City Council Packet - 10/11/1981 T I G A R D C I T Y C O U N C I L
SPECIAL MEETING MINUTES - October 11, 1981
WAYSIDE INN, TIGARD, OREGON
At 8: 20 a.m. , Mayor Bishop arrived. Councilpersons Cook and
Stimler were already present. Bob Jean and Ed Sullivan were
also present. Jim Fink of the Tigard Times was the only other
person present.
Bob Jean noted that Councilman Scheckla had to work, but would
be by at 5: 00 p.m. after work.
Jim Fink noted that he felt that the process had to work. He
noted that he probably was going to write an article and that
his editors took a "real firm line" as to any agreements as to
what would, or would not, be published.
Bob Jean suggested that the Council do goals in the morning.
He would check them with Councilman Scheckla and bring them back
to Council. He suggested Council prioritize the goals that
afternoon. Finally, he wanted some ground rules and criteria for
his own evaluation, in addition to developing city goals.
At 8: 30 a.m. , the Council agreed that it should wait until 9: 00
a.m. to call Councilman Brian to see whether he was coming.
Bob Jean and Major Bishop noted that the Haines Road interchange
construction was still delayed in the light of other projects
undertaken by the Oregon Department of Transportation.
Councilman Brian arrived at 8:40 a.m.
Bob Jean opened by noting that he had done several of these
goal-setting sessions with other councils, mostly annually and
supplemented. by periodic sessions during the year. He suggested
that after goal-setting, the Council would leave the goals and
go back to them later. He went over ground rules for goal-setting
(one person talks at a time, allow ideas to be given without
structure, set temporary categories, etc. ) .
Bob Jean then suggested several categories himself:
--Council and Administrator
--Public Safety
--Library
--Finance and Adm.inistratior.
--Community Development (Public Works, Engineering,
Planning, Building, Parks and Recreation, etc. )
At 8: 50 a.m. , the Mayor suggested that community development be
rr_ , ,__ L-- ---4--; to order. The
done first and 011 cj al l y called ,L= unec._ln
categories that came in under this area during the morning and
early afternoon were as follows:
--What to do about the Planning Director.
--Civic Center and Library.
--Downtown revitalization.
--Street redevelopment.
--Sewer Master Plan - Do we only respond? Capital Improve-
ment Program timing.
--Maintenance (adequacy) .
--Recreation and park development - Community attitudes
towards (greenways v. big parks) .
--Active v. passing uses, floodway uses.
--Industrial development - siting strategy.
--Residential density concerns - generally v. neighborhood
and intensity of use generally.
--Street lights and traffic signals.
--Sidewalks, safety, costs (use with bikeways) .
--Code enforcement - level of service, workload, goals,
equity.
--Community development - coordination with public safety
(county, state, etc. )
--Community development - coordination in planning area
(Metro, Washington County, state)
--Citizen involvement - encourage new involvement.
--Takeover of fire and water services.
--UGB -- providing services.
--CATV - community programs, control, programming, ownership.
--LID's - policy, process and finance.
--Sign Code - Review and enforcement, height, areas in zoning.
--Comprehensive Plan v. NPO Plans.
--Chamber of Commerce
--Economic promotion and development.
--Senior Center - Sherwood and Tualatin.
--CDBG
---Staffing of Building Department.
--Contract for engineering services v. staff use of such
services.
Under Council - Administrator, the following topics were set forth:
--Coordination and intergovernmental coordination.
--County - police, sewer, planning, dog control, health,
CDBG, elections, taxes (motel tax) .
--Fire districts, school, water and Metro.
--2 school districts - park and recreation areas.
--Policies and politics - Council/Board of County Commissioner
relations.
--Citizen involvement.
--City Attorney - Relation to City Administrator, budget,
full-time v. contract.
--Municipal Court - procedures, budget, control, staffing,
abolition, increase fines, image, calendar, bailiff-clerk,
space needs, increased number of crimes.
--Newsletter v. internal communications.
--Board and Commission appointments - roles and relation to
Council .
--November sharing meeting.
--Council liason
Page 2 - SPECIAL COUNCIL MINUTES -- October 11, 1981
--Productivity (Bob Jean then read from ICMA meeting he
attended recently regarding productivity) - Define and
measure.
--Goals and objectives
--Incrementalism and innovation (program option v. more
of same.
--Work program - budget as measure of administrator, not
solely as an accounting tool .
--Meaningful productivity system; accountability.
--Budget tools - 0 based, management by objective, PPBS,
PERT, line item.
--Core functions and responsibility - legal mandates.
--Budget workshop; comparison with other cities. Mom
--Staffing plan and staff ratio; capital v. labor; cost
avoidance v. cost savings.
--Appropriate technology and analysis.
Show some accomplishments rather than just be silent - let successes
be known.
Under Public Safety, the following items were discussed:
--Coordination, backup and services - Washington County,
State of Oregon.
--Coordination with Fire Department, school districts, Tri
Met (rerouting) , bus turnout sitings.
--Takeover of fire and water options.
--Contract with city for police service options.
--Sworn v. civilian personnel.
--Dispatching - 911 v. central.
--ICAP - cost analysis, officer v. analyst; control imple-
mentation.
--Vehicle maintenance/management - purchase and repair;
replacement; down time (in house v. contracting) .
--Allocation of resources; policy alternatives, task force
or advisory committee; note 5% budget cut.
--Tracy study v. Chief' s response plus Administrator' s
response.
--Hours of Chief and Lieutenant
--Space needs.
--Crime prevention and community involvement programs
(use of uniformed officer)
--Safety town and drug boards.
--Alarm response.
--Targeted services -- commercial, industrial and residential
areas (e.g. K-9) , visibility.
--Response time and policy- (adequacy of data)
--Police invisible - perhaps use different overhead lights
for police cars.
--Repair and replace certain equipment before using more
sophisticated equipment purchases.
--Better administrative alternatives and evaluation of
equipment.
--Guns, handcuffs, etc. aren't union negotiation issues,
but budget issues.
Page 3 - SPECIAL COUNCIL MINUTES - October 11, 1981
--one hour/week management/review of work. Need avenue
for venting frustrations.
--Follow-up on streetlight reports and city response to
police reports of streetlights being out.
--Future use of computers.
With respect to the Library, the following matters were identified
by Council as concerns:
--Space (failure of Council to buy Bull Mountain church site)
--Lease is City Administrator' s responsibility, rather than
Board' s.
--Council/Library Board/Staff/Friends of Library relationship.
--Parks and Recreation relationship.
--Long term programs and growth.
--Pride as a library, not just "homey" ; image.
--Future options - CATV, home movies, library as "people
place" (no "shush") .
--Library user groups - fees?
--Additional services - videotapes, computer games, painting,
music.
--Education and business support.
--Social and cultural focus -- arts, municipal reference, etc.
Under Finance and Administration, the following concerns were
identified:
--Finance - long-range, profit centers, public v. private
services.
--LID'S
--Fees - franchise.
--Community as passive/reactive v. aggressive/predictive.
--Revenue
--Tax base, levies, bonds, debt.
--Purchasing
--Labor relations
--Personnel - Classification and compensation.
--Staff organization
--Negotiations - consultant, LGPI, staff.
--Finance Department - staff.
--Computers
--Budget - preparation and presentation, format.
--CIP and financing - Note LOC model ordinance.
--Revenue and expenditure forecasting - operations v. CIP
--Relation to management by objectives strategy - measure
of employee productivity.
--Note budge trend - ratio of personnel to budget.
--Danger of short term decisions to long term cost.
--Volunteerism.
--Code revision.
--Low contingency fund.
--Audit and analysis - new proposals, costs, changes.
--LID' S and Municipal Court
--Word Processor
Page 4 - SPECIAL COUNCIL MINUTES - October 11, 1981
FEW
At about 12: 50 p.m. , the Council recessed its meeting and went
to lunch.
At 1: 55 p.m. , the Council reconvened.
Bob Jean then reviewed the agenda for the afternoon and evening,
stated that he wished to add some observations on the Council
from the staff.
Councilman Cook asked to discuss how to deal with the Planning
Director's position, in that he was leaving the city.
A continuation of the concerns cited above was undertaken and addi-
tional matters were added so that the charts above were completed.
Council recessed at about 2: 50 p.m. for coffee and reconvened
again at 3: 05 p.m. , at which time Bob Jean presented his present'.
organizational chart, as set forth in Exhibit A of these minutes.
Bob Jean noted that "Building" may go to "Public Works" when Ed
Walden retires. The two departments (Building and Public Works)
must communicate, but if there are problems, the two could be
merged earlier.
Bob J`an also observed that Doris Hartig is doing a good job, but
may be over her head in terms of work.. There was a proposal to
split Finance and Administration into two departments, one con-
taining records and word processing, and the other containing
finance. Bob Jean felt that he did not want to do that, but did
want to take a more direct role in running budget, personnel and
purchasing. In going to his own proposals, he mentioned that his
basic organizational principle was one of department, division,
and then sections.
Bob Jean also stated that he wanted the following as his goals
from the Council:
1. Time to interact with Council members;
2. Time to interact with the community;
3. Control of the organization, including direct control
of budget, personnel and purchasing, and the time to run those
functions; and
4 . Time to do strategic planning which, in the past, Aldie
Howard has been doing.
If he is able to do these things, Bob felt that he wouldn't have
the time to do many of the other functions assigned to his office.
His office presently includes himself, an administrative secretary,
and an administrative assistant (Linda Sargent) . Frank Currie
probably needs an assistant, especially in view of his health,
but not a full-time assistant. Therefore, the City Administrator
. . should take on a second assistant. The first assistant would
Page 5 - SPECIAL COUNCIL MINUTES - October 11, 1981
deal with personnel, labor rela+ions, EEOC, affirmative action,
`` safety and training, as well as community development coordina-
tion of planning and building. The second assistant would help
in long-range financial planning, budgeting, data processing and
systems, purchasing and community services (police, library and
finance and administration) .
In addition, he proposed that Billie Rawlings would take over
records and management under Doris Hartig and, therefore, would
be in management rather than as a member of the union.
Bob Jean also felt that the city should hire another planner.
He mentioned that Aldie Howard felt that the city
should turn in its Plan to LCDC and get its comments . Bob dis-
agrees. Ed Sullivan said that the Plan has been called a
disaster. Bob wants a co-equal to Liz Newton so that the two
can compete for possible promotion.
Bob Jean noted that the present Council budget had authorized
76 .5 full-time equivalent (FTE) positions for fiscal 1981-82.
Bob suggested that we layoff a Code Enforcement Officer and a
receptionist in addition to Aldie' s position. In replacement,
an administrative assistant for himself, a planner in lieu of
Mr. Howard, and a second secretary change-around would occur.
Thus, for this year, it would result in a 75.5 FTE and a 76 .5
next year. The 75 .5 figure results from delays in various hiring
decisions and would also result in a $30,000 savings. The admini-
strative secretary would coordinate volunteerism and the news-
letter. Loreen Wilson would head the word processing division
as a manager.
Tom Brian expressed compunction about Linda Sargent' s abilities
in such a position, noting that she was timid because her primary
function was a "go-fer" and, therefore, she was unable to think
on her feet, at least in one experience that Tom had. Bob Jean
noted that she was paid $16,000, and had an MPA degree. Bob
also noted that Linda could go through an assessment center.
Helen Terry, who just joined the Council in session, said that
Linda Sargent needed the benefits of experience and she would be
willing to help Linda setup systems, etc.
Bob then went through his work week. Monday is Council day in
which he sets up agendas. Tuesday morning is staff meeting
morning and the afternoon is for Council members or downtown
development groups, etc. with boards and commissions in the
evening. Wednesday morning is, if anytime, his break day.
Wednesday afternoon is for administrative assistance, working on
specific projects. Thursday morning is the day for one-on-one
meetings with department heads with evenings for meetings with
boards and commissions. Friday is for particular issues and
special projects. He also said he would work occasional
Saturdays. His workload would thus cover both Counciland
community.
Page 6 - SPECIAL COUNCIL MINUTES - October 11, 1981
17
The Council then took a short recess at about 4: 15 p.m. and
returned to reconvene at 4: 30 p.m.
Councilman Scheckla arrived.
Helen Terry led the discussion on evaluation criteria for City
Administrators and presented some charts:
Name/Title Date
Rating period to
(Helen Terry suggested for the first year or two, it would
be a three month period. Bob Jean noted his contract pro-
vided for a three month, then a six month review of his
work, with yearly reviews thereafter. )
Major Goals for this Period:
(Helen Terry Council:
suggested the
rating is either
that he did or
did not do the
work and, if not, Community:
why nc Helen
also suggested
that there be no
quantification
unless pay was Staff:
an issue. Bob
Jean said it
would be helpful
if there were
divergence Personal:
among Council
member opinions
to have such a
quantification. )
Secondary Goals:
(Leave Room for Remarks)
(This is an Performance Dimensions: (Traits and Characteristics)
adaptation of
Helen Terry's
3ier
..iteria. )
Communications - Written and Oral
Page 7 - SPECIAL COUNCIL MINUTES - October 11, 1981
--Council
--Staff
--Community
--Press
Leadership
(effectiveness in getting ideas accepted,
assertiveness to instill confidence and getting
things done. )
Policy Advice (this was added at Bob Jean's suggestion)
*Problem Solvin /Decision Makin
alternatives and decide)
nalyze problems, review
Creativity/Ingenuity - not just a maintenance person
*Planning/Or anization - being proactive, rather than reactive.
Interpersonal Skills
*Management Control
Adaptability/Flexibility - open-minded, takes on many issues,
approachable.
Stress Tolerance - including acceptance of criticisms; guts
Physical - presence, bearing, grooming, weight
*These were Bob Jean's three leading criteria in his mind.
The Council left for dinner at 6: 30 p.m and reconvened at 7: 45 p.m.
being joined by Mr. and Mrs. LAVelle Allen.
Ms. Terry asked the Council for goals of the Administrator the
the first three months of his administration and went to each
councilperson:
Councilman Brian: Wanted a preliminary evaluation of the
staffing patterns and review of organizational g practices.
Page $ - SPECIAL COUNCIL MINUTES - October 11, 1981
Councilwoman Stimler: Wanted a review of block grant funding
(process and options) .
Mayor Bishop: Wanted a review of space needs for city staff.
Council President Cook: Wanted commencement and reevaluation
of the LID processes (eligibility, staff and volume) .
Councilman Scheckla: Wanted a review of the library and a
review also of the NPO processes to make all NPO' s active.
Bob Jean was asked to set his goals for the first three months
and did so as follows:
1. A one-on-one contact with Council members.
2. Spend time with the community - at least two community
groups per month.
3. Begin to develop and implement a management system.
4. Strategic planning for long-term issues begun_ by the
presentation of his organizational model (See Exhibit B) to look
both at short and long term needs and objectives.
5. Summarize and submit for prioritization of the Council
goals that they had worked on earlier this day.
Ms. Terry then added that the Council list the projects and goals
for the next period of evaluation of the Administrator, any
training and development needed by the Administrator and any
personal or personnel improvements that were needed. Finally,
she suggested that any help that was needed in terms of the
Council providing assistance, aducational and institutional
assistance, etc. be listed.
It was agreed by Council consensus that Bob Jean would put to-
gether the goals for Council review and prioritization for review
by both the Council and its boards and commissions during November.
The meeting was recessed at 8: 30 p.m.
Page 9_ - SPECIAL COUNCIL MINUTES - October 11, 1981
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