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City Council Packet - 07/22/2025
Tigard Business Meeting AGENDA TIGARD CITY COUNCIL, LOCAL CONTRACT REVIEW BOARD&TOWN CENTER DEVELOPMENT AGENCY MEETING DATE July 22, 2025 -5:15 Executive Session &6:30 p.m. Business Meeting REVISED AND TIME: 7/22/2025 Executive Session canceled; Item 8 Attachment Revised MEETING Hybrid -City of Tigard -Town Hall - 13125 SW Hall Blvd.,Tigard, OR 97223 -See LOCATION: 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: Video Public Testimony Registration Link (https://www.tigard-or.gov/your-government/video-public-testimony-registration) Upon request,the City will endeavor to arrange 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 contacting: City Recorder Carol Krager at 503-718-2419 (voice)/carolk@tigard-or.gov 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. • ci7�`o e., Tigard Business Meeting igard AGENDA TIGARD CITY COUNCIL, LOCAL CONTRACT REVIEW BOARD&TOWN CENTER DEVELOPMENT AGENCY REVISED 7/22/25 Executive Session canceled; Item 8 Attachment Revised MEETING DATE AND TIME: JULY 22, 2025-5:15 p.m. Executive Session & 6:30 p.m. Business Meeting MEETING LOCATION: Hybrid -City of Tigard -Town Hall - 13125 SW Hall Blvd., Tigard, OR 97223 1. EXECUTIVE SESSION: The Tigard City Council will go into Executive Session to discuss the work-related performance of a public official, under ORS 192.660(2) (i).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.5:15 p.m. Cancelled 2. BUSINESS MEETING 6:30 p.m. 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. DISABILITY PRIDE MONTH 4. PUBLIC COMMENT 6:45 p.m. estimated time A. Public Comment—Written B. Public Comment—In Person C. Public Comment—Phone-In D. Public Comment—Video 5. CITY MANAGER REPORT 6:55 p.m. estimated time 6. BOARD AND COMMITTEE APPOINTMENTS 7:00 p.m. estimated time 7. CONSENT AGENDA: (Tigard City Council & Local Contract Review Board ) 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. 7:20 p.m.estimated time A. CACH RESERVOIR & PUMP STATION OWNER'S REPRESENTATIVE CONTRACT AMENDMENT B. 2025 PAVEMENT MANAGEMENT PROGRAM (PMP) PAVEMENT REHABILITATION PROJECT CONTRACT C. FRANCHISE EXTENSION AGREEMENT WITH COMCAST •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. 8. PUBLIC HEARING TO AMEND THE 2026 FEES AND CHARGES SCHEDULE 7:25 p.m. estimated time 9. TOWN CENTER DEVELOPMENT AGENCY PUBLIC HEARING:TCDA SUPPLEMENTAL BUDGET 7:40 p.m. estimated time 10. EQUITABLE ENGAGEMENT REPORT FINDINGS 7:50 p.m. estimated time 11. NON-AGENDA ITEMS 12. EXECUTIVE SESSION: The Tigard City Council may go into Executive Session. If an Executive Session is called to order,the appropriate ORS citation will be announced identifying the applicable statute. All discussions are confidential and those present may disclose nothing from the Session. Representatives of the news media are allowed to attend Executive Sessions, as provided by ORS 192.660(4), but must not disclose any information discussed. No Executive Session may be held for the purpose of taking any final action or making any final decision. Executive Sessions are closed to the public. 13. ADJOURNMENT 8:50 p.m. estimated time AIS-5900 3.A. Business Meeting Meeting Date: 07/22/2025 Length (in minutes): 10 Minutes Agenda Title: Disability Pride Month Proclamation Authored By: Rebecca Hathaway Presented By: Item Type: Proclamation Public Hearing No Legal Ad Required?: Publication Date: Information EXPLANATION OF ISSUE The City of Tigard seeks to proclaim July 2025 as Disability Pride Month to recognize the achievements and contributions of individuals with disabilities in our community, raise awareness of ongoing barriers to accessibility and inclusion, and affirm the city's commitment to equity for people of all abilities.The proclamation highlights the barriers people with disabilities continue to face—including societal attitudes, lack of accessibility, and discrimination—and recognizes the value of the disability community's contributions in fields such as education, employment, arts, sports, and advocacy. It also acknowledges the essential work of local and national disability rights organizations in advancing the rights and well-being of people with disabilities. ACTION REQUESTED Disability Pride Month is celebrated nationwide each July to commemorate the anniversary of the Americans with Disabilities Act (ADA), signed into law on July 26, 1990.The proclamation aligns with Tigard's ADA Transition Plan and broader equity goals. BACKGROUND INFORMATION Dates of Previous and Potential Future Considerations This is the first time the City has requested a proclamation for Disability Pride Month Impacts (Community, Budget, Policies and Plans/Strategic Connection) Adoption of this proclamation will demonstrate Tigard's ongoing commitment to inclusion, accessibility, and respect for the disability community. ALTERNATIVES& RECOMMENDATION N/A ADDITIONAL RESOURCES https://thearc.org/blog/why-and-how-to-celebrate-disability-pride-month/ Attachments Disability Pride Month Proclamation .1.,„ ,,,,,"--- 1,:-.0004 ,:.....44w.r..::__..---.., p,:_ __,,, ..r _-__ ..-, 1r- _, . .-, f;' ,,,p, ,z. , _ . 7. t Ig':::,',4ifi': 17,i I. '' -1,' 1.--,:,'--.;.': .„ ','".-44.;..L. A;. ',_--...=3-:f-ijc._ '),.,' ' ', .., '..i.„.‘Ar:r44..ti,',3 ..,---., ( 0 : ,cle ._-teivi clE ... . .,„ .... i,-,,,- ,_ , , *_,,,,if .. wt. A Tro,c..mm,tA,ort .,,, ,,.. ,„„ ........ .. ..7. Cit}'o/Tigard . , a ` 7^ • DISABILITY PRIDE MONTH ,1 JULY 2025 • WHEREAS,Disability Pride Month is celebrated each July to commemorate the signing of t'`• 2 y) 7 the Americans with Disabilities Act(ADA)on July 26,1990,a landmark civil rights law that & prohibits discrimination against individuals with disabilities in all areas of public life;and 214_ .. _ , ....... WHEREAS,an estimated 1 in 4 Americans lives with a disability,and the City of Tigard W.• recognizes both the accomplishments and the ongoing challenges faced by people with *+ ::) , . disabilities,including physical,societal,and systemic barriers to full participation in t^ , community life;and WHEREAS,the City of Tigard affirms its commitment to building a community that is , ,..-I inclusive,accessible,and welcoming for individuals of all abilities;and recognizes that r - 4disability is a natural part of the human experience,and that people with disabilities enrich h ' 3 �,r- our city with their talents,perspectives,and contributions;and ' ` t 9c - r �' 'i. WHEREAS,Tigard remains committed to advancing accessibility,equity,and inclusion ._ through efforts like the ADA Ramp Improvements and partnerships with local organizations P f' • and advocates;and 4 ' WHEREAS,Disability Pride Month honors the work of disability rights activists and reminds :!` us that a truly inclusive city is one where every resident is valued,respected,and tv. ,1 I r_t:.., empowered. 1,' NOW,THEREFORE,I,Heidi Lueb,Mayor of the City of Tigard,do hereby proclaim July i t i -. 2025 as: :- I DISABILITY PRIDE MONTH �%: - in the City of Tigard and encourage all residents to join in recognizing the contributions of ''( `-j the disability community and supporting a more accessible and equitable future for all. \ , Dated this 22^d day of July,2025 fi;' - x IN WITNESS WHEREOF,I have hereunto set my hand and caused the Seal of the City of Tigard to be affixed. t f ` r r-� ` Heidi Lueb,Mayor City of Tigard 1 '7 �c• . Attest: I,, h ,'At, 4,1 7.,1 ton4 :_.' . I Carol A.Krager,City Recorder rl -tea 7 N Cr - ., '-'14crx : _err' 44,,r,-.1-.„,„. .-, -.--_,41-0,,-.,,,,-,•r r tit _ �i1i _ . - ,r" +a4'r , AGENDA ITEM NO. 4.B - PUBLIC COMMENT DATE:July 22, 2025 (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 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 ❑ 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 ❑ Against ❑ Neutral ❑ 41end4 II-ern 5-- SUPPIEMENTAL PACKET FOR 7/2 z-/P-,o As— (DATE OF MEETING) 1 Alin . f'..-•' '''':. A `'...s...,, ..! -, Alr 1 , ---- • . . ., , -, • . .1 .,, . . ..... .. , i_ , , .. •,,,,-,. -4.: • , • - 4 . .„. la4; ' TIGARD ., , .,...„- 111AMONCt t4aok ' P-1-i r., .. . . L... If for the 0 .. j % ---- / -...-..- • -14 .%\, •t . AGES ,. .... _. .. ...„., -, . . . . . . . ,. ......,. _ ,_ ... A ,11.... • i 1 \ 11 •.' i • 7'.C. - . _ _,,. . • • , lit 111 •,, • ' • d .47,:• ;$ 1. . f• ,a.• . - ' 4. .t ..• •.••4. - St1 • _ iiiimiergilisa.j' k , -' • r" ''4141016k- W.. . ..• ,• °‘".'4*1 NII tir e • /.:..,( :! -,L.•;-.ft.' , Al I: • e . _ . , ' it..,..., . •.. _ i' TIGARD sir, ..,<11 _._ ,. ..... ...,....._..... .... . .......,....... for the _ ,......._ ............. - 111..illeob AGES • 1 ' . .., 1 ' a In fs.?..- 1111111461,- : V'''''- '''' '.',•.. S..., ..._-. . . . ....' K........' ''."..,:' AIS-5889 6. Business Meeting Meeting Date: 07/22/2025 Length (in minutes): 20 Minutes Agenda Title: Board and Committee Appointments Authored By: Nicole Hendrix Presented By: Item Type: Resolution Public Hearing No Newspaper Legal Ad Required?: Public Hearing Publication Date in Newspaper: Information EXPLANATION OF ISSUE The City of Tigard's Audit Committee, Budget Committee, Committee for Community Engagement, Library Board,Town Center Advisory Commission,Tigard Transportation Advisory Committee, and Tigard Youth Advisory Council have open member positions. Board members are key to informing the development of Tigard's programs and policies.These volunteers dedicate time and expertise to serve as an important link to community needs and represent community values. ACTION REQUESTED City Council is asked to consider passing one resolution to appoint members to current vacancies on city boards;these appointments are recommended by the Mayor. BACKGROUND INFORMATION Applications to serve on a City board are open year-round for anyone to apply.A large recruitment effort is completed in the summer and subsequent, smaller rounds of recruitment work to fill the remaining openings. Applications for this round received by June 11 were routed to the Mayor for consideration and interviews were conducted June 26. All but one opening on Town Center Advisory Commission is being proposed to be filled. ALTERNATIVES& RECOMMENDATION The Mayor recommends approving the attached resolution to appoint board and committee members. The Council may decide not to approve some or all of the recommendations. ADDITIONAL RESOURCES N/A Attachments Resolution Powerpoint- Board & Committee Appointments CITY OF TIGARD, OREGON TIGARD CITY COUNCIL RESOLUTION NO. 25- A RESOLUTION APPOINTING CITY OF TIGARD BOARD &COMMITTEE MEMBERS TO AUDIT COMMI'EE, BUDGET COMMI'1"1'EE, COMMITlEE FOR COMMUNITY ENGAGEMENT, LIBRARY BOARD,TIGARD TRANSPORTATION ADVISORY COMMI 1'11E, AND TIGARD YOUTH ADVISORY COUNCIL. WHEREAS, The City of Tigard's Audit Committee, Budget Committee, Committee for Community Engagement, library Board, Tigard Transportation Advisory Committee, and Tigard Youth Advisory Council have vacancies;and WHEREAS, Board members are key to informing the development of Tigard's programs and policies. These volunteers dedicate time and expertise to serve as an important link to community needs and represent community values. WHEREAS,Mayor Lueb recommends the applicants below for appointment. NOW,THEREFORE,BE IT RESOLVED by the Tigard City Council that: SECTION 1: Henry Taylor-Goalby is appointed to Audit Committee as an alternate member effective immediately through December 31,2025. SECTION 2: Glenn Armstrong is appointed to Budget Committee as an alternate member effective immediately through December 31,2025. SECTION 3: Sunshine Navarro Shively is appointed to Committee for Community Engagement as a voting member effective immediately through December 31,2027. SECTION 4: Abe Manion is appointed to library Board as an alternate member effective immediately through December 31,2027. SECTION 5: Sarah Bentley is appointed to Tigard Transportation Advisory Committee as a voting member effective immediately through December 31,2027. SECTION 6: Angelyn Mai is appointed to Tigard Youth Advisory Council as a voting member effective immediately through December 31,2025. SECTION 7: Jett Switzer is appointed to Tigard Youth Advisory Council as a voting member effective immediately through December 31,2025. SECTION 8: This resolution is effective immediately upon passage. PASSED: This 22nd day of July 2025. RESOLUTION NO.25- Page 1 Mayor- City of Tigard A FIEST: City Recorder-City of Tigard RESOLUTION NO.25- Page 2 iddi. _ _. 666,, City of Tigard Board, Committee, & Commission Appointments aillartrjoii„ u ly 22, 2025 i 1 1 , ; IP . CITY OF Tigard Recommended Appointees Name Committee Position Term End Henry Taylor-Goalby Audit Committee Alternate 2025 Glenn Armstrong Budget Committee Alternate 2025 Sunshine Navarro Shively Committee for Community Voting 2027 Engagement Abe Manion Library Board Alternate 2027 Sarah Bentley Tigard Transportation Advisory Voting 2027 Committee Angelyn Mai Tigard Youth Advisory Council Voting 2025 Jett Switzer Tigard Youth Advisory Council Voting 2025 CITY OF �-- Tiaand The 5 E's—Tigard's Community Promise:Equity• Environment• Economy•Engagement• Excellence J 111 Nil i Congratulation"` 01 • t Board & Committee Member1 `" Thank you for serving our community iiiiiii 4111 1 $81 - ,iiit NO - - CITY OF I , Turd._ il ��Wg . aria r ' f' Y• — SUPPLEMENTAL PACKET FOR ,, // "22 ,� (DA1 E OF MEETING) Board & Committee Appointee (optional) Bio's for 7/22/25 ' o f/a Hero 6 Henry Taylor-Goalby-Audit Committee Henry Taylor-Goalby is a legislative and policy professional with experience advising state and local governments on budget analysis, housing, and oversight.After graduating college in 2024, he began working in Government Relations for Oregon Housing and Community Services. He previously supported work related to the policies of the City of San Diego's Audit Committee and brings a strong foundation in public law and data-driven, fiscally responsible governance. Glenn Armstrong-Budget Committee I am Glenn Armstrong. Growing up in Aloha, we had family friends in Tigard who we would dye easter eggs with in the spring, then picnic with in the summer and on occasion jump into and swim the Tualatin River(we were brave and/or had good immunity). I lived in Tigard for several years starting in 1990 as a young parent with a newborn while I worked and attended college classes and have lived here again for the last 12 years. I am inspired by Tigard's growth, with safer and more walkable streets,good planning and execution around the downtown area and what appears to be thoughtful engagement with citizens and a conscientious police force and government in general. Thank you, I look forward to serving on the Tigard Budget Committee. Sunshine Navarro Shively-CCE Sunshine Navarro Shively is the Executive Director for Tigard Turns the Tide, a community coalition committed to preventing underage substance use in Tigard for more than 40 years. Her responsibilities include community outreach, recruiting members for the coalition, and bringing the Communities That Care prevention system to the Tigard community. In her spare time, she enjoys exploring new hiking trails, training for the Portland to Coast relay every summer, and singing 90's pop music. Abe Manion-Library Board I love the city of Tigard!I've lived here with my husband, Darin for 11 years. We have an adopted son, Nathn, and our beloved dog,Jack. I work for the State of Oregon in the Department of Human Services as a Human Support Specialist. In my free time, I love to travel, cook,garden, and take care of our many houseplants. Sarah Bentley-TTAC Michigan native now living in the Tigard triangle, where I've committed my work to serve the underserved at a medical clinic and now with the Red Cross. I am a pedestrian and transit user that cares for my father in hospice and that deepens my understanding of compassion and resilience. I'm investing in a long-term future here in Tigard-raising the standards, contributing my perspective and helping build a stronger community. Jett Switzer-TYAC My name is Jett Switzer, I am going into mylunior year at Jesuit High School. I have lived in Tigard my whole life and went to middle and elementary school at St.Anthonys. lam excited to learn more about the ins and outs of our City Government. AIS-5898 7. A. Business Meeting Meeting Date: 07/22/2025 Length (in minutes): Consent Item Agenda Title: Cach Reservoir& Pump Station Owner's Representative Contract Amendment Authored By: Rosie McGown Presented By: Ross Horton, Senior Project Engineer Item Type: Motion Requested Local Contract Review Board Public Hearing No Newspaper Legal Ad Required?: Public Hearing Publication Date in Newspaper: Information EXPLANATION OF ISSUE The purpose of this action is to approve an amendment to the Cach Reservoir & Pump Stations Owner's Representative contract. ACTION REQUESTED It is recommended that the Tigard City Council, also serving as the Local Contract Review Board, award an amendment to the Cash Reservoir& Pump Stations Owner's Representative contract in the amount of$139,840.00 and direct the City Manager to take the steps necessary to execute the amendment. BACKGROUND INFORMATION Project Overview: The Local Contract Review Board awarded a contract to Kennedy Jenks in August 2020 to serve as the Owner's Representative on the Reservoir 18 and Pump Station project.The original contract included part-time engineering support during the construction period. However, due to the scale and complexity of the project,the original contract was amended for Kennedy Jenks to provide full-time construction observation and project oversight for the duration of the project.Though the majority of construction is complete, owner's representative services are still required to ensure the final phases of construction are completed properly and to ensure that all project closeout tasks and documentation are delivered in accordance with the construction contract specifications. Project Timeline: Design of the Reservoir 18 and Pump Station project started in December 2021,with construction starting in July 2023. Kennedy Jenks has provided owner's representative services since the beginning of design, and performed construction oversight services throughout the construction period.The original construction completion date was due in February 2025. However, due to weather, unexpected underground utility conflicts, and a leak issue in the reservoir, construction was delayed such that the project was not substantially complete until May 2025.Though construction is mostly complete, punch list items still need to be addressed as of July 2025, and all project closeout documentation has not been submitted.Additionally, in February 2025, it was discovered that areas of Sunrise Park affected by construction were experiencing stormwater drainage issues, leading to much of the park space being unsuitable for public use because of soggy/boggy soil conditions during the rainy season. Negotiations between the City and the contractor regarding cost responsibility and design of the necessary drainage improvements are expected to be completed in July 2025, and the contractor schedule and availability are extending the expected final construction completion date of the project to October 2025. Strategic Vision: The Reservoir 18 and Pump Station project meets Strategic Priority One of the City, to set the standard for excellence in public service and customer experience. Reservoir 18 and the associated pump station were needed to meet the drinking water demands of the growing Tigard population, especially on the west side of Tigard.Additionally, remedying the drainage issues at Sunrise Park are necessary to provide our community with a natural park area that can be enjoyed throughout the year. Procurement Process: In accordance with ORS 279C.110, the Qualifications Based RFP process is used when seeking architectural and engineering services for public construction projects.The City issued a Qualifications Based Request for Proposals (QBS RFP)for the project on July 9, 2020, with notice published in the Daily Journal of Commerce. Upon conclusion of the evaluation process,the Local Contract Review Board (LCRB) approved a contract for$979,946.00 with Kennedy Jenks for the project. •Amendment 1:The contract was amended in April 2023 to include construction inspection services in the amount of$545,669.The amendment was approved by the LCRB on April 4, 2023, in accordance with Tigard's Public Contracting Rule 10.075(C). •Amendments 2 and 3: Construction on the project was delayed, and the city extended the contract through June 30, 2025. These amendments did not increase the contract total. •Amendment 4:An additional $125,245.00 was added to the agreement for additional construction phase service. •Amendment 5:An additional contract extension through October 31, 2025, was required for the remaining duration of construction services through final completion and project close out.This amendment did not increase the contract total but was processed to keep the contract from lapsing while obtaining this LCRB approval. •Amendment 6:An additional $139,840.00 is required for the final time extension.To be approved by LRCB in accordance with Tigard's Public Contracting Rule 10.075(C). Tigard's Public Contracting Rule 10.075(C) requires LCRB approval when the aggregate amendments exceed twenty-five (25) percent of the original contract amount and when the amended contract amount exceeds $150,000 if the board finds it to be in the public interest to do so. The aggregate of amendments 4 and 6 meet the threshold requiring additional approval. ALTERNATIVES& RECOMMENDATION The Tigard City Council, also serving as the Local Contract Review Board, may reject this contract award recommendation and direct staff to rescope and resolicit for the work. It would not be in the City's best interest to bring in new owners' representation as the project is near completion. ADDITIONAL RESOURCES Previous LCRB Considerations: •August 25, 2020— LCRB Approval of original contract •April 4, 2023—LCRB Approval of first amendment Fiscal Impact Cost: 139,840.00 Budgeted (yes or no): No Where budgeted?: CIP 96040—Design and Engineering Additional Fiscal Notes: CIP project 96040 was expected to be completed in FY25;Therefore, it was not included in the FY26 CIP. Due to the project extension, Council will be asked to approve the additional appropriations as part of the Q1 budget supplemental,funded through existing project contingency. Attachments No file(s) attached. AIS-5880 7. B. Business Meeting Meeting Date: 07/22/2025 Length (in minutes): Consent Item Agenda Title: 2025 Pavement Management Program (PMP) Pavement Rehabilitation Project Authored By: Rosie McGown Presented By: Project Manager Nichole George Item Type: Motion Requested Local Contract Review Board Public Hearing No Newspaper Legal Ad Required?: Public Hearing Publication Date in Newspaper: Information EXPLANATION OF ISSUE The purpose of this action is to approve the award of a contract with Eagle Elsner Inc. for 2025 PMP (Pavement Management Program) Pavement Rehabilitation. ACTION REQUESTED It is recommended that the Tigard City Council, also serving as the Local Contract Review Board, award a contract to Eagle Elsner Inc. for 2025 PMP Pavement Rehabilitation in the amount of$1,619,506.00 and direct the City Manager to take the steps necessary to execute the contract. BACKGROUND INFORMATION Project Overview: This is our annual paving contract and will not include daytime roadway closures, although there will be flagging and lane shifts in some areas. Access will be maintained during business hours. Work on this project will include: • Pavement Rehab will include removal of existing failing pavement, inspection and repair of subgrade if needed, and inlay of new pavement in those sections. •Construction of asphaltic base for roadways •Construction of aggregate base for roadways •Asphalt concrete removal (grinding) • Roadway excavation • Full depth reclamation of roadways •Application of sealant along pavement edges &joints •Temporary signage, protection and traffic control •Striping and pavement markings •Construction of concrete curbs, ramps and sidewalks The annual Pavement Management Program (PMP) protects the city's investment in street infrastructure. The program typically includes a combination of minor maintenance projects (slurry seal applications) and major maintenance and rehabilitation projects (pavement overlays). This contract is for Major Maintenance and Rehab projects. In a pavement overlay project,the pavement on a street has deteriorated due to traffic usage, weather and is at the point where pavement repairs and overlays are necessary to avoid further deterioration, and to return the street to good condition. The work from this contract will apply to the following Tigard streets: •SW Durham Road: from east side of Boones Ferry Rd Intersection through to west side of 72nd Intersection •SW Gaarde Street: from south of Greenfield Rd Intersection to north of 121st Intersection •SW Canterbury Lane: from SW Murdock Ct to SW 106th Ave •SW Scoffins St: from 175 feet east of Main St Intersection to west of SW Ash Ave •SW Ventura PI Cul-de-sac:from SW Ventura Drive to end of Cul-de-sac •SW Walnut Street:Travel Lanes East and West of the intersection with SW 128th Ave Project Timeline: Work will begin as soon as contract execution is complete. Contractor availability will dictate the schedule. However,the goal is for work to be completed by Fall of 2025. Strategic Vision: The Pavement Maintenance Program allows the City to ensure roadways are safe and in good working order. During paving,the program includes reconstruction of curb ramps to meet ADA standards, creating a safer pedestrian path within public rights of way. Procurement Process: The City issued an Invitation to Bid (ITB)for the project on June 18, 2025, with notice published in the Daily Journal of Commerce.The Engineer's estimate for the project was $1,686,518.00. Upon closing on July 3, 2025,the City received four(4) bids from the following firms, with amount of bids: • Eagle Elsner Inc. -$1,619,506.00 •S2 Contractors Inc. -$1,626,422.70 • Knife River Corp NW-$1,669,397.00 • Brix Paving Northwest Inc. -$1,680,000.00 The project team, including central contracting, has completed responsibility determination reviews including reference checks on similar projects completed by lowest bidder in accordance with ORS 279C.375, reviewed the bids for errors, and, after these reviews, determined that Eagle Elsner Inc. has submitted the lowest responsible bid. Eagle Elsner Inc. has no State of Oregon Construction Board violations and is not on the Bureau of Labor and Industries ineligible list.Accordingly, it is recommended that the city award the 2025 PMP Pavement Rehabilitation contract to Eagle Elsner Inc. in the amount of $1,619,506.00. ALTERNATIVES& RECOMMENDATION The Tigard City Council, also serving as the Local Contract Review Board, may reject this contract award recommendation and direct staff to rescope and resolicit for the work. ADDITIONAL RESOURCES City of Tigard Invitation to Bid site Proposed Capital Projects Fiscal Impact Cost: $1,619,506 Budgeted (yes or no):Yes Where budgeted?: FY26 CIP 95001 -Construction Additional Fiscal Notes: Contract amount is within the approved FY26 CIP Construction budget.The full contract is expected to be expended in FY26. Attachments No file(s) attached. AIS-5904 7. C. Business Meeting Meeting Date: 07/22/2025 Length(in minutes): Consent Item Agenda Title: Franchise Extension Agreement with Comcast Authored By: Carol Krager Presented By: IT Director Anderson Item Type: Motion Requested Resolution Public Hearing No Legal Ad Required?: Publication Date: Information EXPLANATION OF ISSUE Through the Metropolitan Area Communications Commission (MACC), the City of Tigard holds a cable franchise with Comcast of Oregon II, Inc. which has an expiration date of June 30, 2025. Renewal negotiations are ongoing, and this franchise extension agreement will allow for additional negotiations toward agreement on a renewed franchise agreement. ACTION REQUESTED Approve a resolution authorizing the mayor to sign a franchise extension agreement. BACKGROUND INFORMATION Dates of Previous and Potential Future Considerations The current Comcast cable franchise was effective July 1, 2015.The Metropolitan Area Communications Commission (MACC), of which the city is a member, has been working with Comcast to reach agreement on a renewed franchise through the informal renewal process. While franchise agreement negotiations are going well, members were informed that an extension of the current agreement is needed to support completing those negotiations. The extension has the provision that once a new agreement is ready and adopted,this extension is no longer valid. The duration of that extension is just to make sure there is enough time to wrap up negotiations and the new agreement is not expected to take a year to complete negotiations. ALTERNATIVES& RECOMMENDATION N/A ADDITIONAL RESOURCES N/A Attachments Extension Resolution Extension Agreement CITY OF TIGARD, OREGON TIGARD CITY COUNCIL RESOLUTION NO. 25- A RESOLUTION EXPENDING THE TERM OF THE CABLE TELEVISION FRANCHISE WITH COMCAST OF OREGON II,INC.TO ENABLE THE METROPOLITAN AREA COMMUNICATIONS COMMISSION TO COMPT.FTM THE INFORMAL RENEWAL PROCESS WHEREAS, the Metropolitan Area Communications Commission ("MACC") is an intergovernmental commission formed by Intergovernmental Agreement ("IGA") under ORS Chapter 190, with Washington County and the cities of Banks,Beaverton,Cornelius,Durham,Forest Grove,Gaston,Hillsboro,King City,Lake Oswego,North Plains,Rivergrove,Tigard,Tualatin and West Linn as members ("Member Jurisdictions");and WHEREAS, the IGA contemplates that MACC and its Member Jurisdictions may grant one or more nonexclusive cable franchise agreements to construct, operate, and maintain a cable system to provide cable service within the combined boundaries of the Member Jurisdictions;and WHEREAS, Comcast of Oregon II, Inc. ("Comcast") currently holds cable franchises with the Member Jurisdictions with effective dates of July 1,2015,which were to expire on June 30,2025 ("Comcast Franchises"); and WHEREAS,on August 3,2022,Comcast requested that the Comcast Franchises be renewed;and WHEREAS, the IGA authorizes MACC to process Comcast's renewal request on behalf of the Member Jurisdictions,including informal negotiations as set forth in 47 U.S.C. § 546(h) and the formal renewal process set forth in 47 U.S.C. § 546 (a)-(g);and WHEREAS,MACC and Comcast have been engaged in informal franchise renewal negotiations as set forth in 47 U.S.C. § 546(h);and WHEREAS, on June 13, 2025, the MACC Commission adopted Resolution 2025-02, recommending that the Member Jurisdictions extend the Comcast Franchises to June 30,2026,to allow MACC and Comcast additional time to complete the informal renewal process;and WHEREAS,Comcast has agreed to execute extension agreements with each Member Jurisdiction;and WHEREAS,the City of Tigard finds that it is in the best interest of the City and its residents to extend the term of the Comcast Franchise to allow MACC to complete the informal renewal process. NOW,THEREFORE,BE IT RESOLVED by the Tigard City Council that: SECTION 1: The Mayor is hereby authorized to execute the extension agreement with Comcast substantially in the form attached hereto as Exhibit A,extending the term of the Franchise through June 30, 2026,to allow MACC to complete the informal renewal process set forth in 47 U.S.C.§546(h). SECTION 2: This resolution is effective immediately upon passage. RESOLUTION NO.25- Page 1 PASSED: This day of 2025. Mayor- City of Tigard A 1'1'EST: City Recorder- City of Tigard RESOLUTION NO.25- Page 2 FRANCHISE EXTENSION AGREEMENT WHEREAS,Comcast of Oregon II,Inc. ("Comcast")currently holds a cable franchise with the City of ("City"), with an effective date of July 1, 2015, which was to expire on June 30, 2025 ("Franchise"); and WHEREAS,the City is a member of the Metropolitan Area Communications Commission ("MACC"), an intergovernmental commission formed through an Intergovernmental Agreement in accordance with ORS Chapter 190,to which the City transferred administration responsibilities associated with the Franchise, including renewal negotiations; and WHEREAS, MACC, on behalf of the City, has been working with Comcast to reach agreement on a renewed franchise through the informal renewal process in accordance with 47 U.S.C. § 546; and WHEREAS, the City and Comcast Oregon wish to extend the Franchise to allow for additional negotiations toward agreement on a renewed franchise agreement. NOW,THEREFORE,the City and Comcast agree as follows: 1. The Franchise shall be extended to expire on June 30, 2026, unless a renewed franchise agreement takes effect prior to that date, in which case the Franchise shall expire on the effective date of the renewed franchise. 2. All provisions of the Franchise, other than the duration of the Franchise as set forth in Section 2.3, shall remain in full force and effect through the expiration date set forth herein. 3. The parties do not waive any rights which they enjoy under law as a result of agreeing to this Franchise Extension Agreement. ACCEPTED this day of , 2025. City of , Oregon By: Print Name: Title: ACCEPTED this day of , 2014. Comcast of Oregon II, Inc. By: Print Name: Title: AIS-5887 8. Business Meeting Meeting Date: 07/22/2025 Length (in minutes): 15 Minutes Agenda Title: Public Hearing to Amend the 2026 Fees and Charges Schedule Authored By: Eric Kang Presented By: Finance Director Eric Kang Item Type: Resolution Public Hearing Public Hearing No Legal Ad Required?: Publication Date: Information EXPLANATION OF ISSUE This is a follow-up from the City Council meeting on June 24, 2025, regarding solid waste management franchise fees and charges. The purpose is to hold a public hearing and consider adopting amended customer rates effective September 1, 2025. During the previous presentation, Council was presented two rate proposals: (1) Increase residential and commercial roll cart services only and (2) increase all service lines by 1.92%. Council directed staff to move forward with option 1. Council was also presented with a proposed effective date of August 1, 2025,for rate increases. However, due to timing, the franchised solid waste haulers have requested a rate increase effective date of September 1, 2025, in order to provide customers with an adequate 30-day notice before rate increases take effect. In order to do so,the proposed rate increase would be required to be 0.2% higher than what was previously proposed to compensate for the one-month delay of rate increases to adequately produce an aggregate rate of return of 10% as required by TMC 11.04.090.The proposed rate increases in Exhibit A reflect these changes and a comparison is provided below. Rates with 8/1 Level of Service Rates with 9/1 Difference Effective Date Effective Date Res 20 gal cart 36.19 36.27 .08 Res 32 gal cart 40.50 40.60 .10 Res 60 gal cart 47.34 F-47.48 .14 Res 90 gal cart 53.78 53.96 .18 Corn 32 gal cart 40.09 40.19 .10 Corn 60 gal cart 46.93 47.07 .14 Com 90 gal cart I 53.37 53.55 .18 ACTION REQUESTED Hold a public hearing on the proposal and amend the adopted FY 2026 Fees and Charges Schedule, approved under Resolution 25-20,to reflect new rates for solid waste. BACKGROUND INFORMATION Dates of Previous and Potential Future Considerations Council received a presentation from the city's rate consultant, Chris Bell, during the 6/24/2025 City Council meeting. Council was presented with two rate proposal options: Option 1-a rate increase between 2.2%to 3.4%for residential and commercial roll cart service only Option 2-a 1.92% rate increase across all service lines Council directed staff to move forward with Option 1 Public Involvement A public hearing is being held to allow for community input on prior proposed service changes and corresponding fees. Impacts (Community, Budget, Policies and Plans/Strategic Connection) Solid waste rates would increase following the amended fee schedule attached to the proposed resolution. ALTERNATIVES& RECOMMENDATION Council cou►d choose to amend the effective date to 8/1 rather than the proposed 9/1 date. ADDITIONAL RESOURCES N/A Attachments Resolution on Solid Waste Rates Exhibit A-Amended Fees &Charges Schedule for Solid Waste Rates Adopted Rate Changes &Type CITY OF TIGARD, OREGON TIGARD CITY COUNCIL RESOLUTION NO. 25- A RESOLUTION AMENDING THE CTI"YWIDE FEES AND CHARGES SCHEDULE WHICH WAS ADOPTED UNDER RESOLUTION NO 25-20 AND SUBSEQUENT AMENDMENTS. WHEREAS,the City of Tigard has a Fees and Charges Schedule that was adopted during the last budget hearing as Resolution 25-20;and WHEREAS,Tigard Municipal Code (INC) 11.04.090 requires that the City Council annually review the waste haulers aggregate profit margins;and WHEREAS,City Council has reviewed fees and services provided;and WHEREAS,the City is proposing changes to certain fees to recover costs or due to previously approved annual adjustment formulas;and NOW,THEREFORE,BE IT RESOLVED by the Tigard City Council that: SECTION 1: The fees and charges for Solid Waste Collection Rates for the City of Tigard are adopted as shown in the attached Exhibit A. SECTION 2: This resolution is effective immediately upon passage. PASSED: This day of 2025. Mayor-City of Tigard ATTEST: City Recorder-City of Tigard RESOLUTION NO.25- Page 1 This schedule was amended on 7/22/2025 on pages 10 and 13. Amendments are highlighted in yellow. City of Tigard, Oregon Fees & Charges Schedule Fiscal Year 2025 - 2026 Revised July 22,2025 1, 11111 T I GARD Page 1 Department Revenue Source Fee or Charge Effective Date CITYWIDE Attorney Time Current attorney billing rate 1999 4GB Flash Drives $11 each 7/1/2011 Candidate Nomination Petition Fee $50 7/1/2008 DVD/CD $10 7/1/2015 Faxes for Public $2 /first page 7/1/2007 $1 /each additional page Microfiche Sheet Copies $1 /sheet up to 50 sheets plus staff time 7/1/2007 Photocopies 8-1/2 x 11 $0.70 /page 7/1/2025 8-1/2 x 14 $1.00 /page 7/1/2025 11 x 17 $1.50 /page 7/1/2025 17 x 24 $2.50 /page 7/1/2025 24 x 36 $3.50 /page 7/1/2025 36 x 48 $3.50 /page 7/1/2025 Photographs Actual Cost 1999 Recording of Documents Actual Cost 1999 Research Fee Staff hourly rate+Citywide Overhead 2/7/2002 Fee+Materials Staff Hourly Rate for Miscellaneous Billing Staff hourly rate +benefits+paid time off+ 7/1/2015 and Reimbursement Agreements administrative time+department overhead+citywide overhead as determined by most recent A-87 Indirect Cost Study Based on the agreement,all,or part,of the components of the A-87 Indirect Cost Study may be used. Page 2 Department Revenue Source Fee or Charge Effective D ADMINISTRATIVE SERVICES/RECORDS Tigard Municipal Code(TMC)(Titles 1-17)or TMC/CDC(Titles 1-18) Compact Disk(CD) $10 7/1/2009 CITY MANAGEMENT Claims Application Fee(TMC 1.21.050&1.22;Ord.08-09) $1,000 /deposit* 6/24/2008 * Claim fee shall be actual cost incurred by the city to process claim. Any funds remaining from the deposit after the claim has been processed will be refunded to the claimant.Payment of any costs exceeding the amount of the deposit is required prior to issuance of a final decision by the city on the claim. CITYWIDE- Parking Permits* PARKING Downtown Parking Permit $43 /month 7/1/2025 Construction Parking Permit $7 /day/space in 2-hour zone 7/1/2025 $5 /day/space in 4-hour zone 7/1/2025 Residential Parking Permit $25 Annual Resident Owned Vehicle Permit 7/1/2025 (one permit per vehicle) Subsidized Resident Annual Vehicle $12 Permit(one permit per vehicle,available 7/1/2025 starting 2/1) $0 Guest permit(with purchase of resident 7/1/2021 permits) *Adjusted annually in conjunction with the West Consumer Price Index(CPI)-If index is insufficient to increase fee in whole dollar,increase will compound into the next year. TMC 3.32.050 Page 3 Department Revenue Source Fee or Charge Effective Date MUNICIPAL COURT Municipal Court Presumptive Fees Traffic School and Compliance Program Fee Traffic School See Court Rule 6 10/3/2022 Criminal $150 5/15/2023 Copies $0.25 per page 5/15/2023 License Reinstatement No Fee 7/1/2023 Payment Agreement Administrative Fee No Fee 7/1/2023 Collection rate 25% 9/27/2022 Failure to Appear at Trial $100 9/27/2022 Fix-It Ticket/VCP(Vehicle Compliance Program) $40 9/27/2022 Warrant Fee $50 5/15/2023 Wedding Fee for City Hall $75 5/15/2023 Page 4 Department Revenue Source Fee or Charge Effective Date MUNICIPAL COURT Presumptive Fine Schedule* Standard Class A Violation $440 5/15/2023 Class B Violation $265 5/15/2023 Class C Violation $165 5/15/2023 Class D Violation $115 5/15/2023 Traffic Violation in Special Zone Class A Violation $875 5/15/2023 Class B Violation $525 5/15/2023 Class C Violation $325 5/15/2023 Class D Violation $225 5/15/2023 Special Traffic Violations Speeding 100 mph or greater $1,150 5/15/2023 Careless Driving injury or death of vulnerable user Mandatory appearance 5/15/2023 Helmet Violations $25 5/15/2023 Tigard Municipal Code Miscellaneous non-parking violations(TMC $265 5/15/2023 Abandoned Vehicle(TMC 7.60) $265 5/15/2023 Jaywalking(TMC 10.32.235) $115 5/15/2023 Parking Violations(TMC 10.28) $53 5/15/2023 *Amended by HB 4002, effective April 1,2024,these fines are set by Oregon Revised Statute 153.019, however the court has the right to impose reduced fines as outlined in Court Rule 2. Page 5 Department Revenue Source Fee or Charge Effective Date FINANCIAL SERVICES Assessment Assumption $50 4/22/1985 Budget or Annual Comprehensive Financial Report Documents Compact Disk(CD) $10 7/1/2007 Paper $50 Business License Annual Fee* 0-2 employees $118 /per year 7/1/2025 3-5 employees $160 /per year 7/1/2025 6-10 employees $560 /per year 7/1/2025 11-20 employees $916 /per year 7/1/2025 21-50 employees $1,051 /per year 7/1/2025 51-75 employees $1,146 /per year 7/1/2025 greater than 75 employees $1,551 /per year 7/1/2025 *Adjusted annually in conjunction with the West Consumer Price Index(CPI-U). Pro-Rated Fee Schedule Issued January 1 -June 30 See Fee Schedule above Issued July 1 -December 31 1/2 the annual fee Temporary License $25 1/1/2008 Duplicate License/Change of Ownership Fee Change in ownership or name only $10 1/1/2008 Copy/replacement of license $10 1/1/2008 Delinquency Charge Whenever the business license fee is not paid on or before the delinquent date,a delinquency charge equal to ten percent(10%)of the original business license fee due and payable shall be added for each calendar month or fraction thereof that the fee remains unpaid. The total amount of the delinquency penalty for any business license year shall not exceed one hundred percent(100%)of the business license fee due and payable for such year. Page 6 Department Revenue Source 11411111 Fee or Charge Effective Date FINANCIAL SERVICES Franchise Fee(for existing franchises) Electricity** (Owns facility in the ROW and provides service to customers within 5%of gross revenue or a$4,120 minimum fee,whichever is greater 7/1/2023 Tigard) Electricity** (Owns facility in the ROW and provides no service to customers $3 22 /linear foot of installation in right-of-way or a$4,120 minimum 7/1/2025 within Tigard) fee,whichever is greater Electricity (Using a non-owned facility in the ROW and provides service to 5%of gross revenue 1/9/2015 customers within Tigard) Natural Gas** (Owns facility in the ROW and provides service to customers within 5%of gross revenue or a$4,120 minimum fee,whichever is greater 7/1/2023 Tigard) Natural Gas** (Owns facility in the ROW and provides no service to customers $3 22 /linear foot of installation in right-of-way or a$4,120 minimum 7/1/2025 within Tigard) fee,whichever is greater Natural Gas (Using a non-owned facility in the ROW and provides service to 5%of gross revenue 1/9/2015 customers within Tigard) Communication (Owns facility in the ROW and provides service to customers within 5%of gross revenue or a$4,120 minimum fee,whichever is greater 7/1/2023 Services*/** Tigard) Communication (Owns facility in the ROW and provides no service to customers $3 22 /linear foot of installation in right-of-way or a$4,120 minimum 7/1/2025 Services*/** within Tigard) fee,whichever is greater Communication (Using a non-owned facility in the ROW and provides service to 5%of gross revenue 1/9/2015 Services* customers within Tigard) Stormwater (Owns facility in the ROW and provides service to customers within 5%of gross revenue or a$4,000 minimum fee,whichever is greater 7/1/2020 Tigard) Stormwater** (Provides no service to customers within Tigard) /linear foot of installation in right-of-way or a$4,120 minimum 7/1/2025 $322 fee,whichever is greater Stormwater (Using a non-owned facility in ROW and provides service to 5%of gross revenue 7/1/2020 customers within Tigard) Utility Franchise Application Fee** $2,122 7/1/2025 Page 7 FINANCIAL SERVICES Solid Waste Disposal(See TMC 11.04) 5%of gross revenue 7/1/2013 Wireline Cable TV(See TMC 5.12) 5%of gross revenue 1/26/1999 Application filed with MACC(email mace®maccor.otg) Right of Way Usage Fee(See TMC 15.06) Electricity** (Owns facility in ROW and provides service to customers within 5%of gross revenue or a$4,120 minimum fee,whichever is greater 7/1/2023 Tigard) Electricity** (Owns facility in ROW and provides no service to customers within $3 22 /linear foot of installation in right-of-way or a$4,120 minimum 7/1/2025 Tigard) fee,whichever is greater Electricity (Using a non-owned facility in ROW and provides service to 5°/of gross revenue 2/5/2019 customers within Tigard) Natural Gas** (Owns facility in ROW and provides service to customers within 5%of gross revenue or a$4,120 minimum fee,whichever is greater 7/1/2023 Tigard) Natural Gas** (Owns facility in ROW and provides no service to customers within $3 22 /linear foot of installation in right-of-way or a$4,120 minimum 7/1/2025 Tigard) fee,whichever is greater Natural Gas (Using a non-owned facility in ROW and provides service to 5%of gross revenue 2/5/2019 customers within Tigard) Communication (Owns facility in ROW and provides service to customers within 5%of gross revenue or a$4,120 minimum fee,whichever is greater 7/1/2023 Services*/** Tigard) Communication (Owns facility in the ROW and provides no service to customers $3 22 /linear foot of installation in right-of-way or a$4,120 minimum 7/1/2025 Services*/** within Tigard) fee,whichever is greater Communication (Using a non-owned facility in ROW and provides service to 5%of gross revenue 2/5/2019 Services* customers within Tigard) Small Wireless Facilities*** $820 per year per installation 7/1/2025 Right-of-Way Application fees**(excluding small cell providers) Includes five-year license $328 7/1/2025 Page 8 • Fee or Charge Effective IA, FINANCIAL SERVICES Right-of-Way License Renewal**(excluding small cell providers) for a five-year license $273 7/1/2025 Small Cell Wireless provider right-of-way application fee*** (Includes a five-year license) $55 7/1/2025 Small Cell Wireless provider right-of-way license renewal*** $55 7/1/2025 *Communication Services as defined in TMC 15.06 **Franchise Fees and Right of Way Usage Fees-Linear foot fee,minimum fee,and small cell application and license renewal fees will increase 3%(three percent)annually on July 1 ***Small Wireless Facility Fee will escalate annually by 3%per department policy.(including ROW Fee and Renewal) Lien Search Fee $35 2/1/2004 Overhead Fee Added to charges for property damage/repair 10%of total charge Returned Check Fee $20 10/9/2001 Sewer Reimbursement District Loans Interest Rate Applicable Federal Rate(AFR),Table,Long-term,semiannual for the month the loan is approved System Development Charge Financing(other than Sewer Reimbursement District Loans) Application Fee $25 Interest Rate Prime rate as published in the Wall Street Journal as of the date of the application plus 4% Page 9 Department Revenue Source Fee or Charge , ._ _,__ Effective Datel FINANCIAL SERVICES Solid Waste Collection Rates Residential Cart Collections Recycling only(carts&food waste and yard debris cart) $16.56 1/1/2024 (recycling cart only) $8.67 1/1/2024 (food waste and yard debris only) S7.88 1/1/2021 $8:03 9/1/2025 Mini cart(20 gal)with food waste and yard debris $35.11 8/1/2021 $36.27 9/1/2025 Food waste and yard debris exempt S31.92 8/1/2021 $32.78 9/1/2025 Cart(32 gal)with food waste and yard debris $39.19 8/1/2021 $40.60 9/1/2025 Food waste and yard debris exempt $35.81 Y/1/2021 $36.83 9/1/2025 Cart(60 gal)with food waste and yard debris $15.96 8/1/2021 $47.48 9/1/2025 Cart(90 gal)with food waste and yard debris $52.01 8/I/2021 $53.96 9/1/2025 Recycle Plus Program(Per month) $2.70 1/1/2024 Recycle plus program(Per pick up) $9.99 1/1/2024 On-call service(mixed waste,recycling cart,food waste and yard debris) $15.26 1/1/2021 $15.75 9/1/2025 Overload Fee(Small Extra Bag) $2.51 1/1/2021 $2.61 9/1/2025 Commercial Cart Collections 20 gallon S35.02 S/'1/2021 $35.88 9/1/2025 32 gallon S39.08 8/1/2021 $40.19 9/1/2025 60 gallon $45.55 4/1/2021 $47.07 9/1/2025 90 gallon S-5}-60 8/1/2021 $53.55 9/1/2025 Page 10 Department Revenue Source _Esc otCe _ _____ Effective 1141 FINANCIAL SERVICES Weekly Collection Frequency Every other One Two Three Four Five Week One yard $83.65 $138.30 $259.78 $376.88 $493.99 $611.38 8/1/2024 Each additional $89.42 $172.81 $256.02 $339.26 $422.67 8/1/2024 One and 1/2 yards $103.32 $179.55 $333.47 $487.25 $641.07 $795.00 8/1/2024 Each additional $124.36 $242.13 $359.86 $477.57 $595.34 8/1/2024 Two yards $122.76 $216.76 $407.24 $597.72 $788.17 $978.63 8/1/2024 Each additional $159.39 $311.53 $463.72 $615.92 $768.03 8/1/2024 Three yards $161.73 $290.93 $554.74 $818.45 $1,082.18 $1,346.01 8/1/2024 Each additional $229.17 $450.25 $671.32 $892.39 $1,113.49 8/1/2024 Four yards $200.72 $365.13 $702.33 $1,039.26 $1,376.19 $1,717.57 8/1/2024 Each additional $299.70 $589.09 $878.98 $1,168.91 $1,458.98 8/1/2024 Five yards $239.54 $439.39 $849.69 $1,259.99 $1,670.28 $2,080.60 8/1/2024 Each additional $368.87 $727.70 $1,086.57 $1,445.46 $1,804.28 8/1/2024 Six yards $278.54 $513.26 $996.94 $1,480.45 $1,963.98 $2,447.63 8/1/2024 Each additional $438.37 $866.16 $1,293.86 $1,721.63 $2,149.42 8/1/2024 Eight yards $356.36 $662.84 $1,292.94 $1,923.09 $2,553.19 $3,183.33 8/1/2024 Each additional $579.19 $1,144.67 $1,710.24 $2,275.80 $2,841.29 8/1/2024 Page 11 Department Revenue Source Fee or Char.e . _ Effective Dat FINANCIAL SERVICES Weekly Collection Frequency One Two Three Four Five 1 yard compacted $311.17 $584.50 $847.98 $1,111.48 $1,375.60 8/1/2024 2 yard compacted $487.71 $916.29 $1,344.87 $1,773.38 $2,201.91 8/1/2024 3 yard compacted $654.59 $1,248.16 $1,841.51 $2,434.90 $3,028.52 8/1/2024 4 yard compacted $821.54 $1,580.24 $2,338.33 $3,096.42 $3,864.52 8/1/2024 Drop Box Collections • 10 Cubic Yard Container $188.72 1/1/2024 20 Cubic Yard Container $188.72 1/1/2024 30 Cubic Yard Container $188.72 1/1/2024 40 Cubic Yard Container $188.72 1/1/2024 All Compactors $196.58 1/1/2024 Delivery $88.00 1/1/2024 normal business hours,Monday-Friday Special Drop Box Service(added to delivery fee) $54.00 1/1/2024 Saturday delivery or collection, 4-day notification required Demurrage 20 Cubic Yard Container $6.47 10/20 Yard Box after 48 hours 1/1/2024 30 Cubic Yard Container $8.54 30 Yard Box after 48 hours 1/1/2024 40 Cubic Yard Container $8.54 40 Yard Box after 48 hours 1/1/2024 All Compactors Delivery $10.36 Drop Box with Lid 1/1/2024 Service Fee plus actual disposal cost and franchise fee Page 12 Department Revenue Source Fee or Charge Effective Date; FINANCIAL SERVICES Medical Waste Collections** On-Site Pick-up Charge $49.00 8/1/2024 Disposal Cost per up to 17 gallon unit :15.t 8/1/2(121 $19.40 9/1/2025 Disposal Cost per 23 gallon unit $21.39 8/1 2021 $26.20 9/1/2025 Disposal Cost per 31 gallon unit S32.87 3/1/2021 $35.35 first 10 units 9/1/2025 $23.55 11 units or more 9/1/2025 Disposal Cost per 43 gallon unit S15.59 8/1/2021 $49.00 first 10 units 9/1/2025 $32.65 11 units or more 9/1/2025 **Rate is the on-site collection charge plus the disposal cost per medical container unit. Pathlogical Waste Pharmaceutical Pail 5 gallon $51.80 9/1/2025 Pathological Box 23 gallon $111.00 first 10 units 9/1/2025 $106.00 11 units or more 9/1/2025 Cardboard Bio Box(23 or 30 gallon box) $9.00 /box 9/1/2025 Miscellaneous Service Rates Extra mixed waste per cart-overload fee(based on 32 gallon capacity) $5.1' 'occurrence 1/1!2021 $5.27 /occurrence 9/1/2025 Extra yard debris(manual up to 32 gallon) $3.89/occurrence 1/1/2021 $3.96 /occurrence 9/1/2025 Additional yard debris service(second 60 gallon cart) 51.51 ,'occurrcncc I/1/2021 $4.63 /occurrence 9/1/2025 Call back/return for pick up of inaccessible cart per service call $15.53 /occurrence 1/1/2024 $15.83 /occurrence 9/1/2025 Yard service rate-extra distance away from curb after first 5 feet 55.1 %occurrcncc 1/1/702I $5.27 /occurrence 9/1/2025 Special service fees $93,18 /hour l/1/2024 $94,97 /hour 9/1/2025 Page 13 Department Revenue Source Fee or Charge Effective Date', FINANCIAL SERVICES Account reinstatement fee $30.00 /occurrence 8/1/2014 NSF check fee $35.00 /occurrence 8/1/2014 Tire disposal Hourly Rate+disposal fee Page 14 Department Revenue Source Fee or Charge Effective Date LIBRARY Library Card Fee(non-residents only) $140 per year 8/1/2017 Lost Items Replacement cost 3/1/2019 Overdue Items Daily Charge No Fee 1/26/2021 (Adult and Young Adult Materials-Not Including Juvenile Materials) Public Copier and Printer Charges $0.10 /page for black&white 2001 $0.50 /page for color 7/1/2011 Replacement Library Card Fee No Fee 1/26/2021 Page 15 Department Revenue Source misimmui Fee or Charge Effective Daft POLICE Alarm Permit Fee (Residential&Commercial) (Government agencies,disabled residents or over the age of 60 are exempt) $25 7/1/2009 Late payment of fees/fines (after 60 days) $50 7/1/2020 Expired,Reinstatement Fee,Once Revoked(After 90 days past due) $100 7/1/2014 Failure to obtain Alarm Permit(within 60 days of installation) $100 7/1/2024 Non-permitted or Revoked Alarm Permit $500 7/1/2013 False Alarm Fines 1st false alarm No Charge 7/1/2013 2nd false alarm No Charge 7/1/2013 3rd false alarm $100 7/1/2013 4th false alarm $150 7/1/2013 5th false alarm $200 7/1/2013 6 or more false alarms $250 7/1/2013 Fingerprint Card $15 per card 7/1/2012 Good Conduct Background/Letter $10 7/1/2012 Law Enforcement Officers Safety Act Qualification Fee $25 7/1/2006 Liquor License $25 7/10/2001 Police Services Fees CD/DVD/Audio/VHS/Video/Digital Evidence Copies $20 or hourly rate plus material 7/1/2012 Police Documents/Reports $10 /for the first 15 pages and 7/1/2008 $0.30 /page thereafter Page 16 Department Revenue Source Fee or Charge Effective Date POLICE Body Worn Camera Footage Per hour rate in excess of one half hour plus material Materials Link $20 7/1/2022 CD/DVD/Blue Ray $20 7/1/2023 4-8 GB Flash Drive $11 7/1/2022 16-32 GB Flash Drive $13 7/1/2022 64 GB Flash Drive $18 7/1/2022 128 GB Flash Drive $32 7/1/2022 External Hard Drive Price varies based on size 7/1/2022 Property Forfeiture for Criminal Activity Varies 5/25/1999 Second Hand Dealers and Transient Merchant License Occasional $40 7/1/2010 Full-Time $100 7/1/2010 Reporting Forms $0.80 each 7/1/2010 Social Gaming License Annual fee due January 1st $100 1/1/2014 If a business applies on or after July 1st $50 7/1/2014 Vehicle Release Fee $125 7/1/2013 Page 17 Department Revenue Source Fee or Charge Effective Date COMMUNITY DEVELOPMENT-BUILDING Building Permit Fees (New Commercial) 10/1/2009 Total Valuation: $0.00 to$500.00 $51.09 /minimum $500.01 to$2,000.00 $51.09 /for the first$500 and $2.69 /for each additional$100 or fraction thereof. $2,000.01 to$25,000.00 $91.44 /for the first$2,000 and $10.76 /for each additional$1,000 or fraction thereof $25,000.01 to$50,000.00 $338.92 /for the first$25,000 and $8.06 /for each additional$1,000 or fraction thereof $50,000.01 to$100,000.00 $540.42 /for the first$50,000 and $5.38 /for each additional$1,000 or fraction thereof $100,000.01 and over $809.42 /for the first$100,000 and $4.49 /for each additional$1,000 or fraction thereof (New Single Family&Multi-Family) 10/1/2009 Total Valuation: $0.00 to$2,000.00 $66.25 /minimum $2,000.01 to$25,000.00 $66.25 /for the first$2,000 and $11.48 /for each additional$1,000 or fraction thereof $25,000.01 to$50,000.00 $330.29 /for the first$25,000 and $8.75 /for each additional$1,000 or fraction thereof $50,000.01 to$100,000.00 $549.04 /for the first$50,000 and $6.25 /for each additional$1,000 or fraction thereof $100,000.01 to$250,000.00 $861.54 /for the first$100,000 and $4.46 /for each additional$1,000 or fraction thereof $250,000.01 to$500,000.00 $1,530.54 /for the first$250,000 and $4.42 /for each additional$1,000 or fraction thereof Page 18 Department Revenue Source Fee or Charge Effective Date COMMUNITY DEVELOPMENT-BUILDING $500,000.01 to$1,000,000.00 $2,635.54 /for the first$500,000 and $4.10 /for each additional$1,000 or fraction thereof $1,000,000.01 to$2,000,000.00 $4,685.54 /for the first$1,000,000 and $3.33 /for each additional$1,000 or fraction thereof $2,000,000.01 and over $8,015.54 /for the first$2,000,000 and $3.18 /for each additional$1,000 or fraction thereof (Additions,Alterations,and Demolitions for Single Family,Multi-Family,Commercial,&Industrial) 10/1/2009 Total Valuation: $0.00 to$500.00 $53.27 /minimum $500.01 to$2,000.00 $53.27 /for the first$500 and $3.39 /for each additional$100 or fraction thereof $2,000.01 to$25,000.00 $104.12 /for the first$2,000 and $15.21 /for each additional$1,000 or fraction thereof $25,000.01 to$50,000.00 $453.95 /for the first$25,000 and $11.02 /for each additional$1,000 or fraction thereof $50,000.01 to$100,000.00 $729.45 /for the first$50,000 and $7.53 /for each additional$1,000 or fraction thereof $100,000.01 to$500,000.00 $1,105.95 /for the first$100,000 and $6.04 /for each additional$1,000 or fraction thereof $500,000.01 to$1,000,000.00 $3,521.95 /for the first$500,000 and $5.09 /for each additional$1,000 or fraction thereof $1,000,000.01 and over $6,066.95 /for the first$1,000,000 and $3.39 /for each additional$1,000 or fraction thereof Building Plan Review Fee 65%of base building permit fee 9/26/2000 Page 19 Department Revenue Source Fee or Charge Effective Dam COMMUNITY DEVELOPMENT-BUILDING Deferred Submittals $200.00 minimum fee 9/24/2002 Plan Review plus 65%of building permit fee based on valuation of the particular portion or portions of the project. Phased Permitting $200.00 plus 10%of building permit fee based on total proj 9/24/2002 Plan Review not to exceed$1,500 for each phase Photovoltaic Solar Panel System $180.00 (includes plan review and administrative fees) 1/1/2011 plus 12%state surcharge of permit fee Electrical Fees 10/1/2009 New residential,single or multi-family per dwelling unit;service included: 1000 square feet or less $168.54 Each additional 500 square feet or portion thereof $33.92 Limited energy,residential or multi-family $75.00 (with above sq ft) Each manufactured home or modular dwelling service or feeder $67.84 Services or feeders;installation,alterations or relocation: 200 amps or less $100.70 201 amps to 400 amps $133.56 401 amps to 600 amps $200.34 601 amps to 1000 amps $301.04 Over 1000 amps or volts $552.26 Reconnect only $67.84 Temporary services or feeders;installation,alteration or relocation: 200 amps or less $59.36 201 amps to 400 amps $125.08 401 amps to 600 amps $168.54 Branch circuits;new,alteration or extension per panel: With purchase of service or feeder-each branch circuit $7.42 Without purchase of service or feeder First Branch Circuit $56.18 Each addit.Branch circuit $7.42 Page 20 Department Revenue Source . Fee or Charge Effective Date COMMUNITY DEVELOPMENT-BUILDING Miscellaneous (service or feeder not included): Each pump or irrigation circuit $67.84 Each sign or outline lighting $67.84 Signal circuit(s)or a limited energy panel,alteration or extension $75.00 Each additional inspection over the allowable in any of the above Per Inspection $66.25 /hour(min 1 hour) Per Hour $66.25 /hour(min 1 hour) Industrial Plant Inspection $78.18 /hour(min 1 hour) Renewable Energy Electrical Fees: 5 kva or less $100.70 7/1/2012 5.01 to 15 kva $133.56 7/1/2012 15.01 to 25 kva $200.34 7/1/2012 Wind generation systems in excess of 25 kva: 25.01 to 50 kva $301.04 7/1/2012 50.01 to 100 kva $552.26 7/1/2012 >100 kva the permit fee shall be calculated in accordance with OAR 918-309-0040. Solar generation systems in excess of 25 kva: Each additional kva over 25 $7.42 7/1/2012 >100 kva no additional charge Each additional inspection over allowable in any of the above: Each additional inspection will be charged $66.25/hr 7/1/2012 at an hourly rate(1 hr minimum) Misc.fees at an hourly rate(1 hr minimum) $90.00/hr 7/1/2012 Electrical permit plan review fee 25%of the electrical permit fee Fire Protection Systems 10/1/2009 (Commercial Fire Suppression-Sprinkler,Alarm and Type I-Hood systems based on project valuation) Total Valuation: $0.00 to$500.00 $51.09 /minimum $500.01 to$2,000.00 $51.09 /for the first$500 and $2.69 /for each additional$100 or fraction thereof Page 21 Department Revenue Source MIL Fee or Charge 4.11101.411 Effective Date COMMUNITY DEVELOPMENT-BUILDING $2,000.01 to$25,000.00 $91.44 /for the first$2,000 and $10.76 /for each additional$1,000 or fraction thereof $25,000.01 to$50,000.00 $338.92 /for the first$25,000 and $8.06 /for each additional$1,000 or fraction thereof $50,000.01 to$100,000.00 $509.42 /for the first$50,000 and $5.38 /for each additional$1,000 or fraction thereof $100,000.01 and over $809.42 /for the first$100,000 and $4.49 /for each additional$1,000 or fraction thereof Fire Life Safety Plan Review 40%of base building permit fee 9/26/2000 (Commercial Only) Fire Protection Systems 10/1/2009 (Residential Fire Suppression) Stand Alone System Square Footage: 1 to 2,000 $198.75 2,001 to 3,600 $246.45 3601 to 7,200 $310.05 7,201 and over $404.39 Multipurpose or Continuous Loop System Square Footage: 0 to 2,000 $121.90 2,001 to 3,600 $169.60 3,601 to 7,200 $233.20 7,201 and over $327.54 Manufactured Dwelling Installation $305.50 9/24/2002 (Fee includes placement permit$275.50 and state administration fee$30.00) Page 22 De.artment Revenue Source Fee or Charge Effective Date COMMUNITY DEVELOPMENT-BUILDING Manufactured Dwelling and Mobile Home Per OAR 9/24/2002 Parks,Recreation Camps,and Organizational Camps Mechanical Fees 10/1/2009 (1&2 Family Dwellings for New,Additions,or Alterations) Heating/Cooling. Air conditioning $46.75 Furnace 100,000 BTU (ducts/vents) $46.75 Furnace 100,000+BTU (ducts/vents) $54.91 Heat pump $61.06 Duct work $23.32 Hydronic hot water system $23.32 Residential boiler(radiator or hydronic) $23.32 Unit heaters (fuel-type,not electric), in-wall,in duct,suspended,etc. $46.75 Flue/vent for any of above $23.32 Other $23.32 Other fuel appliances: Water heater $23.32 Gas fireplace $33.39 Flue/vent for water heater or gas fireplace $23.32 • Log lighter(gas) $23.32 Wood/pellet stove $33.39 Wood fireplace/insert $23.32 Chimney/liner/flue/vent $23.32 Other $23.32 Environmental exhaust and ventilation: Range hood/other kitchen equipment $33.39 Clothes dryer exhaust $33.39 Single-duct exhaust(bathrooms, toilet compattinents,utility rooms) $23.32 Attic/crawlspace fans $23.32 Other $23.32 Fuel piping: First four $14.15 Each additional $4.03 Minimum permit fee $90.00 Mechanical plan review fee 25%of Permit Fee Page 23 Department Revenue Source Fee or Charge Effective Date COMMUNITY DEVELOPMENT-BUILDING Mechanical Permit Fees 10/1/2009 (Commercial and Multi-family) Total Valuation: $0.00 to$500.00 $69.06 /minimum $500.01 to$5,000.00 $69.06 /for the first$500 and $3.07 /for each additional$100 or fraction thereof $5,000.01 to$10,000.00 $207.21 /for the first$5,000 and $2.81 /for each additional$100 or fraction thereof $10,000.01 to$50,000.00 $347.71 /for the first$10,000 and $2.54 /for each additional$100 or fraction thereof $50,000.01 to$100,000.00 $1,363.71 /for the first$50,000 and $2.49 /for each additional$100 or fraction thereof $100,000.01 and over $2,608.71 /for the first$100,000 and $2.92 /for each additional$100 or fraction thereof Plan Review 25%of permit fee 9/24/2002 Plumbing Fees 10/1/2009 (Commercial,Industrial,Residential,&Multi-Family) New One&Two Family Dwellings 1 bath $312.70 2 bath $437.78 3 bath $500.32 Each additional bath/kitchen fixture $25.02 Site Utilities Catch basin or area drain $18.76 Drywell,leach line,or trench drain $18.76 Footing drain,first 100' $50.03 Each additional 100'or part thereof (footing drain) $37.52 Manufactured home utilities $50.03 Manholes $18.76 Rain drain connector $18.76 Sanitary sewer,first 100' $62.54 Storm sewer,first 100' $62.54 Page 24 Department Revenue Source Fee or Charge EffectisData COMMUNITY DEVELOPMENT-BUILDING Water service,first 100' $62.54 Each additional 100'or part thereof (sanitary,storm,water service) $37.52 Fixture or Item Backflow preventer $31.27 Backwater valve $12.51 Clothes washer $25.02 Dishwasher $25.02 Drinking fountain $25.02 Ejectors/sump $25.02 Expansion tank $12.51 Fixture/sewer cap $25.02 Floor drain/floor sink/hub $25.02 Garbage disposal $25.02 Hose bib $25.02 Ice maker $12.51 Interceptor/grease trap $25.02 Medical gas(value:$ ) see table Primer $12.51 Roof drain(commercial) $12.51 Sink/basin/lavatory $25.02 Solar units (potable water) $62.54 Tub/shower/shower pan $12.51 Urinal $25.02 Water closet $25.02 Water heater $37.52 Water Piping/DWV $56.29 Other: $25.02 Minimum permit fee $72.50 Plumbing plan review 25%of permit fee Medical Gas Systems 9/24/2002 Total Valuation: $1.00 to$5,000.00 $72.50 /minimum $5,000.01 to$10,000.00 $72.50 /for the first$5,000 and $1.52 /for each additional$100 or fraction thereof,to and including$10,000. Page 25 Department Revenue Source Fee or Charge „ Effective Dat* COMMUNITY DEVELOPMENT-BUILDING $10,000.01 to$25,000.00 $148.50 /for the first$10,000 and $1.54 /for each additional$100 or fraction thereof,to and including$25,000. $25,000.01 to$50,000.00 $379.50 /for the first$25,000 and $1.45 /for each additional$100 or fraction thereof,to and including$50,000. $50,000.01 and over $742.00 /for the first$50,000 and $1.20 /for each additional$100 or fraction thereof. Restricted Energy 6/27/2000 Residential Energy Use,for all systems combined $75 Commercial Energy Use,for each system $75 Sanitary Sewer Inspection Fee 6/6/2000 Residential $35 Commercial $45 Industrial $75 Site Work/Grading Permit Fees 10/1/2009 Based on project valuation-See Building Permit Fees(New Commercial). Miscellaneous Fees Administrative fee to change issued permits,including but not limited to: Address change(minimum charge-one-half hour) $90 per hour 7/1/2014 Contractor change(minimum charge-one-half hour) $90 per hour 7/1/2014 Process and handling fee to mail permits with plans $5 7/1/2014 Fee paid inspections for residential structures pursuant to Title 14,Chapter 16 6/27/2000 Single&Two Family Dwellings $100 Apartment Houses&Social Care Facilities $160 /plus$7 for each dwelling unit in excess of 3 Hotels $160 /plus$5 for each dwelling unit in excess of 5 Page 26 Department Revenue Source Fee or Charge Effective Date COMMUNITY DEVELOPMENT-BUILDING Information Processing&Archiving(IPA)Fee $2 /sheet larger than 11"X 17" 7/1/2010 $1 /sheet 11"X 17"and smaller Investigation Fee $90 per hour(average cost) 1/1/2014 (minimum charge: one-half hour) Phased Occupancy $200 6/27/2000 Permit or Plan Review Extension $90 Temporary Occupancy $300 Other Inspections&Fees: 1. Inspections outside of normal business hours 10/1/2009 (minimum charge-2 hours) $90 per hour 2 Reinspection fees $90 per hour 10/1/2009 3. Inspections for which no fee is specifically 10/1/2009 indicated(minimum charge:one-half hour) $90 per hour 4. Additional plan review required by changes, 10/1/2009 additions or revisions to plans (minimum charge:one-half hour) $90 per hour Note: A 12%surcharge fee as mandated by the State Building Codes Division is applied to all permit fees, investigation fees and inspection fees listed above. Page 27 Department Revenue Source Fee or Charge Effectiu Datt COMMUNITY DEVELOPMENT-DEVELOPMENT SERVICES PLANNING Adjustment* $536 7/1/2025 Annexation(Quasi Judicial)* $5,043 7/1/2025 Appeal Type II to Hearings Officer $250 Fee set by state law 7/1/2011 Expedited Review(Deposit) $300 Fee set by state law 7/1/2016 Type III* $5,072 7/1/2025 Comprehensive Plan Map Amendment(Quasi-judicial)* $6,344 7/1/2025 Conditional Use* $10,040 7/1/2025 Development Code Review* Residential** Small Form Residential $135 Per dwelling unit 7/1/2025 (includes single detached houses,duplexes,triplexes, and attached accessory dwelling units) Detached Accessory Dwelling Unit $135 7/1/2025 Rowhouse $135 Per dwelling unit 7/1/2025 Quad $439 Per Quad Development 7/1/2025 Cottage Cluster $329 Plus$80 per dwelling unit 7/1/2025 Courtyard Unit $329 Plus$80 per dwelling unit 7/1/2025 Accessory structures and additions that do not add dwelling units $135 7/1/2025 **Residential development code review applies to new construction of and additions to, dwelling units and structures including, but not limited to,garages,carports,porches,patios,decks,storage sheds,awnings,steps and ramps Non-Residential and Mixed-Use $536 7/1/2025 Page 28 Department Revenue Source Fee or Charge Effective Date COMMUNITY DEVELOPMENT-DEVELOPMENT SERVICES PLANNING Tenant Improvements in Existing Development Project Valuation under$5,000 $0 7/1/2022 Project Valuation$5,000-$74,999 $135 7/1/2025 Project Valuation$75,000-$149,999 $336 7/1/2025 Project Valuation$150,000 and more $536 7/1/2025 Director Determination* $1,100 7/1/2025 Development Design Review* $11,846 7/1/2025 Extension* Type I $536 7/1/2025 Type II $1,100 7/1/2025 Food Carts* Food Cart $256 7/1/2025 Food Cart Pod $4,000 7/1/2025 Historic Resource Review* Type II:Construction/Alteration/Demolition $1,178 7/1/2025 Type III:Designation/Removal of Designation $7,850 7/1/2025 Home Business Permit* $450 7/1/2025 Page 29 Department Revenue Source Fee or Charge Effective Date; COMMUNITY DEVELOPMENT-DEVELOPMENT SERVICES PLANNING Home Occupation Permit* $185 7/1/2025 Land Partition* 2 Lots $6,039 7/1/2025 3 Lots $7,265 7/1/2025 Expedited $8,479 7/1/2025 Final Plat $1,687 7/1/2025 Lot Line Adjustment /Lot Consolidation* $1,100 7/1/2025 Marijuana Facility Permit* $1,072 7/1/2025 Modification* Type I $450 7/1/2025 Type II $4,848 7/1/2025 Planned Development* Concept Plan $13,965 7/1/2025 Consolidated Concept and Detailed Plan $13,965 7/1/2025 With Land Division(in lieu of Subdivision,Sublot,or Land Partition Fee) Plus$114 per lot 7/1/2025 Detailed Plan $4,848 7/1/2025 With Land Division(in lieu of Subdivision,Sublot,or Land Partition Fee) Plus$114 per lot 7/1/2025 Page 30 Department Revenue Source MEW Fee or Charge Effective Date, COMMUNITY DEVELOPMENT-DEVELOPMENT SERVICES PLANNING Pre-Application Conference* Type II $450 7/1/2025 Type III $1,081 7/1/2025 Project/Plat Name Change* $615 7/1/2025 Public Facilities Exception(inside River Terrace)* $1,100 7/1/2025 Sensitive Lands Review* Type I $1,100 7/1/2025 Type II $4,822 7/1/2025 Type III $5,208 7/1/2025 Sign Permit* New or Modified Sign $302 7/1/2025 Temporary Sign $95 7/1/2025 Site Development Review* Inside MU-CBD Zone:All Development Type I $178 7/1/2025 Type II Under$1,000,000 $2,492 7/1/2025 $1,000,000 and over $7,701 Plus 0.004 X Project Valuation 7/1/2025 Page 31 Department Revenue Source Fee or Charge Effitive D ,414 COMMUNITY DEVELOPMENT-DEVELOPMENT SERVICES PLANNING Outside MU-CBD Zone:Residential Development Type I Under 13 Dwelling Units $536 7/1/2025 13 Dwelling Units and over $1,100 7/1/2025 Type II Under 13 Dwelling Units $1,316 7/1/2025 13 Dwelling Units and over $2,192 7/1/2025 Outside MU-CBD Zone:Nonresidential and Mixed-Use Development Type II Under$1,000,000 $8,517 7/1/2025 $1,000,000 and over $11,068 Plus$6 per each$10,000 over$1,000,000 7/1/2025 Subdivision* Preliminary Plat $13,370 Plus$114 per lot 7/1/2025 Expedited Preliminary Plat $11,275 Plus$114 per lot 7/1/2025 Final Plat $3,401 7/1/2025 Sublot Plat* Preliminary Sublot Plat $6,578 Plus$114 per lot 7/1/2025 Final Sublot Plat $1,645 7/1/2025 Page 32 Department Revenue Source _ Fee oz Gbaxge Effective Date COMMUNITY DEVELOPMENT-DEVELOPMENT SERVICES PLANNING Temporary Use Permit* Type $536 7/1/2025 Special Exemption:Non-Profit Organization $0 7/1/2022 Special Rate: Mixed Use-Central Business District Zone 1st Temporary Use in a Calendar Year $536 7/1/2025 2nd Through 5th Temporary Use With Substantially the Same Site Plan Within A Calendar Year $95 7/1/2025 Transportation Mitigation Review(inside Tigard Triangle)* $1,100 Urban Forestry* Plan Modification $1,057 Plus$114 per lot 7/1/2025 Discretionary Plan Review(with concurrent Type III review) $662 Plus$114 per lot 7/1/2025 Discretionary Plan Review(without concurrent Type III review) $4,079 7/1/2025 Wireless Communication Facility* Site Development Review Type II Under$1,000,000 $8,517 7/1/2025 $1,000,000 or over $11,068 Plus$7 per each$10,000 over$1 Million 7/1/2025 Conditional Use Permit $10,040 7/1/2025 Zone Change(Quasi-Judicial) $6,344 7/1/2025 Zoning Analysis $1,100 7/1/2025 Zoning Request $161 7/1/2025 Special Exemption:Shelter Siting $0 7/1/2025 Page 33 Department Revenue Source Fee or Charge Effective Date COMMUNITY DEVELOPMENT-DEVELOPMENT SERVICES PLANNING COMMUNITY DEVELOPMENT- MISCELLANEOUS FEES&CHARGES GIS Maps 17"x 22" Non Aerial $16 7/1/2025 Aerial $21 7/1/2025 34"x 44" Non Aerial $37 7/1/2025 Aerial $43 7/1/2025 Custom Maps Staff Hourly Rate 7/1/2011 Information Processing&Archiving(IPA)Fee* Temporary Sign $10 7/1/2024 Type I Review $36 7/1/2024 Type II Review $350 7/1/2024 Type III Review $400 7/1/2024 Public Notice Sign $8 7/1/2024 Renotification for Hearing Postponement* $579 7/1/2025 Tigard Comprehensive Plan $100 7/1/2024 Tigard Transportation System Plan $100 7/1/2024 *Adjusted annually in conjunction with the Seattle Construction Cost Index(SCCI)Annual Average Page 34 Department Revenue Source Fee or Charge Effective Date COMMUNITY DEVELOPMENT-MISCELLANEOUS DEVELOPMENT Fee in Lieu of Sewer Based on actual cost of sewer connection, 1998 if sewer was available (MU-CBD zone only) the current Washington County Assessor-determined real market value of the land (not improvements)by 10% Sanitary Sewer Connection Fee $7,139 /DU or DUE 7/1/2025 (This fee is determined by Clean Water Services. The City of Tigard receives 3.99%of fees collected.) Water Quality Facility Fee (Fee set by Clean Water Services)itl (City receives 100%of fees collected) Residential Single Family $311 /unit 7/1/2025 Commercial&Multi-family $311 /2,640 sq. ft of additional impervious surface 7/1/2025 Water Quantity Facility Fee(Fee set by Clean Water Services)lt] (City receives 100%of fees collected) Residential Single Family $380 /unit 7/1/2025 Commercial&Multi-family $380 /2,640 sq. ft of additional impervious surface 7/1/2025 Metro Construction Excise Tax (City will retain 5%for administrative expenses) 0.12%of building permits for projects 7/1/2006 (Tax set by Metro,but collected by cities) with a total valuation of$100,001 or more; not to exceed$12,000. Page 35 Department Revenue Source Fee or Charge Effective Date. COMMUNITY DEVELOPMENT-MISCELLANEOUS DEVELOPMENT School District Construction Excise Tax (City will retain 4%for administrative expenses) (Tax set by school districts based on ORS 320.170-189 and collected by cities) Beaverton School District121 $1.67 /sq. ft.residential construction 7/1/2025 $0.84 /sq.ft.non-residential construction 7/1/2025 $41,800 Non-residential maximum per building permit or 7/1/2025 per structure,whichever is less Tigard-Tualatin School District(TTSD)121 $1.67 /sq. ft.residential construction 7/1/2025 $0.84 /sq. ft.non-residential construction 7/1/2025 $41,800 Non-residential maximum per building permit or 7/1/2025 per structure,whichever is less Tigard Affordable Housing Construction Excise Tax* (City will retain 4%for administrative expenses) 1/1/2020 Residential 1% /Permit Valuation Commercial 1% /Permit Valuation *Permits of value less than$50,000 and other exemptions may apply per TMC 3.90 Small Wireless Facility Planning Review Fee $150 per application,up to 5 batched applications, 2/5/2019 then$45 per application over 5 Type II (Major)Modification Project Valuation Threshold[3] $69,254 7/1/2025 Page 36 Department Revenue Source Fee or Charg71111111M Effective Date COMMUNITY DEVELOPMENT-MISCELLANEOUS DEVELOPMENT Urban Forestry131 In Lieu of Planting Fees(Planting&3 Year Maintenance) Street Tree $841 per tree 7/1/2025 Open Grown Tree $841 per tree 7/1/2025 Stand Grown Tree $599 per stand 7/1/2025 Tree Removal Permit Simple $0 7/1/2022 Complex[4] $461 per tree 7/1/2025 Tigard Triangle District Tree Removal Fee $415 per caliper inch DBH 7/1/2025 (only applies in TMU Zone when removal approved through an adjustment) Tree Canopy Fee $3 per square foot of tree canopy 3/1/2013 Urban Forest Inventory Fees Open Grown Tree $233 Plus$32 each additional tree 7/1/2025 Stand of Trees $306 Plus$50 each additional stand 7/1/2025 Retroactive Tree Removal Permit Penalty $250 Minimum 7/1/2024 Tree Establishment Bond(Planting&Early Establishment) Open Grown Tree for all Land Use Applications except Land Divisions $691 per tree 7/1/2025 Stand Grown Tree for all Land Use Applications except Land Divisions $550 per stand 7/1/2025 Page 37 Department Revenue Source Fee or Charge Effective Datil COMMUNITY DEVELOPMENT-MISCELLANEOUS DEVELOPMENT Vacation(Streets and Public Access)131 Deposit $4,070 Plus actual costs 7/1/2025 Vertical Housing Development Zonel31 Precertification Fee $1,107 7/1/2025 Final Certification Fee $1,662 7/1/2025 Annual Project Monitoring Fee $415 7/1/2025 [1] This fee is determined by Clean Water Services. [2]BSD and ITSD Construction Excise Tax will be set by the school districts in June/July. Staff is authori<ed to update the schedule for the fees and charges set by otherjurisdictions. [3]Per Ord 03-59,fee is adjusted yearly based on the Construction Cost Index for the City of Seattle as published in the April issue of Engineering News Record. [4]Per tree up to and including 10 trees.If over 10 trees,a deposit of$476 for each tree over 10 trees up to a maximum of$5,000.00.The applicant is charged actual staff time to process the permit and will be refunded the balance of the deposit if any remains after the review is complete. Page 38 Department Revenue Source Fee or Charge Effective Date PUBLIC WORKS-DEVELOPMENT ENGINEERING Addressing Assignment Fee $50.00 /lot or suite(up to first 20) 8/1/2017 $25.00 /lot or suite(for 21 and greater) 8/1/2017 Early Addressing Request $250.00 Prior to Plat Approval 8/1/2017 Encroachments Encroachment Permit-Furnishings $25.00 7/1/2020 Encroachment Permit $250.00 7/1/2020 Encroachment Permit Appeal $250.00 11/1/2018 Erosion Control Inspection Fee With Development Construction Cost Estimate$0-$25,000 $80.70 7/1/2014 Construction Cost Estimate$25,001-$50,000 $107.60 7/1/2014 Construction Cost Estimate$50,001-$100,000 $161.40 7/1/2014 Construction Cost Estimate over$100,000 $161.40 plus$75 per$100,000 or fraction thereof 7/1/2014 exceeding the first$100,000 Without Development 0-0.99acres $322.80 7/1/2014 lacre or greater $322.80 plus$150 per acre or fraction thereof 7/1/2014 Reinspection Fee $96.84 per hour with a minimum of 1 hour 7/1/2014 Plan Check included in inspection fee 7/1/2014 Plan Resubmittal Review $96.84 per hour with a minimum of one-half hour 7/1/2014 Fee In Lieu of Stormwater Quality(Fee set by Clean Water Services)lt' $1.00 /per sq. ft.of unmanaged impervious area 8/1/2017 Fee In Lieu Of Hydromodification(Fee set by Clean Water Services)111 $1.00 /per sq. ft.of unmanaged impervious area 10/1/2019 Fee In Lieu Of Stormwater Quality and Hydromodification(Fee set by Clean Water Services)lt1 $1.50 /per sq. ft.of unmanaged impervious area 10/1/2019 Page 39 Department Revenue Source 11141111 Fee or Charge Effective Date PUBLIC WORKS-DEVELOPMENT ENGINEERING Fee In Lieu Of Undergrounding Utility Portion(one or more,accumulative): Electrical $86.00 /linear foot 7/1/2022 Cable $16.00 /linear foot 7/1/2022 Telecommunication $26.00 /linear foot 7/1/2022 Trench Cost(applied only once,per lineal foot) $39.00 /linear foot 7/1/2022 Other Inspections&Fees Inspections 1 Inspections outside of normal business hours(minimum charge-2 hours) $135.00 per hour 7/1/2019 2 Inspections for which no fee is specifically indicated (minimum charge-one-half hour) $135.00 per hour 7/1/2019 3 Additional plan review required by changes,additions or revisions to plans(minimum charge-one-half hour) $135.00 per hour 7/1/2019 4 Additional 0.5%added to PFI Plan Review Fee for each additional technical review after the third PFI plan review 0.5%of estimated cost of public improvements with a$300 minimum 7/1/2022 Oversize Load Permit $325.00 7/1/2024 Retrieval of Materials Confiscated in ROW Lawn and A-board signs $40.00 per sign 7/1/2024 Other signs and materials(based on size and value) City Manager's Discretion(per TMC 6.03 Ord 12-02) 7/1/2024 Public Facility Improvement-LIDA*Permit $300.00 /equivalent dwelling unit(EDU) 8/1/2017 for review and inspection of LIDA on single lots *-LIDA+Low Impact Development Approaches per Clean Water Services Design and Construction Standards Page 40 Department Revenue Source Fee or Charge umiluipmiL. Effective Date PUBLIC WORKS-DEVELOPMENT ENGINEERING Public Facility Improvement Permit $300 minimum,or 2%of the preliminary engineer's estimate of cost is required at permit intake and will be credited when calculating the fee to release 7/1/2025 the permit 7%of the final engineer's estimate of cost for all non-water system improvements is required to release the permit and the intake fee amount will 7/1/2025 be deducted as a credit 12%of the final engineer's estimate for public water system improvements 7/1/2025 $0.00 Sidewalk repair or replacement up to 20 linear feet 7/1/2021 Regional Stormwater Management Charge (RSMC)(Fee set by Clean Water Servvices)111 RSMC Unit Rate $10.26 per cubic foot of required volume management 7/1/2025 Residential RSMC=Lot size(sf)x percent impervious design factor x 0.131 cf/sf x RSMC unit rate* Multi-family&non-residential RSMC=Actual impervious area(sf)x 0.131 cf/sf x RSMC unit rate* *Percent impervious design factor and RSMC unit rate per Clean Water Services Rates and Charges Reimbursement District Application Fee $300.00 1/27/1998 Reimbursement District Fee Not to Exceed$6,000 unless reimbursement fee exceeds$15,000. 7/1/2001 Any amount over$15,000 shall be reimbursed by the owner;$6,000 limit valid for only 3 years from Council approval of district cost. Streetlight Energy&Maintenance Fee Based upon PGE Schedule #95 Option"B" for the first two years costs 1/27/2020 Tigard Triangle Mixed Use Zone—Fees and Charges Transportation Impact Study Actual Cost of Study by City Transportation Consultant 7/1/2018 Transportation Fee in Lieu of Construction Estimated Cost of Improvements by City Engineer(determination based on an estimate to construct the required improvements using the average cost of the 7/1/2018 most recent capital improvement project itemized bid prices) [1] This fee is determined by Clean Water Services. Page 41 Department Revenue Source Fee or Charge Effective Date PUBLIC WORKS-UTILITIES Booster Pump Charge Customer Classification Single-Family Residential $2.03 /monthly 7/1/2021 Multi-Family Residential,Commercial,Industrial, Irrigation by Meter Size(diameter inches) 5/8 x 3/4 $1.49 /monthly 7/1/2021 3/4 x 3/4 $2.24 /monthly 7/1/2021 1 $3.74 /monthly 7/1/2021 1.5 $7.47 /monthly 7/1/2021 2 $11.96 /monthly 7/1/2021 3 $23.91 /monthly 7/1/2021 4 $37.36 /monthly 7/1/2021 6 $74.73 /monthly 7/1/2021 8 $119.56 /monthly 7/1/2021 10 $171.87 /monthly 7/1/2021 12 $252.21 /monthly 7/1/2021 Customer Charge (Basic fee charged to customers to have the City deliver water.) Customer Classification Single-Family Residential $33.95 /monthly 7/1/2025 Multi-Family Residential,Commercial,Industrial, Irrigation by Meter Size(diameter inches) 5/8x3/4 $33.95 /monthly 7/1/2025 3/4 x 3/4 $48.90 /monthly 7/1/2025 1 $76.16 /monthly 7/1/2025 1.5 $201.14 /monthly 7/1/2025 Page 42 Department Revenue Source Fee or Charge Effective Data PUBLIC WORKS-UTILITIES 2 $326.35 /monthly 7/1/2025 3 $642.37 /monthly 7/1/2025 4 $1,220.21 /monthly 7/1/2025 6 $1,368.17 /monthly 7/1/2025 8 $2,136.81 /monthly 7/1/2025 10 $3,942.94 /monthly 7/1/2025 12 $5,579.00 /monthly 7/1/2025 Final Notification Process Fee $10.00 /per instance 10/19/2016 Fire Hydrant Flow Test $400.00 /test 7/1/2018 Fire Hydrant Usage-Temporary 3"hydrant meter deposit* $650.00 9/1/2002 *Deposit is refundable if returned in good condition Hook-up service $50.00 2/27/2001 Continued use $50.00 /month 2/27/2001 Consumption $19.32 /100 cubic feet of water 7/1/2025 Fire Rates(Sprinklers) 6"or smaller $42.31 /monthly 7/1/2025 8"or larger $55.97 /monthly 7/1/2025 Fire Service Connection* $2,168 /+12%fee based on construction costs. 7/1/2025 *Up dated annually based on Seattle CCI perApri122,2013 consultant study. Page 43 Department Revenue Source Fee or Charge Effective Date PUBLIC WORKS-UTILITIES Meter Disconnection Actual labor and material costs+10% 9/I/2002 Meter Installation Fees 5/8"x 3/4"Meter $405.00 7/1/2018 3/4"x 3/4"Meter $463.00 7/1/2018 1"Meter $636.00 7/1/2018 1 1/2"Meter $983.00 7/1/2018 2"Meter $1,272.00 7/1/2018 3"or more Meter Actual labor and material costs+ 10% 9/1/2011 Meter Out-of-Order Test Meter calibration cost+actual labor 9/1/2002 and material costs+10% Sanitary Sewer Service(Fee set by Clean Water Services) (City receives 20%of fees collected) Base Charge $38.28 /dwelling unit/month 7/1/2025 Use Charge $2.50 /100 cubic feet/month for 7/1/2025 individual customer winter average Tigard Sewer Surcharge* $3.23 /dwelling unit/month 7/1/2025 *Updated annually based on Seattle CCL Service Installation Fees Single Trench-Single Residential Service $3,815.00 includes labor&materials 7/1/2018 1 1/2"Meter and greater Actual labor and material costs+10% 10/1/2011 Storm and Surface Water(Fee set by Clean Water Services) (City retains 75%of Service Charge fees collected) (City retains 100%of its Surcharge fees collected) Service Charge $11.30 /ESU/month 7/1/2025 Tigard Stormwater Surcharge $5.50 /ESU/month 1/1/2021 Page 44 Department Revenue Source' Fee or Charge Effective Date PUBLIC WORKS-UTILITIES Water After Hours Emergency Turn On Service* $65.00 7/1/2017 *Service Hours Outside of Monday through Friday 8:00 am-5:00 pm Water Bacteriological Quality Testing Cost per test $80.00 7/1/2018 Water Disconnection Charge for Non-payment During business hours $50.00 2/27/2001 Water Line Construction-New Development 12%of Actual Cost 2/27/2001 Water Main Extension Designed and installed by others 12%of Actual Cost 9/1/2002 Water Usage Charges Residential Tier 1 $4.77 /100 cubic feet of water 7/1/2025 Tier 2 $6.97 /100 cubic feet of water 7/1/2025 Tier 3 $7.98 /100 cubic feet of water 7/1/2025 Multi-Family Uniform Rate $5.21 /100 cubic feet of water 7/1/2025 Commercial Tier 1 $4.71 /100 cubic feet of water 7/1/2025 Tier 2 $6.86 /100 cubic feet of water 7/1/2025 Tier 3 $7.85 /100 cubic feet of water 7/1/2025 Industrial Uniform Rate $6.21 /monthly 1/1/2021 Irrigation Uniform Rate $8.81 /monthly 1/1/2021 Tiered Rate Structure Thresholds(100 cubic feet of water) Customer Classification Single-Family Residential Tier 1 6 ccf 7/1/2021 Tier 2 15 ccf 7/1/2021 Tier 3 over 15 ccf 7/1/2021 Page 45 Department Revenue Source - Fee or Charge Effective Date PUBLIC WORKS-UTILITIES Multi-Family Residential,Commercial,Industrial, Irrigation by Meter Size(diameter inches) 5/8 x 3/4 Tier 1 6 ccf Tier 2 15 ccf Tier 3 over 15 ccf 3/4 x 3/4 Tier 1 9 ccf Tier 2 22 ccf Tier 3 over 22 ccf 1 Tier 1 16 ccf Tier 2 40 ccf Tier 3 over 40 ccf 1.5 Tier 1 48 ccf Tier 2 120 ccf Tier 3 over 120 ccf 2 Tier 1 78 ccf Tier 2 195 ccf Tier 3 over 195 ccf 3 Tier 1 137 ccf Tier 2 344 ccf Tier 3 over 344 ccf 4 Tier 1 282 ccf Tier 2 705 ccf Tier 3 over 705 ccf 6 Tier 1 300 ccf Tier 2 750 ccf Tier 3 over 750 ccf 8 Tier 1 480 ccf Tier 2 1,200 ccf Tier 3 over 1,200 ccf 10 Tier 1 938 ccf Tier 2 2,345 ccf Tier 3 over 2,345 ccf Page 46 Department Revenue Source Fee or Charge Effective Date PUBLIC WORKS-UTILITIES 12 Tier 1 1,350 ccf Tier 2 3,376 ccf Tier 3 over 3,376 ccf Street Maintenance Fee(TMC 15.20)* Monthly Residential Rate-Single and Multi-Family $9.11 /unit 7/1/2025 Monthly Non-Residential Rate $2.98 /per min required parking space 7/1/2025 Staff Review No Charge City Council Written Appeal Filing Fee $300.00 *Street Maintenance Fee is adiusted by a 2 year rolling average of 85%Seattle Construction Cost Index and 15%Oregon Monthly Asphalt Cement Material Price Index. However based on the TMC,a floor of two percent and a ceiling of seven percent will be applied. Tigard Transportation Utility Fee(River Terrace). $5.00 /month 10/1/2016 Meter Maintenance Fee(TMC 12.01) $50.00 per required service 7/1/2018 Page 47 Department Revenue Source Fee or Charge Effective Data PUBLIC WORKS-PARKS &RECREATION �a „�N Community Garden Plot Rental Large(>120 sq.ft.) $60 /year 8/1/2017 Medium(60-119 sq. ft.) $40 /year 7/1/2018 Small(<60 sq. ft.) $30 /year 8/1/2017 Non-resident fee (additional Metzger School Park) $5 /plot/year 8/1/2017 Park Reservation Fees Application Fee Resident $0 /per event 1/1/2025 Non-Resident $50 /per event 7/1/2010 Rental Change Fee $15 /per event 7/1/2011 Organized Group Event Processing Fee $50 /per event 7/1/2012 Event Monitor $15 /hour 7/1/2012 Special Use/Alcohol Permit Fee (Fee assessed at time of reservation) $25 /per event 7/1/2010 Shelter Rental Fees(2 hour minimum) Shelter#2 Resident/Non Resident $45 /hour 1/1/2025 Shelter#1,#3,#4,Bishop/Scheckla Pavilion, &Summerlake Resident/Non Resident $35 /hour 1/1/2025 Grass Soccer/Ball Field Rental Fee(2 hour minimum) Resident $10 /hour 7/1/2010 Non-Resident $20 /hour 7/1/2010 Artificial Turf Soccer/Ball Field Rental Fee(2 hour minimum) Resident $20 /hour 1/1/2025 Non-Resident $40 /hour 1/1/2025 Court(Sports)Rental Fee Resident $10 /hour 7/1/2019 Non-Resident $20 /hour 7/1/2019 Page 48 De.artment Revenue Source - Fee or Charge Effective Date PUBLIC WORKS-PARKS&RECREATION Special Event Permits Special Event Permit Fee First 3 hours $50 0 to 25 people 1/1/2025 $75 26 to 100 people 11/12/2019 $100 101 to 200 people 1/1/2025 $275 201 to 500 people 11/12/2019 $475 501 to 2,000 people 11/12/2019 $1,000 2,001 and more 11/12/2019 Each Additional Hour $10 0 to 25 people 11/12/2019 $25 26 to 100 people 11/12/2019 $55 101 to 200 people 11/12/2019 $90 201 to 500 people 11/12/2019 $155 501 to 2000 people 11/12/2019 $330 2,001 and more 11/12/2019 Special Event Permit Appeal $100 8/13/2019 Downtown Special Events Permits Downtown Special Event Application Fee $50 0 to 500 people 7/1/2023 $150 501 people or more 7/1/2023 Hourly Fee:2-hour minimum-maximum 6-hour block Universal Plaza Resident public event $300 /hour 7/1/2023 Non-resident public event $600 /hour 7/1/2023 Rotary Plaza Resident public event $200 /hour 7/1/2023 Non-resident public event $400 /hour 7/1/2023 Liberty Park Resident public event $150 /hour 7/1/2023 Non-resident public event $300 /hour 7/1/2023 Daily Fee:Public events over 10 hours Universal Plaza Resident public event $3,000 /day 7/1/2023 Non-resident public event $6,000 /day 7/1/2023 Rotary Plaza Resident public event $1,000 /day 7/1/2023 Non-resident public event $2,000 /day 7/1/2023 Page 49 De.artment Revenue Source Fee or Char.a Effective Date4 PUBLIC WORKS-PARKS &RECREATION Liberty Park Resident public event $750 /day 7/1/2023 Non-resident public event $1,500 /day 7/1/2023 Refundable Security/Cleaning Deposit May be required for some events to mitigate possible cleanup and/or damages per application Universal Plaza Not to exceed$250 7/1/2023 Rotary Plaza Not to exceed$250 7/1/2023 Liberty Park Not to exceed$250 7/1/2023 Downtown District Event (does not include required deposits for parks if included in Not to exceed$1,500 7/1/2023 the event) Special Use/Alcohol Permit Fee (Fee assessed at time of reservation) $25 /per event 7/1/2023 Road Closure Fee Intersection closure or restriction per intersection $175 /day 7/1/2023 three or more intersections $525 /day 7/1/2023 Page 50 Department Revenue Source Fee or Charge Effective Date! PUBLIC WORKS-PARKS Parks&Recreation Fee (TMC 3.75) Monthly Residential Rate-Single and Multi-Family $9.38 /equivalent dwelling unit 7/1/2025 Monthly Non-Residential Rate $9.38 /equivalent dwelling unit 7/1/2025 Reduction for Qualified Low Income Single Family 50% 4/1/2016 Notes: 1 Commercial EDU Calculation(rounded to nearest whole EDU): (Billed Parking Stalls from Street Maintenance Fee*0.76 Jobs Per Stall)/15 EDU Factor =EDUs 2 Industrial EDU Calculation(rounded to nearest whole EDU): (Billed Parking Stalls from Street Maintenance Fee*1.19 Jobs Per Stall)/15 EDU Factor =EDUs Calculation of the annual Park Maintenance Fee Index(from FCS Group report"Tigard Parks Maintenance Fee: Report to Council for January 12,2016 Public Hearing" Cost Center Annual Rate Weight Personnel 4.80% 0.60 Services/Utilities 3.00% 0.25 Materials/Internal Services 4.20% 0.15 Annual Index(Weighted Average) 4.26% TMC 3.75.050.D authorizes the establishment of a program to reduce the Park Maintenance Fee for low income individuals responsible for paying the utility bill. The reduction will last for 12 billing cycles after which the fee reduction will end or the responsible party can reapply To Qualify for the reduction,the responsible party: 1 Must be the individual(s)on the utility bill 2 Provide documented proof of income such as most recent tax statement or W-2. 3 Have an income at,or below,50%of the Median Income for Oregon as set by the US Department of Housing and Urban Development(HUD). Page 51 Department Revenue Source Fee or Charge Eectiise Date COMMUNITY DEVELOPMENT-DEVELOPMENT SERVICES PLANNING Residential Park System Development Charge(SDC)11' Single Family Detached Dwelling-Reimbursement $2,178 7/1/2025 Single Family Detached Dwelling-Improvement $7,862 7/1/2025 Single Family Detached Dwelling-Improvement for Neighborhood Parks Outside River Terrace $2,915 7/1/2025 Inside River Terrace $3,613 7/1/2025 Other Residential Dwelling-Reimbursement $1,393 7/1/2025 Other Residential Dwelling-Improvement $5,919 7/1/2025 Other Residential Dwelling-Improvement for Neighborhood Parks Outside River Terrace $2,194 7/1/2025 Inside River Terrace $2,720 7/1/2025 Non-Residential Park System Development Charge(SDC)I"1 Charge per employee-Reimbursement $123 7/1/2025 Charge per employee-Improvement $679 7/1/2025 [1] See methodology report used to calculate the charges. The Park System Development Charge(Park SDC)is a City of Tigard charge that is assessed on new development to support the acquisition and development of parks,greenways,and paved trails,all of which are used by residents of Tigard and by those who work here. The Park SDC is a one-time fee charged to new development to help pay a portion of the costs associated with building additional parks and trails to meet the needs created by both residential and commercial/industrial growth.The SDC revenues can only be used on capacity-increasing capital improvements and cannot be used to repair existing park facilities. Park SDCs are assessed on new residential development on a per-unit basis and against commercial and industrial development on a per- employee basis. The amount of the charge for each land use category is adjusted each year,effective July 1st,in relation to two indices,one reflecting changes in development/construction costs and one reflecting changes in land acquisition costs. For more detailed/updated information on calculating Park SDC's see"Parks&Recreation System Development Charge Methodology Report,"by FCS Group,May 19,2015. Adopted by Ord.15-09. Page 52 Department Revenue Source Fee or Charge Effective Date PUBLIC WORKS-WATER Water System Development Charge(SDC)* 5/8"x 3/4"Meter $6,314 7/1/2025 3/4"x 3/4"Meter $9,094 7/1/2025 1"Meter $16,844 7/1/2025 1 1/2"Meter $50,502 7/1/2025 2"Meter $82,006 7/1/2025 3"Meter $144,614 7/1/2025 4"Meter $296,585 7/1/2025 6"Meter $315,713 7/1/2025 8"Meter $505,139 7/1/2025 Water ystem connections greater than 8 inch diameter, City will forecast the demands on an average-day,peak-day, and peak-hour basis to determine SDC fees. *As per ORS 223.304(8)Res. 10-76,the City will use ENR Seattle CCI for the month of April prior to the budget year imposed. Res.22-29 updated the Water SDC methodology effective 7/1/2023. Page 53 Department Revenue Source Fee qr Charge Effective Date COMMUNITY DEVELOPMENT-DEVELOPMENT SERVICES PLANNING Residential Transportation System Development Charge (SDC)[tl Single Family Detached Dwelling-Reimbursement $477 7/1/2025 Single Family Detached Dwelling-Improvement $8,260 7/1/2025 Single Family Detached Dwelling-River Terrace Overla $4,040 7/1/2025 Other Residential Dwelling-Reimbursement $278 7/1/2025 Other Residential Dwelling-Improvement $4,818 7/1/2025 Other Residential Dwelling-River Terrace Overlay $2,357 7/1/2025 Non-Residential Transportation System Development Charge(SDC)131141 Charge per PHVT-Reimbursement $634 7/1/2025 Charge per PHVT-Improvement $10,995 7/1/2025 Charge per PHVT-River Terrace121 $1,355 7/1/2025 [1]See Adopted Methodology Report used to calculate the charges. [2]Based on 50%Credit Policy for the"local"elements of River Terrace Blvd. [3]Non-residential SDCs will be based on average charges by Peak Hour Vehicle Trips (PHVT)and shall vary by land use type using procedures established in the Tigard SDC Administrative Procedures Guide. [4]Non-residential SDCs charged to customers will not exceed 80%of the Transportation Development Tax(1111) charged as set by Washington County.When the calculated amount does exceed 80%of TDT,the non-residential TSDC charged will be 80%of TDT. For more detailed and updated information on calculating Transportation SDC's see"Transportation System Development Charge Methodology Report,"by FCS Group,April 28,2015. Transportation SDC Annual Adjustment 7/1/2015 Transportation SDC fees shall be adjusted annually on July 1st of each year beginning in 2016. The index to be used for adjusting transportation SDCs will based on the weighted average of the year over year escalation for two measurements:90 percent multiplied by the Engineering News Record Construction Cost Index for the Seattle Area percent change plus 10 percent multiplied by the Oregon Department of Transportation monthly asphalt price(annualized)percent change. Page 54 Department Revenue Source Fee or Charge Effective Date COMMUNITY DEVELOPMENT-DEVELOPMENT SERVICES PLANNING Transit Oriented Development Potential Discount Level Potential Reduction 1 10% 2 17% 3 20% 4 25% For full details of the TSDC Discount Criteria,see the adopted System Development Charge Administrative Procedures Guide. Page 55 Department Revenue Source Fee or Charge _ Effective Date COMMUNITY DEVELOPMENT-DEVELOPMENT SERVICES ENGINEERING Washington County Transportation Development Tax (TDT)* Transportation Development Tax Financing Application Fee $25 7/1/2025 Interest Rate Prime rate as published in the Wall Street Journal as of the date of the application plus 4% The Countywide Transportation Development Tax(TDT)is a Washington County Tax approved by the voters in November,2008,that is administered and collected by the City of Tigard. It went into effect on July 1,2009,replacing the Traffic Impact Fee(TIF)program. TDTs are assessed on new development on a per-unit basis. For residential uses the units are dwelling units,bedrooms,etc. For commercial and industrial uses the units are the square footage of the use or units unique to the use such as lanes,fueling positions,etc. Tigard administers and collects Transportation Development Tax (113T)on behalf of Washington County.TDT rates are established by the county by Ordinance and adopted by the city by reference. Additional information about TDTs can be found here:https://www.washingtoncountyor.gov/lut/planning/tdt-transport-system-develop- charges,for information about TDT rate calculation for a specific project,please contact the Cty's SDC Coordinator at 503-718-2662. * For more detailed information on calculating TDT charges and a detailed list of Land Uses and TDT charges through 6/30/2013 see Appendix B to Washington County Engrossed Ordinance 691,August 29,2008 and the Washington County Countywide Transportation Development Tax Manual. Page 56 Adopted Date Effective Date Type Rate change July 2025 September 1, 2025 Market rate increase)—Residential Commercial 2.43% to 3.78% range depending on (pending) Rollcart only cart size June 2024 August 1, 2024 Market rate increase)—all lines 8% July 2023 January 1, 2024 Market rate increase)—all lines 7% March 2023 April 1, 2023 Addition of Recycle Plus $2.50/month & $9.99 per pickup June 2022 January 1, 2023 CPI-w rate increase(2) —all lines 4.5% June 2021 January 1, 2022 CPI-w rate increase(2) —all lines 1.25% June 2020 January 1, 2021 CPI-w rate increase(2) —all lines 2.7% June 11,2019 July 1,2019 CPI-w rate increase (2) —all lines 3.4% June 2018 January 1, 2019 CPI-w rate increase(2) —all lines 3.9% June 2017 January 1, 2018 CPI-w rate increase(2) —all lines 2.1% (1) Market rate increases are occur when the composite rate falls outside of the 8-12% range. (2) CPI-w or Consumer Price Index—west. CPI increases are applied when rates fall in between 8-12%. AGENDA ITEM No. 8 Date: July 22, 2025 TESTIMONY SIGN-UP SHEETS Please sign on the following page(s) if you wish to testify before the City Council on: Public Hearing: Amend the 2026 Fees and Charges Schedule 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. 8 Date: July 22, 2025 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,City&Phone No. Name,City&Phone No. Name,City&Phone No. Name,City&Phone No. Name,City&Phone No. Name,City&Phone No. Name,City&Phone No. Name,City&Phone No. Name,City&Phone No. Name,City&Phone No. Name,City&Phone No. Name,City&Phone No. Name,City&Phone No. Name,City&Phone No. Name,City&Phone No. AIS-5903 9. Business Meeting Meeting Date: 07/22/2025 Length (in minutes): 10 Minutes Agenda Title: Town Center Development Agency Public Hearing: TCDA Supplemental Budget Authored By: Eric Kang Presented By: Finance Director Eric Kang Item Type: Motion Requested Resolution Public Hearing Town Center Development Agency Public Hearing Yes Legal Ad Required?: Publication Date: 07/17/2025 Information EXPLANATION OF ISSUE Presenting the FY 2026 Budget Supplemental for the Town Center Development Agency Board for review and adoption.The only request for budget amendment is for the purchase of the former Tigard Cinema site as Council has previously authorized.The funding for the property acquisition is anticipated to include up to$5,600,000 in debt proceeds, $2,700,000 in carryforward funds from the prior year, $800,000 of transfers from the city's Parks System Development Charge fund as planned in CIP 97028. Of the$12,000,000 agreed-upon purchase price, $1,500,000 was expended in FY 2025 as earnest money.The remaining amount to close on the property is $10,500,000 plus estimated acquisition costs of up to $600,000. Separately, staff identified a scrivener error in the FY 2026 Schedule of Appropriations of incorrectly classified expenses, and has included a transfer to correct the error of$150,000 from Tigard Triangle URA Program Expenses to Capital Improvements as stated in the budgeted Tigard Triangle Project List. ACTION REQUESTED Staff recommends the Board adopt the FY 2026 Supplemental Budget BACKGROUND INFORMATION Dates of Previous and Potential Future Considerations On May 27, 2025,the Board approved the purchase and sale agreement for the 10.39-acre former Tigard Cinema site property. On June 24, 2025,the Board authorized a resolution for the agency to issue bonds of up to $5,600,000 for the purpose of acquiring the former Tigard Cinema site property. Public Involvement Acquisition of park land has been a high priority of the Town Center Advisory Commission and of the adopted Tigard Triangle Equitable Implementation Strategy. As the Tigard Triangle continues to grow, acquiring this property will provide an important recreational amenity as well as help attract new investment to the district. The acquisition is consistent with Goal 3 of the Council's 2025-26 Goals: "Cultivate Tigard as a great place to live, work, and play." Impacts(Community, Budget, Policies and Plans/Strategic Connection) This action will increase appropriations by$9,100,00 for the TCDA Revised Budget. ALTERNATIVES&RECOMMENDATION The Board could choose not to adopt the FY 2026 Budget Supplemental, which would prevent the purchase of the property. ADDITIONAL RESOURCES N/A Fiscal Impact Cost: 9,100,000 Budgeted (yes or no): No Where Budgeted (department/program): N/A Additional Fiscal Notes: The FY2026 Budget Supplemental will increase the Town Center Development agency's overall budget by$9,100,000.The increase in expenditures will be funded by$5,600,000 in bond proceeds, $800,000 in transfers from Parks System Development Charges, and $2,700,000 in carryforwards from the prior year. Attachments Resolution -TCDA FY2026 Q1 Budget Supplemental Exhibit A-TCDA Amended Schedule of Appropriations Exhibit B-TCDA FY2026 Q1 Fund Summary CITY OF TIGARD, OREGON TIGARD TOWN CENTER DEVELOPMENT AGENCY RESOLUTION NO. 25- A RESOLUTION TO ADOPT THE FY 2026 FIRST QUARTER BUDGET SUPPT.FMENTAL TO TOWN CEN 1'ER DEVELOPMENT AGENCY(TCDA) URBAN DEVELOPMENT. WHEREAS, the TCDA acknowledges those items that were unknown at the time the FY 2026 budget was adopted;and WHEREAS,the TCDA recognizes approximately$9,100,000 of unanticipated budget in capital improvements; and WHEREAS, the increase in budget is offset by unanticipated fund balance, from prior year budget now being carried forward,debt proceeds,and transfers. NOW,THEREFORE,BE IT RESOLVED by the Tigard Town Center Development Agency that: SECTION 1: The FY 2025-26 Budget is hereby amended as detailed in Exhibit A. SECTION: This resolution is effective immediately upon passage. PASSED: This day of 2025. Chair-TCDA ATTEST: TCDA Recorder-TCDA RESOLUTION NO. 25- Page 1 Exhibit A TOWN CENTER DEVELOPMENT AGENCY ADJUSTED APPROPRIATIONS JULY 22,2025 Item Request 1 Revised Budget Fund Program Adopted City Center Capital Improvements City Center URA 1,130,300 1,130,300 Capital Improvements - - 1,130,300 1,130,300 City Center Debt Service - Debt Service 651,891 651,891 Transfer 1,000,000 1,000,000 1,651,891 1,651,891 Tigard Triangle Capital Improvements - Tigard Triangle URA 3,120,234 Q1TCDA01 (2,150,000) 970,234 Capital Improvements - Q1TCDA01 11,250,000 11,250,000 3,120,234 9,100,000 12,220,234 Tigard Triangle Debt Service - Debt Service 677,671 677,671 Transfer 1,725,000 1,725,000 2,402,671 2,402,671 All Funds - City Center URA 1,130,300 1,130,300 Tigard Triangle URA 3,120,234 (2,150,000) 970,234 Debt Service 1,329,562 1,329,562 Transfer 2,725,000 2,725,000 Capital Improvements - 11,250,000 11,250,000 $ 8,305,096 $ 9,100,000 $ 17,405,096 Tigard Triangle Capital Fund Update REVENUE CATEGORY FY2026 Adopted QITCDA01 FY2026 Revised Q1 Budget Budget Resources Beginning Fund Balance $ 1,467,869 $ 2,700,000 $ 4,167,869 Investment Earnings $ 10,000 $ - $ 10,000 Debt Proceeds $ - $ 5,600,000 $ 5,600,000 Transfers In $ 1,725,000 $ 800,000 $ 2,525,000 Total Resources $ 3,202,869 $ 9,100,000 $ 12,302,869 Requirements TCDA-Tigard Triangle $ 3,120,234 $ (2,150,000) $ 970,234 Program Expenditures Total $ 3,120,234 $ (2,150,000) $ 970,234 Capital Improvement $ - $ 11,250,000 $ 11,250,000 Total Budget $ 3,120,234 $ 9,100,000 $ 12,220,234 Reserve For Future Expenditures $ 82,635 $ - $ 82,635 Total Requirements $ 3,202,869 $ 9,100,000 $ 12,302,869 AGENDA ITEM No. 9 Date: July 22, 2025 TESTIMONY SIGN-UP SHEETS Please sign on the following page(s) if you wish to testify before the Town Center Development Agency(TCDA)on: Public Hearing: A RESOLUTION TO ADOPT THE TOWN CENTER DEVELOPMENT AGENCY FY 2026 BUDGET SUPPLEMENTAL 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: July 22, 2025 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,City&Phone No. Name,City&Phone No. Name,City&Phone No. Name,City&Phone No. Name,City&Phone No. Name,City&Phone No. Name,City&Phone No. Name,City&Phone No. Name,City&Phone No. Name,City&Phone No. Name,City&Phone No. Name,City&Phone No. Name,City&Phone No. Name,City&Phone No. Name,City&Phone No. AIS-5834 10. Business Meeting Meeting Date: 07/22/2025 Length (in minutes): 60 Minutes Agenda Title: Equitable Engagement Report Findings Authored By: Emily Tritsch Presented By: Enviroissues Consultants Laura Pena and Christine A. Moses, D. Ed. Introduced by Equity Advisory Committee Chair and Digital Comms Coordinator Leandro Barrientos Item Type: Update, Discussion, Direct Staff Public Hearing No Legal Ad Required?: Publication Date: Information EXPLANATION OF ISSUE The Public Safety Advisory Board (PSAB) was envisioned and assembled in 2020, with regular meetings being convened through 2022. One of the recommendations out of PSAB was to explore the creation of a Community Navigator position at the City to serve as an entry point to city services. Following discussion of this proposed position in Budget Committee meetings, it was determined that a Community Navigator Ad Hoc Committee would be formed to better define the service needs, including what problems a Community Navigator would solve. This Committee met through 2024 and determined that a third-party assessment of access to services, particularly in support of equitable engagement by Tigard's residents, businesses, and partners, would be instructive in determining the most meaningful and effective path forward. The results of this assessment and recommended actions for city leaders and staff to consider are the subject of this presentation. While not an action plan, this report includes many actions that the City can undertake in the near-term and the longer-term to provide greater access and engagement between the city and its stakeholders.The recommendations provided here present opportunities for elected leaders to consider in making decisions on policy and in engaging with community, as well as opportunities at the administrative level for city staff, services, and function. ACTION REQUESTED Council is asked to receive this report BACKGROUND INFORMATION Dates of Previous and Potential Future Considerations Council received recommendations from PSAB in 12/2022. Council and Budget Committee discussed the Community Navigator position in April and May 2023; discussions culminated in the decision to create the Community Navigator Ad Hoc Committee. The Equitable Engagement contract with Envirolssues was signed in 2024. Envirolssues consultants met with members of City Council for individual interviews and briefings to inform this report,from 2024 through June 2025. Council can look forward to references to report themes and recommendations in future project and program updates to Council, and particularly around engagement efforts. In addition, the guidance provided in this report is expected to be included in the City's Strategic Plan update. Public Involvement This project involved extensive public involvement. Details begin on page 7 of the attached report. Impacts(Community, Budget, Policies and Plans/Strategic Connection) The Equitable Engagement report has direct connection to delivery of the 5 Es, particularly for Equity and Engagement. In addition, actions recommended in this Report will support the City's effectiveness in delivering all City Council Goals. ALTERNATIVES& RECOMMENDATION N/A ADDITIONAL RESOURCES N/A Attachments Equitable Engagement Report Presentation CZ V AP C V• enviroissues Equitable Engagement Assessment City of Tigard Acknowledgements Tigard City of Tigard Tigard City Council Heidi Lueb, Mayor Maureen Wolf,Council President Faraz Ghoddusi,Councilor Yi-Kang Hu,Councilor Heather Robbins,Councilor Jake Schlack,Councilor Jeanett Shaw, Councilor Committee for Community Engagement City Manager's Office Brent Stockwell,City Manager Emily Tritsch, Deputy City Manager Tigard Communications Team Kent Wyatt,Communications Manager Leandro Barrientos, Digital Communications Coordinator C= At C V• enviroissues Report by Envirolssues Laura Pena,Co-Project Manager Christine Moses,Co-Project Manager Joey Posada, Equity Manager Ellen Bakira,Associate July 2025 ENVIROISSUES Table of Contents Executive Summary 1 Introduction 3 Overall Assessment and Where to Begin 5 Methodology 7 Community Needs and Recommendations 12 1. Build Authentic Relationships and Increase Leadership Presence 13 2.Strengthen Internal Accountability and Community Follow-Through 15 3. Improve Coordination Across Departments and Engagement Efforts 17 4.Advance Cultural Competency and Representation Across City Roles 19 5. Prioritize Community-Building as a Cultural Cornerstone 20 6. Increase Awareness and Access to City Services 23 7. Eliminate Structural Barriers to Inclusive Participation 25 Conclusion 28 Appendix A: Relationship Lead Suggestions 29 Appendix B: Implementation Notes Table 31 Appendix C: Key Theme Summaries by Group 45 Appendix D: Community Focus Group/Interview Materials 53 Appendix E: GARE Framework 56 Appendix F: IAP2 Framework 57 Appendix G:Tigard's Community Promise, The 5 Es 58 Appendix H:Tigard Community Demographics and Trends 59 Appendix I: Building Authentic Relationships 68 ENVIROISSUES iii Executive Summary The City of Tigard(City)is working to transform its _ " ra, engagement practices into a model of _ authentic connection.This Equitable Engagement Assessment Report is the , ♦*!fin., result of months of listening,focused ,),11. outreach,and reflection with community , members,staff,and leadership. It is a call to action grounded in the lived experiences of Tigard residents and a shared desire to build trust,transparency, +/ 4 and belonging. While many residents described positive,even joyful,engagement with the City—often through events or personal staff interactions—these experiences are not consistent or equitably distributed. Engagement has often been shaped by organizational silos, unclear roles,or systems that favor those already connected, leaving many,especially from historically marginalized communities,feeling unseen or unsure about how to participate. Barriers include limited trust,fragmented engagement efforts, lack of awareness about City services,and structural challenges like language access,transportation, inflexible meetings,and the sense that feedback doesn't lead to change. Digital platforms,while welt-meaning,are often difficult to navigate, particularly for elders,non-English speakers,and those less digitally connected. Community members expressed a strong desire to be involved—but emphasized that the City must meet people where they are. Internally,staff voiced a commitment to service and care for the community, but also a need for clearer roles,better cross-department communication,and a culture that supports transparency and collaboration.Staff called for more alignment on engagement goals,stronger feedback loops, and more training in equity-centered and customer-focused practices.The following themes are listed in order of importance as a pathway through the multiple recommendations and the need for prioritization. ENVIROISSUES 1 This report offers recommendations across policy,operations,and culture organized into seven main themes: 1. Build Authentic Relationships and Increase Leadership Presence 2. Strengthen Internal Accountability and Community Follow-Through 3. Improve Coordination Across Departments and Engagement Efforts 4. Advance Cultural Competency and Representation Across City Roles 5. Prioritize Community-Building as a Cultural Cornerstone 6. Increase Awareness and Access to City Services 7. Remove Structural Barriers to Inclusive Participation As a starting point,we recommend focusing on four foundational actions drawn from the seven themes above:build authentic relationships,work strategically across departments,track and share progress,and train all teams to support equitable engagement. These findings are not just about how the City communicates—they're about how it listens,shows up,and earns trust. It means building a government that fosters connections across race, language,age,income,and experience. This report is both a mirror and a map. It reflects what is and it points to what could be.With commitment,courage,and collaboration,Tigard can lead by example and become a city where everyone belongs,and everyone has a voice in shaping the future. "Culture change has to occur, and it starts at the top. [The City] has to live the values up and down the organization." - Community Member ENVIROISSUES 2 Introduction The City of Tigard stands at a pivotal moment in its journey toward building a more inclusive, equitable,and responsive community.This engagement work is based on the July 2022 work of the Public Safety Advisory Board that identified a need for a city-wide ombudsperson.After Council deliberation,the recommendation for the position was refined to become a Community Navigator position.The City Council and staff then hired Envirolssues to identify persistent gaps in engagement and representation across Tigard's diverse populations to identify recommendations to improve equitable engagement, including whether a Community Navigator is needed.The City commissioned this Equitable Engagement Assessment report to illuminate both the successes and challenges in its current engagement efforts.The outcome of this research is to provide actionable insights that center community voices and create a foundation for transformative, community-driven change. Purpose This report seeks to answer a fundamental question:How can the City of Tigard foster equitable engagement practices that build trust, deepen relationships, and dismantle barriers to participation across all communities?By listening deeply to community members'lived experiences,staff reflections, and leadership perspectives,we aim to provide a path forward that ensures every Tigard community member feels seen, heard, and valued. What the Report Is This report is a collection of recommendations and ideas that reflect community priorities and some staff insights on current equitable engagement practices. It is also: • A set of recommendations that aim to prioritize community needs while also considering feasibility. It is not a promise but rather a guide for deeper,strategic discussions, prioritization, and actions by the Council and staff. Recommendations that may not be financially possible for the City right now are still included because they reflect community input. • A tool to identify longer-term actions that may require changes in City policies, structures, or rotes • A starting point for prioritizing engagement actions and resource allocation • A catalyst for shared responsibility and deeper partnerships with historically marginalized communities What the Report Is Not Although the report and appendices include detailed notes and ideas from community and staff, this report is not a strategic plan,action plan,or implementation plan. In addition, it is: ENVIROISSUES 3 • Not a fixed list of actions to be followed without adaptation • Not comprehensive of all possible voices or solutions nor a blanket approval from all communities • Not a substitute for ongoing community engagement and dialogue when implementing recommendations • Not a guarantee of immediate change without further leadership, resourcing, strategic conversations,and follow-through Scope and Extent of Research This research engaged a broad cross-section of lived experiences within the Tigard community, with targeted efforts to include historically underrepresented voices. Beginning in September 2024, Envirolssues engaged in a combination of individual interviews,focus groups, roundtable discussions,and intercept surveys at community events to capture qualitative data that reflects a slice of Tigard's racial,cultural, linguistic,generational,and socioeconomic diversity.Special attention was given to elevating insights from Black and African American, Latine, Persian,and Vietnamese communities,as well as historically marginalized small businesses,seniors,those experiencing houselessness and other community members with lived experiences of marginalization. Participants affirmed that core City services such as public safety,transportation, infrastructure, and parks remain deeply valued.The desire for more equitable engagement is not about replacing these essential functions, but about shaping how they are decided, planned,communicated,and delivered. Equitable engagement in Tigard is not just aspirational-it's essential.Without it,the City risks reinforcing systemic barriers and disconnecting residents from decisions that affect their lives. True equity in engagement ensures policies reflect the needs of the whole community, not just those closest to power,and it builds trust and belonging critical to a thriving, multicultural city. Community members called for engagement that is consistent,authentic, and transformational, not transactional.While Tigard has existing engagement structures,they have not always been accessible or effective for all.Addressing this requires systemic change,cultural humility,and a shared commitment to institutional accountability. "We need our council and city staff to live the values they espouse. They may face discomfort, but accountability, a reset of expectations, and clear performance expectations are necessary to live Tigard's organizational values." - Community Member ENVIROISSUES 4 Overall Assessment and Where to Begin Tigard is in an excellent position to execute on the community's recommendations.The Public Safety Advisory Board's recommendations and the City's Racial Equity Action Plan both outline actionable steps that were also recommended by the Tigard community and outlined in this report. At this time, Envirolssues does not recommend hiring a Community Navigator/Ombudsperson until other actions outlined in this document have been implemented and assessed. Equity and equitable engagement should be embedded across all departments, not confined to specific roles or titles. If there is not significant improvement in strategic planning,engagement,and measurement,then a Community Navigator to help provide accountability and additional structure to engagement practices may need to be hired during the 2028-2029 budget cycle. A sense of community is a sense of belonging,shared responsibility,and a feeling of"we"instead of"they."It fortifies community resiliency and ensures better health outcomes.A sense of community is also defined by McMillan&Chavis as, "a feeling that members have of belonging, a feeling that members matter to one another and to the group,and a shared faith that members' needs will be met through their commitment to be together."' We argue that creating a sense of community is a work culture the City of Tigard should aspire to. It should permeate across all departments and be baked into the cake, not just used as icing. It is a culture shift to a more collaborative governance style by engaging with community before changing policies or practices.To further deliver Tigard's Community Promise,these efforts should be part of a coordinated strategic plan that includes all departments and priority agency partners. "I feel like I belong when the City acknowledges diversity in the community and makes an event like this [Black History Month Celebration] happen." - Community Member 1 McMillan,D.W.;Chavis,D.M.(1986)."Sense of community:A definition and theory".Journal of Community Psychology.14(1): 6-23.doi:10.1002/1520-6629(198601)14:1<6::AID-JCOP2290140103>3.0.CO;2-I.S2CID 14729262. ENVIROISSUES 5 Where to Begin There is a great deal of information in this report.We recommend these first steps to help City staff and Council members continue to build trust with the Tigard community.These are a subset of recommendations in the Community Needs and Recommendations section of the report. (For additional context and implementation notes for each recommendation see Appendix B: Implementation Notes Table.) Build Relationships •Continue building authentic relationships by designating staff and council as Relationship Leads to connect with a handful of community partners at a strategic level through sustained,long-term touchpoints.Agree on shared guidelines for relationship building.(Refer to Recommendations 1.2 and 1.3 for more detail) Work Strategically •Create a City Communications&Engagement Strategic Plan to solidify the City's shared approach to community engagement and create more consistency across projects and departments. Include guiding frameworks such as the Government Alliance on Race and Equity(GARE)and the International Association for Public Participation(IAP2)as well as clarification of roles for all groups and committees involved in setting and implementing engagement strategies.(Refer to Recommendation 2.2 for more detail) Track and Share Your Progress •Set up a shared,internal database or customer relationship management (CRM)software to track project,events,and community relationships at an organizational level and support coordinated engagement across departments. (Refer to recommendations 3.1 and 3.2 for more detail) Train Your Team •Train all staff in fundamental customer service principles including cultural humility,the histories and practices of cultural groups in Tigard,and the basic functions of each City department to improve the customer experience for all communities in Tigard,especially those that have been historically and currently marginalized.(Refer to Recommendatoins 4.2 and 6.5 for more detail) "Have a broad sense of communities, throw a wide net, build human systems to bridge and support engagement and connection. People show up for people who care about them and that they care about." - Community Member ENVIROISSUES 6 Methodology The assessment process employed a qualitative research approach designed to capture nuanced experiences and perceptions of engagement across the city's diverse communities.This approach was selected deliberately to ensure depth over breadth, prioritizing the voices of those who have historically been excluded from traditional engagement processes. Framework for Data Collection and Analysis Data collection was organized around three core inquiry areas: 1. How the community currently interacts with the City 2. Barriers to engagement 3. Recommendations to improve engagement and trust This framework structured both the development of research tools and the analysis of findings, ensuring a cohesive and systematic approach.Across all formats—from one-on-one interviews to focus groups to intercept surveys—questions were designed to surface not just broad trends, but the lived experiences that underpin those trends. To mitigate potential bias,the research team employed reflective practices throughout data collection and analysis.Efforts included: • Designing open-ended, non-leading questions • Providing multiple modalities for participation(written,oral,and in-person with interpretation if needed) • Ensuring participant anonymity to encourage candid responses • Engaging diverse facilitators who share lived experiences with participant groups,fostering trust and cultural resonance • Connecting with communities through trusted connections "Most people feel like their voice doesn't matter. Feels like a lot of things have already been decided..." - Community Member ENVIROISSUES 7 Participant Demographics The study used a combination of demographic databases,including U.S.Census and school enrollment data,as well as anecdotal information from City representatives and community members to identify populations that see lower levels of engagement in City processes and spaces.Census data from 2010 and 2020 shows that overall, non-white populations are growing faster than white populations in Tigard, so we aimed to engage more with populations of color. However,demographic databases do not capture many of the nuances of Tigard's communities. For example, Persian and Vietnamese communities are lumped into much broader Middle Eastern and Asian categories and religious minorities are not captured in most databases.We were able to reach some of these specific communities by developing relationships with leaders based on recommendations and introductions from trusted community members.This study is not a representative sample of Tigard community members.See Appendix H:Tigard Demographics for a summary of Tigard communities reflected in standard databases. The study also used the Below 150%Poverty Center for Disease Control's Socioeconomic Unemployed Housing Cost Burden (CDC)social vulnerability Status No High School Diploma 2 No Health Insurance index to help ensure a _ • diverse subset of lived Aged 65&older co Household Aged 17&Younger experiences were included in L civilian with a Disability Characteristics Single-Parent Households engagement activities across = English language Proficiency the four main categories.This Hispardc or Latino(of any rasa( demographic lens allowed for ' Slack or African American,Not Hispanic or fabric Racial&Ethnic Asian,Not Hispania or Latino an intersectional analysis, American Indian or Alaska Native,Not Hispanic or Latino Minority Status Native Hawaiian or Pacific Islander,Not Hispanic or Latino Two or More Races,Not Hispanic or Latino recognizing the compounded L other Races,Not Hispanic or Latino barriers faced by community Multi-Unit Structures _. members holding multiple 0 Housing Type& l Mobile Homes Crowding marginalized identities. Transportation — g No Vehicle — Group Quarters 2 Retrieved April 29,2025 The Centers for Disease Control and Prevention and Agency for Toxic Substances and Disease Registry Social Vulnerability Index(hereafter,CDC/ATSDR SVI or SVI)is a place-based index,database,and mapping application designed to identify and quantify communities experiencing social vulnerability.The Geospatial Research, Analysis&Services Program(GRASP)maintains the CDC/ATSDR SVI to help public health officials and local planners better prepare for and respond to emergency events with the goal of decreasing human suffering,economic loss,and health inequities. ENVIROISSUES 8 Targeted Engagement Strategies Understanding that equitable engagement requires intentional outreach,the study used multiple methods: • Direct engagement with elected leaders and staff, including Councilors,the Mayor, engagement staff, and select department leadership • One-on-one interviews with community leaders at-large and representatives from community-based organizations. Referrals by City staff helped us make initial contact which then led to additional warm introductions to other contacts. • Community focus group conversations with historically excluded groups,including: o Latine community with support from a local,trusted community member o Persian community with support from a community member on the Committee for Community Engagement o Black, Indigenous,and people of color(BIPOC)small business owners through the Tigard Chamber of Commerce o Seniors through the Summerfield Civic Association • Intercept surveys at community events and spaces, including: o Black and African American communities at the Black History Month Celebration at The Practice Facility o People experiencing houselessness at Just Compassion o Vietnamese and Latine communities at St.Anthony Catholic Church o Vietnamese and Asian communities at the Tigard Chamber of Commerce's Diversity Soiree at the Jeffrey Allen Gallery r r _ e a 5 FT ‘,. Ail : .g, tli. '.1' ' .s.-- -.: dip , Ili t. - fir- At., .. y ENVIROISSUES 9 Community participants were compensated for their expertise and time.Stakeholder interview participants received a$75 Visa gift card,focus group participants received a$100 Visa gift card, and intercept survey participants received a$50 Visa gift card.Trusted community connectors helped recruit focus group and intercept survey participants, reviewed materials to ensure we were culturally sensitive,and advised on event locations and accommodations. Focus groups included food from local restaurants and were held at central,welcoming locations including the Tigard Library and U&I Event Center. Depending on the recommendation of the community connectors, Tigard staff were present for the entirety of some focus groups and only for the introductions and background portions of others. Participant Details • 21 interviews with community leaders and representatives • 92 community participants • Community participant engagement satisfaction o 100%felt welcome and comfortable during the focus groups or interviews o 99%felt that the focus groups or interviews were a good use of their time o 97%felt that their responses and opinions were heard • Community participant demographic information o Race*:64.8%BIPOC(30.7% Latino/a/e or Hispanic, 18.2% Black or African American, 15.9%Asian, 10.2%Middle Eastern,3.4% Indigenous), 35.2%White o Gender:61.8%women, 38.2%men, 1.1%non-binary o Age:8.9%under 25,50.6%between 25-54,40.5%55 or older o Preferred language other than English: 19.1%Spanish,6.7%Farsi, 5.6% Vietnamese, 1.1%Japanese, 1.1%French o Housing situation:44%own,30.8%rent, 18.5%experiencing houselessness or living in a shelter,7.6%staying with family/friends or another situation o How often do you worry about your housing situation?30%often or always, 27.8%sometimes,42.3%rarely or never o How often do you worry about access to nutritious food?17.6%often or always, 19.8%sometimes,62.7%rarely or never o How often do you worry about your financial situation?35.2%often or always, 34.1%sometimes,30.8%rarely or never *Percentages for Race categories add up to more than 100%because participants were able to select more than one option. Please see Appendix D for the questions asked of the study participants. ENVIROISSUES 10 Limitations As with any qualitative research,this study is limited in its generalizability but rich in depth of insight.While the engagement efforts were broad and inclusive,there remain voices that could not be captured within the scope of this project including veterans,Filipino, Hawaiian,Chuukese, Muslim,and Jewish communities,among others.The City should continue building relationships and including these communities in future engagement efforts. Further,while this report focuses on lived experience data,ongoing quantitative analysis of Tigard's engagement outcomes is recommended to track long-term progress. "Tigard is trying[to do engagement more equitably]. There are a couple of great people in the office, and they're just limited by the resources. I've also seen more materials in Spanish although I'm not sure about other languages." - Community Member ;' asp _�: _ ' r t l E :', F' )11 Abe 4 `4 • '44. - ...a isr, . 0 lohis 96- - ) . , ) . 1 % �-- ,J ENVIROISSUES 11 Community Needs and Recommendations Seven broad themes with 41 individual recommendations emerged from direct community engagement and conversations with City staff and representatives and are detailed below.(For additional context and implementation notes for each recommendation see Appendix B: Implementation Notes Table.) A,‘ .4115-„t .. a. -^ w y \\\'` i4 ` it , -t / ' r Ir ( ..v f1 !4..1\ ,..ts , -— Illio'"--- --1111,- 11"! ., , _, _:3- i ' .,---- ''"- _ IL. %it ..._ . Note on recommendations:These recommendations aim to find a balance between feasibility and the priorities expressed by community members.Some are longer-term actions that may require shifts in current City policies, budget, processes or roles to more fully meet community needs.Given the City's current financial responsibilities and constraints,successful implementation will require Leadership and Council to make thoughtful tradeoffs and intentional decisions about where to invest time and resources. In some cases, recommendations may already be underway in parts of the City.In those instances,the intent is to break down silos and promote more consistent practices across departments. Although the themes and recommendations are generally organized by priority,starting with foundational ideas around trust-building and accountability,this report is not a full implementation roadmap.The City will need to determine which actions to prioritize, how to allocate time, resources,and leadership accordingly,and how each recommendation can be operationalized in practice. Importantly,implementation of major initiatives or changes should proceed with ongoing community engagement.These recommendations are not intended to serve as blanket approval from the many communities in Tigard, but as a continuation for deeper,ongoing partnerships. ENVIROISSUES 12 1. Build Authentic Relationships and Increase Leadership Presence Community participants described the City as feeling distant and transactional,with the most memorable interactions tied to billing,taxes,or complaints. Past negative experiences and cultural disconnects have created mistrust. Residents emphasized that building trust requires consistent, two-way relationships rooted in care and presence—not just one-off, project-based outreach.They are interested in getting to know staff and leaders and would like to see more City leadership participation in places and events where the community already gathers. Creating systems that maintain relationships even when personnel changes over time and genuine participation in community-led events were highlighted as key takeaways to show respect and build lasting trust. Strengths • Community members are interested in getting to know staff and leaders and building lasting relationships • Strong individual relationships already exist with some organizations like the Tigard Chamber and TTSD • Growing recognition among staff about the need for long-term trust-building • Several community members have had positive experiences interacting with police officers at community events and with frontline Public Works and Parks staff • Existing events that focus on building community connections such as Community Development's community dinners • City Council and departments such as Parks and Recreation and Police already host and attend hundreds of community events each year, many of which offer direct community engagement and Spanish-speaking access points. Large events such as Concert in the Park, Music in the Plaza,and the Egg Hunt, present excellent opportunities for leadership and staff to continue building authentic relationships. Challenges • Many residents feel disconnected from City leadership and services • Many residents don't know who City leaders are,either Council or staff • Engagement is often seen as transactional • Inconsistent or low attendance at department-or project-specific public meetings,often due to limited relationships, low trust,or lack of understanding about how projects will affect communities Recommendations For additional context and implementation notes for each recommendation see Appendix B: Implementation Notes Table. ENVIROISSUES 13 Recommendation Lead Timeline Personnel Cost Effort Implication 1.1 Update and publicly reaffirm City Council;Equity Year 1 Low Low the City's Equity Commitment Advisory Committee Declaration. (EAC) 1.2 Assign at least one staff and Mayor,City Council, Year 1 Low Low one Council member as Department Relationship Leads for major Directors, community groups to build Communications& connections at an Engagement Staff organizational level.(See Appendix A: Relationship Lead Suggestions) 1.3 Set shared relationship- Relationship Leads Year 1 Medium Low building guidelines for Leads including attendance at 1-2 community-led events per year with the express purpose of interacting with and getting to know individual community members. 1.4 Track updates and major Relationship Leads, Year 1 Low Low(If using touchpoints with community Communications spreadsheet groups through a centralized Team or other system;report out at existing Leadership Team and system) Communications Team meetings at least quarterly. 1.5 Provide training for HR,Relationship Year 1 Medium Medium* Relationship Leads in trust- Leads building,cultural humility,and history of marginalized communities'experiences with government. 1.6 Hire a Community Navigator to City Council,City Year 3 High High help provide support and Manager accountability for relationship management(if needed,in Year 3). *Assumes hiring a third-party consultant or contractor through a competitive bid process to support implementation.Cost implication could be lower if completed'in house'. "There is an opportunity to get people more involved and comfortable going to council meetings if they have a first step where the councilors come to us. Then people can put a face to a name..." - Community Member ENVIROISSUES 14 2. Strengthen Internal Accountability and Community Follow-Through Community participants and staff agreed that meaningful engagement must be matched with internal accountability.Community members want the City to align its actions with its stated equity values,ensuring that all departments share responsibility for engagement and that progress is transparent.As part of this,the City should develop a flexible engagement strategy document that provides clear principles and expectations to guide staff,while allowing for adaptation based on the unique needs of each project and community.Advisory bodies like the Equity Advisory Committee and the Committee for Community Engagement should be given stronger roles in supporting decision-making and accountability related to engagement.Consistent training, performance evaluations tied to engagement goals,and clear follow-through on community input were cited as essential to rebuilding trust.Staff and Council noted the need to establish engagement guidelines and frameworks to ensure more consistency in outreach efforts across the City. Strengths • Staff recognize the importance of closing the feedback loop with community members and are motivated to improve • There are existing examples of feedback loops across some teams and projects,such as the Strategic Plan Report Cards and My90 dashboard of community text message surveys for interactions with the Police Department • The implementation of the Tigard Service Request online portal creates an opportunity to collect community input on core City services and provides a clear channel for sharing updates and demonstrating follow-through across diverse communities Challenges • Community members report feeling that their input is collected but not acted upon • Follow-up is inconsistent across departments and projects • Staff and departments don't have consistent engagement frameworks or expectations to help guide outreach across teams Recommendations For additional context and implementation notes for each recommendation see Appendix B: Implementation Notes Table. ENVIROISSUES 15 Recommendation Lead Timeline Personnel Cost Effort Implication 2.1 Create a City Communications& City Council, Year 1-2 Medium Medium* Engagement Strategic Plan that Communications, identifies the actions that will guide and EAC,CCE support the City in achieving its Community Promise and 5 Es through equitable engagement. 2.2 Create an event/engagement guidebook Communications, Year 2 Medium Low as a complement to the Engagement EAC,CCE Strategic Plan with a flexible inventory of tools for gathering community input, closing feedback loops,and sharing outcomes. 2.3 Empower the EAC and CCE to create City Council, Year 1 Low Low and apply an equity lens to City Communications, decision-making processes ensuring EAC,CCE community feedback is integrated into decision making. 2.4 Provide customer service training HR Year 2 Medium Medium* focused on cultural competency and cross-department knowledge to ensure inviting and positive customer service experiences. 2.5 Incorporate the"5 E's"of the City's HR,City Manager, Year 2-3 Medium Medium* Community Promise into all staff Department performance evaluations and as a lens Directors to help guide and evaluate Council decisions. 2.6 Review the City's Social Media Policy to City Council, Year 2 Low Low help maintain a welcoming digital Communications, environment by strengthening the City's City Attorney response to hate speech. *Assumes hiring a third-party consultant or contractor through a competitive bid process to support implementation.Cost implication could be lower if completed'in house'. ENVIROISSUES 16 "There was going to be [a vendor market] event and I asked if there was a sliding scale. No response until[the City] finally said it wasn't their event. I applied to the El Tigre Fest and that has helped change my perspective. It was very well organized. Leandro has been a great contact. I feel safer talking to him and feel better about giving the city more of my time and ideas." - Community Member 3. Improve Coordination Across Departments and Engagement Efforts Engagement across departments often feels inconsistent and fragmented to the community.While some departments conduct strong outreach,others communicate in a more transactional way, leading to confusion and frustration.Community organizations also reported receiving outreach from multiple City individuals or teams without internal coordination,sometimes leading to conflicting information or overlapping requests that left contacts feeling overwhelmed.Community members recommended improving internal coordination,creating shared outreach calendars,and a unified City presence at events to avoid redundancy,strengthen relationships,and make engagement more effective. Strengths • Strong individual relationships already exist with some organizations like the Tigard Chamber and TTSD • Recurring Community Roundtable events for staff and community organizations to meet and share information • Staff recognize the importance of coordinated outreach Challenges • Information about outreach and engagement efforts is not shared consistently across departments • Partnerships with community organizations are often informal and depend on individual staff relationships without anyone coordinating the relationship at a higher level to avoid conflicting or redundant efforts Recommendations For additional context and implementation notes for each recommendation see Appendix B: Implementation Notes Table. ENVIROISSUES 17 Recommendation Lead Timeline Personnel Cost Effort Implication 3.1 Create a short-term,shared, Communications Year 1 Low Low internal database of City- Team sponsored,City-managed,and City-attended community events to highlight opportunities for collaboration across departments. 3.2 Research,implement,and train Communications Year 2-3 High Medium* staff on a Customer Relationship Team,IT Management(CRM)system to track projects,events,and community relationships at an organizational level and support coordinated engagement across departments. 3.3 Empower the CCE to expand their City Council,CCE, Year 2 Medium Low role and be more involved in development, review,and implementation of engagement policy and guidelines. Proactively promote City programs and encourage participation within their own communities and networks. 3.4 Encourage a stronger connection CCE, EAC, Year 2-3 Low Low- and collaboration between the Community Medium* CCE,EAC,and Community Engagement Engagement Coordinators to Coordinators involve the CCE in a broader range of engagement efforts and policy changes happening across the City. *Assumes hiring a third-party consultant or contractor through a competitive bid process to support implementation.Cost implication could be lower if completed'in house'. ENVIROISSUES 18 "[I'm] always confused about who is running what at the City, who is organizing and responsible. [There] seems to be a lot of concern about which department is actually owning the event when it should be presented by the City as a whole. Feels like a lot of overlap about who is in charge of events, who they are trying to reach, and why." - Community Member 4.Advance Cultural Competency and Representation Across City Roles Community members want City staff and leadership to better understand the diverse histories, values, and experiences of Tigard's communities. Participants noted frustration with cultural assumptions and the tendency to treat groups as monolithic. Building true cultural competency and allyship through training, internal tools,and improved service practices was seen as critical to improving engagement efforts and strengthening day-to-day interactions between staff and residents. Strengths • Some departments, like the Library,and many individuals across the City demonstrate strong cultural awareness • Staff are open to expanding cultural competency as a way to improve the customer service experience of a wider range of community members • Increasing representation among staff and Council members that are reflective of the diversity within the Tigard community Challenges • Limited cultural training across all departments • Assumptions or lack of knowledge about cultural groups sometimes lead to misunderstandings and missed opportunities • More representation of diverse cultures and backgrounds is desired in public spaces • Gaps in demographic databases lead to an incomplete picture of Tigard's cultural diversity Recommendations For additional context and implementation notes for each recommendation see Appendix B: Implementation Notes Table. ENVIROISSUES 19 Recommendation Lead Timeline Personnel Cost Effort Implication 4.1 Develop cultural reference guides in Communications Year 1 Medium Low collaboration with community leaders Team,EAC and members.Support staff in learning and understanding the values and histories that inform how different communities might interact with government agencies. 4.2 Train all staff in fundamental customer HR and EAC Year 1 Medium Medium* service principles including cultural humility and the histories and practices of cultural groups in Tigard. 4.3 Continue to review the demographic HR and EAC Year 2 Medium Low makeup of city positions,including boards and committees,publish results publicly,and encourage diverse applicants by advertising at community- led events and cultural organizations. *Assumes hiring a third-party consultant or contractor through a competitive bid process to support implementation.Cost implication could be lower if completed'in house'. "I want the City to be more vocal about standing up to hate." - Community Member 5. Prioritize Community-Building as a Cultural Cornerstone Residents want the City to expand opportunities for community building and belonging. Events like El Tigre Fest and Black History celebrations were praised for celebrating culture,building bridges across and within communities,and fostering belonging. Participants requested more culturally significant events,physical gathering spaces like a dedicated community center,and more accessible grant funding and staff support for small or informal groups to showcase cultural practices.They emphasized that consistent,low-barrier opportunities for connection are essential to strengthening the social fabric of Tigard.Although events like Los Empresarios Night Market and ENVIROISSUES 20 Black History Month celebrations were pilot projects and the City may not have ongoing staff capacity to lead them directly,their success in engaging multiple marginalized communities highlights the need to identify internal or external pathways to ensure their continuation. Strengths • Strong enthusiasm from community for more gatherings • Successful culturally significant events such as El Tigre Fest and pilot project events like Los Empresarios Night Market in 2024 and the Black History Month event partnership with The Practice Facility in 2025 • El Tigre Fest event created community connections that helped deepen long-term relationships with diverse communities and build community capacity to support other cultural events • The existing Community Events and Social Services Grant program shows a commitment to support community gatherings Challenges • Lack of consistent,low-barrier spaces or events that encourage cross-cultural interaction • Limited staff capacity to organize or help support community-centered events • The City's grant program can be difficult to access due to eligibility requirements and a short application window Recommendations For additional context and implementation notes for each recommendation see Appendix B: Implementation Notes Table. Recommendation Lead Timeline Personnel Cost/Funding Effort Notes 5.1 Expand culturally significant events by City Council and Year 1 Medium Medium increasing the community grant budget, City Staff relaxing eligibility requirements,and transitioning to a rolling application period. 5.2 Expand the City's volunteer program to Communications Year 2 Low Low engage community members in Team,CCE supporting local events,including assistance with event planning,logistics, ENVIROISSUES 21 and navigating grant application processes. 5.3 Dedicate spaces to highlight cultural Communications Year 1 Low Low exhibitions at City facilities. Team 5.4 Partner with neighboring cities/agencies City Staff Year 2 Medium Medium to host regional multicultural events and dedicate both staff and financial resources during the planning phase. 5.5 Explore options to provide more spaces City Council, Year 1 Low-High Low-High for community gatherings including Public Works, existing City properties like Fanno Creek Finance House,adding more shaded and weather-protected areas at parks,and building a dedicated community center for diverse community programming. 5.6 Expand recreational programming, City Staff Year 2 Medium Medium especially sports and camps for families with kids,intergenerational events,and small business learning events in partnership with the Tigard Chamber. 5.7 Hire an Events Specialist to coordinate City Staff Year 3 High High inclusive programming and continue to support building relationships between communities and the City at an organizational level(if needed,in Year 3). *Assumes hiring a third-party consultant or contractor through a competitive bid process to support implementation. Cost implication could be lower if completed'in house'. "Simple answer is relationships and personal invitations, get to know someone first, build relationships, identify their passions, needs and interests, then invite them to something that is directly related to their interests." - Community Member ENVIROISSUES 22 6. Increase Awareness and Access to City Services Many residents said they struggle to understand City services and how to access them. Participants asked for clearer,multilingual communications,visual storytelling,and more community-based outreach to increase general knowledge about City programs and services among underserved communities.There was strong support for creating educational programs like a Civic Academy and improving live, human-centered service options like phone lines and welcome desks to complement digital tools.To expand the reach of educational programming, staff could partner with community organizations and trusted contacts to deliver sessions at events or locations where people already gather, rather than limiting them to City-owned properties. Strengths • Several departments,including the Police Department and Parks and Recreation, make a great effort to attend community-based events to increase visibility and understanding of department programs and functions • The Library is a strong example of accessible,visible services by advertising on Instagram and Facebook as well as actively partnering with TTSD • Staff are working on expanding communications reach Challenges • General lack of awareness about many City programs and resources • Information is often not translated or shared through preferred platforms • Technology is a barrier to engagement-the website and automated phone tree can be difficult to navigate Recommendations For additional context and implementation notes for each recommendation see Appendix B: Implementation Notes Table. Recommendation Lead Timeline Personnel Cost Effort Implication 6.1 Publicize City services and resources Communications Year 1 Low Low using platforms and locations that Team communities are already using and gathering at,like WhatsApp,Slack, cultural media,schools,places of worship,and cultural shops. ENVIROISSUES 23 6.2 Use more printed materials to publicize Project Year 1 Low Medium services,resources,and events engagement including postcard mailers,posted leads flyers,and print news media. 6.3 Produce multilingual guides and videos Communications Year 1 Medium Low explaining City services,resources,and Team departments. 6.4 Work with community partners to Communications Year2 Medium Medium update and host Civic Academy Team information sessions to engage residents about City processes and operations. 6.5 Train all staff in the basic functions and All departments, Year 2 Medium Low frequently asked questions for major Training team departments to improve customer service when engaging with community members. 6.6 Reinstate a live phone system and IT and Year 2 Medium Medium create a welcome desk in the north City Communications Hall building to help direct callers and Team visitors to the appropriate departments and resources. 6.7 Improve website usability and navigation IT and Year 2 Medium Low and feature translated materials and Communications language functionality more Team prominently. 6.8 Hire a dedicated Office Coordinator for HR Year 3 Medium High live phone and welcome desk support(if needed,in Year 3). ENVIROISSUES 24 "[The City can build more connections by]teaching people about ways to engage other than voting, opportunities for people to learn - include food and childcare and transportation! Or make a connection at locations they already go to, like churches or schools. People feel safer at some of their schools so keep partnering with TTSD to go into those spaces." - Community Member 7. Eliminate Structural Barriers to Inclusive Participation Participants consistently pointed to structural barriers—like lack of childcare,in-language resources,transportation,and scheduling challenges—that limit participation.These barriers disproportionately affect immigrants, marginalized communities, people with disabilities, and low- income families. Participants urged the City to provide consistent support like stipends,food,and childcare,and to adjust internal policies to make inclusive engagement easier and more sustainable over time. It is important to note that providing accommodations alone often is not enough to drive participation.Without trust,awareness,and a sense of relevance,community members are less likely to engage.Structural supports must be paired with long-term efforts to build authentic relationships consistently over time. Strengths • There are increasing numbers of multi-lingual staff and translated resources across the City,including an internal directory of multi-lingual staff and a dedicated Spanish webpage and e-newsletter • Language pay differential is available to multi-lingual staff who use their language skills to assist community • On-call contracts are available for childcare and translation/interpretation providers • Staff are aware of the importance of accessibility Challenges • Supports like childcare/child activities,stipends,and food are inconsistently provided • Many engagement events are still scheduled at times inconvenient for working families • Even when accommodations are provided to increase accessibility for programs and events,participation sometimes remains low because there is not enough awareness or trust with the target communities ENVIROISSUES 25 Recommendations For additional context and implementation notes for each recommendation see Appendix B: Implementation Notes Table. Recommendation Lead Timeline Personnel Cost Effort Implication 7.1 Clearly publicize availability of All departments Year 1 Low Low translation and interpretation services in City materials and facilities,and train staff on how to connect with on- demand interpretation support during community interactions. 7.2 Formalize a translation/interpretation City Council, Year 2 Medium Medium policy and standards,including budget Communications, for services. EAC,CCE 7.3 Create a community compensation City Council, Year 2 Medium Medium policy and operational mechanisms to Finance, EAC, pay community members for CCE participation in engagement activities such as focus groups and committees. 7.4 Continue to hire more multi-lingual HR,all Year 2-3 Medium High staff from diverse backgrounds across departments departments. 7.5 Expand on-call service contracts for Finance Year 2 Medium Medium interpretation,translation,and childcare providers. 7.6 Establish clear accessibility and City Council, Year 1 Medium Low accommodation guidelines for Communications, engagement activities that normalize EAC,CCE providing food,childcare or child- friendly activities,stipends, transportation support,electronic charging stations,etc. ENVIROISSUES 26 7.7 Provide budget for accessibility Finance Year 2 Medium Medium accommodations and simplify staff access to procurement tools by expanding the use of Procurement Cards,P-cards,to allow staff to provide accommodations and timely payment to small vendors. "Languages are important. City should look into having interpretation headsets at all their community meetings and make them available for other communities to rent or borrow-this is something that the library could do." - Community Member ENVIROISSUES 27 Conclusion This assessment highlights both the strengths Tigard can build on and the barriers it must address to foster more equitable engagement. Community members want deeper, more consistent relationships with the City-grounded in trust,visibility,and shared decision-making.Staff echoed this,calling for clearer roles,better coordination,and stronger internal alignment. The recommendations offer a practical and values-driven path forward.While some actions are more aspirational than others,they reflect core community priorities and should remain part of the City's long-term planning.When trade-offs are needed,it will be essential to keep community members informed and involved,sharing context behind decisions and continuing to build trust through transparency. This is not a one-time effort,but a catalyst for more inclusive,community-centered governance to be used to complement and reinforce the City's Racial Equity Plan.With shared responsibility and steady follow-through,Tigard can make equitable engagement a core part of how it serves—and become a city where everyone feels they belong and have a voice. '' II ~NUL"OP _ , rt Tti 4 7 % -, ....-. - ,_ , • - . , s��. •It • - 1.,. 0 1 + ' .4 rtAt 4 .14 4 1111114/ \\, , \ii ..),,t, ir , , ii ,., .. ...,._ . . _ __ .<:-.-41Air.oisp- ,...._....„ ,,,,, - , .. _ , - -4„...._K-1 . E.:.,, ,.._ ..•_ .:, ..., _ .., 4 _ .i.iimi __ ir w -25 , ..4. Is , ENVIROISSUES 28 Appendix A: Relationship Lead Suggestions The list below is a combination of organizations that helped support direct community engagement for the Equitable Engagement Assessment and/or were noted as leaders or important organizations by community participants and City representatives. Suggested relationship leads are based on connecting the organizations with the department director(s)that most closely match the organization's goals and priorities and is simply a starting point.Some relationships already exist,and others may be new connections.This is not an exhaustive list of organizations or relationships.The City is encouraged to reflect on these suggestions and grow the list over time. Community Group/Leaders Relationship Lead(s) Mayor/Council Lead(to be completed by Council) Tigard Tualatin School District(TTSD) City Manager Superintendent TTSD Equity&Inclusion Department and Communications Student Liaisons Tigard Chamber of Commerce Community Development, Finance,City Manager Tigard Chamber Diversity and Community Communications, Engagement Committee(DCE) Community Development, Police Chief,Public Works St.Anthony Catholic Church Communications, Community Development Word is Bond Police Department The Practice Facility Public Works Just Compassion Strategic Initiatives Lead, Unhoused Program Coordinator ENVIROISSUES 29 Summerfield Civic Association(volunteers) Library Muslim Educational Trust City Manager,Police Department Washington County Health and Human Public Works Services&Housing Services Individual cultural group contacts:Latino/e, Library,Communications Vietnamese,Persian,Filipino,Hawaiian and Pacific Islander Regional workforce pipeline connections: Human Resources, Library Latino Built,Urban League,NAACP,PACCO, WorkSource Oregon,Worksystems,TTSD, Tigard Chamber E NVI ROISSU ES 30 Appendix B: Implementation Notes Table The table below includes context and notes about each recommendation based on feedback gathered from direct community engagement and conversations with City staff and representatives. Note on recommendations:These recommendations aim to find a balance between feasibility and the priorities expressed by community members.Some are longer-term actions that may require shifts in current City policies, budget, processes or roles to more fully meet community needs.Given the City's current financial responsibilities and constraints, successful implementation will require Leadership and Council to make thoughtful tradeoffs and intentional decisions about where to invest time and resources. In some cases, recommendations may already be underway in parts of the City. In those instances,the intent is to break down silos and promote more consistent practices across departments. Although the themes and recommendations are generally organized by priority,starting with foundational ideas around trust-building and accountability,this report is not a full implementation roadmap.The City will need to determine which actions to prioritize, how to allocate time, resources,and leadership accordingly,and how each recommendation can be operationalized in practice. Importantly, implementation of major initiatives or changes should proceed with ongoing community engagement.These recommendations are not intended to serve as blanket approval from the many communities in Tigard, but as a continuation for deeper,ongoing partnerships. Theme # Recommendation Additional Context&Implementation Notes Build Authentic 1.1 Update and publicly reaffirm the City's Equity • Communities asked for the City to voice their support for Relationships Commitment Declaration. marginalized communities and to denounce discrimination. • The declaration should be inclusive of all Tigard communities while acknowledging that some communities face hardships and barriers that others do not. Build Authentic 1.2 Assign at least one staff and one Council • Enables continuity and long-term connections even with staff and Relationships member as Relationship Leads for major Council turnover. community groups to build connections at ENVIROISSUES 31 an organizational level.(See Appendix A: • Meetings can be informal touchpoints to learn about each other's Relationship Lead Suggestions) priorities and initiatives and find opportunities to collaborate or amplify efforts over time. • Relationship Leads may pair Department Directors with Community Engagement Coordinators to leverage existing connections. Directors should remain actively involved to demonstrate commitment,rather than relying solely on coordinators. • Use the shared engagement database to identify overlap in priority community relationships/events and help strategize and streamline touchpoints.(see recommendations 3.1 and 3.2). Build Authentic 1.3 Set shared relationship-building guidelines • Once base relationships are formed,Leads should regularly attend Relationships for Leads including attendance at 1-2 community-led events to increase visibility and build trust. community-led events per year with the • Building the base relationships can help lead to invitations to express purpose of interacting with and community events that the City would not otherwise have known about or be welcomed to attend. getting to know individual community • Attending community-led events allows people to engage with City members. representatives in spaces that feel safer and more familiar,leading to more authentic connections. • (See Appendix I: Relationship Guidelines for more suggestions about how to build relationships) Build Authentic 1.4 Track updates and major touchpoints with • Establish recurring agenda items in Leadership and Comms Relationships community groups through a centralized meetings to share updates. system; report out at Leadership Team and • Use a shared document or spreadsheet to track engagement Communications Team meetings at least touchpoints in the short term and transition to a CRM system in the long term(see recommendations 3.1 and 3.2). quarterly. Build Authentic 1.5 Provide training for Relationship Leads in • Provides a space for Relationship Leads to calibrate their Relationships trust-building,cultural humility,and history expectations and create a more consistent experience across of marginalized communities'experiences departments. with government. • Some foundational principles for building trusting relationships include: o The City carries the burden of responsibility to connect and build relationships with communities. ENVIROISSUES 32 o Relationships take time and consistency to flourish, sometimes over years. o Expect to be met with some skepticism and mistrust—keep showing up with an open mind. o Remain curious and do your research to understand the histories and past relationships with government. • See Appendix I for additional ideas. Build Authentic 1.6 Hire a Community Navigator to help provide • If systems built in Year 1-2 are insufficient to improve relationships Relationships support and accountability for relationship and increase equitable engagement,a full-time Navigator can help management(if needed,in Year 3). provide additional support and accountability.However, responsibility for community relationships must remain shared—no single role can sustain all connections. Internal 2.1 Create a City Communications& • This plan should align with the City's Community Promise,Council Accountability Engagement Strategic Plan that identifies the goals,and the Racial Equity Plan. actions that will guide and support the City in • Include frameworks(GARE and IAP2),expectations,strategies,and achieving its Community Promise and 5 Es metrics to guide equitable engagement across the organization. Clarify roles for all groups and committees involved in setting and through equitable engagement. implementing engagement strategies. • Work with internal staff and community advisors to define key qualitative and quantitative metrics(e.g.,diversity of participation, community satisfaction,follow-up rates,staff response times, frequency of outreach). • Metrics can complement the annual Report Card goals for an equitable and accessible city. • Clarify the roles of the EAC,CCE,Communications Team, Leadership Team,and individual contributors in developing, reviewing,implementing,and oversight of strategies.Encourage collaboration across groups. • Build on the new Council Goals and the City's Strategic Plan: o 2025-2026 Council Goals:Specifically,Strategy 3.4. Provide meaningful community connections through programs,events,and other opportunities. ENVIROISSUES 33 o 2020-2025 Strategic Plan:Specifically,Strategic Priority 1. Set the standard for excellence in public service and customer experience. Internal 2.2 Create an event/engagement guidebook as a • Staff emphasized the need for a clear engagement guidebook and Accountability complement to the Engagement Strategic shared expectations to ensure consistency across departments so Plan with a flexible inventory of tools for that all teams are aligned and accountable,while still allowing flexibility to meet diverse community needs. gathering community input,closing feedback • Community members want to understand the outcomes of their loops,and sharing outcomes. participation,including the social and financial impacts of City projects. • Include strategies for culturally responsive and multilingual communications. • This resource can grow and change over time in response to community needs and innovative engagement strategies developed by staff. • Example engagement policy: o Washington County Equitable Community Engagement Policy • Example engagement guides/toolkits o Hillsboro Equity Toolkit(including equity lens) o Oregon Metro Community Engagement Toolkit o ODOT Equitable Community Engagement Guide (including equity lens) Internal 2.2 Empower the EAC and CCE to create and • Example equity lenses: Accountability apply an equity lens to City decision-making o Oregon Equity Lens used by Tigard Tualatin School processes ensuring community feedback is District integrated into decision making. o Hillsboro(see above) o ODOT(see above) • Use case for an equity lens: Determining where resources are deployed,such as where and when potholes are repaired,requires an equity lens. Ensuring that services are distributed fairly across the entire city should be informed by regular community engagement. Services are then not just driven by complaints but also by ENVIROISSUES 34 relationships staff have with community members.Equitable engagement helps drive where and when the work/services are allocated, planned,communicated,and completed. Internal 2.4 Provide customer service training focused on • A deeper understanding of different cultures allows for better Accountability cultural competency and cross-department customer service experience and helps reduce points of conflict and knowledge to ensure inviting and positive misunderstandings between the City and community members. customer service experiences. • Trainings should include real-world examples of how to apply this information in different situations. Internal 2.5 Incorporate the"5 E's"of the City's • To further define each of the 5 values,an external consultant should Accountability Community Promise into all staff conduct surveys with staff,Council,and the community about what performance evaluations and as a lens to each value means to them.Departments then identify actions that are within their purview that support the definitions. help guide and evaluate Council decisions. • Incorporating the 5 E's into 360-degree evaluations for all levels of staff holds team members accountable for exhibiting those actions. This includes the pathway for escalating microaggressions and holding staff accountable for their behavior. • Review all Administrative policies with an equity lens. Internal 2.6 Review the City's Social Media Policy to help • City staff want to take a stronger public stance against hate speech Accountability maintain a welcoming digital environment by comments posted on City social media accounts. strengthening the City's response to hate • Encourage City to expand the limits of the City's authority to speech. respond,while staying legally compliant. • Example policies o Hillsboro Social Media Terms of Use o Tualatin Social Media Policy o Gresham Social Media Policy o Oregon League of Cities Social Media Policy Department 3.1 Create a short-term,shared,internal • Set up a short-term system that can still encourage visibility and Coordination database of City-sponsored,City-managed, coordination across City efforts without waiting for a full CRM and City attended community events to implementation(see recommendation 3.2). • Different groups or departments may already have some version of this,in which case,make it a priority for staff to use it regularly across departments. ENVIROISSUES 35 highlight opportunities for collaboration • Include all events that the City staff and/or Council members are across departments. hosting,sponsoring,or attending as well as internal&external points of contact,audience to be reached,and outcomes desired to facilitate coordinated efforts across departments. • Encourage staff to consult the database when planning engagement to see what other efforts or events are happening at the same time. • Coordinated efforts within the City can help avoid overburdening community partners and groups with redundant or conflicting requests. • The database is not intended to track comments and interactions with individual'community members as this would be a heavy burden for staff and raises community concerns about privacy. Department 3.2 Research,implement,and train staff on a • This may be possible within the new TYLER system. Coordination Customer Relationship Management(CRM) • A CRM system offers a much more centralized,collaborative,and system to track projects,events,and automated way to manage community relationships and community relationships at an organizational engagement efforts.Spreadsheets can be helpful in the short term, but are much more static, manual,and harder to maintain across level and support coordinated engagement teams. across departments. • All Council members, Leadership Team,communication and engagement staff,and project managers should be trained on CRM functionality and be expected to use it. • The CRM is not intended to track comments and interactions with individual community members as this would be a heavy burden for staff and raises community concerns about privacy. • Use case for a CRM system:The Court flagged recent decisions around proposed parking enforcement downtown and the Triangle that will significantly affect ticket volume and staffing demands.This highlights a gap in interdepartmental communication.It reinforces the need for systems that ensure departments be looped in before changes go public—and that communication channels across the City are strengthened and more transparent.A CRM system can help strengthen city communications and coordination related to changes like this. ENVIROISSUES 36 Department 3.3 Empower the CCE to expand their role and • This is an opportunity to work directly with the CCE to revisit and Coordination be more involved in development,review, update the roles and expectations of the committee detailed in their and implementation of engagement policy charter. and guidelines. Proactively promote City • This may require increasing the frequency of meetings to allow for more meaningful participation and accelerate timelines for programs and encourage participation within development. their own communities and networks. • Members could be encouraged to act as community navigators by actively connecting with their own networks and working through their role on the CCE to elevate and resolve community questions. • Community compensation can help support expanded roles and involvement of people from marginalized communities(See recommendation 7.3) Department 3.4 Encourage a stronger connection and • Invite CCE members to EAC lunches and events. Coordination collaboration between the CCE,EAC,and • Consider having EAC and Engagement Coordinators attend CCE Community Engagement Coordinators to meetings on a rotating basis. involve the CCE in a broader range of • Clarify CCE and EAC charters and roles(See recommendation 3.3). engagement efforts and policy changes happening across the City. Cultural 4.1 Develop cultural reference guides in • Implementation should include co-design with cultural groups to Competency collaboration with community leaders and understand their history, priorities,and cultural practices. members.Support staff in learning and • Guides could include information as simple as preferred languages understanding the values and histories that and important holidays to complex histories with government agencies.For example,it is widely known that Black and Indigenous inform how different communities might communities have a long history of mistreatment by US government interact with government agencies. agencies.However,members of Latine and Persian communities shared that groups may also be skeptical about engaging with government agencies in the US because of past experiences with corrupt or authoritarian governments/officials in their countries of origin. ENVIROISSUES 37 • A deeper understanding of different cultures allows for better customer service experiences and helps reduce points of conflict and misunderstandings between the City and community members. Cultural 4.2 Train all staff in fundamental customer • A deeper understanding of different cultures allows for better Competency service principles including cultural humility customer service experiences and helps reduce points of conflict and the histories and practices of cultural and misunderstandings between the City and community members. groups in Tigard. • Trainings should include real-world examples of how to apply this information in different situations. Cultural 4.3 Continue to review the demographic makeup • This is an expansion of the metric(s)included in the City's annual Competency of city positions,including boards and Report Cards regarding employees of color. committees,publish results publicly,and encourage diverse applicants by advertising at community-led events and cultural organizations. Community 5.1 Expand culturally significant events by • Reduce the eligibility requirements for grants to allow individual Building increasing the community grant budget, community representatives or informal groups the opportunity to relaxing eligibility requirements,and host events. transitioning to a rolling application period. • Shift to a rolling application cycle to reduce the pressure to plan events in January and allow for more inclusive,year-round participation. • Offer an option in the application for people to select whether they need financial support,logistical support,or both.Including an option for logistical support would allow applicants to get support in learning the processes and building more capacity and knowledge for community members to lead events on their own over time. • If there are many requests for staff support,the City could consider allocating more staff or volunteer time to meet a clear community need. • This type of effort could also be supplemented with a Volunteer Tigard!opportunity for community members with application or event planning experience to volunteer their time helping others through the process(see recommendation 5.2). ENVIROISSUES 38 Community 5.2 Expand the City's volunteer program to • There is interest within communities to volunteer in support of City Building engage community members in supporting programs and initiatives,especially among Summerfield Civic local events,including assistance with event Association and St.Anthony Catholic Church members. planning,logistics,and navigating grant • Because the City is focused on supporting community-led capacity building rather than directly organizing additional cultural events,an application processes. expanded volunteer program could provide hands-on support to community groups planning their own events. Community 5.3 Dedicate spaces to highlight cultural • Community members expressed interest in having spaces to share Building exhibitions at City facilities. cultural practices in City buildings such as the Library and City Hall. • This could be a table or display case to feature an exhibit for celebrations like Nowruz(Persian New Year)or Dia de los Muertos (Day of the Dead). • This would require creating community guidelines to ensure displays are not offensive or discriminatory.Social media policy examples can serve as a starting point(see recommendation 2.6). • Could try a pilot project with a rotating sign-up system led by community to encourage more meaningful participation and displays and make it a lighter lift for staff.Staff can have a final review of displays to ensure they meet community guidelines. Community 5.4 Partner with neighboring cities/agencies to • Like the current partnership with TTSD for Pride and Juneteenth. Building host regional multicultural events and • Make sure that the City's contribution also includes significant staff dedicate both staff and financial resources support,not just financial resources,so the partnership feels during the planning phase. genuine. • Broader events can provide opportunities for more disparate community groups to come together across the region,like Black and Indigenous communities that may have smaller populations within Tigard itself. • Joint events can help share the load across agencies rather than supporting duplicative, independent events. • Event locations could rotate to bring new communities to Tigard. • Historically,the Festival of Balloons included participation from nearly every department under a shared 40 x 60 city tent.In recent years,that's shifted to a small team leading the City and Police Department booth presence.This is the largest public event in ENVIROISSUES 39 Tigard,and there is potential for it to return as a citywide engagement effort—with Leadership and department presence focused not just on handing out flyers,but on having real, relationship-building conversations by identifying community needs. Community 5.5 Explore options to provide more spaces for • There is a lot of community interest in having more spaces for Building community gatherings including existing City community gatherings.This could encourage higher engagement properties like Fanno Creek House,adding and participation in City activities and services. more shaded and weather protected areas • Community members have positive memories of being able to rent out the Fanno Creek House in the past. at parks,and building a dedicated • In the absence of dedicated indoor spaces,community members community center for diverse community called for more covered outdoor spaces to host events,especially programming. during the long rainy season and hot summer months. • Having a dedicated,welcoming space to support community building,in addition to the Library,that can be used for youth,elder, arts,and cultural programming and events. • Some participants noted that the Senior Center is underutilized and could be converted into a general Community Center with more intergenerational programming to connect youth,families,and elders. • Incorporate community engagement in the plans and design of the new City facilities for Public Works and Police that will be built if voter bond passes. Community 5.6 Expand recreational programming, • Consider a community survey asking about what kinds of Building especially sports and camps for families with programming are of most interest.Make sure the survey is kids,intergenerational events,and small distributed to diverse populations by leaning into relationships with community organizations. business learning events in partnership with the Tigard Chamber. Community 5.7 Hire an Events Specialist to coordinate • There is strong interest from both individuals and partner Building inclusive programming and continue to organizations in more City-supported community events to build support building relationships between connections.An Events Specialist can maintain direct relationships between the City and community groups,reducing the need to outsource event coordination. ENVIROISSUES 40 communities and the City at an • This type of effort could also be supplemented with a Volunteer organizational level(if needed,in Year 3). Tigard!opportunity for community members with application or event planning experience to volunteer their time helping others through the process. • This role will require cultural awareness.Multi-lingual skills will be a big plus. Awareness and 6.1 Publicize City services and resources using • Communities that are less connected with the City are less likely to Access to platforms and locations that communities go out of their way to look up City services or follow social media Services are already using and gathering at,like accounts.Use relationships with community organizations and contacts to publicize information at their locations or events. WhatsApp,Slack,cultural media,schools, places of worship,and cultural shops. Awareness and 6.2 Use more printed materials to publicize • Communities that are less connected with the City are less likely to Access to services,resources,and events including go out of their way to look up City services or follow social media Services postcard mailers,posted flyers,and print accounts,especially seniors and immigrants. news media. • Community participants recommended using more printed resources that could catch their eye in the mail or around town. Awareness and 6.3 Produce multilingual guides and videos • Increase general knowledge about City services and departments. Access to explaining City services,resources,and • Use storytelling to highlight what different departments do. Services departments. • Post guides and videos prominently on the City website and share them through partner channels. Awareness and 6.4 Work with community partners to update • Many community members are interested in engaging more with City Access to and host Civic Academy information functions and decision-making processes,but don't know how or Services sessions to engage residents about City where to go. processes and operations. • Partner with community organizations and leaders to host learning sessions at their events or locations rather than asking community members to sign up for a program at City Hall or a City property. Some community members shared that signing up for City-run academies can feel like a betrayal to others in their communities due to deep-rooted mistrust of government,making trusted partnerships essential. ENVIROISSUES 41 Awareness and 6.5 Train all staff in the basic functions and • Community members shared experiences about being transferred to Access to frequently asked questions for major numerous departments when trying to get help or ask a question Services departments to improve customer service leading to frustration and ultimately giving up. when engaging with community members. • All staff should have a basic understanding of major City departments and be able to answer common questions or guide people to the right resource. • Improve the customer service experience by avoiding redirecting community members without offering helpful context or support. Awareness and 6.6 Reinstate a live phone system and create a • Participants requested a more welcoming and human experience. Access to welcome desk in the north City Hall building The phone system is frustrating to navigate,and people noted feeling Services to help direct callers and visitors to the unsure of where to go for general questions or help at City Hall. appropriate departments and resources. • Consider a staff rotation for these positions so as not to overburden individuals.This would also provide more staff with a broader experience of community questions or concerns. Awareness and 6.7 Improve website usability and navigation and • Find out which resources people are most interested in through a Access to feature translated materials and language combination of user data and surveys and feature that information Services functionality more prominently. more prominently on the website homepage. • Consider ways to simplify the website. Awareness and 6.8 Hire a dedicated Office Coordinator for live • If rotating roles are not sufficient,consider a dedicated position. Access to phone and welcome desk support(if needed, Services in Year 3). Remove 7.1 Clearly publicize availability of translation • 18%of Tigard residents included in the 2020 Census report speaking Barriers and interpretation services in City materials languages other than English at home.Participants in this and facilities,and train staff on how to engagement report reported low levels of awareness about translation and interpretation services that the City offers. connect with on-demand interpretation • Use stickers or post flyers at City offices and include prominent support during community interactions. information on print/digital materials publicizing that interpretation services are available. • Train all staff so the process of using an interpretation service is smooth and not an undue burden on either party.City has an existing translation service through Proprio but it is clear that there are ENVIROISSUES 42 varying degrees of awareness about how to use the service among staff. • Update and distribute language resource business cards that all staff can easily carry and reference. Remove 7.2 Formalize a translation/interpretation policy • Encourage a shift from providing reactive to proactive translations Barriers and standards,including budget for services. and interpretation services based on the needs of Tigard communities. • This is an opportunity to co-create with community-based organizations that have experience navigating language access gaps. • Be cautious when using Census or other data to decide what language support is needed—these sources often underrepresent or miss groups entirely.Make sure policies and guidelines can be flexible so people can still get the help they need,even if the data doesn't show it. • Examples: o Beaverton Language Access Policy o Washington County Language Assistance Policy o ODHS Language Access Service Guide Remove 7.3 Create a community compensation policy • Many community members can't engage due to costs like Barriers and operational mechanisms to pay transportation,childcare,or lost wages. Providing compensation community members for participation in removes these barriers and makes it more feasible for a wider range of people to participate. engagement activities such as focus groups • Example policies: and committees. o Hillsboro Community Engagement Stipend Policy o Hillsboro Advisory Group Stipend Policy o ODOT Equitable Engagement Compensation Policy o State of Washington Office of Equity Community Compensation Guide ENVIROISSUES 43 Remove 7.4 Continue to hire more multi-lingual staff • Community members shared positive stories about being able to Barriers from diverse backgrounds across talk with staff who spoke their preferred language and had similar departments. backgrounds.When possible,this is a more personable and often more efficient way to engage than using an interpretation service. • Hiring more multi-lingual staff spreads the load more evenly across the City. Remove 7.5 Expand on-call service contracts for • More approved providers can help increase availability. Barriers interpretation,translation,and childcare • Many staff aren't aware of this option and even for those who are, providers. contracting and procurement can be confusing and feel inaccessible.Policies should be as flexible as possible,and staff should be trained on the process for how to use them. Remove 7.6 Establish clear accessibility and • Not all accommodations will be needed for every engagement Barriers accommodation guidelines for engagement activity,but staff should be knowledgeable about the various activities that normalize providing food, options and able to identify the needs of particular groups and communities. childcare or child-friendly activities, • This can be part of the established engagement policies and stipends,transportation support,electronic guidebooks(see recommendation 2.2). charging stations,etc. Remove 7.7 Provide budget for accessibility • Community members and staff shared stories about it being difficult Barriers accommodations and simplify staff access to purchase and be paid for services to support engagement to procurement tools by expanding the use of activities and events,such as catering and speaker fees. Procurement Cards,P-cards,to allow staff to • Allowing broader use of P-cards alleviates the need to ask small businesses for invoices or to go through a lengthy procurement provide accommodations and timely process,which is often an undue burden and delays payment for payment to small vendors. weeks or longer. ENVIROISSUES 44 Appendix C: Key Theme Summaries by Group Spanish-Speaking Community Discussion -Summary Community Interaction with the City: Participants engage with the City through parks(Cook Park, Universal Plaza), Facebook,TigardLife newspaper,City events,and utility services(water bills,taxes).Some have attended past immigration-related meetings with City leaders. Many feel disconnected due to past negative experiences with City projects. Does the City Represent Community Needs? Many feel there is little connection between the City and Hispanic/Latino communities and that more commitment to these communities is needed.There is a desire for more cultural activities and activities for families and children, including sports programs. Building Trust with the Community: Trust can be built through action,increased presence of the mayor and city officials at community events, and the creation of a community center. Participants emphasized the diverse backgrounds within the Latino community(not just Mexican but also Bolivian, Peruvian,Salvadoran,Chilean, etc.),urging the City to recognize and engage with all groups. More Spanish-language information is needed. Barriers to Engagement: Key challenges include language barriers, misinformation,lack of connection with city leadership, and a perception that the City only engages with them for taxes and fees and is not interested in building community connections.Some feel ignored and uninformed about City programs and resources. What Would Help? Participants suggested increasing access to translated materials and interpreters, a monthly Spanish-language newsletter,a phone line for diverse communities with a live operator,more youth sports and scholarships,and increased outreach through flyers in places people are already gathering like schools and cultural stores. Participants also shared the importance of having a community center for people to be able to gather and celebrate in person at a dedicated location such as the Fanno Creek House or a new location. Expanding the City's role in supporting cultural events and business resources such as the Los Empresarios workshops would also help build trust and engagement. ENVIROISSUES 45 Intersectional, Library Patrons Discussion -Summary Community Interaction with the City: The library is a major access point for community services, including tax help,mental health resources,and books. Library staff are praised for their patience, language support(including Spanish-speaking staff),and assistance for families and individuals with disabilities.Other common interaction points include parks(Cook Park, playgrounds), Facebook,phone calls,and city events like the Christmas tree lighting and El Tigre Fest. However,the City website is difficult to navigate,making it challenging to find resources. Does the City Represent Community Needs? While most City staff are helpful and patient,some community members feel excluded or pre- judged,especially immigrants and people with disabilities. Many immigrant communities have low expectations from leadership due to past experiences and feel disconnected from decision- makers.Those who do not frequently visit the library or schools struggle to find city resources. Building Trust with the Community: There is a lack of visibility from City leaders,with many residents not knowing the mayor or council members.Participants suggest leaders should attend more community events, publicly speak out against discrimination,and build relationships with underserved communities.They also recommend multicultural education programs to help City officials and residents learn about different cultures and histories beyond media stereotypes. Barriers to Engagement: Challenges include language barriers, lack of clear information about City Hall's role and resources,and an intimidating government environment. Many do not attend City Council meetings because they don't understand their purpose.Others feel the City's engagement systems are impersonal and complicated, making it difficult to navigate resources.Concerns about homelessness near city spaces also impact feelings of safety. What Would Help? Participants suggest increasing leader visibility,expanding language access, providing live phone support,and having a welcome desk at City Hall to guide visitors.The City should also publicize programs in key gathering places and cultural hubs(e.g.,churches,cultural grocery stores, schools)and expand mental health connections. More interactive spaces like book clubs, cultural events, public art,and community wellness initiatives would strengthen engagement. ENVIROISSUES 46 Persian Community Discussion -Summary Community Interaction with the City: Most participants have not been to City Hall and have little to no interaction with City officials. Some have faced challenges with expensive utility bills, unresolved complaints(flooded walking paths,excessive noise, potholes on various streets),and difficulty navigating City communication channels.There is some general distrust of government based on experiences from participants' home countries, making it hard to engage.The presence of both City Halt and the police station in the same location causes discomfort for some community members. Does the City Represent Community Needs? Many feel the City does not actively engage with their community and does not show much interest in their concerns.There is a lack of cultural events in Tigard,and participants often hear about activities in neighboring cities but not locally.The community also feels that when they have protested or raised concerns about various issues such as women's rights in Iran,the City has not reached out to understand or help amplify the message. Building Trust with the Community: Participants believe trust can be built through more direct communication, personal engagement from city leaders including the mayor,and acknowledgment of cultural events.They hope the City will recognize celebrations of important cultural events such as Nowruz, Persian New Year,as is done in neighboring cities. Barriers to Engagement: Major challenges include lack of communication,difficulty navigating the automated phone system and website,language barriers,cultural differences,and uncertainty about whether concerns will be addressed.The community needs materials translated into Farsi and more accessible ways to connect with City staff. What Would Help? Participants recommended increasing the City's social media presence by cross-posting with other local accounts,offering simple text message updates about events and resources,and providing more informational materials at City Hall.Visible participation from City leaders at community events,translating materials into Farsi. Recognizing Persian cultural celebrations, addressing infrastructure concerns,and improving customer service responsiveness will further support equitable engagement. ENVIROISSUES 47 Interviews with Black Community Members at Black History Month Celebration Market and Party-Summary Community Interaction with the City: Participants engage through work,schools,events, parks, businesses,and social media,while some feel disconnected and unaware of opportunities.City events like the Christmas tree lighting and farmers market are popular, but the City's website and outreach efforts need improvement. Does the City Represent Community Needs? Views were mixed—some felt the City is making efforts to support diverse groups,while others felt excluded, particularly immigrants and people of color. Many never hear about events like this,and some feel unrepresented in leadership and decision-making.Concerns about racism and lack of inclusivity in City programs were raised. Building Trust with the Community: Participants want more City presence at community events,diverse leadership,and culturally specific programs.Regular meetings,improved event promotion, and better outreach were suggested to foster engagement. Increased safety,transparency,and community policing efforts were also emphasized. Barriers to Engagement: Challenges include language barriers,safety concerns, lack of awareness, inaccessible City Hall processes,and work schedules.Some feet City systems are complicated and impersonal,while others struggle with knowing who to contact. What Would Help? More diverse community events, better communication,multilingual outreach,and visible leadership would improve engagement. Expanded event times, live phone support,and stronger connections with local businesses and cultural groups were also recommended. Next Steps& Recommendations: The City should improve outreach,enhance inclusivity, increase transparency,and make resources more accessible.Strengthening trust, safety,and direct engagement with residents will help build a more connected community. ENVIROISSUES 48 Interviews with People Experiencing Houselessness at Just Compassion - Summary Community Interaction with the City: Many participants regularly use the library, local parks,and trails.Social service sites such as Just Compassion are major connection points,and word of mouth is a common way to learn about resources.Several reported little or no interaction with the City,often due to being new to the area, lacking information,or navigating daily survival needs. Positive interactions based in compassion and respect with individual parks staff and police officers were noted. Does the City Represent Community Needs? Experiences are mixed.Some feel the City has provided valuable resources,particularly around houselessness services by supporting shelters like Just Compassion. Others feel that the City struggles to represent the most vulnerable communities.Navigation of City systems is difficult,and the sense of being bounced between agencies or staff members was a recurring theme. Building Trust with the Community Trust is strongest when services have been consistent and respectful.Suggestions included having clear and accurate information about service availability,giving advance notice when programs change,and ensuring staff are trained to treat people with dignity. Face-to-face interactions and culturally sensitive approaches were viewed as the most effective. Barriers to Engagement Participants cited numerous barriers,including a lack of information about available resources, difficulty using digital tools,language access, confusion navigating City systems,and limited access to transportation.Mental health challenges, stigma, pride,and fear of being judged also prevent some from engaging.Some shared that past experiences with bureaucracy,discrimination, or feeling stereotyped made them hesitant to seek help or participate in City activities. What Would Help? Community members recommended printed flyers, public bulletin boards,and direct outreach in shelters and libraries.There is interest in having more centralized services to reduce travel and confusion and encouraging ways for people from different backgrounds to interact and build a stronger sense of community through volunteer programs and community events. Participants emphasized the need for safe public spaces, mental health services, and visible leadership engagement.Suggestions also included offering"homeless welcome"signage and coordinating services in ways that minimize barriers like transportation or technology access. ENVIROISSUES 49 Interviews with Spanish-speaking and Vietnamese Community at St.Anthony's Catholic Church Building Bridges Event-Summary Community Interaction with the City: Participants had varying levels of interaction with the City.While many live,work,or worship in Tigard,many have had little direct engagement. Most experiences came through indirect channels like social media and newsletters,or through community leaders like Danny(Social Justice Ministry at St.Anthony's),who help organize events and share information.Some youth had connected through the Youth Council, but most felt broader engagement opportunities were limited. Does the City Represent Community Needs? Perspectives were mixed.Some acknowledged positive efforts like outreach through Youth Council and keeping public spaces clean.Others noted a lack of resources and cultural understanding, especially in Hispanic and Vietnamese communities.While some see increased outreach,others feel more could be done to engage underrepresented groups. Building Trust with the Community Participants emphasized that trust starts with visibility and consistency.They want City leaders to come to community spaces like churches,schools,and events—not just to share information, but to listen and engage face-to-face. Leaders don't need to have all the answers; being present and engaged goes a long way. For many,community events like the Housing Justice Forum hosted by St.Anthony's are the only opportunities to connect with City staff.Trust also relies on clear, accessible information,especially about safety and housing. Barriers to Engagement Language and cultural differences,time constraints, and limited information access are key challenges.Many don't know what opportunities exist or how to get involved.Some said the City could share information about projects more effectively,and traffic or transit challenges make participation harder.There's also a broader perception that communication and resources from the City are inconsistent and hard to navigate. What Would Help? Participants called for more culturally relevant outreach such as advertising events and resources in community gathering spaces like churches,schools,and grocery stores and using formats that don't rely solely on digital access.They suggested expanding volunteer opportunities,especially in partnership with churches.They also emphasized the importance of multilingual resources,in- person communication,and City-led efforts to foster belonging through events that bring diverse communities together.Trusted connectors, like Danny,were seen as critical links in building awareness and participation. ENVIROISSUES 50 Interviews with Asian Community at Diversity Soiree at Jeffery Allen Gallery- Summary How do people currently interact with the City? Participants engage with the City in diverse ways, including through the Tigard Chamber of Commerce, parks,community events,and social media. Many access City services for business licenses,youth programs,and playgrounds.Others participate in networking events,outdoor activities,or civic events like El Tigre Fest.Afew noted limited or no interaction, particularly among renters or those unfamiliar with City programs. Does the City understand and represent community needs? Responses were mixed.Some participants praised City efforts around safety,family-friendly spaces, and investments in roads.Others felt the City does not fully understand or represent their needs—especially around cultural visibility, language access, and inclusivity.Several mentioned the Chamber as a strong advocate but noted that the City could do more for marginalized or less vocal groups. How could the City build more trust? Participants emphasized the need for greater transparency,especially around budgeting and decision-making.Suggestions included publicizing how funds are used,attending community events, and actively seeking feedback from underrepresented groups.Some asked for leaders to show up consistently,engage in face-to-face conversations,and visibly support cultural communities. Barriers to engagement Key barriers include lack of accessible information, limited time,and unclear meeting logistics. Language access and communication gaps, particularly in outreach methods and frequency,were common concerns.Some participants described feeling excluded or unaware of what the City offers,while others cited political disengagement,fear of rejection,or physical accessibility issues. What would help people engage more? Suggestions included increasing social/community events,clearer communication (emails,flyers, multilingual signage), more digital outreach,and grants for small businesses without storefronts. Participants also recommended better facilities at parks,expanded cultural representation,and more inclusive programming,particularly for families,youth,and non-English speakers. ENVIROISSUES 51 Senior Community Discussion-Summary Community Interaction with the City: Summerfield residents interact with the City primarily through parks and recreation(walking paths, trails,Cook Park),the library,senior center,the City e-newsletter,and TigardLife.Some connect with frontline city staff working on parks or street maintenance and via email/phone—and report mostly positive experiences.A few have participated in the Community Police Academy and follow council updates through a Summerfield liaison who attends meetings. Does the City Represent Community Needs? Views are mixed.Summerfield seniors feel well-served in terms of safety and infrastructure and appreciate the visibility of police at events. However,some participants noted a lack of cultural celebrations and activities for non-white communities and worries about long-range planning for traffic and overdevelopment.The City should take more ownership of the senior center and offer broader services like health and lifelong learning resources like centers in Sherwood and Tualatin. Building Trust with the Community: Trust can be improved through greater transparency in city planning, budgeting,and contracts. Participants asked for better coordination across departments and agency partners(e.g., neighboring cities)to have a holistic plan for regional long-range development and bond measures. They request city leaders to"go where people are"and to highlight and celebrate Tigard's diverse cultures.Consider more outreach from planning departments and reinforcing a culture of service. Barriers to Engagement: Key barriers include a lack of accessible transportation (particularly at night),unfamiliarity with City Hall and its location,and irregular bus service. Participants also shared that people might associate government with past negative experiences or only needing to get in contact with a problem or complaint. What Would Help? Participants suggest publicizing more City information in printed media,community events,and outreach presentations at Summerfield and the Senior Center.The City can play a rote in helping to connect different communities and encourage a greater sense of belonging.They suggest facilitating more volunteer opportunities for seniors to get more involved and creation of a shared community center inclusive of all age groups. Other recommendations include emphasizing consumer experience training for City staff,enhancing public transit,creating more welcoming experiences at City Hall(e.g.,greeters,service fairs, resource tables),clearer reporting on how public funds and past bonds are spent,and more communication throughout projects—not just at the start. ENVIROISSUES 52 Appendix D: Community Focus Group/Interview Materials Tigard Engagement Focus Group Overview Agenda Time(2 hours) Activity 30 minutes Getting food and settling in 10 minutes Introductions 10 minutes Project background 60 minutes Discussion 10 minutes Next steps and closing Community Agreements • Respect each speaker • Do not interrupt or speak over others • Stay focused on the questions at hand Project Purpose and Goals • Build and strengthen relationships between the City of Tigard and community leaders, organizations, and members • Learn about how people like to engage with the City of Tigard and what some of the barriers are that are standing in the way What do we mean by`engagement'? Engagement refers to anyway that you interact with the City of Tigard. For example: • How you get information related to the City(website, social media,email,etc...) • Attending City events or meetings • Interacting with City staff,the Mayor, or City Councilors • Visiting City parks or properties • Applying for or paying for City permits or services like utilities • And more! ENVIROISSUES 53 Focus Group/Interview Discussion Questions 1. How do you currently interact with the City? 2. Do you feel the city understands and represents the needs of your community?Why or why not? 3. How could the City build more trust with your community? 4. What are the things that might make it difficult for you to interact more with the City? 5. What would help you interact more with the City? Focus Group/Interview Evaluation Questions About the focus group 1. Did you feel welcome and comfortable during this engagement?(Select one) ❑Yes ❑No ❑Not sure 2. Do you feel like this was a good use of your time?(Select one) ❑Yes ❑No ❑Not sure 3. Do you feel like your responses and opinions were heard?(Select one) DYes ❑No ❑Not sure 4. Is there anything else you'd like to share with the project team? Demographic questions(Optional) 5. What is your race or ethnicity?(Select all that apply) ❑Black or African American ❑Indigenous(please specify): ❑African (please specify): DMiddle Eastern(please specify): ❑Asian or Asian American (please specify): ❑White ❑Hispanic or Latino/a/e(please specify): ❑Another race or ethnicity(please specify): ENVIROISSUES 54 6. What is your gender?(Select the option that best describes you) ❑Woman DMan ❑Non-binary ❑Prefer to self-describe (please specify): 7. What is your age?(Select one) ❑Under 18 018-24 025-34 035-44 1=145-54 1=155-64 065-74 1=175 or older 8. What is your preferred language for communication?(Select all that apply) ❑English DSpanish ❑Vietnamese ❑Farsi ❑Arabic ❑Mandarin ❑Another language(please specify): 9. What is your current housing situation? ❑Rent ❑Own ❑Staying with others temporarily ❑Experiencing ❑Another situation (please houselessness specify): 10. How often do you worry about your housing situation?(Select one) ❑Never ❑Rarely ❑Sometimes ❑Often ❑Always 11. How often do you worry about being able to access and obtain nutritious food?(Select one) ❑Never ❑Rarely ❑Sometimes ❑Often ❑Always 12. How often do you worry about your financial situation?(select one) ❑Never ❑Rarely ❑Sometimes ❑Often ❑Always ENVIROISSUES 55 Appendix E: GARE Framework The Government Alliance on Race Equity engagement framework outlines the steps toward equitable community engagement.The communications planning guide is designed to help government agencies create equitable strategies. 140 -,, • Identify desired results • Do the desired resluts include the needs and goals of marginalized communities?Why or why not? r kg '-'• • Analyze available data, identify new data needed •What does the data say or not say about neededs?(Disaggregated by race,income,ability,etc.What information is missing? • Community engagement • How wilt marginalized communities be engaged meaningfully?What is the approach? • Identify strategies for racial equity and equitable customer service •Who benefits/is burdened?What are the stragtegies and alternatives 4 proposed by marginalized communities f NO -, • Implement plan • How is the implemention plan informed by marginalized communities and are they aware of critical milestones and timelines? i • Communicate results and close accountability loop 6 •What is the feedback loop for transparency and accountability? Source: https://www.racialequityalliance.org/home ENVIROISSUES 56 Appendix F: IAP2 Framework The International Association of Public Participation's (IAP2) mission is to promote and advance public participation/community engagement globally through targeted initiatives that are guided by culturally adaptive standards of practice and core values. The public engagement spectrum below was designed to assist with the selection of the level of participation that defines the public's role in any public participation process.The Spectrum reminds us that those who are affected by a decision have a right to be involved in the decision—making process. INCREASING IMPACT ON THE DECISION ' INFORM CONSULT INVOLVE COLLABORATE EMPOWER _ To provide the public To obtain public To work directiy with To partner with the To place final decision with balanced and feedback on analysis, the public throughout public in each aspect making in the hands of objective information alternatives and/or the process to ensure of the decision the public. to assist them in decisions, that public concerns including the understanding the and aspirations are development of problem,alternatives, consistently alternatives and the opportunities and/or understood and identification of the solutions. considered. preferred solution. We will keep you We will keep you We will work with you We will look to you for We will implement informed. informed.listen to and to ensure that your advice and innovation what you decide. acknowledge concerns concerns and in formulating and aspirations,and aspirations are solutions and provide feedback on directly reflected in incorporate your how public input the alternatives advice and influenced the developed and provide recommendations into decision. feedback on how the decisions to the public input influenced maximum extent the decision. possible. C[w.'nrc*rom'ra'fpynnq`MI Na",RSV1`.•E 7Dtnr 1 t;'VI Source: https://www.iap2.org/page/SpectrumEvolution ENVIROISSUES 57 Appendix G: Tigard's Community Promise, The 5 Es ` , EQUITY ENGAGEMENT WE will ensure just and fair WE will involve all inclusion where all can voices in our community COMMUNITY participate,prosper,and while building trusting reach their full potential. relationships. PROMISE ENVIRONMENT EXCELLENCE The lens through which WE will embrace sustainability 7 WE will set high we will evaluate and to improve our natural standards and strive implement all our actions. resources and the livability of to exceed community our community. expectations. ECONOMY WE will be responsible stewards of the community's financial resources entrusted to us. Source: https://www.tigard-or.gov/home ENVIROISSUES 58 Appendix H: Tigard Community Demographics and Trends Race and Ethnicity Table 1 highlights racial and ethnic distributions within the project area and Washington County. Figure 3 illustrates the geographic distribution of People of Color,defined as individuals who identified as a race other than White alone or as Hispanic or Latino.Table 2 illustrates the population change across different racial and ethnic groups between 2010 and 2020. Key Observations • Tigard mirrors many demographic trends in Washington County but has a slightly higher percentage of White residents and a smaller Latino or Hispanic population. • Residents identifying as Latino or Hispanic form the largest racial/ethnic group after White residents. • The project area and Washington County have a notable Asian population, comprising six and seven percent, respectively. • Tigard's population is becoming more diverse,with growing numbers of Hispanic/Latino, Black,Asian,and multiracial groups,white the percentage of White residents is decreasing. • School enrollment data suggests nearby communities are even more diverse than Census data indicates,with higher percentages of Latino, Hispanic,and Native Hawaiian or Other Pacific Islander students. Differences between Census and school district data on race and ethnicity may result from factors such as out-of-district students or the focus on school-aged children in enrollment figures.School data may offer a more nuanced view of community diversity,especially for groups less likely to respond to the Census. Using both Census and school data together provides a fuller picture of the community members who may be impacted by the Project. Table 1.Race and ethnicity. Race/Ethnicity Tigard(%) Washington Tigard-Tualatin County(%) School District (%) Latino or Hispanic(any race) 14 18 29 White 67 61 52 ENVIROISSUES 59 Black or African American 2 2 2 American Indian and Alaska Native <1 <1 <1 Asian 9 11 5 Native Hawaiian and Other Pacific Islander 1 1 3 Some Other Races 1 1 - Two or more races 6 6 - Note:Numbers may not sum to total due to rounding. Hispanic population can be of any race. Sources:American Community Survey(ACS)2018-2022, Tigard-Tualatin SD District Profile(Oregon Department of Education,2022-23). Figure 3.People of color indicator(block group data compared to state percentiles). i ti � 1 i ©© ! ,_ - , \�\ T\ /1 J`��2018-2022 ACS(Blockgro... , �I Pd.People of Color Population 1 hi>78-100 >49-78 L-- -1— hi>11.8-27.8 ,J �o-tts ( / I \ Sources:American Community Survey(ACS)2018-2022, EPA El Screen Table 2.Population changes across different racial and ethnic groups within Tigard. ENVIROISSUES 60 2010 2020 Growth in Population Population by Race # %of Total # %of Total Total Population 48035 100 54539 100 14 Hispanic or Latino 6106 13 7442 14 22 White Alone 35460 74 36699 67 3 Black or African 772 2 1080 2 40 American Alone American Indian and 251 1 196 <1 -22 Alaska Native Alone Asian Alone 3416 7 4822 9 41 Native Hawaiian and 411 1 537 1 31 Other Pacific Islander Alone Some Other Race 79 <1 278 1 252 Alone Two or More Races 1540 3 3485 6 126 Note: "Some Other Race"includes any responses not covered by the "White,""Black or African American,""American Indian or Alaska Native,"'Asian,"or"Native Hawaiian or Other Pacific Islander"categories. This category also includes respondents who identified as multiracial,mixed, interracial, or as part of a Hispanic,Latino, or Spanish group(e.g.,Mexican, Puerto Rican, Cuban, or Spanish)in response to the race question. Sources:American Community Survey(ACS)2006-2010, U.S.2020 Decennial Census. Languages The Language data for Tigard highlights the community's linguistic diversity,with almost 20 percent of residents speaking a language other than English at home.While English is the predominant ENVIROISSUES 61 language,Spanish is the most common non-English language spoken(Table 3).Smaller percentages of residents speak other Indo-European,Asian, Pacific Island,and Slavic languages, reflecting Tigard's multicultural makeup,though these communities are smaller than in the broader region.Additionally,22 percent of students in the Tigard-Tualatin School District are or have been English language learners. Figure 6 spatially displays the distribution of limited English- speaking households. Table 3.Language spoken at home Population by Language Spoken at Home Tigard(%) Washington Difference(%) (persons age 5 and above) County(%) English 82 75 7 Spanish 7 12 -5 French,Haitian,or Cajun 1 <1 0 German or other West Germanic <1 <1 0 Russian,Polish,or Other Slavic 1 1 0 Other Indo-European 2 3 -1 Korean <1 1 <1 Chinese(including Mandarin,Cantonese) 1 1 0 Vietnamese 1 1 0 Tagalog(including Filipino) 1 1 0 Other Asian and Pacific Island 2 3 -1 Arabic 1 1 <1 Other and Unspecified <1 1 <1 Total Non-English 18 25 -7 ENVIROISSUES 62 Note:Numbers may not sum to total due to rounding. Sources:American Community Survey(ACS)2018-2022. Figure 5.Limited English-Speaking indicator within the project area. Map Contents ;) Socioeconomic Indicators iE1❑X Limited English Speaking(State Percentiles) II 95-100 percentile 90-95 percentile $0-90 percentile SO-50 percertile Less than SO percentile Data net a..ailab,e Sources:American Community Survey(ACS)2018-2022. Age Tigard's population skews older,with a higher percentage of working-age adults and seniors compared to Washington County(Table 3).This suggests a strong working-age demographic,which could support economic productivity. However,the lower proportion of young people under 18 may indicate a smaller family demographic or lower birth rates. Table 3.Age distribution. Age Tigard(%) Washington Difference County(%) (%) From ages 1 to 4 6 5 1 From ages 1 to 18 20 22 -2 ENVIROISSUES 63 From ages 18 and up 80 78 2 From ages 65 and up 17 14 3 Note:Numbers may not sum to total due to rounding. Sources:US Census Bureau,American Community Survey(ACS)2018-2022. Educational Attainment Approximately 20 percent of residents in the project area have a high school diploma or less,which is slightly lower than Washington County's number of 24 percent.Tigard also has a slightly higher percentage of residents with some college education or more. Income Per capita income in the project area is approximately$49,807,slightly higher than$49,553 in Washington County.Additionally,31 percent of students in the Tigard-Tualatin School District qualify for free or reduced-price lunch, indicating a substantial proportion of economically disadvantaged households. Figure 7 illustrates the distribution of low-income households by census block. Figure 7.Low-income indicator in the project area. L Map Contents ^n - t4(socioeconomic Indicators pig — Low income(State Percentiles) ill 95-100 percentile 90-95 percentile 80-90 percentile SO-80 percentile Less than 50 percentile Data not available ENVIROISSUES 64 Sources:American Community Survey(ACS)2018-2022. People with Disabilities The highest proportions of people with disabilities are concentrated in the southern and eastern parts of Tigard(Figure 8). Figure 8. People with disabilities in the project area. Tigard Map Contents a; - t4(Versons with Disabilitties Egg - tj(?ersons with Disabilitties 95-100 percentile or, 90-95 percentile EsiaiEjintiie - 0 pere / No Data Sources:American Community Survey(ACS)2018-2022. Internet Access Figure 9 highlights Census block groups with higher proportions of households without broadband internet access,again emphasizing areas in the southern and eastern parts of Tigard. Figure 9. Households with limited Internet access in the project area. ENVIROISSUES 65 Tigard Map Contents )Broadband Gaps ar-+oJsehclds v;ith.L;mited Srcadband 1135_100 percerti e 90-35 percerti:e 30- oercerthe I .50-30 percertie IV _ess the^Sa pe-cert e / V L� vc Deta Sources:American Community Survey(A CS)2018-2022. Key Takeaways and Recommendations • Race and Ethnicity:Tigard's increasing racial and ethnic diversity, particularly the growing Hispanic/Latino, Black,Asian,and multiracial populations, highlights the need for culturally relevant engagement strategies. It is crucial to build trust and foster relationships with these communities through targeted outreach efforts, such as partnering with local organizations that represent communities of color.Additionally,addressing historical barriers to participation among underrepresented groups will help ensure equitable involvement. • Language:With nearly 20 percent of residents speaking a language other than English at home, especially Spanish, offering materials and engagement opportunities in multiple languages will be critical.This should include translation services, bilingual facilitators at events,and accessible information both online and offline.Spanish should be prioritized, but other language needs should also be monitored, especially in specific neighborhoods. • Age:The skew toward an older working-age and senior population indicates the need for age-sensitive engagement strategies.While digital outreach may be suitable for younger and middle-aged residents,other conventional methods,such as phone calls, mailed materials, or in-person events, may be required for seniors who may have lower Internet usage.Creating intergenerational programs or opportunities for younger and older residents to collaborate on community issues could foster better relationships. • Education:The variation in educational attainment suggests that communication should be clear and accessible to all,avoiding overly technical language. Incorporating visual aids, infographics,and video content can make information more understandable to diverse audiences,ensuring that community members with different levels of education can fully participate. ENVIROISSUES 66 • Income:The presence of economically disadvantaged populations highlights the importance of reducing cost-related barriers to participation. Free events,stipends for attending meetings,or providing food,childcare,and transportation support could increase engagement from low-income households. Digital divide issues should also be considered, ensuring access to both online and offline methods of participation. • People with Disabilities:High proportions of people with disabilities in some areas highlight the need for accessible engagement practices.This includes ensuring that. physical meeting spaces are ADA-compliant,offering materials in accessible formats(e.g., large print, braille,screen reader-compatible PDFs), and providing sign language interpreters or other assistance as needed. • Internet Access:The data shows that some areas of Tigard have limited access to broadband internet.To reach these communities,offering alternative forms of communication,such as mailed newsletters or in-person pop-up events,will be essential. While online engagement can be a valuable tool, it should not be the only channel used. ENVIROISSUES 67 Appendix I: Building Authentic Relationships To effectively build relationships with community members,focus on understanding their needs, communicating clearly and respectfully,and actively participating in community activities.Building trust,fostering collaboration,and demonstrating genuine engagement are also crucial for nurturing strong and lasting relationships. Here's a more detailed approach: 1. Understand Community Needs and Interests: • Active Listening: Engage in conversations and actively listen to community members to understand their perspectives, needs,and concerns. • Community Feedback:Utilize surveys,feedback forms,and community forums to gather input on what matters most to them. • Tailor Activities:Align your actions and initiatives with the community's priorities and values. 2. Foster Open Communication: • Clear and Transparent Communication:Share information about your goals, activities, and decision-making processes in a clear and understandable manner. • Two-Way Dialogue: Encourage open communication and feedback from community members, creating a space for dialogue and collaboration. • Regular Updates Keep community members informed about ongoing projects and initiatives, demonstrating your commitment and transparency. 3. Engage in Meaningful Activities: • Attend local events,festivals,and gatherings to show your support and build connections with community members. • Dedicate time to volunteer on community projects or initiatives that align with your values and interests. • Support Local Businesses: Patronize local businesses and contribute to the economic well-being of the community. 4. Build Trust and Respect: • Be Reliable and Consistent: Follow through on your commitments and demonstrate dependability in your interactions. • Respect Boundaries: Be mindful of community members'boundaries and sensitivities and treat everyone with respect. • Acknowledge Contributions:Recognize and appreciate the contributions of community members,fostering a sense of belonging and value. ENVIROISSUES 68 5. Foster Collaboration and Partnerships: • Identify Shared Goals:Work with community members to identify common goals and work collaboratively towards achieving them. • Leverage Strengths: Identify the unique strengths and resources of both your organization and the community and leverage them for mutual benefit. • Build Partnerships: Foster strong partnerships with community leaders,organizations, and individuals to create a network of support and collaboration. 6. Promote Inclusivity and Diversity: • Be Welcoming:Create a welcoming and inclusive environment for all community members, regardless of background or identity. • Address Needs: Be mindful of the diverse needs of the community and strive to address them in your initiatives. • Celebrate Diversity:Acknowledge and celebrate the diversity of the community,fostering a sense of unity and belonging. ENVIROISSUES 69 C Z V SUPPLEMENTAL PACKET A P C FOR cvly a 2 a oas V Z (DATE OF MEETING) enviroissues Agenda Yon 1' Eva luaciOn de q ParticipaciOn E uitativa Ciudad de Tigard Agradecimientos e • CITY OF Tigard Ciudad de Tigard Consejo Municipal de Tigard Heidi Lueb,Alcaldesa Maureen Wolf, Presidenta del Consejo Faraz Ghoddusi, Concejal Yi-Kang Hu, Concejal Heather Robbins, Concejala Jake Schlack, Concejal Jeanett Shaw, Concejala Comite de Participacion Comunitaria Oficina del Administrador Municipal Brent Stockwell,Administrador Municipal EmilyTritsch, Administradora Adjunta Municipal Equipo de Comunicaciones de Tigard Kent Wyatt, Gerente de Comunicaciones Leandro Barrientos, Coordinador de Comunicaciones Digitales C= V At C V• enviroissues Informe de Envirolssues Laura Pena, Codirectora de Proyectos Christine Moses, Codirectora de Proyectos Joey Posada, Gerente de Equidad Ellen Bakira,Asociada Julio de 2025 ENVIROISSUES labia de contenido Resumen ejecutivo 1 Introduccion 3 Evaluacion general y por donde empezar 6 Metodologia 8 Necesidades y recomendaciones de la comunidad 14 1. Construir relaciones autenticas y aumentar la presencia del liderazgo 15 2. Fortalecer la responsabilidad interna y el seguimiento comunitario 17 3. Mejorar la coordinacion entre departamentos y los esfuerzos de participacion 20 4. Promover la competencia cultural y la representacion en todas las funciones municipales 22 5. Priorizar la consolidacion de la comunidad como piedra angular cultural 24 6. Aumentar el conocimiento y el acceso a los servicios municipales 27 7. Eliminar las barreras estructurales para la participacion inclusiva 29 Conclusion 33 Apendice A: sugerencias para representante de relaciones comunitarias 35 Apendice B: tabla de observaciones para la implementacion 37 Apendice C: resiimenes de temas slave por grupo 54 Apendice D: materiales para entrevistas y grupos focales comunitarios 66 Apendice E: marco de la Alianza Gubernamental para la Equidad Racial (GARE) 69 Apendice F: marco de la Asociacion Internacional de Participacion Publica (IAP2) 70 Apendice G: promesa comunitaria de Tigard, las 5 Es 71 Apendice H: demografia y tendencias de la comunidad de Tigard 72 Apendice I: construir relaciones autenticas 82 ENVIROISSUES iii Resumen Ejecutivo La ciudad de Tigard (Ciudad) esta trabajando para transformer sus practicas de participacion - hacia un modelo de conexion autentica. Este informe de evaluacion de participacion • ; 4114.-""0, equitativa es el resultado de meses deroi- escucha, actividades especificas de ""' fr divulgacion y reflexiOn con miembros de la ' comunidad, el personal y los lideres. Es un llamado a la accion basado en las .;1 experiencias vividas de los residentes de Tigard yen el deseo compartido de construir `: aF confianza,transparencia y sentido de � : pertenencia. Si bien muchos residentes describieron una participacion positiva, incluso alegre, con la ciudad (a menudo a traves de eventos o interacciones con el personal), estas experiencias no son consistentes ni se distribuyen de manera equitativa.A menudo, la participacion se ha visto condicionada por silos organizativos,funciones poco claras o sistemas que favorecen a los que ya estan conectados, to que hace que muchas personas, especialmente las pertenecientes a comunidades historicamente marginadas, se sientan invisibles o inseguras sobre como participar. Entre las barreras figuran la falta de confianza, la fragmentacion de los esfuerzos de participacion, el desconocimiento de los servicios municipales y los desaf os estructurales como el acceso al idioma, el transporte, reuniones inflexibles y la sensacion de que la retroalimentacion no conduce al cambio. Las plataformas digitales, aunque bien intencionadas, a menudo son dificiles de navegar, especialmente para las personas mayores, las personas que no hablan ingles y las que estan menos conectadas digitalmente. Los miembros de la comunidad expresaron un fuerte deseo de participar, pero enfatizaron que la ciudad debe llegar a las personas donde se encuentran. Internamente, el personal expreso su compromiso con el servicio y el cuidado de la comunidad, pero tambien la necesidad de funciones mas claras, una mejor comunicacion entre departamentos y una cultura que apoye la transparencia y la colaboracion. El personal pidio una mayor alineacion en los objetivos de participacion, ciclos de retroalimentacion mas solidos y mas capacitacion en practicas centradas en la equidad y enfocadas en el cliente. Los siguientes temas ENVIROISSUES 1 se enumeran en orden de importancia como un camino a seguir a traves de las multiples recomendaciones y la necesidad de establecer prioridades. Este informe ofrece recomendaciones sobre polrticas, operaciones y cultura organizadas en siete temas principales: 1. Construir relaciones autenticas y aumentar la presencia del liderazgo. 2. Fortalecer la responsabilidad interna y el seguimiento comunitario. 3. Mejorar la coordinacion entre departamentos y los esfuerzos de participacion. 4. Promover la competencia cultural y la representacion en todas las funciones municipales. 5. Priorizar la consolidacion de la comunidad como piedra angular cultural. 6. Aumentar et conocimiento y el acceso a los servicios municipales. 7. Eliminar las barreras estructurales para la participacion inclusiva. Como punto de partida, recomendamos centrarse en cuatro acciones fundamentales extraidas de los siete temas anteriores: construir relaciones autenticas,trabajar estrategicamente entre departamentos, realizar un seguimiento y compartir el progreso,y capacitar a todos los equipos para apoyar una participaciOn equitativa. Estos hallazgos no solo tienen que ver con como se comunica la ciudad, sino con comp escucha, esta presente y gana confianza. Significa construir un gobierno que fomente las conexiones a traves de la raza, et idioma, la edad, los ingresos y la experiencia. Este informe refleja la realidad actual y traza un camino a seguir. Refleja to que es y apunta a to que podrta ser. Con compromiso, coraje y colaboracion,Tigard puede dar el ejemplo y convertirse en una ciudad donde todos tengan cabida y donde todos tengan voz para dar forma alfuturo. "Es necesario un cambio culturaly comienza desde arriba. [La Ciudad] tiene que hacer realidad los valores a to largo y ancho de toda la organizacion". - Miembro de la comunidad ENVIROISSUES 2 Introduccion La ciudad de Tigard se encuentra en un momento crucial en su camino hacia la construccion de una comunidad mas inclusive, equitativa y receptiva. Este trabajo de participacion se basa en la labor realizada en julio de 2022 por la Junta Asesora de Seguridad Publica , que identifico la necesidad de un defensor del pueblo en toda la ciudad. Despues de las deliberaciones del Consejo, se ajusto la recomendacion para el puesto, convirtiendolo en facilitador comunitario. El Concejo Municipaly su personal contrataron a Envirolssues para identificar las deficiencias persistentes en la participacion y la representacion de las diversas poblaciones de Tigard y formular recomendaciones para mejorar la participacion equitativa, incluyendo la necesidad de un facilitador comunitario. La ciudad encargo este informe de evaluacion de participacion equitativa para destacar tanto los logros como los desafios de sus iniciativas actuates de participacion. El resultado de esta investigacion es proporcionar informacion practica que centre las voces de la comunidad y cree una base para un cambio transformador impulsado por la comunidad. Proposito Este informe busca responder a una pregunta fundamental:,Como puede la ciudad de Tigard fomentar practicas de participacion equitativa que construyan confianza, profundicen las relaciones y eliminen las barreras a la participacion en todas las comunidades?Al escuchar atentamente Las experiencias vividas por los miembros de la comunidad, las reflexiones del. personal y las perspectivas de los lideres, nuestro objetivo es ofrecer un camino a seguir que garantice que todos los miembros de la comunidad de Tigard se sientan considerados, escuchados y valorados. Que es este informe Este informe es una recopilacion de recomendaciones e ideas que reflejan las prioridades de la comunidad, asi como algunas ideas del personal sobre las practicas actuates de participacion equitativa.Tambien es: • Un conjunto de recomendaciones que tienen como objetivo priorizar las necesidades de la comunidad y al mismo tiempo considerar la viabilidad. No es una promesa, sino una guia para discusiones mas profundas y estrategicas, la priorizacion y las acciones por parte del Concejo y el personal. Las recomendaciones que pueden no ser financieramente posibles para la ciudad en este momento se incluyen porque reflejan los aportes de la comunidad. • Una herramienta para identificar acciones a largo plaza que pueden requerir cambios en las politicas, estructuras o funciones municipales. • Sirve como base para priorizar acciones de participacion y distribuir los recursos de forma adecuada. ENVIROISSUES 3 • Un catalizador para la responsabilidad compartida y asociaciones mas profundas con comunidades historicamente marginadas. Que no es este informe Aunque el informe y los apendices incluyen observaciones detalladas e ideas de la comunidad y el personal, este informe no es un plan estrategico, un plan de accion o un plan de implementacion. Adicionalmente: • No es una lista fija de acciones a seguir sin adaptacion. • No abarca todas las voces o soluciones posibles ni cuenta con la aprobacion general de todas las comunidades. • No sustituye la participacion y el dialogo continuos de la comunidad al.implementar recomendaciones. • No garantiza un cambio inmediato sin un liderazgo adecuado, recursos, conversaciones estrategicas y acciones de seguimiento. Alcance y extension de la investigacion Esta investigacion involucro un amplio espectro de experiencias vividas dentro de la comunidad de Tigard, con esfuerzos especificos para incluir voces histOricamente subrepresentadas.A partir de septiembre de 2024, Envirolssues participo en una combinacion de entrevistas individuates, grupos focales, mesas redondas y encuestas de intercepcion en eventos comunitarios para obtener datos cualitativos que reflejen una porcion de la diversidad racial, cultural, linguistica, generacionaly socioeconomica de Tigard. Se presto especial atencion a resaltar las perspectives de las comunidades negra y afroamericana, Latina, persa y vietnamita, asi como a las pequenas empresas historicamente marginadas, las personas mayores, quienes experimentan la falta de vivienda y otros miembros de la comunidad con experiencias directas de marginacion. Los participantes afirmaron que los servicios centrales de la ciudad, como la seguridad publica, el transporte, la infraestructura y los parques, siguen siendo profundamente valorados. El deseo de una participacion mas equitativa no consiste en sustituir estas funciones esenciales, sino en definir como se deciden, planifican, comunican y ejecutan. La participacion equitativa en Tigard no es solo una aspiracion, es esencial. Sin ella, la ciudad corre el riesgo de reforzar las barreras sistemicas y desconectar a los residentes de las decisiones que afectan sus vidas. La verdadera equidad en la participacion garantiza que las politicas reflejen las necesidades de toda la comunidad, no solo de los que estan mas cerca del poder,y genera confianza y pertenencia fundamentales para una ciudad prospera y multicultural. Los miembros de la comunidad exigieron una participacion consistente, autentica y transformadora, no ENVIROISSUES 4 transaccional. Si bien Tigard cuenta con estructuras de participaciOn existentes, no siempre han sido accesibles o efectivas para todos.Abordar esto requiere un cambio sistemico, humildad cultural y un compromiso compartido con la responsabilidad institucional. "Necesitamos que nuestro Consejo y el personal municipal vivan los valores que defienden. Puede que se sientan incomodos, pero la responsabilidad, el replanteamiento de las expectativas y unas metas de rendimiento claras son necesarios para hacer realidad los valores institucionales de Tigard." - Miembro de la comunidad ENVIROISSUES 5 Evaluacion general y por donde empezar Tigard se encuentra en una excelente posiciOn para ejecutar las recomendaciones de la comunidad. Las recomendaciones de to Junta Asesora de Seguridad Publica y el Plan de Accion de Equidad Racial de la Ciudad describen pasos viables que tambien fueron recomendados por la comunidad de Tigard y se describen en este informe. En este momento, Envirolssues no recomienda contratar a un defensor del pueblo o facilitador comunitario hasta que se hayan implementado y evaluado otras acciones descritas en este documento. La equidad y la participacion equitativa deben estar incorporadas en todos los departamentos, no confinadas a funciones o titulos especificos. Si no hay una mejora significativa en la planificacion estrategica, la participacion y la medicion, entonces puede ser necesario contratar un facilitador comunitario para ayudar a brindar responsabilidad y estructura adicional a las practicas de participacion durante el ciclo presupuestario 2028-2029. Un sentido de comunidad es un sentido de pertenencia, responsabilidad compartida y un sentimiento de "nosotros" en Lugar de "ellos". Fortalece la resiliencia de la comunidad y garantiza mejores resultados de salud. McMillan y Chavis tambien definen el sentido de comunidad como "un sentimiento de pertenencia que tienen los miembros, un sentimiento de que los miembros son importantes entre sly para el grupo,y una fe compartida en que las necesidades de los miembros se veran satisfechas a traves de su compromiso de estarjuntos".1 Sostenemos que crear un sentido de comunidad es una cultura organizacional a la que debe aspirar la ciudad de Tigard. Debe impregnar todos los departamentos y ser parte del pastel, no solo usarse como glaseado. Se trata de un cambio cultural hacia un estilo de gobernanza mas colaborativo mediante la participacion de la comunidad antes de cambiar las potiticas o practicas. Para cumplir aun mas con la promesa comunitaria de Tigard, estos esfuerzos deben ser parte de un plan estrategico coordinado que incluya a todos los departamentos y socios de agencias prioritarias. "Me siento parte de esta ciudad cuando se reconoce la diversidad de la comunidad y se organizan eventos como este [Celebracion del Mes de la Historia Negra]". - Miembro de la comunidad 1 McMillan, D.W.;Chavis,D.M.(1986)."Sense of community:A definition and theory".Journal of Community Psychology.14(1): 6-23.doi:10.1002/1520-6629(198601)14:1<6::AID-JCOP2290140103>3.0.CO;2-I.S2CID 14729262. ENVIROISSUES 6 Por donde empezar Este informe contiene mucha informacion. Recomendamos estos primeros pasos para ayudar al personal de la ciudad y a los miembros del Concejo a seguir construyendo confianza con la comunidad de Tigard. Se trata de un subconjunto de las recomendaciones que figuran en la seccion "Necesidades de la Comunidad y Recomendaciones"del informe. (Para obtener mas informacion sobre el contexto y las observaciones de implementacion de cada recomendacion, consulte el Apendice B:tabla de observaciones para la Implementacion). Construir relaciones •Continuar construyendo relaciones autenticas designando al personal y at Consejo como representante de relaciones comunitarias para conectarse con un punado de socios comunitarios a un nivel estrategico a traves de puntos de contacto sostenidos y a largo plazo.Acordar pautas compartidas para el establecimiento de relaciones. (Consulte las recomendaciones 1.2 y 1.3 para obtener mas detalles) Trabajar estrategicamente •Crear un plan estrategico de comunicaciones y participacion de la ciudad para solidificar el enfoque compartido de la ciudad hacia la participaciOn de la comunidad y crear mas consistencia entre los proyectos y los departamentos. Incluir marcos de orientacion como la Alianza Gubernamental para la Equidad Racial(CARE)y la AsociaciOn Internacional de Participacion PUblica (IAP2), asi como una aclaraciOn de las funciones de todos los grupos y comites involucrados en et establecimiento e implementacion de estrategias de participaciOn. (Consulte la recomendaciOn 2.2 para mas detalles) Reatizar un se:uimiento corn•artir et •ro:reso •Configurar una base de datos interna compartida o un software de gestion de relaciones con los clientes(CRM)para realizar un seguimiento de los proyectos, eventos y relaciones con la comunidad a nivel organizacionaly respaldar la participaciOn coordinada entre los departamentos. (Para mas detalles, consulte las recomendaciones 3.1 y 3.2) Ca•acitar at e•ui•o •Capacitar a todo el personal en los principios fundamentales de servicio al cliente, incluida la humildad cultural, las histories y practicas de los grupos culturales en Tigard y las funciones basicas de cada departamento de la ciudad para mejorar la experiencia del cliente para todas las comunidades de Tigard, especialmente aquellas que han sido histOrica y actualmente marginadas. (Consulte las recomendaciones 4.2 y 6.5 para obtener mas detalles) "Tener un sentido amplio de comunidad, crear una red amplia, construir sistemas humanos para conectar y apoyar la participacion y la conexion. La gente se manifiesta a favor de personas que se preocupan por ellos y que les importan".". - Miembro de la comunidad ENVIROISSUES 7 Metodologia El proceso de evaluacion empleo un enfoque de investigacion cualitativa disenado para capturar experiencias y percepciones matizadas de participacion en las diversas comunidades de la ciudad. Este enfoque se selecciono deliberadamente para garantizar la profundidad sobre la amplitud, dando prioridad a las voces de quienes historicamente han sido excluidos de los procesos tradicionales de participacion. Marco para la recopilacion y el analisis de datos La recopilacion de datos se organizo en torno a tres areas centrales de investigaciOn: 1. Como interactua actualmente la comunidad con la ciudad. 2. Barreras para la participacion 3. Recomendaciones para mejorar la participacion y la confianza. Este marco estructuro tanto el desarrollo de herramientas de investigaciOn como el analisis de los hallazgos, asegurando un enfoque cohesivo y sistematico. En todos los formatos (desde entrevistas individuates hasta grupos focales y encuestas de interceptacion), las preguntas fueron disenadas para revelar no solo las tendencias generates, sino tambien las experiencias vividas que sustentan esas tendencias. Para mitigar posibles sesgos, el equipo de investigacion empleo practicas reflexivas durante la recopilacion y el analisis de datos. Los esfuerzos incluyeron: • Disenar preguntas abiertas y no capciosas. • Proporcionar multiples modalidades de participacion (escrita, oraly en persona con interpretacion, si es necesario). • Garantizar el anonimato de los participantes para fomentar respuestas sinceras. • Involucrar a diversos facilitadores que compartan experiencias directas con los grupos participantes,fomentando la confianza y la resonancia cultural. • Conectar con las comunidades a traves de conexiones de confianza. "La mayoria de La gente siente que su voz no importa. Parece que ya se han decidido muchas cosas..." - Miembro de la comunidad ENVIROISSUES 8 Datos demograficos de los participantes El estudio utilizo una combinacion de bases de datos demograficas, incluidos datos del censo de los Estados Unidos y de matriculacion escolar, asi como informacion anecdotica de representantes municipales y miembros de la comunidad para identificar las poblaciones que muestran menores niveles de participacion en los procesos y espacios municipales. Los datos del censo de 2010 y 2020 muestran que, en general, las poblaciones no blancas estan creciendo mas rapido que las poblaciones blancas en Tigard, por eso nuestro objetivo fue interactuar mas con las poblaciones de color. Sin embargo, las bases de datos demograficas no captan muchos de los matices de las comunidades de Tigard. Por ejemplo, las comunidades persa yvietnamita se agrupan en categorias mucho mas amplias de Medio Oriente y Asia,y las minorias religiosas no aparecen en la mayoria de las bases de datos. Pudimos llegar a algunas de estas comunidades especificas desarrollando relaciones con lideres basadas en recomendaciones y presentaciones de miembros confiables de la comunidad. Este estudio no es una muestra representativa de los miembros de la comunidad de Tigard. Consulte el Apendice H: datos demograficos de Tigard para obtener un resumen de las comunidades de Tigard reflejadas en las bases de datos estandar. El estudio tambien utilizo el Below 150%Poverty Indice de vulnerabilidad Unemployed Socioeconomic Housing Cost Burden social'de Los Centros para el Status No High School Diploma 4.0 Control y la Prevencion de No Health Insurance ""NI Aged 65&Older Enfermedades (CDC) para Aged 17&Younger ayudar a garantizar que se CO` Household Civilian with a Disability Characteristics Single-Parent Households incluyera un subconjunto = English Language Proficiency diverso de experiencias Hispanic or Latino(of any tricot vividas en las actividades de > Black or African American,Not Hispanic or Latino Racial& Ethnic Asian,Not Hispanic or Latino p a rt i c i p a c i o n en la s c u a t ro American Indian or Alaska Native,Not Hispanic or Latino Minority Status Native Hawallen or Pacific Islander,Not Hispenk or Latino (13 Two or More Races,Not Hispanic or Latino categorias principales. Esta ya,a Other Races,Not Hispanic or Latino !pi perspectiva demografica } Multi-Unit Structures permitiO un analisis 0 Housing Type& Mobile Homes Crowding interseccional, reconociendo Transportation No Vehicle Group Quarters 2 Consultado el 29 de abril de 2025 El Indice de Vulnerabilidad Social de los Centros para el Control y la Prevencion de Enfermedades y la Agencia para Sustancias TOxicas y el Registro de Enfermedades(en adelante,CDC/ATSDR SVI o SVI) es un Indice,una base de datos y una apticacion de mapeo basados en el Lugar y disenados para identificar y cuantificar las comunidades que experimentan vulnerabilidad social.El Programa de Investigacion,Analisis y Servicios Geoespaciales(GRASP)mantiene el SVI de los CDC/ATSDR para ayudar a los funcionarios de salud pOblica y a los ENVIROISSUES 9 las barreras combinadas que enfrentan los miembros de la comunidad que poseen multiples identidades marginadas. Estrategias de participacion especificas Entendiendo que la participacion equitativa requiere un alcance intencional, el estudio utilizo multiples metodos: • Participacion directa con los lideres y el personal electos, incluidos los concejales, el alcalde, el personal de participacion y los lideres de departamentos selectos. • Entrevistas individuates con lideres comunitarios en general y representantes de organizaciones comunitarias. Las referencias del personal municipal nos ayudaron a establecer el contacto inicial, to que luego condujo a presentaciones calidas adicionales a otros contactos. • Conversaciones de grupos focales de la comunidad con grupos historicamente excluidos, que incluyen: o Comunidad Latina con el apoyo de un miembro local y de confianza de la comunidad. o Comunidad persa con el apoyo de un miembro de la comunidad en el comite para la participacion comunitaria. o Propietarios de pequenas empresas negras, indigenas y de color(BIPOC) a traves de la Camara de Comercio de Tigard. o Adultos mayores a traves de la Asociacion Civica de Summerfield. • Encuestas en eventos y espacios comunitarios, que incluyen: o Comunidades negras y afroamericanas en la celebracion del Mes de la Historia Negra en The Practice Facility. o Personas sin hogar en Just Compassion. o Comunidades vietnamitas y latinas en la iglesia catolica de San Antonio. o Comunidades vietnamitas y asiaticas en la velada de diversidad de la Camara de Comercio de Tigard en la Galeria Jeffrey Allen. planificadores locales a prepararse y responder mejor ante eventos de emergencia con el objetivo de disminuir el sufrimiento humano,las perdidas economicas y las desigualdades en materia de salud. ENVIROISSUES 10 I jr ^n_, /// ,9 , • Y, I ti.-e. v i _' r 'It, iiimmo- - ems : Y. r '� ' -- -;:: i . ' ^.i, !- / A" .. _ ,fit '1 �, ` 1 Los participantes de la comunidad fueron compensados por su experiencia y tiempo. Los participantes de la entrevista en los grupos de interes recibieron una tarjeta de regalo Visa de $75, los participantes del grupo focal recibieron una tarjeta de regalo Visa de$100 y los participantes de la encuesta de intercepcion recibieron una tarjeta de regalo Visa de$50. Los conectores comunitarios de confianza ayudaron a reclutar a los participantes de los grupos focales y a interceptar las encuestas, revisaron los materiales para garantizar que fueramos culturalmente sensibles y asesoraron sobre las ubicaciones y adaptaciones de los eventos. Los grupos focales incluyeron comida de restaurantes locales y se llevaron a cabo en lugares centricos y acogedores, como la Biblioteca Tigard y el Centro de Eventos U&I. Dependiendo de la recomendacion de los conectores comunitarios, el personal de Tigard estuvo presente en la totalidad de algunos grupos focales y solo para las presentaciones y los antecedentes de otros. Detalles de los participantes • 21 entrevistas con lideres y representantes comunitarios. • 92 participantes de la comunidad. • Satisfaccion de los miembros de la comunidad con su participacion: o El 100%se sintio bienvenido y comodo durante los grupos focales o entrevistas. o El 99%considero que los grupos focales o las entrevistas fueron un buen use de su tiempo. o El 97 %sintio que sus respuestas y opiniones fueron escuchadas. • Informacion demografica de los participantes de la comunidad: o Raza**: 64.8% BIPOC(30.7% Latinos/as/e o hispanos, 18.2% negros o afroamericanos, 15.9% asiaticos, 10.2%de Oriente Medio, 3.4% indigenas), 35.2% blancos. ENVIROISSUES 11 o Genero: 61.8 %mujeres, 38.2% hombres, 1.1 % no binario. o Edad: 8.9% menores de 25 anos, 50.6%entre 25 y 54 anos,40.5%55 anos o mas. o Idioma de preferencia aparte del ingles: 19.1 % espanol, 6.7%farsi, 5.6% vietnamita, 1.1%japones, 1.1%trances. o Situacion de la vivienda: El 44%es propietario, el 30.8%alquila, el 18.5% no tiene hogar o vive en un albergue, el 7.6%se aloja con familiares/amigos u otra situacion. o ,Con que frecuencia se preocupa por la situacion de su vivienda?30%a menudo o siempre, 27.8%a veces,42.3% rara vez o nunca. o ,Con que frecuencia se preocupa por el acceso a alimentos nutritivos? 17.6%a menudo o siempre, 19.8%a veces, 62.7%rara vez o nunca. o LCon que frecuencia se preocupa por su situacion financiera?35.2%a menudo o siempre, 34.1 %a veces, 30.8% rara vez o nunca. * *Los porcentajes de las categorias de raza suman mas del 100% porque los participantes pudieron seleccionar mas de una opcion. Por favor consulte el Apendice D para ver las preguntas formuladas a los participantes del estudio. Limitaciones Como ocurre con cualquier investigacion cualitativa, este estudio es limitado en su generalizacion pero rico en profundidad de conocimiento. Si bien los esfuerzos de participacion fueron amplios e inclusivos, aun quedan voces que no pudieron ser capturadas dentro del alcance de este proyecto, incluidas las comunidades de veteranos,filipinos, hawaianos, chuukeses, musulmanes yjudios, entre otros. La ciudad debe continuar construyendo relaciones e incluyendo a estas comunidades en futuros esfuerzos de participacion. Ademas, si bien este informe se centra en los datos de la experiencia vivida, se recomienda un analisis cuantitativo continuo de los resultados de participacion de Tigard para realizar un seguimiento del progreso a largo plazo. "Tigard esta intentando [lograr una participacion mas equitativa]. Hay un par de personas excelentes en la oficina, pero estan limitadas por los recursos. Tambien he visto mas materiales en espanol, aunque no estoy seguro de otros idiomas". - Miembro de la comunidad ENVIROISSUES 12 u_ i 1 • t. Cal . all Ib ' M 1 i '�i1t it _par // , • r . :I is - y ..#1 .a !4 i 4r 4 {i4 7 cy _ Enrr,l — Y rr tk ° ,� t• ti 'a, i .3 `` i �, y I"_. ,, . , ,, V . - . ‘-'it. a ` , -- tea' lir- $ ENVIROISSUES 13 Necesidades y recomendaciones de la comunidad A continuacion, se detallan siete temas generates con 41 recomendaciones individuates, derivadas de la participacion directa de la comunidad y de conversaciones con el personal y Los representantes municipales. (Para obtener mas informacion sobre el contexto y las observaciones de implementacion de cada recomendacion, consulte el Apendice B:table de observaciones para la Implementacion). I\ n tt,:t,:l , ,: t1 , a q j I 4�' id \iiii. ., y41/14474 p Iwo, _:-.4.,,,,.: . ,. „ . . . _ .... _., _ Nota sobre las recomendaciones: Estas recomendaciones tienen como objetivo encontrar un equilibrio entre la viabilidad y las prioridades expresadas por los miembros de la comunidad. Algunas son acciones a largo plazo que pueden requerir cambios en las politicas, el presupuesto, los procesos o las funciones actuales de la ciudad para satisfacer mas plenamente las necesidades de la comunidad. Dadas las actuates responsabilidades y limitaciones financieras de la ciudad, una implementacion exitosa requerira que el liderazgo y el Consejo hagan concesiones meditadas y tomen decisiones intencionales sobre donde invertir tiempo y recursos. En algunos casos, es posible que ya se esten aplicando recomendaciones en algunas partes de la ciudad. En esas situaciones, se busca eliminar los silos organizativos y promover practices mas consistentes entre los departamentos. Aunque los temas y recomendaciones estan generalmente organizados por prioridad, comenzando con ideas fundamentales sobre la construccion de confianza y responsabilidad, este informe no es una hoja de ruta complete para la implementacion. La ciudad debera determinar que acciones priorizar, como asignar tiempo, recursos y liderazgo correspondientes,y como se puede poner en practice cada recomendacion. Es importante destacar que la implementacion de iniciativas o cambios importantes debe realizarse con la participacion permanente de la comunidad. Estas recomendaciones no pretenden servir como una aprobacion general de las ENVIROISSUES 14 muchas comunidades de Tigard, sino como una continuacion de asociaciones mas profundas y continuas. 1. Construir relaciones autenticas y aumentar la presencia de liderazgo Los participantes de la comunidad describieron a la ciudad como distante y transaccional, y las interacciones mas recordadas estaban relacionadas con facturas, impuestos o quejas. Las experiencias negatives pasadas y las desconexiones culturales han creado desconfianza. Los residentes enfatizaron que construir confianza requiere relaciones constantes y bidireccionales, basadas en el cuidado y la presencia,y no solo en actividades puntuales relacionadas con proyectos concretos. Estan interesados en conocer al personal y a los lideres,y les gustaria ver una mayor participacion de los lideres municipales en los lugares y eventos donde ya se reune la comunidad. La creacion de sistemas que mantengan las relaciones incluso cuando el personal cambie con el tiempo y la participaciOn genuina en eventos organizados por la comunidad fueron destacados como aspectos slave para mostrar respeto y construir una confianza duradera. Fortalezas • Los miembros de la comunidad estan interesados en conocer al personal y a los lideres y en construir relaciones duraderas. • Ya existen fuertes relaciones individuates con algunas organizaciones como la Camara de Comercio de Tigard y TTSD. • Reconocimiento cada vez mayor entre el personal sobre la necesidad de construir confianza a largo plazo. • Varios miembros de la comunidad han tenido experiencias positivas al interactuar con agentes de policia en eventos comunitarios y con el personal de primera Linea de Obras Publicas y Parques. • Eventos existentes que se centran en construir conexiones comunitarias, como las cenas comunitarias de desarrollo comunitario. • El Concejo Municipaly departamentos como el Departamento de Parques y RecreaciOn y la Policia ya organizan y asisten a cientos de eventos comunitarios cada ano, muchos de los cuales ofrecen participacion comunitaria directa y puntos de acceso de habla hispana. Grandes eventos como el Concierto en et Parque, la Musica en la Plaza y la BUsqueda de Huevos presentan excelentes oportunidades para que el liderazgo y el personal continuen construyendo relaciones autenticas. Desafios • Muchos residentes se sienten desconectados del liderazgo y los servicios municipales. • Muchos residentes no saben quienes son los lideres municipales, ni del Concejo, ni del personal. ENVIROISSUES 15 • La participacion a menudo se ve como transaccional. • Asistencia inconsistente o baja a reuniones publicas especificas del departamento o del proyecto, a menudo debido a relaciones limitadas, poca confianza o falta de comprensiOn sobre como los proyectos afectaran a las comunidades. Recomendaciones Para obtener mas informacion sobre el contexto y las observaciones de implementacion de cada recomendacion, consulte el Apendice B:table de observaciones para la Implementacion. Recomendacion Representante Cronograma Esfuerzopersonal Impacto en los costos 1.1 Actualizary reafirmar Concejo Municipal; Ano 1 Bajo Bajo publicamente la Comite Asesor de Declaracion de Equidad(EAC) Compromiso con la Equidad de la Ciudad. 1.2 Asignar al menos un Alcalde, Concejo Ano 1 Bajo Bajo miembro del personal y Municipal, un miembro del Consejo Directores de como representantes de Departamento, relaciones comunitarias Personal de para los principales Comunicaciones y grupos comunitarios Participacion para construir conexiones a nivel organizacional. Consultar el Apendice A: sugerencias para representante de relaciones comunitarias. 1.3 Establecer pautas Representante de Ano 1 Medio Bajo compartidas para la Relaciones construccion de Comunitarias relaciones por parte de los representantes, incluyendo la asistencia a 1 a 2 eventos comunitarios al ano con el proposito especifico de interactuar y conocer a los miembros individuates de la comunidad. 1.4 Realizar un seguimiento Representante de Ano 1 Bajo Bajo(si se de las actualizaciones y Relaciones utiliza una los principales puntos de Comunitarias, hoja de contacto con los grupos Equipo de calculo u comunitarios a traves de Comunicaciones otro un sistema centralizado; sistema) ENVIROISSUES 16 informar en las reuniones del Equipo de Liderazgo y del Equipo de Comunicaciones al menos trimestralmente. 1.5 Capacitar a los Recursos Ano 1 Medio Medio* representante de Humanos, relaciones comunitarias Representante de en la construccion de Relaciones confianza, humildad Comunitarias cultural y la historic de las experiencias de las comunidades marginadas con el gobierno. 1.6 Contratar a un facilitador Concejo Municipal, Ano 3 Alto Alto comunitario para ayudar Administrador a brindar apoyo y Municipal responsabilidad para la gestion de las relaciones (si es necesario,en el ano 3). *Supone la contratacion de un consultor o contratista extern() a traves de un proceso de licitaciOn competitivo para apoyar la implementacion. El impacto en los costos podria ser menor si se realizara "internamente". "Existe una oportunidad de lograr que la gente se involucre mas y se sienta mas comoda asistiendo a las reuniones del Consejo si tienen un primer paso cuando los concejales se acercan a nosotros. Entonces la gente puede ponerle cara a un nombre..." - Miembro de la comunidad 2. Fortalecer la responsabilidad interna y el seguimiento comunitario Los participantes y el personal de la comunidad estuvieron de acuerdo en que la participacion significativa debe it acompanada de la responsabilidad interna. Los miembros de la comunidad quieren que la ciudad alinee sus acciones con sus valores declarados de equidad, garantizando que todos los departamentos compartan la responsabilidad de la participacion y que el progreso sea transparente. Como parte de esto, la ciudad debe desarrollar un documento de estrategia de participacion flexible que proporcione principios y expectativas claros para guiar al personal, al tiempo que permita la adaptacion en funcion de las necesidades unicas de cada proyecto y comunidad. Los organos asesores, como el Comite Asesor de Equidad y el Comite para la ENVIROISSUES 17 Participacion Comunitaria, deben desempenar funciones mas importantes en el apoyo a la toma de decisiones y la responsabilidad relacionadas con la participacion. La capacitacion constante, las evaluaciones de desempeno vinculadas a los objetivos de participacion y el seguimiento claro de los aportes de la comunidad se citaron como esenciales para reconstruir la confianza. El personal y el Concejo senalaron la necesidad de establecer pautas y marcos de participacion para garantizar una mayor coherencia en los esfuerzos de alcance en toda la ciudad. Fortalezas • El personal reconoce la importancia de cerrar el ciclo de retroalimentaciOn con los miembros de la comunidad y estan motivados para mejorar. • Existen ejemplos de ciclos de retroalimentacion en algunos equipos y proyectos, como las tarjetas de informe del plan estrategico y el panel My90 de encuestas de mensajes de texto de la comunidad para interacciones con el Departamento de Policia. • La implementacion del portal en Linea de solicitud de servicio de Tigard crea una oportunidad para recopilar informacion de la comunidad sobre los servicios centrales de la ciudad y proporciona un canal claro para compartir actualizaciones y demostrar seguimiento en diversas comunidades. Desafios • Los miembros de la comunidad informan que sus aportes son recopilados, pero no se toman en cuenta. • El seguimiento es inconsistente entre los departamentos y proyectos. • El personaly los departamentos no cuentan con marcos de participacion ni expectativas consistentes que ayuden a orientar eltrabajo de alcance entre equipos. Recomendaciones Para obtener mas informacion sobre el contexto y las observaciones de implementacion de cada recomendacion, consulte el Apendice B:tabla de observaciones para la Implementacion. Recomendacion Representante Cronograma Esfuerzo Impacto del en los personal costos 2.1 Elaborar un plan estrategico de Consejo Ano 1-2 Medio Medio* comunicaciOn y participacion municipal Municipal, que identifique las acciones que guiaran Comunicaciones, y apoyaran a la ciudad para lograr su Comite Asesor de ENVIROISSUES 18 promesa comunitaria y las 5 Es Equidad,Comite mediante una participacion equitativa. de Participacion Comunitaria 2.2 Elaborar una guia de eventos o Comunicaciones, Ano 2 Medio Bajo participaciones como complemento al Comite Asesor de plan estrategico de participacion con un Equidad, Comite inventario flexible de herramientas para de Participacion recopilar aportes de la comunidad, Comunitaria cerrar ciclos de retroalimentacion y compartir resultados. 2.3 Empoderar al Comite Asesor de Equidad Consejo Ano 1 Bajo Bajo y al Comite de Participacion Municipal, Comunitaria para crear y aplicar una Comunicaciones, perspectiva de equidad en los procesos Comite Asesor de de toma de decisiones de la ciudad, Equidad, Comite garantizando que la retroalimentacion de Participacion de la comunidad se integre en la toma de Comunitaria decisiones. 2.4 Proporcionar capacitacion en servicio al Recursos Ano 2 Medio Medio* cliente centrada en la competencia Humanos cultural y el conocimiento interdepartamental. para garantizar experiencias de servicio al cliente atractivas y positivas. 2.5 Incorporar las"5 E"de la promesa Recursos Anos 2 y 3 Medio Medio* comunitaria de la ciudad en todas las Humanos, evaluaciones de desempeno del Administrador personal y coma una lente para ayudar a Municipal, guiar y evaluar las decisiones del Directores de Consejo. Departamento 2.6 Revisar la politica de redes sociales de la Concejo Ano 2 Bajo Bajo ciudad para ayudar a mantener un Municipal, entorno digital acogedor fortaleciendo la Comunicaciones, respuesta de la ciudad al discurso de Abogado odio. Municipal ENVIROISSUES 19 *Supone la contratacion de un consultor o contratista externo a traves de un proceso de licitaciOn competitivo para apoyar la implementacion. El impacto en los costos podria ser menor si se realizara "internamente". "Habia un evento [un mercado de vendedores] y pregunte si existia una tarifa flexible. No hubo respuesta hasta que [la ciudad] finalmente dijo que no era su evento. Aplique al Festival El Tigre y eso me ha ayudado a cambiar mi perspectiva. Estaba muy bien organizado. Leandro ha sido un gran contacto. Me siento mas seguro hablando con el y me siento mejor at dedicarle mas tiempo e ideas a la ciudad". - Miembro de la comunidad 3. Mejorar La coordinacion entre departamentos y Los esfuerzos de participacion La participacion entre departamentos suele percibirse como inconsistente y fragmentada en la comunidad. Mientras que algunos departamentos llevan a cabo un fuerte alcance, otros se comunican de una manera mas transaccional, to que genera confusion y frustracion. Las organizaciones comunitarias tambien reportaron recibir acercamientos de multiples personas o equipos de la Alcaldia sin coordinacion interna, to que en ocasiones llevo a informacion contradictoria o solicitudes superpuestas que hicieron que los contactos se sintieran abrumados. Los miembros de la comunidad recomendaron mejorar la coordinacion interna, crear calendarios compartidos de alcance y una presencia unificada de la ciudad en los eventos para evitar redundancias,fortalecer Las relaciones y hacer que la participacion sea mas efectiva. Fortalezas • Ya existen fuertes relaciones individuates con algunas organizaciones como la Camara de Comercio de Tigard y TTSD. • Eventos recurrentes de la Mesa Redonda Comunitaria para que el personaly las organizaciones comunitarias se reunan y compartan informacion. • El personal reconoce la importancia de una tabor de alcance coordinada. Desafios • La informacion sobre los esfuerzos de alcance y participacion no se comparte de manera constante entre los departamentos. ENVIROISSUES 20 • Las asociaciones con organizaciones comunitarias suelen ser informales y dependen de las relaciones individuates del personal sin que nadie coordine la relacion a un nivel superior para evitar esfuerzos conflictivos o redundantes. Re corn end aciones Para obtener mas informacion sobre el contexto y las observaciones de implementacion de cada recomendacion, consulte el Apendice B:tabla de observaciones para la Implementacion. Recomendacion Representante Cronograma Esfuerzo Impacto del en los personal costos 3.1 Crear una base de datos interna Equipo de Ano 1 Bajo Bajo compartida a corto plaza de Comunicaciones eventos comunitarios patrocinados, administrados y asistidos par la ciudad para resaltar oportunidades de colaboracion entre departamentos. 3.2 Investigar, implementar y Equipo de Ano 2-3 Alto Medio* capacitar al personal en un Comunicaciones,TI sistema de gestion de relaciones con Los clientes(CRM) para realizar un seguimiento de proyectos,eventos y relaciones comunitarias a nivel organizacional y respaldar la participacion coordinada entre los departamentos. 3.3 Empoderar al Comite de Concejo Municipal, Ano 2 Medio Bajo Participacion Comunitaria para Comite de ampliar su funcion y participar Participacion mas activamente en el desarrollo, Comunitaria, la revision y la implementacion de politicas y pautas de participacion. Promover de manera proactiva los programas municipales y fomentar la ENVIROISSUES 21 participacion dentro de sus propias comunidades y redes. 3.4 Fomentar una conexion y Comite de Ano 2-3 Bajo Bajo- colaboracion mas fuertes entre el Participacion Medio* Comite de Participacion Comunitaria, Comite Comunitaria, el Comite Asesor de Asesor de Equidad, Equidad y los Coordinadores de Coordinadores de Participacion Comunitaria para participacion involucrar al Comite de comunitaria Participacion Comunitaria en una gama mas amplia de esfuerzos de participacion y cambios de politicas que estan ocurriendo en toda la ciudad. *Supone la contratacion de un consultor o contratista externo a traves de un proceso de licitacion competitivo para apoyar la implementacion. El impacto en los costos podria ser menor si se realizara "internamente". "Siempre estoy confundido acerca de quien esta dirigiendo que en la ciudad, quien esta organizando y siendo responsable. Parece haber mucha preocupacion sobre que departamento es en realidad el organizador del evento cuando deberia ser presentado por la ciudad en su conjunto. Parece que hay mucha superposicion sobre quien esta a cargo de los eventos, a quien intentan llegar y por que". - Miembro de la comunidad 4. Promover la competencia cultural y la representacion en todas las funciones municipales Los miembros de la comunidad quieren que el personal y el liderazgo municipal comprendan mejor las diversas historias,valores y experiencias de las comunidades de Tigard. Los participantes expresaron su frustraciOn por los estereotipos culturales y la tendencia a tratar a los grupos como si fueran homogeneos. Se considero que desarrollar una verdadera competencia cultural y una alianza a traves de capacitacion, herramientas internas y mejores practicas de servicio era fundamental para mejorar los esfuerzos de participacion y fortalecer las interacciones diarias entre el personal y los residentes. ENVIROISSUES 22 Fortalezas • Algunos departamentos, como la Biblioteca,y muchas personas en toda la ciudad demuestran una fuerte conciencia cultural. • El personal esta abierto a ampliar la competencia cultural como una forma de mejorar la experiencia de servicio al cliente de una gama mas amplia de miembros de la comunidad. • Aumentar la representaciOn entre el personal y los miembros del Consejo que reflejen la diversidad dentro de la comunidad de Tigard. Desafios • Formacion cultural limitada en todos los departamentos. • Las suposiciones o la falta de conocimiento sobre los grupos culturales a veces dan Lugar a malentendidos y oportunidades perdidas. • Se desea una mayor representacion de diversas cultural y origenes en los espacios publicos. • Las brechas en las bases de datos demograficas conducen a una vision incompleta de la diversidad cultural de Tigard. Recomendaciones Para obtener mas informacion sobre el contexto y las observaciones de implementacion de cada recomendacion, consulte el Apendice B:tabla de observaciones para la Implementacion. Recomendacion Representante Cronograma Esfuerzo Impacto del en los personal costos 4.1 Desarrollar guias de referencia cultural Equipo de Ana 1 Medio Bajo en colaboracion con lideres y miembros Comunicaciones, de La comunidad.Apoyar al personal en Comite Asesor de el aprendizaje y la comprension de Los Equidad valores y las historias que influyen en como las diferentes comunidades pueden interactuar con Las agencias gubernamentales. 4.2 Capacitar a todo el personal en Los Recursos Ano 1 Medio Medio* principios fundamentales de servicio al Humanos y cliente, incluida la humildad cultural y Comite Asesor de Las historias y practicas de Los grupos Equidad culturales en Tigard. ENVIROISSUES 23 4.3 Seguir revisando la composicion Recursos Ano 2 Medio Bajo demografica de los puestos Humanos y municipales, incluidos los Consejos y Comite Asesor de comites, publicar los resultados y Equidad fomentar la diversidad de candidatos mediante anuncios en eventos comunitarios y organizaciones culturales. *Supone la contratacion de un consultor o contratista externo a traves de un proceso de licitacion competitivo para apoyar la implementaciOn. El impacto en los costos podria ser menor si se realizara "internamente". "Quiero que la ciudad se exprese mas sobre la lucha contra el odio". - Miembro de la comunidad 5. Priorizar la consolidacion de la comunidad como piedra angular cultural Los residentes quieren que la ciudad amplie las oportunidades para la construccion comunitaria y pertenencia. Eventos como El Tigre Fest y las celebraciones de la Historia Negra fueron elogiados por celebrar la cultura, construir puentes entre las comunidades y dentro de ellas y fomentar la pertenencia. Los participantes solicitaron mas eventos culturalmente significativos, espacios de reunion fisicos como un centro comunitario dedicado,y fondos de subvenciones y apoyo de personal mas accesibles para grupos pequenos o informales para mostrar las practicas culturales. Ellos enfatizaron que las oportunidades constantes y accesibles para la conexion son esenciales para fortalecer el tejido social de Tigard.Aunque eventos como el Mercado Nocturno Los Empresarios y las celebraciones del Mes de la Historia Negra fueron proyectos piloto y es posible que la ciudad no tenga la capacidad de personal necesaria para dirigirlos directamente, su exito al involucrar a multiples comunidades marginadas resalta la necesidad de identificar Was internas o externas para garantizar su continuacion. Fortalezas • Fuerte entusiasmo de La comunidad por mas reuniones. • Eventos exitosos de importancia culturalcomo El Tigre Festyeventos de proyectos piloto como el Mercado Nocturno de Los Empresarios en 2024 y la asociaciOn de eventos del Mes de la Historia Negra con The Practice Facility en 2025. ENVIROISSUES 24 • El evento El Tigre Fest creo conexiones comunitarias que ayudaron a profundizar las relaciones a largo plazo con diversas comunidades y a desarrollar la capacidad de la comunidad para apoyar otros eventos culturales. • El actual programa de subvenciones para eventos comunitarios y servicios sociales muestra el compromiso de apoyar las reuniones comunitarias. Desafios • Falta de espacios o eventos consistentes y accesibles que fomenten la interaccion intercultural. • Capacidad limitada del personal para organizar o ayudar a apoyar eventos centrados en la comunidad. • Puede ser dificil acceder al programa de subvenciones de la ciudad debido a los requisitos de elegibilidad y una ventana de solicitud corta. Recomendaciones Para obtener mas informacion sobre el contexto y las observaciones de implementaciOn de cada recomendacion, consulte el Apendice B:tabla de observaciones para la Implementacion. Recomendacion Representante Cronograma Esfuerzo Observaciones del sobre costos y personal financiacion 5.1 Ampliar los eventos culturalmente Concejo Ano 1 Medio Medio significativos incrementando el Municipaly presupuesto de subvenciones Personal comunitarias,flexibilizando los Municipal requisitos de elegibilidad y haciendo la transicion a un periodo de solicitud continuo. 5.2 Ampliar el programa de voluntariado Equipo de Ano 2 Bajo Bajo de la ciudad para involucrar a los Comunicaciones, miembros de la comunidad en el Comite de apoyo a eventos locales, incluyendo Participacion la asistencia en la planificacion de Comunitaria eventos, la logistica y la tramitacion de solicitudes de subvenciones. ENVIROISSUES 25 5.3 Dedicar espacios para resaltar las Equipo de Ano 1 Bajo Bajo exposiciones culturales en las Comunicaciones instalaciones de la ciudad. 5.4 Asociarse con ciudades o agencias Personal Ano 2 Medio Medio vecinas para organizar eventos Municipal multiculturales regionales y dedicar personal y recursos financieros durante la fase de planificacion. 5.5 Explorar opciones para brindar mas Consejo Ano 1 Bajo-Alto Bajo-Alto espacios para reuniones Municipal, Obras comunitarias, incluidas Publicas, propiedades existentes de la ciudad Finanzas como Fanno Creek House,agregar mas areas sombreadas y protegidas del clima en los parques y construir un centro comunitario dedicado a una programacion comunitaria diversa. 5.6 Ampliar la programacion recreativa, Personal Ano 2 Medio Medio especialmente deportes y Municipal campamentos para familias con ninos, eventos intergeneracionales y eventos de aprendizaje para pequenas empresas en asociacion con la Camara de Comercio de Tigard. 5.7 Contratar a un especialista en Personal Ano 3 Alto Alto eventos para coordinar la Municipal programacion inclusiva y continuar apoyando la construccion de relaciones entre las comunidades y la ciudad a nivel organizacional(si es necesario, en el ano 3). *Supone la contrataciOn de un consultor o contratista externo a traves de un proceso de licitacion competitivo para apoyar la implementaciOn. El impacto en los costos podria ser menor si se reatizara "internamente". ENVIROISSUES 26 "La respuesta simple son las relaciones y las invitaciones personales: conocer a alguien primero, construir relaciones, identificar sus pasiones, necesidades e intereses, y luego invitarlo a algo que este directamente relacionado con sus intereses". - Miembro de la comunidad 6. Aumentar el conocimiento y el acceso a los servicios municipales Muchos residentes dijeron que tienen dificultades para entender los servicios de la ciudad y como acceder a altos. Los participantes solicitaron comunicaciones mas claras y multilingues, narrativas visuales y un mayor alcance comunitario para aumentar el conocimiento general sobre los programas y servicios de la Alcaldia entre las comunidades desatendidas. Hubo un fuerte apoyo para la creaciOn de programas educativos como una Academia Civica y para mejorar las opciones de servicios en vivo centrados en el ser humano, como lineas telefonicas y mostradores de bienvenida para complementar las herramientas digitales. Para ampliar el alcance de la programacion educativa, el personal podria asociarse con organizaciones comunitarias y contactos de confianza para brindar sesiones en eventos o lugares donde la gente ya se reune, en Lugar de limitarlos a propiedades de la ciudad. Fortalezas • Varios departamentos, incluido el Departamento de Policia y Parques y Recreacion, hacen un gran esfuerzo para asistir a eventos comunitarios para aumentar la visibilidad y la comprension de los programas y funciones del departamento. • La Biblioteca es un buen ejemplo de servicios accesibles y visibles mediante la publicidad en Instagram y Facebook, asi como la asociacion activa con TTSD. • El personal esta trabajando para ampliar el alcance de las comunicaciones. Desafios • Desconocimiento generalizado acerca de muchos programas y recursos de la ciudad. • A menudo, la informacion no se traduce ni se comparte a traves de las plataformas preferidas. • La tecnologia es una barrera para la participacion: el sitio web y el sistema telefonico automatizado pueden ser dificiles de navegar. Recomendaciones Para obtener mas informacion sobre el contexto y las observaciones de implementaciOn de cada recomendacion, consulte el Apendice B: tabla de observaciones para la Implementacion. ENVIROISSUES 27 Recomendacion Representante Cronograma Esfuerzo Impacto del en los personal costos 6.1 Publicitar los servicios y recursos de la Equipo de Ano 1 Bajo Bajo ciudad utilizando plataformas y lugares Comunicaciones que las comunidades ya utilizan yen los que se reunen, como WhatsApp,Slack, medios culturales, escuelas, lugares de culto y tiendas culturales. 6.2 Utilizar mas materiales impresos para Representante Ano 1 Bajo Medio publicitar servicios, recursos y eventos, de participacion incluidos los envios de postales,volantes en proyectos y medios de noticias impresos. 6.3 Producir guias y videos multilingiaes que Equipo de Ano 1 Medio Bajo expliquen los servicios, recursos y Comunicaciones departamentos de la ciudad. 6.4 Trabajar con socios comunitarios para Equipo de Ano 2 Medio Medio actualizar y organizar sesiones de Comunicaciones informacion de la Academia CIvica para involucrar a los residentes en Los procesos y operaciones de La ciudad. 6.5 Capacitar a todo el personal en las Todos los Ano 2 Medio Bajo funciones basicas y las preguntas departamentos, frecuentes de los principales Equipo de departamentos para mejorar el servicio capacitacion al cliente al interactuar con los miembros de la comunidad. 6.6 Restablecer un sistema telefonico en vivo Equipo de Ano 2 Medio Medio y crear un mostrador de bienvenida en el Informatica y edificio norte de la Alcaldia para ayudar a Comunicaciones dirigir a las personas que llaman yvisitan a los departamentos y recursos apropiados. ENVIROISSUES 28 6.7 Mejorar la usabilidad y la navegacion del Equipo de Ano 2 Medio Bajo sitio web, asi como destacar los Informatica y materiales traducidos y la funcionalidad Comunicaciones multilingue. 6.8 Contratar un Coordinador de Oficina Recursos Ano 3 Medio Alto dedicado para soporte telefonico en vivo Humanos yen la mesa de bienvenida(si es necesario, en el ano 3). "[La ciudad puede crear mas vinculos] ensenando a la gente otras formas de participar ademas de votar, oportunidades para que la gente aprenda, iincluyendo la alimentacion, el cuidado de los ninos y el transporte! 0 establecer una conexion en lugares que ya visitan, como Iglesias o escuelas. "La gente se siente mas segura en algunas de sus escuelas, por eso sigan colaborando con TTSD para visitar esos espacios". - Miembro de la comunidad 7. Eliminar las barreras estructurales para la participacion inclusiva Los participantes senalaron sistematicamente las barreras estructurales como la falta de servicios de guarderia, recursos en su idioma,transporte y dificultades de horarios que limitan la participacion. Estas barreras afectan de manera desproporcionada a los inmigrantes, las comunidades marginadas, las personas con discapacidades y las familias de bajos ingresos. Los participantes instaron a la ciudad a proporcionar apoyo constante como estipendios, alimentos y cuidado infantil,y a ajustar las polrticas internas para que la participacion inclusiva sea mas facily sostenible en eltiempo. Es importante tener en cuenta que, con frecuencia, proporcionar adaptaciones por si solo no es suficiente para impulsar la participacion. Sin confianza, conciencia y un sentido de relevancia, es menos probable que los miembros de la comunidad se involucren. Los apoyos estructurales deben it acompanados de esfuerzos a largo plazo para construir relaciones autenticas de manera consistente en eltiempo. ENVIROISSUES 29 Fortalezas • Cada vez hay mas personal multilingue y recursos traducidos en toda la ciudad, incluyendo un directorio interno de personal multilingue, una pagina web y un boletin electronico en espanol. • El diferencial salarial por idioms esta disponible para el personal multilingue que utiliza sus habilidades linguisticas para ayudar a la comunidad. • Hay contratos bajo demanda para proveedores de cuidado infantil y de traduccion e interpretacion. • El personal es consciente de la importancia de la accesibilidad. Desafios • Los apoyos como cuidado de ninos y actividades infantiles, estipendios y alimentos se brindan de manera inconsistente. • Todavia se programan muchos eventos de participaciOn, a veces inconvenientes para las familias trabajadoras. • Incluso cuando se proporcionan adaptaciones para aumentar la accesibilidad a los programas y eventos, la participacion a veces sigue siendo baja porque no hay suficiente conciencia o confianza con las comunidades objetivo. Re comendaciones Para obtener mas informacion sobre el contexto y las observaciones de implementacion de cada recomendacion, consulte el Apendice B:tabla de observaciones para La Implementacion. Recomendacion Representante Cronograma Esfuerzo Impacto del en los personal costos 7.1 Publicitar claramente la disponibilidad Todos los Ano 1 Bajo Bajo de servicios de traduccion e departamentos interpretacion en los materiales e instalaciones de la ciudad,y capacitar al personal sobre camo conectarse con el soporte de interpretacion a pedido durante las interacciones con la comunidad. 7.2 Formalizar una politica y estandares de Consejo Ano 2 Medio Medio traduccion/interpretacion,incluyendo Municipal, un presupuesto para los servicios. Comunicaciones, Comite Asesor de Equidad, Comite ENVIROISSUES 30 de Participacion Comunitaria 7.3 Crear una politica de remuneracion Concejo Ano 2 Medio Medio comunitaria y mecanismos operativos Municipal, para pagar a los miembros de la Finanzas, Comite comunidad por involucrarse en Asesor de actividades de participacion,como Equidad,Comite grupos focales y comites. de Participacion Comunitaria 7.4 Continuar contratando mas personal Recursos Ano 2-3 Medio Alto multilingue y de diversos origenes en Humanos,todos todos los departamentos. los departamentos 7.5 Ampliar los contratos de servicio bajo Finanzas Ano 2 Medio Medio demanda para proveedores de interpretacion,traduccion y cuidado infantil. 7.6 Establecer pautas claras de Consejo Ano 1 Medio Bajo accesibilidad y adaptaciones para Municipal, actividades de participacion que Comunicaciones, normalicen el suministro de alimentos, Comite Asesor de cuidado infantil o actividades Equidad, Comite adaptadas a los ninos,estipendios, de Participacion apoyo de transporte, estaciones de Comunitaria carga electrOnica,etc. 7.7 Proporcionar presupuesto pars Finanzas Ano 2 Medio Medio adaptaciones de accesibilidad y simplificar el acceso del personal a Las herramientas de adquisiciones mediante la ampliacion del use de tarjetas de adquisiciones(P-cards) para permitir que el personal proporcione adaptaciones y pagos oportunos a pequenos proveedores. ENVIROISSUES 31 "Los idiomas son importantes. La ciudad deberia considerar la posibilidad de tener auriculares con interpretacion en todas sus reuniones comunitarias y ponerlos a disposicion de otras comunidades para alquilarlos o pedirlos prestados; esto es alga que la biblioteca podria hacer". - Miembro de la comunidad ENVIROISSUES 32 Conclusion Esta evaluacion destaca tanto las fortalezas que Tigard puede aprovechar como las barreras que debe abordar para fomentar una participacion mas equitativa. Los miembros de la comunidad quieren relaciones mas profundas y consistentes con la ciudad, basadas en la confianza, la visibilidad y la toma de decisiones compartida. El personal respaldo esta idea, pidiendo funciones mas claras, mejor coordinacion y una mayor alineacion interna. Las recomendaciones ofrecen un camino practico y basado en valores. Si bien algunas acciones son mas ambiciosas que otras, reflejan las prioridades fundamentales de la comunidad y deberian seguir siendo parte de la planificacion a largo plaza de la ciudad. Cuando se requieran concesiones, sera esencial mantener informados e involucrados a los miembros de la comunidad, compartiendo el contexto detras de las decisiones y continuando con la construccion de confianza a traves de la transparencia. Este no es un esfuerzo de una sofa vez, sino un catalizador para un gobierno mas inclusivo y centrado en la comunidad que se utilizara para complementary reforzar el Plan de Equidad Racial de la Ciudad. Con una responsabilidad compartida y un seguimiento constante,Tigard puede hacer que la participacion equitativa sea un aspecto central de su forma de servir y convertirse en una ciudad donde todos sientan que pertenecen y tienen voz. ENVIROISSUES 33 ......... .m.• im 0 ME= Alt L,..,, • 44• ,: Alinlir,..'' ,-, , , _ •. .I -. ';' jif ' '''- le • „..i. ... ...,. :_ -.....„4 4. ' - t! -..".41!,.., • .,. . ' .. .' , . i ic ilk IL ..- 4.' 4 . 7 Vif . , . . . - -, __.: . '.1.'! ....."'-77' • . t I( •'..4 • - . , - ' g TOW:1,4., r , `...... 4•7::4k:-.!:',:`,...4..:,_ ri• ,•• . 1,.. : -,...... • 'Li-C.-,"'' 1.,',- 9- • . ,, • 43/44 .. , •. 1....4 r , . _ ., ... -,-11..r ''. ',.;;;''''i•-..*:lit_.. 1 . f ..1:2';r.' ill.1 1% ,)•„.4.4,:- —f; • ,,-----,_ ..-,-;* •s•lr •%-•• - -- .. ••,,tb„,,4 1.11111111k-", Pi .7..41"- 4. ...._ __. . . _, • If— : ... __a ,-.- . ---16.... AL:- ,;,-.4,. 'i-..•io - • -:.',.- f.-,Z.f.- .i.,...se.' ..,... I -- ..., . - ;eh' )- t ,.. '-.'..' 111111161r. voilt,aoi.-f ' ,:',. . :....-.:•:111:1.......4v_...„.,7..., vio xf.410.0. as ..--; • ii. 1 41 ..• 1.,1`..,...; Vii10-.1 ... _ ' • 4*. %.....:- '''' :' ..;,:a'g..' 4"I?..... .._ _ 34 ENVIROISSUES Anexo A: sugerencias para representante de relaciones comunitarias La siguiente lista es una combinacion de organizaciones que ayudaron a respaldar la participacion comunitaria directa para la evaluacion de participacion equitativa y/o que fueron senaladas como lideres u organizaciones importantes por los participantes de la comunidad y los representantes de la ciudad. Los representante de relaciones comunitarias sugeridos se basan en conectar a las organizaciones con los directores de departamento que mas se acercan a los objetivos y prioridades de la organizacion y es simplemente un punto de partida.Algunas relaciones ya existen y otras pueden ser conexiones nuevas. Esta no es una lista exhaustiva de organizaciones o relaciones. Se insta a la ciudad a reflexionar sobre estas sugerencias y a hacer crecer la lista con el tiempo. Lideres y grupos comunitarios Representante(s)de Alcalde/Representante relaciones comunitarias del Consejo(para ser completado por el Consejo) Superintendente del Distrito Escolar de Administrador Municipal Tigard Tualatin(TTSD) Departamento de Equidad e Inclusion de Comunicaciones TTSD y Enlaces Estudiantiles Camara de Comercio de Tigard Desarrollo Comunitario, Finanzas,Administrador Municipal Comite de Diversidad y Participacion Comunicaciones, Comunitaria de la Camara de Comercio de Desarrollo Comunitario, Tigard (DCE) Jefe de Policia,Obras Publicas Iglesia Catolica de San Antonio Comunicaciones, Desarrollo Comunitarios ENVIROISSUES 35 Word is Bond Departamento de Policia The Practice Facility Obras Publicas Just Compassion Representante de iniciativas estrategicas, Coordinador del programa para personas sin hogar Asociacion Civica de Summerfield Biblioteca (voluntarios) Muslim Educational Trust Administrador Municipal, Departamento de Policia Servicios de Salud y Humanos y Servicios de Obras Publicas Vivienda del Condado de Washington Contactos con grupos culturales Biblioteca, individuates: Latinos,vietnamitas, persas, Comunicaciones filipinos, hawaianos e islenos del Pacifico. Conexiones regionales de canalizacion de Recursos Humanos, fuerza laboral:Latino Built, Urban League, Biblioteca NAACP, PACCO,WorkSource Oregon, Worksystems,TTSD,Camara de Comercio de Tigard ENVIROISSUES 36 Apendice B: tabla de observaciones para la implementacion La siguiente table incluye el contexto y las observaciones sobre cada recomendacion con base en los comentarios recopilados de la participacion directa de la comunidad y las conversaciones con el personaly los representantes municipales. Nota sobre Las recomendaciones: Estas recomendaciones tienen como objetivo encontrar un equilibrio entre la viabilidad y las prioridades expresadas por los miembros de la comunidad.Algunas son acciones a largo plazo que pueden requerir cambios en las politicas, el presupuesto, los procesos o las funciones actuates de la ciudad para satisfacer mas plenamente las necesidades de la comunidad. Dadas las actuates responsabilidades y limitaciones financieras de la ciudad, una implementacion exitosa requerira que el liderazgo y el Consejo hagan concesiones meditadas y tomen decisiones intencionales sobre donde invertir tiempo y recursos. En algunos casos, es posible que ya se esten aplicando recomendaciones en algunas partes de la ciudad. En esas situaciones, se busca eliminar los silos organizativos y promover practices mas consistentes entre los departamentos. Aunque los temas y recomendaciones estan generalmente organizados por prioridad, comenzando con ideas fundamentales sobre la construcciOn de confianza y responsabilidad, este informe no es una hoja de ruta complete para la implementacion. La ciudad debera determinar que acciones priorizar, como asignar tiempo, recursos y liderazgo en consecuencia,y como se puede poner en practice cada recomendacion. Es importante destacar que la implementacion de iniciativas o cambios importantes debe realizarse con la participacion continua de la comunidad. Estas recomendaciones no pretenden servir como una aprobacion general de las muchas comunidades de Tigard, sino como una continuacion de asociaciones mas profundas y continuas. Tema N.° Recomendacion Contexto adicional y observaciones de implementacion Construir 1.1 Actualizary reafirmar publicamente la • Las comunidades pidieron a la ciudad que exprese su apoyo a las relaciones Declaracion de Compromiso con la Equidad comunidades marginadas y denuncie la discriminacion. autenticas de la Ciudad. • La declaracion debe incluir a todas las comunidades de Tigard y al mismo tiempo reconocer que algunas comunidades enfrentan dificultades y barreras que otras no. ENVIROISSUES 37 Construir 1.2 Asignar al menos un miembro del personal y • Permite la continuidad y las conexiones a largo plazo incluso con relaciones un miembro del Consejo como rotacion de personal y del Consejo. autenticas representantes de relaciones comunitarias • Las reuniones pueden ser puntos de contacto informales para para Los principales grupos comunitarios conocer las prioridades e iniciativas de cada uno y encontrar oportunidades para colaborar o ampliar esfuerzos a to largo del para construir conexiones a nivel tiempo. organizacional. Consultar el Apendice A: • Los representantes de relaciones comunitarias pueden emparejar a sugerencias para representante de los directores de departamento con los coordinadores de relaciones comunitarias. participaciOn comunitaria para aprovechar las conexiones existentes. Los directores deben seguir participando activamente para demostrar compromiso,en Lugar de depender t nicamente de los coordinadores. • Utilizar la base de datos de participaciOn compartida para identificar superposiciones en relaciones/eventos comunitarios prioritarios y ayudar a disenar estrategias y optimizar los puntos de contacto.(Consulte las recomendaciones 3.1 y 3.2). Construir 1.3 Establecer pautas compartidas para la • Una vez que se hayan establecido relaciones basicas,los relaciones construccion de relaciones por parte de los representantes deben asistir regularmente a eventos organizados autenticas representantes, incluyendo la asistencia a 1 por la comunidad para aumentar su visibilidad y fortalecer la confianza. o 2 eventos comunitarios al ano con el • Establecer relaciones solidas puede ayudar a recibir invitaciones a proposito especifico de interactuary eventos comunitarios que,de otro modo, la ciudad no habria conocer a los miembros individuales de la conocido o a los que no habria sido bienvenida. comunidad. • Asistir a eventos liderados por la comunidad permite a las personas interactuar con representantes de la ciudad en espacios que se sienten mas seguros yfamiliares,Lo que genera conexiones mas autenticas. • (Consulte el Apendice I: pautas sobre las relaciones para obtener mas sugerencias sobre como construir relaciones) Construir 1.4 Realizar un seguimiento de las • Establecertemas recurrentes en la agenda de las reuniones de relaciones actualizaciones y los principales puntos de liderazgo y comunicaciones para compartir actualizaciones. autenticas contacto con los grupos comunitarios a • Utilizar un documento o una hoja de calculo compartidos para traves de un sistema centralizado; informar realizar el seguimiento de Los puntos de contacto de interaccion a en las reuniones del Equipo de Liderazgo y ENVIROISSUES 38 del Equipo de Comunicaciones al menos corto plazo y realizar la transicion a un sistema CRM a largo plazo. trimestralmente. (Consulte las recomendaciones 3.1 y 3.2) Construir 1.5 Capacitar a los representante de relaciones • Proporciona un espacio para que los representante de relaciones relaciones comunitarias en la construccion de comunitarias calibren sus expectativas y creen una experiencia autenticas confianza, humildad cultural y la historia de mas consistente en todos los departamentos. las experiencias de las comunidades • Algunos principios fundamentales para construir relaciones de confianza incluyen: marginadas con el gobierno. o La Ciudad tiene la responsabilidad de conectar y construir relaciones con las comunidades. o Las relaciones requieren tiempo y constancia para florecer, a veces durante anos. o Es probable que se encuentre con cierto escepticismo y desconfianza:siga presentandose con una mente abierta. o Mantenga la curiosidad e investigue para comprender las historian y las relaciones pasadas con el gobierno. • Consulte elApendice I para obtener ideas adicionales. Construir 1.6 Contratar a un facilitador comunitario para • Si los sistemas implementados durante los anos 1 y 2 no son relaciones ayudar a brindar apoyo y responsabilidad suficientes para mejorar las relaciones y aumentar la participacion autenticas para la gestion de las relaciones(si es equitativa,un facilitador a tiempo completo puede brindar apoyo adicionaly responsabilidad.Sin embargo, la responsabilidad de las necesario,en el ano 3). relaciones comunitarias debe seguir siendo compartida: ningun rol Calico puede sostener todas las conexiones. Responsabilidad 2.1 Elaborar un plan estrategico de • Este plan debe alinearse con la Promesa Comunitaria de la Ciudad, interna comunicaciOn y participacion municipal que los objetivos del Consejo y el Plan de Equidad Racial. identifique las acciones que guiaran y • Incluir marcos(GARE e IAP2),expectativas,estrategias y metricas apoyaran a la Ciudad para lograr su promesa para guiar una participacion equitativa en toda la organizacion. Aclarar las funciones de todos los grupos y comites que participan comunitaria y las 5 Es mediante una en el establecimiento e implementacion de estrategias de participacion equitativa. participacion. • Trabajar con el personal interno y asesores comunitarios para definir metricas slave cualitativas y cuantitativas(por ejemplo, diversidad de participacion,satisfaccion comunitaria,tasas de ENVIROISSUES 39 seguimiento,tiempos de respuesta del personal,frecuencia del alcance comunitario). • Las metricas pueden complementar los objetivos del Informe Anual para una ciudad equitativa y accesible. • Aclarar las funciones del Comite Asesor de Equidad,el Comite de Participacion Comunitaria,el equipo de comunicaciones, el equipo de liderazgo y los colaboradores individuates en el desarrollo,la revision,la implementacion y la supervision de las estrategias. Fomentar la colaboracion entre grupos. • Aprovechar los nuevos objetivos del Concejo y el Plan Estrategico de la Ciudad: o Objetivos del Consejo 2025-2026: En concreto, la Estrategia 3.4. Proporcionar conexiones comunitarias significativas a traves de programas,eventos y otras oportunidades. o Plan Estrategico 2020-2025: En concreto, la Prioridad Estrategica 1. Establecer el estandar de excelencia en el servicio publico y la experiencia del cliente. Responsabilidad 2.2 Elaborar una guia de eventos/participacion • El personal enfatizo la necesidad de una gula de participacion clara interna como complemento al plan estrategico de y expectativas compartidas para garantizar la coherencia entre los participacion con un inventario flexible de departamentos,de modo que todos los equipos esten alineados y sean responsables,al tiempo que se permite flexibilidad para herramientas para recopilar aportes de la satisfacer las diversas necesidades de la comunidad. comunidad,cerrar ciclos de • Los miembros de la comunidad quieren comprender los resultados retroalimentacion y compartir resultados. de su participaciOn,incluidos los impactos sociales y financieros de los proyectos de la ciudad. • Incluir estrategias para comunicaciones multilingues y culturalmente receptivas. • Este recurso puede crecer y cambiar con el tiempo en respuesta a las necesidades de la comunidad y las estrategias de participacion innovadoras desarrolladas por el personal. • Ejemplo de politica de participaciOn: o Politica de participacion comunitaria equitativa del condado de Washington ENVIROISSUES 40 • Ejemplos de guias/kits de herramientas para la participacion o Kit de herramientas de equidad de Hillsboro(incluyendo la perspective de equidad) o Kit de herramientas para la participacion comunitaria de Oregon Metro o Guia de participacion comunitaria equitativa de ODOT (incluyendo la perspective de equidad) Responsabilidad 2.2 Empoderar al Comite Asesor de Equidad y al • Ejemplos de perspectives de equidad: interna Comite de Participacion Comunitaria para creary aplicar una perspective de equidad o Perspectives de equidad de Oregon utilizada por el en los procesos de toma de decisiones de la Distrito Escolar Tigard Tualatin ciudad,garantizando que la o Hillsboro(consulter arriba) retroalimentacion de la comunidad se o ODOT(consulter arriba) integre en la toma de decisiones. • Caso de use para una perspective de equidad:Determinar donde se destinan los recursos,como donde y cuando se reparan los baches,requiere una perspective de equidad.Garantizar que los servicios se distribuyan de manera equitativa en toda la ciudad debe basarse en una participacion comunitaria regular. Los servicios no solo se basan en las quejas,sino tambien en las relaciones que el personal mantiene con los miembros de la comunidad. La participacion equitativa ayuda a determinar donde y cuando se asignan,planifican,comunican y completan los trabajos y servicios. Responsabilidad 2.4 Proporcionar capacitacion en servicio al • Una comprension mas profunda de las diferentes cultures permite interna cliente centrada en la competencia cultural una mejor experiencia de servicio al cliente y ayuda a reducir los y el conocimiento interdepartamental. para puntos de conflicto y malentendidos entre la ciudad y los miembros de la comunidad. garantizar experiencias de servicio al cliente • Las capacitaciones deben incluir ejemplos del mundo real de como atractivas y positivas. aplicar esta informacion en diferentes situaciones. Responsabilidad 2.5 Incorporar las"5 E"de la promesa • Para definir mejor cada uno de los 5 valores, un consultor externo interna comunitaria de la ciudad en todas las debe realizar encuestas con el personal,el Consejo y la comunidad evaluaciones de desempeno del personal y sobre to que significa cada valor para ellos. Los departamentos ENVIROISSUES 41 como una lente para ayudar a guiar y evaluar identifican luego las acciones que estan dentro de su ambito de Las decisiones del Consejo. competencia y que respaldan las definiciones. • La incorporacion de las 5 E en evaluaciones de 360 grados para todos los niveles de personal responsabiliza a los miembros del equipo de exhibir esas acciones. Esto incluye la via para intensificar las microagresiones y responsabilizar al personal par su comportamiento. • Revise todas las politicas administrativas desde una perspective de equidad. Responsabilidad 2.6 Revisar la politica de redes sociales de la • El personal municipal quiere adoptar una postura publica mas firme interna ciudad para ayudar a mantener un entorno contra los comentarios de odio publicados en las cuentas de redes digital acogedor fortaleciendo la respuesta sociales de la ciudad. de la ciudad al discurso de odio. • Se insta a la ciudad a considerar la expansion de los limites de su autoridad de respuesta,sin dejar de cumplir con la ley. • Ejemplos de politicas o Terminos de use de las redes sociales de Hillsboro o Politica de redes sociales de Tualatin o Politica de redes sociales de Gresham o Politica de redes sociales de la Liga de Ciudades de Oregon Coordinacion de 3.1 Crear una base de datos interna compartida • Establecer un sistema a corto plaza que aun pueda fomentar la departamentos a corto plaza de eventos comunitarios visibilidad y la coordinaciOn entre los esfuerzos de la ciudad sin patrocinados,administrados y asistidos par esperar una implementaciOn complete del CRM (ver recomendacion 3.2). la ciudad para resaltar oportunidades de • Es posible que distintos grupos o departamentos ya cuenten con colaboracion entre departamentos. alguna version de este sistema,en cuyo caso es prioritario que el personal to utilice regularmente en todos los departamentos. • Incluya todos los eventos que el personal municipal y/o los miembros del Consejo organizan, patrocinan o asisten, asi como los puntos de contacto internos y externos,la audiencia a la que se llegara y los resultados deseados para facilitar los esfuerzos coordinados entre los departamentos. ENVIROISSUES 42 • Se recomienda al personal revisar la base de datos durante la planificacion de actividades de participacion,con el fin de identificar otras iniciativas o eventos simultaneos. • Los esfuerzos coordinados dentro de la ciudad pueden ayudar a evitar sobrecargar a los socios y grupos comunitarios con solicitudes redundantes o conflictivas. • La base de datos no esta disenada para realizar seguimiento de comentarios e interacciones con miembros individuates de la comunidad,ya que esto seria una carga pesada para el personal y genera inquietudes en la comunidad sobre la privacidad. Coordinacion de 3.2 Investigar, implementar y capacitar al • Esto puede ser posible dentro del nuevo sistema TYLER. departamentos personal en un sistema de gestion de • Un sistema CRM ofrece una forma mucho mas centralizada, relaciones con los clientes(CRM) para colaborativa y automatizada de gestionar las relaciones con la realizar un seguimiento de proyectos, comunidad y los esfuerzos de participacion. Las hojas de calculo pueden ser utiles a corto plazo, pero son mucho mas estaticas, eventos y relaciones comunitarias a nivel manuales y dificiles de mantener entre equipos. organizacional y respaldar la participacion • Todos los miembros del Consejo,el Equipo de Liderazgo,el coordinada entre los departamentos. personal de comunicacion y participacion y los gerentes de proyectos deben recibir capacitacion sobre la funcionalidad de CRM y se espera que la utilicen. • El CRM no esta disenado para realizar seguimiento de comentarios e interacciones con miembros individuates de la comunidad,ya que esto seria una carga pesada para el personal y genera inquietudes en la comunidad sobre la privacidad. • Caso sobre el use de un sistema CRM:el Tribunal senalo las recientes decisiones sobre la propuesta de control del estacionamiento en el centro de la ciudad yen el Triangulo,que afectaran significativamente alvolumen de multas y a las necesidades de personal. Esto resalta una brecha en la comunicacion interdepartamental. Refuerza La necesidad de contar con sistemas que garanticen que los departamentos esten informados antes de que los cambios se hagan publicos y que los canales de comunicacion en toda la ciudad se fortalezcan y sean mas transparentes. Un sistema CRM puede ayudar a fortalecer las ENVIROISSUES 43 comunicaciones y la coordinacion de la ciudad en relaciOn con cambios como este. Coordinacion de 3.3 Empoderar al Comite de Participacion • Esta es una oportunidad para trabajar directamente con el Comite departamentos Comunitaria para ampliar su funcion y de Participacion Comunitaria para revisar y actualizar las funciones participar mas activamente en el desarrollo, y expectativas del comite detallados en su estatuto. la revision y la implementacion de politicas y • Esto puede requerir aumentar la frecuencia de las reuniones para permitir una participacion mas significativa y acelerar los plazos de pautas de participacion. Promover de desarrollo. manera proactive los programas • Se podria recomendar a los miembros a actuar como facilitadores municipales y fomentar la participacion comunitarios conectandose activamente con sus propias redes y dentro de sus propias comunidades y redes. trabajando a traves de su funciOn en el Comite de ParticipaciOn Comunitaria para resaltary resolver las preguntas de la comunidad. • La remuneracion comunitaria puede ayudar a ampliar las funciones y la participacion de las personas de comunidades marginadas (vease la recomendacion 7.3) Coordinacion de 3.4 Fomentar una conexiOn y colaboraciOn mas • Invitar a los miembros del Comite de Participacion Comunitaria a departamentos fuertes entre el Comite de Participacion los almuerzos y eventos del Comite Asesor de Equidad. Comunitaria,el Comite Asesor de Equidad y • Considerar la posibilidad de que el Comite Asesor de Equidad y los los Coordinadores de ParticipaciOn Coordinadores de ParticipaciOn asistan a las reuniones del Comite de Participacion Comunitaria de forma rotatoria. Comunitaria para involucrar al Comite de • Aclarar los estatutos y las funciones del Comite de Participacion Participacion Comunitaria en una gama mas Comunitaria y el Comite Asesor de Equidad(consulte la amplia de esfuerzos de participacion y recomendacion 3.3). cambios de politicas que estan ocurriendo en toda la ciudad. Competencia 4.1 Desarrollar guias de referencia cultural en • La implementacion debe incluir el diseno conjunto con grupos cultural colaboraciOn con lideres y miembros de la culturales para comprender su historia,prioridades y practicas comunidad.Apoyar al personal en el culturales. aprendizaje y la comprensiOn de los valores • Las guias pueden incluir informacion tan simple como los idiomas preferidos y dias festivos importantes hasta historias complejas y las historias que influyen en como las con agencias gubernamentales. Por ejemplo,es ampliamente ENVIROISSUES 44 diferentes comunidades pueden interactuar conocido que las comunidades negras e indigenes tienen una large con las agencias gubernamentales. historia de maltrato por parte de las agencias del gobierno de Estados Unidos.Sin embargo, los miembros de las comunidades Latina y persa compartieron que los grupos tambien pueden mostrarse escepticos a la hora de colaborar con las agencias gubernamentales de Estados Unidos debido a experiencias pasadas con gobiernos o funcionarios corruptos o autoritarios en sus paises de origen. • Una comprensiOn mas profunda de las diferentes culturas permite mejores experiencias de servicio al cliente y ayuda a reducir Los puntos de conflicto y malentendidos entre la ciudad y los miembros de la comunidad. Competencia 4.2 Capacitar a todo el personal en los • Una comprension mas profunda de las diferentes culturas permite cultural principios fundamentales de servicio al mejores experiencias de servicio al cliente y ayuda a reducir los cliente, incluida la humildad cultural y las puntos de conflicto y malentendidos entre la ciudad y los miembros de la comunidad. historias y practicas de los grupos culturales • Las capacitaciones deben incluir ejemplos del mundo real de como en Tigard. aplicar esta informacion en diferentes situaciones. Competencia 4.3 Seguir revisando la composicion • Esta es una ampliacion de las metricas incluidas en los informes cultural demografica de los puestos municipales, anuales de la ciudad con respecto a los empleados de color. incluidos los Consejos y comites, publicar los resultados y fomentar la diversidad de candidatos mediante anuncios en eventos comunitarios y organizaciones culturales. Construction 5.1 Ampliar los eventos culturalmente • Reducir los requisitos de elegibilidad para las subvenciones a fin de comunitaria significativos incrementando el presupuesto permitir que los representantes individuales de la comunidad o los de subvenciones comunitarias, grupos informales tengan la oportunidad de organizar eventos. flexibilizando los requisitos de elegibilidad y • Cambiar a un ciclo de solicitud continuo para reducir la presion de planificar eventos en enero y permitir una participacion mas haciendo la transition a un periodo de inclusva durante todo el ario. solicitud continuo. • Ofrecer una opcion en la solicitud para que las personas seleccionen si necesitan apoyo financiero,apoyo logistico o ENVIROISSUES 45 ambos. Incluir una opcion de apoyo logistico permitiria a los solicitantes obtener apoyo para aprender los procesos y desarrollar mas capacidad y conocimiento para que los miembros de la comunidad lideren eventos por su cuenta a to largo del tiempo. • Si hay muchas solicitudes de apoyo del personal, la ciudad podria considerar asignar mas tiempo del personal o de los voluntarios para satisfacer una necesidad clara de la comunidad. • Este tipo de esfuerzo tambien podria complementarse con la oportunidad de voluntariado de Tigard para que los miembros de la comunidad con experiencia en la planificaciOn de solicitudes o eventos ofrezcan su tiempo como voluntarios para ayudar a otros en el proceso(consulte las recomendaciones 5.2). Construccion 5.2 Ampliar el programa de voluntariado de la • Hay interes dentro de las comunidades para ofrecerse como comunitaria ciudad para involucrar a los miembros de la voluntarios en apoyo de los programas e iniciativas de la ciudad, comunidad en el apoyo a eventos locales, especialmente entre los miembros de la Asociacion Civica de Summerfield y la Iglesia Catolica de San Antonio. incluyendo la asistencia en la planificacion • Dado que la ciudad se centra en apoyar el desarrollo de de eventos, la logistica y La tramitacion de capacidades impulsadas por la comunidad en Lugar de organizar solicitudes de subvenciones. directamente eventos culturales adicionales, un programa de voluntariado ampliado podria proporcionar apoyo practico a los grupos comunitarios que planean sus propios eventos. Construccion 5.3 Dedicar espacios para resaltar las • Los miembros de la comunidad expresaron su interes en tener comunitaria exposiciones culturales en las instalaciones espacios para compartir practicas culturales en edificios de la ciudad. municipales como la Biblioteca y la Alcaldia. • Podria tratarse de una mesa o una vitrina para exhibir una exposiciOn con motivo de celebraciones como el Nowruz(Ano Nuevo persa)o el Dia de los Muertos. • Esto requeriria crear pautas comunitarias para asegurar que las exhibiciones no sean ofensivas ni discriminatorias. Los ejemplos de political de redes sociales pueden servir como punto de partida (consulte la recomendacion 2.6). • Se podria probar un proyecto piloto con un sistema de inscripcion rotativo liderado por la comunidad,para fomentar una participacion • y exhibiciones mas significativas,ademas de reducir la carga de ENVIROISSUES 46 trabajo del personal. El personal puede realizar una revision final de las exhibiciones para asegurarse de que cumplan con las pautas de la comunidad. Construccion 5.4 Asociarse con ciudades o agencias vecinas • Como la asociacion actual con TTSD para Pride y Juneteenth. comunitaria para organizar eventos multiculturales • AsegUrese de que la contribuciOn de la ciudad tambien incluya un regionales y dedicar personal y recursos apoyo significativo de personal, no solo recursos financieros, para financieros durante la fase de planificacion. que la asociaciOn se sienta genuina. • Los eventos mas amplios pueden brindar oportunidades para que grupos comunitarios mas dispares se reunan en toda la region, como las comunidades negras e indigenas que pueden tener poblaciones mas pequenas dentro de Tigard. • Los eventos conjuntos pueden ayudar a compartir la carga entre las agencias en Lugar de apoyar eventos independientes duplicados. • Las ubicaciones de los eventos podrian rotar para atraer nuevas comunidades a Tigard. • Historicamente,el Festival de Globos contaba con la participaciOn de casi todos los departamentos bajo una carpa municipal compartida de 40 x 60. En los ultimos anos,esto ha cambiado y ahora es un pequeno equipo el que se encarga de la presencia de la ciudad y del Departamento de Policia en el festival. Este es el evento pUblico mas grande en Tigard,y existe el potencial de que regrese como un esfuerzo de participacion de toda la ciudad,con el liderazgo y la presencia del departamento enfocados no solo en repartir volantes,sino en tener conversaciones reales que construyan relaciones identificando las necesidades de la comunidad. Construccion 5.5 Explorer opciones para brindar mas • Hay mucho interes en la comunidad en tener mas espacios para comunitaria espacios para reuniones comunitarias, reuniones comunitarias. Esto podria fomentar un mayor incluidas propiedades existentes de la compromiso y participacion en las actividades y servicios de la ciudad. ciudad como Fanno Creek House, agregar • Los miembros de la comunidad tienen recuerdos positivos de haber mas areas sombreadas y protegidas del podido alquilar Fanno Creek House en el pasado. clima en los parques y construir un centre • Ante la falta de espacios interiores especificos, los miembros de la comunidad solicitaron mas espacios exteriores cubiertos para ENVIROISSUES 47 comunitario dedicado a una programacion celebrar eventos,especialmente durante la larga temporada de comunitaria diversa. lluvias y los calurosos meses de verano. • Contar con un espacio dedicado y acogedor para apoyar la construccion comunitaria, ademas de la Biblioteca,que se pueda utilizar para programas y eventos para jovenes,ancianos, arte y cultura. • Algunos participantes senalaron que el Centro para Personas Mayores esta subutilizado y podria convertirse en un centro comunitario general con mas programacion intergeneracional para conectar a los jovenes,las familias y los ancianos. • Incorporar la participacion de la comunidad en los planes y el diseno de las nuevas instalaciones de Obras Publicas y la Policia que se construiran si se aprueba el bono por parte de los votantes. Construccion 5.6 Ampliar la programacion recreativa, • Considerar realizar una encuesta comunitaria que pregunte que comunitaria especialmente deportes y campamentos tipos de programacion son de mayor interes.Asegurarse de que la para familias con ninos, eventos encuesta se distribuya a diversas poblaciones apoyandose en las relaciones con las organizaciones comunitarias. intergeneracionales y eventos de aprendizaje para pequenas empresas en asociacion con to Camara de Comercio de Tigard. Construccion 5.7 Contratar a un especialista en eventos para • Hay un gran interes tanto de personas como de organizaciones comunitaria coordinar la programacion inclusiva y asociadas en que se realicen mas eventos comunitarios apoyados continuar apoyando la construccion de por la ciudad para crear conexiones. Un especialista en eventos puede mantener relaciones directas entre la ciudad y los grupos relaciones entre las comunidades y la comunitarios, reduciendo la necesidad de subcontratar la ciudad a nivel organizacional(si es coordinacion de eventos. necesario, en el ano 3). • Este tipo de esfuerzo tambien podria complementarse con la oportunidad de voluntariado de Tigard para que los miembros de la comunidad con experiencia en la planificaciOn de solicitudes o eventos ofrezcan su tiempo como voluntarios para ayudar a otros en el proceso. ENVIROISSUES 48 • Esta funciOn requerira tener una conciencia cultural. Las habilidades multilingues saran una gran ventaja. Conocimiento y 6.1 Publicitar los servicios y recursos de la • Las comunidades que estan menos conectadas con la ciudad acceso a los ciudad utilizando plataformas y lugares que tienen menos probabilidades de esforzarse por buscar servicios de servicios las comunidades ya utilizan y en los que se la ciudad o seguir cuentas de redes sociales. Utilizar las relaciones con las organizaciones comunitarias y los contactos para dar a reunen,como WhatsApp,Slack, medios conocer informacion en sus ubicaciones o eventos. culturales, escuelas, lugares de culto y tiendas culturales. Conocimiento y 6.2 Utilizar mas materiales impresos para • Las comunidades que estan menos conectadas con la ciudad son acceso a Los publicitar servicios, recursos y eventos, menos propensas a hacer todo to posible para buscar servicios de servicios incluidos los envios de postales,volantes y la ciudad o seguir cuentas de redes sociales,especialmente personas mayores e inmigrantes. medios de noticias impresos. • Los participantes de la comunidad recomendaron usar mas recursos impresos que pudieran llamar su atenciOn por correo o en la ciudad. Conocimiento y 6.3 Producir guias y videos multilingues que • Aumentar el conocimiento general sobre los servicios y acceso a los expliquen los servicios, recursos y departamentos de la ciudad. servicios departamentos de la ciudad. • Utilizar la narracion de historias para destacar to que hacen los diferentes departamentos. • Publicar guias y videos en un lugar destacado del sitio web de la ciudad y compartirlos a traves de los canales asociados. Conocimiento y 6.4 Trabajar con socios comunitarios para • Muchos miembros de la comunidad estan interesados en participar acceso a Los actualizar y organizar sesiones de mas en las funciones y los procesos de toma de decisiones de la servicios informacion de la Academia Civica para ciudad, pero no saben como ni donde ir. involucrar a los residentes en los procesos y • Asociarse con organizaciones y lideres comunitarios para organizar sesiones de aprendizaje en sus eventos o ubicaciones en Lugar de operaciones de la ciudad. pedirles a los miembros de la comunidad que se inscriban en un programa en la Alcaldia o en una propiedad de la ciudad.Algunos miembros de la comunidad compartieron que inscribirse en academias gestionadas por la ciudad puede parecer una traiciOn para otros miembros de sus comunidades debido a la profunda ENVIROISSUES 49 desconfianza hacia el gobierno, to que hace que sea esencial contar con asociaciones de confianza. Conocimiento y 6.5 Capacitar a todo el personal en las • Los miembros de la comunidad compartieron experiencias sobre acceso a los funciones basicas y las preguntas haber sido transferidos a numerosos departamentos cuando servicios frecuentes de los principales intentaban obtener ayuda o hacer una pregunta, to que les genera frustracion y,en ultima instancia,abandono. departamentos para mejorar el servicio at • Todo el personal debe tener un conocimiento basico de los ctiente al interactuar con los miembros de la principales departamentos de la ciudad y ser capaz de responder comunidad. preguntas comunes o guiar a las personas hacia el recurso adecuado. • Mejorar La experiencia de servicio al cliente evitando redirigir a los miembros de la comunidad sin ofrecer un contexto o soporte utit. Conocimiento y 6.6 Restablecer un sistema telefonico en vivo y • Los participantes solicitaron una experiencia mas acogedora y acceso a los crear un mostrador de bienvenida en el humana. El sistema telefonico es frustrante de navegar y las personas comentaron que no estaban seguras de donde acudir servicios edificio norte de la Alcaldia para ayudar a para hacer preguntas generates o recibir ayuda en la Alcaldia. dirigir a las personas que llaman y visitan a • Considerar una rotacion de personal para estos puestos a fin de no los departamentos y recursos apropiados. sobrecargar a las personas.Esto tambien proporcionaria a mas personal una experiencia mas amplia en cuestiones o inquietudes de la comunidad. Conocimiento y 6.7 Mejorar la usabilidad y la navegacion del • Averiguar que recursos son de mayor interes para las personas acceso a los sitio web,asi como destacar los materiales mediante una combinacion de datos de usuarios y encuestas,y servicios traducidos y la funcionalidad multilingue. destacar esa informacion de manera mas prominente en la pagina de inicio del sitio web. • Considerar formas de simplificar el sitio web. Conocimiento y 6.8 Contratar un Coordinador de Oficina • Si la rotaciOn de funciones no es suficiente,considere un puesto acceso a los dedicado para soporte telefonico en vivo y dedicado. servicios en la mesa de bienvenida(si es necesario, en el ano 3). Eliminar las 7.1 Publicitar claramente la disponibilidad de • El 18%de los residentes de Tigard incluidos en el censo de 2020 barreras servicios de traduccion e interpretacion en informan que hablan idiomas distintos del ingles en casa. Los los materiales e instalaciones de la ciudad,y participantes en este informe de participacion manifestaron un bajo ENVIROISSUES 50 capacitar al personal sobre cOmo nivel de conocimiento sobre los servicios de traduccion e conectarse con el soporte de interpretacion interpretacion que ofrece la ciudad. a pedido durante las interacciones con la • Utilizer pegatinas o volantes en las oficinas municipales e incluir comunidad. informacion destacada en materiales impresos y digitales que anuncien la disponibilidad de servicios de interpretacion. • Capacitar a todo el personal para que el proceso de use de un servicio de interpretaciOn sea fluido y no una carga excesiva para ninguna de las partes. La ciudad cuenta con un servicio de traduccion existente a traves de Proprio,pero este claro que hay distintos grados de conocimiento sobre comp utilizar el servicio entre el personal. • Actualizar y distribuir tarjetas de presentacion de recursos linguisticos que todo el personal pueda llevar y consulter facilmente. Eliminar Las 7.2 Formalizer una politica y estandares de • Fomentar el cambio de la prestaciOn de servicios de traduccion e barreras traduccion/interpretacion,incluyendo un interpretacion reactivos a proactivos basados en las necesidades presupuesto para los servicios. de las comunidades de Tigard. • Esta es una oportunidad para cocrear con organizaciones comunitarias con experiencia en la gestion de brechas de acceso linguistico. • See cautelosos al utilizar datos del censo u otras fuentes para decidir que apoyo linguistico se necesita,ya que estas fuentes suelen subestimar o ignorar por completo a algunos grupos. Asegurese de que las politicas y pautas puedan ser flexibles para que las personas puedan seguir recibiendo la ayuda que necesitan, incluso si los datos no to muestran. • Ejemplos: o Politica de acceso linguistico de Beaverton o Politica de asistencia linguistica del condado de Washington o Guia de servicios de acceso linguistico del ODHS ENVIROISSUES 51 Eliminar las 7.3 Crear una politica de remuneracion • Muchos miembros de la comunidad no pueden participar debido a barreras comunitaria y mecanismos operativos para costos como eltransporte,el cuidado de los Winos o la perdida de pagar a los miembros de la comunidad por salarios. Ofrecer una remuneracion elimina estas barreras y hace que sea mas factible que participe una gama mas amplia de involucrarse en actividades de participacion, personas. como grupos focales y comites. • Ejemplos de politicas: o Politica de estipendios para la participacion comunitaria de Hillsboro o Politica de estipendios del Grupo Asesor de Hillsboro o Politica de remuneracion para la participacion equitativa de ODOT o Guia de Remuneracion Comunitaria de la Oficina de Equidad del Estado de Washington Eliminar las 7.4 Continuar contratando mas personal • Los miembros de la comunidad compartieron historias positivas barreras multilingue y de diversos origenes en todos sobre poder conversar con personal que hablaba su idioma preferido y tenia antecedentes similares.Siempre que sea posible, los departamentos. esta es una forma mas agradable y,a menudo, mas eficiente de interactuar que utilizar un servicio de interpretaciOn. • Contratar mas personal multilingue distribuye la carga de manera mas equitativa en toda la ciudad. Eliminar las 7.5 Ampliar los contratos de servicio bajo • Mas proveedores aprobados pueden ayudar a aumentar la barreras demanda para proveedores de disponibilidad. interpretacion,traduccion y cuidado infantil. • Muchos empleados no conocen esta opciOn e incluso para aquellos que la conocen,la contrataciOn y las adquisiciones pueden resultar confusas y parecer inaccesibles. Las politicas deben ser to mas flexibles posible y el personal debe recibir capacitacion sobre el proceso para utilizarlas. Eliminar las 7.6 Establecer pautas claras de accesibilidad y • No todas las adaptaciones seran necesarias para cada actividad de barreras adaptaciones para actividades de participacion, pero el personal debe conocer las diversas opciones participacion que normalicen el suministro y ser capaz de identificar las necesidades de grupos y comunidades particulares. de alimentos,cuidado infantil o actividades adaptadas a los Winos,estipendios, apoyo • Esto puede ser parte de las politicas y guias de participacion establecidas(consulte la recomendacion 2.2). ENVIROISSUES 52 de transporte,estaciones de carga electronica,etc. ELiminar las 7.7 Proporcionar presupuesto para • Los miembros de la comunidad y el personal compartieron historias barreras adaptaciones de accesibilidad y simplificar sobre to dificil que es comprar y recibir el pago por servicios para el acceso del personal a las herramientas apoyar actividades y eventos de participacion,como el servicio de comidas y los honorarios de los oradores. de adquisiciones mediante la ampliacion del • Permitir un uso mas amplio de las tarjetas P(P-cards)elimina la uso de tarjetas de adquisiciones(P-cards) necesidad de pedir facturas a pequenos negocios o de pasar por un para permitir que el personal proporcione proceso de adquisiciOn largo, to cual suele ser una carga adaptaciones y pagos oportunos a pequenos innecesaria y retrasa los pagos por semanas o mas. proveedores. ENVIROISSUES 53 Apendice C: resumenes de temas clave por grupo Resumen del debate en la comunidad hispanohablante Interaccion de la comunidad con la ciudad Los participantes interactuan con la ciudad a traves de parques (Cook Park, Universal Plaza), Facebook, el periodico TigardLife, eventos de la ciudad y servicios publicos (facturas de agua, impuestos).Algunos han asistido a reuniones anteriores relacionadas con la inmigracion con los Mares de la ciudad. Muchos se sienten desconectados debido a experiencias negativas pasadas con los proyectos de la ciudad. ,Representa la ciudad las necesidades de la comunidad? Muchos consideran que hay poca conexion entre la ciudad y las comunidades latinas e hispanas y que se necesita un mayor compromiso con estas comunidades. Existe el deseo de mas actividades culturales y actividades para familias y ninos, incluidos programas deportivos. Construyendo confianza con la comunidad La confianza se puede construir a traves de la accion, una mayor presencia del alcalde y los funcionarios de la ciudad en eventos comunitarios,y la creacion de un centro comunitario. Los participantes enfatizaron la diversidad de orIgenes dentro de la comunidad Latina (no solo mexicana, sino tambien boliviana, peruana, salvadorena, chilena, etc.), e instaron a la Ciudad a reconocer y relacionarse con todos los grupos. Se necesita mas informacion en espanol. Barreras para la participacion Los desafios clave incluyen barreras linguisticas, desinformacion,falta de conexion con el liderazgo de la ciudad y la percepcion de que la ciudad solo se relaciona con altos por impuestos y tarifas y no esta interesada en establecer conexiones comunitarias.Algunos se sienten ignorados y desinformados sobre los programas y recursos de la ciudad. 4Que ayudaria? Los participantes sugirieron aumentar el acceso a materiales traducidos e interpretes, un boletin mensual en espanol, una Linea telefonica para comunidades diversas con un operador en vivo, mas deportes juveniles y becas,y un mayor alcance a traves de volantes en lugares donde la gente • ya se esta reuniendo, como escuelas y tiendas culturales. Los participantes tambien compartieron la importancia de tener un centro comunitario para que las personas puedan reunirse y celebrar en persona en un lugar dedicado como Fanno Creek House o una nueva ubicacion.Ampliar las funciones de la ciudad en el apoyo a eventos culturales y recursos empresariales, como los talleres de Los Empresarios,tambien ayudaria a construir confianza y fomentar la participacion. ENVIROISSUES 54 Resumen del debate interseccional entre usuarios de la biblioteca Interaccion de la comunidad con la ciudadLa biblioteca es un importante punto de acceso a servicios comunitarios, que incluyen ayuda con los impuestos, recursos de salud mentaly Libros. El personal de la biblioteca es elogiado por su paciencia, apoyo linguistico (incluido el personal que habla espanol)y asistencia a familias e individuos con discapacidades. Otros puntos de interaccion comunes incluyen parques (Cook Park, parques infantiles), Facebook, llamadas telefonicas y eventos de la ciudad como el encendido del arbol de Navidad y El Tigre Fest. Sin embargo, el sitio web de la ciudad es difIcil de navegar, to que dificulta encontrar recursos. zRepresenta la ciudad las necesidades de la comunidad? Si bien la mayoria del personal municipal es servicial y paciente, algunos miembros de la comunidad se sienten excluidos o prejuzgados, especialmente los inmigrantes y las personas con discapacidades. Muchas comunidades inmigrantes tienen bajas expectativas respecto de los lideres debido a experiencias pasadas y se sienten desconectadas de quienes toman las decisiones. Aquellos que no visitan con frecuencia la biblioteca o las escuelas tienen dificultades para encontrar recursos de la ciudad. Construyendo confianza con la comunidad Hay una falta de visibilidad por parte de los lideres de la ciudad,y muchos residentes no conocen al alcalde ni a los miembros del Consejo. Los participantes sugieren que los lideres deberian asistir a mas eventos comunitarios, hablar publicamente contra la discriminacion y construir relaciones con las comunidades marginadas.Tambien recomiendan programas de educacion multicultural para ayudar a los funcionarios de la ciudad y a los residentes a aprender sobre diferentes culturas e historias mas ally de los estereotipos de los medios. Barreras para la participacion Los desafios incluyen barreras linguisticas,falta de informacion clara sobre la funcion y los recursos de la Alcaldia y un entorno gubernamental intimidante. Muchos no asisten a las reuniones del Concejo Municipal porque no entienden su proposito. Otros consideran que los sistemas de participaciOn de la ciudad son impersonates y complicados, to que dificulta la navegacion de los recursos. La preocupacion por la falta de vivienda cerca de espacios urbanos tambien afecta la sensacion de seguridad. LQue ayudaria? Los participantes sugieren aumentar la visibilidad de los lideres, ampliar el acceso a idiomas, brindar asistencia telefonica en vivo y tener un mostrador de bienvenida en la Alcaldia para guiar a los visitantes. La ciudad tambien deberia publicitar programas en lugares de reunion slave y centros culturales (por ejemplo, iglesias, supermercados culturales, escuelas)y ampliar las ENVIROISSUES 55 conexiones de salud mental. Espacios mas interactivos, como clubes de lectura, eventos culturales, arte publico e iniciativas de bienestar comunitario,fortalecer an la participacion. ENVIROISSUES 56 Resumen del debate sobre la comunidad persa Interaccion de la comunidad con la ciudadLa mayoria de los participantes no han estado en la Alcaldia y tienen poca o ninguna interaccion con los funcionarios municipales.Algunos han enfrentado desafios con costosas facturas de servicios publicos, quejas sin resolver (senderos inundados, ruido excesivo, baches en varias calles)y dificultades para navegar por los canales de comunicacion de la ciudad. Existe cierta desconfianza general hacia el gobierno basada en las experiencias de los paises de origen de los participantes, to que dificulta la participacion. La presencia tanto de la Alcaldia como de la comisaria en el mismo Lugar incomoda a algunos miembros de la comunidad. zRepresenta la ciudad las necesidades de la comunidad? Muchos consideran que la ciudad no interactua activamente con su comunidad y no muestra mucho interes en sus preocupaciones. Hay una falta de eventos culturales en Tigard,y los participantes a menudo se enteran de actividades en ciudades vecinas pero no a nivel local. La comunidad tambien siente que cuando han protestado o planteado preocupaciones sobre diversos temas como los derechos de las mujeres en Iran, la ciudad no se ha acercado para comprender o ayudar a amplificar el mensaje. Construyendo confianza con la comunidad Los participantes creen que la confianza se puede construir mediante una comunicacion mas directa, el compromiso personal de los Mares de la ciudad, incluido el alcalde,y el reconocimiento de los eventos culturales. Esperan que la ciudad reconozca las celebraciones de eventos culturales importantes como el Nowruz, el Ano Nuevo persa, como se hace en las ciudades vecinas. Barreras para la participacion Los principales desafios incluyen la falta de comunicacion, la dificultad para navegar por el sistema telefonico automatizado y el sitio web, las barreras del idioma, las diferencias culturales y la incertidumbre sobre si se abordaran las inquietudes. La comunidad necesita materiales traducidos al farsi y formas mas accesibles de conectarse con el personal municipal. .Que ayudaria? Los participantes recomendaron aumentar la presencia de la Ciudad en las redes sociales mediante publicaciones cruzadas con otras cuentas locales, ofreciendo actualizaciones simples por mensaje de texto sobre eventos y recursos,y proporcionando mas materiales informativos en la Alcaldia. Participacion visible de los Mares de la ciudad en eventos comunitarios,traduciendo materiales alfarsi. Reconocer las celebraciones culturales persas, abordar las preocupaciones ENVIROISSUES 57 sobre infraestructura y mejorar la capacidad de respuesta del servicio al cliente respaldaran aun mas la participacion equitativa. ENVIROISSUES 58 Resumen de las entrevistas con los miembros de la comunidad negra en el mercado y fiesta de celebracion del Mes de la Historia Afroamericana Interaccion de la comunidad con la ciudad Los participantes se involucran a traves del trabajo, las escuelas, los eventos, los parques, los negocios y las redes sociales, mientras que algunos se sienten desconectados y desconocen las oportunidades. Los eventos de la ciudad, como el encendido del arbol de Navidad y el mercado de agricultores, son populares, pero el sitio web de la ciudad y los esfuerzos de divulgacion necesitan mejoras. zRepresenta la ciudad las necesidades de la comunidad? Las opiniones fueron variadas: algunos sentian que la ciudad esta haciendo esfuerzos para apoyar a diversos grupos, mientras que otros se sentian excluidos, particularmente los inmigrantes y las personas de color. Muchos nunca se enteran de eventos como este,y algunos se sienten no representados en el liderazgo y la toma de decisiones. Se plantearon preocupaciones sobre el racismo y la falta de inclusion en los programas de la ciudad. Construyendo confianza con la comunidad Los participantes quieren una mayor presencia de la ciudad en eventos comunitarios, liderazgo diverso y programas culturalmente especificos. Se sugirieron reuniones regulares, una mejor promocion de eventos y acercamientos mas efectivos para fomentar la participacion.Tambien se enfatizo el aumento de la seguridad, la transparencia y los esfuerzos de policia comunitaria. Barreras para la participacion Los desafios incluyen barreras linguisticas, preocupaciones de seguridad,falta de conciencia, procesos inaccesibles de la Alcaldia y horarios laborales.Algunos consideran que los sistemas de La ciudad son complicados e impersonates, mientras que otros tienen dificultades para saber a quien contactar. LQue ayudaria? Eventos comunitarios mas diversos, mejor comunicacion, alcance multilingue y un liderazgo visible mejorarian la participacion.Tambien se recomendaron horarios ampliados de eventos, soporte telefonico en vivo y conexiones mas solidas con empresas locales y grupos culturales. Proximos pasos y recomendaciones: La ciudad deberia mejorar la labor de alcance,fortalecer la inclusion, aumentar la transparencia y hacer que los recursos sean mas accesibles Fortalecer la confianza, la seguridad y la participacion directa con los residentes ayudara a construir una comunidad mas conectada. ENVIROISSUES 59 ENVIROISSUES 60 Resumen de las entrevistas con personas sin hogar en Just Compassion Interaccion de la comunidad con la ciudad Muchos participantes utilizan regularmente la biblioteca, los parques locales y los senderos. Los sitios de servicios sociales como Just Compassion son puntos de conexion importantes,y el boca a boca es una forma comun de conocer los recursos.Varios informaron tener poca o ninguna interaccion con la ciudad, a menudo debido a que eran nuevos en el area, carecian de informaciOn o tenian que lidiar con necesidades de supervivencia diaria. Se observaron interacciones positivas basadas en la compasion y el respeto con el personal individual de los parques y los oficiales de policia. IRepresenta la ciudad las necesidades de la comunidad? Las experiencias son variadas.Algunos consideran que la ciudad ha proporcionado recursos valiosos, particularmente en torno a servicios para personas sin hogar, apoyando refugios como Just Compassion. Otros consideran que la ciudad lucha por representar a las comunidades mas vulnerables. La navegacion por los sistemas de la ciudad es dificil,y la sensacion de estar siendo transferido entre agencias o miembros del personal fue un tema recurrente. Construyendo confianza con la comunidad La confianza es mas fuerte cuando los servicios han sido consistentes y respetuosos. Las sugerencias incluyeron tener informaciOn clara y precisa sobre la disponibilidad del servicio, dar aviso previo cuando los programas cambian y garantizar que el personal este capacitado para tratar a las personas con dignidad. Las interacciones cara a cara y los enfoques culturalmente sensibles se consideraron los mas eficaces. Barreras para la participacion Los participantes mencionaron numerosas barreras, como la falta de informaciOn sobre los recursos disponibles, la dificultad para usar herramientas digitales, el acceso al idioma, la confusion al navegar por los sistemas de la ciudad y el acceso limitado al transporte. Los problemas de salud mental, el estigma, el orgullo y el miedo a ser juzgado tambien impiden que algunos participen.Algunos compartieron que experiencias pasadas con la burocracia, la discriminacion o el sentirse estereotipados los hicieron dudar en buscar ayuda o participar en las actividades de la ciudad. zQue ayudaria? Los miembros de la comunidad recomendaron volantes impresos,tableros de anuncios publicos y un alcance directo en refugios y bibliotecas. Existe interes en contar con servicios mas centralizados para reducir los viajes y la confusion y fomentar formas para que personas de diferentes origenes interactuen y construyan un sentido de comunidad mas fuerte a traves de ENVIROISSUES 61 programas de voluntariado y eventos comunitarios. Los participantes enfatizaron la necesidad de espacios publicos seguros, servicios de salud mental y participacion visible del liderazgo. Las sugerencias tambien incluyeron ofrecer letreros de "bienvenida a personas sin hogar"y coordinar servicios de manera que se minimicen barreras como el transporte o el acceso a la tecnologia. Resumen de las entrevistas con la comunidad hispanohablante y vietnamita en el evento Construyendo Puentes de la Iglesia Catolica de San Antonio Interaccion de la comunidad con la ciudad Los participantes tuvieron diferentes niveles de interacciOn con la ciudad. Si bien muchos viven, trabajan o practican su religion en Tigard, muchos han tenido poca interaccion directa con altos. La mayoria de las experiencias llegaron a traves de canales indirectos como las redes sociales y los boletines informativos, o a traves de lideres comunitarios como Danny(Ministerio de Justicia Social en St.Anthony's), quienes ayudan a organizar eventos y compartir informaciOn.Algunos jovenes se habian conectado a traves del Consejo de la Juventud, pero la mayoria sentia que las oportunidades de participacion mas amplia eran limitadas. LRepresenta la ciudad las necesidades de la comunidad? Las perspectivas fueron variadas.Algunas personas reconocieron esfuerzos positivos, como el alcance a traves del Consejo Juvenil y el mantenimiento de los espacios publicos limpios. Otros senalaron la falta de recursos y comprensiOn cultural, especialmente en las comunidades hispanas y vietnamitas. Mientras que algunos yen un mayor alcance, otros consideran que se podria hacer mas para involucrar a los grupos subrepresentados. Construyendo confianza con la comunidad Los participantes enfatizaron que la confianza comienza con la visibilidad y la consistencia. Quieren que los lideres de la ciudad acudan a espacios comunitarios como iglesias, escuelas y eventos, no solo para compartir informacion, sino para escuchar y participar cara a cara. Los lideres no necesitan tener todas las respuestas; estar presentes y comprometidos es de gran ayuda. Para muchos, los eventos comunitarios como el Foro de Justicia de Vivienda organizado por St.Anthony's son las unicas oportunidades de conectarse con el personal municipal. La confianza tambien depende de informacion clara y accesible, especialmente sobre seguridad y vivienda. Barreras para la participacion Las diferencias linguisticas y culturales, las limitaciones de tiempo y el acceso limitado a la informacion son desafios slave. Muchos no saben que oportunidades existen ni como participar. Algunos dijeron que la ciudad podria compartir informacion sobre los proyectos de manera mas efectiva y que los desafios de trafico o transito dificultan la participacion.Tambien existe una ENVIROISSUES 62 percepcion mas amplia de que la comunicacion y los recursos de la ciudad son inconsistentes y dificiles de gestionar. zQue ayudaria? Los participantes solicitaron alcances mas culturalmente relevantes, como la promocion de eventos y recursos en espacios comunitarios como iglesias, escuelas y supermercados,y el use de formatos que no dependan unicamente del acceso digital. Sugirieron ampliar las oportunidades de voluntariado, especialmente en asociacion con iglesias.Tambien enfatizaron la importancia de contar con recursos multilingues, la comunicacion presencial y los esfuerzos liderados por la ciudad para fomentar el sentido de pertenencia a traves de eventos que reunen a diversas comunidades. Los conectores de confianza, como Danny,fueron vistos como vinculos criticos para generar conciencia y participacion. Resumen de las entrevistas con la comunidad asiatica en la velada de diversidad en la galeria Jeffery Allen 4Como interactuan actualmente las personas con la ciudad? Los participantes interactuan con la ciudad de diversas maneras, incluso a traves de la Camara de Comercio de Tigard, parques, eventos comunitarios y redes sociales. Muchos acceden a los servicios de la ciudad para obtener licencias comerciales, programas para jovenes y parques infantiles. Otros participan en eventos de networking, actividades al aire Libre o eventos civicos como EL Tigre Fest. Algunos senalaron una interaccion limitada o nula, particularmente entre los inquilinos o aquellos que no estan familiarizados con los programas de la ciudad. ,La ciudad entiende y representa las necesidades de la comunidad? Las respuestas fueron variadas.Algunos participantes elogiaron los esfuerzos de la ciudad en materia de seguridad, espacios familiares e inversiones en carreteras. Otros consideraron que la ciudad no comprende ni representa completamente sus necesidades, especialmente en cuanto a la visibilidad cultural, el acceso al idioma y la inclusion. Varios mencionaron a la Camara como un fuerte defensor, pero senalaron que la ciudad podria hacer mas por los grupos marginados o menos vocales. (,Como podria la ciudad construir mas confianza? Los participantes enfatizaron la necesidad de una mayor transparencia, especialmente en to relacionado con el presupuesto y la toma de decisiones. Las sugerencias incluyeron dar a conocer como se utilizan los fondos, asistir a eventos comunitarios y buscar activamente la opinion de grupos subrepresentados.Algunos pidieron que los lideres estuvieran presentes de manera constante, participaran en conversaciones cara a cara y apoyaran visiblemente a las comunidades culturales. ENVIROISSUES 63 Barreras para la participacion Las principales barreras incluyen la falta de informaciOn accesible, el tiempo limitado y la logistica poco clara de las reuniones. Las preocupaciones comunes fueron las brechas en el acceso al idioma y la comunicacion, en particular en los metodos y la frecuencia del alcance. Algunos participantes describieron sentirse excluidos o desconocer los servicios que ofrece la ciudad, mientras que otros mencionaron el desapego politico, eltemor al rechazo o problemas de accesibilidad fisica. LQue ayudaria a las personas a involucrarse mas? Las sugerencias incluyeron aumentar los eventos sociales o comunitarios, una comunicacion mas clara (correos electronicos,volantes, senalizacion multilingue), mas alcance digital y subvenciones para pequenas empresas sin locales comerciales. Los participantes tambien recomendaron mejores instalaciones en los parques, una mayor representacion culturaly una programacion mas inclusiva, especialmente para familias,jovenes y personas que no hablan ingles. Resumen del debate comunitario para personas mayores Interaccion de la comunidad con la ciudad Los residentes de Summerfield interactuan con la ciudad principalmente a traves de parques y recreacion (senderos para caminar, senderos, Cook Park), la biblioteca, el centro para personas mayores, el boletin electronico de la ciudad y TigardLife.Algunos se conectan con el personal de primera Linea municipal que trabaja en parques o mantenimiento de calles mediante correo electronico o telefono y reportan experiencias mayoritariamente positivas.Algunos han participado en la Academia de Policia Comunitaria y siguen las actualizaciones del Consejo a traves de un enlace de Summerfield que asiste a las reuniones. ,Representa la ciudad las necesidades de la comunidad? Las opiniones fueron variadas. Las personas mayores de Summerfield se sienten bien atendidas en terminos de seguridad e infraestructura y aprecian la visibilidad de la policia en los eventos. Sin embargo, algunos participantes senalaron una falta de celebraciones y actividades culturales para las comunidades no blancas y preocupaciones sobre la planificacion a largo plazo del trafico y el desarrollo excesivo. La ciudad deberia apropiarse mas del centro para personas mayores y ofrecer servicios mas amplios, como recursos de salud y aprendizaje permanente, como los centros de Sherwood y Tualatin. ENVIROISSUES 64 Construyendo confianza con la comunidad La confianza puede mejorarse mediante una mayor transparencia en la planificacion, el presupuesto y los contratos de la ciudad. Los participantes pidieron una mejor coordinacion entre los departamentos y los socios de las agencias (por ejemplo, las ciudades vecinas) para tener un plan integral para el desarrollo regional a largo plaza y medidas de bonos. Piden a los lideres de la ciudad que"vayan donde esta la gente"y destaquen y celebren las diversas culturas de Tigard. Considerar un mayor alcance por parte de los departamentos de planificacion y reforzar una cultura de servicio. Barreras para la participacion Las principales barreras incluyen la falta de transporte accesible (especialmente por la noche), la falta de familiaridad con la Alcaldia y su ubicacion,y el servicio irregular de autobuses. Los participantes tambien compartieron que las personas podrian asociar al gobierno con experiencias negativas pasadas o solo con la necesidad de ponerse en contacto con un problema o una queja. LQue ayudaria? Los participantes sugieren dar a conocer mas informacion de la ciudad en los medios impresos, eventos comunitarios y presentaciones de alcance en Summerfield y el Centro para Personas Mayores. La ciudad puede desempenar una funcion en la conexion de diferentes comunidades y fomentar un mayor sentido de pertenencia. Elias sugieren facilitar mas oportunidades de voluntariado para personas mayores para que se involucren mas, asi como la creacion de un centro comunitario compartido e inclusivo para todos los grupos de edad. Otras recomendaciones incluyen enfatizar la capacitacion sobre la experiencia del consumidor para el personal municipal, mejorar el transporte publico, crear experiencias mas acogedoras en la Alcaldia (por ejemplo, recepcionistas,ferias de servicios, mesas de recursos), informes mas claros sobre coma se gastan los fondos publicos y los bonos pasados,y mas comunicacion durante los proyectos, no solo al principio. ENVIROISSUES 65 Apendice D: materiales para entrevistas y grupos focales comunitarios Descripcion general del grupo focal de participacion comunitaria en Tigard Agenda Tiempo(2 Actividad horas) 30 minutos Obtener comida y acomodacion 10 minutos Presentaciones 10 minutos Antecedentes del proyecto 60 minutos Debates 10 minutos Proximos pasos y cierre Acuerdos comunitarios • Respetar a cada persona orador. • Evitar interrumpir o hablar mientras otra persona esta hablando. • Mantenerse enfocado en las preguntas planteadas. Proposito y metas del proyecto • Construir y fortalecer relaciones entre la Ciudad de Tigard y los lideres, organizaciones y miembros de la comunidad. • Aprenda como a las personas les gusta interactuar con la Ciudad de Tigard y cuales son algunas de las barreras que se interponen en el camino. zA que nos referimos con "participacion"? Participacion se refiere a cualquier forma en que usted interactua con la Ciudad de Tigard. Por ejemplo: • Como obtener informacion relacionada con la ciudad (sitio web, redes sociales, correo electronico, etc.). • Asistir a eventos o reuniones municipales. • Interactuar con el personal municipal, el alcalde o los concejales municipales. • Visitar parques o propiedades municipales. • Solicitar o pagar permisos o servicios municipales, como servicios publicos. • iY mas! ENVIROISSUES 66 Preguntas para debates en grupos focales o entrevistas 1. ,Como interactua actualmente con la ciudad? 2. Considera que la ciudad entiende y representa las necesidades de su comunidad? e:,Por que si o por que no? 3. cComo podria la ciudad construir mas confianza con su comunidad? 4. ,Que cosas podrian dificultarle interactuar mas con la ciudad? 5. e:,Que le ayudaria a interactuar mas con la ciudad? Preguntas para la evaluacion en grupos focales o entrevistas Acerca del grupo focal 1. ,Se sintio bienvenido y comodo durante esta participaciOn?(Seleccione uno) ❑Si ❑No ❑No estoy seguro 2. e:,Considera que este fue un buen use de su tiempo?(Seleccione uno) ❑Si ❑No ❑No estoy seguro 3. e:,Considera que sus respuestas y opiniones fueron escuchadas?(Seleccione uno) ❑Si ❑No ❑No estoy seguro 4. Hay algo mas que le gustaria compartir con el equipo del proyecto? Preguntas demograficas(opcional) 5. ,Cual es su raza u origen etnico? (seleccione todas las opciones que correspondan) ❑Negro o afroamericano ❑Indigena (especifique): ❑Africano (especifique): ❑Oriente Medio (especifique): ENVIROISSUES 67 ❑Asiatico o asiatico-americano ❑Blanco (especifique): ❑Hispano o latino/a (especifique): ❑Otra raza u origen etnico (especifique): 6. e:,Cual es su genero? (seleccione la opcion que mejor le describa) ❑Mujer Hombre ❑No binario ❑Prefiere describirse a si mismo (especifique): 7. e:,Cuantos anos tiene? (Seleccione uno) ❑Menores de 18 018 a 24 anos 1125 a 34 anos 035 a 44 anos anos ❑45 a 54 anos 055 a 64 anos 065 a 74 anos 11175 anos o mas 8. ,Cual es su idioma preferido para comunicarse? (seleccione todas las opciones que correspondan) ❑Ingles ❑Espanol ❑Vietnamita ❑Farsi ❑Arabe ❑Mandarin ❑Otro idioma (especifique): 9. ,Cual es su situacion actual de vivienda? ❑Alquilo ❑Soy propietario ❑Vivo con otras personas temporalmente ❑No tengo vivienda ❑Otra situacion (especifique): 10. i,Con que frecuencia se preocupa por la situacion de su vivienda?(Seleccione uno) ❑Nunca ❑Raramente ❑A veces ❑Frecuentemente ❑Siempre 11. ,Con que frecuencia se preocupa por poder acceder y obtener alimentos nutritivos? (Seleccione uno) ❑Nunca ❑Raramente ❑A veces ❑Frecuentemente ❑Siempre 12. e,Con que frecuencia se preocupa por su situacion financiera? (Seleccione uno) ❑Nunca ❑Raramente ❑A veces ❑Frecuentemente ❑Siempre ENVIROISSUES 68 Apendice E: marco de la Alianza Gubernamental para la Equidad Racial (GARE) El marco de participacion de la Alianza Gubernamental para la Equidad Racial describe tos pasos hacia una participacion comunitaria equitativa. La guia de planificacion de comunicaciones esta disenada para ayudar a las agencias gubernamentales a crear estrategias equitativas. k0 • Identify desired results • Do the desired resuuts include the needs and goals of marginalized communities?Why or why not? 1110 ti • Analyze available data,identify new data needed • What does the data say or not say about neededs?(Disaggregated by race,income,ability,etc.What information is missing? kig N • Community engagement • How will marginalized communities be engaged meaningfully?What is the approach? i • Identify strategies for racial equity and equitable customer service • Who benefits/is burdened?What are the stragtegies and alternatives 4 proposed by marginalized communities 40 'N • Implement plan • How is the implemention plan informed by marginalized communities and are they aware of critical milestones and timelines? / 1 • Communicate results and close accountability loop 6 •What is the feedback loop for transparency and accountability? Fuente: https://www.racialequityalliance.org/home ENVIROISSUES 69 Apendice F: marco de la Asociacion Internacional de Participacion Publica (IAP2) La mision de la AsociaciOn Internacional de ParticipaciOn Publica (IAP2) es promover y fortalecer la participacion publica y comunitaria a nivel global mediante iniciativas especificas que se guian por estandares de practica culturalmente adaptativos y valores fundamentales. El espectro de participacion publica que se muestra a continuacion fue disenado para ayudar con la seleccion del nivel de participacion que define la funcion del publico en cualquier proceso de participacion publica. El espectro nos recuerda que aquellos que se yen afectados por una decision tienen derecho a participar en el proceso de toma de decisiones. INCREASING IMPACT ON THE DECISION INFORM CONSULT INVOLVE COLLABORATE EMPOWER To provide the public To obtain public To work directly with To partner with the To place final derision with balanced and feedback on analysis, the public throughout public in each aspect making in the hands of objective information alternatives and/or the process to ensure of the decision the ptblic. to assist them in decisions. that public concerns including the understanding the and aspirations are development of problem,alternatives, consistently alternatives and the opportunities and/or understood and identification of the solutions. considered. preferred solution. We will keep you We will keep you We will work with you We will look to you for We will implement informed. informed,listen to and to ensure that your advice and innovation what you decide. acknowledge concerns concerns and in formulating and aspirations,and aspirations are solutions and provide feedback on directly reflected in incorporate your how public input the alternatives advice and influenced the developed and provide recommendations into decision. feedback on how the decisions to the public input influenced maximum extent the decision. possible. C.V'.tM1it'rd �.=..W.!il .'.t,'rr•r..1'i" ,1 Fuente: https://www.iap2.org/page/SpectrumEvolution ENVIROISSUES 70 Apendice G: Ia promesa de Ia comunidad de Tigard, las 5 E EQUITY ENGAGEMENT ATA WE will ensure just and fair WE will involve all inclusion where all can voices in our community COMMUNITY participate,prosper,and while building trusting reach their full potential. relationships. PROMISE ENVIRONMENT . i EXCELLENCE The lens through which WE will embrace sustainability NW WE will set high we will evaluate and to improve our natural standards and strive implement all our actions. resources and the livability of to exceed community our community. expectations. el ECONOMY WE will be responsible stewards of the community's financial resources entrusted to us. Fuente: https://www.tigard-or.gov/home ENVIROISSUES 71 Apendice H: demografia y tendencias de la comunidad de Tigard Raza y etnia La Tabla 1 destaca las distribuciones raciales y etnicas dentro del area del proyecto y el condado de Washington. La figura 3 ilustra la distribucion geografica de las personas de color, definidas como individuos que se identificaron como una raza distinta a la blanca unicamente o como hispanos o latinos. La labia 2 ilustra el cambio poblacional en diferentes grupos raciales y etnicos entre 2010 y 2020. Observaciones clave • Tigard refleja muchas tendencias demograficas del condado de Washington, pero tiene un porcentaje ligeramente mayor de residentes blancos y una pobtacion Latina o hispana mas pequena. • Los residentes que se identifican como latinos o hispanos forman el grupo racial o etnico mas grande despues de los residentes blancos. • El area del proyecto y el condado de Washington tienen una notable poblacion asiatica, que comprende el seis y el siete por ciento, respectivamente. • La poblaciOn de Tigard se esta volviendo mas diversa, con un numero creciente de grupos latinos e hispanos, negros, asiaticos y multirraciales, mientras que el porcentaje de residentes blancos esta disminuyendo. • Los datos de inscripcion escolar sugieren que las comunidades cercanas son aim mas diversas de to que indican los datos del Censo, con porcentajes mas altos de estudiantes latinos e hispanos y nativos de Hawai u otras islas del Pacifico. Las diferencias entre los datos del Censo y los del distrito escolar sobre raza y etnia pueden deberse a factores como los estudiantes de fuera del distrito o el enfoque en los ninos en edad escolar en las cifras de inscripcion. Los datos escolares pueden ofrecer una vision mas matizada de la diversidad de la comunidad, especialmente para los grupos que tienen menos probabilidades de responder al Censo. El use conjunto de los datos del censo y de las escuelas proporciona un panorama mas completo de los miembros de la comunidad que pueden verse afectados por el proyecto. Tabla 1. Raza y etnia. Raza/Etnia Tigard(%) Condado de Distrito Washington(%) escolar de ENVIROISSUES 72 Tigard-Tualatin (%) Latino o hispano(de cualquier raza) 14 18 29 Blanco 67 61 52 Negro o afroamericano 2 2 2 Indio americano y Nativo de Alaska <1 <1 <1 Asiatic° 9 11 5 Nativo de Hawai y otras islas del Pacifico 1 1 3 Otras razas 1 1 - Dos o mas razas 6 6 - Nota:Es posible que los numeros no sumen el total debido al redondeo. La poblacion hispana puede ser de cualquier raza. Fuentes:American Community Survey(ACS)2018-2022, Tigard-Tualatin SD District Profile (Oregon Department of Education,2022-23). Figura 3. Indicador de personas de color(datos del grupo de bloques comparados con percentiles estatales). ENVIROISSUES 73 N F , r 1. . Map Contents ^n ,� - ii / O2018-2022 ACS(Blockgro... ®© . _ — airy,d Pct.People of Color Population \ l ill>78 100 b r ,>49-78 V ,>27.8-49 i >11.8-27.8 c LI0-118 Fuentes: American Community Survey(ACS)2018-2022, EPA El Screen. Tabla 2. La poblacion cambia entre los diferentes grupos raciales y etnicos dentro de Tigard. 2010 2020 Crecimiento de La poblacion Poblacion por raza # %del total # %del total 0/0 Poblacion total 48035 100 54539 100 14 Hispano o Latino 6106 13 7442 14 22 Solo Blanco 35460 74 36699 67 3 Solo Negro 0 772 2 1080 2 40 Afroamericano Solo Indio 251 1 196 <1 -22 Americano y nativo de Alaska Solo Asiatico 3416 7 4822 9 41 ENVIROISSUES 74 Solo nativo de Hawai 411 1 537 1 31 y otras islas del Pacifico Solo otra raza 79 <1 278 1 252 Dos o mas razas 1540 3 3485 6 126 Nota:La referencia a "Otra raza"incluye cualquier respuesta no cubierta por las categorias "blanco", "negro o afroamericano", "indio americano o nativo de Alaska", "asiatico"o "nativo de Hawai u otras islas del Pacifico". Esta categoria tambien incluye a los encuestados que se identificaron como multirraciales, mixtos, interraciales o como parte de un grupo hispano, latino o espanol(por ejemplo:mexicano,puertorriqueno, cubano o espanol)en respuesta a la pregunta sobre la raza. Fuentes:American Community Survey(ACS)2006-2010, U.S. 2020 Decennial Census. Idiomas Los datos sobre el idioma en Tigard destacan la diversidad linguistica de la comunidad,ya que casi el 20 por ciento de los residentes hablan un idioma distinto al ingles en casa.Si bien el ingles es el idioma predominante, el espanol es el idioma hablado con mayor frecuencia fuera del ingles (Tabla 3). Porcentajes mas pequenos de residentes hablan otras lenguas indoeuropeas, asiaticas, insulares del Pacifico y eslavas, to que refleja la composicion multicultural de Tigard, aunque estas comunidades son mas pequenas que en la region en general. Ademas, el 22 por ciento de los estudiantes en el Distrito Escolar de Tigard-Tualatin son o han sido estudiantes del idioma ingles. La figura 6 muestra espacialmente la distribucion de los hogares con un numero limitado de hablantes de ingles. Tabla 3. idioma que se habla en casa Poblacion por idioma hablado en casa Tigard(%) Condado de Diferencia(%) (personas de 5 anos en adelante) Washington (%) Ingles 82 75 7 Espanol 7 12 -5 ENVIROISSUES 75 Frances, Haitiano o Cajun 1 <1 0 Aleman u otro idioma germanico occidental <1 <1 0 Ruso, Polaco u otro idioma eslavo 1 1 0 Otro idioma indoeuropeo 2 3 -1 Coreano <1 1 <1 Chino(incluido mandarin,cantones) 1 1 0 Vietnamita 1 1 0 Tagalo(incluido el filipino) 1 1 0 Otros idiomas asiaticos y de las islas del 2 3 -1 Pacifico Arabe 1 1 <1 Otros idiomas e idiomas no especificados <1 1 <1 Total de idiomas diferentes al ingles 18 25 -7 Nota:Es posible que los numeros no sumen el total debido al redondeo. Fuentes:American Community Survey(ACS)2018-2022. Figura 5. Indicador de habla inglesa limitada dentro del area del proyecto. ENVIROISSUES 76 Ti rd ga Map Contents - ,( ocioeconomic Indicators 0® Limited English Speaking(State Percentiles) 95-100 percentile 90-95 percentile Kola I 80-90 percentile 50-80 percentile Less than 50 percentile Data not available Fuentes:American Community Survey(ACS)2018-2022. Edad La poblaciOn de Tigard tiende a ser de mayor edad, con un mayor porcentaje de adultos en edad laboral y personas mayores en comparacion con el condado de Washington (Tabla 3). Esto sugiere una fuerte demografia en edad laboral, to que podria respaldar la productividad economica. Sin embargo, la menor proporcion de jovenes menores de 18 anos puede indicar una demografia familiar mas pequena o tasas de natalidad mas bajas. Tabla 3. Distribucion por edades. Edad Tigard(%) Condado de Diferencia Washington (%) (%) De 1 a 4 anos 6 5 1 De 1 a 18 anos 20 22 -2 A partir de los 18 arias 80 78 2 A partir de los 65 anos 17 14 3 ENVIROISSUES 77 Nota:Es posible que los numeros no sumen el total debido al redondeo. Fuentes: US Census Bureau, American Community Survey(ACS)2018-2022. Nivel de estudios Aproximadamente el 20 por ciento de los residentes en el area del proyecto tienen un diploma de escuela secundaria o menos, to que es ligeramente inferior al nUmero del 24 por ciento del condado de Washington.Tigard tambien tiene un porcentaje ligeramente mayor de residentes con educacion universitaria o mas. Ingreso El ingreso per capita en el area del proyecto es de aproximadamente $49,807, ligeramente superior a los$49,553 del condado de Washington.Ademas, el 31 por ciento de los estudiantes del Distrito Escolar Tigard-Tualatin califican para recibir almuerzos gratuitos o a precio reducido, to que indica una proporcion considerable de hogares con dificultades economicas. La figura 7 ilustra la distribucion de los hogares de bajos ingresos por btoque censal. Figura 7. Indicador de bajos ingresos en el area del proyecto. Tigard Map Contents ^n @Socioeconomic Indicators p►i_y Low Income(State Percentiles) lb 95-100 percentile irmq 90-95 percentile 80-90 percentile SO-80 percentile Less than 50 percentile „ Data not available Fuentes:American Community Survey(ACS)2018-2022. ENVIROISSUES 78 Personas con discapacidad Las proporciones mas altas de personas con discapacidad se concentran en las partes sur y este de Tigard (Figura 8). Figura 8. Personas con discapacidad en el area del proyecto. L Tigard Map Contents A a E ctpersons with Oisabililties ❑►t3 CDPersons with Disabililties .95- 100 percentile • 11 90-95 percentile 80-90 percentile 50-80 percentile O rh Less than 50 percentile No Data Fuentes:American Community Survey(ACS)2018-2022. Acceso a internet La Figura 9 destaca los grupos de bloques censales con mayores proporciones de hogares sin acceso a Internet de banda ancha, enfatizando nuevamente las areas en las partes sury este de Tigard. Figura 9. Hogares con acceso limitado a internet en el area del proyecto. ENVIROISSUES 79 I E, L Tigard Map Contents n^^ „4(()Broadband Gaps CE!3 u Vouseholds with Limited Broadband III95-100 percentile $ IP ■90-95 percentile r9 80-90 percentile • } 50-80 percentile L1 Less than 50 percentile No Data Fuentes:American Community Survey(ACS)2018-2022. Conclusiones clave y recomendaciones • Raza y etnia. La creciente diversidad racial y etnica de Tigard,en particular la creciente poblacion Latina e hispana, negra, asiatica y multirracial, destaca la necesidad de estrategias de participation culturalmente relevantes. Es crucial construir confianza y fomentar relaciones con estas comunidades a traves de esfuerzos de divulgaciOn especIficos, como asociarse con organizaciones locales que representan a comunidades de color.Ademas, abordar las barreras historicas para la participacion de los grupos subrepresentados contribuira a garantizar una participacion equitativa. • Idioma. Dado que casi el 20 por ciento de los residentes hablan un idioma distinto del ingles en casa, especialmente espanol, ofrecer materiales y oportunidades de participacion en varios idiomas sera fundamental. Esto deberia incluir servicios de traducciOn,facilitadores bilingues en los eventos e informacion accesible tanto en formato digital como impreso. Debe darse prioridad al espanol, pero tambien deben supervisarse otras necesidades linguisticas, especialmente en barrios concretos. • Edad. La tendencia hacia una poblacion mayor en edad taboret y de edad avanzada indica la necesidad de estrategias de participacion que tengan en cuenta la edad. Si bien el alcance digital puede ser adecuado para los residentes jOvenes y de mediana edad, otros metodos convencionales, como llamadas telefonicas, materiales enviados por correo o eventos presenciales, pueden ser necesarios para las personas mayores que podrian tener un use limitado de internet. La creation de programas intergeneracionales u oportunidades para que los residentes mas jovenes y mayores colaboren en cuestiones comunitarias podria fomentar mejores relaciones. • Education. La variation en el nivel educativo sugiere que la comunicacion debe ser clara y accesible para todos, evitando un lenguaje excesivamente tecnico.tecnico. Incorporar ayudas visuales, infografias y contenido en video puede hacer que la informaciOn sea mas ENVIROISSUES 80 comprensible para audiencias diversas, asegurando que los miembros de la comunidad con distintos niveles educativos puedan participar plenamente. • Ingresos. La presencia de poblaciones economicamente desfavorecidas resalta la importancia de reducir las barreras relacionadas con los costos para la participacion. Los eventos gratuitos, los estipendios para asistir a reuniones o el suministro de alimentos, cuidado de ninos y apoyo para el transporte podrian aumentar la participacion de los hogares de bajos ingresos.Tambien deben tenerse en cuenta las cuestiones relativas a la brecha digital,garantizando el acceso a metodos de participacion tanto en formatos digitales como presenciales. • Personas con discapacidad. Las altas proporciones de personas con discapacidad en algunas areas resaltan la necesidad de practicas de participacion accesibles. Esto incluye asegurar que los espacios fisicos para reuniones cumplan con la ADA, ofrecer materiales en formatos accesibles(por ejemplo, tetra grande, braille, archivos PDF compatibles con lectores de pantalla)y proporcionar interpretes de lenguaje de senas u otra asistencia segun sea necesario. • Acceso a internet. Los datos muestran que algunas areas de Tigard tienen acceso limitado a Internet de banda ancha. Para llegar a estas comunidades, sera esencial ofrecer formas alternativas de comunicacion, como boletines informativos enviados por correo o eventos temporales en persona.Si bien la participacion en Linea puede ser una herramienta valiosa, no debe ser el unico canal utilizado. ENVIROISSUES 81 Anexo I: construir relaciones autenticas Para construir relaciones efectivas con los miembros de la comunidad, concentrese en comprender sus necesidades, comunicarse con claridad y respeto y participar activamente en las actividades comunitarias. Construir confianza,fomentar la colaboracion y demostrar un compromiso genuino tambien son cruciales para nutrir relaciones solidas y duraderas.A continuacion, se muestra un enfoque mas detallado: 1. Comprender las necesidades e intereses de la comunidad • Escucha activa: participar en conversaciones y escuche activamente a los miembros de la comunidad para comprender sus perspectivas, necesidades e inquietudes. • Comentarios de la comunidad: utilizar encuestas,formularios de comentarios y foros comunitarios para recopilar informaciOn sobre to que mas les importa. • Adaptacion de las actividades:alinear sus acciones e iniciativas con las prioridades y los valores de la comunidad. 2. Fomentar la comunicacion abierta • Comunicacion clara ytransparente: compartir informacion sobre sus objetivos, actividades y procesos de toma de decisiones de forma clara y comprensible. • Dialogo bidireccional:fomentar la comunicacion abierta y la retroalimentaciOn de los miembros de la comunidad, creando un espacio para el dialogo y la colaboracion. • Actualizaciones periodicas: mantener informados a los miembros de la comunidad sobre los proyectos e iniciativas en curso, demostrando su compromiso ytransparencia. 3. Participar en actividades significativas • Asistir a eventos,festivales y reuniones locales para mostrar su apoyo y establecer conexiones con miembros de la comunidad. • Dedicar tiempo alvoluntariado en proyectos o iniciativas comunitarias que se alineen con sus valores e intereses. • Apoyar a las empresas locales: patrocinar las empresas locales y contribuir al bienestar economico de la comunidad. 4. Construir confianza y respeto • Confiabilidad y consistencia: cumplir con los compromisos y demostrar confiabilidad en las interacciones. • Respetar los limites: tener en cuenta los limites y sensibilidades de los miembros de la comunidad y tratar a todos con respeto. • Agradecimiento a las contribuciones: reconocer y apreciar las contribuciones de los miembros de la comunidad,fomentando un sentido de pertenencia yvalor. ENVIROISSUES 82 5. Fomentar la colaboracion y las asociaciones • Identificar objetivos compartidos:trabajar con los miembros de la comunidad para identificar metas comunes y trabajar en colaboracion para alcanzarlos. • Aprovechar las fortalezas: identificar las fortalezas y los recursos unicos tanto de su organizacion como de la comunidad,y aprovecharlos para beneficio mutuo. • Construir asociaciones:fomentar asociaciones solidas con lideres comunitarios, organizaciones e individuos para crear una red de apoyo y colaboracion. 6. Promover la inclusion y la diversidad • Actitud acogedora: crear un ambiente acogedor e inclusivo para todos los miembros de la comunidad, independientemente de su origen o identidad. • Atender las necesidades:tener en cuenta las diversas necesidades de la comunidad y esforzarse por abordarlas en las iniciativas. • Celebrar la diversidad: reconocer y celebrar la diversidad de la comunidad,fomentando un sentido de unidad y pertenencia. ENVIROISSUES 83 Tigard Equitable Engagement Summary July 22, 2025 Presented by Envirolssues 464:. - 'M • A i �p "10 N _, , , , I r Background Et = : f Context } .... .. 2. __ ... ... ,.. ,„... , „I, • ,,,„, ..- ... All , . s 2 Background ► 2021 -2022: Public Safety Advisory Board ► 2023-2024: Community Navigator Ad Hoc Committee ► 2024-2025: Equitable Engagement Assessment Fundamental Question : How can the City of Tigard foster equitable engagement practices that build trust, deepen relationships, and dismantle barriers to participation across all communities? What the Report Is ► A collection of recommendations and ideas that reflect community priorities and some staff insights on current equitable engagement practices ► A starting point and guide for deeper, strategic discussions, prioritization, and actions by the Council and staff ► A catalyst for shared responsibility and deeper partnerships with historically marginalized communities What the Report is Not ► Not a strategic plan, action plan, or implementation plan ► Not a fixed list of actions to be followed without adaptation Not comprehensive of all possible voices or solutions nor a blanket approval from all communities ► Not a substitute for ongoing community engagement ► Not a guarantee of immediate change Of Ellav 4 y 1 p s'lf�rc'• y • i :01...1- i d T .016 „•ram a 1Alk I::y�� .i' 1 -- .• Mike— & � � f I .. Overall (4:__ _,. ,.... #1,, ,It':.--,,.. ,..---.. t Assessment ,,, , i \ , 1\ . `` ...,, .. , k...... _ ....1.0i . \,..:,.. .... it I `N r A .r J/ Overall Assessment ► Communities want to engage and build their relationship with the City ► The answers are in the room - now it's about collaborating and building consistency ► Build relationships with trusted community leaders and organizations and go to where communities are already gathering ► Start with internal systems Should Tigard create a new Community Navigator position? ► Not right now... Focus on strengthening community relationships and internal systems first ► Everyone has a role to play in equitable engagement ► Avoid setting up the position for burnout and tokenizing ► Reassess need in 2028-2029 , i. i.. -"'',...„ 1 1 P i ' 1 ....c. ....i 0111 ��. _ a a . , •. -. , ._, it.„ ..„1, 44‘ a.,„.:4. .. 111 ' . IP % r • .. e14. .. (I, 'r 1 • .f ? ._ .` " . Who We Heard i}# From „,. - ,.i, ,. ., il � . 1 4' .k .3k ,V411.4'' , . rall i - Al } a/RS^r 10 Who We Heard From ► Community leaders and members, Committee for Community Engagement (CCE), Council, various Tigard staff ► 48 external and internal stakeholder interviews ► 92 community participants at four focus groups Et intercept surveys at four community events ► Many intersectional identities: Parents Families Youth Seniors Black Latine Vietnamese Iranian Filipino Japanese Indigenous Muslim Immigrants Business owners Unhoused Community Participant Snapshot O 34% • BIPOC • Another • Felt 65% language welcomed • White • English 100% and heard ► 62% women, 38% men, 1 % non-binary ► 31 % renters, 19% experiencing houselessness ► 35% worry about their financial situation always or often, 34% sometimes, 31 % rarely or never rH 1� Ti®xN PWIrc Library I' 1*� r 11 ♦ ' I , ..., ' „ad• rl ENCtiE i.1BR „ _. ' 1 UF .NT - 7. i n-. MAEN . / • t. c . emu: 4. 1 / a gratis: _ © _ n :. qi ,. Recommendations -IY -V* I brri. e19�= ; _ . IL lO011l'„ )1, 1.3. per: f i y 13 Where to Start - Four Priority Actions Build Relationships • Continue building authentic relationships by designating staff and council as Relationship Leads and agree on shared guidelines Work Strategically • Create a City Communications &t Engagement Strategic Plan including frameworks, roles, and connections to the Five Es Track and Share Your Progress • Set up a shared, internal database or customer relationship management (CRM) software Train Your Team • Train all staff in fundamental customer service principles including cultural competency and the basic functions of each City department Tigard 's Community Promise, The 5 Es NAB, EQUITY ENGAGEMENT WE will ensure just and fair WE will involve all inclusion where all can voices in our community COMMUNITY participate, prosper, and while building trusting reach their full potential. relationships. PROMISE ENVIRONMENTC) f EXCELLENCE The lens through which WE will embrace sustainability WE will set high we will evaluate and to improve our natural standards and strive implement all our actions. resources and the livability of to exceed community our community. expectations. 0 ECONOMY WE will be responsible stewards of the community's financial resources entrusted to us. Theme 1 : Build Authentic Relationships ► Community members want to build relationships with City leaders ► Recommendation highlights: ► Assign Council/staff Relationship Leads ► Go to where community is already gathering ► Share regular updates on how relationships are evolving Theme 2 : Internal Accountability ► Internal appetite for a shared vision and guidelines for engagement ► Recommendation highlights: ► Create Engagement Strategic Plan, toolkit, and equity lens ► Clarify roles for all groups and committees involved in setting and implementing engagement strategies ► Incorporate the 5 Es to help keep staff and Council accountable Theme 3 : Department Coordination ► Community members and staff would like to have more consistent and coordinated engagement ► Recommendation highlights: ► Create a shared database or CRM system for visibility and coordinated engagement ► Get Committee for Community Engagement (CCE) and Equity Advisory Committee (EAC) more involved to help connect the threads and support outreach efforts Theme 4: Cultural Competency ► Connect with communities at a deeper level by understanding their histories, values, and experiences ► Recommendation highlights: ► Develop cultural reference guides ► Train all staff in cultural competency Theme 5 : Community- Building ► Community appetite for events and programming to celebrate and bring communities together ► Recommendation highlights: ► Support capacity building within the community by making grants and logistical support more accessible ► Dedicated spaces for community programming and gatherings ► Tap into community volunteerism 20 Theme 6 : Awareness Et Access ► Community members are eager to learn more about City resources and programs ► Recommendation highlights: ► Use the channels people already use (WhatsApp, schools, places of worship) ► Train staff on major department functions, "No wrong door" ► Live phone operator and welcome desk Theme 7: Remove Barriers ► Help reduce the burden for community to participate and engage with the City ► Recommendation highlights: ► Publicize translation and interpretation services ► Create and train staff on clear accessibility guidelines and policies ► Streamline contracting and payment protocols for staff provide accommodations Where to Start - Four Priority Actions Build Relationships • Continue building authentic relationships by designating staff and council as Relationship Leads and agree on shared guidelines Work Strategically • Create a City Communications Et Engagement Strategic Plan including frameworks, roles, and connections to the Five Es Track and Share Your Progress • Set up a shared, internal database or customer relationship management (CRM) software Train Your Team • Train all staff in fundamental customer service principles including cultural competency and the basic functions of each City department Request for Council ► Empower the City Manager to move forward with conversations about how to operationalize recommendations, starting with the four priority actions. ► Connect, Contribute, Celebrate! 1 P:, . : ..t. '..,..f. ,1 . raw Pil 111151r 2- 0 ,y.. itanip / •''.. f44°' 14 ,/ lit ilidi- Questions fit '= 0 - 36 ' _._ . Discussion . , iri4 ti a r, - -- 25