City Council Packet - 03/01/1982 W
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TIGARD CITY COUNCIL PUBLIC NOTICE: Anyone wishing to speak on
SPECIAL MEETING AGENDA an agenda item needs to sign their name on
MARCH 1, 1982, 7:30 P.M. the appropriate sign-up sheet(s) . If
FOWLER JUNIOR HIGH SCHOOL sheet is provided, ask to be recognized by
LECTURE ROOM the Chair.
1. SPECIAL MEETING:
1.1 Call To Order and Roll Call
1.2 Pledge of Allegiance
1.3 Call to Audience , Staff and Council For Non-Agenda Items Under Open Agenda
2. CONSENT AGENDA: These items are considered to be routine and may be enacted in
one motion without separate discussion. Anyone may request that an item be
removed for discussion and separate action. Motion to:
2.1 Approve OLCC Application and forward to OLCC - Bannings Restaurant, 11477
SW Pacific Highway, Tigard, Or, Restaurant Sales License
2.2 Authorize Payment of Legal Counsel's supplemental bill - $1,643.00
2.3 Receive and File Memorandum regarding Copy Machine Lease
3. DOWNTOWN COMMITTEE REPORT TO CITY COUNCIL/TURA
3.1 Report, Plan & Summary - Receive
3.2 Railroad Sub-Committee - Ratify
3.3 Advisory Committee Membership - Discussion
4. ADMINISTRATION DEPARTMENT ANNUAL REPORT
4.1 Overview: Management Model, Decision Model and Work Programs - City
Administrator
4.2 Community Development & Personnel - Administrative Assistant Sargent
4.3 Community Services & Fiscal - Administrative Assistant Martin
4.4 Administration & Community Relations - Executive Secretary Vaughters
4.5 Conclusion - City Administrator
5. 72nd Avenue Financing - Discussion
6. OPEN AGENDA: Staff, Public and Council Comments
7. EXECUTIVE SESSION: Council will go into Executive Session per ORS 192.660 (1)(i)
to consider the City Administrator's performance evaluation, and:ORS 192.660 (2)(a)
Labor relations.
8. END PROBATION AND AWARD MERIT INCREASE - Discussion and Motion
9. ADJOURNMENT
T I G A R D C I T Y C O U N C I L
SPECIAL MEETING MINUTES - MARCH 1, 1982 - 7:30 P.M.
1. ROLL CALL: Present: Mayor Wilbur Bishop; Councilors John Cook & Kenneth Scheckla ;
Director of Public Works/Planning Director, Frank Currie; Finance
Director/City Recorder, Doris Hartig; City Administrator Bob Jean;
Legal Counsel, Ed Sullivan (arriving at 7:46 P.M.) ; Office Manager,
Loreen Wilson.
2. CALL TO AUDIENCE, STAFF AND COUNCIL FOR NON-AGENDA ITEMS UNDER OPEN AGENDA
(a) Mayor Bishop advised audience, staff and Council that Councilor Brian was
still ill and unable to attend the meeting and Councilor Stimler was out
of state until the March 8, 1982 meeting.
(b) City Administrator requested the following items be placed under the open
agenda section of the meeting for consideration:
.1 Report on Senate Bill 978.
.2 Request from Councilor Brian regarding charter amendments.
.3 Report on city-wide newsletter.
(c) Mayor Bishop requested the following items also be placed under open agenda:
.4 Political sign requirements for School Board election
.5 Tri-Met bus complaint on Walnut & Fonner Streets
3. CONSENT AGENDA: These items are considered to be routine and may be enacted in
one motion without separate discussion. Anyone may request that an item be re-
moved for discussion and separate action. Motion to:
3.1 Approve OLCC Application and forward to OLCC - Banning's Restaurant, 11477
S.W. Pacific Highway, Tigard, Oregon, Restaurant Sales License
3.2 Authorize payment of Legal Counsel's supplemental bill - $1 ,643.00
3.3 Receive and file memorandum regarding copy machine lease
(a) Motion by Councilor Cook, seconded by Councilor Scheckla to approve all
consent agenda items.
Approved by unanimous vote of Council present.
SPECI_AL MEETING OF TURA CONVENED
4. DOWNTOWN COMMITTEE REPORT TO CITY COUNCIL/TURA
(a) Pat Furrer and Lou Krupnick, members of the Downtown Committee, presented
the Report, Plan and Summary of the Downtown Study to the Tigard Urban
Renewal Agency. They requested that the Agency decide whether to continue
the Downtown Committee as it stands and make further appointments to that
board, or disband the Downtown Committee and form a new advisory committee
for TURA. They stressed that the Downtown Consultants presented clear and
concise information and noted their appreciation for that support.
Legal Counsel arrived - 7:46 P.M.
(b) Mayor Bishop suggested that TURA meet once each month, possibly the
first Monday, to consider everything that is before them. He also
expressed his appreciation to the Downtown Committee for their work an'
a job 'well done'. He suggested, however, that the Downtown Committee's
task was completed in December with the presentation of the Plan and
Report and that a new committee should be appointed by TURA to serve
in an advisory capacity. Mayor Bishop expressed concern that Section 600
of the Plan and the criteria set forth in Resolution N0. 81-106 for the
creation of a Downtown Committee or advisory committee to TURA may show a
conflict of interest and requested that Legal Counsel report back to
Council regarding this issue.
(c) Motion by Councilor Cook, seconded by Councilor Scheckla to formally
receive and file the Downtown Report, Plan and Summary.
Approved by unanimous vote of Council members present.
(d) Motion by Councilor Cook, seconded by Councilor Scheckla to call the next
meeting of TURA for April 12, 1982, to make appointments of the advisory
committee. Note: The Selection Committee will contact current committee
members to see if they are interested in appointment and will report to
TURA at that time.
Approved by unanimous vote of Council present.
(e) City Administrator recommended the suggestion of a Railroad Sub-Committee
was good and essential to help facilitate the Plan and suggested that
city staff could initiate contact with the railroads regarding right-of-way
acquisition until an advisory committee would be appointed on April 12,
1982.
Consensus of Council was to approve staff initiate contact with the railoads.
(f) After discussion with staff, consensus of Council was to direct staff to
begin addressing the issue of coordinating the Downtown Plan into the Com-
prehensive Plan.
Adjournment of the TURA Special Meeting - 8: 12 P.M.
5. ADMINISTRATION DEPARTMENTAL ANNUAL REPORT
(a) City Administrator gave overview of the Administration Department and
discussed the management model, decision model and work programs used by
staff. He stated that the purpose of having the Administration Depart-
ment report last was to try and draw all the departmental presentations
together and show how they are integrating into a city-wide system and
meeting City Council goals and objectives.
(b) Administrative Assistant, Linda Sargent, discussed with Council her work
program and areas of interest. The major areas of concern on her work
program dealt with personnel systems and coamiunity development support.
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PAGE 2 - SPECIAL MEETING COUNCIL MINUTES - March 1, 1982
(c) Administrative Assistant, Joy Martin, stressed that it was important for
the City to find alternative ways to progress forward during a time of
limited revenues. She noted that her work program showed a strong assis-
tance with the fiscal and community services areas of the city functions.
(d) Executive Secretary, Celeste Vaughters, stated that she was assisting
Administration in many areas, i.e. personnel, community relations, news-
letter, budget and purchasing support.
(e) City Administrator noted that each employee in the department has a wide
diversity in their task assignments so as to give the widest possible sup-
port to him in all areas of city functions.
6. 72ND AVENUE FINANCING - Discussion
(a) City Administrator reported that in soliciting for investment quotes for
interum financing for 72nd Avenue LID there only seemed to be one firm
interested in discussing the issue. Staff is currently working with an
investment counselor with First Interstate Bank who has previously worked
with the State Investment Pool and would assist the City in being its'
own broker. This could save the City money. Staff will report back later
with any upcoming results.
7. OPEN AGENDA: Staff, Public and Council Comments
7.1 Report on Senate Bill 978
(a) City Administrator advised Council that the Senate was considering a bill
0 978) which would require cities to pay $100 to the state if the local
jurisdiction Council sits as the Local Contract Review Board. Also the
bill would broaden the base of the board by requiring that general con-
tractors be members and would thus erode the home rule of City Councils
and local jurisdictions.
7.2 Report on City-Wide Newsletter
(a) City Administrator reported that the first edition of the City-Wide News-
letter was sent out - largely due to the Executive Secretary's efforts.
9500 newsletters were printed and the cost was about 15--, per copy.
7.3 Charter Amendments
(a) Legal Counsel presented an updated version of the charter amendments and
discussed them with Council. City Administrator stated that Councilor
Brian had requested possible changes in the power of Council president dur-
ing the absence of the Mayor and a possible change in the way a meeting
could be called. A suggestion was that perhaps a majority of the Council
members could sign and deliver a request for a special meeting.
(b) Councilor Scheckla suggested that sone time after the May election a limit
of eight consecutive years be placed on all Council positions and the
Mayor's position.
PAGE 3 - SPECIAL MEETING COUNCIL MINUTES - March 1, 1982
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(c) City Administrator also noted that Councilor Brian expressed concerns
regarding the problems with getting votes by a majority when councils
are absent.
7.4 Political sign requirements for School Board election
(a) Mayor Bishop requested staff notify the School Board candidates that city
code requires signs posted on private property and that violation will re-
sult in the removal of the sign.
7.5 Tri-Met bus complaint on Walnut & Fonner Streets
(a) Mayor Bishop requested staff notify Tri-Met that he has received a complaint
of bus speed infractions along Walnut and Fonner Streets.
8. ADJOURNMENT OF SPECIAL MEETING: 9:28 P.I.I.
EXECUTIVE SESSION OPENED:
Before calling executive session to order Council discussed ground rules with members
of the press. Common concensus was that after the executive session the press would
clear with the individual Councilors exact quotations of the discussion and clear a
general press release.
Executive session was called under ORS 192.660 (2)(a) to discuss labor relations.
City Administrator gave status report regarding the request to open the OPEU/TMEA
contract. Rumor is that the membership voted not to reopen the contract and the city
has prepared a letter stating its position, projected changes and promotions. City
Administrator distributed draft of letter for Council review. Council concurred with
action recommended. General discussion followed regarding scheduled projects, cutbacks
and lay-off schedule. City Administrator stated this was being worked on and he would
report back to Council at a later date.
9:55: Council went into executive session under ORS 192.660 (1)(i) to consider the
City Administrator's performance evaluation. City Administrator has completed six
months probationary period with the City and Council was evaluating performance for
the period of September 1, 1981 , through March 1, 1982. Council discussed the
evaluation specifics and compared their ratings on the following:
(1) Major goals/projects
(2) Performance dimensions
(3) Training and self improvement
(4) Areas needing strengthened
(5) Employees plan for improvement
(6) Superiors help needed
(7) Performance indicators for next review.
Concensus of Council was to evaluate performance on another six months.
Council discussed end of probationary merit increase and a salary that is comparable
with other similar city administrator positions in State of Oregon.
PAGE 4 - SPECIAL MEETING COUNCIL MINUTES - March 1, 1982
Executive meeting adjourned and council went into regular session at 11:20 P.M.
Concensus of Council was that the City Administrator was doing a good job and that
they were pleased with what has been accomplished.
Motion by Councilor Cook to end the City Administrator's probationary period and
that based on performance and lower than average entry salary level, the salary be
adjusted to $40,000 per year; motion seconded by Councilor Scheckla.
Motion approved by unanimous vote of Council present.
City Administrator thank Council for confidence and constructive criticism and will
continue to try to do the job expected.
Meeting adjorned 11:25 P.M.
City Recorder
ATTEST:
Mayor
PAGE 5 — SPECIAL MEETING COUNCIL MINUTES — March 1, 1982
AFFIDAVIT der PUBLICATION
STATE OF OREGON,
COUNTY OF I
WASHINGTON, ss.
I, .. _JOHN W._..-MARLING . .....-, -
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being first duly sworn, depose and say that I am the publisher
of The Tigard Times, a newspaper of general circulation, as defined
by ORS 193.010 and 193.020, published at Tigard, in the aforesaid county and
state; that the legal notice, a printed copy of which is hereto annexed, was
published in the entire issue of said newspaper for _..........
. successive and
consecutive weeks in the following is. February 2S_, 1982
. . ...... -
(Signature)
S 'scribed.and sworn to before m this -
..... ( � day of -
X. Notary ublic of�dreg.n
My commission expires
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MEMORANDUM
February 25, 1982
TO: Mayor and City Council
FROM: Doris Hartig, Finance Director/City Recorder ,40
SUBJECT: OLCC Applications
The Chief of Police reports that after investigation Bannings Restaurant
& Pie House liquor license application is recommended for approval by
Council and authorization for the Mayor's signature.
Avoid Verbal Messages
CITY OF TIGARD
To: CHIEF OF POLICE From:--DORIS HARTIG
Subject: OLCC RENEWAL APPLICATION Date: February 19, 1982
Please investigate and have recommendation ready for March 8, 1982, Council
meeting. --
Bannings Restaurant & Pie House
11477 S.W. Pacific Hwy
Tigard, Oregon 97223
Type of application: Restaurant
0 12 4'
MEMORANDUM
February 24, 1982
TO: Mayor and Council
FROM: Finance Director, Doris Hartig/WV/
SUBJECT: Legal Service Bill Payment Requested
The City Attorney's supplemental bill was received to cover expenses
for labor relations in the amount of $45.50 and Council meetings in
the amount of $1 ,597.50, which is to be considered under consent
agenda. We respectfully request that Council approve payment of
$1,643.00 to O'Donnell, Sullivan, & Ramis .
MEMORANDUM
TO: Mayor and City Council
FROM: Joy Martin, Administrative Assistant
DATE: February 25, 1982
SUBJECT: Photocopier Contract and Purchasing Policy
The contract for the Canon NP-400, which was approved at the February 22 Council
meeting, does satisfy conditions in City Ordinance 76-3 exempting it from the
competitive bid process.
Based upon the needs of the departments, the primary criteria are as follows:
1. There is at least one mode of reduction and preferably one mode of
enlargement.
2. It is cost-effective for an estimated 8,000 to 10,000 copies per month.
The first criterion is necessary for maps and other large pieces, such as account-
ing worksheets and work programs. Enlargement is used for clearly displaying
detailed portions of maps. Without this feature, staff must either go to outside
print shops or must tape portions together, both being very costly in terms of
staff time.
The second criterion is based upon the monitored use of the copying machines and
is documented in the February 18 memo.
These two criteria were used to initially screen vendors. The Canon NP-400 was
the only machine capable of satisfying these conditions. All local vendors carry-
ing this machine were then contacted by phone, and comparisons were made on the
cost, reputation for maintenance, and possible flexibility in the rental agreement.
Current users were randomly selected from lists of total customers supplied by the
vendors to check on support and maintenance reputations. Automated Office Systems
had the lowest bid, the best records, and a favorable agreement. Cost is comparable
to the costs of other copiers with similar quality, but without enlargement capa-
bilities. As illustrated in the February 18 memo, the Sharp and Canon are compa-
rable in cost; however, the Canon has two levels of reduction and two levels of
enlargement. The Sharp has one level of reduction and cannot enlarge.
Conclusion
The recommendation to purchase the Canon NP-400 is based upon the needs of the
City; i.e. , for both reduction and enlargement, and for a predicted volume of
8,000 to 109000 copies per month. The Canon NP-400 is the only machine to satisfy
these needs.
The recommendation for a two-year rental agreement with Automated Office Systems
is based upon lowest cost, service, and rental arrangements. Therefore, the
recommendations by staff satisfy purchasing policy regarding exemption, from compe-
titive bid.
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February 23, 1982
MEMO RAN DUM
To: Mayor and City Council
From: City Recorder o[G�-+�
Subject: Current Members of the Downtown Committee
Staff has indicated on the membership roster supplied by Mr. Allan Paterson
a note showing the members who are currently serving on the committee which
have not been approved by the City Council.
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TIGARD DOWNTOWN COMMITTEE
URBAN RENEWAL AGENCY
CITY OF TIGARD, OR
February 23, 1982
City of Tigard Council &
Tigard Urban Renewal Agency
P.O.Box 23397
Tigard, Oregon 97223
Dear Mayor and Council
The Tigard Downtown Committee, advisory body for the Tigard
Urban Renewal Agency (TURA) , has worked with the firm of
Danielson, Driscoll and Hess, Architects and Planners, in pre-
paring and presenting the Downtown Revitilization Plan for
approval. This appointed body has consisted of fifteen*work-
ing members since the City Council recommended expansion of the
original smaller pilot committee. The attached list represents
the active, contributing members that should be officially
confirmed by the Council and/or Agency at this time.
As an official committee working for the City of Tigard, we
are happy to present the recently completed and herein enclosed
summary of our efforts to date. Our schedule in the immediate
future will be confined to sub-committee work on possible ac-
quisition of Railroad right-of-way through downtown Tigard for
helping with revitilization.
This sub-committee has five members, the Chairman, Allan Paterson,
Jim Henderson(Water District) , Bill McMonagle(Surveyor) , Pat
Furrer(Attorney) , and Lou Krupnick(Architect) . Full committee
activity will resume after determination is made on the Downtown
Civic Center planning and funding program and how it will effect
the Urban Renewal Agency and its subsequent support of same.
Planning will hence be resumed closer to the time that funds
will be aval.lable for support, other than those provided by the
City, from revenues available in the fall of 1982.
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submitted
erson
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DOWNTOWN COMMIT`r'_E ROSTER AS OF NOVEMBER 191 1931-------------_
1. PARK BOARD MEMBER MEMBER AT LARGE:
Phil Hirl Lou Krupnick-Architect
10920 S.W. Mira Court, 8290 S .W. 850,
Tigard, OR 97223 Tigard , OR 97223
(bus )221-3641 ; (res )620-3896 (bus )244-8997
2. LIBRARY BOARD MEMBER: 10. MEMBER AT LARGE:
Madelyn Utz Larry Barnum-Contractor
14880 S.W. 133rd 14390 S .W. Hazel Hill Drive,
Tigard, OR 97223 Tigard, OR 97223
(bus)243-1388; (res )639-8286 (bus)620-6005
3. NPO # 1 MEMBER: PoAnn
CHAMBER OF COMMERCE MEMBER:
Roger Brown-Vice Chairman Corliss
9605 S.W. Hillview Court 15010 S.W. 92nd Ave. ,
Tigard, OR 97223 Tigard, OR 97223
(bus)644-0111; (res)639-2263 (res)639-2472
4. TIGARD SCHOOL DISTRICT MEMBER: 12. CHAMBER OF COMMERCE MEMBER:
Pete Taylor J. Allan Paterson-Chairman
13137 S.W. Pacific Hwy. , 11605 S.W. Manzanita
Tigard, OR 97223 Tigard, OR. 97Z223
(bus)620-1620 (bus)639-2125; ttes )639-3828
5. FIRE DISTRICT MEMBER: 13 CHAMBER OF COMMERCE MEMBER:
Eldon Johnson Bill McMonagle
Tualatin Rural Fire Protection Dist. 8905 S .W. Commercial
Tualatin, OR 97062 Tigard, OR 97223
(bus)682-2601 (bus)639-3453; (res )639-9701
6. WATER DISTRICT MEMBER: 4 CHAMBER OF COMMERCE MEMBER:
James L. Henderson at Furrer-Attorney
12855 S.W. 107th Court, 9185 S .W. Burnham
Tigard, OR 97223 Tigard, OR 97223
(bus)639-1554 (bus )620-4540; (res )620-5750
PLANNING COMMISSION MEMBER: 15. CHAMBER OF C �E,3 MEMBER:
Craig Helmer Cheryl Beshear �-S�-cretar
H&A Contruction 12995 S.W. Paci xc wy. ,
9115 S.W. Burnham Tigard, OR 97223
Tigard, OR (bus)639-1656
(bus )639-6148
8. MEMBER AT LARGE: CITY OF TIGARD STAFF SUPPORT:
Carol Jones-CPA Liz Neuton-Planning
15720 S.W. Oak Hill Lane City Hall-Tigard, OR 97223
Tigard, OR 97223 (bus)639-4171
(bus)248-9507; (res )639-0258
e. h 0-t oypo i fl+Q.cl Co u.r C l
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!/U DOWNTOWN COMMITTEE
URBAN RENEWAL AGENCY
J City of Tigard, OR
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10 February 1982
Downtown Committee Members
At our January 120 summation meeting with Danielson, Driscoll ,
Hess , which Phil Hurl graclouslychaired in some of our absence,
two .ltems were left to be addressed .before we tackle further
planning for Phase 11 and subsequent action. One item was the Tri-Met
Transit Center location and the other was Southern Pacific and
Burlington Northern Railway right-of-way question.
The Tri-Met Transit Center will be on the Planning Commission
agenda March 2nd. The consensus of. the Downtuwn Committee-in con-
sultation with our architects , Tri-Viet -representatives and the City
Planning• Staff was .to favor the Commercial Street location as best
: supporting. downtown revitalization at this time.
The. Railway question will take some time more. However, the sooner that
we form a sub-committee to work on this with the City, the sooner
something constructive might be resolved.
I would like to request that a sub-committee of Jim Henderson(Water
District) ' Pat Furrer(Attorney) , Bili McMonagle(Surveyor & Engineer) ,
and Lou Krupnick(Architect) , sit with me on a special task force to
work with Frank Curry in negotiating with the Railroads. This added
responsibil..Ity should not be too demanding in time but might extend
. .over quite 'a period of time judging from the past rapidity with which
the Railroads have; been known to move.
In the meantime our full committee will remain in recess until after
the Civic Center project downtown is more definite. Since the Urban
Renewal Agency Will not -have any funds really available to invest until
next fall., : we feel that it is. most' prudent now to look towards the
second half of the year before we take up our planning efforts in ear-
-nest again.. We. will keep all members posted on any significant develop-
ments in the meantime.
Please note'-and keview .the enclosed summary of our efforts to date
that we have accomplished with our consultants, Don Driscoll and Jim
Hinman.
erso -
Ch irman
r
February 24 , 1982
MEMORANDUM
To: Mayor and City Council
From: City Recorder kl
Subject: Downtown Committee Report
Just a reminder for you to bring your copies of the Downtown Report, Plan and
Summary which have been distributed in previous packets. If you cannot find your
copies, please contact this office by monday morning and we will supply these for
your use at the meeting.
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February 24, 1982
MEMORANDUM
TO: City Council/Tigard Urban Renewal Agency
FROM: Jeremy Coursolle, Associate PlannerAVV__
SUBJECT: Creating a Downtown Redevelopment Area Zone
In December, 1981, the consultants for the Downtown Revitalization Plan
submitted a report summary and plan summary for the downtown redevelopment
project. Briefly, these documents describe the area under consideration for
redevelopment and the area's existing physical characteristics, the breakdown
of the various project activities within the planning area, and the methods
of fianncing for those project activities. These planning activities include
the civic center, Fanno Creek park improvements, a major shopping center, and
various infrastructure improvements (streets, storm sewers, etc. )
Currently, a portion of the redevelopment area is designated on the zoning
map as C-3M (Main Street Commercial) . (Attachment "A") While the remaining
portion of the redevelopment area is designated A-12 (Multiple Family) , A-70/80
(Elderly Multiple Family) , C-3 (General Commercial) , M-3 (Light Industrial) ,
M-4 (Industrial Park) , and floodplain. All of these zoning districts have
different development standards which affect setbacks, building heights and
landscaping requirements. Because of these various differences, staff believes
that it will be more difficult to maintain and regulate development within the
downtown redevelopment area.
To avoid any potential regulatory difficulties, staff believes that a separate
zone should be established for the entire downtown redevelopment area (a cen-
tral business district) .
At a minimum, staff believes that the following standards should be developed
i
for this downtown zoning district: 1) Uses - the zoning district should permit
commercial retail and office uses, high density residential, mixed uses and
light industrial, e.g. , limited manufacturing such as electronic components;
2) Height requirements - given the need to promote more commercial and resi-
dential activity in this area, height limitations should be extended to four or
perhaps six stories; 3) Setbacks - to provide for adequate infill within the
area, setbacks should be reduced or eliminated especially along Main Street;
4) Landscaping - to create an aesthetic downtown area landscaping requirements
along store fronts and within parking areas should be increased; 5) Parking -
combined public and/or private parking areas should be established to minimize
the amount of pavement placed in the area. These parking areas should be cen-
trally located throughout the redevelopment area; and 6) Open Space - pockets of
open space similar to Liberty Park should also be located throughout the area.
The downtown area is unique to all other development areas within Tigard and
the success of the downtown redevelopment project depends on a cohesive and
creative plan and development standards that are consistent within the re-
development area.
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Page 2
City Council Action:
Staff recommends that the City Council direct staff to work with the con-
sultant and to draft the standards for a downtown district: to be reviewed
by NPO #1, the Planning Commission, the Downtown Committee, and the City
Council/Urban Renewal Agency in April or May.
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PERSONNEL FUNCTIONS AND RESPONSIBILITIES
Decision to Recruit - AA
.Decision to fill vacancy/create new position
S--UH--CA
.Verify position/obtain budget authorization DIi--CA--FD
.Job audit S--AA
.Job description DH--AA
.Job announcement/ad notice DH--AA
.Decision on selection process/recruitment method S--DH--AA--CA
.Authorization memo* AA--CA--ES
tecruitment - ES
.Advertising/billing details ES
.Compliance with Aff. Action/contracts/policies AA
.Send out applications/handle phone inquiries ES
.Collect applications (must be postmarked by deadline) ES
.Handle miscellaneous inquiries** ES
Selection Process - S
.Preliminary screening S or AA
.Semi-finalist screening/supplemental applications S
.Testing for job dimensions AA (Others may help administer)
.Final screening and interviewing S
.Selection decision of top three candidates S/DH
.Background/reference checking on top three S
.Final selection decision/fall-back strategy S/DH
.Department notifies Exec. Sec. of selection and turns S--DH--ES--CA--FD--AC--ES
over application file with completed Personnel Action
form
.Start personnel file ES
.Notify unsuccessful candidates ES (WP)
Employment ("On Board")
.Orientation/documents/explanat'on of benefits ES
.Emergency information for Rolodex file ES
.Tour of City S
Explanation of role/responsibilities S
.Benefit enrollments ES--AC
.Benefits recordkeeping (sick leave, vacation, etc.) TK
.Timesheets TK
.Maintain personnel records ES/AA
.First-month meeting with City Administrator Employee/CA
.Performance evaluations (reminder and Personnel Action form) ES--S--DH--AA--CA--AC--ES
.Definition of work schedule S
.Disciplinary actions
.Written reprimand S--DH--AA--ES
.Suspension S---DH--AA--ES
.Suspension prior to termination hearing S--DH--AA--CA--ES
.Notice of action taken (Personnel Action form) S--DH--ES--CA--TK/AC
(Needed only if loss of pay or benefits results)
.Grievance
S--DH--AA
(CA involved only if necessary)
.Transfer/Promotion
.Notice of action taken (Personnel Action form) S--DH--ES--AA--CA--TK/AC
.Training/travel requisitions S--DH--AA--ES--AC--ES
(If AA denies, CA will review)
•----------------------------------------------------------------------------------------
AA=Administrative Assistant ES=Executive Secretary
AC=Accounting Clerk FD=Finance Director
CA=City Administrator S=Supervisor
CC=City Council TY.=Timekeeper
DH=Department Head WP=Idord Processing
*At the end of Phase I, AA prepares a memo summarizing the action taken and specifying the
selection method, screening procedures, and any testing to be done, as well. as who will
screen applicants and administer any tests. Copies of the job description and job announce-
ment are to be attached to this memo, which will be routed to the City Administrator for
approval. The memo then goes to the ES to proceed with advertising the position.
**Do not retain or respond to unsolicited resumes or applications; encourage applications
only if there is a job opening.
_ -2-
.0311A, SAIF claims and reports S--AA
.Risk management FD
End of Employment (Voluntary or Involuntary)
Exit interview (final timesheet, benefit accruals, Employee/S/AA
return of City property)
Personnel Action Form and removal from Rolodex S--DH--CA--TK/AC--ES
Unemployment insurance claims S--FD
Personnel Policies Administration
- Development/revision of policies AA--CA
Pay plan/compensation surveys DH--AA--CA
Manpower planning and career development S/DH/AA/CA
.Training programs AA
.Safety programs S/AA
.Management incentives package AA/CA
Labor Negotiations
.Bargaining/Pay plan AA/CA/FD/Consultant
.Contract administration(terms, working conditions, S/AA/CA
privileges of employment)
.Union notification AA
Affirmative Action
.Establish/monitor program (5-year) AA/CA/CC
.Implement goals/timetables/policies Employees/DH/AA
.Annual report AA
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C1 1° TWA RD
February 22, 1982 WASHINGTON COUNTY,OREGON
Mayor and City Council
City of Tigard, Oregon
SUBJECT: City Administrator Performance Evaluation
Honorable Persons:
These first six months as your City Administrator have been some of the most
challenging and professionally rewarding of my career. I thank you for the pri_vi•-
lege of being of service. I look forward to accomplishing in the years ahead many
of the long-range goals we have begun to pursue for the community. I am also
proud -- and thank you for your support -- of what we have accomplished in the
short-term. We have completed or made considerable progress on all of our set
goals. All of this would have been impossible without your support and confidence
in allowing me to move the administration towards these goals.
As per our• understanding at the three-month Coaching Review in December, I under-
stand the following to have been the primary performance goals:
*Tom Brian - Conduct an evaluation of staffing patterns and organizational
b alignments. Develop an assessment of workload and performance levels. The
reorganization adopted last fall and the approval of the Control Budget were
based on this preliminary assessment. Departmentai Annual Reports nave been
presented to the Council by each department with accompanying, basic workload
and performance measures. The cutback/.lay-off options discussed February 22,
1982 and equipment acquisition decisions in the Control Budget reflect our
workload assessments. So, not only have we made considerable progress in
this major goal area, we have also begun to use the information in our
decision-making. The revised budget format for the 1982-183 Budget will
take these preliminary evaluation measures one step further. I hope to
publish an Annual Performance Report this fall which should make organiza-
tional and workload evaluations an on-going; part of the City's management
process.
®Nancie Stimler - Review the CDBG process. Present Council with application
recommendations and report on process.
The process was reviewed by Council. and three project applications were
submitted: Summerlake Park, Senior• Center expansion, and Fanno Park. The
Summerlake Park application looks to be rejected for lack of surrounding
low-income housing. The Senior Center should meet the criterion, but our
expanded facility proposal is likely to be a lower CDBF priority than the
new facilities requested by other communities. The Fanno Park project,
especially if coordinated with a successful Civic Center project and adja-
cent private development, should be a strong application.
12755 S.W.ASH P.O. BOX 23397 TIGARD, OREGON 97223 PH:639-4171
-2-
•Wilbur Bishop - Evaluate physical space needs, both long-term and short-term,
for Administration, Police and Library.
Council is well aware of the progress by the Civic Center Committee on long-
term space needs, the most significant element being the growing consensus
among Committee members once radically apart. The City Hall short-term
administrative space needs have been resolved for the immediate future
with the Crow office lease. Police space needs for the short-term are
cramped, but preferable to any interim move. The library lease with Mr.
Sorg was tentatively agreed upon., then, apparently on the advise of his
attorney, Mr. Sorg changed the tentative agreement. We are presently
pursuing two other alternatives before resuming negotiations with Mr.
Sorg. We have until April 1, 1982 to notify Mr. Sorg of our intent to
move, agree to his proposed extension, or resume negotiations.
•John Cook - Review and evaluate the LID process. Have Study Session to
develop overall policy.
Preliminary discussions were held at the December Study Session. Further
implications arose with .the 72nd Avenue LID report. Staff has been
research-ing and has a discussion draft scheduled for the March Study Session. A final
draft policy statement should be ready for Council consideration in April or
May. The City Attorney's office will then need to revise our ordinances accor-
dingly.
*Ken Scheckla - Activate NPO's and increase involvement of all Boards and
Commissions.
The Council Goals and Priorities were reviewed and set by all the City's
Boards and Commissions. The work of the Downtown and Civic Center Commit-
tees is now being drawn together. Perhaps the choices between short-term
Library lease options and the timing as related to a Civic Center can be
used to get Council and Library Board members together at a Study Session.
The resolutions for the CCI and NPO memberships have been updated. Only
two NPO's (#1 and #4) were active last fall, while all seven now have appli-
cations in process. All seven NPO's should be approved and working by this
Spring.
e.Bob Jean - Meet monthly one-on-one with each Councilor. . .Meet one new commu-
nity group every two weeks. . .Begin development of an overall management and
control system. . .Review and recommend on long-term strategic planning issues. . .
I think that on the average I have met monthly one-on-one with each Councilor,
but would welcome your thoughts on whether these meetings have been adequate.
From September through December, I exceeded the number of community group meet-
ings goal, but time for this in January and February has really dropped due to
Labor• Relations, Budgets, and special projects such as the 72nd Avenue LID,
Work Programs, MACC/CATV and the Civic Center. March may not be much better
due to the Budget and Labor issues. However, starting in March and really
picking up April through June, I hops to meet with an average of one new
group per week. Council suggestions on which group and when would be appre-
ciated. On the average, I think I have maintained my commitment to a heavy
community-oriented external. time involvement.
Strategic long-term issues have proven to be some of the most exciting work
assignments. By their nature, we have just begun to see the long-term im-
pacts of: extending our Active Plan and Planning Areas of Interest (;,lest
to the regional growth boundary and North into Metzger/Progress/Washington
-3-
Square) ; annexations of McDonald, Alderbrook, North Dakota, Bechtold, Walnut,
and -- yet to be decided -- Triangle and Northwest between 135th and Scholls;
County Framework Land Use Plan; Double-Taxation; MACC/ CATV; WCCLS; and the
operational implications of Data Processing and Word Processing technology
upgrading.
90ther - Summarize Council goals and priorities involving Board and Commission
input.
The resulting Goals and Priorities summary sheet from the November Study Ses-
sion is attached to this report. Department Work Programs will be presented
to Council at the March 1, 1982 Study Session. These Goals as translated
into Work Programs are now being used as the basis for individual employee
Performance Evaluations and individual employee goals.
®Management Performance Evaluation and Job Analysis - The agreed-upon perfor-
mance dimensions and worksheet suggested by Helen Terry is attached. Also
attached are the Job Analysis Data developed where you stated what you wanted
and didn't want in a City Administrator.
I would ask that you use the attached worksheet to indicate your evaluation
of my performance in the established goals and dimensions. Any other comments
of a coaching nature would also be very much appreciated.
I thank you for the time and assistance you have each provided in making these first
six months so enjoyable and productive. For what it's worth, I really feel we have
turned the corner, and the pace of events should allow more time for evaluation and
controlled decision-making.
Yours truly,
Robert W Jean
City Ad istrator
cv
MANAGEMENT PERFORMANCE EVALUATION
DEMPLOYEE: Bob Jean POSITION/DEPARTMENT: City Administrator/Administration
DATE: 3/1/82 RATING PERIOD: 9/1/82 - 3/1/82 RATER:
1. List major goals/projects: Satisfactory Completion %:
.Evaluation of staffing and organization. . .
.Workloads and performance. . .
- .Block Grant process and applications. . .
.Long and short-term space needs. . .
.LID process and policy review. . .
.NPO's, Boards, Commissions and Committees. . .
.Council and community involvement. . .
.Strategic issues. . .
.Management control. . .
.Work programs, goals and priorities. . .
2. Rate peformance dimensions (see attached dimensions) :
(.1=Unsatisfactory; 2=Needs improvement; 3=Satisfactory; 4=Good; 5=Excellent)
.Oral Communications .1 2 3 4 5
.Written Communications 1 2 3 4 5
1 2 3 4 5
.Leadership
.Problem Solving/Decision Making 1 2 3 4 5
.Innovation/Ingenuity/Creativity 1 2 3 4 5
.Planning/Organizing 1 2 3 4 5
.Interpersonal Sensitivity 1 2 3 4 5
.Management Control 1 2 3 4 5
.Adaptability/Flexibility 1 -2 3 4 5
.Stress Tolerance 1 2 3 4 5
Notes on "well dones" or "needs improvements":
3. Employee training/self-development:
4. Areas needing be strengthened:
-2-
5. Employee plans for improvement:
6. Superior's help needed:
7• List goals/projects and timelines for next review period:
8. General comments (see also attached Job Analysis Data) :
----------------
1
PERFOPU1kNCE DIMENSIONS - DEFINITIONS
Oral Communications
Ability to speak in a clear, understandable manner so that the listener
grasps the message. Skill in developing and presenting material orally.
Presents self in a positive manner, is persuasive, and gives simple and
logical explanations of complicated problems when speaking before groups
of people.
Is able to summarize and justify effectively. Thaws others into conver-
sations, elicits feedback, and really listens to what others have to
say. Has a good command of the English language, i.e. , grammar, word
fluency, .sentence structure, phraseology. Effective in presenting ideas
or tasks to an individual or group (includes gestures and nonverbal
communications).
Written Communications
Ability to express one's ideas and reasoning clearly in writing and in
good grammatical form. Can effectively organize, prepare, and present
memoranda, letters, and reports suitable to the individual or group for
which it is intended. Ideas are expressed in a concise, factual, and
sequential manner with smooth transitions between thoughts.
Leadership
Effectiveness in getting ideas accepted and in guiding and motivating a
group or an individual toward the accomplishment of a task or goal.
Stimulates others to achieve successful patterns of independent func-
tioning. Ability to control and influence individuals so as to focus on
a particular issue or arrive at a solution to a problem. Has the self-
confidence and assertiveness to encourage cooperative attitudes and
instill confidence in others, overcome negative factors, and deal with
conflict in an open and positive manner.
Problem-Solving/Decision-Making
Ability to identify a problem, secure the necessary relevant infor-
mation, interpret and analyze the situation, evaluate alternative solu-
tions, recognize the possible ramifications and impact of solutions, and
render an appropriate judgment or decision. Can perceive similarities
and differences and separate important from superfluous information.
Can identify the advantages and disadvantages of several different
avenues of action to achieve a desired objective. Has the ability to
research a problem and obtain the necessary information through a
variety of methods. Displays a willingness to make decisions, render
judgements, take action, and commit self.
R
Innovation/Ingenuity
Ability to apply creative, abstract ideas in solutions to problems or
accomplishment of assignments. Ideas and expressed thoughts show origi-
nality and perspicacity as opposed to only tried and proven methods.
Planning/Organization
Ability to establish an appropriate and efficient course of action for
self and/or others to accomplish a specific goal; make proper assign-
ments of personnel and appropriate use of resources. Sets priorities,
coordinates and schedules tasks and events in a logical manner so as to
increase efficiency and effectiveness. Anticipates problems and is
proactive rather than reactive. Has a sense of structure, process, and
continuity.
Ability to use forecasts, develop a hierarchy of effective objectives
and establish a procedure and process to accomplish these objectives.
Recognizes the impact economic and sociological factors have o-- the
organization and implementation of various plans and programs. Can
identify resources, initiate controls, and meet deadlines in imple-
menting objectives of plans and programs.
Interpersonal Sensitivity
Ability to deal with people in a tactful, diplomatic, znd polite manner.
Interacts with others in a way that demonstrates a sensitivity to their
needs and motives and does not arouse antagonism or negative feelings.
Has a genuine interest in and empathy for people. Is objective in
perceiving the impact of self on others and treats individuals in a
fair, consistent, and impartial manner. Is cooperative in dealing with
others, maintains a positive attitude, and functions as part of the
"team."
Management Control
Ability to establish procedures to monitor (or regulate) processes,
tasks, or the activities of subordinates. Delegates and coordinates
work appropriately and effectively. Evaluates and follows up on the
results of delegated assignments and projects, "follows through" on
decisions, and keeps staff members informed on new developments.
Ability to evaluate capabilities and skills of staff in order to
optimize utilization of personnel and to assess training and development
needs.
Adaptability/Flexibility
Ability to adapt to changing circumstances. Changes behavior or atti-
tudinal responses to fit the situation in order to obtain the desired
goal. Able to be involved in a number of things at once. Is open-
minded and able to separate personal feelings from the issues at hand.
Exhibits willingness to see others points of view. Listens to sugges-
tions and is willing to admit making a mistake. Maintains an open
approachable manner.
EStress Tolerance
Ability to remain calm and to function in pressure or frustrating situs-
tigns. Maintains control and self-composure when placed under conditions
of pressure or crises, when "under the gun." Retains effectiveness of
performance under adverse conditions.
HT:VKV(WP)GIT
' o
POTENTIAL RATING PROBLEMS
When discussing and quantitatively evaluating the job-related strengths
and weaknesses of the employee, the basic task of rators is to interpret
the considerable amount of information available in light of the behaviors
exhibited on the job and the definitions of the relevant performance
dimensions. Below is a discussion of most of the problems and errors which
frequently plague this evaluation process.
The first of these common errors has been labeled the "halo effect."
This means that an overall impression, either favorable or unfavorable,
is obtained based on only a portion of the total information available
and that this impression is used as a guide for the ratings of all per-
formance dimensions. For example, some rators may make the mistake of
basing all of the separate scale ratings primarily upon an employee's
oral communication skills. The fact that the remaining factors are
thoroughly defined should lessen the likelihood that this will occur, but
it is still a problem to be anticipated. This error will usually result from
a rator being extremely favorably or unfavorably impressed with one or two
qualification areas and ignoring information pertinent to others. Lack of
training, personal bias, and carelessness are some of the causes of this
problem. The halo effect can be regarded as one form of differentially
weighting the performance dimensions, with that dimension which is the key
to the extremely positive or negative overall impression in effect carrying
undue weight.
Central tendency and leniency are two chief sources of restriction of the
range and variability of ratings of .any performance dimension. Raters who
are inexperienced, or unmotivated to do an adequate job sometimes put their
rating in the center of the scale rather than varying them in accordance
with real differences among the factors evaluated. Leniency is a tendency
with comparable effects. In this instance, ratings tend to be restricted
toward the upper end of the scales with lessened variability again being
the result. The factors listed above as possible sources of central tendency
also apply to leniency. In addition, a naive interest in "being kind" or of
protecting oneself from criticism can be a source of "leniency." Opposite
to leniency is a problem labeled severity, the tendency to restrict ratings
at the lower end of the scales. Although severity is less common and the
reasons for it most likely different from those behind leniency, its effects
are essentially the same. Severity might result, for example, in the case
of a rator who believes that "too damned few of these. emp-loyees are the same
cut as we used to get in here."
"Deficiency" is the error of ignoring or overlooking information which is
relevant to any performance dimension. Individual scale ratings which over-
emphasize only one item of relevant information may suffer from deficiency.
The performance dimensions are defined in such a way as to require con-
sideration of a variety of data. Thus, the ratings to be assigned are
vulnerable to this effort. The best safeguard is thorough familiarity with
the performance dimensions and periodic review to assure that they are still
important.
i
-2- Potential Rating Problems
A rating is contaminated if it is based on information or factors which are
not relevant to the performance dimension in question.
Another common source of error is the projection effect, which means that the
rator is putting his/her own value system into the rating situation and
saying, in effect, that only a duplicate of him/herself can be successful .
In this case, the rator matches an employee's status with regard to a
variety of (possible non-job-related) factors such as appearance, voice,
and social life style with his/her own or with some idiosyncratic ideal .
t �
{
JOB ANALYSIS DATA. . .
Department heads want an administrator who is (does , has , etc.)
- Flexible
I - Good communicator (verbal and written)
x - Fair, impartial
- Decisive, firm
! - Rational decision maker
- Asks subordinates for input
- Knowledgeable (listed all City govt functions)
- Recognizes importance of agencies outside City Hall (e.g. Library)
- Honest
- Courageous; fearless (esp. w/Council)
- A leader
- Able to withstand public/political pressures
Mayor/Council members want an administr r who is not (does, has, etc.)
(Interesting to note that they listed oa.. f negative traits. . . . . hmmmm?)
���� - Hot tempered
� - Argumentive
- Dishonest
- Uses alcohol/drugs
v
- Immoral
- Disorderly in dress or grooming
- Poor communicator (oral or written)
,1 } Foul mouthed
V�k
- No major medical problems
(+)
�; }' - Poor driving record
Unfair, biased, bigoted
- Uncooperative; not a team worker
1 - Dull , unimaginative
- Lazy (esp. time spent on job)
Weakness_ in key "technical" areas
- Indecisive, evasive
tN - Defensive-reactive
Insensitive
Power Monger - "Wheeler-dealer"
Nonproductive
Docile - low energy
Lacking in leadership traits
Disorganized
Low stress tolerance
Unable or unwilling to accept and respond to criticism (constructive
or otherwise)
Reactionary under group pressures
Poor P.R. - Press/Citizens
Immature
- Unwilling to listen to Council and follow directions
t, (or come up with suitable alternatives and "sales" approach)
. . . more. ..
Council 's list continued. . .
- Overbearing, egotistical
- Extreme introvert ; timid
- Inappropriate comments/behaviors
- Does not make waves (+)
- Poor sense of "presence" - esp. w/public
- Plays favorites
- Doesn't understand public sector viewpoint
- "Bastardly Bureaucratic"
- Undisciplined
- Lacks responsibility and commitment
- Tardy (meetings, schedules, deadlines, etc.)
- Wastes time
- Verbal "diarrhea" -- rambling, inconcise
- Avoids dealing with personnel problems
- Inability to identify, assign, and follow priorities
- Non (or low) achiever
- Non assertive/aggressive
- Poor track record (here or elsewhere)
- Inappropriate prior jot, changes
- Not "afraid" of Council ; takes appropriate position stance
and defends it.
- Vindictive
MEMORANDUM CITYOFTIGrARD
WASHINGTON COUNTY,OREGON
TO: Mayor and City Council
FROM: Bob Jean, City Administrator
DATE: February 24, 1982
SUBJECT: Summary Progress Report on Goals and Priorities
The purpose of this memo is to give a brief summary progress report on all of the
established goals and priorities. The City Administrator Performance Evaluation
letter addresses only the major goals specifically identified by the Council for
the period. In fairness to all involved, much more has been achieved.
The agreed-upon priorities for the use of my time were:
1. Time with Counc::l - I have enjoyed your candor and concern for the com-
munity. Your insights have been most essential. I hope you feel as I
do that I have attempted to respond to individual Council concerns with-
out coming between differences of opinion amongst Councilors.
2. Time with the community - I have met with Kiwanis, Rotary, Chamber of
Commerce, TCYS, Loaves and Fishes, Washington County Public Officials,
each NPO, Library Beard, Planning Commission, Park Board, Downtown
Committee, Civic Center Committee, and other groups. Council sugges-
tions for community meetings are appreciated. In all, I have attempted
to abide by my policy of meeting "with anyone, anywhere, who has any-
thing to say about Tigard." I have sought to bring different community
views before the Council, all while trying to represent Council policy
before these community groups.
i
3. Time with staff - for internal organization and control. I think Council
is well aware of my intense efforts in this area.
4. Time to address long-range issues - Again, I think we have begun to look
beyond the day-to-day and staff, as well as Council and advisory commit-
tees, are all looking to the future some with optimism despite the current
economic situation.
Based on the first three months time log and changes in my work pattern since then,
I would estimate my time use allocation on what has averaged to be a 60-hour work
week as follows: time with Council-10%; time with the community-15%; time with
staff-4556; time on projects-20%; time on long-range issues or conferences and semi-
nars-10°x. On the average, I have split my time about 25°k with Council and commu-
nity and about 75% with staff and long-range issues. The work days have still
12755 S.W.ASH P.O. BOX 23397 TIGARD,OREGON 97223 PH:639-4171
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averaged in the 10-12 hour range with some still longer, but this, too, seems
to be getting more manageable. I hope to keep the Council/Community to Staff/
Long-Range issues ratio more toward the 1/3 to 2/3 time split in this next period
and to still work toward to 50/50 goal. I remain convinced that Tigard's major
difficulties .and potential successes all will relate to the strength of the
community network.
Internally, I have continued my efforts around management development and in es-
tablishing a municipal management system. Establishing and training the middle
management staff continues to be a major effort and will be the focus of the labor-
management issues ahead. The six sub-systems of the municipal management model
and my efforts in each area are:
1. Goals - Council Goals and Priorities; Work Programs for Department,
Division, Section levels and the individual employee;
2. Organization - The reorganization and establishment of Division and
Section units; definition of functional responsibilities for each unit
j at every organizational level;
( 3. Personnel - Improvements in the merit system; long-range manpower plan-
ning; strike planning; labor relations strategy and contract negotiations;
! 4. Fiscal - Control Budget; 1982-83 and multi-year projections; fees and
charges; improved purchasing controls; computer system evaluation and
decision;
5. Procedures - Business licensing; Planning Administrative Procedures;
LID polic centralizepersonnel management y' d g procedure; centrally merged
data and word processing procedure;
I 6. Reports - Annual Department Reports to Council; revised Department Monthly
Reports; Update and Newsletter; press relations.
On the established Goals and Priorities, I would add the following on items not
pre-viously mentioned in this memo or the evaluation letter:
Council and Administrator:
.Productivity - reduced staff reorganization and increased population already
means productivity improvements of around 10-15%. . .
.Accountability - goals tied to evaluations. . .
.Budget Workshop - mid-year Budget review, revised Budget organization and
format. . .
.Cost Consciousness - central to labor relations, outcome still undetermined. . .
.Policy Options - staff report formats changed. . .
.Volunteerism - major push for next year. . .
N
. ewsletter - first issue published. . .
.Press Relations - ?
.Financial Analysis - started, major goal for coming year. . .
.Contracting Out - dispatch, payroll, drafting. . .market sector options. . .
.Comparisons with Other Cities - in process. . .
.City At - Budget revised, decision made to continue with consulting
vs. in-house relationship. . .
Finance and Administration:
.Classification and Compensation - Pay Plan. . .
.Taxes - Analysis of operating, TCYS, Loaves and Fishes and Civic Center costs
as to tax rates. . .under $2.00/$1,000 possible. . .
.Capital Improvement Plan - Civic Center, streets and sewers in process. . .major
goals for nextyear. . .
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Library:
.Hours of Operation - reopen on Mondays?
Public Safety:
.Police Department Image - see Work Program. . .
.ICAP - progress on schedule. ..
.Municipal Court - Judge made annual report to Council. . .
.Light Bars - improved. . .
Community Development:
.Comprehensive Plan - one plan vs. 7 NPO plans. . .
.Downtown Revitalization - TURA and Railroad sub-committee. . .
.Code Enforcement - assigned to Building Department and getting improved
results. . .
.Bikeways - construction this Spring/Summer. . .
.MACC/CATV - franchise awarded, now selecting Administrator. . .Tigard running
Assessment Center for MACC. . .
.Economic Development - initial conversations and data gathering. . .major goal
for coming year. . .
.Water Districts - Feasibility evaluation of coordinating or assuming under-
way. . .major study goal for coming year. . .
Theotheritems not specifically addressed, but which I had in my notes from .the.
December review were:
.Business License Revocatian Ordinance - a study committee of Chamber of
Commerce, citizen and staff members are reviewing the Code and should
make recommendations by April.. .
.Hearings Officer - Code established and recruitment/selection in process. . .
.Triangle Annexation and Active Plan - amendment to County agreement in
process. . .annexation of Triangle not scheduled for further discussion
until later this year. . .
I welcome your comments and advice on these as well as other issues of concern.
Thank you again for your assistance these first and most critical months of this
new administration.
i
Decemb6r 9, 1921
GOALS AND PRIORITIES
':OUNCIL AND AD:?INISTRATOR LIBRARY
4.5 Council and Advisory Board Relations 4.5
Annual Goal Review Workshop
Productivity 4.0 Space Needs
Accountability Council and Board Relations
Man a.-ement System
Budget Workshop 3.5 Growth Impact
Cost Consciousness Purchasing
4.0 Civic Center 3.0 Pride in Library
Intragovernmental (Internal) Library Services
Communications Cable TV
Goals, Work Programs and Merit System Hours of Operation
Policy Options and Analysis
Service Levels 2.5 Municipal Reference Literary
Volunteerism Visibility
3.5 Pacific Highway 2.0 Social/Cultural/Arts
. .Philosophy .of Government
Newsletter
Change PUBLIC SAFETY
Press and Media Relations
Financial Analysis 4.5 Police Department Image
Contracting Out Union Contract
Targeted Police Services
3.0 Intergovernmental Coordination
Community Relations 4.0 Coordination with Law Enforcement
Appropriate Technology Agencies
Comparison With Other Cities Police Staffing and Growth Impact
Dispatching
2.5 City Attorney ICAP
Tracy Report Versus Chief's Response
Police Department Space Needs
FINANCE AND ADMINISTRATION Crime Prevention and Community Relations
Safety Valve
4.5 Labor Relations Municipal Judge
Classification and Compensation
Policy 3.5 Public Safety Resource
Organization School District Coordination
Police Reporting
4.0 Overtime Expanding Role of Police Department
Fees and Charges Alarm Response
Taxes Equipment Replacement Policy
Purchasing, Policy Alternatives
Personnel System Computers and EDP Technology
Labor Negotiators Report Writing
Municipal Court
3.5 Vacation. Policy Municipal Court Versus District Court
Total Compensation Policy Citings
Finances
Capital Improvement Plan 3.0 Fire Districts Coordination
Contingency Reserve Light Bars
3.0 Debt Management 2.5 Tri-Met Coordination
Computers and EDP Technoloogy
Code 2.0 Evaluate Feasibility/Desirability of:
Audit . Tigard Fire Department
cIleaa£ and Investment Policy Contract Police
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CO:N11.1U"I i Y DEVE:LOPi-1E:N'T
4.5 D^n,3 i t
C(..prehc_is:ive Plan Versus NPO Plan--
4.0 RcvitalizatiOn
S+treet/Ar-�erial System
Sewer System.
Park Plan
Parks
Industrial Development
Code Enforcement
Grcwth Mana-ement Coordination
Community Involvement
Fleet Management
3.5 Planning Director
Street Lighting
Traffic Signs and Signals
Pedestrian Ways/Bikeways
Public Facilities Planning within
Urban Growth Bounds
Cable Communications/Cable TV
Local Improvement Districts (LID'.$)
Sign Code
Economic Development
Building Department
Street Light Outages and Traffic
Light Malfunctions
Capital Improvement Plan and Program
Beautification
3.0 Recreation
Public Safety Coordination
Evaluate Feasibility/Desirability of
Three Water Districts in Tigard's
UGB Becoming City Department
Building Height Limits
Chamber of Commerce
Senior Center
Community Development Block Grant (CDBG)
Engineering
Cook Park
Planning Commission Minutes
Main Street Parking
Added by the Park Board only:
Greenway Development and Acquisition
Park Development and Acquisition
2.5 Janitorial Services