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3.E. Council_Goals r r City of Tigard www.tigard-or.gov r T I GARD 2021 -2023 City Council GoalsfN Introduction The City of Tigard is pleased to present the summary of its 2021 Goal-Setting Workshop.The City Council and Leadership Team conducted a two-day virtual workshop on March 19-20, 2021 to recognize the accomplishments of the previous year, align with the City's vision, establish a shared understanding of the current community context,and develop a focused list of goals in alignment with the City's Strategic Plan.The City contracted with SSW Consulting,a professional strategic planning and facilitation firm to prepare and guide the team through their discussion. Prior to the workshops,SSW conducted outreach with the Council and Leadership Team to discuss community challenges,opportunities,and priorities on the horizon.The agenda for the discussion was based on the following outcomes identified through the outreach process: » Recognize and celebrate the accomplishments of the past year,establish a shared understanding of the community context,and align with the City's vision as the basis for goal setting; » Develop a focused list of shared,high-level goals that are in alignment with the City's Strategic Plan and the recommendations of the City's performance audit; » Review the Council's Ground Rules and develop a new team agreement that willguide the Council's working relationship over the next two years;and, » Build a collaborative and aligned team between the Council and City teammates to advance the Council's goals. The City Council and Leadership Team worked closely together to identify goals and strategies for 2021- 2023 that will build on the work and success of previous years,while also addressing new challenges and shifting community needs.The City will work on these goals in addition to maintaining high-quality core City services and completing prior goals that are still in progress. The team looks forward to working together with the community and the City's partners as they begin the work to advance these goals. www.www.tigard-or.gov Table of Contents r Introduction Page 02 Setting the Page 07 Context Our Team Page 04 2021-23 Goals + Page 11 Community Promise Tigard's Vision + Page 05 City Council Page 17 Strategic Goals Team Agreement Implementation + Page 18 Progress Reporting 3 City of Tigard Our Team City Council Jason B. Snider, Mayor Heidi Lueb, Council President John Goodhouse, Councilor Liz Newton, Councilor Jeanette Shaw, Councilor Emilio Calderon, Youth City Councilor Leadership Team Steve Rymer, City Manager Kenny Asher, Community Development Director Dana Bennett, Human Resources Director Halsted Bernard, Library Director Toby La France, Finance + Information Services Director Kathy McAlpine, Police Chief Kathy Nyland, Assistant City Manager Brian Rager, Public Works Director Shelby Rihala, City Attorney Nadine Robinson, Central Services Director Kent Wyatt, Communications Manager Facilitated By Sara Singer Wilson, Principal/Owner SSW Consulting 4 2021 City Council Goals www.www.tigard-or.gov Tigard's Vision + Y .� +,$.�; .: tri-• fii ,�dd,r; �, � ,., � Strategic Goals Alk3, ' y To align the group around a future state of mind, the team reviewed the City's vision and strategic priorities. Aligning around these guiding plans honored the work that had been previously completed, as well as inspired and guided the team in the goal setting process. Tigard's Tigard is an equitable community that is walkable, healthy, and accessible for Vision everyone. Strategic In 2020, the City completed a refresh of its Strategic Plan. The plan's purpose Plan is to set a focus for how the City's vision and direction will be achieved. It serves as a road map to guide where Tigard is going and convey what the City aspires to be. The development of the plan included a broad engagement effort of the community members and City teammates. The Strategic Plan aligns around the vision described above, and it identifies three strategic priorities to help carry out this vision. Strategic priorities: • Set the standard for excellence in public service and customer experience. • Create a well-connected, attractive, and accessible pedestrian network. • Ensure development and growth support the vision. 5 G I n/ OF a p � o �IC� NINLl DUDN DAcL,�2 1-1 CqAP-p AN - �o�M vN ry -FF�A-T- t ,5 w� , p v , QM D GCL� 06CM6MML D p D D�C�OCN D o Ju � 0 0 1 6 2021 City Council Goals www.www.tigard-or.gov Setting The Context The team celebrated and recognized accomplishments and progress from the last year, in particular the many shifts and transitions in services made to address the COVID-19 pandemic, social justice movements, wildfires, and more. The previous year brought many new challenges that the team met with resilience and efforts to innovate City services to continue meeting the needs of all members of the community. This section highlights these accomplishments as well as the general context of the community. All organizations work in a context;there are larger environmental forces and trends that shape what is and is not possible just as much as the internal capacities and capabilities of a group. The context map shown in this section provides a big-picture view of the Tigard environment. The team set an intention to evaluate the current environment, align with the City's Strategic Plan, and set focused goals that would propel them forward as a high-performing team. Progress on prior council The City's continual and COVID response- Expanded operations to Management of Covid- oals In all areas; careful management of our continued coordination with g Completion of city accommodate photo related efforts n very prcud es downtown,Triangle,River ckeep-COVID response to help departmentsironet provide a s keep our teammates and safe environment for onsite hall remodel. enforcement speed of our Emergency Service Terrace,Washington Square, unity safe staff and the public. citation processing Coordinator and our support for others comm Community Engagement Coordinator. Procurement& Expanded court The innovation that has sprung up as How the PD responded in a Implementation of Total Assisted Tigard services by providing result of COVID pressures.W. pandemic,our community Tyler Enterprise CARES small hearings by phone and Selection of Tyler EAM continued cultivation l believe what business rant has started due to need will outreachutmnsparing this time and Resource Planning g virtually. for our maintenance grow as our tra nsparency work after program we have strengthened the George Floyd System management software technology skills of our teams during replacement. thistime Tigard Public Library has Updated Tigard continuetl to serve our Municipal Code and Organized Citywide munirythroughoutthe Public Contracting Clarity,shared Successful passage of the Grant Committee cCOVID-19 public health Rules Successful recruitment of our understanding,appreciation, Police Services Levy.Reach Process emergency Parks,Rec and Green and bonding so we work as and engagement numbers Infrastructure Manager and a team(remembering we're for virtual council Continued work on City subsequent recruitment of 9 Facilities Consolidation our n all on the same side!) engagement during COVID Provide Business Project&River Terrace new Recreation Program billing pp Coordinator Provide utility 9 License application z.o customer assistance in multiple languages Developed partnership in multiple languages We appreciate the Began to track M/W/ with local or tions team!Thank you for ganiza Eliminated fees that D/DSV/ESB with focus on minority, addressing the impacts businesses women,and small Accounted for could result in of COVID on the businesses millions of Federal Expanded utility aid barriers to access. community. Relief CARES Act program Funding Proud of what the Council Creation of Public Provided technology and teammates have solutions for internal done to elevate our Safety Advisory teams amid andemlC The entire scope of everything community engagement Board P that has been done as city-so Participated in Tigard many moving pare:while efforts. RAFT funding staying m touch with the process communnv We've done a lotl 2020 accomplishments and highlights shared by Tigard Council and City teammates 7 City of Tigard Context Map Highlights The Context Mapping exercise increased the team's understanding of complex situations and established a common backdrop for goal-setting. To establish this shared context, the City Council and Leadership Team discussed topics including opportunities, challenges, political factors, economic climate,technology trends, other community trends, and uncertainties. Opportunities » Develop a Climate Action plan focused on improving community resiliency. pp » Gather input from the Public Safety Advisory Committee in the review of body cameras, changing police cars/uniforms to soften the look,alternative responses to 911 calls for mental health, public safety hiring practices, policies,etc. • In regard to COVID,the City has done a lot, but we need to have resources available if this is a priority. Set aside funding for grants, utility assistance,etc. • Be more transparent about how we are funding things City improvements and infrastructure. • Improve engagement to focus on the messaging vs.tools, have the data and the detailed information available, but put more emphasis on developing and communicating key messages and the call to action Apply an equity lens to the contracting process — make it more accessible for MWSEB to access the City's contracting process • Focus on employee engagement and build a leadership program to foster the strength of our staff teams • Recent passage of federal funds will create new opportunities in green technology, transportation,etc. • Transportation opportunities will need to be evaluated as we are landlocked by three major highways, and we will need to be in solving traffic issues As we consider employment opportunities in Tigard, how can we incentivize new opportunities and create these jobs that will alleviate traffic congestion? • Using urban renewal,we can continue to grow downtown,the Tigard Triangle, River Terrace,and Washington Square. A lot of this work was delayed because of COVID • Consider how the City can build relationships with the community in Bull Mountain. Washington County may push discussions regarding the future of these areas,and the City will need to determine its role and how to be a good partner in future efforts • There is a funding strategy in place to solve our City facility issues and address affordable housing needs using a smaller footprint for City buildings • We have an opportunity to be the most walkable city and may want to consider a sidewalk gap bond to fund the sidewalks needed to bring this vision to life As we continue working on the City's Park Master Plan,ensuring we plan for an equitable park system providing access within a 10-minute walk of everyone. • Continued collaborating with social service providers and explore implementing a south cities mental health response team for more localized service • Evaluate opportunities for communication and engagement strategies that includes internal resources to build relationships • TYLER provides a critical opportunity for the long-term success of the city,that if implemented effectively,will provide access to more data,allowing the City to evaluate our operations and seek continuous improvements on a new level • The Library will continue to serve as a community hub,especially when it is safe to reopen the doors to the public • If the City's May levy passes for urban renewal it will increase the City's max indebtedness, and Tigard will have a lot of opportunities to do work in the Tigard Triangle and downtown Tigard 8 2021 City Council Goals www.www.tigard-or.gov Challenges » The Washington Square regional center plan has been stalling out.The team needs to g determine what efforts need to pause for now In our communication and social media efforts,we engage, but we don't have a great system to follow-up with the public Funding challenges in park maintenance COVID recovery and addressing how to reopen is the City's most significant challenge. We have been successful in working with businesses, but we need to continue to do this and make sure people feel safe Transportation and access to public transportation is important. SW Corridor recently failed; how do we incorporate something without the ballot measure? Addressing racial justice and police reform. We have started the work, but we need to continue it and deliver on it. Maintaining alignment between the City's plans — strategic plan, performance audit,etc. We have challenges in addressing homelessness and mental illness. We cannot police our way out of this,and we must develop a better position/plan for our homeless community members. The City needs to build meaningful relationships with the Latinx and other historically underserved communities Establishing a"new" normal and accepting that many things will not go back to how it was before. We need to shift our focus in how things will be going forward. Reintegrating our most valuable resource,the City's employees,to in-person status Potential Federal or State unfunded mandates that could impact the City Bringing River Terrace into the City's urban growth boundary Addressing how to properly fund park maintenance communicate to increased costs and/or fees to residents Economic » The City's budget is always a concern. How do we effectively communicate to the community what the City provides, understand community expectations, and align the Climate budget accordingly? Many community members are slowly slipping behind on finances creating major stress for people.The City needs to consider this as we evaluate priorities. What are the full impacts of COVID going to be on the economy over the long- term and what will it mean for the City?There are many people who owe back rent and eviction moratoriums end, it will create many impacts on housing stability. Landlords will also need support,there are rising concerns around losing properties further impacting renters How can Federal funds be used to help our community? People are unaware of resources available to them-a lot of information can be provided and there are different ways the City can support and share information regarding available resources. Estimates are predicting that we will not reach pre-COVID employment levels until 2023. Specific industries will continue to struggle (hospitality,etc.). Political Factors » Congressman DeFazio is serving as Chair of Transportation Committee —the City should reach out for potential resources to address local transportation needs Leverage our network connections bring more Federal,State, and regional resources to Tigard As we receive American Rescue Plan (ARP) funds, be transparent and show the community how we are using the money 9 City of Tigard Other » There is a dramatic increase in permanent telecommuting, a significant change in how the workforce works-this will have impacts on our infrastructure including Community transportation and internet access.The City needs to think differently about broadband infrastructure. Trends » People are exhausted politically and economically.The pandemic has taken its toll and it will be challenging to engage people and get them interested in what's happening at the City. However, people want to be in the know and brought along-the City's messaging will be very important in our communications. TYLER —the Team is doing great work on moving this forward Technology >> As the City moves towards more online services,consider that some people in the Trends community aren't well-served in this way and have limited access. Technology= mobility and will increase the City's ability to provide services from the field and alternative office locations. It will also continue to enable us to host virtual public meetings. The City could potentially see savings on office space costs. We have been in "pandemic" mode for over a year, and we likely will not understand the Uncertainties impacts for years. We should try to prepare for that as best we can. Will we have the team resources and financial resources to support and what does our overall capacity look like in the future? As vaccines roll out and things begin to open,what will that look like for us as a City? Will we continue virtual meetings? There are many uncertainties about how we will police in the future-there are thousands of legislative motions.The impacts of legislation could be good,or they could be a slippery slope. How we communicate as a City and how we respond-do we need a dedicated Communications person?What's the process in the future? 10 2021 City Council Goals www.www.tigard-or.gov 2021 -2023 Goals + Community Promise Our Community Promise Below the team has identified a Community Promise or the "Five E's" which is the lens through which each of the goals on the following pages will be evaluated and considered. This community promise will guide the team in implementing the goals and all that we do. EQUITY: WE will ensure just and fair inclusion where all can participate, prosper, and reach their full potential. ENVIRONMENT: WE will embrace sustainability to improve our natural resources and the livability of our community. ECONOMY: WE will be responsible stewards of the community's financial resources entrusted to us. ENGAGEMENT: WE will involve all voices in our community while building trusting relationships. EXCELLENCE: WE will set high standards and strive to exceed community expectations. 2021 -2023 City Council Goals The team worked together reviewing the City's vision, Strategic Priorities, and current context as they identified goals and strategies that would address opportunities and challenges on the horizon as well as advance the City towards its vision. The goals are not listed in any particular order. The Team has identified the project sponsors, they will select project leads and develop implementation timelines based on available resources and work currently in progress. 11 City of Tigard zo OTtr6 �y THP-OU�a♦-� T 0 o NNv I�-ONI EN -M'LDN�✓I D��U� CqoA-LC�7 o NCuN ONA\/ P�O�T '`gyp - T�kc QA�p NIS �na�8� fi "U(JNv N coo pl 4- F-�C�IDN/acL E3a ° 0 o � 0 a vCl-LoKA k,\� , vr Bo t,D a o D a o F—UNPIN IAN +- L.K;T- ��c-"n V E 5��v i c.r✓ D�LIV��Y MODEL 12 2021 City Council Goals www.www.tigard-or.gov Goal 1 Implement an actionable, person-centric, and regional response to homelessness. Outcome A community that offers safe housing options for all Project Sponsor Kathy Nyland,Assistant City Manager Project Implementation Strategies Lead Timeline 1.1 Re-ignite efforts focused around homelessness TBD TBD and identify best practices. 1.2 Facilitate city-wide conversations which will include convening an interdepartmental team to TBD TBD learn more about concerns and resources to serve those in need. 1.3 Develop and implement a housing insecurity and prevention plan that includes recommendations TBD TBD such as Safe Lots,expansion of shelter hours,wraparound services and expanded partnerships. 13 City of Tigard Goal 2 Support the Tigard community through a coordinated COVID-19 response. Outcome A thriving Tigard community post-pandemic Project Sponsor Kathy Nyland,Assistant City Manager Strategies Project Implementation Lead Timeline 2.1 Allocate and communicate how American TBD TBD Rescue Plan funds are assisting with recovery efforts. 2.2 Address the barriers that exist within the digital TBD TBD divide. 2.3 Reimagine and embrace forward-thinking TBD TBD approaches for the delivery of city services post-pandemic. 14 2021 City Council Goals www.www.tigard-or.gov Goal 3 Develop and implement a bold community resiliency plan. Outcome A reduced carbon footprint for the City Project Sponsor Steve Rymer,City Manager Project Implementation Strategies Lead Timeline 3.1 Develop and implement a community resiliency TBD TBD plan that is specific to the needs of the Tigard community and organization. 3.2 Implement resiliency practices that help us achieve TBD TBD carbon neutrality by the year 2035. 3.3 Communicate our resiliency efforts to the TBD TBD community to encourage individuals and businesses to adopt new practices that support our climate goals. 3.4 Develop regional partnerships to help reduce TBD TBD carbon throughout the Portland metro. 15 City of Tigard Adopt and implement the Parks and Recreation Master Plan by Goal 4 developing a realistic funding plan and cost-effective service delivery model. Outcome Equitable, safe and accessible park and recreation facilities and programs for everyone in the community Project Sponsor Steve Rymer,City Manager Project Implementation Strategies Lead Timeline 4.1 Evaluate service delivery models for expanded TBD TBD park and recreation services. 4.2 Recommend feasible alternative models and TBD TBD funding strategies. 4.3 Enhance the equity and safety of our parks and TBD TBD trails system. 16 2021 City Council Goals www.www.tigard-or.gov Tigard City Council Team Agreement The team agreement identities how the City Council agrees to work together in alignment with their Council Ground Rules. Each newly elected Council should develop an agreement to honor their individual strengths and communication styles. The purpose of this agreement is to guide the team in working together, build trust, and facilitate open communication and accountability. Goals That Create Impact Engage + Communicate We recognize that our impact is41) Early, Often + Directly more important than our intent. We are responsible for engaging We hold ourselves and our and communicating with our teammates accountable to the team and our community.We are goals we set. direct,timely and equitable in our communications and seek to understand intent and motives. We Are One Team Be Prepared We honor the diverse perspec- We respect the time of our tives on the team, provide space teammates and commit to being _ for everyone to be heard, and prepared for meetings.. move forward as ONE team. Be Curious + Kind All Perspectives We are open to learning, ` are Valued kVIM) growing and exploring options I/ Weare open to hearing all with curiosity and kindness perspectives as well as sharing instead of criticism. our own.We commit to speaking up and creating space for others to be heard. 17 City of Tigard Implementation + Progress Reporting To maintain accountability to the goals and ensure two-way communication between the Council, City teammates,and the community,the following process has been outlined to support the implementation of the goals. This process will also support evaluating and tracking progress on the goals over the next two years. Goals, Strategies +Timelines The City Manager has assigned "Project Sponsors" for each goal to support the team in moving the goal forward and maintaining the alignment of the goals and strategies to the City's overall vision and Strategic Plan. Each Project Sponsor will assign "Project Leads" for each strategy outlined under the goals. The project leads will be Leadership Team members who will oversee the implementation and report progress.The Project Leads will provide estimated timelines for the strategies based on teammate capacity and budgeted resources. Progress Reporting Every quarter, City teammates will provide the City Council with an update on the goals and strategies. These updates will include any progress, challenges that need to be addressed, and/ or recommendations or requests for additional Council direction. City teammates will continue to provide real time updates on projects as they progress, highlight the goals and strategies in their department work plans where applicable, and show alignment with the Strategic Plan and the recommendations of the City's Performance Audit. 18 2021 City Council Goals a u S%L to qr 0 13125 SW Hall Blvd. Tigard, OR 97223 www.tigard-or.gov Prepared by: www.sarasingerwilson.com