Loading...
City Council Packet - 11/12/2024 iii�! " City of Tigard C Tio and Business Meeting —Agenda TIGARD TIGARD CITY COUNCIL&LOCAL CONTRACT REVIEW BOARD MEETING DATE AND NOVEMBER 12,2024- 6: 30 p.m.Business Meeting REVISED 11/12/2024-Exec TIME: Session Cancelled MEETING LOCATION: Hybrid- City of Tigard-Town Hall- 13125 SW Hall Blvd.,Tigard, OR 97223 - See PUBLIC NOTICE below PUBLIC NOTICE:In accordance with Oregon House Bill 2560, this will be a hybrid meeting where some Council, staff or public will participate in person and some will participate remotely. How to comment: •Written public comment may be submitted electronically at www.tigard-or.gov/Comments by noon the day before the meeting date. •If attending the meeting in person,please fill out the public comment sign-in sheet at the front of the room and come to the microphone when your name is called. •If you prefer to call in,please call 503-966-4101 when instructed to be placed in the queue.We ask that you plan on limiting your testimony to two minutes. •You may comment by video through the Teams app.Go to this link to learn how to participate by video:November 12,2024 Council Meeting (https://www.tigard-or.gov/Home/Components/Calendar/Event/7244/372). Upon request,the City will endeavor to arrange for the following services: • Qualified sign language interpreters for persons with speech or hearing impairments;and • Qualified bilingual interpreters. Since these services must be scheduled with outside service providers,it is important to allow as much lead time as possible.Please notify the City of your need by 5:00 p.m. on the Thursday preceding the meeting by calling: 503-718-2419 (voice) or 503-684-2772 (TDD -Telecommunications Devices for the Deaf). SEE ATTACHED AGENDA VIEW LIVESTREAM ONLINE: https://www.tigard-or.gov/boxcast CABLE VIEWERS:The City Council meeting will be shown live on Channel 21 (1st Tuesdays) and Channel 28 (2nd& 4th Tuesdays) at 6:30 p.m.The meeting will be rebroadcast at the following times on Channel 28: Thursday 6:00 p.m. Friday 10:00 p.m. Saturday 7:30 p.m. Sunday 11:30 a.m. Monday 6:00 a.m. 4 "' City of Tigard ' Tigard Business Meeting —Agenda TIGARD TIGARD CITY COUNCIL&LOCAL CONTRACT REVIEW BOARD MEETING DATE AND NOVEMBER 12,2024- 6:30 p.m.Business Meeting- REVISED 11/12/2024- TIME: Exec. Session Cancelled MEETING LOCATION: Hybrid- City of Tigard-Town Hall- 13125 SW Hall Blvd.,Tigard, OR 97223 5:00 p.m. 1. EXECUTIVE SESSION: CANCELLED 6:30 p.m. 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. PROCLAMATIONS AND RECOGNITION 6:35 p.m. estimated time A. NATIVE AMERICAN HERITAGE MONTH B. HUNGER AND HOMELESSNESS AWARENESS WEEK C. PROCLAIM NOVEMBER 30th AS SMALL BUSINESS SATURDAY 4. PUBLIC COMMENT 6:50 p.m. estimated time A. Follow-up to Previous Public Comment B. Tigard Area Chamber of Commerce C. Tigard High School Student Envoy D. Police Chief/Police Department Update E. Public Comment—Written F. Public Comment—In Person G. Public Comment—Phone-In H. Public Comment—Video 5. CITY MANAGER REPORT 7:10 p.m. estimated time 6. CONSENT AGENDA: (Tigard City Council)The Consent Agenda is used for routine items including approval of meeting minutes, 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. A. BUDGETING SOFTWARE • Consent Agenda-Items Removed for Separate Discussion:Any items requested to be removed from the Consent Agenda for separate discussion will be considered immediately after the Council has voted on those items which do not need discussion. 7. SUPPORTIVE HOUSING SERVICES ANNUAL REPORT PRESENTATION 7:15 p.m. estimated time 8. RIVER TERRACE 2.0 UPDATE-CLIMATE GOALS, HOUSING PLAN, ANNEXATION 7:45 p.m. estimated time 9. LEGISLATIVE PUBLIC HEARING: AN ORDINANCE AMENDING TIGARD MUNICIPAL CODE CHAPTER 10.28 REGARDING PERMIT PARKING 8:25 p.m. estimated time 10. PUBLIC HEARING: CITY MANAGER RECRUITMENT HIRING STANDARDS, CRITERIA,AND POLICY DIRECTIVES 8:30 p.m. estimated time 11. SUPPLEMENTAL QUESTIONS AND ANSWERS 12. NON-AGENDA ITEMS 13. 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. 14. ADJOURNMENT 8:45 p.m. estimated time AIS-5667 3.A. Business Meeting Meeting Date: 11/12/2024 Length(in minutes): 10 Minutes Agenda Title: NATIVE AMERICAN HERITAGE MONTH Authored By: Rebecca Hathaway Presented By: Mayor Lueb Item Type: Proclamation Public Hearing No Legal Ad Required?: Publication Date: Information EXPLANATION OF ISSUE Mayor Lueb is being asked to issue a proclamation honoring Native American Heritage Month.The proclamation request comes from the Equity Advisory Committee (EAC) with involvement from the Confederated Tribes of the Grande Ronde for the proclamation language. ACTION REQUESTED The EAC is requesting that Mayor Lueb proclaim November as Native American Heritage Month in Tigard. Dr. David G. Lewis,PhD Assistant Professor Anthropology&Ethnic Studies, OSU would like to share a few slides. BACKGROUND INFORMATION Dates of Previous and Potential Future Considerations Mayor Lueb previously proclaimed November as Native American Heritage Month in 2023. Impacts (Community,Budget,Policies and Plans/Strategic Connection) There is no fiscal impact,however this proclamation reinforces the City's commitment to celebrating diverse cultures and recognizing both the historical experiences and contributions of Native Americans to the Tigard community. ALTERNATIVES &RECOMMENDATION Mayor Lueb could choose not to issue the proclamation.Teammates recommend its issuance. ADDITIONAL RESOURCES https://www.nativeamericanheritagemonth.gov/ Attachments Native American Heritage Month Proclamation _ '�y� r �r 1.1:1 ,-,----7,- .....:, •\ -7 -..e._-_-4-,::.„.r0" , ,,Eft -,�' v�P' '^ . - `,,".� f '4� .. �°iC� 4#l1's" a- . L. Ys � " �ti f I "' 5 et, 1l rr - , :,,- -,i,,,,... N :,.__ .:,. '11 ,oi am,atto , ,,, tg ' r Irlt l NATIVE AMERICAN HERITAGE MONTH 1 k.,'' -,_ NOVEMBER 2024 .:,r-.!: ,.:11'=. -I 1�� WHEREAS,the City of Tigard is dedicated to doing the right thing by ensuring dignity,respect, and inclusion for all,and our mission,vision,and community promise embrace equity as central ,' components of all we do;and .; i. 1- r 1 t( °- WHEREAS,Tigard expresses its gratitude for generations of courage,determination and dignity demonstrated by Indigenous community members;and s >:,,, 1 1.;f WHEREAS,during Native American Heritage Month we celebrate the rich and diverse cultures, k, 11 traditions,and histories that began with the Tualatin Kalapuya,known to themselves as the `-' 1 t';.; 1 Atfalati who lived throughout the Tualatin Valley,including the location of current-day Tigard "3' • known by the village name Chachimahiyuk,meaning place of wild mint;and I I �I`j I �'�-'i' WHEREAS,Native Americans have shaped generations of Tigardians and despite a long r; �' ,o history of intolerable treatment,have prospered as teachers,doctors,scientists,advocates, i`�• w I writers,artists,business owners and leaders;and i!,: . - �' � WHEREAS,Tigard elected officials and teammates value Native American residents and 9)--i encourage their participation in the city's work to eliminate structural racism,promote wealth ,h�.,iq. 4 I < (t': creation,and achieve an equal and promising future for all who call Tigard home;and Ail:, ivi10 WHEREAS,We believe the contributions of indigenous residents and their diverse �;tirK`: backgrounds and experience are essential components for creating a thriving city.Our �u ,, celebration of Native American Heritage Month in November,and year-round,is necessary to „ft,,,1 S,„--.4_ empower all residents.We hold firm that every person has inherent value and deserves to be ti.rr,� , -, «` treated with dignity and respect and will continue to strive towards this promise and I"I 1 3.. ` commitment every day. y� Aft. -;( � NOW THEREFORE BE IT RESOLVED,I,Mayor Heidi Lueb of the City of Tigard,Oregon t f do hereby proclaim November 2024,as I' iP`' , :1' NATIVE AMERICAN HERITAGE MONTH 4i: ,,,1 ' \tivo F{ :11 and encourage all residents to join in this observance and participate in events that celebrate ,N,,,,:,, ii the rich cultural traditions of our Native American community. '' ° t i" 4r� Dated this 12th day of November 2024 1:;-•'...!':•,;-' f� ,( IN WITNESS WHEREOF,I have hereunto set my hand and caused the Seal of the City of ' F is f Tigard to be affixed. , "). . , . 0-., 4� I Heidi Lueb,Mayor 8 �` w-PI1/4ii....4 ; City of Tigard , 1� Attest:."" c Carol A.Krager,City Recorder 5 « W k 1. �"�+T' I._ �{�[- , , /+ v. J.Ste, J� {'"'t ,,,,,,r ,. ‘„,„ ,„.„„, fif.„, „,.,...,...:,:.:,, , ,.,..,. ... ...„..,, , .,.„:„..„. ...„..„.. ,,,,,..„....„......,...„........,.„.., ...,, AIS-5634 3. B. Business Meeting Meeting Date: 11/12/2024 Length(in minutes): 5 Minutes Agenda Title: Proclaim Hunger&Homelessness Awareness Week Authored By: Rebecca Hathaway Presented By: Mayor Heidi Lueb Item Type: Proclamation Public Hearing No Legal Ad Required?: Publication Date: Information EXPLANATION OF ISSUE Many Americans are forced to choose between basic necessities like purchasing food,paying rent,or going to the doctor.. No one should have to worry about whether they will have food on their plate or a roof over their head. But the reality is that hunger and homelessness are widespread problems that affect far too many people in our community. •37.2 million Americans live below the poverty level •580,000 Americans are homeless on a typical night •44 million Americans are at risk of suffering from hunger • 1 in 6 children in the U.S. live in poverty ACTION REQUESTED Proclaim November 17-23 as Hunger&Homelessness Awareness Week BACKGROUND INFORMATION Dates of Previous and Potential Future Considerations The Mayor has not previously proclaimed Hunger&Homelessness Awareness Week Public Involvement The City of Tigard has many valuable organizations that support hunger and houselessness in our community.This proclamation serves as a reminder to community members to join in the movement to combat hunger and houselessness. Impacts (Community,Budget,Policies and Plans/Strategic Connection) This proclamation supports the 2023-25 Council Goal to address houselessness in the Tigard community and focus on livability.This helps to raise awareness in the community for the continued need to support local organizations that provide resources to help with hunger and houselessness. ALTERNATIVES &RECOMMENDATION The Mayor could choose not to issue this proclamation,but city teammates recommend its issuance to reiterate our commitment to houselessness. ADDITIONAL RESOURCES https://hhweek.org/hunger-and-homelessness/ Attachments , Hunger and Homelessness Awareness Week Proc - -----,1, } ly4- a ,p Fy,, _�:✓ "ID 0 P� _� fi . ;,, ,,,,,„..„...o.....1,1am nmetservir,honlm,.....119,1AWISICOICIS..wen,. .1.. siK = i i i a �i ,,,,---.(q flii),r, ' f..;_i a ' io,ciamamon fJtyof l'igarddi1U " / .1111‘'=,..'41i1 NATIONAL HUNGER AND HOMELESSNESS AWARENESS WEEK ' ino "if. NOVEMBER 17-23, 2024 Ip `- VON < , st 6 WHEREAS,for over 25 years the National Coalition for the Homeless and National Student Campaign Against Hunger and Homelessness have sponsored National Hunger and b Homelessness Awareness Week;and "� •- 11 _i WHEREAS,the purpose of the proclamation is to educate the public about the many reasons ,, .. 'i pgtf affordabd lA� low-pi learehunresidents;ryand andhomeless to encourageincluding supporttheshorfor homelessageoassistancele servicehousinginTigarprovidersfor asvery j well as community service opportunities for students and school service organizations;and ..-f" WHEREAS,there are many organizations in Tigard committed to sheltering and providing ,1i€° ' lrfIr -- *� supportive services as well as meals and food supplies to people experiencing homelessness w including Packed with Pride,Bethlehem House of Bread,Family Promise,and Just Compassion;and ',,-...1 �`,__ s,u ,�Ik WHEREAS,the community recognizes that hunger and homelessness continue to be a serious ; e,' 4Nllii�, +t problem for many individuals and families in Tigard; ( NOW,THEREFORE,be it resolved that I,Heidi Lueb,Mayor of Tigard,do hereby proclaim 44 °,-,..._ NATIONAL HUNGER AND HOMELESSNESS AWARENESS WEEK s . off Yui NOVEMBER 17-23, 2024 ` '" 'i • 1BE IT FURTHER RESOLVED that the City of Tigard encourages all citizens to recognize that '`` 1 „ °ntiryr � many people do not have housing and to join the movement to end hunger and homelessness. to Dated this 12th day of November,2024 j IN WITNESS WHEREOF, I have hereunto set my hand and caused the Seal of the City of 410'f Tigard to be affixed. tltiiii. ' 's otiviS fyK Heidi Lueb,MayorJy 1. �� ; City of Tigard .' 41111/ Attest: `i� 6 ,� Ate . '. a, Carol A.Krager,City Recorder • t': t • ` • ssssssssassss -..as.rass.as. ssssssssrsssrsssssssss '+• � g i IL li -,„,,,,,,i JtI .a'�p1� '^P�a" '-.3'�+.,, "ry •r„"411� �.'�� H JM! ;'�ttU .ti ,5 t,,,,,„„; t"��.C ,. ._I' ,n�„ y A.• , -iefNN • hn7' ,141i,„TMsr/thrwer,,, ii ;„-.Nthc.nt di rm-@ied "",; . AIS-5663 3. C. Business Meeting Meeting Date: 11/12/2024 Length(in minutes): 5 Minutes Agenda Title: Proclaim November 30th as Small Business Saturday Authored By: Rebecca Hathaway Presented By: Mayor Heidi Lueb Item Type: Proclamation Public Hearing No Legal Ad Required?: Publication Date: Information EXPLANATION OF ISSUE Small Business Saturday is an annual event that was created to encourage consumers to shop locally in person and online at small businesses.This event takes place every November and represents a significant opportunity to support small businesses during the holiday shopping season. It's more important than ever to support small businesses as they continue to recover and adapt from the challenges of the pandemic. Shopping locally shows a commitment to the communities we call home, creates goodwill,and strengthens community bonds. By choosing to support small businesses,we're not only helping to create jobs but also preserving the unique character and culture that make our neighborhoods special. ACTION REQUESTED Proclaim November 30,2024 as Small Business Saturday in Tigard BACKGROUND INFORMATION Dates of Previous and Potential Future Considerations The city has been proclaiming Small Business Saturday since 2016. Public Involvement The request for the Small Business Saturday proclamation came from Women Impacting Public Policy and the Small Business Saturday Coalition. Impacts (Community,Budget,Policies and Plans/Strategic Connection) Historically,reported projected spending among U.S. consumers who shopped at independent retailers and restaurants on Small Business Saturday reached an estimated $17.9 billion according to the 2022 Small Business Saturday Consumer Insights Survey commissioned by American Express. ALTERNATIVES &RECOMMENDATION The mayor could choose not to issue the proclamation. City teammates recommend issuing the proclamation in support of the city's 3,500+ businesses. This may encourage more residents to participate in Small Business Saturday and bring more holiday shopping to small businesses.Year-round, shopping small helps entrepreneurs grow their business,create jobs,and ensure the Tigard community remains as vibrant tomorrow as it is today. ADDITIONAL RESOURCES http s://www.sba.gov/about-sba/organiz ation/sba-initiative s/small-business-saturday https://cdn.ymaws.com/www.wipp.org/resource/resmgr/sbs24/SBS2024FactSheet.pdf Attachments Small Business Saturday Proclamation .., _ i ,. d y fie! 4 ;V v"+. �+. r �� ': r, `,,, . "41 eF �,n,Rn ,, j . C It.F .'i � of, Jam{ 41 F t ✓ € /� �(1..... i. 1 ,i l O.f. ,.r f...�..f..., ....,...-. ' ...f,........;.A.o.,..... ... __ _.,_......f.aof 124122-1t..-).fffff .fw t k, ‘,.. % rarr ... , , : i47:2,4 ,:,,,—. „ o/ct,crrroau,on, ,. ,,,. ,..: . _ ,,,.... Cit}of Tigard `' tilitt'x'p SMALL BUSINESS SATURDAY �uts• 4,000` NOVEMBER 30, 2024 m %loc. % iii "'' WHEREAS,the City of Tigard,Oregon,celebrates our local small businesses and the contributions r• they make to our local economy and community;and :! Atte' •- . WHEREAS,according to the United States Small Business Administration,there are 34.7 million -,:. t. small businesses in the United States,small businesses represent 99.7%of firms with paid - employees,small businesses are responsible for 61.1%of net new jobs created since 1995,and • small businesses employ 45.9%of the employees in the private sector in the United States,and : , }_ "'" : WHEREAS,68 cents of every dollar spent at a small business in the U.S.stays in the local ':= ' i community and every dollar spent at small businesses creates an additional 48 cents in local business activity as a result of employees and local businesses purchasing local goods and r services;and M6 V • _ WHEREAS,59%of U.S.consumers aware of Small Business Saturday shopped or ate at a small, •ttl{tr - independently owned retailer or restaurant on Small Business Saturday 2023;and WHEREAS,Tigard supports our local businesses that create jobs,boost our local economy,and preserve our communities;and ' N WHEREAS,advocacy groups,as well as public and private organizations,across the country have i 1141 s ' ii ti endorsed the Saturday after Thanksgiving as Small Business Saturday. I tui_ ' fir r 1111.,4 s. NOW,THEREFORE,I,Heidi Lueb,Mayor of the City of Tigard,Oregon,do hereby proclaim, ' November 30,2024,as (owSMt *,^ SMALL BUSINESS SATURDAY b ',..r. i4 1 • and urge the residents of our community,and communities across the country,to support small 4.4 1 L businesses and merchants on Small Business Saturday and Shop Small throughout the year. ut Dated this 12th day of November 2024 f ,,fit k- • f•� .a� ;,) ''_ IN WITNESS WHEREOF, I have hereunto set my hand and caused the Seal of the City of Tigard '-`i ,- to be affixed. . Heidi Lueb,Mayor t r City of Tigard Attest: .. �':fie r=: J i tr thea: Carol A.Krager,City Recorder 1 A � r;,..... ' . 1 C mmmmmm W1.1.161111.111.1111111Aft ffffff., mid* �. f)�, i, t • S 1.1 -"' i ;.,17•-- , '94e: ,10."' IK J!!" '�1.,ti"•" {_t • .. PIILLEIVtENTAL PACKET Tigard Chamber of Commerce City Council Update FUoPR November 2024 (DATE OF MEETING) Leadership Tigard Leadership Tigard gathered for History, Culture and Diversity Day today. Our cohort of 16 learned a lot about the history, culture and make up of Tigard. We took a walking tour of Downtown Tigard,visited The John Tigard House, and heard from former Mayor John Cook as just a few examples from the day. Education,Advocacy, & Building a Strong Local Economy • Our Government Affairs& Public Policy Committee has moved to an online format to be more accessible to a wider range of businesses and non-profits. • The Tigard Chamber has been selected to host The National Civics Bee next Spring. In order to qualify and be eligible for the cash prizes 6th, 7th and Stn grade students need to submit a short essay identifying a problem, challenge, or opportunity in their community and share their ideas for contributing to its improvements,including who they would work with to bring their solutions to life.Visit the Tigard Chamber website and social media pages for more information and details or email the Tigard Chamber for the full packet of information. • The Tigard Chamber of Commerce wants to congratulate our successfully endorsed candidates from the November 2024 Election: 4 Year Tigard City Council Seats: Jeanette Shaw Maureen Wolf Jake Schlack State Representative District 25: Ben Bowman We are so thankful for voters supporting NO on 118 and Yes for our Schools! Promoting Community The Tigard Farmers Market is officially closed for the season.We will be back May of 2025 with many of this Season's vendors slated to return.We want to thank the Tigard community for your support of our 75+vendors this Season. Thank you to our Sponsors BioLife,Tualatin Valley Soil and Water Conservation District, NW Natural, Umpqua Bank,and City of Tigard. If you are interested in Sponsoring next season, please reach out to Chamber Staff. Networking/Visibility(Check the Chamber Calendar for details) Good Morning Tigard(GMT),Thursday A.M. Networking 7:30 a.m.—Weekly We are having 60+attendees weekly at our Good Morning Tigard Events. Check the Chamber Calendar for times that might work well for you to attend and support local business. Save the Dates Ribbon Cutting for the 1 Year Anniversary of The Great Greek November 13th at 5pm Holiday Happy Hour benefitting Breast Friends December 5th 5:30pm-7:30pm at Al's Garden Center Holiday Tree Lighting December 6th at Universal Plaza Please follow the Tigard Chamber on Linkedln, Instagram, and Facebook for the most up to date information on what is going on at the Chamber in real time and all our events! SUPPLEMENTAL PACKET FOR AE J af away =` *t>rRs�,�. Tigard PD Strategic Dashboar(NATE OF MEETING) �� yOLICZr z . ,�`eri e �i Weir) /-D z, For October 20241:-.-J, et J 4. �` ncaan �'" 2021 Population Estimate 55,854 (Adopted Budget FY 2024-25) f'.1 _1,__J iK� k »1 1.����\� Small numbers cause large percentage increases and decreases 111111.111, Mine S4apsho Selected Group A Offenses Oct-23 Oct-24 "A Chg 2023 YTD 2024 YTD %Chg Person Crime 43 41: -4.65% 423 441 0 4.26% Assault 32 36• 12.50% 345 345 0 0.00% Robbery 6 3 0 -50.00% 44 50 0 13.64% Domestic Violence 15 10 0 -33.33% 148 111 0 -25.00% Property Crime 216 233 0 7.87% 2162 2298 0 6.29% Burglary-Residential 1 9 0 800.00% 48 44 0 -8.33% Burglary-Business 7 2 i -71.43% 52 43 0 -17.31% Burglary-Other 4 4• 0.00% 67 52 0 -22.39% Unauthorized Use of Motor Vehicle 17 14! -17.65% 198 105 0 -46.97% Theft 116 134 0 15.52% 1111 1302 0 17.19% Organized Retail Theft 11 40 0 263.64% 91 384 0 321.98% Vandalism 26 44 0 69.23% 358 440 0 22.91% Graffiti 5 7 0 40.00% 118 156 0 32.20% Societal Crimes And Call 66 95• 43.94% 590 702 0 18.98% DUII 13 19 0 46.15% 95 129 0 35.79% Drug Offense 3 14• 366.67% 31 58 0 87.10% Disorderly Conduct 9 9 0 0.00"/" 77 54 0 -29.87% Police Officer Holds 5 5 0 0.00% 54 57 0 5.56% DHS Referrals 49 56 9 14.29% 464 462 0 -0.43% Arrests 107 155 0 44.86% 1140 1364• 19.65%. Felony 10 16 0 60.00% 164 189 0 15.24% Misdemeanor 24 63• 162.50% 265 337 0 27.17% Citation To Appear 40 30 0 0.00% 283 374 0 32.16% Warrants 33 46• 39.39% 428 464 0 8.41% Calls for Service Oct-23 Oct-24 %Chg 2023 YTD 2024 YTD %Chg Dispatched Calls 2042 2019• -1.13% 18521 18839 0 1.72% Self Initiated Calls 1066 1918 0 79.92% 12048 14753 0 22.45% Online Crime Reports 61 92 50.82% 700 764 9.14% Response Time Oct-23 Oct-24 %Chg 2023 YTD 2024 YTD %"Chg Priority 1 &2 6.48 6.47 0 -0.15% 6.22 6.43 0 3.38% Priority 3 9.22 13.07 0 41.76% 10.73 10.57 0 -1.49% Priority 4+ 9.25 9.82 0 6.16% 10.78 9.77 0 -9.37% *Person Crime-Assault(verbal harassment,menacing,simple and felony 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,DUII,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.For more info on NIBRS:https://www.fbi.gov/services/cjis/ucr/nibrs . 1 titin° RsN`A Tigard PD Strategic Dashboard c' For October 2024 tilt `,, * 2021 Population Estimate 55,854 (Adopted Budget FY 2024-25) OR kt ft 1. * i NW- 11, Employee Snapshot 11111iDepartment Staffing Information Actual Budget %Budget Sworn 69.0 77.0 9(13 Non-Sworn Q 19.5 87% Total Number of Personnel 86.0 96.5 89%. Patrol Staffing Authorized I Days Swings Graves Overall #of Shifts at or below Minimums 6 19% 12 39% 12 39% 32% #of Shifts conducted with 5 or more Da\, Swings Graves Overall patrol officers 22 71"4) 19 61'v:, 16 52% 61 Personnel Unavailable for Work Patrol All Other Ox erall #of Recruits in Pre-Academy - - #of Recruits in Academy 1 1 #of Recruits in Recruit Training 3 3 #of Personnel on Extended Sick Leave/ FMLA 1 1 #of Personnel on Military Leave 1 1 #of Personnel on Modified Duty* 2 2 #of Personnel on Administrative Leave - - Total Personnel Unavailable to Work during some Period during the Month 8 8 Total Officers Available to work PATROL some period during the Month 33 *Modified Duty=any modified work schedule to accommodate Gg-hr duty,workers comp,or LIVOP - Operational Effectiveness Snapsho Budget Information is based on the best available data. FY 2023-24 Budget FY 2024-25 Budget Percent YTD Status Percent YTD Status Department Budget Actual Bt' ed Actual Budgeted Administrative n/a �cnBsoK/a eas 'Yo n/a 35% 33%• 2% Operations o accp°^ etto.act las p ooet �budg�23data o n/a 33% 33%• 0% Services come`5,focOva,\ab\e a n/a 35% 33%• 2% Total Department Budget cep°`t n°ta i 33% na 34% 33%• 1% Budget Information is based on the best available data. FY 2023-24 FY 2024-25 dg Percent YTD B Statust Percent YTD B SL dg st I Department Overtime Actual R' Actual Budgeted owiate Administrative n/^ �ntog.' _ad' n/a 61% 33%• 28% Operations poetOac�b°d�e�23data�a5 /a 47% 33%• 14% Services cOnJc,60, c�coc`ab\e _rya n/a 51% 0 18% cepoc< nota 33/o• Total Overtime 33% n/a 49% 33%• 16% 2 ' ' Tigard PD Strategic Dashboard For October 2024 2021 Population Estimate 55,854 (Adopted Budget FY 2024-25) • Levy Status Updat a; Levy Staffing Information-LEVY to date progress Actual Budget %Budget Sworn-Patrol 7.0 8.0 88% Sworn-SRO 1.0 1.0 100% Non-Sworn 1.0 2.0 50% Total Number of Personnel 9.0 11.0 82% MMIIMIIMILEmergency Response Times - 5 Year Trend PRIORITY 1 & 2 CALLS Priority 1 calls.. 6.82 Imminent threat to life / \eas EAT 6.n8,,„,/'''.6'3 Priority 2 calls =Immediate threat to life,occuring now 2023 2024 Community Snapshot Community Outreach and Events News Releases (4) Upcoming Events (10/2)Coffee with a Cop @ Senior Cntr 10/3/24 Man Arrested for Assaulting Stranger (11/5) K-9 visit @ Templeton (10/5)El Tigre Fest @ Cook Park 10/3/24 School Property Repeatedly Burglarized (11/9)Housing Justice Festival @ St A (10/17)Good Morning Tigard 10/17/24 Man Arrested After Using Stolen Bear Spray (11/11)Veterans Day Ceremony @ library (10/24)Cocoa w/a Cop @ Starbucks in Shopping Center Robbery (11/11)Community Meeting @ Knoll (10/25)Trunk or Treat @ Alberta Rider 10/29/24 Driver Rams Police Cars,Nearly Hits Officers (11/13)Scam Pres.@ Bonaventure (10/26)Rx Drug Takeback Day @ TPD (11/14)Good Morning Tigard (10/30)Building Bridges @ Muslin Ed.Trust (12/5)Cocoa w/a Cop @ Starbucks (10/31)Trick or Treat Main Street @ Downtown Tigard (12/14)Shop with a Cop @ Dick's _ Photo Enforcement • Red Light- Began Issuing 03/11/20 Month of: Aug 2024 YTD 2023 2024 Yr to Yr Received Issued Rejected Issued Issued %Chg 99W/SW Hall Blvd 460 327 133 2339 2116 -10% 99W/SW 72nd Ave 101 75 26 885 708 -20% 99W/SW Durham Rd 34 22 12 190 279 47% Intersection Speed - Began Issuing 7/14/20 Month of: Aug 2024 YTD 2023 2024 Yr to Yr Received Issued Rejected Issued Issued %Chg 99W/SW Hall Blvd 158 87 71 1113 920 -17% 99W/SW 72nd Ave 905 649 256 5503 3820 -31% 3 .*lv.r'vrxst�jn+f. Tigard PD Strategic Dashboard „f voLICE �. LI ,a- For October 2024 t J ncn8n 2021 Population Estimate 55,854 (Adopted Budget FY 2024-25) L__ Calls For Service - By Month: 5 Year Trend J a 0711 DISPAtCHE`t, CA 'S 2042 1915 1849 7 1 1748 1 2020. Workload Distribution Total Dispatched Calls: 2019 Total Societal Calls: 1351 % of monthly workload II l ilk ® 0 cD a , +et 0 ' ' Tigard142° 0 Q 40 12 01 SD 0 64 King 64 CI City 25 19 4 ® .---4 4.) E u 1[ -I-) O ca V O O '7:: y • 1_1 U ct ® O CID '-(: ct O 4-4 4—)r,' ] U � �U .• J • C-Li .a be O • , ;RLI Y i� � U .x �1 w.r " w a .. . , .*, r *� ..F -AGENDA ITEM NO. 4.F - PUBLIC COMMENT DATE: November 12, 2024 (Limited to 2 minutes or less,please) This is a City of Tigard public meeting,subject to the State of Oregon's public meeting and records laws. All written and oral testimony becomes part of the public record.The names and cities of persons who attend or participate in City of Tigard public meetings will be included in the meeting minutes,which is a public record. Please review the"Tigard City Council Protocol for Public Comment." NAME & CITY YOU LIVE IN TOPIC Please Print Name 114,/ 44e. geld City /� ;C e /'ot 2560 Please spell your name as it sounds if it will help the priding officer pronounce: (� / 1 ,�Vo j c fE-A k Optional: If you want a response from staff,please leave your I✓ ................................................................................................................................................................................................................ contact information: Check one: Phone or email For❑ Against Neutral ❑ ''Name L s&- Gj z City \ C4 rS r,-tS S ' A-1-Fork. /t Please spell your name as it sounds if it will help the presiding officer pronounce:�f \� R‘ver U t Optional: If you want a response from staff,please leave your contact information: Check one: Phone or email For ❑ Against ❑ Neutral ❑ Name City Please spell your name as it sounds if it will help the presiding officer pronounce: Optional: If you want a response from staff,please leave your contact information: Check one: Phone or email For ❑ Against ❑ Neutral ❑ Name City Please spell your name as it sounds if it will help the presiding officer pronounce: Optional: If you want a response from staff,please leave your contact information: _. ........ Check one: Phone or email For 111 Against ❑ Neutral ❑ AIS-5648 6.A. Business Meeting Meeting Date: 11/12/2024 Length (in minutes): Consent Item Agenda Title: Budgeting Software Authored By: Rosie McGown Presented By: Eric Kang,Finance Director Item Type: Motion Requested Public Hearing No Newspaper Legal Ad Required?: Public Hearing Publication Date in Newspaper: Information EXPLANATION OF ISSUE Discussion of contract to Carahsoft for Questica Budgeting Software ACTION REQUESTED Staff recommends that the Local Contract Review Board award a contract to Carahsoft for the Questica Budgeting Software in the amount of$407,920.35 and direct the City Manager to take the steps necessary to execute the contract. BACKGROUND INFORMATION The Finance Department is requesting the transition to a new budget software to augment the Tyler Enterprise Resource Planning("ERP") system.After several demos and a series of due diligence including meetings with engineering,information technology,and other departments,the Finance department is recommending implementing Questica.The goal is to provide greater transparency and ease of use for department end users,automate the budget book development,and to provide transparency to the community and Council on the status of capital projects and budget information on a regular basis.The software will be primarily paid for by budget savings in Tyler ERP modules that will not be moving forward and budgeted implementation support for Tyler. The Finance Department went live with a new ERP system in October of 2023.As part of the new ERP system,a budgeting module was also launched.While Tyler ERP is a robust system that is a powerful tool for accomplishing accounting tasks and integrating multiple systems,the budgeting and forecasting tool does not provide the level of forecasting and modeling capabilities that the city needs. For example,the system is unable to accurately project salaries that align to the city's compensation policies without significant manual adjustments.Additionally,the system does not have the functionality to automate the development of a published budget book,and still requires hundreds of hours of using Microsoft Word,Excel,and design software to draft a budget book. Considering the city's budget book is approximately 500 pages,this requires hundreds of hours of drafting,manual review,and is highly error-prone.Tyler does not offer a tool to seamlessly develop a budget book. This contract is being awarded in accordance with ORS 270A.205 (Cooperative Procurements) and Tigard's PCR 10.087 allowing the City to enter into a Permissive Cooperative Procurement if the original contract was awarded through an open and impartial competitive process,using source section methods that are substantially equivalent to those identified in ORS 279 and Tigard's PCRs. Leveraging the full formal procurement process of purchasing organizations or other agencies ensures an open and impartial competitive process while saving the city staff time and additional costs related to issuing a solicitation. On December 21,2015,the State of Utah issued a request for proposals for cloud solutions in furtherance of the NASPO ValuePoint Cooperative Purchasing Program. Carahsoft proposed and was awarded a contract for the work. On April 1,2019 the State of Oregon entered into a Participating Addendum to the NASPO agreement.As a member of the Oregon Cooperative Purchasing Program,The City of Tigard is eligible to utilize this Participating Addendum. On October 23,2024 the City of Tigard published a Notice of Intent to Contract with Carahsoft for Questica Budgeting Software on the City website and in the Daily Journal of Commerce,the deadline for submitting comments was October 30,2024. No comments were received.Accordingly,it is recommended the city award a five (5)-year contract to Carahsoft for Questica Budgeting Software in the amount of$407,920.35. ALTERNATIVES&RECOMMENDATION The Local Contract Review Board may choose not to enter into this agreement and direct the city to explore other budgeting solution options or issue its own solicitation for these services. ADDITIONAL RESOURCES Fiscal Impact Cost: 407,920.35 Budgeted(yes or no):No Where budgeted?: To be transferred from Tyler savings. Additional Fiscal Notes: Expected recurring cost savings from Tyler module cancelations are$80,000/year. Finance also has approximately $50,000 in cost savings for Tyler professional services to pay for the one-time professional services for Questica implementation.This provides a total of$130,000 in FY 2025 funds available to pay for the Year 1 of fees.A budget supplemental will be brought at a later date to transfer the Tyler savings to the finance division. Future year fees will be requested as part of the annual budget process. Year 1 is$127,206.00 (SaaS and Professional Services) Year 2 is $67,098.32 (includes 3%increase) Year 3 is $69,111.27 (includes 3%increase) Year 4 is $71,184.61 (includes 3%increase) Year 5 is$73,320.15 (includes 3%increase) Total 5 Year contract is$407,920.35 Attachments No file(s)attached. AIS-5628 7. Business Meeting Meeting Date: 11/12/2024 Length (in minutes): 30 Minutes Agenda Title: Supportive Housing Services Annual Report Presentation Authored By: Kim Ezell Presented By: Jessi Adams and Nicole Singh Item Type: Update,Discussion,Direct Staff Public Hearing No Legal Ad Required?: Publication Date: Information EXPLANATION OF ISSUE Presentation from Washington County Supportive Housing Services (SHS) on outcomes from year three of the SHS Program. ACTION REQUESTED No action is requested of Council. BACKGROUND INFORMATION Washington County Supportive Housing Services provides houselessness services and housing options across Washington County,including supporting programs,providers,and services local to City of Tigard.The third year of the SHS Program features system improvements,new programming,and success in sheltering and housing people at risk of or experiencing houselessness within our County.The SHS program has numerous partners involved in service delivery and a focus on racial equity in program implementation. Staff from Washington County SHS will share successes and challenges from year three and discuss what is to come in year four. ALTERNATIVES & RECOMMENDATION N/A ADDITIONAL RESOURCES Washington County Supportive Housing Services 2023-2024 Annual Report. Attachments SHS Annual Report Presentation SHS Annual Report `O 20 ti� • CS h'M AI • E El E NqV) COC tl° co L_ cu0 co cc v) -0 > V) CU c a) Co= >. o .p__-.._ul -I-J >L. 1 (420 U I o.. E o a) U • ._ tin v) c ._ (,) a) .. .s..) ., a, > ........... U CU t10 0 L • CC �, , N v C O N . . s„, ai — cn +' „,;._ 0N Ni,i- >. Vtto tai . _ = c E N u c > C V) C1) -0 ,,,” b.0 al Q. s__ cu E ca Q LEN = a) C 70 (/) V) < 2 2 CLI 2 ,Ni c s- (1) ib ^� O l W L- f0 a) b.0 = v) L ._ O Q ._. i >,.. (f,3 42 „ to L>- 4- in c 4-) c ri C CD 0E O ...v) � � U — s O cn N -v , a 4.6b U roE10 = V 0oi .c° to > vvc V) o N v • W 0> E _, crt3>. .(.7) bL 0 �' � a L ... . _ ,,. .wrop.,-,..-.. : .,,,:. ,„:„..: f , . „,.,_AT, 3,....:.. ....-., ogt r, it.,„v.; \...., A W 4. C `w °-, s o O > Z t.1011— 2.4 •W61 0 { O O` 4-+ O - ..�1.. i _ 1 c v N y-� C • .16'. W -,)f iiiiiii •IIIIIM 4 v) 3 M + -0c -cs +0 .cc Q co co 0 •ci7) c €7 "moi Go c . Q0 ' ' 0 CD a1 L moson CCif) ? n CNI 0. - 417 C T3 CM 03 .0 c: 417 413 vee 4 e 413 g a • I rill.1111• to 4--J S to _c + 0 . 00 _ 9 cpcD 0 (i) -745 a--; , = -5 L a t M 4.., �' �63 " as Go lika CL Ca. 0 (n (LI cu cr) p 1:3 0 0 w w CC c — o 03 C o D Q ° C Cr) 0 2 L N N c0 co(V M 0 3 LI- 3 ill EN IN EN d' 03 LC) Q N O ca CO N 1.1 C in u) N = N r- O N = 0 N o 0 0 0 0 0 0 CD In CD Ln 0 Ln CO N N x— x— N cn CO O c N (1) a' rn N co O U O 0 Lo 0 in 0 in 0 in 0 O O Ln d co CO N N E eta W _ C N O i N po NO O bA O % N o CO co > ■ c C WV Z U N oo N o Cl) O c ON LE O N as 0CO 0 0 0 0 0 0 0N 3 1 1 L 0) E o V 4.)0 -0c 03 (I) Co o (.9 , to C ite al I 0 L s Q U C O LE - - MI 3 3 LD CD = O c >. C N cn +� O i a a) d � �J _cN m t aN, (13 c a O +- C �, aoo ao > •- 3 a o cv g ° '4- ° a " . -0 E aoo � � •° 0- m Q � w a v 7:5 CU = a - Q > 75 N .Q UJ> +a O ''-' C N = C O CC U -0 a v CO ` i CU -C C E a p = 4CA +' C > 75 0 — 03 -o c " a .=.- cts a O t bli a m a co +�E 0 -c =o 0_ _0 >, — U `O co o 0 a. 0 a) O CD co I ` +-• LU tto Q . i o_ _c U I • • • •= U) f/) f/) (/) -o 3 (3 0 0 0 0 L 0 _c L co a Cl) Cl) a coU 0 0 0 0 0 0 CD O O O O o 0 0 0 V) C1) N LU CO (0 cn VN05 -0 'a -o v) a U O a) O N Q V a L Q _c Q. O (n • E cu o(1) a (oi) a) O O Q O 0U D Q O Q (/) a) O O d.o n ) O W O d7 CO ,- Lo -C CD S d' O SCl) N > GCS) in 71- O CA L C > CO C C Z CID 0 C 0 U O Cl) Co = O a: . co to > cc NO 2 L aS O C L L CB (13 Q. 70 > Q > c •Ucu CL (nra �i w a 3 N C C y C v n w O 47, >' M -O+ O ca Q W Ix . 51'EJ glJw CU CU O _ � = ► VI a) CO C III IIINM E CU C. O Q L O L E _ V cuy .5 W N E cu co N s- s_ bp a) L > 0 V 0 fl. VI F S L a) v O .c.7 cu all fly.' L E ul Tv y W in S y > a >L oCU 7, b.0 O E D 0 V) as•+ }' t W > 0 — �3 C cu i w0 — y C — 4-0 in t a J -a C c •O L.0 y a! S 0 �J a) L 'C v CO i 13 C 3 E o D 1 LID d •O i 0 ul = 0 0 § 3 00 U CO a) L.- 4-) 0 -0C CD S 4) 61) > S 0) 0) V) 0 L al ON 0 441 >0 L 0 41 .. 0 . O 0 ,,,,,,,, . .. .. ,,r) , .. .. .. 3 3 rn v) v I CN V) N N } 0 ' v -0 >• a) u CD CD C CD � v) C v L -a = � = o 11- = -0 0 O c) C N r O N Q C C L _0 C 0 v) z LLCD i N N cn C -0 CU CU CC o O v UA +-' E (3.0C N N • - _C O C •L chi) O Q > C U •C 0 m Q D N Q N Q_ a > rn O X m 0 - O w w • • Z • • • ^� W E _ _ . ,..... _ _ ..._ .,..„, _J .; o :�!::� ,� (..) / ,, }, 7-. = L-7-_., ,.._ , o 11: cy N iIt S E NEN v bn cn CO m N O v o ts0 O CL , . MIo n 0 Si. o CU a v +. a c tn IE ^ , , co c �V ,� Vg)J 0 ¥ 0 lit® ' 0 46 a • e o •• e • ? ® • e , ® e © 0 E = 0 2 ~ \ 0 ) / 0 ƒ a E aD cn- 0 u E § e Es § e \ /% 1-2 = o \ 2 \ §2 s ° \ / / / 0 CU 2 \ �� / \ • \ / % E > (v-) %§ \ a g \ 2 / / h2 o ƒ > £a » 0 2 / Ti; / % 9 2 \ - \ \ / \ 71- \ 13 k \ \ y o 0 // e 0 > \ \ C2 § C ^ \ \ 0 ■ G o E \ /� / \ \ \ \ >, 2 / \ / c 0 # \f / \ 9 q # y e 0 al \ \ J s ƒ o / £ ® 9 ƒ m \ / C © t g % e « e ƒ E e rts \ \ \ 0 ® >, / C 5 ( H ) to C 0 E '- E \ k \ 2 \ \ » / w ® \ f as T / k 0§ \ \ E { 41) \ 0 ( i- f £ >- ,,, \ P / O x 7u- 7 f / O 2 / > ƒ u I- \ 2 r1 ,_, _il k , 4g, o.v� r ../„ c '- ._I- - * 1 m___. 4E) ( ) S. CU m c 4—J C CU U CU V U Qtxo N U y 0 � v ) o •o 0 v U a L U ++ O °�., ao U L Z CC v O 0 U >` N = O oZ C zC VO > L r' o 0 o 0 0 0 Q a; ,_, O -a CU S N co 0 u cu z U0 fa_ N o to S. U v a.) •p 3 N E E agio a co O Q L L Qu 0 Lz LE a--I a) U O a (9 Z -, z — O as 4m. • * * • • * * • 4 3 0 0 a--I 0 V• 0• • 4) Co cL C 1 > o 0 L 410 0 U - C 0 bA C L L. - - - 3 3 M V N }' C10 C U C L C co C ate+ t10 ��, OA C C N v) C a) N ,- 'in O U a) Q N au Q. '0 L L L v O ate-+ O' 4— O co L O W -0v o O a >, L U L a) U -05 N DC ca C _c E 4—, = -a O (r L O _C L C tA N O I- vO >�C �O _ 0 CUNcJa) 'a > O CO — N O `— vs L ca CU Q N ON I— 'CLO 0 —O '' U d N c Q _ 4A 0 c 4— >' [o _C Cr) _ V) O LJ I . — U 1- 0 c O = 0Z -s vi • • • • • - / N i IC 46 '" v v mo u � a o \uet. Iviiic. t. . ...6.,_,„ a L.) an . . ,.. , _.-- ,_ Z cn 1 D co U 41) r � a, o CI *.,:.. -7--i.:: ,.,_,.,... ..'.•"t,itolif . . ...I* _i 3:3) .... ..z IZ O E7' ..;''1-;,1,41.•''' • ' is s �S U Z ` a-' .- o v C LE CD 0.- — ows-t-,.."1 0 tb us:r ;.r„... ,,,*rts:„.*:.::::,:i7i,--:,: r r. �, v 4 t' i a I — 4 Ji - 3 3 . - T , —1 ' --,:, "% -i " - I s �t E O (IA.-) 0 414 :gi a ' rI T. a QO le . I 1 I y a .,. . A - � II ' 0, ►a . ie_ \ ,lip v 0 1a'F-.e ,u v) r . � O O -t 1 4 lv t Mr tip.. #W.�!� � N i►f.Er OE// v CC w •Amo.. --- `O a +J a) res— L_ E L_ o ago .5 ro o C o bX L +, N 4-a C Q C r C O N N co o }, '� 0 L CO p Cl. b.0 !1A L a) c6 to" CCI U MO U i) 4J Q +c,, C N —•111 CO •,C_ O vl O '' f6 on C U f6 c QN L_ O - Q L_ p •c U vi �'' [6 i o •L.. U N cII ate-+ N c6 L p > N C `+- N > O ••�+ L_ O p c6 L_ c -c c6 0 O Q. ,� 0 0 O •,- ( CD 0 pp t�A o C O L) C C Q •— ro t0 z N N -0 Q c W 1) N co D C p c� CD o ' ^ tat) 4-+ i — v I N O (DO _ 0 C) N — C II. - O L. O 0 f6 v t-.).0U fa = c6 0 U 0 G) O C C -. ttO LErn i rNi a) S— w cu s_ i - O t 2 0 2 Z OU 3 U • • • • 3 to -* .. • 1 i * . y d r + II t • ,1 \ `411,-....! mis g tap ''Nil I U C , y .\ ,•,„ a o a i v II ..� CO L 4 0 0. °; o o E a • c •— Q Y i = o > 4--' N £ cu ° v Q_ O E o 0 v ca `L° o w0 CD O o c L c o C c �, c O OA ca o ,n +) a) Q_ .4-',_ L '+_ a3 4-, o Ca oO0:11 C . bA co) _ 0 VQS CL aN 0, s- co Q_ to 0 .- Q N fl Q 0 NJ .— HQL C S. L. CUO Q vi Q. w Q Q) 0 W �. — +� c On u L- • .� .� O C C O L > N E > i b0 GA � L ca L ZA 0 N = •_ - ° a w 3 Cr 0 L N • • • 2 • • 3 C v) L CU CU C -C E O }' v) U N — ._ coO a N a) i s �i L N > U D 00 = _C -% If 1-UC U v•) — U +' a) N O v) .0 § Z •E U �L a_ NCD 4•-• c c N v = O d' v 0 co Q. Q) EU tn 0 w a .� O _J O : Cw ZQ (/) ca • .Il flle :. j If,,.� •u i —1.161111111111.11111 Zvi r S _. LV ',fes 1 "t ^ 1' •, ,, 4. ..,eA,. 1,—— ,.`,,,S,s.,.,, t0 Cwo ?.E,.i..,3.. 1Y_ _ o ,)r',1, f r,-I.....•1••I•.-'7 II O w- 11 :- µd.1 O to �1 > , �` q O I f 7.) w s frI p i AlTii:;,:-4 (,), na Q e . ' " = N 0) • a) cio • _ 0 V CD - - LL Mil N 0 > eio0 4 _ 0 0 U - C 0 {.r OA C - - - C6 - - - 3 Cncn a) o co U v a) "0 -0 0) (n N CZo CZ C 0 to 06 C 4-1 CB +� tip L) '0.01_ C •z `. •C Q CZ bo N O Q O L L . O 0.•m � i- 0 a) Cl) - CD a) to 0:11 +, U ~ U L a a) o u,° a) to D ,0 i C i -C O O o O c ) r a) O a) +-' L L CD U) co J Cf) O Q a L •— ® ■ ■ EN CN o N N • >✓ b 0 • sRI +) 0, U- v N ,13 v O ; z N co - m c >- v E cz x m U- J N a) - a N fn E ° N C) H 210 CLO a! a (0 - v) > A No = 7 0 o v _, Q ..0 yU 1.1.1O O nl A, U) CLO L N V o it O V1 ; k xN C 1 O r- (.1) U u, N a) C 45N ■ CZ -a C N a) C N V) o � a 3 cox .o w U- 0 0 N U 0Q O. C) n pt G '' rn (/) O o ) > C+- • � V -0 O CO `F- c CO C > .2 >' •- a) ct/) — cD U N •U _ U +, N U N• co N coa au _c •U co c }' c+ a0 O >, A CU U ID o o O = V) }, Q C C ••ago LL 4U >cli cu co a. 0 E co = 4- > - ° ° C v C > v a) C 0 F— COo Lo I N z ( l ,c m v 4 1) 0 0 a CLri ,-1 '� • CD c L N .1--i o a o t/) 01 `f) > Na N N V MD CDLE.;ter, > (N L OU 0 M Ln m Q) 0 C6 Q1 112N .� O� 0 LE z o V 4) to C v L N o 0 0 0 0 0 0 3 0 0 0 0 0 0 o QJ .. 0 0 0 0 0 0 0 Z 3 o o 0 o 0 0 0 LL c5 0 o 0 (N cu E 0u p CU 4-1 Z o C ° -Z v >. o -0 o o • v v rD '� L � o 5 CM v t) N .� O a w � 4-, a z:-.) 0 .2 c .,_ L Z 0 Na3 Q 4J - = o f �-- CU C ° moo v ` i Z ca ttio 7.7) v CO t Fes"'_"'" -- i , MO n CI 0.) � O 0 -- _ Z -L L 0 c O = �/� O (I )a o (1) ..'. ..'5tw f3s. c L d :•— , .-,. ifl,- 'N 11100- C m Oo a 3 a3 V) a Y a 3 N co 0 ^o N^' \W W / C W 0_ W Q. o CD a1 w E Q r O O O L- 't Q.• >CD s a) +' Gal E ' O O � U N O co N C E -0 z axo O N Q O s s +� (1) - - - co ca ca O c > (I) 0 u c • .- bJ -' o � N U .o 5 O a" M o a) izu >' > +-a -O - > +J .O co N 13 ilo V tat) O g. C _C " V) O au co :E ._ U E rt, = a- .-E U o 0 = 0 G) .0 V) c V) I 3 3 N N J�1Y 0 2� `O 44,44 • r a mi El Ns ill IN 0 con I O t 0. b0 O N +J Oco 2 a 4- C O O a) =NC LE E 3 al 3 0 3 m (-NI N a) U t (1) taDZ IW 4_ 0 a)bE M 0 aroC .N D 0 > 0 CIA0 C 0 U C �0 _C L t/) co 3 3 Washington County GToN co Department of Housing Services �\ G2 Homeless Services Division 111 ()REGON'‘ Supportive Housing Services Fiscal Year 2023-2024 Annual Report • II II • October 31, 2024 161 NW Adams Ave Unit 2000 Hillsboro, OR 97124 WashingtonCountyOR.gov/Housing Annual Report 2 Content Executive Summary 3 Year in Review: Outcomes Summary 6 Housing Programs 7 Shelter Programs 8 Outreach Programs 9 System Capacity and Coordination 12 Investing in Provider Capacity 12 Advancing a "One Governance" Approach 14 Cross-sector Alignment 14 Evaluation and Quality Improvement 16 Financial Overview 18 Attachments 19 Supportive Housing Services Annual Report Annual Report 3 Executive Summary Together, we are making the experience of homelessness rare and brief in Washington County. While state and national trends show upticks in homelessness, Washington County has achieved a 35.5% decline in unsheltered homelessness with a solutions- based approach, thanks to investments from the voter-approved Supportive Housing Services measure. After three years of building this system of care, people experiencing homelessness in Washington County can now more easily connect with immediate shelter and housing services. This regional transformation is only possible through local partnerships, cross-sector collaboration, and political leadership. Through our coordinated system of care, we are closing encampments, helping Washington County residents access shelter and stable housing, and opening doors to home. e e .. 1 t , v , ,, , 2,,, , ,, Air\ niiiiii..... .... ______ k _.,,,... it ii j Senator Wlnsvey Campos, Mayor Lacey Beaty, Chair Kathryn Harrington, Councilor Gerritt Rosenthal, Housing and Homeless Initiative Director Taylor Smiley Wolfe, Councilor Juan Carlos Gonzalez attend construction event for Beaverton Year-Round Shelter. Our local partners are the heart of this work, meeting individuals experiencing homelessness where they are and connecting them to services. The 24 community-based providers that contract with the County provide a network of geographically coordinated and person- centered support services.Together, these local partnerships make up a system of care that includes outreach workers serving the entire county, more than 400 shelter beds, thousands of supportive housing placements, and over 100 case managers with the expertise and relationships to guide people experiencing homelessness toward long-term, stable housing solutions. Our city jurisdictional partners are expanding regional housing capacity, working side by side with the County to coordinate services in partnership with local shelters, law enforcement, library services, local businesses, neighbors and more. The City of Hillsboro and the City of Beaverton are developing purpose-built year-round shelter capacity, while the City of Tigard supports a local shelter project in their community. We're proud to partner and fund staff coordination services helping to make homelessness rare and brief in Beaverton, Hillsboro, Tigard, Tualatin, and Sherwood. Supportive Housing Services Annual Report Through cross-sector collaboration, we are meeting individuals' holistic needs with healthcare, behavioral health and housing coming together. Washington County is in the 4 midst of transforming how homeless services are delivered, tearing down silos and building up integrated systems to connect health and housing services and funding sources that will better serve entire families. We have embedded liaisons in Community Corrections,the Hawthorn Walk-in Center behavioral health clinic, and other points of service where housing needs intersect. We are partnering with Virgina Garcia Medical Center to provide on-site medical care and coordination for shelter participants needing respite care and meeting biweekly with hospital and health system partners to conduct healthcare case conferencing. We are also investing in transitional housing, prioritizing projects that will provide behavioral health funded services on site to support people in their transitions to recovery. _ • 1. . el: „ 7V,S, - ,,, - ' ''' , ' , 1,„ • .. ---1- k ff ® + ,. ® ha i ' V i , irj 1,:. --.- — , \ (11 , ' Partners from Community Partners for Affordable Housing(CPAH)and Sequoia Mental Health Services give a tour of Heartwood Commons for local and federal officials. Finally, political leadership makes this work possible by prioritizing pathways to housing. At the start of the program year, some members of our community expressed concerns about opening two new pod shelter programs in Washington County. After a lengthy public engagement process, the Washington County Board of Commissioners directed staff to move forward with the programs. As of July 2024, our pod shelter program supports more than 90 guests every night with a safe place to sleep and resources to get connected to stable housing. Since the opening of the pod shelters, several neighbors have come forward to acknowledge the progress made with encampments reduced or eliminated across the county. This progress would not have been possible without collaboration between political leaders across Washington County. Looking to the future, program year four will focus on making our comprehensive system of care even more effective as SHS resources are fully allocated, committed, and assigned. The achievement of this significant milestone means that our staff are working to ensure our homeless services system of care continues to improve how it serves our community and addresses the most pressing needs within the constraints of available resources. This will require continuous process improvement and will be based in community listening, program evaluation and evolution, and coordination across systems of care. We remain committed to the goal of making the experience of homelessness rare, brief, and one-time. Supportive Housing Services Annual Report 5 Stories of Hope Meeting program participants where they are Amanda has been working as a Project Homeless Connect outreach team member for years and she has seen the night-and-day difference Supportive Housing Services (SHS) resources have made in Washington County. Chad is newer to his role with the organization, bringing important lived experience to this work. Chad's firsthand experience of homelessness and struggle with addition enable him to relate with program participants on a deeper level. Recently, when Amanda and Chad set out for their outreach shift, they were prepared with a box of ham and cheese sandwiches, bagged lunches, bottled water, and a short list of people they wanted to connect with throughout the day. The goal was to offer resources and support to anyone in need as they made their rounds. They noted that many locations that used to be filled with tents are now mostly cleaned up, with only a handful of people passing through. One of the people they were looking for, "Scott," was at the park enjoying lunch with a few other people. Amanda and Chad introduced themselves to the small group warmly. They chatted briefly with one person who they knew had recently gotten an apartment, and introduced themselves to a new person, sharing information about the "yellow house" where he could get connected to a variety of resources. Then they talked with Scott, asking about his health, checking in on where he was staying, reminding _ him that his housing case worker was working on his housing paperwork and f. f that they hoped to have good news for :-;E him soon. After a few minutes of friendly _ _ • conversation, Amanda and Chad wished the group a good afternoon and promised • to check back in in a few days. __ PRO.iECT HON SS c0t®cr There is more work to be done. The team w � expressed concern for many of the people they work with, hoping they can hold on �P y a few more months, and get into housing - before winter. - \ Reflecting on the last few years, Amanda said, "We went from working out of churches and borrowed spaces, to being able to offer a space where people can find showers, food, help, and Chad Giakas,Amanda Terpening, and Wes Barrett are ultimately housing. It's life changing:' part of the outreach team for Project Homeless Connect. Supportive Housing Services Annual Report The Year in Numbers: 6 Highlights 2 . 5 100% Years /4101SHS Budget average length of Spent homelessness for exceeding the people who moved 85% goal into housing -? 10,400 + 4,400 + People 0vPeople served through SHS- remained housed with funded services eviction prevention and rent assistance programs 1,200 + I I 90 People New Shelter Ein moved into housing n Podsthrough SHS-funded exceeding our goal. 1,844 programs people accessed shelter across 420 shelter units. Supportive Housing Services Annual Report Housing Programs: Where Stable Housing and Services Align 7 Washington County's homeless services system remains focused on our goal of providing people experiencing or at risk of homelessness with long-term housing. Housing programs include eviction prevention to avoid homelessness, rapid rehousing case management and time-limited rent assistance to help people transition out of homelessness and stabilize to independence, and regional long-term rent assistance (RLRA) paired with housing case management services to help people who have been homeless, oftentimes for many years, find stable housing again and thrive with ongoing supports. Washington County also launched a new program which offers move-in assistance to help households who just need a little bit of financial support to secure an apartment and quickly get back on their feet. We set ambitious housing goals to stretch our system and best serve our community. While we did not meet all of our housing goals this last fiscal year, we are proud of the outcomes achieved and are in the process of implementing several process improvements that will keep our work on track to meet ambitious and achievable goals next year. Outcomes Goal Housing Case Management Services 399 households 500 households Rapid Rehousing 241 households 300 households Eviction Prevention 1,569 households 500 households NEW Move in Assistance* 6 households 200 households *This program was delayed and continues to be refined to improve effectiveness. To maximize the effectiveness of homeless services programs, Washington County braids funding sources together. The Affordable Housing Bond provides a critical opportunity to leverage affordable housing with supportive housing services. Currently, RLRA vouchers support renters in five housing bond funded projects, including the Heartwood Commons and the Viewfinder where project-based vouchers paired with on-site services have created 74 units of dedicated Permanent Supportive Housing (PSH) to date. Plambeck Gardens is the next Affordable Housing Bond project planned with dedicated PSH units. pg _ 41 The Viewfinder 1 Of I combines on-site "Hai - services with rental 1.1 'I assistance for 20 .. families. Y I Supportive Housing Services Annual Report Shelter Programs: A Steppingstone to Housing 8 In our third program year, shelter capacity increased with 90 new shelter pods through the Safe Rest Pods program, exceeding our annual goal of 60 shelter units. This was due in large part to additional funding from Governor Tina Kotek's Executive Order 2023-02, part of her statewide plan to address homelessness. Last year, three shelter pod sites in Aloha, Hillsboro, and Cornelius opened their doors. This pod shelter capacity fills a critical need in our system while purpose-built year-round shelters are under development and provides an alternative model of sheltering that has helped many chronically homeless individuals come inside. Two permanent shelter sites, in partnership with the City of Beaverton and Just Compassion of East Washington County (located in Tigard), are under construction and an additional site is gearing up for construction, in partnership with the City of Hillsboro. When completed, these three sites will create roughly 175 permanent shelter units, allowing Washington County to move away from temporary shelter capacity. In total, Washington County maintains a system of 433 shelter units, 420 of which are funded by the SHS measure. • � � 4iere al. ' ' it: i - , , IV, OA. 1 4 4,-J\ r - ,. , r 1 4 ,141 et 41 At I t - - ° a i P `V ACt , - Safe Rest Pod shelters allowed cWashington County to increase 1 ►-.�. shelter capacity with 90 . '" additional units last year. Supportive Housing Services Annual Report f+• 'i % + 9r 1,1 _ ..r ,/ s ; i+►. _ a I; °'*k f ''� 9 4r711044r--- 4 ills i ��:v itb w i ` , \� e' :Aiiie -,1 lir --.! IN '• - -)4 $. . ` I` 1 ifl .- , i 4 , . tii:':, G vilii, ,, le. 1f. Y a. :. .. :ice.- i Just Compassion and partners celebrate the ground breaking for the Just Compassion Resource Center. Outreach Programs & Access Centers: The Front Door to our System of Care Washington County works with 10 community-based organizations to provide geographically designated and population-specific outreach services. These providers know unsheltered community members by name, build trust over time, and create connections to services. During severe weather events, outreach workers deliver blankets and water, provide transportation to emergency shelters, and coordinate with emergency response services to keep people alive. When someone's name comes up on a housing waitlist, our outreach providers are the first to know where to find them. Washington Couty is anticipating the development of two access centers, which were awarded funding during program year three. Access centers will provide meals, storage, showers, and connections to shelter, housing and other services for our homeless community seven days a week.These community centers will be safe and welcoming places for people experiencing homelessness, offering points of connection on their path to stability. Importantly,these future centers will also activate as emergency shelters during heatwaves and cold snaps. Just Compassion Resource Center (developed, owned, and operated by Just Compassion) is currently under construction and Project Homeless Connect will break ground on their Hillsboro access center later this year. Up to two additional access centers are planned for Western Washington County and the Beaverton area. Supportive Housing Services Annual Report 10 Linda grew up around Vernonia and Hillsboro and often went camping with her family. She has a lot of appreciation for the outdoors and teases when she calls herself"born and bred country folk" But Linda never expected camping would become her only home when she became homeless 15 years ago. Linda has struggled with lupus since she was a teenager and started self-medicating with alcohol and pain meds as a young adult, which ultimately led to a substance addiction, and later homelessness. She bounced around Washington County for many years,just trying to survive. But that all ended when her best friend, who had been sober for many years, refused to give up on her. With her friend's support, step by step, Linda was able to seek treatment, make different choices, get healthier, and stay sober. Four years later, Linda 1,ithasn't looked back. Linda maintained her sobriety, trying to put i11 together a deposit and find housing she ' ---:-:--_---____ I 1, I li ,^ ,__ could get approved for and afford, but she l , it was still homeless. That's when she met her i 1 , case manager who helped Linda to get her 1 u A {� � apartment. Linda recently moved into her first - 11i 7t I .S p_�__: i Kd r (� If, . apartment in more than a decade, and her h � j � �� � , # mf. case manager continues to support her as she ! I ill-44 \ $1.-- adjusts to life back inside. - t ly '.. rf ' ' ill 'i ll '''','poi II k i� = � 'Ij_ Tragically, Linda lost her daughter this year � and is grieving a loss no parent wants to ''& imagine. But she is more focused than ever on A,- - staying housed and sober because she needs .t Fie X x t ,k -:- to be 'grandma' for her two grandsons. The ' _ s - playground outside her new apartment is a perfect spot for the young boys to play when *� they visit their loving grandma at her new home. �� ,, - .k - "I can look in the mirror and be okay with Linda's apartment complex has an on-site myself and know that it has been worth all playground for her two grandsons to enjoy the hardship it took to get here and be there whenever they visit, for them;' she said. Stories of Hope Being a grandma starts with a stable home Supportive Housing Services Annual Report Partnershipin Action at the State Level When Governor Tina Kotek signed Executive Order 2023-02 (EO 23-02) declaring a state of emergency in much of Oregon due to homelessness, Washington County was already hard at work addressing homelessness in our community. Additional resources from EO 23-02 were used to fund the purchase of 60 brand new pallet homes and extend operations at winter shelter locations to operate year-round. These pallet homes give us flexibility to move to new locations down the road as needed and provide urgent shelter capacity while permanent shelters are under construction. "Addressing Oregon's homelessness crisis takes all of us doing everything we can, every day, and that's exactly what Washington County did through my emergency order," Governor Tina Kotek said on January 8, 2024. "I am inspired by the progress they have made, and it sends a clear message that if we work together, Oregon can be a place where everyone has a safe place to lives' This executive order directed local Continuum of Care agencies (Washington County Homeless Services Division) to focus on bringing unsheltered individuals inside. Washington County responded by establishing Locally Coordinated Command Centers (LC3s) that prioritized areas with larger encampments and/or higher levels of unsheltered homelessness for focused engagement.The LC3s brought outreach, shelter, and housing opportunities together to identify the best options for community members living unsheltered in encampments across the county and work collaboratively to get people inside. Oregon Housing and Community Services and the Oregon Department of Emergency Management were instrumental in supporting Washington County. At the same time, Washington County leveraged partnerships with city jurisdictions, Metro, libraries, law enforcement, and community-based service providers. The first LC3 in operation in Washington County started on the outskirts of Forest Grove at the Highway 47 encampment. Working collaboratively, the LC3 developed a by-name-list of campers and ofered every single person staying at that encampment a shelter option and a path to long-term housing. Linda (page 10) was part of this coordinated effort. I 11 MIT . 1 7.44 _ r. :44:4/ 10 ‘L 11,0110 111Mk, 4 ,ACia, TI#* I► J L a Governor Kotek and other local officials celebrated the opening of the Hillsboro Safe Rest Pods on SW 17th Avenue. Supportive Housing Services Annual Report System C12 and Coordination Over the last three years, Washington County has implemented a system of care that is strategically coordinated to meet our community's needs. This includes investing in community-based providers, engaging local experts and listening to community members with lived experience, coordinating programming across systems of care, and more. Investing in Provider Capacity Washington County partners with 24 service providers, seven of which are culturally specific organizations, to provide services and advance our shared mission. Many of these service providers have grown exponentially with us over the last few years and building their capacity to serve is key to our system's ongoing success. We are proud to report that all of our partner agencies participated in at least one equity-focused training with a diverse catalog of courses ranging from LGBT+ inclusion, Unconscious Bias, and Class, Race & Housing Inequities. Washington County continues to award technical assistance and capacity building grants to our service providers. This year $235,000 in technical assistance funding was allocated to eight agencies. Fourteen agencies received a total of$1.7 million in capacity building project funding in the second phase of the program. Capacity building projects have ranged from business services, human resources, strategic planning, policies and procedures, program design, development implementation, and evaluation. All seven culturally specific partner agencies have participated and been awarded technical assistance and/or capacity building project funding. The Housing Careers program is a continued success, providing training and internship opportunities for community members with lived experience who are interested in housing related careers. In the second year of the program, 45 participants enrolled and 42 completed their project, achieving our goal for the program. The results will help evolve the program in year four, expanding the program beyond housing careers to general employment services and focusing the program to help housing participants successfully graduate from rent assistance programs with stable employment. These approaches are helping Washington County build a diverse, empathic, and equitably compensated workforce. This year, Washington County providers reported that roughly 45% of their staff have lived experience of housing instability, and higher rates of staff identify as Black, Indigenous, Latino/a/e, or other persons of color compared to the general population. The County's evaluation of pay equity indicates that culturally specific providers, on average, pay their direct service workers higher rates of pay than non-culturally specific providers for SHS-funded positions. This trend has held steady over the past two program years. Service provider staff annual salaries for case management, outreach, shelter, and housing liaison positions range from $50,000 to $60,000, consistent with contractual recommendations and reimbursement rates for SHS funded programs. Supportive Housing Services Annual Report Stories of Hope 13 Christina Matousek, Solutions Council member, discusses mental health & housing integration Christina Matousek joined the Homeless Solutions Advisory Council (Solutions Council) in January 2024. Christina brings a wealth of lived and professional expertise to the group and was excited to hit the ground running. As the co-executive director of NAMI (National Alliance on Mental Illness) Washington County, she and her phenomenal team work to meet the needs of individuals and families struggling with mental health challenges at their day center in Aloha by offering 20+ support groups, meeting in person and virtually with participants, and advocating for coordination with other -y systems of care, particularly the housing system. - NAMI is the largest grassroots mental health �` i � organization in the world, and Christina explains ' - a that all her staff have lived experience with a ccpp►►. bh mental health condition, including staff who have ` , i. fe a child with a mental health diagnosis, staff who ` ' - ' have experienced homelessness, and staff who i '-- '?. mL a have navigated outpatient services. In her work ry ':i leading NAMI Washington County, Christina ?. has seen firsthand how the County's homeless - - r- services system is serving people with mental health needs. Recently she shared two stories: "Sarah" walked through NAMI's doors, ready to leave behind the domestic violence she was OPP' 4ININk- ii experiencing at home. She was first sheltered through Just Compassion, and then shortly after, Christina hard at work at the NAMI her application was accepted for a sober living Washington County day center located in home. Sarah was able to apply for sober living Aloha providing a space for walk-ins, on- because of the stability and support provided going support groups, and coordination. by Just Compassion and NAMI. Through the experience, NAMI empowered Sarah to make her own decisions and to this day Sarah continues to stay connected to their women's support group. "Jessica" connected with NAMI two years ago when she was unsheltered and dealing with substance abuse. She had a lightbulb moment and put herself through Hooper Detoxification Stabilization Center. After detox, Jessica stayed at a pod shelter in Washington County before getting a housing voucher and moving into long-term housing. Today, she is still housed and works at NAMI as a resource coordinator and provides janitorial services. After Christina and Jessica attended a Washington County public listening session this summer, Christina shared, "I saw 'Jessica' sitting with the Washington County housing director. She has come so far because now she sits at the table where decisions are made:' Supportive Housing Services Annual Report Advancing a "One Governance" Approach 14 Consistent with regional goals to increase access and inclusion in our community advisory bodies, Washington County has modernized our governance structure to ensure policy guidance, program oversight, and public transparency with diverse voices and representation from across Washington County. This included a "One Governance" initiative to align multiple advisory bodies into a single governance structure. The new Homeless Solutions Advisory Council or the "Solutions Council" launched in January 2024 with 10 members. The Solutions Council currently hosts three important subcommittees: Performance Evaluation, Lived Experience, and Equitable Procurement. 05tzy t &raj J , fle TX .11 �' 1 .4k Homeless Solutions Advisory Council Members Cross-sector Alignment The Homeless Services Division is also leveraging other systems of care, working closely with our Health and Human Services Department, Community Corrections Department, and health system partners to end homelessness for participants of these adjacent systems. First, Washington County was awarded a $3 million grant with CareOregon for the development of permanent supportive housing in Forest Grove. The property was acquired for this permanent supportive housing project last year and project design planning is underway, with the County participating in the State of Oregon's Supportive Housing Institute hosted by the Corporation for Supportive Housing. Washington County, Virginia Garcia Memorial Health Center, and Greater Good Northwest have partnered to create a Low Acuity Transitional Support program at the Hillsboro Bridge Shelter. The program serves unhoused individuals who need additional medical care while stabilizing in shelter and working toward stable housing.The program currently operates 10 beds of respite shelter and receives referrals from hospitals in Washington County. Supportive Housing Services Annual Report To support this initiative, Washington County was awarded a $250,000 grant from Kaiser 15 Permanente to launch and sustain the medical respite pilot for two years. As part of the grant award, the Homeless Services Division will work with the National Institute for Medical Respite Care to build a program model that leverages Medicaid and healthcare funding to support the financial sustainability of the program and ensure the highest standards of care in our services. Additionally, our healthcare case-conferencing program-partnering with Health Share, CareOregon, Kaiser Permanente, Pacific Source, Oregon Health & Science University (OHSU), and Providence—continues to connect participants experiencing homelessness to healthcare services. Case conferencing takes place twice a month among health and housing partners and is focused on supporting specific and shared clients with healthcare needs in our homeless services system. This case conferencing process also helps housing system providers navigate the health and behavioral health systems. Beyond our healthcare partnerships, our Housing Liaisons program remains a key component of our cross-sector collaboration. Through this program, trained housing system navigators are embedded in other divisions and departments, working side by side with staff in behavioral health, child and maternal health and community corrections to help their participants identify housing options available in the community and navigate our system. Harnessing lived experience to help others find housing ,),,,A t.. _- ' to Gennesis Morris participated in the • Housing Careers Pilot Program. The 0, Housing Careers Pilot Program provides a �� pathway for program participants to intern • in various housing programs. This program 1' - allows participants to harness their lived experience as an invaluable tool to help others and develop career experience. Today, Gennesis is a housing case manager 41 _ a si; 9' here in Washington County and supports r ;p .,/ herself and her daughter through a full-time ....oft e„ career helping others find housing. ,;,,Itt !',� This changed my life completely, ' "N" " Gennesis ' ` m' • "Ili told KOIN 6 News in June 2024. "I think * • `014 would've been maybe still in my addiction. ' think this internship gave me hope again and let me know that my lived experience Gennesis with her daughter is everything and that's how I better serve participants. This helped put me in a position to be able to help people and conquer all my dreams and goals without a Stories of Hope college degree:' Supportive Housing Services Annual Report Evaluation and 16 QualityImprovement The Homeless Services Division conducts an equity analysis of our outcomes data biannually to inform program improvements and budgetary investments. This analysis includes population data consideration and comparing race and ethnicity demographics of households that seek services in our system, with households who achieve stable housing through our programs. The analysis also considers the rates of poverty, race and ethnicity in the general population of Washington County (see Attachment F for full analysis) This year's equity analysis work found that our programs are generally serving higher rates of Black, Indigenous, and Latine households than are represented in the general population, population of poverty, and among households seeking services. We see this result most strongly with our Latine program participants. These outcomes align with the results of our equity analysis from previous years and confirm that our partners and our programs are reaching the communities we aim to serve to combat historic and persistent discrimination and disparities in housing. We also continue to see that Asian-American & Pacific Islander households experience higher rates of poverty in Washington County than the rate of households seeking our housing services. However, we are having greater success serving the Asian population through our Eviction Prevention program and generally find that the Eviction Prevention program serves the highest rate of communities of color out of all Homeless Services programs. Additional strategies are underway to better understand and address this disparity. This year, the Homeless Services Division also conducted our second annual provider performance evaluation and report. The process assessed service providers' performance, collected organizational information, and gave providers the opportunity to comment on any challenges faced in fulfilling contractual obligations. The performance evaluation and reporting process focused on four areas: contracted performance standards by program type, financial metrics at the organization level, staff demographic data, and pay equity by position type. The results from the Annual Performance Evaluation and Report also helped inform SHS contracting decisions for program year four, including the award of multi-year contracts for high-performing organizations. Additional improvements are planned for this year including monthly scorecards for our partners to help them see and manage their performance throughout the year and performance improvement plans to provide more structure and support for struggling organizations. The Homeless Services Division also designed and piloted a new monitoring framework. This was piloted with one service component to evaluate the program delivery of Rapid Rehousing services. The monitoring included a review of policies and procedures assessing how partners are delivering culturally responsive services, case file reviews, and compliance with program standards outlined in service contracts and the Division's program manual. The pilot monitoring program included opportunities for partner agencies to provide feedback on their experiences and make suggestions to improve the monitoring structure. Supportive Housing Services Annual Report The formal monitoring process will fully launch in our fourth program year. 17 Finally, the Homeless Services Division evaluated our own internal processes to make improvements in quality and efficiency. In program year three, we created multi-service contracts to reduce contract preparation and tracking for all parties and alleviate the burden for providers to manage multiple contracts. Another milestone was reducing our average invoice processing time down to 18 days through process improvements, invoice automation and an expanded finance and accounting team. Stories of Hope A bridge to home for Kayla and her family Kayla stayed at the Tigard family shelter, Bridge to Home, and was able to move into long-term housing with her family last winter. The shelter is owned and operated by Family Promise of Tualatin Valley, one of the 24 service providers working with us in Washington County on homeless services. Their mission is focused on serving families with children in east Washington County. Once their shelter reaches full capacity, they will be able to serve 70 families and/or adults with higher medical needs with shelter while they get connected with long-term housing solutions. She said, "You wouldn't know that we were homeless when we were here at Family Promise because we weren't homeless; we had a bridge to home. Because of that, because of our case manager, because of Family Promise, because of everyone that helps here who helped us so much, we now have an amazing home that we live in. ... All the other cities, other countries in the world, take a note, take a lesson because this is how you change the world:' "41• 5 z Y r. , ttfi � lfr Kayla and Brady sat down with Washington County staff to share more about their family's journey to stable housing. Supportive Housing Services Annual Report 18 Financial Overview In the third program year, Washington County originally budgeted $86 million and amended the budget to $96.2 million to accommodate rapid program growth and increased revenue forecast received in November 2023. The program was initially expected to expend 85% of this budget authority, as programs were continuing to be built and launched in year three. However,the Homeless Services Division far surpassed that spending target, expending 100% of the budget. In year three, carry-over funds from the previous two program years were invested in eviction prevention services, shelter capital projects, technical assistance and capacity building grants for providers, and the development of the Center for Addiction Triage and Treatment (CATT). The CATT is a project to increase addictions treatment capacity in Washington County. In our fourth program year, the Homeless Services Division has budgeted $115 million based on the current available forecast. Remaining carry-over funds are fully committed or assigned to one-time investments in eviction prevention and capacity building for providers, or capital investments in transitional housing, access centers, and permanent emergency shelters. Given the volatile nature of this funding source, Washington County maintains healthy reserves to manage for unforeseen programmatic and economic crises. In planning and preparing the budget for our fourth program year, the Homeless Services Division consulted with the Homeless Solutions Advisory Council and the Housing and Supportive Services Network. Feedback helped shape and refine budget planning to support stability across programs and ensure the housing outcomes our community is counting on. See Attachment G for the full annual financial report. Supportive Housing Services Annual Report Annual Report 19 Attachmen s Attachment A 20 Workplan Goals and Outcomes Attachment B 27 SHS Funded Programs Overview Attachment C 29 SHS Service Provider Contracts Attachment D 32 SHS Annual Performance Metrics Attachment E 36 System Annual Performance Metrics Attachment F 42 Equity Analysis Attachment G 55 Annual Financial Report Attachment H 60 Provider Demographics Information Attachment I 71 Regional Coordination Attachment A 20 Workplan Goals and Outcomes Category 1: Housing/program quantitative goals Regional Metric Annual Actual If you did not meet the goal,explain why and your Goal outcome plans for improving performance Number of supportive housing 399 units/opportunities you plan to bring 500 into operation this year(in Placements placement Described in PSH Goal Below vouchers/units) We set ambitious but achievable goals. Last year, we got close, but didn't fully meet our goals. Number of housing placements County staff and providers have had discussions (people and households): 1,000 HH 652 HH about why our system isn't meeting the goals, and the reasons that rose to the top are detailed under each program. We set our goals early, so when we housed an additional 130 households (exceeding our goal to house 500 households) in PSH in Year 2,that may • Permanent Supportive have impacted the capacity we had to house Housing (PSH) 500 HH 399 HH individuals and families in year 3. While we did expand capacity in year 3, we have learned that program expansions take time to result in housing placements. We're also still scaling up our RRH program and adjusting program standards to support higher needs households that meet prioritization criteria. Our year 3 goals were set based on remaining • Rapid Re Housing(RRH) 300 HH 241 HH capacity from year 2 and expanded capacity in year 3. Our RRH program continues to develop structures and processes to meet the needs of households with service needs similar to those who are enrolling in PSH programs. The move in ready fund was just launched this year, and later than anticipated. Few households accessing traditionally homeless services pathways • Move In Ready Fund 200 HH 6 HH met initial eligibility criteria. Program access has been adjusted to engage the eligible Population B, and we anticipate the fund being more heavily utilized in the upcoming program year. The County far exceeded eviction prevention goals with our partners, by continuing programming scaled during the pandemic. Eviction prevention Number of homelessness 500 HH 1,565 HH resources have been a temporary intervention preventions(households): funded by carry forward investments. As the County faces budgetary limitations, and works to balance our system in alignment with the 21 Population B 25%split,this eviction prevention program is unlikely to continue. Housing retention rate(s) (%) • Permanent Supportive 85% 92% Washington County PSH programs far exceed our Housing (PSH) retention goals and national trends. We did not meet our retention goal for RRH but • Rapid find that our retention rates are aligned with Re-Housing/Short-term 85% 81% industry expectations.This lower percentage can Rent Assistance be explained by the low volume of data we have currently for retention numbers in RRH. Category 2: RACIAL EQUITY—Strategies to meet regional goals and local/LIP strategies to address racial disparities Objective Details Did you Description of progress If you did not meet the achieve objective, explain why it?Y/N and your plans for doing so We continued to run bi-annual Increase understanding equity data analysis that showed among racial disparities for this disparity continuing to occur Asian Americans/Pacific but did see gains in serving Asian Islanders in housing Americans/Pacific Islanders programs to better reach through Rapid Rehousing and and serve this community Eviction prevention programs.A staff person of the County's Office Provide access to y for Equity, Inclusion, and services and Community Engagement also reviewed our program outcomes housing for Black, and made recommendations for Indigenous and people of color at next steps, including building greater rates than relationships with service Black, Indigenous providers targeting these and people of populations and increasing color experiencing language access—both efforts are currently underway. homelessness Continued evaluation of Community Connect is included in Community Connect to our bi-annual equity analysis that ensure phased approach we conduct to assess how our is results in greater access to serving Black, Indigenous and housing programs for Black, Y People of Color in housing Indigenous, Latino/a/e, programs. Additionally, we Asians, Pacific Islanders, continued this work through the immigrants, and refugees. Tri-County Planning Body to ensure regional alignment. 22 Increase culturally Maintain seven culturally See Attachment C specific specific providers within organization the Washington County capacity with network and expand their increased contracting opportunities. investments and expanded organizational reach for culturally specific organizations and Expand technical assistance See Annual Report, "Investing in programs and capacity building Provider Capacity"section. support for culturally specific providers 100%of our culturally specific have participated and been awarded technical assistance and/or capacity building project funding Build (for provider Expand Diversity, Equity& We are proud to report that all of network) Inclusion (DEI)training our partner agencies participated anti-racist, competencies to ensure in at least one equity-focused gender-affirming 100%participation across training with a diverse catalog of systems with the system of providers courses ranging from LGBT+ regionally inclusion, Unconscious Bias, and established, Y Class, Race & Housing Inequities. culturally responsive policies, standards and technical assistance 23 Category 3:CAPACITY BUILDING—Lead agency/systems infrastructure, provider capacity Objective Details Did you Description of Which LIP goal(s) does this achieve progress objective advance and how it? (Y/N) does it advance the goal(s) Expand In the third program year Washington See"Evaluation Create a Standard of Care among evaluation and County will strengthen our programs and Quality all service providers that is monitoring with evaluation and monitoring Improvement" culturally responsive, based in programming supports to enhance technical section of Annual housing first principles,guided by to ensure assistance, program improvements Report people with lived experience and contract and community outcomes.This will informed in the best practices of outcomes and include desk monitoring contract trauma-informed and impact metric compliance management people-centered care; Establish As Washington County prepares for See the "Advancing consistent definitions,standards Launch new the coming program year and a 'One Governance' of care and evaluation practices aligned experiences continued growth in our Approach"section to improve service provision, governance homeless system,we are bringing our of Annual Report. outcomes and supports for structure to reporting and governance bodies into community partners oversee and coordinated alignment as one advise the homeless services system.This entire homeless includes a reorganization of advisory services system bodies and streamlining a single set of guidance. The Housing Careers Workforce 45 program Diversity of staff by race, Development Project recently participants were ethnicity,sexual orientation, launched. In the coming year,the enrolled in the gender identity,disability status program has the infrastructure to Housing Careers and lived experience.The partner with leading experts to Workforce investment strengthens the Launch 45 new recruit,train,support and employ at Development system and ensures expanded housing careers least 45 individuals,with a preference Project and 42 culturally specific provisions and for BIPOC participants who were completed the services to help meet the needs previously homeless or experienced program. of the community and increase housing instability and desire to grow the workforce. a career in the homeless services industry. 24 Category 4: OTHER ANNUAL GOALS BASED ON LIP Did you Description of progress achieve Which LIP goal(s) does this Objective Details it? objective advance and how does it (Y/N) advance the goal(s) System evaluation has Our average shelter stay The Washington County SHS System of measured the length of for SHS shelter entries Care will coordinate and strategize time people are staying in during year 3 was 91 investments for Shelter and Transitional our shelter programs.While days. Intentional efforts Housing;To coordinate long-term there has been progress to increase diversionary system goal, phasing investments with shelter stays,such as programing for shelter requires evaluation of progress and adding case management residents,and adjustment of programmatic until stable housing is coordination between approaches including housing outcomes secured and expanding shelter and housing over time. year-round shelter capacity, programs have resulted we also know it is taking in shorter shelter stays Reduce longer for people to and increased exits to become housed.This is housing. average stays largely because our shelters in shelter are open longer or Y To clarify,this metric is programs to year-round,so shelter stays different than the length less than 100 days are necessarily longer. of time program Nonetheless,we want to participants are in our ensure strong flow-through system before they are in our system such that housed. Participants in people are able to secure year 3 are in SHS housing and leave shelter as programs on average 90 quickly as possible. days before being housed (this number is shorter than average shelter stay length because some participants skip shelter entirely and move directly into housing. Create new We understand that many We launched the RLRA Demonstrate housing placement and graduation households can reach a only program in the stability outcomes that advance racial and housing level of stability that would spring of 2024,which equity and functionally end chronic allow them to exit intensive allows households to homelessness with year over year retention support services and continue to receive RLRA system improvements and regional approaches maintain their housing Y funding for stable rent coordination.; Establish consistent for independently with minimal assistance,without definitions,standards of care and households supports.These exits will unnecessary case evaluation practices to improve service no longer in support the inflow by management. provisions and outcomes. need of allowing support services to intensive be available to new 25 support households entering the services system.This year, Washington County will implement a strategy that will create additional housing services capacity in our system,while providing just the right level of service needed for those in our housing programs. While many new housing Launched Low Acuity Create Supportive Housing Placements Launch new programs have been Transitional Services with Permanent Housing and Supportive launched and are robustly (LATS) Program launched Services; Building partnerships and programs to serving our communities in in fall 2023. programs with the Healthcare system to improve new ways,some The youth-focused leverage investments and better serve system programming area gaps housing program was people experiencing homelessness with performance including remain. In the third delayed and redesigned significant healthcare needs. program year,Washington Y from a site-based Recuperative County will launch new program to expanded Care and programs to better serve scattered-site rental youth homeless youth and opportunities for youth. focused homeless individuals who housing need medical care while programs staying in our shelter programs. Pod shelter programs,or See"Shelter Programs:A Add 250 year-round shelter beds in "safe rest villages"are Steppingstone to Washington County demonstrated successful Housing" section of programs in Washington Annual Report. County offering an alternative shelter option At the end of the fiscal Open 60 new for community members. year,there were 420 year-round Temporary pod shelter shelter beds open in shelter beds programs will provide Washington County that to complete shelter system capacity in Y are funded through SHS. our shelter advance of permanent system shelter sites that will capacity sustain this compacity long term.Additionally,30 more shelter beds are anticipated to open in Tigard at the new Project Turnkey site operated owned by Tualatin Valley Family Promise. 26 Category 5: Misc. Annual Report Requirements from Metro Description of SHS procurement processes in year 3 and how they were equitable and transparent. The Homeless Services Division released three procurement processes in fiscal year 23/24.The first was the Beaverton Shelter Operator Request for Proposals (RFP), released in August of 2023, which sought proposals from qualified organizations to provide congregate shelter operations at the new 12,000 sq.ft. shelter in Beaverton.The second procurement was the Access Center Notice of Funding Opportunity (NOFO), released in February of 2024 which was a capital procurement seeking partnership with building or landowners to fund, develop, and support new Access Centers across the County. The third procurement process was a rolling RFP, opened each month for thirty days to seek proposals from affordable housing owners looking to add Permanent Supportive Housing services and/or RLRA vouchers into their development to further the county's goal of 500 Permanent Supportive Housing placements. The county also participated in a Metro led Request for Pre-Qualification, along with Clackamas and Multnomah Counties,to expand eligible SHS contract partners to address consulting needs (ranging from communications to human resources to compliance and more,for more details see Attachment I). Prior to the launch of any procurement,the department notifies interested parties through various channels, like email lists, advisory body meetings, community convenings, and through newsletters.To ensure that all interested applicants are informed on the expectations of the procurement,the department holds pre-conference meetings one week into the open procurement.This ensures there is ample time for applicants to digest the information available to them. During these pre-conference meetings, county staff describe the key elements of the RFP/NOFO, review the application submittal requirements, and answer questions from interested applicants.The meetings are always recorded and posted to the procurement page for all applicants to review. In addition,the department opens an anonymous question portal to answer additional questions from potential applicants. To ensure continued equity and transparency,the department launched the Equitable Procurement Technical Subcommittee of the Homeless Solutions Advisory Council in June.The subcommittee has completed onboarding and is providing input into the procedures for how procurement processes are conducted and how contracts are awarded.This subcommittee's first responsibility is to define local funding priorities for the annual Continuum of Care (CoC) HUD NOFO based on the information provided by the Performance Evaluation subcommittee. Regional Long-term Rent Assistance Data RLRA vouchers issued in year 3 393 Households newly leased up using RLRA in year 3 394 Total households in housing using RLRA in year 3 1262 Total households housed using an RLRA voucher since July 1, 2021 1375 Total people housed using an RLRA voucher since July 1, 2021 2321 Attachment B 27 SHS Funded Programs Overview Program Program type Date Capacity Population Contracted provider(s) name program (beds, people A/B launched that can be (contract served,etc.) executed) Quality Capacity July 1, 2023 19 FTE Pop A/B Bienestar, Boys &Girls Aid, Centro Assurance Building across Cultural, Community Action, Community partner orgs Partners for Affordable Housing (CPAH), Easter Seals, Family Promise of Greater Washington County (GWC), Family Promise of Tualatin Valley (TV), Good Neighbor Center, Greater Good NW, HomePlate Youth, Immigrants and Refugee Community Organization (IRCO), Just Compassion, Native American Rehabilitation Organization (NARA), Open Door Housing Works, Project Homeless Connect, New Narrative, Sequoia, Urban League Community Coordinated July 1, 2023 Undefined Pop A/B Community Action Connect Entry System Housing Navigation July 1, 2023 Undefined Pop A/B Project Homeless Connect, Open Door Liaison Housing Works, Bienestar, New Narrative, Services Community Action, Greater Good, Centro, Program Family Promise of TV Street Outreach July 1, 2023 Undefined Pop A/B Forest Grove Foundation, Greater Good, Outreach HomePlate, IRCO,Just Compassion, New Narrative, Open Door, Project Homeless Connect Inclement Outreach July 1, 2023 NA Pop A/B Open Door Weather Shelter Resource Team Eviction Prevention July 1, 2023 Undefined/ Primarily Centro, Community Action Prevention Targeted serves Pop 1270 B (Pop A Households eligible) Housing PSH July 1, 2023 1550 Primarily Boys & Girls Aid, Bienestar, Centro, Case Households serves Pop Community Action, CPAH, Centro, Easter Manageme A Seals, Family Promise of GWC, Family nt Services Promise of TV, Good Neighbor Center, Pop B Greater Good, Home Plate, IRCO,Just eligible (if Compassion, NARA, New Narrative, Open 55+and Door, Project Homeless Connect, Sequoia homeless) Mental Health Services, Urban League 28 Permanent PSH July 1, 2023 54 Units Primarily Sequoia Mental Health Services, CPAH, Supportive serves Pop CDP Oregon LLC (Cornerstone Community Housing A Housing) Clinical Case Pop B Manageme eligible (if nt Services 55+ and homeless) Heartwood Permanent PSH Feb. 1, 2024 6 Units Primarily Project Homeless Connect Supportive serves Pop Housing A Case Manageme Pop B nt Services eligible (if 55+ and Viewfinder homeless) Rapid RRH July 1, 2023 652 Primarily Boys &Girls Aid, Bienestar, CPAH, Centro, Re-Housing Households serves Pop Easter Seals, Family Promise of WC, & B (Pop A Family Promise of TV, Good Neighbor Homelessn eligible) Center, Greater Good, HomePlate, IRCO, ess Just Compassion, NARA, New Narrative, Prevention Open Door, Project Homeless Connect, Sequoia, Urban League Alternative Shelter July 1, 2023 90 Units Pop A/B Open Door Shelter Congregate Shelter July 1, 2023 115 persons Pop A/B Just Compassion, Open Door, Boys & Girls Shelter Aid Non-Congre Shelter July 1, 2023 205 Units Pop A/B Centro, Project Homeless Connect, Family gate Shelter Promise of TV Inclement Shelter July 1, 2023 Undefined Pop A/B Project Homeless Connect,Just Weather Compassion Shelter Recuperativ Shelter July 1, 2023 10 Pop A/B Greater Good e Care Furniture Support July 1, 2023 NA Pop A/B Oregon Community Warehouse Services Services Housing Workforce July 1, 2023 Undefined Pop A/B Open Door, Worksystems Careers Attachment C 29 SHS Service Provider Contracts For services to be delivered July 1, 2023 to June 30, 2024 - Multicomponent Contracts Only Culturally Popula- FY 23-24 Total Total paid Name of pro- specific tion served contract invoiced in in vider Programs/services in contract provider? (Black, Indig- amount FY 23-24 Y/N enous,etc.) FY 23-24 Bienestar Inc Housing Liaison Services, Rapid Latine, Black, 1,520,116 1,036,881 1,036,881 Re-Housing (RRH), Housing Case Indigenous Management Services (HCMS), Y and People Quality Assurance, and Culturally of Color, Specific Administrative Support Families, Adults Boys & Girls TAY Youth Congregate Shelter, Transitional 678,051 509,280 509,280 Aid Society Rapid Re-Housing (RRH), Hous- Age Youth of Oregon ing Case Management Services (HCMS), and Quality Assurance CDP Oregon Permanent Supportive Housing Viewfinder 133,000 106,602.46 106,602.46 LLC (PSH) Resident Services at the residents Viewfinder Centro Casa Amparo Non-Congregate Latine, Fa m- 9,010,027 8,060,989 8,060,989 Cultural of Shelter, Centro Motel Non-Con- ilies Washington gregate Shelter, Shelter Hous- County ing Liaison Services, Rapid Y Re-Housing (RRH), Housing Case Management Services (HCMS), Quality Assurance, and Culturally Specific Administrative Support Community Housing Liaison Services (HL), All eligible 9,764,496 9,443,985 9,443,985 Action Orga- Housing Case Management Ser- SHS program nization vices (HCMS), Quality Assurance, participants and Community Connect Community Rapid Re-Housing (RRH), Hous- Adults 948,635 671,963 671,963 Partners for ing Case Management Services Affordable (HCMS), Permanent Supportive Housing Housing (PSH), and Quality As- surance Easter Seals Rapid Re-Housing (RRH), Hous- Adults ages 976,453 627,773 627,773 Oregon ing Case Management Services 55+ (HCMS), and Quality Assurance Family Families 762,847 457,438 457,438 Promise Rapid Re-Housing (RRH), Hous- of Greater ing Case Management Services Washington (HCMS), and Quality Assurance County 30 Family Tigard Non-Congregate Emer- Families 4,357,041 3,912,900 3,912,900 Promise gency Shelter, Housing Liaison of Tualatin Services (HL). Rapid Re-Housing Valley (RRH), Housing Case Manage- ment Services (HCMS), and Qual- ity Assurance Forest Grove Street Outreach All eligible 306,102 341,233 341,233 Foundation SHS program participants Good Neigh- Rapid Re-Housing (RRH), Hous- Families 1,137,459 755,973 755,973 bor Center ing Case Management Services (HCMS), and Quality Assurance Greater Street Outreach, Hillsboro Families, 4,265,682 3,322,439 3,322,439 Good North- Non-Congregate Shelter, Hous- Transitional west ing Liaison Services, Rapid Age Youth, Re-Housing (RRH), Housing Case Y Adults, Management Services (HCMS), Adults ages Quality Assurance, and Culturally 55+ Specific Administrative Support HomePlate Street Outreach, Rapid Re-Hous- Families, 1,217,339 970,262 970,262 Youth Ser- ing (RRH), Housing Case Man- Transitional vices agement Services (HCMS), and Age Youth Quality Assurance Immigrant Street Outreach, Rapid Re-Hous- Immigrants 2,052,843 1,043,681 1,043,681 & Refugee ing (RRH), Housing Case Man- and refugees, Community agement Services (HCMS), Y Families, Organization Quality Assurance, and Culturally Adults ages Specific Administrative Support 55+ Just Corn- Street Outreach, Beaverton Con- Adults 3,610,266 3,358,377 3,358,377 passion of gregate Shelter,Tigard Congre- East Wash- gate Shelter, Inclement Weather ington Coun- Shelter, Rapid Re-Housing (RRH), ty Housing Case Management Services (HCMS), and Quality Assurance Native Rapid Re-Housing (RRH), Hous- American In- 820,362 227,001 227,001 American ing Case Management Services dian/Alaska Rehabilita- (HCMS), Quality Assurance, and Native, Fam- tion Associ- Culturally Specific Administrative Y flies, Adults ation of the Support ages 55+ Northwest Inc New Narra- Street Outreach, Housing Liaison Adults 1,840,081 1,370,252 1,370,252 tive Services (HL), Rapid Re-Hous- ing (RRH), Housing Case Man- agement Services (HCMS), and Quality Assurance 31 Open Door Street Outreach, Hillsboro All eligible 9,033,799 7,180,509 7,180,509 Housing- Congregate Shelter, Inclement SHS program Works Weather Shelter/Resource Team, participants Alternative Pods, Alternative Pods Site Preparation, Alternative Pods, Housing Liaison Services (HL), Rapid Re-Housing (RRH), Hous- ing Case Management Services, (HCMS), Quality Assurance, and Housing Careers Program, Oper- ational services for the Hillsboro Alternative Shelter Pods Oregon Household Supplies All eligible 1,050,000 717,900 717,900 Community SHS program Warehouse participants Inc Project Street Outreach, Motel Non-Con- Adults 5,214,411 4,508,257 4,508,257 Homeless gregate Shelter, Inclement Weath- Connect er Shelter, Housing Liaison Ser- Washington vices, Rapid Re-Housing (RRH), County Housing Case Management Services (HCMS), and Quality Assurance Sequoia Housing Case Management Adults 1,222,367 752,658 752,658 Mental Services (HCMS), Permanent Health Ser- Supportive Housing (PSH), and vices Quality Assurance Urban Rapid Re-Housing (RRH), Hous- Black, Indig- 745,790 573,366 573,366 League of ing Case Management Services enous, Peo- Portland (HCMS), Quality Assurance, and Y ple of Color, Culturally Specific Administrative Adults Support Virginia Gar- Culturally Specific Administrative Black, Indig- 335,499 332,934 332,934 cia Memo- Support, and Recuperative Care enous and rial Health Services People of Center Y Color, and other cultur- ally specific services Worksys- Housing Careers SHS program 1,200,401 678,729 678,729 tems Inc participants with lived experience of homeless- ness Attachment D 32 SHS Annual Performance Metrics SHS Outcome Metric 1: System Capacity Number of housing and shelter units created and maintained through SHS funds Number of Housing or Shelter Units Created and Total Capacity Supportive 1,324 286 1,610 Total Units Housing Rapid Re-Housing 522 130 652 Total Units Other Permanent Housing 100 Total Units Year Round 330 90 420 Total Units Shelter Beginning Capacity •Added Capacity SHS Outcome Metric 3.1: Total Households and Individuals Served by Program Type Number of households and individuals served by SHS programs at any point during the reporting period. For Housing Programs,this count includes people who were enrolled and not yet housed. Total HOUSEHOLDS Served by Program Type Total Unique Households Served 5,694 Access Shelter&Transitional Housing 1,367 Programs Street Outreach -1,061 Services Only 564 Housing Supportive Housing 1,574 Programs Rapid Re-Housing _666 Other Permanent Housing 6 Prevention 1,569 Total INDIVIDUALS Served by Program Type Total Unique Individuals Served 10,466 Access Shelter&Transitional Housing -1,844 Programs Street Outreach _1,192 Services Only .651 Housing Supportive Housing 2,559 Programs Rapid Re-Housing 1,559 Other Permanent Housing 6 Prevention 4,451 33 SHS Outcome Metric 3.2: Housing Placements & Homelessness Preventions Number of housing placements and homelessness preventions, by housing intervention type(e.g. supportive housing, rapid rehousing). HOUSEHOLDS Placed into Housing Programs or Receiving Eviction Prevention resources Total Housed Housed by Placement Type 1,277 Supportive Housing 858 399 536 Rapid Re-Housing 290 6 Other Permanent Housing Eviction&Homelessness 1,569 1,565 Prevention 3,350 Total Placed/Served 1,151 2,198 II Retained •Transfered • Newly Placed/Served Households newly housed and retained in projects during the reporting period.Households in permanent housing projects must have a valid housing move-in date. Retained refers to households who moved into housing in a prior reporting period and were still in the same housing program at some point during the current reporting period Transfered refers to households who were housed with one provider/program and then moved to another housing provider or program while still housed.Some Transfer Placements may occur during the same reporting period as the initial placement and households may be counted in both groups. Newly Placed/Served refers to households who moved into housing during the reporting period or received Eviction Prevention funds Note:Households may get counted in multiple buckets depending on the situation,so the total number on the left side may not match up with adding the numbers from the placement types. INDIVIDUALS Placed into Housing Programs or Receiving Eviction Prevention Resources Total Housed Housed by Placement Type 2,106 Supportive Housing 1,376 679 1,295 Rapid Re-Housing 700 527 6 Other Permanent Housing 4 451 Eviction&Homelessness 4,443 Prevention 7,753 Total Placed/Served 2,075 5,610 • Retained Transferred • Newly Placed/Served 34 SHS Outcome Metric 4: Housing Retention Rates This will measure if housing stability is achieved with supportive housing. SHS Household Retention Rates Households who were retained in housing after at 1 year % of HOUSEHOLDS Retained in All Housing Programs 92% Households Retained in Housing 835 Households in Retention Evaluation Population 912 % of HOUSEHOLDS Retained by Program Type Households Retained in Housing 820 Supportive Housing 92% Households Housed in Year Prior to Reporting Period 890 Households Retained in Housing 22 Rapid Re-Housing 81% Households Exiting to PH in Year Prior to Reporting Period 27 Households are considered to have been retained in supportive or permanent housing if they were housed at some point in the year prior to the reporting period and were either: 1.Still in the housing program at the end of the reporting period Or 2.Had exited to a permanent housing destination at some point and had not returned to the homeless services system as of the end of the reporting period Households are considered to have been retained in Rapid Re-housing if they exited RRH to a permanent housing destination at some point in the year prior to the reporting period and either: 1.Did not return to homeless services by the end of the reporting period Or 2.Were housed in another housing program at the end of the reporting period For this program year,we had an extremely small sample size for evaluating retention due to this program being new. The low retention rate is not necessarily indicative of how this program will perform on an ongoing basis. Note:Some households exiting to certain destinations are excluded from this metric in alignment with the HUD SPM methodology 35 SHS Outcome Metric 5: Length of Homelessness and Returns to Homelessness 'Length of homelessness'and 'returns to homelessness'.These will measure how effectively the system is meeting the need over time. Length of Homelessness (Years) Length of time between approximate date homelessness started (prior to system or program entry)and the last day of the reporting period (if unhoused)or Housing Move-in Date(if housed)for those enrolled in a SHS program. Housed in FY24 2.47 Unhoused at end of FY24 3.03 Avg Length of Time Homeless 2.69 Note:Unhoused is anyone with an open entry into any SHS funded Shelter or Street Outreach program with a homeless Prior Living Situation. HOUSEHOLD Returns to Homelessness Services Households who exited a SHS program to a permanent housing destination,and returned to the homelessness services system within two years of exit. 15.2% HHs Returned 174 HHs Exited to PH 1,143 Households are considered to have returned to services if they have an entry in an CES,ES,SO,or TH project anytime after exiting to a PH destination. Returns by SHS Program Type Exited %of HHs Returning HHs Returned HHs Exited to PH Supportive Housing 10% 19 189 Rapid Re-housing 21% 35 168 Street Outreach 14% 30 213 Services Only 19% 39 206 Shelter&Transitional Housing 14% 67 477 Attachment E 36 System Annual Performance Metrics Outcome Metric 1: System Capacity Number of supportive housing units created and total capacity,compared to households in need of supportive housing.This will measure change in supportive housing system capacity and need over time. Supportive housing includes long-term housing programs that offer wraparound support services in addition to rental assistance. Number of supportive housing units created and total capacity 1,581 279 1,860 Total Supportive Housing Units ® Beginning Capacity •Added Capacity Compared to known Population A Households engaged with our housing services system (estimates need for supportive housing) 2,230 Total Estimated 1,304 Need • Met Partially Met Unmet Households in Need are defined as households who meet the SHS Population A definition and then classified by the status of their needs: 1.Households with needs Met are households that have been placed in a housing program(supportive housing or other housing program) 2.Households with needs Partially Met are households that have been connected to a housing program,but have not moved into housing yet 3.Households with needs Unmet are households that are either on our CES waitlist,staying in Shelter,or working with Street Outreach that are waiting to be connected to a housing resource Other non-supportive housing and shelter options that provide system capacity Rapid Re-Housing 700 130 830 Year Round Shelter 353 90 443 Other Permanent 10C 200 Housing Transitional housing 0 69 MI Begining Capacity •Added Capacity 37 Outcome Metric 2: Programmatic Inflow and Outflow Number of households experiencing housing instability or homelessness compared to households placed into stable housing each year.This will measure programmatic inflow and outflow. Annual HOUSEHOLD Inflow and Outflow Total Inflow 8,533 Total Outflow 1,248 6,806 Inflow is anyone newly identified as homeless in the reporting period through an entry into an access program(Coordinated Entry,Shelter,or Street Outreach) System Placement includes all households or individuals who were housed via a housing program or received eviction prevention funds that are part of the County homeless services system Positive Exit includes all households or individuals who exited an access program with a permanent housing destination,but was not placed in a housing program in our system Other includes all households or individuals who exited Coordinated Entry,Shelter,Street Outreach,or Transitional Housing to a non-permanent housing destination and we are not able to determine if their housing crisis was resolved or not Note:Homelessness Prevention Households receiving Eviction or Homelessness Prevention funds are only counted in Outflow if they were included in the Inflow count prior to receiving prevention funds # of HOUSEHOLDS Unserved by Entry Point Number of households with an open entry at the end of the program year. This includes households that carried their need over from a prior reporting period. This represents all households waiting in our system regardless of their SHS Priority Population designation. Coordinated Entry 2,947 Shelter&Transitional Housing 348 Street Outreach 457 Total Unserved 3,312 38 Outcome Metric 3.1: Total Households and Individuals Served by Program Type Number of households and individuals served in our system at any point during the reporting period. For Housing Programs, this count includes people who were enrolled and not yet housed. Total HOUSEHOLDS Served by Program Type Total Unique Households Served 7,217 Access Shelter&Transitional 1,638 Programs Housing Street Outreach _1,089 Services Only _1,037 Housing Supportive Housing 1,952 Programs Rapid Re-Housing -807 Other Permanent 1122 Housing Prevention 2,214 Total INDIVIDUALS Served by Program Type Total Unique Individuals Served 13,750 Access Shelter&Transitional _2,282 Housing Programs Street Outreach 1,225 Services Only 1,464 Housing Supportive Housing 3,092 Programs Rapid Re-Housing _1,970 Other Permanent 1236 Housing Prevention 6,474 39 Outcome Metric 3.2: Housing Placements & Homelessness Preventions Number of housing placements and homelessness preventions, by housing intervention type(e.g.supportive housing, rapid rehousing). HOUSEHOLDS Placed into Housing Programs or Receiving Eviction Prevention Resources Total Housed Housed by Placement Type 1,617 Supportive Housing 1,194 403 615 Rapid Re-Housing El 305 87 Other Permanent Housing Eviction& 2,214 Homelessness 232 2,039 Prevention 4,461 Total Placed/Served 1,804 2,727 I♦ Retained Transfered • Newly Placed/Served Households newly housed and retained in projects during the reporting period.Households in permanent housing projects must have a valid housing move-in date. Retained refers to households who moved into housing in a prior reporting period and were still in the same housing program at some point during the current reporting period Transfered refers to households who were housed with one provider/program and then moved to another housing provider or program while still housed.Some Transfer Placements may occur during the same reporting period as the initial placement and households may be counted in both groups. Newly Placed/Served refers to households who moved into housing during the reporting period or received Eviction Prevention funds Note:Households may get counted in multiple buckets depending on the situation,so the total number on the left side may not match up with adding the numbers from the placement types. INDIVIDUALS Placed into Housing Programs or Receiving Eviction Prevention Resources Total Housed Housed by Placement Type 2,568 Supportive Housing 1,863 1,433 Rapid Re-Housing 760 170 Other Permanent Housing Eviction & 6,474 Homelessness .14 6,056 Prevention 10,428 Total Placed/Served 3,355 7,342 II Retained Transferred • Newly Placed/Served 40 Outcome Metric 4: Housing Retention Rates This will measure if housing stability is achieved with supportive housing. Household Retention Rates Households who were retained in housing after at 1 year % of HOUSEHOLDS Retained in All Housing Programs 94% Households Retained in Housing 1,678 Households in Retention Evaluation Population 1,788 % of HOUSEHOLDS Retained by Program Type Households Retained in Housing 1,496 Supportive Housing 96% Households Housed in Year Prior to Reporting Period 1,559 Households Retained in Housing 76 Other Permanent Housing 87% Households Housed in Year Prior to Reporting Period 87 Households Retained in Housing 150 Rapid Re-Housing 87% Households Exiting to PH in Year Prior to Reporting Period 173 Households are considered to have been retained in supportive or permanent housing if they were housed at some point in the year prior to the reporting period and were either: 1.Still in the housing program at the end of the reporting period Or 2.Had exited to a permanent housing destination at some point and had not returned to the homeless services system as of the end of the reporting period Households are considered to have been retained in Rapid Re-housing if they exited RRH to a permanent housing destination at some point in the year prior to the reporting period and either: 1.Did not return to homeless services by the end of the reporting period Or 2.Were housed in another housing program at the end of the reporting period Note:Some households exiting to certain destinations are excluded from this metric in alignment with the HUD SPM methodology 41 Outcome Metric 5: Length of Homelessness and Returns to Homelessness 'Length of homelessness'and 'returns to homelessness'.These will measure how effectively the system is meeting the need over time. Length of Homelessness (Years) Length of time between approximate date homelessness started (prior to system or program entry)and the last day of the reporting period (if unhoused)or Housing Move-in Date (if housed). Housed in FY24 2.3 Unhoused at end of FY24 2.5 Avg Length of Time Homeless 2.4 Note:Unhoused is anyone with an open entry into CES,ES,SO,or TH with a homeless Prior Living Situation. Household Returns to Homelessness Services Households who exited the homelessness services system to a permanent housing destination,and returned to the homelessness services system within two years of exit. % of HOUSEHOLDS Returning to Homelessness HHs Returned 1,137 Services 19.9% HHs Exited to PH 5,706 Households are considered to have returned to services if they have an entry in an CES,ES,SO,or TH project anytime after exiting to a PH destination. Returns by Program Type Exited %of HHs Returning HHs Returned HHs Exited to PH Housing Supportive Housing 11% 24 225 Programs Rapid Re-housing 31% 165 529 Access Shelter&Transitional Housing 15% 112 727 Programs Street Outreach 14% 31 217 Coordinated Entry 23% 466 2,024 Services Only 20% 673 3,384 Attachment F 42 Equity Analysis Washington County is committed to advancing racial equity work through our housing work.This work includes strengthening avenues for public participation through our advisory bodies, conducting bi-annual racial equity analysis to better understand who our system is currently serving, where the need is in our community, and the gaps between Black, Indigenous, and people of color (BIPOC) experiencing poverty and accessing housing services.As we continue to serve BIPOC program participants, we are also assessing and encouraging greater workforce racial diversity and supporting our culturally specific service providers. We are proud to report strong outcomes in serving BIPOC program participants and addressing housing access disparities,while still explor- ing the ways our system can improve in the future. Advancing racial equity through representation in decision-making Consistent with regional goals to increase access and inclusion in our community advisory bodies, Washington County has modernized our governance structure to ensure policy guidance, program oversight, and public transparency with diverse voices and representation from across Washington County.This included a "One Governance" initiative to align multiple advisory bodies into a single governance structure.The new Homeless Solutions Advisory Council or the "Solutions Council" launched in January 2024 with 10 members,the demo- graphics of the members are listed in the pie chart below.The Solutions Council currently hosts three important subcommittees: Performance Evaluation, Lived Experience, and Equitable Procurement. While two members of the Solutions Council have lived experience of homelessness,the Lived Experience Advisory Body also supports decision making that centers the needs of those navigating our system. In addition to the Solutions Council, Washington County convenes the Housing and Supportive Services Net- work(HSSN). HSSN, a network of hundreds of service provider and community partners, meets monthly and represents a diverse group of organizations and workers with lived experience. HSSN is engaged early in proj- ects to inform values and criteria staff use to support decision making. The Racial equity data analysis report Washington County conducts a bi-annual data analysis to continue to understand racial and ethnic disparities in our community and track progress in our programs to mitigate these disparities. Our racial equity analysis uses two distinct approaches to evaluate how effective our programs are at reaching a diverse population. First,the data is presented according to racial identities used in our HMIS reporting, with categories people are more likely to use to identify themselves, according to best practices in data equity reporting. This summary is found in the color block charts.These data sets also utilize an "alone or in combination" methodology - meaning that people get counted in each of the distinct racial groups they identify with. In these summaries,the percent- age by each racial group will add up to more than 100%since people can be counted in multiple racial groups. To properly understand how we are reaching communities in need,the analysis also compares our HMIS data to the population data sets that come from American Community Survey (ACS) data. The ACS data uses a differ- ent reporting methodology that groups people into a singular racial identity(called a "mutually exclusive" meth- odology). We adjust our data into the categories used by the ACS for all comparative analysis. In the report, bar charts with comparative population analysis typically follow the color block charts to illustrate how that particu- lar service area compared to the population in poverty and the overall Washington County population. 43 Highlights from the racial equity data analysis Housing Placements and Preventions programs from 7/1/21 through 6/30/2024 across Washington County's Homeless Services system have been very successful at reaching a diverse population. The diversity of our population served has increased with each fiscal year,which is predominantly due to the addition of programs that focus more on SHS Priority Population B (Rapid Re-Housing and Prevention). We have been most success- ful at reaching the Latine (41%) and Black(14%) populations in our programs, and have additional effort needed to increase reach to Asian American and Native American households in some services areas. Data charts are available at the end of this attachment. Overall HMIS Data Analysis Our homeless services system sees similar percentages by racial identity as it does for those served in our programs. We also recognize the data quality challenges as we are missing racial identifiers for 8% of our program participants.This is partially due to the early engagement our Street Outreach services provide, before trust with participants can be established. Our successes in reaching the Latine popu- lation have resulted in that population representing a lower proportion of those in need (28%)than we serve on average (41%). HMIS Entry&Exit Data Looking at the racial identities of those who entered our system at some point in FY 23-24, we see a sim- ilar diversity level as those awaiting services in our system. A significant portion of people did not report a racial identity (8%), most noticeable with those entering through our Street Outreach Services. Regarding the racial identities of those who exited our system at some point in FY 23-24, we also see a similar diversity level as those entering the system.Additionally, a large portion of those who do not re- port their racial identity end up exiting to an unknown situation (10%).This could be people who had less system interaction and were exited due to our Community Connect inactive policy. SHS specific data Similar to the Washington County overall system housing placements, SHS programs have been suc- cessful at reaching a diverse population, increasing each fiscal year.This is predominantly due to the addition of programs that focus more on Population B (Rapid Re-Housing and Prevention). We have been most successful at reaching the Latine and Black populations in our programs. When comparing the population served to the percentage of the population experiencing poverty in Washington County, we have been successful at serving many communities at higher rates than they experience poverty.The Asian-American and Pacific Islander population remains the exception. Supportive Housing (PSH and HCMS) SHS Supportive Housing programs are the least successful at reaching a diverse group of individuals. However,these programs have still reached high rates of diverse populations. One significant group of note is the Native American population. We can see the impact of having a culturally specific provider serving this group. Other than the Asian population, Supportive Housing programs are serving popula- tions at similar rates to the percentages of those groups experience poverty in Washington County. 44 Rapid Re-housing SHS Rapid Re-Housing programs have been successful at reaching a diverse group of individuals. One significant stand out is the 39% of the individuals served that identify as Latine.The ability for Rapid Re-Housing providers to reach this population stands out very clearly when comparing the percentage served (40%) to the percentage of those experiencing poverty(27%) in Washington County.These pro- grams have also succeeded in serving most other communities of color at higher rates than they experi- ence poverty. Prevention SHS Eviction and Homelessness Prevention programs have been our most successful programs for reaching the Asian-American and Pacific Islander population, which are underserved in other programs. This program is even more successful than Rapid Re-Housing in its ability to reach a diverse group. It serves the lowest percentage of people who identify as "White: Non-Hispanic" (30%) of any of our current programs,while reaching other populations at higher rates than they experience poverty in the county. Advancing racial equity through our providers and workforce As the front line to those accessing services,Washington County racial equity efforts have been focused on supporting our providers.The County collaborates with 24 service providers, including seven culturally specific organizations,to enhance services and advance equity. All partner agencies engaged in at least one equity-fo- cused training, covering topics like LGBT+ inclusion and housing inequities.The county allocated $235,000 in technical assistance grants to eight agencies and $1.7 million for capacity building projects across 14 agencies. Notably,the Housing Careers program enrolled 45 participants, with 42 completing their projects, and expand- ed its focus to general employment services. Approximately 45%of staff at provider agencies have experienced housing instability,and many identify as people of color,with culturally specific providers offering higher pay for direct service roles.The county conducts biannu- al equity analyses of outcomes data to guide program improvements, revealing that programs serve higher per- centages of Black, Indigenous,and Latine households compared to their representation in the general population. Strategies to advance racial equity: next steps The intentionality of partnering with multiple culturally specific organizations has yielded clear and demonstrat- ed impacts for serving diverse populations, and Washington County is proud of our partnership that make that reach possible. However,we continue to see gaps in reaching Asian-American and Pacific Islander households. Participants identifying as Asian-American and Pacific Islander(AAPI) alone make up a smaller proportion of those that are either served (3%) or awaiting services in our system (3%)than the proportion of these individ- uals experience poverty in Washington County (8%). Although the SHS Eviction and Homelessness Prevention has shown success in serving this community,further strategies are being developed to address these dispar- ities.We will prioritize renewed outreach to AAPI Community Based Organizations to generate feedback and recommendations unique to this population. We expect this work to take time, and we're committed to expand- ing equitable reach to all programs. Internal improvements on our racial equity strategies are also underway. A recruitment for the first ever Home- less Services Equity Coordinator launched at the end of Program Year Three.With this new staff capacity, the county has expanded efforts to address longstanding disparities, particularly racial disparities, in housing outcomes.We will open new doors for culturally specific providers to provide direct feedback to county deci- sion-makers,formalize a racial equity lens across the department, and increase investigation where our out- comes don't align with our goals. In Program Year Four,the counties and Metro are increasing regional coordi- nation on equity advancements in the homeless services system.This includes sharing tools and approaches across the region that will help address disparities each county sees in their system. In Tr to co c O ° C }' O 'O c c 0 0 0 > O CO 0c C Ln Ql \ al > c .� m v v r m co v TS413 ii: ra v too ++ Y .> a1 N Ql O m 03 'C co'15O -0 ^ LO O a--1 fc'1 N O O_ cu co - C U = m ‘-i' ,f V . . V 7 fa L O c 3 i y > m ca ++ c0 Z Q j c �+ aJ u a) : i CO -1 C Y > co > cr ,� '5 y \ f'�'a a P T o 0 0 U O a) m N Z O C Z U a L!1 a1 M Cr N M �',J to 'a L "O ++ ,- ODU N O c U coca MS s r0 0 3 a) C rnrjU N -O VD T . cu >` p =0 W NO O N V to N 'J N 3vo _0 3L - M a1 M N CO N - a) ti LI w C co > CU inO 3 u �' o - 1n ro Crn vi v) O cu N O > 0 0 0 0 -C t.,1 a) LL o •'-= rl ami lO Tr s~ , E o O 1_ v O a) E CL u to 2 t C N 0 ro is 3v NCU a v C C 4- •> L11 a) N a1 ,- 0 al W VI ° Yk � m M Ol .-i -i -' a :•i ra Co CD cov \ NO u ) •C cc C CO rC . 0 a0.c N L C = - Ol N ,- 5 0 0 \ C C 1-1l cI N LO M t0 0 >t_ a) -° V) M al 0 ro ° a a) a 3a c QJ v ° tio �O v Cr N CO 4.1 +L+ Q •C Cl) it c Ol aM-1 N VD m l.0 0 \ , ° `° = a -° C Eo ° CA ro u E > zCU c U Q >. C > cc . O O u r"o (/) O 'o m = rho •C 0 d ° U y c -c coZ "c CU cesO 7 _0 in C 0 aO > F- m o = c V !V W • G = Y = a). o_ 0 5 u • •ro N •• O a cO a 3 to c t-a .� O Z>. M c JEtomO O C L C O i 4- c t a° rca u °co .G v CI) a O O Ol •7, co to to ra s O Q Ecu "' a m = z z 2 z )0* 0 U O VI s 0_ a 111 4.3 CD C v c , o W ++ to C N f0 ` "� C - - ¢ c v CU O s O u Q Cu ,E, G LL E 2 m E r t `o E a) a) ti a a u z 0 0 a) _C ° Z V ++ m 0 c c o >Z t o Z7 aj coCB `�- 2 m to c +v. i G E tv' "7 C B--„„ D in t .3 ro H C C LW b N OA -Y N ++ E o w Z p tU a o C., O U N to Q 2 a --. 13 N y OUEE ai c Y t9 > > MI Y d' O tU C �H C Fl !a f`a to N G '� G L G O 0 _c L Q O Q [D 2 Z Z Z t,: ON OU c t0 • c O V. L- a) •.v E ,° a° co E a) .a v za a) cu -D L "O c a) Oo > O t O Oa) 0 C ✓• Q N (0cu cr > 03 ..iE - C Ana u O (�0 co U (C0 0 al o p L Z CO Z S O_ '' L!) Q .0- _C a) C I— '^ co • C y U 4- E (0 -o co `1 a) on C o O c L N a) - O O C N 4, _ 4 -O 7 O a) O C c • 0 O v E • E o Ca- 0 o oo a' no Q O • C N o a) cu "' >. 3 � o i O j c a) 0)CO (o ((00 • L C - v ++ u v. co — — >• ..o N (0 (0 Y (0 ++ H • Q CL) v V �, oo (o -o C 3 fa = N m .-1 'j C co (0 C 0) ..c O O O 0 0 0 0 U *.G C s--I 00 o a o VD :- ((0 co (0 -J Ch a-I N - Ln ,-i - >, 0-7 N - .‘L' a p v, N a N ✓ ' co I__ co o ttov C a u a) c 1.0 a) QJ 7:1 4— c — .- 4.., L/) Y# N co e-1 N m cr r••— .= vOi (D E a)in v -0 a`) 'tA N V, CV -0 C O C0cu C N L L S_ (0 U ✓ w C Q. =, w a) O • Ln U Q QU -p 0000 7 D o 'u L U G u (o eL O •j y �O 0.. N co •C O Z .E NL - CU CU C 0 E0 a c u .(LA Co c > 0 c . '�- '(o a) ? y C • a) E Z E m 0 o - O — O a S w Z a CO CU L U n0 4- a) F-' o C Y (0 > > -0 yam-., CC o co u(` L O '44v, CO Q N (�6 '0 L O Q CO o=° a) c v Q m S Z Z 2 2i Z CU a) •, E' �_ O C E c a`) ° .0 v c O }Iro N IO U yl L , Q1 ` Q c -0 o co 3 u F a - `F E a) ? F t a E- E a) m v, a 0 u Z o--- •in n a) '" 0 z ° o ° - 0 to O ca c o a ° (p N C c u m c = v C-' o 0 • O 7 U 'p G .' yv., V, O Q O >.s E m o o v cu o o ▪ - �, C a = w z a a - � m CO _ro 'C a' a' D Gl K ° v ++ °C° 7 m u a > > -0 _, 6 (0 m L o v Q m = z coz 2 3 z° �°° j 0 W -o .^ , _ z 3Oc O_ O N. O p � f O O VI °_ CD o L L Y a ba L C C a) • L ro 1.1 N E L >, 0 W _ m C > CO a 0 U 7 Q T Y f0 C • co Yf C c C 0 C a) co 7 0. v al c o\o f▪0 roc C o 10 bo a. ° C fl.DO C CO 0 a` — Q1-0 CO v c •i in C U ' CO CO ,_ .1Q to.) L E o OH > = E c n OU e fp o o u C o N Q. > Q) v O v o a) Lo O. o a X C m 0- C a) a) v fa to .a vl -0 C rn N o H CD 'U Q 7 \ o 0 > C N "0 (T oo N N O al cu _c u N N t X N .: Ce LO 4.+ a) v O O C a) Q 0 N L 7 fa ba C COo a N o o w Ev 0 0 II o ,`�-r oN O ▪ v, Oa f1. eI \ o `- 0 C a tiA CO 0° o C ' l0 o bo a •N m 0 m o I Q. CD O E oa aJ QA a1rT3 > �.O CO_C — V) v>, > > > > > > > II r •� r�o 7 a) v N a) a) N a) O o6 O co I- C fU o 0 o O O 0 O N O C VIN d d d d d d N .--1 mC - -0C C C C C C C O 7 v '^ L 3 0 3 0 3 0 3 0 3 0 3 0 3 0 N N co o - 0• Z a) m 7 m 7 m 7 m 7 m 7 m 7 m 7 E E c v a a n a n a a v o IV 7 v U C o C O C 0 C O C o C O C 0 n 01 E on •� o a o d o a o a o a o a o a Y o N $ C i '� u N co y "O ro }>, -p to }>, "O fo +>, 'O ro 'O m 'a 7 Mt ,—C 0 CC o rn > -0 0_ 7 1. -0 a 7 ? -0 a 7 C -° 0_ 3 -° 0_ 7 C -° a z a 13 a = N 3 dA a) 0_1o 0 a) a) O 0 a) N o 0 a) v O 0 a) QJ O 0 a) N O 0 a) a) o O 0E g C 7 0 >`(13c VI ` d U VI a. d U N a u v. a U I^ a d U Na a U v' a d U u° o p C 0_J w 4- C a) 4- w C a) w 4- C a) w w C a) 4- v- C a) 4- w C a) w 4- c r••• c o � D rn o O D N o O D rn o O D vs 0 0 D v) 0 0 D N 0 ODV) 0 0 r s ,-I r" •- '4 'p •� 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 _O a) \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ \ U of 3 C c v CO Q a 0_ CL 3 4-. V' (/) 00 o Y CO O 0 CO rCo C mC c a o a) 0 >o 0. 0 �+ O r6 U C U '1"' C O Y rn C C f11 tw a) a) 7 fO rO COCO .G m c w +, ro ro v., �., t 4 v •> X c > .0 o `) v J c ai -) (a v �'' pp ro a) a) �= is 3 p r0_ c u, O C E a`) +- , > co c ro Q C co 0 E 0 ,- 0 ° v o 13 v s U C = — CO Z CO 2 0_ o To .- c ro t '- to +, co co u CU o L .E c o v 7 C •C ,C > a) O C a) N CU a) 0 CO v n u v c c 0 n 'eo a 2 j o co p o f ',� E co CU E CU +J 0 7 t + t \ Q Q Q m Q Z O TO I— 2 0 2 do L F- ro a v Co CO V U vii L > N C0 m E ..0as Z < L/1 m - v 3 m 'O O_ m m a = —" a N > O roC Y M '( o O 0 O Z a r`\N Z K Q CD t 3 an a) bi C a) CO L U >- y. CO 0 7 Q of a) f9E m (9 CO C a0 r CU O CO E J c,_ U O CIOC C CD C fl o CD N O s S N m .--1 f9 N 7 rp .4-' O O to m +, > OO C^1 O N W 4- a) In .F 73 O i O O O O O \ �� a) O CU .-1 CO Lf • . •0 v1 Ov) .--1 1--1 N III rN 1-1 Li 1 1:.7 7 .• �' •U 0 E C as as EEoC v U E >' •>> v C O L c cr •T+ QJ N `- O e-i N Ol 00 J +.+ O N m 00 c-I d' m `'1 1^4 -a O CU yt N N ter' i-1 r-I c-1 c-i ,--i C ._ ..0 m O (.f CCo +O+ C N •N CO •— C C Q -0 m U CU _m d1VI w +' E L — U Q CIO C t L C N O as i }4 5 a) V1 m U 0. C _ N _ C C 0 Z •C a) n RI O 4J O +-+ a to \ C CCCS 0 a N CO o -0 E 2 C CO to � OU CT•� m i a) C 4- 441 ` C 0 J O ca cU an C CD 0 �' 13 •cr CU CU U 'C Z U Q 2 Lal Z Q 0) N U a1 0 a) C a)444 f:C a) vili a L N N O O LIl •N m m m -o 'C O CU N OM m ->S o ;° i "' Q m = ZZ 2Z \ v v co03) N O -O C Y aJ O_ 'CT/ cO O }I OQJ T U N .�= a L _ aJ y. '� ¢ C a $ \ ro C t o . a1 a+ u O � ,2 Vf ^ L -� `o a Z c. Z O 'e3.N E E C m ° 0.J -c >," OL �a) 'u 0 c c a o a w N c Ca f0 H y . c C o ` m J N CU .3'LC C71 P: c w° a N Q N a1+ GO c.., w 1 m < 2 C. Z QJ -a0 C) C C 4 O13 a) s > c u a v > > z :lc, a >,-�vn v) L N O - N N O L ` c • cr L L 4-. Q m 2 Z Z Z i °' o O W ° O CC • • 11111, 111111 z° °3 .c_ Ct.. O) +m+ c In C J Cr O - 1C U c as C c O ro ++ '7, dA Q C v mC L . co) `) V) CO rocnC c C c p .0 ,.P V1 a >. a) U L X OJ a) O n Q. +4 O •C a+ N o C E 0 G OJs CU H C — 3 T Q. O > ro 0. o = .a a Q C c 0CU o U 0r\ 0 CD C a) N N O 'E _c aO o N n:$ a) 4-0 mY Q.v, C NJ u v O o ON Q. C CO0 CO r 0. .-I v L 4' C) v O E O M U w CU ru C o O mC a1 t"I e o N e,_ 4-' dD a..i 0 `"I o 1-1 y O t `i } 0 L a 'O ^h , 1 c \ . R CC O t0 c v I? . Q Q. ro o ii da C U :° U otS V o\° N oe c II i o v Nim 0 —ra .MISEll MON a� CU a v L 'T' 't t Y t 1 N 0 N *' > > > > > > > > > Na)) v 0 0 0 0 0 0 0 0 o v o 00 'x -▪a c c.) 3 0 3 0 3 0 3 0 3 0 3 0 3 0 3 0 3 0 iO o ..G o o o o .p o . o .G o . o '� o 'n>.N ro co co co co co co ra I- CO o N _ OJ �; = v a) v y a� v v °� v v a� v a� y oo 7 �. oo 7 4+ co 7 y. an 7 t+ m 7 y.. m 7 y m 7 y co 7 y.. CO 7 'c O N a a a a a a a a a o2y v c ) c a� c c a� c v c c v c a1 c tel _ >. r O d L O d L O d L O d r O r0c)- L O d t O a s O a t O d , N C 4VI - - c •- c •- c •- c '-C A y C C0 y C ra +To Y' c rc M C f0 Y C C0 a Y c cc f4 +T U o C Vi -0 • 3 c '- 5 5 -5 c •- c '- c •- CP. O u v o o a) o o a' o o a) o o v o o v o o a) o o a) o o v o o ° "s T"'CO > a U Z a U a U Z a U L' a U a U ? a u a U a U v vl 41 a) 4- 4- a) 4- 4- a) 4- w a1 4- 4- a1 4- 4- a 4- 4- a) 4- 4- v 4- 4- a) 4- 4- taC. = C V) V) O O V) O O V) O O V) 0 O V) O O V) O O V) 0 O V) O o V) O O Q A' Q. a1 N \ \ \ \ oo\0 0 0 0 0 0 0 0 0. o 0. 0. o \ 0 0 0 0 0, o Y j°., n3 0 N N vi •> al Z •` .N �- CO i ` C CDs ` a) ` fu y a) :G -o c CO ro To O p R C O a) 0 O ni �' c C o rca Q cco = t o m .� 0 c CO vsi E `� c 0 < a1 .) •c >c) cu O O Co c �; co a a) a) v -a) .. 0 '- E CO E o E m = 3 Q _m L a o 0 Eo 0 n o 0 \ < < ra co m < z co `^ I- 2 0 2 z ra V) CO ° L 0 Tv C y = V o C O aJ 0 E 0 r ry 9 N N > ,_cm, > o O M M v n en c L 0 C K w 0- m M lr) ar-i DO) m .-i 3p _ — c 41 a) y 0 H C O u 0 co -El+, a) c L ct v v , ,c l0 7.., L = ` ? A N en a-4 ON C 0 v 3 v c C cc i m NI in ar-i N m a-I 0 c0 < 4L'' N a) L y= 0 > t O_ 00 -0 c L O +>, C> v \ * \ o o0 o • Z �In -D y O up m N r1 0 CO • C i t_ E = . , m 00 CO Cl CO e--1 CO O • O ns = C C C C caJ .0 c a-+ +�+ O O •0 0 :0 N Q v m ,o u CD CO0 > ccu) > m a C Lp O U aJ .N Q 3 E K w a N N cr N CC = d - 0O *COc CO = N C -Q co v, C C = d to C aJ co -0 C ._ CU C C > O• •R c CD E - v 0 en c-1 CO 3 C E d E K x c-1 .-I V 00 u) LO O = d r o 014 O c W v Ts aJ 0 N f0 vv O •> N \ 0 0 0 \ -,`� LE Z 0 c C ce LI) LI)0 0 m CO N u vi +' co } c co C aJ 00 �'' •- c0 o L C cilC O ..0 .0 +, cu a) a O 0 '5 v 3 m m "' X aJ L fifi��.. -O w > O m Ln CO O Ln 0) aJ fO c c z w a N N a-1 a--1 M c-1 co 3 a, U OJ CO N c CL N COI •CD CC 2 m y no L U N -0 C C N ,,, s U, O (C L Si _O ',T) 0 m h \ >,.E O to 0- C c x L0 u) r4 aLO c-I �-1 a 4 .�-+ o a, •N i +, C re a \en C r0 9O C V) LO aJ N " U = 1a C p -0 'O °- ;C 0 v c V) ,N p C 2 V. 7 c 0 0 0 o OO cc aJ c 7, E .lio o e o * ce OO N co co LO en en N !Z o w C) N ri 00 c N T u f0 C) cocoC) COe'I COECD C C C L �^ V)CU N N C C ra -C O C U L C U - j 0 •� 'G •� f9 aJ C CO VI \as a) U• U O .V Co L > L.() t v-1 �Y 0) N i CD +� _ Q CO C Z v= IZ O a > o O V Cr) en N `-s In L U N C C a1 d N L Q VI o_ to s 0_ w 0_ M N V a-1 Ln m ,-i t, CO N N > = o - E oO O = .n CD a aJ U) c ` C +, 0 C a' Iu E m aJ fII c U > M ,a, Z Z a, = v c co C i 1J N -0 E tC9 ▪ •f9 N C .� 3 m tl0 O Q Z W . 7 C11 N M O '�, L C 3 i OS •> U `^ = a) L 0- _. K S NN N v a•--1 Ln m , • O o v -0 .0 = v 13 3 4CU, e) s m E C 0` - 70 N a, N O aJ 7 co 2 To c N -C 'F' vii v1 = Z v_ c o cLL C = > -c =° � tr m m m m m m aJ > c •� �' C CD O" aJ c m m v u D u u CIJ v L 7 C •C 0 Q 'E 'L L •N V C Q m r\oN 10 O >2 > a c CU 1a .ti z to F E H < x Vf u, O ,a Q ,,, t ccL L QJ c L ,L-, E ;� Q c a v > u O o 0 0 u "0 c /Q u t O O .,.„ C ,° Z Z Z V) ut Vt a 0 u Z Q E 0. Z d 0 +�, IA▪ a, m o C 3 0 Z ,ti p O � O L A v N O O c C `0 a ti " a = QJ N • 'a m o o C ^ v ° s 0 ro 1,3 Q O vi 'o aj LU 'a > 2 °1 3 cs t w° v ° CO a L 0 03 •- co u Q 2 w Z a ¢, ry N -00 +� 0 C c"Q u d > > -QJ Y K U °O .� O L .o N m '� v s o c v z 3 L, v 2 a o '4m = z Z 3 z v o 0 NJ c>o v, m • • -i Z 3 O 1 In o = 73 -O c0 c0 t0 E• c > a; dr N1/4° v Ln 00 N - w ,--i. LO M 7 in vi _0 N 'i To 1_ ..G C o a CoU o a c f0 -0 (-9 c K U1 N L 0 L0 000 00 oo U R O U as tri • - . 5 `7 m N V Ui O Ln O1 a) CN I-I 1.0 tail \ C 13 K ,--1 ,--I ,--I rn in en 0�0 r`siN O N c.,U .cli C O C C 0 _ CON a) m ', O O m > y a) a -O 1.0 O 00 - E > aN O `-i ,-1 m N ,4- a o O 0 m>. I c w ,-i d- E▪ � 0 v a tn • y �4) o 0 aa , a) 0_ Sc C N o = A ice+ . > > o ° '�, 01 8 cc lin N D N 00 0000 +-. c a no Q) rroo Ln v m CU . COFO, Q -0 C o 0 0 0 o a o j CO f0 fp e + '> j m N M N 00 Ln l0 .. N N O •V °\° 0_ ,-i ,-- I ,-i ,-•i O1 O r0 ... CD U Ta O QJ C Q � . . 7 a L O o N i �e' 'O •X N M t0 d' V Ln • S 'ln ( :5�i cc - w Nu-)Ct I)"1 01 <-1 Li-)• C :�.z1Fv. 7,1 00 C r0 + L 7 N ro -, E ^ N ° a E CC ▪ � 3 dr Omrn ,- a3 N c o _VI a cC m Ln LD N m O ,'i CL .v O+' O EcN O at d m m N 0) W O rra 7 = - {y _ -'s" v ` 0 0 0 0 0 t0 n n O N \ O N p 1 ° -° v, CO N m n W U 00 00 COCU fp 0 C CO a) CO "O CO C N 0 a .NU .L .L m �' 'y •�, •� Q m r0 r0 0_n3 p O O x : R Q E = a) > a) (N 0 v I . _C CC a YCNI CO i_ vlw O C J t.� C i... a09 c w L0 M N ,--1 L0 4.0 C $ �O U Z N ..P Z Z 7 r0 y V1 ro C 0_ r0 O vr NC CU R (0 p p_ O - Z +�•+ = is -O 0A C L 7 .N al N 'CO a - z 0 N r•i O ,^-1 O 01 C ro i) 7 u) i✓ Lu 3 In GJ O N O C `- a) CO ce ice-) N f O -p = m to a) O a) 7 to C t W O 0 O C CO O ->-° 7 O 01 ,°--I fn O M 13' r0 o (0 Z \° s O Lf Ln 00 O O1 N a) 0.0 U G C UC C U Sc 0 cli 3 a) U 2 a) 0 'C r0 C -0 al O Q 03 10 'ti G O _ +.. ,_ •,. m c .0 �_ ° c n ¢ c. N • CO •� n O r�0 Q 0 L = K > Q G L E v 01 < U C a a) € O 0 ' 4- co a) a) r v m Z Z Z 0A a) t U ° 2 10 . a • Q i=-' _c -c o � O V h = c a) 3 7. 0.0 ++ 00 ° c c CL E ° ° - 03 N 2 C l0 to )n L "� '(0 N x C 3 a) c C „, a ° Q N p = •r-`° u w = Q Z a a) a N v -aa o > ra L C C N �,MI U CLa 'G '� t a, Z 3 + a) CU In ¢ m 'x z 2 3 z ; ° o N U, t^ 3 DCD O 0 N O co CDa) r ">_ 0.1 on ., — m o c Ln o0 73> Lon co U c O Ln Ln Ln L� N GO L11 Sk CO M CO c-1 i-1 N r-! M C a1 L CO CO • Oa) a) _E v.aJ ,,, a1 CO 7 F- aJO ++ L 0 E N o ` C L O Y L v L O - •- on a1 •N v1 C M N O1 uo O O) Ql Lt Eco L O y J N N r-I M N O N Ni O L CD 4 0 CDo 000 Ln ro 0 H >. F- N "O_ CU C CU LC m > i CU CU N,....__,_..,.. .._ — V C E .> N L!1 ni 3 N o .� LLL �O 00 til N N UD O >' L a1 = Xk N NO LI) Nul D c-i .--i .1- a) e-1 co d• aJ LOj aJ 'F+ 0 N aJ C o0 . U C E N i O O L O S O. f>0 0�'n v O al 'Yi' 4J a+ L v' aJ f9 to O. c a Y v t71 O Le) M N 01 n M o O 0 -0 -J .--1 N .-I N N c 1 N N O - C tip L > Ul U' CO a' f0 of of t0 L v a) c`0 L - v • 0o E E > ,n y, C o _ O C R O C M w- LLUm co O '� 4..., E Xk O LI) .- -I N N M N L(1 L H0 ..0 r: 00 U c (13II. C O N C a, O C75N 4J OA H :P t _tan cu _ -O C -O C C 4- cv C C O O CC0 O f0 - CD u CD u J L al s- co On ,v N N 4- > 00 Cu Q U Q Q C .-I .--I CO N O N Ql d' VI 0. C O U 4L-+ U C J N N e-i M N e-1 N N cu >` f9 i co o IA •N .O Y d O U Q_ O u i CD 0 0 L cu 00 N \ Z N N ` z r0 -O r✓ .0 N a; 0 OL 0 C W L L U \ C C O. \ C C O. C Ca O 3 C C U ••- i C COCO •f0 N •C a1CO U to aJ .L 'N 0 =i '�+ i t0 +4 CO Si 4- I n O Io a, 3 N C v 3 c U Q msal Cl O E m CD o o \ E m to O o ;E L > ~ 3 I . E )0 0 0 ai a C a; v v z v o o u O U to C Y CD > > 'II �-+ K C Y CD > > "O .0 F— E •C ai CD U a •.c J✓ +, Cn U s...-CO,_. -a_ +J \ `o Z 0 i C E L :tie f0 CD L O of CD f0 L 0 CU\ C 0 R 1.1 0 a E Q m = z z 3 z Q m = z z z a, co R c v1 O O C U - i 2 -O S O 2 v1 (0 4_ u .r a .� 0 0 4.1 •C i a1 ? O C et to E 3 vl C �. to 110 O_ C 0_ •C CO'O N E cC 0 O O C Z c �- `o -1:3 v.; LL '-' Q 2 w z a I- JN N j vOi0 O C Y co > > 10 aJ "O Oci +-. O U C O O ;5,11- L -O c0 U O. , to O O m N J v 2 LL D N Q 00 2 Z Z 2 3 Z 0 rnL LLD R fC9 o Q > o 'n c on > v o a CU C c a < CO a 4 t0 `ti= a Fa Z 4 c Li 'n O C ` u Q •C w O. aJ 3 7 u o CA +� On L- •T+ O a Q u Z �n C/1 C Vo •VI On 0 of al vs y 0 Z 'p a v t >� C 3 0 as E on CO ccv c c . E n a RS ++ �+ C c u - C 2 -0 " 0 a O L 0 L •RS C N N 3 c C W a N Q 2 O -o .N " E m u < i w Z Q v o 0 C N a1 Vf cu � U C y y d Y N O 0 C Y l0 > > 0 0: - v E m CU -aJ N a d L - tO 'ua a CC CC 72 L o 0 o of E E ._ C •CD Q" m 'x z z 2 3 z c3 o W m C OU U' U OUn O' • _.! ,:1' _ _.:J 2 3 c 53 Attachment F continued: Disability & Gender Identity of Program Participants Disability Status of people served in SHS-funded programs PSH Placements Individuals Newly Placed this Year # Persons with disabilities 446 66% Persons without disabilities 142 21% Disability unreported 91 13% RRH Placements Individuals Newly Placed this Year # % Persons with disabilities 200 38% Persons without disabilities 270 51% Disability unreported 57 11% Housing Only Placements Individuals Newly Placed this Year # Persons with disabilities 1 100% Persons without disabilities - - Disability unreported - - Preventions Individuals Newly Placed this Year # Persons with disabilities 246 6% Persons without disabilities 674 15% Disability unreported 3,523 _ 79% Gender identity of people served in SHS-funded programs PSH Placements Individuals Newly Placed this Year # Male 329 48% Female 333 49% A gender that is not singularly 'Male' or 'Female' 11 2% Transgender 9 1% Questioning - - Culturally Specific Identity (e.g.,Two-Spirit) Client doesn't know - - Client refused 1 0% Data not collected - - 54 RRH Placements Individuals Newly Placed this Year # Male 237 45% Female 279 53% A gender that is not singularly 'Male' or 'Female' 7 1% Transgender 3 1% Questioning 1 0% Culturally Specific Identity (e.g.,Two-Spirit) 1 0% Client doesn't know - - Client refused -Data not collected 2 0% Housing Only Placements Individuals Newly Placed this Year # Male 1 100% Female - - A gender that is not singularly 'Male' or 'Female' - - Transgender - - Questioning - - Culturally Specific Identity (e.g., Two-Spirit) Client doesn't know - - Client refused -Data not collected - - Preventions Individuals Newly Placed this Year # Male 2,005 45% Female 2,410 54% A gender that is not singularly 'Male' or 'Female' 7 0% Transgender 7 0% Questioning 1 0% Culturally Specific Identity(e.g.,Two-Spirit) Client doesn't know Client refused Data not collected 14 0% Attachment G 55 Annual Financial Report and Additional Population A/B Reporting Requirements The chart below is an assessment of program spending against the requirement that it be split 75/25 between Populations A and B over the life of the ten-year SHS Measure. In quarterly reporting, consistent with the re- porting on the A/B status of all households served in the following three service types: 1) Eviction Prevention; 2) Rapid Rehousing; and 3) Permanent Supportive Housing. Last year,there was no population specific quarterly reporting for Outreach or Shelter,the other two reported service types. Outreach and Shelter have been added to this analysis, using the updated and recommended regional methodology.This methodology entails totaling the number of households served in each service type, by their identified Population A and B household type. Then program spending is calculated by applying the share of population type served in that program. Service Type Population A Population B Total People Served Pop A%* Pop B%* Outreach*** 702 496 1198 59% 41% Supportive Housing** 1,253 354 1,607 78% 22% Housing Only 4 2 6 67% 33% Shelter 1201 678 1879 64% 36% Eviction Prevention* 91 1542 1633 6% 94% Rapid Rehousing* 360 334 694 52% 48% *Population percentages are based on households,not people.Households with undetermined status were assigned to populations using the category's existing split. **Supportive Housing is Permanent Supportive Housing,Housing Case Management System,and Regional Long-Range Assistance. ***Outreach is often a person's first interaction with a provider,and information collected is not always accurate as trust is not built between participants and providers at that time. Service Type Pop A% Pop B% Total Spending***** Pop A Spend Pop B Spend Outreach 59% 41% $ 2,182,354 $ 1,278,808 $ 903,546 Supportive Housing 78% 22% $ 32,048,131 $ 24,988,368 $ 7,059,763 Shelter 64% 36% $ 12,972,883 $ 8,291,875 $ 4,681,008 Shelter Infrastructure*** 64% 36% $ 9,225,256 $ 5,904,164 $ 3,321,092 Eviction Prevention 6% 94% $ 12,833,428 $ 715,151 $ 12,118,277 Rapid Rehousing 52% 48% $ 12,354,674 $ 6,408,765 a $ 5,945,909 Total* $ 81,616,726 $ 47,587,131.25 $ 34,029,594.75 %of Total Services Spending by Population 58% 42% ****This funding was used to construct or rehab shelters across the county. The same A/8 split for shelter was applied to this funding *****Expenses that are not part of this calculation are spending on pilot programs(recuperative care, workforce development),system infrastructure, capacity building,technical assistance for service providers,Regional Investment Fund expenses, as well as internal administrative charges.In total,these amount to$14,516,155. 56 Washington County included increased eviction prevention resources in Fiscal Year 2023-2024 to strategically use one-time carry forward investments and continue to dull the impact of the expiration of COVID era rental assistance programs.These investments helped us serve more diverse communities and had a significant im- pact on our Population A/B financials. Staff also believe that data from street outreach interactions is likely less reliable than other program data as it can be challenging to accurately identify household type as Population A or B during these interactions. Populations A and B Served by Program PSH placements (households) Population A _ 354 placed this year (1,253 people served) Population B 52 placed this year (354 people served this year) RRH placements (households) Population A 144 placed this year (360 people served) Population B 118 placed this year (334 people served) Housing Only placements(households) Population A 4 placed this year (4 people served) Population B 2 placed this year (2 people served) Prevention (households) Population A 90 served this year (91 people served) Population B 1,478 served this year (1,542 people served) Shelter(households) Population A 945 this year (1,201 people served) Population B 488 served this year(678 people served) Outreach (households) Population A 660 served this year(702 people served) Population B 416 served this year (496 people served) 13 LSA Eg v N ? i3 v v a N a S # g▪r w `o E _ 5 E E c o 3 x E E w a 'o o E 4 E Ax a o— g ca _ E i a 0 E 3 w r y 3 > I 3 0' to e c n E• . 2 w z t Z v E w v tc O § Eq w G w `a E N � 1'2.2 a . x __._..r..,...._ ._. ..._.._._. « ae �'_a'�aTa:i_'\ i�x i--...1_.._�._.._I...T o f i i 1 1 � N `o Qm i o ziz a+ Z IZ, i z Izo - I - I °' o+ I - 1 m 1 .o I e � z o� 2F .a .. 1 i ::.i. i I i ' m 1 i 1 ' I : i 1 I . P.t I O i N iNIgi W1 lt.m N ,711.7 .�.. T m 41 041 .iO1 ~n _• `cc u I I m INI.°°iI .moi ito m f n I N i i :n n i ry I 0T I �.. o d 8 p i i m Imi ml m Io n I c, n i to i ti i I 3 1 Si ry l 8 I v c o0 0:T: tt 1.-1 o I a 18 m T : 1 i - I s K ,\ I I mi.1"1 ooI N I M R I N j N Q j y I I �'1 1 ��I i I. � ~ ~ I V 0 I I I 1 H i I I z ' 1 I 1 j1 1 ttp N .n .1 W I NI O e O n O O i N m N Q H r C I .�-: I T N OO '••� I 'i Ni m . : ri i N O co i N 1 . I . I . It A I .o m of a N l m N a < O I Y1 o I r` I N El I m a onI •I,o ^oI m in I .°0 a aI ? n i I vni O " .O D N . T N 1 I - T ' of I N p' i N G NN 01 W C ¢ m 12 :1 i 1 $I 1 1 I N .1 I .1 i ry I i 1 m L2 .. i 1 1 I I i i L..., �._..__.._�....:... _._._... _. __..._�._...._..... a s a ..._ ,.....{_..........f..._. ...ry.._....I_....._ _..._......221 A..1-.2...1........x.....}..._...2..._.. n a RI 0 iol S ISI ry: o m NO N a I N l l� Lo 1.y I C I m i n n I• .i ul i.i T a i N .41 - es n i N Tin Co n i W T Ofv1.. m 1. iu3i o of 1 Si n m:m , .ri 1 ai I e ti ni vi` rn Ii 1I G' --00 p0.•_. I i_._...__.._...�...._...__.._....._..y_._._9 1 ni ra'1 HI% I N W 1000 ,o i .0 ImI m I iNI 1 IN .41uai 1 Ill 8 1 m 1 m I ry I I g i a Ti i N m l o+ m In I m a m v : a l n.f T rte. ¢ i _ I I i d I v 1 ni ' Ni v i 1 Ini Q mi'I i I N j 1 .i i i N E2, I i 1 • T f o 1 1iol to .._o i N .n i am n to a .mo N o OJ '^ 1 I imi I m i m o . m i n i r. I N tO I .on I m m o z Q .v.I i`^I I m v i vai m { m I v I v i m I n O n co cnto I N m I T 1 � i i N G Q 'N i I I N N I ~ ' Tf 1 I I I ti c N I I I 1 i f ' N I q l m I iNi o'mi 113 s vco N ~ .1 i T i ITl o.NI I O i-...N I Ln I at 1 .1 Ot01 co. 1 .�1 1 N I N Nn� < I � 1 c31 z�l IN:oI I R. .o I .°'-II .°0oi n ! N1 NI of .� 1.1•nj I O m i to m I .. i .� I o E[.' ti l m I .uil I N i N 1 .-i l e j i tO i ."1 I 1 1 1 I I I 1 .1 i I I 1 i I I .n o m 1--. ii-_.._i..._....._j_...._....._•._. I I_ _. .._...4 _. 9 I .1 I iOi 1 ipi ti I N I O I N aN0 N I O I li i ^ N m 1 1 Ig I I$ 1 m I n I m w n i a j io I m o i '-'i' i IoI o.. to i t? . j v. I n I co m T n o C ` I IOI N. 1P, N 01 I N j ti j N l 1 .Nye I .+1 1 rl 1 m N - c �+ 1 1 I1 1 I I ii �jI I I z s 0 d a 00 E gv _ t ✓ Yn E m 131 = i Y N t 'o r - E a t. 6 E w E . rn o A M u- fl 'a a 2 0 c 2 2 i a « h w▪ a °� ' d d a m a c 1 t o w f g N o g - N '^ A_ da w - w °° > LL W « tt c 10 g c r E `al - i l «_ 1 `o m ?a E s u o Y m f q m . N ma os m � aaS9t od .1d t' cc 2c dA 3 �y �' [im c u c Y n 9 e'` o. `0 L a p ' .E m o o LL c m c y ` o O° N 2 «c c Yn E Yi u .1"o' -gt. ' u w = ca ce z c - t� a a m 5 E c g _ m` x li' oi: 2 '0 t' V Ua m N m vx N N W Cv x u $ O• yyE irg 52 E $ 28 i4 E «d oqv 1+o o fV R i O 12 }N t i t d >N E W � O 2 N ` oa O V.rn E C C F M N = - L S d c y d L N .�L F. f 2 f 2 O : Ti .g i 6 ¢ N VI : N m m G;I I N Zi m@ C 3 C I U an 0'/0� c E m.k,' - o T. `o 1 L / I; •o• - F`g E _` - c a o 3 E m a c - c f o `n `o « d a > '3 y Scop - E w Ft m N EiZ c x ° v 3 d`o `° c o .`a. - N t. a a t a w E _ _ ` s d m U g a c c E 3 r $a` -.t ar N � cL o« .E ao N p H S c .E _ ``i M 2 . o` .. c m nt �' m e - w 10 u ~N a c N - L c « o 8u uc r Yo arA Ea S. U " m E 1 SI 3 o c N ` ` c v (v •E c oc 3 u `E a 8c .2 ' g -«e i co3uc? mt n tEo 2. . c s h ct. N. o .c O c� a q a iE o -a. .E Oa E m w111 - IH oa a h q.n a ii ii°3. -m oe _ 1,m o ° •_ E E ` m 9 E E w ti h� ¢ wu a E t. E c o` E o? o � 2'FIX X X IBX X .de.Jd 2E!QI X1< X de c d q E o h ' o 1-1-1-- N o lololoi�io:�o m c E A into o : 'o z E L. a - « 1.1m . I n iz iti ; Iz a u c a.o m c c c_ E I 1 1 1 1 1 `o _ 'n t N {._...r_ r.._.__-7-..._ i_-i.-i...�.._.-�.....1__. 0 E q q E c N!ey m ! 6-.1 n I8181 mi .1 Ai : n N m c 3 t 212nm I l + a :Si o 0.1ei Iml a .� !-. N m m E - e Y '!..n � of I of i o i vo;ra0i 1 I ri a 'a m' E c_ « c 'oi.�.n i r i eo �! '�� Imi 'o � 0 3 a o ¢ ... e o a w NN : ti ieir, NI el e N O O ' .i ! !vi 1 i pc i I-I N N N c .n L'.; a m a a s ! I I i I I i .r ., _ N e .E m a ' ! I 7;,41",;01 ..-t--m --.i-__i-- '-'t--" m c -�' c E I---._..._..._..i 9! c n n o1v uni 12j rn o 1 H .1 .i . o n m $ m • o N 3 I lad n 3 i .4-1('.i d 1 0 o 1 1 1 1 1 IR omi a m w o 'o ii ; u El ai 'ri N = ar C ,y i .OI N 11 I I .i ry n ?" '" a c a nr. u rnn 1(31 i f' i y Y 1 • i• 1--1-+T+-1— ! I 1 u i eo! s c ! « i w • 3. I mI ooi m1 '411 '4'1 m i i ..;__.i .i m ro o o ....e_. -N� o+ T.,1 o u o+ 1 ! I i m n o n E m u a` c , ,i o e l N N N 'LI N Ol b 1 00 b 1 I 1 N di H u b U W _ O « ' C R1 N 1 m i Z a g .m+iN m m i ( ' i 1 m _ c N c a c 1 1ml I I ? m _ - c `m y m a I ' i v l o i N i r ! I m 1 N u I : - m 1 I I E w i ' i c a s e� 1 N 'o � i ! e' d g u a ...o .. .�.� m m 'a n a .nr m 'n rni 1 1 ! i I i N , t ^ 6 1 .6 L ': iMj •'-l° t m'.ca0; m m e i 1 1 III 1 n 1 ,7-7;:'4- c > « d1 ri 1.j oc ..jo ! gig; N 11 i o «._ r o t 1 a �vi ->'� t I.. .� ry 11111i N _ a - - 0 m: ri mi o ! N LL N ' 'r I 1 ` i _ _ V i j u m `o n f o n i I .!_: c a � � � N yp c N ": "9,-,1 t m n - • c ! v i ! 1 N 4 q m T t• �; I �uiOi, 11 ! N n. cam23 - a .°, = LL «1*. n I oomI 1-.�...!.._ 3o cm` i mo'o .ainI e 1 + ! 1 I a 'Ni E m � r b `o_ `oa Ei as I i I LL d ° av I 1 I O C -N C L Z Ne. I �._.1._ � � a t4-2,i, 5 4 c O 1 I � o m Nm + 1 $ 1 Ili ; � ry e aW d m5 « 5 V �- e i ed d eo I N a '' N I I i N m ` �' E'w °� u a a .01.! °a". n cm? 'o u' ' I i 1 ti ! I I 1 I o E v o °! Q �` m! E i i I i I = - Et - n I 1 1 5 a € o c_ _ - I I i i° a z 3 u I g 1 iO O i010iO1.._. 0: O � ma " cV y 9 �� L Ed «Y0 ;0.;,' ii o 8 n 1812121 + ml a mE - ze „ LLP nNa o1 o `eiioln3 !MI :o a * w °; va , F n < m (Nl -CI p `$ a Iv a-imiN, Ie1auN o nro 8 .5 'LT] ▪ Cit m m + ,-4,..-. VI 1 lu Li i-1‘410, 01 N C f < i E o I i i 1 � i Ec nac iT o na i I E z AA£U u uw a z „= e a uFr m Nv r TA 1 o P. 3 uN o 2 u£ t g � 1 a E ' q7 = y I 1: vzLL 1 _ 9 vi oE s N Z. w = on ✓ ' v 5 ' o a Z M v2 as z m o o '' y E - N v co g - Se a c > a < " mA dc'° E - U o t i mtN E c Z }, ; m LL a„ c c o oO c sEc3H ocNcm m Li; n- E • - c IA w „ ,, E m He , NA v a _ v` vA▪ E 'E co Z, v ^ ', Na asi a o a a a u° Nt a s c. •▪ C C r O y •' g t�+ y t G W G `. 11E 2 t,a+7 U U 8 1 C 8 :n K U E •'i _ W _ _a w Z o V' S 1 N _ O._ o c w a F « ti c v E NN .. N w m0 .1 O. O a Y1 C1^/ E Y F. m $ N c . o E 3 o w y , m LL 2O 0 N a m a 0 na E `w E w 4 3 w m - 0 h 0 NN m m LL It o .c ° No E 01 a X 01• JO N N N w i 'a d N u d '_ w °.' t a t n ,m-� m � N Jc c E `w a N `w c 4 - o ao �: a m N y o y 'd o `w a t V 'm" m ^1 c u LL m c E N a O . ..O N m 0 0 w m O r •p r 3 m m '�o :c . m to v y c C E W T T N C 0 y 9 O O8. i« d 'i OQ�. ti ' N R ,O ` d a E a N G. 00/5 0 ti m N N 0 N �i 0 'g G 4. y d 3 N O . m 00 m >. >N a O N c F N FN U N N t YI o - 03 m IVmm LVYi O LL 0 y N I. d 01 a u o ; pci apt -: N L° m "' m Y « y 'o t o w i E a J E d a, E _ m n 'J' m a N a v c .O o o E `o E 'o c E 5 ti u .,.- ry c E N m n u m 5 0 a > ry 8 a« 3 € 8 v 0pmp � m o c Ngvut a E 0 '2 `o m in aci m m E ,,°, El cw N `u fl li E w C 2 a u W Q ti m ~ N N n1 C C t'i: p 0i c Z ;o a o «y pOp no oo .mi o v a o `o of m c o a rs,LL a E : `m n « r F,.,, `N aA c o a 01 a ti N ai m N c ¢, y3 2a` o o am '0, O J N C m C 0 .0 3 LLY N ^ 6 C 1° S m o Y n m m m v - < . pi m o v .n c E J `w o v oa � � .ti rv ` •- .n ry J a a N „J oa o i a cpm .il E °' 72. LL T cav a, 4.0 N 3 m w ox .7., oa E t w ag ' a=m w Stv 2 maccw p' a m 6c mW O u ? lin am N — a ds — l a mEcmEc m a `3- . ' mt5nv 5 o'_ " r HmE `o .aNcE ° c ad v ° 0 a ^ '- c t OJN a r 0oN 0• 0Na OOm O aTU m - ` LL 2m; O a a a v d o cc 3 ry o E w -P.0 ro 3E'G a ? ~ ` LJ N N O 01 a d C N• A U -1._ 72 E .°i. 6 a« w N d o m m v. m n Jc v 15 N n « aa1 0 E-< x a G Ot d '; 01 m 3 W E _ 3 t w 5 0 2/ °~_' E y o E o ¢ a 8 c c E f L d c a > ; q ` _ m a O2'4 n o E .9 0 c c o o m E A e C a _ O w -'4 .° °' w i ft m v o ev 3TNi g i N P, E m v v "E m u rnmp Yw .d. °' 3 c of q w .ti 'o c p m `w `wE E m i � L w F .m-. i i u a` z � m O. :'. a s uJ �- +_ c .Y a c l7 �n ,_._'_....5....i...._ .moi C O iNl .�N......N....'N'O I.._'3•..... O t. TN;O; O 10r.....N..... ..._0..... !.OTO.. 1 .....0..... 'OI m " m1 ' Jo: M II21Oi i N .-I I� Omfi Oi 3�; m .i Oi O:m! - a~+ Si ' ' i uimi r 9 win I Jo: Of !N OI i w if N' O i N 0101.01 N a , I ti m� M P N vii N N o ci g c!mi w c!ml in!m: m !n:OI 1 Q m tml midi !Xi m i .n m!Qu ml v. a of R! O!O!- . N N! ta J A:mi 11"-.1,-,1 in Q !Ui Ni i eti N NI Ni m: m! m i Q• T m:N, N a m — qi i , : : AiN! 5 y ;im..! I�II�: e4 T ` ! .0. .ml j.yi T M iiii V 0 « : z iiii " Y IIII o • • - C ' .r C i......i « C i-- ... --. ..... ..... -__ .. ....i....i--i ....r .... _w..._i-.-i N ii LLC ' in " N E .O, IW!N!....N....a.m!......!OI- N m !0!N10! ^ i_01....N....i N Oi OiFii m !mi !m:,: m :.o: :o: n ' o inti101 1� O! A ! m EO!$?m! 2 c m i i01 m a "_ iNi INj Oi b !m3 !o m ry ;Ni. i !.l1! m ! m :O; m; YI L ! m 'Ni G m N a !T! i6Ni O iaui i 6 N N iNi Ni Q'i N tT i ac iOi OF Ri "_ m Ili* *'*i*N r2n yc �!ni = c 3i' iNn-!-� o i.Noj 0... tr,0. m `rv!M m' N : m i m n ni*1 .1 E 0. C Tse.-1 N!NIQ O C �iOj ; O Yy•.l i0iimi .-I i01 . i .O co �'.A, 6 i._I m i 0 j./lll�i Obi .O O Yii C ai I i N 6 Q1....!i j a G�..-I„ 1.-I1 i N m !Ni.-.! . 3�j O `..'1`.`.' I� L 8 N i I ' i w - C 3 i i i i ' i ' ! i i11 6 i N a E m `o i I !m m: 10010i 0 ioi i m �m!N' }} i 3 'o ami m ', r : : . 1 ! t ,col !O! o i8 1 S ti mi N N !O:8 m! N G i 1 i ri01 « N ri'yi i Oi O 10! i i O imp N ....1 N !Oi0 .D3 .O d 0~I 01im! N m N 01!Qi o O !O:O O C 011.-i. of Vf i00.00': 0 O_ 0- 0 liOeileie In m!Qi I O!o!O! 0 T .m!o! N N !0.0:N! Q opp 88 � ' yput!O!.n!uf.ut 9Em: - y �i.mD i0 0i VOi :OI OI NI O n :O Nl n n iQiTiNi n a g A JI!.-I!N!N!N m �!Ni N a �!.ti! iN!O! N i!�IYf'iNi N .'11 N!!�! T' ..•1 iNI.0I00! 1v1 m q J m! m!. 1 .. m!Ni :N!ei; N N :.IN! m m -"'!M!'•"! 0 00 !' E m .. :Na..:.a_ "s......i ......i 0 O J o O N al al 01 01 12 i N 'L-' C N c Y Y Y Y _ Y N E2 0 UJ UJ O c o `m t .7 u c o �" E o .- o ° E e ,I q w d A — J 01 Y CI L C .i 8 O 01 A a c a u .° °N' « .'C w N N E 01 E o :n W O H m N W N A O - ; a vN N = t oa 1.1 C w 9-N N a E C m w m LL a, m'v E E 0 0 EaJ o c m ° _ > 2 a m c G i m m m n a d a ` c '° o a '° A O Y, m O 0 M a N m . 0i 9 LL t'I1 m El u CU ¢ 5a m a 0 cE • o ` t - o c 8 6 0 8 .Wm c > C • I 0 0 my G w Z'0 Vc ia 0 ° 0mp c . c :y+ Am 2OO N u C onON m m ` m c h Am1 an' a0m m icOue w « mj N >v.F « Y c ` m cruCi m d G c 52 j t ` _ qCC Q H V U mQ ¢ cv ._ ° a o ' m c r d c o w ¢ a a ° m Z6 o q md am E . w m m V °d v _ $ cm c ' 'c E' vm c i g co p ,5 72 q a .� v aJ c aQ o N , c N« mwa aZ e- mvi . pmcoi ° pO oE e D o > . u u . c 0 u ` wm m VC m p C C « m 5 m 0 ry EE m ` m E o . E m.E y « C « c 5 .; N ti we aa E v a •` v - - _ R 5 05m 9 JQd m 55 > 5 ? m w ` .. 2w 9 n m Attachment H 60 Provider Demographics Information The Annual Performance and Evaluation Report asked organizations to report a breakdown of their staff's demographics.The demographics of interest were race/ethnicity, gender identity, age group/generation, sexual orientation,veteran status, disability or functional difficulty, experience of homelessness, and additional languages spoken. Organizations were asked to use the Washington County Staff Demographic Survey to collect this information. Providers could also report staff demographics using internal organizational mechanisms, such as Human Resources data. Providers were asked to summarize any previous and future efforts to increase equity, diversity, and inclusion within their organizations. Providers were given a score for providing staff demographic data.The Annual Performance and Evaluation Report also asked organizations to provide the lowest, highest, and average annual salary for each position type, including direct client service, administrative, management, and executive leadership roles. Providers were given the option to comment on the salary information provided and explain any differences in pay between positions funded by SHS compared to other sources. Providers were given a score for providing pay equity information.The following data compiles the staff demographic and pay equity reports received from all SHS funded and contracted services providers. STAFF DEMOGRAPHICS This section summarizes the demographics of staff employed at Washington County's SHS-contracted organizations.' It also highlights providers' previous and future efforts to increase diversity, equity, and inclusion (DEI)within their organizations.The demographic summary below represents 1,912 employees; however, not all employees are included in every graph due to missing data and/or because the number of organizations reporting data in each category varied. For other languages spoken, race/ethnicity,and gender, staff could select more than one category they identified with,thus the percentage may not add up to 100%. 1 The number of staff reported on by organization ranged from two to 580.Organizations with higher reported numbers are more heavily represented in the results,while organizations with lower reported numbers may not fully capture their staff's demographics.A few organizations appear to have only reported demographic information for SHS-contracted positions. 61 Demographic Summary Gender Identity 0=1,920; =male 74.9' Male 23.0' Gender non-conforming II 1.6% Transgeride' 10.4% Two-spirit/Third gender 1 0.2% Prefer not ac answer U 2.9% Other 1 1.0% Lived Experience (n=.856) •Yes • No • Prefer not to answer LGBTOJ S+ 1 n=854,a •'Yes ■ No P•efer not to answe• 22.5% 25.6% 62 Race or Ethnicity 1:n=1,94011 Al/AN/First Nation/Indigenous 11.0% African/Black/African American 11.3% Asian i 8.9% Latina(o)/Latin.or Hspanic 23.2% Middle Eastern/North African ■0.8% Native G-awaiian/Pacific Islander R 1.9 White/European 44.5% Don't know • 1.4% Prefer not to answer iM 3.6% Other I= 3.4% Other Language Spoken (n=1,246) None 2t5= Prefer not to answer 2.5% Arabic 4.9% Cninese 1 0.4% Japanese ■0. ,s Khmer/Cambodian I0.4% Korean t 0.5% Persian;'Farsi IIM 1.4% Russian 1 4 8% Sorna'i MINIM 3.0% Spansh 32.3% Vietnamese MIMI 2 A% Other 26.0% 63 Military Veteran >jn=1,549] ■Yes • No SPrete" no:toan_or_r 1.4% 41111 Disability tn=1,434,, ■Yes • No 15 Prete' no:to an_��ei ?11:1 63.4% Generation (n=1,540) The Silent Generation (1925-1945) I 0.1% Baby Boomers (1946-19641 6.8% Generation X 71965-1976) 17.3% Xennials/Gregor,Trai Generation(1977-1985) 19.5% MHlennials/Generat ion Y (1986-1994) 28.6% Gen Z 11995-201 } 26.0% Pre=er riot to answer ■ 1.7% 64 Efforts to Increase Workforce Diversity. Equity. and Inclusion Over the past year, contracted organizations implemented and/or continued several efforts to increase diversity, equity, and inclusion in their organizations.The efforts primarily focused on internal organizational policies and practices and staff training to help make service delivery more equitable for participants. Several providers partnered with external consultants or set up internal committees to review and update staff recruitment efforts. Enhanced recruitment efforts included diversifying where jobs were posted and intentionally recruiting candidates who are bi-lingual, have lived experience, and/or reflect the community served. Some organizations provide training in leadership and have set goals on internal promotion rates to support staff's professional development. Some organizations also offer higher differential pay for bilingual staff and some have conducted pay equity assessments. A few providers have added new staff positions including Human Resources staff that focus on DEI and program staff focused on identifying and connecting with culturally specific resources for participants. Many providers continue to review and update policies and procedures,strategic plans, key performance indicators, and mission statements to reflect a commitment to diversity and inclusion. Providers have DEI and population-specific workgroups and committees, have scheduled routine internal discussions to increase staff knowledge around culturally specific topics, and have processes in place to receive staff input on internal policies. Most organizations provide opportunities for DEI training to their staff and in some cases their board. Providers described offering both in person and virtual training options on topics such as the fundamentals of DEI, bias, anti-racism,trauma-informed care, cross cultural communication, disrupting microaggressions, and decolonizing the workplace. Providers have also offered trainings on serving LGBTQ and Indigenous populations, providing gender affirming care, serving pregnant persons, and disability justice. Future Plans to Increase Workforce Diversity. Equity.and Inclusion Most organizations' DEI focus is on improving and expanding current efforts related to recruiting and hiring diverse staff,training on DEI topics, and supporting internal equity committees and affinity groups. Specific plans include revising employee handbooks, engaging with external partners and/or consultants, conducting pay equity surveys, revising pay scales, and hiring for equity focused positions. Some providers also described new practices they anticipate will increase workforce equity and retention including blind application screening procedures and implementing a four-day work week.A few providers plan to enhance demographics data collection practices, update performance metrics, and monitor the effectiveness of new diversity practices. PAY EQUITY ANALYSIS This section summarizes pay equity data reported by Washington County's SHS-contracted organizations.'Washington County is interested in exploring any differences in pay for similar positions both within an organization and across different contracted providers.The graphs below show the 2 Two organizations did not report minimum,maximum,and/or average salary for some position types for which they reported staff counts.Those organizations were excluded from calculations for those positions. 65 minimum, maximum, and average salary by position across all SHS-contracted providers.A table with more detailed results of the pay equity analysis is found in Appendix A. Annual Salary by Pos t on - �I pini t . _ .,per 1/ :._i ;;,,ern�.;t Other Roles --s. ■- res:Airrual 5a!art $72,634 575 000 J7r �VV 553,919 $53,057 553,220 r 7 514:73 Case rrlanagersfoio-ke•s housing Liaisonsu--ea:hrkers shelve-4teff For Case Managers/Workers, Housing Liaisons, and Outreach Workers, most organizations had an average annual salary between $50,000 and $60,000.Three organizations had an average salary below $50,000 for any of these positions, while two organizations had average salaries above$60,000. Shelter staff positions had a lower average salary and a wider salary range, with all applicable organizations' average salaries falling between $41,530 and $55,250.The difference between the highest-paid housing liaison staff and the lowest-paid housing liaison staff across all SHS-contracted providers was$35,043, the largest difference across these client-facing roles.The smallest difference was within shelter staff salaries with a difference of$22,880. The average pay differences for the same position type ranged from about$4,700 for housing liaisons to about$8,600 for case managers/workers.The largest pay difference for the same position within a single organization was a difference of about$31,000 for case managers/workers. 66 Annual Salary by Position - Administrative,, Management, and Other Roles IN Lowest Arnual Salary •1: saes Air uai 5;ary 'Average, $1'-9 620 5166,400 $90 100 $87 000 $73 500 51,953 $53,007 ,1_ 53;G�-`'? __ s57,229 r5 � w31;221 3,3.1 $ S - $ Administ-ative Roles quality Assurance :hanagement 4.ales Other Client Facing Other Fu Time Staff ;Office staff, Data Staff (Program/Division Poes" (Otherwise not Entry Sta", ;:imin or Managers, Supervisors accounted for) Executive Ass scants) of direct staffs *Other client facing roles Includes staff data from three organizations collected using different categories(e.g., direct service staff, health workers). AnrL.al Salary by Position - Leadership Roles __. __. - . _; , , El1i€hest Ann4al Sa ar; alli=..t --t Bei ', Executive Leadershiz (CEO, COO, Executive Directors, A.ssistan. Directors, and other executive leadership positions' For administrative, management, and leadership roles,there is a wider difference in salaries within SHS-contracted providers.The average salaries per organization for administrative roles ranged between $20,000 and $67,000. For management roles across all SHS providers,there is a difference of close to $132,000 between the highest and lowest reported salaries. Executive leadership had the largest gap between the highest and lowest salaries,with a difference of nearly$345,000. 67 Although the range in salary for other client-facing roles is about$132,000, it is difficult to meaningfully interpret due to potential major differences in the roles, responsibilities, and requirements of the various positions represented. Quality Assurance (QA) staff had one of the lowest differences between the highest and lowest paid positions of about$29,000.This primarily reflects differences across organizations, as only 4 of 16 organizations reported more than one QA staff member. Across all providers,the average difference between the highest and lowest paid staff member was about$126,000, ranging from a difference of about$36,000 to over$350,000. Of the 20 providers who provided narrative responses describing any differences in pay between SHS-funded and non-SHS funded positions,three-quarters (75%) reported no differences based on funding sources. Some providers noted that many positions are not funded by a single source and several providers stated that pay is set in part using market rates, tenure, and skill sets such as speaking multiple languages or having lived experience. Some providers who noted a difference in pay cited specialized skills or duties,while one provider has been working to raise non-SHS funded salaries across the organization to more closely align with the salaries set in their SHS contract. In the optional narrative responses,some providers mentioned having conducted salary analyses of similar organizations in the Portland Metro region to set their staff's salaries. One provider noted their commitment to paying staff at 75%or higher of average salaries at comparable organizations. Some providers have internal workgroups or committees focused on pay equity. Some providers also cited contextual information to help explain pay differences. One provider noted that only a portion of time is spent on SHS for many of their staff roles, while another provider noted that a full-time work week for some positions is 31 hours, which leads to slightly lower pay for those positions compared to others within the organization. CULTURALLY SPECIFIC ORGANIZATIONS Differences between culturally specific and non-culturally specific providers were explored using the Annual Performance Evaluation and Report results.The comparison explored any unique challenges faced by culturally specific providers that may be impacting how they are evaluated, as well as any differences in demographics and pay equity compared to non-culturally specific providers. Seven organizations were considered culturally specific organizations. The program types explored for differences were ERR and HCMS, as six of the seven culturally specific providers had contracts for both program types. Culturally specific providers had a higher average overall score (48 points)for ERR compared to non-culturally specific providers (41 points). Culturally specific providers had a better average performance for contract utilization, percentage of households that exit to permanent housing, percentage of households with increased income at exit, average days to house, and average days to accept or contact referrals. For HCMS, culturally specific(48 points) and non-culturally specific (49 points) providers had similar average overall scores. Culturally specific providers had better average performance for the percentage of households exiting without housing and average days to accept or contact referrals, and lower average performance for contract utilization, average days to house, and average days for program entries. Narrative responses for ERR and HCMS were similar across culturally specific and non-culturally specific providers, highlighting challenges like ramping up new programs, staff capacity and hiring, and 68 contacting and/or engaging with participants. One culturally specific ERR provider noted that some participants may face additional barriers such as having no Social Security or Individual Taxpayer Identification Numbers, experiencing obstacles to services in their preferred language, and being unable to access public benefit programs. Race and ethnicity were explored to compare culturally specific and non-culturally specific providers.' Culturally specific providers had substantially higher percentages of staff who identify as African/Black/African American (20%) and Asian (15%) compared to non-culturally specific providers (6% and 4% respectively).The percentage of staff who identify as Latina(o)/Latinx or Hispanic was slightly higher in non-culturally specific providers (25%)than in culturally specific providers (21%).The percentage of staff who identify as white was substantially higher in non-culturally specific providers (54%) compared to culturally specific providers (31%). Race or Ethnicity Al/ANF rst Natio n/I ic-iger^c u_ r1 4 Africar;`3lack/Afr can Am_ricar Asian IMMIIIIIiIMMINEN 15% _atina:ole"''atir.n:or Hispanic Micdle Eas:e'r/North A=r can lieN Native Hawai an/Pacific islance, Lei White/Euro aean 54' Don't know 3% =reser not to answer lin5 II 34 Salary data was also explored for differences between culturally specific and non-culturally specific providers.Average salaries were higher for culturally specific providers for each position reviewed, ranging from 1% higher(about$650)for case managers/workers to 26%higher(about$14,400) for QA staff. Culturally specific providers had a larger difference between the highest and lowest paid staff, ranging from $20,000 for an administrative staff member to$400,000 for an executive leadership position. 3 The number of staff reported on by culturally specific providers ranged from two to 580.Organizations with higher reported numbers are more heavily represented in the results,while organizations with lower reported numbers may not fully capture their staff's demographics. 69 Average Salary by Position Type $54195 $54,633 S54,913 S52,690 511 S.- ' $5:402 • 543.644 Case Vanagers./Worker! 1-10,1 ng Lia...Ions Outreach Workers Shelter Staff Average Salary by Position Type IIII 1%.:1-::_i-.Jr; 5zt.:,•:: Mc,, t,-;1;ftt,:z1c $127,155 U.005 S75,334 S69,667 , 5,60,19C S53,407 $55557 $4 1 Otner Client Facing Ad ri inistrat ve Roles Quality Assurance Management Roles Executive Leaderp Roles (HMIS)staff 70 APPENDIX A: PAY EQUITY ANALYSIS TABLE Washington County SHS-Contracted Organizations Salary Overview Number of Number of Average Organization Employees Min Salary Salary* Max Salary s Position Type Case Managers 18 258 $39,520 $53,919 $72,684 Housing Liaison 14 82 $39,957 $53,057 $75,000 Outreach Workers 9 35 $43,680 $53,210 $70,000 Shelter Staff 11 126 $36,400 $44,793 $59,280 Other Client Facing Role** 14 582 $34,216 $51,221 $166,400 Administrative Role 21 245 $20,000 $58,007 $90,100 Quality Assurance Staff 16 22 $44,720 $57,229 $73,500 Management Role 22 398 $37,873 $71,953 $169,620 Executive Leadership 22 115 $55,120 $116,903 $400,000 Other full-time staff 12 70 $33,500 $54,311 $87,000 Organization Size 1-15 staff 5 45 $45,760 $74,498 $278,553 16-50 staff 10 276 $20,000 $64,156 $259,778 Over 50 staff 8 1630 $33,500 $59,490 $400,000 Culturally Specific Services Culturally Specific 7 845 $20,000 $63,276 $400,000 Non-Culturally Specific 16 1106 $34,216 $58,375 $228,000 *Weighted by number of staff in each role per provider **Includes staff from three organizations collected using different categories(e.g., direct service staff health workers). Attachment I 71 Regional Coordination This section was co-drafted by Washington, Clackamas, and Multnomah counties, No one person, organization, or county can solve the homelessness crisis alone—it will take all of us working in close coordination to address homelessness across the region. Over the past year Clackamas, Multnomah, and Washington counties continued to work closely together, in partnership with Metro,to advance shared objec- tives. This collaboration took place through the Tri-County Planning Body, collaborative administrative projects, and special initiatives such as Built for Zero. In addition, regular leadership conversations and jurisdictional work groups elevated lessons learned across programs and promoted common approaches. Below is a summary of key elements of our regional collaboration over the last year. Tri-County Planning Body To strengthen coordination and alignment of program implementation across the Metro region,the Tri-County Planning Body(TCPB) —the leadership body that defines the regional priorities for SHS implementation — has identified six regional goals,strategies, and outcome metrics to address homelessness. In FY 2024 the TCPB made progress toward these goals by approving Regional Implementation Fund (RIF) expenditures based on implementation plans developed by the three counties and Metro.The TCPB approved the first implementation plan in March of 2024, directing $8 million to support a menu of interventions to increase participation from landlords in rehousing programs, including outreach materials, additional policy workgroup spaces and studies, pilot approaches, and the Risk Mitigation Program. The TCPB is expected to approve additional implementation plans in 2024. Health and Housing Integration In alignment with the TCPB's goal to create system alignment and increase long-term partnerships,the Region- al Implementation Fund (RIF) is currently being utilized to invest in staff supporting health and housing system integration and regional coordination.These positions are supporting Medicaid 1115 Demonstration Waiver coor- dination and implementation, partnerships with Coordinated Care Organizations and health care partners, and the establishment of regionalized best practices for housing and health care integration. The Medicaid 1115 Demonstration Waiver represents an opportunity for Medicaid dollars to pay for certain Health-Related Social Needs (HRSN),since food insecurity, housing instability, unemployment, and lack of reli- able transportation can significantly contribute to poor health outcomes.This past year Clackamas,Washington, and Multnomah counties began work with Trillium and Health Share to establish network hubs, which will allow counties to receive referrals for HRSN housing services, including up to six months of rent and utilities, home modification and remediation, and tenancy support through case management. Counties will help create hous- ing plans, provide technical assistance, sequence services, and manage the provider network. To further support system alignment the three counties also worked toward establishing the first medical re- spite program in the region through a grant partnership with Kaiser Permanente.Too often, people experiencing homelessness encounter barriers to health recovery after hospitalization as they attempt to recuperate without housing stability. Medical respite provides a safe, stepped-down level of care upon discharge. Such programs have demonstrated improved health outcomes, greater service connectivity, and cost savings for hospitals. Through the grant the counties are also able to participate in the National Institute on Medical Respite cohort, designed to provide support for building, maintaining, and improving medical respite programs. The counties are also in collaboration to better coordinate services with long-term support partners for im- 72 proved behavioral health outcomes.To this end,Washington County has established population-specific li- aisons, such as a housing case manager who works with people over the age of 65 and/or are connected to disability services, and Clackamas County has used this model to develop and issue a program offer for similar services. Clackamas County staff are standing up a behavioral health intervention team at fixed-site supported housing programs to help stabilize participants to be able to retain their housing, and sharing ideas and best practices regarding this work. Washington County also led efforts in the tri-county region to stand up case conferencing with health plan part- ners and nationwide consultants. Based on this foundation, Clackamas County established a Health and Hous- ing Case Conferencing Pilot in March 2024. Regular participants of case conferencing include Health Share, Trillium, behavioral health partners, peer supports, and plan partners. Clackamas,Washington, and Multnomah Counties will continue to work together to help establish and improve these practices regionally. Collaborative Administrative Projects Request for Qualifications (RFQu)Process In FY 2024 Metro led a four-jurisdictional effort to create a pre-approved list of contractors that can provide Training and Technical Assistance. Staff from all jurisdictions worked together to craft a procurement opportuni- ty that yielded a list of 67 qualified providers. Providers qualified in 15 different areas of expertise, ranging from racial equity and social justice to unit inspection.This large pool of subject matter experts is now readily avail- able to support capacity building across the region. Homeless Management Information System In March 2024, Multnomah County officially became the central administrator of the region's Homelessness Management Information System (HMIS).To facilitate this transition,the region's data teams coordinated closely to regionalize HMIS policies and procedures and update intergovernmental agreements.This robust coordina- tion is memorialized in a regional HMIS governance structure that is still taking shape. One of two HMIS governance bodies are currently in operation.The Regional HMIS Council, a body responsi- ble for overall vision,strategic direction and governance, is yet to be formed. However,the Technical Change Control Board (TCCB) has been operational since April 2024 and meets monthly to advance key activities.The TCCB consists of a representative from each county,the primary system administrator, and a representative from the Domestic Violence Comp Site.This coordination has allowed us to set and move forward with regional priorities, such as procuring a new HMIS system, merging duplicate entries, and establishing an HMIS regional Data Mart.The Data Mart has given us the opportunity to improve data access, quality, and reporting efforts across the region. It incorporates regional HMIS data and is accessible to regional partners for further develop- ment to match their needs. Data Collaboration In addition to the coordination that occurs as part of the new HMIS tri-county governance structure,the data teams in each county meet on a monthly basis to exchange information, discuss best practices for project structure and resource allocation, and coordinate around all things pertaining to SHS. In addition to this monthly meeting, a larger group of analysts from each county meet on a monthly basis to exchange information about metric operationalization and other topics related to our roles as analysts.This is also a group where we discuss potential alignment with respect to SHS topics and learn best practices around other aspects of work such as Regional Long-Term Rent Assistance (RLRA) quality control in HMIS. We also consistently collaborate across the three jurisdictions,with support from Metro and external consultants, on key projects like the Medicaid 1115 Waiver expansion. Regional Long-Term Rent Assistance Workgroup The Regional Long-Term Rent Assistance (RLRA) workgroup was created at the beginning of the SHS mea- sure with the intention of streamlining the administration of the RLRA program for the region. Initial meetings 73 brought representatives from each county's Housing Authority together to create regional policies and process- es for administering the program, which included uniform application packets and landlord documents.These foundational documents and conversations have supported the evolution of the program and set universal stan- dards aimed to decrease barriers for folks administering and accessing the services across the region. Over the first three years of SHS implementation,this workgroup has broadened their focus to address ongoing revisions to program policies,evaluate regional RLRA data to identify similarities and differences between the counties,troubleshoot challenges in administering rent assistance, and explore opportunities for peer learn- ing. Notably, a core function of the workgroup is to discuss and recommend programmatic improvements for the counties to assess and implement. Additionally, in an effort to simplify the transfer process and limit undue stress from having to navigate different systems,the workgroup created deliberate space to review and discuss specific cross-county transfer requests for when a household participating in the RLRA program wants to move to a neighboring county. Other work products included updating intake forms to reflect changes to inspections, demographic categories, and clarified rights and responsibilities as part of ongoing maintenance of the pro- gram. As the RLRA workgroup continues their work into year four of SHS implementation,the counties remain grounded in the SHS mission of supporting folks in moving out of houselessness into housing across the region through our shared commitment of providing efficient and equitable delivery of the RLRA program. Special Initiatives Built for Zero Collaboration In the third year of Built for Zero (BfZ), Clackamas, Multnomah, and Washington counties met monthly to col- laborate,share progress, and learn from each other's case conferencing sessions to strengthen our regional approach to ending homelessness.The counties focused on enhancing leadership involvement, aligning on common goals, and using accurate data to guide our efforts. We are also improving our ability to implement new strategies and drive change. Point in Time Count(PIT) The three counties worked in unison to launch their Point in Time (PIT) counts in 2023 and continued that collaboration again for a sheltered count that was completed in 2024.Through our combined efforts,all three ju- risdictions have prioritized advancements to achieve a more accurate count.This collaboration continues as all three jurisdictions are in regular planning meetings to prepare for the January 2025 sheltered and unsheltered PIT count. AIS-5633 S. Business Meeting Meeting Date: 11/12/2024 Length(in minutes): 40 Minutes Agenda Title: River Terrace 2.0 Update-Climate Goals,Housing Plan, Annexation Authored By: Schuyler Warren Presented By: Schuyler Warren Item Type: Update,Discussion,Direct Staff Public Hearing No Legal Ad Required?: Publication Date: Information EXPLANATION OF ISSUE The Community Development team will provide Council with an update on the progress of River Terrace 2.0 Community Planning.This update will focus on the goal setting,climate strategies,and housing plan. The team also requests Council direction on a final property tax phase-in rate for annexation. ACTION REQUESTED The team welcomes Council questions and feedback on the project. There is a specific request to approve a property tax phase-in rate for the area. BACKGROUND INFORMATION In 2019,the Tigard City Council updated its two-year Council Goals to include direction to staff to prepare a concept plan for two urban reserve areas at the southwestern edge of the city.The first of these areas,West River Terrace (Roy Rogers West) is comprised of 303 acres located at the western extent of the current Tigard city limits.The area is south of SW Scholls Ferry Road, east of SW Vandermost Road and directly west of Tigard's current River Terrace community. South River Terrace (Roy Rogers East) is located at the southwestern extent of Tigard city limits,north of SW Beef Bend Road.This 205-acre area is bounded by the existing River Terrace community to the north,the recent King City urban growth boundary(UGB) expansion area (Kingston Terrace) to the south, SW Roy Rogers Road to the west and SW 150th Avenue to the east. City staff applied for and received a 2040 Planning and Development Grant from Metro to fund the concept planning work for these areas. A contract was awarded in June of 2020 and the project kicked off in July of that same year.Due to the COVID-19 pandemic,this was the first major long-range planning effort in Tigard to take place entirely through remote coordination. Technical experts in the fields of infrastructure engineering,transportation planning,environmental science,housing, finance,and commerce were part of the project team and generated detailed reports on the concept plan. Based on the feedback from the public, city staff,agency partners,and the technical experts,the project design team developed a concept plan that best meets the city's goals for equity and sustainability. A Concept Plan is only the first step in planning for the eventual transition of an area from rural to urbanized land. It sets out a vision to guide future planning efforts and provides approaches to meeting the city's goals to create walkable, livable,and equitable neighborhoods that provide housing opportunity and access to all. It also provides a high-level look at the environmental context for development;associated infrastructure that will be needed to support development,and the funding levels, structures,and sources that will be needed to build this infrastructure. The Concept Plan supported the city's application to Metro to add these two urban reserves to the regional Urban Growth Boundary(UGB).They demonstrate compliance with the requirements of Metro Urban Growth Boundary Management Functional Plan(UGMFP) and present the city's commitment to development approaches that meet regional and local needs. UGB Expansion In October of 2021,the city submitted an application for UGB expansion to Metro.Upon reviewing the Concept Plan and the application,Metro Council directed Metro staff to prepare a proposal to add the urban reserves through the land swap process allowed under state law.This process involves adding lands to the Urban Growth Boundary by removing a similar acreage of land elsewhere. Over the course of a year and a half,Metro staff studied potential options and provided a recommendation to Metro Council. On February 6,2023,the Metro Council approved the land swap recommendation,approving the City of Tigard's application to add River Terrace 2.0 to the UGB.In May of 2023,the Director of the Department of Land Conservation and Development acknowledged and approved this UGB amendment. Community Plan Scoping and Funding Following the approval,the Tigard Community Development team prepared an application to Metro for a 2040 Planning and Development Grant to support the preparation of a Community Plan,the final step in preparing these urban reserves for development. On the recommendation of the Metro Chief Operating Officer,the Metro Council approved$700,000 in grant funding on July 20,2024.The Tigard Council accepted the award on July 25,2023.During the same period,the Community Development team prepared applications to the Department of Land Conservation and Development to fund the proposed Housing Plan,Infrastructure Plan,and Development Code work.The first two of these were awarded,for a total of$152,000,while the third is pending an award notification.In addition,the city received a formula grant of $118,610 from the Department of Energy under the Inflation Reduction Act.This funding will provide for energy efficiency and climate planning in River Terrace 2.0. Project Tasks Throughout the spring and summer of 2024,the Tigard team along with its consultants have been at work preparing project management plans and documents, scoping infrastructure studies,preparing draft climate goals and strategies,studying housing approaches,and planning and conducting community engagement events. This briefing will cover some of the important outcomes of that work. Annexation Alongside the planning process,the team intends to work on annexation of the properties in question.Early annexation provides benefits to the city,the property owners,and developers.It provides certainty and shortens the development pipeline for needed housing.As an incentive for early annexation,the city team has proposed a graduated property tax phase-in as allowed under state law.The proposed phase in would exempt property owners from all city property taxes in the first year, 50% of city property taxes in year two,and impose the full tax rate in year three. Dates of Previous and Potential Future Considerations March 3,2020-Council acceptance of Metro 2040 Planning grant to fund Concept Panning for River Terrace 2.0 September 15,2020-Briefing on River Terrace 2.0 progress February 2,2021 -Briefing on River Terrace 2.0 progress April 27,2021 -Briefing on River Terrace 2.0 progress June 8,2021 -Briefing on final Concept Plan and direction from Council to apply to Metro for UGB expansion July 25,2023- Council acceptance of Metro 2040 Planning grant to fund Community Planning July 25,2023-Council approval of grant application to Department of Land Conservation and Development February 13,2024-Council approval of contract to conduct Community Planning with EcoNorthwest May 28,2024-Project kickoff briefing Winter 2025 -Council consideration of annexation Summer 2026 -Council adoption of Community Plan,Comprehensive Plan Amendments,Zoning Map,and Development Code Amendments Public Involvement June 17,2024-Kickoff briefing to Planning Commission June 26,2024-Climate Action Tigard Meeting August 20,2024-Community Advisory Committee Meeting#1 October 1,2024-Community Advisory Committee Meeting#2 October 21,2024-Housing Advisory Committee Meeting#1 October 29,2024-Community Advisory Committee Meeting#3 Impacts (Community, Budget,Policies and Plans/Strategic Connection) The Community Plan will be aligned with Strategic Plan,Comprehensive Plan,Climate Resiliency goals,and Council Goals. ALTERNATIVES & RECOMMENDATION ADDITIONAL RESOURCES Attachments Presentation Draft Climate Goals Housing Summary Memo n -1 Orn o it 3 AJ 70 as -% z... > < F-i � r N O a N C Z O 3 iiv N n i•.: tile cDmo 0. C F-40 O. tn 33 c 3 2. 3cA cu f-p - C eL a) rh m • • • • • • • -n n —1 = n n (,/) -0 N O p = O r+ rt = cin 3 3 �- D• -a r+ O �q () c c r* y O 0 �• N rD 0 3 0 m r* ori 1 —1 r C = C D H p' rD 7c H (i) (D N n0 rte+ O N -0 -0 -I`. = 63 orA = 0 --1 ° m 370I� > < < nm 9mm A 2 v) c 0. 3n 11, et % % ,F; Q 11, CD • • • • I n • _ • • • n * 0 O O rD MV) r (D M" rpt (D m (1) MD(D (D (D 3 cn r+ CD rt r+ r-+ rfr c cc, y n cm OSA OSA 0fQ 74 r+ N < w N I--' - iu O 1 0—' 1 1 1 > —• O. —. O `� O —. n cn a) 0 n 0O r d'4 Cl O �' �+ `C rte+ cm CM arl ID 0 n CD CDO 3D m x' 0_ 3 = r -F CD (73 m C CM (D -i (1)xm 3 73 — - > < � nm , rnx) r a z 17 3 S. 3 n a a. a.ww,, m • • • • • C TS - m • _ • • n O c 0 O O 0 _, _,, , _., , O (D cCfq r-r -0 = < Cr -p `< �. to = N _• I I D O O O -I -0m N 0_ G a v,' = CM w r m � o cf) 3 o n 3 3 r* o M 0 ° m › < jnm .,, rn71 a N7 al �g .,• OOi N xm 0 0 0 (D 0 0 - o °' • O 3 N min N s 3 n N c /XI i, til 3. 3 ? No N z — D ro < Q `� = N• -1 < C- > •rim 77 > O > 0. >'1cl- E r -, a `< O N z ni ID 0- C W • 0 -+ 10 CD 0 Q O S. C rto< CI) all O-`' p O Q ea n 3u, -' m arc N O `} O 0 �� . • © c N01) A `C Q 3 melit 0. w N00( N/)© C © 000 rn° 05 73 0. ail © 0* 2 ' N rF o IID O , 0 ° 2 3 ' N 0• 1 0• 0 -n si.0. 3 i. ar • co n -n an N M fa. v c rn O -3 O_ <10 3 a) O Fa .II3 w �_+ `< .r 71 O O p_ 0 -0 N r-r c 3 m m O 0'Q M N N * N 5 O r+ m CO n .7 3 a) PP a) Gb) 0 n 2 a) r+ fD 0 0 lalA * v xi D N mN b n R1 _n N .� o D 0 � o -I m 0 xi Cl) m :. O m —I (2 > c�` Z 0 I m —I Z m p ro DI- —IZ0 o = D N V) D a� p ov mm 0 C m cn cn O m rn Z Q° F ' C) m < C CDm m D mo N C Om r (n > HO m Q0 E —I D K D n Z7 co Co Z m r x Z -< D 7) z D �i � � —Ic -i rmnyoro � —I - m73m or m v v) D - 0 oa xi 0 cc-n n,: EL" -4m 73 z rTi 7<'nz N i (-) _• 3 ID ,-t. CD GI 0 ID ,.... 0 i r. ACI . — A E -n .--• ‘ ' --1 -73 =s, , cu m -4 .. ) r, 0 n m _ A.- 5 ur c N., I H 0 (A 1 5 ...„, m -0-) _ - _. n CD Cu ri. c M c 3 › v, 0.. M a) S.1. 0 M 4t 0. a Z ;1; r..) -r i al n 7, a) Er M CD sm -a7 ,...1 i..) < --1 — --- N) tn °D JP. r7 g Z CD V) n --1 Z m s 0..-1°' 0 0 C = ET a) —. . m C./) IC-1'1-11 SD < =, , •. e,I C , i,'• ' o 7 ! C i:440:,111: : n a) 13 0 >rto4---v,. (s) z • = = ul ' CD -0 0- PO * til .-+ >g i i fba A,10, CD r .-•"•":. ' E m z 2> n -< CT"Ei,i• vi "k =7, i 3 1 = 7) tli' to tn 7+. 0 CU = = s (I) CD < (T 5 O. a) a) Ly z F): r4: iT4 , 4z- i,t• _>< a • Ip . .,,,.At .orr174 ,:IP : 4h,.. •4,.-#:. -4) N.) 0 a , - + _aill n 3 ert CD c) 0 N A n r— X) a N171 —I ftim un n f inin n E Q I N 3 N y.. ,T ere . ,; ... t tk a o r (D o h`< Zvi e a a r , + '�', -0 p m ak n xi II. I r . Zcu n 9eeg .. .t4,. ,, .,, -0 +SIX C = 0 0 3 "ii",4i = N e, n, ,qga Z 0 N f,+D i s ` �� a V) p 171 m WO r _tr, :JEN 1 . s ) 1. m r' A) • Ir _ , V. �� - _ mm ' ZN CL e` t zfT ' y , m ' ! �. aZ y. t A _ oy t • r ier,. fp 7 Xi O x • cn ,� rt = X E1 iall ce. D k iklri , . -- +I O G tn C,,„/ p p ' et. CT T. _j lb-. h Z. ,+ ,' tD .xi Al I 4 , ,dit i rE 10. R, 0 co n B '-I- (D C) 0 N A) c75 3v xi 0D CD 3 0) z CO 0 � c� O �D T .. 'B 5' - s n 3 O cD d p 0 Po Co n (D !Z 3 to O D o nn N = 3 � � �1 p a. r <D C a�, 0 ro N (1) -o mm o 0 No A 0 41 r+ Alp 0 v CD CD C+ • • • • x 0 N tv cn is n CO i °" co 3 :1N c' (° > - . :z a ^ m n - v o (o 0" 3 N -- 0 a3 X' (D O N - =- m �< cac Z `D `< m <m 1 _ � . ?_ . CD U, r m m > 4 D �1 •• • • • • N� m m t7 /�j t0 Q- n C O O �t� In to d o Q- cu -I 171 13 IA x- rt =' � m Z d 3 z ° ft.3 o ,-« m D x 73.•m n N s cn z (r5m co m rr ,mA N. o A (1 _• 3 a) ,-,- CD CI 0 0) VI 0 ,,....1 -1 r•',..,,11 1,,,,, 01 0 It 1/4",,'I-1,• . ,-4.' ,-`;':-':. _ M rTh „,•,r, ,- •,,.. . : 1 . "...444.,"I.,- g. • ';I. '''' m C I I V I 'iIP N't4 9'".p,...",..,•, , ,:.,--AL.• i'..- , . V) cu i.1- v.. ....1 lt,- ,!.•,. :.- ••t IIP,i •':." - 1Z , NJ , 0 '? 7 .. - - NJ. -‘. _, , - -.1t,•!.Y,-;.---ajor,..,.k.:7,4,ii _0 ,..., ---.'- _ ,,• . ,...,,,,,„:47.! xl 4 7 . .., _A kr.:• .:,,„ , .i,..,y K L."9,3 n... ' - •-... . r,1:',1,66,1..3., ,, ..§ = NJ i 1 •Ni.; ‘ - ,,i-*,, - -I r- ,u - 1 '--il 1 0 • , i ii -.-7-,.....::- ; .. .-. 1> „,,* . ii .. • .>. ...._ AI , 1 NV 4) rQ \ 4 - 1 - ,'-' :7". =r'.'"i t,,•,,c,''',". , . ..,.. . ., A 71 4. 0 0 71 0 , . • (i) * — fa/ ,•, (A > . --:,ZN, - ,-• . 73 • - 1 -,,..,i.., _1 —I 71 C r- , '1 "•k - • ' ' - M •. M ' i • ' • - . .'..:,-;1","/%,-. .-• • . . , ! (J) •-,-.....,,;., I, • , , • .., ... • . . . . !..." ..t - . ''%.' t.. ''• r, t' I :.1'1 " ''. .P. 1 1,.. ' se . - alicl . - !.! ,, 'It."'e.-'Ain? H..'3';'', 71t .'It 11*.. ' 1 ' ... ,..Y. "' , r-- .. m K > - --ir ..7., - --.;-$ - ,- W) -< • '. VA-..Wei ..7.4 -`,_.,..,_,c,,,,, ,,,,L7 _, Z •- • ,,!;--- - ..,'-t----,17--•,..1--.--- --• (?:.' . -..,.... .. i.i.•• -,--qi,,,,,:1-...11&0-:7. v) _1 -I ._.I --.....•, ,ii -!., ...,..4c, ---r -, A .)4 4-, •-• ... -71 ev > 'V,... . 4‘t. 41-. ,, E .,_ J.:---- (r) ...-- .''' ' illnliWrs, •-- ----.. r '..,,,,,. •, ,,.. .., .. . - • 4,..i a j+Y;-:' t,,L1, ;.'.,-.,,r,7,,,,=.:--1.• :4, ,„ , ._ ..-. ,- ...., .. ..k 4.- . 1,•,,',,'6' can V. -- ,..: '',...k. ,n.- ',,..r,...',.._,.- .,,....,,,,,i,4e,,,...., ii,..-,,,..„....„•:: MO a VI, „•- ••4A :-.7 :-'-----,,-..:` V •gM-.'« :-:,a- i 4-11•e'''''ArtA ''''',7' '''' ,ii.'- - , ,-, ,- . .- ,• =,3 ;„.,,.,...,„i, , "'",;„; 4-.......:',,,..:,..• ,A, r ' I.' _x.<7J- ' '' ''''-'7":-'.'.-*&:,A,., •''1:"V” --, ---!6. fr:•••,' '.3. --It-,,,'A' ' .r • 0-1 n B r+ (D CI 0 a) N I 74 RD �, O c 13 03i c� C D CP tQ to COCD < V1 —I m CU 'p N. _I 3 0 '+CD O C 0 n (D Z 73 n O • N• 0 OA. -, D 9) e+ {n an N n 3 vi cu cr v ID cr) in el -. C. ID O i. D N (Q O S2 m 3 0_ IT-0 cn '< 3 ( c < Ev o 4< cD O . 5 N -z .; N C O C 3 0 tQ• ?_ v 3 v CU I- 0 cD A cD cD O- O N 3.`< ? n 0 • 4 ,• y -a , lD 0D O y 3 -0 H cco CD ,n' a H m 'n' o m `D= o til CI) 'CQ y (rt DD O Z n In 0 N << to C� cD I, ,r," N ° CD GgZ N D4: y vk � Ar m xi li , . , vi ti lz, ii � t J { f,__ y, 1 r � � 1 '1 C '.:1 � ? a> 1 �) 'i l 1� 11 1V t.1.7 ! 1i t ' n B a) r1 m C) 0 a) N Jj I0 , O 7° m H su (D j C m N g) o T Z Pp 3 3 0- cuE. 1\3 D A N S y QO co o cr N n N 0ooc7N m . ,h 3 a- < a) s sn ar' c� A o `D =_. ate U I 0 m a, .. O0 0 r .a- '/ate { S. O CV 4y 4. °-.-',4-t. 1 0 ` T i l4 . tom_ i 70 `T--- f '1 11 y y •. • (5 9 , .14 ..,. i. ,..-4...,< =I, 's' ] i MIR . l i -'4'S4, II ,1 vas si aid ---1 , fit' 'mom r , s illi� 7: +. _-.,,,,,, . .,..-.,. .4, -,.,::::.::„.,_:,..._ 4 Q,.,..,4_, . -,:::;„..„..,..__ .! �.-- . v n B cu CD 0 0 ai N Iv Ox p p3 71; (D & p =n c -I NE N -, 2 cD CD N ;�D 3 <' () O (Ul DD _, O m Z xi o CQ. CDC A. ' CD Cal t�V a -, C1 N -• O fD 3(Q cn �- a �A yn Nom- � a p _' Ni -. CD CD R E i+ CD (D aD m 3• �- o c 0 a) D - -• CD M DI - s� N �� r0 A Cr C � ' al oA 7 3o -a tit c lD lD O ,* CD n ' cn N �pD CD 3 �: 3 ,...< CL 71 o _n d 0 to i< 7'.. At ,) FG A �$ # a Nt ri_' N • v pi tIT 1 A r �L a ,,�(I:a. yy��-- . , 1 9 -I N`f• � jy_ ta w cQ, y I�1_9 0.): a :gym amz s� 6 M Coy n B '-F (D GI 0 -Iv - co �° " 3mEUC D � . h CD N ci o p n (D Q ° a Q n D O fD h. H 3m U2 _ - O N 5 -Iw--0 vi' LQ u O O 3 o •cn cn 3• N n 3 y.t< ccn O� 11) Z XI NJ O to 3• Da 3 d cn H < CD N Q M N to m (D (DD f� N D O N casco ro soN ,�/ �i Y R - R / / d y y� III K� t A m • D n .c C v • oa j I`. ca ao n. .m �z —>< / :i om7, i n B CU ert CD GI 0 N 3 (D T0- y y I+ Et D nn O '. v n= Q cu = Z ,a Ni 11- N_ T tQ .+ . (DD N cp O M 3 D y 0 p n O N n C y 7- 17 1+ O a N O m' -a N O n i' N = m Z u O r+ N 0. y cD A y �' n y 3 n Ofp r* 3 cD O t4 ,+ O _r d ID 3 p C O :A N— as y3 1 - •, r„ , ill �>1' r a . a Iiiiiiii (g0 0) 4.. , . 0171111 .4nf" . .. 8 n 3 CJ I-i• CD C) 0 a) N * z -I0 o 11) • 43cg > > , 0 D 3 7) I E 3 m -1 n o c o N N N f-h 3� if Yi n• < o 3 �_ O 7 o N C �D ig p S 3 CQ + . n O N D - N. O 14 1D p 't a H O a N -1 N N CCD N'3• �• O /D 0 n c = 3 rt �D o' v o o = p) n O N n 'n N N Z CD •No 3• .4 -0 N Ci C CO Ill _h m co N n a) N CQ r+ O• O O' 3 N -, to 3' m O n -1 d ii 7 o O -O 0- CD O 7 3 �D m 'Z 3 S C y � O -O 0 CD 1.4 ea to -moi, =� v p . D G) 3� p n ID to 0 CD 3 v ,,.• OOi N 3 N ,±.._, -�F F _ ��„ I'6 t 1 ( i , i.,,..,„,.,_ I:_,� .3 r 1, r......--,,,,„4... •..� `' ' mss y "E . � li 1.x- a . .., , ,„„ �._:... ...,. ,. �� t5 AAA 1 t . ..'.- -< C e-, , 13 ' Its\ '...v::.... > V Arr D ' y . . 3 lir ,_. .,_, 0....,..i. .. .i .m r ,mz _ !, i n 3 chi rt CD 0 N A _ * v _fCD 10, ( CD D m( mB � 0 -IN 3a' � rtoa0 '— tn 02) D • CD - ato CD 3 � o N 3 cnca� aD nn co E3 p (f) - go 0 (D NN ao 1". iv o C) a cn �+ N Q 4< N A a) 5. 70 tst --F3. 0 Q (1) = Z so In T- r+ G mID N N I. , , . ,,..etili. , ,,..1, . 6 ` r .= l iy.�:i .o' ,e,',...:, . v, • .. .0'' . '7' f!t' , 1"‘ - 4;trivcirc-ir‘ co DIV • j ' -t�z S� r CO i 4 ,.r..* Tt. . LQ„ o aco *S, ,/fir v 1 x73po v s -a- - -><CI IT, v - -r - ,m7 . N i ti n B r-t. CD c) 0 0) ,....- tin z v z. 0 7 fD K CLO (PIP DD N cD _+ to -I rr n a, CD rVI t s N' N n to . = Iv co tD CD to O n t• =ip tD Q- E. O' S m n NJ is.) CD m 1,,• n - 0• -• S Fp ,-• O A N �• cD H �?. _ �D G 3 rt 2 . = suCU N N1 i .. , su .G ' ` .` i"-,:', l D/ • \t I Ft.Ss'." :n , tai` 1.° fIn It' .,it 4\ meq, \ �; �• y � J� it n " V 4, '4 :1 rm A - L, 'D<m ems N . ..,..._ _ .0 - 1111111. lieh c� W n B FfDrt- al 61 0 SD N xi. 71z ti, D —-I • • • • • • • D (I) O � T +, �,cn — C co v a R1 —1 a r� 77 N n 0.,-, =• CCD �• �, k N. CCD -,3 et. 3 ° V1 o K -I cc) ,� to r+: 0 col co fl) N m C n - N Cp 1-1- CD 3, v r+tQ A �. v o N o n CD C u cn 3 ,- -I �D O v CD o m N � � � Q° < a = anIA Q 3 � � o -s n a o O CD o — < N O rt M 3 2D ° °c t/) Ph IU 3 , 3-CD v N T 3 cn c cn O (D o Q N + CD cD� S m co -I .XI + 3 3 CC ro CQ CDD D CD O Q CD G -I C ° 7 CO M CD r+ CD N o rt 0 CL N N n 3 zu O * H in S x.. -0 ' - r O 1J 3 y • • T� > D I 0 ,,,." i I 1 ! ' X ItMS-o (�n1 to ii"• " .' e 93' , , :fir c .. 'v.,o .D p 4 • oc ar.-... `' vg. P n A o O�."" 2 X) d - -A - D N= .o m ; ... .,..o.i.:: .-..,::-.. ,e4 4 c_lov . :: r .: '.''',,4 U)M 5' 0 8 m n 3 11) e-F fD 0 SU N 13 0 rD VI to v, T —' cD cD n D- c r-. n .0 -0 O , -' -- < CU On 3 W cD _ X 11 _ m s n _i fy 0 41) m r CQ ...... CDD N O n 4) s s Nci ,+ cp n D N a) Q _ N N c Cuto N y - <� 3 N D < 3. o • tQ -I c) d n c cD cD (D XJ N m < O (D c C1 O h N O 'y ;j N cD fl- n Q m' Q s rr N v s ft 4B w D M 0 41 O 0) N 0 i 'rr a e,; r : -4i, , : ratt r 't' ,Z ti 1 \I r►7 1 Cry _ . ,i, t 9 • r �t L� , i 4. IY �,,:, I o ,t- -c Cl ; . : r -1 - r: - I - ' I i ____-�' � -,.< ...-110 • I, _. ��JJ i cn n B 11) CD C) 0 V) z El r4. 3 3 A . . O -4 CD O rh O O cD xi CD H O 5' v► O 1.-i > d G.. fl1 =. N pl. 4) 3 •"1C r+ = nC1 co I• r+ CD • O tD n r+ . N O CD. SI) 5. 3; C 3 t3D CD S1 O cD a t .r: e - _ ' . - '- ':. _ dirt. ,-; 4. rn ` 3" o { Ea , . , , - it, ■ Now;� • =D< -:, r ;mom . 0' n 3 a) r-t CD 0 a) z (71 • �- o- XIy fl. O t1 n *. °: o V1 —I `° C n x'O O 0—I) — cn D- o ,< rkt o un-C3 a_a_ tta ,= a, 3 CD v n - N r 3 -0 lnD CD - < o O D O-N h (D 'D-0 � a CD omy O n � 3 .. v_- 3 "-' < C Cu -I A mo X46 EU fl.rF to 3 v 3 O Q N Cr r*. �. r. el IV '< C' m -o 111_0 Nto pp m ° D p a cl) �D ui � � � � l�D � nA A N z o N N Q 3 N 2 rr, CD A C �• to O. H 0 Li' O. N E3 0 3 dY• D (n v► 3 tD p m n .n CO y 3 N d 3• ( n Q N 11... . 0; t . . rlit .,--- --.i- •,. .. . ..... . ,. , 710,e,.. 71.1t f .. .. . ., � • .. n. fi ♦ ^4,':4r :.'', -, i: t '1.:' 11 1 .t+3^ . =k f' Y. ■f 'VP f is rn •:£ a x _ it y �; a °o 0, Q j Q i; y, T �\ �� �J i Y _ I V, ,` d • i.,,ti • = I as Ca. -"•'31i, ,I ..Nl _ 73x, \\ ,d ,< 1r j a," GLI✓ ;mom lir i n B OJ (D GI 0 N A Z co a vA▪P O M L, CD :^ D' CD Na N 3• 0.) D o 0 h m 3 cD 3 CD • o N + `G l,D • t -r 3 7+ r+ 0 D 3G"1 rt• .rD N ti▪t �:' w_. tee.y, c"r .J"or'.QI1T,: n 3 CD 0 0 p:7 Za o) 't d N N CD a � fD 3 N� cD rh rt O. Z • 'it m rh rpt N = r+ N. MO 7 rte+ XJ • -� D �, cD3' 3 �Dcr � rt3NQ . -< < In -s m (D (Dm — vpo I, n N 3 o = - `N° mho m � rtc0 � � 3 FD' ,n a O n 7 p 3 c'*D N E o rtei. 3 to %AA rt. 7' c�D O � � feta) c(D VI c• � p O. S . CO' A .t • M ... �D 3 r• .O+ T MI c C N - 3 -a th 3 M M LD• Cl 7 -I 3 tC �Q r3+ LL Co (rt DD 0O� H rn O O g w J', Q ,..,1,-,"3,....-e-1,,,,..-7 -,.,;, P' .` -.i *- ,' ��` J 1A n ra x ... ) '' --'-' : ....:. d.;.- ' ',,.. .,,,,.,t'i .,..:.i.e,_ '..,:,, t:. '' a. 7 F, :. D n r .., i i s.1. G ,mom 4k., ,. `,' ; J 0 t �, Vit} n B oi (D C) 0 x, zlz ZD <' a) v o ro rTI v. o —Iy' c _4n n n 3'7D 5_, .5. v v 7--13 v .o N r) (0 a° 3� a m � �- cw ° O zN � o� ev a � a '�SD - 2 ID - CD r+ (p tQ D - • es n r N cD (D 3c •+ O n + °' - s-1 Q < - v o. tno D 0O 3 3 rn+ A CDD 3 (D �14 S(D C� o N * (PO CSO (D r+ O X -' o= 73C £ 0 Q ' M O � � o � n N r�r �' OtQ y� � �<v IP 3• G (D �� SX r, �o ' w o CD O 3 O �. � O c ' rl � • °N 5' tom N 33QOONa)(0 v'eF Al !D D << in 3 cy (D cv (D OQ_ Q N m O. 3 3 su rt; CD D N (D o SI CI N O D v h D O O 3 Q (-1- CD s =� 13)N O N 3O ' y k r a 1 1'! ' _ O , + ,�f I .�. 1 4 r *t.potri co- ' * -'. - IT. ittiii:' ''-'441111a, ...,.. --.4( , .. v a 0 X11 °.14 e. aQl '447.1 .,r A. d"s a T 1 ;8 n 1 �`' ..4 . 3 e�+ (D 0 Vf 0 m � DW tD r n p N O ._ cn %.; v � O c CD III � N - v a 0 °� a) N cD G� O a) in— "T)'D -. 5. o- _• —• —• O n O tOi� rt (D <-• CD D N r D n n� `YJ n � 0 rt• (<D C(D 3 o _! O cD -9 5' cc' (D o: m 707, ;-mX1 I O C N cra 'O a) 7 ..trt. . x d F_ i 3 = + 3 3 OR mrCD n FD I of Q. s ., Q ., ''.11111 'Nlir_ _ Ilii I CD 0 1111P "NW 2 A2 2 - fir; , ,,. m m INV 4111 En • • • • • (D fl) iv (/) rt • —, r+ r+ r+ () CD oCD c O ora • r+ r$- O ^ r+ C rl QCFQ V) O- c 3 r 0- (D r+ CmD 0 r N CmD r A O ,� 0 q 5 CD -� 0c1 p (D r+ (D 0M N (D ' -• Q N (D rt r-+ r+ =• O 1:3O- n 70 0- y 0 O- (") = oj CD CD CD mit 0 `� (J) N --1 cc, 16 (n (D r+ CD lag CD e N CT OO CD o m v) -, CI o oQ-( n (DO Q -O r+ O ,7 O - G n • CD n ...) •� o -. o - o � r+ rt --: �, = � 3 �, n) X- (-I- O MO % 5 N fl) (D Q r+ -% rr n 5 o.q CD CD n CD O Q- OJ M -o r+ N :' p •- (D o —I CCD -s. ('1 CD t•-+ m C XI .„ r79 M CD Cl. N r+ N -•o (.7). fl1 O (D gym. 4., 4,- ,... -, ,. 4421. b,""%.1. dr y"• • (• t S• ' ;t • `es n' . _41;• ,, ••,,ie ,. ."‘:;,•i,.. ...... . Iv , ,._. de: ,.. C 0 c CO v D- c 0, c * c v CDCD -7 O D Oro -% C1Q D O cn Dc v -• 0 DDa CD D- - C CD CD 0 rCD �' 0- c 3 a ,--r Q CD `< C1Q (4• -1 0'Q • O Oro, CfQ CD , 0`Q ��/} CD CD _. V) C r-r O ° c — CD ° —i CD CD v 0 C. CD c ° c 0.) tn °°Cra OO cD c � J `G Q _ CD CD � S3O N O a/ D O• n v • •J O 0 r)O � * CD0 — O v --4, = 00� O CD Q) CD r+ E r-r prq -t CD 0 CD -. - CD CD a CSD r+ CJQ CD cn CD 0 o E17)_ v c rCD 2 te.,CD -N. Cn D O + CD o •� O CS CD O- CD E 3 m r+ ,�-r r_-h c 1 CD •J _ • • CDz Xi �+ C x c --t C �nrn a O D- O rn c �m77CD ci)_D- Cl) z O •J CD a mx ni o' D CD x a) 0 -0 -0 > a CD = bj M -c;CD = 0 -C3 0 CD Vf n (D >G O —• = 0 _, -• O CD N r-t- -' r-+ O ) -a m 3 5• (1) ID CD -n r+ D CD CA N SD O M OSA to ° m —• mMm 0_ { nm ,, mm r a z D X CJ r+ O 70 CP C X1 -0 _ CD r+ -. (I) -7 0_ 7D - C 0) N C __ .< 0 CD m r+ (1) CD -0 -• r+ rrt r* u' —• O OOSA O D 0 CD N (D CrA rte+ < cn a) O O O QCD. 7 0- 7300 < a) - (D•lD r+ = O 0_ m m 3x, r-I- � � - O a INN, r) z D Z CD X a) r s • • I— CD • • • * H arl a) CD r+ r+ - m n 0 a) O �• N CD q r = O to pr + V -7) . = CD r--- CD r ( m C:1) � 0 O M CD T -% r--f `< • S 0 rD = N 0 a) rt lD 37:1v /� . co nm o z fD x a) rh O • • • • • a) 0 n -a 70 * > 3 = CD O o -1 CD 0_ < U1 O CD n -' C O O O� O V) (1) -0 -s (D (D —I n 3 (D 0_ wi 0- 2, ED CD a' N p mii -p -' O 1-, Z7 to C no W 1 -' 1--i (D C c Oo O -c N) .. r=1: i c? (D 6 I 7l 0 N n O • O o � O CD m SD O O Zxi - o jnm D 9m7 n a CD X 0 c < O CD CD 11) m • • r • • t-+ m - -. N 0 CW — N ON O C N O N -0 OO N -0 N 0 O cn (D O ; m -0 3 � O O ZDC -o N mm oo r � r� a v z foN Ct\SCADIA WALKERIMACY CONSULTING GROUP RT 2.0 Climate Resilience Goal Setting Introduction Suburban greenfield development in the Metro region and around the United States has typically taken the form of low-density development that requires residents and workers to use cars to efficiently access their jobs and daily needs.All over the country,this suburban land use and transportation pattern has been shown to create the highest carbon emissions per household, contributing to increased climate risks and hazards especially impacting frontline communities.' Low-density, residential greenfield development requires more material use,energy use, and natural system impacts per capita than more dense development.2 In 2019,the community of Tigard emitted a total of 571,164 tons of emissions.'Total emissions in Tigard will likely increase by 2035 without significant changes to development patterns, with a main factor being high vehicle miles travelled per person. In the context of a changing climate and increasing hazards, Tigard community members are concerned about the lack of services and resources for resilience in suburban residential areas, as well as increasing hazards and rising costs. In response to these significant impacts and concerns, the City of Tigard aims to transcend the typical suburban development model with an innovative, carbon-responsible, and equity-centered approach to the development of River Terrace 2.0. This document is a first draft of Task 3.B Climate Resilience Goal Setting of the River Terrace 2.0 Community Plan.The intent is to offer a tangible and relatively detailed proposed vision and working goals for input and further shaping by Element teams and the City of Tigard.To inform this work, Cascadia Consulting Group, in collaboration with Walker Macy, completed a climate background review and policy audit to understand existing climate-related goals and policies.We also compared Tigard's existing goals to community input and established best practices. Ultimately,the RT 2.0 Climate Team (Walker Macy and Cascadia), in collaboration with other Element teams,will present the City with an "Equitable, Climate Resilient Community Plan"which will include a climate vision,goals, and recommended climate policies, objectives, and strategies, integrated within the detailed elements of the RT2.0 Community Plan. 'Jones,C.,&Kammen,D. M.(2014).Spatial Distribution of U.S. Household Carbon Footprints Reveals Suburbanization Undermines Greenhouse Gas Benefits of Urban Population Density. Environmental Science&Technology,48(2),895- 902. doi:10.1021/es4034364 and shown on maps here: https://coolclimate.berkeley.edu/maps 2 Tomer et al.(2021). Brookings Institute. https://www.brookings.edu/articles/we-cant-beat-the-climate-crisis-without- rethinking-land-use/#:—:text=Metropolitan%20America%20has,or%20forest%20fires. 3 Tigard Climate Action Report. (2022). Climate Action Report 2022(tigar_d-or.gov) Cascadia Consulting Group, Inc. I Seattle,WA I Oakland,CA I www.cascadiaconsulting.com C CASCADIA CONSULTING GROUP Table of Contents RT 2.0 Climate Resilience Goal Setting 1 Introduction 1 Vision 2 Housing and Development 4 Transportation 8 Water Systems 12 Parks 15 Natural Systems 18 Vision ORIGINAL RT2.0 CONCEPT PLAN VISION "RT2.0 is a neighborhood for everyone and a complete community. It offers housing opportunities to the full diversity of Tigard's families and households. This community is made complete by providing space for small businesses and a thriving economy, a variety of housing options, and accessible parks and open spaces. The transportation system treats all modes equally, with walking and biking trails throughout the community, a road system that emphasizes safety and regional access, and a development pattern that supports an efficient public transit system. Public spaces and parks offer places for the community to gather. Natural areas are protected and enhanced to emphasize habitats and scenic views. Public utilities are designed to maximize cost-efficiency and long-term fiscal sustainability. The costs of necessary infrastructure are shared in an equitable manner." RT2.0 COMMUNITY PLAN CLIMATE RESILIENCE VISION Building off the original concept,the Community Plan Climate Resilience Vision strengthens the original attention to climate and equity, and emphasizes specific features that reduce GHG emissions, improves climate resiliency, and contribute to climate equity.This is in response to evolving regional and state priorities and from community input. As a medium density, mixed-use, mixed-income, and complete community home to over 4,000+ households and a range of businesses and amenities, RT2.0 is a model of innovative carbon-responsible, climate resilient, and equity-focused development,to both reduce greenhouse gas emissions and build resilience in anticipation of increasing extreme weather and climate change hazards.The built environment and infrastructure of RT2.0 enable residents and workers to live low-carbon, healthy, and resilient lives. Key features include: a range of housing types; efficient use of land; housing affordable to low-income residents,first-time home buyers, and seniors; resource-efficient design, construction, heating/cooling, and Cascadia Consulting Group, Inc. I Seattle,WA I Oakland, CA I www.cascadiaconsulting.com RT 2.0 Climate Resilience Goal Setting maintenance;the use of renewable energy resources; easy and safe access to local destinations using non- motorized transportation modes like walking and biking within 15-minute complete neighborhoods; equitable access to services and parks; stewardship of natural systems and water systems; and cost- effective financing of public infrastructure that is designed with climate resilience and low-cost maintenance at the forefront. RT 2.0 responds to regional and local housing needs,with at least half of the housing affordable to households making less than 80%of the Area Median Income. Residents and workers enjoy accessible, well-connected parks,trails, and open spaces and visible natural systems, an interconnected street grid which enables access to weekly needs within a 10-minute walk or roll, and walkable commercial corridors that offer spaces for independent and small businesses, including green-focused businesses.The transportation system prioritizes accessible, healthy, low-emissions, and low-cost transportation options, with Complete Streets and development patterns that support an efficient public transit system. Public spaces and parks offer places for the community to gather and to access cooling, shade, and respite from extreme heat. Natural areas are protected and enhanced to emphasize air and water quality, climate resilience, habitats, public access by walking or biking, recreational opportunities like fishing and swimming, and scenic views. Buildings, public infrastructure, and utilities are funded equitably and designed to maximize efficiency, resilience to extreme weather, and long-term fiscal sustainability. CASCADIA Cascadia Consulting Group, Inc. and Walker Macy 13 RT 2.0 Climate Resilience Goal Setting Housing and Development WHY THIS MATTERS Historic suburban housing and development patterns,with large detached single-family houses and segregated land uses, have trapped residents and businesses into carbon-intensive lifestyles and exacerbated climate change impacts such as increases in heat and flooding,with risks unevenly distributed.4 Together, buildings and transportation (including people using personal vehicles to meet daily needs)comprise 85%of Tigard's greenhouse gas emissions, and buildings are responsible for over 40%of Tigard's energy uses Existing Tigard Policies That Support Bold Action Overall:Tigard's policies have historically encouraged low density, segregated use suburban development, though recent policy changes encourage compact urban form and higher densities, green buildings, and a range of housing types. • Tigard Climate Action Report"Changes to urban form and building energy efficiency will need to be a significant element of Tigard's decarbonization pathway." Urban Form&Buildings,Action 1:Increase the density of Tigard's new dwellings by shifting 80-90%of expected new, single-family homes to be duplexes.After 2028, all new buildings meet Passive House Standard(15 kWh/sq yd). • Comprehensive Plan, Housing Element: Identifies the need for over 7,400 new units in Tigard by 2040, especially a need for less expensive ownership units and rental units. Goal 10.2 Maintain a high level of residential livability. Policy5. The City shall encourage housing that supports sustainable development patterns and climate change preparedness and mitigation by promoting the efficient use of land, conservation of natural resources, easy access to public transit and other efficient modes of transportation, easy access to services and parks, resource efficient design and construction, and the use of renewable energy resources. • Tigard RT2.0 Concept Plan calls for modest density and mixed uses,which can be strengthened, and connected with green building,energy efficiency and renewable energy measures,to ensure the best climate responsible development. Tigard Community Support for Bold Action Climate Action Tigard (CAT) participants want RT2.0 to counter a broken development model,which on its own is likely to produce higher priced housing that is less dense and therefore less energy efficient. Additionally,typical dense apartment developments are unlikely to be electrified since tenants, not developers, pay the monthly utility bills.They also noted that in RT2.0, integrated residential and commercial areas will be critical to ensuring residents can meet their needs without a car and that design should focus on walkable commercial that is oriented to the sidewalk. (CAT Listening Session, 6/2024) 4 U.S.Global Change Research Program. Built Environment, Urban Systems,and Cities.Accessed August 28,2024 at www._gtoba lc h a nge.gov_ s Tigard Climate Action Report.Accessed August 28,2024 at hts //www.tigard- or gov/homa/showpublisheddocument/3043/63803.4891739570000 rNASCADIA Cascadia Consulting Group, Inc. and Walker Macy 14 os« aoo RT 2.0 Climate Resilience Goal Setting OVERALL GOAL As a medium-density, affordable, and complete mixed use neighborhood, RT2.0 fosters land use and development patterns that maximize land and resource efficiency. Carbon-responsible construction and development techniques, like passive heating and cooling,shared walls and ceilings/floors, and smaller unit sizes per person, reduce energy use and greenhouse gas emissions, enable homes and businesses to withstand weather extremes, improve social cohesion by bringing services to neighborhoods, and contribute to affordability and equity, as shown below. PRIORITY ACTIONS Note:Priority actions for Transportation, Parks, and Natural Systems intersect with Housing&Development priority actions. Familiarizing with other element priority actions is recommended. cCASCADIA Cascadia Consulting Group, Inc. and Walker Macy 15 RT 2.0 Climate Resilience Goal Setting Table 1 also indicates where Housing&Development actions are relevant for other elements. • Zone for and incentivize medium density residential development(at minimum 20 units per net acre with higher density in mixed use nodes and along main street corridors), maximizing walkability and transit service potential and enabling over 4,500 new housing units to help meet regional housing needs. • Zone for three dense (well above the 20 units/net acre minimum) mixed-use nodes or main streets. • Incentivize or support commercial uses that prioritize businesses focused on daily goods and services for RT2.0 residents, support emerging small businesses with green practices, and serve as resiliency hubs. • Use development and zoning standards to incentivize a range of climate-resilient housing sizes and types at affordable price points that enable residents making<80%of Area Median Income to live in a walkable neighborhood in RT2.0. • Incentivize electrification,energy efficiency, and climate-friendly and carbon-responsible building techniques like passive heating and cooling, shared walls, high-efficiency envelopes, and zero- emissions climate control system,while disincentivizing natural gas hookups. • Promote microgrid renewable and shared energy opportunities for neighborhood resiliency at key locations. • Locate parking and automobile infrastructure away from the street and public view as much as possible,while prioritizing space for high-quality, permanent transit stations. • Integrate green infrastructure and shade and maintain flexibility for future infill development. '.CASCADIA Cascadia Consulting Group, Inc. and Walker Macy j 6 RT 2.0 Climate Resilience Goal Setting Table 1:Housing and Development: More specific strategies/techniques and their multiple benefits Potential Strategy Reduces Emissions Climate Resilience Affordability/ Equity/ Health&Well-being DEVELOPMENT&LAND USE Medium density(20 Reduces VMT both Enables walking&low Lowers transportation units/acre minimum)with internally and carbon modes of costs higher densities in nodes externally transportation 15-minute neighborhood Enables walking& Enables walking and other Businesses can share with three walkable mixed- low-carbon modes of low-cost modes; mixed resources,enhancing use nodes&corridors(e.g. transportation use centers can serve as social cohesion; lowers Scholls Ferry, Roy Rogers) resiliency hubs transportation costs; enables carless residents to meet daily needs Reduced emphasis on Encourages non-driving Reduces urban heat island Benefits health,well- parking in terms of land modes; reduces VMT; effect; better water being,and aesthetics devoted to parking, carbon sequestration infiltration and driveways,and other urban management;reduced design(TR) flooding Orient dense development Enables walking& Cooling benefits for Provides access to nature to provide access to parks, low-carbon modes of residents living in smaller for lower-income natural spaces,trails,and transportation units residents transit(P,NS,TR) HOUSING&COMMERCIAL BUILDINGS Diversity of housing options Reduces VMT Enables lower income Enables lower income (design,materials,sizes, residents to access high- residents to access high- types,prices)with relevant quality neighborhoods quality neighborhoods and energy efficiency reduces travel time to jobs measures-at block and and services node scale Multi-unit and/or attached Less thermal energy Less thermal energy loss; Lower rental/ownership housing/buildings with loss; reduces energy social cohesion benefits costs; lower energy bills shared walls and/or use ceilings/floors Single stair lay-outs Increased building More diversity of building material and energy and unit types;possible efficiency affordability gains Provide retail-ready Sharing of resources Social cohesion benefits; Opportunities for small commercial incubator reduces energy and potential resiliency hub and BIPOC-owned spaces esp.for green materials use functions businesses businesses Storage for e-bikes and Encourages non-driving Provides more Lowers transportation other personal modes transportation options cost and improves micromobility devices convenience for carless residents Low-impact and resilient Reduces carbon- Reduces urban heat island Provides cooling and flood site development(pervious intensive material use effect,improves urban resilience benefits for all (e.g. concrete) flooding resilience residents �CASCADIA Cascadia Consulting Group, Inc. and Walker Macy j :1 RT 2.0 Climate Resilience Goal Setting Potential Strategy Reduces Emissions Climate Resilience Affordability/Equity/ Health&Well-being paving/surfaces,tree canopy,resilient plantings) Parking maximums/shared Encourages non-driving Reduces urban heat island Improves experience and parking modes; reduces VMT effect comfort for non-driving modes ENERGY/BUILDING ENVELOPE Passive heating/cooling Less thermal energy Indoor air quality benefits; Lower energy bills and other green building loss; Reduces energy Less thermal energy loss techniques(high efficiency use doors,windows) Materials with low Reduces embodied and Indoor air quality benefits Potential for reduced embodied carbon and high life cycle carbon; building/housing costs sequestration(modular, sequesters carbon CLT) Sustainable roof systems Less thermal energy Lowers energy bills (cool roof,green roof) loss; Reduces energy use EV charging stations-for Reduces use of fossil Send power to grid and Addresses transit deserts; scooters,bikes and fuels offer back-up storage lower costs in long-term vehicles-on private properties and at public/shared locations like bus stops,main streets, mobility hubs,and parking garages(TR) Zero emissions systems(air High efficiency and Buffers from increasingly Lowers energy bills; indoor and ground source heat impact; reduces expensive and air quality benefits exchange) methane emissions unpredictable fossil fuel and leak risks supplies Microgrid technology(solar, Renewable sources Localized resilience during Higher cost upfront, but wind,storage) replace fossil fuels power outages lower long-term energy bills CL�SCADIA Cascadia Consulting Group, Inc. and Walker Macy 5 RT 2.0 Climate Resilience Goal Setting Transportation WHY THIS MATTERS Dependence on cars, limited public transit options, and aging transportation infrastructure has resulted in mobility disparities and inefficiencies, increased traffic congestion, and high greenhouse gas emission. Transportation is the largest source of emissions in the U.S. and in Tigard, making up over 40%of the city's emissions. 6 Climate change and extreme weather pose increasing risks to transportation assets and human safety,disproportionately affecting socially vulnerable populations.' Meanwhile,Tigard community members want healthy and safe alternatives to driving. Existing Tigard policies that support bold action Overall:Tigard's policies have historically prioritized drive-alone travel, but recent policies promote transit and active transportation for all, as well as electrification of transportation. • Tigard Climate Action Report, Transportation,Action 9:Increase the combined transit and active transportation mode share to 20%of all trips taken by 2035.Action 12:Electrify personal and light- duty commercial vehicles such that by 2025, 30%of new vehicles purchased are electric, rising to 90%by2030, and to 100%by2035.Action 13:By2025, ensure that 10%of all new medium and heavy-duty commercial vehicles purchased produce zero emissions(meaning they are replaced with electric or hydrogen models). By2030, this should rise to 90%of new vehicle sales, and to 100%by 2035. • Tigard Transportation System Plan. Charts a roadmap for providing equitable mobility in our community over the next 20 years.Transportation Goals: Plan outlines six goals to provide a safe, comfortable,and connected transportation system for all users, support environmental and community health, improve quality of life, and create livable, economically vibrant neighborhoods. • River Terrace 2.0 Concept Plan. The planned street network for River Terrace 2.0 is designed to be highly connected and provide options for internal and external connections... Part of the transportation system includes planned trails. (pp 12-13) Tigard community support for bold action Climate Action Tigard participants called for a complete network of protected bike lanes, safe and comfortable paths and regional trails for all ages and abilities, housing integrated with multi-use trails, walkable commercial areas, and micromobility options.The community also supports solutions for reducing car infrastructure, providing frequent, efficient, and effective transit service,and on-demand transit options. OVERALL GOAL To reduce Vehicle Miles Travelled per person/households, alongside GHG emissions and transportation- related costs, RT2.0 will have a well-connected active transportation network that enables residents and workers of all ages, abilities, and socioeconomic backgrounds to safely use healthy, low-cost, and low- 6 Tigard Climate Action Report.Accessed August 28, 2024 at https //www.tigard- or.gov/home/showpublsheddocument/3043/638034891739570.000 'U.S.Global Change Research Program.Transportation.Accessed August 28,2024 at wwwglobalchange.gov CASCADIA Cascadia Consulting Group, Inc. and Walker Macy l 9 RT 2.0 Climate Resilience Goal Setting emission transportation modes.Transportation infrastructure will be electrified where relevant, built to be climate-resilient,and support modes such as biking,walking, and transit so residents can access jobs, schools, essential services, and regional networks in comfort and safety without needing a personal vehicle as much as possible. PRIORITY ACTIONS Note:Priority actions for Housing&Development, Parks, Water Systems, and Natural Systems intersect with Transportation priority actions. Familiarizing with other element priority actions is recommended. i �CASCADIA Cascadia Consulting Group, Inc. and Walker Macy 110 RT 2.0 Climate Resilience Goal Setting Table 2 also indicates where Transportation actions are relevant for other elements. • Prioritize and design transportation infrastructure, including complete streets, protected bike lanes, off- street paths, sidewalks, and safe routes to schools/safe school bus drop-off sites around the safety, comfort, and connectivity of low-carbon, non-drive alone modes like walking, rolling, and biking for all ages and abilities. • In mixed-use centers, destinations, and gathering places within residential areas, design streets to function as spaces for people and plan for temporary low-or no-car spaces for programming and events, permanent emission-free zones, and curb management strategies. • Connect walking/rolling/biking/transit networks within RT2.0 to the existing and planned regional network of low-carbon transportation routes and to recreational amenities like parks and the river. • Ensure supportive land use and a connected street grid, in collaboration with TriMet,to produce frequent, efficient, and fiscally sustainable transit service, making transit an attractive and competitive form of transportation within RT2.0 and to regional destinations. • Incentivize and prioritize space for EV charging and low-cost micromobility share programs on private properties and at public/shared locations like commercial nodes/centers and parks. • Mitigate the impacts of existing car-oriented infrastructure outside and adjacent to the study area (e.g. Roy Rogers Rd.)through alternative routes, buffering, safe crossings, and traffic calming. • Reduce overall paved surface devoted to sole use by automobiles by consolidating driveways, reducing street widths and parking lots, and utilizing pervious and other alternative surfaces. • Provide climate-resilient landscapes that mitigate urban heat islands in the right-of-way, including green infrastructure and trees. • Minimize harmful impacts to natural systems by avoiding crossing creeks and bisecting habitat areas with vehicular streets. • Consider disaster resiliency in transportation network planning, including walkability to central services during disasters and marked evacuation routes. fCASCADIA Cascadia Consulting Group, Inc. and Walker Macy 111 RT 2.0 Climate Resilience Goal Setting Table 2:Transportation:More specific strategies/techniques and their multiple benefits Potential Strategy Reduces Climate Affordability/Equity/ Emissions Resilience Health&Well-being NETWORK and LAND USE Screen network alternatives to avoid Supports Reduces urban heat Benefits health,well-being, impacting rivers,habitats,significant sequestration island effect and aesthetics trees and more Reduced emphasis on parking in terms Encourages non- Reduces urban heat Encourages more social of land devoted and urban design(HD) driving modes; island effect connections reduces VMT Reduce overall impervious surface and Reduced Reduces street Reduces urban heat island use permeable materials(NS) concrete flooding and erosion; effects on nearby residents manufacture and reduces urban heat maintenance island Access management to reduce Supports walking Increases safety for those driveways crossing ped/bike and low-carbon without a personal vehicle, movement modes improves accessibility. Reduce street widths(NS) Supports walking Reduces street Can lead to slower vehicle and low-carbon flooding and erosion; speeds and reduce crash modes reduces urban heat risks. island; provides more space for vegetation. NON-DRIVING MODES Complete streets,designed for low Prioritizes walking Enables walking and Improved quality of life for volumes and slow speeds and low-carbon other healthy,tow- those without a personal modes of cost modes vehicle, residents who are transportation disabled, cost-burdened, elderly,or youth Sidewalks,protected bike lanes,off- Prioritizes walking Enables walking and Enable access to"climate street paths,greenways,and trails with and low-carbon other healthy, low- havens"like parks and markers and signage,and attention to modes of cost modes river views and access(P) transportation Public transit systems(bus,rail,on- Prioritizes walking Enables walking and Enable access to "climate demand networks) and low-carbon other healthy,low- havens"like parks and modes of cost modes river transportation Safe Routes to Schools and safe school Reduces VMT and Enables walking and Early exposure to active bus pick-off/drop-off zones reliance on other healthy,low- transportation and personal vehicles cost modes by education benefits; children reduces transportation costs for families with kids Micromobility,micro transit systems Reduces VMT and Improves mobility Early exposure to active and emerging technologies reliance on and connectivity; transportation and personal vehicles access to jobs and education benefits; services reduces transportation costs for families with kids Ensure safe crossing of existing car- Supports walking Improves public safety oriented streets,e.g.Roy Rogers,with and low-carbon wide crosswalks,signal timing, etc. modes CASCADIA Cascadia Consulting Group, Inc. and Walker Macy 1 12 RT 2.0 Climate Resilience Goal Setting Potential Strategy Reduces Climate Affordability/Equity/ Emissions Resilience Health&Well-being LOW EMISSIONS AND ELECTRIFICATION Low-and no-emission zones Reduces use of Air quality benefits for fossil fuels health and wellbeing Low-or no-car zones(temporary and Reduces use of Enables walking and Improved air quality; permanent),e.g.parklets,woonerfs fossil fuels other healthy, low- community connectivity; cost modes quality of life EV charging stations-for scooters, Reduces use of Vehicle to grid Addresses transit deserts; bikes and vehicles-on private fossil fuels technologies can EVs are lower cost in fuel properties and at public/shared send power back to and maintenance in long- locations like consolidated parking home or grid and term areas,near main streets,mobility offer back-up hubs,and parking garages storage GREEN/RESILIENT INFRASTRUCTURE Healthy and climate resilient Local/regional Reduces urban heat Air quality,cooling, health vegetation,including street trees, sourcing reduces island;provides &quality of life benefits; regionally sourced where feasible use of fossil fuels; habitat enhances sense of place supports and community pride sequestration Heat and flood-resilient road materials Improves Reduced heat and flood including permeable pavement(NS) infrastructure impact on public health resilience to climate and well-being, especially impacts; reduces for communities most urban heat island affected by extreme heat Emergency evacuation hubs,routes, Prepares and informs Improved community and signage community on preparedness and climate impacts connectivity CASCADIA Cascadia Consulting Group, Inc. and Walker Macy 1 13 RT 2.0 Climate Resilience Goal Setting Water Systems WHY THIS MATTERS Climate change is leading to profound changes in the water cycle, increasing the risk of flooding, drought, and degraded water supplies for people, businesses, and ecosystems.' Impacts to water quantity and quality will disproportionately impact frontline communities. Meanwhile, stormwater run-off has already caused damage elsewhere in the Bull Mountain area. In RT2.0,with a higher development density, unique river and creek assets(notably the Tualatin River), some steep and erodible areas, and some infiltration limitations, sustainable water systems management is critical for its long-term climate resilience. Existing Tigard policies that support bold action Tigard adopted its current Stormwater Master Plan in 2017(the first in 30 years),which identifies key concerns and prioritizes specific actions.As a new neighborhood, RT2.0 has the opportunity to plan proactively to avoid past concerns and adapt to the context of the changing climate. Stormwater management in this area will follow the same standards used for River Terrace 1.0,which is generally a more stringent standard than the baseline requirements per Clean Water Services. Regional facilities will be co-located with established wetlands where appropriate and will be designed to also serve as community amenities. (R2.0 Concept Plan, p. 12) River Terrace 1.0 initiated new stormwater standards to better control downstream flooding and erosion and provide the community with additional amenities in the form of wildlife habitat and/or educational and recreational facilities. RT2.0 has an opportunity to expand upon these. Tigard community support for bold action Climate Action Tigard participants emphasized that access to water will be a top community demand in the future. OVERALL GOAL RT2.0 water, sanitation, and stormwater systems prioritize the maintenance and renewal of the Tualatin watershed in a changing climate with more intense storms and extended droughts, efficient and low-cost operations, and affordable, high-quality,and sufficient water for users, especially low-income businesses and residents.Techniques like energy-efficient pump stations,water-efficient appliances, and on-site water management reduce energy use and greenhouse gas emissions, are more resilient to climate impacts like droughts and intense storms/flood events, and contribute to affordability and equity through reduced ongoing costs. 8 Water(globalchange.gov) c—‘ Cascadia Consulting Group, Inc. and Walker Macy I 14 RT 2.0 Climate Resilience Goal Setting PRIORITY ACTIONS Note:Priority actions for Transportation, Parks, and Natural Systems intersect with Water Systems priority actions. Familiarizing with other element priority actions is recommended. Table 3 also indicates where Water Systems actions are relevant for other elements. • Reduce impervious surfaces by minimizing street width and parking areas and promote the use of permeable paving materials. • Buffer and enhance creeks as Resilient Stream Corridors to support stormwater collection & management and reduce impacts of flood events. • Utilize on-site stormwater management like catchment and swales and where feasible and promote green rather than gray stormwater infrastructure. • Integrate drought and flood-resistant vegetation into rights-of-way and landscaping on public and private properties. • Maximize resiliency of pump stations and water treatment facilities, by locating out of floodways, elevating electrical systems, using renewable energy, and building in redundancies. • Site stormwater treatment facilities and other water infrastructure with attention to natural systems (e.g. co-located with wetlands)and to function as community amenities(e.g.with walking paths). • Utilize purple pipes for re-using water for irrigation. Table 3:Water Systems: More specific strategies/techniques and their multiple benefits Potential Strategy Reduces Emissions Climate Resilience Affordability/Equity/ Health&Well-being Reduce overall Reduced concrete Reduces street flooding Reduces urban heat island impervious surface and manufacture and and erosion;reduces effects on nearby use permeable maintenance urban heat island residents materials Reduce street widths Reduced concrete "plus more space for Can lead to slower vehicle manufacture and vegetation. speeds and reduce crash maintenance risks. Review design storm Reduced concrete Adds resilience to the Reduces long-term cost of selection to manage the manufacture and stormwater management upgrading system storms of the future maintenance system Promote Resilient Modest sequestration Dissipates energy from Equitable distribution can Stream Corridors and potential from additional flood events;improves provide benefits like buffers(NS) vegetation ecosystem function recreation and biodiversity Employ renewable Fossil-fuel free energy Stations can have Improves air quality energy at stormwater redundancy features built facilities in for resilience during high water use events On-site stormwater Reduces street flooding Equitable distribution can management(swales, and erosion provide benefits like catchment systems) beauty and biodiversity; Reduces stormwater bills ', CASCADIA Cascadia Consulting Group, Inc. and Walker Macy 1 15 RT 2.0 Climate Resilience Goal Setting Potential Strategy Reduces Emissions Climate Resilience Affordability/Equity/ Health&Well-being Co-locate stormwater Reduced concrete Improves water quality Equitable distribution can facilities with wetlands manufacture and and water conservation; provide benefits like &other natural areas maintenance; Modest reduces street flooding recreation and biodiversity (NS) sequestration potential from and erosion additional vegetation Prioritize flood and Modest sequestration Improves water quality Beautification and positive drought-resistant potential from additional and water conservation; impacts for nearby vegetation(NS) vegetation reduces street flooding residents and erosion Monitor pipes for breaks Reduces energy use through Reduces breaks and leaks Reduces water bills and leaks water conservation and and reduces water efficiency wastage Water-wise measures Reduces energy use Enhances user comfort; Reduces water bills e.g.aerators,pipe (especially related to use of reduces water wastage insulation,high- water that is heated or efficiency appliances cooled) and toilets,drought- resistant landscaping Purple pipes for Reduces energy Reduces potable water Can reduce potable water recycling water or consumption through water use and cost for irrigation costs for water used for stormwater capture for conservation irrigation possible reuse Employ renewable Fossil-fuel free energy Enhances resilience to Can lower costs to users energy at pump stations outages (1 existing,2 proposed) Prioritize redundancy Mitigates flood impacts; and locate electrical ensures continued wisely(e.g.out of flood operations during extreme areas)at pump stations events '5CASCADIA Cascadia Consulting Group, Inc. and Walker Macy 1 16 RT 2.0 Climate Resilience Goal Setting Parks WHY THIS MATTERS Limited green space and an unequal distribution of parks has resulted in underserved communities without access to critical green spaces, exacerbating social and environmental inequities in cities. Improved park and green space access will promote active transportation in Tigard, decreasing the need for car-dependent travel and improving health and quality of life for residents. Parks and nature-based infrastructure will also mitigate heat impacts, improve stormwater management, support biodiversity, and sequester carbon. In Tigard, "climate havens"with water and green space access, such as Cook Park,will be more in-demand in the future as the region experiences more hot days and periods of lower air quality. Parks and trails will provide connections between main street corridors, neighborhoods, open spaces, and adjacent existing or planned regional trails(River Terrace Trail,for example)to improve mobility and quality of life for Tigard residents. Existing Tigard policies that support bold action • Tigard Parks System Plan.While"climate" is not explicit in the plan,the Plan calls for climate resilient actions, including a high-level goal that all Tigard residents should be within a 10-minute walk from an accessible and high-quality park. The Plan also Calles for stewardship of natural areas and native species. • RT2.0 Concept Plan calls for the neighborhood to have recreational as well as connecting trails, as well as community, neighborhood and linear parks. Tigard community support for bold action Tigard Climate Action Team participants emphasized the need for more"climate havens"such as Cook Park. OVERALL GOAL All residents of RT2.0, especially those living in multi-family units and denser areas,will be within a 10- minute safe,comfortable walk of at least one accessible, climate resilient, habitat-friendly, and high-quality park or recreation space and to an inter-connected multi-use trail network. Parks and trails are connected to the broader active transportation system, making travel without a vehicle feasible and efficient. PRIORITY ACTIONS Note:Priority actions for Housing&Development, Transportation, Water Systems, and Natural Systems intersect with Parks priority actions. Familiarizing with other element priority actions is recommended. Table 4 also indicates where Parks actions are relevant for other elements. • Ensure equitable access to parks so that all residents-especially those living in higher density areas with less private yard space-are within a 10-minute safe walk of a park. • Connect parks within RT2.0 to regional trails and park and open space systems, both existing and planned. • Design parks to serve as"climate havens"that incorporate access to water, healthy ecosystems, shade, and trees,with specifics depending on park type and ensuring a range across RT2.0. c.CASCADIA Cascadia Consulting Group, Inc. and Walker Macy 1 17 RT 2.0 Climate Resilience Goal Setting • Prioritize park acquisition based on locations of significant natural resources,existing or with high restoration potential, including aquatic areas, tree groves, and wetlands to support healthy ecosystems and communities and integrate gathering, social activity, and public access to nature. • Provide public spaces/parks in mixed-use centers that support gatherings, events, and community activities. • Incorporate native and drought-friendly landscaping and other green park features, like agriculture, energy efficient lighting,food forests, pervious surfaces, into park design and maintenance planning to increase habitat and reduce watering and weeding needs. Table 4: Parks: More specific strategies/techniques and their multiple benefits Potential Strategy Reduces Climate Resilience Affordability/Equity/ Emissions Health&Well-being PARK SITING AND DESIGN Connectivity with trails, Encourages park use Encourages use of climate Improved mobility and bike routes, sidewalks, and active havens;extreme heat relief public health and transit(TR) transportation Equitable park access and " Reduces urban heat island Reduces green space distribution-10-min walk and flooding; social access disparities or less especially within cohesion benefits multi-family,dense areas (H D) Accessible,culturally Encourages active Encourages use of climate Improved quality of life responsive,and universal transportation and havens/extreme heat relief; for vulnerable park design complete promotes social cohesion populations(I.e. people neighborhoods with disabilities); promotes social cohesion Range of parks(linear Carbon Reduces flooding and Improved quality of life, parks/trails,pocket parks, sequestration erosion; reduces urban heat health etc.) (TR) island Co-locate parks with or Carbon More effective long-term Provides more near natural areas sequestration protection of healthy natural opportunities and (forests, riparian areas, systems access to develop wetlands)(NS) connections to nature PARK AMENITIES AND INFRASTRUCTURE Reduce impervious Carbon Reduces street flooding and Improved air quality and surfaces through pervious sequestration erosion; reduces urban heat reduced heat impacts materials,shared parking, island on health etc.(TR) Parks and community Reduces urban heat island; " facilities as resilience promotes health hubs and/or"climate havens"with access to trees,shade and water (H D) �CASCADIA Cascadia Consulting Group, Inc. and Walker Macy YE osr �Ra�P RT 2.0 Climate Resilience Goal Setting Potential Strategy Reduces Climate Resilience Affordability/Equity/ Emissions Health&Well-being Energy efficient lighting Energy efficiency Encourages use of climate Improved public safety havens/extreme heat relief Native,habitat-friendly Carbon Reduces street flooding and Improved quality of life; and/or drought-tolerant sequestration erosion; reduces urban heat public health benefits landscapes for low-cost island;lower water use and maintenance weeding/mowing needs; attracts pollinators Community/urban Conserves good Urban cooling and Improves food security, agriculture sites like food agricultural soil, biodiversity;local food health;preserves forests,farms,and Carbon access memories and community gardens sequestration; connections to place promotes local food Preserved/restored Well-managed riparian areas " habitat and natural can serve as buffers/fire feature interaction(NS) breaks Micromobility docking and Reduced driving to Enhances accessibility charging stations(TR) parks CASCADIA Cascadia Consulting Group, Inc. and Walker Macy 1 19 RT 2.0 Climate Resilience Goal Setting Natural Systems WHY THIS MATTERS The well-being of Tigard businesses and residents depends on natural and managed ecosystems,which provide crucial functions and resources like clean water and air, healthy soils and nutrients for food production, and other supplies and services. However, ecosystems in Tigard are increasingly facing climate impacts such as flooding, extreme heat, and wildfire events that can result in reduced biodiversity and diminished ecosystem services.As a new neighborhood with important existing natural systems like habitat areas, historical farmlands, rivers and creeks, and white oak groves, as well as unique scenic vistas and river access, RT2.0 can protect and steward natural systems and integrate low-impact development that promotes climate resiliency and offers residents opportunities to recreate and connect with nature. Existing Tigard policies that support bold action • Tigard Climate Action Report identifies tree-planting initiatives and increasing and protecting wetlands and other ecosystems as actions that naturally sequester CO2 and key municipal climate actions.Action 16:Beginning in 2023,plant and maintain 7,000 trees/year within Tigard, such that by2035 there are at least 91,000 more(and by2050, 189,000 more)healthy trees than there were in 2019. • RT2.0 Concept Plan Vision Statement: "Natural areas are protected and enhanced to emphasize habitats and scenic views." Neighborhood&Housing Guiding Principles:Neighborhoods are designed to thoughtfully incorporate adjacent natural areas and commercial centers. Natural Resources Guiding Principles:Natural resources are protected and enhanced to the maximum extent practicable;Habitat corridors are maintained to support wildlife ranging and migration patterns;and open stream channels and wetlands are preserved and protected from impacts of development to the maximum extent possible Tigard community support for bold action Climate Action Tigard participants urge RT2.0 to build on existing successful spaces, like Derry Dell Creek recreation area,which is a gathering place and a place to connect with nature. Key City staff also emphasized the importance of integrating access to the river, natural areas, and community gardens. (At staff listening session, 2024) OVERALL GOAL Natural systems in RT2.0--including air,fish and wildlife habitat,floodplains,food-producing lands, rivers and streams,trees and tree groves (such as white oak), and wetlands--are identified, protected and stewarded with attention to carbon sequestration and adapting to climate change impacts like drier summers, hotter temperatures, and more intense rainfall events. Natural systems management strategies like low-impact development and planting and maintenance of climate-resilient trees offer residents multiple benefits including natural beauty, mitigation of risks from flooding,shade and cooling during hot weather events, and the ability to bird,fish, swim,and appreciate nature in the area. CASCADIA Cascadia Consulting Group, Inc. and Walker Macy 120 RT 2.0 Climate Resilience Goal Setting PRIORITY ACTIONS Note:Priority actions for Housing&Development, Water Systems, and Parks intersect with Natural Systems priority actions. Familiarizing with other element priority actions is recommended. Table 5 also indicates where Natural Systems actions are relevant for other elements. • Preserve existing and emergent high-value habitats and natural systems, including forests, wetlands, streams and rivers, specimen trees and groves, and other natural features,within planning for parks, streets, and other land uses. • Provide generous buffers around habitat corridors, prime agricultural lands,wetlands, and other natural areas,while creating open and public edges to these features. • Integrate development thoughtfully into the unique landscape to embrace, protect, and enhance the health, habitat, and water quality of creeks and streams that drain to the Tualatin River. • Require low-impact and habitat-friendly development techniques, like cluster development, green stormwater infrastructure, and downlighting,throughout RT2.0. • Protect,expand,and maintain tree canopy within rights-of-way and on public and private lands to improve air quality, habitat, and mitigate the urban heat island effect. • Promote the use of native, climate-resilient plants in landscaping on private and public lands to support wildlife, reduce water usage, and increase ecosystem resilience. • Conduct ongoing restoration and management of natural areas to remove invasives, improve habitat, and increase wildfire resilience. • Create monitoring systems to track changes in local ecosystems,water resources, and wildlife populations to inform adaptive management strategies. CASCADIA Cascadia Consulting Group, Inc. and Walker Macy 121 RT 2.0 Climate Resilience Goal Setting Table 5:Natural Areas: More specific strategies/techniques and their multiple benefits Potential Strategy Reduces Climate Resilience Affordability/Equity/ Emissions Health&Well-being CONSERVE AND STEWARD EXISTING NATURAL SPACES Identify and preserve high-value Carbon Mitigates flooding and Promotes natural beauty; natural systems and areas(farmland, sequestration heat risk can offer equitable forests, habitat,wetlands,streams access and rivers,tree groves,and open spaces)with attention to species needs Co-locate parks and green Carbon Mitigates flooding and Promotes natural beauty; stormwater infrastructure near sequestration heat risk can offer equitable natural areas(e.g.Area 13&15)(P) access Ensure public access to streams and Shade and cooling during Residents can swim,fish, river heat events and recreate Prioritize scenic views Supports active lifestyle Improves quality of life and connectivity Provide generous buffers around Carbon Mitigates flooding risk Enhances green space natural areas while ensuring public sequestration access for all,visually and edges physically Adaptive management informed by Carbon Responsive to changing monitoring sequestration climate conditions Activate community groups in Reduces Builds social cohesion maintenance,e.g.of invasives carbon and belonging removal intensive management LOW IMPACT DEVELOPMENT PRACTICES AND TECHNIQUES Reduce impervious surface/use Less carbon- Mitigates flooding risk; Public health benefits; alternatives(incl. low-carbon intensive reduces urban heat island promotes natural beauty concrete) building material Plant and maintain native and Carbon Mitigates flooding risk; Lower a/c needs and climate-resilient trees and sequestration; Reduces urban heat energy costs;trees plants/vegetation to ensure equitable reduces island;enhances reduce air pollution, tree canopy and greenery energy/water biodiversity and lowering health problems use ecosystem resilience; and costs. water conservation Low Impact Development Reduced Mitigates flooding risk Air quality and livability Approaches in residential and energy use; benefits commercial areas(e.g.swales)(WS) carbon sequestration Downlighting/Dark skies friendly Lowers energy Decrease urban heat Promotes livable,safe lighting(street, parks,buildings) use island effect; Better for parks;community well- birds and wildlife being �ASCADIA Cascadia Consulting Group, Inc. and Walker Macy 1 <asr, � aoo RT 2.0 Climate Resilience Goal Setting Potential Strategy Reduces Climate Resilience Affordability/Equity/ Emissions Health&Well-being Wildlife friendly(e.g.Backyard Carbon Enhances biodiversity and Promotes beauty; Wildlife certified)landscaping and sequestration ecosystem resilience community well-being maintenance rCASCADIA Cascadia Consulting Group, Inc. and Walker Macy 123 V► ECO northwest L.. DATE: October 15, 2024 TO: River Terrace 2.0 Housing Advisory Committee FROM: ECOnorthwest, Code Studio, City of Tigard SUBJECT: River Terrace 2.0 Housing Policy and Regulatory Context and Key Questions Summary Introduction River Terrace 2.0 is an urban growth area that will become a new neighborhood in the City of Tigard. In 2021, the River Terrace 2.0 Concept Plan laid out an ambitious vision for how this area will contribute to local and regional housing production and set a new standard for equitable, climate-resilient development. The vision is for an innovative approach to greenfield development that creates a livable and sustainable mixed-income community while delivering housing in the near term. This type of innovation can be challenging to implement due to financial, regulatory, and other types of barriers. The current community planning process is working to refine this vision and associated principles into concrete regulations, funding strategies, and implementation steps to set the course for development Implementation of the Concept Plan must consider key barriers for desired types of development to identify appropriate solutions to help overcome those barriers for River Terrace 2.0. ECOnorthwest and Code Studio are working with the City of Tigard to translate guidance from the Concept Plan into development regulations for River Terrace 2.0. The code will likely include elements that address housing mix, density, design, form-based development standards, and development approval processes. A first step in this process is to understand the full range of potential challenges and methods for the City to address them. Policy & Zoning Context Concept Plan and Local Guidance Tigard has committed to deliver a density of 20 dwelling units per acre (du/ac) and at least 3,000 units in River Terrace 2.0. The Concept Plan envisions meeting this target through an integrated mix of densities and housing types that create an average of 20 du/ac across River Terrace 2.0 overall, without relying on isolated high-density areas to achieve the average. The Concept Plan seeks to provide a diversity of housing choices to serve a full range of housing needs and affordability levels, and a fine-grained mix of housing types within neighborhoods. The vision for River Terrace 2.0 seeks to intentionally meet the needs of /i / River Terrace 2.0 Housing Policy and Regulatory Context and Key Questions Summary 1 future and current residents of Tigard with opportunities for market rate and regulated affordable homeownership and rental units integrated into future neighborhoods. Additional detail on the Concept Plan direction for key aspects of development regulations for this area is provided below. KEY STATE STATUTES AND RULES Several state laws and rules apply to how the City regulates housing in River Terrace 2.0. Housing must be allowed under clear and objective standards and procedures. Middle housing and accessory dwelling units (ADUs) must be allowed on every lot that allows for single dwelling. This includes housing types like duplexes, triplexes, quadplexes, cottage clusters, and townhouses. Affordable housing must be allowed in commercial zones regardless of other existing development standards. Cities must provide flexibility on certain types of standards (including height and density) for affordable housing and other qualifying housing to make development more feasible. Zoning Context Zoning for River Terrace 2.0 will build on the City's existing Community Development Code but will add specific requirements to align with the goals of the Concept Plan. These additional requirements would generally apply only to the plan area. The City's current code includes standards for a variety of housing types, including: small form residential (up to 3 attached units per lot), quads (4-unit buildings with 2 units up and 2 down), rowhouses (side-by-side attached units), cottage clusters and courtyard units (small detached or attached units arranged around an open space), and apartments (at least 4 attached multi-family units, excluding quads and rowhouses). The City is interested in a stronger focus on urban design and the way buildings relate to the street in River Terrace 2.0. This may mean more rules for how units appear from the street, and less rules internal to each development site. ZONING IN TIGARD: OVERVIEW The City of Tigard's Zoning Map regulates development based on the goals and policies in the Comprehensive Plan. The Community Development Code additionally outlines regulations and processes that implement zoning and guide development. See this link for more information about how zoning works, and about Tigard's base zones for specific types of allowed developments and uses including Residential, Commercial, Industrial, and Parks and Recreation zoning designations. River Terrace 2.0 Housing Policy and Regulatory Context and Key Questions Summary 2 Initial Direction and Key Questions The Concept Plan and market trends in similar greenfield development areas in Washington County offer important framing for decisions as part of implementation. This section summarizes both key goals and policies from the Concept Plan and details what the market has recently delivered in the area. This context is important for understanding patterns of development occurring in similar places to River Terrace 2.0 and how they compare to the vision for this area. The City is seeking to understand what barriers and opportunities exist for achieving desired outcomes. Key questions related to these findings listed below are intended to refine assumptions about development in River Terrace 2.0 and identify potential approaches to achieving the Concept Plan goals. Concept Plan Direction Overall Density. The Concept Plan envisions an overall average density of 20 dwelling units per net acre (du/ac) with blocks ranging from 16-24 du/ac with different housing mixes. Housing Mix. The Plan includes a variety of rental and ownership housing options that meet many different housing needs. This mix is intended to be distributed through every neighborhood at the block level. The Plan aims not to differentiate design between rental and ownership units. Home and Lot Size. The Plan supports development of smaller homes and lots to reduce housing costs. Affordability. The Concept Plan seeks to integrate regulated affordable and attainable) housing (both rental and ownership) into all future neighborhoods through strategies like availability of smaller homes and lots, increasing home buyer spending power, and providing financial incentives for affordable and lower-cost housing. The plan intends for the area to offer both homeownership and rental affordable housing opportunities in each area of River Terrace 2.0. Commercial Nodes. The Concept Plan includes three planned neighborhood / commercial nodes, which are intended to be walkable from future neighborhoods. One of these is a larger node that could include a mix of uses (like employment uses or apartments). The other two are intended as shorter main street corridors that will serve future neighborhoods and adjacent areas. Each node is located at the intersection of a larger street and an internal collector street to support a mix of walkability, visibility, and vehicle accessibility, including access for future transit. 1 For more information about affordable and attainable housing in the City of Tigard see the City's affordable housing web page: https://www.tigard-or.gov/community-support/affordable-housing River Terrace 2.0 Housing Policy and Regulatory Context and Key Questions Summary 3 Market Considerations Housing Form. Recent developments in River Terrace 1.0, South Cooper Mountain, South Hillsboro, and other greenfield developments in Washington County have included a mix of housing types. This primarily includes single detached homes (between 7-15 du/ac), townhomes (roughly 14-33 du/ac), and apartments (primarily three-story walk-up buildings with surface parking, generally 28-35 du/ac). Townhomes and single-detached homes tend to be built to sell for ownership, with townhomes typically offering smaller and lower cost units. Rental housing has mostly been in larger apartment developments. Stacked flat condos and small multi-unit rentals (less than 50 units) have generally not been developed in these areas. Affordable Rental Housing. While regulated affordable housing is not limited to one housing type, much federal and state funding for affordable housing comes from programs that emphasize relatively large-scale apartment developments (e.g. 50-200 units). Affordable Homeownership. Affordable homeownership developments in Tigard and nearby communities have often taken the form of townhouses. Downpayment assistance programs for buyers to purchase homes after they are built typically require relatively low-cost homes so that the price is attainable with $75,000 to $100,000 in downpayment assistance. Commercial Development Phasing. Commercial development often follows residential development in new growth areas because many businesses that are desirable in a commercial node are not viable until there are enough residents living nearby to provide an adequate customer base. Mixed-Use Development. Vertical mixed-use development is unlikely to be viable for some time, given current rents in the area today and the higher costs associated with vertical mixed-use development. Employment Uses. Industrial, office, flex, and medical office uses are unlikely to drive demand for large-scale employment development in River Terrace 2.0, due to the area's location at the edge and away from major highways. Key Questions: There are a range of possible ways to get to the goals of the Concept Plan. These questions are focused on understanding potential barriers, tradeoffs, and opportunities to implement the vision laid out in the Concept Plan in the context of market trends and existing regulations. The project team is looking for feedback to inform the development regulations and strategies that will implement the plan. Key questions include: /A River Terrace 2.0 Housing Policy and Regulatory Context and Key Questions Summary 4 Role of apartments: Larger apartment developments are more common for rental housing and regulated affordable housing, compared to smaller-scale multi-unit development, but are harder to blend into blocks that include other types of housing. What are the biggest barriers to developing smaller scale multi-unit buildings (either regulated affordable or market rate apartments)? o What would make it more feasible or appealing to develop smaller scale multi- unit housing in River Terrace 2.0? Scale for housing mix: Many comparable developments cluster housing of the same type together (e.g., single-detached neighborhoods, contiguous blocks of townhouses, and areas with larger apartment developments) rather than mixing different forms of housing (e.g., single-unit detached and rowhouses) within a single block as envisioned in the Concept Plan. o What are the biggest challenges for achieving a fine-grained mix of housing types (e.g. single detached units, townhomes, small-scale multi-unit) on the block level? o What housing types pair best together on a fine-grained scale? Which types are harder to do on single block? What factors contribute to this? (e.g. business models, physical layouts) o Are there situations with site conditions that make it easier or harder to do a fine-grained mix of housing types? Housing size and accessibility: Recent development in comparable areas has produced few small units (e.g. under 1,500 sq ft. for townhomes or 18,00 sq ft. for single detached units) and few accessible or visitable units.2 o What are the biggest challenges to delivering smaller units and accessible or visitable housing in River Terrace 2.0? o What could help to address these challenges? Neighborhood commercial: Small commercial Main Streets can be challenging to develop and to attract and retain businesses, especially before nearby homes have been fully developed and occupied but help create a walkable community. o What are the biggest barriers to Main Street style commercial development in these types of areas? o What could the City do to make commercial development (and successful businesses) feasible sooner in the planned neighborhood commercial areas? 2 Visitability features are a subset of universal design that addresses access to the main part of the house to ensure that visitors with mobility limitations are able to go to the homes of friends and relatives. Being able to do this supports important, life-enriching interactions. Visitability features include wide doorways, a zero-step entrance, and no-stair access to a toilet facility with adequate space for maneuverability. (AARP, https://www.aarp.org/livable-communities/housing/info-2020/homefit-guide.html). River Terrace 2.0 Housing Policy and Regulatory Context and Key Questions Summary 5 o Are there options for businesses and gathering places to serve the area in the interim before commercial development is viable (e.g., food carts in parks or plazas)? Next Steps CAC Housing Discussion: October 29th Work on refining objectives of the Concept Plan Discuss implementation options and direction Next HAC Meeting: December (Date TBD) Draft code concepts More detail on market feasibility /A River Terrace 2.0 Housing Policy and Regulatory Context and Key Questions Summary 6 AIS-5638 9. Business Meeting Meeting Date: 11/12/2024 Length (in minutes): 5 Minutes Agenda Title: Legislative Public Hearing:An Ordinance Amending Tigard Municipal Code Chapter 10.28 Regarding Permit Parking. Authored By: Shelby Rihala Presented By: Redevelopment Project Manager Sean Farrelly Item Type: Motion Requested Ordinance Public Hearing-Legislative Public Hearing No Legal Ad Required?: Publication Date: Information EXPLANATION OF ISSUE This proposed ordinance updates the existing Tigard Municipal Code (TMC) Chapter 10.28 regarding parking.The proposed language makes updates to more effectively manage permit parking in Two-and Four-Hour Time Limit Zones. ACTION REQUESTED Teammates recommend approval of the ordinance. BACKGROUND INFORMATION The proposed ordinance makes updates to the Parking Chapter (10.28) of the Tigard Municipal Code.The changes would: •Add the ability to designate areas of permit parking in Two-Hour Time Limit Zones. Currently,these areas can only be designated in Four-Hour Time Limit Zones. •Allow the City Manager to adopt rules and criteria for permit parking. Currently,the TMC provides no flexibility or adaptability in the administration of permit parking in the limited areas where they would be designated. ALTERNATIVES&RECOMMENDATION The City Council could propose additional amendments or revisions. ADDITIONAL RESOURCES N/A Attachments Ordinance CITY OF TIGARD, OREGON TIGARD CITY COUNCIL ORDINANCE NO. 24- AN ORDINANCE AMENDING TIGARD MUNICIPAL CODE CHAPTER 10.28 REGARDING PERMIT PARKING WHEREAS, Tigard Municipal Code Section 10.28.139 governs permit parking in time-limited parking zones; and WHEREAS,Tigard Municipal Code Section 10.28.090 governs the regulations of Two-Hour Time Limit zones; and WHEREAS, there is a need to manage parking in Downtown Tigard due to periods of high demand and the limited number of on-street parking spaces; and WHEREAS,permit parking will be established and signed in certain areas of Two-Hour and Four-Hour Time Limit Zones in the Downtown;and WHEREAS, in order to more effectively manage parking in these zones, the City Council wishes to delegate development of more specific rules around permit parking to the City Manager. NOW,THEREFORE,THE CITY OF TIGARD ORDAINS AS FOLLOWS: SECTION 1: Tigard Municipal Code Section 10.28.090 is amended to read as follows (new text in underline,deleted text in strikethr-eugh): 10.28.090 Two-Hour Time Limit. No person shall park or leave standing a vehicle of any kind or character,whether motorized or not, and whether attended or unattended, continuously in excess of two hours in any area designated as a two-hour parking zone during the times and days specified by signage, except with a valid : -•--- --- --- - - --- =- : - ;-- permit issued pursuant to TMC Sections 10.28.138 or 10.28.139. SECTION 2: Tigard Municipal Code Section 10.28.139 is amended to read as follows (new text in underline, deleted text in.8+A-et:Kt-el:Tit): 10.28.139 Permit Parking A. A vehicle parking permit allows: 1. The parking of a permitted vehicle to be exempt from the posted time limit under TMC Sections 10.28.090 and 10.28.115 where permit parking is designated by signage; and ORDINANCE No.24- Page 1 2. The parking of a permitted vehicle in a space identified by signage as being for permit parking only in a permit parking zone established pursuant to TMC Section 10.28.135. B. The City Manager may adopt rules regarding this section, including eligibility for parking permits. Any person is eligible to obtain a vehicle parking permit. SECTION 3: This ordinance is effective 30 days after its passage by the council, signature by the mayor, and posting by the city recorder. PASSED: By vote of all council members present after being read by number and title only,this day of ,2024. Carol A. Krager, City Recorder APPROVED: By Tigard City Council this day of ,2024. Heidi Lueb,Mayor Approved as to form: City Attorney Date ORDINANCE No. 24- Page 1 SUPPLEMENTAL PACKET 11/7/2024 FOR 2-6-1/- (DATE it /. ,/(DATE OF MEETING) Ajehdw rtes `1 Tigard Municipal Code Amendment Chapter 10.28 i I G • Tigard City Counc ;{�� ;i t, November 12 20211 I 1 Tigard 1 - Tigard Municipal Code Amendment Chapter 10.28 (Parking) • Current code adopted in 2017 • Permits only allowed in 4 Hour Time Limit Parking Zones • No guidance on criteria "Any person is eligible to obtain a vehicle parking permit" CITY OF Tigard ----- The 5 Es—Tigard's Community Promise:Equity•Environment•Economy•Engagement•Excellence 2 1 11/7/2024 Tigard Municipal Code Amendment Chapter 10.28 (Parking) • Downtown Parking Committee recommendation for a pilot employee permit program • To manage the program, a TMC amendment is necessary Tigard The 5 E's—Tigard's Community Promise:Equity•Environment•Economy•Engagement•Excellence 3 —Tigard Municipal Code Amendment Chapter 10.28 (Parking) • New language would allow permit parking in 2 Hour Time Limit Parking Zones (where designated) • Authorizes the City Manager to adopt rules about parking permits . ' Tigard The 5 E's—Tigard's Community Promise:Equity•Environment•Economy•Engagement•Excellence 4 2 • AGENDA ITEM No. 9 Date: November 12, 2024 TESTIMONY SIGN-UP SHEETS Please sign on the following page(s) if you wish to testify before the City Council on: Legislative Public Hearing: ORDINANCE AMENDING TIGARD MUNICIPAL CODE CHAPTER 10.28 REGARDING PERMIT PARKING This is a City of Tigard public meeting, subject to the State of Oregon's public meeting and records laws. All written and oral testimony becomes part of the public record and is openly available to all members of the public. The names and city of persons who attend or participate in City of Tigard public meetings will be included in the meeting minutes, which is a public record. Due to Time Constraints City Council May Impose A Time Limit on Testimony AGENDA ITEM No. 9 Date: November 12, 2024 PLEASE PRINT This is a City of Tigard public meeting, subject to the State of Oregon's public meeting and records laws. All written and oral testimony become part of the public record and is openly available to all members of the public. The names and addresses of persons who attend or participate in City of Tigard public meetings will be it in the meeting minutes, which is a public record. Proponent—(Speaking In Favor) Opponent—(Speaking Against) Neutral Name,Address&Phone No. Name,Address&Phone No. Name,Address&Phone No. Name,Address&Phone No. Name,Address&Phone No. Name,Address&Phone No. Name,Address&Phone No. Name,Address&Phone No. Name,Address&Phone No. Name,Address&Phone No. Name,Address&Phone No. Name,Address&Phone No. Name,Address&Phone No. Name,Address&Phone No. Name,Address&Phone No. AIS-5665 10. Business Meeting Meeting Date: 11/12/2024 Length(in minutes): 15 Minutes Agenda Title: Public Hearing: City Manager Recruitment Hiring Standards, Criteria,and Policy Directives Authored By: Laura Gomez Presented By: HR Director Gomez Item Type: Public Hearing Update,Discussion,Direct Staff Public Hearing No Legal Ad Required?: Publication Date: Information EXPLANATION OF ISSUE This is a discussion on the hiring standards and selection criteria to be used in designing a recruitment process for a new City Manager and allow an opportunity for public comment. ACTION REQUESTED Council input is being sought on the direction of the process.There is an opportunity for public comment during the hearing. BACKGROUND INFORMATION This is a hearing to receive public input as required following the Council meeting of October 22,2024.A brief overview will be provided of the City Manager hiring standards and selection criteria outlined in the City Manager class specification. Incorporating the standards,criteria,and recruitment process and selection strategy with an experienced executive search firm,Raftelis,will be confirmed. Council will review the scope of work to be performed by Raftelis, as recommended by staff. ALTERNATIVES &RECOMMENDATION N/A ADDITIONAL RESOURCES N/A Attachments City Manager Class Specification Draft Scope of Work Raftelis Proposal • 11111111110C- H r . O� f - s,_ '41*. : IIIMINIIIII"' '*I 11 *, L - 1 ' j ..k. il?, • f . . -.. - 0 i , of 4( •1 lit, illi Z 4 On < ...• rD rt,_, rh 0- o E N CO 3- N CIOID N cr ro0 PCI a ro n in in Fos C 1'11 CA co rt 3 ,...7.„... C7 ° t ri 0 0 , , . 4fi ei NJ tii n-7 CD o 0 M 8 P -)0 Do a) ^I C a —. 1. ,–+ m CD co X z CD CD -- n = C O -0C �. :. LO -0 r+ CD r-+ F,• 0_ n +' D CD CT O O -n E5• a ro s 3 O 0) CD (/) D c. CD Q CI O crl in r1• CD & c CD N o () -, rt- o : o 1 n et v � � I ^ FT, c — p , O _. N• O n n rD rD ET �, O ir) � � v � O O O r-. Q i • O _� Cr) y 4 Lt n mitp n 0 Gl O rD - C ^+CI p O < rD O `n rD On N rD ,ter : O toJ n Q 3 O 0 rD p '� LQ ZD3 O rt Ma O ? O O rp 0.tQ p N 3 n 7rD 3M v a v C =rD OM fl N Cr 01) N Mit OM O • • • fD • D Vi -, 3 ‹. rD N n, n rh ti � � 3c _ 7 _ p D �. rn'1 - n 13 _, , v 3 rD n-O n N rD p cl)< v, rD .< rp in n n n rD Q, C cl) Om un D- n, — 3 M 0 <• Q C cT = � � _� v, Zs 7_ ,, ("D 0_ n n n X- Mil0 lit MR m ID 19 • nsu a 0 X fai P'F MEM IMINI• Vii xi ,--r _I C I (�D ,�j. 0 `< v n 70 -1:30 (D 0 0 O -, (D n -l- • tn _ , CQ O -, Q vi S ,-•r n � D < i^ 1 C W - (/-1 _+, (D (D n C 0 Q) O ° (D I'D Q O , �, '< D. -' N O N -o Q O C Q -4 CO Q b v -0 : 0 O C h n c_ O N — O D C. O n O- : c-i- •1- 9) D Ma a O • n D n fD Q� D• Co • O Q t _ C p lQ .c) n C Q rn-+ v' rte+ C cn = rt. CD n I V U `< v - — n CD C-r OCQ { n VI n • neisO-+, rr CQ C O O 0 -• /1� _ �Ir CU mg (1).. h v I = 0 n ^* v < (D n, r* (-o n (D n lQ v 20 0 I'D _ Du V) o N "0 = O ,-'' CO (CD CD 0- p C O = lD (D C CC x(ID rrt o r-,- v'. LU • r.i. O O(D 4) t Do O c(.0 . � 3 5 S (D C (D 0 lO 3 (D ,4. • 0 a) r-. 73 C O n 5. ril a0 C (D co 0) r+sz SD O nCD (D lQ rQ n Et. • (D (D C C m Vi O O x (D ]v, rDv v N O; * (D -. C CQ �. 3 (p Q 6 N C -4- (D in O o N O < S D m rD (D Q ro to `C 0 3 ro E a xi a VI X 0 n V V 7 V V C ""N 0 cnnnEp _ 73 -0 1/4.< D < m -0 0_ c. (1) 0- ,,c O o 0 5. � n 0 CD o cu � � o 0 CD K. r+ n Q 0_ n CD . co 3 O° n CD — (D cin '_}• a) O- n• - n_ N O — St p OD rDDD (D O -z —. v rD� O X M n � n n In N ..-FC C co vi = a_ r-t. a Cl CD CD <. o a St Q (n a 0)- cn CD a CD O n ri- vl cl)1 0 CD 0 CD n' CD n V1 o a m- CD NW Z -' < m NJ \ / M - _e o = �p 3 m / \ \ —® 7 ° ^ = 0_ � a) mil O § \ 0 o 0 % § / -' / y / /. _ ƒ ) 2 a \ Cr- e i® \ D 3 NI \ n / - / -Ti { ƒ / MB ■ - 2 \ 7 \ © (D G / F -n 0 CD st N ƒ e e2 / © / \ R � / } / 3 a 2 - _ & a / o 0_ 7 rt) \ . g } ƒ g z ° / f _ o / % \ a \ 2 D cu » VI ID o CCD CD CD _ r-r .QCD CD eD cQ CD A Cl CD X 0 T. (J -I . 3 oi.) , CS:D D CD 3 Q _. ,c„ _. Q . c.„ r+ _, iiip r1 5 z D CQ a _ co a 74' 0 0 cr :ClE-h I MN. o a0 Z N o �' VI 3: . = _0 o �, C : Cl.) r _-�; + r1. CD 0 EL n rD 0 n C O K cb -i c > CD o . • ,� I n 4:111) ....1.1- = c (D 0-4I O tili i ARM +.. , .. � P •0 r n <. ■ City of Tigard CITU OF City Manager Tigard CLASS CODE M110 SALARY $0.00 Monthly $0.00 Annually REVISION DATE August 26,2020 Class Description Definition Under policy direction, plans, organizes, and provides administrative direction and oversight for all City functions and activities; provides policy guidance and program evaluation to the City Council and management staff; encourages and facilitates provision of services to City residents and businesses; fosters cooperative working relationships with intergovernmental and regulatory agencies and various public and private groups; pursues appropriate avenues of economic and community development; and performs related work as required. Supervision Received and Exercised Receives policy direction and oversight from the City Council. Exercises general direction and supervision to the entire City staff through subordinate levels of management and supervision. Class Characteristics The City Manager serves as the Chief Executive Officer of the City, accountable to the City Council and responsible for enforcement of all City codes and regulations,the conduct of all financial activities and the efficient and economical performance of the City's operations. Essential Job Functions O Plans,organizes, and administers operations of the City,either directly or through subordinate management and supervisory staff; coordinates and evaluates the work of the City in accordance with applicable laws, codes, and regulations, and adopted policies and objectives of the City Council. o Collaborates, communicates, and seeks input from stakeholders to ensure effective implementation of significant city initiatives. o Provides visionary leadership and guidance in setting clear culture and direction for city departments and staff. o Directs and coordinates the development and implementation of goals, objectives, and programs for the City; develops administrative policies, procedures, and work standards to ensure goals and objectives are met, staff are held accountable, and programs provide mandated services in an effective, efficient,and economical manner. O Oversees the preparation of the annual budget for the City; authorizes directly or through staff, budget transfers, expenditures, and purchases; provides information regarding the City's financial condition and needs to the City Council. o Advises the City Council on issues, programs, and financial status; prepares and recommends long-and short-range plans for City service provision, capital improvements, and funding; and directs the development of specific proposals for action regarding current and future City needs. o Oversees the administration, construction, use and maintenance of all City facilities and equipment, including buildings, parks,facilities, and other public property. o Represents the City and the Council in meetings with governmental agencies, community groups, and various business, professional, educational, regulatory, and legislative organizations; acts as the City liaison with the media. o Provides for the timely investigation and resolution of complaints regarding the administration of and services provided by the City government and proactively communicates resolutions to stakeholders. o Provides for contract services and ensures proper performance of obligations to the City; has responsibility for enforcement of all City codes and regulations. o Oversees the selection,training, professional development, and work evaluation of City staff; oversees the implementation of effective employee relations and related programs; provides policy guidance and interpretation to staff. o Directs the preparation of and prepares a variety of correspondence, reports, policies, procedures, and other written materials. o Ensures that the Council is kept informed of City functions, activities, and programs, and of legal, social, and economic issues affecting City activities. o Monitors changes in laws, regulations, and technology that may affect City operations; implements policy and procedural changes as required. o Performs other duties as assigned. Minimum Qualifications Education and Experience: Any combination of training and experience which would provide the required knowledge, skills, and abilities is qualifying. A typical way to obtain the required qualifications would be: Equivalent to graduation from a four-year college or university with major coursework in public or business administration, public policy, finance, or a field related to the work;AND Ten (10)years of management or administrative experience in a municipal agency setting, including at least five (5) years of management and supervisory experience; experience in working with an elected Council or Board is highly desirable. Knowledge,Skills,&Abilities Knowledge of: o Administrative principles and practices, including goal setting, program development, implementation, and evaluation and supervision of staff, either directly or through subordinate levels of supervision. o Principles, practices, and procedures of public administration in a municipal setting. o Principles, practices, and processes for effective change management. o Functions, services, and funding sources of a municipal government. o Functions, authority, responsibilities, and limitations of an elected City Council. o Applicable federal, state, and local laws, codes, and regulations. o Principles and practices of municipal budget development, administration, and accountability. o Principles, practices, and legal elements of economic and community development and redevelopment. o Current social, political, and economic trends affecting City government and service provision. o Modern office practices, methods, and computer equipment. o Computer applications related to the work. o English usage, grammar, spelling,vocabulary, and punctuation. o Techniques for effectively representing the City in contacts with government agencies, community groups, and various business, professional, regulatory, and legislative organizations. o Techniques for dealing effectively with the public,vendors, contractors, and City staff, in person, online, and over the telephone. o Techniques for providing a high level of customer service to the public and City staff, in person, online, and over the telephone. Ability to: o Plan, administer, coordinate, review, and evaluate the functions, activities, and staff of the City. o Work cooperatively with, provide staff support to and implement the policies of the City Council. o Develop and implement goals, objectives, policies, procedures,work standards, and internal controls. o Oversee all City financial activities, including administering investments,the development and implementation of the City budget and the control of all expenditures and purchases. o Interpret, apply, and ensure compliance with federal, state, and local policies, procedures, laws, and regulations. o Conduct effective negotiations and effectively represent the City in meetings with governmental agencies, community groups, and various business, professional, educational, regulatory and legislative organizations and the media. o Direct the preparation of and prepare clear and concise reports, correspondence, policies, procedures, and other written materials. o Analyze problems, identify and use data to inform alternative solutions, project consequences of proposed actions, and implement recommendations in support of goals. o Present information to Council using data analytics as appropriate to display issues and solutions. o Use sound independent judgment within general legal, policy,and procedural guidelines. o Organize own work, coordinate projects, set priorities, and meet critical time deadlines. o Operate modern office equipment, including computer equipment and specialized software applications programs. o Comprehend and use English effectively including producing all forms of communication in a clear, concise, and understandable manner to intended audiences. o Use tact, initiative, prudence, and independent judgment within general policy, procedural, and legal guidelines. Establish, maintain, and foster positive and harmonious working relationships with those contacted in the course of work. Licenses and Certifications Possession of a valid driver's license with satisfactory driving history. Working Conditions Physical Demands Must possess ability to work in a standard office setting and use standard office equipment, including a computer; to operate a motor vehicle and to visit various City and meeting sites; ability to read printed materials and a computer screen; and to communicate in person, before groups, on video and over the telephone. This is primarily a sedentary office classification although standing in work areas and walking between work areas may be required. Finger dexterity is needed to access, enter, and retrieve data using a computer keyboard, or calculator, and to operate standard office equipment. The incumbent in this classification occasionally bends, stoops, kneels, reaches, pushes, and pulls drawers open and closed to retrieve and file information. Incumbent must possess the ability to lift, carry, push, and pull materials and objects weighing up to 25 pounds. Environmental Elements Incumbent works in an office environment with moderate noise levels, controlled temperature conditions, and no direct exposure to hazardous physical substances. Employees may interact with upset staff and/or public and private representatives in interpreting and enforcing departmental policies and procedures. Draft Scope of Work— City Manager Recruitment and Selection Process The following areas are to be performed by the Search Firm Consultant including, but not limited to: 1. Develop a timeline a. Prepare a realistic timeline to accomplish each phase of the recruitment and selection process with clarity between search firm/City roles and responsibilities at each phase. Recommendations can include modification to what is proposed in the scope and changes to the order of the phases, etc. 2. Candidate profile development a. Survey, interviews or other input options to determine desired attributes (Council, Leadership Team, designated external city partners, department/city staff and community.) One on one meetings with Council to ensure their needs and expectations are addressed in the profile. b. From data collected, develop a candidate profile (review with City/Council search team before finalizing.) 3. Develop a selection and sourcing process a. Aspects of the selection process could include a community component (including external city partners), a city staff component, a Leadership Team component and a Council component. Staff will work with the search firm to design a process to meet Council and community needs. b. A candidate presentation component may be possible to incorporate into the selection process. c. Cultural competency questions may also need to be incorporated into the process. 4. Develop an advertising outreach plan a. Advertising campaign: complete an outreach to a variety of sources. b. Direct mail: distribute a mailer/emailer to prospective candidates. c. (Social) Networking campaign: conduct an outreach to prospective candidates. 5. Evaluation/screening of candidates a. Using a system based on the candidate profile, search firm will conduct an initial screening of candidates. b. Conduct screening interviews to confirm the qualifications and eligibility of finalist prior to forwarding to the City. c. Finalist list of approximately 8-12 top candidates sent for City/Council selection committee consideration. 6. City/Council Interview and Selection Process a. Search firm will assist in the logistics of the finalist selection process, including candidate coordination, process fine tuning, advise to City/Council, etc. b. Conduct Council interviews c. Open house/meet-and-greets or alternative process with staff, leadership team, community members 7. Complete Comprehensive Background a. Conduct a full reference and background check as appropriate for a municipal administrator. 8. Finalize Offer and Hire (Search Firm may provide some assistance) a. Negotiations of employment agreement including start date. RAFTELIS City of Tigard Executive Search Services - City Manager PROPOSAL / NOVEMBER 4, 2024 NO A4 , ' 1i wog le assousi ti 'ft/ !P"^ 0111111 '43; 4rIP' 7 I w4 .13 14Am / r _ - • _ . MI MI 111111111i r RAFTELIS November 4, 2024 Mayor Heidi Lueb and Councilors City of Tigard 13125 SW Hall Blvd. Tigard, OR 97223 Subject: Proposal for Executive Search Services Dear Mayor and Councilors: We are pleased to submit this proposal for executive search services. Our focus has always been to help local government and utility clients solve their financial, organizational, and technology challenges. We are dedicated to providing management consulting services, including executive search, to local governments and the utility industry. Our project team for the City comprises skilled professionals, seasoned in local government management with search experience across the country. Our team has completed over 350 searches, and we have had significant success in identifying and retaining ideal candidates who meet each organization's unique set of needs and expectations. We have prior experience supporting the City of Tigard and will leverage our knowledge of the City and the organization in this important recruitment. We are confident our approach will result in a successful leader for the organization. Our mission is to strengthen communities, and we do this by helping them find the best leaders to help move their organizations forward. We look forward to the opportunity to continue to serve the City of Tigard. If you have any questions, please contact Catherine Tuck Parrish, our executive search practice leader, using the following contact information: Catherine Tuck Parrish, Vice President Phone: 240.832.1778 / Email: ctuckparrish@raftelis.com Sincerely, Julia Novak, Executive Vice President 1`9 Garfield Place,Suite 500,Cincinnati,OH 45202 www.raftelis.com ry Table of Contents YEARS OF SERVICE Firm Overview 1 Project Approach 3 R A F T E L I S References 6 4 CHARITABLE w GIFT FUND Recruitment Team 9 Making our world better Cost 16 The Raftelis Charitable Gift Fund allocates profits,encourages employee contributions, Appendix: Additional Relevant and recognizes time to charitable organizations that support: Experience 18 • Access to clean water and conservation • Affordability • Science,technology,and leadership Raftelis is investing in improved telecommunication technologies to reduce the firm's number one source of carbon emissions—travel. DEI@ RAFTELI5 Diversity and inclusion are an integral part of Raftelis' core values. We are committed to doing our part to fight prejudice,racism,and discrimination by becoming more informed,disengaging with business partners that do not share this commitment,and encouraging our employees to use their skills to work toward a more just society that has no barriers to opportunity. RAFTELIS 1 FIRM OVERVIEW Who We Are RAFTELIS AND THE NOVAK CONSULTING GROUP, HELPING LOCAL GOVERNMENTS AND UTILITIES THRIVE. Local government and utility leaders partner with Raftelis to transform their organizations by enhancing performance, planning for the future, identifying top talent, improving their financial condition, and telling their story.We've helped more than 700 organizations in the last year alone.We provide trusted advice,and our experts include former municipal and utility leaders with decades of hands-on experience running successful organizations. People who lead local governments and utilities are innovators constantly seeking ways to provide better service to the communities that rely on them. Raftelis provides management consulting expertise and insights that help bring about the change that our clients seek. TNCG is Now Raftelis The Novak Consulting Group (TNCG)and Raftelis have always shared a focus on delivering lasting solutions for local government agencies. In January 2020, TNCG joined Raftelis. Today, we provide our clients with wide- ranging capabilities and resources in financial, management, technology, and communications consulting for all areas of local government. Our clients now have the expertise of more than 180 of the country's leading local government and utility consultants, who have decades of experience. We know that our combined capabilities and resources will provide added value to our clients, and we're excited about what we can accomplish together. We believe that Raftelis is the right fit for this project. We provide several key factors that will benefit the City and help to make this project a success. RESOURCES AND EXPERTISE: This engagement will require the resources necessary to effectively recruit for your unique position and the skillsets to complete all of the required components. With more than 180 consultants, Raftelis has one of the largest local government management and financial consulting practices in the nation. Our depth of resources will allow us to provide the City with the technical expertise necessary to meet your objectives. In addition to having many of the industry's leading management and financial consultants, we also have experts in key related areas, like stakeholder engagement and data analytics, to provide additional insights as needed. DECADES OF COLLECTIVE EXPERIENCE: Our associates and subject matter experts have decades of experience in strengthening local municipalities and nonprofit organizations. They've served in a wide range of positions, from city manager to public works director to chief of police. PERSONAL SERVICE FROM SENIOR-LEVEL CONSULTANTS: You appreciate it when deadlines are met, phone calls are returned, and your challenges are given in-depth, out-of-the-box thinking. While other firms may assign your business to junior-level people, our approach provides exceptional service from senior-level consultants. NICHE EXPERTISE: Our expertise lies in strengthening public-sector organizations. We're consulting specialists rather than generalists, focusing our strengths to do a highly effective job for a specific group of clients. RAFT LIS 2 FIRM CAPABILITIES (ref I EXECUTIVE SERVICES: Identify and develop FINANCE: Meet your goals while maintaining top talent to strengthen your organization a financially sustainable organization • Executive recruitment • Rate, charge, and fee studies • Executive coaching • Financial and capital planning • Facilitated executive performance evaluations • Cost of service and cost allocation • Customer assistance programs • Affordability analysis • Utility valuation • Budget development ORGANIZATION: Plan for long-term • Financial condition assessments sustainability and operate with maximum • Debt issuance support efficiency • Economic feasibility and analysis • Organizational and operational assessments • Stormwater utility development and o00 implementation support • Performance measurement COMMUNICATION: Communicate • Staffing analysis strategically to build an informed, supportive • Organizational climate and culture • Asset management and operations community • Regional collaboration and service sharing • Strategic communication planning • Process improvement • Public involvement and community outreach • Public meeting facilitation 0j • Graphic design and marketing materials • Media and spokesperson training • Risk and crisis communication TECHNOLOGY: Use your data and technology • Social media strategy to improve experience and gain valuable insights • Visual facilitation • Billing, permitting, and customer information • Virtual engagement audits • Business process development f� • Data management, analytics, and visualization Q% • Performance measurement and dashboarding STRATEGIC PLANNING: Set the direction for the • Software solutions Website development future of your organization and community •• Information technology assessments and strategic • Organization, department, and community-based strategic planning planning • Customer management assessments and • Effective Board/ Commission / Council governance optimization • Retreat planning and facilitation • CIS selection and implementation • AMR/AMI feasibility studies • Mobile workforce management • Meter data management • CMMS selection and implementation • GIS optimization services • Fleet management systems RAFTELIS 3 PROJECT APPROACH Executive Search Strategy When organizations need to fill key positions, they turn to Raftelis and benefit from this guiding principle: meaningful hiring involves finding the right employee and preparing them for ongoing success. Our approach to executive search services comprises three key phases. Inquiring, Understanding, and Defining Each of our clients has a unique culture and set of objectives. Because selecting the right individual is critical to success, we begin our relationship by conducting a needs assessment to identify the specific benchmarks the search must accomplish. We will identify qualifications and requirements as well as map out the new hire's first-year goals, so both our client and the employee remain on the same track for success. We will build an accurate position profile,thus ensuring we attract the right people for the position. Candidate Search and Evaluation To reach the right candidates, Raftelis customizes each search MINN= Phot _ process to fit the client's needs. Often, the professionals who best fit an open position are already employed and not searching for a r traditional job posting. So, we leverage our extensive, diverse tiO professional network to attract the best talent nationwide. We have been successful in identifying a candidate pool that is racially, ethnically, and gender diverse. We are committed to helping local government leadership positions reflect the communities they serve. We work closely with several organizations that support this goal, and we advertise in national publications that target people of color and women, including the National Forum of Black 39% of our recruitments Public Administrators(NFBPA), the Local Government Hispanic resulted in the hiring of Network, and the League of Women in Government. We females intentionally seek well-qualified women and people of color so our clients have excellent choices. Once the right candidates are found, 21 „, of our recruitments we help manage the hiring process, from interviews to background resulted in the hiring of checks. Our in-depth service empowers clients to achieve their people of color goals at every step. Supporting Success We support the top candidate's long-term success by creating a goals-driven work plan that is actionable from day one. Many firms focus solely on finding qualified applicants, leaving the client on their own once the position is filled. Our team, however, uses the objectives gathered during the inquiry stage to prepare new hires for their first year. We take a tailored,goals-based approach to each recruitment. By looking beyond the hiring process, our holistic view ensures that each candidate will fit the role as well as the organization. In the end, we are not just looking for a successful professional; we are finding the right employee to be successful in their new position long after they are hired. RAFTELIS 4 Work Plan THE FOLLOWING PROVIDES A DETAILED DESCRIPTION OF OUR WORK PLAN FOR THE CITY MANAGER RECRUITMENT. Activity 1 - Develop Candidate Profile We will begin this engagement by developing a clear picture of the ideal candidate for this position. We will begin by speaking with the Mayor and Councilors individually and then as a group. We will facilitate a meeting with the retiring City Manager and one other meeting to gather input from Depaitment Directors. We will discuss not just the technical skills needed for the position, but what makes for the right organizational fit in terms of traits and experiences. All meetings will be virtual, except for the final interviews, which will be in person. Based on the information learned from our meetings, we will develop a recruitment plan that includes Oregon and the nation. We will prepare a position profile that is unique to the City of Tigard. The profile will identify the organization's needs, the strategic challenges of the position, and the personal and professional characteristics of the ideal candidate. This document drives the recruitment. It focuses our efforts on the most capable candidates, and it helps us to persuade candidates to pursue the position. We will develop a recruitment brochure for advertising the position which includes the position profile, as well as information on the organization, the City, and the community. We will work with the City to eliminate barriers to underrepresented groups, including years of service, levels of education, and other strict requirements that might eliminate someone who can do the job. We will also develop first-year organizational goals for the successful candidate. These goals will ensure that the applicants know what will be expected of them should they be hired, the City has thought about what it wants the person to accomplish in the first year, and the successful candidate can hit the ground running with a work plan. Once drafted,we will review the recruitment plan, position profile, and first-year goals with the Mayor and Council. Modifications will be made as necessary before recruitment begins. DELIVERABLES: • Detailed recruitment process documents, including recruitment plan, position profile, and first-year goals Activity 2 - Conduct Outreach and Initial Screening As part of the recruitment plan,we will identify key states and metro areas to focus our targeted recruitment. We will prepare and place advertisements in state and national publications and websites to attract candidates throughout the United States. While this will be a national search, we will target our efforts to those key areas identified in the recruitment plan. We understand the importance of having a diverse applicant pool, so our recruitment strategy includes a robust outreach strategy to identify and attract well-qualified individuals from underrepresented groups and encourage them to apply. In our outreach, we ensure we place job postings in places that target women, minorities, and other underrepresented groups. We also utilize our networks across the country to find and attract well-qualified candidates from a variety of backgrounds to apply and be considered. In addition, our recruiters have participated in conferences like NFBPA and Engaging Local Government Leaders (ELGL)for networking, a Diversity, Equity, and Inclusion cohort through the International City/County Management Association(ICMA), and several leadership academies for women in local government in different states. RAFTED-IS 5 We will place job postings with national, state, and regional professional organizations such as ICMA, League of Oregon Cities, a LinkedIn Job Ad, and other places as identified in the recruitment plan. We also recommend national organizations such as ELGL,NFBPA, Local Government Hispanic Network, International Network of Asian Public Administrators, and other professional associations that target Black, Indigenous, and People of Color (BIPOC)as well as veterans and other underrepresented groups to provide a more diverse applicant pool. We will also reach out to historically black colleges and universities and other targeted alumni networks that have graduates from diverse backgrounds and ask them to share our postings. As soon as the advertisements are completed, we will begin the process of actively and aggressively marketing the position and identifying qualified candidates for assessment. We will pinpoint individuals and jurisdictions to reach out to directly through phone and email. We will also utilize social media(LinkedIn, Twitter, and Facebook)to broaden our reach. We have found that this combination of outreach is an effective way to reach top applicants, especially those who are not currently in the job market but may be willing to consider a move to an excellent organization like the City of Tigard. We will reach out to the applicants in our extensive database as well as the prospective candidates we have targeted in previous recruitments for similar jurisdictions. We will also develop a list of additional candidates to pursue based on the City's unique needs. Our outreach includes seeking well-qualified women and people of color and encouraging them to apply. As applications are received,we will acknowledge each one and keep applicants aware of the status of the process. We will screen each applicant against the position profile and first-year goals. We will conduct interviews via phone or videoconference with those who most closely meet the profile to learn more about their interest, qualifications, and experience for this position. A summary of these candidates will be prepared and shared with the City. We will then meet with the Mayor and Council to review the entire list (if desired)as well as the most qualified candidates who have the requisite skills, experiences, and traits needed for success in the position. Based on the direction of the Mayor and Council, we will finalize a list of candidates to invite for interviews. DELIVERABLES: • Placement of ads and job postings • Targeted outreach to passive candidates • Candidate review materials, including screening results and internet search Activity 3 - Support Interviews and Selection Each person you wish to interview will then be contacted again by our recruitment team. We will plan and facilitate a multi-step interview process specific to the position. The process could include writing exercises, presentations, panel interviews, tours, and a depattment director or key staff meet-and-greet. A book that contains customized interview questions and information about each of the candidates invited to interview will be provided to those involved in the interview process. We will also facilitate pre-and post-interview briefings. We will coordinate the logistics of the process and provide the candidates with the details along with any travel policy requirements or other information. We will also work with a City contact to ensure a suitable venue is arranged for the interviews. Expenses for the candidates will be borne and reimbursed directly by the City. The City will select the top candidate. We can help make a well-informed choice by framing what we have learned about the candidates in the context of the position and its requirements. We will speak with candidates' references 6 to confirm the strength of their credentials. We will also conduct a media check to review published information found in search engines, online publications, and social media. Reference and background checks will be performed on the top candidate, including but not limited to education, credentials, employment history, criminal background check, civil litigation check, and credit history. We also can assist in negotiating the employment offer. We will provide information about best practices in salary and total compensation, and ensure the candidates align with the salary requirements for the position. We will keep candidates apprised of their status and release them at the appropriate time. DELIVERABLES: • Interview book materials • References and background check on top candidate Recruitment Timeline Tentative Recruitment Timeline, to be discussed and confirmed with City Council and Human Resources. Discovery Meetings November 13—29, 2024 • Conduct interviews with Mayor, City Council Members, City Leadership Develop Recruitment Brochure November 25—December 9, 2024 • Complete review and update of brochure content by Monday, December 9 • Obtain Council approval Post No Later than Monday, December 16, 2024 • Recruitment live on Raftelis and City website. • All ads posted. First Review Monday, January 27, 2025 • Ideally candidates have applied by this date. Candidate Review Week of February 3, 2025 • Review candidates and choose who to interview for semi-finalists. Virtual Interviews Week of February 10, 2025 • Virtual interviews with the semi-finalists. On-Site Interviews Week of February 24,2025 • In person interviews Ri-0FT U3 7 REFERENCES References Raftelis is uniquely positioned to perform this recruitment because of our knowledge of local government and our extensive network across the nation. Our clients tell us we are more than just consultants—we are trusted advisors. The following table lists a few comparable recruitments we have conducted and references for each of them. Client Reference City of Beaverton, Oregon Patricia Anderson Wieck, Director of Human • Information Technology and Services Director(2023) Resources • Public Works Director(2023) P: 503.526.2522 • Finance Director(2022) E: pwieck@beavertonoregon.gov • City Manager(2021) • Interim City Manager(2020) Dan Weinheimer, Assistant City Manager P: 970.232.4352 E: dweinheimer@beavertonoregon.gov Jenny Haruyama, City Manager P: 503.526.2372 E:jharuyama@beavertonoregon.gov City of Hillsboro, Oregon Robby Hammond, City Manager • Library Director(2023, 2020, 2014) P: 503.681.5214 • Employee and Labor Relations Manager(2021) E: robby.hammond@hillsboro-oregon.gov • Assistant City Manager (2020) • City Manager (2019) Lisa Colling, Human Resources Director • Assistant City Manager, Community and P: 503.681.6460 Organizational Engagement (2018) • Fire Chief(2017) E: lisa.colling@hillsboro-oregon.gov • Police Chief(2013) • Human Resources Director(2012) Washington County, Oregon Kathryn Harrington, Chair • Assistant County Administrator(2023, 2021) P: 503.846.8681 • Chief Financial Officer(2021) E: kathryn.harrington@oregonmetro.gov • County Counsel (2020) • County Administrator(2019) Tanya Ange, County Administrator • Interim County Administrator(2019) P: 503.846.8806 E: tanya_ange@co.washington.or.us City of Fort Collins, Colorado Teresa Roche, Chief Human Resources • City Clerk (2024) Officer • Cultural Services Director (2024) P: 970.221.6535 • Deputy City Attorney (2023) E: troche@fcgov.com • Environmental Sustainability Director (2023) • Assistant City Manager (2023) Catherine MacGowan, Human Resources • Chief Sustainability Officer (2023) Partner • Deputy City Manager (2022, 2020) • Community Services Director (2021) P: 970.221.6819 • Environmental Services Director (2021) E: cmacgowan@fcgov.com • Natural Areas Director (2021) • Recreation Director (2021) Dean Klingner, Deputy Director, Planning, • Utilities Executive Director (2021) Development and Transportation • Community Development and Neighborhood Services P: 970.221.6511 Director (2020) E: dklingner@fcgov.com City of Boulder, Colorado Nuria Rivera-Vandermyde, City Manager • Division Chief, Logistics (2024) P: 303.441.3090 • Senior Risk Manager (2024) E: rivera-vandermyden@bouldercolorado.gov • Chief Building Official (2023) • Independent Police Monitor (2023, 2020) Chris Meschuk, Deputy City Manager • Chief Human Resources Officer(2022) P: 303.441.3388 • Director of Planning and Development Services (2022, 2020) E: meschukc@bouldercolorado.gov • Utilities Engineering Manager (2021) • City Attorney (2021) Aimee Kane, Equity Program Manager • City Manager(2020) P: 303.441.4235 • HRIS Manager (2020) E: kanea@bouldercolorado.gov • Human Resources Senior Manager (2020) • Total Rewards Senior Manager (2020) • Human Resources Director(2017) RAFTELIS 9 RECRUITMENT TEAM Recruitment Team WE HAVE DEVELOPED A TEAM OF CONSULTANTS WHO SPECIALIZE IN THE SPECIFIC ELEMENTS THAT WILL BE CRITICAL TO THE SUCCESS OF THE CITY'S RECRUITMENT. Our team includes senior-level professionals to provide experienced project leadership with support from talented consultant staff. This close-knit group has frequently collaborated on similar successful recruitments, providing the City with confidence in our capabilities. On the following pages, we have included resumes for each of our recruiting team members. A • ,„ RAFTELIS 1 J Catherine Tuck Parrish �w PROJECT DIRECTOR/LEAD RECRUITER Vice President PROFILE Specialties • Executive search Catherine has 30 years of management experience working for local • Strategic planning governments of all sizes, nonprofit organizations, and associations. She leads • Facilitation • Strategy development and the firm's executive search practice and has conducted over 160 searches for implementation managers/administrators; police chiefs; fire chiefs; directors of public works, • Community engagement • planning, economic development, finance, human resources, and human Employee engagement services; and other key positions in local governments across the country. Professional History • Raftelis:Vice President(2021- present);In addition to executive recruitment, she has facilitated numerous governing 021); Executive Senior Manacer(2020. g g 2021); Search Practice body workshops, staff retreats, and strategic planning sessions. Her work as a Leader,The Novak Consulting consultant includes project management and contributions to several local Group(2010-2020) • Management Partners:Senior government projects, such as process improvement studies, departmental Manager(2009-2010) assessments, planning and permitting process reviews, and policy • City of Rockville,Maryland: Deputy development. City Manager/Acting City Manager/ p Assistant City Manager(2001-2009) • Fairfax County,Virginia:Assistant to Catherine's most recent local government experience was as deputy city the County Executive(1 eni -2001) Local • ICMA: Ethics Advisor/Senior Local manager in Rockville,Maryland, where she oversaw parks and recreation, Government Programs Manager human resources, information technology, finance, neighborhood resources (1994-1998) • City of Denton,Texas: (citizen engagement), communications, customer service, and Administrative Assistant to the City intergovernmental functions. She also served as acting city manager in Manager(1990-1994) Rockville for nearly a year. Before joining Rockville, Catherine served as Education assistant to the county executive in Fairfax County, Virginia, working on • Master of Public Administration- change management issues, including a new pay system, employee surveys, University of Kansas(1990) • Bachelor of Arts in Communication implementation plans, and internal communication improvements. Catherine Studies/Personnel Administration- has served as an ethics advisor at the International City/County Management University of Kansas(1988) Association(ICMA), counseling elected officials and citizen groups regarding Professional Memberships employment agreements, forms of government issues, and recruitment. She • International City/County also worked for the City of Denton, Texas. Management Association(ICMA) • Engaging Local Government Leaders(ELGL) She chaired the ICMA's Acting Manager Task Force, which produced a • Maryland City/County Management handbook for interim managers. She also led the Maryland City/County Association(MCCMA) Management Association(MCCMA) as president and vice president. She served as president, vice president, and secretary of the Metropolitan Association of Local Government Assistants in the Washington, D.C. metro area. Catherine has spoken at national and state conferences on a variety of topics, including recruitment trends, civility, effective councils, ethics, forms of government, human resources, long- term financial planning,budget strategies, developing high-performing organizations, and leadership. She has also spoken at the National League of Cities Leadership Training Institute on recruiting and evaluating the CEO. She is a certified instructor of the Myers-Briggs Type Indicator instrument. RAFTELIS 11 Heather Gantz RECRUITER Senior Manager PROFILE Specialties • Executive Search Heather has over 20 years of leadership experience in recruiting, talent • Leadership Development acquisition, and executive search, with the last 15 years focused on local • Employee Growth and Development government. She leads executive searches for the firm, where she is known for • Innovation • Facilitation her thoroughness as well as engendering trusting relationships with both the • Project Management client and candidate while providing exceptional customer service throughout • Community Engagement the process. • Diversity of Thought Professional History Heather has conducted over 75 searches in the public sector. She has • Raftelis:Senior Manager(2022- delivered positive search outcomes for dozens of high-profile public present);Manager(2020—2021) organizations and is an expert at guiding strategy and tailoring outreach to • Waldron: Director(2007-2020) • Private Sector Recruiter(1996- find even the most niche candidates. Heather has successfully recruited for 2007) city and county managers and administrators, deputy and assistant managers, human resources, finance, community and economic development,public Education • Bachelor of Arts in Business safety, parks and recreation, public works, and many more local government Management-University of Phoenix professionals. In addition, she has led numerous executive-level searches in (2000) the social/nonprofit sector and recruited leadership positions for technology, Professional Memberships creative, accounting, and finance professionals in the private sector. • Engaging Local Government Leaders(ELGL) In addition to executive recruitment, Heather has experience supporting organizational effectiveness. She is known for providing effective leadership development and contributing to employee growth and development initiatives. Heather has advised individuals and small groups on career transition and job search strategies. Topics include knowledge and skill assessment, resume development, Linkedln, networking, interview preparation, and salary and offer negotiation. Heather has also completed several leadership evaluations and performance reviews for local government leaders. Heather has a passion for supporting diversity and innovation in the public sector. She served as an early Advisory Board Member for ELGL and remains an active and involved member in support of their mission of engaging the brightest minds in local government. In addition, Heather has served as a recurring speaker and presenter at the Northwest Women's Leadership Academy(NWWLA)in support of advancing women into leadership roles from a variety of backgrounds in local government. RAFTELIS 12 Pamela J. Wideman • •-a RECRUITER _. Senior Manager PROFILE Specialties • Pamela has over 25 years of experience in leading local government teams, Executive Level Management • Hiring and Recruitment with the last 10 years in executive leadership with the City of Charlotte. She is • Affordable Housing Expertise adept at forging creative solutions to government and community issues at the • Community Development Policy and local level, with service to the community as the foundation of her leadership Program Development • Team Development&Leadership style. She is known for her thoroughness as well as engendering trusting . Consensus Building relationships with elected officials, executive leadership across public,private, • Community Engagement and non-profit organizations, and residents, all while providing exceptional • Budget Management customer service throughout the process. Professional History • Raftelis: Manager(2021—Present) Pamela most recently served as the Director of the City of Charlotte's • City of Charlotte: Director of Housing&Neighborhood Services&Neighborhood Services Department, leading a team of over 200 (2017—2021) staff across five key divisions. Pamela shaped Charlotte's affordable housing • City of Charlotte: Housing& landscape and managed the oversight of millions of public dollars. She helped Neighborhood Services Deputy Director(2008—2016) create and preserve over 5,000 affordable housing units, created and • City of Charlotte: Housing& successfully deployed COVID-19 Pandemic relief programs for rent, Neighborhood Services Supervisor mortgage,utility, and deposit assistance to keep vulnerable residents housed (2006—2008) • City of Charlotte:Budget Analyst during the pandemic, developed a new local rental subsidy program, and (2003—2006) managed over$68 million in homelessness support and prevention. Education • Harvard Kennedy School-Senior During her work there, Pamela hired numerous staff members for her Executives in State and Local Depallment and participated on executive search panels for positions both Government(2015) •with the Ci of Charlotte as well as with other municipalities A H(ll-Municipal �' p es andAdmmi Chapel nistration(2007) organizations. Pamela is a highly sought-after speaker for her expertise in • University of North Carolina at affordable housing and has spoken on numerous panels across the country. Charlotte-Master's in Public Administration(2006) Pamela strongly believes that"service is the rent we pay for living on this • Belmont Abbey College-Bachelor of earth" and is often asked to share her public sector experiences with students, Arts in Business Administration professional trade organizations, and local municipalities. (1999) Professional Memberships Pamela has a passion for developing and implementing solutions that serve • International City/County Managers the community. She served as an early Advisory Member for the Greenlight Association • Urban Land Institute Fund in Charlotte, and on the Mayors and CEOs Committee for U.S. • National Forum for Black Public Housing Investment. Pamela was awarded the Master of Public Administrators Administration Alumna of the Year and received a Leadership in Black Excellence from her alma mater, the University of North Carolina— Charlotte. She was also recognized as a Women's In Leadership Champion by the Charlotte Chapter of the Urban Land Institute. Additionally, she was recognized as one of the top 10 "Behind the Scenes" newsmakers by the Charlotte Business Journal in both 2017 and 2020. She currently serves on the Board of Directors for the United Way of Greater Charlotte and the Children and Family Services Center. She is a member of the International City/County Management Association and the National Forum for Black Public Administrators. RAFTELIS 13 Robert Colichio RECRUITMENT SPECIALIST Senior Consultant 0 PROFILE Specialties • Executive search Robert has over 10 years in full lifecycle recruiting, sourcing, interviewing, and • Project management professional coaching. As a recruiter Robert has engaged in searches within • Facilitation • Employee growth and development both the public and social sector. He has successfully worked on recruitments • Data analysis for city and county managers and administrators, deputy and assistant managers, and various director and managerial roles in human resources, Professional History finance, community and economic development, public safety, parks and • Raftelis:Senior Consultant 20(2023- finance, present); Consultant(2021-2022) recreation, and public works. • Waldron: Senior Consultant and Coach(2013-2021) • Portland State University:Graduate In addition to executive recruiting, Robert has over eight years of combined Teaching Assistant(2010-2012) experience in professional development, career coaching, and career transition • Private Sector Consultant:Strategic Planning and Marketing management. With over 500 clients served, leading and coaching them through Development(2008-2012) complicated organizational change ranging from individual executive employee • Skanska USA: Project and Client transitions to large reductions in force. Work with these clients often included Relations Coordinator(2006-2008) one-on-one coaching over the course of multiple months. Robert additionally Education hosted and developed multiple large group workshops for companies. He has • Master of Business Administration in Organizational BehaviorPortland extensive and diverse project management experience, including technology State University,School of Business s changes and implementations. (2012) • Bachelor of Science in Business Administration-University of Robert has a Master of Business Administration degree with an emphasis in Oregon,Lundquist College of organizational behavior and a Bachelor of Science in Business Administration Business(2006) with dual concentrations in operational management and marketing with a Certifications minor in economics. • SHRM-CP Professional Memberships • Society for Human Resource Management(SHRM) A l'iLl r I Kelsey Batt RECRUITMENT SPECIALIST aT Consultant PROFILE Specialties • Executive search Kelsey joined Raftelis in 2021, helping to facilitate executive level recruitments for • Recruiting local governments across the county. As a strong cross-cultural communicator, • Editing Kelsey utilizes her skills and background in professional writing to serve as a Professional History launchpad for all her endeavors. • Raftelis:Consultant(2024-present); Associate Consultant(2021-2023) • The Purdue Writing Lab&Purdue Kelsey graduated from the Honors College at Purdue University in West Lafayette, OWL(2017-2021) Indiana where she earned a bachelor's in both Professional Writing and Creative Writing, as well as a Minor in Italian. • Bachelor Education g Bof Arts,School of Liberal Arts—Purdue University,West During her time as a student, Kelsey worked diligently at the world-renowned Lafayette,IN (2021) Purdue OWL Writing Lab,pairing with over 1,000 undergraduate and graduate students to help develop positive relationships with both writing and the English language. She also competed on the women's Division I Track and Field and Cross-Country teams while at Purdue, earning six Academic All-Conference Honors from the Big Ten. She has previously worked as a copywriter at Sweetwater Sound where she developed the company's first Copy Style Guide and proposed several researched marketing strategies, focusing on inclusion amidst gender inequality in the music industry. Her ideas can be seen implemented throughout their current sales website and internally. Kelsey also has experience in marketing from her time at SDI Innovations, where she produced and edited social media and blog content. RAFTELIS 15 Alexa Worrell ..f RECRUITMENT SPECIALIST Consultant PROFILE Specialties • Executive search In May 2022, Alexa joined Raftelis as a recruitment specialist, having completed • Recruiting an internship with the firm's Executive Recruitment Team where she supported • Relationship building numerous search activities. Professional History • Raftelis:Consultant(2024-present); Prior to Raftelis, Alexa worked as a Talent Generalist Intern at Textron Associate Consultant(2022-2023) • Textron Specialized Vehicles:Talent Specialized Vehicles, where she developed a comprehensive leave process guide Generalist(2021-2021) to ensure more consistent application of the company's policies; researched human resource procedures, policies, and applicable employment laws; and Education • Bachelor of Arts,School of Liberal marketed and facilitated an informational event for employees to set up banking Arts—Miami University,Oxford,OH needs. (2021) Through her prior work as a Receptionist/HR Assistant, Alexa developed her interviewing and recruiting skills and gained experience in redesigning training manuals for various roles to enhance training processes for future hires. During her time as a student, Alexa served as recruitment chair of her sorority, where she recruited a new incoming class of over 30 members while also developing positive relationships with the new class and the established members of the chapter. She also assisted with facilitating monthly business development events as a member coordinator for the Advancing Women in Entrepreneurship Business Club. Alexa earned her bachelor's degree in Sociology and Human Capital Leadership and Management from Miami University in Oxford, Ohio. RAFTELIS 16 COST COSI The total fixed fee to complete the City Manager recruitment, as outlined in this proposal, is $34,500. This includes all professional fees and expenses for Raftelis. We estimate the following additional costs to the City, which would be billed at cost. Advertising Approximately$2,000-$2,500 Background checks Estimated at$175-$500/finalist Finalists' interview travel Borne and reimbursed directly to the finalists by the City Advertising and background checks are invoiced as completed. The fixed fee will be invoiced as follows: Activity 1 —$9,356 After delivery of the recruitment documents • Recruitment plan • Recruitment brochure • First-year goals Activity 2—$14,010 After the candidate review Activity 3—$11,134 After the interviews are completed Within six(6)months of the final interview process,should an additional candidate be hired by the City from the pool of candidates presented by Raftelis for this project, the additional fee shall be $15,000. ADDITIONAL SERVICES Coaching Raftelis has trained coaches with practical experience as former practitioners to provide one-on-one coaching with executives, depattnient heads, and mid-level managers. The process includes setting goals, development and execution of a coaching plan, and individual coaching sessions. Local governments and utilities utilize this service to help new leaders acclimate to new roles and responsibilities, adjust to the complexities of the organization and external factors, navigate difficult conversations, improve their interactions with the governing body and/or in public settings,build strong staff teams, and prepare future leadership within the organization. COST: • Typical cost for this service is $10,000 • Hourly rate for coaches is $250/hour • Work is done virtually RAFTELIS 17 Facilitated Evaluations Raftelis has skilled staff who can deliver a facilitated evaluation for governing-body appointed staff, including city managers, city attorneys, city clerks, city treasurers, city auditors, etc. This process includes input from every governing body member through the facilitator, self-assessment, a guided conversation in executive session, goal- setting for the next year, and the evaluation document. This allows each member of the governing body's voice to be included, ensures the executive receives meaningful feedback, and is done objectively. This process may also include a 360 component, if desired. COST: • Typical cost for this service is$13,000 to $17,000(depending on scope, such as the inclusion of 360) • Work is done remotely except for guided executive session APPENDIX: ADDITIONAL RELEVANT EXPERIENCE Appendix: Additional Relevant Experience RAFTELIS 19 Recent Executive Search Experience Client Position Client Position AZ Central Arizona General Manager CO Fort Collins Community Services Director Project AZ Clarkdale Town Manager CO Fort Collins Community Development and Neighborhood Services Director AZ Cottonwood City Manager CO Fort Collins Environmental Services Director AZ Oro Valley Chief Financial Officer CO Fort Collins Natural Areas Director AZ Oro Valley Police Chief CO Fort Collins Recreation Director AZ Payson Town Manager CO Fort Collins Utilities Executive Director Health District of AZ Peoria Human Resources Director CO Northern Larimer Executive Director County AZ Scottsdale Economic Development Director CO Lafayette City Administrator AZ Yuma City Administrator CO Louisville City Manager AZ Yuma Engineering Director CO Louisville Director of Parks and Recreation AZ Yuma Finance Director CO Louisville Director of Planning and Building Safety AZ Yuma Planning and Neighborhood Services Director CO Louisville Human Resources Director CO Aspen Community Development Director CO Loveland Budget Manager' CO Boulder Chief Human Resources Officer CO Loveland Chief Financial Officer' CO Boulder City Attorney CO Loveland City Clerk' CO Boulder City Manager CO Loveland Economic Development Director' CO Boulder Fire Division Chief CO Northglenn Human Resources Director CO Boulder HRIS Manager CO Pueblo West District Manager Metropolitan District CO Boulder Human Resources Director CO Westminster Parks,Recreation,and Library Director CO Boulder Human Resources Senior Manager CT Greenwich Town Administrator CO Boulder Independent Police Monitor CT Mansfield Town Manager CO Boulder Municipal Court Judge CT Meriden City Manager CO Boulder Planning and Development Services Director CT Windsor Police Chief CO Boulder Total Rewards Senior Manager DE Kent County County Engineer/Public Works Director CO Boulder Utilities Engineering Manager DE Lewes Municipal Planning and Development Officer CO Denver Independent Monitor DE Milford City Manager CO Fort Collins Cultural Services Director DE Milton Town Manager CO Fort Collins Deputy City Manager DE Rehoboth Beach City Manager RAFTELIIS 20 Client Position Client Position IA Cedar Rapids Utilities Director MD Garrett Park Town Manager IA Cedar Rapids City Attorney MD La Plata Planning Director IA Cedar Rapids Public Works Director MD La Plata Police Chief IL Peoria County Director,Animal Protection Services MD La Plata Town Manager IN Bloomington Traffic and Transportation Engineer MD La Plata Town Treasurer Maryland Municipal KS Baldwin City City Administrative Officer MD League Executive Director/CEO KS Edgerton Building Inspector MD Mount Rainier City Manager KS Edgerton Community Development Director MD New Carrollton City Administrative Officer KS Johnson County Human Resources Director MD Ocean Pines General Manager Association KS Merriam Finance Director MD Riverdale Park Town Manager KS Olathe Director of Economy MD Riverdale Park Police Chief KS Tonganoxie City Manager MD Rockville City Attorney LA Orleans Parish Chief Operations Officer MD Rockville City Manager School Board MD Aberdeen Director of APG Privatization MD Rockville Community Planning and Development Services Director MD Aberdeen Police Chief MD St.Michaels Town Administrator MO Aberdeen Public Works Director MD Sykesville Town Manager MD Berwyn Heights Code Supervisor MD Takoma Park City Manager MD Berwyn Heights Town Administrator MD Takoma Park Deputy City Manager' MD Cambridge City Manager MD Westminster Finance Director MD Charles County Director of Community Services' MD Westminster Human Resources Director MD Charles County Engineer IV' MI Novi Assistant City Manager MD Gaithersburg City Manager MI Novi Finance Director MD Gaithersburg Director of Finance and Administration MI Rochester Hills Chief Financial Officer MD Gaithersburg Engineering Services Division Chief MO Chesterfield City Administrator MD Gaithersburg Finance Director MO Clayton City Manager MD Gaithersburg Public Works Director MO Lee's Summit Human Resources Director MD Gaithersburg Public Works and Engineering Director MT Helena City Manager MD Gaithersburg Director of Information Technology NC Guilford County Assistant County Manager for Strong Communities R4FTt£LIS 21 Client Position Client Position NC Guilford County Assistant County Manager OH Hilliard City Manager for Successful People NC Guilford County County Attorney OH Hudson City Manager NC Guilford County Communications and OH Jackson Township Township Administrator Public Relations Director NC Guilford County Deputy Finance Director OH Miami Township Township Administrator NC Guilford County Equity and Inclusion Manager OH Moraine City Manager NC Guilford County Public Relations Director OH Oberlin Fire Chief NC High Point Assistant City Manager OH Oberlin Police Chief NC High Point Planning Director OH Portsmouth City Manager NC Matthews Assistant Town Manager OH Prairie Township Township Administrator NC Roiesville Human Resources Director OH Sandusky City Manager Solid Waste Authority NH Keene City Manager OH of Central Ohio Director of Administration (SWACO) NH Hanover Town Manager OH The Port-an Ohio General Counsel Port Authority NM Las Cruces City Manager OH The Port-an Ohio industrial Development Manager Port Authority NY Batavia City Manager OH The Port-an Ohio Vice President of Communications Port Authority and Marketing Livingston County The Port-an Ohio NY Water and Sewer Executive Director OH Port Authority Vice President of Economic Equity Authority(LCWSA) NY Oneonta City Manager OH Union County County Administrator OH Centerville City Manager OH Upper Arlington Assistant City Manager' OH Delaware County Director of Economic Development OH Upper Arlington Police Chief OH Delaware County Executive Director OH Washington Township Assistant Fire Chief Transit District OH Hilliard Deputy Police Chief OH Washington Township Township Administrator OH Hilliard Police Chief OH West Chester Township Administrator Township OH Hudson City Manager OH Westerville City Manager OH Cleveland Heights City Manager OH Westerville Deputy Director of Planning and Development OH Cleveland Heights Finance Director OH Westerville Finance Director OH Dayton Financial Officer OH Worthington Assistant Fire Chief OH Dublin Director of Public Service OH Wyoming City Manager OH Dublin Deputy City Manager/ OR Beaverton City Manager Chief Operations Officer OH Granville Village Manager OR Beaverton Finance Director ftAFTELIS 22 Client Position Client Position OR Beaverton Interim City Manager OR Washington County Assistant County Administrators Breakneck Creek OR Beaverton Police Chief PA Regional Authority Manager OR Beaverton Public Works Director PA Carlisle Borough Police Chief OR Clean Water Services Chief of Staff PA Farrell City Manager OR Clean Water Services Chief Utility Operations Officer SC Mount Pleasant General Manager Waterworks OR Clean Water Services General Counsel and TX Abilene City Engineer Chief Compliance Officer OR Gresham City Manager TX Abilene Library Director OR Gresham Police Chief TX Lancaster Assistant City Manager OR Hillsboro Employee and Labor Relations Manager TX Lancaster Finance Director OR Hillsboro Library Director TX University Park Human Resources Director OR Lake Oswego City Attorney VA Albemarle County Chief Financial Officer OR Lane County Public Works Director VA Albemarle County County Attorney OR Newberg Assistant City Manager VA Albemarle County Deputy Director of Community Development OR Newburg Police Chief VA Albemarle County Police Chief OR Newberg Public Works Director VA Albemarle County DEI Director OR Salem City Manager VA Albemarle County Deputy Chief Financial Officer OR Scappoose Finance Administrator VA Albemarle County Diversity,Equity,and Inclusion Director OR Sunrise Water Finance Director VA Albemarle County Human Resources Director Authority OR Tigard Assistant City Manager VA Alexandria Controller OR Tigard Finance Director VA Arlington County Central Library Services Division Chief' OR Tigard Human Resources Director VA Arlington County Housing Director' OR Tualatin City Attorney VA Ashland Town Manager OR Tualatin Hills Park& Chief Financial Officer VA Bedford County County Administrator Recreation District OR Tualatin Hills Park& City Attorney VA Bedford County Deputy Fire Chief' Recreation District OR Tualatin Hills Park& District Finance Director VA Bedford County Finance Director Recreation District OR Washington County County Administrator VA Chesapeake Chief Financial Officer OR Washington County Interim County Administrator VA Chesapeake Chief Information Officer OR Washington County Chief Financial Officer VA Chesapeake City Auditor OR Washington County County Counsel VA Fairfax City Manager RAFTELI$ 23 Client Position Client Position VA Fairfax Police Chief VA Loudoun County Planning and Zoning Director VA Fairfax County County Executive VA Loudoun County Systemwide Fire Chief VA Fairfax County Deputy County Executive VA Loudoun County Community Corrections Director VA Fairfax Water Customer Service Manager VA Newport News Engineering Director VA Fairfax Water Human Resources Manager VA Newport News Waterworks Director VA Fredericksburg Public Works Director VA Newport News Human Resources Director P VA Harrisonburg City Manager VA Prince William County Deputy County Executive for Public Safety VA Harrisonburg Human Resources Director VA Virginia Retirement Human Resources Director System VA Harrisonburg Police Chief VA Warrenton Town Manager Harrisonburg- Assistant Director,Financial VA Rockingham Regional Executive Director WA Bellevue and Resource Management Sewer Authority (HRRSA) WA Bellevue Deputy City Manager VA Leesburg Finance Director WA Bellevue Utilities Deputy Director VA Leesburg Town Attorney WA Bothell City Manager VA Leesburg Planning and Zoning Director WA Bothell Community Development Director VA Loudoun County Animal Services Director WA Bothell Finance Director VA Loudoun County Assistant County Administrator WA Camas City Administrator VA Loudoun County Assistant Director of Human Resources WA Central Pierce Fire Fire Chief and Rescue VA Loudoun County Chief Financial Officer WA Sammamish Public Works Director VA Loudoun County County Attorney WA Shoreline Administrative Services Director VA Loudoun County Director of Building and Development WA Shoreline City Manager VA Loudoun County Deputy County Administrator WA Shoreline Human Resources and Organizational Development Director VA Loudoun County Economic Development Director WA Shoreline Human Resources Director VA Loudoun County Family Services Director WA Spokane Regional Community Health Director Health District VA Loudoun County Finance Director WA Spokane Regional Deputy Administrative Officer Housing and Community Health District VA Loudoun County Development Director WA Spokane Regional Health Officer Health District VA Loudoun County Information Technology Director WA Spokane Regional Human Resources Manager Mapping and Geographic Information Health District VA Loudoun County Director Central Brown County Mental Health,Substance Abuse,and WI Water Authority Manager VA Loudoun County Developmental Services Director WI Mequon City Administrator VA Loudoun County Parks,Recreation,and Community Services Director WV Morgantown City Manager AGENDA ITEM No. 10 Date: November 12, 2024 TESTIMONY SIGN-UP SHEETS Please sign on the following page(s) if you wish to testify before the City Council on: Public Hearing: CITY MANAGER RECRUITMENT HIRING STANDARDS, CRITERIA AND POLICY DIRECTIONS This is a City of Tigard public meeting, subject to the State of Oregon's public meeting and records laws. All written and oral testimony becomes part of the public record and is openly available to all members of the public. The names and city of persons who attend or participate in City of Tigard public meetings will be included in the meeting minutes, which is a public record. Due to Time Constraints City Council May Impose A Time Limit on Testimony AGENDA ITEM No. 10 Date: November 12, 2024 PLEASE PRINT This is a City of Tigard public meeting, subject to the State of Oregon's public meeting and records laws. All written and oral testimony become part of the public record and is openly available to all members of the public. The names and addresses of persons who attend or participate in City of Tigard public meetings will be included in the meeting minutes, which is a public record. Proponent—(Speaking In Favor) Opponent—(Speaking Against) Neutral Name,Address&Phone No. Name,Address&Phone No. Name,Address&Phone No. Name,Address&Phone No. Name,Address&Phone No. Name,Address&Phone No. Name,Address&Phone No. I Name,Address&Phone No. Name,Address&Phone No. Name,Address&Phone No. Name,Address&Phone No. Name,Address&Phone No. Name,Address&Phone No. Name,Address&Phone No. Name,Address&Phone No. AIS-5678 11. Business Meeting Meeting Date: 11/12/2024 Length (in minutes): 0 Minutes Agenda Title: Supplemental Questions and Answers Authored By: Carol Krager Presented By: Item Type: Receive and File Public Hearing No Legal Ad Required?: Publication Date: Information EXPLANATION OF ISSUE The City Council may have questions for staff after the council meeting packet is published. For public transparency, these questions and answers provided by staff are due the afternoon of the meeting and will be attached at the end of the meeting packet. ACTION REQUESTED None BACKGROUND INFORMATION Council may have questions for staff regarding agenda items.These questions can be asked during the meeting or through an email to the city manager and other staff prior to the meeting. In the interest of public transparency, any questions and staff answers are listed on the Supplemental Questions and Answers list. This will be attached to the meeting packet, which is available online. There may be no questions and in that case, this Agenda Item Summary will have no attachments. ALTERNATIVES & RECOMMENDATION N/A ADDITIONAL RESOURCES N/A Attachments Council Questions and Answers 241112 Supplemental Questions and Answers November 12, 2024 - City Council Meeting Agenda Item No. 6. - CONSENT AGENDA: BUDGETING SOFTWARE Q: (Councilor Wolf) Can you confirm that this software will also provide updates to the Capital Budget spent to date, so the balance shared on the AIS is actual balance available. A: (Finance Director Kang) Yes,the software package includes a capital project tool that will capture budget and expenditures on a project to date. I've included a link of a n example of a nother j urisdiction that is using the tool today.The engineering team is interested in converting alI capital project tracking that's currently captured on the City's Website to Questica's interactive tool. https://frederickcounty.open book.questica.com/#/visualization/e93f9ec8-c778-4986-928b- 60d40c4e1b1b?filte rs=%2558%2522Bridges%2522%255D&project=BR1038 Agenda Item No. 7. - SUPPORTING HOUSING SERVICES Q: (Councilor Wolf) After reading the report, I applaud WA County for its leadership in coordinating so many organizations involved in delivering services to those in WA County needed supports. It is an impressive list and congratulations on reducing unsheltered homelessness by over 35%! Earlier, I had requested that financial data be provided from WA County regarding SHS revenue and expenditures. The annual report attached to the Council Packet addressed those questions. (see earlier questions below): I am requesting we invite Washington County staff to present to Council on the following: 1. How Metro collects the SHS dollars and allocates to the counties. Metro has a tax collection report, but it is region-wide. Do we have a WA Cnty report? https://www.oregonmetro.gov/sites/default/files/2024/09/06/FY24-SHS-tax fiscal-year-end- report-20240906.pdf 2. What data does Washington County receive with the Metro allocation (do we know tax collections by cities/non-incorporated communities? 3. How does Washington County disburse funds and I'd like the financial report. When I look at the last Washington Cnty SHS report, it reports on placements and demographic data, but it doesn't report on the financial impact. Should I be looking somewhere else? https://www.washingtoncountyor.gov/housing/documents/shs-2023-24-quarter-3- report/download?inline November 12, 2024 — City of Tigard — City Council Meeting Q: (Councilor Wolf) PLACEMENT PROCESS - Based on the annual report, I believe Community Action Organization runs Community Connect which is the system utilized for placement. The annual report nor the presentation slides define the process for placing those in need of shelter. Given Tigard's critical role in offering shelter/housing, it would be great to have that presentation. https://www.washingtoncountyor.gov/housing/homeless-referral-system- coordination A: (City/County Houselessness Liaison Cohen) Correct,Community Connect is the coordinated entry system for shelter services.Our County partners will be able to answer questions about how folks enter and navigate the SHS and Community Connect system. 0: (Councilor Wolf) SYSTEM CAPACITY (pg 32/33, 36 and presentation slide #6) Wanting to confirm I understand how these dollars are used. Permanent Supportive Housing dollars are services dollars or rent assistance dollars, correct (as opposed to capital $$)? A: (City/County Houselessness Liaison Cohen)Correct, Permanent Supportive Housing dollars are services dollars used for long-term rental assistance vouchers. 0: (Councilor Wolf) If so, When I look at the Year 3 Outcome of 399 as compared to the Annual Report (page 33), are we serving 399 households or accumulative 1,257? A:(City/County Houselessness Liaison Cohen) 1,277 is the number of households that received long-term rental assistance at any time during the year. 399 is the number of new households that received rental assistance through the year.858 households had been enrolled into the program before this year and continue to need assistance. 0: (Councilor Wolf) I ask that question in terms of understanding the future need or forecasting funding through 2030. Page 36 forecasts 2,230 as the total estimated need. Has Washington County completed a forecast for the full capacity budget and how that would align with future annual revenues? PSH and Eviction Prevention are critical programs, so I am curious where we will hit a tipping point especially if actual revenue collection was lower by $6.2M. A:(City/County Houselessness Liaison Cohen)That is an excellent question,and I look forward to the county's response. Q: (Councilor Wolf) SHELTER SYSTEM: I have concerns about the supply side allocation of resources when comparing Hillsboro,Tigard, and Beaverton. Looking only at permanent shelter beds: Hillsboro 96 beds; (Population 107K) November 12, 2024 — City of Tigard — City Council Meeting Tigard 139 beds; (Population 56K) Beaverton 118 beds (Population 101K) Tigard has received federal (currently) and regional funding to support our services, but what assurances do we have from Washington County that shelters such as Just Compassion have the supports needed? A: (City/County Houselessness Liaison Cohen) Our County partners can answer this question. Q: RETURNS TO HOMELESSNESS SERVICES -page 35 (Councilor Wolf) Do we understand root causes of the return to homelessness services? Is it rent increases or other issues? A: (City/County Houselessness Liaison Cohen) The primary cause of homelessness in our region (and in Tigard) is lack of affordable housing, both in terms of housing stock and in terms of peoples'ability to pay for it. For the primary causes of returning to homelessness, I hope our County partners can answer that this evening. 0: (Councilor Wolf) The report defines Population B as Rapid Rehousing and Prevention -page 55. What is included in Population A? A: (City/County Houselessness Liaison Cohen) Population A is defined as people that are extremely low income,chronically homeless,and have a disabling condition.This population often requires Permanent Supportive Housing and access to recovery services. Population B are people experiencing houselessness, but do not qualify as Population A. The report is trying to articulate which services are best suited for each population, acknowledging that Population A participants often need more intensive, long-term assistance to maintain housing. Q: (Councilor Wolf) LOOKING TO THE FUTURE - This is probably incredibly difficult to answer given the uncertainties in the next five years. Do we have a sense of where we will be when the SHS tax expires in 2030 or when we have fully utilized the Metro bond? A: (City/County Houselessness Liaison Cohen) Agreed that this is difficult to answer at this time. Metro is considering several options for the future, and I believe this will be a dynamic and important conversation in the next few years. November 12, 2024 — City of Tigard — City Council Meeting Agenda Item No. 8 — RIVER TERRACE 2.0 UPDATE — CLIMATE GOALS, HOUISING PLAN, ANNEXATION Q: (Councilor Wolf) Housing & Community Engagement Committees: Appreciate the involvement to date by those on these committees. Can you share who is participating on the committees? HAC CAC Marc Farrar Mickie Harshman Matt Wellner Elizabeth Sprague Mac Cunningham Julie Le Katie Ullrich Lisa Goetz-Mutchler Ross Masters Paul Bourman Tanya Christensen Sarah Ericksen Ken Barker Dan Murphy Nikki Munson Amalia Mohr Mike Mitchoff Larry Jacobs Jessy Ledesma Miguel Andrade Tom Remmers Miriam Andrade Aubre Dickson Esperanza de la Vega Jessica Tewell Q: (Councilor Wolf) Some of the Priority Actions (such as frequent, efficient transit) might be impacted by the answers provided to ECONW questions on community design. Do we have concerns about delivering on low-carbon modes for RT2 community members? A: (Senior Planner Warren)We don't have broad concerns but recognize that there are trade- offs and policy decisions that will need to be made with the plan if we are to deliver on low carbon development. Q: (Councilor Wolf) ECO northwest Report/Presentation- The report (pages 4&5) poses some important questions. Based on the slide presentation, have the Housing Advisory Committee and Community Advisory Committee been asked the questions? The slides don't provide feedback, so are responses still being summarized? Based on slide 4, did the committees discussed these issues on October 29? (first meeting) A: (Senior Planner Warren)These key questions were covered in the meetings but since they happened after the agenda item deadline,the feedback is not included in this presentation. I can provide a very high-level summary this evening. November 12, 2024 — City of Tigard — City Council Meeting IN -- - ' 4. ., ; ,•.1 4.0'4,1 l'w""' 1' -,, ( -• °,.' • \. •s.: 4. ,-; - , 4 - r ''."... sok... , r, i 4" '' * ri ....... Pettr14.- ,f 7, ; '1 li• "Atr4...• 1 ji& #. 0F.. il , . 0".• r - r t , .. f"."".!,, '.. , „:,.. ‘7,„. 1 ,-., .,..."140/4100,4',.. •141' ' \ 4 .0,-,,,,, e . i .1i i-,! ' ' -.---; . , . .,,,.., ..-, • .. tp. , t. .. 4.t ..e. . ,....." ... y. .-• - 4 r--.0°‘ -'' - ? ' °`It %. .-.40.1.. • • Olt' .4.•• .". 4 • 'it 11' , • 4 , ';:, .4.,' • *, ,-, ' -, f\•:'• __,-• • ,, • .. 4;1,, ''': Miatik`i- ' , , ;,;,-, 3.,,,,-%. .,,,, r' '. , '•te<0.0 ...,..' ', • irli- ... ,• , ..,..--.,, 4. , All vioro. --, 4-.• .' ' - - - - -,,..,,,%.'. ,,"--.42.,„ , i -- 3,,,s, , ,I, , /,,,, , 1. ..#:is. -5,.:,t, 75,1,-„Tie,* - it . .. tl,.,„ a••• ille-----.''.-------' ' *,''' ' , ".•.° f t rt f - -, -.,., .,-,%....,_,,-..7. ' z --, t'" -. r '"--, .. • - .;",.F%' - ,,,,,,,, : , ;-..„, , 1,.." ..-- 4-.=r-•.-- - . ,t•'' ' - ''''' ., 4,,r$-t-,ir,-.,,fr•P''' ' ' *• • • s--,tr•*„, w -:-.,•.-..*_ i V‘ -•-, ....ap.'O lft•air,,,, : .1"1•1•••f.• r" --""E 1 r. , ;‘,;„ ,- „,, , - ' •, ...' •-,••••••• . -- . .., .., mmkto•••1 r ,01' ‘ jr , .,-....,,-.. : A.,•.- 44;1;, ficiez 14VPIP)1-, .../ .:,.__.,„‹ •- ---•.:•:, alK, -- -r° .,P,.. .... it ia,rim...4w' liZX . . - -- - - . - --- - : - .....,.. '- 7.• - ....:. . ... i•• - - :. . - , i ,..,..0. ,,•-.•i--- .,, e"'N'41'7•.'•-• ..• 441r4fedg . '• •- - . i :: •• • .'' , k i" ificm 1,0,040 t ,..01', • „: r • .- • - - ,.'-49.0t" /.> E:y^. -: t p .II/1*1N ..t -4- ' imp, ,,,P,.. .,,, . j •'• •,•.-... , .... _. "1• -4':.'" rat * ,t. '...ft-.A . , .14‘ ' ) •• 1.44...41 •' ' ' ir I\ I , . . ...,,.• 7. ... i., . ;.. , ,..0 ... . .. ,..i, . , - • ' • C._ s ..if : 1 "'" f .:,:,...,• -.-. - ..)- .,...• rg Th.nt t...!t.ri, , !.-r- - "rciiii .•-•, -,-.4,-;_ . r .... .,..., . i ...._ ,.. r ,4 - v rt I 1 ' . ,. • . ollpir F.,.j ....oripr, . .. .., . , A t - •444. • , , ... . -. . . .1 Si. 1 ., .. .r _ .. p V-•_-1., ...'6:144,....p... it, ., , .... 4.-..„,, , t ...... . ,-, -. --:„- ,i 1.-..., tx---.7.: 1 1 c:: ,44,.. , , • , 4 . ...„. , . ' '' -.11W/in .400114 L''"_44__r_4 ' 4. , ','4.."' p p„. ' , .,-i • - •• . , ., „, 4 " . -1.4 ‘•1- ...... -. ...... UP.. , 116. .- tVIX• ill - ,l ::, .: • Air la / "". ''''.*"'"' 4*••••70=Oa °i* ".,. t E -,-- '''''•'.1' t•• ••••4•4 .. 4*. ac4,44.444.0401) .. •.„,..rb on.., ..*• . P V 4: .i+.,....' . -''' 1 :''N 4,- c rtrrr --.c.-- , ee.4 'f 1r • '.,4'''' ' 4.- .i.- . tali A E-II RIV4 •rrte 40 Properties '..„,, ,,..::.• ty ;z nda Outer; f ,.- .%.‘ 4' ...met., .,-. - ,• v.........-,_.....„ ,PI.0t r r.*4,-...,-,--=:*t 4wsPir14.4.4.014.1 ."''''.* * _ . . .1 rtti: :''•.4.1"14.1,- ,..,-,-,,s ,,, ..' s'e ‘•. ,,‘ . • ' f_ 4,,,,w.vii• ' .e"er" - AI i ' ....,, ,,t....: - I • . , . • • : - ** • -.„,, , . ' I . . , , V, •- 1$... c. ., ' ,....4 ..•4.:*,,.,.-e• , . ... 4 1 ,- - .• -- ' -- 4" ; - . ' - ---- ' • „_,•„„. oik.-A:-4 .,. ; , •,,‘ ` '''.•k , - • 'A . 4 4' ' "` • p ,.,..-•`6--. 4 , ''...... '; !',.' :,,t.•, ....k.14.-, - , f4":: ' i. 9 '' ' ar. • ....- ' *--,41---.. ,, 2,- s • .' • . 2..r , .44.r 0 ....... t? .1 21541114111kr 4 t ' 41'•1•••• ilk r- i.A..,-- ....,:, I. .•••tt t • tr r IN ,, k , , ,.• . I '', - ,;l. -S,C..ii' ,:,, •-°•'-. -.C-.,1.;..,nt'-r "2. f.' • 6. s.' .:4,• t• r."-4'14IF,,T. ,,.,.,...,It,,,I.1,I,I;„N.‘,,...„..I.,_. '. :- i r" il - 14 _, " 4$t210t. .44,t.1 ‘i01 , . .. I .%. i " . ...• ... ..% ,-'1 ' I 1$k .."... 'It.'". '1. t' 1 ` A t • i `4, . • Co: . AC ,_I . - •:',' ,4k. :4''' . •'•1' t .. • rtn ,..., • . 411k/ • . I N ...„... f • t;,,, it - . ..1 -N. ': "'' -*- -• i 4.ii-6,1 ,,, 0,,„r ... J , ( 1 . 1 A 0 0.13 0.25 0.5 Miles 1. 7 -. . -- -. ,,..F ... .. .i..2.: V • ---" or-_a I`• ' I i i I I i I I - - ''''‘.,:, • - ..,,%,' :''''''''...4- ti.--.. - ...;" t ••• .0.- - . ri, - ..... " o o n I �.°i.a om 0" I8 o ooa m$1 E .. 0 .+ rv.+ 0 0 0 00 .+H m ,n o 000 w w E8, d 2R o a o 0 0 0 0 0 0 0 0 0 0 vmi RVii'RS'$m^�nm"Rm riPR m ry ry m 0 V N N N N N N N w w w N N w w N N w w w w N N N N N N N N N w N w N N N w N w w 0 :O^ O V ,+ n 0i O C O V' N N N N N w w N w w y ^ N h w w N w N w N N w w N N N N N p�� N w N w w N w N N w w n,p O ti O O.+ O^.p+ O b O�p rv ^1,1.+m N^b m • mm—rvm movm0° mEc 5,$ m .9. 7ia °o°� e`rv"auig rv^w a w w N w w w w w w w w w w w w w w w w w N N N N N N N N w N w w N w w w w w w 888888?????? 0 0 0 0 0 0 0 0 0$o 0 o 8 o 0 0$m • moe °.+° mom wee ,mn rmiom �. o.+ e�cm NI >rvrvmm mai ER,9mi$°v RRE ZiRRE2 mm�u rvm'^+e a www w w w w w w w w w w w N N N N N N N w w w w w w w w N w N N N N N w w an,ory in ..$m n room mmma� o tt o ^o m .+ '+ ry .+ 444g1 "",,,4 w m .+m ow a a oro o 0 0 0 0 0 0 0 0 0 0 o mR o 0 0 0 0 0 0 0 o c�o 0 0 0 0 0$g o 0 of o h Egr'40i^oma'R•rv+UH'I'"wHmmm$nrvmav°Dio'^+�mvp.�'+ H w w w w w N N N N N N N N N w N N N w w w w w w w w w w N N N N N N N N N N 0 0 o g o 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 m�,$o M$oo Na.. moovry >m ry �o m E n ry o ry m m�vm$e.+.+m .+ E EEE E EE , ms s $EEE E EEEE g $ 938 RR o? 8 oR 8888 a� • .+ m .nm m mm a em m am mm.. m mmva w w N w w w w w w w w w w w N N N N N N N N N N N N w N w w w w w w w w w w 0o 0 zz zca2z ¢2z 020 a z c c¢ zQ 0000 ��j00 0 n" m 0n o zzzzl ��� � �� o 0 Allg LLIMEEg3 H mmmmmm aam�a u9888m 8 oom�n?N Ecom eke 88mm3m 8?AAv sssgss^ossssssssss88§ §ossSSososgoggs 0'�' o 0 o a 0 0 0 0 0 0 0 0 0 0 ory ry ry ry ry ry ry ry ry ry ry ry ry ry ry n ry ry ry ry ry ry ry ry ry ry ry ry ry ry ry ry ry ry ry ry ry ry Agenda Item 10 — CITY MANAGER RECRUITMENT PROCESS Q: (Councilor Wolf) Community/Stakeholder Engagement - My experience is with superintendents, not city managers, but I misunderstood the opportunities for community engagement that would be made available on November 12th. Is that typical practice where only Public Comment is offered for feedback? I am concerned that the timeline proposed by Raftelis doesn't specifically offer opportunities for community or stakeholder input. Is that correct? (pg 7 - Activity One) 2. I tried to find another city manager example but didn't have great luck. The Class Specification doesn't address the following areas: a. Strategic direction created by Council and CM. b. Demonstrated knowledge and skills in capital bond measures and execution of a large capital bond. c. Demonstrated leadership in organizational change d. Skilled in creating a work environment where all staff are welcomed and given opportunities to thrive I recognize these items can be addressed in questions, but do we not highlight skills beyond the standard job description? Based on the employee survey, many of these issues were highlighted as priorities. A: (HR Director Gomez) These are good questions and I appreciate you asking for clarification. The draft timeline from Raftelis is the beginning of the process and the starting point to craft and develop the candidate profile combining job specifications, minimum requirements, and our feedback regarding the expectations of the role, desired tra its, skills, attributes, - like you described above. It's also the start of many conversations we will have with Raftel is during the candidate profile development and active recruitment process. Afterthe profile is confirmed, Raftelis will begin the active recruitment.The profile will be used to sort through and select the top candidates who appear to align with the profile.We are also expecting to conduct a meet and greet of the top candidates with other stakeholders and City staff. Finally,the interview and interview questions will be more specificto help us identify the best candidate while ensuring an equitable process. November 12, 2024 — City of Tigard — City Council Meeting