban Renewal Additional Fiscal Notes: The FY 2021 First Quarter Supplemental will increase the budget by$2,000,000 in City Center Capital Fund. The expenditure increases are supported through the transfer from the City of Tigard's Parks SDC Fund. This supplemental will not change the reserves of the TCDA. Please refer to Exhibits B which summarize the fiscal impact of the quarterly supplemental budget by fund. Attachments FY21 Q1 TCDA - Resolution FY21 Q1 Exhibit A - TCDA FY21 Q1 Exhibit B - TCDA FY21 Q1 TCDA Supplemental Summary CITY OF TIGARD, OREGON TIGARD TOWN CENTER DEVELOPMENT AGENCY RESOLUTION NO. 20- A RESOLUTION TO ADOPT THE FY 2021 FIRST QUARTER BUDGET SUPPLEMENTAL INCLUDING BUDGET ADJUSTMENTS TO TOWN CENTER DEVELOPMENT AGENCY (ICDA) URBAN DEVELOPMENT. WHEREAS, the TCDA acknowledges those items that were unknown at the time the FY 2021 budget was adopted;and WHEREAS, the TCDA recognizes approximately $2,000,000 of unanticipated budget in operations and transfers;and WHEREAS, the increase in budget is offset by unanticipated fund balance, miscellaneous revenue, and contingency. NOW,THEREFORE,BE IT RESOLVED by the Tigard Town Center Development Agency that: SECTION 1: The FY 2020-21 Budget is hereby amended Q1 Supplemental Summary Exhibit B. SECTION: This resolution is effective immediately upon passage. PASSED: This day of 2020. Chair-TCDA ATTEST: TCDA Recorder-TCDA RESOLUTION NO. 20- Page 1 Exhibit A QlTCDA01 - CIP 92059 Universal Plaza CIP 92059 Universal Plaza project is partially funded by the Parks SDC Fund. This request is to recognize the transfer from Parks SDC to City Center Capital Fund. During the budget cycle, transfer out from the Parks SDC Fund on the City of Tigard (COT) side was entered, but not the transfer-in to the TCDA's City Center Capital Improvement Fund. This entry will recognize the fund coming from COT to TCDA. FY 2021 Q1 Revised City Center Capital Improvements Adopted Amendment Q1 Resources Beginning Fund Balance $ 5,093,500 $ - $ 5,093,500 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses &Permits $ - $ - $ - Intergovernmental $ - $ - $ - Charges for Services $ - $ - $ - Fines &Forfeitures $ - $ - $ - Interest Earnings $ - $ - $ - Miscellaneous $ - $ - $ - Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 412,000 $ 2,000,000 $ 2,412,000 Total Resources $ 5,505,500 $ 2,000,000 $ 7,505,500 Requirements Community Development $ 411,900 $ - $ 411,900 Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ - $ - $ - Program Expenditures Total $ 411,900 $ - $ 411,900 Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ 2,781,000 $ 2,000,000 $ 4,781,000 Transfers to Other Funds $ - $ - $ - Contingency $ - $ - $ - Total Budget $ 3,192,900 $ 2,000,000 $ 5,192,900 Reserve For Future Expenditure $ 2,312,600 $ - $ 2,312,600 Total Requirements $ 5,505,500 $ 2,000,000 $ 7,505,500 Exhibit B City Center Capital Improvements FY 2021 Revised City Center Capital Improvements Adopted QlTCDA01 Q1 Resources Beginning Fund Balance 5,093,500 $ - $ 5,093,500 Property Taxes $ - $ - $ - Franchise Fees $ - $ - $ - Special Assessments $ - $ - $ - Licenses&Permits $ - $ - $ - Intergovernmental $ - $ - $ - Charges for Services $ - $ - $ - Fines&Forfeitures $ - $ - $ - Interest Earnings $ - $ - $ - Miscellaneous $ - $ - $ - Other Financing Sources $ - $ - $ - Transfers In from Other Funds $ 412,000 $ 2,000,000 $ 2,412,000 Total Resources $ 5,505,500 $ 2,000,000 $ 7,505,500 Requirements TCDA $ 411,900 $ - $ 411,900 Community Services $ - $ - $ - Policy and Administration $ - $ - $ - Public Works $ - $ - $ - Program Expenditures Total $ 411,900 $ - $ 411,900 Debt Service $ - $ - $ - Loan to TCDA $ - $ - $ - Work-In-Progress $ 2,781,000 $ 2,000,000 $ 4,781,000 Transfers to Other Funds $ - $ - $ - Contingency $ - $ - $ - Total Budget $ 3,192,900 $ 2,000,000 $ 5,192,900 Reserve For Future Expenditure $ 2,312,600 $ - $ 2,312,600 Total Requirements $ 5,505,500 $ 2,000,000 $ 7,505,500 CITY OF TIGARD - BUDGET SUPPLEMENTAL 9/27/2020 FY 2020-2021 Quarter: 1 Item # Department Fund Division Request Title Request Funding Total Amount Detailed Description Source QlTCDA01 TCDA 940-Urban Renewal 9000-Urban Renewal CIP 92059-Universal Plaza TECHNICAL Existing $ 2,000,000 CIP 92059 Universal Plaza project is partially funded by the Parks SDC Fund. This request is to recognize the transfer from Parks SDC to Capital Improvements Appropriations City Center Capital Fund. During the budget cycle,transfer out from the Parks SDC Fund on the City of Tigard (COT)side was entered, but not the transfer-in to the TCDA's City Center Capital Improvement Fund. This entry will recognize the fund coming from COT to TCDA. 1of1 AIS-4390 9. Business Meeting Meeting Date: 10/13/2020 Length (in minutes): 60 Minutes Agenda Title: Town Center Development Agency - Universal Plaza Project Update Prepared For: Sean Farrelly Submitted By: Sean Farrelly, Community Development Item Type: Update, Discussion, Meeting Type: Town Center Direct Staff Development Agency Public Hearing No Newspaper Legal Ad Required?: Public Hearing Publication Date in Newspaper: Information ISSUE Shall the TCDA Board receive an update on the Universal Plaza Project? STAFF RECOMMENDATION / ACTION REQUEST The Board is requested to participate in the update and discussion about the progress of the Universal Plaza design process. KEY FACTS AND INFORMATION SUMMARY In 2017, the Town Center Development Agency (TCDA) Board directed that an agency-owned property in downtown Tigard be redeveloped as a public plaza. Planned to open in late 2022, Universal Plaza will be a place for everyone — a community gathering spot in the heart of downtown Tigard that celebrates our shared humanity and our one shared planet. The plaza will be a hub of activity, a stimulus for downtown's continued redevelopment, and an emblem of civic pride and identity for Tigard residents. On February 25, 2020, a consultant team lead by RIOS (formerly RCH Studios) was awarded the design and activation contract. The design process has two phases: initial activation/programming (Phase 1) followed by plaza design (Phase 2.) Contemporaneous with the kick-off of the project, the COVID-19 crisis hit, causing a significant adjustment in the project approach. After reassessing and reorienting the work, the following activities have occurred: Demolition: The warehouse building was demolished. The grounds were cleaned and Public Works cut back invasive weeds at the back and front of the site. Geotech/Environmental Soil sampling: Borings and environmental sampling were performed for technical reports. The Geotech report documented that the site should have no issues supporting the envisioned structures. The environmental soil sampling of the ground formerly beneath the building did not find hazardous chemicals. Lawn: The former building footprint was seeded, and temporary irrigation installed to establish a lawn for the temporary plaza. Fence and banner: Temporary fencing was installed to limit access to the site during social distancing requirements. A "coming attraction" banner featuring the plaza logo is being displayed on the fence. The banner includes the website address for project updates. Power: Electrical service is being established to serve the temporary plaza activities and future needs of the permanent plaza. Activation/Engagement Phase Summer of 2020 was envisioned as an opportunity to implement various activities on the temporary plaza site. It is important to have people on the site — the observation of which will provide input into the design of the future plaza. Of course, it has not been possible to hold events or allow large groups of people on site. Assuming conditions will continue to allow it, a modified activation phase is now underway and will continue through spring of 2021 to draw people to the site safely and allow some amount of observation and community interaction with the design process. Among the Activation components are: Ground Mural: A colorful temporary ground mural was painted on the remaining paved area of the site. Haiku contest and projection: A haiku poetry contest is currently underway with a deadline of Oct. 15th Anyone can submit a haiku online and selected ones will be projected on the wall of the adjacent B&B Printing building. Site furnishings: About 30 wooden "apple boxes" of various dimensions are being fabricated. They will serve as moveable seating and objects of interest. Additionally, Tualatin Valley Creates has commissioned musical benches currently being built by an artist. Universal Plaza will be home to one creation that will be able to be used as seating or be played. Eight to ten boxed live trees will also be placed around the site. These additional items are expected to be installed at the end of October/beginning of November. Temporary art installations: Art installations, including a large piece to be constructed of scaffolding, fabric, and lights will be installed at the site in early December. Along with providing some shelter, the piece will be highly prominent and attract attention and visitors to the site. The artwork will also help the design team and the community imagine how the plaza can become a destination once built. Video: Five videos will be produced highlighting various aspects of the plaza design and activation process. The first video is complete, available on the website, and will be shown at the October 13 Board meeting. The videos will be displayed on the city's website, the city's engagement page and potentially displayed in other venues including the Washington Square Mall Drive-In movies. Placemaking project: Architecture students from Portland State University's Center for Public Interest Design, in collaboration with City Repair, will study the site and create a mobile placemaking project in November. Design Phase Public engagement: As mentioned previously, COVID restrictions have complicated plans, but have also led to a unique opportunity for public engagement. Staff has implemented a plan to involve a diverse group of people, representative of the entire Tigard community, while removing the barriers that often prevent participation. Instead of a traditional advisory committee with a considerable fixed time commitment and a vetting process for inclusion, staff is inviting any and all volunteers from the community to be involved as much or as little as they'd like. Staff has asked volunteers to self-identify to include a broader range of diverse lived experiences than what has been the city's norm. At this time about 40 community members have signed up to be Design Advisors. Three "Advisories" will combine socially distanced onsite visits with online engagement meetings. The first On-Site Engagement Experience was held the weekend of October 3-4 to inform the development of the plaza concept design. Advisors visited the site all weekend and at all hours. At the plaza, they were prompted by five Engagement Stations that were strategically placed around the site to encourage feedback about specific area locations as well as general thoughts about the site. Design Advisors were then invited to a Digital Forum to dig deeper into design issues through smaller group settings and conversation with the design team. Two additional Design Advisories will be held in December 2020 and March 2021. Solicitations for Design Advisors will remain open during the entire design phase to allow for more, different, ongoing and inclusive participation from the broadest possible swath of community members. Project schedule and budget: Following concept design this is the preliminary schedule: • Schematic Design: December 2020-January 2021 •Updated cost estimate-January 2021 •Design Development: February -March 2021 • Construction Drawings: April—July 2021 •Land use approval and permitting: August - November 2021 •Bidding: December 2021 • Construction:January - August 2022 The project budget is $3.5 million and is funded by City Center TIF funds and Park SDC funds. $2.25 million has been allocated for hard costs and $1.25 million in soft costs Council/LCRB previously authorized $643,300 for activation, design, construction drawings and project management. An additional contract will be brought to the LCRB before the end of the year for permitting, construction observation and subconsultant construction documents, including water feature engineering, structural engineering, lighting, irrigation, and electrical specifications. The estimate for these services range from $325,000 to $375,000. October 13, TCDA Board meeting In addition to Community Development and Parks staff, representatives from RIOS, Art/Design/Situation (activation subconsultant) and Shiels Obletz Johnsen (owners representative and overall project management) will attend and present at the TCDA Board meeting. OTHER ALTERNATIVES No action is requested. COUNCIL OR TCDA GOALS, POLICIES, MASTER PLANS City Strategic Plan 2020-2025 Priority 3 — Ensure development advances the vision. Objective 3.1: Pursue land development that maximizes public health benefits while increasing connection between people and community destinations Action G: Invest in public spaces that equitably serve the city's diverse residents, workers, and visitors Objective 3.3: Understand the effects of development on vulnerable Tigard residents and mitigate these impacts within projects and over time. Action A: Increase access and participation of community members who are historically underrepresented in city processes and committees. 2019-2021 Tigard City Council Goals - Goal 2: Invest and connect key areas of the City to promote economic growth and community vitality. Strategy 2.2: Continue to make downtown Tigard a place people want to be by making substantial progress on projects that attract new residential and business investment. •Design and engineering of the Universal Plaza City Center Urban Renewal Plan 9 Goal 4B: Develop urban spaces that will provide active and passive recreational opportunities for pedestrians and attract residents and visitors to downtown. DATES OF PREVIOUS CONSIDERATION •February 25, 2020: Contract Award to RCH Studios for Universal Plaza Activation, Design and Project Management •June 11, 2019: Universal Plaza Pre-Design Kickoff •December 4, 2018: Discussion on Potential Business Plan for Universal Plaza • September 4, 2018: Update on Universal Plaza concept •February 20, 2018: Review Universal Plaza concept Attachments Project Schedule 09.24.2020JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY FEBRUARY MARCH APRIL MAY JUNE JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER JANUARY RIOS CONCEPT DESIGN 2 MONTHS PRICING 2 WEEKS CONSULTANT SCOPING 1 MONTH CITY COUNCIL PREPARATION PRIOR TO SD OCT&NOV. SCHEMATIC DESIGN 2 MONTHS PRICING 2 WEEKS DESIGN DEVELOPMENT 2 MONTHS MEMO— CONSTRUCTION DOCUMENTS 4 MONTHS LAND USE APPROVAL 2 MONTHS MENNEN PERMITTING 2 MONTHS BIDDING 1 MONTH CONSTRUCTION OBSERVATION 8 MONTHS 1-Jan PUBLIC ENGAGEMENT GROUP DEVELOPMENT 2 MONTHS ON-GOING WEBSITE LAUNCH 2 WEEKS COMPLETE HAIKU HAIKU SUBMISSIONS ON-GOING STENCIL CHANGE OUT ON-GOING VIDEOS VIDEO#1 SEPT 29TH VIDEO#2 MID NOV VIDEO#3 MID DEC VIDEO#4 MID JAN VIDEO#5 TBD ADVISORY MEETING#1 OCT 3/4&7 ADVISORY MEETING#2 DEC 5/6&9 ADVISORY MEETING#3 MAR 6/7&10 ACTIVATION ACTIVATION DEVELOPMENT 4 MONTHS COMPLETE DEPLOYMENT 12 MONTHS SIGNAL+EXCITE 2 MONTHS EASED ENGAGEMENT 2.5 MONTHS EASED ENGAGEMENT 5 MONTHS ACTIVATE 3 MONTHS APRIL-JUNE ACTIVITIES CONSTRUCTION CAMERA COMPLETE BUILDING DEMOLITION COMPLETE 3 WEEKS COMPLETE WATER:BACKFLOW PREVENTOR 1 DAY COMPLETE FENCE WRAP WHITE FENCE WRAP:ADD TBD ? PRIOR TO ART GEOTECH BORINGS 1 DAY COMPLETE ENVIRONMENTAL:PHASE 1 1 DAY COMPLETE CONDUIT/ELECTRICAL INSTALLATION 3 DAYS OCT 14TH GOBO LIGHTS INSTALLATION OCT. SOIL/GRASS INSTALLATION 3 DAYS COMPLETE POWER WASHING 2 DAYS COMPLETE GROUND MURAL 1 WEEK COMPLETE FENCE MOVES 1 DAY ? SCAFFOLDING ART INSTALLATION 1 WEEK EARLY DEC. MUSICAL BENCH 1.5 MONTHS LATE OCT/EARLY NOV CITY EVENT INSURANCE ON-GOING APPLE BOXES ON-GOING LATE OCT/EARLY NOV TWINKLE TREES ON HOLD LATE NOV PORTLAND STATE UNIV.STUDIO INSTALLATION NOV 29TH BOXED LIVE TREES TBD • Universal P Council Presentation 13 October aoao S TIGARD RIOS J Agenda • Team Introductions • Project Approach • Activation & Conceptual Design • Project Development Team Introduction r ` ' .•ter� „� � '�' +� � /r '�. Community Development Redevelopment Project Economic Development Community Engagement Parks Director Senior Project Manager Director Manager Manager Lauren Scott Martin McKnight Vanessa Robinson Kenny Asher Sean Farrelly Lloyd Purdy City of Tigard City of Tigard Shiels Obletz Johnsen City of Tigard City of Tigard City of Tigard 1 ' a Design Advisor Design & Project Lead Local Project Coordinator Project Manager Experiential Graphic Lead Mark Motonaga Peter Emerson Carolyn Sumida Graham Sandelski Erin Williams RIOS RIOS RIOS RIOS RIOS Aw- Activation & Programming Civil Engineer Lead Water Feature Design Alisha Sullivan Daan Dommels Jim Garland A//DHS KPFF Fluidity Design Consultants Project Approach Why Universal? Universal Plaza will be a place for everyone - a community gathering spot in the heart of downtown Tigard that celebrates our shared humanity and our one shared planet. Design Advisory & Equitable E 3OOk 3 SUIPU VS O&WO ON C-QNTR1$UTQR5 4 C8W"C.Wzm BecoME, a DeSigrl Advisor! A non-ear owner and/or frequent transit user A person representing a local environmental group • Caregiver of Teens A Tigard Farmers Market Attendee • Teens Senior (who seldom uses downtown) • Spanish as a first language A person who is differently-abled • A climate change activist A student of urban planning or urban design • Downtown resident (with longtime residences Downtown Resident (new to downtown) • A person who has experienced underhousing or hofuselessness LGB QT'+ • A Tigard Farmer's Market Merchant Black Gommunity Member • Senior (who frequently uses do nt own) New to the public planning process • A person in recovery Downtown Merchant (within .S miry walk of the site) • Asian-Pacific Islander Community Member A person of Native American descent • Care giver of Children under 1a Downtown Merchant over a 5 min.walk to site) • C:hildren under io Let us know how else you identify.All lived experiences are • Someone with neither English nor Spanish as a first language welcome! What is the purpose of each advisory group site visit and meeting? On-Site Experience #1 On-Site Experience #2 On-Site Experience #3 (Oct3-4, 2020) (Dec 5-6, 2020) (Mar 6-7, 2021) • Experience Experience Experience the site as a the site with the site as it blank slate. installations will be inthe Identify in place and future. prompts to place-making FULL SIZE initiated. consider MOCK-UP' on site and Identify Test follow up on in Design Advisory #1 prompts to Design Advisory#2 assumptions Design Advisory#2 advisory group consider meeting (Oct 7, 2020) on site and (Dec 9, 2020) developed (Mario, 2021) through • Encourage follow up on in Concept and • Digital Forum advisory group Digital Forum Digital Forum a better Schematic understanding Engage through meeting Engage through open ,,,,,,,,,, Design Phases. Engage through open of the context open ended What does the ended questions. ended questions. and downtown. questions. site "feel" like Test Phase 3 • Zoom Polls Concepts vs. Zoom Polls • Run through context when active. Run through y Solicit impressions and g only Phase 2. analysis,regional installations feedback from the full context, site analysis - and purpose for size mock-up. barriers,opportunities installations. What are we doin and constraints. g • Share concept right? Identify focus areas for development and the group to break out � What are we doing process to getthere. wrong? into. g• What do peoplewant? IS ITUNIVERSAL? Design Advisors Engagement Phase #1 Three Ways to Engage 1 .) On-Site Experience • 25 surveys 2.) Digital Forum • 16 participants 3.) Direct Engagement IVergtl� Via, Wrten unobl¢fa monfoln pfuza �,fid$ ' C{� ��q�• dfmta�nce nom cme,,. • 13 emails/phone • � �,ir fn9agement station M C 'y New Design Advisors added over Awort�a��� w g the weekend t Engagement by the website numbers (Aug . 1 - Oct. 7, 2020 Visitors Summary Highlights TOTAL MAXVISITORS PER VISITS DAIS 1 .2 k 167 NEW REOITRATI ONS 200 1 ENGAGED INFORME AWARE - � VISJTORS VISITORS VISITORS 1 Aug '20 1 ep'20 t Dd '20 123 314 946 _ Pagoviews Visitors SURVEYS SUMMARY TOP SURVEYS EASED ON CONTRIBUTORS View Full Report 4 Surveys 48 22 Contributors to Contributors to Contributorsto Contributors Become a design Advisor! On-Site Experience #1 Public Spaces Experience 7 5 Subm issifl ns Q 0 Q• Q• ;M Design to - is never 1 1 r '.>✓ • � Aoliji - - w without story. b alp. M is It connectseo le to - p p low each other and the world - - fit i around us. f1 ~' Together we work beyond ands - g y . boundaries to reveal, ,r explore, and invent designs .) bi that amplify experiences. �' �✓ice- � , � r' . 7° / COL. How We WorkMR -- - 9 Iwo" Aad r We treat the design intent % %� \'A• ^T� and execution for every project as a solution unique to each client and ' - to their programmatic � - requirements. Our clients 4 ft IL 96 often actively participate in _ � the creative process. ;P loom _ � y �• - •� SWC06 OIrC he rc R Activation & Conceptual Design Universal Plaza Activation Community Connection Creativity YlY ,�;, Placemaking • CO universal - plaza Activation Program Goals • Build community excitement for the upcoming Universal Plaza75 • Invite the community in to safely experience the site • Provide insight into the final plaza design by understanding the way move through and engage - people g with the space ' - 41 ilia • Raise awareness of the new plaza site, and create a playful temporary experience for Tigard resident • Connect and collaborate with community groups and future -� p laza users 4. ..3 - � ♦ ;rip-.'ti',tea! _ - a Y X W 1 � • • I I I � � 1 • 1 r `_ - -f� Universal now COP Dic, Lance we can overcome But soon, wegather ,.. Jff �+ NWO �.._ 1 Upcoming Installations Beacon: David Buckley Borden .y� Architecture Student Installation: 9. PSU Center for Public Interest f}IF � DesignOWN . .; Twinkle Trees: Joshua Sales . -f -`:' � �r y= :" �.; Air Video and Photo Documentation• ��=� x• t' := �• �` +�' -` '� •r '�. /.�..# is� e�, 1`�"`• .i'-.R v1a�.. . � .�•. Alicia J. Rose Photography • � L .` A r�•v� sir.#■ .M.�.►r f■ y `�•' �i"•'� i� �yb�1'•+r: #Y% • e- ' Yi p •A.,v a`�{' ln.�,�� • pR * X73• .y, T �:. TL w 11 it --- _ �- � .� T' � � t �K" ■ .*, �# •�r +' S.y. ,-!' f• �a ;_ . Via,'.' a4 ' I `I I I i. '� — - — -� ?�` •i� .� V- '�`«'. E�•• �. ..''�T� L � !iei�s,������.� �• rL� ~�,: - l�i IIII A f 7 # oil i■rr A'��• y. M h! .�:' a5'� e L Jog 400 1 411 ■ �/�l'�' M��` — _'.r • •,r 7,n.�., �,r:� �,,•/ :r..nv.•. �1a •it-+�•rYi`-'• r-;� 041 V I IIS"!;r✓� •J�11r;��'� :. ... Conceptual Design : Analysis 05mile f. 10 mins walk .... 16 Public ' a/ Parking Spots 0.25mile • ,., '" - .•' Smins walk J �c -► " 20 Public �a Ib _. \ Parking Spots Site �.. _ Site No 72t ♦" -" Parking Space 9 �,, `• S 110 / • Parking ". Tigard Space �•��.- Water District IL e� Conceptual Design : Analysis Spring Summer Fall Winter Sunlight : 6 Hours (2,600) Individual Chairs (323)60"Round Table (1,629) Individual Chairs (23)18'x7' Food Trucks 10' Path Clearance 3,230 Seating Capacity 10'Path Clearance (99)4'Round Tables Event - �. _ __ - __ _ -_ -_ # lift ! # # 1f ii # # ! f • fi # CayU�acct • -- -- - - -- • • i # ii • i ! # ! i • i • i # i • � - - - - - - - - - - i # i • • ! ! # ! • ii # • # i/•• ..... ...... ...... .. .... i • # 0 • f # �• 500 Standing Capacity 1,000 Standing Capacity 2,000 Standing Capacity Ice Rink(Left vs Right): (97)10'x 10'Booth Stands with 3'Spacing (97)10'x 10' Booth Stands with 3'Spacing (97)10'x 10' Booth Stands with 3'Spacing 150 vs. 350 Skater Capacity l" _ _ Fr N■■■■ ■■■■■■■■■■■■ME■■■M■ ■■�■■■■■(i■����■�■r■-■■■■■■■■■■■■■■■■■■■■0■■■ ■■■i■■RE ■■■■■■■■■■A■■•0R ■�■■■■■■ii■iii■■i■■■■■■■ ■■■ i i■�■■■■■■i ■� i■i- ■■Of■�) I■-N-ff pji■■" i • _ •h'F • 11', -'N O .n�tOO r:--.,D \\ Goals & Design Drivers Goals for Universal Plaza Design Drivers for Universal Plaza UnIVeRSAL PLAZA IS... 1—Adaptable and gradual building process 2—Well connected,integrated and accessible 3—Inviting for a broad range ofusers 0 a local amenity and regional destination 4—Attractive for both events and everyday use FE that serves a diverse audience of all ages, 5—Inviting all year-round,day and night f 6—Incubation and edge activation 3 ethnicities and races 7—Nature in the city 8—Resiliency and maintenance I 9—Universal access / ,j A Q for everyday use and special occasions 10-Inclusive process throughout the day and year-round These ten design drivers capture the key components r that must be taken into consideration for the concept design proposals. © a place for community and learning The four diagrams on this,and the following page, • represent several of the themes present within the 10 a place for many different activities and design drivers. j r experiences T The interface between the natural and urban environment of 1 Q a place where urban culture and public life meets nature and biodiversity 0 a place that embraces local character and `what's unique about Tigard' connection Q an incubator that brings opportunities for �- businesses and amenities to Downtown Well-connected and integrated within downtown and the accessible for all Concept Elements: Universal DNA 11,000i lift, � x 116 , i _ -- -- G `tom i IN ti i 4 � 1 INTERACTIVE WATER FEATURE CONNECTION TO NATURE OVERHEADCANOPY EVENT LAWN MARKETZONE Concept: DefiningCharacteristics COMMUNITY ARRAY DOWNTOWN FABRIC FANNO EMBRACE Distinctive Points of View Stitched Circulation 4 Sides, 2 Edges Gradient of Experiences Distinctive Zones Central Experience Town to Nature Flexible Heart Edge Experience . k Y.fa J.'� � � � ■P � [.'�� - 'X714 w. _ - k.. r:.�' �' � r 7 +- �' ._h. �_� L tik • '1 M r A.+.c -a <•x• 3.. � y'f. '4.f , '..� { J- r•j� •'`�. .� �� 7-�, k' a`. .. h t :d�-^ IL rm 'C. Yl�;' a 4 - i i - � �?; .' • - :e`er` s R - ♦ - - Yr l/Li it 0 IF i 14 do ! Alft MI be L SI �, � . �' .. _ •��4 Rare. � _ 1,"1 � • '.LTi � ---- - 1� . .- -ti raw alf - i1 _ 1r1rr1111111111H1m, �+ F � 1 On Site Engagement . 1 4 4 Hfil i:r f i•+ I. y 11 a ?'y 4Y 9YY r Y i.• SoV•y y '7rd yy +i h lis i h F d k - - iia � - - • - i � ry n a ll - r � 'k What We've Heard How did YOU travel to the Plaza today Vha[barriers do you see here that ho would you rant So visit this site 17 Vhat sounds do you hear?Are these What would make this area of our site Vould you Feel safe letting children play Standing at this location-do fou Feel drawn ou you ee sae in Is ocation I It were What aspects of this overall [walk,hike,car,transit]?&nhsp;Vas it might make someone not Feel rich in the Future?Friends,Families ? in an interactive rater Feature in this Fully open along Burnham St_?&nhsp;lF 9- =r You like-or dislike. Feel most inviting. into the site- - Car innu Dog:barking eb Car.C Mooing:ound to my right Covered eating arca,tree:,art fcatumo oimilar to other in k':a little rough around the edge:right now...n„d:o bit of Tigard uwally kclo pretty:afo to mc...lightning would make the Vi—of the parklwoo-d,- Just now a Io- Debris on the right behind the fence. All of the above. Tigard... Y,"! .omething to a round or contain the spate evening feel ak. have made eonver:ation difficult. It's hard to:ay.The car:on Burnham travel pretty fast,but the It Feel-industrial because of it being surrounded 7e:,but I would want bc..hc:w w,can,it nearby too l roeklpla ntcr already along thc:idewalk help:me Fcel:ale. I love the gra-r.!It's so nice to have an opc Car,drove from Beaverton. b bi basin,-r.buildin I if it had Friend.. Th,compressor of the boat shop is very abrasive. More lams!Ma 6c sour, tt,d tree.for shade. would also want more shade so the don't t sunburned Ycs. y g gs vs commons when it's not on,I can hear all[he birds! P y po y g, mor,Food near by. too quickly. No,without more night lighting I would not want to b,here lot, I do not Iikc that the plaza doesn't have an night. Car None All the above Ac air compressor from marine store Water feature Ycs Ycs the natural background Night maybe less safe with out full coverage lighting Build a green plant and sound wall to bloc Did not se,any barriers that would 6,challenging The HVAC no-i:,coming From the marine company wr. Small gathering:of Friend:and families.However, awful and loud.Could not have a conv,r:atio-n with the oth,rthan no paths thr,,,.9,ass,dar,a;however, Lighting,small picnic tables,benches,water-fountain,toilet Ycs.This is an excellent location Forwch activity-make it Not particularly,which ass non-prim,location,a gain makes it I would like to see chain-link fencing along Burnham Street with The overall sense of openness felt good. Via ear andavery convenient location. there isalarg,paved area abutting the grassed cai:also conducive for small gathering event rental- othersite visitor standing 6-Ft apart a. i.masks due hciliti,s. very kid-oriented and leave the rest for us adults. ap,rf,ct kids area. an opening,as currently looted and sired,into the area. blocking off all visual contact Sogg,stc andlor outdoor art. to the HVAC noise.Th,marine company also has a arca. large dog that barks which was frightening. Car.Dropped off clothes at cleaners. Besides fencing?Nothing. Family and friends Humming of air compressor from Marine store. Seating,smooth pavement Mural,on concrete. Absolutdy!!I No Ycs.Add more lighting for night.Inter.ctiv,lighting.Motion Vi—of trey.and green spec,nice. .en.or.Lights to pave the walkway. Wall by Marine store needs to 6,covered Ycs.Would need lighting to f„1 safe at night.Pr,f,rably if it was The frneing with barbed wire.It fcelo to'—luded, I like that it”big and opm.I Iikc the view Walk Friends Birds and cats.Not bad B,neh,s,picnic tables,umbrellas,playground structure Splash pad!Ycs please! Not yet because of all the Construction close to 6osyhetive 6osinrses at night with other people within no-[:afc iF 6y myself sight storage make:it feel unsafe. mngsc ,—.Exampl—PD.',Pioneer Courthouse Square isn't jos[ Car.Co-n—i"t because there wr.uou h•erect .whin. Barbed wire on d'ac,t t. Un,— Traff'e 6 d,bird o-d,uotlin leave• o d. a pace":there arc Food ort,that invite the lunch crowd, Sure. Not et. Ycs,especially benose it's so close to the street that there's I like the wild arca,dislike the xrap arca g p g a 1 n proper y [a] :[g o]r g •19 0] the TriM,t o-ffice helping eo ..t the:weat,r to trap:it, o y ] little place for an assailant or troublemaker to conceal themselves.the cast in summertime and a coff"oho-p that gi—pcoplc an excuse to meet and Walk Grading,cover,marina is an eyesore Cars ripping by[dislike]birds chirping[Iikc] Ycs No PI rhapo,k during daylight.Homeless drifter:arc o concern, All it is is pot,ntixl.Th,r,is nothing here y pus auto fic Food carts and outdoor seating would grab the attention We walked and it wr convenient doe to our,ryaee,::to parkin be an iro,for those that can't walk All of the above Cars and birds.No com faints of people driving by bot it waoldal-be Fantreie soda 7r. Y,s.l like that it is 6i From the street and flat. Ycs we'd F,cl safe dorin the da but also at night iF I lit Irk,kowop,n,flat and sonny it i:.Thew, the Fanno Cr„k Trail. g m0y P big draw For Families if the site had a nature play:tructore g,away g y g proper y improvement:that block[he item::t,r,d and opboh pad.Another idea is to have.spot For Iiv,music or prosp,c A:a white male,I felt comfortable and welcome in present and is part of the auditory experience,but not opportunity to be integrated with Potor,use of the site, particularly to the west The worst aspect I welh,d.It was convenient since l livcasho,t di--north All of the above,but mostly with my fomily[2 adults always.Wad uses across Barnham are aL•o sources of ming pedestrians ancontine,tomo,,north-south on I would probably feel mor,safe with kids playing in an Ido,mainly to the op,nn,-r.along the western,dg,li—rfoc, Ycs,and the streetlights along Barnham facilitate the feeling of is the Wo Il ngth ofth,northern propertyli th,:pace.However, don't a:wmc that other: of downtown. would nee,..arily Fe,l eomfo-rtable there. and up to 5 kids]. ound at eh,east end of the plass.Deeper into the the sidewalk.Th,width of eh,:id,walk,:tormwat,r interactive water feature located a bit farther into the site. with Fanno Creek Park. safety along the Barnham edge. incompatible with s eiviclpublie sp a e,.l r site,the:ound:of bird:become more dominant. Faeiliti. curb cut:and:erect light:arc;I1 rice[:that Steven.Marin,will gencra1,noir,[odor: Ycs if free car parking was eliminated on one side of street, Ycs but see above.Slower vehicle speeds and a protected bike Car:rooming by.[Di:Iikc]Nced to lows tho ope,d Hard to say with eh,eortructio-n fencing.Currently no,but Bike No bike Ian,s.Too many cars stored on the street Family limit to 20. Moral on building.Or living wall[Or both combined] speed limit was lowered and protected bike lane was canoe,potential. Zane would make the street vi,wlsoonds more appealing. Grass arca is nice.Boat parts hanging on f installed. Additional lighting would b,needed[Solar powered of ae:lrrom oowl u it u,sign a unique pave”T"ror me arse au-ia rete or wn peon, vc:gooq po-trnnai row mis sire.ai mu— NOISE.Constant 99W traffic nois,.local traffic. back of site,oeerio-nal:ound of a bird Due ehc plaza,with gcom,trie designo and pattern:. health hazards.They arc mostly used by:mall children. fencing,For:tarter .. to the eonotant high I...I of traffic NOISE,however, 2)Build a low,wide mronry wall[next to the Burnham Interactive water f,atu—,p—d infeetior.and disease:, Safe daring the day. At night,NO. Also,needs extensive Negative:The ugly eyesore treated 6y the r Ugly,yrore at Marine property side Friends. unfortunately site is NOT suitable For any'd,dieat,d :id,walk]2.53 fW tall with 2 wide opening:(15-20 feet], via bodily fluid:(urine and diaper content:],and via dog: Sorry,but No. lighting..Permanent 2417 video monitoring. entire side of the property n,ed::eriou: cert:.' Cook Park is the only outdoor public and:o thc:itc is open and visible From the:treet. and bird:'dropping:.IF the water is rceyckd,the public the visible junk,or eonotruct.:olid wall o ., Th,site needs to have some,,tr,that may be on the other Thcrc n„ds to b,some feeling of entry into the Plaza and I think :id,of Burnham to make you P„I you arc traveling thro part of Th,site needs a trail connection to Main St., All areas of th,site need to b,Flat at the same grad,.IF the oold start on the other side of Burnham,I don't think having it Car Friend: Automobile traffic It may need to be a little Further into the site. the Plxa a:You drive along Burnham.That will tend to draw c Screening need:to be provided in front o maybe a loop trail to Main St. site is flat,the visibility will 6,better and it will feel safe. p,o-pl,into ehc Plaza.Thi:may 6,light:or tree:on both open is the right thing.Th—needs to 6,a feeling of entry at :idc:of Burnham. Barnham en grace may oe crying row roan:warn moonily acre arc tram,saunas r :rre w a: vegeruion.ro:sioiy.sore serrate for someming oe:iae: IF it was open with exception of sour seal barriers,vegetation, d,vicr.or visual impairments,particularly in the All of the above.A:an urban plaza in the heart of the industrial sounds(From equipment or po-ribly HVAC] black asphalt].The entire site needs a tree plan.Even in 60 I arrived by car today due to time eoretrainr.in my Not at the moment The downward grade dor.somewhat decorative bollards or short-open fencing[picket but not-ugh] xistin sidewalk to the NE of the,ntr.However downtown arcs would expect eh,:it,to meet the From the site to the northeast Stevens Marina.I d caths it was ver w c,I attended on n non- No.Evc with:omc type of physical bar cr b,twcen ares schedule,however I ala visit downtown on foot,bike or c g y [ ] ,gree w y arm sin ^ entice but the grass expanse is a terrible waste and docs it would feel safe both by day and night.I would.slum,entire this is slight physical barrier,more impactful in my gathering need:o-f a wide variety of group sirs and didn't mind the traffic sounds[especially as it cloddy day.However along the street side there was no and:trcet it just FEELS too close to therstrcet bus. nothing to interest the user. site will receive some type of lighting treatment,as Nrth,r in will opinion,is the setback nature of the sit,,especially type:. decreased as on,traveled deeper into th, it,from respite from the heat and noise of the urban d—t,that ,, ,,, d,finit,IV^ot feel safe at night without lighting. � Wolk Nonc Yr. Traffic and water running Trees and bench,: 7e: Ycs Yes and not now at night.Maybe when opw. Open:pre. Project Development TIGARD UNIVERSAL PLAYA 2020 2021 - 1111111111111111111111111111111111111111111111111111111111111111111111111111 CONCEPT DESIGN 2 MONTHS CON SULTANT SCOPING 1"UNTH CITY COUNCIL PREPARATION PRIORTOSD OCT&NOV, SCHEMATIC DESIGN 2 MONTHS DESIGN DEVELOPMENT 2MONTH5 ■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■ ■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■ ■■■■■■■■■■■■■n■■■■■A■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■ ■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■ CONSTRUCTIONDOCUMENTS 4MONTHSPERMITTING 2 MONTHS ■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■i�������������� ■■■■■■■■■■■■■■■■■■■■■■■■ =OMMOl !■■■■ CONSTRUCTION OBSERVATION I�MONTHS ■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■ • ■■■■■n■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■ WEBSITE LAUNCH 2WEEKS COMPLETE ■■■■� -a■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■ HAIKU SUBMISSIONS ON-GONG VIDEO H4 ■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■ ADV:50,RYMEETING#1 OCTU4&7 ■■■■■■■■■■■�_ ■■■■■■n■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■ ADV SO Y MEETING#2 DEC5/6&9 ■■■■■■■■■■■■■■■■■■■i _ i■■■■■■■■■■A■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■ ADVISORY ■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■� .;i■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■ ■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■ DEVELOPMENT 4 MONTH$ COMPLETE DEPLOYMENT 12MONTHS EASED ENGAGEMENT 5 MONTHS ACTIVATE �MONTH$ APRIL-JUNE CONSTRUCTION CAMERA COMPLETE ■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■ ■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■ ■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■ ■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■ COGORO LIGHTS INSTALLATION OCT- ES IDAY ■■ 7■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■ GROUND MURAL I WEEK COMPLETE ■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■ SCAFFOLDINC,ART INSTALLATION IWEEK EARLY DEC. CI7 EVENT INSURANCE ON-GOING no-a ■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■ :. 1 , ■■■■■■■■■■■■■■■■■ ■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■ ■■■■■■■■■■■■■■■■■■■ ■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■ ■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■■ Where We Are Timeline 2819 Public Life.Public Space Survey Lastyear,we studied how and when people use downtown, Through dozens ofintemews,goals and 2019 2020 2021 2022 objectives for the future universal Plaza desigriwere establishedand JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL will mfornr the project moving forward * 2020-2021 Online and On-site Activation and Design View remporary art installations on our live camera feed,see time lapsed videos of the site cultivation andgive your input online on what kind of arr+enitwsyoud like to see.Theactuol SITE EXPERIENCE1 SITE EXPERIENCE2 SITE EXPERIENCE3 site itself wilibeopened for Design PUBLIC LIFE, ONLINE AND ON-SITE ACTIVATION BUILD-OUT & Advisors to interact socially distant PUBLIC SPACE CONSTRUCTION with temporary art installations and SURVEY other experimental artistic ------------ escapades. ------------ CONCEPT SCHEMATIC DESIGN CONSTRUCTION Site Experience#1 -Oct.3&4,202D DESIGN DESIGN DEVELO MENT DOCUMENTS (ail tiveekend) Site Experience#2-December 2020 Site Experience#3-March 2021 Become a Design Advisor here!Its easy,a.I v e ask is that you contribute as little or as mucic time as you want, at the times that work for you. =Build-Out&Construction Permitting for the new plaza should be done by early 202Z deanng the way for construction and a grand opening in late summer or fall. Thank you .'