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Home My WebLink AboutCity Council Packet - 08/26/2025 • CITY Business Meeting ■ ` Tigard AGENDA TIGARD CITY COUNCIL& LOCAL CONTRACT REVIEW BOARD MEETING DATE AND TIME: AUGUST 26, 2025 - 6:30 p.m. Business Meeting MEETING LOCATION: Hybrid - City of Tigard -Town Hall - 13125 SW Hall Blvd., Tigard, OR 97223 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: August 26, 2025 Council Meeting (https://www.tigard-or.gov/Home/Components/Calendar/Event/9931/372). Upon request, the City will endeavor to arrange for the following services: • Qualified sign language interpreters for persons with speech or hearing impairments; and • Qualified bilingual interpreters. Since these services must be scheduled with outside service providers, it is important to allow as much lead time as possible. Please notify the City of your need by 5:00 p.m. on the Thursday preceding the meeting by 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. • CITY Of Tigard Business Meeting Tugard AGENDA TIGARD CITY COUNCIL& LOCAL CONTRACT REVIEW BOARD MEETING DATE AND TIME: AUGUST 26, 2025 - 6:30 p.m. Business Meeting MEETING LOCATION: Hybrid - City of Tigard -Town Hall - 13125 SW Hall Blvd., Tigard, OR 97223 6:30 PM 1. BUSINESS MEETING A. Call to Order B. Roll Call C. Pledge of Allegiance D. Call to Council and Staff for Non-Agenda Items 2. PUBLIC COMMENT A. Public Comment—Written B. Public Comment— In Person C. Public Comment— Phone-In D. Public Comment—Video 3. CITY MANAGER REPORT 6:35 p.m. estimated time 4. 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.6:45 p.m. estimated time A. NON-DESTRUCTIVE WATER MAIN CONDITION ASSESSMENT AND LEAK DETECTION CONTRACT B. TIGARD PUBLIC LIBRARY HVAC UPGRADE PROJECT - INSTALLATION AND CONTROLS CONTRACT C. TIGARD STREET (FANNO CREEK) BRIDGE REPLACEMENT DESIGN SERVICES CONTRACT AMENDMENT • 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. S. UPDATE FROM WASHINGTON COUNTY SHERIFF MASSEY 6:50 p.m. estimated time 6. HOUSELESSNESS UPDATE 7:05 p.m. estimated time 7. UPDATE ON BUILDING A BETTER TIGARD PROJECT 7:15 p.m. estimated time 8. ECONOMIC DEVELOPMENT STRATEGIC PLAN 8:15 p.m. estimated time 9. CITY OFFICER REVIEW SCHEDULE 8:35 p.m. estimated time 10. REVIEW OF THE PROPOSED QUESTIONNAIRE FOR CITY OFFICER EVALUATIONS 8:55 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 9:15 p.m. estimated time SUPPLEMENTAL PACKET FOR (DATE OF MEETING) p TIGARD Written Public Comment for the August 26, 2025 Tigard City Council meeting Name: Topic: 1. Beverly Burke Increased noise from vehicles 2. Jenny Lopez Food Cart Regulations Lindsay Bartholomew From: City of Tigard, OR <webteam@tigard-or.gov> Sent: Monday, August 18, 2025 10:36 AM To: Carol Krager; Lindsay Bartholomew;Webteam Subject: *NEW SUBMISSION* City Council Public Comment Form City Council Public Comment Form Submission#: 4267841 IP Address: 104.28.116.48 Submission Date: 08/18/2025 10:36 Survey Time: 18 minutes, 39 seconds You have a new online form submission. Note:all answers displaying"*****"are marked as sensitive and must be viewed after your login. Name Beverly BURKE Email Complete Address tigrd 97223 Which agenda item or topic are you commenting on? (Comments are due by Monday at noon) Traffic and nighttime noise at my home location Comments I have lived at this address since 2018.There is an appreciable amount of increased noise from vehicle and trucks since the increased housing at Scholls Ferry Rd& Roy Roger's.Vehicles have been modified to exceed the limits of our charter.We pay taxes for residential neighborhoods. Do we have NOISE&SPEED MEASURING EQUIPMENT? If we have it, has it been calibrated for reliable use?I believe residents deserve quiet neighborhoods,&the likelihood that the 'look at me' noise enhanced vehicles belong on a track not in neighborhoods. 6.02.410. 6.02.410. 6.02.420. 6.02.430 Attachment Supporting Documents/Images Thank you, City of Tigard This is an automated message generated by Granicus.Please do not reply directly to this email. Carol Krager From: City of Tigard, OR <webteam@tigard-or.gov> Sent: Monday, August 25, 2025 9:44 AM To: Carol Krager; Lindsay Bartholomew; Webteam; Corinne Alladin Subject: *NEW SUBMISSION* City Council Public Comment Form City Council Public Comment Form Submission#: 4283869 IP Address: 71.193.195.189 Submission Date: 08/25/2025 9:43 Survey Time: 6 minutes,27 seconds You have a new online form submission. Note: all answers displaying" " are marked as sensitive and must be viewed after your login. Name Jenny Lopez Email Complete Address Tigard,Or 97223 Which agenda item or topic are you commenting on? (Comments are due by Monday at noon) Comments I will be returning to the Council meeting tomorrow to share my story on behalf of my family, our food cart owners' families, workers,and the Tigard community.We are being threatened with shutdown as soon as SEPTEMBER 1 due to the overly restrictive and high costs of the food cart regulations.These regulations as written will put us out of business.I am coming to ask you -please save our pod and protect our businesses.Attached is my full testimony and our story.Thank you for taking the time to read it and for representing the families and community who depend on the pod. Attachment Supporting Documents/Images Tigard food Pod pdf Thank you, City of Tigard This is an automated message generated by Granicus.Please do not reply directly to this email. ri August 25, 2025 Tigard Public Comment Submission I am submitting this written comment on behalf of myself, the owners of the Tigard Food Pod, and the many families and workers who depend on this pod for livelihood and community. Council and Mayor, thank you for hearing me. My name is Jenny Lopez. I have stood here before, sharing our concerns over the food cart regulations. My husband and I started Love Eatz Smashburgers on the side of 99W with nothing more than a little red food cart and a lot of faith. From day one, we had a passion to share delicious food with this community, and we believed food brings people together. That little cart grew into something bigger than we ever imagined. Around the table, we saw families gathering, neighbors connecting, and a community forming. That's when the vision for Tap & Table and our Tigard food pod was born. Today, this pod isn't just a cluster of food carts. It's a home for small, diverse businesses. It's a place where kids and parents gather safely, where entrepreneurs support one another, and where Tigard's values of community and connection come to life. But right now, that future is in jeopardy. The regulations as written threaten to shut us down just as we are about to open our indoor taproom. This indoor gathering space—supported by food carts—is something Tigard has never had before. Our taphouse cannot and will not thrive without our food carts. We are not asking for special treatment; we are asking for fairness. For a path forward. For the chance to survive. It's hard not to get emotional, because the truth is—this is emotional. This isn't just about food carts. This is about four family businesses surviving and how we support ourselves. I watch every day how hard each cart owner works, how we lean on each other, how nothing has ever been handed to us. In each of our stories, we've poured in everything we have. We are all first-time business owners, entrepreneurs who love sharing our culture, our backgrounds, and our love for food and gathering. And this pod hasn't just transformed our lives—it has transformed this shopping center. What used to be a boring, dry, almost forgotten space has come back to life. Families gather, greenery and flowers are blooming, and every single business in the center is benefiting. I know this firsthand because I also own the barbershop in this plaza. Our customers eat at the food carts, and food cart customers discover our barbershop. This pod isn't only helping us—it's strengthening Tigard's economy. Council and Mayor, I am a voter. I am a Tigard resident. And all of our cart owners are Tigard residents too. I'm asking you to represent me, my family, and theirs: Ian from Bread Breakerz, married to Cassie with four children under the age of 4. Johnny from Kanaka Island Grill, a single father to a 16-year-old son, with his elderly mother who moved here from Hawaii to start a cart sharing 100-year-old family recipes and their culture with us. Josh and Alfredo from West Coast Tortas, who have faced struggles but leaned on each other to push through—a true picture of perseverance and not giving up on your dream. These are real families, giving their all to build something good here. And beyond us—it's the families and local workers who eat at our pod, week after week, who are asking you to protect this place. What we have created is something truly unique and special for this city, and it deserves a chance. Families walk here, families hang out here, families enjoy time together here. We are not here to make your jobs harder—we are here to ask you: please save our businesses. Please protect our livelihood. Please come see for yourselves. Walk the pod. Talk to the families. Meet the entrepreneurs. You will see that what we've built already aligns with Tigard's mission for community, connection, and economic growth. This is your chance to protect something truly unique—something rooted in culture, family, community, and great food. Please save our pod. Thank you. Jenny Lopez AGENDA ITEM NO. 2.B - PUBLIC COMMENT DATE: August 26, 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 1 Loz City 1 [� C& 5 p y Please spell our name as 't sounds if it will help the esiding � officer pronounce: Optional: If you want a response from staff, please leave your contact information: Check one: Phone or email 3/14hC_ Cbef 5 y1)Ct 11.COYY1 For❑ Against❑ Neutral❑ •Name Lomb LO t Z— City l l Q rOC� Please spell your name as it sounds if it will help the presidingf(Pf officer pronounce: Cf1C5 Optional: If you want a response from staff,please leave your contact information: II Check one: Phone or email 1 OQCZ.IOC�t \ 7 VO• Cv On For❑ Against❑ Neutral 0 1 Name ie-OLS Art SO/LA Cityiret Please spell your name as it sounds if it will help th residing officer pronounce: ks-sS 0 tq Tonal: If you want a res onse from staff, please leave your Ca.( contact information: C36O_)L1SO7?s f Check one: Phone or email al i C 4pk 1 WIaC . CO'V\ For 0 Against❑ Neutral 0 Name I & f\ (Arun City c`C Please spell your name as it sounds if it will help the presiding officer pronounce: r Optional: If you want a response from staff, please leave your contact information: 1 !� Check one: Phone or email ac 0,1akir\ l tJo 8fil4 e en For ❑ Against 0 Neutral 0 AGENDA ITEM NO. 2.B - PUBLIC COMMENT DATE: August 26, 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 Lrilksi u0-U PPI City Please spell yourame as it sounds if it will help the residing officer pronounce: Optional: If you want a response from staff, please leave your contact information: Check one: Phone or email For© Against 0 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 D Against 0 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 Ll Neutral L] 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 0 Neutral 0 SUPPLEMFOR ZS PACKET (DATE OF MEETING) ,pxnUa t-t-e m 3 h. ,......_ _._ ...... iim..-- --- , \ r � . _... z Tigard I 1 "ti, 11 \ 111 \ 11 II 1 -.. v r.6-- , CITY 4 I, II� ,ii, I ,III MANAGER'SA" ..:1"- nilliillib. - . R9204,t, , `y' 1 , , H t, . , , , , I „of,. ..,,,_ . .. ..t. . ......„•.„ . , , ,, ,_, 114. • V • r-lif1-.3.- .....- _.,..7.1..T''._. t , , li , „ . , , u , • ykiv. .. -.ma .... ,.ors,• ,..... ,`,. r•' '-'' 1 1 '1, It 1 11 I j1 i (4 I) • • --.1*.:4_:61:4 -';-•7:* - 1*- • - • - ' ' s - . ."... - - As... ‘iiiiaL ----...........-_----___ - ----:------- ' , 7-- ... Ili _ '� . Ttigard Public Library ry - -�� Serving the public since 1963 AIS-5885 4. A. Business Meeting Meeting Date: 08/26/2025 Length (in minutes): Consent Item Agenda Title: Non-Destructive Water Main Condition Assessment and Leak Detection Authored By: Rosie McGown Presented By: Senior Project Engineer Horton 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 to Echologics, LLC for Non-Destructive Water Main Condition Assessment and Leak Detection. ACTION REQUESTED It is recommended that the Tigard City Council, also serving as the Local Contract Review Board (LCRB), award a contract to Echologics, LLC for Non-Destructive Water Main Condition Assessment and Leak Detection in the amount of$486,738.49 and direct the City Manager to take the steps necessary to execute the contract. BACKGROUND INFORMATION Project Overview: In 2022, the City implemented a Pipeline Renewal and Replacement Program (PRRP), the purpose of which is to proactively identify and replace aging water pipe. The intent of the PRRP is to prevent pipe failures, which lead to expensive repairs, property damage, disruptions in service, water loss, and introduce the potential for water quality emergencies. The PRRP developed a risk model and completed a desktop water main breakage risk evaluation of all water mains in the Tigard Water Service Area (TWSA), identifying water mains at highest risk for breakage. The risk evaluation also created a preliminary project schedule to replace approximately 62 miles of high-risk pipe before 2045. The Non-Destructive Water Main Condition Assessment and Leak Detection will evaluate approximately 17.7 miles of water mains in the TWSA and benefit the PRRP in three major ways: •The condition assessment will measure the current average wall thickness of existing water mains. This information will be used to further refine the risk model developed and allow better prioritization of water main replacement projects. •The condition assessment will provide estimated remaining useful life for the water mains evaluated, potentially allowing for the postponement of water main replacement projects. By postponing water main replacement projects on pipes that do not need immediate replacement resources can be devoted to replacing other pipe. •Acoustic leak detection will be completed for all 17.7 miles of pipe included in the scope, which would identify any non-surfacing leaks and allow Tigard Water Operations crews to repair the leaks before they turn into water main breaks. This also reduces non-revenue water loss. Project Timeline: Condition assessments, including leak detection, will be split into 2 phases. Phase 1 condition assessments will be completed by the end of 2025, with results delivered to the City by March 2026. Phase 2 condition assessments will be completed in Summer/Fall 2026, with the results delivered to the City by the end of 2026. Results of the condition assessments and leak detection will be incorporated into the PRRP risk model in 2026, and actionable leak detection results will be used by Water Operations staff as soon as is feasible. Strategic Vision: This contract and the PRRP meet Strategic Priority One of the City, to set the standard for excellence in public service and customer experience. By using the data provided by this condition assessment, Tigard will be able to maintain its water system infrastructure, allowing us to prioritize replacement of pipe in poor condition while extracting the maximum useful life out of existing pipes. Procurement Process: The City issued a Request for Proposals (RFP) for the project on June 18, 2025, with notice published in the Daily Journal of Commerce. Upon closing, the City received two (2) proposals from the following firms, with a proposal score out of a possible 300 points (100 points per evaluator): • Echologics, LLC - 285 • M.E. Simpson Co. Inc - 250 A selection committee of three teammates from Pubic Works Engineering and Water divisions scored the proposals based on the following criteria, as outlined in the RFP: • Firm Qualifications and Project Team (35% of score) • Project Understanding and Approach (25% of score) • Project Management (15% of score) • Cost Proposal (25% of score) Echologics, LLC received the highest score overall, standing out specifically with their firm qualifications, project approach, and price. Accordingly, Echologics, LLC received the evaluation committee's recommendation for contract award. As such, and in accordance with OR5279 and Tigard Public Contracting Rules 30.075 and 30.100, the City issued a Notice of Intent to Award to Echologics, LLC. The final contract total is $486,738.49 for work stemming from the scope of the RFP through December 31, 2026. As provided in the RFP, with satisfactory performance by Echologics, LLC, the City may extend the scope to include more water mains for testing for up to three additional years. Scope and fee will be mutually agreed upon annually and will come to the LCRB for additional approval as needed. ALTERNATIVES& RECOMMENDATION The Local Contract Review Board may reject this contract award recommendation and direct staff to resolicit for the work. ADDITIONAL RESOURCES RFP 2025-22 Non-Destructive Water Main Condition Assessment and Leak Detection FY26 Proposed Capital Improvement Plan —Water Projects (ptolect 96058 on page 4i Fiscal Impact Cost: 486,738.49 Budgeted (yes or no): Yes Where budgeted?: CIP 96058— Design and Engineering Additional Fiscal Notes: The contract is within the current fiscal year project budget, no budget action needed. Work on the contract spanning into FY27 will be included in the FY27 proposed CIP. Attachments FY26 Proposed Capital Improvement Plan —Water Projects (project 96058) CAPITAL IMPROVEMENT PLAN: WATER 96058 - Pipeline Renewal and Replacement Program (PRRP) Project Need: The city's water distribution system is comprised of approximately 276 miles of pipe, of which approximately 25 percent is cast iron that can be at risk of leaks and breaks.The city has established the Pipeline Renewal and Replacement Program (PRRP) because failure to proactively replace aging pipe can have catastrophic financial implications.The 2020 Water System Plan recommended that the city address all distribution system pipes within a 100-year timeframe. Project Description: The PRRP was established in 2022.A desktop risk analysis of the water distribution system was completed in 2023, identifying pipes with the highest breakage risk. The PRRP is also employing advanced leak detection technologies to further refine the water distribution system risk assessment and prolong the lifespan of existing water mains. The PRRP will replace approximately one to two miles of pipe each year.At times, funds may be transferred from this program to individual capital projects to leverage opportunities to replace water lines within other projects such as major street improvements. Operations and Maintenance Impact: Increase in impact during annual construction activities; however, the program will result in a net decrease in impact as older, leak-prone water lines are replaced. Prioritization:System Enhancement or Regulatory Requirement Actual through Projected Project 2024 2025 2026 2027 2028 2029 2030 Total EXPENSES Internal Expenses Project Management 0 100,000 100,000 100,000 100,000 100,000 100,000 600,000 Total Internal 0 100,000 100,000 100,000 100,000 100,000 100,000 600,000 External Expenses Design and Engineering 0 800,000 945,000 1,000,000 1,000,000 1,000,000 1,000,000 5,745,000 Construction 0 3,980,000 3,920,000 4,100,000 4,400,000 4,700,000 5,000,000 26,100,000 Total External 0 4,780,000 4,865,000 5,100,000 5,400,000 5,700,000 6,000,000 31,845,000 Total Project Expense 0 4,880,000 4,965,000 5,200,000 5,500,000 5,800,000 6,100,000 32,445,000 REVENUES Revenue Funding Source 530-Water Fund 0 4,880,000 4,965,000 5,200,000 5,500,000 5,800,000 6,100,000 32,445,000 Total Revenue Funding 0 4,880,000 4,965,000 5,200,000 5,500,000 5,800,000 6,100,000 32,445,000 Total Revenues 0 4,880,000 4,965,000 5,200,000 5,500,000 5,800,000 6,100,000 32,445,000 City of Tigard • Proposed Budget FY 2025-26 • Page 206 AIS-5895 4. B. Business Meeting Meeting Date: 08/26/2025 Length (in minutes): Consent Item Agenda Title: Tigard Public Library HVAC Upgrade Project - Installation and Controls Authored By: Rosie McGown Presented By: Assistant City Engineer Brennan 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 to First Cascade Corporation for the Tigard Public Library HVAC Upgrade Project. ACTION REQUESTED It is recommended that the Tigard City Council, also serving as the Local Contract Review Board (LCRB), award a contract to First Cascade Corporation for the Tigard Public Library HVAC Upgrade Project in the amount of$2,195,000.00 and direct the City Manager to take the steps necessary to execute the contract. BACKGROUND INFORMATION Project Overview: The Tigard Public Library (TPL), built in 2004, has two hot water boilers for heating and three rooftop air handler units (AHUs) to cool the first and second floors and auditorium area. Several system failures in the past few years challenge the system's reliability. These include compressor and motor failures, as well as failures of the equipment that regulates temperature and air flow during warm weather when TPL is unable to provide cool, comfortable temperatures to patrons and serve as a cooling center for the community. An engineering review completed in 2021 confirmed that TPL's heating, ventilation, and air conditioning (HVAC) system has reached the end of its useful life, and, as currently designed, is inadequate to handle outside temperatures above 85 degrees. This led to a complete redesign that would provide adequate heating and cooling for the next 20 years, replacing the AHUs with the addition of an air-cooled chiller to ensure adequate cooling. The primary benefits include cooling derived from a water-based cooling system as opposed to a refrigerant-based system which makes the system more environmentally friendly throughout its life, having the ability to be more responsive to the cooling load needed. The project also includes updating the HVAC control system by replacing an obsolete control system with one that is more energy-efficient, using updated technology. Replacement of the existing system will result in a reduction of ongoing maintenance costs caused by repairing the older, outdated system. Project Timeline: With contract award at this meeting, the project's schedule has the work starting in early September (being concurrent with TPL's roof replacement work), with the initial work involving clearing some trees to install an expanded walled enclosure to the east of the TPL buildings (to facilitate construction of the chiller system and for a future larger generator installation) and some minor building modifications and ducting work to accommodate the new AHUs. The replacement of the AHUs will require temporary building closure (using cranes to remove the old AHUs and install the new AHUs on the roof) which is projected to occur in mid-October (after substantial completion of the roof replacement work) with the new upgraded system projected to be operational by mid-November; project completion expected by late December. Strategic Vision: The replacement and upgrade of TPL's HVAC system are needed to keep the City's library as a place that is an enjoyable facility for the community to utilize, while protecting the library's materials and the building's integrity, as well as providing an adequate heating and cooling center for the community. By incorporating a chiller system and an updated HVAC control system that are more environmentally friendly and energy-efficient, it is aligned with the City's intent to be environmentally conscious while keeping the City fiscally responsive to the taxpayer's needs. Procurement Process: The City issued an Invitation to Bid (ITB) for the project on July 16, 2025, with notice published in the Daily Journal of Commerce. The Engineer's estimate for the project was $3,461,100.00. Upon closing on August 5, 2025, the City received five (5) bids from the following firms, with amount of bid: • First Cascade Corporation - $2,195,000.00 •Cedar Mill Construction Company LLC - $2,319,600.00 •APEX Mechanical LLC- $2,503,000.00 •Artis - $2,526,682.00 • Copper Mechanical LLC -$3,163,000.00 The project team, including central contracting, has completed responsibility determination reviews including reference checks on similar projects completed by lowest bidder in accordance with ORS279C.375, reviewed the bids for errors, and, after these reviews, determined that First Cascade Corporation has submitted the lowest responsible bid. First Cascade Corporation 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 Tigard Public Library HVAC Upgrade Project contract to First Cascade Corporation for the amount of$2,195,000.00. 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 FY26 Proposed Capital Improvement Plan—Facilities Projects (project 91024 on page 1) City's ITB Page November 22,2022—LCRB Approval of purchase of the Library HVAC system equipment Fiscal Impact Cost: 2,195,000 Budgeted (yes or no): Yes Where budgeted?: CIP 91024 - Construction Additional Fiscal Notes: This contract is within the allocated construction budget for the project. The contract is anticipated to be completed entirely within FY26. Attachments FY26 Proposed Capital Improvement Plan — Facilities Projects (project 91024) November 22, 2022— LCRB Approval of purchase of the Library HVAC system equipment CAPITAL IMPROVEMENT PLAN: FACILITIES 91024 - Library HVAC System Project Need:The Tigard Library, built in 2004, has two hot water boilers for heating and three roof top air handler units (RTUs)to cool the first and second floors and auditorium area.Several system failures in the past few years challenge the system's reliability.These include compressor and motor failures,as well as failures of the equipment that regulates temperature and air flow during warm weather when the library is unable to provide cool,comfortable temperatures to patrons and serve as a cooling center for the Tigard community.The current system, as designed, is inadequate to handle temperatures above 85°. Project Description:An engineering review completed in 2021 confirmed that the system has reached the end of its useful life.The recommendation is a complete redesign that would provide adequate cooling for the next 20 years; replacing the RTUs with the addition of an air-cooled chiller to ensure adequate cooling.The primary benefits include cooling derived from air cooling as opposed to refrigerant which makes the system more environmentally friendly throughout its life, and the ability to control or ramp up or down depending on the cooling load. Operations and Maintenance Impact: Replacement of the existing system will result in a reduction of ongoing maintenance costs caused by repairing the older system. Prioritization: Health,Welfare and Safety Total Project Cost: $4,707,000 City of Tigard Cost: $4,577,912 Actual through Projected Project 2024 2025 2026 2027 2028 2029 2030 Total EXPENSES External Expenses Design and Engineering 87,000 30,000 25,000 0 0 0 0 142,000 Construction 665,000 600,000 2,900,000 0 0 0 0 4,165,000 Contingency 0 100,000 300,000 0 0 0 0 400,000 Total External 752,000 730,000 3,225,000 0 0 0 0 4,707,000 Total Project Expense 752,000 730,000 3,225,000 0 0 0 0 4,707,000 REVENUES Revenue Funding Source 100-General Fund 752,000 230,000 2,552,912 0 0 0 0 3,534,912 615-Facilities ISF 0 120,000 323,000 0 0 0 0 443,000 980 - Library Fund 0 380,000 220,000 0 0 0 0 600,000 Total Revenue Funding 752,000 730,000 3,095,912 0 0 0 0 4,577,912 Other Revenue Source Energy Trust of Oregon 0 0 129,088 0 0 0 0 129,088 Total Other Revenue 0 0 129,088 0 0 0 0 129,088 Total Revenues 752,000 730,000 3,225,000 0 0 0 0 4,707,000 City of Tigard • Proposed Budget FY 2025-26 • Page 299 8/14/25, 10:47 AM Agenda-View Meetings(All)(5900317214) Print Reading Mode Back to Calendar Return 4.A. Business Meeting Meeting Date: 11/22/2022 Length (in minutes):Consent Item Agenda Title: Local Contract Review Board: Purchase of Heating,Ventilation,and Conditioning(HVAC) Equipment for Tigard Public Library Authored By: Marcos Campos Presented By: Marcos Campos Item Type: Motion Requested Local Contract Review Board Public Hearing No Legal Ad Required?: Publication Date: Information EXPLANATION OF ISSUE The purpose of this action is to award the initial purchase of equipment for Library HVAC system. The total amount of this purchase is $454,914. ACTION REQUESTED It is recommended that the Local Contract Review Board award a purchase order to Airefco, Inc. for Carrier equipment for the HVAC System project.This purchase will be completed through a permissive cooperative agreement with Sourcewell in the amount of $454,914. This action will allow the City Manager to take the necessary steps to issue a purchase order. BACKGROUND INFORMATION The Tigard Library was built in 2004 and has two hot water boilers for heating and three rooftop air handlers units (RTUs) to cool the first and second floors and auditorium. Several system failures over the past few years have significantly challenged the system's reliability. These include compressor and motor failures,as well as failures to the equipment that regulates temperature and airflow during warm weather. When these failures happen, the Library is unable to provide cool and comfortable temperatures to patrons or to the larger community who seek the Library our as a community cooling center during extreme heat waves or excessively high temperatures. The current system, as designed,is inadequate to handle temperatures above 85° F, let alone 100° F. An engineering review was completed in 2021 and confirmed that the Library's current system has reached the end of its useful life. The recommendation from the review was to conduct a complete redesign of the system to provide adequate cooling over the next 20 years and replace the current RTUs with an air-cooled chiller to ensure the needed cooling. The air cooled system also moves away from refrigerant and,as such, is more environmentally friendly. With the Library's current Carrier systems, the new HVAC system need to integrate seamlessly with the other components. Given this, the city can access,via a permissive cooperative purchase, a national contract that Carrier has under Sourcwell,a national cooperative purchasing body of states, counties, and municipalities working together to achieve optimal purchasing leverage. The city's supplier under this agreement will be Airefco,Inc. ALTERNATIVES & RECOMMENDATION The Local Contract Review Board may choose to not award this purchase and direct staff to find alternative solutions to the Library's needs. Due to supply chain issues,if this purchase is not approved there will likely be significant delays in the project. ADDITIONAL RESOURCES https://public.destinyhosted.com/agenda-publish.cfm?id=84427&mt=ALL&get month=11&getyear=2022&dsp=agm&seq=5102&rev=0&ag=21288dn=,.. 1/2 8/14/25,10:47 AM Agenda-View Meetings(All)(5900317214) Under both Tigard Public Contracting Rule (PCR) 10.087 and Oregon Revised Statute 279A.215, the city is eligible to engage in permissive cooperative procurements. This form of procurement allows the city to procure desired goods and services, at bulk discount pricing,without a full formal request for proposal. Fiscal Impact Cost: $454,914 Budgeted (yes or no): Yes Where Budgeted (department/program):CIP/Facilities Capital Additional Fiscal Notes: Initial purchase order for the HVAC system. This purchase is solely for Carrier equipment for the overall Library HVAC system project(CIP #91024). The total cost of this purchase is $454,914 and is currently budget in the Facilities Capital Fund with the General Fund providing the funding via transfers into the capital fund. The total budget for the project is $1,725,000 and the project will require subsequent contracts and purchases for installation services and ancillary equipment. Attachments No file(s)attached. GO TO PREVIOUS PAGE GO TO THE TOP OF THE PAGE r WAI-AA WCAG 2.0J AgendaQulck©2005-2025 Destiny Software Inc.All Rights Reserved. https://p ubl i c.d esti nyhosted.co rn/ag en d a_p ublish.cfm lid=844278m1=AL LBget_mo nth=118getyea r=2022&d s p=agm&seq=51028 rev=08ag=212881 n=... 2/2 AIS-5920 4. C. Business Meeting Meeting Date: 08/26/2025 Length (in minutes): Consent Item Agenda Title: Tigard Street (Fanno Creek) Bridge Replacement Design Services Contract Amendment Authored By: Rosie McGown Presented By: Senior Project Engineer Morris 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 Tigard Street (Fanno Creek) Bridge Replacement design contract. ACTION REQUESTED It is recommended that the Tigard City Council, also serving as the Local Contract Review Board (LCRB), award an amendment to the Tigard Street (Fanno Creek) Bridge Replacement design contract in the amount of$435,634.00 and direct the City Manager to take the steps necessary to execute the amendment. BACKGROUND INFORMATION Project Overview: The existing Tigard Street bridge over Fanno Creek is a timber girder bridge consisting of two vehicular travel lanes constructed in 1958. The Oregon Department of Transportation's 2016 bi-annual inspection identified critical structural deficiencies, resulting in the City being provided a deficiency letter which recommended rehabilitation and ultimate bridge replacement, as well as necessitating annual inspections. Emergency repairs and strengthening measures were designed and completed in 2017, including adding a pedestrian walkway supported by the substructure, with the intent that the bridge would be fully replaced as funding was identified. The bridge is again being inspected bi-annually. The bridge is functionally obsolete, continues to degrade, and is in need of full replacement. The Project will replace the existing structure with a new bridge wide enough to accommodate pedestrians and cyclists (on both sides of the roadway) along with motor vehicles. Environmental regulations will require the new bridge to be significantly higher and longer than the current bridge, necessitating some rework of the existing Fanno Creek Trail just west of the bridge. Contract Amendment 4 adds scope, budget, and contract time to address an extended project duration, increased project complexities, and added work. Some key factors that resulted in the need for Amendment 4 are: •A requirement to meet a new floodplain regulation - previous criteria focused on travel lanes being set at the 25-year flood elevation, but the new criteria requires the bridge soffit to be set above the 100-year flood elevation. This resulted in additional design effort and hydraulic analysis / modeling, increased project limits, and additional impacts related to the increased project limits. • Additional design effort associated with floodplain excavation, temporary water management, and planting plans, to meet floodplain and CWS requirements at the project site. •The original scope made no assumptions about the need for relocation of the Tigard water and sanitary sewer lines, as the extent of the bridge work wasn't detailed enough to include accurate relocation design efforts. Amendment 1 added this relocation design work once the project team had more confidence in the bridge replacement work limits. The waterline relocation design has progressed mostly as anticipated. However, the sanitary sewer relocation is very complex and requires more funds. At the time of Amendment 1, it was thought that the sanitary sewer line could be re-established by replacing the line adjacent to the roadway, slightly offset from its current location. That was determined infeasible, which then led the designers toward other solutions, such as a pump station, a syphon, or a rerouting of the line. Pump stations and syphons are last resorts from a maintenance standpoint, so rerouting the sewer line is being pursued. This will impact two properties where the private laterals will need to be shifted to the new sewer main that will be installed on Tiedeman Avenue. There are many details that the designers will need to work out and the project manager will ensure that the property owners are informed and can provide input to the design. • Coordination and design effort at one of the private properties has been very extensive, and the original scope assumed no construction impacts to the property based on the bridge work limits assumed at the time. •Additional design effort and coordination required for foundation and roadway settlement analysis and mitigation related to CWS's 60" sanitary sewer main in the Fanno Creek corridor, beyond typical geotechnical recommendations for settlement. •Various additional design details requested by the City, such as for adding a trail counter, traffic calming coordination and design in the vicinity of the Fanno Creek Trail crossing of Tigard Street, modifications to the bridge railing architectural treatment to be consistent with other nearby locations, and feasibility of constructing a second stormwater pond to increase on-site treatment capacity. • DOWL, LLC was also awarded the design contract for the North Dakota Street (Fanno Creek) Bridge Replacement project, being administered by ODOT. At the time of scoping the original DOWL contract for Tigard Street bridge, there were efficiencies that were assumed would materialize in working on permitting for both projects at the same time. However, North Dakota Street bridge experienced funding issues and was put on hold, thereby eliminating the planned efficiencies and increasing the permitting costs for the Tigard Street bridge. •The extended project duration required the project team, in particular for project management staff, to be on the project longer than originally anticipated, as well as the project team restarting efforts a number of occasions as solutions to issues presented were identified. In addition, DOWL's hourly labor rates have increased since Amendment 1 (late 2023), which was the last time DOWL updated its rates on the contract. Project Timeline: Design commenced in late 2022. The project's design currently stands at the 90% level, land use permitting is complete, and environmental permitting efforts are underway. The project's right-of-way/ easement acquisition phase is set to begin in the coming months. The goal is to perform the construction of the bridge replacement in 2026. The Qualifications Based RFP (see "Procurement Process" section below) was set up such that there were two distinct phases of services that would be needed on the project: Phase I being the design phase, consisting of preliminary design through final plans, specifications, and estimate, including right-of-way acquisition and bidding assistance; and Phase II being the construction phase, consisting of construction engineering and inspection. Nearing completion of or after completion of Phase I, the City may, at its discretion: Option 1) amend the contract to add Phase II tasks; Option 2) elect to complete Phase II tasks with in-house resources; or Option 3) assign Phase II task work to another consulting firm. The intent is to pursue Option 1, where the City and DOWL negotiate a subsequent amendment to add construction engineering and inspection services to the contract. It is expected the amendment for Phase II services will be presented to City Council / LCRB in early 2026. Strategic Vision: The project will introduce sidewalks, paved widened shoulders (which can be marked as bicycle lanes in the future), and Fanno Creek Trail improvements, including an enhanced and illuminated crossing of Tigard Street, all consistent with the Strategic Vision. 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 REP) for the project on April 13, 2022, with notice published in the Daily Journal of Commerce. Upon conclusion of the evaluation process, the LCRB approved a contract for$1,313,174.00 with DOWL, LLC for the project. •Amendment 1: The contract was amended in December 2023 to include water and sanitary sewer relocation design for the amount of$62,130.00. •Amendment 2: Extended the term of the contract from June 30, 2024 to June 30, 2025. •Amendment 3: Extended the term of the contract to September 30, 2025 •Amendment 4: Current amendment to be approved by LRCB in accordance with Tigard's Public Contracting Rule 10.075(C). 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 $150,000.00 if the board finds it to be in the public interest to do so. ALTERNATIVES& RECOMMENDATION The Tigard City Council, also serving as the Local Contract Review Board, may reject this contract amendment recommendation and direct staff to rescope and resolicit for the work. Doing so would likely result in missing any opportunity in meeting the desired 2026 construction window and introduce additional cost increases due to delays and possibly bringing on a different consultant. ADDITIONAL RESOURCES Previous LCRB Consideration: August 9, 2022 LCRB Approval on Original Contract FY 26 Proposed Capital Improvement Plan -Transportation Protects (project 95060 on page 6) Fiscal Impact Cost: 435,634.00 Budgeted (yes or no): Yes Where budgeted?: CIP 95060 Design and Engineering and Contingency Additional Fiscal Notes: In current fiscal year budget, no budget action needed. All work under this amendment is expected to be completed in FY26. Attachments August 9, 2022 LCRB Approval on Original Contract FY 26 Proposed Capital Improvement Plan -Transportation Projects (project 95060) 8/14/25, 11:15 AM Agenda-View Meetings(All)(2986577181) Print Reading Mode Back to Calendar Return 4.A. Business Meeting Meeting Date: 08/09/2022 Length (in minutes):Consent Item Agenda Tide: Tigard Street Bridge Replacement Authored By: Toni Riccardi Presented By: Zach Morris,Senior Project Engineer Item Type: Local Contract Review Board Public Hearing No Legal Ad Required?: Publication Date: 04/13/2022 Information EXPLANATION OF ISSUE Entering into the Personal Services Contract(the Contract) with DOWL,LLC, for technical and design services for the Tigard Street (Fanno Creek) Bridge Replacement Project(the Project) requires Local Contract Review Board (LCRB) consideration and approval. ACTION REQUESTED Consider awarding the Contract for an amount of $1,313,174 and direct the City Manager to take the steps necessary to execute the Contract. BACKGROUND INFORMATION The existing Tigard Street bridge over Fanno Creek is a timber girder bridge consisting of two vehicular travel lanes constructed in 1958. The Oregon Department of Transportation's 2016 bi-annual inspection identified critical structural deficiencies,resulting in the City being provided a deficiency letter which recommended rehabilitation and ultimate bridge replacement, as well as necessitating annual inspections. Emergency repairs and strengthening measures were designed and completed in 2017,including adding a pedestrian walkway supported by the substructure,with the intent that the bridge would be fully replaced as funding was identified. The bridge is again being inspected bi-annually. The bridge is functionally obsolete, continues to degrade,and is in need of full replacement. The Project will replace the existing structure with a new bridge wide enough to accommodate pedestrians and cyclists (on both sides of the roadway) along with vehicles,with the ability to be widened in the future to accommodate a potential third vehicular travel lane. The project design work requires contracting with a qualified firm to provide technical and design services. The City received four (4) proposals in response to its Qualification-Based (QBS) Request For Proposal (RFP). DOWL, LLC,was the highest scoring proposer. ALTERNATIVES & RECOMMENDATION It is recommended that the LCRB approve the contract award. The LCRB may choose to not award this contract. However, this is a critical piece of the city's street infrastructure that is aging and deteriorating. Any delay will likely result in costly repairs or eventual long term closure of the bridge until it can be replaced. hops://public.destinyhosted.com/agenda_publish.cfm?id=84427&mt=ALL&get_month=8&getyear=2022&dsp=agm&seq=5000&rev=0&ag=2093&In=3... 1/2 8/14/25,11:15 AM Agenda-View Meetings(All)(2986577181) ADDITIONAL RESOURCES N/A Fiscal Impact Fiscal Information: Cost: $1,313,174 Budgeted: Yes Where Budgeted: CIP 95060 -Tigard Street (Fanno Creek) Bridge Replacement Attachments No file()attached. GO TO PREVIOUS PAGE GO TO THE TOP OF THE PAGE w r WAI-AA WCAG 2.0 AgendaQuick©2005- 2025 Destiny Software Inc.All Rights Reserved. http sill publ ic.de stinyhosted.com/ag en da_publi sh.cfm?id=84427&mt=ALL&get_mo nth=8&getyea r=2022&dsp=ag m&seg=5000&rev=0&ag=2093&In=3... 2/2 CAPITAL IMPROVEMENT PLAN: TRANSPORTATION 95060-Tigard Street(Fanno Creek) Bridge Replacement Project Need:The bridge structure has deteriorated and needs to be replaced.There is a lack of bike lanes on the bridge and a wooden walkway only on one side. Project Description: Replace the existing Tigard Street Bridge over Fanno Creek with a new structurally-sound bridge wide enough to accommodate pedestrians and cyclists(on both sides)along with motor vehicles. Environmental regulations will require the new bridge to be significantly higher and longer than the current bridge,which may necessitate some rework of the existing Fanno Creek Trail just west of the bridge.The schedule of this project was moved up to start in Fiscal Year 2020- 21 so the city can be prepared to have construction occur in a time frame that best coordinates with Oregon Department of Transportation's Highway 217 widening project that impacts Hall Boulevard. Operations and Maintenance Impact: Increased pavement area and striping maintenance, reduced bridge maintenance. Prioritization: Health,Welfare and Safety Total Project Cost: $15,086,000 Actual through Projected Project 2024 2025 2026 2027 2028 2029 2030 Total EXPENSES Internal Expenses Project Management 218,000 90,000 90,000 60,000 0 0 0 458,000 Total Internal 218,000 90,000 90,000 60,000 0 0 0 458,000 External Expenses Land/Right of Way 0 25,000 430,000 0 0 0 0 455,000 Design and Engineering 1,202,000 400,000 400,000 950,000 0 0 0 2,952,000 Construction 0 0 1,900,000 6,100,000 0 0 0 8,000,000 Environmental Compliance 1,000 0 45,000 5,000 0 0 0 51,000 Contingency 0 170,000 900,000 2,100,000 0 0 0 3,170,000 Total External 1,203,000 595,000 3,675,000 9,155,000 0 0 0 14,628,000 Total Project Expense 1,421,000 685,000 3,765,000 9,215,000 0 0 0 15,086,000 REVENUES Revenue Funding Source 200-Gas Tax Fund 203,000 0 0 0 0 0 0 203,000 205 -City Gas Tax Fund 533,000 0 0 0 0 0 0 533,000 415 -Transportation SDC 599,000 644,000 3,200,000 7,833,000 0 0 0 12,276,000 500-Sanitary Sewer Fund 0 0 226,000 553,000 0 0 0 779,000 510 -Stormwater Fund 77,000 34,000 188,000 460,000 0 0 0 759,000 530-Water Fund 9,000 7,000 151,000 369,000 0 0 0 536,000 Total Revenue Funding 1,421,000 685,000 3,765,000 9,215,000 0 0 0 15,086,000 Total Revenues 1,421,000 685,000 3,765,000 9,215,000 0 0 0 15,086,000 City of Tigard • Proposed Budget FY 2025-26 • Page 251 AIS-5908 5. Business Meeting Meeting Date: 08/26/2025 Length (in minutes): 15 Minutes Agenda Title: Update from Washington County Sheriff Massey Authored By: Carol Krager Presented By: Washington County Sheriff Massey Item Type: Update, Discussion, Direct Staff Public Hearing No Legal Ad Required?: Publication Date: Information EXPLANATION OF ISSUE Washington County Sheriff Caprice Massey will give an update. ACTION REQUESTED No action is requested. BACKGROUND INFORMATION Dates of Previous and Potential Future Considerations Sheriff Massey reports to the various city councils in the County. Her last update to the Tigard City Council was on January 21, 2025. ALTERNATIVES& RECOMMENDATION N/A ADDITIONAL RESOURCES N/A Attachments No file(s) attached. SUPPLNT1AL PACKET orcorcuc: 8 1 FOR (D ATE OF McvQET � r 7.4 -s • Le,t%\i Washington County Sheriff's Office Updates S‘\ Tigard City Council August 26, 2025 1 Wherever You Live, We Serve You Manage Washington County's only jail Provide county-wide services to over 611,000 community members ,400.00.1 CO Primary first responders for rural, urban unincorporated residents and our municipal contract partners Vision: To be the safest major urban ESP° county in Oregon awlen s exi ' ' SHERIFF WASHINGTON COUNTY 2 OIL.7/LUL: WCSOAnnualReport.com El READ NOW 2024 CI ' �'� Aso: ANNUAL a' • •o REPORT O SCAN ME 5 - .a ` = SHERIFF ....‘i/ . 202 "11.lREPOAT -...... *4' SSHERIFF 3 V 1 : / Managing Washington County's Only Jail I f.' Ate' i� , Staffing Update: Over hires , --- I • Facilities Update r 4; '•4: - • 4 4 • Jail Capacity Study SOU I.l 4 • Partnership with Yamhill County �d ., _ [Ii I II m • Pre-trial release status Pil III, 1 il aul . I , 41_ 1 A-SHERIFF 4 oIL3I U . iii, . Isar rep Interagency Teams Improve Countywide Safety Certain calls for service or public safety incidents may require .' an additional response Iipour Interagency response teams support healthy outcomes by 184',,�� Increase potential for peaceful resolution to incidents with �� ,� high-nsk factors R ,fy� � � f Better meet the needs of those with mental illness ��/i [ Provide expertise needed for complex investigations. �� Respond to calls anywhere in the County and support pol ce AV— '4 411 functions of al agencies *SHERIFF WASH HOtON COUNTY 5 Community Violence Reduction Team (CoVRT) r , r - CoVRT strengthens community relationships and reduces la i t+ iv •r violent crime through a combination of enforcement, prevention ---L A-: and outreach _ ,."f. :t `- - - _ .,:,' i t `";, Focuses on removing illegal firearms,supporting victims,and -�I_-.. nlii redirecting at-risk individuals Uses intelligence-led strategies to deter violence and hold offenders accountable, improving safety and trust in the community • 3 Formed in October 2024 • fli • . _ ► . c� �� t:i "la., tom �' �', • 45 search warrants executed ' 3 • 37 arrests 1 4 ft. • 102 firearms seized r SHERIFF: zimiti: H 6 O/LOILUL; . M, Ir. Search and Rescue L. . , 1[ Elite team of volunteers who play a critical role in emergency response efforts across the county ` Cadets trained to help locate lost people, downed aircraft, and evidence in major crimes 48 missions in 2024 -1111i IPA Unincorporated Washington County Beaverton Tigard 44 " ""''X. Hillsboro,Sherwood, and Tualatin 4 Most missions were to locate miss,ng persons,other cal- •`t_.� outs were to locate evidence and aircraft beacons li f_.; • tivti 1 ; i'' A ' -1 -Jr SHERIFF d�� WASHINGTON COUNTY 7 I'._C ':hsr!ti.',.s 'f Cat': r S f- ( „ Missing Endangered • It=,, r., ' ' - • Person Located with ` ,g i,• Project Lifesaver 7,�, - 4,- IJ ' On Wednesday,July 2 2025,at approximately 12:50 pm,Sheriff's Office SHERIFF deputies responded to a report of a missing person near the 2000 block of MEDIA RELEASE 9 w•I�,�,., , SW Scenic Drive in Portland. Project Lifesaver Help Me Home Project Lifesaver is a tracking program for Help Me Home is a voluntary program for individuals who individuals prone to wandering due to conditions like may become lost and have difficulty communicating due to AAzheimer's or autism medical conditions Participants wear a waterproof bracelet with a Participants'photos and information are stored in a unique radio frequency assigned to them secure database accessible to all Washington County law If someone goes missing deputies and Search and enforcement Rescue teams use the signal to quickly locate and Deputies can quickly identify and reunite individuals safely recover them with caregivers,whether they are found wandering or 22 registered participants reported missing 101 registered participants : SHERIFF �O; WASHINGTON COUN'V 8 1 oizorcuc; Remotely Operated Vehicle 1115641/41... Team (ROVT) Supports law enforcement with advanced drone and robotic technology to enhance safety and operational effectiveness Provides real-time intelligence, aerial surveillance, and situational awareness during complex or high-risk incidents �! 41 Reduces risk to deputies and improves decision making by providing precise, on-scene data in rapidly changing environments Over 500 missions flown in 2024 Participating agencies—WCSO, Beaverton and Hillsboro Police Departments • Over 25 drones utilized for different purposes ©r-SHERIFF WASHINGTON COUNTY 9 - SHERIFF ON WASHINGTON COUNTY 10 Ol L31LVL: TY_am JOr ., IO1 Looking Forward Public Safety Levy - November 2025 ilk._ Sheriffs Office Enforcement Jail Operations District Attorney's Office Community Corrections Juvenile Family Justice Center • SHERIFF WWASN.NGYON COUNTY 11 Plik W . i' et • AI . •1; 0 i 1 11 ^' F `/r 1 - ,.0 4� is ,:� 1 fi WASH( L Y THANK YOU If SHHERIFF 1? f SUPPLEMENTALS PACKET FOR 8 Z� (DATE OF MEETIN 5 WASHINGTON COUNTY NSHERIFF dQ ., ,..,,, Ai �,, - 0- -446rid .4111.r"-- 4111'w ..„_____ .,, f S of .--1 , tbM1 iv r •,., ,.„.:, • • _ e; ,,,,_,,:„... . ,.„ N , ,:,,•'''' litii:\11 ` ,. „ '' -- , ' O r/ l - \ - --;;. \ '\ ..t\.,.7--. ....... -NTT- jA. f ,� 18 59 % '•,r s,._ 4,* ,,,. 4e, tok A/: -.' '...-" ' r ! *CTOlit %.'---- - 4. - sip-- : . , .. .., : ____, 4-e - - _ . _ O A 416,7„1„..,_ ,...... _.h 44 2 0 2 WASHINGTON COUNTY SHERIFF'S OFFICE O/1 WASHINGTON COUNTY CONSERVING THE PEACE THROUGH VALUES DRIVEN SERVICE/SHERIFF CAPRICE MASSEY Dear Tigard Community Leadership, On behalf of the Washington County Sheriff's Office, I would like to express our sincere gratitude for your continued partnership in supporting our mission and enhancing the well-being of our community. Your collaboration is invaluable and plays a crucial role in our ongoing efforts to ensure safety and foster community relations. Enclosed with this letter is our 2024 Annual Report, a snapshot of how we serve our residents and address the challenges we face together. This report highlights key initiatives, successes, and the dedication of our team to uphold the highest standards of public service. It reflects our collective efforts to make Washington County a safe and thriving place. Thank you once again for your support and collaboration. Together, we can further our mission and make a lasting impact in the community we serve. We look forward to continuing our partnership with you in the future. In gratitude, Sheriff Caprice Massey 215 SW Adams Avenue, MS #32 • Hillsboro. OR 97123-3874 Phone 503-846-2700 Fax 503-846-2604 • Nww WCSOoregon orq WC500regon.org IllirrABLE OF CONTENTS1 Message from Sheriff Caprice Massey 1 WCSO at a Glance 2 K9 Team: A Year of Change and Dedication 6 Specialized Response Teams: Keeping Washington County Safe 8 Westside Interagency Narcotics Team: Combating Drug Trafficking 10 Search and Rescue: Training, Awards, and Real-Life Rescues 12 A Deputy's Dedication: Living Our Core Values 13 Making History: Sheriff Caprice Massey 14 Welcoming New Leadership: Chief Nick Jones 15 Safeguarding Lives: WCSO's Response to the Lee Falls Fire 16 Y, ERItr 72`v 1. 7 / *iysr N to�% SH EAIFF . 2024 WCSO Annual Repot MESSAGE FROI SHERIFF CAPRICE MASSEY -` 9 DEAR WASHINGTON COUNTY COMMUNITY, Reflecting on 2024—a year filled with challenges, • .� • 1 II achievements,and the unwavering dedication of 1�� the incredible staff and volunteers who make up the o ` Washington County Sheriff's Office(WCSO) is humbling and inspiring. 1 This past May,I was honored to be entrusted with the role of your Sheriff,serving as the 33rd Sheriff of Volunteers also played a vital role,contributing Washington County.I take immense pride in leading more than 19,000 hours to valuable programs, this remarkable team of professionals who work including Search and Rescue,the Posse,and our tirelessly to ensure our county remains the safest urban Reserve Deputies.Their dedication is a cornerstone of county in Oregon. our success,and we are deeply grateful for their service. 2024 brought moments of triumph,growth,and even These stories and accomplishments are just a glimpse sorrow, In June,we tragically lost one of our own, of the work we do every day to keep our community Deputy Rich Thompson,in a traffic accident.His 23 safe. In the pages ahead,you'll find a deeper look into years of dedicated service will never be forgotten,and our efforts,statistics,and personal stories that reflect we honor his memory daily through our commitment our mission to serve with professionalism,compassion, to serving with compassion and integrity. and accountability. The year also showcased our team's strength, As we move forward into 2025,we remain steadfast resilience,and skill.From responding to over 98,000 in our commitment to adapt,grow,and meet the calls for service to conducting advanced training for evolving needs of our community.Thank you, active threat scenarios,our staff has demonstrated Washington County,for your continued support and their readiness to meet the community's needs in any to our dedicated staff and volunteers who make our situation.We celebrated successes across divisions, work possible. including historic narcotics seizures,innovative community engagement efforts,and life-saving I invite you to read on and learn more about the interventions. exceptional work of the Washington County Sheriff's Office. Our K9 team saw the bittersweet retirements of K9s Maize,BOLO,and Stark while welcoming new Sincerely, members,like K9s Puddles and Blake.In our jail, .. staff ensured safety and stability despite challenges, while our traffic and investigative teams upheld their commitment to justice and public safety. Sheriff Caprice Massey W'LSOOregon.org 1. Managing Washington County's only jail requires `� 0 careful planning and coordination.As a large and growing county, ,N, .if �' F�/F '� we remain committed F to balancing safety, , accountability, and support- ensuring our jail operates effectively while upholding the well-being of those in our care. - Sheriff Massey kk • AIM $ 4 i 1 r. fi, C i 1 ,0 I2024 WCSO Annual Report 13 L 110 f WASHINGTON COUNTY ,st OfficePROUDLY SERVE Y ~ • _ *Population estimates as reported by Portland State University Population Research Center 1 - • ��_. . _ - F" i1,389 I Total County Residents* rill li - -rj - ., 216,554 �� Urban Unincorporated* _ { 29,251 Rural Unincorporated* 7 f 727 LSquare Miles While Sheriffs Office law enforcement deputies provide • countywide services,we are the primary service providers to our unincorporated communities and municipal partners,who include: ENHANCED SHERIFF'S PATROL DISTRICT(ESPD) Aloha Garden Home West Haven -Sylvan Bethany Metzger Unincorporated Bonny Slope Oak Hills portions of: Beaverton Bull Mountain Raleigh Hills Cedar Hills Reedville Hillsboro Cedar Mill Rock Creek Portland Claremont Somerset West Tigard Cooper Mountain West Slope RURAL WASHINGTON COUNTY MUNICIPAL POLICING SERVICES Buxton Banks Gales Creek Cornelius Mt.Home Gaston Scholls North Plains Helvetia Laurelwood 4 WCSOOregon.org . _ - I. ® .1 • -i I f •^ - Idiry nil fi '1: _ r,, „ Is - irti - . M _ .. . ... _ PATROL __ The WCSO Patrol Division works to support public safety and conserve peace for everyone in Washington County. JAIL CALLS FOR SERVICE 48,945 Public Demand WCSO manages Washington County's only jail. 49,237 Self-Initiated CAPACITY TRAFFIC 572 Beds 811 DUI!Arrests In 2024,the jail's operational capacity was 388 MENTAL HEALTH RESPONSE TEAM(MHRT) beds due to a staffing shortage and critical 3,971 MHRT Calls for Service infrastructure repairs. 2,017 Patrol Calls with WCSO MHRT Support CRIMINAL APPREHENSION TEAM(CAT) PRO3E 757 Home Visits 13,9 S98 Bookings 13,959 Releases 352 Arrests 2,967 Registered Sex Offenders PROGRAMS 15 GEDs Earned by Adults in Custody(AIC) TACTICAL NEGOTIATIONS TEAM(TNT) 1 High School Diplomas Awarded 150 Total Activations CRISIS NEGOTIATION UNIT (CNU) 89 Total Activations Air ir III/ lini IM • ..1 1 fir. ..© , .� gjVIi.t .1Gillt, , 02 . we 0 . Ai A LA E 2024 WCSO Annual Report 5 SERVICES DIVISION The Services Division offers a wide array of services to support community safety and foster trust with residents. Concealed Handgun Licenses:Processing applications 1 i 1111 and renewals for concealed carry permits. Civil Process and Document Service:Handling ' the booking,serving,and enforcing court orders .. and documents,such as small claim notices,writs M1 of garnishment,restraining orders,and property Cl;1 - 1fI) J r foreclosures. Public Records and Documents:Managing requests for public records,police reports,and criminal records. Fingerprinting Services:Providing non-criminal INVESTIGATIONS fingerprinting services to the public using high-quality, non-ink,LiveScan processing. Vehicles and Parking:Assisting with parking The Investigations Division supports community regulations,abandoned vehicles,towed vehicles,and safety by investigating felony criminal activity, related concerns. handling complex investigations and gathering intelligence on a wide variety of major crimes. PROFESSIONALSTAN DARDS VIOLENT CRIMES UNIT(VCU) 847 Cases Assigned The Professional Standards Division maintains the VCU focuses on felonies where the suspect's actions agency's commitment to excellence and accountability. are violent,threatening,or have the potential to harm Employment Opportunities:Managing recruitment the victim.This includes crimes such as assaults with a for both certified deputies and non-certified staff weapon,robbery,homicide,kidnapping,stalking,sex crimes and child abuse. positions,ensuring the selection of individuals who embody WCSO's core values. PROPERTY CRIMES UNIT(PCU) Volunteer Coordination:Overseeing programs that 132 Cases Assigned allow community members to contribute their time Detectives in PCU work the most serious felony cases and skills to support the Sheriff's Office,enhancing of burglary,auto theft,embezzlement,and larceny. community engagement and service delivery. This workgroup also monitors pawn shop records and online transactions for the sale of illegal goods.PCU Background Investigations:Conduct thorough utilizes technology and public service campaigns to background checks to uphold the highest professional deter and reduce property crimes. standards in hiring and volunteer selection processes. SPECIAL INVESTIGATION UNIT(SIU) Accreditation and Standards:Ensuring compliance with rigorous national and state law enforcement SIU is dedicated to investigating and solving crimes standards,reflecting WCSO's dedication to best with the use of technology.SIU Investigators use practices and continual improvement. digital evidence to identify communication patterns, criminal associates and other types of evidence Training:Developing and implementing while ensuring compliance with legal requirements comprehensive training programs to equip personnel involving search and seizure.Criminal intelligence with the knowledge and skills necessary to serve the experts use historic data to identify opportunities for community effectively and ethically. proactive patrols and increase chances to prevent Internal Affairs:Maintaining integrity and criminal activity. accountability within the Sheriff's Office by addressing internal investigations and upholding ethical standards. 2024 WCSO A AN „ir 3 I WCSOOregon.org 4 YEAR fIF CHANGE AND DEDICATION :1 2024 IN REVIEW FOR THE WCSO K9 TEAM In 2024,the WCSO K9 Team experienced a year of HONORING OUR RETIREES change,growth,and reflection.Since 1993,the K9 This year also marked the retirement of K9 Maize, Team has been a cornerstone of public safety, who faithfully served the community alongside continually evolving while maintaining its position Sgt.Pelletteri since 2019. Known for his loyalty as an industry leader in training and effectiveness. and effectiveness,Maize contributed to countless This year,the team welcomed two new members successful captures,embodying the team's mission and said heartfelt goodbyes to several beloved of excellence, Now retired,Maize enjoys a well canines whose dedication left a legacy. earned rest with Sgt. Pelletteri and his family. 1111.11111111 ( . . i', 1,.. V" lir s...' ' 4 litis a — .!11ERI� F .1,:,11 . t.,> .,:. ,.1 v-:;) '' Nip, I \1 Mm , 2024 WCSO Annual Report 17 WELCOMING THE NEXT GENERATION The K9 Team proudly added K9 Puddles and K9 Blake to its ranks in 2024. K9 Puddles,a Dutch and German Shepherd mix,joined Cpl.Akin.Despite d i !! her young age, Puddles has already demonstrated exceptional skill,earning 4,max- 4: certification and achieving her first capture while on patrol.Her enthusiasm ;r , - ' and ability ensure that she will play a vital role in keeping Washington ' County safe. K � '�' = f. a. • K9 Blake made history as the team's first-ever jail canine,assigned to the Washington County Jail.A highly trained European Black Lab partnered with Corporal Boyers, Blake specializes in narcotics detection, including methamphetamine,cocaine, heroin,and fentanyl.Certified by the Oregon Police Canine Association,this groundbreaking addition enhances the ' safety and security of Washington County's only jail by deterring and detecting contraband. Meet our newest K9:Puddles REMEMBERING OUR HEROES LOOKING AHEAD 2024 also brought difficult farewells to two cherished The WCSO K9 Team continues to honor its legacy of K9s, Bolo and Stark,who passed away. innovation,adaptability,and unwavering dedication. Each handler and K9 works tirelessly to protect and K9 Bolo,a long time partner to Cpl.Zaugg.Since 2019, serve,guided by a robust training program that builds Zaugg has been a dedicated Tactical Negotiations confidence and fosters success. From the community Team (TNT)member and a two-time"Top Dog" streets to the jail's corridors,these remarkable teams champion at the WCSO K9 trials.His drive and work play an integral role in making Washington County the ethic inspired those around him,leaving an indelible safest urban county in Oregon. mark on the unit. As we celebrate new beginnings and reflect on the K9 Stark,an office legend,served alongside Cpl.Akin contributions of those who have moved on,the K9 for a decade,eight years as a dual-certified narcotics Team remains steadfast in its commitment to public detection dog.Known for his unrelenting dedication, safety and excellence.This year's milestones reaffirm Stark was a force to be reckoned with,tracking suspects the bond between handlers and their K9 partners,built and detecting narcotics with unmatched precision. on trust,respect,and a shared mission to serve. Beyond his professional achievements,Stark brought joy to those around him,from his resilience through medical challenges to his ability to sport imaginative costumes with dignity. 8 ; WCSOOregon.org SPECIALIZED RESPONSE WORKING TOGETHER TO KEEP WASHINGTON COUNTY SAFE In the face of complex and high-risk public safety incidents, specialized response teams within the Washington County Sheriff's Office (WCSO) and partner agencies work together to ensure swift, strategic, and safe resolutions. The Tactical Negotiations Team (TNT),Crisis Negotiation Unit(CNU),and Remotely Operated Vehicle Team (ROVT) each bring unique expertise and ROVT. resources to critical incidents. By combining tactical ■ skills, negotiation strategies,and advanced technology, TECHNOLOGY ENHANCING PUBLIC SAFETY these teams enhance public safety and protect lives across Washington County. The Remotely Operated Vehicle Team(ROVT) is critical in supporting law enforcement operations with drone and robotic technology. ROVT's expertise provides TNT & CNU . real-time intelligence,aerial surveillance,and enhanced situational awareness during complex incidents.Their work helps reduce risks for law enforcement and A UNIFIED APPROACH TO HIGH-RISK improves decision-making in rapidly evolving situations. SITUATIONS ROVT members undergo specialized training The Tactical Negotiations Team (TNT) is a multi-agency and certification through the Federal Aviation tactical unit trained and equipped to handle high-risk Administration (FAA)and comply with Oregon state public safety situations where conventional police laws regulating police drone use. tactics may not be sufficient.Whether responding to barricaded suspects, high-risk warrants,or active threats,TNT's primary mission is to resolve dangerous situations while prioritizing public safety. I TNT works hand in hand with the Crisis Negotiation IMT Unit(CNU)to bring peaceful resolutions to volatile situations.CNU negotiators,trained in crisis INTERDIVISIONALTERM intervention and de-escalation techniques,establish The Incident Management Team (IMT) is an dialogue and rapport with individuals in crisis,often interdivisional team and has been trained in the preventing the need to use force.Together,these Incident Command System and the National Incident teams coordinate responses with Beaverton,Hillsboro, Management System.Team members deploy various Sherwood,Tigard,and Tualatin Police Departments, special team vehicles to an incident and provide Tualatin Valley Fire&Rescue (TNT medics),and FBI operational,logistical,and planning support on tactical CNU members,ensuring a collaborative and strategic callouts,major crime team callouts,agency requests, approach to crises. and community events. 2024 WCSO Annual Report 9 2024 Activation:High-Risk Warrant Execution On June 13,2024,TNT,CNU,and ROVT worked TRAINING FOR THE UNTHINKABLE: together to safely execute a Distribution of a Controlled PREPARING FOR SCHOOL THREATS Substance(DCS) search warrant at the home of a In December 2024,WCSO hosted a realistic active suspected armed individual with a violent history. threat training at Glencoe High School,bringing Intelligence indicated the presence of firearms, together county and city partners.The training dangerous dogs,and multiple associates inside the focused on: residence. Rapid decision-making and response ROVT drones detected three individuals exiting strategies for high-risk incidents. the home. Live-action simulations to test A vehicle attempted to evade law coordination between teams. enforcement,colliding with tactical vehicles before fleeing. Lessons from real-world events to refine tactics and improve readiness. ROVT drones assisted TNT in searching the home's interior,ensuring it was clear before WCSO has conducted this training for over 20 investigators entered. years,continuously evolving to prepare law enforcement and community partners for critical • This case demonstrated the seamless integration of incidents like school shootings.Media coverage technology,tactical planning,and negotiation, leading of the training gave the public insight into first to a safe and successful operation. responders'preparedness efforts. A SAFER WASHINGTON COUNTY 2024 Activation:Barricaded Suspect in Hillsboro THROUGH COLLABORATION In 2024,a prowler entered a detached garage at the The success of Washington County's specialized residence of an off-duty Hillsboro Police officer and response teams lies in their commitment to refused to surrender. collaboration,continuous training,and the CNU negotiators established dialogue while strategic use of technology.TNT,CNU,and ROVT coordinating with the suspect's probation work tirelessly to protect lives,resolve crises,and officer for additional leverage. enhance community safety. The suspect attempted to flee but was safely As threats evolve,these teams remain steadfast in apprehended using tactical strategies, their mission:ensuring that Washington County including a 40mm less lethal round and shield remains a safe and secure place to live,work,and techniques. raise families. All specialized teams (TNT,CNU, ROVT,and Incident Management Team)worked together . t ... to resolve the situation safely. r - f)r -,a r• ``� This case highlights the importance of multi-team • collaboration and the ability to adapt to evolving ��; '�• _; I threats. -s .;.i r IIl' ^. : �' 10 WCSOOregon.org WESTSIDE INTERAGENCY NARCOTICS TEAM: COMBATING DRUG TRAFFICKING IN 2024 :: „•�f t z �`1, 4.( . • ; �,;:':�f't4 For over 30 years,the Westside Interagency Narcotics(WIN)Team has ,41. 4•;! r• •',•tk ' ., been on the front lines of the fight against drug trafficking in Washington " l County.Comprised of personnel from the Beaverton and Hillsboro Police ' Departments,Washington County Sheriff's Office(WCSO),Oregon National 4:,;. Guard Counter-Drug Program,Drug Enforcement Administration (DEA), .;{ and Homeland Security Investigations (HSI),this multi-agency task force ticontinues to make a significant impact in disrupting the flow of dangerous ' drugs into our communities. - e In 2024,WIN led several high-profile investigations,seizing massive quantities of illegal narcotics and holding drug traffickers accountable. . " ,- ^ 4:, Their work has not only removed harmful substances from the streets but ' '4 fTba a�{ ;��.�i;r/#; , I also reinforced public safety efforts across the region. lislt l' WCSO HELPS SEIZE 1.4 METRIC TONS OF LIQUID HEROIN ,.+r_ r r '.�,, On January 25,2024,WIN assisted HSI in the seizure of 1.4 metric tons (370 l, t'' gallons) of liquid heroin—one of the largest known heroin busts in the i. i1 111.„: United States. Investigators intercepted the drugs inside eight 55-gallon ri._ ;?;.�� ..;;% barrels hidden in a U-Haul truck.This monumental case,coordinated with the U.S.Attorney's Office,the FBI,and the Washington County Sheriff's Office Tactical Negotiations Team (TNT),led to multiple federal charges against suspected traffickers. The success of this operation highlights the power of collaboration between federal,state,and local law enforcement. By dismantling large- scale drug operations,WIN continues to send a strong message:drug ` traffickers will face justice. s3 r 1;:t, v. :� ; K9 MAN DO'S NOSE FOR JUSTICE { While technology and intelligence gathering play a crucial role in narcotics V enforcement,sometimes the most effective tool is a keen nose and training. .1r:, ;, K9 Mando,a dedicated drug-detection dog,played a pivotal role in a recent �', bust that resulted in the seizure of nearly 80 pounds of methamphetamine. .lit.;,: :::,,, ;; Acting on intelligence from Homeland Security Investigations,WIN :,,�� Z„t intercepted two suspected traffickers from Vancouver,Washington,who ' .4��yw3ls were transporting large quantities of meth into Oregon.Thanks to K9 I .� �;I� t,',: ,t : Mando's skills,officers were able to locate the concealed drugs and ia a -Si? ti�'t. i is<- ::•;2. -�•7.�Y=.t : "":7 �r make key arrests.This case underscores the essential role of highly . '1'ii-4tr,J i,, dS.TS.ice ^-::: .F w-- +Y• t'sa f>z i'?'cYe4.•'4x.'"' -1.:A trained K9 units in stopping illegal substances before they reach „�e ft. *Ara,. .,- ' : . vulnerable communities. 2024 WCSO Annual Report i t, BEYOND DRUG SEIZURES: PROTECTING FAMILIES AND CHILDREN WIN's mission goes beyond major drug busts—it's about protecting families and children from the ripple effects of substance abuse. In one 2024 case,school staff at Beaver Acres Elementary became concerned when two young students got off the bus with no parent in sight.A staff member escorted them home and found their father unresponsive, showing signs of drug impairment.A police welfare check the next day confirmed fentanyl use in the home. .> Thanks to the swift response of WCSO Deputy Dunn and Sgt.Martin, the children were safely relocated by DHS.They continue to thrive in a .41.11•41.1.11 stable environment and attend school regularly.This case highlights how "' '- addiction can endanger families—and how vigilant community members and law enforcement can work together to protect vulnerable children. - A COMMITMENT TO A SAFER WASHINGTON COUNTY The WIN Team's work in 2024 exemplifies its unwavering commitment to public safety,community partnerships,and aggressive drug enforcement. - - From record-breaking seizures to protecting vulnerable children, V'e" ft r their efforts continue to disrupt criminal networks and create a safer ' 11 . environment for all residents. As we move into 2025,WIN remains steadfast in its mission:to combat drug trafficking,support local law enforcement,and educate the community on ' , s r the dangers of illegal drugs. MP.,9� j,. For more details on these cases,visit the U.S.Attorney's Office 4" media releases: Heroin Seizure-https://bit.ly/WCSO HeroinSeizure Meth Bust&K9 Mando's Role- https://bit.ly/48083to :11.4' Ws' The WIN Team's relentless efforts in 2024 have made a real • : impact in keeping dangerous drugs off our streets and protecting = our most vulnerable community members. Their commitment to collaboration and enforcement sends a clear message—drug _ traffickers have no place in Washington County. - Sheriff Massey 12 ( WCSOOregon c WASHINGTON COUNTY SHERIFF'S OFFICE SEARCH AND RESCUE ..... . The Washington County Sheriff's Office(WCSO) , Search and Rescue(SAR) program is an elite team ' '%.;` f- of volunteers that plays a critical role in emergency response efforts across the county Open to teenagers lit ages 14-17,the program provides rigorous training in ,.p� ,,. t. search techniques,navigation,first aid,and teamwork, !�, :�. =•' `r preparing cadets to assist in real-world missions. . 00 %o. u- Beyond gaining valuable life skills,SAR cadets get .4 , , ......1. hands-on experience in law enforcement,emergency f aalf —.' medical services,and search and rescue operations. = i / ...„.;-4z---,a,...... SAR2O24YEARINR[V1EW _ ` . . ...... ,... I <<; te5., : _ k 0. _ I REAL-WORLD ASSISTANCE IN ., _......,, _...... . _ .011N21_4 A� TlLLAMOOK y� h l � '�IA: j ' —4 -* ' 14) � ay `1 - i. ,. During their annual training f• j• - ,1 academy in July,SAR cadets used e ! r their skills in an actual rescue. While in Tillamook,senior cadets MULTI-AGENCY CADET COMPETITION for those interested in future law assisted the Tillamook County Sheriff's Office in a rescue mission. WCSO hosted the Multi-Agencyenforcement careers. A missing woman was found in Cadet Competition (MACC) at the a wooded area and unable to Public Safety Training Center for SEARCH AND RESCUE TRAINING walk out on her own.Our cadets the first time.Our cadets competed ACADEMY(SARTA)GRADUATION quickly stepped in,packaging alongside Hillsboro,Beaverton, A new class of cadets completed her in a litter and carrying her Tigard,and Clackamas County the rigorous SARTA,where they to an ambulance.Their ability teams,putting their training to the trained in the field to develop to apply their training in a real- test in events such as the physical the skills needed to serve.We are world emergency highlights this abilities test,emergency vehicle proud of these dedicated young program's importance and its operations,and investigations.This individuals who committed their members'dedication. event showcased their abilities and time and energy to this challenging provided an incredible opportunity program. 2024 WCSO Annual Report I 13 A DEPUTY'S DEDICATION LIVING OUR CORE VALUES THROUGH COMPASSION Last May,Washington County Sheriffs Office(WCSO) Adjusting to Trilly's unique needs has been a labor of deputies responded to a heartbreaking case of animal love for the Armstrong family.When they discovered abuse in Aloha.Among them was Deputy Armstrong, she was intolerant to commercial dog food,they began who first encountered a frightened,injured dog named cooking her meals at home with guidance from her Dice. Found with burns,scars,and deep wounds, veterinarian.Trilly eagerly supervises from the kitchen, Dice's tragic condition moved everyone involved.After always ready to approve the latest batch. ensuring she received urgent medical care,Deputy Deputy Armstrong describes Trilly as more than a Armstrong took the extraordinary step of adopting her pet—she's a loyal companion and a daily reminder of and giving her a fresh start in life. the power of second chances. He hopes Trilly's story Now named Trilly—short for trillium,the Pacific inspires others to consider adopting animals in need. Northwest flower that symbolizes resilience and new "You might be giving a dog or cat their first experience beginnings—the once-abused dog has flourished in of love," he said."And trust me,they'll remind you daily her new home with the Armstrong family.Over the past how grateful they are." year,Trilly has transformed from a cowering, injured animal into an energetic,joyful companion. - — r "Her transformation has been nothing short i • r " ' _ , r of amazing,"Deputy Armstrong shared."She's V,� s unrecognizable from the scared dog I met last year." •��0 1- ' With dedicated care and plenty of love,Trilly's physical , , injuries have healed, leaving only faint scars,and her r i ,t..g -"Si playful personality has bloomed. ,� ; •s �,_ \\.'•*,. ._ , • /1,• �._ r A Trilly has embraced her new life as an active,outdoorsy � ). '� ti , ,, dog.She loves hiking,running through the park at • ). �� . •. A;:; '� :r r_ 7 night with her glow collar,and playing tug-of-war with , f •;,+ ; r,r !!. t l7_ her favorite braided rope,True to her adventurous _ ; 4 ` • -- ,,'7,-,,-- , �spirit,she starts every day by sniffing the morning dew ' . `=_� " i on the grass—even if it makes her sneeze. s+, .. )1/ t, i' •;,1 . Deputy Armstrong describes Trilly glik,, as more than a pet—she's a loyal 1 i companion and a daily reminder of *t`,'� '<1° _._ . i il the power of second chances. �c$'�2''�Y r.i, 1'' !1,A, f� \,,t. s §1 ;a �j�,,,,,,i.'•41( n•'v1••1.t11 S�Ii.4:'JtTv •,1l F'--: t .t ,,>>: :j.KS i,. ;;v7t ;�ti. !V•ft.l:44, _V' .'elf 1 1.:�') :..ip t.:..lff':71.' ' 14 WCSOOregon.org r ' .<„„,,,Z 4. /t'` .... ii ---lam A _ , )10, 0 , 0 ...=. --...--"....."..."‘P f f rf \\ E 4 ON .i9; .: 91 gal ' CAPRICE MASSEY MAKES HISTORY AS WASHINGTON COUNTY'S FIRST FEMALE SHERIFF Washington County,Oregon,home to the state's first earning the trust and respect of her colleagues and sheriffs office and rich with over 181 years of pioneer the community. legacy,marked a historic milestone in 2024.In May, voters elected Caprice Massey as the 33rd Sheriff of Sheriff Massey's leadership emphasizes transparency, Washington County, making her the first female sheriff accountability,and community engagement.Her in the county's history. focus includes bolstering retention and recruitment, fostering partnerships with community organizations, Sheriff Massey officially took office on January 7,2025, and being a responsible steward of public resources. in a ceremony led by Presiding Judge Rebecca Guptill, She also prioritizes addressing concerns for public solidifying her place in the county's ongoing narrative safety while ensuring the Sheriffs Office evolves to of progress and leadership. meet the needs of the county's diverse and growing population. Sheriff Massey's journey to this role involves service, resilience,and an unwavering commitment to public Washington County's history is steeped in the safety.As a native Oregonian who grew up in Eugene, pioneering spirit of innovation and progress,and her dedication to community was shaped early. Sheriff Massey's election represents a continuation of She began her career of service in the United States that legacy.The election builds on the Sheriff's Office's Navy,having served for nine years.As a Veteran,she foundation of leadership and services while bringing continued her service to her community at the Norfolk new perspectives to the role and honoring the values Sheriff's office in Norfolk,Virginia, before joining the that have guided the office for nearly two centuries. Washington County Sheriffs Office in 2004.Over the past two decades,she has risen through the ranks, We honor our past,celebrate our present,and look forward to the future. Lir /am truly honored to serve the Washington County community as its 33rd Sheriff alongside the hundreds of dedicated professionals of this office,"Sheriff Massey shared. 'While we have accomplished much, much must be done. Together, we will P continue our mission to keep Washington County the safest urban county in Oregon. 2024 WCSO Annual Report I 1 i WELCOMING NEW LEADERSHIP I LEADERSHIP: CHIEF NICK JONES TAKES THE HELM IN NORTH PLAINS In January 2024,the City of North Plains welcomed Sergeant Nick Jones as its new Chief of Police,marking 1111 l an important leadership transition in the ongoing i 's. partnership between the city and the Washington , f County Sheriff's Office(WCSO).Chief James Haxton, W who successfully led the department for nearly three years,stepped down to take on a new role overseeing the WCSO Tactical Negotiations Team (TNT). OQ „ Z -- I first worked in North Plains in 2079, and I'm honored to return as Chief of PoliceI - Chief Nick Jones ., ,, Ilik Chief Jones brings over a decade of service with WCSO,including experience as the Team Leader and / 11 Supervisor for the Crisis Negotiation Unit(CNU).His leadership in crisis response,community engagement, fl, App! and municipal law enforcement made him a natural choice to lead North Plains'public safety efforts. "I first worked in North Plains in 2019,and I'm honored Chief Haxton reflected on the transition:"I do not to return as Chief of Police,"Chief Jones shared."I look doubt that Chief Jones is the right person to lead forward to continuing our commitment to community the North Plains Police Department.His experience, policing,strengthening relationships,and ensuring a dedication,and passion for public safety will serve the safe and secure city for everyone." community well." 7 oit Since 2019,the City of North Plains has contracted with _____ilmo Nu ;y' 1' WCSO to provide law enforcement services.Today, ¢ � • the North Plains Police Department serves over 3,600 ,` �,.-' �� lieI residents with a dedicated team of full-time deputies. v 4 ,i With the leadership of Chief Jones and continued 4110.- POLICE support from WCSO,North Plains remains committed •OA'� c,,.:r FORTH to providing exceptional law enforcement services while fostering a strong and safe community. 1 16 WCSOOregon.org - _ , r • RIFF • • WA$$IN.GTON COUNTY , 11 i • 1 11-- SAFEGUARDING LIVES A1CS0 Response to the EVACUATING ANIMALS UNDER FIRE As the fire intensified and a Level Three 2024 Lee Falls Fire evacuation order was issued,many families were forced to flee with little time to secure When the Lee Falls Fire ignited in July 2024, rapidly their livestock and pets.Recognizing the consuming nearly 290 acres and prompting emergency urgency, 14 Posse members put their training evacuations in Cherry Grove,the Washington County and personal resources to work,braving active Sheriff's Office(WCSO) mobilized in full force to evacuation zones to rescue at-risk animals. support affected residents and ensure public safety. Using their trucks and trailers,they successfully From deputies coordinating evacuation routes to evacuated: emergency responders maintaining order,the entire 1 office responded to the crisis.Among those who went alpaca above and beyond were the dedicated volunteers of 4 horses the WCSO Posse,who played a critical role in rescuing and sheltering animals in the path of the fire. 34 goats These animals—left vulnerable to the rapidly 13 cattle, including a bull spreading fire,were transported to safety at Westside 3 sheep Commons(formerly the Washington County Fairgrounds),where other Posse members had already 25 poultry established temporary shelters. 9 ducks 2024 WCSO Annual Report I 17 FOUR DAYS OF AROUND-THE-CLOCK CARE A COMMUNITY'S GRATITUDE Beyond the rescue efforts, Posse members remained The response to the Lee Falls Fire demonstrated committed to caring for the well-being of the teamwork across WCSO,with deputies,emergency evacuated animals.Over the next four days,they personnel,and volunteers working side by side to assist provided food,water,medical attention,and comfort the Cherry Grove community.WCSO Posse's heroic to nearly 90 displaced animals,working in shifts around actions earned widespread recognition,culminating in the clock.They also coordinated with owners and their Oregon State Sheriffs'Association Distinguished emergency officials to manage logistics,maintain order Action Award—an honor given to those who go above at the fairgrounds,and eventually reunite animals with and beyond to serve their community. their families. In moments of crisis,WCSO stands ready to as law enforcement professionals and as neighbors, Posse members contributed protectors,and first responders in every sense.The over 260 volunteer hours to Lee Falls Fire was a test of resilience,and thanks to the effort—balancing physical the unwavering efforts of our team,both people and animals made it through safely. exhaustion, emotional stress, To learn more about the WCSO Posse and how and the unpredictability of a they serve Washington County,visit:https://www. wa5hingtoncountyor,gov/sheriff/professional- wildfire emergency. standards/get-involved#posse • hr • t- 1, • • �' a ••. • ''1 Mi-•ii 4r.� '1 rd • '••• .tW!:�r - •f 'j� -MO':• .r• + • • • THANI. IMF W10 I 1111V Washington County is a great place to live,work and raise families. As one of the four original counties in Oregon,we have a strong history in the community. While much has changed over the last 181 years,we continue our commitment to quality training and high standards. We are pioneers and leaders for public safety and recognize and respect our unique and diverse communities. Combining our extensive training and life experience,we find compassion in law enforcement to always do the right thing. We are proud to serve you. AC,TON , 500060 rsg , Aver ors °a QR OREGO CI 11 El • • Funding for publishing the 2024 Washington Ai r• 1• County Sheriff's Office Annual Report has been r WCSOfoundation.org j r made possible by the generous support of the*• • •• •r}; r• Washington County Sheriff's Foundation. • 0 AIS-5939 6. Business Meeting Meeting Date: 08/26/2025 Length (in minutes): 10 Minutes Agenda Title: Houselessness Update Authored By: Megan Cohen Presented By: City/County Houselessness Liaison Cohen Item Type: Update, Discussion, Direct Staff Public Hearing No Legal Ad Required?: Publication Date: Information EXPLANATION OF ISSUE City/County Homelessness Liaison Megan Cohen will present an overview of Tigard's current homelessness response to the City Council. The presentation will include an overview of the programs and services being offered to people experiencing homelessness in Tigard and the demand for services throughout the region. It will address challenges currently faced on the Public Works lawn and provide next steps for discussion on the city's Time/Place/Manner Ordinance. ACTION REQUESTED The City Council will listen to a presentation on homelessness response in Tigard and provide direction to staff on next steps. BACKGROUND INFORMATION The Tigard Council adopted four Council goals for FY 2025-2026. Strategy 1.2 calls for supporting housing in the entire Tigard community while addressing the regional crisis of homelessness. Tigard Ordinance 23-03 requires Council to review the City's Time, Place, Manner rules every six months. The council previously implemented these changes: • October 2023: Removed the prohibition on camping stoves in campsites •July 2024: Prohibited camping on hardscape surfaces of City property •July 2024: Prohibited camping around the Library and City Hall The City of Tigard currently implements the Safe Parking Program in partnership with Just Compassion of East Washington County. The program has been operational for a year, with two host sites. The program has served 13 households to date, with 6 households who have transitioned to stable housing or an alternative program. ALTERNATIVES& RECOMMENDATION N/A ADDITIONAL RESOURCES N/A Attachments Homelessness Update Aug 2025 — Homelessness Update 411 , II Megan Cohen, City/County Homelessness Liaison August 26, 2025 nw la IL:it Tigard I Homelessness in Tigard • Increase in number of people camping on the Public Works Lawn • Tigard Police Department • Street Outreach • Families and individuals in our community facing eviction • Library Social Services Coordinator • Supportive Housing Services • Safe Parking Program • CITY OF Tigard The 5 E's Tigard's Community Promise.•Equity• Environment• Economy• Engagement•Excellence -- Homelessness in our Region • SHS system is at capacity; no available shelter beds and long waitlists for service entry • Slow turnover within the system due to unavailable affordable housing / funding for housing vouchers • 50% reduction in eviction prevention across all funding sources — local, state, and federal • Point in Time Count 2025 showed for every 10 people that are housed, 15 become homeless • Beaverton & Hillsboro are facing similar issues as Tigard CiTrOF ' Tigard The 5 E's- Tigard's Community Promise:Equity• Environment• Economy• Engagement• Excellence — Safe Parking Update (as of July 2025) • 13 households have been served by the program • 6 households have transitioned into housing/aft program • 2 host sites, working on a third host site • Just Compassion has been responsive to issues and concerns e Tigard The 5 E's-Tigard's Community Promise:Equity•Environment•Economy•Engagement•Excellence — Next Steps • Consider Time, Place, & Manner Ordinance changes • Explore other available resources / county programming • Communicate city's strategy and response to homelessness to the public • Continue to report on existing programs, track available data, and coordinate with internal and external partners • Washington County SHS presentation in late fall/winter CITY Of Tigard The 5 E's- Tigard's Community Promise:Equity• Environment• Economy• Engagement• Excellence AIS-5861 7. Business Meeting Meeting Date: 08/26/2025 Length (in minutes): 60 Minutes Agenda Title: Update on Building a Better Tigard Project Authored By: Kim Ezell Presented By: Deputy City Manager Tritsch, Strategic Initiatives Program Manager Ezell, Finance Director Kang, Police Chief McDonald, Public Works Director Rager Item Type: Update, Discussion, Direct Staff Public Hearing No Legal Ad Required?: Publication Date: Information EXPLANATION OF ISSUE Council update on the progress of the Police and Public Works Facility Project. ACTION REQUESTED Council is asked to give feedback on project progress and direction on bond package considerations. BACKGROUND INFORMATION For years, Tigard has faced a serious challenge: facilities are aging, seismically unsafe, overcrowded, and too costly to Tigard taxpayers to rehabilitate. This includes critical first-responder facilities for Public Works, Police, and Tigard's Emergency Operations Center. A 2009 study found that the Police Department's 42-year old facility is overcrowded and a follow-up study in 2013 determined the Police Department is operating in about half the space it needs to function efficiently. Additionally, a seismic assessment in 2016 determined that the building could be unusable for days or weeks after an earthquake. This would hamper the City's ability to respond effectively during an emergency. The Public Works building is 30 years old and was not built to house the full Public Works Department of the City. The Public Works site is approximately 3.0 acres and cannot safely store the equipment needed by the Department. Employees regularly hold staff meetings outside the building because it does not have meeting rooms to accommodate their teams. In 2024, the City purchased a 9.5 acre parcel to address these needs and combine the two departments efficiently on a new campus. The facility will serve as the operations and maintenance center for Water, Sewer, Storm, Parks and Recreation, Streets, Engineering, Public Works Administration, Fleet and Facility functions, and the Police Department. This facility will also function as the Emergency Operations Center and host the field staff, equipment, and materials needed to respond to emergencies, both for local operations and for special districts (e.g., TVF&R) as needed. ALTERNATIVES & RECOMMENDATION Council could ask teammates to provide specific financial analysis to assist with future bond package consideration discussions. ADDITIONAL RESOURCES N/A Attachments Building a Better Tigard Council Update (8.2025) Police and Public Works Facility: council Update August 26, 2025 = ' Iiga°r`d TIIGARTD — Agenda 1 Project Team Introduction Communications 2 • National Community Survey • Community Engagement Design and Construction 3 • Design Check-In • CM/GC Process 4 Financial Update 5 Next Steps BUILDING A BETTER gilli TIGARD 2 Project Team Introduction ° Ti °` CITY TGARDI P roject Overview We will build a safe, modern facility for our Police and Public Works departments, and work to ensure our first responders can continue providing critical services to the community after a natural disaster, improve everyday operational efficiency, and reduce I long-term costs A. BUlLDwG:BETTER TIGARD Project Team - Internal (Mostly) City City Project Sponsor Emi':y Tritscn Council Manager Deputy Sponsor Kim Ezell Project Director Dave Lintz, OTAK Design and Construction Finance Communications Leads Brian Rager Lead Lead Chief McDonald Eric Kann Kim Ezell Justin James amBU WING A BETTER TIGARD 5 • 1. 1,1 : ,.. . .. ,. -.., - w-,.. . T. _. . 7.- _ -4 .,.. n. :e -g -." p: r -7, :I. -to . .... , 4' -.' .,-'.-,_ ...._.: e.......,*‘..... z•-• 0--!- 1 ...."I 17,,:•:.-A:7<fator. ;..,1‘` f'tr, _ f.n4 )4 - r-.1. i"-- t T � I.': '" -��-•"._, ~ . ... t i w , y ram- L. 17L 4401 .."." VI ‘,...• l _. 1614)1 1 , . • �/ mac.#. , -.t�= • T t _ °, +�j am,.. `' ' s }-• _ 4. fir. ♦ -r` '�'9 s �?ai .`?,- -.� L'' • P r►-" .fit +�',n � i r 7 to 7 rr �► i. ''rl,• �' 3+.� ~. - �' , 'S "` mot ..� � y ,f '•4 •tj`1 -� d • ' 1 a 1 • --. 'i .ems 'a' _ eti . _ r.• - '---, - L-• i Nam. _ sri • � �1•. :;:.. •• • • .Atik ,. t ',.leo -ok.c r '16't moII. t: r-..r4_ _, • Alitt ! ,. C i, �it s� ,:',, ,,..� • !, .• -'f. -- - 1 l'. ` ... •,.,r' 1J 14..- •,, -` , �� - • �' ram' "y btlG�eErfn.A dd .f • t .d 4 }. i i • I C A R D � t{' ; Ill �. `.*• y ; 4 ^M• f ' — Project Team -- Key Partners OtakIA Scott rd Edwards Fc perlo .1.1 Architecture /� A JOINT VENTURE Project Director Architect CM/GC I ---. (--- --- (-- ---- Driver of the project and Leads design for the Leads construction for the process facility facility Responsible for managing: Collaborates closely with • Scope Collaborates closely with the team to from design to CM/GC on cost estimates • Budget final delivery • Schedule and constructability —) ,.__ _) BU LDING A BETTER TIGARD 7 Communications V • CITY OF Tigard BUILDING A BETTER — National Community Survey Results Most participants believe the Tigard Police and Public Works Departments buildings are in "Good" or "Excellent" condition 49% were aware of the bond in May 2026 66% said they supported the bond measure AsBUILDING BETTER TIGARD — Out in the community _). - . .. . c b-• ` �•le: F • ,. i r `�, 'A, 'A —— I. TG tptirtl give \r ;y r �C•,- , - - MI: Ii gaud _ _ #/, `' Y^ UMW- • ' .c GAR0 . I r'i OS5 A R D A Y LC!POUGW 7 1j__--_ ILY- t -- 10 AM !rc&! �, S""' • _ ime ? ••, I FU '' DAY ►.��.,. J. Tigard Tigard no Public works lIN City Hall (13125 SW Hall Blvd.) IllhBUILDING A BETTER TIGARD Design and Construction Ilgarci°` BUILDING A BETTER TIGARD — Existing Police Dept Faciliti. . es .. „ s_ .=- � -�saw r fie'-` -'strum•aPir bst _'�M-�!� • ,-4 11 IN .�j 7I 1 r ,f 141peRi i''a'Vt v �t I wim;�"4►i� iit • _.___. f 1 q a .E R 1 I1 @� y\j • ,, ,,,,,, ...„ I e. ioi .\ - '.- \ k rit. , ,..,. 111 . AkaBUILDING A BETTER TIGARD Existing Public Works Facilities ..,.. _ __ _ ._ . , .. . _, ,_,... .1 ts. ....„_,___„___ _________ _ i ....,,, 1 :_._ ...„.. _ __...... J 1 i yg :i . - 111 I 1 2 i-c4000::7,1-,...-..„.. .. ...........„.. ,... ...t. ,,... . , I, ' '"..-- 1 ' _ � a • =,?;•r _ , 7 f ..„ BUILDING A BETTER iikikTIGARD . programming Phase Diagrams tlI•.O0M1 I_ 1 .III.IK 0° > MIIN31 3,O01-II1IMC1 ROOM KOSS II/ - .RUX ROOM lIR.o1,. n .- , moon 101S!" CO..: *INI AC f303K1 'IOOKT l -b 51IY.I0 lIi I-n 3ln3.M3133 --33330.0313003.!TOR•c. nln ROOM 1005! IDOL 1000 DOSS 13IV61ON I.KI.[C1.1. r J,.M r yr • --� Ni01'.R11 1y..•vR^. • Ennio: _�, .I.S r.unvnnrn,- MR IIFC SPACE nr CI un n1mOrt z.o S1 um[NOINCIRWO S.IanC ram,IN41.051O I.Kl +-.__....- • 1 O11N SIILI ----.WLL[3131O.411 CINF 1 0.1 4.61'I0Nf'00 10•413.C1.IN4 wows 1 ---WARM 0I1.190N S.ICriK BUILDING A BETTER TIGARD — CM/GC Process •RFP Issued: May 28, 2025 •Proposals Received: 11 •Selection Committee: 4 city teammates, 2 consultants •Proposal Scoring Criteria: Work management, team/org chart, cost management, schedule/quality control/safety plans, fee •Top 5 Firms Interviewed: Topics: precon/design, team dynamics, cost controls, communication and conflict resolution •Final Round interviews: top 2 firms advanced for second interviews Alb TI6GAIITTii CM/GC Process P&C - Perlo A Joint Venture I7C was selected L — A JOINT VENTURE - • Contract execution: expected August 2025 for precon, within City Manager authority to execute • Guaranteed Maximum Price (GMP) Amendment: construction phase, expected next year, will come to LCRB for approval AiBU LDING A BETTER TIGARD Financial Update � " Tiga°r`d BUILDING A BETTER TIGARD Project Costs to Date • Spending is at 10% budgeted through FY26. • On track to stay within budget. S5,128,000 S 16,797 100C,000 2.000,000 3,000,000 4,000,000 5,000,000 6,000,000 •Budget ■Spend Note: Excludes land acquisition cost of$75. 1 M BUILDING A BETTER TIGARD — Project Costs to Date • Majority of spend is on architecture, engineering, and Administration, project management. s3,422 Communication, 599.156,19% • Communication costs primarily for polling, mailers! •Administration •Communication and material for community ■Professional Services engagement. rni Professional 5 ervic es, • Minor administrative costs for 34,4.2t9.9fl96 contracting costs and legal & financial advice. Ai y LYING a BETTERIGARD Project Contingency - Minimizing Risk i . . INIIIIIIIIIN PRECONSTRUCTION CONSTRUCTION Y (I) IX H WCONSTRUCTABIUTY n O ,+ -------- _ CRT 0I TIGARD WWI • - , ALTERNATE MEANS VALUE - PROJECT CONTINGENCY &METHODS I, -- ENGINEERING -- _ y • AA AAAAAAAAAAAA AAA + A AAAAA AAAAA AA A AA PROJECT SD DD 50%CD GMP KICK OFF ESTIMATE ESTIMATE ESTIMATE ESTIMATE IITBUILDING GARD Anticipated Total Project Costs Low Range of costs High Range of costs $150,000,000 - $25,000,000 $130,000,000 - $20,000,000 $15,000,000 $110,000,000 $10,000,000 $90,000,000 - $70,000,000 - $110,000,000 $100,000,000 $50,000,000 - $30,000,000 - $10,000,000 •Hard Cost •Soft Cost •City Cost Bu LDING A BETTER TIGARD Bond Package Considerations a : , 1,-".... -- .....; ‘) -- --4-1i1.7:7111N. 7 - i1. 'Sam' ____ ____. A .........11.m. ,h. Percent of project 20-year term Bond Amount funded through or General Obligation (GO) bond compared 30-year term to other funding sources • CITY OF e Tigard The 5 E's-Tigard's Community Promise:Equity•Environment•Economy•Engagement•Excellence Next Steps ? : !' Tigard . CITY OFBUILDING A BETTER Tentative Project Schedule Bond Election Groundbreaking Ribbon cutting Ceremony Open House Q2 Q3 0.4 Q.1 C2 Q3 Q4 Q1 ,-- 0,2 Q3 Q4 01 . Qt GC RFP MIMI aming Programming g& Schematic Design iMiZEMO Design Pre-Bond Design Development 611111103511 ) CMGC Pricing Land Use formation Community Campaign Engagement Community Engagement and Information - Construction Documents IIIMIZ Pre-Construction FF&E Post Bond GMPCM Permitting 'Early site work package Construction Building construction .1)w Tentative move-In... BUILDING A BETTER gah TIGARD 24 — Upcoming Council Updates • Early December — Project Update • January- February — Bond Package considerations and ballot language • April — Project Update BU LDING 4 BETTER - Ai TIGA RD Questions? IA1 vTigard • CITY OF BUILDING A BETTER AIS-5937 8. Business Meeting Meeting Date: 08/26/2025 Length (in minutes): 20 Minutes Agenda Title: Economic Development Strategic Plan Authored By: Danelle Hauther Presented By: Community Development Director Kirkman and Economic Development Manager Hauther Item Type: Update, Discussion, Direct Staff Public Hearing No Legal Ad Required?: Publication Date: information EXPLANATION OF ISSUE The City Council's 2025-2027 Adopted Goals include the following goal: "Elevate economic opportunities for current and future residents." To meet this goal, the city needs a focused Economic Development Strategic Plan to adapt to changing market conditions, respond to community and business needs, and position the city as a competitive and inclusive place for business and investment. The Plan will help align local resources, target economic opportunities, and improve outcomes for Tigard's businesses, workforce, and residents. It will also provide guidance for evaluating and prioritizing programs, partnerships, and funding. ACTION REQUESTED Staff are asking City Council to review the proposed plan of action for the Economic Development Strategic Plan Development project, and identify points in the process when Council would like to be updated or have opportunities to contribute to the process ahead of final review and adoption of the plan. BACKGROUND INFORMATION Dates of Previous and Potential Future Considerations This subject had not been formally presented to City Council in a past meeting. This has evolved through general questions from the Council about development of a strategic plan for Economic Development and was solidified with the adoption of the Council's 2025-2027 Goals. This is the first time Council will hear the plan for the development of a strategic-level guidance initiative. Tentative Project Timeline: • Aug 2025: Contractor Onboarding • Sep-Oct 2025: Discovery phase (data review, stakeholder engagement) • Oct-Nov 2025: Draft vision, goals, and strategies • Late Nov 2025: Internal staff and partner review • Dec 2025: Draft Plan presented to City Council for feedback •Jan 2026: Final Plan presented to City Council for adoption Public Involvement Key engagement components include: • Business Survey- Distributed to all licensed businesses in Tigard to assess local needs, opportunities, and barriers. •Stakeholder Interviews -Targeted interviews with internal and external partners to explore priorities and gaps. • Focus Groups -Three facilitated discussions with local businesses and community partners to build a shared understanding of priorities. • Workshops - Structured workshops to create the program's mission, vision, and values; and from there, develop strategic objectives, actions, and metrics. These inputs will inform the environmental scan and implementation matrix, which will clearly define priority actions, responsible parties, timelines, and measurable outcomes. Impacts (Community, Budget, Policies and Plans/Strategic Connection) This action directly supports Council Goal 2: "Elevate economic opportunities for current and future residents." ALTERNATIVES & RECOMMENDATION N/A ADDITIONAL RESOURCES N/A Attachments Economic Development Strategy Planning Economic Development Strategic Plan Development I � r August 26, 2025 r Danelle Hauther, Economic Development Manager Sambo Kifkman, Community Development Director 143 , Tigard , Purpose o -1 • Understand Cou nci l 's desired level of involvement in creation of Tigard 's first Economic Development Strategic Plan cirroF Tigard The 5 E's- Tigord s Community Promise:Equity• Environment•Economy•Engagement•Excellence Project Goal IDEA `1Prit STRATEGIC vISiOnPLANNING 8 power AL .=_ competence Establish a clear roadmap to guide theco- City's investments, partnerships, and policy decisions to deliver on Council 's Goal to Create Economic Opportunity for All ' � CITY OF Tigard The 5 E's—Tigard's Community Promise:Equity•Environment• Economy• Engagement• Excellence Strategic Plan Development TASK 1 TASK 2 TASK 3 TASK 4 Environmental l Strategic Mission, Objectives, Strategic Scan / Asset Vision, Actions & Plan Mapping Values Metrics • CITY OF e Tigard The 5 E's—Tigard's Community Promise:Equity• Environment•Economy•Engagement•Excellence —Task 1 : Environmental Scan & Asset Mapping • Inventory existing economic development programs • Evaluate economic and demographic profiles, employment trends, and commercial real estate market conditions • Engage with businesses to understand their needs = V.-14 and gaps in service ciry of Tigard The 5 ES-Tigard's Community Promise:Equity•Environment•Economy•Engagement•Excellence Task 2: Identify Mission, Vision, Values • Develop mission, vision and values to create clarity around the City's role in Mission economic development. Vision • In-person workshop to define Tigard's economic development purpose and Value guiding principles. CITYOF Tigard The 5 E`s—Tigard's Community Promise:Equity• Environment• Economy• Engagement• Excellence Task 3: Strategic Objectives, Actions & Metrics • Convert the vision into meaningful but implementable action. v .N di 0 ' • Includes a workshop to create focused Ne : actions, initiatives and metrics f arr of Tigard The 5 E's - Tigard's Community Promise:Equity•Environment•Economy•Engagement•Excellence Task 4: Strategic Plan OPEN- FOR • Integrate tasks 1 -3 into a final strategy BUSINESS that summarizes the process, findings, and future direction • Draft Strategic Plan will be presented to Council at a meeting prior to adoption CITY OF e Tigard The 5 E's—Tigard's Community Promise:Equity•Environment•Economy•Engagement•Excellence Timeline Early Aug Sept-Oct Nov Late Nov Dec 2025 2025 2025 2025 2025 Jan 2026 A Complete Council Identify Develop Strategic Create Strategic Environmental Discussion Mission, Vision, Objectives, Plan Scan / Asset Mapping Values Actions & Metrics . CTYOF • e Tigard The 5 E's—Tigard's Community Promise:Equity•Environment• Economy• Engagement• Excellence Question How does City Council want to be involved in development of the Economic Development Strategic Plan? Tigard CITY OF The 5 E's—Tigard's Community Promise:Equity•Environment•Economy•Engagement•Excellence ,,, ......_ NI mill . ,--, 4 lat .,,.. ,... Th a n k yo u N N r 1- % a ii it , 43 NI _. A , P — ______ —.it— ,..,.... _1 7 � ' Tigard __ M AIS-5930 9. Business Meeting Meeting Date: 08/26/2025 Length (in minutes): 20 Minutes Agenda Title: City Officer Review Schedule Authored By: Brent Stockwell Presented By: City Manager Stockwell Item Type: Update, Discussion, Direct Staff Public Hearing No Legal Ad Required?: Publication Date: Information EXPLANATION OF ISSUE Clarification of the review schedule for city officers versus other employees and direction to the City Manager to include this schedule as a standing item in the Tentative Agenda. ACTION REQUESTED Discussion and direction to staff. BACKGROUND INFORMATION The requirement to annually review the performance of each city officer is contained within the employment agreement approved by the City Council and each city officer. The language from each agreement is included below, followed by an excerpt from the City Wide Personnel Policy. The employment agreement with City Manager Brent Stockwell approved April 23, 2025 states that "City will annually review Employee's performance in June subject to a process, form, criteria, and format for the evaluation, which will be mutually agreed upon by the City and Employee. City will also conduct quarterly check-ins with Employee in September, December, and March. The evaluation process at a minimum will include the opportunity for both Parties to: (1) prepare a written evaluation, (2) meet and discuss the evaluation, and (3) present a written summary of the evaluation results. The final written evaluation should be completed and delivered to both parties within 30 days of the evaluation meeting. The date during which the annual performance evaluation or quarterly check-ins must be conducted may be adjusted by mutual consent of the parties." The employment agreement with City Attorney Shelby Rihala, approved Oct. 17, 2017, states that "City shall annually review the performance of the Employee prior to the Anniversary Date of the Agreement, subject to the City's Management/Supervisory performance evaluation and review system and policies." The employment agreement with City Judge Emily Oberdorfer, approved March 17, 2021, states that "City shall annually review the performance of the Employee prior to the Anniversary Date of the Agreement subject to the City's Management/Supervisory performance evaluation and review system and policies." City Wide Personnel Policy 52.0, revised July 27, 2019, currently states that: "Annual performance evaluations must be completed on the form provided by Human Resources (available on InsideTigard). Supervisors are responsible for ensuring performance evaluations are completed appropriately and on time. Signed performance evaluations will be placed in the employee's personnel file and the employee will receive a copy of the document. Employees may respond in writing to their performance evaluation and submit the response to Human Resources, which will be included in their personnel file. Probationary employees participate in an initial goal setting meeting and receive a performance evaluation at the end of six (6) months of employment. This date establishes the employee's merit eligibility date which is changed only upon promotion, layoff or leave without pay greater than fourteen (14) calendar days. Upon completion of the probationary period, as documented by a satisfactory performance evaluation, the employee shall receive a merit increase. Thereafter, regular performance evaluations will be conducted annually by the end of June of each year. Employees are eligible for merit increases annually following completion of the probationary period contingent on continued satisfactory performance, until the employee reaches the maximum salary in the salary range assigned to their job classification. Departments or supervisors may conduct more frequent performance or progress reviews as a departmental policy or whenever a special performance or process review is deemed necessary." This Policy is currently under review for an update to the performance evaluation timeline. The timeline is expected to change from June to the employee's merit eligibility (anniversary) date. ALTERNATIVES & RECOMMENDATION A. Continue to conduct City Official performance evaluations as outlined in their approved Employment Agreements. The City Manager's annual evaluation would occur in June, which also aligns with the Anniversary Date of his agreement, and the City Attorney and City Judge would also occur prior to their Anniversary date. B. Conduct City Official performance evaluations annually, all at the same time, either in June or December. Any change to the employment agreement would need to be consented to by the City Officer consistent with their Employment Agreement. Similarly, with mutual consent of both parties, the review process could be adjusted in the future when required to ensure a majority of City Council have had enough time in office to review the City Officers' performance. Previously, this has been done when an Anniversary Date fell early in new Councilors' terms. Whatever direction is provided by the City Council, will be reflected on the Tentative Agenda to ensure timelines are met. ADDITIONAL RESOURCES N/A Attachments No file(s)attached. AIS-5931 10. Business Meeting Meeting Date: 08/26/2025 Length (in minutes): 20 Minutes Agenda Title: Review of the Proposed Questionnaire for City Officer Evaluations Authored By: Brent Stockwell Presented By: City Manager Stockwell Item Type: Update, Discussion, Direct Staff Public Hearing No Legal Ad Required?: Publication Date: Information EXPLANATION OF ISSUE Review the proposed questionnaire for city officer evaluations. ACTION REQUESTED Discussion and direction to staff. BACKGROUND INFORMATION The Self-Evaluation and Evaluation formats were prepared by Human Resources with input from City Councilors and City Officers. Following discussion and direction by the City Council, the form and content of this evaluation will become the default format for future annual evaluations, until changes are proposed by City Officers or the City Council, and approved by the City Council. ALTERNATIVES& RECOMMENDATION Move to approve the evaluation format, with or without additional changes. ADDITIONAL RESOURCES N/A Attachments Self-Assessment Evaluation ctrY of Tigard EMPLOYEE (PUBLIC OFFICIAL) SELF-ASSESSMENT FORM SELECT: Mid-Year Evaluation ❑ Annual Evaluation 0 Review Period From: To: Employee Name: Date: Employee Title: Employee Signature: Goals and Areas of Focus for this Review Cycle 1. 2. 3. 4. The purpose of this form is to provide the employee with an opportunity to self-assess and describe accomplishments over the past review cycle, provide input on areas of desired growth/training opportunities, and provide insight into opportunities for additional support. Consider the following bullets to help you complete the assessment below. • What has gone well over the past review cycle? • What are some opportunities for growth? • How can we help you achieve your goals?Are more resources or training needed? • Have you set any goals for yourself for the next review cycle? 1 Please describe what has gone well and note any key accomplishments achieved during the review cycle. 2. Are there any areas for career growth or development? 3. Do you have any recommendations or suggestions on how to best support your continued success? 4. List and describe new goals for the next annual review cycle (including learning and training goals). For mid-year reviews, please note any adjustments or modifications that you would like considered for the current goals. Ensure your goals are SMART—Specific, Measurable,Action Oriented, Relevant(to your work and/or the City's Strategic Vision), and Time Specific(set projected/expected completion dates.)21 SMART Goals Examples for Work. Employee Self-Assessment Form Pag • J1 Revised 7-2025 Tigard PUBLIC OFFICIAL(EMPLOYEE) PERFORMANCE EVALUATION FORM SELECT: Mid-Year Evaluation ❑ Annual Evaluation Cl Review Period From: To: Employee Name: Date: Employee Title: Evaluation Prepared and Delivered By: City Council Collaboration Mayor's Signature: Date: HR Director Signature: Date: Employees' Signature: Date: Current Goals 1. 2. 3. Upcoming and New Goals (if applicable) 1. 2. 3. (insert public official's title) PERFORMANCE EVALUATION The role of a (fill in public official's primary role and expectations). 1. What is the City Council's collective observation and evaluation of the (insert public official's title here) alignment with Tigard's Community Promise: Equity, Environment, Economy, Engagement, and Excellence? 2. Were any opportunities or resources suggested to support the success of the (insert public official's title) moving forward? 3. Were adjustments or modifications applied to relevant goals? Employee self-assessment provided and attached: Yes ❑ No ❑ This performance evaluation will be kept in the employee's personnel file. Annual Performance Evaluation Form Pager2of2 Revised 07. 2025 Carol Krager From: Brent Stockwell Sent: Tuesday, August 26, 2025 9:21 AM To: #Councilmail Cc: Laura Gomez; Shelby Rihala; Emily Oberdorfer; Carol Krager Subject: City Officer Evaluation Questionnaire Item August 26, 2025 meeting Attachments: City Attorney Performance Evaluation 2024 Template.pdf; City Manager Performance Evaluation 2024 Template.pdf Honorable Mayor and Council, We have had some questions regarding the 360-degree, multi-rater assessment that was done previously for the city attorney and city manager last year.Those templates have been attached for your reference, and your consideration as part of tonight's item regarding the evaluation questionnaire. This would be in combination with self-evaluation, and council evaluation, and all three evaluations should be consistent with one another, whatever is decided. Many thanks. Sincerely, • Brent Stockwell, MPA, ICMA-CM ee City of Tigard I City Manager CITY of Direct: 503.718.2486 I Cell: 971 494 0776 Tigard 13125 SW Hall Boulevard, Tigard OR 97223 I tigard-or.gov DISCLAIMER: E-mails sent or received by City of Tigard employees are subject to public record laws. If requested, e-mail may be disclosed to another party unless exempt from disclosure under Oregon Public Records Law. E-mails are retained by the City of Tigard in compliance with the Oregon Administrative Rules "City General Records Retention Schedule." SUPPLEMENTAL PACKET FOR 9 _26-..,2472_s-- (DATE OF MEETING) '49t'i iiet // r//I /Q t City Manager Performance Evaluation Thank you for participating in our 360-degree evaluation process,which a third-party consultant,In-Accord,is administering.Your input is vital in providing a comprehensive assessment of the City Manager's performance, including understanding their strengths and opportunities for growth.The process includes seeking input from people in various roles within the City(and possibly external stakeholders) who have had an opportunity to work or interact with the City Manager.The instructions that follow provide additional information about the process. Please complete the survey by Monday,October 7th.Thank you for your time,attention,and participation in this important process. Instructions for Feedback: Please focus your feedback on observations and experiences from January 2024 through today.This time frame allows for a comprehensive evaluation of performance and behaviors since the last review period.Consider specific instances and interactions within this period that reflect the individual's competencies,skills,and contributions. • Be Objective and Constructive: Focus on specific behaviors and outcomes,rather than personal traits. Provide constructive feedback that can lead to professional growth. • Use Specific Examples:Where possible,cite specific instances or situations to illustrate your observations. • Be Honest and Respectful:Your honest opinions are crucial,but remember to express them respectfully. Confidentiality and Anonymity • Anonymity Assurance: Please be assured that your feedback will be kept completely anonymous.The specific comments or ratings you provide will not be attributed to you in any reports or feedback sessions. • Purpose of Anonymity:This is to ensure that all participants can be open and honest without fear of repercussions.It also helps in receiving unbiased and genuine feedback. • Compilation of Feedback:The feedback from all sources will be compiled and presented in a way that preserves anonymity. Completion and Submission: • Deadline: Please complete and submit your feedback by Monday,October 7th . • Format:Use this provided online form to submit your feedback. Questions/Support: If you have any questions or need assistance,please contact Name: Your name and email will be used for data tracking purposes only and your feedback will be kept completely anonymous from those within your organization. Relationship In relationship to the City Manager, I am a(n)... Council Coals Using the definitions provided,please designate a rating for each item. Include examples and comments which support your rating. Outstanding- Performance consistently far exceeds job requirements. Exceeds Expectations- Performance consistently meets and frequently exceeds job requirements. Successful-Performance fully meets job requirements. Needs improvement[or Developing] - Performance meets some,but not all,job requirements. Unsatisfactory- Performance is below job requirements. Not Observed-Applies when there is insufficient information or interaction to assess performance in this area. The City Council identified four goals for 2023-2025.These goals include: Reduce Houselessness:The City will continue to actively address houselessness in the Tigard community. Focusing on livability for all our community is a top priority.The City will renew its focus on supporting outreach and wrap around services through partners,available transitional housing,and support the business community to offset impacts. Address Community's Impact on the Climate: In 2023, Mayor Lueb and the Council will prioritize climate action that reduces the community's impact on the climate crisis and makes the community resilient to the inequitable impacts of climate change.That will include strategies to mitigate the carbon pollution impact of City operation, engaging with homeowners and renters,and exploring additional incentive programs for the community. Modernize and Improve City Services:The Mayor and Council also set a goal of continuing to advance key initiatives that will modernize the City operations and improve the services it provides for the public.That includes making progress on the City Facilities Modernization Project to have facilities that are more resilient,safer,and cost-effective with taxpayer dollars for the future. It also includes continuing to implement a new citywide software platform that will modernize core business systems-including finance,purchasing,fixed asset, inventory,human resources,and payroll systems.These initiatives will result in more modern facilities and services to meet the growing needs of the community. Enhance Community Safety and Accessibility:The City's current budget provides critical community safety services and investments,including additional hiring,specialized training in crisis intervention and de-escalation for Tigard Police officers,and safe routes to school improvements. In 2023, Mayor Lueb and the Council will prioritize additional community safety actions,including pedestrian safety and additional funding for law enforcement hiring,training,and accountability. Source:https://www.tigard-or.gov/your-government/council/council-goals The City Manager effectively leads and directs staff to successfully implement and complete the Council Goals. Outstanding Exceeds Expectations Successful Needs Improvement or Developing Unsatisfactory Not Observed Cite specific instances or situations to support your assessment. City Values Using the definitions provided,please designate a rating for each item. Include examples and comments which support your rating. Outstanding- Performance consistently far exceeds job requirements. Exceeds Expectations- Performance consistently meets and frequently exceeds job requirements. Successful- Performance fully meets job requirements. Needs Improvement[or Developing] -Performance meets some,but not all,job requirements. Unsatisfactory- Performance is below job requirements. Not Observed-Applies when there is insufficient information or interaction to assess performance in this area. The City Manager demonstrates and holds all staff accountable to the City Values: Respect&Care (we treat people well), Do the Right Thing(We will go the extra mile to exceed expectations) and Get it Done (We will focus on solutions- not excuses). Outstanding Exceeds Expectations Successful Needs Improvement or Developing Unsatisfactory Not Observed Cite specific instances or situations to support your assessment. Professionalism Using the definitions provided, please designate a rating for each item. Include examples and comments which support your rating. Outstanding- Performance consistently far exceeds job requirements. Exceeds Expectations- Performance consistently meets and frequently exceeds job requirements. Successful-Performance fully meets job requirements. Needs Improvement[or Developing] - Performance meets some,but not all,job requirements. Unsatisfactory- Performance is below job requirements. Not Observed -Applies when there is insufficient information or interaction to assess performance in this area. The City Manager operates professionally, honestly,creatively,and in an ethical way. Outstanding Exceeds Expectations Successful Needs Improvement or Developing Unsatisfactory Not Observed Cite specific instances or situations to support your assessment. Cit ' 0 erations Using the definitions provided,please designate a rating for each item. include examples and comments which support your rating. Outstanding- Performance consistently far exceeds job requirements. Exceeds Expectations- Performance consistently meets and frequently exceeds job requirements. Successful- Performance fully meets job requirements. Needs Improvement[or Developing] - Performance meets some,but not all,job requirements. Unsatisfactory-Performance is below job requirements. Not Observed -Applies when there is insufficient information or interaction to assess performance in this area. The City Manager effectively plans,organizes,and administers the operations of the City,either directly or through subordinate management and supervisory staff. Outstanding Exceeds Expectations Successful Needs Improvement or Developing Unsatisfactory Not Observed Cite specific instances or situations to support your assessment. Communication with Council Using the definitions provided,please designate a rating for each item. Include examples and comments which support your rating. Outstanding- Performance consistently far exceeds job requirements. Exceeds Expectations- Performance consistently meets and frequently exceeds job requirements. Successful-Performance fully meets job requirements. Needs Improvement[or Developing] -Performance meets some,but not all,job requirements. Unsatisfactory-Performance is below job requirements. Not Observed -Applies when there is insufficient information or interaction to assess performance in this area. The City Manager accurately,effectively and regularly advises the City Council on issues, programs,and financial status as well as prepares and recommends long and short-term plans for City service provision, capital improvements,and funding. Outstanding Exceeds Expectations Successful Needs Improvement or Developing Unsatisfactory Not Observed Cite specific instances or situations to support your assessment. Staff Oversi Tht Using the definitions provided,please designate a rating for each item.Include examples and comments which support your rating. Outstanding- Performance consistently far exceeds job requirements. Exceeds Expectations- Performance consistently meets and frequently exceeds job requirements. Successful- Performance fully meets job requirements. Needs Improvement[or Developing] - Performance meets some,but not all,job requirements. Unsatisfactory- Performance is below job requirements. Not Observed-Applies when there is insufficient information or interaction to assess performance in this area. The City Manager successfully oversees the selection, training,professional development,and work evaluation of the City staff.This includes the implementation of effective employee relations and related programs as well as providing policy guidance and interpretation for staff. Outstanding Exceeds Expectations Successful Needs Improvement or Developing Unsatisfactory Not Observed Cite specific instances or situations to support your assessment. Financial Mana ement Using the definitions provided,please designate a rating for each item. Include examples and comments which support your rating. Outstanding- Performance consistently far exceeds job requirements. Exceeds Expectations- Performance consistently meets and frequently exceeds job requirements. Successful- Performance fully meets job requirements. Needs Improvement[or Developing] - Performance meets some,but not all,job requirements. Unsatisfactory- Performance is below job requirements. Not Observed -Applies when there is insufficient information or interaction to assess performance in this area. The City Manager successfully oversees the preparation of the annual budget and financial management, reporting and projecting the financial condition. The practices and policies are designed to ensure a sound long-range financial condition.The City Manager obtains the best possible result for the money spent and monitors efficiency, service improvement and effectiveness for programs.The City Manager regularly reports to the City Council the financial condition and needs of the City. Outstanding Exceeds Expectations Successful Needs Improvement or Developing Unsatisfactory Not Observed Cite specific instances or situations to support your assessment. Leadershi ) Qualities Using the definitions provided,please designate a rating for each item. Include examples and comments which support your rating. Outstanding- Performance consistently far exceeds job requirements. Exceeds Expectations- Performance consistently meets and frequently exceeds job requirements. Successful- Performance fully meets job requirements. Needs Improvement[or Developing] - Performance meets some,but not all,job requirements. Unsatisfactory- Performance is below job requirements. Not Observed -Applies when there is insufficient information or interaction to assess performance in this area. Leadership Style: Employs a participative style by engaging and seeking input from teammates in the organization's success,delegating to teammates as appropriate, and making decisions that balance possible conflicting viewpoints. Outstanding Exceeds Expectations Successful Needs Improvement or Developing Unsatisfactory Not Observed Accessibility and Availability: Demonstrates the quality of being positive,approachable and available to colleagues, teammates,and stakeholders,encouraging open communication,and being receptive to others' ideas, concerns,and feedback. Outstanding Exceeds Expectations Successful Needs Improvement or Developing Unsatisfactory Not Observed Demonstrates Commitment to Diversity,Equity,and Inclusion: Actively fosters an inclusive environment that values and respects diverse backgrounds and perspectives,and consistently integrates principles of diversity,equity,and inclusion into city policies, programs,and practices to ensure fair and equitable treatment and opportunities for all teammates and community members. Outstanding Exceeds Expectations Successful Needs Improvement or Developing Unsatisfactory Not Observed Emotional Intelligence: Demonstrates emotional intelligence through self-awareness,self-management, social awareness, and relationship management. Outstanding Exceeds Expectations Successful Needs Improvement or Developing Unsatisfactory Not Observed Team Building and Development: Assembles, develops, and manages a harmonious and effective team by leveraging diverse skills and perspectives, fostering collaboration and open communication,while also skillfully identifying,addressing,and resolving interpersonal and group conflicts to maintain a positive and productive work environment. Outstanding Exceeds Expectations Successful Needs Improvement or Developing Unsatisfactory Not Observed Vision and Strategic Thinking: Demonstrates the ability to see the bigger picture and outline a strategic roadmap to achieve it. Outstanding Exceeds Expectations Successful Needs Improvement or Developing Unsatisfactory Not Observed Cite specific instances or situations to support your assessment. Final Feedback Comments Share two things the City Manager does well now that you would like to continue. Share two things the City Manager does now that you would most like to change.What is the change desired? City Attorney Performance Evaluation Thank you for participating in our 360-degree evaluation process,which a third-party consultant, In-Accord,is administering.Your input is vital in providing a comprehensive assessment of the City Attorney's performance, including understanding their strengths and opportunities for growth.The process includes seeking input from people in various roles within the City who have had an opportunity to work or interact with the City Attorney.The instructions that follow provide additional information about the process. Please complete the survey by Monday,October 7th.Thank you for your time,attention,and participation in this important process. Instructions for Feedback: Please focus your feedback on observations and experiences from January 2024 through today.This time frame allows for a comprehensive evaluation of performance and behaviors since the last review period.Consider specific instances and interactions within this period that reflect the individual's competencies,skills,and contributions. • Be Objective and Constructive: Focus on specific behaviors and outcomes,rather than personal traits. Provide constructive feedback that can lead to professional growth. • Use Specific Examples:Where possible,cite specific instances or situations to illustrate your observations. • Be Honest and Respectful: Your honest opinions are crucial,but remember to express them respectfully. Confidentiality and Anonymity • Anonymity Assurance: Please be assured that your feedback will be kept completely anonymous.The specific comments or ratings you provide will not be attributed to you in any reports or feedback sessions. • Purpose of Anonymity:This is to ensure that all participants can be open and honest without fear of repercussions.It also helps in receiving unbiased and genuine feedback. • Compilation of Feedback:The feedback from all sources will be compiled and presented in a way that preserves anonymity. Completion and Submission: • Deadline: Please complete and submit your feedback by Monday,October 7th . • Format: Use this provided online form to submit your feedback. Questions/Support: If you have any questions or need assistance,please contact Name: Your name and email will be used for data tracking purposes only and your feedback will be kept completely anonymous from those within your organization. Relationship In relationship to the City Attorney, I am a(n)... Workin!with Other Cit Teammates Using the definitions provided, please designate a rating for each item. Include examples and comments which support your rating. Outstanding- Performance consistently far exceeds job requirements. Exceeds Expectations- Performance consistently meets and frequently exceeds job requirements. Successful- Performance fully meets job requirements. Needs Improvement[or Developing] - Performance meets some,but not all,job requirements. Unsatisfactory-Performance is below job requirements. Not Observed-Applies when there is insufficient information or interaction to assess performance in this area. Provides accurate and timely information in response to requests for assistance. Outstanding Exceeds Expectations Successful Needs Improvement or Developing Unsatisfactory Not Observed Provides reasoned,sound direction for implementation of City policies and programs. Oustanding Exceeds Expectations Successful Needs Improvement or Developing Unsatisfactory Not Observed Maintains positive working relationships and serves as an effective member of the management team. Oustanding Exceeds Expectations Successful Needs Improvement or Developing Unsatisfactory Not Observed Acts as a member of the city team in the development of policy recommendations. Oustanding Exceeds Expectations Successful Needs Improvement or Developing Unsatisfactory Not Observed Understands, complies with,and contributes to the development of the overall policy, laws,and philosophy of the City of Tigard. Oustanding Exceeds Expectations Successful Needs Improvement or Developing Unsatisfactory Not Observed Comments: Please provide any additional comments or feedback about your experience of the City Attorney working with other teammates.Cite specific instances or situations to support your assessment. Professional and Ethical Standards Using the definitions provided,please designate a rating for each item. Include examples and comments which support your rating. Outstanding- Performance consistently far exceeds job requirements. Exceeds Expectations- Performance consistently meets and frequently exceeds job requirements. Successful- Performance fully meets job requirements. Needs Improvement[or Developing] - Performance meets some,but not all,job requirements. Unsatisfactory- Performance is below job requirements. Not Observed -Applies when there is insufficient information or interaction to assess performance in this area. Maintains confidentiality. Outstanding Exceeds Expectations Successful Needs Improvement or Developing Unsatisfactory Not Observed Assures the legal aspects of City Council policy are implemented and applied in a fair and even-handed manner. Outstanding Exceeds Expectations Successful Needs Improvement or Developing Unsatisfactory Not Observed Maintains a high standard of professional and ethical conduct and honesty. Outstanding Exceeds Expectations Successful Needs Improvement or Developing Unsatisfactory Not Observed Maintains objectivity and the independence necessary to provide effective and objective legal advice to the City Council. Outstanding Exceeds Expectations Successful Needs Improvement or Developing Unsatisfactory Not Observed Comments: Please provide any additional comments or feedback about your experience of the City Attorney's professional and ethical standards.Cite specific instances or situations to support your assessment. Quality of Work Using the definitions provided,please designate a rating for each item. Include examples and comments which support your rating. Outstanding-Performance consistently far exceeds job requirements. Exceeds Expectations-Performance consistently meets and frequently exceeds job requirements. Successful- Performance fully meets job requirements. Needs Improvement[or Developing] - Performance meets some,but not all,job requirements. Unsatisfactory- Performance is below job requirements. Not Observed-Applies when there is insufficient information or interaction to assess performance in this area. Provides professional staff recommendations with appropriate summaries of materials; provides well- prepared,effective legal presentations. Outstanding Exceeds Expectations Successful Needs Improvement or Developing Unsatisfactory Not Observed In presenting the City Council and staff with legal advice, identifies effective policy options and alternatives. Outstanding Exceeds Expectations Successful Needs Improvement or Developing Unsatisfactory Not Observed Anticipates future legal needs of the City and develops plans to meet them. Outstanding Exceeds Expectations Successful Needs Improvement or Developing Unsatisfactory Not Observed Uses outside counsel effectively and efficiently in completing the City's business. Outstanding Exceeds Expectations Successful Needs Improvement or Developing Unsatisfactory Not Observed Communications are complete and understandable and address Council's and staffs questions or concerns. Outstanding Exceeds Expectations Successful Needs Improvement or Developing Unsatisfactory Not Observed Comments: Please provide any additional comments or feedback about your experience of the City Attorney's quality of work. Cite specific instances or situations to support your assessment. Final Feedback Comments (Note"N/A"if not applicable) Share two things the City Attorney does well now that you would like to continue. Share two things the City Attorney does now that you would most like to change.What is the change desired?